Accountability and outcomes

The Family Violence Outcomes Framework translates Victoria’s vision to end family violence as outlined in Ending Family Violence: Victoria’s 10 year plan for change. Initiatives under the second RAP contribute to all four domains of the Family Violence Outcomes Framework.

Most directly, they contribute to the workforce outcome under Domain 4: The family violence and broader workforces across the system are skilled, capable and reflect the communities they serve.

Figure 8: Family Violence Outcomes Framework domains

Domain 1: Prevention

Family violence and gender inequality are not tolerated.

Domain 2: Victim survivors

Victim survivors, vulnerable children and families are safe and supported to recover and thrive.

Domain 3: Perpetrators

Perpetrators are held accountable, connected and take responsibility for stopping their violence.

Domain 4: System

Preventing and responding to family violence is systemic and enduring.

At a more detailed level, Table 5 shows the outcomes we expect to see from successful implementation of all initiatives under each focus area at the end of the RAP 2 period. Evaluation planning will begin shortly after the release of the second RAP, to enable baseline data collection. These short-term outcomes will be used as an input to the development of a more comprehensive monitoring framework to guide the evaluation.

Table 5: Outcomes by 2026

Focus area	Expected outcomes at end 2026
Growing the workforce	There is greater integration between attraction and recruitment activities across different parts of community services, with early combined initiatives being developed. There is a higher level of awareness of family violence and sexual assault and broader community services as a career option for school leavers and new graduates. New strategies have been identified to attract more people into the perpetrator workforce. Workforces across different sectors and settings have greater capability to contribute to the primary prevention of family violence.
Supporting strong organisations and workforce culture	Organisational leaders in family violence and sexual assault services are more confident in leading and managing the impacts of the sector’s expansion. Organisational leaders and managers in family violence and sexual assault services are making use of resources to support best practice supervision, lived experience and promoting and modelling health, safety and wellbeing in the workplace. A consistent set of job classifications and role descriptions have been identified across the family violence response and sexual assault sectors, and are starting to be used by services.
Building capability	The MMQ policy review is complete, and findings have been implemented. An Aboriginal-led pathway to meeting the MMQ policy has been developed. The full suite of family violence accredited training is complete and is being delivered. Training quality and effectiveness is being tracked more systematically, and is connected with the MARAM Maturity Model. The sexual assault capability framework is complete and is being applied across sexual assault services.
Building a system that works together	MARAM perpetrator-focused training is being delivered, children and young people practice guidance has been released. Maturity Model is being implemented by services and outcomes of the MARAM five-year review have been implemented. We have a clear picture of the current primary prevention workforce across diverse sectors and settings. Workforce data is being collected on a more regular and consistent basis and data analysis is influencing workforce strategy for the family violence and sexual assault sectors.

Evaluation planning will begin shortly after the release of the second RAP, to enable baseline data collection. These short-term outcomes will be used as an input to the development of a more comprehensive monitoring framework to guide the evaluation.

Updated 9 August 2024