The Crime Victims Compensation Program conducts annual training at the Montana Law Enforcement Academy (MLEA) during the Victim/Witness Basic and Advanced Training Institutes.  Upon request, they provide training to groups such as the Montana Department of Corrections, Victims Advisory Council and set up a booth during Crime Victims Rights Week to educate advocates and the general public.  Somewhat due to the extensive training, Montana has not experienced major issues with programs assisting victims in filing for benefits.





Most victim assistance programs in the state have developed procedures to screen for victims who might need victims? compensation.  Materials about the program are on-hand frequently provided by the Crime Victims Compensation Program to ensure local programs do not have to pay printing costs.  





Of primary concern to Montana is lack of funding.  Currently the Crime Victims Compensation Program reimburses at fifty percent due to shortage in funding.  Victims are aware of this resulting in a decrease in the number of victims seeking this service.  As part of the sustainability of this program, legislation will be introduced during the 2009 session that would allow restitution to go to CVC instead of into the state general fund.

Networking and collaborative efforts amongst service providers continue to be a priority for victim assistance programs in Montana.  One hundred percent of VOCA funded projects that received an on-site visit or a desk review in calendar year 2008 report regular contact with other agencies, joint trainings and regular attendance at town and community meetings, where public safety planning is discussed.  





Programs either coordinate and/or serve on a variety of teams and task forces including: Adult Protective and Child Protective Teams, Coordinated Crisis Response Teams, Human Services Coalition, Mental Health Local Advisory Teams, Sexual Assault and Domestic Violence Response Teams, and Family Violence Task Forces.  Together these groups work to identify strengths and weaknesses, conduct safety planning, and ensure responsive and effective services.  One program uses funding from an additional grant to employ a .75 full-time employee to conduct outreach.  

While federal crime victims constitute a small population in Montana, state funding is open to all eligible applicants under the Victims of Crime Act.  The Montana Board of Crime Control (MBCC) welcomes and encourages tribal programs to submit applications for VOCA funding.  The state of Montana is dedicated to representation of all communities, including First Montanans, on the Victims Committee and other decision making bodies in order to ensure that the spectrum of Montanan?s needs are met.

The MBCC hosted three regional training workshops in the summer of 2008 for subgrantees.  The morning was used as a general session and the afternoon allowed for breakout sessions based on the type of funding received by grantees.  During the afternoon session, VOCA subgrantees met with their program and fiscal managers to discuss VOCA program requirements, how to write good objectives, statistical reporting on MBCC?s Provider?s of Data Quality (PDQ) database and monitoring expectations.  





In the past year and a half, staff turnover has led to a new VOCA program and fiscal manager.  Together these individuals worked to develop and improve monitoring forms and on-site visit plans.  The monitoring plan informs continuous quality improvement, helps to identify emerging issues, harvest ideas and establish a mentoring program for new program managers.  This will allow the state and local programs to become more proactive regarding victim issues.





The VOCA program manager conducted on-site visits with five programs and an additional ten desk audits.  A copy of the new program monitoring form is included as an attachment.  Due to the vast land area of Montana and road conditions, a new annual on-site monitoring schedule will ensure programs receive an on-site visit at least every four years in compliance with VOCA guidelines.  Program awareness of MBCC technical assistance has increased.  This is evidenced by new requests for on-site visits when programs experience staff turnover, especially with new program directors.  Feedback indicates that this is assisting programs manage change and transition.  VOCA training funds are used to pay for on-site visit travel and per-diem for program and fiscal managers as well as regional trainings.





The MBCC requires each program to submit quarterly narrative and financial data.  The narrative report includes information on progress towards each objective as well as statistical information.  This data is gathered in the PDQ database and includes the number of victims served and the number of services provided.





According to PDQ, subgrantees provided 3,512 hours of training on domestic violence, sexual assault, crime victim advocacy, child advocacy, crime victims? compensation, crisis counseling and other subjects.  The audiences included the general public, health care providers, child protective services, corrections, courts, prosecutors, law enforcement, service clubs, students, religious organizations and other service providers.





Programs now collaborate with faith-based community organizations.  Faith-based organizations are now regular participants in community safety planning and feedback from providers indicates this has had a positive impact on service delivery.

Subgrantees used VOCA funds to attend national trainings and participate in webinar trainings to increase their knowledge and effectiveness in assisting victims of crime.





Funds support participation of subgrantees on task forces, Child and Adult Protective Teams, Domestic Violence and Sexual Assault Teams, Coordinated Crisis Response Teams, etc. which provides for collaboration with criminal justice agencies and other service providers to deliver timely and effective services to victims of crime.





One program restructured which enabled them to hire another .75 time employee that provides direct services.





Another program coordinated local service providers in implementation of a twenty-four hour crisis line which increases timeliness of response after hours and ensures that resources are always available to victims.





Letters from victims of crime are included as an attachment.

Programs are seeing an increase in the number of victims with mental health and substance abuse problems.  Advocates are attending as much training as possible to address the unique needs of these victims.  However, due to the cuts in federal and local funding, advocates are struggling to address this emerging problem and offer adequate services.





Montana is facing the problem of an aging advocate population.  Low wages and inherent stress in the field make it difficult to recruit, retain and adequately train new advocates.  As Boomers retire this is expected to become an even bigger challenge.  Continued high rates of turnover make it difficult to maintain service standards and effective responses to the needs of victims.





Lack of affordable housing due to the poor economy is leading to longer shelter stays.  The city of Great Falls is currently conducting a needs assessment due to the housing issue.  It is anticipated that other cities will follow suit.





Caseloads continue to increase while funding continues to decrease.  Programs continue to utilize methods such as modified hours.  One program uses the night shelter manager to input all data enabling other direct service staff to meet with clients during the day.  Other programs are closing the office to walk-in clients during portions of the day to allow for records management.  Most programs implementing these policies employ only one advocate and utilize volunteers as much as possible in providing direct services but still struggle with the growing caseload.





Advocates are beginning to see an increase in the number of domestic violence cases where females are the perpetrators.  The impact of this emerging issue is not yet known.  

VOCA administrative funds paid a portion of the program manager?s salary and costs related to on-site monitoring (travel and per diem) for the program and fiscal managers. Through the on-site visit process, the program manager observes service delivery, obtains victim assistance program input on problems and needs, and makes judgments about performance, compliance, problems and successes.  On-site visits also enable the program manager to ensure programs are complying with federal VOCA statutory requirements and OVC guidelines. Face-to-face interaction with programs ensures strong working relationships.  The monitoring form and conversations with the programs, the program manager identifies risks and strengths of the program.  When risks are identified, guidance is provided to the program on how to negate the risk.  Any strength that is identified within a program is distributed to others for consideration.





The statewide PDQ database is used by VOCA funded programs to report statistical information in regards to the number of victims served and the number of services provided.  Some VOCA administrative funds were used to pay for enhancements and maintenance on this system.  In 2008 PDQ underwent major modifications to streamline the data entry process and enable advocates to focus more time directly assisting victims.