July 2006 – June 2009

Fiscal years 2007-2009

TABLE OF CONTENTS
Click on any heading to go to that portion of the Strategic Plan.

Letter of Commitment from the Board and Executive Director
Mission
Agency Overview
Agency Structure
Collaborative Services
Programs
Strategic Planning
Expected Outcomes

Letter of Commitment from the Board and Executive Director

Board, Staff, Agency Evaluators and Friends,

Thank you for your interest in Sexual Assault Center of Pierce County.  We appreciate your attention to our work and vision, and specifically this current agency Strategic Plan.

The work of this agency begins with a thoughtful development of a Mission Statement which reflects the intent of agency work and provides the foundation for all subsequent development of our work endeavors.  This statement may be reviewed periodically, but most certainly in conjunction with the development of each on-going Strategic Plan.  

The Strategic Plan is currently developed every three years to assure that the community needs consistent with the Mission Statement are identified and that goals are set with intent to accomplish meeting those needs. Though time consuming, members of the Board and staff appreciate this intense time of working together.  Every study requires dialogue and sharing of ideas, thus continually improving understanding of our unique and mutual roles in serving this agency.

Strategic planning encourages us to “re-think” what we believe and analyze how we might have the greatest impact, given our resources and experience.  The evaluative process involves an in-depth assessment of our current work, the quality advocacy, therapy and educational programs now in place serving the community.  Assuring the effective continuation of these existing programs along with the necessary leadership and administration are our on-going priorities.

Further assessment identifies areas in which we would like to grow and expand.  Program and budget requirements are projected to anticipate the necessary resources.  Subsequent financial plans are developed to support this vision.  The resulting gift and challenge of this process are the prioritization we are inevitably required to address to best meet community need and provide the necessary leadership required of SACPC as the Washington State Certified Sexual Assault Program for Pierce County.

SACPC’s largest assets reside in the dedication of our staff and Board members.  This is difficult and challenging work.  Yet, we attract willing professionals who apply their time, energy, passion and vision to this much needed area of work.  We trust this informative plan provides readers with a sense of the commitment on the part of the Sexual Assault Center of Pierce County to make a difference in the lives of individuals and a better community for us all.  
 
Sincerely,

Janice Karroll                                                           Carolee Wynhoff

President                                                                   Executive Director

Mission

Mission Statement

SUPPORT - HEAL - EDUCATE - PREVENT
Helping the Community STOP Sexual Abuse

The Sexual Assault Center of Pierce County is committed to providing support to victims of sexual assault and abuse, their families and friends, as well as challenging the social dynamics that foster sexual victimization.

Agency Overview

AGENCY PHILOSOPHY STATEMENT

The Sexual Assault Center of Pierce County was created and exists to serve victims/survivors of sexual assault and abuse, and to confront the social dynamics which foster sexual victimization. Although sexual assault is often an isolated incident, it is symptomatic of a greater social dynamic.  The act or threat of rape, incest, and other forms of sexual violence are used to victimize and control individuals.  Sexual assault is a physical and psychological assault of profound magnitude, which impacts a victim’s sense of self-esteem, trust, security and control, as well as the individual’s relationship within the larger community.The Sexual Assault Center of Pierce County is a community-based agency that advocates for victims/survivors, their families and friends.  The agency embraces the goal of providing support and information so a victim/survivor may empower herself or himself to heal, while acknowledging the victim/survivor’s dignity and respect of her or his decisions.  The Sexual Assault Center of Pierce County advocates the victim/survivor’s right to:

• Be believed;
• Receive non-judgmental support;
• Choose her or his own pace and path of healing;
• Expect privacy and confidentiality;
• Accept or reject any agency service offered; and
• Receive accurate and current information.

The agency believes sexual assault can be prevented.  Prevention programs focus on:

• Education: targeting youth, other service providers, and the public, to rethink unconscious beliefs that permit the behavior;
• Community Development Model facilitation and implementation, which allow individual communities to take responsibility for creating an environment that has no tolerance for sexually violent behavior;
• Confrontation of societal views and attitudes that excuse sexual assault and increase vulnerability. 

SACPC recognizes the link between rape and sexism, racism, homophobia, ageism, and ableism oppression.  The issues must be actively addressed.

AGENCY HISTORY AND TRENDS IN CLIENT SERVICES

In 1972, a group of young women attending the Tacoma Learning Center surveyed Pierce County and found that there were very few services available to help individuals who had been raped or sexually abused.  These students decided to provide support services to victims of sexual assault in the local community and founded what was then called Pierce County Rape Relief.  With no initial funding, they began to handle crisis calls from their own homes.  Individual referrals also came from local organizations working with sexual assault victims, such as hospitals and law enforcement agencies.

In 1975, Pierce County Rape Relief formally incorporated as a 501(c)3 organization.   Initially, agency services were designed and delivered to meet the needs of sexual assault victims during their time of crisis: Advocacy was born.  Experience in this field, however, began to reveal more far-reaching effects of sexual assault on both the victim and those lives that were intertwined with the victim.  Awareness of secondary victim issues caused the agency to expand services for their inclusion.  The need for community education about sexual assault issues became necessary to reach more victims, alert the community to the prevalence of sexual assault, and to let the community know of the agency’s services.  A Speaker’s Bureau staffed with volunteers and victims/survivors assisted Advocacy staff to conduct this early education. In 1989, the agency changed its name to the Sexual Assault Crisis Center of Pierce County to represent the broadened focus beyond rape to include all forms of sexual assault.

Therapy, where behavioral effects could be identified and dealt with in an effort to re-attain healthy, whole individuals began as a program in 1993.  In 1997, the name changed once more to the Sexual Assault Center of Pierce County (SACPC), lessening the focus on immediate crisis intervention and becoming more inclusive of prevention, education, and long-term healing.  The Sexual Assault Center of Pierce County became a Washington State Certified Sexual Assault Program (CSAP) in 1997. 

SACPC, as such, is designated as the primary provider of sexual assault advocacy and education/prevention services for all of Pierce County.

Education and prevention are considered the ultimate solution to this societal problem and work is on-going in this area.  Community Development Models are implemented when communities express readiness in an effort to assist individuals to take responsibility for sexually violent behavior within their specific communities.  Indeed, prevention and societal intolerance of sexual violence are the goal of the future.  Until that time, however, the need for therapy services and advocacy efforts on behalf of victims, their families and friends will continue. 

Agency Position Statements

Agency Position Statements were adopted by the Board of Directors 11/10/2003 as the result of a task assigned during the agency’s 2003 strategic planning process. The intent was to clarify the agency’s position with regard to sex offender management.  The statements were re-affirmed by the Board in 2006.   

• We believe that victims of sexual assault, along with friends and family, deserve comprehensive and compassionate community support through all processes of medical, legal and recovery intervention.
• The safety and support of victims and the community are of paramount importance and consistently deserve PRIMARY consideration when dealing with resources and all issues related to sexual assault, including perpetrator management.
• We believe broad-based community education can prevent sexual assault by reducing vulnerability and potential sexually aggressive behavior.  Education is accomplished by exposure to information and by confrontation of societal views, myths and attitudes that foster or excuse sexual assault. 
• We commit the resources of our agency to activities that directly support our mission and believe these vested community resources are not intended to be expended on convicted offenders’ education, treatment or rehabilitation.
• We hold the perpetrators of sexual assault solely responsible for their criminal behavior and believe incarceration best serves the safety needs of the community.  When not incarcerated, we support sex offender registration.

Agency Structure

STANDING COMMITTEES

Executive Committee

The Executive Committee shall consist of the President, Vice-President, Secretary, Treasurer and Immediate Past President.  Executive Committee shall have the power to transact all regular business of the Sexual Assault Center during the period between meetings of the Board, subject to prior limitations imposed by the Board.  The Executive Committee works closely with the Executive Director.  Members of the committee coordinate with or chair all Board committees.

Finance Committee

The Finance Committee shall be chaired by the Treasurer of the Board.  The committee, including the Agency Executive Director as an ex-officio member, is responsible for the financial welfare of the agency.  The committee assesses and makes recommendations to the Board regarding all financial matters relating to fiscal status, stability and projected growth of the agency.

Human Resources (HR)/Personnel Committee

The Human Resource/Personnel Committee shall consist of the Board President as chair.  This committee shall establish, review and amend personnel policies as needed.  It shall conduct a timely annual review of the Executive Director and provide an evaluation report to the Board.

Board Development Committee

The Board Development Committee is responsible for the recruitment and development of Board Members and the development of a recommended slate of officers by the end of each year.  The committee also ensures adequate orientation, training, and support to encourage effective member participation and retention.

Fund Development Committee

The Fund Development Committee is chaired by the Vice President of the Board and requires a high degree of coordination with staff.  The committee is responsible for the development and implementation of fund-raising opportunities.  The committee is also responsible for setting short- and long-term fund-raising goals (including budgets) and monitoring progress toward those goals.

Strategic Planning Committee

The Strategic Planning Committee is responsible for conducting short- and long-range strategic planning, as well as monitoring progress toward meeting goals and objectives derived from the strategic planning process.

Community Relations Committee

The Community Relations Committee is responsible for establishing outreach priorities and promoting agency relationships with community members and organizations through awareness and education.

Collaborative Services

COLLABORATIVE INTERNAL SERVICES

While diverse agency programs often operate independently, agency programs and the Board of Directors come together to provide multi-discipline services as illustrated by the following examples:

• A Board of Directors and an active management team, comprised of the agency Executive Director and program directors and managers, facilitate agency management.
• Therapy and Advocacy program staff co-facilitate monthly support groups for primary and secondary sexual assault victims/survivors in the community.
• The agency collaborates to provide a 33-hour Basic Sexual Assault Awareness training, coordinated by the Education/Prevention program and supported by specific presentations from Therapy program, Advocacy program and many other community professionals.  This training is one example of the agency’s efforts to present the most complete, knowledgeable services possible for clients and community citizens.
• The Board and staff collaborate to present a business seminar designed to help owners offer employees an optimal work environment.  The Board, the staff and a volunteer attorney collectively deliver a comprehensive seminar designed to provide appropriate policies, procedures, and education concerning current employment laws.
• The agency recognizes the risk of vicarious or secondary trauma.  In the interest of maintaining a healthy organization, agency members debrief with one another and Therapy program staff offer support and education on vicarious trauma to the agency and community.

COLLABORATIVE EXTERNAL SERVICES

Collaborative agency work within the community takes many forms and is illustrated by the agency staffs’ involvement with community groups, including:

• Domestic Violence Commission, Steering Committee, and an associated work group;
• Forensic Nurse Examiner Services (FNES);
• Children’s Advocacy Center;
• Crystal Judson Family Justice Center;
• Lakewood:
• Community Coalition;
• Partners Against Domestic Violence;
• Promise;
• Fort Lewis Sexual Assault Review Board;
• McChord Sexual Assault Review Board;
• Pierce College Victim Impact & Resource Panel;
• Pierce County Coalition Against Sexual Assault;
• Council of Executive Directors;
• Pierce County Human Services Coalition and Advocacy Committee;
• Tacoma Area Coalition of Individuals with Disabilities (TACID);
• Coalition for the Effective Protection of Vulnerable Adults;
• United Way Volunteer Council Committee;
• Pierce County School Districts, Colleges and Universities;
• Outreach Projects:
• Centro Latino;
• Washington Corrections Center for Women at Purdy;
• Washington Coalition of Sexual Assault Programs.

Programs

ADVOCACY

SACPC CURRENTLY:

• SACPC CURRENTLY:

  • Operates a crisis, information and referral line that provides emergency assistance, information and emotional support to victims, family members and friends.  This line is operational on a 24-hour, 7 days a week basis and is staffed with paid staff and volunteers with paid staff backup;
  • Responds to legal, medical and informational needs of victims; advocates are trained and knowledgeable in crisis intervention techniques and will refer to mental health professionals when deemed necessary;
  • Accompanies and supports victims during forensic and medical exams, supplying information, snacks and supplies, as appropriate;
  • Develops legal advocacy to the degree necessary to handle victim inquiries;
  • Co-facilitates monthly support groups;
  • Provides information to community professionals seeking support for clients; 
  • Seeks to acquire expertise beyond the current needs.

  The Sexual Assault Center of Pierce County maintains the operation of the 24-hour crisis, information, and referral line offering crisis intervention, information/referral, and emotional support to sexual assault victims and their family and friends in and out of Pierce County proper.  The line is staffed with paid staff and volunteers who receive certification after completing a 33-hour Basic Sexual Assault Awareness Training, along with a minimum of 8–16 hours of Advocacy “on-the-job training” prior to being active on the line.

  Having established stability and continuity within the Advocacy program, the focus becomes one of increasing the agency’s On-call staff.  On-call Advocates serve as front line support, assisting to lessen the impact of burn out and vicarious trauma on paid staff.  Training assists volunteer and paid staff to recognize the potential effects of their work, and to take appropriate care. 

   

  A notable increase in medical and legal advocacy calls to the crisis line since spring of 2002 has caused the average number of hospital calls in a month to more than double.  These increases are believed to be a combination of the agency’s focus on becoming more visible in the community as well as efforts made to establish collaborative partnerships (medical, law enforcement, prosecuting attorney’s office and other local/state/county social services agencies) with other agencies working with sexual assault victims.

BEST PRACTICES REVEAL:

Victims who receive (non-judgmental support) assistance shortly following the trauma of sexual abuse/assault are more likely to:

• become self-empowered;
• move through the crisis, grief, and anger stages; and
• begin to heal sooner than those receiving no support, and who may blame her/himself for the assault.

 Washington State Sexual Assault Services Advisory Committee, June 1995

THERAPY

SACPC CURRENTLY:

• Offers individual, couples, and family therapy related to sexual assault and abuse issues;
• Serves men, women, and adolescents ages 13 and older who have been impacted by sexual violence and require therapy in order to heal;
• Co-facilitates monthly support groups;
• Provides individualized consultation and group training to other providers regarding sexual assault treatment issues and the healing process;
• Provides training and consultation inside SACPC and to other social service agencies regarding vicarious trauma;
• Actively collaborates with the community regarding sexual assault issues;
• Employs Graduate level therapists;
• Actively seeks training and up-to-date information on the most effective means to treat sexual trauma.

RESEARCH SHOWS:

• In order to heal from sexual trauma, the client must develop a safe therapeutic relationship, thus feeling supported and understood. – Gill, Briere, Flannery

• “Most basically good therapy must acknowledge and honor the survivor’s competing needs to maintain safety and internal stability while, at the same time, being open to information and experience so that he or she may heal and grow . . . the survivor often finds herself balancing awareness of painful or threatening recollections and feelings with the need to avoid this same material so as to not be overwhelmed by it”.  --  John Briere

EDUCATION

SACPC CURRENTLY:

• Provides prevention education on sexual assault, acquaintance rape, rape drugs, child sexual abuse, sexual harassment, bullying and other topics, as requested, to students in grades 6-12, college students, and community.
• Provides state-accredited Basic Sexual Assault Awareness Training and further professional training for medical, law enforcement, school, and other professionals who come into contact with or provide services to victims of sexual abuse and assault.
• Directly collaborates with businesses, state agencies, community programs, educational institutions, military, and individuals.

RESEARCH SHOWS:

• Societal views on sexual roles are deeply engrained in adolescence.
• In Washington State one in three females are sexually assaulted.
• Nationally, statistics show one in five men are sexually assaulted by the time they are 16.**
• Twenty to thirty percent of women in Washington State do not know whether their community has services for victims of violence, sexual assault programs, or specialized medical response for sexual assault victims.*
• The CDC, American Medical Association and the National Institute of Health had identified harassment, intimidation, and bullying (HIB) as a public health issue.

*Washington Coalition of Sexual Assault Programs Overview of Sexual Assault Crimes,
    May 2002.

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Strategic Planning

IMPETUS

The Sexual Assault Center of Pierce County has experienced a number of critical changes in its recent history.  In 1997, the agency acquired its new name and broadened its scope of client services.  In that same year, SACPC became a Washington State Accredited Community Sexual Assault Program, and incurred the status as primary provider for Pierce County sexual assault advocacy.  In July 2000, the agency assumed the role of the county’s primary provider of education/prevention services.  Those responsibilities further impacted the agency’s functionality with expectations for collaborative leadership as well as meeting accreditation criteria.

ACCOUNTABILITY TO THE COMMUNITY

STAKEHOLDERS

Victims/Families
Children/Schools
Military
Media
Other Social Services Providers
Law Enforcement
Hospitals and Medical Providers
Religious Communities
OCVA/WCSAP
Donors and Grantors
Board Members, Staff

WHAT ARE THEIR NEEDS AND WANTS?

Be safe and have a sense of security
Factual information
Be heard and believed
Be respected, trusted and not judged
Validated
Be nurtured and healed
Access to services when wanted
Justice
Accreditation
A stable agency

COMMUNITY BENEFITS

Quality services
Increased awareness of available services
Increased community awareness of sexual assault issues
Sexual respect
Strengthened community
Adults assume responsibility for children’s safety

Decreased risk of sexual assault and abuse

Expected Outcomes

MEET THE COMMUNITY NEED FOR SEXUAL ASSAULT ADVOCACY SERVICES

Goal addressed by this Outcome
Meet the healing and support needs of primary and secondary victims/survivors of sexual victimization.Challenges 
Respond to primary and secondary victims/survivors needing and requesting advocacy services via two modalities:
– Face to face at:

• SACPC office to obtain immediate information and support
• Area hospitals or clinics for medical advocacy and support
• County courthouse or police station/sheriff dispatch for legal advocacy and support
• Community events

• 24-hour Crisis, Information and Referral Line for assistance/support
• Direct calls to SACPC administration line

• Continually monitor staff configuration to most properly and adequately staff SACPC office during normal business hours and 24-hour crisis line with trained advocates. 
• Have adequate volunteer and paid advocate resources to perform outreach and to attend community events.

• Monitor and contrast (historical) the number of calls made to the crisis, information and referral line.
• Monitor and contrast (historical) time spent actively engaging in direct client services.

Leadership
Staff: Advocacy 

MEET THE COMMUNITY NEED FOR SEXUAL ASSAULT THERAPY SERVICES 

Goal addressed by this outcome

Meet the healing and support needs of primary and secondary victims/survivors of sexual victimization.Challenges

• Adequate funding to alleviate the losses experienced through the reduction in government programs
• Availability of high-quality Spanish-speaking therapist

Strategy
Respond to clients’ requests for therapy services in a more timely fashion with continued attention to quality services and reaching citizens with specialized needs where resources are not available (language, disabilities, etc.).

Initiatives

• Continue to monitor demand via waiting list.
• Gradually increase staff/staff hours to meet need in timely manner.
• Acquire additional funding to permit necessary increases to meet need.
• Seek to hire fluent bi-lingual English/Spanish-speaking therapist.

• Continue to monitor the number of people requesting therapy services (added to the waiting list) and their average wait for services. 
• Continue to report the results of this analysis to the Board of Directors. 
• Rebuild program to 2.6 FTEs and then grow to meet community need.

Leadership

Staff: Therapy and Executive Director
Board: Fund Development Committee

Develop and Implement a Long-Range Agency BUSINESS Plan 

Goals addressed by this Outcome

• Meet the Healing and Support Needs of Primary and Secondary Victims/Survivors of Sexual Victimization.
• Increase Community Awareness of Sexual Assault Issues.
• Increase Pierce County Citizens’ Awareness of SACPC as a Resource.

Challenge        
Needs of the community for both victim/survivor services and education/ prevention should drive agency budgeting and staffing.

Strategies

• Acquire and ultimately possess resources sufficient to respond to demand of and be accessible to the broader community.
• Become increasingly proactive in support and services.

• Executive Director seeks input from all programs and Board committees.
• Budget draft development will begin with agency staff and then proceed to Finance, Personnel, Fund Development and Executive Committees for review and further input.
• Executive Committee will present the budget to the Board.
• Project a three year plan that identifies agency priorities and includes contingencies.
• Continue to refine plan with additional information as it becomes available.

• Three-year budget projections to be developed by May 1 of each year.
• Each year’s final budget will be presented to the Board with sufficient time to permit Board adoption prior to July 1.

Leadership

Staff: Executive Director and Management Team

Board:  Executive Team and Committees

Develop and Implement a Long-Range Plan to Achieve and Maintain Financial Fitness 
Goals addressed by this Outcome

• Meet the Healing and Support Needs of Primary and Secondary Victims/Survivors of Sexual Victimization.
• Increase Community Awareness of Sexual Assault Issues.
• Increase Pierce County Citizens’ Awareness of SACPC as a Resource.

• Diversify funding sources to obtain and maintain a balanced funding portfolio.
• Develop major gifts program.
• Seek multi-year grants.
• Target specific events that will raise funds towards our financial goal, expand our donor database, and raise public awareness.

• Steward our donors.
• Cultivate current donors, upgrading the mid-range donors to major gifts donors.
• Identify new funding sources such as grantors, community leaders, and referrals.
• Provide donors with additional giving opportunities such as on-line giving and planned giving programs.
• Request multi-year funding from donors and grantors.

• Increase individual and corporate giving toward the funding of agency programs, from 10% in Fiscal 2005 to 12.5% of agency budget in Fiscal 2007, while adding a fund development professional to staff.  Given this base, increase individual and corporate funding contribution by 3% annually, over each of the next two years.
• Given success of the 2006 Walk a Mile in Her Shoes, annualize the event and set future goals.
• Increase Annual Luncheon guest attendance to 300 by 2007 and increase 20% annually toward desired 500-guest event.
• Through events, acquire new names and cultivate those new donors.
• Increase number of major gift donors by 20, annually.
• Acquire a challenge grant for fundraising efforts.
• Double the annual appeal donors who contribute $150+ by December 2007, from 18 to 36 donors.
• Strive to attain and then maintain a three-month operating cash reserve.

Leadership

Staff: Executive Director and Fund Development ManagerBoard: Fund Development Committee and full Board

Achieve Positive Recognition of Agency Within Our Community and Be Known as an Advocate for Sexual Assault Issues


Goal addressed by this Outcome

Increase Pierce County Citizens’ Awareness of SACPC as a ResourceChallenges

• Community does not want to talk/hear/know about sexual assault issues. 
• A desire exists to sanitize reality. 
• Most people are unaware of SACPC.
• Adequate funding requires community support.

• Remain available to community and community partners. 
• Maintain stable agency so community partners have confidence in agency.
• Encourage community investment in our work. 
• Ensure that other organizations are aware of SACPC services.

• Maintain quality services.
• Continue and build relationships with collaborative external service providers.
• Continue to advocate for the best possible professional services for victims/survivors of sexual abuse.
• Provide trainings and events to increase awareness of the agency.

• Community survey supports increase in citizen knowledge of agency and its services.
• Basic Sexual Assault Awareness Training evaluations continue to demonstrate positive recognition of agency as a resource.
• Increase attendance at trainings and events.
• Monitor and increase requests for agency services.

• Meet the Healing and Support Needs of Primary and Secondary Victims/Survivors of Sexual Victimization.
• Increase Community Awareness of Sexual Assault Issues.
• Increase Pierce County Citizens’ Awareness of SACPC as a Resource.

Challenge
Most people are uncomfortable around factual sexual discussions of any kind.  Sexual abuse dynamics are not usually discussed within the community, which perpetuates the continuing stigma of sexual victimization. 

Strategies

• Address sexual victimization in a straightforward manner with diverse populations within the community.
• Identify victims/survivors through activities such as the luncheon in order to put a name and face to victims/survivors.  This helps the community to see that it could be them, their mother, their sister, their daughter, their son, etc.
• Continue to explore opportunities to engage our community around such issues as offender release, offender housing, parent forums on child safety, and other topics consistent with our agency’s mission.

• Increase education efforts in the schools and within communities.
• Offer business and professional training on sexual assault issues.
• Continue to host Annual Luncheon and consider victims/survivors as speakers for this event.
• Increase opportunities for victims/survivors to share their stories and participate in raising community awareness.
• Develop and distribute multimedia information with different faces of victims/survivors.

• Monitor school presentations and their effectiveness, annually, to ensure agency maintains high percentages of comprehension on surveys.
• Update and monitor business and special population presentations and their effectiveness, annually.
• Continue to increase public awareness through Luncheon and other agency events through increases in attendance and contributions received.
• Track airing of multimedia presentations and monitor effectiveness through requests for agency services.

Leadership

Staff: Education Program and all staffBoard: Community Relations Committee, Fund Development Committee and full Board

BELIEVE AND SUPPORT VICTIMS/SURVIVORS 

Goals addressed by this Outcome

• Meet the Healing and Support Needs of Primary and Secondary Victims/Survivors of Sexual Victimization.
• Increase Community Awareness of Sexual Assault Issues.

• Community does not want to believe that everyone is at risk of sexual victimization. 
• Community seemingly believes that victims/survivors are somehow responsible for their own sexual victimization.  This leads to minimization of the perpetrator’s accountability.
• Victims/survivors often feel responsible for their sexual victimization.

• Believe victims/survivors no matter when, where, or how they disclose.
• Redirect issues of responsibility back to perpetrators. 
• Encourage community to refer victims/survivors to agency for appropriate support.

• Continue Board Training for new members and on-going appropriate trainings around sexual assault issues. 
• Ensure that everyone (staff and Board) associated with SACPC has appropriate training to believe and support victims/survivors when they receive disclosures.  
• Continue to schedule BSAAT (Basic Sexual Assault Awareness Training) sessions for the community and encourage Board members to attend.

• Prepare new Board member training segment, reproduce more Board talking points cards, and determine appropriate resource/contact information for initial presentation to full Board by fall 2006.
• Advertise BSAAT (Basic Sexual Assault Awareness Training) at least two months in advance of trainings and list training schedule on SACPC website.
• Agency policies and procedures reflect victim/survivor-centered focus, as reflected in agency Philosophy Statement.

Leadership
Staff: Education Program
Board: Board Development Committee 

 Increase Male Investment in Sexual Assault Prevention and Service Utilization 

Goals addressed by this Outcome

• Meet the healing and support needs of primary and secondary victims/survivors of sexual victimization.
• Increase community awareness of sexual assault issues.

• Sexual assault and its related issues have traditionally been viewed as women’s issues. 
• The dynamics of sexual assault and the critical need for awareness require male involvement and ownership to bring the issues full circle.
• Male victims/survivors are less likely to disclose and seek sexual assault services. 

• Seek and support male leaders who are capable of addressing sexual assault issues in the community.
• Increase male awareness and involvement through fundraisers, PSA and informational video to be viewed by the public.
• Distribute male-specific literature, more widely.
• Continue to speak specifically about sexual abuse of boys and men including SACPC as a resource.

• Continue to support on-going adult men’s organization(s) focused on sexual assault awareness messaging.
• Continue to include male specific literature and information when providing training to other agencies and professionals.

• Increase male involvement within the agency from current base of: 1 Board   member, 1 on-call advocate, and 2 BSAAT speakers.
• Increase male awareness of sexual assault issues 10% by June 30, 2008 as measured by surveys and agency statistics.
• Increase male awareness of SACPC 10% by June 30, 2008 as measured by community survey.
• Increase male utilization of SACPC services 10% by June 30, 2008, as measured by agency statistics.