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Collaboration across systems: a program design to address the reoccurrence of domestic violence

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Collaboration across systems: a program design to address the reoccurrence of domestic violence

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Content Collaboration Across Systems: A Program Design to Address the Reoccurrence of
Domestic Violence
By
Jason Hiram Lester
Master of Social Work, University of Denver, 2016
Master of Science, Alabama Agricultural and Mechanical University, 2007
Bachelor of Art, Alabama Agricultural and Mechanical University, 2005
Doctoral Capstone Project Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Social Work
Suzanne Dworak-Peck School of Social Work
University of Southern California
Ma y 2020

iii

Dedication
To my sophisticated lady, Shaneka Lester, thank you for all the many sacrifices you have
taken in the last few years. Your never-ending support is much appreciated. I love you. To
my terrific son, Ellington Lester, my existence now has value because of you. I did all of
this for you. Be dynamic and do something great with yourself. To my late father and
mother, Freddie and Ellen Lester, I miss you both. Thank you for training me up to be
the black man that I am today. To my father-in-law and mother-in-law, Michael and
Teresa Williams, I am eternally grateful for your love, motivation, and financial support
down through the years. To my sister, Elizabeth Hudson, I admire you so much. Thanks
for being an amazing big sister. To my brother, Stacey Lester, thank you for always being
unafraid to be different. To my late sister, Heidi Leonard, I miss you so much. Thanks
for always saying the one thing everyone was thinking. To my niece, Kela Hill, I am very
proud of you earning your degree from Georgia State University. That was one of the
greatest moments of my life. To my nephews Rocky, Luke, and Jamar, thank you all for
being great men. To my best friend in the entire world, Manuel Anthony, thank you for
always having my back and being there for me. To my honorary “cable tow,” Craig
Johnson, thank you for being so supportive of all my wild ideas. To my fraternity brother
and friend, Jamal Jackson, thank you for being so supportive of all me endeavors down
through the years. To my brother-in-law, Michael Williams, Jr., thank you for having a
welcoming spirit and letting me always beat you in NBA 2K. Lastly, To Dr. Daniel
Upchurch, thank you for inspiring me to write more and earn a doctorate degree.

iv

v
Acknowledgments
I would like to acknowledge the following professors for fostering the
development of Collaboration Across Systems: A Program Design to Address the
Reoccurrence of Domestic Violence. Special thanks to Mark Brand, Philip Browning,
MPA, Dr. Diandra Bremond, Dr. Rebekah Blonshine, Dr. Terence Fitzgerald, Dr.
William Feuerborn, Jane James, J.D., Dr. Charles Edward Lewis, Jr., Dr. Jennifer
Lewis, Dr. R. Paul Maiden, Dr. Veliska Thomas, James Wind, MBA, and Dr.
Eugenia Weiss. FIGHT ON!!!
To Arthur B. Wesley, II, Alabama Agricultural and Mechanical University,
Director of Bands Emeritus, thank you for giving me a four-year music scholarship to
march in your incredible “Marching Maroon and White” band. You believed in me when
I did not believe in myself. I never really imagined that a student with a 1.67 grade point
average could be a successful as I have become. I will never forget “Band, Books and
Bible!”
To Dr. Michael Decuir, Former Band Director of Cedar Grove High School,
thank you for being a major father figure in my life. You took me and many other students
under your covering and ensured that we had the tools to be successful in life.
To my masonic brothers of the Most Worshipful Prince Hall Grand Lodge of
Colorado and its Jurisdictions - Daniel “Chappie” James, Jr. Military Lodge #27,
Shriner brothers of Ancient Egyptian Arabic Order of the Noble Mystic Shrine-Syrian
Temple #49 and Fraternity brothers of Phi Beta Sigma Fraternity, Incorporated, thank
you for being incredible brothers.

Table of Contents

Executive Summary .......................................................................................................................1
Conceptual Framework .................................................................................................................2
Problems of Practice and Solution(s)/Innovation .....................................................................13
Project Structure, Methodology, and Action Components ......................................................17
Conclusions, Actions, and Implications .....................................................................................31
References .....................................................................................................................................33
Appendix A: CAS Logic Model ..................................................................................................38
Appendix B: CAS Service Description .......................................................................................39
Appendix C: Stakeholder Interviews ........................................................................................42
Appendix D: CAS Prototype ......................................................................................................50
Appendix E: CAS Line Item Budget ..........................................................................................54
Appendix F: CAS GANNT Chart ..............................................................................................61
Appendix G: CAS Supervision Template ..................................................................................62

1
COLLABORATION ACROSS SYSTEMS
Executive Summary
There is a problem with reoccurring domestic violence among batterers, and several systems are
working to address the issue; however, these efforts are usually in a siloed fashion. Within the context of
the stopping family violence Grand Challenge for Social Work, there have not been reasonable all-
inclusive solutions. The size, scope, and social significance of the problem is significant, based on the fact
that approximately 1600 women in the United States of America die due to reoccurring domestic
violence. On average, either a current or past partner murders two women each week (Cerise, 2011).
This capstone proposal will utilize the collaboration across systems framework to address the
reoccurrence of domestic violence. It is designed to address critical issues of the day-to-day practice of
stakeholders from various systems working together from the initial 911 call to successful case closure.
The proposal represents an innovative way to address the problem of reoccurring domestic violence and
stakeholders working in silos due to its request for regular services wrapped around domestic violence
batterers. Based on evidence and logic developed from several existing stakeholder efforts abroad, the
capstone will produce successful joint efforts of various stakeholders. While small to start due to this
innovation pilot in Arapahoe County, Colorado, the long-term vision of the project is primarily due to the
endless possibilities of its replication worldwide.

COLLABORATION ACROSS SYSTEMS
2

Conceptual Framework of Collaboration Across Systems Framework
Statement of the Problem
Domestic violence is a multifaceted occurrence that encompasses the solution efforts
from various agencies (Hester, 2004). Methods and procedures for developing sound treatment
modalities to address domestic violence matters are regularly contested at the interface of
interagency treatment efforts (Stanley & Humphreys, 2014). Diverse perspectives from various
agencies highlight the need for new structures and support required for agencies to work together
(Stanley & Humphreys, 2014). Often time when law enforcement officers are addressing
domestic violence, they approach the situation to achieve immediate safety and convictions.
They typically have a dual role in eliminating the present potential danger presented by the
batterer, as well as considering the vulnerability of the victim (Stanley & Humphreys, 2014).
When child protection services address domestic violence matters, they tend to focus primarily
on safety, permanence and well-being (Laming, 2003). These disparities between agencies
regarding primary client focus and engagement with various family members affected by
domestic violence impact processes and outcomes (Stanley & Humphreys, 2014). Though social
workers are often time the leaders in creating efforts to address family violence (Fong, Lubben,
& Barth, 2018), social workers have a long and yet unsuccessful history of developing strategies
that end family violence on their own (Gordon, 1988). The reoccurrence of domestic violence is
a complex problem, and there has not been a single agency to emerge that can adequately
address the issues of domestic violence (Shepard & Pence, 1999).

COLLABORATION ACROSS SYSTEMS
3

Statement of Relevance of the Problem to one or more Grand Challenges
The Grand Challenge for Social Work that this researcher will address is regarding
stopping family violence, through the vein of domestic violence (Fong, Lubben, & Barth, 2018).
Specifically, the areas of focus will address the reoccurrences of domestic violence. The
reoccurrence of domestic violence happens all over the world and eclipses all races, backgrounds
and socio-economic status (Seager, 2003). Numerous risk factors associated with domestic
violence perpetration happen across multiple levels – individual, family, community, and
societal. These risk factors include the parental history of childhood maltreatment, substance use,
unemployment, young age, the presence of mental health issues, social isolation, poverty, and
associated household factors, such as overcrowding (Coulter & Mercado-Crespo, 2015).
Theoretical Perspectives
Two theoretical perspectives make valid attempts to conceptualize the rationale of
domestic violence. The theories are systems theory, and feminist theory. According to Straus
(1973), the systems theory asserts violence as being a system rather than focusing on one
individual subscribing to a cycle of mental disturbances. The systems theory focuses on violence
from a mechanistic viewpoint (Straus, 1973). In situations of domestic violence, violence is the
mechanism that sustains due to roles, relationships, and feedback mechanisms within the system
(Sayem, 2012). According to the systems theory, domestic violence exists within family systems
because family members that reward domestic violence establish reoccurring violence as being a
social norm within a family system (Sayem, 2012).

COLLABORATION ACROSS SYSTEMS
4

The feminist theory considers domestic violence to exist against women because there are
power disparities between men and women (Sayem, 2012). Society is designed by patriarchy
and reestablishes the existence of power imbalances that lead to society being ineffective in
preventing domestic violence within systems (Cunningham, A., Jaffe, P.G., Baker, L., Dick, T.,
Malla, S., & Mazaheri, N., 1998). The feminist theory approach highlights collective messages
that endorse male participation being a batterer in domestic violence matters Pence & Paymar,
1993). Even in situations where women are the instigators, it is their pre-emptive strike that aims
at protecting them from an inevitable male attack (Dobash, Dobash, Wilson & Daly, 1992).
Research
There are several emerging research efforts focused on restructuring and enhancing tools
to address the reoccurrence of domestic violence (Niolen, Kearns, Dills, Rambo, Irving,
Armstead, & Gilbert, 2017). Abuser intervention programs (AIP’s), comprehensive victim
advocacy with legal settings, cognitive behavioral health therapy for victims of domestic
violence through local mental health centers and domestic violence shelters are the leading
existing efforts that social workers use daily to address the reoccurrence of domestic violence
(Fong, Lubben, & Barth, 2018). However, current standalone efforts such as AIPs show minimal
influence in decreasing domestic violence batterers reoffending beyond the consequence of a
batterer being arrested alone. Domestic violence research lacks actual positive outcomes related
to interventions for perpetrators, survivors, and children (Barner & Carney, 2011). Efforts such
as crisis lines and crisis response lines have not been appraised for true effectiveness (Eckhardt,
Murphy, Whitaker, Sprunger, Dykstra, & Woodard, (2013). According to Barner & Carney
(2011), the most current approach to addressing domestic violence necessitates sanctioning
COLLABORATION ACROSS SYSTEMS
5

victims and perpetrators to participate in mandatory services and perpetrators are often court
ordered to attend AIPs singularly following mandatory arrest and judgments.
Though these tools are used daily, in the vast majority of jurisdictions, it is still unknown
if these decrees lead to practical results in reducing the reoccurrence of domestic violence
(Barner & Carney, 2011). Most actual domestic violence approaches enforce the separation of
perpetrators through restraining orders and mandatory arrest statutes (Goodmark, 2012). This
effort often time backfires, as domestic violence survivors often time find themselves secretly
reengaged in a relationship with the batterers. In some instances, domestic violence survivors
advocate that their batterer’s charges be dropped and that domestic violence cases that feature
severe violence be dismissed from legal proceedings. Victims are often time forced to leave their
battering partners. Usually, a protection order is made a court order. According to Goodmark
(2012), the protection order makes assumptions: that the victim of domestic violence will receive
the protection order by hand, that the protection order will provide the safety that the batterer
will not abuse the victim and the batterer will comply with the protection order.
According to (Fong, Lubben, & Barth, 2018), social workers work tirelessly at problems
within "siloed" service and research. Silos are especially true concerning addressing the
recurrences of domestic violence. Over the last several decades, several disciplines (criminal
justice, mental health, and women's studies) have developed interventions to address domestic
violence. It should be noted that social workers are often labeled the leaders for addressing
domestic violence (Barner & Carney, 2011). Though many efforts have been made, across
systems, many innovations fail to achieve the desired outcome of decreasing the reoccurrence of
domestic violence (Fong, Lubben, & Barth, 2018). Currently, there continues to be an increase in
COLLABORATION ACROSS SYSTEMS
6

research happening to develop strategies to decrease the likelihood of domestic violence
happening (Niolen et al., 2017).
Actual Practice
To better conceptualize the problem regarding the reoccurrence of domestic violence, one
could review the practice efforts made by several multidisciplinary professionals in Hong Kong
from 1985 -1995, and then from 1995 - 2005. Before 1985, domestic violence in Hong Kong was
more of a private matter that left victims with nowhere to turn to for help (Chan, 2012). Due to
the ongoing social norms of financial dependency, emotional ties, and socially accepted gender
roles, violence against women was tolerated and socially condoned (Chan, 2012). Increased
awareness of domestic violence began in 1985 when shelters for women were built (Women's
Commission, 2006). Several multidisciplinary advocates, such as medical doctors, social workers
and lawyers volunteered their time to assist 156 domestic violence victims (Women’s
Commission, 2006). In 1986, Hong Kong’s first domestic violence hotline was established and
took 365 calls (Harmony Home, 2008). In 1989, Hong Kong’s government was encouraged to
provide regular financial subsidies to combat domestic violence because of the multidisciplinary
teams' successful efforts. Funding from the Hong Kong government allowed for three additional
shelters to be built (Harmony Home, 2008).
Between the periods of 1995 - 2005, Hong Kong had significant development in
developing a broader spectrum of services concerning domestic violence (Harmony House,
2006). Due to the multidisciplinary efforts that were established in 1985, front line social
workers and other domestic violence advocates came together to establish several successful
pilots that addressed factors of reoccurring domestic violence. These pilots included Rain Lily –
COLLABORATION ACROSS SYSTEMS
7

Sexual Violence Concern Group, and Seed of Hope – Crisis Intervention Team and Batterer
Intervention Programs.
Rain Lily- Sexual Violence Concern Group - Established in 1997, this nongovernmental
organization provided outreach and crisis support for domestic violence victims that experienced
sexual abuse. Though several different professionals came together to assist with this effort, the
medical professionals took the lead in addressing the matters featured in domestic violence
victim’s referrals. Their services offered ranged from crisis counseling and ongoing services.
Escort services were available when domestic violence victims reported experiencing difficulty
with stalking (Harmony House, 2006).
Seeds of Hope – Crisis Intervention Team - Established in 2001, the Seeds of Home –
Crisis Intervention Team developed a multidisciplinary model to address domestic violence by
providing crisis support and discovering domestic violence regarding early detection. This effort
allowed for social workers to work nontraditional hours at local hospitals. This approach was
effective because over 60% of the domestic violence victims were unknown before being
identified by the Seeds of Hope – Crisis Intervention Team (Harmony House, 2006).
Batterer Intervention Programs - According to Harmony House (2008), 33% of abused
women returned to their battering spouses upon their discharge from domestic violence shelters.
However, many of the victims were readmitted to domestic violence shelters because of the
reoccurrence of domestic violence from their partner. Therefore, several multidisciplinary
professionals worked together to establish services that focused on addressing batterers
(Harmony House, 2008). Several innovative batterer focused programs were established. They
included a batterer hotline, batterer self-help group, and parenting classes. The pilot
COLLABORATION ACROSS SYSTEMS
8

demonstrated that male hotlines and batterer groups were great in addressing batterer behavior
about the reoccurrence of domestic violence. The pilot also revealed that there was consistent
difficulty in professionals being able to reach out and assist batterers with preventative services
(Harmony House, 2008).
Domestic Violence Ordinance 189 Revisions - A coalition of 19 various organizations
and community groups came together to make comprehensive revisions to the Domestic
Violence Ordinance 189 in Hong Kong (Alliance for the Reform of Domestic Violence
Ordinance, 2007). The motivation behind the collaboration concerned the homicide of Tin Shui
Wai, a victim of domestic violence that was killed along with her two children by her husband
(Review Panel on Family Services in Tin Shui Wai, 2004). In 2010, the Domestic Violence
Ordinance was enhanced to include provisions to ensure that same-sex couples had protections in
place to protect domestic violence victims (Hong Kong Government, 2010). This effort
reinforced messaging to the community that domestic violence would not be tolerated, regardless
of couple complextion.
Innovation Regarding Domestic Violence & Policy Implementation Examples
In addressing domestic violence, an offender-focused approach has been the standard
approach. However, due to the escalation of countless victims' movements from the latter portion
of the 20th century, a more refined approach exists that simultaneously addresses the needs of
victims. There are several emerging approaches throughout several countries to address domestic
violence (Duggan, 2012). According to Duggan (2012), victim-focused policies have helped
reduce the likelihood of victims experiencing future domestic violence. This approach was
COLLABORATION ACROSS SYSTEMS
9

piloted in the United Kingdom. Another method also existed in South Asia, known as "Men
involvement."
Victim Focused Policies in the United Kingdom - In 1990, the Victims Charter enhanced
addressing the reoccurrence of domestic violence by creating entitlements in four main areas.
The areas were providing information, accounting for victims’ perspectives; being treated with
respect and offering support to victims throughout the criminal justice process (Williams, 1999).
This effort served as the groundwork for focusing on domestic violence being addressed through
victim-focused policies. In 2012, the Coalition Government launched a pilot effort in
Manchester, Gwent, Nottinghamshire, and Wiltshire jurisdictions (Johnson, 2012). The
‘Domestic Violence Disclosure,’ also known as ‘Clare’s Law’ was named after Clare Wood, a
woman that was murdered by her then intimate partner in 2009. The pilot allowed information to
be shared about the prospective partner’s domestic violence history. Michael Brown, the father
of Clare, stated that his daughter would still be alive if she would have been given the
information about her intimate partner’s domestic violence history (Johnson, 2012). This
revelation sparked legislators to move forward in creating a way for women to acquire
information on their intimate partner, as it related to domestic violence.
Some aspects of the Domestic Violence Disclosure were created to prevent future
domestic violence. Broadly, the disclosure hoped to address the behaviors associated with male
batterers having instances of reoccurring domestic violence with different partners (Duggan,
2012). However, the disclosure was primarily only able to prevent impending domestic violence;
the disclosure was not able to have a predictive analytic component that prevents initial domestic
violence from occurring (Duggan, 2012). The Manchester, Gwent, Nottinghamshire and
Wiltshire jurisdictions of the United Kingdom piloted the Domestic Violence Disclosure because
COLLABORATION ACROSS SYSTEMS
10

there were concerns that innocent people would be wrongfully victimized (Duggan, 2012). The
Home Secretary, Theresa May, commented that there could be a potential abuse of power of
individuals using the Domestic Violence Disclosure (Travis, 2012).
Additional problems associated with the Domestic Violence Disclosure were around the
presumption that women would automatically leave their partner if they have information about
their partner's prior domestic violence history (Duggan, 2012). Leaving an abusive partner is
more difficult than it appears. Emotional ties, lack of financial support, not having a place to
move and backlash are all reasons why victims do not leave partners in domestic violence
matters (Duggan, 2012). According to Garland (2001), the Domestic Violence Disclosure
appears to command women to make “reasonable decisions” to leave batterers when given prior
domestic violence history. This approach focuses on a victim’s decision-making, instead of the
actual domestic violence that is occurring (Duggan, 2012). Lastly, the Domestic Violence
Disclosure permanently labels a person and diminishes the ideas of individuals making
improvements to not be batterer’s in domestic violence situations Duggan, 2012).
Behaviors and Social Significance
Several well-established social norms are associated with the reoccurrence of domestic
violence. They include shared patriarchal mentalities and “check the completion box” services
for batterers, and shared beliefs that “victims should just leave the batterer.” According to
Cunningham et al. (1998), society is designed by patriarchy and reestablishes the existence of
power imbalances that lead to society being ineffective in preventing the reoccurrence of
domestic violence. Mainly, it is believed by many that a man has the right to be in control
women. Throughout history, women have been conveyed as being helpmates and secondary
COLLABORATION ACROSS SYSTEMS
11

individuals who are controlled by many men in power. Men have individual insecurities and
carry them in domestic violence matters. Walston (2005) argues that within countries that have
well-defined gender roles, men are less likely to participate in efforts ending the reoccurrence of
domestic violence.
“Check the completion box” - Lackluster services for batterers and victims are
rudimentary and do not address the core risk factors. There are numerous risk factors associated
with domestic violence perpetration, and victimization has happened across multiple levels –
individual, family, community and societal (Coulter & Mercado-Crespo, 2015). Many batterers
that attend domestic violence court-ordered classes do so to "check a completion box.” The real
work in addressing domestic violence is by enhancing therapeutic services for batterers, which
causes batterers to address risk factors and develop skills to prevent domestic violence from
reoccurring in the future.
Connections with the Current Environmental Context
According to Shepard & Pence (1999), there are eight key activities to ensure that
multidisciplinary efforts can be merged to address the reoccurring issues of domestic violence.
They are: Reintegrating a common understanding of victim protection, creating "best practice"
policies and procedures, reducing fragmentation within systems, regular monitoring of systems
and policies, developing direct services for batterers, continuously reducing the harm for victims
and regularly evaluating policies and services from the victims' perspectives. These
recommendations from Shepard & Pence (1999) are the core ideas in operationalizing the
framework of the Collaboration Across Systems (CAS) approach to working with first-time
batterers and victims of reoccurring domestic violence. The innovation will call for
COLLABORATION ACROSS SYSTEMS
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multidisciplinary agencies to work together in addressing the reoccurrence of domestic violence
within families.
Theory of Change
The Theory U is an excellent approach in creating collaboration in addressing the
reoccurrence of domestic violence. According to Scharmer (2006), Theory U has five critical
stages. These stages are the Co-Initiating, Co-Sensing, Presencing (Co-Inspiring), Co-creating
and Co-evolving. The Co-Initiating stage calls for participants to listen to one another and create
common intent. During this stage, participants are usually hearing perspectives that they have not
heard before while being engaged in deep listening. The Co-Sensing stage causes participants to
foster an appreciation for the depth and clarity of their collective diversities. When this happens,
the groups of participants can sense emerging opportunities for change. The Presencing (Co-
Inspiring) stage causes participants to attach to common positive outcomes. During this step,
participants let go of their thoughts and gravitate to an outcome that must be achieved. The Co-
Creating stage causes participants to develop a prototype that creates a new sense of being.
During this stage, participants explore the future by doing rather than by thinking and reflecting.
Often time participants assist one another in dealing with any innovation challenges that may
arise. Lastly, the Co-evolving stage causes participants to review what they have learned and
make decisions on the prototypes that may have the most significant impact on improving a
process (Scharmer, 2006).
In applying the Theory U, this researcher will attempt to develop a shared meaning and
vision by gathering together a multidisciplinary group of professionals (law enforcement
officers, therapists, child protection social workers, family advocates and others) to participate in
COLLABORATION ACROSS SYSTEMS
13

creating collaborative agreements in addressing the reoccurrence of domestic violence. These
individuals would be selected due to their diverse perspectives and opinions on addressing the
many issues around domestic violence.
During the application of Theory U, members of the team would need to be on the same
level regarding power and all opinions are on the table. For example, sole decision makers in the
group have the power to implement whatever policies and procedures they choose; however,
they would need to relinquish their power to be equal in the power dynamics of the
multidisciplinary group. Furthermore, everyone in the group would need to have equality when it
comes to expressing their actual views and add value to everyone’s recommendations. Once the
power dynamics are settled, the group would be able to move through the stages of Theory U and
execute the day-to-day team expectations of what multidisciplinary teams would entail as shown
in the logic model (see Appendix A).
Problems of Practice and Solution(s)/Innovation
A CAS program (Lester, 2019) will reduce the reoccurring issues of domestic violence
and make a contribution in addressing the Grand Challenge for Social Work’s end family
violence objective. CAS aims to develop an innovation that calls professionals from various
systems to work together from the initial 9-1-1 phone call reporting domestic violence to closure
(sentencing). The CAS program will wrap therapeutic services and judicial sanctions around first
time batterers (Lester, 2019). According to Babcock, Green and Robie (2004), stakeholders
working together, along with therapeutic interventions, positively address the recidivism of
batterers. The CAS program is significant. It will develop a shared meaning and vision by
gathering professionals to participate in creating collaborative agreements to address the
reoccurrence of domestic violence among first-time offending male batterers (Lester, 2019).
COLLABORATION ACROSS SYSTEMS
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Explanation of Selected Solution
The first explanation of CAS is to bring all major stakeholders together and merge efforts
to address the reoccurrence of domestic violence. The second explanation for the CAS program
is related to this researcher's ambition to identify effective strategies to address elements of
domestic violence. According to Barner and Carney (2011), domestic violence research lacks
actual positive outcomes related to the existing interventions for batterers. Moreover, batterers
are often court-ordered to attend AIPs following mandatory arrest and judgments. Though these
tools are regularly used, it is still undefined if this approach leads to useful results (Barner &
Carney, 2011). According to George & Stith (2014), a solution-focused approach can be a
helpful tool in addressing domestic violence with batterers. The innovation with CAS is this
researcher's best solution for addressing the reoccurrence of domestic violence, as it is a solution-
focused program that builds on strengths that first time batterers achieve.
To address the reoccurring issues of domestic violence that feature child maltreatment,
this researcher proposes the implementation of a CAS framework. This framework allows for
professionals from various systems such as child welfare, law enforcement, mental health,
family/ legal advocates, probation, health care, judicial officers and other s to work together from
an initial 911 call reporting domestic violence to case closure. According to Babcock, Green,
Robie, (2004), stakeholders working together, along with therapeutic interventions positively
address the recidivism of batterers. This framework features expedient diagnostic treatment
assessments for first time batterers, biweekly court to ensure follow-through, batterer mentoring,
clinical interventions (both in individual and group settings), and Internal 90-day Facilitated
Engagement Meetings as documented in the CAS Service Description (See Appendix B).
COLLABORATION ACROSS SYSTEMS
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Multiple Stakeholders Perspectives
Several stakeholders have involvement in domestic violence cases. These stakeholders
are usually law enforcement officers, and judicial officers. They work separately to address
domestic violence with different agendas. For instance, the law enforcement officer approaches
domestic violence cases with the primary objective of ensuring that the batterer's violent actions
have ceased. Judicial officers approach domestic violence cases by providing sanctions or praises
for batterers compliance or noncompliance in following court-ordered action steps. The only
barrier that this researcher envisions is regarding law enforcement officers. According to Stanley
& Humphreys (2014), during domestic violence situations, police aim to get convictions of
batterers. The Multi-Safeguarding Hubs (MASH) model is a conceivable tool to address law
enforcement officers’ biases about batterers. The assessment allows for stakeholders to collate
from their respective agencies to share collaborative assessments that encourage information
sharing (Golden, Aston, & Durbin, 2011).
Logic Model Conceptualization
Inputs. There are several necessary inputs needed to assist with the operationalization of
the Collaboration Across Systems framework. Batterers, victims, children, social workers,
family & legal advocates, police, therapist, judges and evaluators are representatives of systems
and individuals that work together to address the reoccurrence of domestic violence.
Activities. The activities primarily feature the participation of batterers, and professionals.
For batterers to be successful, they must participate in CAS services (See Appendix B). These
activities cause batterers to be held accountable, either by sanctions or rewards. The frequency of
the activities is designed to be rigorous to remind the first time batterer of solutions to control
COLLABORATION ACROSS SYSTEMS
16

violent and batterer behavior. The professionals play a significant role in ensuring that first time
batterers make progress. Stakeholders share their perspectives on first time batterer's progress.
Lastly, the evaluator's activities are about observing the day-to-day operations and doing ongoing
assessments on the effects of the innovation.
Outputs. Based on inputs and activities being executed properly, there should be data
created to know how many first time batterers successfully engaged in CAS services.
Goals. The potential greatest outcome related to the logic model is the long-term
development of ongoing service enhancement for first time batterers. The logic model creates a
robust outcome that solidifies an enhanced multidisciplinary approach and leads to a decrease in
the reoccurrence of domestic violence for first time batterers (See Appendix A).
Likelihood of Success
The operationalization of the CAS framework is likely to be successfully implemented in
Arapahoe County, Colorado as a pilot, and will easily model statewide replication with regard to
practice standards and outcome indicators for the future. Several stakeholders from
multidisciplinary systems share the same sentiments about collaborative efforts needing to be
enhanced to address the reoccurrence of domestic violence. Based on several feedback sessions
(See Appendix C) with line workers and leaders of several agencies, there is overwhelming
excitement about the possibilities of first time batterers receiving services and not reengaging in
domestic violence. Financial resources are necessary to maintain CAS. With the assistance of
legislative policy change (see Appendix D), a prototype created by this researcher, there appears
to be glimmers of hope of financial allocations for CAS leveraged through Colorado marijuana
taxes. Lastly, bipartisan support of CAS legislative policy is necessary to ensure the
COLLABORATION ACROSS SYSTEMS
17

operationalization of CAS. Overall, CAS has a strong likelihood of reducing the reoccurrence of
domestic violence for first time batterers and ultimately maintains safe and stable families.
Project Structure, Methodology, and Action Components
Prototype Example - Policy
Policy change is necessary to implement CAS. The prototype (See Appendix D) is
statutory language that can efficiently be utilized for promulgation in Colorado and other
jurisdictions. The prototype, if authorized by the Colorado General Assembly, will be legislative
policy change that constructs a standardized model for nationwide replication. The prototype is
necessary, primarily because it changes Colorado law and allows for services rendered to first
time batterers with uniformed fashion. Essentially, all stakeholders, throughout various
municipalities throughout Colorado, will have a general awareness of what the program is, how
it will service first time batterers, and the fiscal revenue & expenses for sustainable
implementation.
Market for the Proposed Project Relative to Alternative Options
According to Colorado Revised Statute 18-6-802.5, when batterers are referred to
treatment programs with regard to their sentencing, they are legally responsible for paying for
the costs of evaluations and services. Though the current statutory language states that batterers
are to be offered sliding scale accommodations, this researcher is concerned that many first time
batterers fail to comply with domestic violence evaluations and services simply because they
either do not have the funds or feel that the matter is not significant enough to pay. This
prototype eliminates the barriers associated with batterers paying for services. Therefore, if first
time batterers are not engaged in services, they cannot look at the inability to pay as a reason for
not receiving assistance.
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Methods for Implementation – ERIC Model
The Expert Recommendations for Implementing Change (ERIC) model (Brownson,
Colditz, & Proctor, 2018), calls for researchers to explore nine steps with regard to
implementation. Those steps include (1) The use of evaluative and iterative strategies. (2)
Provide interactive assistance. (3) Adapt and tailor to context, (4) Develop stakeholder
interrelationships. (5) Train and educate stakeholders. (6) Support clinicians. (7) Engage
consumers. (8) Utilize financial strategies, and (9) Change infrastructures. These steps will guide
CAS implementation.
Use of evaluative and iterative strategies. According to Brownson, Colditz and Proctor
(2018), the use of the evaluative and iterative strategies phase of the ERIC model calls for one to
assess the readiness and identify barriers and facilitators. This initial step is critical. As with
implementing CAS, it would be imperative to know the barriers that may hinder implementation
as well as the strengths that may assist with CAS implementation. One impressive inner context
facilitator focuses on a successful model of multi-disciplinary professionals working together to
address batterer behavior (Harmony House, 2008). Some new identified outer context barriers
are that the norm for batterers resolving domestic violence cases result in them primarily
participating in court-ordered domestic violence classes (Court Ordered Classes, 2019). Another
outer context barrier is that domestic violence is not a stand-alone crime in Colorado (Denver
Domestic Violence Lawyer, 2019). This researcher especially appreciates the 'collect local needs
assessment' strategy (Brownson, Colditz & Proctor, 2018). Concerning CAS, it would be helpful
to have access to real-time data related to first time batterers being able to participate in the
program. This data will be useful specifically concerning the need for staff and clinicians
throughout Colorado’s 64 counties.
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19

Provide interactive assistance. The 'provide interactive assistance' phase of ERIC calls for
developing and using a centralized system to deliver technical assistance that focuses on
implementation issues (Brownson, Colditz & Proctor, 2018). This phase will be difficult
specifically because technical support will be offered from more of an experimental lens. The
technical support is not a perspective that is based on multi-disciplinary work across systems
with domestic violence batterers. Within this phase, this researcher would focus much attention
on the issues that warrant meaningful supervision. These matters would serve as "lessons
learned" in future CAS implementation opportunities.
Adapt and tailor to context. During the 'adapt and tailor to context phase of the ERIC
model, one of the most critical strategies calls for there to be a use of data experts and use data
warehousing techniques (Brownson, Colditz & Proctor, 2018). During the implementation of
CAS, these two strategies will be explicitly executed through the hiring of a third-party
researcher. A third-party researcher will be in place to inform senior management on the use of
data by implementation efforts (Brownson, Colditz & Proctor, 2018). The most important aspect
of this phase is specifically with the integration of records across organizations to facilitate
implementation across systems. CAS will benefit significantly from this phase. Several systems
will be represented with hopes of data integration will become more amenable.
Develop stakeholder interrelationships. The 'develop stakeholder interrelationships' phase
is essential to CAS operationalization. CAS warrants the need for stakeholders to come together
to address first time batterers involved in domestic violence. There are several strategies
identified to develop stakeholder interrelationships. This is the primary strategy in this phase of
the ERIC model (Brownson, Colditz & Proctor, 2018). To execute this phase, CAS will build a
COLLABORATION ACROSS SYSTEMS
20

coalition that allows stakeholders to cultivate relationships concerning the overall specific work
with first time batterers. One aspect of this phase that this researcher will rely heavily on is the
'identify and prepare champions.' strategy is key. It allows for there to be an identification of
individuals that will dedicate their efforts to supporting CAS, overcoming indifference or
resistance that may be provoked by this innovation.
Train and educate stakeholders. The 'train and educate stakeholder' strategy in the ERIC
model is most important (Brownson, Colditz & Proctor, 2018). The training and educational
meetings will be easily integrated into CAS. Regular meetings will purposely be targeted for
diverse stakeholders and educate them on CAS programming and expected outcomes. Proper
training will be another aspect of CAS. The most significant element of this strategy of ERIC
will involve the providing of ongoing consolation. Regularly, experts that work with first time
batterers will provide consultation on individual cases. They will also participate in “severe case
engagement meetings.” The recommendations from diverse perspectives will be welcomed and
utilized.
Support clinicians. CAS will have several new clinicians. This effort will add diverse
disciplines and various skills to generate a successful clinical innovation (Brownson, Colditz &
Proctor, 2018). Another critical aspect of supporting clinicians is with the 'develop resource
sharing agreements.' This strategy allows for clinicians to improve their partnerships with other
organizations that have resources necessary to implement CAS.
Engage customers. Within the CAS program, batterers will be engaged. The 'involve
consumers to be active participants' viewpoint is vital. Batterers will have a dynamic in their
services. They will regularly be encouraged to ask questions, and explicitly inquire about
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21

policies and procedures, and relative evidence-supported treatment (Brownson, Colditz &
Proctor, 2018). The use of a mass media approach will also assist the CAS program in educating
the public about the uniqueness of batterer-specific work through a multi-disciplinary approach
(Brownson, Colditz & Proctor, 2018).
Utilize financial strategies. Funding CAS will feature a diverse financial portfolio. The
'access new funding' direction will assist CAS in garnering funds to help first time batterers.
Funds will be raised both through public and private efforts. Overall, an annual expense for CAS
will be approximately $1,800,000 (See Appendix E). These funds will continue primarily to pay
staff salaries and first time batterer clinical interventions. The 'fund and contract for the clinical
innovation' strategy will allow for the State of Colorado to pay for first time batterer services.
This strategy modifies funding formulas that will make it easier for first time batterer services to
be delivered annually (Brownson, Colditz & Proctor, 2018).
Change infrastructure. The 'change infrastructure' phase of the ERIC model features new
strategies. The 'change accreditation in membership requirements' strategy calls for CAS to strive
to alter accreditation standards to encourage the use of clinical innovation (Brownson, Colditz &
Proctor, 2018). One of the unique factors of CAS is that 100% of the efforts will directly be
related to working with first time batterers. The 'mandate change' strategy will have leadership
declare and prioritize CAS as being the lead method in addressing the reoccurrence of domestic
violence among first time batterers (Brownson, Colditz & Proctor, 2018).

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22

Financial Plan and Implementation Strategy
Revenue Strategy/ Types - Initially, the primary source of funding for the CAS innovation
will come from the Arapahoe County Government for the 2021 annual budget. However, as the
rollout phases continue to happen, funding will become more available from the private sector.
In Colorado, this researcher is hoping to leverage marijuana taxes and divorce fees as a way to
fully fund the innovation statewide. Legislative change will be necessary for Colorado State
funding to be leveraged.
Budget Cycle - CAS will correspond with the federal fiscal budget cycle. Annually, the
federal fiscal year is from October 1
st
through September 30
th
. This budget cycle will be fitting
because the vast majority of funding for the CAS program will come from the federal funds that
are disbursed through state and local government entities.
Budget Format - CAS will have a line item budget formation (See Appendix E). The line-
item budget will be checked biweekly among stakeholders. The fiscal design will feature costs
associated with personnel (including medical benefits), office/ services space, and domestic
violence services. Annually, the department heads of the systems represented will create the
budget. Ultimately, the goal is for CAS to be publicly funded following the 5-year pilot phase of
implementation.
Revenue Projections
Arapahoe County Government & Colorado State Funding - The strategy to implement to pilot
CAS in Arapahoe County, Colorado depends primarily on the approval of the Arapahoe County
Commissioners, Colorado State Funding and if elected officials are willing to allocate some of
the available full-time positions to address the reoccurrence of domestic violence. In preliminary
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23

conversations with senior leadership officials, the CAS framework appears to be innovative from
their perspectives and could assist Arapahoe County in assisting batterers with getting the
necessary services they need to avoid being involved in domestic violence. Overall, $1,797,866,
to be exact, is needed to fund the first year of operationalization. This figure includes all start-up
cost associated with full-time positions, office space and domestic violence services for first time
batterers.
Federal Grants - The Office on Violence Against Women (OVAW) is a section of the
United States Department of Justice (DOJ). The office was created in 1995, and regularly
supervises grant-funded programs authorized by the Violence Against Women Act (VAWA) and
subsequent legislation and provides national leadership on issues of sexual assault, domestic
violence, dating violence, and stalking. OVW grants support coordinated community responses
to hold offenders accountable and serve victims (Justice.gov, 2019). An example of grants that
this researcher would apply for is similar to the grant announcements that are currently featured
on the Grants.gov website. Currently, there are two opportunities present on the federal website.
The integrated violence prevention and response to domestic violence grants are great examples
of federal funding opportunities (Justice.gov, 2019). The Office on Violence Against Women is a
federal statute that allows for local and state agencies to apply for grants. CAS will be housed
under the Arapahoe County Government and eligible to apply for federal grants. Though these
grant opportunities are available, it is not guaranteed that programs like CAS will be recipients of
the grants. Therefore, it does not seem logical for this researcher to depend solely on federal
funding.

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24

Fundraising
Annual CAS Gala - CAS will annually host several fundraisers. The premier fundraiser
will be an annual gala. This gala will be held annually in Denver, Colorado and feature 3-tiered
sponsorship packages. The platinum level sponsorship package allows for a company to have
three tables of 10, public recognition on the CAS website, a large logo on the invitation, and
public acknowledgement from a television personality during the gala, a company logo featured
on the PowerPoint presentation throughout the duration of the gala and a full page ad in the
souvenir journal. The price for this package is $50,000 and available for 10 companies
($500,000). The gold level sponsorship package allows a company to have two tables of 10, a
medium logo on the invitation, and a half-page ad in the souvenir journal. The price for this
package is $35,000 and available for 20 companies ($700,000). The silver sponsorship level will
be a package that allows for a company to have one table of 10, a small logo on the invitation,
and a quarter-page ad in the souvenir journal. The price for this package is $20,000 and available
for 20 companies ($400,000). The bronze sponsorship level will be a package that allows for a
company to have one table of 10 and their name listed in the gala souvenir journal. The price for
this package is $10,000 and available for 10 companies ($100,000). Lastly, individuals wishing
to attend the gala will be able to purchase tickets at $100 each and available for 200 individuals
($20,000). The total projected income from the gala's ticket sales will be $1,720,000; however,
seed money of $250,000 would need to be deducted from the overall ticket costs. The revenue
from the gala is projected to be $1,470,000.

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In-Kind Donations - CAS' primary focus will be to work with first time batterers. In-kind
donations will be needed to further assist batterers in living stable lives. One of the primary
methods that CAS will utilize will be crowdfunding. Mainly, on the CAS website, our office
assistance will post different items that are needed by first time batterers. For example, if a
batterer needs work boots, the need can be posted on the CAS website, and patrons can purchase
the needed items. CAS' goal for crowdfunding will be annually ($20,000). Perhaps the largest
in-kind donation that this researcher is hoping to receive is two Chevrolet Tahoe trucks. The
vehicles would be an excellent way for CAS employees to travel and assist first time batterers. A
partnership will be needed with Ed Bozarth Chevrolet to achieve this objective ($100,000). The
annual goal for in-kind donations will be $120,000.
Phases/ Major Steps of Implementation with Regard to Finances
The start-up year of operationalization consists of 8 phases of implementation. They are
highlighted below:
Phase 1: Garner support from the Arapahoe County Commissioners and Departmental
Leaders – as mentioned above, the most necessary first step is with garnering support from the
Arapahoe County Commissioners and Departmental Heads. This will happen by CAS securing
funding needed to operationalize the first year of CAS programming. The Arapahoe County
Commissioners would need to allocate $1,410,000 for full-time positions, office space and
domestic violence services. The Departmental Heads would need to be in agreement their
employees participating with CAS.

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26

Phase 2: Get the seed money – once the seed money of $1,410,000 is received, the budget
would need to be shared with all internal and external partners across the various systems
represented with CAS. This effort would demonstrate transparency and show expenses
associated with full-time positions with various departments.
Phase 3: Hire Team Members – the most crucial aspect of implementation CAS is
concerning the hiring process. Thirteen full-time positions will be involved in implementing
CAS in Arapahoe County. These 13 individual's role will be crucial in assisting batterers with
addressing their batterer behavior, collaborating with other systems and potentially setting the
stage for national CAS implementation.
Phase 4: Contract with a 3
rd
party evaluator – honest evaluation of CAS implementation
is vital. A reputable university or evaluation agency would need to evaluate CAS when services
begin to be provided to first time batterers. The evaluator's job is to thoroughly evaluate if first
time batterers that receive services under the CAS umbrella reduce their batterer behavior and
not participate in the reoccurrence of domestic violence. Moreover, the evaluator’s role with
practice recommendations for state and national evaluation is imperative with regard to ongoing
domestic violence research.
Phase 5: Implement programming – Once the CAS team is hired, it is time to implement
the framework of identifying first

time batterers, and the CAS team following these individuals
from the 911 telephone call until case closure (sentencing). The services consist of first time
batterers attending therapeutic groups, individual services, and batterer mentoring. The CAS
team will not only work to ensure that the first time batterer is on top of therapeutic services, but
COLLABORATION ACROSS SYSTEMS
27

the CAS team will also work to ensure that the batterer can provide basic needs for their
children.
Phase 6: Regular evaluation – Monthly, this researcher and the entire CAS team will
meet with the evaluator to understand service outcomes and dissect feedback from first time
batterers. These discussions will allow for the CAS to regularly make modifications to day-to-
day programming and measure the success of first time batterers.
Phase 7: Schedule fundraising events – To sustain the CAS program without necessary
governmental funding, the fundraiser will regularly work to garner in-kind donations for
batterers daily. The fundraiser position will primarily concentrate on the scheduling of the annual
gala, which will fund the bulk of services provided by CAS.
Phase 8: Statewide implementation – After five years of CAS implementation with first
time batterers and evaluations results, the CAS team will evaluate if the CAS program should be
implemented statewide, remain in Arapahoe County, Colorado or disband. Outcomes of first
time batterers being involved in reoccurring situations of domestic violence, either with new or
existing partners, will hinge on CAS’ need to exist.
The financial overall vision for the CAS has four phases, the pilot phase, the Arapahoe
County operationalization phase, a statewide macro pilot and nationwide rollout. The pilot phase
will be the five full years of operations with the various stakeholders. The budget will be stand-
alone. The cost for the first year is estimated to be approximately $1.8 million. This $1.8 million
budget will include salaries, office space rental, and domestic violence services for first time
batterers. For the sake of this capstone, the start-up phase will be the primary focus (See
Appendix E).
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Method of Assessment of Impact
There are several monitoring efforts in place concerning CAS. CAS – Stat will be a
monthly meeting for all stakeholders to meet and review monthly process and outcomes
objectives. Specifically, CAS will monitor the following: # of batterers received services; # of
batterers successfully completed services, # of batterers unsuccessfully complete services, # of
new batterers receiving CAS services budget reviews and expenses. Weekly Individual
Supervision will be in place so that team members will receive feedback on their efforts. Both
strengths and opportunities will be highlighted on a CAS standardized supervision template (See
Appendix G). Bi-weekly Team Meetings will allow all staff members to receive training, discuss
lessons learned and success stories among one another. The Quarterly Team Meetings will be
reserved for CAS staff members to receive instruction from experts about issues identified
through CAS standardized supervisions (See Appendix G). The 90-Day Facilitated Engagement
Meetings will be in place to allow the first time batterer to see their progress about their
participation in CAS. Lastly, the role of the third-party evaluator will synthesize all data and
produce an annual report for staff members and dignitaries to review.
EPIS – Exploration, Preparation, Implementation, & Sustainment
According to Moullin, Dickson, Stadnick, Rabin, and Aarons (2019), the exploration
phase starts when implementers and relevant stakeholders become aware of specific needs and
contemplate methods to address them. The exploration phase features two tasks. These tasks are:
(1) secure support from Arapahoe County Commissioners, and (2) execute a memorandum of
understandings between all participating agencies. This phase happens from June 2020 –
December 2020 (See Appendix F).
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29

According to Moullin et al., (2019), during the preparation phase of EPIS, one must
identify potential barriers and facilitators of implementation, further assess the needs for
adaptation and develop a detailed implementation plan to capitalize on implementation factors
and address potential barriers. The two of the single most important aspects of the preparation
phase is the hiring of a third-party evaluator and regular data review sessions. During the
preparation phase, the evaluator would be able to assist this researcher in identifying barriers and
facilitators that would positively or negatively impact the CAS programming. The regular data
reviews will begin on June 2020 and be ongoing.
According to Moullin et al. (2019), the implementation phase of EPIS is guided by the
plan during the preparation phase. The implementation phase features an ongoing monitoring of
the implementation process while adjusting as needed. This phase is the most exciting phase of
CAS. This phase features cross training across systems, applying CAS programming in
Arapahoe County, Colorado, and having regular team check-ins. The implementation phase
begins on June 2021 and will be ongoing.
According to Moullin et al. (2019), during the sustainment phase, the outer and inner
context structures, processes and supports are continuing so that implemented practice can
continue to be delivered, with adaptation when necessary. During this phase, the primary tasks
are about reviewing the two-year recommendations from the third-party evaluator to inform
decisions related to implementing Statewide CAS implementation. The sustainment phase begins
on December 2023 and will end June 2024. The overall process of CAS evaluation spans from
June 2020 – June 2024 (See Appendix G).
Ethical Concerns
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30

The organizational culture of CAS is critical, as several members of the CAS team
represent various systems. In total there will be 16 full-time positions, with ten different outlooks
on first time batterers. The culture of the team can be summed up in the following motto: "One
Band, One Sound." Everyone on the CAS team will be able to cross-train and share insights. The
diversity in the positions allows for diversity in thought among CAS team members. Moreover,
the diversity of culture is necessary. The first time batterers receiving services through CAS will
be diverse with regard race. Though this researcher does not necessarily believe that one must be
the same race as their clients, this researcher does believe that professionals should be able to
work with anyone that is before them without projected bias.
Cultural responsiveness will be an ongoing evaluative factor. In the CAS Supervision
Tool (See Appendix G), equality, equity, inclusion and diversity and their implications will be
discussed. This effort will serve as CAS’ overall evaluation procedure and how to address biases
among staff members. CAS will be committed to providing services, making employment-
related decisions, selecting volunteers, and selecting vendors without regard to age over 40, race,
sex, color, religion, creed, national origin, ancestry, disability, genetic information, marital
status, pregnancy, health condition related to pregnancy, sexual orientation, gender expression,
military status, or any other applicable status protected by law.
Conclusion, Actions and Implications
In preparation for writing the above capstone, this researcher explored existing resources
related to general batterer services. Recently, a pamphlet was made entitled, ‘ Domestic violence
can happen to anyone.’ The brochure is the hallmark resource guide for individuals affected by
domestic violence, primarily survivors at the Colorado Coalition for the Homeless. In exploring
COLLABORATION ACROSS SYSTEMS
31

the pamphlet, there were no resources for first time batterers. The pamphlet had 31 of 31
resources to provide “victim assistance.” While it is refreshing to see so many resources
available for domestic violence survivors, there was not one therapeutic or behavioral
intervention program resource mentioned in the pamphlet to address batterer behavior. In this
researcher’s opinion, this is the primary issue as it pertains to the reoccurrence of domestic
violence specifically, and the Grand Challenge for Social Workers (Fong, Lubben & Bath, 2018)
ending family violence, in general. In regard to addressing domestic violence in the future, this
capstone disrupts the trend of domestic violence solely focusing on services for domestic
violence survivors.
The greatest limitations and risks to this capstone being implemented is with regard to
there being legislative changes to existing statute, CAS securing an adequate amount of funding
and the willingness for diverse stakeholders to work together for the common interest in reducing
the reoccurrence of domestic violence among first time batterers. While these limitations and risk
factors may exist, if stakeholders adhere to the rudiments of the implementation plan featured in
this capstone, there will be a significant decrease in first time time batterers reengaging in
domestic violence.
The ideas and overarching themes of this capstone have been shared with leaders from
county human services, state human services, courts, district attorney officers, police officers,
therapists and social workers. All of these stakeholders and partners tend to agree that the CAS
program is a conceivable tool to address domestic violence among first time batterers. Most
noteworthy was a suggestion that this researcher received positive feedback that requested that
“childhood and other trauma inform the intervention protocol to complement initial
psychological evaluations on first time batterers following arrests.” Due to costs, this researcher
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32

was unable to include this recommendation in the capstone, however the suggestion is a great
suggestion as there will be modifications along the way of CAS statewide implementation. The
ultimate goal for CAS is to have nationwide replication. If operationalized correctly, first time
batterers have a second chance to make necessary improvements and digress from batterer
behavior.
The CAS framework is unique because it merges the sanctions of criminal justice with
the necessary therapeutic interventions needed to cause first time batterers to address their
batterer ways. The services create a space for various stakeholders to work together in addressing
the reoccurrence of domestic violence continuously. Specifically, the 90-day facilitated
engagement meeting component of the CAS framework is the “glue” that holds the entire
innovation together. In the 90-day facilitated engagement meetings, stakeholders offer diverse
perspective from their viewpoints that allow for first time batters to receive feedback and next
steps to live a life free of being a batterer with subsequent court cases.

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Appendix A
Logic Model

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Appendix B
CAS SERVICE DESCRIPTION
Diagnostic Treatment Assessments for Batterers
To better assess the needs of batterers and survivors, mental health professionals, and
child protection caseworkers that accompany law enforcement officers will complete treatment
assessments with domestic violence survivors. The mental health professional’s role during the
diagnostic treatment assessment phase is to deescalate the domestic violence survivor and make
service recommendations. The role of the child protection social worker is primarily related to
assessing the safety of children that reside in the home and make placement decisions. In
domestic violence instances that warrant for batterers' to arrest, they too receive a diagnostic
treatment assessment following their booking at the local level jail.
Biweekly Domestic Violence Court
Throughout the life of an open domestic violence case, the same Magistrate/Judge that
entered protection orders/ restraining orders will be the same judicial officer that holds the
batterer accountable for their perpetration during domestic violence situations. This same judicial
officer will enforce treatment plans court order, monitor compliance, render praise or sanctions,
file contempt and enter special court orders that align with the domestic violence survivor. The
frequency of the court will be biweekly and available for first-time offenders, only. Gutierrez,
Blais, & Bourgon’s (2017), meta-analysis study evaluated 26 domestic violence courts
throughout the United States and Canada and concluded that domestic violence courts are
statistically significant in reducing the likelihood that batterers will recidivate in subsequent
COLLABORATION ACROSS SYSTEMS
40

domestic violence court cases. Moreover, research on domestic violence courts revealed
successful efforts in synchronizing the efforts of stakeholders (Ostrom, 2003).
Batterer Mentoring
Former batterers that completed treatment and court requirements will mentor batterers
involved in the domestic violence court. Daily, batterers will engage in phone calls or face-to-
face prescribed mentoring sessions. These sessions that allow for both the mentor and mentee to
address the batterer's compliance with their court orders, treatment plan, reflections on
therapeutic interventions and a question/ answer session that allows for batterers to engage in
meaningful dialogue with individuals that have experienced being a batterer. Simultaneously,
domestic violence survivors will also have optional access to past survivors. They too will be
able to process therapeutic interventions, internal feelings, and engage in activates related to
empowering women.
Clinical Interventions
A psychoeducational approach is deemed to be the most prominent and active clinical
intervention (Pence & Paymar, 1993). The Duluth model will be one of the leading efforts to
address domestic violence within this innovation. Principally, the Duluth model is designed from
a belief that domestic violence occurrences are indicative to the patriarchal dogma that sustains
society’s endorsement of men using power to control women (Babcock, Green, Robie, 2004).
Primarily the Duluth model is utilized within group sessions. Within groups, batterers will
engage in consciousness-raising exercise featuring role-play, and realistic scenarios that test
batterers professed beliefs in using violence as a method to control their partners. The “Power
and Control Wheel,” an essential component of the Duluth model, is used to demonstrate how
COLLABORATION ACROSS SYSTEMS
41

violence is a significant ration of behavior that includes intimidation tactics, isolation, economic
abuse, instead of unique situations of abuse or repeated anger outburst (Pence & Paymar, 1993).
Weekly, batterers will participate and engage in court-ordered groups that are facilitated and
feature the Duluth model.
In addition to the court-ordered groups, batterers will also engage in court-ordered
individual cognitive-based therapy. According to Adams (1988), cognitive-behavioral
therapeutic interventions center predominantly on making domestic violence the main focus on
treatment. Due to domestic violence being a learned behavior, the cognitive-based therapeutic
model aims to make nonviolence a learned behavior to combat existing batterer behavior
(Adams, 1988). Individually, cognitive-based therapists work with batterers to develop anger
management skills and use skills training to stimulate constructive substitutions to batterer
domestic violence tendencies (Babcock, Green, Robie, 2004). The most crucial component of
this innovation is about domestic violence batterers receiving therapeutic interventions to address
their batterer behavior, both in-group and individual settings.
90-day Facilitated Family Engagement Meetings
An ongoing dialogue mechanism is needed to track the progress of the batterers and
survivors’ efforts regularly. Internal 90-day facilitated family engagement meetings will be in
place to allow batterers, survivors and stakeholders to have an open forum to share the strengths,
opportunities, and complicating factors related to case progress. The “next steps” portion of the
meeting will allow for batterers, survivors and stakeholders to know what role they play in the
larger picture of continuing to successful case closure. In most matters, case closure will be the
sentencing portion of the batterer’s domestic violence case.
COLLABORATION ACROSS SYSTEMS
42

Appendix C
Primary Research Interviews
Name Organization Title Expertis
e/
Reason
Key Takeaways
1 Meladie
Clopton, BS

(303) 214-8808
Arapahoe
Department of
Human
Services
Social
Caseworker
– Ongoing
Child
Protection
Works in
child
welfare
that
specializ
e with
IPV
• The collaboration across
systems won't always be
feasible, the intent is
good, but it would be
difficult to be an ongoing
position.
• The database idea is
good, however many DV
batterers aren’t convicted.
The arrest and protection
order record would be
more helpful.
• Many batterers
specialized in flying
under the radar.
• Implementation of the
database on a national
stage would be difficult
because there are 50
different laws about
confidentiality.
• Utilize the ideas that
operationalized national
sex abuse registry.
• Focus on the patterns of
IPV.
• Utilize domestic violence
advocates in child welfare
cases.
• Enhance child welfare
systems by featuring
domestic violence teams
in intake and permanency.
COLLABORATION ACROSS SYSTEMS
43

2 Shaneka
Goode, MSW

303-877-2023
Cherry Creek
School District
School
Social
Worker
Studied
IPV
while in
her
MSW
program
• There are some concerns
about the identities of
individuals being
compromised.
• Being featured on a
database could create
some judgmental
situations. Example: a
woman’s friend looks up
a potential partner of her
friend, she notices that the
gentleman has one past
charge/arrest of DV, she
then tells her friend that
she feels that her friend
should not date the
individuals.
• The database does give
individuals a better
understanding of one's
backgrounds and how to
approach being in a
relationship. People will
be able to make an
informed decision about
whether or not to be in a
relationship with another
individual.
• The collaboration across
systems is an amazing
concept because families
do not have to wait for
services. Families are met
where they are. If lights
have to be turned on, they
can be turned on
immediately.
• Making informed life
decisions is hard to do for
police currently. Having
three different inputs
would be great and
enhance the experience of
families.
COLLABORATION ACROSS SYSTEMS
44

• It is important that the
therapist, child welfare
professionals, and law
enforcement officer stick
to their core beliefs about
addressing a siltation and
not be bullied about their
respective perspective.

3 Nicole Brown,
MSW

303-834-2238
Arapahoe
County
Department of
Human
Services
Permanency
Supervisor
Studied
IPV and
made
crucial
decisions
on IPV
child
welfare
cases.
• The cases that I have seen
to be successful is when
Catholic Charities. They
empower the victim to
develop independence
and strength. Women are
typically broken. People
become more empowered
and learn to budget.
• Even with the batterer,
the layers get peeled back
on how they became a
perp.
• Nobody wakes up and
wants to be an abuser,
something happened to
make them that way.
• Men that may have been
in a bad relationship,
cause them to be insecure
and more controlling.
They try to avoid being
hurt, so they hurt others.
• The database gives people
more information; the
batterer national registry
gives people more
information on the work
that people worked on.
The tier level approach
shares a true snapshot of
the individual's batterer
history.
• Every criminal case is a
matter of public record.
COLLABORATION ACROSS SYSTEMS
45

People don't use registries
as they should be used.
Women or men who want
to know more now have
access. The innovations
give people an
opportunity to slow down
and ask necessary
questions. The access to
one lifestyle is already
available.

4 Sarah Blaine
Taff, LCSW

970-201-1506
Arapahoe
County
Department of
Human
Services
Permanency
Supervisor
Made
crucial
decisions
on IPV
child
welfare
cases.
• “I’ve never thought of the
app and if it is working in
the UK, there is an
opportunity to consider
it.”
• The collaboration piece
where the energy has to
be focused primarily. We
have systems working to
achieve the same goals,
but not together.
• All the professionals
should have a staffing.
Having district attorneys
engaging in a family-
focused process would be
innovative. It would be
great if they would listen
to other professionals.
• Women get labeled as
victims, and not
protectors. These battered
women are survivors.
They manipulate many
situations, to ensure some
protective capacities.
However, we as
professionals may not be
able to recognize these
efforts off the top.
COLLABORATION ACROSS SYSTEMS
46

• Putting some type of
interventions in the
schools to teach healthy
relationships would be
beneficial.
• Just because people have
a model of what a healthy
relationship looks like,
doesn’t mean that they
know what domestic
violence is. There is not a
ton of education about
preventing DV available.
5 Beth Collins,
LSW

303-726-1407
Colorado
Department of
Human
Services
Domestic
Violence
Program
Specialist

Oversees
DV
program
ming in
at 64
counties
in
Colorado
• In Colorado, there is a
new public messaging
campaign to raise
awareness about domestic
violence. "Stand Up
Colorado " is a campaign
to have people monitor
their own behavior. There
are a bunch of billboards,
radio and tv ads that
encourage people to call
when they witness
controlling or behaviors.
• This approach breaks the
silence and addresses the
stigmas about talking
about domestic violence.
• The Kavanagh mess
proved that we could have
a clear glimpse that past
behavior can be
disregarded.
• It would be useful if
people had more
understanding about good
conflicts skills and how
abusive behavior is
different from conflict.
• When one uses to control,
it confirms IPV. It would
be nice if people knew
COLLABORATION ACROSS SYSTEMS
47

there was help available
and that they did not have
to experience abuse to get
services.
• Domestic violence takes
one caring about someone
that has poor impulse
control. It is about
entitlement and control.
One knows that there is
help out there for couples.
6 Kate Burgess,
LCSW

303-257-7178
State of
Michigan

Clinical
Social
Worker
Works
with
families
that have
IPV
matters
• Victims tend to be drawn
to “that type of
individual.”
• We can tell people until
they are blue in the face
who they should not be in
a relationship with. They
may still make poor
choices
• The intervention should
be a therapeutic
intervention, not a
knowledge intervention.
7 Jodi Maples,
LSW

303-518-3164
Arapahoe
County
Department of
Human
Services
Permanency
Caseworker
Works
with
families
that have
IPV
matters
• There are more
crossovers with drunk
driving than sex offenses.
Drunk driving is someone
choosing to make a
decision to hurt someone,
so is IPV.
• The only thing I would
change is a capacity for
people to make changes.
• It would be cool for
people to have the
availability to be taken off
the registry
• There are people that
make changes.

COLLABORATION ACROSS SYSTEMS
48

8 Jason Maples Unknown –He
was listening in
while his wife,
Jodi Maples,
was being
interviewed
Unknown Husband • The innovation of
Collaboration and the
registry appears to be
common sense. I don’t
live in the DV world.

9 Jamal T.
Jackson, MSW

720-862-7686
Rights of
Passage
Therapist General
Knowled
ge of
Domesti
c
• There are positives and
negatives to the online
mobile system. I'm fearful
of individuals being
confused about something
they are not guilty of.
How are individuals
supported if they are
already in the database?
It's great to have a three-
fold system to have a
response to domestic
violence.
• There is some concern
about the over-
representation of
minorities being featured
in the criminal justice
system.
• Cross training about men
of color needs to happen.
Men of color are not the
individuals that are
always going to abuse
women. Men of color are
misunderstood.
• It is beneficial to have a
therapist and social
worker present. Having a
therapist, social worker,
and police present will
allow individuals to
garner the support they
need to move forward.
• Find ways to promote
men that are doing good
COLLABORATION ACROSS SYSTEMS
49

things. There is a lack of
positive images of men.
10 Christy Fladen,
M.S.

720-277-2810
Arapahoe
County
Department of
Human
Services
Child
Protection
Supervisor
Work
with
families
by
domestic
violence
• The innovations are great
ideas. The collaboration
across systems could be
risky ad domestic
violence situations are
extremely volatile. Many
officers die in DV cases.
The police would need to
address all safety
concerns.
• The second registry is a
great idea. I have nothing
negative about this
innovation. Women and
men should have access
to make informed
decisions about whom
they date.
• There is an existing sex
abuse registry, which is
similar to the innovation
that is being proposed.
• The information shared in
the database should be
accurate.
• The ideas can be
beneficial in a lot of
ways.
• Backgrounds do create a
sense of safety for kids,
especially in regard to
babysitting.

COLLABORATION ACROSS SYSTEMS
50

Appendix D
Prototype

HOUSE BILL: 2022 - 01
BY REPRESENTATIVE(S) ______________________________________________________
Also, SENATOR(S)_______________________________________________________
CONCERNING THE IMPLEMENTATION OF COLLABORATION ACROSS
SYSTEMS: A PROGRAM TO ADDRESS THE REOCCURRENCE OF DOMESTIC
VIOLENCE
Be it enacted by the General Assembly of the State of Colorado:
SECTION 1. Legislative declaration. The general assembly finds that there is a need
for alternative sentencing regarding 1
st
time domestic violence offenders within Colorado’s 64
counties (Adams, Alamosa, Arapahoe, Archuleta, Baca, Bent, Boulder, Broomfield, Chaffee,
Cheyenne, Clear Creek, Conejos, Costilla, Crowley, Custer, Delta, Denver, Dolores, Douglas,
Eagle, Elbert, El Paso, Fremont, Garfield, Gilpin, Grand, Gunnison, Hinsdale, Huerfano,
Jackson, Jefferson, Kiowa, Kit Carson, Lake, La Plata, Larimer, Las Animas, Lincoln, Logan,
Mesa, Mineral, Moffat, Montezuma, Montrose, Morgan, Otero, Ouray, Park, Phillips, Pitkin,
COLLABORATION ACROSS SYSTEMS
51

Prowers, Pueblo, Rio Blanco, Rio Grande, Routt, Saguache, San Juan, San Miguel, Sedgwick,
Summit, Teller, Washington, Weld, and Yuma Counties). The purpose of this legislation is to
implement a collaboration across systems to address the reoccurrence of domestic violence and
reduce recidivism among 1
st
time defendant who are arraigned on domestic charges pursuant to
section 18-6-801.

SECTION 2. In Colorado Revised Statutes add 18-6-802.6 (1), (2), (3), (4), (5), (6), (7),
(8), and (9) as follows:

18-6-802.6:
Any 1
st
time defendant who is arraigned on domestic violence charges pursuant to section 18-6-
801 or who is ordered to complete a psychological evaluation pursuant to section 18-6-801 (1)
shall receive the option of participating in the Collaboration Across Systems Program: A
Program to Address the Reoccurrence of Domestic Violence (hereafter known as CASP), if
deemed appropriate by a Colorado State Judicial Officer.
(1) Collaboration Across Systems cash fund - There is hereby created in the state treasury the
collaboration across systems services cash fund. The moneys in the collaboration across
systems services cash fund are subject to annual appropriation by the general assembly for
the direct and indirect costs of implementing this section. The director may accept on behalf
of the state any grants, gifts, or donations from any private or public source for the purpose
of this section. All private and public funds received through grants, gifts, or donations shall
be transmitted to the state treasurer, who shall credit the same to the Collaboration Across
Systems cash fund. The general assembly may appropriate moneys from the marijuana tax
cash fund created in section 39-28.8-501, C.R.S. All investment earnings derived from the
COLLABORATION ACROSS SYSTEMS
52

deposit and investment of moneys in the fund shall remain in the fund and shall not be
transferred or revert to the general fund of the state at the end of any fiscal year.
(2) The cost associated with the CASP evaluation and treatment programs is funded through the
Collaboration Across Systems cash fund.
(3) Any 1
st
time offender who is arraigned on domestic charges pursuant to section 18-6-801 or
who is ordered to complete a psychological evaluation pursuant to section 18-6-801 (1) shall
receive a diagnostic treatment assessment during the booking process or within 7 business
days of being arrested or arraigned on domestic charges pursuant to section 18-6-801.
(4) To ensure effective judicial oversight, any 1
st
time offender who is arraigned on domestic
charges pursuant to section 18-6-801 shall have biweekly court with the same Judicial
Officer.
(5) Any 1
st
time offender who is arraigned on domestic charges pursuant to section 18-6-801
shall be assigned a “treatment mentor.” The 1
st
time offender shall engage in daily phone
calls and/or face-to-face prescribed mentoring sessions.
(6) Any 1
st
time offender who is arraigned on domestic charges pursuant to section 18-6-801
shall participate in clinical interventions as ordered by a Judicial Officer
(7) Any 1
st
time defendant who is arraigned on domestic charges pursuant to section 18-6-801,
shall have a 90-day facilitated offender engagement meeting that features the collaboration of
stakeholders (arresting law enforcement officers, judicial officers, child protection social
workers, and mental health professionals) to communicate strengths, opportunities, and
complicating factors related to the 1
st
time offenders successfully resolving their court
proceedings.
COLLABORATION ACROSS SYSTEMS
53

(8) Any 1
st
time offender who is arraigned on domestic charges pursuant to section 18-6-801,
shall receive a 5-year unsupervised probation sentence upon successful completion of the
CASP program and court case closure. Offenders who thereafter complete the probationary
period without any additional convictions for domestic violence or other crimes of violence
shall be eligible to have their arrest record expunged.
(9) Any 1
st
time offender who is arraigned on domestic charges pursuant to section 18-6-801,
shall receive a sentence in accordance with 18-6-801, if they do not successfully complete
the CASP or are subsequently arraigned on domestic violence charges pursuant to section 18-
6-801.

COLLABORATION ACROSS SYSTEMS
54

Appendix E
CAS Line Item Budget – Revenues & Expenses
Line-item Budget
Collaboration Across Systems Start-Up Budget
(Preoperational)
Revenue
Item Cost Annotation
Local
(Arapahoe
County)
Block Grant
$200,000 Budget
Allocation
Fundraising –
Annual Gala
$1,470,000
In-Kind
Donations
$120,000
Revenue
Total
$1,790,000

Collaboration Across Systems Start-Up Budget
(Preoperational)
Personnel Expenses
Item Cost Annotation
Director (1) $124,000 Salary
includes
$24,000
allocation for
in health
benefits
Office
Assistant (1)
$74,000 Salary
includes
$24,000
allocation for
in health
benefits
Judge (1) $140,000 Salary
includes
$24,000
COLLABORATION ACROSS SYSTEMS
55

allocation for
in health
benefits
Police
Officers (x2)
$188,000 Salary
includes
$48,000
allocation for
in health
benefits. One
of the two
employees
must be
Spanish
speaking
Social Worker
(x2)
$168,000 Salary
includes
$48,000
allocation for
in health
benefits. One
of the two
employees
must be
Spanish
speaking
Individual
Therapist
(x2)
$168,000 Salary
includes
$48,000
allocation for
in health
benefits. One
of the two
employees
must be
Spanish
speaking
Group
Therapist (x2)
$168,000 Salary
includes
$48,000
allocation for
in health
benefits. One
of the two
COLLABORATION ACROSS SYSTEMS
56

employees
must be
Spanish
speaking
District
Attorney (1)
$124,000 Salary
includes
$24,000
allocation for
in health
benefits
Family
Advocate (x2)
$148,000 Salary
includes
$48,000
allocation for
in health
benefits. One
of the two
employees
must be
Spanish
speaking
Fundraiser (1) $90,000 Salary
includes
$24,000
allocation for
in health
benefits
Evaluator $60,000 Contractual
Cost with a
Research
agency
Personnel
Expenses
Total
$1,410,000

COLLABORATION ACROSS SYSTEMS
57

Collaboration Across Systems Start-Up Budget
(Preoperational)
WorkSpace Expenses
Item Cost Annotation
Office Space
Rent –
5675 DTC
Blvd, Suite
275,
Denver
Technological
Center,
Greenwood
Village, CO
(ideal)
$117,492 Nine
perimeter
offices, two
interior
offices,
conference
room, break
room,
workroom,
I.T. room, two
interior
workstations,
and reception
area.
$9791
monthly
Apple 15”
MacBook Pro
(x14)
$30,786 Follow-up
purchase
every five
years
At $2,199
each
GMAIL G-
Suite (Office
Saving
Database)
$400 Monthly
Subscription
(x12 months)
at $25 a
month
Individual
Office
Furniture
$39,060 U Shaped
Desk with
Hutch and
Additional
Storage by
Office Source
- One-time
purchase
(x14) at
$1995 each

COLLABORATION ACROSS SYSTEMS
58

36"W 4
Drawer
Lateral File
by Office
Source (x14)
at $795 each

Waiting
Room
Furniture
$7,128 Leather
Reception
Three-
Cushion Sofa
(x3) at $1,138
each

Coffee Table
(x3) at $329

Tailored
Black Leather
Club Chair
(x4 )at $657

Yearly
Magazine
Subscriptions
(x6) at $15

Mail Sorter
(x1) $667

WorkSpace
Expenses
Total
$194,866

COLLABORATION ACROSS SYSTEMS
59

Collaboration Across Systems Start-Up Budget (Preoperational)
Domestic Violence Services
Item Cost Annotation
Domestic
Violence
Intake
$8,500 One-time fee
of $85.00 per
client (x100)
An Outside
Domestic
Violence
Comprehensive
Evaluation
$22,500 One-time fee
of $225.00
per client
(x100).
Eye Movement
Desensitization
and
Reprocessing
(EMDR)
Therapy
Certification
$10,000 One-time fee
of $5000 per
clinician (x4)

Administrative
Costs
$200,000 Earmarked
money
allocated for
travel,
training, and
supplies
Total
Domestic
Violence
Services
Expenses
$241,000

COLLABORATION ACROSS SYSTEMS
60

Collaboration Across Systems Start-Up Budget
Revenue and Expenses (At a Glance)
Item Cost Annotation
Revenue
Total
• Local
(Arapahoe
County Block
Grant)
Allocation
• Fundraising –
Annual Gala
• In-Kind
Donations

$1,790,000
Expenses
Total
• Personnel
• WorkSpace
Set Up
• Domestic
Violence
Services
$1,737,866
Surplus/
Deficits
+ $52,134

Revenue & Expenses
The expenses total feature personnel, workspace set-up and costs for domestic violence
services for 100 batterers within an annual federal fiscal year. The total for expenses is
$1,790,000. The projected revenue totals feature a potential local Arapahoe County block grants,
fundraising for the annual Gala and in-kind donations. The total for revenues is $1,790,000.
Therefore the budget if executed correctly leaves CAS with a surplus of $52,134.

COLLABORATION ACROSS SYSTEMS
61

Appendix F
CAS GANNT Chart

COLLABORATION ACROSS SYSTEMS
62

Appendix G
Collaboration Across Systems
Supervision Tool

Name:
Date:
Self-Care Check-in: (What did you do for self-care since last supervision?

Scaling Question: On as scale from 1- 10, 1 – terrible and 10 – great, where are you? (Compare
to last supervision’s score)

Case Discussions
Client, Progress, Barriers & Guidance Needed? (Discussion for clients that are doing well or
not so well)

What Support Do You Need from Me?

Decision/ Next Steps: (A list of decisions or next steps to follow up on)

Next Supervision Date and Time: (Schedule subsequent supervisions during the existing
supervision)

COLLABORATION ACROSS SYSTEMS
63

Equality, Equity, Inclusion or Diversity Issues: (what disparities or disproportionalities have
you noticed since the last supervision)

Supervisor Signature: ________________________________________

Stakeholders Signature: _______________________________________
(Following supervision, the supervisor makes a copy of the template for the stakeholder’s
records)

Abstract (if available)

Abstract There is a problem with reoccurring domestic violence among batterers, and several systems are working to address the issue

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Asset Metadata

Creator Lester, Jason Hiram (author)

Core Title Collaboration across systems: a program design to address the reoccurrence of domestic violence

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Publication Date 08/11/2020

Defense Date 04/17/2020

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag domestic violence,end family violence,grand challenge,OAI-PMH Harvest,program design

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Blonshine, Rebekah (committee member)

Creator Email JHLESTER@USC.EDU

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c89-362800

Unique identifier UC11666494

Identifier etd-LesterJaso-8919.pdf (filename),usctheses-c89-362800 (legacy record id)

Legacy Identifier etd-LesterJaso-8919.pdf

Dmrecord 362800

Document Type Capstone project

Rights Lester, Jason Hiram

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA