Washington State Strategic Plan for Victim
Services
July 2005
STATE OF WASHINGTON
Prepared by Technical Assistance for Community Services
The Washington State Strategic Planning Process for Crime Victim Services was supported by
funding from the Washington State Department of Community, Trade, and Economic
Development, Office of Crime Victims Advocacy, and the Department of Social and Health
Services, Children's Administration, through a grant from the Office for Victims of Crime, U.S.
Department of Justice. Points of view in this document do not necessarily represent the official
position or policies of the U.S. Department of Justice.
Acknowledgements
Strategic Plan Steering Committee
Steve Eckstrom, Department of Corrections
Bev Emery, Department of Community, Trade, and Economic Development
Susan Hannibal, Department of Social and Health Services
Byron Manering, Washington Coalition of Crime Victim Advocates
Cletus Nnanabu, Department of Labor and Industries
Strategic Plan Task Force
Rick Bart, Snohomish County Sheriff's Office
Kami Beckwith, Victim Witness Advocate, FBI
Suzanne Brown-McBride, Washington Coalition of Sexual Assault Programs
Fanny Correa, Virginia Mason Separation & Loss Services
Seth Dawson, Compass Health
Joan Guenther, Washington Coalition of Crime Victim Advocates
Suzanne Guinn, MADD of Washington State
Alan Lai, Chinese Information and Service Center
Amy Mayther, Victim Witness Coordinator, U.S. Attorney's Office
Mike McElroy, King County's Prosecutor's Office
Mary Ann Murphy, Casey Family Partners
Lianne Perron-Kossow, Jefferson County Prosecutor's Office
Gary Riesen, Chelan County Prosecuting Attorney
Nan Stoops, Washington State Coalition Against Domestic Violence
Carol Ann Thornton, Puyallup Tribe of Indians
Jenny Wieland, Families & Friends of Violent Crime Victims
Mary Todd, Clark County Prosecutor's Office
Tammy Wolf, Department of Corrections
Siri Woods, Chelan County Clerk's Office
Strategic Plan Consultants
Kay Sohl
Marlene Farnum
Office of Crime Victim Advocacy
Grace Call
Nicky Gleason
With special thanks to all of the service providers and crime victims who attended focus
groups, completed surveys, participated in key interviews and reviewed and commented on the
Draft Strategic Plan.
Table of Contents
Executive Summary ............................................................................................... 1
I.
Introduction ............................................................................................................ 3
II.
Plan Process ............................................................................................................ 4


III.
Steering Committee & Task Force
Input through Focus Groups, Internet Surveys, and Key Interviews
Major Findings ......................................................................................................... 5



Needs
Barriers to Accessing Services
Promising Practices and Existing Assets
IV.
Mission, Vision, Values ........................................................................................... 8
V.
Outcomes and Strategies ...................................................................................... 9
VI.
VII.


Four Outcomes
Strategies

Crime Victim Service Center Concept
Implementation Approach .................................................................................. 14

Financial Plan


VOCA Current Services
VOCA Transition Plan
Evaluation .............................................................................................................. 17



Outcomes
Data Collection
Service Standards
Appendices
i.
ii.
iii.
iv.
v.
vi.
vii.
Relationship Between this Strategic Plan, and Domestic Violence and
Sexual Assault Service Plans................................................................................................................ 19
Outcomes and Strategies Notes........................................................................................................ 20
Input Process Results ........................................................................................................................... 22
Newsletters ........................................................................................................................................... 24
Briefing Book ......................................................................................................................................... 25
Map of Regions ....................................................................................................................................... 26
Schedule of Meetings ............................................................................................................................ 27
Executive Summary
Purpose of the Plan
The Strategic Plan for Victim Services provides a framework to guide both public and private investment
in services for victims of general crime, such as assault, robbery, child abuse, vehicular assault, vehicular
homicide, property crime, and survivors of homicide victims. The Plan has been developed with input
from victims of crime, law enforcement, the courts, the corrections system, and both system-based and
community-based victim service providers. A Task Force of 19 leaders from around the state has played
a key role in processing input and advising the five-member, multi-department Strategic Plan Steering
Committee throughout the development of the Plan.
Vision and Values
The Plan is built upon the underlying belief that all crime victims should have access to high quality,
culturally appropriate, victim-centered services. To achieve this, it is necessary to support and facilitate
the development of services that are accessible, effective, and victim-centered for all crime victims.
Findings
The planning process included focus groups, interviews, surveys, Task Force discussion, a review of the
Task Force Report on Underserved Victims of Crime, analysis of Washington crime data, and analysis of
victim service system models from other states.
Crime victims in Washington reported that access to information about their rights and available
resources to help them cope with the physical, emotional, and financial consequences of crime were
extremely important in helping them restore their lives. The Briefing Book attachment to the Plan
document contains extensive information on the incidence of crime, victim needs, promising practices,
and victim services systems in other states.
Many victims expressed strong desires to help other victims through the difficult process of recovery. In
some communities, collaborative efforts among community-based social service providers, including
domestic violence and sexual assault programs, and system-based resources, including law enforcement,
prosecutors’ offices, and the courts, have significantly improved the support provided for crime victims.
Unfortunately, many crime victims in Washington lack access to both information and services.
Currently, funding for crime victim services is inadequate throughout the state. Many crime victims
confront additional cultural, linguistic, geographic, and other barriers to accessing even the limited
services that are available.
Outcomes and Strategies
The Plan is designed to achieve four key Outcomes:
1. Comprehensive services are available for all victims of crime.
2. Standards for victim service providers are developed and implemented.
3. All victims of crime have access to information about rights and resources.
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4. Culturally appropriate services are available for victims of crime in marginalized or
underreported groups.
The Plan includes strategies that will be utilized to achieve the four desired Outcomes, as well as
detailed notes from the planning process to provide more specific description of the types of activities
and approaches envisioned within the strategic framework.
The Plan recommends development of a Crime Victim Service Center in each of thirteen regions
throughout the state. Crime Victim Service Centers will be collaborative efforts developed within each
region to ensure the availability of essential, culturally appropriate services for crime victims. The
Centers are envisioned as embodying working relationships among service providers within a region
rather than one specific location within a region that houses all services.
Funding
The Plan is intended to provide a framework for both public and private investment in crime victim
services.
Currently, the only statewide funding for services for victims of general crime is obtained through the
federal Victims of Crime Act (VOCA). The Plan endorses continuation of the current allocation of
VOCA resources, utilizing one third of available dollars for domestic violence emergency shelter and
advocacy services, one third for victims of sexual assault services, and one third for victims of general
crime services. The Plan will guide the use of the VOCA dollars available for services for victims of
general crime.
The Plan recognizes the need for significantly greater investment in victim services than is possible
through current VOCA funding. The creation of regional Crime Victim Service Centers is viewed as a
key strategy for efforts to build support for additional public and private investment in needed services.
Implementation
The Office of Crime Victims Advocacy, within the Department of Community, Trade, and Economic
Development will be responsible for implementation of Plan recommendations regarding the use of
VOCA dollars, and will provide leadership during promotion and use of the Plan to guide future
investments in crime victim services. Implementation will begin with the award of contracts for regional
Crime Victim Service Centers in January 2006.
Evaluation
The multi-department Steering Committee that has guided development of the Strategic Plan will
continue to meet regularly to evaluate progress toward achievement of the four key Outcomes
identified in the Plan. Additionally, the Office of Crime Victims Advocacy will monitor and evaluate
performance on all contracts awarded for victim services.
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I.
Introduction
Victims of general crime, such as assault, robbery, child abuse, vehicular assault, vehicular homicide,
property crime, and survivors of homicide confront daunting challenges. As a result of criminal acts, they
are injured both physically and emotionally; deprived of property; forced to devote time and energy to
restoring their identities, their homes, and businesses; and must work to rebuild their confidence and
sense of security. In addition to the losses suffered directly, victims' families and friends find their lives
altered as they care for and help loved ones cope with losses, injuries, and, in some cases, permanent
disabilities. Families and friends of homicide victims suffer the permanent loss of loved ones.
While nothing can fully undo the damage done by criminal acts, access to victim services and resources
can, and does make a difference in the lives of crime victims. The State of Washington has made only a
modest investment in support of crime victim services. The Strategic Plan for Crime Victim Services is
designed to provide a framework to guide the investment of limited public dollars currently available for
crime victim services, and to provide support and direction for the development of needed new
resources for crime victims.
Significant work has already been completed with regard to guidelines and strategies for serving victims
of domestic violence and sexual assault. The relationship between the work done to provide a
framework for investment in services for victims of domestic violence and sexual assault, and the
framework provided through the Strategic Plan for general crime victim services may be understood
through an analogy suggested by the Steering Committee. The analogy involves thinking of the broad
topic of victim services as being like a neighborhood. In this neighborhood, the “houses” of domestic
violence and sexual assault have already been built (through many thoughtful planning processes,
adoption of WAC rules, and sexual assault service provider standards), while the “house” of services for
victims of general crime has not yet been built. The Plan is like the blueprint for that new “house” of
services for victims of general crime. As in a neighborhood, we want the plan for this new “house” to fit
in, and be consistent with the underlying values of the already built domestic violence and sexual assault
“houses.” But, we don’t want to try to redesign or rebuild those “houses” while we’re working on the
blueprint and construction for the new “house” for victims of general crime.
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II.
Plan Process
Steering Committee and Task Force
The victim services strategic planning process emerged from the work of an interagency team that
includes leaders from the Department of Social and Health Services, the Department of Community,
Trade, and Economic Development, the Department of Corrections, and the Department of Labor and
Industries, as well as representation from the Washington Coalition of Crime Victim Advocates. As a
first step in the planning process, the interagency team attended a national strategic planning training
workshop in Washington, D.C. sponsored by the National Association of Victim Assistance
Administrators, and funded by the U.S. Department of Justice, Office for Victims of Crime. The team
brought what they learned from the training into their role as the Steering Committee for the plan
process.
A Stakeholder Task Force consisting of committed individuals from community-based organizations,
statewide associations, prosecutor and law enforcement programs, system-based victim witness
programs, and victims advocacy groups provided advice to the Steering Committee throughout the
planning process. The Task Force met three times and reviewed documents via email.
Planning consultants worked closely with the Steering Committee and Task Force. The consultants
prepared a comprehensive Briefing Book for the Task Force as background information. The Briefing
Book provides organizational information about the planning process, and includes crime and victim
services data from throughout the state, and information about programs and approaches being utilized
in other states.
Input through Focus Groups, Internet Surveys, and Key Interviews
The input process included focus groups, interviews, surveys, review of the Task Force Report on
Underserved Victims of Crime, analysis of Washington crime data and victim service system models
from other states, and Task Force discussion. The first survey was designed to determine needs and
service priorities. The second survey provided an opportunity for victims and service providers to state
their level of agreement with the Draft Strategic Plan outcomes and strategies.
An electronic newsletter was sent at key points in the process to an email list of over 300 persons to
keep them informed of the plan process and to alert them to opportunities for involvement.
The newsletters, Briefing Book, survey instruments, focus group questions and results from the input
process, and the Strategic Plan are posted on the OCVA website at: www.ocva.wa.gov.
4
III. Major Findings
Through focus groups, an Internet survey and key interviews, victims and service providers identified
service needs and barriers to accessing services.
Needs

Increased, immediate, and sustained support services for victims of crime that include information
on victim rights and resources, support during criminal justice process, counseling/therapy,
immediate financial assistance, and legal advocacy.

Increased training for law enforcement, judges, advocates, and counselors on victim issues,
including the point of view of the victim.

Increased collaboration among police, prosecutors, system-based victim advocates, and
community-based victim service providers to facilitate seamless help for victims.

Increased public awareness of crime victim needs and experiences, so that victims of crime and
their family members 1) understand how to seek assistance and information about victims rights,
and 2) understand the resources available so that family and friends of victims know how to
support victims of crime.

Agreed upon service standards for core victim services, staff training, and training curriculum to
ensure that all victims receive an appropriate level of service.
Barriers to Accessing Services

Geographic isolation can present a number of barriers to service, including lack of comprehensive
services, transportation to services, and culturally appropriate services.

Lack of information about rights and resources may result in preventing victims from seeking
services because they do not know that it is their right, or they do not know that services are
available.

Lack of multidimensional assessment of individual need can result in piecemeal service delivery,
often time leading to fruitless referrals and, most importantly, not treating the victim as a whole
person.

Language and cultural differences may prevent victims from seeking services or receiving culturally
appropriate help.

Lack of sufficient funding for victim services results in very limited services being available to
victims of all types of crime.
5
Promising Practices and Existing Assets
Victims and service providers shared many examples of how service providers work together to address
the needs of victims and both groups talked about the dedication of victims to help other victims. Here
are a few examples:
Service providers are working collaboratively.
In Walla Walla, the Victim Witness Coordinator sees her job as doing everything she can do to meet
the needs of a victim. She works with the YWCA, the City's Protection Order Clinic, the Sheriff's office,
and independent counselors to meet the needs of victims.
In Yakima, the County Prosecutor's Office has a catalog of different programs in the community that
includes a listing of who provides financial assistance, sexual assault and domestic violence services,
comprehensive mental health services, crisis intervention, homeless services, and private counseling and
therapy services. This catalog is used as a source of referral for crime victims.
In the Seattle area, Virgina Mason Separation & Loss Services and Families & Friends of Violent Crime
Victims provide training and technical assistance to Lutheran Family Services in Spokane to form support
groups for survivors of homicide victims. After an initial in-person staff training, telephone conference
calls are used to debrief support group sessions and problem-solve any issues that arise.
In a number of rural counties, domestic violence and sexual assault providers serve victims of other
crimes. During focus group sessions, we heard that in one rural county, the domestic violence and
sexual assault center provides help to any victim that comes in, and they offer all the same services that
they provide for sexual assault and domestic violence victims. Another county service provider stated
that:
We are prepared to work with any victim of crime that comes to our agency. We have one staff person
that is better at legal, one a better advocator, one a better educator. We assess the needs of the victim
and connect them with the staff person who can best meet their needs.
A number of providers felt that domestic violence and sexual assault providers could effectively add
services for victims of other crimes, if this was within the mission of the organization.
Victims have a passion to help other victims.
Victims expressed a keen interest in helping others address their victimization through mentoring other
victims, helping train law enforcement officers and judges, or getting the word out about what friends
and families can do to support a victim of crime. In the words of one victim:
You need to have information on what friends and families can do; how they can support a victim. A woman
in a professional organization that I belong to sent me a card once a week for several months after the
crime. When I thanked her, she said someone had done the same thing for her.
6
Cultural and language needs are being met by providing translation and interpretation
services and by addressing language barriers.
Since English is a second language for us as well, we can explain the jargon. We understand the problem. At
the Chinese Information & Service Center, staff can speak five different Chinese dialects, Vietnamese, and
Cambodian, and we provide services in King, Snohomish, and Pierce Counties. We also have the flexibility to
provide services outside of this boundary when needed.
We know that the radio media is an excellent way to provide information. 80% of Spanish speaking people
in the Wenatchee area (and probably across the state) listen to the radio. It is an excellent way to inform
the Spanish speaking public about crime victim services—a way to break down the language barrier and the
lack of information about services.
In Wenatchee, a rural community where the prosecutor's office does not have a translator on staff, the
victim/witness coordinator has made arrangements with a bilingual staff person from the local domestic
violence shelter to provide assistance with translation needs.
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IV. Mission, Vision, Values
The Steering Committee developed draft mission, vision, and values statements during its Strategic
Planning for Victim Services Training Program in Washington, DC. The Task Force reviewed and
provided input on the final statements.
Vision
In Washington State, all crime victims have access to what they need, when they need it.
Mission
To support, and facilitate the development of services to crime victims that are accessible, effective, and
victim-centered.
Values
We believe that all crime victims should have access to high quality, culturally appropriate, victimcentered services.
Victim-centered means to keep the best interest of the victim at the forefront. Victim needs take
precedent over system needs, and the victim chooses what they need versus what is being offered.
Dollars follow victim needs.
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V.
Outcomes and Strategies
The Four Outcomes
The Strategic Plan for Crime Victim Services will guide the efforts of the State of Washington to achieve
four key Outcomes.
Outcome 1: Comprehensive services are available for all victims of crime.
Develop regional Crime Victim Service Centers that link resources to make comprehensive, culturally
appropriate services available to crime victims throughout the state. Ensure availability of both
immediate and sustained support services for victims, including financial assistance with emergency
needs, legal advocacy, and information on victim rights and resources.
Outcome 2: Standards for victim service providers are developed and
implemented.
Create a statewide advisory committee to recommend flexible service standards that recognize regional
and population differences. Develop standards that define core services and training requirements.
Develop specialized service standards for child and adolescent victim services building upon existing
standards.
Outcome 3: All victims of crime have access to information about rights and
resources.
Develop user-friendly information about crime victim rights and services, and publicize their availability
widely. Highlight local, regional, and state resources, systems, and procedures. Utilize existing
community networks to ensure cultural appropriateness and language accessibility.
Outcome 4: Culturally appropriate services are available for victims of crime in
marginalized or underreported groups.
Provide support for non-mainstream interventions, including services responsive to the whole person,
increased interpretation and translation, and services that address the specific needs of different
populations.
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The Strategies
Strategies are designed to increase service availability for general crime victims, such as victims of
financial fraud, physical assault, robbery, child abuse, vehicular assault, vehicular homicide, property
crime, and survivors of homicide victims. Details that further explain strategies within each Outcome
are presented in Appendix ii.
Strategies to Achieve Outcome 1: Comprehensive services are available for all
victims of crime.
1. Develop Crime Victim Service Centers that link resources to provide both immediate and
sustained support services.
Establish thirteen regions. Within each region, fund a Crime Victim Service Center. To the extent
possible, base regional boundaries on existing working arrangements among service providers.
Take into consideration the benefits and challenges of including both urban and rural areas within
a region.
2. Fund Crime Victim Service Centers with VOCA funds.
Use a geographic area and population formula for distributing VOCA funds for general crime
victim services on a regional basis. Each region will receive a base amount with an add-on that
takes into account geographic area and population.
3. Utilize an application for funding process.
Regions will be asked to submit a collaborative application. Each region will be responsible for
providing culturally appropriate services for marginalized or underreported groups.
Strategies to Achieve Outcome 2: Standards for victim service providers are
developed and implemented.
1. Develop flexible standards that recognize regional and population differences and allow
for reasonable solutions in areas with limited resources.
Create a statewide advisory committee to develop standards. To the extent possible, recruit
representatives from each region and crime type. The first tasks of the committee will be to:
reach agreement on basic principles and underlying values for standards, define project boundaries
and define the role and accountability of advisory committee members.
2. Focus on establishing standards for core services, hours and type of staff training required,
and criteria for training curriculum.
The committee will use input from service providers and victims collected during the strategic
plan process as a starting place for defining core services and training requirements. Models for
service standards will be reviewed. Standards will include culturally appropriate models and
service delivery strategies.
3. Develop specialized service standards for child and adolescent victims of crime.
A subcommittee will address specialized standards for children and adolescents. Models for
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service standards for children and juvenile victims of crime will be reviewed.
Strategies to Achieve Outcome 3: All victims of crime have access to information
about rights and resources.
1. Organize existing, and develop new, materials into discrete, small units and make materials
user-friendly.
Develop user-friendly information about crime victim rights and services. Consider developing a
handbook that catalogs: available services; a statement of victim rights; a victims’ guide to the legal
process; and a list of actions family and friends can take to support victims. Ensure that materials
are culturally appropriate and available in different languages.
2. Develop a marketing strategy to build public awareness of resources, and to reach multiple
communities, especially the marginalized and underreported.
Support service provider communication and coordination through the use of electronic tools.
Establish a statewide electronic handbook, organized by region, containing information about
rights and services. Include resources for special populations (tribal services, Hispanic services,
adolescents, children, developmentally delayed, etc.).
3. Provide training on victim rights and needs.
Provide training for specific groups of professionals, law enforcement, judges, court personnel,
mental health advocates, counselors and service providers who work with tribes and marginalized
or underreported populations on victim rights and needs. Include the voice of victims, and
approaches that respect cultural and ethnic sensitivity in curriculum development and training
events.
4. Promote a consistent approach to meeting victim legal advocacy needs.
Support victim access to legal advocacy through the development of relevant resources and
materials for service providers and victims.
Strategies to Achieve Outcome 4: Culturally appropriate services are available for
victims of crime in marginalized or underreported groups.
1. Support non-mainstream interventions.
Earmark funds for special projects that address the needs of diverse populations by promoting
non-mainstream interventions.
2. Support services that are responsive to the whole person.
Promote multi-dimensional assessment of need by promoting collaboration and communication
among service providers in order to respond to multiple needs of individuals.
3. Increase interpretation and translation activities.
Cleary define the role of translators and interpreters. Work within each region to increase the
availability of interpreters.
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4. Advocate for diversification of workforce.
Advocate for hiring a diversified victim services workforce and a diversified criminal justice system
workforce within regions that have a large population of marginalized or underreported groups.
Crime Victim Service Center Concept
In order to achieve Outcome 1, the Plan recommends the creation of Crime Victim Service Centers to
meet the needs of victims of crime in the State of Washington. A Service Center is envisioned as a
coalition of service providers who link resources to make comprehensive, culturally appropriate services
available to crime victims within each region of the state. It is anticipated that in most or all regions, an
existing organization interested in becoming a Victim Service Center will expand its mission to include
serving all victims of crime. This organization will sub-contract with other service providers in the region
and, if appropriate, with statewide organizations to ensure the availability of both immediate and
sustained support for adult, child, and juvenile victims of crime.
Perhaps the best way to think about the Center is to think of a "virtual center". The Center is not a
physical location. Instead it is a collaborative effort among service providers within a region to provide
comprehensive victims services to victims of all crimes.
The idea behind calling these collaborative relationships a Center is to build an identity and structure for
service delivery to general crime victims. A Crime Victim Service Center logo may be one way to
reinforce the Center concept. The logo would provide a visual way to identity all affiliated service
providers. Each service provider that is part of the collaborative effort could use the logo in a variety of
ways. It could display the logo at its facility, print the logo on brochures, or use it as a part of a phone
book listing. The logo could also help police, courts, and other service providers know where to refer
crime victims for services. The logo might also help victims to locate available services.
Rationale

It is more desirable for Washington to have services in all regions of the state, for all types of
crime, than to provide in-depth services for certain types of crime, in certain areas of the state.

The regional concept provides an infrastructure to deliver services for victims of all crime.

The regional concept encompasses the values of continuity, preserving resources within a
community, and providing predictable funding.
Funding and distribution of available resources

Initial funding will come from federal VOCA funds allocated for services to general crime victims
with a goal of increasing available funds to meet identified needs.

Funds will be distributed using a formula that assigns a base amount to each region along with an
add-on amount that takes into consideration population and geographic area.

To the extent possible, regional boundaries will follow existing collaborative and working
relationships among service providers and will consider the benefits and challenges of including
12
urban population centers and rural areas within a region. See Appendix vi for a map of these
regions.

In addition to the funds for each region, there will be a discretionary amount of VOCA funds that
regions or statewide organizations can apply for to address barriers or other factors for which
extra consideration should be given. Total funding available for such discretionary grants will be
equal to the base-funding amount used in the regional allocation formula.
Application process
It is envisioned that the application process for regions will be a collaborative, community approach.
Each region will submit one proposal stating what they plan to accomplish with the VOCA funds in their
region. As long as a region agrees on an application, the application will be funded. If more than one
application is submitted per region, then a decision on which application to fund will be made at the
state government level.
Core services and standards
The application will include a list of eligible services, even though formal standards will not be in place by
the time the initial application is issued. The application will ask a service provider to explain how they
will expand to be a Crime Victim Service Center and how they will work with others within the region.
Section VI of this Plan discusses the application process in greater depth.
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VI. Implementation Approach
Financial Plan
The Strategic Plan for Crime Victim Services has been designed to focus energy, and articulate and
prioritize goals and strategies for meeting the needs of victims of general crime. It is anticipated that the
Plan will be used as a fundraising tool. It provides decision makers with a clear statement of general
crime victim needs, and provides a strategic direction for meeting these needs.
The Strategic Plan is intended to guide the expenditure of VOCA funds for general crime victim
services, and to guide the expenditure of any new funds that are generated for general crime victim
services, such as Washington State General Funds or new federal grants.
Additionally, it is anticipated that once the Crime Victim Service Centers are operational, these Centers
will be in a good position to attract pro bono services, private contributions, foundation funds, and
other governmental grants at the local, regional, and tribal level to supplement VOCA funds.
The Briefing Book contains information on funding strategies used in other states to fund crime victim
services. The Briefing Book is posted on the OCVA website at: www.ocva.wa.gov.
VOCA Current Services
Currently, VOCA funds are awarded in three categories: 1) domestic violence emergency shelter and
advocacy services, 2) services for victims of sexual assault, and 3) services for victims of general crime.
VOCA funds are distributed equally among the three categories. The Strategic Plan provides guidance
for the 1/3 of VOCA funds designated for victims of general crime. The funding policy for allocating 1/3
of VOCA funds for domestic violence emergency shelter and advocacy services and the 1/3 of VOCA
funds for victims of sexual assault services will not change as a result of the Strategic Plan. What will
change is that domestic violence and sexual assault services will no longer be funded by the 1/3 of
VOCA funds designated for general crime victim services.
The Office of Crime Victims Advocacy assumes responsibility for the administration of the VOCA grant
on July 1, 2005. DSHS will continue to manage current general crime victim contracts through
September 30, 2005 at which time all VOCA contracts for services to general crime victims will
terminate. The 1/3 of VOCA funds designated for services for victims of general crime will be used to
implement the Strategic Plan. There will no longer be a competitive process for these funds.
VOCA Transition Plan
The Office of Crime Victims Advocacy will administer VOCA funds for general crime victim services.
OCVA will utilize a geographic/population formula for distributing funds among the 13 regions. A setaside will be established to address barriers or other factors that impact service delivery to marginalized
populations.
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Crime Victim Service Centers
The following three principles will guide the development of Crime Victim Service Centers. A regional
Center must:



Be victim focused
Provide services to victims whether or not they report the crime to state or federal
law enforcement
Provide services to victims whether or not the case is being prosecuted
As long as a service provider meets these guidelines, it can apply to be the contracting agency or to be a
sub-contractor within a Service Center. OCVA will contract with only one agency within a region. This
agency may deliver direct services or contract with others agencies to provide services. The goal is for
the Service Center to be a collaborative effort that reflects the thinking of the whole region.
Formation of a Crime Victim Service Center might happen like this:
Service providers within a region agree that there is one agency that is a natural fit to be the
contract agency. Currently this agency serves some general crime victims, sexual assault victims,
and victims of child abuse. It does not serve survivors of homicide victims, victims of vehicular
assault, or victims of other general crime, such as property crimes. Service providers decide
that the best way to provide these other services is for this agency to sub-contract with regional
service providers for some of the needed services and to contract with statewide service
providers for other needed services. The 1/3 VOCA funds can only be used for services to
general crime victims. Services for sexual assault victims must be funded through other funding
sources.
Another possibility is:
In one of the rural regions there are very few crime victim services. The service providers
within the region decide that the domestic violence agency is the best agency to become the
agency to contract with OCVA. The domestic violence agency broadens its mission to include
providing services to general crime victims. The domestic violence agency can use the VOCA
funds for general crime victims only to provide general crime victim services. It subcontracts
with other service providers in the region or from statewide organizations to provide services
that the agency is not able, or does not want, to increase capacity to provide.
These are just two examples. Regions will be encouraged to explore creative approaches within their
region. The goal is to meet the needs of victims of general crime within each region. The premise is that
the service providers within a region are in the best position to determine the best approach to
providing services.
The chart on the next page outlines the process for awarding contracts to Comprehensive Victim
Service Centers.
15
OCVA Process
Crime Victim Service Centers
Contract Award
July 2005


Develop application process.
Convene information meetings around the state to explain the Strategic Plan and
announce the allocation amount for each region.
August 2005

Invite all interested parties within a region to attend up to three, one-day planning
sessions. A facilitator and OCVA staff person will facilitate a discussion on how service
providers might work together to form a Crime Victim Service Center.
September 2005

Applications will be available.
Mid-November 2005

Deadline for application submittal.
January 2006


Initial awards will be for an 18-month period – January 2006 through June 2007.
Funds will be for a 21-month period to compensate for initial start-up costs.
The application process will utilize a collaborative, community approach. Each region will submit one
proposal stating what they plan to accomplish with the VOCA funds in their region. As long as a region
agrees on an application, the application will be funded. If more than one application is submitted per
region, then a decision on which application to fund will be made by OCVA.
Subsequent applications will be on a biennial cycle. Every two years, a region can review its application
and decide if it wants to place services in a different priority order, shift funding as needs within a region
shift, work with new agencies, or make any other changes that the region feels would benefit victims of
crime.
A Crime Victim Service Center will be expected to ensure the availability of both immediate and
sustained support services for adult, child, and juvenile victims. A list of essential services, permitted
services, and services that are not allowed will be developed by OCVA, and will be included in the
application. A draft list of services follows.
16
Draft List of Services for Crime Victim Service Centers
Essential Services
 Crisis intervention
 General advocacy
 Support groups
 Emergency client assistance (such as immediate financial assistance)
 Legal advocacy
 Assistance with crime victim compensation application
 Language, translation, and cultural services
 Information about victim rights
 Information about victim services
 Training
 Systems advocacy
Permitted services
 Therapy/counseling
 Medical advocacy
Services not permitted
 VOCA prohibited services
Demonstration Projects
The application process for applying for demonstration project funds will be developed during the first
year of Plan implementation. This will allow sufficient time for an in-depth discussion on the type of
demonstration projects that will be consistent with VOCA guidelines.
It is anticipated that demonstration projects will address service barriers or other factors that impact
service delivery to marginalized populations.
OCVA will develop an application process and timeline by January 1, 2006. It is anticipated that
contracts will be awarded by July 1, 2006.
VII. Evaluation
Outcomes
The four Outcomes mentioned earlier will be the basis for measuring progress in implementing the
Strategic Plan. The Strategic Plan Steering Committee will meet twice a year for the next five years to
discuss progress in meeting these four Outcomes. Each strategy within an Outcome will be the indicator
of progress toward meeting the Outcome. Data submitted by Crime Victim Service Centers and data
collected by OCVA on statewide efforts will be used to determine if strategies are being achieved. A
timeline for assessing progress towards meeting Outcomes will be developed by OCVA.
17
Data Collection
OCVA will, as part of the application process, define data collection requirements. At a minimum, Crime
Victim Service Centers will track number and victim type of clients served, and demographic information
such as age, sex, place of residence, race/ethnicity, and any other data elements required by the VOCA
grant.
Service Standards
Standards will not be developed prior to issuance of the first application for Crime Victim Service
Centers. It is anticipated that standards will be available prior to the June, 2007 reapplication cycle.
OCVA will convene a statewide advisory committee no later than January 1, 2006 to develop service
standards. The committee will complete its work by January 1, 2007.
18
Appendices
Appendix i: Relationship between this Strategic Plan, and Domestic
Violence and Sexual Assault Service Plans
The Strategic Plan for general crime victim services is consistent with the Domestic Violence Emergency
Shelter and Advocacy Services Plan and the Sexual Assault Services Plan. Each individual Plan works
toward meeting the four Outcomes articulated in this Strategic Plan for Victim Service through different,
but complementary approaches. The Outcomes are: 1) availability of comprehensive services for all
victims of crime, 2) standards for victim service providers, 3) access to information about rights and
resources, and 4) availability of culturally appropriate services for marginalized or underreported groups.
Domestic violence shelter programs that receive funds from DSHS must comply with applicable state
rules contained in the Washington Administrative Code (WAC 388-61A). This code addresses facility
requirements, requirements for shelter homes that are not part of a domestic violence service, service
requirements, and staff training and supervision requirements. Shelters apply to be considered for
funding, and if approved are eligible for funds that are distributed annually by a noncompetitive formula.
As part of the contracting process, shelters submit an annual renewal application.
Accreditation is required for any agency or program wishing to be designated as a Certified Sexual
Assault Program (CSAP). A CSAP is eligible for noncompetitive funding to provide core services in a
designated geographic area. Accreditation occurs every two years, during the first six months of the
state fiscal year. To receive accreditation, an agency must reach compliance with service and
management standards.
Standards exist for sexual assault core services, specialized services, and services for marginalized and
Native American populations. Standards specify definition of service, goal, activities, service recipients,
and staff and supervisory training requirements. Sexual assault services funded by the Violence Against
Women Act (VAWA) must meet the service standards established for sexual assault programs.
19
Appendix ii: Outcomes and Strategies Notes
These notes reflect input that was provided during the planning process from the Task Force, focus
groups, interviews and the survey. They provide additional detailed suggestions and examples of how
strategies might be implemented.
Outcome I: Comprehensive services are available for all victims of crime.
Additional notes to Strategies
 See Section VI: Implementation for greater detail on strategies 1-3.
Outcome 2: Standards for victim service providers are developed and
implemented.
Additional Notes to Strategies
 Strategy 2
The Service Standards Committee may want to consider developing general service standards that
crossover all crime types and specific standards by crime type for services unique to a crime type.
It also may want to advocate for Washington Prosecutors Association (WAPA) to review
victim/witness coordinator standards to ensure that there is coordination between the general
crime victim service standards that are developed and victim/witness coordinator service
standards in order to ensure efficient and effective service delivery to victims.

Strategy 3
The National Children's Alliance, Children's Advocacy Center service standards, and FBI standards
for child victims/witnesses may provide a model for victims of crime service standards for children
and adolescents.
Outcome 3: All victims of crime have access to information about rights and
resources.
Additional Notes to Strategies
 Strategy 1
Include victims in the review of existing materials and in the development of new materials to
ensure that materials are user friendly, e.g. qualification for emergency funds, availability of Crime
victim compensation.
Consider providing materials in large print, Braille, and audio formats.
One existing resource that might be helpful is the wallet-size card used by the FBI that lists the
federal law for victim rights on one side, and a list of services available on the other side.

Strategy 2
Distribute information and materials in places where people go, such as hospitals, grocery stores,
doctors' offices, hair salons, bathrooms, restaurants, bowling alleys, train and bus stations, hotels,
and local and regional bus shelters.
Educate workers who are most likely to have initial contact with victim, such as medical providers,
police, "211" information & referral line, crisis lines.
20
Present programs in schools, churches, etc. on what it is like to be a crime victim and where to go
for services.
When appropriate and safe for specific crime categories or situations, seek out victims by tracking
crime reports, newspaper articles, and inform victims of availability of materials and services.
Tap into existing community networks (block watch, etc.) with prevention, awareness, and
referral information.

Strategy 3
Whenever possible, training events need to be coordinated with existing forums.

Strategy 4
One way to increase accessibility to legal advocacy is to develop a legal handbook that includes a
statewide database for attorneys who provide pro bono legal services, a guide to legalese, and a
realistic explanation for victims of what is going to happen during the court process. The
handbook would define the role and availability of legal advocates. The handbook should also
include resources for special populations, such as victims who are developmentally delayed. The
handbook would be translated into languages according to population size in the state.
The effort to increase accessibility to legal advocacy should be coordinated with appropriate
agencies. Input from the National Crime Victim Bar Association might be helpful.
One approach to promoting comprehensive access to legal advocacy would be for Crime Victim
Service Centers to promote the availability of advocates to help victims fill out legal paperwork,
act as a coach through legal system, and to increase the availability of legal advocates for tribal
members and for different language groups.
Outcome 4: Culturally appropriate services are available for victims of crime in
marginalized or underreported groups.
Additional Notes to Strategies
 Strategy 1
Special projects might involve informal groups, families, community institutions, and local media in
increasing awareness of victim needs and services or building relationships among victim service
providers, community service providers, or natural community resources. Or, a special project
might look at the use of community outreach strategies to educate service providers on availability
of resources for crime victims. Another project might look at the use of non-criminal justice
approaches that victims trust and that meets victim needs.

Strategy 3
Ways of increasing interpretation and translation activities might include: translating legalese;
developing flow charts of the criminal process, including a translation of different crime types; and
increasing the availability of interpreters to explain the court process, as well as to explain legalese
and to help the victim and the court understand cultural differences within the court setting.
Training would be done outside of the courtroom setting.
21
Appendix iii: Input Process Results
Crime Victim Needs
Needs were identified through Task Force discussion, review of the Task Force Report on Underserved
Victims of Crime, focus groups, interviews, and an Internet survey.
Common Themes Identified by Victims and Victim Service Providers










Need more training for law enforcement, judges, advocates, and counselors on
victims issues
There is a lack of services for child victims
Victims and others in the system lack info on victim rights
There is a lack of access to info about emergency funds for crime related expenses
Need more public awareness of crime victim needs/experiences - need information
on what it is like to be a crime victim. Friends and families need to know what they
can do to support a victim
Need a phone number like '911' for victims to call to find out about services
Victims need assistance at the time of the crime and they need ongoing support
Victims need legal assistance
Transportation is a significant barrier to obtaining services
Victim services for all victims should be well funded and well organized
Issues Identified by Victims and Potential Strategies Not Highlighted by Service
Providers







Victims need a realistic appraisal of the legal process (e.g. restraining orders, court
process, times for court hearings changing, guide to legalese)
Victims are frustrated and angry at court systems - they express loss of faith in the
system
Immediate financial assistance is a need
Victims are interested in mentoring other victims
Victims need counselors who look like them: someone with whom victims can
identify
Victims are interested in helping train law enforcement officials and judges
There is a need to get word out about services, no matter how meager the services
22
Issues Identified by Service Providers and Potential Strategies Not Highlighted by
Victims




Need for collaboration—nonprofit organizations and victim witness services need to
work together
There is a disparity between urban and rural needs
Greater access to appropriate language and cultural services is needed
There is a lack of funding for crime victim services
A more detailed report on the input process is posted on the OCVA website at: www.ocva.wa.gov.
23
Appendix iv: Newsletters
The newsletters provided information on the plan process and opportunities for input during the
process. Newsletters are posted on the OCVA website at: www.ocva.wa.gov.
24
Appendix v: Briefing Book
This Briefing Book was prepared for the Stakeholder Task Force as a starting point for working together
to more fully understand the experiences of crime victims throughout the state and the experiences of
multiple efforts to meet the needs of victims.
Part I of the Briefing Book provides basic organizational information about the planning process and the
Task Force, as well as contact information for Task Force members, the Steering Committee, and the
planning consultants. Part I also contains information about strategies that were used for gathering
additional input as part of the planning process.
Part II of the Briefing Book provides background information about crime and services for victims in
Washington. Part II also summarizes state and federal requirements for victim services, the results of
related planning processes, practices in other states, and information on cores services and standards
for services for victims. Part II was revised in March 2005 to reflect input from the Task Force during
the planning process. The Briefing Book is posted on the OCVA website at: www.ocva.wa.gov.
25
Appendix vi: Map of Regions
26
Appendix vii: Schedule of Meetings
Date of
Meeting
County(ies)
Region No.
Time
Location of
Meeting
26-Jul
King
1
9:00 - 12:00
Seattle
27-Jul
Spokane
3
1:30 - 4:30
Spokane
29-Jul
Snohomish; Island
4
9:30 - 12:30
Everett
9-Aug
Ferry; Stevens; Pend
Orielle
6
9:00 - 11:00
Colville
9-Aug
Grant; Lincoln; Adams;
Whitman
8
2:00 - 4:00
Davenport
15-Aug
Okanogan; Chelan;
Douglas
9
1:00 - 3:00
Wenatchee
17-Aug
Skamania; Klickitat;
Yakima; Kittitas
10
9:30 - 11:30
Yakima
17-Aug
Benton; Franklin; Walla x
2; Columbia; Garfield;
Asotin
7
2:30 - 4:30
Walla Walla
18-Aug
Clark; Cowlitz;
Wahkiakum
5
9:00 - 12:00
Kelso or Longview
18-Aug
Pacific; Lewis; Grays
Harbor; Thurston;
Mason
11
2:00 - 5:00
Olympia
24-Aug
Whatcom; Skagit; San
Juan
12
9:00 - 11:00
Mt. Vernon
24-Aug
Clallam; Jefferson; Kitsap
13
2:00 - 4:00
Pt. Townsend
26-Aug
Pierce
2
:00 - 4:00
Tacoma
27