Produced by:
In the Fall of 1991, recognizing the need for a coordinated, long-term plan to address violence, Government established a Committee to Develop a Provincial Strategy Against Violence. This executive level committee is chaired by the Women's Policy Office and has representation from the Departments of Health, Social Services, Education, Justice and Cabinet Secretariat. Working groups on violence against women, children, and elderly and dependent adults were formed to draft a coordinated plan. The reports of these working groups were used to formulate A Consultation Paper on Building A Provincial Strategy to Address Violence Against Women, Children, and Elderly and Dependent Adults. This consultation paper was published in April, 1993.
During 1993 and early 1994 a consultation process was underway. This process included a networking phase to gather information and provide the Consultation Paper to as many groups and individuals in the province as possible. Five consultation workshops were held across the province. In addition, there were meetings with community groups throughout the process and individuals were encouraged to provide written feedback on the proposals for action.
In March, 1994, a Provincial Planning Meeting with representation from all regions of the province was held in St. John's to provide feedback on the draft Consultation Report and to help establish priorities for action. The Consultation Report and the Report of the Planning Meeting were distributed in April and May, 1994.
Government officials have now drafted a plan of action, taking into account the original proposals outlined in the Consultation Paper and the recommendations of the Consultation Report.
Government recognizes that solutions to the problem of violence against women, children, and elderly and dependent adults cannot be reached by government acting alone. Collaborative efforts between government and the community are much more likely to be successful. In this regard, in addition to collaboration with community groups, the provincial government will explore the possibility of entering into formal arrangements with the federal government to share funding and responsibilities for initiatives to address violence. The plan of action is based on the need for partnerships between government and the community, the need for a coordinated effort, and the need for everyone to make preventing violence a personal goal.
When the Consultation Paper was published in 1993, available data from 1991 and 1992 were reported. These data are updated below.
In 1992-93 there were 1451 cases of child sexual abuse, 983 cases of physical abuse and 328 cases of emotional abuse of children reported to the Department of Social Services. At the same time social workers responded to 1919 general protection concerns. All these statistics represent an increase in reports over the previous year.
In 1993 the Royal Canadian Mounted Police (RCMP) reported that there were 305 spousal assault cases (274 committed by males and 31 by females) in the areas of the province which they police. The Royal Newfoundland Constabulary (RNC) reported that they responded to 1,038 domestic disputes in the St. John's area in 1993, up from 854 in 1992.
In 1993-94, 137 (16.6%) of those admitted to correctional institutions in the province had been convicted of sexual offenses. Another 377 (45.6%) had been convicted of serious assault, other assault or violent offenses against the person. We do not know how many of the victims of these assaults were women, children, elderly or dependent adults.
The Centre for Justice Statistics in Ottawa indicated that there were 1,294 sexual assault cases in Newfoundland and Labrador in 1993.
In November 1993, Statistics Canada reported on a national survey on male violence against women conducted between February and June, 1993. Approximately 12,300 Canadian women, eighteen years of age and older, were interviewed in-depth by telephone about their experience of physical and sexual violence since the age of 16, and about their perceptions of personal safety. This is the first national survey of its kind anywhere in the world. The survey included questions on behaviours considered an offence under the Canadian Criminal Code. While it is recognized that there are other forms of abuse (e.g. emotional and psychological) the survey was limited to Criminal Code definitions of violence in order to ensure the validity of the research. This survey confirms what other research suggested: that women face the greatest risk of violence from men they know.
While women in Newfoundland reported the lowest rates of violence (33% - the national average was 51%), the incidence of violence against women in Newfoundland is still much higher than has been reported through criminal justice statistics. Ten percent of the women surveyed had experienced violence in the 12 months prior to the survey. In this group the incidence in Newfoundland was closer to the national average at 8%.
Only 14% of all violent incidents reported by respondents to the Canadian survey were reported to the police. Wife assault and other physical assault (26% and 28%) were more likely to be reported than sexual assault (6%) . It should be noted that there was no significant difference in the incidence of wife assault in rural and urban areas, although there was a lower rate in rural areas when all forms of violence against women were taken into account.
The Statistics Canada Survey on Violence Against Women indicates that many incidents of violence against women are never reported to the police. Similarly, incidents of violence against the elderly, dependent adults or the disabled are rarely reported. While anyone who has knowledge of or suspects abuse of children must, by law, report this to child welfare authorities or the police, it is reasonable to assume that cases of violence against children go undetected and unreported. Lack of awareness about what constitutes abuse and how to access services contributes to under-reporting.
Our vision is that the people of this province will live in safe, caring communities where there is an inherent respect for each other and violence is unacceptable.
In order to achieve our vision there are two goals related to prevention and service delivery which form the basis of the action plan. These are:
Prevention
Services Delivery
Prevention of violence is everybody's responsibility. Public education programs should be available to assist people of all ages to resolve their conflicts without the use of violence.
The social and cultural roots of violence are based on inequality. While all women, children, elderly and dependent adults are vulnerable to violence, some groups are at higher risk due to disability, sexual orientation, or racial origin. Society re-enforces this discrimination through the expression of sexism, ageism, poverty, homophobia, and racism.
Violence and the threat of violence continue to deprive many people of the ability to achieve their full potential and contribute to society.
People have a right to a safe and secure environment.
The "best interest of the child" is paramount. Children have the right to understanding. The responsibility to prevent child abuse and neglect is shared by families, communities and government.
The elimination of violence requires a comprehensive response including prevention, public education, services and enforcement of the law.
Services for survivors of violence must be designed to reduce trauma, eliminate re-victimization and promote healing.
Offenders must be held accountable for their behaviour. The punishment of offenders without appropriate prevention, treatment and management will not reduce the risk of re-offending.
The Proposals for Action section of the Consultation Paper published by Government in 1993 was divided into five categories: Legislation/Policy; Direct Services; Community/Agency Programs; Education/Prevention and Research/Data Collection/Evaluation.
The Consultation Report (April, 1994) recommended that the Direct Service Strategies and Community/Agency programs should be linked under one heading in the final plan. This document reflects that recommendation. The two goals stated above are related to service delivery and prevention - the two major elements in a client-focused approach. The other categories of Legislation/Policy and Research/Data Collection/Evaluation are included to facilitate comparison of the final plan to the 1993 Consultation Paper. Strategies in both these categories will assist in reaching the overall goals of improving service delivery and prevention programs.
To eliminate gaps or barriers in legislation/policies that may have an impact on victims of violence who are more disadvantaged because of their age, race, sexual orientation or disability.
To ensure that all appropriate Government departments and agencies which provide direct services to the public, including health care facilities, have policies and protocols for responding to victims of violence and that interdepartmental/interagency protocol are developed.
To implement policies mandating training and awareness sessions on violence for appropriate Government employees.
The preparation and passage of the new Child Welfare legislation is a priority for the Department of Social Services. It is recognized that the present Act is not adequate to meet the needs of children and families. It does not reflect present day philosophies and practices for working with children who are in need of protection, for children with special needs and for supporting and strengthening families.
Process for Implementation:
Draft legislation be prepared and presented to the House.
Public consultation into the proposed legislation.
Any required changes be incorporated into the Act.
A new Child Welfare Act will be passed and proclaimed.
The above process will facilitate passage of a new Act while also allowing for public input.
Timeframe:
Budget:
Process for Implementation:
Introduce legislation to the House.
Discussion of the proposed Act occurs.
New Child Care Act passed and proclaimed.
Timeframe:
Implementation beginning in 1995-96.
Process for
Implementation:
Identify committee members for continued work.
The committee will make the necessary revisions ensuring that the issues identified in this strategy statement are addressed in the revisions.
Submit a revised Act to the senior executive of the Department responsible for the Act.
Budget:
Process for Implementation:
Responsibility:
There is no salary paid during a social work student's work term. Other costs can be absorbed within existing budgets.
Review legislation, policies, protocols and program delivery to identify gaps or barriers.
Implement proposed changes.
Ensure new legislation, policies, protocols and program delivery mechanisms take the needs of these groups into account.
Timeframe:
Budget:
Process
for Implementation:
Ensure that the Strategy Against Violence becomes part of the proposed Social Strategic Plan.
Budget:
Process for Implementation:
Establish protocol development committees to develop interdepartmental protocols on violence against women and violence against elderly and dependent adults.
Provide training to appropriate staff on the protocols.
Implement the protocols.
The protocol development on violence against women will be led by the Women's Policy Office.
The protocol development on violence against elderly and dependent adults will be led by the Department of Health.
Implementation will be the responsibility of all the departments, co-ordinated by the Co-ordinating Team.
Budget:
Process for
Implementation:
Some issues to be addressed are:
Are the police/crown attorneys actively pursuing cases of domestic violence?
Should crown attorneys specialize in the area of family violence?
Do victims have a basic knowledge and understanding of the law, i.e. access to Legal Aid, details of the Matrimonial Property Act, etc.?
Host a public forum to address the above issues and brainstorm about solutions.
Timeframe:
Budget:
Process for
Implementation:
This protocol will be ready for release in early 1995.
Budget:
Process for Implementation:
The draft policy will be submitted to the Departmental executives for revisions and approval.
The approved policy statement will be communicated to all health facilities through a method which is selected by the Department of Health.
The Department's role in monitoring compliance with the policy will be determined by the executive in consultation with the Abuse of Person's Committee and other appropriate staff within the Department.
Budget:
Process for
Implementation:
Identify the goals of each department around the issue of violence.
Identify front-line delivery service workers most in need of training. Training must be mandatory for the aforementioned and include all police and social workers.
The training must be multi-disciplinary in nature and utilize a "train the trainers" approach.
There must be a mechanism in place for testing (at the time) and evaluating the process (follow-up surveys).
Form a joint committee that will develop and write policy.
Develop a directory of services that describe policy, training, and related issues.
Timeframe:
Budget:
Process for
Implementation:
Consider the safety concerns for women.
Consider the training and resources needed to implement such legislation.
If the decision is made to proceed - draft legislation and table it in the House.
Timeframe:
Budget:
To increase the capacity of community agencies to deliver services to victims of violence and sponsor prevention programs.
STRATEGIES
Process
for Implementation:
Complete the hiring process.
Develop job descriptions for the departmental Co-ordinating Team members.
Designate Co-ordinating Team members.
Incorporate the co-ordinating duties into the team members job description and responsibilities, adjusting other responsibilities as necessary to allow for 25% of their time to be dedicated to their co-ordinating function.
Co-ordinator and the Co-ordinating Team develop a work plan for their first year.
The travel budget for the other Co-ordinating Team members will be covered by their departments.
Implementation
Plan:
Building on existing efforts, establish co-ordinating committees in each region of the province. Membership should include government employees, agency employees, representation from appropriate advocacy groups and consumers.
Develop guidelines for the role and mandate of these committees, assuring that they have a similar role and mandate, leaving some flexibility for regional differences and committee priorities.
Timeframe:
Budget:
It is anticipated that there would be six co-ordinating groups, one in each of the Community Health Board Regions. The annual budget for this strategy will be $12,000.
Process
for Implementation:
An outreach program strategy will be developed to satisfy the direct service needs of victims in rural areas of the province currently not served by a Victim Service office.
The engagement of (paraprofessional) Victim Service facilitators in rural areas of the province will be explored as a means of widening the network of victim services in the province while also ensuring a high quality level of service delivery.
The consolidation of current partnerships as well as the development of new partnerships with other government agencies, (Health, Social Services) other components of the criminal justice system as well as non government organizations will be actively pursued.
Timeframe:
Budget:
Implementation
Plan:
Implement a clinical treatment program at H.M. Penitentiary for high risk sex offenders as a more intensive intervention program which complements the five sex offenders psycho-educational initiatives in various areas of the province.
Develop and implement a community-based relapse prevention strategy for sex offenders and male batterers through the enhancement of current partnerships with the Multi-Agency Committee on Sex Offenders (MACSO) and the Network on Male Batterers.
Develop and implement internal as well as inter-agency protocols on sexual assault and spousal assault which promote the concepts of information-sharing and "case tracking" with the twin objectives of ensuring the personal safety of (potential/past) victims and reducing the risk of re-offending.
Timeframe:
Budget:
Process for Implementation:
A risk classification instrument used to identify an individual's assessed level of risk will be applied universally to all probation admissions with more frequent contacts maintained on behalf of higher risk offenders.
Joint training sessions between Victim Services staff, Probation Officers, Classification Officers and Violence Liaison Officers in correctional centres will be conducted for the purpose of ensuring more effective information-sharing among professionals in the interests of reducing the risk of re-offending.
Timeframe:
Budget:
Process for
Implementation:
Future planning by the Department of Social Services to address this area involves:
The creation of a community-based Intensive Intervention Program for young offenders (1994-1995);
Continued staff training in the area of sexual offences and treatment methods;
Support for and participation in MACSO as the committee to coordinate the development of services to offenders;
Ensure that a coordinated effort to protect victims of sexual violence is maintained by the improvement of treatment services to all sex offenders. It is recommended that MACSO be funded to provide leadership and coordination in this area.
Timeframe:
Budget:
Process
for Implementation:
The program will include an outline of basic support and crisis strategies which can be implemented in all agencies.
The completed program will be distributed by all participating departments to their respective agencies/service settings.
A contact person in each department will be designated to provide guidance to staff regarding use of the program and accept feedback on its level of effectiveness.
The original working group will meet twice a year to consider feedback and make revisions to the program.
Timeframe:
Budget:
In 1996-1997, a $10,000 travel budget will be required for this initiative.
A.
Multidisciplinary Service Centre
Develop a plan to facilitate co-ordination at the management and service delivery level.
Provide staff orientation and training
Provide orientation and training for staff.
It is proposed that this model be evaluated in two or three locations where it already exists, or can be accomplished quickly.
Process for Implementation:
Develop, in consultation with the agencies involved, an evaluation plan.
Proposed budget for all pilots:
Staff: For A - it is proposed that one staff person from the agencies involved be assigned to facilitate co-ordination on a full time basis for the pilot project period. Duties would include planning for co-ordination that would occur without a full time staff person dedicated to that role. Other agencies would be expected to provide in kind support (eg. clerical services). Annual Budget - $45,000.
Orientation & Training: $50,000 (over two years for all pilots)
Evaluation: $50,000 (over two years for all pilots)
Total for four pilots over two years - $190,000
Process for Implementation:
Create a dedicated fund to be made available to community agencies to develop proposals for funding to be submitted to federal government agencies or private foundations.
Timeframe:
Budget:
Process
for Implementation:
Establish expertise within government to assist groups with proposals for external funding and provide a clearinghouse for information on possible funding sources.
Budget:
Process for Implementation:
Establish a committee to review financial arrangements. (1994-1995)
Develop new funding guidelines if needed. (1995-1996)
Process for Implementation:
Budget:
Process for
Implementation:
A special Request for Proposals (RFP) will be circulated provincially inviting submissions from appropriate agencies (e.g. family shelters) for the selection of a model and demonstration of a safe home in a rural area of the province which is linked with an existing shelter.
An independent evaluation of the model and its pilot application will be conducted to assess the feasibility of transferability to other areas of the province.
A universal fee-for-service model contract will be developed to ensure a uniform funding mechanism.
Fee-for-Service (Demonstration Phase) $10,000, 1996-97.
Implementation
Process:
The Provincial Coordinator on Violence will liaise with the Department of Health to determine the effectiveness of the Continuing Care Program and determine the need for further action.
The Coordinator will liaise with the Department of Social Services since it also delivers home support programs.
Process
for Implementation:
Funding will continue to be provided from the Community Contributions Fund for the facilitation of self-help groups for adult survivors.
Process
for Implementation:
Time-frame:
Process
for Implementation:
Participants at the Labrador consultation expressed concern about community action to assist victims because of fears for their own safety. Discussions will be held with residents to explore ways of changing police services to more adequately meet their needs.
Budget:
OBJECTIVES
To encourage everyone to act to eliminate violence.
To encourage involvement of a wide range of community groups in the development and delivery of prevention programs.
Process For
Implementation
Develop six 30 second television and radio advertisements targeting youth, adults and seniors.
Develop complimentary poster(s) and literacy appropriate print resources.
Implement and evaluate the Provincial Public Awareness campaign over a four-year time frame.
Year 1 - develop three ads
Year 2 - implement and evaluate
Year 3 - continue to run ads, based on
evaluation results develop three new ads
Year 4 - implement and evaluate
Process for
Implementation:
Agenda item for the Atlantic Province's meeting of Ministers Responsible for Status of Women.
Process
for Implementation:
Coordinate new developments.
Budget:
Process for Implementation:
Establish a Working Group to coordinate the development and pilot implementation of the Violence Peer Education Project.
Develop peer education learning resources including the following:
- print
- workshop format
- video (3 vignettes, targeting youth,
adults, seniors)
Link resources development to the Provincial Public Awareness campaign. Both need to be complimentary and congruent.
Pilot the peer education learning resources in one region.
TOTAL $65,000
Process
for Implementation:
Departments give priority to program development and continued support for preventive programming by incorporating programs such as parenting education and peer support and education into Departmental Strategic Planning and Core Programming.
To ensure a safe learning environment for all students.
To ensure that teachers, instructors and faculty members are aware of the impact that having been the victim of violence can have on the lives of students.
To ensure that those training for human service professions at the university and colleges are knowledgable about violence issues.
A submission specifically addressing the issues of domestic violence and the need for curricula in family management skills will be made to the Family Studies Review Committee.
The development of curriculum modules to address students' rights and responsibilities as citizens, as alleged perpetrators or victim's of criminal offenses, as members of the school community, and as members of social groups at the family and community levels. ( A Classroom Issues Report recommendation. The Classroom Issues Committee, a group with representatives of the Newfoundland and Labrador Teacher's Association [ NLTA ], Newfoundland and Labrador School Boards Association [ NLSBA ], and the Departments of Education, Health, Social Services, and Justice, is mandated to examine issues impacting on classroom instruction. The report of this committee will be forwarded to the Social Policy Committee of Cabinet on completion.)
The Department of Education ( Division of Program Development) is responsible for the development of curriculum.
Curriculum modules recommended in Implementation point 3 is contingent upon Classroom Issues Report response. If approved, this project would require a medium term response.
Process for Implementation:
Timeframe:
Budget:
Process for
Implementation:
Develop school violence policy at both the Department of Education and school district levels. Policy should adopt a Safe Schools model and positively encompass both the preventative and reactive aspects of school safety. ( A Classroom Issues Report recommendation ).
Provincial policy development for schools is the responsibility of the Department of Education.
Policy development is contingent upon the Classroom Issues Report response. If approved, this project would be short term.
The formulation of policies on sexual assault / harassment and the production of educational materials or handbooks to support those policies;
The availability to staff and students of educational materials on child abuse, dating violence, wife abuse, elder abuse, and the abuse of dependent adults, and;
The inclusion of violence issues in the core curriculum of professional schools and human service training programs at the colleges.
Process for Implementation:
OBJECTIVES
To encourage professional organizations to ensure their members are aware of and sensitive to the issues of violence.
Process for
Implementation:
Determine the criteria/prerequisites to access the courses.
The topic will be mandatory in future orientation programs. Ensure all front-line workers receive orientation.
The Royal Newfoundland Constabulary will provide on-going training on family violence awareness to all members including management and officers.
Process for Implementation:
Preference/priority will be given to front-line service delivery workers.
Process for
Implementation:
Make recommendations for core professional development materials to be available in all human service offices throughout the province.
Process of Implementation:
Other options for obtaining grants/fellowship (eg. from Federal Government) should also be explored.
Implementation
Plan:
Facilitate information sharing between professional groups.
Budget:
Process for
Implementation:
If necessary, modify the workshop materials to fit with the Newfoundland and Labrador context.
Sponsor workshops across the province.
OBJECTIVES
To ensure on-going research and evaluation of all components of the provincial strategy on violence.
To conduct research to plan appropriate interventions.
STRATEGIES
Implementation
Plan:
Ensure that data collected can be collated for a uniform provincial overview.
Build on data systems already in place or in the planning stages, to improve the availability of data needed to track the effectiveness of the strategy.
Explore mechanisms for the coordination of research in the province that are related to strategy issues.
Process for Implementation:
Conduct a comparative analysis of the types of victim services available with the assessed service need of the typical client population in specific regions.
Utilize Regional Advisory Committees on Victim Services to conduct the analysis.
Process for
Implementation:
Research is required to define issues and to determine antecedents to the crimes so that prevention and treatment programs can be designed.
The Youth Corrections Division will continue to conduct research related to its client population.
Implementation Plan:
Develop an evaluation plan for the strategy after all components are finalized.
Ensure data needed for the evaluation is being collected.
Include consultation with all involved government departments and agencies, community groups and consumers as part of the evaluation plan.
Note: Evaluation for the pilot project has been costed separately in Service Delivery Strategy #8 section.
The plan of action outlined in this document includes a number of initiatives that can be accomplished within existing budgets and other initiatives that require new funding. The total cost of new initiatives is $1,355,000 over five years.
The Provincial Strategy Against Violence outlines initiatives to be undertaken until the year 2000. Initiatives to address violence will be needed beyond that time period. Planning will continue and evolve over time as the evaluation of initiatives in this plan continues and the need for new initiatives emerge.
PROVINCIAL STRATEGY AGAINST VIOLENCE - ACTION PLAN
BUDGET 1995-2000 FOR NEW OR EXPANDED INITIATIVES
Strategy
(Responsibility) 1995-96 1996-97 1997-98 1998-99 1999-2000 Total
Co-ordinator/Travel $60,000 $60,000 $60,000 $60,000 $60,000 $300,000
(WPO)
Regional Co-ordination 12,000 12,000 12,000 12,000 12,000 60,000
(WPO)
Expansion of
Victim Service (J) 50,000 50,000 50,000 50,000 200,000
Programs for
Adult Offenders (J) 10,000 10,000
Programs for
Juvenile Offenders 10,000 10,000
(DOSS)
Training for
Govt. Personnel (H) 10,000 10,000
Pilot Projects (WPO) 95,000 95,000 190,000
Safe Homes (J) 10,000 10,000
Advertising Campaign 170,000 40,000 200,000 40,000 450,000
(H/WPO)
Peer Education (H/E) 45,000 20,000 65,000
Evaluation (WPO) 5,000 10,000 15,000 5,000 15,000 50,000
TOTAL $97,000 $462,000 $292,000 $327,000 $177,000 $1,355,000