HomeMy WebLinkAboutsubmittal of subgrant application to the MT Board of Crime Control for 65,981.pdf
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Ken Stocks, Grants Specialist
Anna Rosenberry, Finance Director Chris Kukulski, City Manager
SUBJECT: Approve City Subgrant Application to the Montana Board of Crime
Control in the amount of $65,981.
MEETING DATE: February 14, 2011.
AGENDA ITEM TYPE: Consent.
RECOMMENDATION: Motion to approve grant submittal.
BACKGROUND: Funding of this grant will improve the delivery of services by the City to
victims of violence against women. Lt. Rich McLane is designated ‘Project Director’ and will be assisted by Domestic Violence Prosecutor Annie Rooney. Funding will help support HAVEN
and CASA/GAL (community-based non-profits providing services to victims of violence against
women) while providing training to the DV Prosecutor and Police Department personnel. The
proposal was developed in consultation with Lt. McLane and the City Attorney. Budget
Narrative and Project Narrative are attached.
FISCAL EFFECTS: Approval of this proposal will have minimal adverse impacts on current
Police Department and Law Department budgets. Some additional funding may be required for
training registration (less than $1,000). All other direct costs to the City are anticipated to be met
through grant funds.
ALTERNATIVES: As suggested by the City Commission.
Attachments: budget narrative; project narrative
Report compiled on: February 2, 2011
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Budget Narrative
Summary:
• Personnel: $44,305
• Contracted Services: $ 4,800
• Travel/lodging/per diem: $12,876
• Operating Expense: $ 4,000
Total Costs (MBCC—STOP VAWA): $65,981
Total Match/In-kind (COB: 0.5 FTE DV Prosecutor): $32,250
Total project budget: $98,231
Match as per cent of project: 32%
A. Personnel:
a. HAVEN Legal Advocate: 0.5 FTE (1,040 hours)
i. @ $16.82/hr: $17,493
ii. health insurance @$2.96/hr: $ 3,088
iii. FICA/Medicare @$1.70/hr: $ 1,768
iv. UI @$.04/hr: $ 42
Total: $22,683
Funding will allow currently staffed position to be retained through FY 2012 (job
description attached). MBCC funded hours will be dedicated to tasks specific to
this project and documented on a daily log. Project Director will certify hours no
less than monthly. Due to lack of funding, this position is NOT budgeted by
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City of Bozeman/MBCC STOP VAWA grant proposal/Budget Narrative/January 28, 2011
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HAVEN for FY 2012. However, if this project is funded, the current Legal
Advocate will be retained and assigned project tasks including: coordinating
training, developing and maintaining data base, point of contact for victim/witness
services, developing service and support protocol, and other duties as required
to complete objectives.
b. CASA/GAL Co-Director2: 0.5 FTE (1,040 hours)
i. @ $16/hr: $16,640
ii. health insurance @ $1.75/hr: $ 1,820
iii. FICA/Medicare @ $1.60/hr: $ 1,664
iv. UI @ .04/hr: $ 42
v. Retirement @ $1.40/hr: $ 1,456
Total: $21,622
Funding will enable the two CASA/GAL Co-Directors to increase level of service
to clients. Positions are currently funded at 0.5 FTE each. STOP VAWA grant
funds will be used to increase both position from 0.5 FTE to 0.75 FTE.
MBCC funded hours will be dedicated to tasks specific to this project and
documented on a daily log. The 0.5 FTE will be divided more or less evenly
between the two co-directors (job description attached). Project Director will
certify hours no less than monthly. Assigned tasks include: develop
confidentiality policies and protocols associated with the data base, provide
victim assistance and victim advocacy training for entire team, coordinate victim
services with Legal Advocate.
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City of Bozeman/MBCC STOP VAWA grant proposal/Budget Narrative/January 28, 2011
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c. Domestic Violence Prosecutor: 0.5 FTE (1,040 hours—please see
‘matching’ at the bottom of the ‘Budget Narrative,’ Position Summary is
attached).
Total salaries and wages: $34,133
Total fringe benefits: $10,172
Total personnel: $44,305
B. Contracted Services: Counseling is often needed in order to sustain victims’
resolve and resources through the initial complaint to offender sentencing. Often,
this counseling is most critical for the welfare of children either as victims or
witnesses but resources are extremely limited. This project reserves $4,800 to
address this need and is based on providing 20 primary and secondary victims
an average of 4 hours of counseling each at $60/hour.
C. Travel and per diem: Three training sessions for four members of the Violence
Against Women Response Team including Project Director, designated
Bozeman Police Department Officer, Domestic Violence Prosecutor and HAVEN
Legal Advocate or other designee from community-based non-profit. In addition,
travel, lodging and per diem will be provided for victims/witnesses traveling from
out of area to Bozeman in order to participate in the investigative and
prosecutorial components essential for the success of this project; and some
lodging will be provided for victims in crisis immediately subsequent to
allegations of violence. $8,704 is obligated to travel for training and an additional
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$5,000 is reserved for victim/witness support for a total of $12,876. Any
materials, registration or similar fees for the training will be paid from appropriate
department budgets and not assigned to this grant.
a. Air Fare (training sites TBD): Three sessions for four attendees (12 round-
trip tickets) at average cost of $250/ticket: $3,000.
b. Lodging: Most (if not all) travel will be to out of state destination. If suitable
training is identified in Montana, this training will be utilized. However,
consistent with MBCC guidance, Montana Department of Administration
lodging rates will apply per the memo of September 27, 2010. The
average length of the three training sessions is estimated at three nights
for a total of 36 nights (3 nights X 3 sessions X 4 attendees) at the State
rate of $77/night for a total of $2,772.
c. Meals: Meal allowance is calculated at the current, out-of-state meal rate
of $23/day. Travel time is anticipated to require one additional day for
each training session for an average of four days for each session and a
total of 48 days (4 days X 3 sessions X 4 attendees). At $23/day the total
is $1,104.
d. Rental cars: When possible, attendees will use shuttles and similar free or
comparatively inexpensive means of traveling from airports to training
sites. However, it is possible that some sessions or travel schedules may
not accommodate or have available shuttle sessions. $500 is set-aside for
car rental.
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e. Local mileage and incidentals: Gallatin Airport is located in Belgrade
approximately eight miles from Bozeman. Travel to and from the airport
will be charged at State POV rates (currently $0.51/mile), airport parking
and other allowable incidentals are budgeted at $500 during the course of
this project.
f. Victims/witnesses travel, lodging and meals: Lodging rates will be
determined through negotiations with local hospitality providers and are
anticipated to be far below GSA rates. Transportation will be provided
through lowest-cost public carriers (such as bus lines), direct costs for
POV travel (gas receipts), and networking with victims’ service agencies
throughout the region to access transport. Meals will be provided by ‘not to
exceed’ vouchers based on current State-approved rates of $23/day. This
service will be provided to approximately 20 victim/witnesses at an
average cost of $200/hearing for a total of $4,000. The Project Director will
retain receipts for all costs assigned to this line item.
g. Emergency lodging: This service is similar to the one described above but
costs will be incurred immediately subsequent to acts of violence and are
intended to protect the victim(s) from additional harm/risk. It is estimated
that 10 victims will need this service at an average cost of $100/victim for
a total of $1,000. As described in (f), all costs will be documented by
receipts and will not exceed State-approved rates.
D. Equipment: None.
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E. Operating Expense: Operating expenses include expendable office supplies
directly obligated to this project, three digital recorders to record training and
meetings, one video camera system for training, interpreter assistance for
Persons with Limited English Proficiency (LEP), postage, and copying of training
materials. $4,000 is estimated for the project. Actual costs will be documented
throughout the project.
a. Office supplies: 12 mos @ $50 mo: $ 600
b. Digital recorders: 3 @ $100: $ 300
c. Video camera/equipment: $2,000
d. LEP interpreter service: $ 500
e. Postage: $ 100
f. Copying: $ 500
The recorders and video equipment will be purchased using a competitive bid process
consistent with City of Bozeman procurement policies. The interpreter service will be
provided using the telephone interpretation/translation vendor currently serving the City
of Bozeman and Bozeman PD. This vendor charges $ 0.90/minute for Spanish
interpreting services and $ 0.95/minute for all other languages. The $500 set aside for
this service will provide more than 500 minutes of interpreting services if needed.
Matching:
The City of Bozeman is providing in-kind service to match the MBCC share of this
project. The Domestic Violence Prosecutor will be assigned to this project and will
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dedicate at least 50% of her time to tasks directly in support of the Violence Against
Women Support Team, attending training, preparing and conducting training,
documenting project progress towards goals and objectives, preparing and
implementing corrective action plans or approach modifications to ensure project
success, and similar tasks. The DV Prosecutor will document all hours spent on this
project and all time on specific tasks using a signed daily log. This log will be reviewed
no less than monthly by the Project Director and certified for accuracy.
In-kind contribution is calculated as follows:
• 1,040 hours @ $24.15/hour: $25,116
• Fringe benefits @ 28% of Base: 7,134 including:
o Health insurance: $2,881
o FICA/Medicare: $1,924
o Worker’s Comp: $ 510
o State Unemployment: $ 42
o Retirement $1,778
Total Match: $32,250
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Executive Summary:
Stopping violence against women is among the highest priorities of the Bozeman
community. Progress towards this goal requires commitment and collaboration;
protection, assistance and advocacy for victims; and arrests, prosecutions and
sentencing for violent and dangerous offenders. This proposal to Montana Board of
Crime Control for a STOP VAWA grant incorporates this committed and collaborative
approach and will improve services to victims, ensure consequences for offenders, and
enhance the safety and security of the community.
The City of Bozeman is requesting $65,981 from MBCC and the City is providing
in-kind support in the amount of $32,250 (32% of project budget). The City’s
contribution is a dedication of a substantial portion of the Domestic Violence
Prosecutor’s time and effort to this project. The multi-faceted approach was developed
in collaboration with HAVEN and CASA/GAL (community-based non-profits) and is fully
consistent with authorized purposes 1 (training) and 5 (strengthening victim’s services)
and includes:
• Training the trainer.
• Collaborative, continuum of services from the prevention of violence to the
protection of victims using ‘trained trainers’ and monthly training sessions of the
Violence Against Women Response Team (also established by this project).
• Improved efficiencies through data collection and sharing, assigning
responsibility, and ensuring accountability resulting in a 5% increase in
conviction rates of persons prosecuted for acts of violence against women.
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• Victim/witness service including interpreting services for Limited English
Proficiency persons, counseling, and emergency transportation/lodging; thereby
enhancing the level of trust victims have in the law enforcement and judicial
systems and achieving a 5% increase in the number of formal complaints
compared to reported incidents and a 10% increase in the number of complaints
sustained through the prosecutorial phase.
Achieving these objectives will result in substantial progress towards the goal of
developing, implementing and sustaining a community-based, seamless system of
services to female victims of domestic violence, dating violence, sexual assault and
stalking. All members of the Consortium share the same vision: stopping all violence
against all women.
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Need:
The Bozeman community is determined to stop violence against women and has
developed a coordinated, multi-disciplinary approach designed to improve the criminal
justice system’s response and enhance victim safety. Developing a community-wide,
integrated response to violence against women is among the City’s highest priorities
and great strides were made towards this goal in recent years. The failing economy and
loss of federal funding crippled these efforts. The increasing need for services coupled
with decreasing resources available to address this need is unraveling the many years
of progress and placing women and children at higher levels of risk.
During the past two years, funding levels for local law enforcement, prosecutors
and community-based victim services were reduced by more than a quarter of a million
dollars. All community agencies responsible for providing services to victims of violence
against women, including the City of Bozeman, implemented stop-gap measures to
prevent catastrophic reductions in service. For example, the City of Bozeman sustained
the Domestic Violence Prosecutor’s position by diverting funds from another position
due to an extended absence for military duty. HAVEN, one of the primary, non-profit,
community providers of service to victims of violence against women, sustained the
Legal Advocate’s position by reducing other support services across the board. These
‘band-aids’ are temporary. Current levels of service and staffing cannot be sustained, let
alone enhanced, without additional funding. The Montana Board of Crime Control’s
STOP VAWA grant will provide the bridge between the current crisis and increased,
locally-derived funding anticipated in future years.
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This expectation of increasing funds for community programs is derived from
slowly improving economic conditions throughout the community and region. However,
benefits associated with the improving economy are partially off-set by the increasing
need due to population growth. During the past ten years, Bozeman’s population has
increased from 27,509 people to 39,282. This rate of growth places additional pressures
on existing services. The improving economy and associated population growth is
resulting in an increase of persons with limited English proficiency within Bozeman’s
service area and the need to have interpreting services in place for victims and
witnesses with limited English proficiency.
Violence against women is a serious issue in Bozeman affecting hundreds of
women, men, and children each year. Domestic violence, the overwhelming percentage
of which is violence against women, ranked as the number one community issue in the
Greater Gallatin Valley when compared with other issues such as methamphetamine
use, services for troubled youth, and affordable health care (Greater Gallatin United
Way Community Survey of 645 households in the Greater Gallatin Valley: Bozeman,
Belgrade and other areas of Gallatin, Park and Madison Counties; fall, 2006).
Although the incidence of violence against women is often underestimated due to
the secrecy that surrounds domestic violence, sex offenses and family offenses, there is
great concern and strong evidence that violence against women in the Bozeman area is
on the rise. Gallatin County’s total reported crimes (all crimes) grew 50% from 1994 to
2007, but in the same time period, the total reported violent crimes grew 89% (MBCC
Interactive Data Website; July 2009).
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Most categories of crime reflecting violence against women are proportionately
reflected by population for Gallatin County and the City of Bozeman. The economic
climate is ripe for further increases: data from various sources indicate that employment
instability and financial strain symptomatic of the current economic downturn are
associated with growth in the incidence of DV and Intimate Partner Violence (IPV), and
that victims are likely to experience poorer mental and physical health and unstable
employment as a result. In addition, women whose male partners experience repeated
periods of unemployment are more than three times more likely to be abused.
The City of Bozeman’s unemployment rate has more than doubled since 2007,
increasing from 3.0% in November, 2007, to 7.4% in November, 2010
(economagic.com; January 25, 2011). Clearly, violence against women is of great
concern and generates profound social and fiscal effects on the community at large, as
well as damaging and lasting effects on individuals and families.
The statistical justifications for this proposal are unequivocal. Last year, HAVEN’s
legal advocate assisted 444 victims and was instrumental in obtaining 186 temporary
orders of protection and 106 permanent orders of protection. The issuance of
Temporary Orders increased 38% over the previous year. In 2006-2007, only 43% of
Temporary Orders became Permanent Orders of Protection. In 2008-2009, this
conversion reached 57%. Without additional funding, the Legal Advocate’s position is at
grave risk of being cut in FY 2012 in order for HAVEN to sustain operations of their
Emergency Shelter (data provided by HAVEN Executive Director Stacey Lyons;
January 2011).
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In 2009 the Gallatin County CASA/GAL Program served 90 children who were
abused and/or neglected. In 2008/2009, the program provided advocates for three
shaken babies who suffered serious injuries, as well as ten sexually abused children, in
addition to eighty children who were victims of abuse resulting from domestic violence.
Protecting the children of victims of violence against women is an essential component
of providing meaningful services to the victims themselves.
The Victim Witness Program has seen a 318% increase in victims served since
1998. 334 victims were served in 1998 and 1,062 victims served in FY 2009. Of the
1,062 victims served, 39% involved domestic violence cases, 9% child sexual assault,
and 4% adult sexual assault. This program also assisted 33 stalking victims, and 33
victims of protective order violations.
The target population of this project are women victimized by all forms of
violence just because they are women including dating violence, sexual assault, and
stalking. Without the continued collaboration of the partner agencies, many of our
victims would not have essential needs met and they may be more inclined to return to
an abusive situation or less inclined to report or seek help in the future.
Given the significant population growth, the increasing number of victims seeking
services, and the strain on available resources to meet these increased demands,
funding through this grant is critical in enabling our community to continue supporting
and improving programs as well as continuing to provide the most comprehensive level
of services available from properly trained professionals to meet the needs of victims
and their children.
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The following charts not only demonstrate the need for this project, they indicate
the substantial improvement in the ratio of complaints to arrests achieved in recent
years due to funding support provided by DOJ. With the loss of federal funding, and
especially if the City is unsuccessful in obtaining MBCC STOP VAWA support, the
already serious problem of Partner/Family Member Assault (PFMA) will get worse.
Recent data for PFMA (a major component of VAWA) complaints, arrests and
repeat offenders for the City of Bozeman is as follows:
PFMA ARRESTS 2006 2007 2008 2009 2010
Non-aggravated 61 71 60 60 57
Aggravated 0 0 4 3 4
PFMA INCIDENTS
Non-aggravated 103 92 92 79 69
Aggravated 0 0 5 3 4
VIOL OF NO CONTACT ORDER 0 2 3 0 2
VIOL OF PROTECTIVE ORDER 5 5 7 8 6
2006 2007 2008 2009 2010
STALKING
ARRESTS 1 4 7 2 4
STALKING
INCIDENTS 13 24 18 17 17
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The Consortium has identified three significant gaps in services to victims of
violence against women:
1) Partially due to booming construction and tourists industries, there has been
an increase of non-English speaking victims in the county, resulting in the
need is to have interpreting/translating services in place to assist non-English
speaking victims. The influx of foreign-speaking workers makes it imperative
the Consortium becomes well equipped to address language barriers.
2) A program is only successful if adequate prosecution is available. Prosecutors
need to be specifically trained to prosecute cases of violence against women
including domestic violence and sexual assault. The complexities of these
cases cannot be adequately met with anything less than a dedicated
prosecutor working exclusively on this issue receiving appropriate and
specialized training.
3) Immigrant, lesbian, bisexual, and elder victims are underserved. Often their
safety needs cannot be met with a traditional shelter and separate housing is
necessary to provide safety. Statistics indicate violence against elderly
women is not being reported with the same consistency as other age groups.
Barriers to reporting must be identified and mitigated.
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Goal Statement:
This project will reduce levels of violence against women and improve outcomes for
victims of violence by developing, implementing and sustaining a community-based
seamless system of services for victims of domestic violence, dating violence, sexual
assault, and stalking consistent with Authorized Purpose Areas #1 and #5.
Objectives:
1. To train at least two law enforcement officers, at least one community based
advocate and at least one prosecutor to identify and respond more effectively to
all acts and allegations of violence against women.
2. To strengthen community-based services for victims of violence by establishing
and training a Violence Against Women Response Team. Monthly training
sessions will be derived from the ‘train the trainer’ capacities achieved through
Objective 1 with emphasis on strengthening services to underserved populations
including elderly women and racial, cultural, ethnic, and language minorities.
3. To increase prosecution and conviction rates of persons accused of acts of
violence against women by at least 5% by the end of the project by improving
services, support, advocacy and assistance to witnesses.
4. To increase the level of trust victims of violence against women have in the law
enforcement and judicial systems by developing the seamless system of victims’
services referenced in the goal statement resulting in at least a 5% increase in
the number of complaints (compared to incidents reported to community-based
services) and a 10% increase in the rate of complaints sustained throughout the
prosecutorial phase.
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Implementation Plan
Achieving the goals of this project (reducing levels of violence against women
and improving outcomes for victims of violence) requires that every objective be
accomplished in a timely manner. Key milestones and benchmarks are as follows
(note: if funding is delayed beyond the July 1, 2011, start-up date; the
implementation plan will be adjusted accordingly):
Date Milestone/Benchmark
7/1/11 Start-up meeting attended by Project Director, DV Prosecutor,
Haven Director, Haven Legal Advocate, CASA/GAL Co-Directors,
Finance Department staff assigned to procurement/payment and
Grants administration staff. This meeting will review/establish roles,
responsibilities and firm timelines for project details including data
base development, documentation of in-kind, procurement, reporting,
compliance with special conditions and meeting schedule for Violence
Against Women Response Team (Consortium).
7/15/11 Review, modify and adopt Training Schedule: The Haven Legal
Advocate will serve as the facilitator for researching and
recommending training opportunities. The Training Schedule will be
adopted on or before this date.
7/22/11 Expand Violence Against Women Response Team to include other
stakeholders such as Gallatin County Sheriff’s Department, Montana
State University Police Department, courts and other area non-profits
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serving victims of violence against women.
8/31/11 Establish parameters of Data Base and protocols for use,
maintenance, and sharing while ensuring strict confidentiality for all
victims of violence.
1/9/12 Review data base and adopt Matrix of Key Data Points determined
most relevant for protecting victims and predicting outcomes.
5/27/12 Review and Evaluate progress towards goals and objectives, modify
approach as needed, conduct internal financial and performance audit
of project and develop strategy for continuing modified project through
FY 2013.
6/30/12 Begin Project Closeout and complete in a timely manner.
The following tables describe in detail the specific steps that will be taken to
achieve each objective and milestone:
Objective 1: To train at least two law enforcement officers, at least one
community based advocate and at least one prosecutor to identify and respond
more effectively to all acts and allegations of violence against women.
Assign to Begin/End Task, Methodology and Resources Cost
Haven
Legal
Advocate
7/1/11 to
7/8/11
Identify Relevant, Available Training by
reviewing relevant websites such as DOJ,
MBCC, advocacy/support groups and others.
Resources Needed are substantially derived
from time on task.
$800
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The
Consortium
7/11/11 to
7/15/11
Select Most Appropriate, Most Timely and Most
Affordable Training: Training will be selected
through a process of consensus. Training
opportunities will be thoroughly vetted and will
be selected based on demonstrated capacity to
assist communities in reducing levels of
violence against women or improving outcomes
for victims. Required resources are derived
from time on task assignable as personnel
costs to the grant.
$2,500
Project
Director
7/18/11 to
7/20/11
Select ‘Trainees’ and Make Reservations for
Training: The Project Director will be
responsible for ensuring reservations are made
for the appropriate training and may be assisted
by other ‘team’ members. Resources required
are time on task.
$500
The
‘Trainers’
8/1/11 to
6/1/12
Attend Training: Designated trainees will attend
training sessions and participate to the extent
necessary to become ‘trainers’ themselves. The
information, processes, review of best available
technology and best practices will be shared
with the ‘team.’ Trainers will develop necessary
handouts, copies and other presentation
$11,328
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materials. Resources required include $9,328
for travel/training, $1,500 for personnel and
$500 in supplies.
Objective 2: To strengthen community-based services for victims of violence
against women by establishing a Violence Against Women Response Team and
providing monthly training sessions for the team. Training will be substantially
derived from the ‘train the trainer’ capacities achieved through Objective 1 with
special emphasis on strengthening services to racial, cultural, ethnic, language
minorities, elderly and other underserved populations.(Note: The schedule for
‘on-topic’ training may be modified for consistency with training received through
Objective 1; however, designated members of ‘the Consortium’ will receive
training consistent with their assigned duties and these ‘trained trainers’ will
facilitate the training component of the monthly meetings determined most timely
or relevant by the Project Director.)
Assign to Begin/End Task, Methodology and Resources Cost
Project
Director
7/1/11 to
7/22/11
Establish Violence Against Women Response
Team anticipated to include: HAVEN,
CASA/GAL, Court, MSU Police Department,
Gallatin County Sheriff’s Office, City
Prosecutor’s Office, City PD, and others from
within the victims’ services community. This will
$2,000
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be accomplished by mailings, one on one
meetings, and group meetings. MOU’s will be
drafted and executed defining the extent of
participation and any specific role determined
for each member of the VAWA Response
Team. Resources required are office supplies
and time on task not recorded elsewhere.
Project
Director
7/1/11 to
7/22/11
Work with Finance Department to procure 3
digital recorders and one video camera with
peripherals. All procurement will be done in
compliance with City and funding agency
requirements. Resources derived from
specified items under ‘operating expense.’
$2,300
Haven
Legal
Advocate
7/1/11 to
7/29/11
Develop Shared Data Base: Review of
historical data available from City Law
Enforcement, Prosecutor’s Office and Courts
regarding complaints, arrests, prosecutions,
pleadings, convictions and sentencing. Review
of historical data from community-based non-
profits serving victims of violence against
women. Review of other data sources such as
MSU, Gallatin County and other relevant
sources. Correlation of reviewed data sets and
$2,500
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determination of key data points to include in
Data Base. Organization and design of Data
Base. Resources required are derived from
time on task using existing PC’s and software.
The
Consortium
; facilitated
by the
Prosecutor
8/1/11 to
8/31/11
Review and Adoption of Shared Data Base:
Develop policies and protocols to protect victim
identities with strong protections regarding
confidentiality. Develop and adopt policies and
procedures regarding sharing of Data Base and
assign responsibility for maintaining Data Base.
Resources required are primarily time on task.
$503
Haven/
CASA/GAL
7/11/11 to
6/15/12
Victim Assistance Training: Includes cross-
training of team members with the training
substantially informed both by ‘new’ training
received during the course of this grant and the
knowledge base developed during the many
years of HAVEN and CASA/GAL’s service to
the community. Resources required are time on
task, copying and handout preparation.
$1,500
Haven/
CASA/GAL
7/11/11 to
6/15/12
Victim Advocacy Training: Same as the line
item above with emphasis on guiding victims
through the law enforcement, prosecutorial and
judicial processes.
$1,500
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Project
Director
and
Prosecutor
7/11/11 to
6/15/12
Formal Complaints, Arrests and Protection
Orders: To the extent possible, protocols will be
standardized in order to provide training and
guidance to other members of the ‘team’ and
increase levels of trust between victims and ‘the
system.’ Resources required are substantially
derived from time on task by the DV Prosecutor
with assistance and policy review from other
members of the team.
$17,000
Prosecutor 7/11/11 to
6/15/12
Prosecutions and Convictions: Same as above
line items with emphasis on the judiciary’s role
in stopping violence against women, and
coordinating with victims’ service providers.
$15,000
Objective 3: To increase prosecution and conviction rates of persons accused of
acts of violence against women by at least 5% by the end of the project by
improving services, support, advocacy and assistance to witnesses.
Assign to Begin/End Task, Methodology and Resources Cost
Haven
Legal
Advocate
7/1/11 to
6/30/12
Witness/victim Services: Transportation and
lodging will be provided on an emergency basis
and only after first attempting to access
victim/witness surcharge funds. This service will
$4,000
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be above and beyond services currently
provided and is focused on sustaining the
prosecutorial phase throughout hearings,
depositions, motions and all other precursors to
a verdict. Resources required are described in
the travel line item specific to this task.
Haven/
CASA/GAL
7/1/11 to
6/30/12
Develop RFQ for victim’s counseling service
and procure consistent with City and MBCC
procurement standards: Counseling will focus
on sustaining victims throughout the
prosecutorial phase and will be in addition to
other counseling service currently available.
Often, this counseling will be for secondary
victims (children) because victims’ concerns for
their children are often used as a reason for
truncating or failing to cooperate with the
prosecutorial phase. Resources required are
derived from the ‘contracted services’ line item.
$4,800
Prosecutor 7/1/11 to
6/30/12
Coordination with Courts for Timely Hearings
and Appearances: The DV Prosecutor will
coordinate with the City Legal Department and
Municipal Court for the expedited consideration
of cases involving violence against women
$5,000
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Resources required are primarily time on task
by the Prosecutor.
Project
Director
7/1/11 to
6/30/12
Sustained Follow-up and Enforcement of
Protection Orders: The Project Director (who is
also a Lieutenant serving on the Bozeman
Police Department) will provide the highest
level of service possible to victims with
temporary and permanent orders of protection
to ensure their safety and security. Resources
required are derived from time on task provided
by other members of the team in support of this
task (the Project Director’s time commitment to
this project is substantial; however, none of his
‘time’ is claimed as a direct cost or in-kind).
$2,500
Project
Director
7/11/11 to
6/30/12
Enhanced Services for Persons with Limited
English Proficiency: The City of Bozeman
recently engaged the services of the telephone
interpreting/translating business. This service
will be utilized as needed and documentation
will be retained to ensure ALL LEP persons
receive the same level of service as other
victims/witnesses. Resources required are
listed in the ‘operating expense’ line item.
$500
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Objective 4: To increase the level of trust victims of violence against women
have in the law enforcement and judicial systems by developing the seamless
system referenced in the goal statement resulting in at least a 5% increase in the
number of complaints (compared to incidents reported to community-based
services) and a 10% increase in the rate of complaints sustained throughout the
prosecutorial phase.
Assign to Begin/End Task, Methodology and Resources Cost
Haven
Legal
Advocate
9/1/11 to
6/30/12
Implement, Use, Maintain and Revise Data
Base: Task is assigned to the Legal Advocate
but ALL team members will be trained on use of
the data base and will be responsible for
providing updated information on a regular
basis. Resources required are time on task
using PC’s and software already in place.
$2,000
Haven
Legal
Advocate
10/3/11 to
1/9/12
Develop Matrix of Key Data Points for
Predicting Victims Likely to Return to Abusive
Relationships: This ‘deliverable’ is crucial to the
success of this project and will require the full
engagement of all team members possibly
assisted by City IT staff. Data will be ‘crunched’
as often as necessary to determine salient,
$4,500
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predictive data sets. Resources required are
time on task by the Legal Advocate, CASA/GAL
staff and the Project Director.
Haven
Legal
Advocate
1/9/12 to
1/20/12
Develop Service and Support Protocol to
Reduce Rate of Victims Returning to Abusive
Relationships: Using data matrix developed
above, individual outcomes will be predicted
then tested against actual outcomes.
Appropriate services and responses will be
developed, evaluated and modified as needed
to reduce the rate of victims returning to
abusive relationships or in other ways
truncating or failing to participate in the law
enforcement and prosecutorial responses to
allegations of violence against women.
Resources required are time on task.
$6,000
Prosecutor 2/6/12 to
6/30/12
Work with Courts for Fair/Firm Sentencing of
those Convicted of Violent Abuse: Assisted by
the matrix developed above and informed by
the other tools developed during this project
including training and coordination with victims’
services, the Prosecutor will advocate for
sentences commensurate with the identified
$6,000
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risk of repeat offenses, safety and security of
victims and impact upon the community.
Resources required are time on task.
Project
Director
2/6/12 to
6/30/12
Determine ‘Levels of Risk’ and Provide
Enhanced Protective and Support Services for
Victims at ‘Higher’ Risk for Subsequent Acts of
Violence: Similar to above item but with
emphasis on protecting victims and witnesses
during the arrest/prosecutorial phase.
Resources required are time on task by all
team members.
$5,500
Evaluation and Internal Assessment:
During each monthly meeting of the VAWA Response Team (Consortium), progress
towards objectives will be discussed and evaluated. Whenever progress is not being
made at an appropriate rate or in the direction specified in the proposal, the Team will
assign one or more members to develop a corrective action plan for discussion, revision
and implementation at the next monthly meeting. Also, a full, detailed internal evaluation
is scheduled in the 11th month of the project (May 2012) and will include financial review
and records management by Finance Department staff, evaluation of data base by IT
staff, and grant/contracts administration by the Grants Specialist. Any issues identified
by the evaluation will be addressed by the Team prior to the end of the grant (June 30,
2012).
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Use of Data:
Data collection is integral to this project. However, data will not be collected just
for the sake of collecting data and justifying costs. Data will be collected in the firm
expectation that certain data sets will serve as strong indicators for progress towards
the two, intertwined goals of this project: reduce levels of violence against women AND
improve outcomes for victims of violence.
Levels of violence will be reduced by protecting victims from subsequent acts of
violence, ensuring meaningful consequences for offenders including isolation from the
victim and community, and providing essential services for victims designed to sustain
them through the prosecutorial and sentencing processes. This project makes the
assumption, albeit a reasonable assumption, that numerous variables can be identified
that will serve as predictors of outcomes including:
• Re-establishing contact with a violent, intimate partner.
• Secondary risk factors such as drug and alcohol abuse.
• Financial and support resources available to the victim.
• Community resources available to the victim.
• Victim’s perception of local courts and law enforcement agencies.
This list is not intended to be comprehensive. Its purpose is to provide examples of
variables that can be defined and described through data sets. Identifying those data
sets that have the greatest capacity to provide the most accurate and comprehensive
predictors is a primary objective of this project.
The second goal, improving outcomes for victims, is more difficult to define and
will require a higher level of effort to quantify through a data collection process.
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Improved outcomes may include something as simple as a victim enrolling in
community college or a 5-month increase in the average length of sentence for repeat
offenders. Through the training and ‘train the trainer’ components of this project, clear
and comprehensive definitions of ‘improved outcomes’ will be developed and the key
factors (variables) identified that can be incorporated into a data matrix.
HAVEN’s Legal Advocate, assisted by every member of the Violence Against
Women Response Team, will collect and organize as much available data as possible
throughout the course of this project, including historical data. Every monthly meeting
will include a discussion of specific sets of data that ‘seem’ most relevant to specific
predictors. Between meetings, these data sets will be evaluated, refined and revised;
and then compared to actual outcomes and variations in levels of violence.
By the end of this project, one or more thoroughly ‘vetted’ models will be adopted
for predicting (and thereby assisting in preventing) violence against women and for
predicting (and thereby assisting in determining) outcomes. For this project, data is the
‘steering wheel’ enabling the Violence Against Women Team to achieve the goals and
objectives described above.
Sustainability/Future Funding Plan:
Until local economies substantially improve, continued federal funding will be
required to provide an adequate and sustained level of service to victims of violence
against women. Therefore, the City of Bozeman (or other member of ‘the Consortium’)
anticipates requesting MBCC STOP VAWA grant support in FY 2013 at approximately
the same level as the current request. However, as the local economy improves (which
is showing strong signs of occurring), the City of Bozeman will assume a greater
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financial responsibility for this STOP VAWA project. Next year’s project is expected to
focus on refining and testing the data matrix adopted near the conclusion of this year’s
project. This year’s results will determine the type of training and role of ‘trained trainers’
for next year’s proposal. Every success will be built upon until violence against women
is, if not cured, at least in full remission.
By the third year of this project, funding requested from MBCC is expected to fall
to less than 50% of the current request (from $65-K to $30-K) and the City of
Bozeman’s financial commitment is anticipated to increase by approximately the same
amount. However, the City hopes and expects that the community will step forward with
substantially increased ‘donor’ funding to HAVEN and CASA/GAL, thereby reducing the
burden on taxpayers for this project.
The need for adequate services for victims of violence against women and the
concurrent need for effective punishment for violent offenders is sufficiently compelling
to cause decision-makers to obligate as much funding as possible to address these
needs. The compelling nature of this need is demonstrated by the City of Bozeman’s
response to decreasing revenues in developing this grant proposal:
• Nothing is claimed to address the administrative costs of this project.
• Substantial commitments of time, especially by the Project Director, are
not assigned to this grant or claimed as matching.
• Nothing is claimed for an audit share by this project or for time
commitments from support staff (City Attorney, Police Department,
Finance Director, Controller, Grants Specialist, IT staff and others).
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This approach will be retained in the development of future proposals targeting violence
against women and will include increased, in-kind contributions because the City of
Bozeman is determined to protect her citizens from violence, especially those among us
who are most vulnerable.
Last year’s failure to obtain continued, direct funding from DOJ for the Gallatin
Project Consortium was a wake-up call for the City of Bozeman. In these difficult
economic times, even success sometimes goes unrewarded. For this reason, all
members of the current Consortium (which represents a bare-bones version of the
previous Consortium scaled down to more effectively access the limited funding
currently available) will work diligently to obtain funding from all available resources
including:
• City general fund.
• Federal agencies.
• Foundations.
• Flow-through funding to the State.
• Community contributions.
• Offender surcharges (currently administered by Gallatin County).
By pooling resources, members of the Consortium hope to have enough funding to
address the most critical and urgent need: protecting victims from further violence.
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