More information
Description
The project reacts to the transformation of our organization that is related to the creation of the first specialized Center for victims of sexual violence in the Czech republic. The creation of the Center implies major operational, personal, and financial changes. Currently, a number of operational documents are not available, since they were not needed before due to the type of organization and services. Although there will be a need to strengthen staff capacity and introduce shift working, there are not yet adequate processes in place to build and share the culture and values of the organization. There has been a longstanding lack of effectiveness in collecting and evaluating data based on direct work with victims, which will be all the more necessary for the transformation of the organization. Demands for funding to cover operations will increase, while not all existing resources will remain relevant. Failure to address this situation will increase the risk of unclear processes, staff frustration, fluctuation, lack of funding, and therefore the need to cut services, which may negatively impact the effectiveness of the organization''s functioning, hence the quality of services. That is the reason why in this project we will focus on harmonizing the culture of our organization, revising the data collecting system, internal processes, and financial mechanisms, in a way that will respond to the Center’s needs. Some of the outputs of the project will be: new ethical codex, an updated system for data collection and created methodology for it, or new internal documents such as working rules. That will facilitate an effective and sustainable way of running our organization and providing our services, which will be beneficial to our workers and therefore to the target group.
Summary of project results
Sexual violence is a serious problem with a high prevalence, yet there was no comprehensive centre for victims of sexual violence in the Czech Republic before the project began. We were able to set up the first such centre PORT for victims of sexual violence with support from the Norway Grants 2014-2021 (from the specific project Centre for victims of sexual violence). However, due to an increase in the cost of building materials, the allocated amount only allowed for the reconstruction of the building and securing the basic operation, the project did not provide enough financial support to cover the transformation processes related to the change of the organisation. PORT offers various services directly to the victims of sexual violence (such as social counselling, crisis intervention, legal counselling and representation, psychotherapy (individual and group), room for police interrogation etc. As the number of services significantly increased the number of direct care workers were needed (more than 100% increase in staff compared to the situation before PORT). Besides that, the focus on the topic of sexual violence led us to the situation when our counsellors or interventionists are often hired on a part-time basis (due to the intensity of the topic they are addressing, they often combine their work with the target group of victims of sexual violence with other target groups). Following this situation, it was necessary to adjust not only the internal processes, but also the way the team was managed. This increase in the number of workers and the mode of cooperation has then created enormous pressure on the organisation, specifically to maintain its value orientation, and to set up operational, personnel and financial mechanisms. Besides that, our organization struggled with a lack of effectiveness in collecting, evaluating data, as well as using data to set up internal processes and for advocacy. That is why we have focused on these areas in the reported project.
All project activities collectively enhanced organizational capacity, service delivery, and its sustainability. They were focused on several aspect of functioning of the organization:
- Ethical and strategic framework: At the beginning of the project implementations we have developed proFem’s Code of Ethics, and conducted seminars on topics like domestic and sexual violence, psychiatry basics, and trauma therapy, leading to improved staff competencies and adherence to ethical standards. The Code of Ethics is available to internal employees, outsiders or the general public (on the organisation''s website), so the organisation clearly declares its values. The organizational strategy was drafted and also evaluated during the project.
- Data collection: The organization revised its data collection and handling system to meet the needs of PORT. To achieve this, the number of workshops and meetings were organized with the researchers, other organizations providing support to victims of GBV either from the Czech Republic or from the Norwegian partner organization. Since 2023 new client database is been used – eQuip – to collect and evaluate data.
- Organizational structure: proFem revised the organizational structure and set procedural rules for the functioning of internal interdisciplinary collaboration. Several consultations and trainings provided by external experts were used.
- Financial mechanisms: With support of external experts we transformed the financial mechanisms (incl. involving new accounting company). In order to strengthen the sustainability of services in the PORT, we have developed a basic fundraising plan. As PORT opened in January 2024 and is therefore still a pilot project, potential sources for securing its funding are still being tested.
The project significantly strengthened the capacity of the organisation in the proces of transformation into the PORT Centre for Victims of Sexual Violence, which opened in 01/2024. The complexity of the focus of the project activities supported this launch and enabled proFem to reflect the needs of transformation in a wider range of areas of the organisation''s functioning. Anchoring the culture of the organization, or sharing the fundamental values within the team, created a basis for all of the organization''s future work. These values are reflected in the direct care provided to clients as well as in allexternalcommunicationoftheorganization, includingprojectpreparation and otheragendas. The transition to the new client database has improved data collection and analysis, which has enhanced both the effectiveness of services and communication about PORT''s services. The newly collected data is beingused in advocacy and lobbying activities, contributing, among other things, to ensuring systemic funding for services and garnering support.
The revision of the organisational structure, which occurred as a result of the increase in the number of staff, has allowed for a transparent distribution of the agenda and competences in the new team, as well as clarification of the continuity of the different services. The financial mechanisms have been adapted to the needs of the increased budget (for 2024 it has been doubled compared to 2023), while their clarification has increased the transparency offinancial management and reduced the risk oferrors.
Setting up and testing a fundraising action plan contributes to the financial stability of PORT and the proFem organisation as a whole. In the first phase of the project, the partnership with the Norwegian organisation DIXI provided insight into the operating systém of an organisation that provides similar services in the long term, including how data is collected and evaluated. The great success of the project lies in its synergy with other projects that have supported the launch of the specialised PORT centre. This synergy has enabled the launch and further expansion.
Summary of bilateral results
The partnership with the Norwegian organization DIXI Ressurssenter – center for rape victims has been invaluable. Through our meetings focused on data collection and evaluation, individual and group therapy setup for victims of sexual violence, and internal interdisciplinary collaboration, we have gained crucial insights and supportive information. This collaboration has significantly contributed to the capacity-building efforts of our organization, proFem - center for victims of domestic and sexual violence, and has enhanced the comprehensive services offered at our newly opened PORT center for victims of sexual violence. We gained great inspiration from an organization that has been working on the topic of sexual violence and helping its victims for almost 40 years.On a bilateral level, the collaboration with DIXI Ressurssenter – center for rape victims has facilitated the exchange of best practices and innovative approaches, enriching both organizations'' methodologies and service delivery. The interaction has provided us with practical knowledge and tools that have been important in improving our support services for victims of sexual violence. Moreover, the partnership has fostered a strong network of support and professional growth for our staff, enabling more effective and empathetic service provision. Moving forward in provision of comprehensive services in PORT, we aim to continue our collaboration with DIXI beyond the project''s conclusion. Our plans include a comprehensive reflection on our outcomes and the feedback gathered, ensuring continuous improvement and adaptation of our services, in this process we might approach DIXI (in the frame of another project). We envision sustained partnership efforts to further refine our therapeutic approaches and interdisciplinary cooperation, solidifying the foundation for long-term support for victims of sexual violence.