Consider investment in ‘one-stops’ to meet the multiple needs of survivors

Examples of one-stop shops (police managed, government and non-governmental)

Rwanda’s police-managed ISANGE One Stop Centre: The One Stop Centre for Survivors of Child, Domestic and Gender-Based Violence, established in 2009, is based in the Kacyiru Police Hospital, Kigali. ISANGE (meaning feel welcome and free in Kinyarwanda) was initiated through a partnership between the Rwanda National Police Health Services and the United Nations in Rwanda, with support from UNIFEM (now UN Women), UNFPA and UNICEF. The first integrated centre in Rwanda, the model offers a range of services, including protection from further violence, crime investigation, medical testing and court referrals as well as treatment for physical and psychological trauma, in comfortable and confidential facilities. Toward expanding integrated services, the Ministry of Health has made a commitment to provide offices in all government-run hospitals for police to follow up on cases of gender-based violence, which will also support a ministerial order passed that survivors of rape must be medically examined within 72 hours after an incident. Another centre was built on this model, in the Rusizi District in western Rwanda (UNIFEM, 2009).

Papua New Guinea’s partnerships with police through the Stop Violence Centres in provincial hospitals: Since 2004, the National Department of Health has set up “Stop Violence Centres” (previously known as ‘Family Support Centres) in all provincial hospitals in Papua New Guinea. The first centre, set up in the Port Moresby General Hospital, provides medical assistance, trauma counselling, overnight emergency accommodation, paralegal support and then referral to other agencies for further shelter, legal support and counselling. Referrals to the centre can be received from Accident and Emergency and other wards of the hospital, NGOs, the police (through a link with the Sexual Offences Squad and government agencies). The Centres support women and children who have experienced sexual violence, domestic abuse or have attempted suicide. The Government has worked to formalize the procedures, protocols and referral pathways at the Centres and then roll them out nationally. By 2009, there were four Centres in the country (also in Lae, Goroka and Kundiawa), and AusAid had committed to open four additional centres (in Alotaus, Wewak, Maprik and Arawa) (AusAid, 2009. ‘Papua New Guinea Country Report’; Amnesty International, 2006).

South Africa’s Thuthuzela Care Centers: The Centers, established at various provincial hospitals across South Africa, provide sexual violence survivors comprehensive care and methods to prevent secondary victimization by police or medical staff who may not be accustomed to working with rape cases. Individuals can get medical attention, speak to a police officer, and receive psycho-social counselling. Activities and survivor supports are coordinated with the South African Police Service, justice officials and lawyers who liaise with medical staff and social workers and hospital staff for each case, including specially trained nurses and doctors to collect evidence. The model is being replicated across the country and beyond (South Africa National Prosecution Authority; UNICEF South Africa).

Timor-Leste’s Safe Room Project (Fatin Hakmatek): In 2003, the non-governmental organization PRADET (Psychosocial Recovery and Development in East Timor) established a safe space in the Dili National Hospital to provide treatment for women and girl survivors of domestic violence, sexual assault and child abuse. In 2006, it moved to a dedicated facility on the hospital grounds, where it offers free medical treatment, emergency counselling, forensic documentation of injuries, assistance with food and transportation, overnight accommodation (with 3 sleeping rooms) and referrals to other resources in the community, including legal advice. The centre has developed a strong working relationship with the National Police and receives the majority of its referrals from them. Since its establishment, Fatin Hakmatek has assisted hundreds of women and girls and is expanding its reach through centres in the country’s five district referral hospitals (Oecusse, Maliana, Suai, Baucau and Maubisse), expected to begin operations by early 2012. It has been mainly funded by UNFPA, AusAID and Caritas Australia. Key features of the space include:

• A well-designed facility with strong security and a separate entrance to an interview room so police can take victims’ statements without entering the main building.

• A homely environment with space for staff and volunteers to work, relax and cook, with private interview rooms and confidential recordkeeping.

• A staff team comprising 5 female midwives and a male nurse, who receive regular mentoring and other capacity support as required.

• Open seven days a week, with after-hours service.

• Strong connections with other agencies working on violence against women and support groups for survivors of different forms of violence (e.g. Secretary of State for Gender and Equality, Ministry of Social Solidarity, Health, National Police, UNFPA).  

• Training opportunities for doctors and other health workers on a medical/ forensic examination protocol that covers both child and adult survivors of domestic violence, sexual assault and child abuse.

• A 24 hours emergency helpline: +670 725-4579.  

• Training and education by Fatin Hakmatek staff for health workers, police and communities on domestic violence, sexual violence, sexual assault, child abuse and abandonment, and related health care and safety activities. This includes awareness-raising on the development of referral pathways in sub-districts across Timor-Leste.

Pradet has begun a 3-part training of doctors and midwives at each referral hospital in the forensic protocol, involving a week of theoretical background, a week of practicum at the Fatin Hakmatek and a follow-up training by international experts and Fatin Hakmatek staff (Commonwealth of Australia, 2007; Pradet website; Kendall, S. for Pradet, 2010; communication with Pradet advisor, April 2011).

The Havens in London, United Kingdom: The dedicated rooms for survivors of sexual assault previously established in police stations by the London Metropolitan Police were moved to ‘Haven Suites’ in private buildings or hospitals due to space limitations in 2000. The suites are open 24 hours and have specially trained medical and psycho-social staff linked with specialized sexual assault police investigators for survivors who choose to report the incident to the police. Victims can directly seek assistance from the units or be referred there by the police. The facilities offer space for interviewing survivors, conducting medical examinations and provide other immediate and long-term counselling support, among other services, with specialist staff for girls and young people 13-18 (The Havens website).

See additional examples of one-stops through the Secretary General’s Database (search for integrated service centre)

Promising practice: Family Justice Centers, United States

The President’s Family Justice Center Initiative is a US $20 million federal program to create specialized ‘one-stop shop’, co-located, multi-disciplinary service centres for survivors of family violence and their children. Launched in 2003 by the President and modelled after the San Diego Family Justice Center, the centres are designed to reduce the number of institutions that a survivor of domestic violence, sexual assault and elder abuse must visit to receive assistance. The aim is to provide a single location where survivors can go to speak with an advocate, plan for their safety, interview with a police officer, meet with a prosecutor, receive medical assistance, access shelter information and get help with transportation.

The family justice centre model has numerous effective features, which include:

1. Co-located, multi-disciplinary services for survivors of family violence and their children increases safety and support. Partners of the centre include law enforcement officers; prosecutors; probation officers; military advocates (if applicable); community-based victim advocates; civil attorneys; medical professionals; members of community groups.

2. Pro-arrest/ mandatory arrest policies increases accountability for offenders. Each community has law enforcement and prosecuting agencies that emphasize the importance of arrest, prosecution and long-term accountability for offenders.

3. Policies incidental to arrest/enforcement reduce re-victimization of survivors. Each community hosting a center has a demonstrated history of addressing common problems such as dual arrest (i.e. where both parties involved in intimate partner violence are arrested) and mutual arrest. No jurisdiction has policies that require a survivor to pay for obtaining a restraining order if the survivor is financially unable to afford such costs.

4. Survivor safety/advocacy is the highest priority in this service delivery model. Each site has readily identifiable processes and staffing to assess and provide for survivor safety during the intervention process. All justice centers have policies in place to ensure, to every possible extent, security for staff and clients.

5. Survivor confidentiality is a priority. All sites have policies and procedures that provide for survivor confidentiality to the extent required by law. Survivor information can be shared among agencies working in partnership to protect the client only after informed consent procedures are implemented.

6. Offenders are prohibited from on-site services at centers. No criminal defendants should be provided services at a family justice center. Domestic violence victims with a previous history of violence or with a current incident in which the victim is the alleged perpetrator are assessed on a case-by-case basis for eligibility for services.

7. Community history of domestic violence specialization increases the success of collaboration. Every center has a history of specialized services (e.g. trained advocates, police officers, prosecutors, judges, court support personnel, medical professionals) in their community. In the absence of such a history, family center planning should include intensive training for all proposed partners and staff, with an emphasis on survivor safety and advocacy and collaboration in the co-located services model.

8. Strong support from local elected officials and other local and state policymakers increases the effectiveness and sustainability of Family Justice Centers. All new centers demonstrate strong local support from authorities within the community. The President’s Initiative did not anticipate indefinite federal funding for any family site. Each site was required to seek strong support from local officials or other influential policy makers to increase local support at the conclusion of federal funding.

9. Strategic planning is critical to short-term and long-term success in the Family Justice Center Service delivery model. Each center demonstrates a strategic planning process to ensure sustainability and development of the program, and local funding options for future operations. A history of local funding is strong evidence of possible future support. Local revenues to fund specialized intervention professionals demonstrates the commitment of local officials and policy-makers to domestic violence intervention and prevention work.

10.  Strong/diverse community support increases resources for survivors and their children. All sites need strong, diverse community support. Strategic planning efforts that include developing and maintaining support from local government, state government, business, labour, diverse community-based social service groups, and faith-based organizations increases the resources available to survivors and their children at a center, which improves safety and support.

As of 2009, there were 31 Family Justice Centers in the U.S. (16 received funding under the President’s Initiative) and five International Family Justice Centers (in Canada, England and Mexico). The model has been identified as a promising practice in the field of domestic violence intervention and prevention services by the United States Department of Justice given its association with outcomes such as reduced homicides, increased survivor safety, increased efficiency and coordination among service providers and reduced fear and anxiety for survivors and their children. However, it requires significant start-up costs and would be difficult to replicate in communities where government and law enforcement agencies have no history of collaboration and specialisation in addressing matters of family violence.

Sources: Office on Violence against Women, US Department of Justice (2007); Seftaoui, J. (ed.) (2009) ‘Bringing Security Home: Combating Violence against Women in the OSCE Region. A Compilation of Good Practices’, Vienna: OSCE; National Family Justice Alliance, (2009).