A Multi Sector Response to Violence in Our Communities

1. A Multisectoral Response
to Violence in our
Communities

2. FAMILY JUSTICE CENTRE
•Co-location model to house key services for survivors of
violence against women and their children under one roof.
•Multi-disciplinary team of professionals who provide
coordinated support so that women can access the services they
need in one place, without having to repeatedly retell their
experiences.
•Create multiple entry points to service, women receive 'wrap-
around' support from a team of service providers who offer
choices to fit the woman's individual experiences.

3. YORK REGION COMMUNITY HUB

4. OUR PROMISE
•Provision of inclusive, respectful, and equitable services.
•Services are provided along a continuum of care that
addresses the needs and priorities of the client.
•Acknowledge that harms occur within a social context that
includes determinants of health and provision of basic needs.
•Programs and services are based on realistic and achievable
and measurable objectives in consultation with survivors.
•Services are provided from a balanced approach and are
based on sound evidence and ongoing evaluation.

5. PARTNERS

6. COLLABORATIVE CONTINUUM

7. OPPORTUNITIES
• Increase credibility and impact.
• Increase cooperation and trust amongst diverse sectors.
• Reduction of service duplication.
• Resource utilization through expense sharing
(professional development).

8. FRAMEWORK FOR ACTION
Survey Findings:
•Model: Main building housing multiple services, with smaller
satellite offices providing basic services. (50%)
•Location (City/Town):
• Richmond Hill (42%)
• Newmarket (27%)
• Markham (17%)
• Secure entry and exit
• Populated area
• Generic name

9. FRAMEWORK FOR ACTION
Survey Findings: Priorities for Service Users
•Transportation
• Childcare
• Security & confidentiality
• Information regarding services
• Low-cost & immediate service
• Availability of in-language service
• Support for non-status women
• Extended hours of operation
• Support for queer and trans women
• Accessible services for differently able women

10. FRAMEWORK FOR ACTION
Survey Findings: Priorities for Service Providers
•Transparent partner agreements
•Financial implications (costs and savings)
•Leadership Structure
•Organizations participating
•Exit strategies
•Flexibility of space arrangements
•Training
•Resources (telephone, board room, information technology,
kitchen, etc.)

11. FRAMEWORK FOR ACTION
Survey Findings: Centralized Safe & Confidential Services
for Women and Children experiencing violence:
•Reception & waiting area
•Centralized Intake
•Seamless transition/referrals between agencies
•Common risk assessment strategy
•Common safety plan
•Private meeting & group rooms
•Confidential filing system

12. SPACE
Name for the Community Hub will need to be finalized. Key
community stakeholders (survivors of violence and service providers)
must be included in the process of naming the Hub to ensure community
representation and buy-in. The infrastructural and accessibility needs of
the space will be identified and addressed.
Location: Newmarket
Lease Term: July 1st 2012 – June 30th 2014
Move-In Date: August 1st 2012 (following renovations)

13. ORGANIZATIONAL STRUCTURE
Executive
Advisory
Committee
Steering
Co-Chair Committee Co-Chair
Case Marketing Resource Information
Partnership Evaluation
Management Working Development Technology
Working Working
Working Group Working Working
Group Group
Group Group Group

14. CURRENT NEEDS
Working Groups: Recruitment, ongoing contact to ensure completion of
goals, resources required, staff support, and ongoing evaluation of needs.
Partnerships: Create a shared framework amongst partner organizations,
finalize the vision, mission and goals. Identify key services to be phased in,
and determine resources partners can allocate and share (e.g. staffing,
equipment). Document the nature and scope of the service each
organization will offer through the Community Hub and its level of fiscal
responsibility via Memoranda of Understanding.
Case Management: Create Framework, provide staff orientation, plan
project launch, create intake process and schedule of services to be
delivered, space allocation, and information access.

15. CURRENT NEEDS
Marketing and Public Relations: Development of materials,
website/social media, press releases, linkages to local reporters and
outreach into the community.
Resource Development: Seek seed money from Foundations to encourage
continued collaboration. Connect with local Service Clubs such as
Soroptimists for Rotary contributions for broad-based community efforts.
Plan campaigns, using mass media (television, radio, newspaper) to help
raise profile and may help to promote the hub to funders.

16. QUESTIONS FOR SMALL GROUPS
•How are agencies already involved in collaborative service
delivery?
•What do we need to do differently within the Hub to ensure
greater outcomes for survivors of violence?
•What existing strengths & skills can we contribute?
•How will we do that? (responsibility & timeframe)