In Canada, a 2016 report entitled "A Focus on Family Violence in Canada" by the Chief Public Health Officer show that: - in Canada, a woman is killed by a family member every 4 days - 7 in 10 reported cases of family violence involve girls and women - an estimated 30% of Canadians have reported experiencing abuse between ages 15-16 - only 3 in 10 victims report that police have been made aware of their spouse's violence, indicating that the majority of cases are not reported - in Canada, the cost of family violence is approximately $200 million/year for expenses as well as costs related to pain, suffering and loss of life which is an additional $5.5 billion/year - the most vulnerable and marginalized groups in society are at higher risk of experiencing violence, this includes women, children, people with disabilities, LGBTQ+ communities, and indigenous women

The MCSS Central Region is a newly configured region with a geographic catchment area that serves the following aeas: County of Simcoe, Regional Municipality of York, Regional Municipality of Peel, County of Dufferin, Regional Municipality of Halton, County of Wellington, and Regional Municipality of Waterloo. Central Region has: - 39 Transfer Payment Agencies (TPAs) that receive approximately $26 million frm MCSS - A large and varied geographic area - Urban and rural communities - A Francophone presence - Indigenous populations - A culturally diverse population with diverse needs

En novembre 2007, la ministère des services sociaux et communautaires (MSSC) de la région du Centre de l'Ontario a établi le groupe de travail sur la violence faite aux femmes. Ce group se compose des representatifs supérieurs des agences fondées par MSSC des régions de Halton, de Peel, de Waterloo et des comtés de Wellington et de Dufferin. L'objectif premier de ce groupe était de déterminer un plan stratégique pour des services spécifiques au secteur de la violence faite aux femmes (VFF), d'achever les buts du groupe, de donner des conseils à MSSC et de partager des ressources et de l'information entre les membres d'agence. Il y a désormais trois groupes qui travaillent ensemble sur les priorités stratégiques par tous les membres. Ce groupe se réunit trimestriellement pour vérifier leurs objectifs collectifs et pour continuer à plannifier leur travail suivant. Grace au partenariat entre le groupe de la lutte contre la violence faite aux femmes de la région du Centre de l'Ontario et le groupe de recherche en innovation sociale de l'Université Wilfrid Laurier, ils ont organisé plusieurs evenements de formation et des colloques à travers la région du Centre.

THE VAW Forum of Central Region is comprised of Simcoe County, Dufferin County, Wellington-Guelph County, Kitchener-Waterloo Region, York Region, Peel Region and Halton Region.

Le forum VFF se comprise des régions et des comtés de Simcoe, de Dufferin, de Wellington-Guelph, Kitchener-Waterloo, York, Peel et Halton

In 2016, MCSS Central Region engaged all MCSS-funded TPAs that deliver VAW services in the development of a regional service system VAW Strategic Plan for Central Region, for completion by spring 2017. Given that Central Region is a newly configured region with a geographic catchment area that includes two regional municipalities from the former Central East Region and five from the former Central West Region, a key goal of this planning process was to unify and animate all the stakeholders across the region in creating a shared vision and plan to maximize services collaboration, coordination, accessibility and innovation. The regional service system VAW Strategic Plan was developed with ongoing input and engagement by the VAW sector in Central Region. This included all funded TPAs in Central Region who provide and coordinate services for women and their dependants who are experiencing violence. Central Region Strategic Plan Key Elements MCSS outlined several key elements required to shape the Central Region Strategic Plan, as follows: 1. Develop a shared vision to enhance collective impact 2. Build on current strategic activities and initiatives and encourage innovation 3. Build trust and connectivity across TPAs while supporting collaboration 4. Create a stronger sector that includes evidence-informed decision making Additionally, the plan was developed to ensure alignment with MCSS (provincial), regional, and community priorities. MCSS Provincial Priorities The Central Region Strategic Plan was developed to align with the MCSS Business Objectives for VAW in 2016-2017 as follows: • Improved Responsiveness to Community Needs • Enhanced Accountability of the VAW Program • Enhanced Service Coordination Additionally, the Strategic Plan was developed to align with the common core priorities of the MCSS: • Stronger service sector (service excellence) • Evidence based decision making A number of regional priorities were also identified for Central Region as key elements that should be addressed in the plan, which included: • Strengthening of the Central Region service system by optimizing opportunities provided by the regional realignment (shared expertise, partnerships, linkages with other key sectors) • Capitalizing on existing local and regional strategic plan initiatives • A better understanding of the impact significant population growth has had on services across the region • The development of a framework and structure to ensure that consistent engagement with regional and local planning tables so that effective service system planning is achieved Using Local Data to Inform Central Region Strategic Planning To ensure that Central Region’s Strategic Plan was developed using the key planning elements identified by the MCSS, local data informed the planning process. A Review of Community Issues in Central Region based on VAW Program and Infrastructure Data Analysis (completed in the summer of 2016) identified a number of local issues that should be considered as part of the regional strategic planning process. These included: • Resources – funding, bed/shelter space, waitlists, affordable housing, access to services for rural women • Demand – increased number of women experiencing homelessness, increasing focus on men • Population Growth – lack of language and culturally appropriate supports for newcomers and immigrants, lack of childcare and youth support, lack of transportation • Complexity of Client needs – mental health and addictions, harm reduction, women with disabilities, human trafficking, special needs of transgender and same sex violence, poverty, Indigenous, Francophone women and rural women have special needs • Justice/Legal – dual charges, custody and access orders create more complexity, legal aid/access to information • Service System – hard to navigate, lack of wrap around case management, staff turnover, uncompetitive wages For more information,download the full strategic plan.(undefined) Vous pouvez aussi acceder la version française de ce document.(undefined)