Title Page
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Table of Contents
Title Page ............................................................................................ 1
Table of Contents ................................................................................ 2
Mission, Vision and Values .................................................................. 3
Program Description ........................................................................... 4
Program Framework ........................................................................... 7
Induction Manual .............................................................................. 17
Prevention of Harassment, Discrimination and Bullying ........................... 28
Employee Assistance Program ............................................................... 34
Employee Code of Conduct ................................................................... 37
Staff Support & Supervision Policy ......................................................... 52
Staff Support and Supervision Practice ................................................... 55
Supervision Agreement ......................................................................... 58
Supervision Agenda - Clients ................................................................. 72
Supervision Agenda - Case workers ....................................................... 74
Supervision Agenda – Stepping Stones Worker ....................................... 77
Network Outreach Policy ....................................................................... 80
Worker Safety Procedure ...................................................................... 85
Occupational Health & Safety Guidelines ................................................ 89
Blood-Borne Virus Procedure ................................................................. 92
Case Management Practice Guidelines ............................................. 95
Network Casework Policy .................................................................... 168
Security Of Accommodation Policy ....................................................... 174
Network Client Participation Policy ....................................................... 177
Client Participation and Feedback Procedure......................................... 184
Practice / Procedure for NCARS ........................................................... 189
Stepping Stones Model ........................................................................ 192
Stepping Stones – Consent Form ......................................................... 196
Private Rental Subsidy Scheme ............................................................ 199
APPENDICES ................................................................................... 201
Induction Program - Guidelines for the Manager ................................... 201
Induction Program – Manager’s Checklist ............................................. 201
Induction Program – Employee Checklist .............................................. 201
Cultural Calendar ................................................................................ 201
Hepatitis Slides ................................................................................... 201
Social Programme Resource – Case Notes ............................................ 201
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Mission, Vision and Values
Mission
Crossroads Youth & Family Services supports individuals and families;
upholding their dignity, working to increase their social inclusion and
economic opportunities, and advocating for initiatives that create a just
community.
Social Justice Statement
Crossroads adheres to the Social Justice Statement of The Salvation Army
and believes that all people should be:
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Served without discrimination
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Treated with respect so that their dignity as individuals is preserved
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Recognised as people capable of making decisions and choices for
their own lives.
Values
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Human Dignity
Justice
Hope
Compassion
Community
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Program Description
Introduction
The Salvation Army Crossroads – Mary Anderson Family Violence Service
(MAFVS) is a jointly funded Program, by the Department of Human Services
and The Salvation Army. The service is funded to provide specialist family
violence support to women and women with children who are experiencing
family violence. The Mary Anderson Family Violence Service is a state wide
funded service and has a strong physical presence in the Northern area of
Melbourne.
Values
Human Dignity
Family violence is a fundamental violation of human rights and is
unacceptable in any form. Mary Anderson Family Violence Service value all
people and treat all people with respect and believe that all people have the
right to feel safe and actively work within the community to achieve this aim.
Justice
Family violence occurs regardless of class, ethnicity, religion, age, abilities, or
sexual preference. The experiences of people who live with family violence
are distinct and unique. Mary Anderson Family Violence Service works within
the community to promote social change and advocate for the rights of all
people to be protected and treated equitably.
Hope
Mary Anderson Family Violence Service supports all people to recognise their
own strengths and abilities, promotes self-determination and works alongside
people in creating a safe and independent future.
Compassion
Mary Anderson Family Violence Service acknowledges the unique experience
of all people and actively works towards providing a supportive and nonjudgemental environment for all.
Community
Mary Anderson Family Violence Service recognise the importance of women’s
and children’s need to belong, access and participate in community and the
program aims to help facilitate these connections. The Program respects the
diversity of communities and actively engages within these communities to
raise awareness and address the issues of family violence.
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Mission
Mary Anderson Family Violence Service supports individuals and families,
upholding their dignity, working to increase their social inclusion and
economic opportunities. Advocating for initiatives that create a just
community. The Program aims to support women and their children to
uphold their human right to live free from violence, have adequate shelter,
resources, guidance and opportunities to reach their potential and attain their
dreams. We work with women and children to build on their strengths and
enhance their capacity to make informed decisions and exercise their right to
self-determination without coercion and free from judgement.
Objectives, Service Description and Target Group
Please refer to Mary Anderson Family Violence Service - Program Framework
for detailed information.
Staffing
Given the gendered nature of the client group the MAFVS has obtained an
exemption from the Victorian Civil and Administrative Tribunal to employ
women only – Application No. A80/2009. This application is valid until the
1st of April 2012.
1 EFT
1 EFT
5.8EFTs
Program Manager
Team Leader
Case Workers
In addition the Program employs a pool of casual staff who provide after
hours coverage for the Northern Crisis Advocacy Response Service.
Client Rights
Mary Anderson Family Violence Service operates from a position that
acknowledges, confirms and upholds the rights (and responsibilities) of
clients. All services are voluntary and clients are provided with written and
verbal program information that also sets out grievance procedures. (Case
management tools – Check list and Case Notes)
Privacy and Confidentiality
Mary Anderson Family Violence Service is committed to the highest level of
respect and protection of client’s privacy and utilises the utmost care in the
collection, use and storage of personal information. As soon as practical after
a women enters a service she is provided with written information about
how/what information is collected, how/where it is stored, how they can
access it and how/when it can be disclosed to others. This is recorded on a
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check list as well as in a case note to verify that the information was
provided. (Release of information form)
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Program Framework
Purpose
This document provides an overview of Crossroads’ Mary Anderson Family
Violence Service and the philosophy underpinning its operation. It should also
be read in the context of Crossroads’ policies such as Network Client Policy,
Supported Referrals Policy and Network Casework Policy.
Contents
1 Service Summary
1.1 Key Service Objectives
1.2 A Continuum of Service
1.3 Referral Sources
1.4 Community Networking and Development
2 Targeted client groups
3 Definition of Family Violence
4 Key Elements of the Service
4.1 Support 24/7
4.2 Dispersed Refuge Model
4.3 Supported Transitional Housing
4.4 Outreach/Long Term Support
4.5 Duty Service
4.6 Northern Crisis Advocacy and Response Service (NCARS)
5 Practice Model
5.1 Philosophical Underpinning
5.2 Guiding Documents
5.3 Practice Principles
6 Reviewing this Program Framework
Related Standards, Policies and Procedures
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1.0 Service Summary
The Salvation Army - Mary Anderson Family Violence Service is a specialist
family violence support program within the Crossroads Network of Youth and
Family Services. It works with women and women with children who are
affected by family violence. The MAFVS receives funding from The
Department of Human services and The Salvation Army for its operation. The
main aim of the service is to assist women and children uphold their human
right to live free from violence.
1.1 Key Service Objectives
To respond flexibly to the immediate needs of women and children who are
affected by family violence through the provision of safe accommodation,
support and information.
To assist clients to resolve crisis, re-establish family links where
appropriate and re-establish a capacity to live independently.
To provide an individualised case managed assessment, support and referral
service aimed at resolving individual family violence issues, accommodation
needs and other crisis support needs. With the aim to improve the women’s
and children’s access to a range of social supports, long term safe and
sustainable housing and other mainstream community services.
1.2 A Continuum of Service
Mary Anderson Family Violence Service aims to meet these objectives by
providing a continuum of service:
Intensive crisis support
and accommodation
Supported transitional
housing
Outreach / support
in own home
This continuum can be entered at any stage (via referral and where the
eligibility criteria are met) and can include outreach support in a range of
accommodation options, including private rental.
The initial crisis response provided by the service is task focused, within a
supportive framework. This acknowledges that many of the women who access
the service may have been responding to crisis for many years, either while
living with their violent partner or in dealing with the resultant cycle of
homelessness after making the decision to leave. A key part of initial contact
and support is to give stability and containment. This is integrated with ongoing
case planning and management.
Case management is an integral part of the service delivery to women and
children accommodated and supported within Mary Anderson Family
Violence Service. The service uses a key worker approach consistent with the
Crossroads Case Management Model and SAAP Case Management principles.
Although all clients will have their own case worker they will be able to draw
on the skills and support of all staff.
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1.3 Referral Sources
Mary Anderson Family Violence Service has traditionally taken referrals from a
number of sources, unlike many other Family Violence crisis services, which in
the past have only taken referrals from a central referral agency.
Currently referral protocols are in place with a number of services. This is a
fluid process and the service is always open to negotiating protocols with
other appropriate agencies.
1.4 Community Networking and Development
Mary Anderson Family Violence Service fosters good working relationships
within the community to provide appropriate service responses and resources
to women and children. It has developed formal agreements and protocols
with a range of services.
Good networks also enable the organisation to engage in community
education and development around the issues of family violence and its
impact on women and children. Each full-time worker is engaged in at least
one community development project, either in the local community or within
the family violence sector as a whole. This also provides the opportunity to
build on and develop workers' skills further (see case worker portfolios).
2.0 Targeted client groups
Mary Anderson Family Violence Service works with women and women with
children who are seeking practical assistance, information or support in
relation to their experience of family violence.
Mary Anderson Family Violence Service strives to make its service particularly
accessible to women who do not always get access to other family violence
services or for whom other family violence services may not be appropriate.
This may include but is not limited to women:
with drug and/or alcohol issues
 from culturally and linguistically diverse backgrounds
 with mental health issues
 who are working
 who are studying
 with challenging behaviours
 with children with challenging behaviours
 with older male children
 with non-traditional or non-nuclear families
 who are trans gender or same sex attracted
 with court ordered access arrangements
 with no income due to immigration issues (capacity dependent
on numbers already being supported)
 whose immigration residential status is unclear or being contested
 from rural areas requiring short support and/or accommodation in the
metropolitan area in order to attend relevant appointments
 who do not want to sever links with their local community
 who have been former clients of Mary Anderson Family Violence
Service
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3.0 Definition of Family Violence
“Family Violence is the repeated use of violent, threatening, coercive or
controlling behaviour by an individual against a family member(s), or
someone with whom they have, or have had, an intimate relationship.
Violent behaviour includes not only physical assaults but an array of power
and control tactics used along a continuum in concert with one another,
including direct or indirect threats, sexual assault, emotional and
psychological torment, economic control, property damage, social isolation
and behaviour which cases a person to live in fear.”
*Extracted from Code of Practice for Specialist Family violence Services for
Women and Children
Note: For the purpose of this document, the term family violence is
interchangeable with such commonly used labels as family violence, intimate
partner abuse, gendered violence and spousal abuse, etc.
4.0 Key Elements of the Service
4.1 Support 24/7 - Oncall
Experienced and skilled caseworkers are rostered to be on call to provide
emergency and day to day support 24 hours a day/seven days a week.
Eligibility
Clients must be formal clients of Mary Anderson Family Violence Service.
4.2 Dispersed Refuge Model
Mary Anderson Family Violence Service provides crisis accommodation is in
discreet units scattered around the northern suburbs of Melbourne. This
dispersed model enables us to provide a diverse and flexible response to a
very broad range of women and children experiencing family violence.
Eligibility
Women with or without accompanying children who are assessed as being at
imminent risk and who identify the need for accommodation to increase their
level and feelings of safety.
Not Eligible
People who are not eligible for crisis accommodation include:
men
women with or without children where it is safe for them to stay in their
home or where they have identified alternative safe accommodation options.
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4.3 Supported Transitional Housing
Supported transitional housing is available to clients who are not in imminent risk
but still require support in securing appropriate housing and dealing with the
impact of family violence. It includes clients who are moving from one of the
organisation’s crisis accommodation units and require transitional housing while
they wait for long term accommodation.
This service aims to improve the women’s and children’s access to a range of
social supports, long term safe and sustainable housing and other mainstream
community services.
Eligibility
Women with and without children, who are seeking accommodation and
support in relation to their experience of family violence.
Non eligibility
men
women with or without children where it is safe for them to stay in their
home or where they have identified alternative safe accommodation options.
4.4 Outreach Support
Mary Anderson Family Violence Service’s outreach service provides specialist
family violence support for women and their children, regardless of where
they are at in their journey. A key focus is ensuring women are supported in
the option to stay in, or return to, their own homes.
Outreach also enables us to provide family violence support services to
women in a broad range of long term accommodation settings including:
Office of Housing
private rental
own home
supported accommodation
shared housing
Eligibility
Women with and without children, who are seeking practical assistance,
information or support in relation to their experience of family violence.
Non eligibility
men
women who do not require information, support in relation to their experience
of family violence.
4.5 Duty Service
The Duty Service endeavours to be as accessible as possible to women and
other agencies that may be in need of assistance with family violence issues.
The Duty Service operates Monday to Friday 9am – 4.30 pm and provides
telephone and face-to-face support, provision of family violence related
information, secondary consultation and referral.
For more details refer to Mary Anderson Family Violence Service- Duty Service
Procedure.
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4.6 Northern Crisis Advocacy and Response Service (NCARS)
The Northern Crisis Advocacy Response Service aims to provide a coordinated 24/7 response to women and children experiencing or at risk of
family violence in the northern metro sub-region.
The Northern Crisis Advocacy Response Service is provided in partnership with
Women’s Domestic Violence Crisis Service (WDVCS), Victorian Police, Mary
Anderson Family Violence Service, Berry Street Northern Family and Domestic
Violence Service and Georgina Collective Inc.
Mary Anderson Family Violence Service takes part in the roster which provides
urgent face to face and telephone support.
Eligibility Criteria
women who usually live in the northern metropolitan sub-region experiencing
family violence
women and children who are seeking to relocate to the area due to risks to
their safety
all referrals must come through the Women’s Domestic Violence Crisis Service
(WDVCS) or other agency with which Mary Anderson Family Violence Service
has an established protocol.
Not Eligible
men
women who do not live or intend to live in the northern metro sub-region.
(For further details refer to Northern Crisis Advocacy Response Service –
Service Protocol and Memorandum of Understanding.)
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Practice Model
5.1 Philosophical Underpinning
The practice base of the Crossroads Mary Anderson Family Violence Service
is informed by the following theoretical frameworks.
Feminist - which centres practice in a structural feminist understanding of the
causes of family violence and its impact on women and children.
Social Justice - which informs the service's advocacy work with marginalised
groups thus ensuring they are supported without discrimination, with respect
and acknowledging their capacity to make decisions about their own lives.
Structuralist – which informs the service's social change and community
development work.
Guiding Documents
Practice is also informed by the following guiding documents:
Homelessness Service Assistance Standards
Statewide Code of Practice for domestic violence services. This code was
developed in 2005 under the auspices of DV Vic.
Crossroads Network Case Management Policy
Case Management Resource Kit for SAAP Services, published by Department of
Human Services
Mary Anderson Family Violence Service has a number of casework specific
policies in place to guide service delivery. These include:
 Duty System
 Risk Management
 Initial Assessment
 Service Orientation
 Assessment and Case Planning
 Supported Referrals
 Integrated Support and Case Management
 Exit Planning and Case Closure
 Documenting Case Work
 Outreach
 Client Medication
Practice Principles
The following practice principles adopted by Mary Anderson Family Violence
Service encompass the principles of good practice detailed in the Crossroads
Network Casework Policy.
Access without discrimination
Mary Anderson Family Violence Service holds the principle of access as a key,
defining factor in its service development and delivery, thus ensuring ready
access to all women experiencing family violence. As a result, we are often
able to cater for women who experience barriers to accessing other family
violence services.
At each stage of service delivery - intake and assessment, ongoing case
management, case closure - the service is mindful of the need for case
coordination across services and acknowledges the often limited options
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women face when they leave Crossroads/Mary Anderson Family Violence
Service.
Crossroads recognises that pets are an important part of the family unit,
especially where children are involved. Mary Anderson Family Violence Service do
not discriminate against clients with pets and work collaboratively with the client
to accommodate their pet/s.
Diversity is expected and welcomed
The service is committed to providing access for all women and their children
experiencing family violence. We expect that women will have a diverse
range of needs and issues. These include, but are not limited to, women with
drug and/or alcohol issues, women from culturally and linguistically diverse
backgrounds, newly arrived women who are experiencing visa/residency
difficulties, women with mental health issues, women who are working or
studying, women with challenging behaviours, women with children
with challenging behaviours, women with older male children, non-traditional
or non-nuclear families, women who are transgender or same sex attracted.
Privacy, confidentiality and dignity
The service recognises the need for women to provide information to their
key worker in order for an effective case plan to be developed. Within
this, a client's right to the confidentiality of her contact with the service, the
outcomes of her case plan and her contact with other services is paramount.
Unless subject to legal proceeding or when a duty of care issue overrides the
principle of confidentiality, no information regarding any client will be made
available to any other service or person without the explicit written consent of
the service user involved (refer to Duty of Care, Privacy Policy & Statement and
Client Release of Information pro forma).
Women are their own experts
The service works from a feminist understanding of family violence, which is
strength based and allows the woman to take the lead. This approach
privileges her knowledge of her situation and encourages her to
define processes and solutions that suit her. This is assisted by having
mutually agreed case plans with regular revision of goals, priorities and
strategies (see attached pro formas).
Children have separate needs
The strengths and life experiences of each family unit are acknowledged and
within this the separate and diverse needs of individual children are recognised.
It is clear from practice and field based research that children who have
experienced violence, either directly, or by witnessing violence against another
significant person in their life, have specialised and often very different needs
to adults. For children, as for adults, there is clearly a complex set of emotions
and needs arising out of leaving the familiarity of the family home, networks of
friends and (even though moving into safer accommodation) a violent parent
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Significantly for children the decision to leave the family home is usually not
theirs and the service recognises the need to actively work with children
within their family unit.
Children are assessed individually and in conjunction with the child's
mother/care provider, individual assessment and case plans are developed
for each accompanying child. It is also recognised that it may be necessary
and beneficial to access a diverse range of children's support services within
the community and this is facilitated by protocols with local services such as:
 Primary Schools
 Secondary Schools
 Maternal Health Centres
 Multicultural Children's Centres
 Libraries
 Child & Adolescent Mental Health Services
 Child Care Centres
 Neighbourhood Houses
Where protocols are not in place, it is a key case management role to
advocate and negotiate access to services on behalf of the child involved.
Security is balanced with facility to community
The service recognises natural support systems and that life for women and
children has a right to continue while they access the service. Individual
arrangements will always be considered, whilst ensuring security.
In practice this means accepting referrals from women who work or study
and being flexible about children's contact arrangements where family court
orders apply, for example. Any arrangements are negotiated with the
clients individually during their stay.
Safety is a priority, without being restrictive and a key part of intake
procedure is a comprehensive risk assessment, incorporated into overall
assessment. As needed an individual safety plan will be agreed on with the
client and put into place. Risk assessment also takes into account the safety
of staff.
A holistic approach
The service recognises the importance of addressing all issues and needs as
they present. This can range from very specific task focused support
to diverse and complex emotional support. When identified, there is
appropriate referral to specialist services.
Consistency and Transparency
The service is committed to providing consistent case management and
support to all women and children accessing our service.
Case plans are open, transparent, accountable and seek to maximise the
outcomes for the women we work with.
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Continuous Improvement
As professionals we constantly review and reflect on work practice and
provide clear rationale for case management decisions. All case workers
participate in case worker meetings and receive and actively participate in
fortnightly supervision.
There is active participation in identified professional development
opportunities and in-service and wider Crossroads planning and development.
Respect
The service holds as a key element in quality service provision the concept of
respect, both for the women who access the service and the women who
work within the service. All recognise the value of having a diverse staff team
and actively seek to resolve issues and conflicts between each other.
Feedback from service users is encouraged and valued
MAFVS has a clearly articulated and detailed process on the value of client
participation and how this is sought and incorporated into the Program.
Please refer to Crossroads Y&FS Network Client Participation Policy and Mary
Anderson Family Services 2009 Client Participation Plan.
Reviewing this Program Framework
The Program Manager will review this program framework document at least
annually to ensure it remains current.
Related Standards, Policies and Procedures
Supported Referrals Policy
Network Client Policy
Network Case Management Policy
Mary Anderson Family Violence Service- Security of Accommodation Policy
Network Client Participation Policy
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Induction Manual
Section 1.1
Welcome
Crossroads Youth and Family Services welcome you to Mary Anderson Family
Violence Service.
Mary Anderson Family Violence Service originates from the very beginnings of
the Salvation Army in Melbourne. Established in 1887 Hope Hall was the
original Salvation Army Women’s shelter located in Exhibition Street. Hope
Hall relocated to Richmond in 1966, and was re-named Mary Anderson Lodge,
after Major Mary Anderson who was in charge of Hope Hall and renowned for
work with women and children.
The Lodge was closed in 2005 and Mary Anderson Family Violence Service
emerged to become a dispersed refuge and outreach support service, with
clusters of properties in various suburbs. The dispersed outreach and support
model provides a private, flexible and individual response to women and
children experiencing family violence.
Please read the Program Description and Framework Documents for detailed
information on the Program and the Mission and values it works within.
Section 1
1.2 Employee Checklist
On joining the MAFVS a comprehensive checklist will be provided to you and
is also available on The Salvation Army website within the HR manual, point
number seven, links related Processes, Procedures, Forms and Tools.
As part of our induction our Administration manager will introduce you to our
Fire Wardens.
Section 2
Program Specific Information
2.1 Staff meetings
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Operational meetings held fortnightly – Tuesday 9.30 – 11.30 am
Case work meetings held fortnightly – Tuesday 9.30 – 11.30am
Program communication Meetings – Monday to Friday 9.15am –
9.45am
HASS Meetings – Wednesday 1:00pm- 2:00pm
Program Planning Days – Twice a year
2.2 Staff pigeonholes
Staffs are assigned a pigeonhole in front of the main counter window. Mail,
messages etc will be left here for collection by staff. It is up to staff to check
this pigeonhole.
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2.3 Training
MAFVS further support training to all staff and has a commitment with a
budget to support this within the needs of both the worker and the program.
Established external training opportunities include those provided by Office of
Housing, DVIRC, CASA, and others subject to approval.
All Staff also have access to internal Salvation Army training, including IT
workshops and professional education.
2.4 Phones
Office phone Messages:
When you have a message on your phone there will be a red light on the top
left hand corner of your phone above the date. To retrieve your messages lift the hand piece and press the voice mail button on the right hand side of
your phone the password is the last 4 digits of your direct phone number.
Transferring calls:
On the right hand side of the phone the transfer button is third from the
bottom – you press the transfer button and then the extension number of the
person you are transferring the call to, and then hang up. If they do not
answer this it will go to message bank.
Diverting your phone:
When you are out of the office you need to divert your phone to the main
number. The divert button is on the right hand side – press the divert button
a forward message will come up then press 1013. To take divert off you just
press the divert button again.
Mobile:
Workers have a mobile phone assigned to them when starting work. This is
the mobile you use when on call and any work related issues. It is important
when diverting the on call and
NCARS numbers to your mobile to check that they have worked. Every
month you will get a phone bill from admin. You need to go through these to
see if you have made any personal calls and if so to reimburse admin for
these calls.
2.5 Keys
 The keys to the vehicles are kept in the locked key cupboard at the
MAFVS office.
 The Administrative officers keep spare keys to all vehicles.
 The Building has 2 separate keyed areas:
 The Main Building (Including the Outside Front Door, Car Park Wire
Door and Stairs Access) Crossroads Business Area
 You will get keys to both areas listed above, as well as swipe card,
which will enable entry in the Crossroads offices. Please use the swipe
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card to gain access and only use Crossroads key in case of your swipe
card does not activate the doors locks.
2.6 Alarms
Every employee is given a pin number when they first commence with
MAFVS. Staff opening and closing the building will have to enter their own
PIN CODE to enable the alarms to be turned ON and OFF (please make sure
you are given your personal pin number).
The alarm can be activated at keypads at both the front and rear doors into
Crossroads offices. In both arming and disarming, wait until ready light
appears before entering your pin number.
To open up the building: enter your 4 digit pin code.
To alarm the building: enter your 4 digit pin code (a ticking noise will result
and a red light appear in the ‘armed’ section, which indicates the system is
armed).
Important
Please ensure that all staff from MAFVS are accounted for (as per last to leave
the Program duties) and that all staff have left prior to arming the building
and that all electrical appliances and lights are turned off.
If you enter the building and forget to turn the alarm off or someone does not
know that you are in the building and sets all alarms, the alarms will activate
and the monitoring company will ring and request a voice code.
The voice code will be provided to you during your handover with the
Administration staff.
2.7 Outreach and your safety
Your safety
As part of our service outreach is about working with clients who are residing
in various forms of accommodation and who require case management.
There is a section in the Program Manual dedicated to workers providing
outreach support, please familiarise yourself with the Network Outreach Policy
(Direct Link) and Program Worker Safety Procedure .
3.0 Program Specific Resources
3.1 Crisis Units
MAFVS has 14 crisis units dispersed throughout the Northern Regions of
Melbourne.
The Units are maintained by both the Network Tenancy/Property Manager
and Operations Co ordinator. The primary role of the Operations Co ordinator
is to ensure units are cleaned and stocked ready for use, with a little down
time as practical. Once a new client has been identified for a vacant unit and
you are the primary caseworker, you will need to:
 Contact Network Tenancy and Property Manager to advise of client
moving in
 Arrange for key to be provided to the client and a sign up time with
client, yourself and the Network Tenancy and Property Manager
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If there are any additional requirements with regard to furniture or
particular stock please speak directly with the Operations Co ordinator
Ensure you have discussed with the client the level of security required
for the property Mary Anderson Family Violence Service – Security Of
Accommodation Policy
When accommodating a new client into one of the crisis units please be sure
to show the location of shopping centres, medical centres, schools etc
There are other items that the clients require which include:
 Maintenance – who to call, what they do (this information will be
provided by the Network Tenancy and Property Manager on sign up
but quite often client moves in and sign up occurs a few days latter
and will need this information the day the move in).
 Safety
3.2 Client Resources
The MAFVS has developed a guideline for workers that articulates what client
resources exists and procedure in providing these – Client Material Aid
Guidelines
3.3 Salvation Army Owned Vehicles
Salvation Army Vehicles
The Salvation Army has an official minute with regard to the use of its
vehicles. Please read and ensure you follow this minute.
Petrol card
In every vehicle in the glove box there is a petrol card – the card is for Caltex
petrol stations. When you go to pay you give them the card – they will ask
you to put in the mileage (speedometer reading) and then it will ask for a pin
number – there is no pin number you just press ok. Whenever the petrol
tank is under a ¼ you need to fill the car up.
Instructions on van
When starting the van you need your foot on the brake – otherwise it won’t
start. Also the handbrake is a foot pedal – this is on the left hand side near
the brake pedal – to take the handbrake off there is a lever on the left hand
side near the steering wheel. Please refer
to the instruction booklet for further clarification; it is kept in the glove box of
the vehicle.
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Bi monthly vehicle rostering of pool vehicles
There is a roster for the cleaning and maintenance of pool vehicles that is
shared across the MAFVS staff who utilise the Pool vehicles. The roster sits in
the front of the vehicle booking diary, which details worker name and vehicle
responsible for over what period of time. The responsibilities of the worker
rostered on each vehicle include insuring vehicles are cleaned, log sheets are
brought to administration at the end of each month, the vehicle is maintained
and any maintenance/routine servicing is undertaken.
Log book and monthly logs to admin
In every vehicle there is a log sheet, which is for recording the trips taken in
the vehicle. Before you start to drive you need to fill out the logbook with the
speedo reading – when you have finished driving you need to put the end
speedo reading in as well and any other information required eg destination,
start and end time, driver of the vehicle etc.
At the end of every month you need to bring all the pages that have been
filled in and put them in the marked tray that is located above the safe, in the
common area next to the Administrative Office.
Booking a car
You need to always book a vehicle in the diary – the diary is kept on top of
the filing cabinet in the Mary Anderson Family Violence area during the day
and locked away of an evening.
Vehicle Servicing
On every vehicle on the top right hand side of the window there is a sticker to
say when the vehicle needs to be serviced – if you see that it is due please
notify the worker rostered on for the period. When a vehicle has been
booked in for servicing, on the day that the vehicle is taken and returned the
reason for the trip needs to be included in the Log sheet eg. In the
destination column please ensure you have clearly written that vehicle was
taken for service and where it was serviced. Information on who you need to
ring to book the vehicle in for servicing is located at the front of the diary.
Cleaning of vehicles
If the vehicle you are driving is in need of being cleaned please inform the
worker rostered for that period so that can arrange for vehicle to be cleaned.
Cost of cleaning is covered by the program and can be claimed from admin.
Break downs – what to do
All the vehicles are on a Lease Plan – if you break down or get a flat tyre you
need to ring Lease Plan and they will call someone to come and assist you.
The Lease Plan details are in the glove box.
Car Parking
Car parking is available under the building.
Should the steel door at the entrance to the under building garage be shut,
you need to enter the code given to you by the administration staff at your
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induction. The code needs to be entered into the code pad on the pole next
to the entrance.
When leaving, the door is operated by sensor near the door, which will
automatically open on approach and close after you exit.
Please park in the area where T2 is marked on the floor.
In the case of a power failure and the door will not open, you will have been
issued a key which will open a padlock on a wire gate at the Bakers Road side
of building.
Please lock this gate after leaving or entering.
Safety
Never use your personal car when attending work related appointments.
Section 4
Policy and Procedures
4.1 The Salvation Army Organisational Procedures
Organisational procedures within The Salvation Army are located at The
Salvation Army Eportal home page, go to “Open”, under “make your
selection” choose “RM Manual.
It is essential that you take the time to read these procedures, as it will be
signed off
that you have read this information.
4.2 Critical Incidences
Reporting incidences – Please refer to information provided to you on the
Network
Policy and Procedure manual. The Network follows guidelines set out by the
Department of Human Services and workers are encouraged to become
familiar with this very important information.
Section 5 Duty and On CALL
5.1 Duty
Duties for First In:



Check Mary Anderson’s main phone for messages. If there are any
messages forward them onto appropriate workers using the
instructions given on the main phone.
Unlock filing cabinet, open blinds and take out vehicle booking diary.
Duty worker is required to keep an eye on the communications board
and make follow up phone calls to workers who have not returned to
office by the time indicated on the board.
Worker Safety
 If you are on duty part of the responsibilities is to check on other
workers who are out of the office.
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

If when on duty a worker has not returned to the office and has not
contacted, you need to ring the worker to establish that they are okay.
If in the event of your role as duty worker you are called away from
the phones for any period of time you need to inform the Team Leader
or Program Manager who will ensure there is coverage of the phones
and monitoring workers out of the office.
Duties for Last in:
Lock client file cabinets, place vehicle booking diary in filing cabinet and
secure keys in Key box located above main MAFVS phone.
Check worker movement board for staff movements ensuring all workers
have reported in/left for the day. Call workers that are on an outreach
appointment that have not reported in for the day checking to see that they
are okay and to remind them to call
‘On Call’ when they have finished.
These duties are listed on the filing cabinet near the main phone in purple
laminated paper for a quick reference.
Each staff member is allocated one day in the week to perform Duty day
responsibilities.
 Duty times commence at 9.30am finishing at 4.30pm
 Duty involves answering incoming calls, addressing all enquiries and
carrying out assessments for referrals from other service providers and
may at times require worker to provide face to face support in or out
of the office. In the event a face to face is required, duty worker
needs to speak with Team Leader or Program Manager to ensure
support and coverage for duty is put in place.
 The folder for referral assessments is located in the bottom draw of the
two draw filing cabinet. This needs to be locked into the cabinet after
each duty day.
 Any assessment/referrals need to be brought to the 9.15am meeting or
in the event you are unable to attend you need to ensure that this
information is passed on to another worker to bring to the meeting.
 In the event referral is urgent please speak immediately to your Team
Leader or Program Manager
 Check the folder in the morning for any follow up tasks that may need
to be carried out
 If you can’t be available for your allocated duty days it is your
responsibility to organise a replacement.
5.2 On Call
The On Call service offered by the Mary Anderson Family Violence Service is
available to clients of the Program. This role is extended on a roster basis, to
NCARS and is covered by pool of Casual staff on the week Program is
rostered for NCARS
Northern Crisis Advocacy Response Procedure
The Service ensures that the Mary Anderson Family Violence Service is able to
offer 24/7 support to clients of the service. This service forms part of the
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duties required to be carried out by MAFVS employees. Employees are placed
on a roster that includes providing back up support and are renumerated for
this work in accordance with SACS Award.
Role and responsibilities, procedures
When you are rostered on for on call you must divert the after hours phone to
your mobile. You also need to take the on call folder and make sure the
contact list is up to date. You need to take a work vehicle and mobile phone
when you are on call.
Diverting the number to your mobile:
You need to go to the phone near the glass window at the front of the
Crossroads office, the phone is the one on the right hand side – it has a sign
above it - MAFVS use only there is a list of instructions under the phone – you
need to follow the steps and then check to see if the phone has been diverted
– to check this you ring the after hours number.
On call
You must have your phone on at all times when you are on call – most of the
calls you receive can be handled over the phone. The backup worker is for
you to call if you need a second opinion or you need to debrief. If back up is
not answering call the line manager.
If at anytime when your on call and you are called out to attended a situation
you need to call your backup worker before you leave and let them know
what is happening.
If at anytime a situation requires both back up and on call to attend then
either on call or backup worker are must contact line management before
attending. If you and your backup worker are unclear on what to do you can
contact your line Manager.
The security company employed to monitor property alarms are required to
contact the on-call worker in the event of an activation. If you receive a call
from the security company, you are required to ascertain the following:
 Details of the incident;
 Did the security company speak to anyone at the property? If so,
who?
 What action did the security company take (ie call police, advise
MAFVS only)
 Where further action is required the on-call worker may need to
discuss with back-up.
Safety On call
When attending a call out the worker needs to notify the back-up worker to
ensure that they are aware of your destination and the client you are visiting,
this is to ensure your safety and well being.
If an assessment has been made about a crisis call and it is unclear whether
worker safety is assured, call the line manager for clarification and further
advice.
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When considering and assessing the security and safety of a call out please
also be informed by the Worker Outreach Network Policy and MAFVS
Outreach worker procedures.
5.3 Back Up
Back up
The service acknowledges the need to ensure workers providing direct
support to clients in crisis are provided with the necessary support to assist
them in providing this role. The back up workers main role is to be available
to the On Call worker in the event they need to debrief, seek advise or
assistance in response to a call and potential for needing to attend.
As part of the on call roster there is a back up worker rostered on and when
rostered for back up workers must have phone on at all times and in the
event of a call from the on call worker, need to record in the back up folder.
Section 6
Northern Crisis Advocacy Response Service (NCARS)
Northern Crisis Advocacy Response Service - NCARS. This is
a 24 hour 7 day crisis response service for women who are experiencing
Family Violence. The NCARS consist of 4 agencies working in partnership
with the Victorian Police to provide a 24/7 response. The 4 agencies are
Women’s Domestic Violence Crisis Service (WDVCS), MAFVS, Berry St,
Northern Domestic Violence Outreach Service (NDVOS) and Georgina/Marina
Refuge.
Each service is rostered onto NCARS one full week (7 days) and is rotated
each week.
The NCARS roster runs from Friday 4pm to the following Friday 5pm, allowing
for an hour handover to other service when required. MAFVS has provided a
unit for safe, secure and comfortable face-to-face consultation with the
women. WDVCS receives a referral from the Vic Police, they call the service
rostered at that time and organise for that service to meet the women for
face-to-face consultation.
Each Mary Anderson Family Violence Outreach Worker is allocated a day in
the week for response. MAFVS is rostered on one week every 3 weeks. The
duty day begins at 9am and finishes at 5pm, the phone is then diverted to MA
after hours worker. When a call comes through from WD, the allocated
worker responds.
WD’s assessment form is faxed through to the worker and it begins from
there.
The roles and responsibilities for NCARS is located in the Orange folder which
is placed in the black cases labelled 9-5 NCARS next to the filing cabinet.
The duties for handover are as follows:
 Come into work before 9am.
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



Make contact with relevant service/worker that you are taking over
from for any handover information.
Divert Phone to your mobile by 9am – ring the NCARS number to
ensure divert was successful.
Respond to the calls/referrals from WDVCS and carry out crisis
response.
Notify back up worker of your movements and location when
responding to a call. The back up worker is the worker on the MAFVS
duty service for that day.
Shift ends at 5pm - At the end of the shift call after hours NCARS worker for
any handover if needed.
Note: Detailed information at this link: Northern Crisis Advocacy Response
Service Resource Folder.
Section 7
General Administrative Information
7.1 General Admin forms
All these forms can be found opposite the administration office in the
pigeonholes:





Leave application form – Covers annual, persona, long service, carers
and other leave
Conference/Seminar/Training/Request Form
Travel Reimbursements
Petty Cash Reimbursements
Time Sheets – Need to be completed fortnightly and handed to Team
Leader/Program Manger for signing off
7.2 IT Training
G Drive
The G drive contains admin forms and policy documents. There is a MAFVS
folder containing documentation specific to the service. During your first two
weeks of induction time will be allocated with another worker to walk you
thru information stored electronically.
IT Department
Any IT issues are to be referred to the IT Department, who can be contacted
on 8878 4577 or by emailing “Helpdesk” under the internal contacts list.
7.3 SAMIS
To access SAMIS staff must be issued a password by the IT department. The
admin staff will arrange a shortcut to be added to your desktop.
If a duty call is an hour or more, it must be entered on to SAMIS.
New clients must be entered onto SAMIS after first contact. All subsequent
case notes are entered on the database as required, and printed once per
month.
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The team leader will assign a worker to assist you with the first entry into
SAMIS.
7.4 EXTRANET
You will need to ensure you have access to The Salvation Army Extranet.
When you first with MAFVS you will be provided with a generic access code
and will be supported in registering for access as part of your induction
process.
7.5 EMAIL
In most cases you will have been already registered for the Email system –
Inotes. You will be required to enter your first and last name and will be
given an access code that you will need
To change to your own unique password.
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Prevention of Harassment, Discrimination and Bullying
Document Type:
Author:
Application:
Code:
Issue:
Reviewed:
Policy
Ellie Halse
TSA HR Manual
20/06/2004
Purpose
The Salvation Army is an equal opportunity employer, and is committed to
providing a safe working environment free from all forms of harassment and
discrimination. The Salvation Army s Harassment Prevention Policy provides
guidelines on the professional standard of behaviour expected from all people
associated with it. The Salvation Army further aims to build relationships with
all people characterised by dignity, courtesy and respect that extend beyond
legislative workplace requirements to a broader equal opportunity approach.
The Salvation Army aims to:
Create an environment where all people associated with The Salvation Army
are treated with dignity, courtesy and respect.
Implement training and awareness raising strategies to ensure that all people
associated with The Salvation Army know their rights and responsibilities.
Provide an effective procedure for complaints based on the principles of
natural justice.
Treat all complaints in a sensitive, fair, timely and confidential manner.
Provide protection from victimisation or reprisals.
Encourage the reporting of behaviour, which breaches this policy.
Promote appropriate standards of conduct at all times.
Scope
This policy applies to all people associated with the mission and work of The
Salvation Army.
Statement of Policy
The Salvation Army is committed to ensuring an environment free from
discrimination and harassment. Discrimination or harassment will not be
tolerated under any circumstances, and disciplinary action will be taken
against those who breach the policy. As an equal opportunity employer, The
Salvation Army has an obligation to take steps to prevent harassment in all
Army centres, corps, and work-sites. The Salvation Army affirms that those
associated with it have both the right to work without harassment of any
kind, and the responsibility to prevent it. State Legislative Acts vary in a
number of respects therefore, to provide consistency across the Southern
Territory; the policy has been drawn up following the most stringent
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provisions of federal and state/territory law. Harassment that makes the
workplace unsafe (including many forms of bullying that are not actually
against equal opportunity law) may also be against occupational health and
safety law.
What is Discrimination?
Discrimination can occur directly or indirectly. Disadvantaging a person on the
basis of any of the following protected attributes can be discriminatory.
Treating a person less favourably or imposing requirements or conditions that
are unreasonable on the basis of their difference can constitute
discrimination.
Who can be Liable?
Equal Opportunity legislation provides that both an individual and the
employer (in our case The Salvation Army) can be liable for acts of
discrimination or harassment by individuals, under provisions, which refer to
vicarious liability .
What is Harassment?
Harassment is any type of behaviour that:
 The other person does not want and does not return,
 Offends, embarrasses, or scares them, and is either
 Sexual or non sexual in nature.
 Targets them because of their race, sex, pregnancy, or other protected
attribute under the law. (See Protected Attributes and Racial
Vilification below)
 Verbal or physical forms of bullying (see below).
Harassment does not have to be a series of incidents or an ongoing pattern of
behaviour. Neither does harassment need to be intentional to attract
disciplinary action. Harassment can occur in any work related context
including work-related social functions:
 Conferences
 Office social gatherings
 Business trips
Harassment and discrimination form part of a continuum of unacceptable
behaviour that can include sexual assault, stalking and harassing phone calls,
some of which are also against criminal law, which means the police may
prosecute anyone who commits such acts. Fair discipline, performance
counselling or workplace control practices based only on performance issues
do not, in themselves, constitute harassment.
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What is Bullying?
Bullying is unreasonable behaviour that is directed against an individual or
group by another individual or group and is derived from the misuse of power
over the target of the behaviour. This may include:
 Verbal abuse, shouting
 Excluding or isolating behaviour
 Deliberately withholding information vital for effective work
performance
 Giving employees impossible assignments
 Physical abuse
What is Racial Vilification?
Racial vilification is conduct that incites hatred against, serious contempt for,
or severe ridicule against a person or group on the grounds of racial
identification.
EEO
Anti-discrimination laws provide guidelines on respecting important personal
differences. Treating people differently, and to their disadvantage on the
basis of personal characteristics (protected attributes) is unlawful.
Protected Attributes Under Law
Age
Industrial activity
Parental Status
Political belief/activity
Personal association
Race, ethnic background
Carer status
Marital Status
Pregnancy/potential
Lawful sexual activity
Unrelated criminal record
Impairment
Religious belief/activity
Physical features
Gender Identity
Disability
Sex
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Exemptions
A number of exemptions exist within legislation, which for example, include
such matters as:
 The reasonable and genuine requirements of the employment
 Certain provisions which apply to religious bodies
 Standards of dress and behaviour
 Welfare services
 Care of children
 Protection of health safety and property
Any matters concerning these exemptions can be raised with the Human
Resources Department, or the Equal Opportunity Consultant at THQ.
Handling Complaints and Allegations
The Salvation Army will investigate a complaint or allegation of harassment
quickly, fairly and confidentially. All possible steps will be taken to stop and/or
resolve issues of harassment. Principles of natural justice indicate that a
person is made aware of the allegations made against them, and that they
have the right to respond. Harassment that makes the workplace unsafe
(including many forms of bullying that are not actually against equal
opportunity law) may also be against occupational health and safety law.
Disciplinary action
Disciplinary action will be taken against those who are found to have
harassed others, and depending upon the circumstances this may result in
disciplinary action, which may include dismissal. Falsely accusing another
person of harassment may also result in discipline or dismissal.
Making a Complaint
Under The Salvation Army s grievance process any individual who wishes to
make a complaint can do so either formally or informally. Informal complaints
may be resolved through a conciliatory process. However, if a formal written
complaint is made a thorough documented investigation will be undertaken.
This type of complaint must be in writing and signed by the complainant.
Further information can be obtained from the relevant state Human
Resources Manager, Territorial Equal Opportunity Consultant, Employee
Relations Director and Territorial Human Resources Department.
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Resolution of a Complaint
All attempts will be made to bring a swift resolution to the complaint. The
complainant has the right to seek legal advice, which may result in legal
proceedings. This being the case, The Salvation Army may elect to withdraw
from the resolution process.
Victimisation
The Salvation Army is also committed to doing all it can to prevent the
victimisation of anyone who complains, or intends to complain, or supports a
complainant.
Related Topics
Grievance Resolution
Responsibilities Required by the Policy
Managers
While it is the responsibility of all people associated with The Salvation Army
to ensure that the centres and facilities are free from harassment, officers
and line managers have a particular and clear responsibility at law to meet
this requirement. To assist all officers and line managers take all reasonable
precautions against harassment, procedure guidelines have been developed
in line with this policy. Officers and managers who become aware of serious
breaches of policy within the organization must immediately notify the
divisional commander, regional officer or head of department. Divisional
commanders and regional officers are required to interact in all such cases
with the personnel department at territorial headquarters, which will advise
on the processes to be adopted on a case by case basis. The Equal
Opportunity Consultant will undertake to review the Harassment Prevention
Policy annually and advise any required changes to the policy. Further to this
organisational analysis and review will be conducted as indicated, along with
implementing relevant training.
Human Resources
The policy owner is the Executive Director, Human Resources who will review
the policy and associate tools at least every two years or as needed to meet
change organisational requirements. The next scheduled review is April 2006.
Feedback can be provided by email to HRPolicy@aus.salvationarmy.org.
Related Minutes
See AUS Minute SHA 0896
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Legislation
Racial Discrimination Act (1975) & Racial Hatred Act (1995)
http://www.austlii.edu.au/au/legis/cth/consol_act/rda1975202/
Sex Discrimination Act (1984)
http://austlii.law.uts.edu.au/au/other/media.OLD/6051.html
Disability Discrimination Act (1993)
http://www.deakin.edu.au/extern/rdlu/ddaindex.html
Equal Opportunity Act (1995)
http://www.austlii.edu.au/au/legis/vic/consol_act/eoa1995250/
Related Processes, Procedures, Forms & Tools
Equal Opportunity for Women in The Workplace Agency
E-Mail: eowa@eowa.gov.au
Web: http://www.eowa.gov.au
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Employee Assistance Program
Document Type:
Author:
Application:
Code:
Issue:
Reviewed:
Policy
Lindsay Hussey
TSA HR Manual
Purpose
The Salvation Army policy on Organisational HR Principles states that Our
team members and their well being are valued and we support team
members in difficulty (Compassion), and again, in the policy on the values of
our organisation, it states, We feel compelled to stand with and do something
about another s suffering (Compassion). The Employee Assistance Program
(EAP) provides confidential and professional counselling services to help
employees resolve personal or work related problems that have the potential
to impact on an individual s work and well-being.
Scope
All full-time, part-time (temporary and permanent) and casual employees and
their immediate family members have access to the EAP. Employees may
access the EAP for both personal and work-related problems. Immediate
family members are also covered as it is understood that problems in the
home environment can negatively impact on work performance. Volunteers
only have access to counselling in the event of a critical incident.
Statement of Policy
Counselling of employees on issues other than performance should only be
undertaken by qualified and trained professionals who, for example, have the
appropriate supervision, on-going training and professional indemnity
insurance. Managers or supervisors are not to undertake this type of
counselling.
Employee Assistance Program Service
The Employee Assistance Program provides independent, timely and
confidential short-term counselling by professionally qualified counsellors to
employees and their immediate family members for personal and work related
problems. The EAP is provided by The Salvation Army, the cost is borne by
the Divisions, Departments and Family Stores, to a maximum of three (3)
counselling sessions per event. The cost of further sessions is borne by the
person receiving counselling. Attendance at counselling sessions is either in
the employee s own time or during approved leave. Employees may self-refer
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to the service and are provided with a contact number so they can contact
the EAP provider directly. Managers, HR staff, chaplains and corps officers
may also refer employees to the EAP or advise employees that their
immediate family members may access the program, but there is no
obligation on the employee or family member to attend counselling. In
addition to the counselling provided, the EAP counsellor will offer a referral to
a chaplain, Salvation Army or other denomination as appropriate.
Confidentiality
The EAP service is confidential. The EAP provider will keep all identifying
information about the employee and their family and the counselling they
have received confidential.
Management Reports
Management reports are to be provided to The Salvation Army covering
usage statistics, referral and problem patterns, analysis of work place issues
and general industry and Not-for-Profit industry comparisons, broken down by
Division/Department, region and territory. This information will assist The
Salvation Army to identify and address systemic issues within the
organisation. Reports will be quarterly by financial year quarter. The reports
will not compromise the confidentiality of individual users.
Other Features
In addition to counselling to employees and their immediate family members,
the EAP provides:
Promotional material such as brochures, posters and contact cards that
promote the service and provides contact information to employees
Employee awareness briefings to provide information on the services
Manager briefings to make them aware of the indicators that an employee
may be in need of counselling
Additional Services
Additional services such as critical incident/trauma/crisis counselling
debriefings are available at an additional cost and may be approved by the
manager. A critical incident is a significant event that has the capacity to
overwhelm the usually effective coping skills of the individual. Critical
incidents can happen to an individual or to a group of employees. Incidents
such as landslides, bush fires and shootings are significant because of their
magnitude and exposure to death and suffering. But smaller events such as
being threatened or dealing with death may also be significant for the
individual and be a critical incident requiring additional and immediate
support. Support at this time reduces the likelihood of delayed stress reaction
and cumulative stress response. It differs from the standard EAP counselling
in that the response begins immediately, counselling is scheduled for the next
day at the latest, there is post-incident follow up, and on-going counselling
sessions are scheduled where appropriate to maximise recovery and prevent
the onset of delayed reactions and post traumatic symptoms.
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Definitions
Employee Assistance Program
Intervention at the workplace, usually at the level of the individual employee,
using professional counsellors for the resolution of personal and work-place
problems which may adversely affect job performance, with the objective of
enabling the individual to make a productive work contribution.
Immediate Family Members
Immediate family members for the purpose of this policy mean the spouse,
partner or dependents (person/s who is/are wholly or substantially dependent
on the employee).
Responsibilities Required by this Policy
Managers
Managers and Officers as managers of employees should be fully aware of
the EAP so they can offer it as a way to assist their employees through a
difficult period. If a manager becomes aware of a possible need for
counselling, they are responsible for either advising the employee that they
may self-refer or, in serious circumstances and as an adjunct to the
performance counselling or disciplinary process, referring the employee to the
EAP.
Employees
The employee is responsible for:
Using the service responsibly ie. keeping and being on time for appointments,
accessing the service where there is genuine need
Using the service where, as part of a performance or work behavioural
counselling process, the employee s manager recommends the EAP
Considering self-referral to the EAP when recommended by a manager, HR
staff, chaplain or corps officer and accepting that the recommendation is
made in the best interest of the employee.
Human Resources
HR is responsible for recommending a cost-effective EAP provider who meets
the requirements of this policy, and is able to provide the service in keeping
with TSA values.
Related Processes, Procedures, Forms & Tools
Formal Grievance Procedure Flowchart
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Employee Code of Conduct
Document Type:
Author:
Application:
Code:
Issue:
Reviewed:
Policy
Carol Shaw
TSA HR Manual
August 2006
Purpose
The Salvation Army is an international Christian movement with a clear
Mission and supporting Values. The Salvation Army Mission, Values and HR
Principles underpin the detailed policies and procedures in the HR manual.
The Employee Code of Conduct (the Code) provides a basis for all employees
to maintain a working environment that is productive, positive, enjoyable,
safe and free from harassment and discrimination. It will also assist managers
to induct employees into the organisation and address any circumstances that
may arise which conflict with the stated standards, Mission and Values of the
organisation. All employees should strive to uphold the aims and objectives of
The Salvation Army in caring for the needy and vulnerable, respecting the
rights of each to personal safety, respect, dignity and well-being.
The Salvation Army expects all employees to behave in an ethical and
professional manner at all times. The Code outlines standards of personal and
professional conduct which are in keeping with both organisational and
community expectations of employees working for The Salvation Army. The
Code provides guidelines for the appropriate behaviour of all employees. The
Salvation Army Values are the foundation of our Organisational HR Principles
and demonstrate our organisational commitment to employees. The Salvation
Army Values are Compassion, Human Dignity, Justice, Hope and Community.
A detailed expression of the Values relating them to the Organisational HR
Principles can be found in the HR Policy Manual, Section 2 - Our Organisation.
Refer: Minute SHA Attach 2
Mission Policy
Values Policy
Organisational HR Principles Policy
Scope
This policy applies to all employees and officers as managers of employees.
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Statement of Policy
The Employee Code of Conduct provides clear guidelines and standards for
the appropriate behaviour expected of employees working in all Salvation
Army centres. It is not intended to provide an exhaustive list but to
strengthen The Salvation Army Mission, Values and Organisational HR
Principles set out in the HR Policy Manual. The Salvation Army is committed to
the standards set out in the Employee Code of Conduct.
Application/Access
The Employee Code of Conduct policy is made available to employees as part
of the induction process. The Employee Code of Conduct can be accessed via
the HR Manual electronically (Lotus Notes and Extranet) or directly from your
manager/supervisor. A hardcopy (Booklet) is also available via your
manager/supervisor. References within the Code can be accessed
electronically via the HR Manual, Minutes, or Bulletin Board (Lotus Notes or
Extranet) or directly from your manager/supervisor. All employees must be
familiar with the Code and observe its provisions.
Breaches of the Code
The Salvation Army is committed to the standards set out in the Employee
Code of Conduct. Where The Salvation Army has identified a breach of the
Code, a response to the breach may result in:
Counselling
Disciplinary action
Termination of employment
The Salvation Army will investigate a complaint or allegation of behaviour that
is contrary to these standards. Investigations will be carried out with
sensitivity and fairness. Confidentiality is to be maintained by all parties. The
formal action taken when performance or behaviour standards are not met is
stated in the following policies within the HR Policy Manual:
Refer: Employee Discipline Policy
Performance Counselling Policy
Managing People Performance Policy
Employee Dismissal Policy
Grievance Resolving Issues and Concerns Policy
Personal Conduct
Attendance and Punctuality
Employees are expected to be punctual and regular in their attendance. When
an employee is unavoidably absent from work due to sickness or any other
reason, the employee should notify their manager (or appropriate delegate)
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promptly (preferably before their normal starting time) and indicate their
likely return to work. Managers may exercise their responsibility to contact
employees who have not contacted them directly within a reasonable
timeframe to ascertain the reasons for that individual s absence.
Dress and Appearance
The Salvation Army is a well-recognised and respected organisation that
projects a particular image to its clients and the community it serves.
Employees are to ensure that their appearance is neat, clean and appropriate
for their particular area of work. A high standard of personal hygiene is
expected at all times. Where a uniform is provided, it must be worn in
accordance with The Salvation Army requirements. When wearing a uniform
to and from work, employees are expected to conduct themselves in a
responsible and professional manner. The manager is responsible for
determining the dress code appropriate to the environment. For example in
the THQ/DHQ environment, the general expectation is casual business wear
or appropriate Salvation Army uniform. The manager can make exceptions for
medical purposes.
Casual business wear is defined as:
 Trousers, pants, skirts
 Modest shirts, blouses, jumpers, cardigans, sports jackets (does not
include sports wear with large brand names or motifs)
Casual business wear does not include:
 Denim jeans or leggings
 Any form of sports shoes (including joggers or runners), thongs,
slippers or dilapidated footwear
 Athletic wear
 Torn or ripped clothing (even if designer tears)
 Unsuitably revealing clothing (including backless tops or dresses, or
garments that reveal the midriff)
 Any clothing displaying offensive messages of any nature.
Depending on the type of program undertaken in specific activities, the
manager has responsibility for determining appropriate attire for certain
activities.
Refer: Minute GRU Att 2 Uniform Grant to Full-Time Soldier Employees
Employee/Client Boundaries
The term employee/client boundaries identifies the importance of the trust
inherent in the relationship between employees and their clients. From the
seemingly harmless giving/accepting of a gift/s, to the establishment of an
economic relationship, through to the feelings of sexual attraction to or from
a client, employees are frequently challenged by, and need to remain aware
of, the limits or boundaries of the employee/client relationship.
Employee/client boundaries are interpersonal in their construction and for
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many employees represent sources of continual struggle and reflection as
they seek to do good for the client and at the same time not cause harm.
Breaching of employee/client boundaries is going outside the limits of the
employee/client relationship. These breaches occur when establishing a
social, economic or personal relationship with the client, and may include, but
are not limited to physical, verbal or psychological abuse. Economic, personal
or sexual relationships between an employee and client are unacceptable, as
there is an exploitation of power, knowledge or influence gained by the
employee within the employee/client relationship. This applies to both current
and former clients. Employees are expected to maintain proper boundaries
with clients. Some workplaces may have specific policies that go beyond
these minimum standards. Employees are expected to make themselves
aware of any workplace and/or program-specific policies/guidelines in this
area.
Gambling
Official sanction and public acceptance of this practice is, in the opinion of
The Salvation Army, contrary to the Christian principles to which we
subscribe. Gambling is seeking gain at the expense of others, solely on the
basis of chance. The Salvation Army is acutely aware of the suffering and
deprivation experienced by many people as the result of this practice. Since
gambling is motived by selfishness, it runs counter to the Christian expression
of love, respect and concern for others. In keeping with the Christian Mission
and Values of The Salvation Army, employees are not to participate in raffles,
sweeps or any other activity associated with gambling on Salvation Army
premises and/or when representing The Salvation Army.
Refer: The Salvation Army Website, Positional Statements - Gambling
Personal Behaviour
Employees are required to undertake their duties in a professional,
responsible, conscientious and ethical manner and to act in the best interests
of The Salvation Army. They are expected to act honestly in all of their duties.
When dealing with clients, suppliers, contractors, volunteers and fellow
employees and officers, employees are expected to be courteous, respectful
and patient.
In keeping with the Christian Mission and Values of The Salvation Army,
employees are to refrain from:
using blasphemous language or actions.
any conduct (including offensive language) which may cause unwarranted
offence or embarrassment, and are not to make any untrue or improper
allegations.
Pre-existing Relationships
Pre-existing relationships are identified by the pre-existence of an association
between the client and the employee. The relationship already established
may be personal, social or financial and employees need to inform their direct
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line manager of the relationship and, if possible, to ensure minimal contact
with the client where necessary to preserve the professional relationship. The
presence of dual relationships in small and isolated communities may be
unavoidable. Employees who work in these communities need to remain
particularly mindful of the potential impact of dual relationships. The fact that
an employee lives in a small and isolated community does not diminish the
employee s responsibility to maintain Employee/Client boundaries.
Smoking
Passive smoking can impact on other employees, the community and create a
poor image of The Salvation Army. The Salvation Army does not promote or
encourage smoking. Smoking is not permitted in Salvation Army vehicles
(owned or leased), buildings or in the immediate vicinity of entrances to
Salvation Army buildings. Employees may only smoke in their own time or
during authorised breaks as set out in the award, agreement or employment
contract and/or as authorised individually by their manager. Managers should
only authorise individual smoking breaks on an exceptional and infrequent
basis. The Salvation Army encourages any employee who smokes to quit
smoking. Employees with a demonstrable intention to quit smoking should
approach their manager for assistance if needed.
Policies and Laws
Employees have a responsibility to implement and administer The Salvation
Army policies and procedures and comply with legislation. It is acknowledged
that employee views, on particular matters, may differ from The Salvation
Army, however such views must not either interfere with the performance of
an employee s duty or prevent the employee from supporting The Salvation
Army Mission and Values.
Alcohol and Substance Abuse or Misuse
In keeping with The Salvation Army Value of Human Dignity and respecting
the sanctity of human life, The Salvation Army seeks to value individuals and
provide a positive and safe environment so that they may deliver competent
performance within their role. Employees must also ensure that the health
and safety of other employees, officers, volunteers, contractors and clients
are not endangered by any misuse. The Salvation Army expects employees to
perform their jobs with skill, care and diligence. Employees should not do or
fail to do anything that is likely to have a detrimental effect on their work
performance and that of other employees, officers, volunteers, contractors
and clients. Accordingly, employees should not be under the influence of
alcohol or illegal substances while they are at work, on duty or at work
functions. While driving a Salvation Army fleet vehicle, if a driver is involved in
an accident while driving under the influence of alcohol or drugs (as
evidenced by conviction under traffic laws), The Salvation Army s insurer
reserves the right to recover all accident costs from the driver. Possession,
use or trafficking in illegal drugs on Salvation Army premises is not permitted.
The Salvation Army premises include, but are not limited to, all buildings,
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vehicles, car parks, meeting rooms, and open spaces. Any such activity will be
immediately referred to the police and The Salvation Army will take
disciplinary action. This may include termination of employment. Employees
must notify the manager if the taking of, or failure to take, prescribed
medication is likely to affect their performance and/or affect the safety of any
person at the workplace. This is to ensure workplace safety is not jeopardised
and that any performance impact is properly managed. It is the responsibility
of employees to follow the directions/precautions for any drugs prescribed by
a health professional for individual use and/or commercially available
preparations that may impact their capacity.
Refer: Minute AUF Salvation Army Fleet and Privately Owned Vehicles
Equal Employment Opportunity
Equal employment opportunity (EEO) means fair practices in the workplace.
All employees have fair and equal access to employment opportunities and
benefits. It means employees are not inhibited or prevented from taking up
those opportunities and benefits through the operation of barriers such as
bias, prejudice or discriminatory policies and practices. The Salvation Army is
committed to equal employment opportunity and will take all reports of unfair
or discriminatory employment practices seriously. No employee is to be
victimised because they made a complaint, or supported or not supported
some else s complaint. Where incidents are reported, all parties are to
maintain strict confidentiality at all stages of the investigation and resolution
process. Any complaints that are found to be vexatious may be subject to
disciplinary action. All managers of The Salvation Army must do their best to
prevent discrimination from occurring. If a manager ignores or encourages
any discrimination that is happening in their team they may be subject to
disciplinary action. The following behaviours are regarded as unacceptable
conduct in The Salvation Army. All reported incidents will be investigated.
Bullying
Bullying is unreasonable behaviour that is directed against an individual or
group by another individual or group and is derived from the misuse of power
over the target of the behaviour. This may include:
Verbal abuse, shouting
Excluding or isolating behaviour
Deliberately withholding information vital for effective work performance
Giving employees impossible assignments
Physical abuse
It is the responsibility of all employees within The Salvation Army to ensure
that the centres and facilities are free from harassment. Managers have a
particular and clear responsibility to meet this requirement. Managers who
become aware of serious breaches of policy within The Salvation Army must
immediately notify the Divisional Commander, Regional Officer, Cabinet
Secretary or Head of Department.
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Discrimination
Anti-discrimination laws provide guidelines on respecting personal difference.
Treating people differently and to their disadvantage, on the basis of personal
characteristics (protected attributes), is unlawful. The following are examples
of protected attributes under the law (which vary from state to state): age,
industrial activity, parental status, political belief, personal association, race,
ethnic background, carer status, marital status, pregnancy/potential, lawful
sexual activity, unrelated criminal record, impairment, religious belief/activity,
physical features, gender identity, disability and sex. A number of exemptions
exist within legislation and examples are listed in the Prevention of
Harassment, Discrimination and Bullying Policy.
Harassment
Harassment is any type of behaviour that:
The other person does not want and does not return
Offends, embarrasses, or scares them, and may be either sexual or non
sexual in nature
Targets them because of their race, sex, pregnancy, or other protected
attribute under the law
Constitutes a form of bullying
Harassment does not have to be a series of incidents or an ongoing pattern of
behaviour. Neither does harassment need to be intentional to attract
disciplinary action. Harassment can occur in any work related context
including:
Social functions
Conferences
Office social gatherings
Business trips
Harassment and discrimination can form part of a continuum of unacceptable
behaviour that can include sexual assault, stalking and harassing phone calls,
some of which are also against criminal law, which means the police may
prosecute anyone who commits such acts. Fair discipline, performance
counselling or workplace control practices based only on performance issues
do not, in themselves, constitute harassment.
Racial and Religious Vilification
Racial and religious vilification is conduct that incites hatred against, serious
contempt for, or revulsion or severe ridicule against a person or group on the
grounds of racial identification or religious belief or activity. Racial and
religious vilification, a form of harassment and discrimination, is unacceptable
conduct in The Salvation Army.
Refer:
Minute EEO Equal Opportunity for Women and Affirmative Action Policy for
Women in the
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Workplace Policy Statement.
Prevention of Harassment, Discrimination and Bullying policy
Racial and Religious Tolerance Act 2001 (Vic)
Employee Discipline Policy
Occupational Health and Safety
The Salvation Army is committed to providing a healthy and safe workplace
for all officers, employees, volunteers, contractors and visitors to our centres.
Employees have a responsibility to make the workplace environment a safe
and healthy place for all concerned. Legislation differs from state to state and
varies according to the work undertaken, so it is important employees are
familiar with the standards or procedures in their particular area of work.
Employees have to be advised of these standards or procedures during the
induction process and it is a matter of urgency for the immediate manager to
provide the necessary information.
All employees are responsible for:
Knowing and complying with The Salvation Army OHS requirements
Working so as to not endanger themselves or any other person by any act or
omission
Using and following instructions, training or other information provided with
regard to OHS
Reporting all incidents, accidents, injuries and hazards to management for
action
Ownership of Products and Copyright
All products, literary, dramatic, musical, cinematographic and artistic works,
computer programs, material in written or other format, discoveries,
inventions and improvements in relation to such matters, together with all
copyright and intellectual property created, authored, discovered, developed
or produced by the employee for the purpose of, or in the course of, the
employee s employment will remain the property of The Salvation Army and
will not be used by the employee other than for the purpose of Salvation
Army business. Unless otherwise agreed, the Salvation Army retains the
copyright of work produced by the employee during their employment with
The Salvation Army. Upon termination of employment the employee will
return all correspondence, documents, data, information, equipment and
things, including copies thereof, belonging to the employer that may be in the
employee s possession, custody or control.
Refer: Recruitment and Selection Policy Attachments: Employment
Contracts
Privacy
The Salvation Army is committed to ensuring the privacy entitlements of all
people are protected. Personal information (information which could be used
to identify the person) about clients and/or those working within the
organisation must be appropriately:
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Collected
Stored securely
Distributed carefully
Used appropriately
Protected from damage and unauthorised access
Information may only be used for the stated purpose for which it was
gathered and provision of information to any person or organisation without
the original person s authorisation is prohibited. Employees must familiarise
themselves and act in accordance with the Privacy Policy and practices of The
Salvation Army.
Refer: Recruitment and Selection Policy
Minute IPP Privacy Policy
Public conduct and media contact
Employees making comments in a public forum on any matter relating to The
Salvation Army must act in a way that is in keeping with the Mission and
Values and protects the reputation of The Salvation Army. Only authorised
personnel may speak with the media on behalf of The Salvation Army.
Employees are not permitted to speak with media representatives without
first receiving clearance from the Public Relations Secretary.
The following needs to be approved by the Public Relations Department:
All policy decisions of The Salvation Army to be conveyed to the public
In the case of major state emergencies or disasters a public relations
representative will be the only [spokesperson] for The Salvation Army
Approaches to or from the electronic media or major newspapers should be
made with the relevant state Public Relations Department
Any promotion of a specific Salvation Army centre or activity in the electronic
media and major newspapers and magazines is the direct responsibility of the
Public Relations Department
Employees visibly identifiable as being representatives of The Salvation Army
shall not conduct themselves in their private capacity in a manner that would
reflect seriously and adversely on the organisation or fellow employees within
the organisation.
Refer: Minute MRE Media Relationships
Telephone, email and internet use
Telephone (including mobile phone), email and Internet facilities may only be
used by officers, employees and volunteers for the business purposes of The
Salvation Army. If a mobile phone is issued for work purposes, any personal
calls made will be a personal expense. Personal calls using telephone land line
is acceptable if kept to a minimum. Employees should seek permission from
their manager if they need to make an international or STD telephone call for
emergencies only.
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Refer: Minute INT Internet Usage Policy
Minute CPP Computer User Charter
Minute CPL Policy and Guidelines for the Use of Lotus Notes in Salvation Army
Communications
Minute MPR Mobile Phone Requisition - Guidelines
Use of Salvation Army Equipment, Assets and Services
The Salvation Army resources are to be used effectively and economically.
Employees should be scrupulous in their use of The Salvation Army
equipment, assets and services and act according to the
authorities/delegations provided in organisational minutes, policies and
procedures. Employees must not deliberately misuse Salvation Army
equipment, assets, or the services of other Salvation Army personnel. When
using Salvation Army equipment, employees are required to follow the
instructions provided in order to avoid personal injury and/or maintenance
and replacement costs.
Examples of misuse include:
Copying computer software programs regardless of whether or not the
programs are protected by copyright
Use of The Salvation Army letterhead paper or postage when corresponding
on personal or other matters not directly related to The Salvation Army
Unauthorised use of The Salvation Army logos
Falsifying, manipulating business records or destroying them without specific
authorisation
Using The Salvation Army equipment for personal and/or commercial gain
Employees provided with vehicles (private or commuter use) are responsible
for using them in accordance with The Salvation Army policy and guidelines.
Refer: Recruitment and Selection Policy Attachments: Employment
Contracts
Minute COP and COP Attach 1 Copyright Requirements on Salvation Army and
Non Salvation Army Vocal Music
Minute CPE Computer Equipment
Minute AUF Salvation Army Fleet and Privately Owned Vehicles
Conflicts of Interest
Employees must ensure there is no conflict or incompatibility between their
personal interests, whether pecuniary (i.e. relates to money) or non-pecuniary
and the impartial fulfilment of their duties. It is not possible to define all
potential areas of conflict of interest but a number of situations are referred
to below. If an employee is in doubt as to whether a conflict exists, they must
raise the issue with their manager.
Gifts and hospitality offered where there is an expectation of a return favour
(which may or may not be to the detriment of The Salvation Army)
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Additional employment that prevents or hinders the performance of a person
in their role
Decisions regarding the employment or promotion of relatives or friends must
be declared to the manager
Promotion of or soliciting for clients for own private business and/or personal
gain
All potential conflicts of interest must be notified to the manager. Wherever
possible employees should disqualify themselves from situations of conflict of
interest. Where disqualifying themselves is not possible the employee is to
notify their manager declaring such conflict of interest.
Gifts and Hospitality
Employees are obliged to notify their manager of any gift, reward or benefit
that they are offered. Employees should not accept any gift where there is, or
where there may be the perception of, a conflict of interest with past, present
or future duties or where the object of the gift is to maintain or return a
favour. Under no circumstances is cash money to be accepted as a gift. A
simple test to ascertain whether a gift should be accepted is to question if its
acceptance could stand the test of openness, i.e. whether full disclosure of
the gift would be embarrassing or damaging to The Salvation Army. Gifts of
an appropriately modest nature may be considered acceptable in certain
circumstances and in deciding such, managers are required to exercise
reasonable judgement and consider the implications of the offer. Participating
in business related functions, including accepting meals with a supplier or
competitor, customer or contractor is permissible business practice. However,
care should be exercised to ensure that these functions have an underlying
business purpose and that their value and frequency is not excessive.
Particular care should be exercised to ensure any such functions falls within
the limits of socially acceptable behaviour and that the employee s presence
does not reflect badly on The Salvation Army. Employees are required to
ensure participation in functions does not influence their behaviour or
decision-making in respect to the sponsor of the function.
Relatives and close friends
A conflict of interest may arise where an employee makes or participates in
decisions affecting another person with whom they have a personal
relationship (such as a relative, spouse, close friend or personal associate).
Examples of such situations include:
the selection, appointment or promotion of staff
purchasing of goods or services
the enforcement of regulations
In cases where a conflict may arise, employees must advise their manager.
Wherever possible, employees should disqualify themselves from dealing with
those persons in such situations. Where disqualifying themselves is not
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possible the employee is to notify their manager declaring such conflict of
interest.
Confidentiality
Employees, via the conduct of their duties, may have access to personal or
commercial information relating to individuals, the public, or the financial or
other operations of The Salvation Army. This information is to be used for
Salvation Army purposes only and should remain secure and confidential. It is
important that the community has confidence that information acquired by
The Salvation Army is only used for the stated purposes for which it was
collected. Employees must not discuss or release to any person, inside or
outside of the organisation, any confidential or sensitive information relating
to The Salvation Army and/or its operations unless the person is duly
authorised.
Refer: Minute IPP Privacy Policy
Outside Employment/Directorship
Employees are permitted to perform work outside of The Salvation Army
provided it does not conflict or interfere with the performance of their official
duties. For example the employment or business or Directorship the employee
has undertaken must not interfere with their Salvation Army work or be
undertaken while on Salvation Army duty, involve confidential information or
resources obtained through their work with The Salvation Army, discredit or
disadvantage The Salvation Army or interfere with The Salvation Army s
business practices. If conducting your own business, any work associated
with this must not be done during The Salvation Army working time and The
Salvation Army resources must not be used. If there could be a conflict, or
there may be a perception that there could be a conflict, the employee must
advise and seek prior written consent from their Divisional Commander,
Regional Officer, Cabinet Secretary or Head of Department through their
direct line manager. Failure to do so may result in disciplinary action,
depending on the seriousness of the matter.
Representation of The Salvation Army
Employees may be asked to be part of an external Committee, Board or
forum, or public speaking engagements as a representative of The Salvation
Army. Employees are expected to be professional, apolitical and objective.
Employees are also asked to be mindful of The Salvation Army Mission,
Values and Official Statements and that, as a representative of The Salvation
Army, an employee s action cannot obstruct the mission of the Army. An
employee must obtain prior written consent from their Divisional Commander,
Regional Officer or Cabinet Secretary through their Head of Department. Any
payment received by an employee from an external body whilst representing
The Salvation Army within normal working hours shall be paid to The
Salvation Army
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Definitions
Blasphemy: Blasphemy is words or actions showing disrespect for God or
sacred things .
Clients: Refers to anyone who comes to us for help and/or we provide a
service to and/or uses our services. Clients may also be known as patients or
customers.
Directorship: Refers to being a director (whether executive, working or
otherwise) of a company or partnership (whether as an active partner or
otherwise).
International Mission Statement: The Salvation Army, an international
movement, is an evangelical part of the universal Christian Church. Its
message is based on the Bible. Its ministry is motivated by the love of God.
Its mission is to preach the gospel of Jesus Christ and to meet human need in
His name without discrimination.
Mission Statement: The Salvation Army, raised up by God for the work of
Transforming Lives, Caring for People, Making Disciples and Reforming
Society.
Outside employment: Refers to employment by an employer other than
The Salvation Army, self-employment, and contract work. Examples of outside
employment include, but are not limited to: tutoring, taxi driving, cleaning,
working in a restaurant and running a business (including role of Landlord).
Values: Recognising that God is always at work in the world, we value
Human Dignity, Justice, Hope, Compassion and Community.
Responsibilities Required by the Policy
Territorial Leadership and Cabinet
The Territorial Leadership and Cabinet is responsible and accountable for:
Providing the Employee Code of Conduct, ensuring that the Code is consistent
with the Mission and Values of The Salvation Army
Periodically reviewing the effectiveness of the Code so that it continues to
benefit employees and the organisation.
Divisional Commanders/Regional Officers/Managers/Supervisors
Managers are responsible and accountable for:
Undertaking their duties and behaving in a manner that is consistent with the
provisions of the Employee Code of Conduct
Informing employees about the Employee Code of Conduct, relevant policies,
procedures and minutes
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Providing appropriate training and/or performance counselling to ensure the
required standard is met
Reporting any departure from the Employee Code of Conduct by themselves
or others
Acting consistently and fairly in dealing with behaviour that breaches this
code.
Employees
All employees have a responsibility to:
Be personally responsible and accountable for their own performance,
behaviour and attendance in the workplace
Undertake their duties and behave in a manner that is consistent with the
provisions of the Employee Code of Conduct.
Report any departure from the Employee Code of Conduct by themselves or
others
Comply with organisational policies and procedures
Promote a positive, healthy and safe environment in the conduct of their work
Refer: Managing People Performance Policy
Performance Counselling Policy
Human Resources
The Executive Director, Human Resources and Risk Management will be
responsible for reviewing the policy and associate tools at regular intervals or
as needed to meet change organisational requirements and proposing policy
changes to TPC for consideration. Feedback can be provided by email to
HRPolicy@aus.salvationarmy.org
Related Topics
Mission & Values
Organisational HR Principles
Grievance Resolving Issues and Concerns
Employee Discipline
Performance Counselling
Managing People Performance
Employee Dismissal
Prevention of Harassment, Discrimination and Bullying
OHS Manual
Recruitment and Selection
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Dispute/Grievance/Complaint
This can be any type of problem, concern or complaint related to the mission
and work of The Salvation Army by those associated with it. No assumptions
are to be made or action taken until all the relevant information has been
collected and considered.
Related Minutes
Minute SHA Attach 2 Statement on the Ethical and Behaviour Standards
within the Australian Territories of The Salvation Army
Minute COP and COP Attach 1
Copyright Requirements on Salvation Army and Non Salvation Army Vocal
Music
Minute CPE Computer Equipment
Minute AUF Salvation Army Fleet and Privately Owned Vehicles
Minute GRU Att 2 Uniform Grant to Full-time Soldier Employees
Minute IPP Privacy Policy
Minute MRE Media Relationships
Minute INT Internet Usage Policy
Minute CPP Computer User Charter
Minute CPL Policy and Guidelines for the Use of Lotus Notes in Salvation Army
Communications
Minute MPR Mobile Phone Requisition - Guidelines
Minute EEO Equal Opportunity and Equal for Women and Affirmative Action
Policy for Women in the
Workplace Policy Statement.
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Staff Support & Supervision Policy
DATE APPROVED:
DATE FOR REVIEW:
17th May 2009
16th May 2012
Introduction
This policy has been produced to clarify the goals, principles and good
practice associated with supervision. It details the key functions performed
within supervision, shared obligations and the framework within which
supervision takes place.
Crossroads Y&FS is committed to providing all staff with the supervision and
support they require to carry out the responsibilities of their job. Supervision
works best when there is clear understanding between those involved about
their respective roles and responsibilities.
Aims
To ensure that Supervision and support is delivered in a consistent way
across all Crossroads Y&FS services.
To clarify the responsibilities and expectations of both parties participating in
Crossroads Y&FS support and supervision.
Practice
Supervision within Crossroads Y&FS aims to:
Reflect the values, vision and mission of Crossroads Y&FS
Assist all staff to use their combined knowledge and experience
Promote good practice and reflective learning amongst all staff
Encourage personal development and responsibility for active learning
Encourage flexibility and creativity with all the resources available so
That our clients can be provided with the best possible service
Recognise clients interests, preferences, promoting rights and aim to include
them in all aspects of service delivery
Review and Monitoring
Adoption : 17th May 2009
Review Date : 16th May 2012
Support and Supervision Standards
Introduction
This document seeks to clarify expectations and provide agreement on the
framework within staff support and supervision can take place.
What support and supervision can workers expect from Crossroads Y&FS
managers and team leaders?
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New or staff changing role will have a detailed induction plan agreed with
their line manager that addresses their particular learning needs and role:
Unless there are exceptional circumstances that have been negotiated
between the worker and their manager, all workers can expect to have
fortnightly planned structured supervision sessions from their team
leader/manager.
A yearly review that will agree a detailed individual work-plan to focus their
work, plan for job development and how learning needs can be met.
Regular team meetings, usually fortnightly, where practice issues can be
discussed, information shared, issues addressed jointly and support gained
from team leader/manager and colleagues.
Following serious incidents the member of staff / staff team will meet as soon
as possible to plan follow up action and allow the worker / group time for
debriefing and support. This may happen as part of the regular team meeting
and time will be allowed for this. If the incident warrants it external critical
incident debriefing will be arranged.
Managers & team leaders will encourage staff to talk over issues as they arise
where workers feel the issue is of sufficient importance that it cannot wait
until planned support and supervision.
Additional support and supervision can be agreed individually between staff
and team leaders/manager where their may be specific issues or development
required.
Staff will be encouraged to use each other for ad-hoc peer support.
There may be times when a mentor is used over and above formal
supervision. Time will be made available for both mentor and worker to meet.
For some positions or because it is deemed necessary external supervision
may be provided.
Obligations in the Supervision Relationship
The Supervisor and Supervisee will both:
 Treat each other with respect, listening carefully to allow issues to be
explored in depth and in a style that suits both people.
 Be realistic, open and honest with each other
 Allow the amount of time agree / necessary for full discussion
 Plan in advance to give supervision a high priority, with both parties
preparing for the session in advance
 Accept conflict or disagreement in a positive way without getting
defensive
Key functions of a good supervisor
There are 3 main functions that a supervisor must include for good
supervision:
Supportive – assisting workers to feel supported in their day to day work –
this may include how they deal with feelings associated with their support
work role, frustrations, concerns as well as identifying and giving feedback
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Learning and Developmental – Helping to improve workers professional
skills and knowledge. Encouragement of active learning and reflection of day
to day practice
Practice – Overseeing all aspects of work and monitoring of quality of
service delivery within Crossroads Y&FS and external regulatory bodies and
standards
Supervision Framework
It is a requirement that Supervisor and supervisee agree certain basic
boundaries and expectations. It is important to regularly review and monitor
these to check that they are working for both parties.
This should usually be done as the first task of supervision by agreeing a
Supervision Contract to clarify some of the following:
 When, where and for how long will supervision take place?
 How often will it take place?
 How and in what circumstances will it be re-arranged?
 What formal record will be kept?
 Are any interruptions allowed?
 What preparations are necessary by each person?
 What are the agreed boundaries of confidentiality? Is there information
that the team leader/manager may have to share with their manager?
Related Documents
Critical Incident Policy
TSA H R Manual – Manage People Performance
Discipline
Performance Counselling
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Staff Support and Supervision Practice
The Salvation Army Crossroads Youth and Family Services is committed to
providing all staff with the supervision and support they require to assist them
in providing quality service delivery and outcomes for clients. The Mary
Anderson Family Violence Service believes that the provision of high quality,
professional supervision promotes competent, client-focused and empowered
practice. The Program provides supervision and support to staff through
various structured and less formal mechanisms.
Structured Mechanisms
Individual Supervision:
Staff of the Mary Anderson Family Violence Service are provided with
individual supervision that is scheduled fortnightly and for new staff during
their 3 month probationary period weekly. At the first individual supervision
session supervisory arrangements are negotiated between the worker,
supervisor and the organisation. This process is facilitated by the use of a
supervision agreement that has been developed and adopted by the Program.
Other tools used in the ongoing provision of supervision include Case Worker
Agenda and Client information/discussion tool.
Performance Appraisal:
The Salvation Army has a Performance Management Model and run training in
the use of this model this is usually conducted by the Divisional Human
Resource Manager. Training is available for all workers in a supervisory role
and for further information please speak directly to your line manager for
further information. Performance management is about ensuring the
employee understands the performance standards expected of their position
and performs to the required standards. The process allows the worker to
receive feedback on their performance and provides opportunity for setting
goals and required supports needed to help achieve these goals. It is
desirable that a Performance management Plan process occurs with each
worker soon after the completion of his or her 3-month probationary period.
There may be times when developing a performance management plan is
useful prior to this time.
Group Supervision:
Mary Anderson Family Violence Service recognises that support can come in
lateral relationships (supervisee to supervisee). The Program has regular
fortnightly client discussion meetings where staff can share different
opinions/perspectives in solving problems. This forum also provides an
opportunity to share learning and seek support from their peers when
confronted by client issues that may be new and/or challenging.
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Team Supervision:
Mary Anderson Family Violence Service aims to conducted 2 Team Building
Sessions a year, with at least one of the sessions facilitated by an external
person to the Program. Team Building is distinguishable from group
supervision in that it has a much broader focus, looking at all aspects of the
Program and each supervisee’s and supervisor’s role.
Live Supervision:
‘Live” Supervision refers to the supervisors direct observation of staff
performance via joint interviews, assessments, duty calls, attendance at
meetings. Direct access to the worker’s performance provides the supervisor
with greater awareness of the individual worker’s skill level. Joint work also
gives the supervisor the opportunity to demonstrate their practice skills. Live
supervision occurs more frequently when a supervisee is new to the role, as a
form of support and development.
Other Forms of Support and Supervision
It is acknowledge in the practice of the service that workers require access to
support and debriefing. The Mary Anderson Family Violence Service ensures
that there is a line manager available 24/7 for workers to access if required.
This is an important support for workers, given the nature of the target group
for the program and with workers rostered oncall and acknowledging that
critical incidents will occur. In the event of critical incident occurring workers
are required to follow the Department of Human Services process as detailed
in Crossroads Network Policy Manual. The program also encourages and
recognises the importance of peer-to-peer support.
Support and Supervision To Casual Workers
NCARS Casual Workers:
The Mary Anderson Family Violence Service participates in the Northern Crisis
Advocacy Response Service (NCARS) and employees a pool of casual staff to
carry out the after hours support to clients referred to the service. Each
worker is rostered on for a maximum of 7 nights/shifts over a 9 week period.
Support and supervision provided to the casual staff employed to cover
NCARS:
Formal individual, face to face support and supervision and commencement of
their shift
Provided with Back Up support of the Team Leader or Program Manager for
the entire period they are oncall.
Formal handover at the end of a shift with either the Team Leader or
Program Manager.
Please See Supervision Agenda
Group support and supervision is provided to the workers at a minimum of
every 6 months. This is an opportunity for workers to catch up and provide
support to each other and provides opportunity to include group training.
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Locum Workers:
There are times when the Program requires the use of Locum staff for a
period of time. Individual Supervision is provided to Locum workers, as well
as the less formal support and supervision is available. A supervision
agreement may be entered into, depending on length of time working within
the program.
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Supervision Agreement
This Agreement is made between: ______________________
(Supervisee) and
____________________ (Supervisor) on ________________, and will be reviewed
in three months time.
Supervision Frequency:
During the 3-month probationary period for new staff, a minimum of 1 hour per
week is provided.
Post probationary staff, in accordance with Crossroads Staff Support and Supervision
Policy, will be provided with fortnightly supervision. It is acknowledge that there are
times when this may not be possible eg supervisee on leave.
Length of Supervision:(Note this will need to be flexible in times of changing need
and demand)
________________________________________
Recording Of Supervision Sessions:
The supervisor will come with a supervision agenda that ensures the key functions of
the session are covered: Support, Learning and Development, Practice:
Case Worker Supervision Agenda and Client Discussion
During the session the supervisor with take notes to be typed up, brought back to
both supervisor and supervisee for agreement and signing off by both parties. Once
signed by both parties the notes will be placed in the supervisee’s supervision folder
and copy provided to the supervisee.
Expectations Of The Supervision Relationship:
The Supervisor and Supervisee will both
Be committed to the supervision process and contribute accordingly
Treat each other with respect
Plan in advance to giver supervision a high priority
Ensure no interruptions, unless agreed upon
Other agreed
arrangement/s:____________________________________________
____________________________________________________________________
_
Grievances:
If either party of the supervision process believes that these guidelines are not being
met, in the first instance will raise the issue with the supervisor or supervisee.
In the event that resolution does not occur the matter may then be referred to the
line manager
Signed Supervisee: ___________________
Date: _____________
Signed Supervisor: ___________________
Review Date: _____________________
Date: _____________
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Performance Plan & Review Plan & Review
- 59 -
Personal Details
Name (s)
Present Position
Division/Department
Date of Commencement in Position
Planning & Review Period
to
Your signature
Your Managers signature
Date
Date
/
/
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/
Checklist
Is your PD current and reflective of your duties?
Has a copy of the current PD been put on your file? If not, include a copy of the current PD with this review.
Section
1. Goals & Action Plan
2. Learning & Development Plan
3. Self Assessment 1 (Update L&D if required)
4. Mid Year Review (Update L&D if required)
5. Self Assessment 2 (Update L&D if required)
6. End of Year Review
NB/
Date Completed
Employee Initial
Manager Initial
For information on how to complete theses forms please refer to the Manage People Performance Manual
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Section 1 - Goals & Action Plans
Goal
(One per page)
What is a key goal or project I would like to achieve? This information can be taken from the KRA’s defined
within your position description.
Actions
What will I do to meet this goal?
List the key steps
Who
Measures
How will I know you have achieved your
goal?
Who will be
responsible for
this task?
Timeframes
When will each
action be
achieved by?
Support
this goal?
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Section 2 - Learning & Development Plan
Personal Competencies
Job Competencies
What skills and knowledge do I need to develop
to achieve my goals and perform in my current
role?
What personal competencies do I need to develop to
achieve my goals and perform in my current role?
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Training & Development Actions
What training/development actions will be undertaken to address these development needs?
Action
To be completed by (Date)
Section 3 – First Self-Assessment
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Who is responsible?
Self-Assessment
Am I meeting my KRA measures?
How well am I meeting agreed goals?
What accomplishments have I achieved so far?
Has my approach, i.e. behaviours and attitudes been
effective in achieving my goals?
What factors are impacting on my goal achievement?
Do I need to change the way I approach tasks, people and
situations?
Are my goals and actions still relevant?
Do I need to amend my performance plan?
Am I receiving the support and development I need?
Remember, if you have any issues to date then please talk to your manager. Use this document as a basis
for discussion with your manager.
Date:
/
/
Employee’s Comments
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Section 4 – Mid Year Review
Dialogue on Progress/Mid Year Review
Mutually discuss progress of performance against the PD KRA’s, goals, actions and the learning & development plan.
Review planned goals and support required and adjust where appropriate
Date:
/
/
Areas for
Discussion
Employee Comments
Managers Comments
Key Result Areas
Competencies
Goals & Actions
L&D Plan
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Section 5 – Second Self-Assessment
2nd Self-Assessment
Am I meeting my KRA measures?
How well am I meeting agreed goals?
What accomplishments have I achieved so far?
Has my approach, i.e. behaviours and attitudes been
effective in achieving my goals?
What factors are impacting on my goal achievement?
Do I need to change the way I approach tasks, people
and situations?
Are my goals and actions still relevant?
Do I need to amend my performance plan?
Am I receiving the support and development I need?
Remember, if you have any issues to date then please talk to your manager. Use this document as a basis
for discussion with your manager.
Date:
/
/
Employee’s Comments
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Section 6 - End of Year Review
Review Performance against PD
outlined within your position description
Date:
/
Review your performance against the key measures as
/
Employee Comments
KRA (Key Result Area)
List the Key Result Area
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PD been met? Other thoughts or
comments?
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Manager Comments
Have the measures detailed in the PD
been met? Other thoughts or
comments?
Review Competencies
Together review the personal and job competencies for the role. Comment on the following:
Has the employee demonstrated these competencies? Provide specific examples where appropriate.
Identify any areas for development.
Employees Review of Competencies
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Review Goals
Together review goals and action plans outlined in Section 1. Comment on the following:
Were the goals achieved within the agreed time frames?
Did the goals change?

Employees Review of Goals
Managers Review of Goals
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Was support provided as outlined
Review Learning & Development Plan
Together review the Learning & Development Plan outlined in Section 2. Comment on the following:
Were the competencies developed as detailed? 
Did the requirements change?
Employees Review of L&D Plan
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Review Performance Overall
Mutually discuss achievements and results against the plans (goals and action plans)
Did I achieve what I outlined within my plan?
What were the actual outputs from my goals and achievements?
Looking back, are there ways that I could have been more effective or perhaps changed my approach?
Did I get the support and development I needed?
Date:
/
/
Employees Review of Performance
Managers Review of Employees Performance
Your Signature:
Your Managers Signature:
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Supervision Agenda - Clients
Supervisee:
Date:
Client
Support
Issue
Supervisor:
Action
Housing
Plan/
Exit
Options
Timeline
*Issues raised by client/s:
(does this need to be logged on Learning Management Log??)
**Child/ren assessment review
Signed Supervisee:
Signed Supervisor:
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Supervision Agenda - Case workers
Date:
Supervisee:
Supervisor:
Development and Training
Leave
HR issues
Working Groups/Networks/ Forums/Group Work
Portfolios
Monthly File Audit:
Client file name audited:__________________________
Other
Organisation
Next Session time and Date:
Supervisee Signature:
Supervisor Signature:
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Supervision Agenda - Team Leader
Team Leader Supervisee:
Worker Name
Supervisor:
Client Issues: Eg case load,
challenges, client files, alerts
etc
Performance/Training
Identified
Development and Training
3. Projects/Areas of Responsibility: White Ribbon Day
4. Monthly File Audit:
Worker Name:___________________
Other
Next Session Time and Date: ________________________________
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Date:
Actions and Timelines
Supervision Agenda – Stepping Stones Worker
Signed Supervisee:
Date:
Case Worker / Stepping Stones Supervision Agenda:
Supervisee:
Supervisor:
Signed Supervisor:
Date:
Date:
1. Co ordination of Stepping Stones Meetings etc
2. Relevant training Networks
3. Case Plans for Children
Child Name
Case Plan
Actions and Timeframes
Child Name
Case Plan
Actions and Timeframes
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Other:
Signed Supervisee:
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Date:
Network Outreach Policy
DATE APPROVED:
DATE FOR REVIEW:
1st July 2009
30th June 2012
Purpose
The purpose of this policy is to ensure that Crossroads maintains flexible and
responsive service delivery while protecting the client’s right to personal
privacy. At the same time it is concerned with balancing duty of care to the
client with the health and safety of its case workers in working away from the
office, often as lone workers.
Outreach is not limited to working with clients in their principle place of
residence and can include various environ
Scope
This policy applies to all full-time, part-time and casual Crossroads staff.
Definition
Outreach: refers to any client related work undertaken away from the
program premises.
Service Principle
Crossroads is committed to flexible service delivery that maximises clients’
access to services and provides the most appropriate ways of supporting
clients.
Policy Statements
Promoting an Outreach Model of Service Delivery
Crossroads promotes an outreach model of service delivery that:
 supports client focussed and rights-based approach to casework;
 enhances a flexible, responsive and respectful approach to clients;
 negotiates with clients to determine the most appropriate time and
place to meet;
 assists clients to receive the support they need in accessing other
services and in addressing their needs;
 acknowledges that meeting clients in their homes or familiar
environments is generally less disruptive and intimidating;
 allows clients to get on with the rest of their lives, with less time
required to travel to meetings with their case workers; and
 assists in identification of needs and early intervention strategies
through meeting clients in their home environment.
Respecting Clients Rights to Privacy in the Home
In respecting clients’ rights to privacy in the home, case aim to:
only visit a client’s home at the invitation of the client concerned where a
mutually agreeable time has been negotiated prior to the visit. Note the
following exceptions:
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




that there has been a loss of contact with the client; or
that there is a concern about the health and well-being of the client or
family member.
negotiate with the client and seek the client’s approval to organise for
another professional to be present at any meetings
be aware of cultural requirements
leave immediately if requested by the client.
Resourcing Outreach
All caseworkers working in an outreach capacity must have access to the
necessary resources to enable them to work effectively and safely. The types
of resources required may vary from program to program, however the
following resources are considered fundamental across all program areas:
 mobile phone
 Crossroads identification cards
 access to Crossroads Network vehicle pool
 written information and practice guidelines
 access to supervision, support and debriefing
 access to professional development
Program areas will budget for these required resources to ensure these
resources are available to all outreach staff.
Crossroads has systems in place to support the acquisition and maintenance
all resources used in outreach work.
Crossroads employees are responsible for, and have an obligation to protect
and maintain any assets used in performing outreach.
Health and Safety
 In line with the Occupational Health and Safety Act 2004 (Victoria) and
the organisation’s health and safety policies, Crossroads will ensure a
safe work environment for all staff working away from the office. This
would involve consulting with staff, developing guidelines and
providing any necessary training.
 All staff must take care not to endanger themselves or others as they
go about their work. Prior to any home visit or outreach appointment
staff are required to:
o conduct risk assessments
o consult with their on-line supervisors prior to a home visit or
outreach appointment if they believe there is a danger to their
health and safety.
 All staff should leave immediately if a situation appears to be unsafe.
Written Guidelines
Each program area must develop processes and guidelines that balance duty
of care to clients with workers’ safety. Such guidelines should contain (but
not be restricted to):
 procedures for keeping on touch with the office
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





process for monitoring a worker’s whereabouts throughout the period
they are working away from the office
procedures for responding to emergency situations
process and tools for undertaking risk assessments
process for supervision and debriefing
process for reporting unsafe and critical incidents
precautionary strategies for ensuring safety
Training
Each program area should also consult with its staff and provide the
necessary training to assist them to remain safe whilst going about their
work. Such training may include:
 procedure for keeping in touch with the office;
 strategies to ensure safety ;
 identifying and managing risk; and
 diffusing and managing difficult or aggressive behaviour.
Risk Assessments
 Risk assessments should identify:
o any risks to the client
o any risks to the worker
o strategies to mitigate these risks
The risk assessment would be more thorough prior to a first outreach
visit/meeting with a client.
It is recognised that risk assessments vary in depth and content according to
the circumstances of each case including:
 the history of working with the client
 client’s circumstances
 the venue
 persons who will be present
 family history of violence, substance abuse or psychiatric illness
Responsibilities
Senior Management and Program Managers
Senior management and Program Managers must ensure that staff have the
appropriate level of skill and support to undertake outreach work including:
 recruiting staff with the relevant qualifications, experience and skills to
work autonomously and to address the needs of specific client groups
 providing access to ongoing professional development
 providing appropriate levels of support and supervision
 providing necessary resources to undertake effective and safe outreach
work including a mobile phone and work vehicle;
 ensuring there are clear lines of communication and guidelines for safe
and effective outreach work.
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
any reportable incidents are reported in line with WorkSafe
requirements and Department of Human Services Incident Reporting
System.
In addition, senior management and Program Managers must ensure
everyone working in an outreach capacity is consulted on health and safety
matters that arise from working within an outreach model. This can be done
through direct consultation with the Senior Manager/Program Manager or
through program meetings.
Senior management and Program Managers must also ensure that:
 outreach staff know and understand their health and safety
responsibilities
 health and safety implications are considered in case support decisions
 the organisation’s systems for improving health and safety for outreach
work are regularly monitored and reviewed.
Team Leaders
Team Leaders are responsible for ensuring staff working away from the
office:
 receive appropriate levels of supervision, support and debriefing
 are assisted where necessary in conducting risk assessments and
developing safety plans
 comply with program guidelines for outreach work and for protecting
the safety of staff and clients.
Case Workers
 Case workers have a duty of care to organise outreach visits in ways
that respect the privacy and cultural values of the client.
 Case workers also have a duty of care to themselves and must comply
with any program-specific outreach and health and safety guidelines to
protect their safety and the safety of their clients. This includes
ensuring they are carrying a fully-charged work mobile telephone,
using a work vehicle and keeping in touch with the office.
 Carry their Crossroads identification with them.
Monitoring and Evaluating this Network Outreach Policy
This policy should be reviewed by the Senior Management Team immediately
after an unsafe incident has been reported. Recommendations for any
changes are to be provided to the Program Management Team.
This policy will be reviewed in accordance with the ‘Policy Review Policy’
Related Standards, Policies and Procedures
Crossroads Supported Referrals Policy
Crossroads Network Client Policy
Crossroads Network Casework Policy
Crossroads Health and Safety Policy And Procedures
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Homelessness Assistance Service Standard 3.3 Responsive support
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Worker Safety Procedure
Aim:
This procedure is guided by The Salvation Army Crossroads Youth and Family
Services Network – Outreach Worker Policy and clarifies the goals, principles
and good practice associated with maintaining a safe work environment for all
workers, clients and others. It details the key elements of practicing safely
and responsibly and provides practical strategies to ensure safety is
maintained in the work place context.
Mary Anderson Family Violence Service is committed to providing an
environment for all workers, clients and others that is free from violence, and
where the wellbeing of all is respected and sustained.
Practice:
The following guidelines seek to establish some basic steps towards creating a
safe working environment.
These guidelines are produced in the context of:



The understanding that violence is a crime.
That all workers in Mary Anderson Family Violence Service will work
with an awareness of the physical environment they are in, conscious
of what is happening with co-workers and clients, and respond if
needed.
Training on dealing with challenging behaviours will be made available
to staff.
Resources:
Motor Vehicles
Workers have access to Salvation Army owned vehicles, which are to be used
for all outreach and work related travel. Workers are at no time to use their
own vehicles when visiting clients.
Mobile Phones
Workers have a mobile phone assigned to them when commencing
employment. This is the mobile workers use when on call and any work
related issues.
Back Up
The Team Leader, Program Manager and Team members provide back up
support, either over the phone or in person to outreach workers while
performing the duties of their role to ensure a workers safety. Back up is
available 24 hours a day, including after hours when a back up worker is
rostered to support the on-call worker.
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Outreach:
Mary Anderson Family Violence Service provides an outreach services to
women and women with children. Clients of the Program reside in various
forms of accommodation that workers outreach to and who require case
management support. This document acknowledges that the majority of
face-to-face contact that occurs with clients is outside of the office
environment and often as a lone worker. Whilst working outside of the office
workers need to be aware of the physical environment that they will be
entering into and is recommended that prior to any out of office visit workers
consider/assess the level of risk prior to attending. Whilst working out of the
office workers need to be constantly aware of their physical environment and
conscious of, that at times, circumstances they find themselves in may not be
safe. Safety is paramount in outreach work and there are simple strategies
and procedures that can be employed to assist in maximising safety.
Please follow some simple safety tips:
 Ensure you have indicated both in vehicle booking diary and on the
in/out board your movements and expected return time, if delayed
worker needs to contact Duty Worker and advise
 Ensure you have informed the Duty Worker of where you will be: Exact
address/movement, client name, time of return.
 Where you are attending an out of office visit that may have an
elevated level of risk, ensure you have an agreed safety plan in place
with the Duty Worker / Team Leader
 Don’t park in driveways. They can get blocked off
 Always check that it is safe for the woman to talk – Asking Closed
questions are important in this situation eg Are you safe to talk
 If you are feeling unsafe, leave the situation
 If you are unable to leave the situation and are able to make a phone
call please ring the main Mary Anderson Family Violence Service phone
9353 1013 and mention client name of “VALERIE ABRAM”. The
worker answering the phone will then know that you are in need of
immediate support and will ask closed question/s that will require a yes
or no response.
Familiarise self with safety procedures and information including Managing
Challenging Behaviours
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Worker Safety Plans:
Safety plans are particularly relevant for outreach workers, and assist to
maintain a safe work environment. Some key elements of a Worker Safety
Plan should include:
 Assessing/identifying risk factors when meeting with a woman for the
first time
 Assessing/identifying risk factors when meeting with woman away from
the office
Note: Tools that inform/assist in assessing/identifying risk include – Initial
Assessment form, case notes
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Given the target group of the Mary Anderson Family Violence Service –
Ensuring safety of both client and worker with regard to possible threat
from perpetrator
Putting into place support plan for worker when level of risk may be of
concern. This would include: Considering two workers attending,
environment/venue for face-to-face, making phone contact with Duty
Worker on arrival, during and at end of visit
Discussing with Team Leader / Program Manager if any concern or
uncertainty
Accessing debriefing at end of the visit
1st Visits:
It is recommended that a conversation occur between Team Leader and the
caseworker when visiting a client for the first time out of the office
environment. The purpose of this conversation is to discuss/assess level of
safety and possible risk factors for both the worker and the client. Also,
ensuring that Duty Worker is made aware of arrangements and In/Out board
is filled in.
Duty person calling staff when in court:
When you are duty worker and a co-worker is in court it is important to check
in with the worker – court can be a stressful experience and it does help to be
able to talk to another worker. It is the responsibility of the worker to inform
the duty worker, which court they are attending and who they are attending
with.
End of your working day:
If a worker is on an outreach visit and will not be back in the office at the end
of the day they will need to inform the Duty Worker of this and the relevant
on call worker. The on call / Duty Worker will call the worker if they have not
heard from them by the agreed time. It is therefore very important that if a
worker is delayed and knows they will not be finishing at time first thought,
they call the Duty Worker / On call worker to advise and agree on new check
in/finishing time.
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De-briefing:
Debriefing provides the opportunity for workers to talk through an incident
that has occurred in the workplace. The Mary Anderson Family Violence
Services Team Leader/Program Manager will make themselves available for
workers to be able to discuss any situation or incident that they may need
support with. Workers are strongly encouraged to take access this support at
the time of the incident. Co-workers are also available to provide peer
support and learning’s.
Critical Incident:
Department of Human Services – Incident Reporting System
Critical Incident Report Form
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Occupational Health & Safety Guidelines
DATE APPROVED:
DATE FOR REVIEW:
1st October 2008
30th September 2011
Introduction
Crossroads is committed to creating and maintaining an environment where
management and staff work co-operatively to ensure that a safe and healthy
workplace is provided for all employees, clients, contractors, visitors and third
parties.
Crossroads have a proactive stance that is aimed at prevention of workplace
injury and ill health and as such all team leaders, program managers, and
senior management have an open door policy in regards to Occupational
Health & Safety matters.
Considerations
There are three main considerations to ensure an effective OH&S system that
are:
Current management practices
Current team and management meeting schedules
Current documentation and recording practices
Guidelines
Programs are to meet at least monthly with OH&S as a standing agenda item.
Minutes are to be kept for all meetings.
Program Managers are to report back to Senior Management to raise any
current or outstanding issues.
Program Managers to raise relevant OH&S issues at Program Management
Team (PMT) meetings.
OH&S issues to be reviewed quarterly by Senior Management.
Framework
The following framework should be employed to ensure that appropriate
documentation is completed. This relates to both PMT and Program staff
meetings.
Agenda Item: OH&S Challenges & Achievements
Incidents for the period
Actions taken
OH&S Learning
Safety Initiatives commenced in the period
Background
Action taken
Results
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Roadblocks to safety encountered in the period
Background
Action Taken
Results
Resources from this meeting required to resolve the matter
Service Principles
Crossroads will ensure the management of the OH&S Policy by continuing to
adapt work practices and effective and appropriate use of resources which
prevent workplace injury or illness and promote the protection of the health,
safety and well being of employees, clients, contractors, visitors and third
parties.
Scope
This policy applies to all full-time, part-time and casual employees across all
Crossroads Youth & Family Services programs.
Responsibility
All Senior Managers, Program Managers and Team Leaders are responsible
for ensuring that staff meetings meet the OH&S guidelines and are
documented on a monthly basis.
Senior Managers are responsible for ensuring that programs are providing
sufficient feedback from program meetings and for ensuring that this
information has been actioned and reviewed.
Related Forms, Standards, Policies & Procedures
Crossroads Meeting Minutes – Template V1.0
OH&S Register Template
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OH&S Flowchart
Issue Identified
Team Leader or Program Manager Informed
Urgent
Not Urgent
Snr Manager Informed
Issue Logged
Action Taken
Issue & Outcome Logged in OH&S Register
OH&S Register Review Quarterly at PMT
Any new learning implemented across other programs
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Mary Anderson Family Violence Service
Blood-Borne Virus Procedure
Aim:
The aim of these procedures is to prevent other people’s blood entering your
body.
Blood can enter through:
Open wounds
The mouth
The eye
Procedure:
The golden rule in regards to Universal Blood Procedures is to treat everyone
as infectious – Your treatment of every person is to be the same regardless of
their known or unknown blood borne virus status.
Attending to cuts and wounds
Check your hands and arms for minor abrasions and cuts. Cover these with
band-aids. It is a good rule to check for all minor cuts and abrasions before
starting a shift and covering these with band-aids.
Put on latex gloves (always wear gloves)
Make sure all equipment is disposed of correctly. No equipment that has been
exposed to blood should be put back in the first aid kits (antiseptic, bandages,
kidney dishes etc).
Clean all surfaces with which blood may have had contact. Use one part
bleach, one part detergent and eight parts cold or tepid water
When everything is clean take off gloves, dispose of by sealing in a plastic bag
(e.g. shopping bag) and wash hands thoroughly with soap and cold to tepid
water
Blood spills
For major blood spills on clothing:
Wear latex gloves
Bag in two garbage bags which are securely tied up and labeled
""Contaminated or Soiled Clothing" or "Soiled Clothing"
Dispose of through a major needle exchange or through your local council If
the spillage is minor:
Wear latex gloves
Wash in cold or tepid water in the washing machine
Blood spillage on the floor or other surfaces:
Put on latex gloves
If the spillage is major, use absorbent material to soak up excess blood. This
should be bagged in two plastic bags, tied up and labeled Contaminated or
Soiled Material"
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Dispose of through a major needle exchange or through your local council
All areas that have been in contact with blood should be washed or wiped
down in a solution of one part bleach, one part detergent and eight parts cold
or tepid water
If the spillage is minor:
Put on latex gloves
All areas that have been in contact with blood should be washed or wiped
down in a solution of one part bleach, one part detergent and eight parts cold
or tepid water
Handling Needles and Syringes
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There may be rare times that workers may have to handle needles and
syringes. The following is a step-by-step procedure in handling needs
and syringes
If appropriate, get the young person to dispose of the needle and
syringe themselves
If this is not possible, pick up needles and syringes with grips and
dispose in a sharps bin
If staff have to handle needles and syringes by hand, always wear the
specially designed durable gloves
Do not put the tops (needle covers) on the syringe
Dispose in sharps bin. If possible, bring the bin to the needle site, not
vice versa
Wash hands
Needle Stick Injury
Apply gentle pressure around the wound (not on the site) to encourage
bleeding
Wash under cold or tepid running water with soap
Apply a small amount of antiseptic
Cover with a band aid
Client Injury
Report to manager
Encourage client to see a doctor
Fill in an incident report
Staff Injury
Report the injury to the manager
See the doctor
Fill in an incident report
Blood in the eye
Irrigate/wash out immediately with cold water
Client Injury
Report to manager
Encourage client to see a doctor
Fill in an incident report
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Staff Injury
Report the injury to the manager
See the doctor
Fill in an incident report
Mouth to Mouth
Staff should always make sure that they have an CPR Microshield close by
them at all times.
Crossroads supplies all staff with Laerdal Face Shields and requires that all
staff have a CPR Face Shield on them whilst working.
FOR MORE INFORMATION SEE HEPATITS RSIK MANAGEMENT APPENDIX
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Case Management Practice Guidelines
Purpose
This document is to provide guidance to caseworkers at Mary Anderson
Family Violence Service in carrying out their case management duties.
Context
These Case Management Guidelines must be viewed in the context of the
Mary Anderson Family Violence Service Program Framework and Crossroads
Network Policies including:
 Client Policy
 Casework Policy
 Outreach Policy
 Supported Referrals Policy.
Summary of Contents
DUTY OF CARE TO CLIENTS
DUTY SERVICE, AFTER HOURS, AND NCARS
INITIAL ASSESSMENTS
CLIENT RISK ASSESSMENTS
ASSISTING CLIENTS WITH MEDICAL AND OTHER HEALTH NEEDS
INTAKE AND SERVICE ORIENTATION
ASSESSMENT AND CASE PLANNING
OUTREACH /PROVIDING FLEXIBLE CO-ORDINATED SUPPORT
SUPPORTED REFERRALS
EXIT PLANNING AND CASE CLOSURE
DOCUMENTING CASEWORK
CASE ALLOCATION AND CASE LOADS
VACATING AND RE OCCUPANCIES OF MARY ANDERSON CRISIS
UNITS
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Disclaimer
These practice guidelines have been developed by Jan Carr for Mary Anderson Family Violence
Service on the basis of well-considered recommendations, made in good faith. It is not intended
to substitute for legal advice. Jan Carr accepts no responsibility for any actions taken by, or
losses suffered by, any person or organisation on the basis of, or in reliance upon, any
information or omissions provided in these documents.
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DUTY OF CARE TO CLIENTS
These guidelines are concerned with Mary Anderson Family Violence Service’s
duty of care towards its clients and clients’ children. Their purpose is to assist
casework staff and management to have a clear understanding of, and give
appropriate consideration to, their duty of care towards their clients.
This document should be read in the context of the duty of care statements
developed by The Salvation Army Crossroads Network.
Disclaimer
These guidelines for duty of care to clients contain statements of broad
principle and should not be understood as providing a comprehensive analysis
of the law. Legal advice in relation to particular cases should be sought from a
qualified legal practitioner.
Definitions
The following definitions have been drawn from the Department of Human
Services’ Policy Resource paper on Duty of Care.
Duty of Care
A duty of care is a duty to take reasonable care of a person.
Mary Anderson Family Violence Service must take reasonable care to avoid
causing injury to clients and their accompanying children.
Breaching Duty of Care
Duty of care is breached by failing to do what is reasonable or by doing
something unreasonable that results in harm, loss or injury to another. This can
be physical harm, economic loss or psychological trauma.
Duty of care may be breached if a staff member unreasonably fails to provide or
to ensure appropriate access to language services.
Reasonable
The law requires professionals to take all reasonable care in carrying out their
work and ensure that appropriate standards of care are met.
The appropriate standard of care is assessed on what action a reasonable
person would take in a particular situation.
What is reasonable?
While there are no predetermined answers to questions about whether or not an
action is reasonable, there are a number of factors which must be considered
(see below)
Staff must use their professional skills and experience to decide the weight to be
given to each factor and to make a final decision about the most reasonable
action in a particular situation.
Factors to consider
When assessing what is reasonable, staff should consider the following
factors:
the risks of harm and the likelihood of the risks occurring
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the sorts of injuries that may occur, and how serious they are
precautions which could/should be taken
the powers which Mary Anderson Family Violence Service employees have (the
law does not expect workers to do anything they do not have the power to do)
usefulness of the particular activity which involves risks
any statutory requirements or specific directions from the Office of
Housing/Department of Human Services
any factors relevant to a particular situation
Note 1: No single factor can be relied upon by itself to justify acting in one
way rather than another. All factors will need to be considered together to
determine what is reasonable.
Note 2: Acting unreasonably cannot be justified, even if the client gives her
consent or expresses a wish to do a particular thing.
Negligence
Within the law, the concept of negligence and the penalties which flow from
the breach of a duty of care rest on establishing four key elements:
that at the time the injury occurred, Mary Anderson Family Violence Service
owed the person a duty of care
that Mary Anderson Family Violence Service failed to exercise the standard of
care which is expected in those circumstances
that actual harm or damage was suffered by the person
that it was Mary Anderson Family Violence Service’s failure to exercise
sufficient care which caused injury and the injury would probably not have
occurred had the appropriate care been taken.
Duty of Care Training and Support for Staff
Mary Anderson Family Violence Service will ensure case workers have
appropriate support and training to enable them to meet their duty of care to
clients. This includes:
 induction program for all new staff to ensure they understand the policy
and issues around duty of care and are aware of strategies for avoiding
harm or injury
 case workers are encouraged to discuss any case specific duty of care issues
with the Team Leader and or the Program Manager before deciding on
actions.
 general duty of care issues are discussed at team meetings and
recorded in the minutes
 staff are made aware of any relevant external training in duty of care
and supported to attend as part of their professional development
activities.
 Given the dynamic nature of providing support to women and children
experiencing family violence, case workers will ensure they carry out
their duties within the parameters of their knowledge and experience.
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Duty of Care Strategies as Part of Case Management
The following strategies provide guidance on ways case workers at Mary
Anderson Family Violence Service should address their duty of care
responsibilities.
Engaging with Clients
A clear way of ensuring Mary Anderson Family Violence Service meets its duty of
care is to engage with clients and work collaboratively with them to address the
issues they are confronted with. This would include:
creating and maintaining a non-threatening environment (including meeting
clients in their homes) in which to discuss and find ways of addressing clients’
needs
engaging with clients in ways that ensure they feel empowered to make
decisions for their future and that of their children
allowing and encouraging clients to voice their grievances and act upon them in
line with the client complaints disputes resolution processes
using appropriate interpreter services where required through all aspects of
service delivery
Risk Assessments and Safety Plans
A major strategy for reducing risk for clients is to engage clients in conducting
risk assessments and developing safety plans as part of initial assessments
and case planning (refer to MAFVS guidelines for Client Risk Assessments).
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Avoiding Harm or Injury to Clients
In addition to risk assessment and safety planning Mary Anderson Family
Violence Service implements a range of strategies to avoid harm to its clients.
These include:
 taking a non-judgemental approach
 reinforcing diversity by being as flexible and accessible as possible in
the way services/support are delivered
 avoiding discrimination and overly restrictive options
 maintaining confidentiality
 adhering to guidelines for Assisting Clients with Medical and Other Health
Needs (including clients with mental health issues)
 adhering to safety guidelines for transporting clients and their children
 being financially transparent, e.g. providing receipts for monetary
transactions such as payment of fees
 ensuring staff maintain ethical boundaries with clients of and adhere to
the Salvation Army – Australian Southern Territory Employee Code of
Conduct.
Providing Appropriate Support
Mary Anderson Family Violence Service’s case management practices
reinforce a flexible, strength-based approach that promotes client’ rights and
focuses on needs. Accordingly case workers:
 respond to the needs of all women referred to Mary Anderson Family
Violence Service
 respond to the needs of individual children and supporting clients to
address the needs of their children
 refer clients to appropriate professional services and support them to
access these services (refer to MAFVS guidelines for Supported
Referrals).
 assist clients to report family violence, child abuse, sexual assault
 assist clients to plan and put in place any necessary supports for when
client leaves Mary Anderson Family Violence Service (refer to MAFVS
guidelines for Exit Planning, Case Closure and Terminating Support).
Documenting Duty of Care Actions
Case Workers must record in their case notes all actions (or decisions not to
act) in relation to their duty of care, including:
 name of the client or child requiring assistance
 date and time
 circumstances/details of the issue witnessed or request for assistance
 the names and contact details of witnesses or other people present
 advice sought by the case worker, and from whom it was sought
 the wishes/decisions taken by the client/resident and what action was
taken to support her and her children
 the factors taken into account in making decisions
 reasons for not taking any action
 follow-up arrangements/actions including timelines.
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Reporting Duty of Care Concerns
In reporting duty of care concerns, case workers are required to:
report any concerns of child abuse to Team Leader and Program Manager
promptly report any environmental hazards or other concerns about client
safety to the Team Leader so that appropriate action can be taken
report abusive/threatening/violent behaviour to the Team Leader, Program
Manager.
The Team Leader and Program Manager will provide support to the case
worker in determining if abusive or threatening behaviour is reported to the
police and /or the Department of Human Services.
Duty of Care to Accompanying Children/Young People
Mary Anderson Family Violence Service has a duty of care to the
children/young people accompanying clients. The organisation recognises that
the impacts of family violence are experienced differently by different children
or young people in a family unit.
Case planning and Support
Case workers need to develop a separate case plan for each child which is coordinated with that of the mother/guardian and other siblings. To assist this
process case workers should use the assessment and planning tools provided
in the Victorian Statewide Children's SAAP Assessment Kit.
In developing case plans and risk assessments for children, case workers
should:
 actively engage the mother/guardian
 actively engage the child using age/development appropriate strategies
 seek support where necessary from specialist children’s services.
Stepping Stones Program
In addition to case planning and support, Mary Anderson Family Violence
Service collaborates with the Salvation Army’s Moreland City Corps to provide
the Stepping Stones Program for children who have witnessed or experienced
family violence.
The Stepping Stones Program aims to:
 improve self-esteem
 strengthen social interconnectedness
 strengthen children’s capacity to express their feelings and identify
needs
 encourage family relationships
 provide opportunities for having fun with other children
 develop pathways to facilitate participation in the community.
 Stepping Stones facilitators develop close relationships with the
children and are able to identify issues that may not otherwise come to
the attention of either the parent or the case worker.
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Reporting Child Abuse
Case Workers have a duty of care to report child abuse to Child Protection
(Department of Human Services) where they form the belief, on reasonable
grounds that a child needs protection because the child has suffered, or is
likely to suffer significant harm and the child's parents have not or are unlikely
to protect the child.
In all cases, duty of care to the child will override the rights of the
parent/guardian.
Policies and Other Guiding Documents
The Crossroads Network and Mary Anderson Family Violence Service has
developed and endorsed a number of polices and other documents to guide case
workers’ response to addressing the needs of children and young people
accompanying clients. These include:
Crossroads Network policy - Working With Children And Families (to be developed)
Victorian Statewide Children's SAAP Assessment Kit
DV Vic Code of Practice For Specialist Family Violence Service
Maintaining Safe Accommodation and Living Conditions
Crossroads Youth & Family Services employs a Network Tenancy and Property
Manager to maintain its properties in ways that meet the Residential Tenancy
Act and to conduct regular safety audits/inspections. This ensures
clients/residents are accommodated in a safe physical environment.
Additional strategies to ensure safety in MAFVS properties include:
 developing safety plans
 informing clients of security of address requirements
 providing advice and training to clients in safe operation of equipment
and tools used in accommodation units
 providing telephones and emergency phone numbers
 providing an after hours on call response
 providing security and personal alarms
 where required providing clients with information and basic techniques
relating to:
 personal hygiene
 general house cleanliness and house hygiene
 dealing safely with blood spills and cleaning up bodily fluids
 advice in food handling as appropriate
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Monitoring and Review
Monitoring the Effectiveness of Duty of Care Strategies
The Team Leader and Program Manager will monitor staff understanding and
actions in relation to their duty of care responsibilities to clients in supervision
and at team meetings.
The Team Leader and Program Manager will collect and analyse data to
identify issues in meeting duty of care to clients. This data should include:
 met and unmet needs
 client complaints
 incident reports
 stakeholder feedback (from services involved in co-case management
or providing support to MAFVS clients)
 client feedback/learning management log
Annual Review
As part of the annual review of service provision, the Program Manager will consult
with staff and use data collected to identify opportunities for improving the way
the program addresses its duty of care to clients.
Reviewing These Guidelines
To ensure these guidelines for Duty of Care to Clients remain current and
relevant, they will be reviewed at least every three years by the Program
Manager and the Team Leader in consultation with staff.
Related documents
Dept of Human Services’ Policy Resource paper on “Duty of Care”
Crossroads Network Health and Safety policies and procedures
Crossroads Network policy -Working With Children And Families (to be developed)
Salvation Army – Australian Southern Territory Employee Code of Conduct
Stepping Stones Program
Victorian Statewide Children's SAAP Assessment Kit
MAFVS guidelines for Assisting Clients with Medical and Other Health Needs
MAFVS guidelines for Client Risk Assessments
MAFVS guidelines for Supported Referrals
MAFVS guidelines for Exit Planning and Case Closure
Homelessness Assistance Service Standard (HASS) 2.2 Initial assessment
Homelessness Assistance Service Standard (HASS) 3.3 Responsive support
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DUTY SERVICE, AFTER HOURS, AND NCARS
As part of its commitment to providing a continuum of service Mary Anderson
Family Violence Service offers:
a duty service from 9:30 am – 4.30 pm Monday – Friday
an after-hours on-call service to existing clients
participation in the Northern Crisis Advocacy and Response Service (NCARS)
These services rely on all casework staff participating in a roster system.
Duty Service
Service Summary
The duty service is the first point of contact for existing clients during office
hours.
It is also the first point of contact for individuals and organisations who
require:
 telephone and face-to-face support
 family violence related information
 initial assessment and risk assessment
 secondary consultation and referral
 In addition, the duty service ensures the organisation has processes
for:
 keeping in touch with caseworkers working away from the office
 taking messages
 recording service delivery
 securing case files
Duty Worker’s Tasks
Following up from previous day
As soon as possible, the duty worker must check the Duty Folder for any
follow-up tasks for assessments from the previous day. The Duty Folder is kept
in the bottom draw of the small two draw filing cabinet.
Responding to existing clients phoning or dropping in to the office
If a client/resident rings up or comes to the office asking for a particular case
worker, the duty worker should:
 establish if case worker can see them at this time
 if the case worker is not available, briefly discuss the issue with the
client to determine if the issue requires immediate attention
 if the issue is urgent the duty worker should assist the client
 if the issue is not urgent the duty worker should leave a message for
the case worker to contact the client
 inform the client when the case worker will get back to them
 where necessary include a case note on SAMIS
Responding to new clients
The duty service is commonly the first point of contact with Mary Anderson
Family Violence Service for most clients. Contact is generally through referral
from authorised agencies, though some people present in person at the
Crossroads office.
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The duty worker is responsible for:
 receiving referrals and screening to ensure Mary Anderson Family Violence
Service is the best option for the client (refer to Initial Assessment Practice
Guidelines)
 providing support and information to assist clients to make their own
decisions
 undertaking an initial assessment and completing the Mary Anderson
Family Violence Service Assessment Form (refer to Initial Assessment
Practice Guidelines)
 conducting an initial risk assessment (refer to Risk Assessment Practice
Guidelines)
 referring clients and supporting them to access the most appropriate
service if Mary Anderson Family Violence Service is not the best option for
them
Providing family violence-related information and referral
The duty worker is provided with a number of resources to assist in the
provision of information. These include:
 list of local services is kept in the duty folder
 useful brochures from different organisations that can be handed to
women
 Community Directory
 a comprehensive resources folder is available on the “G” drive
 access to the Internet for searching key resources.
Providing secondary assessment and referral
The duty worker assists other agencies by providing:
 advice and assistance to help other organisations support clients for
whom family violence is a past or current experience
 specialist family violence assessments of the client’s needs and those
of any accompanying children; this would commonly involve a risk
assessment and the development of a safety plan. (Refer to MAFVS
guidelines for Client Risk Assessments.)
 referral to an appropriate family violence or other support service best
suited to addressing the client’s needs.
Recording Service/Support Provided
The duty worker is responsible for recording service delivery where contact
with the client has been for a minimum of one hour (refer to MAFVS
guidelines for Documenting Casework).
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Dealing with Phone Calls and Messages
The duty worker will be responsible for:
 answering duty phone during opening hours (9.30 am-4.30 pm)
 clearing messages from the answer phone, redirecting them to the
appropriate staff member or putting dated and clear messages in staff
pigeon holes
 ensuring the message machine to be kept on at all times so that calls
are not missed.
Note:
Priority should be given to answering calls so as to avoid an
over reliance by staff on the use of the answer machine. From time to time
when the duty worker may need to allow calls to route into the answer
machine these should be dealt with as soon as possible.
Seeking Support From Team Leader
The duty worker is required to seek support from the Team Leader and /or
other staff in such situations as:
 complex case matters
 assistance in staffing the duty phone and keeping in touch with staff
working away from the office (generally this will be in situations where
the duty worker is caught up assessing a client or has to leave the
office to meet with a client)
Keeping In Touch With Case Workers Working Away From the Office
In line with Crossroads’ Network Outreach Policy the duty worker is
responsible for:
 checking the Communication Board frequently
 ensuring staff working away from the office are accounted for from
9am–5pm Monday to Friday
 contacting outreach workers in line with agreed procedures
 taking prompt action in an emergency
 at the end of the day contacting any workers on an outreach
appointment that have not reported in for the day to check that they
are okay and to remind them to call the on-call number when they
have finished.
 (Refer to Mary Anderson Family Violence Service‘s Worker Safety
Procedure for working away from the office.)
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On-call Service
Service Summary
The on-call service operates 24 hours a day/seven days a week to provide crisis
response to existing clients of the Mary Anderson Family Violence Service.
The on-call service is available through:
 the duty service during office hours (9:00am- 4.30 pm Monday-Friday)
 on-call roster which operates from 4.30pm – 9:00am Monday to
Thursday and from Friday 4.30pm to Monday 9:00am and on public
holidays.
Client Access To On-call
When clients enter Mary Anderson Family Violence Service they are provided
with the information (both verbally and written) of the On-call Service including
the phone number: 9353 1014. For the clients entering the Program’s Crisis
Accommodation, this information is also displayed in the Unit.
On-call Worker’s Duties
General responsibilities
The case worker does not need to be in the office while on-call, but is
required to:
 be available at all times for the roster period
 carry a fully-charged mobile phone
 ensure the on-call phone is redirected to her mobile phone
(instructions on how to do this are displayed near the on-call hand-set
in the office)
 be within 1 hour maximum travel time from Melbourne CBD
 use the pool vehicle even when away from home
 answer any calls immediately
 document in the On-Call Folder all the contacts and duties performed during
the shift
 keep in touch with the back-up worker.
When receiving a call
If the on-call case worker receives a call she will:
 first attempt to address any issues over the phone
 contact the back-up worker before agreeing to a call-out
 discuss the action(s) required and make a risk assessment/safety plan
in consultation with the back-up worker
 call the police to accompany if necessary
 keep the back-up worker informed at every stage.
 Should the on-call case worker require further clarification/support she
should contact the Program Manager. If the Program Manager cannot be
contacted, the worker is to ring the next line manager until they are able
to receive the support they require.
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At the end of the shift
The on-call worker is also required to attend the 9.15am Program
Communication Meeting after her on-call shift for information sharing,
debriefing and to provide handover when needed.
Should the on-call worker be unable to attend the 9.15 am meeting, she
needs to make contact with the Team Leader/Program Manager to discuss
calls received and actions taken.
Back-up Worker’s Duties
The back-up worker is rostered to be available to provide debriefing, advice
and assistance to the on-call worker. This involves:
 being readily available to the on-call worker
 provide support to the on-call worker in exploring such things as the
client and on-call worker’s safety, discussing type of support needed,
whether a call-out visit is required, etc.
 discussing and agreeing on the time for the on-call worker to call back
if she is attending a client on call-out
 contacting the on-call worker if she fails to call back in the agreed time
 implementing emergency procedures where necessary (refer to
Crossroads Network Outreach Policy and health and safety policies)
 recording all contact information and emergency actions in the Back-Up
Contact Folder provided.

If it is necessary for the back-up worker to be called out to support the on-call
worker, she must first inform the Program Manager. If the Program Manager
cannot be contacted, the back up worker must inform the General Manager or
other member of Crossroads Network Senior Management Team.
Northern Crisis Advocacy Response Service (NCARS)
Service Summary
The Northern Crisis Advocacy Response Service provides urgent face-to-face and
telephone support 24 hours/ seven days a week for women and children
experiencing or at risk of family violence in the Northern suburbs of Melbourne.
Generally referrals are from the police, where they are taking out safety notices
relating to women and children in the northern metro sub-region. A clear
objective of this service is to assist women and children to stay safely in their
own homes.
The Northern Crisis Advocacy Response Service is provided in partnership with
Women’s Domestic Violence Crisis Service (WDVCS), Victorian Police, Berry
Street, Georgina Collective Inc and Mary Anderson Family Violence Service. (For
details of the NCARS Service, refer to the NCARS Service Protocol and
Memorandum of Understanding.)
Mary Anderson Family Violence Service has a responsibility to cover the roster for
the NCARS Service every three weeks. This obligation is met by rostering
permanent case workers to cover the roster from 9am – 5pm and employing a
pool of casual caseworkers who provide an after hours response.
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NCARS Duties
Crisis Support Advocates work from the Mary Anderson Family Violence Service
office between 9am and 5pm and may be called out to meet a woman the
client at the NCARS centre, the Police Station, motel, etc.
After 5pm Crisis Support Advocates operate on an on-call basis from their
homes but may be required to attend Police, Hotel etc or at the NCARS
Centre
Note: The location of the NCARS Centre is confidential and can not appear in
any documentation
Administrative
 staffing the NCARS contact phone (this is a landline number that is
diverted to the mobile phone of the one duty Crisis Support Advocate
 recording support provided in line with NCARS procedures.
Advocacy and Support
 providing face-to-face or telephone support
 responding to the individual needs and circumstances of clients
 conducting risk assessments and developing safety plans
 advocating for clients as per client needs
 assisting clients to access medical treatment if required
 taking clients to the NCARS centre containing a kitchen, shower and a
private room
 supporting clients to attend court
 making a referral to solicitor for assistance with Victims of Crime
Assistance Tribunal applications (refer to VOCAT website
www.vocat.vic.gov.au/)
 recording injuries in support of any Victims of Crime Assistance Tribunal
applications or police action
 assisting with Centrelink entitlements
 providing access to accurate information about legal and health options.
Facilitating Supported Referrals
This involves linking people to the family violence service system in the
northern metro sub-region including:
 on-going counselling and support
 group support
 relevant and appropriate education and information sessions
 specialist programs.
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Organising and Maintaining Rosters
Action
Required
Provide
resources
Organise
rosters
Participate in
rosters
Day-to-day
monitoring
and back-up
Monitoring
participation
and
compliance
Person
Details
Program
Manager
ensuring guidelines and resources are
available for the effective operation of a duty
service, on-call service and participation in the
Northern Crisis Advocacy and Response
Service
Team Leader
ensuring all on-call staff are provided with the
necessary resources including:
a complete and up-to-date on-call resource kit
a fully functioning mobile phone
a safe and well maintained work vehicle
Team Leader
developing and maintaining rosters in
consultation with staff to cover the duty
service, on-call service and participation in
the Northern Crisis Advocacy and Response
Service
Case workers organising work around roster commitments
finding a replacement if unable to undertake
a rostered shift and confirming the change
with the Team Leader/Program Manager in
absence of team leader
seeking back-up if (while as duty worker)
they get caught up with a client and unable
to cover the phone and keep in touch with
outreach workers
Team Leader/ providing advice and back up and debriefing
Case worker
to the duty worker
monitoring duty service and on-call
responsibilities and organising back-up where
required
keeping Program Manager informed
of/consulted when there are areas of concern
or potential risks
Program
monitoring participation of staff in the
Manager/Team different rosters
Leader
monitoring staff understanding and
observance of these guidelines in supervision
and at staff meetings
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Monitoring and Review
Monitoring the Accessibility of the Duty and On-call Services
Monitoring and reviewing the accessibility of the duty and on-call services
would include:
 periodic surveys of people seeking assistance
 analysis of data collected, including met and unmet needs
 comparing consumer characteristics with those of the community being
served and developing strategies for inclusion
 analysis of referral feedback from other key stakeholders
Annual Review
The Program Manager will analyse data available and consult with staff to review
the effectiveness of the duty service and on-call service and identify opportunities
for improvement.
Reviewing These Guidelines
To ensure these guidelines for operating Duty Service, After Hours, and
NCARS services remain current and relevant, they will be reviewed at least
every three years by the Manager and the Team Leader in consultation with
staff.
Related Documents
Northern Crisis Advocacy and Referral Service (NCARS) Service Protocol and
Memorandum of Understanding
MAFVS Initial Assessment Practice Guidelines
MAFVS Risk Assessment Practice Guidelines
Homelessness Assistance Service Standard (HASS) 2.1: Access to the
homelessness service system
Homelessness Assistance Service Standard (HASS) 3.1 Providing equitable
access to support services
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INITIAL ASSESSMENTS
Definition
Initial assessment is the process for assisting the client to identify the kind of
assistance that will best meet their immediate needs and those of her
accompanying children; this includes focusing on the need for safety, security,
shelter, food, medical attention and personal care.
Note: a more in-depth assessment is undertaken at a later date with the client as
part of case planning.
Practice Principles
 In addition to the good practice principles detailed in the Crossroads
Network Casework Policy, Mary Anderson Family Violence Service
applies the following principles in conducting initial assessments.
 Initial assessments will be carried out only by staff trained in
conducting assessments and client risk assessments.
 All people who contact or are referred to Mary Anderson Family
Violence
 Service must receive a response that validates their experiences,
engages them in assessing immediate risk and determining if the
organisation is the best option to meet client needs.
 Clients must be supported to make their own decisions.
 Clients must be provided with accurate information.
 Each client must be informed about service eligibility, the initial
assessment processes and decisions that are made.
 Only the information required to undertake an effective intake or
referral is collected.
Role and Responsibilities of the Duty Worker/Case Worker in Initial
Assessments
The role of the duty worker/case worker is to assist the client to:
 assess her situation and that of her children
 make decisions regarding her (and children’s) immediate safety
 to take the next step to ensure her (and children’s) safety.
 In carrying out this role, the duty worker/case worker is responsible
for:
 engaging clients in initial assessments
 ensuring clients receive and understand the information they request and
need
 ensuring clients understand their rights as clients of Mary Anderson
Family Violence Service
 ensuring risk assessments for the client and her accompanying
children are conducted as part of the initial assessment
 determining if requests for assistance are related to client’s experience
of family violence and that Mary Anderson Family Violence Service is an
appropriate service to provide the support they need
 making supported referrals to appropriate agencies/services
 ensure clients receive consistent messages regarding their experience
and response to family violence (refer to section below).
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Validating Experiences of Family Violence
It is important to validate the woman’s experience when she is disclosing
incidents of family violence. It is also important to acknowledge her feelings
such as powerlessness and loss of dignity. Accordingly it is necessary for the
duty worker to convey the following key messages when responding to
women and children in crisis as a consequence of family violence.
Key Messages
 Convey belief in what the woman is saying.
 Reinforce the understanding that neither the woman nor her children
are responsible for the violence perpetrated against them.
 Discourage self-blaming
 Validate the decision to disclose.
 Validate the decision to report the violence to the police if relevant.
 Emphasise the unacceptability of violence.
 Validate the decision to leave if relevant.
 Confirm the woman’s strengths to look after herself and her children
and that there are community supports to assist her in this.
 Acknowledge the woman’s feelings such as isolation or grieving for the
person perpetrating the violence.
 Confirm the support offered by Mary Anderson Family Violence Service
for the woman and/or her children.
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Process for Initial Assessment and Intake
Overview
The process for initial assessment and intake at Mary Anderson Family
Violence Service (MAFVS) is summarised in the following flow chart:
Supported referral to
Women’s Domestic
Violence Crisis Service
No
Initial Contact
with
Mary Anderson
FVS
Crisis unit
available?
Yes
Yes
Is support
required?
Yes
No
Provide required
information
Is FV
an
issue?
Crisis?
Yes
No
No
Supported
Referral
MAFVS
Allocation
Meeting
No
Is there
capacity
?
Yes
Note: These elements are
described
in more detail below.
Client Receives
MAFVS support
Dealing with Initial Enquiries
Mary Anderson Family Violence Service receives most inquiries via a referring
agency, though it is not uncommon for individuals to present at the front office.
We currently support women and accompanying children however, we have a
duty of care to provide supported referrals to all people who request assistance
whether they be male or female.
Responding to Clients Presenting or Phoning in Person
When receiving enquiries from potential clients it is important for the duty
worker to listen carefully to what the person is saying and to respond in a
caring, non-judgemental way. The following immediate action is suggested:
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Picked
up by
MAFV
S








check that is safe for the person to talk openly (if on the phone)
interview the client in a private room (if at the MAFVS Office)
where relevant affirm the urgency of the situation and the positive step
the person has taken by making the enquiry/phone call
determine if the person requires an interpreter
if the person is distressed, calm the client and assure him/her that
issues can be addressed
confirm confidentiality
ask the person for his/her name and how they wish to be addressed
determine the main reason for the enquiry.
Responding to Requests for information
Mary Anderson Family Violence Service receives requests for Family Violence
related information. These requests come from individuals and from
organisations.
It is important that the information provided is accurate and up-to-date.
Wherever possible clients should be provided with written information in their
language of choice. Verbal information may need to be provided via the
telephone interpreter service.
Responding to Referrals
The circumstances for each referral are unique; however in general the
following guidelines should be followed.
Consult with the worker making the referral
In response to enquiries from a referring agency, the duty worker should:
complete as much as possible of the MAFVS Assessment Form in consultation
with the worker from the referring agency (this is to avoid the need for the
woman to repeat her story unnecessarily)
take down contact details of the worker and the referring agency
obtain a contact phone number for the client
confirm the client speaks adequate English or if she requires an interpreter
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Preparing to speak with the client
The duty worker will undertake any necessary actions before contacting or
meeting with the client including:
 organising a telephone interpreter or staff member to speak to the
client in her language of choice
 check the Mary Anderson Family Violence Service data base to
determine if the client has used the service previously and if so, check
records for useful information
 confer with the Team Leader or Program Manager if there are
important issues arising from the previous period of stay/support
 confirm that there is a space for the client (i.e. that there is available
accommodation, an available case worker or whether the client’s needs
can be addressed by the duty worker).
Where Clients Need Support
The duty worker needs to engage the client in conversation focussing on his/her
immediate and urgent issues. The client should be encouraged to participate in
a problem solving exercise that maximises client’ s involvement and informed
decision-making to address these immediate needs.
It is important to build rapport and trust from the onset, offering services or
resources to reduce a person’s risk of doing harm or being harmed. It is also
important to respect the client’s views and that individuals will respond
differently to initial assessments based on their situations, levels of trust and
past experiences of support services
The duty worker needs to determine if the issues for the client relate to family
violence or whether another support agency would be appropriate.
No, Family Violence Not An Issue
Discuss with the person some of the key
options available to them
Explain that MAFVS is not the right
service to assist them
Identify relevant accurate information
and where it can be accessed
Identify appropriate services to support
the person
Assist the person with a supported
referral if required (refer to MAFVS
guidelines for Supported Referrals)
Yes. Family Violence Is An Issue
Check that it is safe for the woman to
talk
Ask the woman for her name and if
she has had previous contact with
Mary Anderson Family Violence
Service (obtain file if necessary)
Summarise the initial assessment
process
Use the questions on the MAFVS
Initial Assessment Form to guide
conversation and to ensure the
important issues are covered
Reconfirm confidentiality and explain
duty of care re notifying police or
mandatory reporting to child
protection
Crisis Assessment and Planning
Crisis assessment is major part of the initial assessment process and is
concerned with involving the client in an assessment of her safety and (where
relevant) the safety of her children. Crisis support is intensive and complex
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as there are many issues involved; risk assessments are crucial for identifying
these issues.
Risk Assessment
To aid the risk assessment process, the duty worker needs to use the risk
assessment tool in the Mary Anderson Family Violence Service Initial Assessment
Form
(For details on risk assessments refer to the MAFVS Risk Assessment
Guidelines.)
Developing an Initial Safety Plan
The duty worker should first summarise the risk assessment and available
supports and then consult with the client to develop a safety plan. A space
for the safety plan is included in the Mary Anderson Family Violence Service
Initial Assessment Form.
(For details on what to include in a safety plan refer to the MAFVS guidelines
for Client Risk Assessment.)
Is Crisis Accommodation Required?
No, Crisis Accommodation Not
Yes, Crisis Accommodation
Needed
Required
Duty worker explains the next stage
Duty worker contacts the MAFVS
in the process and that should a case
Program Manager to determine if a
worker not be available she will be
crisis support unit is available
assisted by a supported referral to an
MAFVS Crisis unit available
appropriate and agreed agency.
If a crisis unit is available the duty
Duty worker recaps on the client’s
worker begins the intake process and
safety plan and determines if the
the client’s details are forwarded to the
client requires regular checking in
case allocation meeting the following
with MAFVS duty service.
morning
Duty worker makes note for client to
Refer to MAFVS guidelines for:
be followed up by the duty service if
Case Allocation and Case Loads
required.
Intake and Service Orientation
Client’s details are forwarded to the
No MAFVS Crisis Unit Available
case allocation meeting
If a crisis unit is not available the
Refer to MAFVS guidelines for:
client should be supported to access
Case Allocation and Case Loads
crisis accommodation; generally this
Intake and Service Orientation.
will be via the Women’s Domestic
Violence Crisis Service
Assisting People Not Eligible for MAFVS
The duty worker is required to provide appropriate levels of assistance to
those clients who do not meet Mary Anderson Family Violence Service’s
criteria (or who decide the service is not a viable option for them).
Supported decision making
 provide appropriate information on alternative crisis/support services
 supported to make decisions on what course of action to take.
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Supported referrals
 Supported referrals require that clients are:
 supported to access appropriate services including:
 making a formal referral
 advocating on the client’s behalf
 assisting with transport and providing any necessary directions or
financial assistance
 provided with written information about the services to which a referral is
made.
Administrative requirements
In circumstances where information and risk assessments have been recorded
for clients who do not end up coming to one of Mary Anderson Family
Violence Services and where no follow up is necessary, the following action
should be taken:
Service episodes less than 1 hour
Information on clients where the service episode was less than one hour
should be shredded.
Service episodes over 1 hour
Where the service episode is more than one hour the client’s information
should:
 be recorded on the SAMIS data base
 hard copy information should then be shredded.
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Systems to Support Initial Assessment
Supervision
Case workers are supported to conduct initial assessments by a range of
supervision options including:
 supervision by the Team Leader to assist case workers to effectively
assess the needs of individual clients and their children, particularly in
relation to those with more complex needs and those who have been
subjected to family/domestic violence
 external professional development specifically targeted to increasing
skills required for screening and initial assessment
 external de-briefing and critical incident stress management as required.
Professional Development
All case workers receive training in using the Common Risk Assessment and in
developing safety plans.
Ensuring Information is Current
Mary Anderson Family Violence Service ensures the information it provides to
clients is kept up to date by:
 regular attendance at network meetings
 being on email lists for regional, state and local services,
 purchasing the most recent up-to-date Community Directory
 sharing information at staff meetings
 participating in regular “meet and greet” with other services.
Other Support Systems
In addition to regular supervision Mary Anderson Family Violence Service will
ensure the following systems are in place to support the effective screening
and initial assessment of the urgent needs of clients and their accompanying
children:
 rostering of staff to ensure a trained, skilled and supported case
worker is available every day during office hours and for providing a
24-hour after hours service
 checklists and assessment tools to assist case workers gain an
understanding of each client’s situation
 risk assessment and prioritisation matrixes
 client records and filing systems that allow information to be recorded
and easily accessed on future contact
 resource manuals
 regular team meetings for sharing information and support
 internal email list, diary notes and notices on white boards to ensure case
workers are aware of latest available information and resources
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Monitoring and Review
Monitoring Outcomes for Clients
The Program Manager in consultation with the Team Leader and case workers
will regularly review client outcomes to assist the organisation continually
improve its initial response to the needs of clients self-referring or being referred
to its services.
What will be Monitored/Reviewed?
Mary Anderson Family Violence Service will monitor the following:
 profiles of clients requesting assistance
 the outcomes/effectiveness of assistance provided
 external referrals made and received
 waiting periods for external services
 limitations of existing support and resources available
 complaints or suggestions received from clients, referring agencies, Mary
Anderson Family Violence Service staff, etc
 cultural appropriateness of service responses (internal and external).
Monitoring Methods
The system for conducting initial assessments will be monitored by:
 data collection
 client feedback forms and surveys
 auditing case files
 staff supervision and feedback
 team meetings
 review of case-related risk management systems
 staff rostering and training needs.
Monitoring and Evaluating Initial Assessment Guidelines
Team Leaders will monitor staff understanding and observance of these
guidelines in supervision and at staff meetings.
This policy will be reviewed at least every three years by the Manager to
ensure that it remains current and relevant to all services provided by Mary
Anderson Family Violence Services.
Related Documents
MAFVS Risk Assessment Practice Guidelines
MAFVS Client Assessment Form
MAFVS guidelines for Supported Referrals
Homelessness Assistance Service Standard (HASS) 2.2 Initial assessment
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CLIENT RISK ASSESSMENTS
These guidelines ensure Mary Anderson Family Violence Service has a
consistent approach for identifying and assessing risks to clients and their
accompanying children throughout the support period.
Exclusions
These guidelines do not relate to identifying general hazards and risks in the
workplace or risks to staff in working in an outreach capacity - refer to
Crossroads’ Network Health and Safety policies and Network Outreach Policy.
Client’s assessment of risk
Evidence-based risk indicators
Professional judgement
Standardised Risk
Assessment
Elements of Risk Assessment
The elements of risk assessment at Mary Anderson Family Violence Service are
summarised in the following diagram1:
Practice Principles
In addition to the good practice principles detailed in the Crossroads Network
Casework Policy, Mary Anderson Family Violence Service applies the following
principles in conducting initial assessments.
General
All case workers should receive training in how to undertake effective risk
assessments using the Common Risk Assessment Framework (CRAF) and how to
develop client safety plans.
Adequate time should be given to ensure a thorough risk assessment is
conducted particularly at the beginning of the support period.
Risk assessments and resulting safety plans must be documented.
In supporting clients, caseworkers must also systematically identify, assess
and take action to avoid risk to their own safety. (Refer to Crossroads’
Network Health and Safety policies and Network Outreach Policy.)
1
Taken from the Common Risk Assessment Framework (CRAF), the Family Violence Risk Assessment and
Risk Management Framework published by Family Violence Co-ordination Unit, Department for Victorian
Communities.
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Taking a risk management approach
Initial risk assessments occur as part of crisis assessment, generally at the
beginning of the support period.
On-going client risk assessments occur at key points during case planning and
case management. This would include:
when client is required to attend court
when client is attending medical, hospital and other appointments
risks related to organising access visits for children
potential risks for women when required/requested to attend mediation
sessions with the perpetrator
NCARS appointments/call outs.
Ensuring client participation and understanding
Case workers must encourage the client’s participation in the risk assessment.
They also need to be transparent with the client about the purposes of the risk
assessment
Case workers must ensure the client understands the limits and promises of
confidentiality in terms of information the client provides. For example, clients
need to know that the organisation’s duty of care can override confidentiality if
there is concern that she or her children are at risk of harm, or there is likely to
be harm to others.
Initial Risk Assessments
Focus
Initial risk assessments focus on the immediate safety of the client, her
accompanying children and staff where relevant. The nature and degree of risk
informs the response of the case worker and the options explored in safety
planning with the client.
Risk Assessment Tool
Case workers are to use the Mary Anderson Family Violence Risk Assessment
Tool (included in the MAFVS Client Assessment Form). Its purpose is to assist
in promoting discussion with the woman and is to be used as a guide so as to
ascertain the client’s assessment of any risks, to identify risk indicators and to
assist in making a professional judgement.
The assessment tool is consistent with the Family Violence Risk Assessment
and Risk Management Framework published by Family Violence Co-ordination
Unit, Department for Victorian Communities.
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Key areas to cover in an initial risk assessment
Key areas to cover in an initial risk assessment include:
 perpetrator/ex-/partner’s history of violence and family violence
 whether the violence against others has increased recently
 whether the violence experienced by the woman/children has increased
recently
 whether the perpetrator/ex-/partner has ever breached an Intervention
Order
 the number of times the client has left the partner previously
 whether the perpetrator/ex-/partner’s tried to track down the client after
she left
 drug, alcohol substance abuse issues of the perpetrator/ex-/partner
 mental health issues of the perpetrator/ex-/partner
 whether perpetrator/ex-/partner has weapons or access to weapons
 whether perpetrator/ex-/partner has ever threatened or tried to harm
pets
 whether perpetrator/ex-/partner has threatened to kill the women,
children, other person or self
 whether the client or her children have a history of self-harming or
being violent towards others
 whether client or her children have ever had to seek medical attention
for injuries caused by perpetrator/ex-/partner.
On-going Risk Assessments
Risk assessment also occurs on an on-going basis as part of the client’s case
management. Generally clients enter the service with a high risk rating, but
move to a lower rating over the course of their time with Mary Anderson Family
Violence Service. However it is recognised that clients’ situations are not always
stable and can move to different levels of risk at different times.
Accordingly reviews of risk assessments are scheduled according to need within
the case management process.
Case workers have a duty of care to:
 take responsibility to intervene at any time during the case
management process to reduce risk, particularly in relation to child
protection
 engage with the client to assess risks from her perspective and seeking
her views on what action she sees as appropriate to prevent the
escalation of risk
 implement a harm-minimisation approach to service delivery for clients
with drug alcohol and substance abuse issues
 implement risk minimisation strategies when working with people with
a history of challenging, risky or violent behaviours
 Refer also to MAFVS guidelines for Duty of Care to Clients.
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Safety Plans
Initial Safety Plans
In response to the risk assessment, case workers should develop a written safety
plan for each client and any accompanying children. Contents of a safety plan
would include:
 compiling a list of emergency contact numbers
 providing a safe place for the client to go to in an emergency
 identifying how the client will get to the safe place
 identifying friends, family and community members who can provide
support identifying all family members affected by the violence
 ensuring cash money is readily available, and providing a place to
store valuables and important documents
 actions to address urgent medical and other health issues
 supports needed to assist the client implement the safety plan
The case worker must keep clear, concise notes recording:
 the choices made by the case worker and the client and the necessary
follow-up required in relation to risk assessments
 any specialist advice provided and from which agency, including the
contact person providing the advice.
Long Term Safety Plans
Long Term Safety Plans are to be developed as part of the case planning
process. These should identify goals and objectives and ways of achieving them
to address those factors which may jeopardise the woman’s/child’s physical,
emotional and/or psychological safety. Actions must allocate specified roles and
responsibilities, and timelines.
Resulting risk management/safety plans would include:
 safety planning (including for children)
 ongoing risk assessment mechanisms
 strategies to address the needs of the clients and her children through
counselling, advocacy, legal or other appropriate services
 liaison and communication between services working with the woman
and with the perpetrator (if appropriate)
Legal Referrals
Mary Anderson Family Violence Service staff inform and support clients to
obtain Apprehended Violence Orders from first contact. Staff also assist clients
with legal issues by providing supported referrals and attending court
proceedings where appropriate.
Systems Supporting a Client Risk Management Approach
General security measures
The strategy of individual case-by-case risk assessment and safety planning is
supported by a number of general security measures implemented by Mary
Anderson Family Violence Service, including:
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on-call and duty services provide 24-hour contact and support to clients
a common risk assessment framework for family violence services
alarm system
worker safety policy
Security of Accommodation Policy.
Storing Risk Assessments
Generally risk assessments will be dated and filed in the client’s case notes.
For clients who opt out of services provided by Mary Anderson Family
Violence Service or who are referred to a more suitable support service their
risk assessments are treated differently depending on whether the episode of
support/service was more or less than one hour. (For details refer to MAFVS
guidelines for Initial Assessments.)
Case files and risk assessments may only be accessed by a case worker,
Team Leader or Program Manager.
Supervision
The Team leader provides regular supervision to casework staff dealing
directly with clients to ensure they have a consistent understanding of family
violence, fully understand the risk assessment process, and understand case
management and referral processes.
Continuous Quality Improvement
As part of the commitment to continuous quality improvement all staff are
responsible for:
 keeping abreast of evidence-based best practice responses by the
family violence sector and ensuring this knowledge is understood and
implemented by staff at Mary Anderson Family Violence Service
 accessing appropriate training in assessing risk
 reviewing client risk assessment /risk management practices as part of
an annual review of case management
 documenting issues and emerging themes relating risk assessments
that can feed into the organisation’s processes for continuous quality
improvement.
Related Documents
Family Violence Risk Assessment and Risk Management Framework published
by Family Violence Co-ordination Unit, Department for Victorian Communities
MAFVS Initial Assessment Guidelines
MAFVS Case Planning Guidelines
Homelessness Assistance Service Standard (HASS) 4.3 Supporting women,
children and other people experiencing family violence
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ASSISTING CLIENTS WITH MEDICAL AND OTHER HEALTH NEEDS
As part of their duty of care to clients and in line with good practice, caseworkers
need to assist women to evaluate their immediate medical and health needs and
those of their children. This relates to mental and emotional needs as well as
physical health matters.
Referral to General Practitioners
Mary Anderson Family Violence Service has developed protocols with general
practitioners who are sensitive and skilled working with people experiencing
family violence. However it is important for the client have to choice to go to
their usual GP.
A list of General Practitioners commonly used by Mary Anderson Family Violence
Service is kept in the duty folder and is also available on the ‘G’ drive in resource
folder
Sexual Assault
Where clients have experienced sexual assault the duty worker needs to
ensure clients are aware of all the options available to them including:
the option to speak to a sexual assault specialist service such as via the
Centre Against Sexual Assault 24- hour help line
the options for emergency or other medical treatment
the right to report the assault to the police
counselling and support.
Where caseworkers believe a child has been subjected to sexual or other
abuse they must inform the client of their duty to report the matter to Child
Protection or Police.
Pregnant Women
Clients who are pregnant may feel particularly vulnerable. Support and
information required by women will vary according their individual situations,
the circumstances leading to the conception/pregnancy and the stage of the
pregnancy.
Where relevant, case workers should engage in conversation with the woman
to assist her to identify woman feels about the pregnancy and provide her
with all the relevant information that may assist in her decision making
around continuing/ discontinuing pregnancy.
Case workers will ensure clients are supported to access relevant support and
medical services such as local /regionally appropriate hospital, pre natal
supports, educational services, etc.
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Clients with Mental Health and/or Alcohol and Other Drug Issues
Where a client’s mental health issue is actively unstable and causing, or could
cause harm to herself or others she should be referred to mental health
service or make referral to CAT if client is requiring urgent/immediate support
Where the CAT determines that a woman does not require the assistance of a
crisis mental health specialist service the case worker will consider providing
support in consultation with a mental health service.
The case worker will negotiate any arrangements with the specialist mental
health services in collaboration with the client.
Where a client has alcohol or other drug issues the worker can arrange a
supported referral to an appropriate service with the client’s agreement.
The case worker should adopt a flexible and creative approach to meeting the
client’s support needs.
Client Medication
Do not advise or administer client medication
Under no circumstances (including emergencies such as diabetic collapse) are
staff to suggest, advise on, administer or dispense medication to clients or
their children. This includes all over-the-counter-medication such as Panadol
or Aspirin.
Staff may however prompt clients to take their prescribed medication or assist
them to access prescribed medication. This would include assisting with
opening bottles but does not include dispensing in any way.
Where clients are unable to administer their own medication, the case worker
must engage the assistance of an appropriate agency such as the Royal District
Nursing Service.
Rationale
While all case workers are required to have current first aid and Cardiac
Pulmonary Resuscitation (CPR) training this does not equip them to dispense
or advise on medications of any kind.
This is a legal matter and the organisation and staff member may be liable if
a further illness or reaction is caused by a client taking medication that a staff
member suggested or distributed.
Monitoring and Evaluation
The Team Leader will monitor staff understanding and adherence to these
guidelines in supervision and at staff meetings.
These guidelines for Assisting Clients with Medical and Other Health Needs
should be reviewed at least every three years by the Program Manager to
ensure that they remain current and relevant.
Related Documents
Network Casework Policy
Health and Safety Policy
Risk Management Policy
Duty of Care Policy and Procedures
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Homelessness Assistance Service Standard (HASS) 2.1 Access to the
homelessness service system
Homelessness Assistance Service Standard (HASS) 4.3 Supporting women,
children and other people experiencing family violence
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INTAKE AND SERVICE ORIENTATION
The intake and service orientation for clients accepted for support by Mary
Anderson Family Violence Service will vary slightly depending on a number of
factors including:
 whether the client is in crisis
 if the client has been accommodated in a MAFVS crisis unit
 whether the client is staying in her own home
 whether the client is staying in alternative accommodation ( such as
with family/friends, transitional housing, shared housing, rooming
houses etc)
In line with the organisation’s rights based approach, the client needs to be
provided with a range of important information, however it may not always be
appropriate to provide all the necessary details at the time of entry, particularly
if the client and/ or her children are distressed. Case workers must use
professional judgement as to what information is provided and when.
The key elements of intake and service delivery are provided below. This is
not necessarily a linear process.
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Formalising Intake
Person
Duty
Worker
Action
Required
Open Case File
Duty
Worker
Explain the
next step
Client
Give Consent
Duty
Worker
Provide
Clients‘ Rights
Information
Duty
Worker/
Client
Review Safety
Plan
Details
Opening a case file includes:
completing details for the front cover
including the initial assessment and risk
assessment
entering client details in the SAMIS data base
(refer to guidelines for entering information into
SAMIS).
The duty worker should ensure the client
understands the next step and that as a client of
Mary Anderson Family Violence Service she will be
supported to make her own decisions.
The duty worker seeks written/verbal consent
from the client to record her personal information.
When requiring to contact another service the
duty worker would seek written/verbal consent to
pass on information and where possible always try
to get this consent in writing.
If the client is not too distressed and able to take
in more information, the duty worker will cover
such information as:
client rights and responsibilities
complaints process.
The duty worker ensures:
a risk assessment has been done
the client understands and is satisfied with her safety
plan.
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Attending to Client’s Immediate Needs
Person Action
Details
Required
Case
Medical
The case worker meeting or picking up the client
worker/ attention
should ensure the client and children have
Duty
essential medical attention and any required
worker
medication (refer to Guidelines for Assisting Clients
with Medical and Other Health Needs.)
Case
Addressing
The case worker meeting or picking up the client
worker/ client’s
should ensure the client’s immediate needs are
Duty
immediate
addressed. This includes such things as:
worker
needs
purchasing food for the client and her children
finding clothing for the children
taking the client and children to receive
emergency medical attention if requires.
Organising Crisis Accommodation
Getting to the Crisis Unit
Person Action
Details
Required
Allocated Organise for
Give client the address of the crisis unit
case
client to get to Determine a mutually agreeable time to meet
worker
the crisis unit
Clarify the easiest and safest way for the client to
get to the crisis unit.
Organise taxi vouchers if necessary.
Clarify who the client should tell about her
whereabouts at this stage.
Preparation
Person Action
Details
Required
Duty
Organise for a
The duty worker organises for herself (or another
worker
case worker to case worker) to meet the client at the crisis unit.
meet client
Case
Put together a
Prepare a welcome kit for the client providing key
worker
Welcome Kit
information in the client’s first language if
possible. This may include
information about client rights and responsibilities
Privacy and Confidentiality brochure
Client participation
information about Mary Anderson Family Violence
Services
Child Safety and Wellbeing leaflet
emergency contacts
Homelessness Advocacy Services (HAS) Card
complaints policy and procedures
public transport information
map of the area
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diary.
Crisis Unit Orientation
Person
Action
Required
Case
Take/or meet
worker
client at crisis
unit
Housing
Provide
Manager/ essential
Case
information
worker
Case
worker
Provide other
information
Client
Sign essential
forms
Details
Highlight the location of key services the client
may need such as shopping centres, medical
centres, schools, public transport, etc.
The following essential information is provided to
the client:
how to use the facilities of the unit
basic food items in the cupboard/fridge
after hours support service and phone number
keys and security for the unit
conditions for staying in a MAFVS unit
material assistance as needed
The case worker would also need to have a
conversation with woman about the nature of the
unit requesting be mindful of who she may or
may not disclose her address.
Provide client with the Welcome Kit and ensure
she understands the contents.
Explain what the next step will be and who the
allocated case worker will be.
The client must be asked to sign the following
forms/documents:
Contract of Stay
Consent for Exchange of Information Form if not
previously completed
Lease Agreement
Centrepay. These two forms are done with the
Network Tenancy and Property Manager (Note:
This form is signed after consideration of the
client’s financial circumstances in the presence of
the case worker and Network Property Manager).
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Next Day Follow-up
Person Action
Required
Case
Phone client
worker/
Duty
Worker
Allocated Make a time to
Case
meet
worker
Details
The duty worker or case worker should contact
the client as soon as possible on the next working
day to:
ensure she feels safe
that she has all she needs for the immediate
situation
inform her who her case worker will be and when
the case worker will get in touch.
The allocated caseworker will make a time to
meet with the client.
Meeting with the Allocated Case Worker
The case worker should arrange to make contact with the client within 24
hours of the case being allocated.
The purpose of this contact is to fill in any gaps in information the client
needs to know and to complete any necessary formalities.
Information to provide:
 clarifying the support services provided by Mary Anderson Family
Violence Services
 alarm system is explained (refer to Security Of Accommodation Policy)
 ensuring client understands her privacy rights
 complaints process is explained and Compliments and Complaints
brochure provided to client
 consumer participation explained (refer to leaflet in the Welcome Kit)
 office numbers given
 after hours explained.
Forms to complete:
 MAFVS Intake Form
 obtaining client’s written consent by completing:
 MAFVS Client Consent To Share Information Form
 Consent for Centrelink to Release Information to Mary Anderson Family
Violence Service Form.
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Monitoring and Review
Monitoring and Reviewing the Processes for Intake and Service
Orientation
Issues around intake and service orientation are monitored by case workers
and the Team Leader during:
 staff supervision
 at daily case allocation meetings
 at staff meetings
 Feed-back on intake and service orientation is sought from clients:
 informally through the intake and service orientation process
 formally during exit interview
 formally via the complaints process
Reviewing Intake and Service Orientation Guidelines
These guidelines for Intake and Service Orientation should be reviewed at least
every three years by the Program Manager to ensure that they remain current
and relevant.
Related Documents
MAFVS guidelines for Vacating and Re occupancies Mary Anderson Crisis Units
Homelessness Assistance Service Standard (HASS) 3.1 Providing equitable
access to support services
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ASSESSMENT AND CASE PLANNING
These guidelines document Mary Anderson Family Violence Service’s client
focussed strength-based approach to assessment and case planning. They
need to be applied in the context of the Crossroads Network Casework Policy
and Mary Anderson Family Violence Service’s Casework Framework.
Assessment and Case Planning focuses on the short- and long-term goals of
the client once any initial crisis is over or stabilised. For crisis assessment
refer to Mary Anderson Family Violence Service’s guidelines for Initial
Assessment.
Promoting Engagement
To ensure clients are engaged in assessing their needs and planning ways to
address them, Mary Anderson Family Violence Service case workers will
employ a range of strategies to build rapport and trust with clients. Such
strategies include:
 looking for strengths and building on these to enhance self-esteem and
confidence rather than focusing only on the client’s problems
 recognising and responding to clients as the primary planners of their
own goals and objectives
 encouraging clients to involve a support person where appropriate
 dealing with fear and resistance by working on small tasks and
achieving incremental changes, thus building encouragement
 working alongside the client as a mentor and role model, using
coaching strategies rather than being expert imposing the need for
change
 not judging the client on current or past behaviours but joining with
her to seek understandings of the impact of such behaviours
 working through individual issues with perseverance, persistence and
patience during times of crisis, emotional turmoil and risk taking
 working consistently with each client to follow through on case plans
 being clear about service limitations
 collaborating with clients in developing a case plan and providing them
with a copy of the plan.
Assessment and Case Planning Process
The Assessment and Case Planning Process may take place in just one
meeting or over a series of meetings.
Step 1: Organising an Assessment and Planning Meeting
The case worker must negotiate with the client to:
 establish a mutually agreeable place and time for the assessment and
case planning meeting; this may include the client’s home (the meeting
place must provide for adequate confidentiality and avoid unnecessary
interruptions)
 determine if the client requires any assistance to get to the meeting or
to organise child care
 determine if the client wants to involve a support person, friend,
advocate or interpreter
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
determine if a specialist practitioner needs to be involved such as a
mental health professional, counsellor, GP, alcohol or other drug
counsellor, etc.
The case worker will inform the client of advocacy and support services
available to support them in the assessment and case planning process.
The case worker will organise for the involvement in the assessment and case
planning process of any third parties that the client has requested to be
involved.
The case worker will follow up on any agreed arrangements for:
 assisting the client to get to the meeting
 information gathering required for the meeting.
Step 2: Case Planning Meeting: Ensuring the Client Feels Comfortable
and At Ease
At the assessment and case planning meeting the case worker should first
ensure that the client feels comfortable and as much at ease as possible. This
would involve:
 offering tea, coffee, water
 showing where the toilet is and explaining that breaks can be taken at any
time
 clarifying the anticipated length of the meeting
 outlining the purpose and process involved in assessment and case
planning and the case worker’s role in it
 ensuring the client is aware of her rights and who will have access to
her personal information and case file.
Step 3: Clarifying Long and Short-Term Needs
Through conversation, questions and answers, active listening, observations and
other sources the case worker will assist and support the client to identify her
short and long-term needs (and those of her children). This would include:
 identifying and prioritising needs
 identifying strengths, successes and achievements
 establishing personal goals and strategies to achieve these goals
 exploring options based on accurate and up-to-date information about
relevant external agencies provided by the case worker.
The case worker will use a number of assessment tools designed to assist the
process of identifying housing and support needs. These include the
assessment form and case planning pro forma.
The case worker will negotiate with the client the involvement of other
agencies to provide specialist support or services.
Refer also to Mary Anderson Family Violence Service guidelines for Addressing
the Needs of Children.
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Step 4: Developing a Case Plan
Definition
A case plan is a plan of action to address goals identified during assessment
and to provide a framework and purpose for the support relationship.
Case plans clearly identify anticipated time lines and allocation of tasks.
Process for Developing Case Plans
Case plans can be developed over time and should be updated according to
individual client’s circumstances.
The case worker will collaborate with the client to workout a plan for
addressing the short term needs within the context of long-term solutions
that assist her to maintain sustainable, secure housing and re-establish her
life.
The case plan will be concise and written in language readily understandable by
the client. Where necessary case plans will be translated into the client’s first
language or Braille.
Where appropriate children will have their own individual case plans which may
be developed in consultation with a specialist child support agency.
At key times in the support period, there may be times when the clients’ safety
or that of her children is at risk. Accordingly, case planning should include ongoing risk assessment; refer to MAFVS guidelines for Client Risk Assessments.
Contents of Case Plan
The case plan will include:
 formal and informal resources and support networks for the client and
or her children
 tangible, sustainable outcomes the client wants to achieve
 outcomes broken down in achievable steps/objectives
 specific actions to be taken to achieve objectives and who will be
responsible
 priorities for actions and timelines
 co-ordination arrangements if external services are to be involved
Case Plan Pro forma
Caseworkers are required to use the Mary Anderson Family Violence Service’s
Case Plan pro forma.
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Step 5: Providing Written Information
Clients will be given a copy of their case plan and provided with relevant
information including:
 information about external agencies relevant to the case plan
 information about the nature and dynamics of domestic/family violence
which reinforces the responsibility for violence rests with the
perpetrator.
Step 6: Ensuring the Client Feels Positive
Before concluding the assessment and case planning meeting, the case
worker should:
 check the client is satisfied about the process and is clear about the
next step
 ask if the client has any questions or concerns
 discuss the client’s concerns and seek ways to alleviate these.
Step 7: Confirming Arrangements for Next Meeting
In confirming arrangements for the next meeting the case worker will:
 clarify the purpose of the next meeting
 negotiate a mutually agreed time and place
 determine if the client requires any assistance to get to the meeting or
to organise child care
 determine if the client wants to involve a support person, friend,
advocate or interpreter
 determine if a specialist practitioner needs to be involved such as a
mental health professional, counsellor, GP, alcohol or other drug
counsellor, etc.
 confirm arrangements for contacting the case worker prior to the next
meeting or in urgent situations.
Step 8: Record Keeping
The case worker should place a copy of the case plan and any other
documents produced during the meeting on the client’s case file.
The case worker should update the SAMIS data base within one week of the
assessment case planning meeting (Refer to The Salvation Army Social
Programme Resource – Case Notes in Appendices).
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Monitoring and Review
Monitoring and Reviewing the Assessment and Case Planning Process
The Team Leader will monitor the effectiveness of assessment and case
planning in relation to individual cases in supervision sessions and at team
meetings.
Case workers will be encouraged to reflect on practice during supervision
sessions and team meetings.
The Program Manager, in consultation with the Team Leader will conduct
client file audits at 6 monthly intervals.
Reviewing Assessment and Case Planning Guidelines
These guidelines for Assessment and Case Planning should be reviewed at
least every three years by the Program Manager to ensure that they remain
current and relevant.
Related Documents
Code of Practice for Specialist Family Violence Services for Women and
Children: ‘Enhancing the safety of women and children in Victoria’, published
by Domestic Violence Victoria, 2006
MAFVS guidelines for Client Risk Assessment
Case Plan Pro forma
Homelessness Assistance Service Standard (HASS) 3.2 Engagement,
assessment and case planning
Salvation army case note guideline
SAAP case management guidelines
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OUTREACH/PROVIDING FLEXIBLE CO-ORDINATED SUPPORT
Introduction
Mary Anderson Family Violence Service is committed to a flexible approach to
case management so as to deliver a more client focussed service and cause
the least disruption to clients’ lives. A core component of this approach is for
case workers to meet clients in their homes/current residences and support
them to access services available in the community. Accordingly caseworkers
work within an outreach capacity and often as a sole worker.
Practice Context
This document provides guidance to case workers in delivering flexible
support to best meet the needs of their clients. It should be read in the
context of the Crossroads Network policies for Outreach and Case
Management Framework and MAFVS Program Framework.
Systems to Support Outreach
Case workers are provided with the necessary resources to perform these
outreach duties. Each worker is provided with a mobile phone, and access to
a pool vehicle via the booking system. In addition, there are also systems in
place to support the work of outreach support. These include:
 Duty Service (refer to MAFVS guidelines for Duty Service, After Hours, &
NCARS
 On-call Back up Worker (refer to MAFVS guidelines for Duty Service,
After Hours, & NCARS)
 Health and Safety (refer to MAFVS Worker Safety Procedure)
Providing Flexible Support
Every client must receive appropriate support to achieve the goals of her case
plan. Levels of support for clients change over time depending on individual
needs, changing circumstances and increased capacity. Accordingly Mary
Anderson Family Violence Service will deliver its support services as flexibly as
possible using the following strategies:
 individual client focussed case planning
 support appointments are negotiated at a time that suits the client
 support appointments can be in the client’s home, at a mutually agreed
place or at the Mary Anderson Family Violence Service office
 Mary Anderson Family Violence Service will work co-operatively with all
relevant support services to assist individual clients achieve the goals
of the case plan
 visit clients in their temporary homes to organise more permanent
housing and support arrangements
 proving support to clients by accompanying them to court
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Least Intrusive Support
Case workers will endeavour to provide the least intrusive support which
acknowledges the rights of clients to make their own decisions and determine
the sorts of support they require.
Case workers will attempt to minimise the need for a client to retell her story.
In respecting clients’ right to privacy, case workers and will:
 only visit a client’s home at the invitation of the client concerned where
a mutually agreeable time has been negotiated prior to the visit. Note
the following exceptions:
 that there has been a loss of contact with the client; or
 that there is a concern about the health and well-being of the client or
family member.
 negotiate with the client and seek the client’s approval to organise for
another professional to be present at any meetings
 be aware of cultural requirements
 leave immediately if requested by the client.
Maximising Client’s Involvement in Decision Making
Case workers will at all times maximise the opportunities for clients to make
their own decisions in carrying out the case plan.
It is recognised that many clients may feel unable to make decisions due to:
being overwhelmed by their current crisis situation
 lack of understanding of the housing support system
 a sense of powerlessness as a result of experiencing family violence
Case workers will provide timely information and support for clients, working
alongside them to build their confidence so the can make their own decisions.
Assistance with Advocacy
 Case workers will advocate for clients where requested or where they
judge that the clients need assistance.
 Case workers will inform clients and provide them with written
information, of available independent advocacy services.
 Case workers will assist clients to learn strategies or strengthen
capabilities to advocate for themselves.
Providing Practical Support
Practical support to clients is provided in the context of an individual case
plan. Case plans will involve addressing individual goals and needs.
Accordingly case workers will assist clients to work towards achieving their
goals. This assistance may be provided by a Mary Anderson Family Violence
Service case worker or by another agency, or a combination of both.
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General Support
The case worker provides general support to the client including:
 assisting clients to reunite with their children
 emotional support
 parenting advice
 life skills advice
 assisting clients to address cultural needs
 maintaining supportive relationships
Supporting Clients Attending Court
Court support is an important element of the work undertaken by case
workers as part of case management practice. Support is designed to
strengthen a client’s ability to exercise self determination and independence
from formal support.
This support involves:
 providing opportunities for women to prepare for the stressful process
of participating in legal proceedings
 providing assistance to complete necessary forms
 accessing legal practitioners, resources and programs available at the
various courts
 linking clients to relevant legal services
 being fully informed about developments in court process and
procedure and keeping up to date with relevant legislation
 having an understanding of the role and responsibilities of the court
and court staff and explaining these roles to clients
 establishing collaborative partnerships with staff at the Magistrate’s
and Family Courts to enhance outcomes and minimise the levels of
distress experienced by clients
 advocating on behalf of the client or child where necessary
Note: it is important that case workers understand and are clear about the
boundaries of their knowledge and expertise and do not provide legal advice
to clients.
Supporting Clients to Apply for Permanent Residence Visas
This support includes:
 confirmation of type of visa the client needs
 assisting with getting a copy of client’s passport and visa
 formal referral to Immigrant Woman’s Domestic Violence Service
 formal referral to a specialist Immigration Agent
 informing the Department of Immigration and Citizenship of client’s
change of address
 accompanying clients to appointments with Department of Immigration
and Citizenship if required
 assisting client to meet timelines for providing information to
Department of Immigration and Citizenship or Immigrant Woman’s
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


Domestic Violence Service, e.g. faxing and forwarding relevant
documents
ensuring the client is kept informed at all stages
assisting client to access affordable housing
providing an allowance and medical cover to those clients not eligible
for income support.
Supporting Clients to Obtain Long-Term Housing
This would include:
 assessing client’s eligibility for long-term housing
 discussing options and availability with the client
 referring clients to relevant Transitional Housing Managers, housing
associations, estate agents and Office of Housing
 assisting client to complete the necessary paperwork required by the
various housing agencies and estate agents including:
 providing support letters
 helping with Segmented Waiting List applications
 negotiating in the private rental market
 assistance with re-location and re-establishment
 advocating on behalf of client with the various housing agencies.
Supporting Clients to Access Medical and Health Services
In supporting clients to access medical and other health related services,
workers assist with information and referrals to appropriate services.
 Centre Against Sexual Assault (CASA) for sex - counselling
 general practitioner
 counselling
 alcohol or other drug counselling
 For more details refer to MAFVS guidelines for Assisting Clients with
Medical and Other Health Needs.
Supporting Clients to Meet their Children’s Needs
Support provided to clients with accompanying children includes:
 supporting mother/guardian in parenting
 assisting mother/guardian to organise school, kindergarten and
childcare
 supporting mother guardian to work with specialist children’s services
and child protection
 linking children to the Stepping Stones program
(Refer also to Crossroads Network Working with Children and Families Policy.
This Policy is being developed)
Supporting Clients to Obtain or Maintain Education, Employment
and Training
Support provided to clients includes:
 Supported referral to employment agencies
 Assistance with maintaining employment e.g. travel assistance
 Supporting clients to engage in education and training courses
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Co-ordinated Support
Mary Anderson Family Violence Service will ensure that support provided to
clients during case management is well co-ordinated. This includes situations
where support is provided by a range of programs/agencies.
Strategies to ensure support to clients is co-ordinated include:
 case plans detail roles and responsibilities for each supporting agency
 formal protocols are developed for working with specialist agencies
 supervision sessions monitor safety issues for staff and clients and
explore ways of improving co-ordination and support to clients
accessing services
 regular morning team/case allocation meetings.
In addition the following strategies inform case co-ordination:
 team conferencing around specific client issues relating to coordination of support
 participation in network meetings to explore ways of improving coordination and support to clients accessing services.
Withdrawing Without Notice
It is not uncommon for clients to withdraw from support without notice for a
range of reasons. It is therefore important that case worker provide positive
feedback, reiterate progress and revisit safety planning strategies at the
conclusion of each appointment.
(Refer also to MAFVS guidelines for Exit Planning, Case Closure and
Terminating Support)
Monitoring and Review
Monitoring Individual Case Plans
Case workers will assist clients to identify and monitor their success in
achieving the objectives of their case plans. This will be done regularly
throughout the support period. They will also encourage clients to evaluate
their own progress and identify new strengths and achievements.
Reviewing Individual Case Plans
Adopting a mentoring approach, case workers will encourage clients to
regularly review the appropriateness of their case plans, particularly in
circumstances where a client shows little or no progress in achieving the
objectives.
This review would include:
 an appraisal of what worked well for the client and why
 appropriateness of goals/objectives of the case plan
 an evaluation of intervention strategies used (what has been useful for
the woman during her support)
 an evaluation of activities the clients was engaged in including
outcomes of group work
 the effectiveness safety planning strategies employed
 the ability of the case worker to assist the individual clients
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

any issues that may not have been previously documented or included
in the case plan
future directions including risk assessment and safety planning
Clients will also be supported and encouraged to evaluate the achievement of
case plan objectives/goals at a formal Exit Interview with the case worker.
General Monitoring of Outreach Support Practices
To monitor the quality and outcomes of its support and service delivery
practices Mary Anderson Family Violence Service will examine through staff
supervision and annual review:
 the quality and appropriateness of case planning
 the success in implementing case plans
 the progress being made to assist clients reach independence from the
organisation
 how Housing Establishment Funds or other financial assistance has
been used
 client feedback forms and the level of satisfaction clients have with the
support they have been given
 the number of critical incidents and how these were managements
 staff feedback about confidence in working well with clients with
complex needs
 feedback from other agencies involved in providing support to clients
about collaborative working relationships and effectiveness of case
management processes
 data to monitor numbers of clients with high or complex needs
 staff-client ratios
Reviewing case co-ordination
Mary Anderson Family Violence Service will collect appropriate data to assist
in monitoring the success of its case co-ordination strategies. Such data
would include:
 feedback from clients
 feedback from other service providers
 feedback from Mary Anderson Family Violence Service case workers.
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Reviewing These Guidelines
To ensure these guidelines for Outreach/Providing Flexible Co-ordinated
Support remain current and relevant, they will be reviewed at least every
three years by the Program Manager and the Team Leader in consultation
with staff.
Related Documents
HASS Standard 3.3
Code of Practice for Specialist Family Violence Services for Women and
Children: ‘Enhancing the safety of women and children in Victoria’, published
by Domestic Violence Victoria, 2006
Crossroads Network Outreach Policy
Crossroads Network Case Management Framework
MAFVS Program Framework.
MAFVS guidelines for Duty Service, After Hours, and NCARS
MAFVS Worker Safety Procedures
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SUPPORTED REFERRALS
Definition
A supported referral is a process of supporting a person seeking assistance to
access the assistance they require. (Refer to Crossroads Network Supported
Referral Policy)
Supported referrals occur promptly and involve linking people to an appropriate
agency, service or program, and providing them with the necessary support to
communicate with the agency and to organise getting there. It may include
advocating on the client’s behalf.
Process for Making Supported Referrals
The need for supported referrals may occur as part of an initial assessment
for people making enquiries or at any stage in the support period for clients
already supported by Mary Anderson Family Violence Service.
The referral process may involve interpreters or a support person chosen by
the client.
Determining the Level of Support Required
The level of support the person needs to access another program or agency
should be determined by an assessment that engages the person in a process
of identifying the person’s strengths, current situation and level of need.
This assessment may involve a risk assessment (refer to MAFVS guidelines for
Client Risk Assessments)
The assessment process should identify the support required to enable clients
to act independently and to advocate on their own behalf wherever possible.
This assessment may require the assistance of an interpreter.
This information collected at assessment should be sufficient to enable
caseworkers to make an effective supported referral to an appropriate service
but should not include the collection of unnecessary information.
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Taking Action
Once an assessment has occurred the following action should be taken:
Step 1: Check Client’s Wishes
Person
Action Required
Case worker The case worker should check that the client wishes to be
referred to another service or Crossroads program
Step 2: Check Resource Registers
Person
Action Required
Case worker The case worker checks the local area resource registers for
availability of the support required to address client’s
identified needs
Step 3: Identifying Available Options
Person
Action Required
Case worker Inform the client of the available resources and provide advice
about the best available option.
Case worker/ There may be a conversation between the case worker, the
Client/
client and the external agency. The client’s name need not
External
be exchanged at this point.
agency
Step 4: Deciding on Preferred Option
Person
Action Required
Client
The client makes a decision on his/her preferred choice of the
available options.
Case worker The case worker should develop a brief written plan of the
agreed action including:
the name and details of the referral agency and the contact
case worker
any tasks the client has agreed to do
any follow up actions by the Mary Anderson Family Violence
Service case worker
whether there will be ongoing involvement by Mary Anderson
Family Violence Service and the nature of that involvement
Client
Where required, the client should be asked to provide her
informed consent to enable the exchange of information
between Mary Anderson Family Violence Service and the
external agency to which they are being referred.
Client
If the client gives her consent, she should be asked to
complete a Crossroads Network - Client Consent To Share
Information Form
Case worker
and be provided with the necessary support to complete this
form.
Informed consent
To ensure each client is able to make an informed decision
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about consent to disclose her personal information to a
referral agency the case worker should:
discuss with the client the proposed referral to another
service/agency
explain that the client’s personal information will only be
released to these services if the client agrees
explain that the referral agency can still proceed with the
referral even if the client chooses not to have her personal
information disclosed
explain any possible consequences for not consenting to an
exchange of personal information; for example, the client may
be required to go through another initial assessment process
with the referral agency
ensure/confirm client has received brochure explaining her
privacy and confidentiality rights.
Step 5: Securing the Referral
Person
Action Required
Client
The client or case worker contacts the program or external
agency to secure the place/required support for the client.
Case worker Written Referral
If a written referral is required the case worker must ensure
the right referral form is completed for that particular service
and communicated immediately to the referral agency.
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Step 6: Arranging Access
Person
Action Required
Case worker The case worker arranges access to the support service
/accommodation once the referral is formally accepted by the
program or external agency. This may include:
driving the client to the place she will be staying
providing directions if client does not wish or need to be
accompanied
providing a cab charge for taxi or a met ticket for public
transport
organising an interpreter
organising advocacy
disbursing brokerage funds to pay for accommodation
disbursing financial assistance
following up on the next working day.
Step 7: Completing Documentation and Record Keeping
Person
Action Required
Case worker The case worker will ensure all the necessary documentation is
completed including:
Consent for Exchange of Information Form
Case notes
Correspondence with other agencies
The case worker should update the data base with relevant
information within 24 hours of the supported referral.
(Refer to MAFVS guidelines for Documenting Casework )
Step 8: Following-Up Referrals
Person
Action Required
Case worker For Clients In Emergency Accommodation (such as private
hotels, supported residential services or caravan parks):
follow up as soon as possible on the next day
link the client into more secure or transitional housing
including making a referral to the Regional Transitional
Housing Manager.
Where clients are not in emergency accommodation, the case
worker will follow up with the client within a week to
determine if the referral has met the needs of the client and
or her children.
If the client cannot be contacted, the Mary Anderson Family
Violence Service case worker will contact the referral agency
to ensure client’s needs are being addressed.
With the consent of the client the case worker may where
necessary contact the referral agency to advocate on her
behalf.
All contact should be documented and placed on the client’s
file.
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Assistance with Advocacy
Advocacy involves using specialist knowledge in a respectful and collaborative
way to support and assist women to negotiate systems and overcome barriers
effectively.
Wherever possible clients should always be supported and encouraged to
advocate on their own behalf.
Where necessary, case workers will provide strong advocacy with and on
behalf of clients.
The type and methods of advocacy must be based on the individual client’s
needs and be culturally sensitive. Accordingly the case worker will advocate on
the client’s behalf until the client is comfortably confident in his/her own ability.
Note: When advocating on a client’s behalf, case workers must:
use appropriate pathways and protocols
operate only within their areas of expertise and competence
be mindful to maintain a professional on-going relationship with the agency
they are petitioning.
Referral Pathways
The following provides an overview of the most common referral pathways for
clients and their children supported by Mary Anderson Family Violence Service
services. (Refer also to Domestic and Family Violence Referral Options
produced by Domestic Violence Recourse Centre (Victoria) February 2009)
General
 Berry Street
 Salvation Army Crossroads Network
 General Practitioners
Domestic Violence
 Elizabeth Hoffman House – (Aboriginal Women’s Domestic Violence
Service)
 Aboriginal Family Violence Prevention and Legal Service
 Immigrant Women’s Domestic Violence Service
 Women’s Domestic Violence and Crisis Service
 (Refer also to Domestic and Family Violence Referral Options produced
by Domestic Violence Recourse Centre (Victoria) February 2009)
For Housing:
 Transitional Housing Managers throughout Victoria
 Office of Housing
For Mental Health and Counselling:
 Community Health Centres
 Victims Support Agency
 Victims of Crime Helpline
 The Registrar -Victims of Crime Assistance Tribunal (for financial
assistance for counselling, medical and safety expenses)
 Gay and Lesbian Switchboard telephone counselling
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





For Alcohol and Other Drug services
Moreland Hall
DAS West
De Paul House
TSA Bridge Network (counselling, detox)
Bridge Haven
For Permanent Residency or Visa Issues:
 Department of Immigration, Multicultural and Indigenous Affairs
(DIMIA)
 Victorian Immigrant and Refugee Women’s Coalition
For Families (Women with Children):
 DHS Child Protection Crisis Line
 primary and secondary schools, kindergartens, childcare centres
 Maternal and Child Health Services
 Children’s Court
 Child Protection
 Austin Health Child and Adolescent Mental Health Services
 Gatehouse Centre for the Assessment and Treatment of Child Abuse
 Australian Childhood Foundation
Legal





Women’s Legal Service
Community Legal Centres
Victorian Aboriginal Legal Service
Muslim Legal Services Victoria
Victorian Immigrant and Refugee Women’s Coalition
Sexual Assault
 CASA House Melbourne
 Northern CASA
Networking and Protocols for Making Effective, Supported Referrals
Mary Anderson Family Violence Service staff will actively network with key
agencies listed in the section above to build relationships and protocols for
making effective referrals. This includes having close relationships with other
programs operated by Crossroads Network refer to the Network Client Policy.
Monitoring and Review
Monitoring Referrals
The Program Manager, in collaboration with the Team Leader and case work
staff, will monitor the effectiveness of referrals to other program or external
agencies to identify and respond to the gaps in the referral and service
system. This is done through 9.15am meetings, staff meetings, supervision
sessions – identifying themes, gaps, where inappropriate referrals are coming
from.
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Reviewing Supported Referrals Guidelines
These guidelines for Assessment and Case Planning should be reviewed at
least every three years by the Program Manager to ensure that they remain
current and relevant.
Related Documents
Crossroads Network Supported Referral Policy
Crossroads Network - Client Consent To Share Information Form
Code of Practice for Specialist Family Violence Services for Women and
Children: ‘Enhancing the safety of women and children in Victoria’, published
by Domestic Violence Victoria, 2006
MAFVS Initial Assessment
Various protocols/referral/application forms to relevant services
Homelessness Assistance Service Standard (HASS) 2.3 Effective referrals
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EXIT PLANNING AND CASE CLOSURE
The following guidelines are to assist caseworkers when concluding support in
the following circumstances:
 planned exits as part of the case plan
 voluntary case closure by clients
 conclusion of service by Mary Anderson Family Violence Service.
In all three situations the good practice principles should be applied including:
 maximising client involvement and decision-making
 upholding client’s rights
 supporting client to move to the next stage beyond their involvement
with Mary Anderson Family Violence Service
 engaging interpreters where required.
Exit Planning
Preparing for Case Closure
Exit planning is an extension of case management and as it should be a planned,
transitional process to support the clients to independence from Mary Anderson
Family Violence Service. It should be a collaborative process where clients are
consulted and fully involved.
Well before case closure case workers will assist clients to:
 learn and feel confident with advocating for themselves
 practise productive coping skills
 find and establish connections and integrate into a supportive
community which meets their social, emotional, cultural, parental,
employment and transport needs and the needs of their children
 identify and plan for future goals.
 When preparing for case closure for a client with accompanying children
the case worker should collaborate closely with workers involved in
supporting the child/children.
Ensuring Ongoing Support
Before exiting Mary Anderson Family Violence Service, case workers will
ensure that each client and her family have appropriate levels and types of
support in place. These supports will be discussed in detail and case workers
will support the client to negotiate on her own behalf to put these support
services in place.
Such support services would include:
 social and cultural networks identified and established
 emotional support including referral to a counsellor if required
 employment
 financial/income support
 secure long-term accommodation
 parenting support and advice
 specialist children’s services and education providers
 health services and support.
Wherever possible Mary Anderson Family Violence Service case workers will
ensure these supports are established and tested before case closure. Care is
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taken to ensure placement and support arrangements are successful and not
set up to fail.
Exit Interview
Case closure should include an Exit Interview involving the client, the case
worker and where relevant key workers such as those who have supported
the client’s child/children.
The exit interview should cover the following key aspects:
 a review of the client’s achievements to date
 future goals and actions to achieve these goals
 an evaluation of support mechanisms in place
 a risk assessment and risk management plan relating to the client’s
safety in her new environment
 steps required to re-access support from Mary Anderson Family
Violence Service or other services, including homelessness services
 a discussion about the client’s level of satisfaction with the service she
has received from Mary Anderson Family Violence Service
 completion of Client Feedback Card.
Voluntary Case Closures
Voluntary case closure is where the client chooses to withdraw from Mary
Anderson Family Violence Service services prior to a negotiated, planned
closure.
The following process for dealing with voluntary case closure should be
followed:
Action
Person
Required
Evaluate pros Case worker
and cons of
and Client
voluntary case
closure
Undertake
risk
assessment
and safety
planning
Inform Team
Leader
Follow up
with client
Case worker
and Client
Caseworker
Team Leader
Details
While Mary Anderson Family Violence Service
supports and upholds the rights of clients to
make their own decisions it is important that
case workers assist clients to evaluate the
pros and cons of withdrawing earlier than
initially planned.
The caseworker should engage the client in an
assessment of the risks for the client and her
children and develop a safety plan. (Refer to
MAFVS guidelines for Client Risk Assessment)
All voluntary case closures must be reported
to the Team Leader as soon as possible
The Team Leader should contact the client to
ensure her withdrawal is not due to
dissatisfaction or disillusionment with the
support and level of service she has received
from Mary Anderson Family Violence Service.
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Action
Required
Person
Details
Where a client is dissatisfied with the service
she has received she should be supported and
encouraged to make a formal complaint.
(Refer to Crossroads Complaints Policy)
Exit Interview
Provide
information
on how to
access
support
Case worker/
Team
Leader/
Client
Caseworker
An exit interview should be conducted, where
the client was not dissatisfied with the service,
and all the necessary documentation should
then be completed. (See above section Exit
Interview.)
Note: Where the client was dissatisfied with
the service. Arrangements need to be made
that give consideration to the factors that
caused the dissatisfaction and an appropriate
staff member should be requested to conduct
the exit interview.
The case worker should provide the client
with:
information on alternative support agencies
including referral to an appropriate service
clear guidelines of how to regain support from
the family violence services system including
referral to an appropriate service.
4. Monitoring and Review
4.1 Monitoring the Effectiveness of Exit Planning
The Team Leader and Program Manager will use supervision sessions and at
team meetings to monitor staff understanding and actions in relation to their
support to clients at the end of the support period.
The Team Leader will monitor case loads to ensure case workers are not
overburdened at those times when their clients’ needs become complex or
require high levels of support.
The Team Leader and Program Manager will collect and analyse data to
identify issues in meeting duty of care to clients. This data would include:
 number of voluntary and involuntary terminations as a percentage of
intake cases
 reviewing case plans to identify clients’ met and unmet needs
 client complaints
 incident reports
 stakeholder feedback (from services involved in co-case management
or providing support to MAFVS clients).
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Annual Review
As part of the annual review of service provision, the Program Manager will consult
with staff and stakeholders and use data collected to identify opportunities for
improving the way the organisation provides supports to clients at the end of the
support period. This would involve identifying staff training needs.
Reviewing These Guidelines
To ensure these guidelines for Exit Planning, Case Closure and Terminating
Support remain current and relevant, they will be reviewed at least every
three years by the Program Manager and the Team Leader in consultation
with staff.
Related Documents
Homelessness Assistance Service Standard 3.4 : Exit planning and case
closure
Code of Practice for Specialist Family Violence Services for Women and
Children: ‘Enhancing the safety of women and children in Victoria’, published
by Domestic Violence Victoria, 2006
Crossroads Network Compliments and Complaints Process
Documenting Casework Policy and Procedures
Salvation Army Australian Territory Employee Code of Conduct
MAFVS guidelines for Vacating and Re occupancies of Mary Anderson Crisis
Units
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DOCUMENTING CASEWORK
The following guidelines for documenting casework ensures Mary Anderson Family
Violence Service has a documented system for keeping casework files that is used
by all case workers and that SAMIS is kept up to date.
Definitions
Case
This is the file kept for each individual client and her
file:
accompanying children and contains the client’s contact
information, case planning and support information, etc.
Each child should have his/her own case file attached to the
mother/guardian’s case file.
Case
This refers to all documents kept by the organisation including
notes:
case files, office diary, workers’ diaries, communications book,
emails, and documents on the hard drive. All this information can
be subpoenaed.
Case Files/Case Notes
Purpose of Case Files/Case Notes
Case files are kept to ensure all case work pertaining to an individual client is
accurately documented. Notes on case work are used to record, monitor and
review the history of a client’s involvement with Mary Anderson Family Violence
Service, as well as identifying possible dangers to her health or welfare.
The production of case notes is an integral part of the provision of support
provided by family violence workers and fulfils accountability requirements to
a range of stakeholders including clients, Mary Anderson Family Violence
Service, the funding body, the legal system and to demonstrate duty of care.
Case files enable case workers to recall accurate contact and agreements with
the client.
Case files ensure appropriate support can be provided to a client across team
members in a consistent, effective and timely manner.
2.2 Content of Case Files
One file will be established for each client and will contain all:
 case notes pertaining to the client
 a cover/summary sheet with the
 client’s name
 home address
 mobile phone number
 ethnicity/language spoken at home
 residency status
 need for an interpreter
 relevant cultural issues accommodated
 occupation
 medical conditions (where appropriate)
 source of referral
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Information or documents relating to the client, including:
 initial contact form
 intake assessment
 case planning assessment
 case plan, goals and timelines for achievement
 risk assessment
 incoming and outgoing correspondence related to the client
 a record of formal referrals made
 emergency and ordinary contact information
 case reviews
 exit plans/exit summaries
 records of any grievances/complaints made by the individual client
 support agreements with housing provider
 names of case workers involved in supporting the client
Proper Recording of Case Notes
Recording case notes should be in line with the Salvation Army Social
Programs Case Note Policy.
Case notes are to be entered only onto the Salvation Army’s Service and
Mission Information System (SAMIS).
The use of SAMIS ensures Mary Anderson Family Violence Service complies
with all legal requirements and case workers take a consistent approach to
keeping case notes.
Strength–based approach
Case workers will ensure clients are aware of the purpose and content of case
files kept about them.
Clients will be consulted in relation to the way they want issues recorded.
Case workers will obtain the client’s informed consent for recording client
information and for sharing any personal information with a third party.
Clients will be informed about their right and the process for accessing their
case files. (Refer to Crossroads Network Privacy policy)
Timely recording
Case notes should be recorded immediately following contact with a client to
ensure they are clear and factual. This can be difficult due to competing
demands on a case worker’s time and workers must therefore take proactive
steps towards scheduling the time needed.
If case notes cannot be recorded/updated immediately following contact
every effort must be taken to record case notes within one week.
Critical incidents should be recorded within 24 hours wherever possible to
facilitate debriefing, accountability and to meet any external reporting needs.
Objective recording
Case notes will be clear and concise and should not include unnecessary case
worker opinions, unsubstantiated or unsourced opinions, value judgements
and assumptions.
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Any opinions needed to be recorded should be labelled as opinions and not
presented as facts.
All case notes will:
 be based on objective observations and factual events rather than
interpretation or judgement
 include the date the note was taken.
Privacy and Confidentiality of Case Files
Case files and case notes are strictly confidential. (Refer to Privacy Policy)
Accessing Own Personal Information
(Refer to Crossroads Network policy and procedures for clients access to own
personal information
Security of Case File notes
 Case files are never to be left on desks (refer to Crossroads Clean
Desk Policy)
 Filing cabinets are locked at the end of each day and opened the
following morning by the duty worker.
Closing Case Files
The following table outlines the process that should be followed for closing
case files:
Step 1: Preparing the file for closure
Person
Action Required
Case worker
Ensure the case folder is complete (refer to section above
on Contents of Case Files).
Ensure all entries are dated.
Ensure all entries meet legal requirements (refer to section
above Proper Recording of Case Notes - Legal Requirements).
Ensure all pages are numbered consecutively.
Step 2: Case worker signing off
Person
Action Required
Case worker
Check the file is ready for closure
Attach following table to front of file
Complete appropriate sections and sign
Date File Closed:
Case worker
Signature:
Closing the File:
Checked by
Signature:
Team Leader
Give file to Team Leader for final signing off.
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Step 3: Team Leader signing off
Person
Action Required
Team Leader
Check file is complete and ready for closure.
Sign closure table on front of file
Step 4: Archive File
Person
Action Required
Case worker
Place the closed file in the Mary Anderson Family Violence
Service’s Archiving Box.
Data Collection – SAMIS
All program areas within the Crossroads Network are required to record service
delivery data on the Salvation Army’s Service and Mission Information System
(SAMIS).
When to Enter a Client onto SAMIS
Where a client receives support and assistance from Mary Anderson Family
Violence Service involving one hour or more of a worker’s time on a given day,
the case worker needs to enter the client’s details onto SAMIS. This includes
time spent directly with the client and also when the case worker has acted on
the client’s behalf.
Note: the above action is a requirement of the Supported Accommodation
Assistance Program (SAAP) which funds Mary Anderson Family Violence Service
for ‘Support Periods’.
Same Client – New Support Period
The case worker needs to complete a new Support Period when the support to
the client has transferred from ‘Crisis’ to ‘Transitional’. This means closing off on
SAMIS when the crisis support period has concluded and creating a new episode
of support.
Note: This action is required because Mary Anderson Family Violence Service
is funded for both crisis and transitional support and there are times when a
client will have more than one support period.
Defining the difference between Crisis and Transitional Support
The following definitions are provided to assist the case worker identify when
the crisis support has ended and transitional support has begun:
Crisis
Support:
Mary Anderson Family Violence Service offers support to
women and their children who are experiencing family
violence and are at crisis point. The crisis is assessed and
defined by the individual woman who has identified the
critical issues relevant to her and /or her children, based on
her own assessment of the immediate risks. Crisis support
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is intensive and complex as there are many issues involved.
Transitional
Support:
Transitional support provided by the service is best defined
where the family violence crisis has subsided and there is
no immediate risk to women and children. Intervention and
support being provided by the service is less intensive and
there is a level of independence and stability being
experienced by the women and children.
If it is still not clear if a support episode is crisis or transitional, the case
worker should raise the matter at supervision session with the Team Leader
or at case worker meetings.
Monitoring and Evaluation
Summary of
Person
Action
Informing staff
Team Leader
Monitoring case
files and case
notes
Annual case file
audit
Identify areas for
improvement
Professional
development
Details
ensuring all staff understand the
requirements for keeping case files and
making case notes through induction, staff
meetings, supervision and ongoing training.
Team Leader
regular monitoring of case files and case
notes to ensure they are consistent with
these Documenting Casework Guidelines
and the Salvation Army Social Programs
Case Note Policy
Program
ensuring a random case file audit is
Manager
conducted at least annually across the
different teams using an approved case file
audit tool/checklist
Program
reviewing the results from case file audits
Manager
and identify areas and set targets for
improvement
Program
holding group professional development
Manager/Team sessions (or allocate part of team
Leader
meetings) to:
test out case workers’ understandings of
the case file system including
confidentiality, access to own files,
removing files from Mary Anderson Family
Violence Service office
feedback any issues relating to the
management of clients’ records
reviewing and seeking feedback on current
forms used for recording case work
suggest changes to policies and
procedures that will improve or update
client records management
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Reviewing
Guidelines
Program
Manager
These guidelines will be reviewed at least
every three years by the Program
Manager to ensure they remain current
and relevant to the work of Mary
Anderson Family Violence Services
Related Documents
The Salvation Army Social Programs Case Note Policy
Homelessness Assistance Service Standard (HASS) 3.5 Documenting case
work
Crossroads Privacy Policy
The Salvation Army Mission Information System
DV Code of Practice
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CASE ALLOCATION AND CASE LOADS
These guidelines promote a prompt response to allocating cases and the
regular monitoring of caseloads whilst at the same time ensuring Mary
Anderson Family Violence Service meets its funding agreement targets.
Practice Principles
In addition to the good practice principles detailed in the Crossroads Network
Casework Policy, Mary Anderson Family Violence Service applies the following
principles allocating cases and monitoring workers’ case loads:
Case allocations are undertaken without undue delay. This is generally done
the next working day at the morning case allocation meeting. However, if
there is no a vacancy, the client will either be allocated to the duty worker or
a supported referral made to another domestic violence support service.
Each client shall have an allocated case worker and strategies must be in
place to support clients when their case worker is ill or on leave.
Caseloads should be in line with industry standards which is 8:1 EFT (effective
full time position) and any relevant industrial agreements.
Responsibilities
Program
Manager:
Team Leader:
Case workers:
The Program Manager is responsible for ensuring case
allocation and case loads address funding agreement
targets.
Team Leader is responsible for:
ensuring cases are allocated without undue delay to an
available worker
case loads for each worker are manageable and
support good practice
providing appropriate levels of support and supervision
to case workers particularly those working with
complex cases
Case workers are responsible for promptly raising case
load and case complexity issues with the Team Leader
including during supervision.
Allocating Cases
Generally cases are allocated each morning at the 9.15am team meeting.
Determining Priorities
Priority for case allocation is determined by the Team Leader/Program
Manager in consultation with case workers.
Reallocating Case Loads/Continuing Support
To ensure a client and/or her children are not left without a case worker (e.g.
during holidays, or when illness occurs) the following strategies are
employed:
the client can expect assistance from the duty worker and on-call worker
cases are transferred to other case workers with caseload capacity
where possible there is appropriate handover between case workers
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Monitoring and Review
Monitoring Case Loads
To reduce the incidents of stress and burnout for case workers, the Team
Leader is responsible for:
 ensuring each case worker has a balanced and manageable case load
with a range of levels of complexity
 providing case workers with the level of supervision and professional
development they require to address the needs of their clients
 promptly reallocating clients to another caseworker where necessary
 ensuring case loads are in line with industry standards and service
agreement targets
 raising any issues with the Program Manager that may impact on the
service’s ability to meet its funding agreement targets
Monitoring and Evaluating these Case Allocation and Case Load
Guidelines
Team Leaders will monitor staff understanding and adherence to this policy in
supervision and at staff meetings.
This policy will be reviewed at least every three years by the Manager to
ensure that it remains current and relevant to all services provided by Mary
Anderson Family Violence Services.
5 Responsive Support
Mary Anderson Family Violence Service is committed to providing responsive
support services that address client needs. Responsive support includes, but
is not limited to working with clients around:
Crisis, Transitional Housing and other forms of accommodation
Residency, Visa and Immigration issues
Supporting clients with pets
Crisis, Transitional and Other Accommodation
Mary Anderson Family Violence Service staff provide case work support to
women residing in:
crisis accommodation
transitional accommodation
other accommodation including private rental, boarding houses, motels
and/or the family home
Residency, Visa and Immigration
Consideration is given to all issues that may impact upon the Visa status for
newly arrived women and women experiencing difficulties relating to their
residency or visa status.
Mary Anderson Family Violence Service staff proactively support newly arrived
women and facilitate supported legal referrals and advocate on behalf of their
client.
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Mary Anderson Family Violence Service staff assess for any issues in regard to
residency or visa from the assessment.
Pets
Mary Anderson Family Violence Service staff are cognisant that pets may be
perceived as a barrier to accessing and receiving support. Additionally women
may feel that they are unable to leave an unsafe environment without their
pet. In this context staff are to:
Arrange and cover expenses for a pet/s to be housed temporarily in a kennel
or boarding facility for crisis support
Inform clients that Mary Anderson Family Violence Service allows women to
keep their pets housed in Crossroads properties.
Related Documents
Homelessness Assistance Service Standard (HASS) 3.2 Engagement,
assessment and case planning
Homelessness Assistance Service Standard (HASS) 3.3 Responsive
support
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VACATING AND RE OCCUPANCIES OF MARY ANDERSON CRISIS
UNITS
The Mary Anderson Family Violence Program has access to 14 crisis units
located throughout the Moreland, Hume and Darebin local government
authorities. The Crisis Units are for women and women with children
escaping family violence, to provide short term accommodation.
The procedure below is to assist in the quick turnover of the Crisis Units:
Once an exit date has been agreed the Network Property Manager must be
informed to ensure that a timely inspection and maintenance can be
arranged.
Client is to vacate unit and return key to the caseworker.
Once a Crisis Unit has been vacated and key has been returned, the case
worker is to notify the Network Tenancy and Property Manager that this has
occurred.
The Case worker is to:
indicate on electronic spread sheet – client property details that property is
now vacant.
ensure all client information and level of security is deleted.
Where the previous level of security was higher than level 1, the case worker
needs to send an email to Program Manager requesting system to revert back
to level 1.
Property needs to be advertised/discussed in morning meeting for any
appropriate referrals
Once a woman or a woman with children has been identified for the property,
case worker is to organise access to property for client. Case worker may
need to provide client with key/s to property and assist in the organising of
any other items that may be needed in the unit e.g. cot
Case worker needs to email Network Tenancy and Property Manager with
regard to details of new client and property they have moved into, so sign up
can be arranged.
The Network Tenancy and Property Manager and case worker will coordinate a mutually agreeable time with the client for sign up to occur. The
case worker must be present at sign up.
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Network Casework Policy
DATE APPROVED:
DATE FOR REVIEW:
1st July 2009
30th June 2012
Purpose
This policy provides a framework for purposeful case management across the
network of Crossroads Youth and Family Services in line with organisational
philosophy and legislation. At the same time this policy provides flexibility for
adapting to the needs of different program areas.
Scope
This policy applies to all full time, part-time and casual staff with casework
responsibilities across the Crossroads Network.
Service Principle
All casework is governed by Crossroads’ philosophy, core values and principles
of good practice. Accordingly, all case workers undertake a unified, holistic
and rights-based approach to supporting clients, with compassion and
professional integrity.
Policy Statements
Case Management must be collaborative, client-focussed and concerned with
empowering people to make their own decisions in addressing their needs and
those of their children.
The Crossroads Network of Youth and Family Services recognises it has a duty of
care to all clients, particularly in regards to their safety at a time of crisis.
Case management will be undertaken by trained and skilled case workers with
access to relevant legislation and written information and supported by an
experienced and skilled supervisor.
In line with its duty of care responsibilities Crossroads will ensure that no client
or child is left without a case worker.
Responsibility
Program Managers and Team Leaders
Program Managers and Team Leaders are responsible for:
developing practice guidelines specific to their program areas that align with
this Network Casework Policy
developing a framework specific to their program areas for evaluating
casework and engaging staff in a process of continuous improvement
ensuring all staff provide case management services in line with this policy
ensuring all casework staff have access to:
 all relevant information and legislation
 effective induction, supervision, professional development and
debriefing
 allocating cases and monitoring caseloads
 monitoring casework through supervision
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
formally reviewing each case worker’s adherence to the organisation’s
ethical and case management practices as part of the annual
performance appraisal process.
Case workers
All staff with casework responsibilities must operate within Crossroads’
philosophical and ethical framework in all elements of case management.
Case workers should familiarise themselves with the relevant organisational
documents informing Crossroads’ philosophical and ethical framework. These
documents include:
 Salvation Army Southern Territory Mission Values
 Crossroads Mission
 Specific program values that reflect and build on Southern Territory
Mission Values
 Salvation Army – Australian Southern Territory Employee Code of
Conduct
 Australian Association of Social Work Code of Ethics
 Clients Rights
 Duty of Care
 Access, Equity and Non-discrimination
Note: Staff will be informed of these documents and be made aware of
Crossroads’ ethical practices through induction, professional development and
supervision.
Definition/Elements of Case Management
The following diagram, adapted from Case Management Resource Kit for SAAP
Services, provides a conceptual definition of case management and illustrates the
elements of client-focussed case management at Crossroads Youth and Family
Services.
Principles of Good Practice
 Inclusive access and equity/
freedom from discrimination
 Human rights upheld
 Client self-determination
 Client focussed and needs based
 Transparency
 Confidentiality and privacy
 Effectiveness and efficiency
 Duty of care/ Freedom from Abuse
and Harm
 Monitored
 Documented
 Continuous improvement
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Initial
Assessment
Program
Orientation
Evaluation
Exit Planning/
Case Closure
Clients
(potential,
actual
and past)
Assessment
& Case
Planning
Supported
Referrals
Ongoing
Monitoring &
Review
Case
Co-ordination
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Principles of Good Practice
The following table briefly outlines the key features of the good practice
principles applied at Crossroads Youth and Family Services:
Principle
Inclusive
access and
equity/
freedom from
discrimination
Summary
Programs should be culturally appropriate- this includes
being inclusive of gender, language, religious, ethnic, social,
economic backgrounds, sexual preferences, abilities and
disabilities.
Programs must not discriminate directly or indirectly on
the grounds of gender, race, ethnicity, age, ability,
religion, sexuality or communicable disease status.
Human rights
Programs take a rights based approach to case
upheld
management where rights and responsibilities for clients
are clear and documented and are in line with the
Victorian Charter of Human Rights
Staff understand and consciously promote and uphold the
rights of their clients in all aspects of case management.
Client selfClients are consulted and intrinsically involved in making
determination decisions that affect their lives at every stage in the case
management process.
Client feedback is sought on the way programs are
promoted and delivered.
Opportunities are sought to enable client participation in
running the program.
Client
Clients are seen as experts in their own lives and are
focussed and
engaged in determining and prioritising their needs.
needs based
Programs are provided in flexible ways to address the
differing needs of clients.
Clients are consulted and supported appropriately when
being referred to an external agency or other Crossroads
program.
Transparent
Program eligibility is clear and openly promoted.
Case workers engage with clients in an open and
respectful professional manner with no hidden agendas.
Confidentiality Programs have policies and procedures in place to protect
and privacy
against improper access to personal information as they
collect, review, transmit or store personal information of
past and current clients.
Staff must seek written approval before disclosing
personal information to a third party.
Clients must be informed of the legal and duty of care
obligations of the program/ case worker to disclose a
client’s personal information.
Effective and
Programs will employ suitably qualified and skilled staff to
efficient
effectively address the needs of individual clients.
Programs across the Crossroads Network will collaborate
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Principle
Duty of care/
Freedom from
Abuse and
Harm
Monitored
Documented
Summary
effectively to provide a co-ordinated response to each
client.
Casework is outcomes based allowing for clear monitoring
of achieving goals and effective evaluation.
Casework practices are developed in accordance with
relevant legislation and statutory guidelines.
Providing services in a manner that supports the safety,
welfare and wellbeing of young people and families.
Essential to this is the conducting of risk assessments with
the client and their accompanying children and utilising
appropriate interpreter and translation services throughout
the case management process.
Clients are involved in monitoring and evaluating their
case plans and their progress in achieving personal/case
goals.
Progress in achieving goals/outcome is documented.
Case management is monitored through regular
supervision.
All clients must have a documented case plan and case
management file that are kept up to date and written in
respectful and non-judgemental language in line with the
Salvation Army Social Programs Case Note Policy
Continuous
improvement
Case workers will record all aspects of casework in a
timely manner and sign and date entries.
Case workers continuously reflect on their practice and are
supported to strive for continuous improvement through
supervision and professional development.
Establishing Systems for Efficient and Effective Case Management
Each program with case management responsibilities must develop
documented, sustainable systems for ensuring efficient and effective case
management and reflecting the above good practice principles.
Key systems required
Key case management systems for each program within the network would
include:
 Program eligibility
 Screening/Initial Assessment
 Introducing client to the program/Service orientation
 Assessment & Case Planning
 Supported Referrals
 Case Co-ordination
 Ongoing Monitoring & Review
 Exit Planning/Case Closure
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Components of each system
The above case management systems may include the following components:
 Clear statements of the purpose - what the system is intended to
achieve
 Policy statements, legislation and other guiding documents for staff to
refer to
 Detailed description of processes that need to be in place including risk
assessments
 Tasks and responsibilities described and assigned
 Strategies for ensuring staff are skilled in case management and client
risk assessments
 Strategies for communicating components of the system to staff
 Processes for allocating cases and monitoring case loads
 Processes for evaluating the system evaluation and engaging staff in
continuous improvement
 Documents required to be completed in each element of the case
management process
The components of each system may be represented in the following
diagram:
What is the system
intended to achieve?
 Purpose
 Outcomes
Responsibilities
defined
Review of records
 Annual review
 On-going monitoring
 Seeking feedback on
the effectiveness of
documents
What must be done to achieve
purpose and outcomes?
 Planning Processes
 Data Collection
 Descriptions (Policies and Procedures)
 Processes and Tasks
 People and Training
 Equipment and resources required
 Integration/links with other systems
(Adapted from QICSA
documentation)
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Records of implementation e.g.
 Checklists
 Intake forms
 Case plans
 Evaluation forms
 Information packs
 Minutes of meetings
 Reports
 Client feedback
forms
Responsibilities defined
 Legislation
 Statutory Guidelines
 Job descriptions
 Policies & procedures
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Monitoring and Evaluating this Network Case Management Policy
This policy will be reviewed at least every three years by the Senior
Management Team to ensure that it remains current and relevant to all
programs within the Crossroads Network.
Related Standards, Policies and Procedures
Crossroads Supported Referrals Policy
Crossroads Network Client Policy
Crossroads Network Outreach Policy
Salvation Army-Australian Southern Territory Social Programs Case Note
Policy
Salvation Army-Australian Southern Territory Employee Code of Conduct
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Mary Anderson Family Violence Service
Security Of Accommodation Policy
Introduction:
The Mary Anderson Family Violence Service provides accommodation for
women and children who are experiencing family violence through a
‘dispersed refuge model’. Mary Anderson Family Violence Service provide a
safe and secure environment for the women and children accommodated.
Aim:
The aim of this Policy is to maximise women and children’s safety whilst
accommodated by the service.
Practice:
Mechanisms in place to assist with providing secure accommodation to clients
of Mary Anderson Family Violence Service:
 Telephones installed in all properties that have unlisted/silent numbers
and telephone accounts are covered by the Program
 24/7 Oncall crisis service provided to all clients of the Program
 Physical Security
 Security Alarms installed in all properties (varying levels of operation
available)
 Security of Address
Procedures:
1.
Oncall:
Mary Anderson Family Violence Service provide a 24/7 emergency on call
support to client of the Program. When the clients first enter the service they
are given the details of telephone numbers to contact the service within
operating hours and the after hours number.
2. Physical Security:
To enhance the security of the accommodation provided, properties have
been fitted with security screen doors and sensor lighting.
Registered Key System - Properties are fitted with locks that can only be
opened by registered keys. In the event that a key has not been returned at
the end of a tenancy or a woman’s safety is compromised by the
misplacement of a key, the Network Tenancy and Property Manager
(registered/authorised person with locksmith) is informed, either by client or
caseworker. The Network Tenancy and Property Manager will arrange for the
locks to be changed and a new key issued to the client.
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3.
Alarm System:
All properties are fitted with a security alarm system that is also set up to
allow the activation of a personal pendant. There are 3 levels of security that
can be provided with the alarm system:
3.1
Levels
Level 1
Client provided with access code that allows her to activate
alarm system when leaving and entering premises. The alarm system at this
level is not monitored.
Level 2
Client is provided with access code – see Level 1. The alarm is
monitored by external security company, refer to 3.3.
Level 3
As per level 2 plus the provision of a personal pendant that is
effective within 200 metres of the property. Brief description of the pendant
and how to use: The personal pendant is a
small device, approximate
size of a standard match box, that can be warn around the neck like a
necklace. The pendant is activated by pressing down on the button for a few
seconds.
The pendant is connected remotely to the alarm system and
will send a silent alarm to the security company who is responsible for
monitoring the alarm system and will follow instruction given to them, see
3.3.
3.2
Assessing Levels
The process for assessing the level of need is carried out once a property has
been identified for the client. The caseworker will discuss with the client the
levels of security available. The most appropriate level of security will be
activated, taking into account Mary Anderson Family Violence Service
Assessment of Security completed at initial assessment and the woman’s
assessment of her safety needs.
The minimum level available is level 1 and is provided as a matter of course.
When a security level 2 or 3 is decided the case worker will advise Program
Manager immediately so that the relevant level can be activated as soon as
possible.
The caseworker is required to case note the action taken and place a notation
on the Client Property List of the level of security being provided and ensure
Oncall worker is aware of the change to security level.
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3.3 Security Company
The security company engaged to provide the monitored service have been
instructed in the event of an alarm activation to:
Step 1
Call the property phone number:
 If women answers and no emergency response is required go to Step 3
 If no response go to Step 2 and Step 3
Step 2.
Call the Police
Step 3.
Call the Oncall worker and advise of events
4.
Security of Address:
At the point of being offered accommodation through the dispersed refuge
model women are informed of the nature of the accommodation and are
asked to maintain a level of security of address.
To assist in maintaining the security of address and provide clients with a
means of safely receiving correspondence Mary Anderson Family Violence
Service has a Post Office Box that women may have their mail sent to. The
Mail is collected daily and redirected to client properties by mail or in person.
Caseworkers discuss this option with clients at the point of accommodation
being offered.
Review and Monitoring:
Adopted: 20th April 2009
Review Date: April 2010
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Network Client Participation Policy
DATE APPROVED:
DATE FOR REVIEW:
1st July 2009
30th June 2012
INTRODUCTION
Vision
Crossroads is committed to providing high quality services that meet the
needs of, and deliver the best possible outcomes for, our clients. As part of
continuous service improvement, we value and support the active, informed
and meaningful participation of clients in the planning, development and
review of services.
Definitions
Crossroads has adapted the definitions of ‘client’ and ‘client participation’ that
are outlined in the Consumer Participation Resource Kit.2
Client: a client is someone who uses, has used, or is eligible to use
Crossroads services, including those refused services and those seeking a
service that do not meet program criteria. This may include carers and family
members when relevant.
Client participation: client participation refers to the process of involving
clients in decision-making processes about a particular service, which may
include involvement in components such as service planning, policy
development, priority setting and addressing quality issues in the delivery of
those services.
Scope
This policy applies to:
 Family Housing and Support
 Youth Support and Development
 Mary Anderson
 Youth Housing and Support
 Melbourne Counselling Service
Related policies
Homelessness Assistance Service Standards
Privacy Act 1988 (Community), Information Privacy Act 2002 (Victoria)
Client Charter for Community Managed Housing and Homelessness Services
2
Homeground Services and Rural Housing Network, 2008, Consumer Participation Resource
Kit for Housing and Homelessness Assistance Services, Melbourne.
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AIM AND PRINCIPLES
Aim
Crossroads programs currently seek feedback from clients in a variety of ways
that are both formal and informal (see Appendix One for a more detailed
outline of current client participation strategies).
The aim of this policy is to provide a framework to strengthen existing
strategies and to guide the development of new client participation strategies
across Crossroads programs. Although the strategies are focused at a
program level, client feedback will contribute to organisational strategic
planning.
This policy provides a workplan for each program area for 2008/9 period.
Strategies will be further refined and developed in future years based on
evaluation.
The strategies outlined in this document were developed in consultation with
program managers and staff.
Levels of participation
Crossroads has adopted a developmental approach to client participation to
allow for the ongoing development of strategies over time. In the first year,
strategies focus on the first three levels of participation (see below).
Crossroads aims to further develop participation strategies to increase the
level of client participation over the next three years:
Information: The organisation provides information about services and
planned changes to its clients. People are told what is planned.
Consultation: The organisation provides information to its clients and seeks
their views on that information. A number of options may be presented and
feedback is considered.
Deciding together: Clients are encouraged to provide additional ideas and
options, and to join in deciding the best way forward.
Acting together / partnership: Clients decide together with the rest of the
organisation what is best, and a partnership to carry it out is formed.
Independent initiatives: Clients are helped to do what they want with advice
and support provided by the organisation.
Client control: Clients control the strategic direction and operational
framework of the organisation.
Principles of participation
The following principles underpin Crossroads’ commitment to client
participation:
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Meaningful engagement: Client feedback in valued by Crossroads and is
used to influence decision making processes at program and organisational
levels.
Flexibility: Strategies will reflect the diversity of client perspectives and
programs within Crossroads. The breadth of Crossroads services and the
diversity of clients mean that client participation strategies need to be flexible
and meet the needs of different groups including children, young people,
women and men, Aboriginal and Torres Strait Islanders and culturally and
linguistically diverse communities. Strategies also recognise that clients
receive a range of services from crisis intervention to ongoing support.
Accessible and inclusive: Opportunities for participation should be available to
all clients.
Resourcing: Client participation will be appropriately resourced to ensure
that staff have adequate time to develop and implement strategies and that
clients can engage in participation processes. Crossroads will support clients
to participate and where necessary reimburse expenses.
Developmental: Crossroads seeks to continually develop and strengthen client
participation strategies. Strategies will not remain static over time but will
change according to evaluation and the emerging needs of clients.
Voluntary: Clients will be invited to participate but all participation is
voluntary.
Objectivity: Clients will be able to voice an opinion without fear of
judgement or negative consequences.
Feedback: Clients and staff will be provided with information about how
client participation influenced decision-making processes.
Rights-based approach: All clients are informed about their rights and
receive information about the Homelessness Advocacy Service and Crossroads
complaints procedures.
OBJECTIVES
The objectives of this policy are to:





Strengthen and formalise existing models of client participation.
Develop new initiatives to enhance opportunities for client
participation.
Strengthen and develop mechanisms to provide feedback to clients and
staff about client participation.
Better integrate client participation into organisational planning and
reporting processes.
Consider future strategies that will increase levels of client
participation.
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EVALUATION
This framework is based on a quality improvement approach and will be
reviewed on a regular basis to ensure its relevance to clients and Crossroads.
Evaluation will be undertaken in two ways:
Ongoing: Action Research principles will be used to respond to client feedback
using a reflective and improvement-orientated approach to service delivery.
Action Research builds on what many services and workers are already doing;
that is listening and responding to clients as part of daily practice.
Action research is used as part of the Reconnect Program so the knowledge
and skills are already part of the Crossroads service and can be expanded.
The key questions services should ask as they reflect on client feedback are:
What
What
What
What
did we intend to do?
did we do?
happened? How do we know what happened?
does this mean for changing our practice?
Annually: An annual review of this policy and the client participation strategies
will be undertaken by each program area as part of planning processes.
Evaluations will inform Crossroads annual strategic planning.
Performance Indicators are included with each strategy to guide the
evaluation.
Feedback cards and/or surveys are to be provided to all clients within 3
months of closure with their engagement with Crossroads.
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Mary Anderson Family Violence Service
Client Participation Work Plan 2009
Strategy
Outline
Client Introduction
To Service
All clients who enter the service are
provided with a Network Pack that
includes a brochure informing of
Compliments and Complaints
feedback, as well as discuss with
client how their feedback is valued
and important for program
improvement and development.
Case Management All clients are encouraged to raise
issues and provide feedback directly
with their caseworkers. Issues
raised by client are to be case noted
and may be dealt with immediately
by the worker. Issues need to be
brought to supervision to be
discussed or may be raised with the
Team Leader or Program Manager
and the time of the issue being
raised.
Client Participation As the client issues come to the
Log
attention of the Team Leader or
Program Manager they need to be
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Caseworker
Caseworker
Team Leader /
Program
Manager
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Performance
Indicators
Caseworker indicates on
checklist that client has
been provided with the
pamphlet and gone
through information in
the brochure.
Review
Client File Audits
Staff to identify clients
have been advised of
Client File Audits
importance of their
feedback and input –
Indicate on checklist that
this has occurred.
Staff to identify client
feed back in case notes
and raise with Team
Leader / Program
Manager
Log being completed by At each 6 monthly
Team Leader and/or
Planning Day
Program Manager as
Strategy
Client Survey
whilst in the
service
Outline
Responsibility
document in a log book to identify
common themes and issues. The
log will identify the issues raised and
the program response. Issues may
be raised at senior management
level as appropriate and responses
recorded
An extensive phone or face to face
Team Leader /
interview is conducted with 2 client
Program
a month, selected at random
Manager
ensuring all areas of service is
reflected eg. Short term outreach,
women housed in FV Refuge etc
This allows service to collect
qualitative information of clients
experiences
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Performance
Indicators
issue is raised by client
and necessary action is
taken in addressing
issue.
Review
Conversation in recorded Once a year at
on evaluation/survey
Planning Day
forms
And collated annually,
used to inform annual
strategic planning
Mary Anderson Family Violence Service
Client Participation and Feedback Procedure
BE PREPARED TO LISTEN AND ACT UPON WHAT YOU HEAR
Ask consumers how they would like to participate
Refer to Crossroads Network Client Participation Policy
The Salvation Army Crossroads Network Client Participation Policy
Mary Anderson Family Violence Service Consumer Participation Plan 2009
Mary Anderson Family Violence Service Client Phone Evaluation Form
Mary Anderson Family Violence Service Learning Management Log
Client Participation Process
Client participation is the process by which people are genuinely and actively
involved in defining the issues of concern to them and in decisions that affect
their lives. It acknowledges the importance of consulting with communities
about their needs, and satisfaction with services, policies, structures and
programmes. Community participation is about change.
What is Client Feedback
Information provided by clients in their own words and their own time about
their experiences of the service provided. Feedback provided by clients can
cover a broad range of issues.
Workers are to inform clients during the initial interview process, or within the
beginning phase of the support period that client participation is valued by the
program and that as part of the support relationship evaluation may be
conducted. This can take various forms, including postcard and longer written
evaluations, as well as telephone calls and other forms, including website
feedback mechanism. These mechanisms are more clearly articulated in the
Mary Anderson Family Violence Service Client Participation Work Plan 2009
Workers are to document this discussion by ticking the checklist in the front
of the case file.
Participation by clients will be treated confidentially according to the principles
of the Privacy Act 1988 (Commonwealth), Information Privacy Act 2002
(Victoria) and the Health Records Act 2001 (Commonwealth).
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Gathering
Mary Anderson Family Violence Service will:

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
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






Provide a safe environment for client’s participation free from abuse,
intimidation and harassment.
Treat clients respectfully, with dignity.
Provide information in a way that makes sense to people.
Inform clients where and how they can participate
Inform clients of their rights to participate
Ensure client participants can provide information in their own words
and their own time.
Inform clients of their right to have someone represent them.
Provide clients with assistance and support to participate.
Document any client participation.
Inform clients about what will happen to the information provided.
Provide clients with appropriate contact numbers, addresses and other
contact points for communication.
When client feedback occurs staff will:



Consider how to deal with the information; if appropriate, inform the
supervisor or manager of the occurrence.
Write down the details and check with the participant that the details
are correct
Ask the person if they have any suggestions about likely outcomes.
Process to collect information
Caseworkers when in receipt of feedback provided by clients will discuss in
the 1st instance during supervision, or if necessary with the Team Leader or
Program Manager and/or at Program meetings. The information will then be
entered onto the learning management log.
Postcards will be returned on completion to the Quality Improvement Officer.
The Quality Improvement Officer will collate qualitative data and provide
report to Program Manager on a 6 monthly bases.
The Team Leader or Program Manager will review the learning management
log annually in October.
Review
The MAFVS Client Participation Work Plan will be reviewed in the first
planning day of each year, which will usually occur in March. Relevant data
will be collated and presented, along with Learning Management Log and a
new work plan will be developed for the coming year.
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Mary Anderson Family Violence Service
Phone Evaluation and Feedback Record
Client Name: _____________________________
___________________
Date:
Evaluation Conducted By: ___________________ Position:
_________________
Introduce self and the program. Provide client with explanation of the
purpose of the call covering:
We value and are wanting feedback of their experience of our service as
A way of improving services
Participation is voluntary and will not impact on services provided
If wanting to participate ensure client understands that if there are any
questions they are not comfortable answering they can skip past and go to
next question and/or can with draw from process at any time
(In the event that client requests the information they are providing ‘not be
disclosed’ it is needed to be explain to client that we are happy to hear and
listen to anything they may like to say but we may be limited with what we
can do with the information.)
SURVEY
1. When you first had contact with MAFVS was the response you received
useful?
Did you feel comfortable speaking with the Duty Worker?
***Only ask where appropriate: Were you offered an interpreter?
2. Did you have to wait for a response from MAFVS?
When you received information from us, was it provided in a way that you
understood?
Did you get the help that you felt you needed?
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******THIS QUESTION TO BE ASKED ONLY FOR CLIENTS WHO
RECEIVED ONE OFF OR SHORT EPISODE OF SUPPORT********
Would you feel confident to contact our service if needed again?
If NO – Do you have any suggestions that could be made that would help you feel
confident to recontact our service if needed?
***************END OF QUESTIONS FOR CLIENTS WHO ARE ONE OFF
OR RECEIVED SHORT EPISODE OF SUPPORT – Thank them for their time and if they
would like to provide additional information provide them with name and number
who they can call**********************
3. Was the purpose of the Mary Anderson Family Violence Service and the
services we were able to provide explained adequately to you?
Is there any additional information that was not explained to you that would have
been useful to receive at this time?
4. Following on from question 3, understanding the limits of what the MAFVS is able
to prove, are you receiving the support from your caseworker that you feel you
need?
Is there any additional support you would like from you caseworker?
5. Where you provided with information about the Chaplaincy service?
IF YES –
Did you request to be contacted by the Chaplain?
IF YES – Were they able to provide you with the support you were needing?
6. Are you aware of the after hours emergency support offered by MAFVS?
Have you needed to use this service?
If YES: Did you receive the response you were needing?
7. Have you needed to call the office during the day?
No – go to question 7.
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Yes – Did the duty worker treat you respectfully?
Did you get the information and assistance you required?
THIS NEXT SECTION ONLY FOR WOMEN WHO WERE ACCOMMODATED IN REFUGE
PROPERTIES:
8. Were you able to access the property when you needed to happen?
(if ‘NO’ answered need to explore why this might have occurred
with client – eg may have come to our service a while after incident etc)
9. How safe did you feel at the property?
Was the level of security adequate for your needs?
Were you informed of different levels of security available?
Do you have any ideas/suggestions on how we might be able to
improve our level of security/safety to assist you and other women who
are accommodated in our service?
10. Was the property well maintained?
Did you ever have need to report a maintenance issue?
No – Go to 11.
Yes – Did you know who to contact?
Was the maintenance concern addressed in a timely way/as quickly as
you felt it needed to be?
Were the maintenance people respectful?
11. Thank the client for her time and advise of a ‘thank you’ gift by way of $20
voucher will be sent to her in acknowledgement of the time and contribution.
END OF SURVEY
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Mary Anderson Family Violence Service
Practice / Procedure for NCARS
Northern Crisis Advocacy Response Service (NCARS) is a 24 hour 7 day crisis
response service for women who are experiencing family violence. The
NCARS consist of 4 agencies working in partnership with the Victorian Police
to provide a 24/7 response. The 4 agencies are Women’s Domestic Violence
Crisis Service, Mary Anderson Family Violence Service, Berry Street – Northern
Domestic Violence Outreach Service and Georgina/Martina Refuge.
All participating Agencies have developed and agreed to Service Protocol and
Memorandum of Understanding. This document demonstrates a commitment
to being inclusive, respectful and ensuring the rights of women are upheld.
Mary Anderson Family Violence Service, Berry Street and Georgina/Martina
Refuge are rostered onto Northern Crisis Advocacy Response Service one full
week (7 days) and is rotated each week, this equates to each service
providing NCARS response ever 3 weeks. The roster runs from Friday 4pm to
the following Friday 5pm, allowing for a 1hour handover to other service
when required. Mary Anderson Family Violence Service has provided a unit
for safe, secure and comfortable face-to-face consultation with the women.
Procedures for MAFVS
Rosters:
Mary Anderson Family Violence Service – Outreach Workers are rostered one
day a week, Monday – Friday from 9am to 5pm (with exception of public
holidays) to perform the role of Crisis Response Advocate. In the event an
Outreach Worker is unable to cover the day they have been rostered it is
there responsibility to arrange for someone to cover/swap shift.
Mary Anderson Family Violence Service employ casual staff to provide after
hours response for the Northern Crisis Advocacy Response Service. Casual
Crisis Response Advocates are rostered, over a 9 week period, one Monday to
Friday 5pm – 9am shift and one Friday 5pm to Monday 9am shift as well as
covering public holidays. In the event a worker is unable to cover shift
allocated, they are to make contact with either the Team Leader or Program
Manager as soon as they become aware they are unable to do the shift they
have been rostered on for.
Resources Provided:
All Crisis Response Advocates rostered on Northern Crisis Advocacy Response
Service are provided with the necessary resources required for the position in
order to support women and accompanying children referred to the program.
Crisis Response Advocates are provided with a Salvation Army mobile phone
and vehicle, a resource bag that includes material assistance and all relevant
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forms and necessary documentation. Crisis Response Advocates are also
provided with back up support and supervision – Staff Support and
Supervision Procedure.
Duties Of Crisis Response Advocate:
It is the responsibility of the worker rostered to follow the directions in
Resource Folder for diverting the NCARS phone line to their mobile at the
beginning of their shift. Other duties required at the beginning of the shift
can be found in Section 1.1 of the Resource Folder: Northern Crisis Advocacy
Response Service – Resource Folder
Referral To Northern Crisis Advocacy Response Service:
Referrals to the Crisis Response Advocate come directly from Women’s
Domestic Violence Crisis Service. When a Crisis Response Advocate receives
a call from Women’s Domestic Violence Crisis Service, they are to collect
necessary information required to be able to pick up the support of woman
and any accompanying child/ren. The Women’s Domestic Violence Crisis
Service worker will have completed an intake and risk assessment of the
woman and will fax information to Crisis Response Advocate. The risk
assessment that is conducted also takes into account the safety of the Crisis
Response Advocate. In the event the worker is unable to access a fax facility
they need to complete the information on the Intake and Risk Assessment
Forms provided in the Resource Folder This is important in ensuring worker
has understanding of woman’s situation and also considering their own
safety.
It is recommended that woman and any accompanying children be taken to
the Northern Crisis Advocacy Response Service - Unit for detailed assessment,
support and case planning. There may be times when this does not occur eg.
The woman has requested to be seen at an alternative venue such as Hotel
room, Police station. In the event the woman is not seen at the unit an
exception report needs to be completed stating why this did not occur.
Prior to a Crisis Response Advocate attending a face-to-face call they are
required to inform the back up worker of the call out and safety arrangements
discussed and support plan for the Crisis Response Advocate put in place eg.
Back Up worker needs to know exact address and movement of Crisis
Response Advocate, have agreed time for Crisis Response Advocate to make
contact with Back Up. In the event Crisis Response Advocate has not re
contacted by the agreed time, Back Up to initiate contact. If Back Up worker
is unable to reach the Crisis Response Advocate they are to contact Program
Manager.
Crisis Response Advocate is required to complete assessment and inform
Women’s Domestic Violence Crisis Service of outcome both by phone and
then faxing case plan and outcome form to them. There are blank copies of
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these forms in the Resource Folder but are usually faxed through with
referral.
In the event the woman is requiring ongoing support the Crisis Response
Advocate is required to bring to the attention of the Team Leader/Program
Manager and to be brought to the 9.15am morning meeting for discussion
and allocation.
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Stepping Stones Model
Name of network and
Corps:
The Salvation Army Melbourne Central Division
Moreland City Corps & Crossroads Youth &
Family Services, Mary Anderson Family Violence
Service
Background
Mary Anderson Family Violence Service is a jointly funded program, by the
Department of Human Services and The Salvation Army. The service is
funded to provide specialist family violence support to women and women
with children who are experiencing family violence. Mary Anderson Family
Violence Service is a State wide funded service and has a strong physical
presence in the northern Melbourne metropolitan area.
The Stepping Stones program came about after a change in the family
violence service model being provided by Mary Anderson Family Violence
Service. The model changed in 2006 from a communal refuge to a dispersed
refuge model. The service has access to 13 Crisis Accommodation Units that
are located throughout the Northern Suburbs, spanning 3 local government
areas. Once the dispersed refuge model was adopted the Children’s Worker
position, which existed under the communal refuge model, was lost. Workers
at Mary Anderson Family Violence Service identified a service gap, which was
the support of children who were members of the families being supported by
the service, and who were escaping family violence. The lack of opportunity
within the service lead to the development and creation of the Stepping
Stones group that would be a step toward bridging this gap for a percentage
of the children, primary school aged.
The community profile of the local area led the Moreland City Corps to identify
and develop and interest in supporting people who were experiencing
structural disadvantage; women and children who had experienced family
violence was one such group and thus a significant partnership formed
between Moreland City Corps and Mary Anderson Family Violence Service,
which enabled the delivery of the Stepping Stones Program.
Stepping Stones started in July 2007 after some funding was secured for a 12
month period. Whilst only funded for 12 months, the program has been
running continuously since that time.
Program Description
Name of the Program: Stepping Stones
Stepping Stones is a Salvation Army support program run in partnership
between the Crossroads Youth and Family Services-Mary Anderson Family
Violence Service Network and the Moreland City Corps. The program supports
children who have become homeless as a result of family violence, and who
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are or have been a client of Mary Anderson Family Violence Service. The
intervention provided by the program has been chosen because it represents
a holistic strengths-based approach that unites the participants, the
facilitators and others in a satisfying productive endeavour.
Details of the Program:
Frequency:
Stepping Stones is a group that operates on day per
week from 4.30pm – 6.30pm during school terms.
Target Group:
Primary school age children who have experienced or
witnessed family violence, who are clients of the Mary Anderson Family
Violence Service at the time of entry into the Program.
The participants of the program are supported to attend the group by:
Having access to transport to and from the venue (Moreland Corps)
Being provided with nutritional meals and information
There are four regular facilitators- 1 Mary Anderson Family Violence workers,
Mary Anderson Family Violence Service Chaplain and 1 male Corps member
and sessional workers on rotational basis and as required.
The program runs at Moreland City Corps, unless an off-site activity is being
provided. All attempts are made by the facilitators to provide a safe space
where children can have fun and freely express themselves.
Participants have an opportunity to meet other children that have had similar
experiences.
Participants are provided with an opportunity to talk about the issues
affecting the group and their experiences
Support to families from Mary Anderson Family Violence Chaplain is provided
when identified as being appropriate.
External facilitators will be used when it is identified as appropriate during the
development of the schedule.
The Aims of the Program:
To provide a therapeutic strengths-based and recreational opportunity for
children who are part of the families who have experienced.
To enjoy healthy community with other children who are experiencing the
similar disruptions in their family life.
In conjunction with the Children’s Worker to develop an individual plan with
the child, the group facilitators, the clients case worker, the child’s parent.
This individual support plan will be reviewed each term with a view to
transition the participant into groups or services elsewhere in their
community.
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Needs of Target group
The participants due to their experience of family violence, homelessness, and
poverty are usually not involved in other group activities. The group
represents a valuable opportunity for these children to have membership of a
group, which is so much a normal part of children’s lives. As a result, the
benefits of community building, peer support, resilience and capacity building
assists in addressing the losses sustained through the family violence
experience.
Further, the witnessing and/or experiencing of domestic violence is extremely
traumatic for children and can have a number of negative impacts, such as:
Difficulties in forming close and social relationships
Inhibited psychological development and aggression
Health problems –depression. Low self-esteem and anxiety
Learning difficulties.
This group attempts to bridge some of these social and emotional
developmental consequences of family violence.
The close relationship, which develops between facilitators and participants,
provides a unique opportunity for workers to identify issues that may not
otherwise come to the attention of either the parent or the caseworker, and
hence provides an opportunity to better meet the needs of the children.
Program outcomes
Outcomes of the program for stakeholders
Target Group
It is anticipated the target group will benefit from the Stepping Stones
program through:
 Improved self-esteem
 Social interconnectedness
 Build resilience, assisting to move forward from their experience of
family violence
 Greater capacity to recognise and express their feelings
 Encourage family relationships
 A chance to have fun with other children
 Greater capacity to identify needs
 Development of pathways to facilitate participation in the community.
Mary Anderson Family Violence Service
It is anticipated that Mary Anderson Family Violence Service will benefit by
Extending the ability of the program to support women and children who
have witnessed or experienced family violence in a holistic way. Because of
funding limitations, family violence outreach workers are not always in a
position to do this, even though it is clear that women and children need this.
Provide social opportunities and connections for children
Provide another avenue for assessment of children’s needs.
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Moreland Corps
Moreland Corps have demonstrated an interest in working with children. The
Stepping Stones program provides an opportunity to work with children and
their families, who have identified as being structurally disadvantaged, and
with a view to introducing other Corps activities to the participants, and their
families. Further, by the Corps involvement in Stepping Stones, the Moreland
Corps members will build a greater awareness, of the issues faced by women
and children who have experienced family violence. This will then assist Corps
members in their future work and advocacy for this group in their local
community and within their own Corps.
Program Evaluation
The program will be evaluated by:
 Weekly meeting with program facilitators – meeting will include
components of evaluation, debriefing, future planning etc.
 Prior to the end of each term an evaluation form will be sent to the
parent/s / caregiver of each child participating in the Stepping Stones
program for them to complete – providing valuable feedback in future
planning for their child/ren and the Stepping Stones Program
 6 monthly evaluation forms to be sent home with Child for parent/s /
caregiver to complete with child
 Quarterly meetings, held during School Term Break, with facilitators
and others involved with running of Stepping Stones Program, where
relevant
 Annual planning and review meeting
Sustainability
This program will have a committed .5 EFT Children’s Worker whose role is to
co ordinate the work of the Stepping Stones Program, as detailed in the
model.
Mary Anderson Family Violence Service, in conjunction with the Moreland City
Corps will attempt to secure on-going funding for the program through The
Salvation Army and other avenues.
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Stepping Stones – Consent Form
This form is intended to be used by the Stepping Stones Program in the case of any
medical treatment required or medical emergency involving a child during their
involvement with the program, and in the absence of their legal guardian.
It also demonstrates that the child’s parent/caregiver is aware, and supportive of
their child’s involvement in the activities run by the Stepping Stones Program.
The information attached outlines the Stepping Stones Program, Rights and
Responsibilities of participants and their guardians.
By signing this form you are giving consent for your child/ren to travel on The
Salvation Army Church bus to and from the venue and for your child/ren to
participate in the activities provided by the Stepping Stones Program. You may
withdraw your consent at any time.
I
_________________________________________ hereby give consent for
(Parent/caregiver)
Name of Child
Date of Birth
Gender
___________________________
_____________
_____________
___________________________
_____________
_____________
___________________________
_____________
_____________
___________________________
_____________
_____________
To participate in Stepping Stones.
Signature of Parent/Caregiver:_______________________________________
Print Name:
_______________________________________
Date:
________________________
Name of Parent/Caregiver:
__________________________________________
Address: __________________________________________________________
__________________________________________________________________
Contact Telephone Numbers
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Home: _______________________
Mobile: ____________________________
Contact for Emergency: ______________________________________________
Telephone No: _________________________
Name of Child’s Doctor: _____________________________________________
Name of Practice: ___________________________________________________
Telephone No:
_________________________
Medicare No:
_________________________
Ambulance Fund:
_________________________
NOTE: Parents/Caregivers are responsible for ambulance costs, unless they are
holders of a current Health Care Card.
Please tick if your child suffers from any of the following:
 Allergies
 diabetes
 fits/blackouts
 nose bleeds
 anaphylaxis
 eczema
 hay fever
 reaction to drugs
 asthma
 epilepsy
 headaches
 sight/hearing problem
 blood pressure
 fainting
 heart condition
 sunscreen sensitivity
Other _____________________________________________________________
If your child suffers any of the above please provide us with directions for an
appropriate care plan.
Consent to medical attention. In the case of the child, _____________________
requiring medical treatment or in the case of a medical emergency, I consent
Stepping Stones providing first aid or treatment. I further authorise the organisation,
where it is impractical to communicate with me, to arrange for him/her to receive
such medical or surgical treatment as may be deemed necessary. I also undertake
to pay any costs, which may be incurred, for the medical treatment, ambulance
transport and medication.
_____________________________________
Signature of Parent/Caregiver
______________________
Print Name
Date: ______________________________________
25 November 2008
This is a consent form for your child’s/children’s photograph to be included in a 2009
calendar. Photographs have been taken of the children and with your permission we
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will produce a fantastic calendar for 2009 featuring the children and leaders of
Stepping Stones. The purpose of the calendar is so that the children can take it
home at the end of the year, we also would like to see if we could use it for a fund
raiser for Stepping Stones, we envisage being able to responsibly sell the calendar to
raise the needed funds for Stepping Stones. Please discuss this with Ian, Kylie or
myself if you have concerns.
I hereby give my permission for my child’s/children’s photograph to be used to
produce the 2009 Stepping Stones Calendar.
Child’s Name______________________________________________
___________________________________________________________
____________________
Parents signature
______________________
Please Print Name
Kindest Regards,
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Mary Anderson Family Violence Service
Private Rental Subsidy Scheme
Background
Mary Anderson Family Violence Service is committed to providing support and
assistance to single women and women with children who have been affected
by family violence. Homelessness presents a real risk to this group of
consumers. As part of Mary Anderson Family Violence Service’s commitment
to the alleviation of barriers to healing and well being, a rental subsidy
scheme has been developed to provide housing options for clients of the
service.
Introduction
The Private Rental Subsidy Scheme demonstrates an on-going commitment to
the empowerment of women by providing practical assistance and support
that assists in broadening housing options for its clients.
Policy
Mary Anderson Family Violence Service will provide single women and women
with children who have experienced family violence with assistance to access
the private rental market.
Why:
To provide assistance to access safe and secure housing to those clients who
are assessed as being at imminent risk and who identify the need for
accommodation to increase their level and feelings of safety.
Who:
Clients of Mary Anderson Family Violence Service who have been assessed by
support workers – Rental Subsidy Assessment Form as appropriate for the
rental subsidy scheme.
How:
Mary Anderson Family Violence Service provide assistance to access the
Private Rental Market by:
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
The provision of practical support; and/ or
The provision of bond for a secure rental property; and/ or
The provision of up to 4 weeks rent in advance/ or the equivalent over
a period of no longer than 6 months, as agreed by the service user in
discussion with a support worker; and/ or
The provision of a reasonable amount of on-going support to ensure
women and children’s success in sustaining their rental property.
On-going support will include, but is not limited to, a case-manager
that will check in with the woman at one month, three month, and six
month intervals.
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
At the end of support provide Evaluation Form of the scheme to client
for feedback.
Mary Anderson Family Violence Service will provide assistance to single
women and women with children to access the private rental market:




Which is affordable, appropriate, well located, and integrated into the
broader community;
On a needs basis; and
To explore options for single women and women with children who are
at risk of becoming homeless.
Explore other schemes/resources for Bond and Rent assistance –
Information on Organisations Providing Bond / Rental Assistance
Eligibility
Women with or without children affected by family violence and where private
rental has been identified as an affordable, safe and sustainable housing
option.
Definitions
Clients:
Women with and without children, who are seeking practical assistance,
information or support in relation to their experience of family violence.
Family Violence:
Encompasses physical, psychological, financial, and sexual violence. Family
violence can occur within a partner relationship, child-parent relationship,
sibling relationship, or carer relationship.
Homelessness:
A single women and women with children are identified as being homeless
when they have inadequate access to safe and secure housing.
Private Rental:
Where a tenancy agreement exists between a landlord and a tenant, for the
provision of rented premises, for the purpose of secure and appropriate
accommodation of the tenant.
Bond:
An amount payable by a tenant, to secure her rights under the tenancy
agreement or any of the provisions of the Residential Tenancies Act.
Rent:
In relation to a tenancy agreement, the amount paid to a landlord by a tenant
to occupy rented premises.
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APPENDICES
Induction Program - Guidelines for the Manager
Induction Program – Manager’s Checklist
Induction Program – Employee Checklist
Cultural Calendar
Hepatitis Slides
Social Programme Resource – Case Notes
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