Returning Men to Honor: Tribal Men’s Program/Batterer Intervention Program Development Workbook

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Creating Program Specific Policies and Procedures

This project was supported by grant 2007-TA-AX-KO45 awarded by the U.S. Department of Justice, Office on Violence Against Women. The opinions and views expressed in this document are those of the author(s) and do not necessarily represent the official position of the Office on Violence Against Women or the U.S. Department of Justice

Creating Program Specific Policies and Procedures
This section will guide you through the process of developing policies and procedures that reflect the values of your community utilizing the steps from MSH’s “Program Development Worksheet.” The steps are: Visioning, Describing, Developing, Implementing, and Reflecting. These steps have been specifically honed to the process of developing a men’s program that encompasses BIP, community organizing, and engaging other men in the community.

STEP ONE: VISIONING
Policy (Mission Statement, Vision Statement, Statement of Purpose):
Your [BIP] policy provides the foundation for your work, and should state the philosophy of your program’s response to violence against women in the community. “Mission Statement” and “Vision Statement” are often used interchangeably when talking about program policy, but they are distinct. Your vision statement comes from visualizing what you are working toward—the future of your community. Think about what your program envisions. What is the vision for the future of the community? A world where traditional ways are honored and practiced? Where women and children are honored for their sacredness? Include this in the vision statement—it will inform and provide the foundation for how work in the men’s program is done from day to day. Your mission statement refers to how you will get there—what your program does to get to that place that you envision as the future of your community. Thinking seven generations ahead, write out what your program will do to create this future.

The core values you identify become the concepts that frame your work and how your program implemented. When designing your program’s operational structure build around your core indigenous values. In the example, the identified values of Respect, Honor, Compassion, and Balance are the concepts that are the basis for successfully achieving the vision of “[having] strong healthy families to carry on [the] culture and traditions” as they set the parameters that guide you to reaching your vision.

If your vision “is to provide safety”, then the terms of that vision means you will only be focused on safety issues and not stopping the violence in the community, or making social and systemic changes. An example is shelters and safe homes. Their primary function is to provide temporary safety during a time of crisis. The shelters themselves don’t actually make social changes – they provide a service. Shelters are truly a vital service – not to confuse the issue around safety – but the fact remains that more shelters doesn’t mean violence against women will stop. Nor will simply incarcerating men change their violence or their beliefs that support that violence. All of your work should be in line with your mission and vision and your vision should be grand enough that your work isn’t short sighted.

In our example, the vision “to have strong, healthy families to carry on our culture and traditions” is grand enough for long range planning, and when it comes to policy development, it becomes a concept that guides your work. The core values provide the framework in which your program will operate.

 
 

Working to End Violence Against Native American Women

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