This Plan recognises the ongoing impact that COVID-19 had on the community, increasing  the prevalence and severity of family violence.

This was a consideration in the development  of this strategic plan. The Strategic Plan also  recognises the shared experience of FVREE staff,  and the new learnings, as a result of COVID-19.

Our vision is for our community to be free from family violence, where everyone is safe.

Our strategic

To drive bold, innovative change and to break the cycle of family violence to ensure that victim survivors are safe and able to thrive.

We do this by working in partnership with victim survivors, the community and broader service system.

Strategic priorities

The following priorities form the key areas of focus for FVREE over the next 3 years.

Strategic priority 1

Experience & outcomes


To enhance and expand the outcomes achieved for victim survivors and the broader community (through delivering services and programs across the continuum of family violence prevention, early intervention, response and recovery) across the Eastern region of Melbourne and beyond.


  • Improved client experiences and outcomes within FVREE
  • Increased range and reach of services and programs provided by FVREE
  • Increased capacity amongst clients to self-advocate in their recovery journey
  • Increased recognition and understanding of family violence and its drivers within the broader community
  • Increased capability and capacity within the broader community to respond effectively to family violence and its drivers
  • Successful roll-out of the Orange Door in Melbourne's Inner and Outer East
  • Increased victim survivor engagement and participation in our work

Strategic priority 2

Integration &


To collaborate with other organisations and service providers in a meaningful and sustainable way.


  • Increased number of initiatives with organisations underpinned by shared outcomes (including the successful roll out of the Orange Doors in Melbourne’s Inner and Outer East)
  • Increased reciprocal learning with organisations with shared outcomes
  • Increased co-locations with other service providers
  • Increased referral pathways to and from FVREE
  • Increased involvement and engagement by specialist and non-specialist family violence organisations (including mainstream service providers, businesses, etc) in our work

Strategic priority 3

Inclusion & intersectionality


To be an inclusive organisation that actively considers and  applies an intersectional framework in the work that we do.


  • Everyone feels safe to access our services and programs, and are open to sharing their experiences and needs
  • All staff feel safe at their place of employment
  • Increased diversity of clients being aware of and accessing our service
  • Increased diversity of clients engaging and informing  the work that we do
  • Increased number of partnerships with community- specific organisations (including a recognition from  these organisations that we can work safely and effectively with different cohorts)
  • Board, management team and staff better reflecting  the diversity of community and clients that we support

Strategic priority 4

Influence & advocacy


To strengthen our influence, share our knowledge and learn from others to drive positive change in the broader community and across the sectors that we operate in.


  • Increased recognition and trust in FVREE from government, funders and the broader community
  • Increased involvement in, and contribution of our expertise and data, in relevant research projects
  • Increased involvement and influence in key decision making processes at a system and community level

Organisational enablers

These are internal elements of the organisation that will be needed to deliver on the strategic priorities.

Our strategic priorities are supported by the following enablers, supporting service and program delivery excellence.


Enabler 1

& culture


To create a thriving and vibrant workforce, and an inclusive, client centric, collaborative and supportive culture.

Enabler 2

Organisational sustainability & performance


To be a sustainable and high-performing organisation.

Enabler 3

& data


To become a data driven organisation, capturing data more effectively and using it to inform decision-making and measure the outcomes that we are achieving.

Values & guiding principles

The following principles will underpin the way we work as an organisation and with others to realise our vision and desired outcomes.


Courage & leadership

We are courageous in our pursuit of preventing family violence, leading and influencing change within the family violence and mainstream sectors and broader community that is focused on delivering positive outcomes for victim survivors.

We do not shy away from challenging the status quo and doing things differently.

Intersectional feminism

We understand that family violence and the abuse of power is multidimensional and that the impact of family violence is compounded by intersecting forms of oppression and inequality (e.g. gender, ethnicity, age, sexual orientation, etc), creating overlapping forms of discrimination. This results in higher rates or more severe forms of violence, as well as greater barriers to accessing support and safety for some communities more so than others.

We recognise the gendered nature of the drivers of family violence and how  women and children are disproportionately affected by it, which is why we prioritise  them in the work that we do.


We place victim survivors at the centre of all decisions. We listen and respond to their input and feedback on the planning, design, delivery and evaluation of our services and programs to ensure they remain client-centred.

Evidence informed & continuous learning

Our work and approach is informed by evidence (noting that this evidence can come in the form of formal research or practice wisdom). We actively seek opportunities to continuously improve and innovate, including by piloting (and measuring the impact of) innovative models of service and program delivery.

Transparency & accountability

We are transparent in our conduct and hold ourselves to account for delivering high quality services and programs.

We seek to:

  1. challenge perpetrators to take responsibility for their actions and to change their behaviour and
  2. engage organisations and communities to ensure that everyone is playing a role in preventing and responding to family violence (including addressing the drivers of family violence) and supporting the ongoing recovery of victim survivors.
Respect & collaboration

We value and respect the expertise of victim survivors and our stakeholders, working with others to maximise the impact of our collective work through genuine and meaningful collaboration. We endeavour to strengthen our collaboration and integration with both existing and new partners.