FUTURE-PROOFING SAFETY
Surfacing inequality and building service capacity for crisis-ready responses
Final report: COVID-19 and family violence in Victoria 2020-2021
START
HOW TO USE THIS REPORT
ACKNOWLEDGEMENT OF COUNTRY
The Future-proofing safety consortium respectfully acknowledges the Kulin Nation as Traditional Owners of the land where we operate. We acknowledge Aboriginal and Torres Strait Islanders as the first peoples of Australia. Sovereignty was never ceded, and Aboriginal and Torres Strait Islanders remain strong in their connection to land, culture and in resisting colonisation.
ACKNOWLEDGEMENT OF SUPPORT
The project was led by the Centre for Family Research and Evaluation (CFRE) at Drummond Street Services, the Centre for Innovative Justice and the Australian Institute of Family Studies, in collaboration with Sector Partners GenWest and Good Shepherd. We would like to thank Supporting Organisations, who gave their time to support the case file review and the recruitment of service user participants, and all members of our Advisory Group who generously gave their time throughout the life of the project.
We would like to acknowledge the commitment of practitioners and organisational leaders to this research project from across a broad range of sectors within the family violence service system, who gave up their time to participate in this research during Victoria’s protracted lockdowns, ongoing surges in COVID-19 case numbers and heightened risk and need amongst service users. Thank you for sharing your insights and for generously giving your time to this project.
Finally, we would like to thank the service users who took time to talk to the research team about their family violence experiences and service interactions during COVID-19. We would like to thank them for their time and generosity in sharing their experiences for the purposes of this research project.
TABLE OF CONTENTS
Click on the items below to jump to a section or click the button to read through the interactive report
Read full report
introduction
Part 2: Service system experiences
Terms and abbreviations
4. Organisational responses
Research foundations
5. Barriers in response to demand
Key research components
Key findings summary
crisis readiness framework
Crisis readness principles
Part 1: Service user experiences
About crisis readiness
1. Increased demand for services
Steps of crisis readiness
2. Complexity of presentations and co-occurring need
3. Changes in types of family violence
TERMS AND ABBREVIATIONS
F - S
A - F
ACCO
AFM
AIFS
AOD
AVITH
CALD
CFRE
CIJ
CLC
Contact hours COVID-19
CRM system
FDR
FSP
Aboriginal Community Controlled Organisation
Affected family member
Australian Institute of Family Studies
Alcohol and other drugs
Adolescent violence in the home
Culturally and linguistically diverse
Centre for Family Research and Evaluation at Drummond Street Services
Centre for Innovative Justice at RMIT University
Community legal centre
Hours spent doing face-to-face client work (e.g., sessions) Coronavirus disease of 2019
Client record management system
Family dispute resolution
Flexible Support Package
TERMS AND ABBREVIATIONS
A - F
F - S
Family Violence Intervention Order Gamma hydroxybutyrate, a depressant drug often used recreationally or given to someone non-consensually The CRM system used by Drummond Street Services during the research period
Local government area
Lesbian, gay, bisexual, trans and gender diverse, intersex, queer and questioning, agender and asexual Family Violence Multi-Agency Risk Assessment and Management
Men’s Behaviour Change Program
Hours done outside of client sessions to support the work (e.g., case management) Occupational therapy
Planned Activity Group
Personal protective equipment
Specialist Homelessness Information Platform
A person who has experienced domestic or family violence
FIVO GHBA Holly
LGA
LGBTIQA+
MARAM MBCP Non-contact hours OT PAG PPE SHIP Victim-survivor
RESEARCH FOUNDATIONS
Future-proofing safety is built on six foundations that support the approach and underlying principles of the research and methods
Identifying and addressing service challenges to family violence responses
Acknowledging the unique and acute impacts of COVID-19
Differential accessibility and appropriateness of mainstream services
Supporting service providers to collect data without limiting service delivery
Genuine commitment to capacity building across service sectors
Intersectionality
KEY RESEARCH COMPONENTS
A mixed methods approach that recognised the breadth and depth of data collection necessary to tell the complex and multi-layered story of family violence during COVID-19
ORGANISATIONAL CASE STUDIES
SECTOR FOCUS GROUPS
CLIENT FILE AUDIT
SECTOR SURVEY
CLIENT INTERVIEWS
DATA TRIANGULATION AND FINDINGS TESTING
KEY FINDINGS SUMMARY
The findings of this research project encompass service user experiences, including shifting experiences relating to risks, needs and types of violence during COVID-19. While acknowledging the immense contribution of the workforce in addressing elevated and complex risks during this period, this project also highlights gaps and weaknesses that emerged in the service system and their impacts on service users. These findings converge to highlight an indisputable need for crisis readiness responses that consider the impacts of both large-scale disasters and their associated policies on those who use and experience family violence, particularly those who are already at the margins, and the service sector that support them.
1. INCREASED DEMAND FOR SERVICES
There was an increase in demand for family violence and sexual assault services and support during the COVID-19 pandemic, including in relation to first time presentations
- All relevant data sources indicated an increase in family violence and sexual assault service demand during COVID-19
- The extent of this growth varied between service sectors
- Increases were also seen in first time presentation and complexity of risk and need
- These changes will likely continue to impact future service provision
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
SECTOR SURVEY
SECTOR FOCUS GROUPS
ORGANISATIONAL CASE STUDIES
CLIENT INTERVIEWS
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
Increase in demand for family violence and sexual assault services by sector
SECTOR SURVEY
87%
Family violence and sexual assault
93%
SECTOR FOCUS GROUPS
32%
Child safety and family welfare
64%
Legal, FDR, parenting and family relationships
41%
73%
ORGANISATIONAL CASE STUDIES
Health, mental health and AOD
11%
33%
Education, housing and other
21%
50%
Overall
43%
65%
CLIENT INTERVIEWS
During COVID-19
Prior to COVID-19
Read more
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
Initial pause followed by service system overwhelm
SECTOR SURVEY
Increases in first-time presentations
SECTOR FOCUS GROUPS
ORGANISATIONAL CASE STUDIES
Impacts on LGBTIQ+ communities, young people and older people
CLIENT INTERVIEWS
Growing need in response to ongoing impacts of COVID-19
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
Percentage increase in demand for family violence and sexual assault services by organisation
SECTOR SURVEY
150%
160%
SECTOR FOCUS GROUPS
120%
80%
51%
40%
16%
ORGANISATIONAL CASE STUDIES
GenWest
Drummond Street Services
Good Shepherd
Read more
CLIENT INTERVIEWS
Increase in number of hours of engagement per client
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
SECTOR SURVEY
SECTOR FOCUS GROUPS
COVID-19 as a catalyst for violence
ORGANISATIONAL CASE STUDIES
Intensification of family violence during COVID-19
CLIENT INTERVIEWS
FINDING 1: INCREASED DEMAND FOR SERVICES
RECOMMENDATIONS
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
This project identified the increase in demand for family violence services across a broad range of sectors that characterised service demand during COVID-19. This suggests a need to upskill the workforce across the service system so that all entry points are able to respond to and manage elevated family violence risk during crisis. They also highlight the need to improve collaboration and coordination between sectors to enable more effective service provision.
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
One of the most common findings across all data sources was the increased need and complexity of clients seeking services during COVID-19, particularly as many clients were unable to access timely and responsive services
- All data sources indicated the increased need and complexity of risk experienced by clients seeking services during COVID-19
- The sector survey saw stark increases in the number of people with co-occurring needs
- The sector focus groups heard examples of increased risk and complexity across mental health, substance misuse, financial distress and housing.
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
78%
80%
75%
SECTOR SURVEY
73%
72%
64%
63%
60%
59%
58%
58%
60%
57%
57%
57%
54%
50%
47%
46%
46%
43%
Increase in number of practitioners reporting that most of their clients (>50%) presented with the following issues
42%
42%
41%
41%
41%
40%
40%
40%
34%
33%
31%
29%
28%
28%
26%
26%
24%
19%
20%
13%
6%
0%
Gambling
Isolation
Percentage of clients with 2+ issues: 69% prior to COVID-19 81% during COVID-19
Discrimination
Financial abuse
Physical violence
Emotional abuse
Employment issues
Social security issues
Mental health issues
Physical health issues
Child support concerns
Relationship breakdown
Family law or legal issues
Financial stress or hardship
Alcohol or substance misuse
Sexual assault/harrassment
Housing stress/homelessness
Child abuse or safety concerns
Children's complex health needs
During COVID-19
Prior to COVID-19
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
ORGANISATIONAL CASE STUDIES
Increase in co-occurring needs at Drummond Street Services
Increase in needs amd risk at Drummond Street Services
94%
100%
92%
80%
Significant mental health impacts at GenWest
60%
51%
45%
45%
44%
40%
22%
17%
15%
15%
20%
Unexpected decrease in needs and risks at Good Shepherd
AOD needs
Mental health
Homelessness risk
Social isolation
Financial insecurity
Prior to COVID-19
During COVID-19
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
SECTOR FOCUS GROUPS
Impacts of increased complexity of risk and need
High-pressure home environment
Impacts of COVID-19 on pre-existing needs
Impacts of COVID-19 on practitioner work
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
REDUCED VISIBILITY OF CHILD RISK
Findings across data sources indicated a dangerous reduction in oversight over risks to children, particularly those not previously engaged by Child Protection or family violence services.
“The lack of visibility really just exacerbated and highlighted all of those issues … we're quite a way away from having a kind of a sort of strong systemic response for children and young people and COVID did us no favours other than … highlighting a problem.”
REMOVAL OF SCHOOL AS A PLACE OF VISIBILITY AND SAFETY
ISOLATION FROM SERVICES AND STRESS FELT BY PARENTS
WHAT THE ABSENCE OF DATA TELLS US ABOUT UNDETECTED RISK
PRACTITIONER CONCERNS FOR THE SAFETY OF YOUNG PEOPLE
FINDING 2: COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
RECOMMENDATIONS
This project explored the heightened and diverse health and wellbeing needs of clients seeking support for family violence during COVID-19. The lack of access to services and supports instigated by COVID-19 intensified those with pre-existing needs. High risk and complexity of client need have ongoing impacts that are driving an ongoing surge in demand. The service system was also unacceptably blind to the needs and risks of children and young people during COVID-19.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
3. CHANGES IN TYPES OF FAMILY VIOLENCE
There were changes in the types of family violence used during COVID-19, including the weaponisation of the virus itself and the associated restrictions by those using violence
- Triangulation across multiple sources:
- Sector survey: detailed understanding of changes in types of violence being presented
- Risk assessment review: thematic analysis of types of violence and risk
- Focus group discussions, client interviews and organisational case studies: emergence of weaponisation of COVID-19 by people using violence and increased economic abuse
3. CHANGES IN TYPES OF FAMILY VIOLENCE
73%
SECTOR SURVEY
Prior to COVID-19
During COVID-19
80%
62%
60%
59%
56%
52%
52%
51%
All types of violence and abuse listed in the survey grew in frequency during COVID-19 when compared to the period prior to COVID-19
46%
46%
44%
40%
38%
35%
34%
32%
28%
29%
28%
26%
24%
23%
19%
20%
14%
Most common types of violence during COVID-19
0%
Insults
Threat to harm pets
Threat to harm self
Damage to property
Threat to harm children
Threat to harm partner
Preventing access to money
Threat to harm other family
Types of violence that changed most significantly during COVID-19
Preventing use of car or phone
Forced unwanted sexual activity
Preventing contact with friends/family
3. CHANGES IN TYPES OF FAMILY VIOLENCE
CLIENT FILE AUDIT
These findings align with others explored by this project, including:
- high rates of drug and alcohol use amongst people using violence (57%)
- mental ill health of the person using violence (50%)
- an increase in the severity and frequency of violence (45%)
- high rates of unemployment amongst those using violence (43%) and
- high rates of economic abuse (43%).
Prevalence of recent risk factors in client files (n = 70)
57%
AOD misuse
Obsessive jealousy
52%
Mental health conditions
50%
45%
Increased severity/frequency of violence
43%
Financial abuse
43%
Unemployment
Recent separation
41%
41%
Serious harm committed
39%
Threats to harm self or suicide
read more
Threats of homocide
39%
30%
35%
40%
45%
50%
55%
60%
3. CHANGES IN TYPES OF FAMILY VIOLENCE
CLIENT FILE AUDIT
Worryingly, other high risk issues were present in a number of the risk assessments examined, including the person using violence threatening to kill victims and survivors (39%) and people using violence threatening or attempting to suicide of self-harm (39%).
Prevalence of recent risk factors in client files (n = 70)
57%
AOD misuse
Obsessive jealousy
52%
Mental health conditions
50%
45%
Increased severity/frequency of violence
43%
Financial abuse
43%
Unemployment
Recent separation
41%
41%
Serious harm committed
39%
Threats to harm self or suicide
read LESS
Threats of homocide
39%
30%
35%
40%
45%
50%
55%
60%
3. CHANGES IN TYPES OF FAMILY VIOLENCE
SECTOR FOCUS GROUP
The following notable types of violence were highlighted by practitioners as emerging during COVID-19
Practitioners highlighted how the following aspects of COVID-19 were weaponised as a means of family violence and coercive control
BORDER RESTRICTIONS
INCREASE IN CHILD SEXUAL ABUSE AND EXPLOITATION
LOCKDOWNS
GOVERNMENT FINANCIAL SUPPORT
INCREASE IN SEXUAL ASSAULT RELATED TO DRUG USE
BORDER RESTRICTIONS
COVID-19 VIRUS AND VACCINATION
FINDING 3: CHANGES IN TYPES OF VIOLENCE
RECOMMENDATIONS
This project underlines the intensification of existing, and development of new types of violence and abuse during COVID-19. The concerning increase in child sexual abuse emphasises how the needs of children and young people must be considered in recovery and crisis planning to identify risk and protect children from this abuse more effectively in future crises. The needs of people who experienced financial abuse will likely have long-term implications, particularly those who were forced to withdraw their superannuation early.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT
PEAK BODIES
SERVICES
4. ORGANISATIONAL RESPONSES
There were key changes to the ways in which many services were delivered, including responding to acute material and access needs, which had previously been out of scope for many services
- Complex and interwoven client needs created pressure points within services and the service system
- Services themselves grappled with COVID-19 while surging to meet rising demand
- Family violence services and the related sectors all adapted to respond to this need and demand
- These responses were often innovative and changed as the pandemic unfolded
24
4. ORGANISATIONAL RESPONSES
SUPPORTING MATERIAL NEED
SECTOR SURVEY
Proportion of professionals who saw the following changes at their organisation during COVID-19
Experiences of practitioners
Change in mode of delivery of services (move to online or telephone)
83%
50%
Increase in financial support
Development of connections with other services
EXPANDED SCOPE AND WORKLOAD TO PROVIDE FOR CLIENTS
47%
Change in organisational structure
43%
40%
Increase in housing support provided
Experiences of clients
Increase in staffing
22%
20%
0%
40%
60%
80%
100%
4. ORGANISATIONAL RESPONSES
THE BENEFITS AND CHALLENGES OF TELEHEALTH
While telehealth allowed for flexible service provision and increased engagement, shortfalls were identified when it was used as the sole mode of service delivery and it was not considered appropriate for all clients
RAPID SHIFT TO TELEHEALTH AT THE ONSET OF COVID-19
SHIFT IN ENGAGEMENT IN MEN’S BEHAVIOUR CHANGE
ACCESSIBILITY OF TELEHEALTH, PARTICULARLY FOR REGIONAL CLIENTS
BENEFITS AND BARRIERS OF ONLINE COURT PROCEEDINGS
CHALLENGES AND UNSUITABILITY OF TELEHEALTH
INAPPROPRIATENESS OF TELEHEALTH FOR CERTAIN COHORTS
4. ORGANISATIONAL RESPONSES
REFLECTIONS ON THE EFFECTIVENESS OF SERVICE DELIVERY
SECTOR SURVEY
PRACTITIONER FATIGUE
STAFFING ISSUES
ORGANISATIONS
SERVICE SYSTEM
LACK OF FUNDING
Organisations adapted to client needs through innovative models of service delivery
The service system as a whole responded less appropriately and effectively
There are gaps in the accessibility of services for certain cohorts
There are weaknesses in accessibility for certain cohorts
What do sector professionals believe drive these gaps and weaknesses?
FINDING 4: ORGANISATIONAL RESPONSES
RECOMMENDATIONS
While organisations found innovative ways of responding to client need during COVID-19, particularly through supplying material needs, the shift to online service delivery limited access and support for many communities. Planning for future crises must consider the need for ongoing face-to-face service options for those who need it most. While material support and brokerage spending provided critical supplies for many clients, this must be continued to support those whose needs are ongoing.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
5. BARRIERS IN RESPONSE TO DEMAND
COVID-19 initiated a number of barriers that challenged services’ attempts to meet surging demand. While some existed across a range of sectors, such as long waitlists, reduced capacity and slower response times, others were specific to certain areas such as the limitations of Child Protection.
- The sector focus groups identified the negative impacts of the withdrawal of face-to-face services, or supports altogether, on vulnerable clients
- These systemic access barriers created significant and elevated issues for clients
- COVID-19 restrictions challenged the engagement with clients and safety of practitioners for services that did maintain outreach services
5. BARRIERS IN RESPONSE TO DEMAND
80%
68%
65%
60%
59%
59%
58%
SECTOR SURVEY
57%
60%
53%
52%
52%
51%
51%
51%
46%
47%
45%
43%
39%
40%
34%
34%
32%
31%
Most common barriers experienced at an organisational level
27%
19%
20%
0%
Differences between professionals’ perspectives on issues by sector
Screening issues
Insufficient support for staff to adapt to changes and increased demand
Inadequate staff training
Language or cultural issues
Preference of face-to-face delivery
Insufficient funds to meet demand
Inappropriateness of online delivery
Issues accessing technology (client)
Issues accessing technology (service)
Insufficient resources (staff or funding)
Insufficient accommodation to meet demand
Lack of appropriate options for client referral
Most common barriers experienced at a system-wide level
Organisation level
Service system-wide
5. BARRIERS IN RESPONSE TO DEMAND
WHAT HAPPENED TO THE SERVICE SECTOR DURING COVID-19?
WITHDRAWAL OF FORENSIC SERVICES IMPACTED SEXUAL ASSAULT SECTOR
LONG WAITLISTS FOR SERVICES
REDUCED CAPACITY OF CHILD PROTECTION
CLOSURE OF REFUGES
CHALLENGES IN TRIAGING REFERRAL PATHWAYS TO SERVICES
ACCESSING SERVICES AROUND SHIFTING RESTRICTIONS
5. BARRIERS IN RESPONSE TO DEMAND
IMPACTS ON THE WORKFORCE
Stress of supporting both clients and own family
Positive shifts to be adopted permanently
Surging workload and burnout
Limited boundaries and isolation working from home
HOW DID THESE IMPACTS AFFECT CLIENTS?
FINDING 5: BARRIERS IN RESPONSE TO DEMAND
RECOMMENDATIONS
These findings illuminate the myriad ways that COVID-19 impacted not only clients that experienced or used family violence, but the staff that supported then within the family violence and associated sectors. The enormous turnover of staff will continue to have wide-reaching implications through a loss of practice, professional and organisational knowledge. This loss of staff has also put increased pressure on those remaining. Remote service delivery offers both benefits and significant challenges to staff work and wellbeing that must be considered in crisis planning.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
LESSONS FOR CRISIS READINESS RESPONSES
Full Crisis Readiness Framework
Back to Table of Contents
While future disaster planning is imperative, services must also address current elevated demand for support and heightened complexity of client risk and need. The limitations on services during COVID-19 left many clients without adequate support for a period of years, further entrenching these risks and needs. This was particularly noticeable for clients with overlapping and intersectional experiences of marginalisation and disadvantage. Many services have already initiated crisis and disaster planning beyond the limited scope of such strategies prior to COVID-19. These include assessments of effective modes of service delivery to meet client need and safety remotely. Services can better prepare for future crises by aligning with a crisis readiness framework of overlapping preparation, response, aftermath and review.
CLICK HERE TO VIEW OUR INTERACTIVE CRISIS READINESS FRAMEWORK
FUTURE-PROOFING SAFETY
Surfacing inequality and building service capacity for crisis-ready responses
Crisis Readiness Framework
Crises are not always one-off events – many are ongoing and intersecting Crisis readiness and response considers the overlapping cycle of preparation, response, aftermath and review so that we can better prepare for further crises and future-proof the family violence service system to improve future responses
BACK
START
CRISIS READINESS PRINCIPLES
The principles for this Crisis Readiness Framework align with the Future-proofing safety project’s six foundations that support the consortium’s approach and underlying principles.
Prioritising clients and being client-centred
Building capacity and integrating responses
Acknowledging that good crisis responses are local
Normalising crisis readiness and embedding it in a cycle of regular review
Ensuring that disaster responses are strengths-based
ABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
A crisis is an unforeseen, high-damage event without a known start or known end date. Its impact brings unpredictable consequences in the short-, medium- and long-terms. The ambiguity and unpredictability of the causes and effects of a crisis mean that there can be many equally viable options to respond, potentially causing disagreement or paralysis. A crisis is perceived as a time-sensitive threat to organisations, services, people and outcomes, resulting in pressure to respond quickly (and sometimes prematurely). Often, organisations and governments will find their actions and responses under scrutiny during a crisis, leading to the additional pressure of community and user perceptions of a crisis response.
ABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
There are many types of crises that might impact on organisations that provide services to people experiencing and/or using family violence. Crises can include:
- bushfires, cyclonic or severe storms
- floods or earthquakes
- space, weather, asteroid or extra-terrestrial body impacting on the earth
- pandemics and other biosecurity incident
- cyberattacks
- malicious critical infrastructure sabotage or kinetic terrorism or bio-terrorism
- radiological or other wide area environment contamination events.
Some crises are short-term. Others may last for months or years. Increasingly, crises are co-occurring and overlapping
ABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
Crises have often been regarded as outlier events with organisations considering crisis preparation as a ‘nice to have’ rather than a ‘need to have’. However, it is less effective to develop a response in the middle of a crisis than it is to have a plan in advance. “There should be no complacency that [contingency planning and stress-testing] can be ‘workshopped’ in real time.” Australian Institute of Company Directors and the Governance Institute of Australia (AICD & GIA, 2020, p. 7.) Crisis readiness can help to mitigate some of the less obvious risks that surface during crises. Inadequate preparation for crises incurs substantial costs – whether economic, social or both - as this project highlights. Its findings speak to the myriad ways that the lack of crisis preparedness impacted some of the most vulnerable in the community, particularly children and young people.
ABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
Crises do not always unfold in a simple, linear way. However, there are five common stages across the lifecycle of a crisis and they general overlap.
- Signal detection: Identifying and listening to warning signs among all the noise, and ensuring that signs can be reported and are taken seriously
- Preparation and prevention: Comprehensively preparing and actively searching for and addressing risks factors
- Containment: Limiting the impact of the crisis
- Recovery: Resuming some operations (adapted or as normal) in the short term and normal operations in the long term
- Learning: Reflecting on lessons learned and what can be taken forward into the other stages in future crises
Signal detection
Pre-crisis
Preparation and prevention
WHAT IS A CRISIS?
Containment
During crisis
Recovery
Post-crisis
Learning
STEPS OF CRISIS READINESS
These stages of crisis readiness guide decision-making by entities across the policy spectrum including frontline staff, organisations, peak bodies, and government. All levels should consider coordination, communication and planning with emergency services, particularly in contingency planning.
CLICK HERE TO READ THE FULL CRISIS READINESS FRAMEWORK
- Reflect and review before crises via testing, during crises and after crises
- Repeat these reflections
Assess strengths and support needs
Reflect and review
- Assess strengths, past lessons, and current services gaps
- Assess local and community contexts and needs
- Communicate internally, to partner organisations (current and new), clients, government and media channels
Assess risks in context of disaster or crisis
Communicate
Plan
- Learn about and understand local risks, community risks, client risks, organisational risks, and the intersection of risks at each level
- Plan internal processes
- Link to other services, emergency services, and government
- Review plans with clients
back to start
FPS final interactive report template
cfre
Created on December 14, 2022
Start designing with a free template
Discover more than 1500 professional designs like these:
View
Urban Illustrated Presentation
View
3D Corporate Reporting
View
Discover Your AI Assistant
View
Vision Board
View
SWOT Challenge: Classify Key Factors
View
Explainer Video: Keys to Effective Communication
View
Explainer Video: AI for Companies
Explore all templates
Transcript
FUTURE-PROOFING SAFETY
Surfacing inequality and building service capacity for crisis-ready responses
Final report: COVID-19 and family violence in Victoria 2020-2021
START
HOW TO USE THIS REPORT
ACKNOWLEDGEMENT OF COUNTRY
The Future-proofing safety consortium respectfully acknowledges the Kulin Nation as Traditional Owners of the land where we operate. We acknowledge Aboriginal and Torres Strait Islanders as the first peoples of Australia. Sovereignty was never ceded, and Aboriginal and Torres Strait Islanders remain strong in their connection to land, culture and in resisting colonisation.
ACKNOWLEDGEMENT OF SUPPORT
The project was led by the Centre for Family Research and Evaluation (CFRE) at Drummond Street Services, the Centre for Innovative Justice and the Australian Institute of Family Studies, in collaboration with Sector Partners GenWest and Good Shepherd. We would like to thank Supporting Organisations, who gave their time to support the case file review and the recruitment of service user participants, and all members of our Advisory Group who generously gave their time throughout the life of the project. We would like to acknowledge the commitment of practitioners and organisational leaders to this research project from across a broad range of sectors within the family violence service system, who gave up their time to participate in this research during Victoria’s protracted lockdowns, ongoing surges in COVID-19 case numbers and heightened risk and need amongst service users. Thank you for sharing your insights and for generously giving your time to this project. Finally, we would like to thank the service users who took time to talk to the research team about their family violence experiences and service interactions during COVID-19. We would like to thank them for their time and generosity in sharing their experiences for the purposes of this research project.
TABLE OF CONTENTS
Click on the items below to jump to a section or click the button to read through the interactive report
Read full report
introduction
Part 2: Service system experiences
Terms and abbreviations
4. Organisational responses
Research foundations
5. Barriers in response to demand
Key research components
Key findings summary
crisis readiness framework
Crisis readness principles
Part 1: Service user experiences
About crisis readiness
1. Increased demand for services
Steps of crisis readiness
2. Complexity of presentations and co-occurring need
3. Changes in types of family violence
TERMS AND ABBREVIATIONS
F - S
A - F
ACCO AFM AIFS AOD AVITH CALD CFRE CIJ CLC Contact hours COVID-19 CRM system FDR FSP
Aboriginal Community Controlled Organisation Affected family member Australian Institute of Family Studies Alcohol and other drugs Adolescent violence in the home Culturally and linguistically diverse Centre for Family Research and Evaluation at Drummond Street Services Centre for Innovative Justice at RMIT University Community legal centre Hours spent doing face-to-face client work (e.g., sessions) Coronavirus disease of 2019 Client record management system Family dispute resolution Flexible Support Package
TERMS AND ABBREVIATIONS
A - F
F - S
Family Violence Intervention Order Gamma hydroxybutyrate, a depressant drug often used recreationally or given to someone non-consensually The CRM system used by Drummond Street Services during the research period Local government area Lesbian, gay, bisexual, trans and gender diverse, intersex, queer and questioning, agender and asexual Family Violence Multi-Agency Risk Assessment and Management Men’s Behaviour Change Program Hours done outside of client sessions to support the work (e.g., case management) Occupational therapy Planned Activity Group Personal protective equipment Specialist Homelessness Information Platform A person who has experienced domestic or family violence
FIVO GHBA Holly LGA LGBTIQA+
MARAM MBCP Non-contact hours OT PAG PPE SHIP Victim-survivor
RESEARCH FOUNDATIONS
Future-proofing safety is built on six foundations that support the approach and underlying principles of the research and methods
Identifying and addressing service challenges to family violence responses
Acknowledging the unique and acute impacts of COVID-19
Differential accessibility and appropriateness of mainstream services
Supporting service providers to collect data without limiting service delivery
Genuine commitment to capacity building across service sectors
Intersectionality
KEY RESEARCH COMPONENTS
A mixed methods approach that recognised the breadth and depth of data collection necessary to tell the complex and multi-layered story of family violence during COVID-19
ORGANISATIONAL CASE STUDIES
SECTOR FOCUS GROUPS
CLIENT FILE AUDIT
SECTOR SURVEY
CLIENT INTERVIEWS
DATA TRIANGULATION AND FINDINGS TESTING
KEY FINDINGS SUMMARY
The findings of this research project encompass service user experiences, including shifting experiences relating to risks, needs and types of violence during COVID-19. While acknowledging the immense contribution of the workforce in addressing elevated and complex risks during this period, this project also highlights gaps and weaknesses that emerged in the service system and their impacts on service users. These findings converge to highlight an indisputable need for crisis readiness responses that consider the impacts of both large-scale disasters and their associated policies on those who use and experience family violence, particularly those who are already at the margins, and the service sector that support them.
1. INCREASED DEMAND FOR SERVICES
There was an increase in demand for family violence and sexual assault services and support during the COVID-19 pandemic, including in relation to first time presentations
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
SECTOR SURVEY
SECTOR FOCUS GROUPS
ORGANISATIONAL CASE STUDIES
CLIENT INTERVIEWS
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
Increase in demand for family violence and sexual assault services by sector
SECTOR SURVEY
87%
Family violence and sexual assault
93%
SECTOR FOCUS GROUPS
32%
Child safety and family welfare
64%
Legal, FDR, parenting and family relationships
41%
73%
ORGANISATIONAL CASE STUDIES
Health, mental health and AOD
11%
33%
Education, housing and other
21%
50%
Overall
43%
65%
CLIENT INTERVIEWS
During COVID-19
Prior to COVID-19
Read more
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
Initial pause followed by service system overwhelm
SECTOR SURVEY
Increases in first-time presentations
SECTOR FOCUS GROUPS
ORGANISATIONAL CASE STUDIES
Impacts on LGBTIQ+ communities, young people and older people
CLIENT INTERVIEWS
Growing need in response to ongoing impacts of COVID-19
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
Percentage increase in demand for family violence and sexual assault services by organisation
SECTOR SURVEY
150%
160%
SECTOR FOCUS GROUPS
120%
80%
51%
40%
16%
ORGANISATIONAL CASE STUDIES
GenWest
Drummond Street Services
Good Shepherd
Read more
CLIENT INTERVIEWS
Increase in number of hours of engagement per client
1. INCREASED DEMAND FOR SERVICES
Click on the boxes below to investigate the findings from each data source
SECTOR SURVEY
SECTOR FOCUS GROUPS
COVID-19 as a catalyst for violence
ORGANISATIONAL CASE STUDIES
Intensification of family violence during COVID-19
CLIENT INTERVIEWS
FINDING 1: INCREASED DEMAND FOR SERVICES
RECOMMENDATIONS
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
This project identified the increase in demand for family violence services across a broad range of sectors that characterised service demand during COVID-19. This suggests a need to upskill the workforce across the service system so that all entry points are able to respond to and manage elevated family violence risk during crisis. They also highlight the need to improve collaboration and coordination between sectors to enable more effective service provision.
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
One of the most common findings across all data sources was the increased need and complexity of clients seeking services during COVID-19, particularly as many clients were unable to access timely and responsive services
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
78%
80%
75%
SECTOR SURVEY
73%
72%
64%
63%
60%
59%
58%
58%
60%
57%
57%
57%
54%
50%
47%
46%
46%
43%
Increase in number of practitioners reporting that most of their clients (>50%) presented with the following issues
42%
42%
41%
41%
41%
40%
40%
40%
34%
33%
31%
29%
28%
28%
26%
26%
24%
19%
20%
13%
6%
0%
Gambling
Isolation
Percentage of clients with 2+ issues: 69% prior to COVID-19 81% during COVID-19
Discrimination
Financial abuse
Physical violence
Emotional abuse
Employment issues
Social security issues
Mental health issues
Physical health issues
Child support concerns
Relationship breakdown
Family law or legal issues
Financial stress or hardship
Alcohol or substance misuse
Sexual assault/harrassment
Housing stress/homelessness
Child abuse or safety concerns
Children's complex health needs
During COVID-19
Prior to COVID-19
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
ORGANISATIONAL CASE STUDIES
Increase in co-occurring needs at Drummond Street Services
Increase in needs amd risk at Drummond Street Services
94%
100%
92%
80%
Significant mental health impacts at GenWest
60%
51%
45%
45%
44%
40%
22%
17%
15%
15%
20%
Unexpected decrease in needs and risks at Good Shepherd
AOD needs
Mental health
Homelessness risk
Social isolation
Financial insecurity
Prior to COVID-19
During COVID-19
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
SECTOR FOCUS GROUPS
Impacts of increased complexity of risk and need
High-pressure home environment
Impacts of COVID-19 on pre-existing needs
Impacts of COVID-19 on practitioner work
2. COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
REDUCED VISIBILITY OF CHILD RISK
Findings across data sources indicated a dangerous reduction in oversight over risks to children, particularly those not previously engaged by Child Protection or family violence services.
“The lack of visibility really just exacerbated and highlighted all of those issues … we're quite a way away from having a kind of a sort of strong systemic response for children and young people and COVID did us no favours other than … highlighting a problem.”
REMOVAL OF SCHOOL AS A PLACE OF VISIBILITY AND SAFETY
ISOLATION FROM SERVICES AND STRESS FELT BY PARENTS
WHAT THE ABSENCE OF DATA TELLS US ABOUT UNDETECTED RISK
PRACTITIONER CONCERNS FOR THE SAFETY OF YOUNG PEOPLE
FINDING 2: COMPLEXITY OF PRESENTATIONS AND CO-OCCURRING NEED
RECOMMENDATIONS
This project explored the heightened and diverse health and wellbeing needs of clients seeking support for family violence during COVID-19. The lack of access to services and supports instigated by COVID-19 intensified those with pre-existing needs. High risk and complexity of client need have ongoing impacts that are driving an ongoing surge in demand. The service system was also unacceptably blind to the needs and risks of children and young people during COVID-19.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
3. CHANGES IN TYPES OF FAMILY VIOLENCE
There were changes in the types of family violence used during COVID-19, including the weaponisation of the virus itself and the associated restrictions by those using violence
3. CHANGES IN TYPES OF FAMILY VIOLENCE
73%
SECTOR SURVEY
Prior to COVID-19
During COVID-19
80%
62%
60%
59%
56%
52%
52%
51%
All types of violence and abuse listed in the survey grew in frequency during COVID-19 when compared to the period prior to COVID-19
46%
46%
44%
40%
38%
35%
34%
32%
28%
29%
28%
26%
24%
23%
19%
20%
14%
Most common types of violence during COVID-19
0%
Insults
Threat to harm pets
Threat to harm self
Damage to property
Threat to harm children
Threat to harm partner
Preventing access to money
Threat to harm other family
Types of violence that changed most significantly during COVID-19
Preventing use of car or phone
Forced unwanted sexual activity
Preventing contact with friends/family
3. CHANGES IN TYPES OF FAMILY VIOLENCE
CLIENT FILE AUDIT
These findings align with others explored by this project, including:
Prevalence of recent risk factors in client files (n = 70)
57%
AOD misuse
Obsessive jealousy
52%
Mental health conditions
50%
45%
Increased severity/frequency of violence
43%
Financial abuse
43%
Unemployment
Recent separation
41%
41%
Serious harm committed
39%
Threats to harm self or suicide
read more
Threats of homocide
39%
30%
35%
40%
45%
50%
55%
60%
3. CHANGES IN TYPES OF FAMILY VIOLENCE
CLIENT FILE AUDIT
Worryingly, other high risk issues were present in a number of the risk assessments examined, including the person using violence threatening to kill victims and survivors (39%) and people using violence threatening or attempting to suicide of self-harm (39%).
Prevalence of recent risk factors in client files (n = 70)
57%
AOD misuse
Obsessive jealousy
52%
Mental health conditions
50%
45%
Increased severity/frequency of violence
43%
Financial abuse
43%
Unemployment
Recent separation
41%
41%
Serious harm committed
39%
Threats to harm self or suicide
read LESS
Threats of homocide
39%
30%
35%
40%
45%
50%
55%
60%
3. CHANGES IN TYPES OF FAMILY VIOLENCE
SECTOR FOCUS GROUP
The following notable types of violence were highlighted by practitioners as emerging during COVID-19
Practitioners highlighted how the following aspects of COVID-19 were weaponised as a means of family violence and coercive control
BORDER RESTRICTIONS
INCREASE IN CHILD SEXUAL ABUSE AND EXPLOITATION
LOCKDOWNS
GOVERNMENT FINANCIAL SUPPORT
INCREASE IN SEXUAL ASSAULT RELATED TO DRUG USE
BORDER RESTRICTIONS
COVID-19 VIRUS AND VACCINATION
FINDING 3: CHANGES IN TYPES OF VIOLENCE
RECOMMENDATIONS
This project underlines the intensification of existing, and development of new types of violence and abuse during COVID-19. The concerning increase in child sexual abuse emphasises how the needs of children and young people must be considered in recovery and crisis planning to identify risk and protect children from this abuse more effectively in future crises. The needs of people who experienced financial abuse will likely have long-term implications, particularly those who were forced to withdraw their superannuation early.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT
PEAK BODIES
SERVICES
4. ORGANISATIONAL RESPONSES
There were key changes to the ways in which many services were delivered, including responding to acute material and access needs, which had previously been out of scope for many services
24
4. ORGANISATIONAL RESPONSES
SUPPORTING MATERIAL NEED
SECTOR SURVEY
Proportion of professionals who saw the following changes at their organisation during COVID-19
Experiences of practitioners
Change in mode of delivery of services (move to online or telephone)
83%
50%
Increase in financial support
Development of connections with other services
EXPANDED SCOPE AND WORKLOAD TO PROVIDE FOR CLIENTS
47%
Change in organisational structure
43%
40%
Increase in housing support provided
Experiences of clients
Increase in staffing
22%
20%
0%
40%
60%
80%
100%
4. ORGANISATIONAL RESPONSES
THE BENEFITS AND CHALLENGES OF TELEHEALTH
While telehealth allowed for flexible service provision and increased engagement, shortfalls were identified when it was used as the sole mode of service delivery and it was not considered appropriate for all clients
RAPID SHIFT TO TELEHEALTH AT THE ONSET OF COVID-19
SHIFT IN ENGAGEMENT IN MEN’S BEHAVIOUR CHANGE
ACCESSIBILITY OF TELEHEALTH, PARTICULARLY FOR REGIONAL CLIENTS
BENEFITS AND BARRIERS OF ONLINE COURT PROCEEDINGS
CHALLENGES AND UNSUITABILITY OF TELEHEALTH
INAPPROPRIATENESS OF TELEHEALTH FOR CERTAIN COHORTS
4. ORGANISATIONAL RESPONSES
REFLECTIONS ON THE EFFECTIVENESS OF SERVICE DELIVERY
SECTOR SURVEY
PRACTITIONER FATIGUE
STAFFING ISSUES
ORGANISATIONS
SERVICE SYSTEM
LACK OF FUNDING
Organisations adapted to client needs through innovative models of service delivery
The service system as a whole responded less appropriately and effectively
There are gaps in the accessibility of services for certain cohorts
There are weaknesses in accessibility for certain cohorts
What do sector professionals believe drive these gaps and weaknesses?
FINDING 4: ORGANISATIONAL RESPONSES
RECOMMENDATIONS
While organisations found innovative ways of responding to client need during COVID-19, particularly through supplying material needs, the shift to online service delivery limited access and support for many communities. Planning for future crises must consider the need for ongoing face-to-face service options for those who need it most. While material support and brokerage spending provided critical supplies for many clients, this must be continued to support those whose needs are ongoing.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
5. BARRIERS IN RESPONSE TO DEMAND
COVID-19 initiated a number of barriers that challenged services’ attempts to meet surging demand. While some existed across a range of sectors, such as long waitlists, reduced capacity and slower response times, others were specific to certain areas such as the limitations of Child Protection.
5. BARRIERS IN RESPONSE TO DEMAND
80%
68%
65%
60%
59%
59%
58%
SECTOR SURVEY
57%
60%
53%
52%
52%
51%
51%
51%
46%
47%
45%
43%
39%
40%
34%
34%
32%
31%
Most common barriers experienced at an organisational level
27%
19%
20%
0%
Differences between professionals’ perspectives on issues by sector
Screening issues
Insufficient support for staff to adapt to changes and increased demand
Inadequate staff training
Language or cultural issues
Preference of face-to-face delivery
Insufficient funds to meet demand
Inappropriateness of online delivery
Issues accessing technology (client)
Issues accessing technology (service)
Insufficient resources (staff or funding)
Insufficient accommodation to meet demand
Lack of appropriate options for client referral
Most common barriers experienced at a system-wide level
Organisation level
Service system-wide
5. BARRIERS IN RESPONSE TO DEMAND
WHAT HAPPENED TO THE SERVICE SECTOR DURING COVID-19?
WITHDRAWAL OF FORENSIC SERVICES IMPACTED SEXUAL ASSAULT SECTOR
LONG WAITLISTS FOR SERVICES
REDUCED CAPACITY OF CHILD PROTECTION
CLOSURE OF REFUGES
CHALLENGES IN TRIAGING REFERRAL PATHWAYS TO SERVICES
ACCESSING SERVICES AROUND SHIFTING RESTRICTIONS
5. BARRIERS IN RESPONSE TO DEMAND
IMPACTS ON THE WORKFORCE
Stress of supporting both clients and own family
Positive shifts to be adopted permanently
Surging workload and burnout
Limited boundaries and isolation working from home
HOW DID THESE IMPACTS AFFECT CLIENTS?
FINDING 5: BARRIERS IN RESPONSE TO DEMAND
RECOMMENDATIONS
These findings illuminate the myriad ways that COVID-19 impacted not only clients that experienced or used family violence, but the staff that supported then within the family violence and associated sectors. The enormous turnover of staff will continue to have wide-reaching implications through a loss of practice, professional and organisational knowledge. This loss of staff has also put increased pressure on those remaining. Remote service delivery offers both benefits and significant challenges to staff work and wellbeing that must be considered in crisis planning.
Click on the boxes below to read about our recommendations across a range of policy and organisational levels
GOVERNMENT, PEAK BODIES AND ORGANISATIONS
GOVERNMENT
PEAK BODIES
SERVICES
LESSONS FOR CRISIS READINESS RESPONSES
Full Crisis Readiness Framework
Back to Table of Contents
While future disaster planning is imperative, services must also address current elevated demand for support and heightened complexity of client risk and need. The limitations on services during COVID-19 left many clients without adequate support for a period of years, further entrenching these risks and needs. This was particularly noticeable for clients with overlapping and intersectional experiences of marginalisation and disadvantage. Many services have already initiated crisis and disaster planning beyond the limited scope of such strategies prior to COVID-19. These include assessments of effective modes of service delivery to meet client need and safety remotely. Services can better prepare for future crises by aligning with a crisis readiness framework of overlapping preparation, response, aftermath and review.
CLICK HERE TO VIEW OUR INTERACTIVE CRISIS READINESS FRAMEWORK
FUTURE-PROOFING SAFETY
Surfacing inequality and building service capacity for crisis-ready responses
Crisis Readiness Framework
Crises are not always one-off events – many are ongoing and intersecting Crisis readiness and response considers the overlapping cycle of preparation, response, aftermath and review so that we can better prepare for further crises and future-proof the family violence service system to improve future responses
BACK
START
CRISIS READINESS PRINCIPLES
The principles for this Crisis Readiness Framework align with the Future-proofing safety project’s six foundations that support the consortium’s approach and underlying principles.
Prioritising clients and being client-centred
Building capacity and integrating responses
Acknowledging that good crisis responses are local
Normalising crisis readiness and embedding it in a cycle of regular review
Ensuring that disaster responses are strengths-based
ABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
A crisis is an unforeseen, high-damage event without a known start or known end date. Its impact brings unpredictable consequences in the short-, medium- and long-terms. The ambiguity and unpredictability of the causes and effects of a crisis mean that there can be many equally viable options to respond, potentially causing disagreement or paralysis. A crisis is perceived as a time-sensitive threat to organisations, services, people and outcomes, resulting in pressure to respond quickly (and sometimes prematurely). Often, organisations and governments will find their actions and responses under scrutiny during a crisis, leading to the additional pressure of community and user perceptions of a crisis response.
ABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
There are many types of crises that might impact on organisations that provide services to people experiencing and/or using family violence. Crises can include:
- bushfires, cyclonic or severe storms
- floods or earthquakes
- space, weather, asteroid or extra-terrestrial body impacting on the earth
- pandemics and other biosecurity incident
- cyberattacks
- malicious critical infrastructure sabotage or kinetic terrorism or bio-terrorism
- radiological or other wide area environment contamination events.
Some crises are short-term. Others may last for months or years. Increasingly, crises are co-occurring and overlappingABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
Crises have often been regarded as outlier events with organisations considering crisis preparation as a ‘nice to have’ rather than a ‘need to have’. However, it is less effective to develop a response in the middle of a crisis than it is to have a plan in advance. “There should be no complacency that [contingency planning and stress-testing] can be ‘workshopped’ in real time.” Australian Institute of Company Directors and the Governance Institute of Australia (AICD & GIA, 2020, p. 7.) Crisis readiness can help to mitigate some of the less obvious risks that surface during crises. Inadequate preparation for crises incurs substantial costs – whether economic, social or both - as this project highlights. Its findings speak to the myriad ways that the lack of crisis preparedness impacted some of the most vulnerable in the community, particularly children and young people.
ABOUT CRISIS READINESS
IMPORTANCE OF CRISIS READINESS
STAGES OF A CRISIS
TYPES OF CRISIS
WHAT IS A CRISIS?
Crises do not always unfold in a simple, linear way. However, there are five common stages across the lifecycle of a crisis and they general overlap.
Signal detection
Pre-crisis
Preparation and prevention
WHAT IS A CRISIS?
Containment
During crisis
Recovery
Post-crisis
Learning
STEPS OF CRISIS READINESS
These stages of crisis readiness guide decision-making by entities across the policy spectrum including frontline staff, organisations, peak bodies, and government. All levels should consider coordination, communication and planning with emergency services, particularly in contingency planning.
CLICK HERE TO READ THE FULL CRISIS READINESS FRAMEWORK
Assess strengths and support needs
Reflect and review
Assess risks in context of disaster or crisis
Communicate
Plan
back to start