2006 Mississippi Education & Technical Assistance to End 
Violence Against Women in Mississippi Violence Against Women in Mississippi 

Project Access: A Collaborative Community Response 

Collaboration Charter 
Approved 12-11-2007 


Article 1 Ð Background, Vision and Mission Statements, Core 
Values and Beliefs 

1-1 Background 

The Department of Public Safety/Division of Public Safety Planning (DPSP), the 
University of Mississippi Medical Center School of Nursing (UMMC SON), the 
Mississippi Coalition Against Domestic Violence (MCADV), the Mississippi Coalition 
Against Sexual Assault (MCASA), the Institute for Disability Studies at The University 
of Southern Mississippi (IDS) and The Arc of Mississippi (The Arc) recognize that 
women with disabilities who are victims of domestic violence and sexual assault are 
faced with innumerable barriers to receiving services. Nearly one-third of American 
families currently have a member with a disability. An estimated 21.4% (560,000) of 
MississippiÕs populations age 5 and over have a disability. According to the U.S. Census 
Bureau, 19.2% of Mississippians age 21-64 have a disability (#3 in the U.S.) and 54.3% 
of our population over age 65 have disabilities (#1 in the nation). Persons with 
disabilities face a four to ten timeÕs higher risk of being victims of domestic violence or 
sexual assault but have traditionally not been recognized as victims of violence. These 
individuals face significant obstacles to accessibility, including architectural and physical 
barriers, communication barriers, and attitudinal barriers. Education and technical 
assistance to domestic violence, sexual assault, medical, and disability service providers 
and disability advocates is needed to increase efficient and appropriate services for 


women with disabilities who are victims of domestic violence and sexual assault. 
Education and technical assistance will also contribute to organizational capacity building 
and cross-discipline collaboration within and among domestic violence, sexual assault, 
medical, and disability service provider organizations and disability advocacy 
organizations. To this end, these partner organizations have agreed to work together to 
implement the 2006 Mississippi Education and Technical Assistance Project to End 
Violence Against Women with Disabilities. 
domestic violence and sexual assault. 
Education and technical assistance will also contribute to organizational capacity building 
and cross-discipline collaboration within and among domestic violence, sexual assault, 
medical, and disability service provider organizations and disability advocacy 
organizations. To this end, these partner organizations have agreed to work together to 
implement the 2006 Mississippi Education and Technical Assistance Project to End 
Violence Against Women with Disabilities. 

1-2 Vision 

Our vision is that women with disabilities who are victims of violence will have access to 
the same standard of care that is available to other women who are victims of violence. 

1-3 Mission 

Our mission is to assist community entities to develop a collaborative response system to 
deliver services for women with disabilities who are victims of violence. We recognize 
that service delivery systems need to be altered to be accessible. By building the capacity 
of these communities, this partnership will create a collaborative response through 
technical assistance, training, and education. As a result of our work, many communities 
within Mississippi will replicate our approach in a way that will be beneficial to the 
community and to individuals with disabilities who experience violence. 

1-4 Core Values and Beliefs 

We believe: 
All people are equal before the law. 

2. Ensuring victim safety is the guiding principle of this project. 
3. All people have strengths, abilities, and inherent value. 
4. Choices made by survivors with disabilities should be honored and respected. 

5. 
All people must be treated with dignity and respect regardless of their ability level. 
People First Language and Universal Design are two ways to reflect this respect. 
6. 
People First Language is a beginning for respectful actions toward individuals with 
disabilities; however, we believe that true respect must be internalized as a personal 
philosophy. 
7. 
People with disabilities are entitled to the same level of care as those without 
disabilities. 
8. 
Services can be altered to make them accessible to women with disabilities. 
9. 
A collaborative response system is best for all victims of violence. 
10. Our collaborative is best informed by women with disabilities who have survived 
domestic violence and/or sexual assault. 
11. All decisions made by our collaborative are based on the best interests of the 
survivors. 
12. Our collaborative values new ideas, innovation, and inspired leadership. 
13. Our collaborative seeks to continuously improve our focus, knowledge, and 
effectiveness. 
14. Our collaborative believes that all people have the fundamental moral, civil, and 
constitutional rights and opportunities to live, learn, work, play, and worship in 
communities of their choosing. 
15. Our collaborative seeks and supports diverse leadership and membership including 
diversity that includes, but is not limited to, race, ethnicity, religion, age, socioeconomic 
status, geographic location, sexual orientation, gender, family status, and 
type or level of disability. 
16. Our partners promote our vision, mission, and core values with integrity and 
accountability. 
Article 2 --Definition of Terms 

2-1 Accessibility 


Accessibility is a general term that this collaborative uses to describe the degree to which 
a system is usable by all people who need or want the services. It is the ability to access 
a system or an entity. 


2-2 Capacity-building 
Capacity-building is the enhancement of an organizationÕs core skills and capabilities to 
enable it to build its effectiveness and sustainability. A fundamental goal of capacity-
building in this project is to strengthen the collaborating organizations and agenciesÕ 
abilities to evaluate and address the crucial questions related to policy choices and modes 
of implementation regarding the provision of effective, efficient, and appropriate services 
for women with disabilities who have experienced domestic violence and/or sexual 
assault. 


2-3 Collaboration 
Collaboration is a structured process through which individuals and 
agencies/organizations work to accomplish a common goal by sharing knowledge, 
learning from each other, and by building consensus. 


2-4 Collaborative response 
A collaborative response is a multi-disciplinary approach to service delivery that occurs 
through systematic change within agencies and organizations. A collaborative response 
occurs as a response to the agency/organizationÕs commitment to system change and an 
agreement of those agencies/organizations to be accountable for the success of those 
changes. 


2-5 Disability 
The International Classification of Functioning, Disability and Health (ICF) was 
published by the World Health Organization (WHO) in 2001. This document provides a 
standard language and framework for the description of health and health-related states. 
The term functioning refers to all body functions, activities and participation and the term 
disability refers to impairments, activity limitations, and participation restrictions. The 



ICF also identifies environmental factors which interact with all of the components of 
functioning and disability. The WHO proposes a biopsychosocial model of disability 
which defines disability as a contextual variable. Disability is neither located within the 
individual nor is it an unchanging condition. A person with a functional limitation is 
more or less disabled based upon what happens when they interact with their physical and 
communication environment. This new definition mainstreams the experience of 
disability and recognizes it as a universal human experience. It also equalizes mental and 
physical reasons for disability. While this is an emerging definition of disability, we 
recognize that other organizations and agencies may use other definitions such as that of 
the Americans with Disabilities Act. 
functioning and disability. The WHO proposes a biopsychosocial model of disability 
which defines disability as a contextual variable. Disability is neither located within the 
individual nor is it an unchanging condition. A person with a functional limitation is 
more or less disabled based upon what happens when they interact with their physical and 
communication environment. This new definition mainstreams the experience of 
disability and recognizes it as a universal human experience. It also equalizes mental and 
physical reasons for disability. While this is an emerging definition of disability, we 
recognize that other organizations and agencies may use other definitions such as that of 
the Americans with Disabilities Act. 

2-6 Domestic violence 
Battering is a pattern of behavior used to establish power and control over another person 
with whom an intimate relationship is or has been shared. This type of violence can occur 
among heterosexual or same-sex couples and does not require sexual intimacy. It is a 
pattern of behavior used to establish power and control over another person through fear 
and intimidation and often includes the threat or use of violence. 

2-7 People First Language 

People First Language puts the person before the disability, and it describes what a 
person has, not who a person is. 

2-8 Sexual violence 
Sexual assault and abuse is any type of sexual activity that a person does not agree to, 
including inappropriate touching, vaginal, anal, or oral penetration, incest, rape, or 
attempted rape. Sexual violence can be verbal, visual, or anything that forces a person to 
join in unwanted sexual contact or attention. Sexual assault can also be committed when 
those activities are forced on a person who is incapable of consenting. 

2-9 Universal Design 


Universal Design is the creation of policy, products and environments that are meant to 
be usable by all people of all ages and all abilities, to the greatest extent possible, without 
the need for adaptation or specialization. Universal DesignÕs intention is to simplify life 
for everyone by making products, communications and the built environment safely 
usable by as many people as possible at little or no extra cost in an intuitive and 
unobtrusive way. 
be usable by all people of all ages and all abilities, to the greatest extent possible, without 
the need for adaptation or specialization. Universal DesignÕs intention is to simplify life 
for everyone by making products, communications and the built environment safely 
usable by as many people as possible at little or no extra cost in an intuitive and 
unobtrusive way. 

Article 3 --Partner Organizations, Roles and Contributions 

3-1 Partner Organizations, Roles and Contributions 

This collaborative is comprised of six partner organizations: The Department of Public 
Safety/Division of Public Safety Planning (DPSP), the University of Mississippi Medical 
Center School of Nursing (UMMC SON), the Mississippi Coalition Against Domestic 
Violence (MCADV), the Mississippi Coalition Against Sexual Assault (MCASA), the 
Institute for Disability Studies at The University of Southern Mississippi (IDS) and The 
Arc of Mississippi (The Arc). These organizations have a long and successful history of 
working closely together since the early 1980Õs. This charter speaks from the perspective 
of the collaborating organizations because of the strong commitment of the organizations 
to the work of the project. Each partner organization has signed a Memorandum of 
Understanding (MOU) that describes the roles and responsibilities of each partner 
organization and the history of the collaboration. The MOU dating to October 1, 2006 
has been signed by the Executive Director or Administrator of each organization. Each 
organization is represented by at least one person who knows he/she is valued at the 
partner table and who feels comfortable speaking for their respective organization. Many 
Executive Directors/Administrators either represent their organization or attend meetings 
related to the collaboration. 

The six partner organizations in the collaboration are: 

¥ 
The Department of Public Safety/Division of Public Safety PlanningÑ 

This organization is the administering agency for the Education and Technical 
Assistance Project to End Violence Against Women with Disabilities grant. 
Responsibilities include the monitoring and review of project activities and fiscal 
management. The DPSP also offers these areas of expertise to the collaborative: 
s the administering agency for the Education and Technical 
Assistance Project to End Violence Against Women with Disabilities grant. 
Responsibilities include the monitoring and review of project activities and fiscal 
management. The DPSP also offers these areas of expertise to the collaborative: 

1. 
Grant writing 
2. 
Grant administration 
3. 
Collaboration building 
4. 
Networking with agencies statewide 
5. 
Development of education and training programs 
6. Knowledge related to funding opportunities 
Emberly Holmes, STOP Administrator, is new to the project however; she actively 
participates in the collaborative meetings and in project development. 
¥ 
The University of Mississippi School of Nursing serves as the day-to-day 
coordinating partner for the Education and Technical Assistance Project to End 
Violence Against Women with Disabilities in Mississippi and as the expert authority 
in the health care of individuals with disabilities who are victims of violence. The 
UMMC School of Nursing offers these additional areas of expertise to the 
collaboration: 
1. 
Grant writing 
2. 
Grant management 
3. 
Project coordination 
4. 
Collaboration development 
5. 
Collaborative community response development (SANE/SART programs) 
6. 
Needs assessment and strategic planning 
7. 
Provision of health care services for vulnerable populations 
8. Identification and response to health disparities 
Debrynda Davey is the project coordinator and has worked in the area of violence 
against women for the past 24 years. 
¥ 
The Mississippi Coalition Against Domestic Violence (MCADV) is a statewide 
victim advocacy organization founded in 1980 by leaders of domestic violence shelter 
programs and advocates for battered women. The CoalitionÕs mission is to help all 

victims of domestic violence by offering technical assistance and training to shelters 
and other service agencies, raising public awareness, maintaining a resource library, 
and networking with member programs and other community groups. The MCADV 
offers these additional areas of expertise to the collaboration: 
and other service agencies, raising public awareness, maintaining a resource library, 
and networking with member programs and other community groups. The MCADV 
offers these additional areas of expertise to the collaboration: 

1. 
Subject area expertise 
2. 
Victim and system advocacy 
3. 
Training and education 
4. 
Relevant materials on domestic violence 
5. 
Grant writing and project implementation (to specifically include needs 
assessment and strategic planning). 
6. Needs assessment plan development and implementation 
MCADV has been a member of this collaborative project since original funding was 
received for the OVW FY 2004. Collaborative member Anna Walker Crump is the 
Executive Director of the MCADV, Scottie Kiihnl is Executive Director of Haven 
House Family Shelter in Vicksburg, Mississippi and sits on the MCADV Board of 
Directors and Shelly Whitfield is the Project Administrator for MCADV. 
¥ 
The Mississippi Coalition Against Sexual Assault (MCASA) is a statewide victim 
advocacy organization whoÕs mission is to support the stateÕs nine rape crisis centers, 
train professionals to provide a collaborative response to victims of sexual assault, 
raise public awareness, and promote social change to eradicate sexual assault. 
MCASA will serve as the expert authority in matters of sexual assault for this 
collaboration. In addition, the MCASA offers the following areas of expertise to the 
collaboration: 
1. 
Grant management 
2. 
Grant writing 
3. 
Collaboration development 
4. 
Advocacy for sexual assault victims 
5. 
Development and implementation of training and education programs 
6. 
Technical assistance related to sexual assault issues 
7. 
Provision of resources for victims and service providers 
8. 
Networking strategies and contacts 

9. Collaborative community response development (SANE/SART programs) 
Levette Kelly Johnson, Executive Director, represents the coalition on in this 
partnership and has done so since the inception of the project. Elise Turner, Educator 
Coordinator also represents MCASA. 
¥ 
The Institute for Disability Studies (IDS) at The University of Southern Mississippi 
has been one of sixty national University Centers for Excellence in Developmental 
Disabilities (UCEDD) for twenty years and serves the entire state of Mississippi. The 
UCEDD works with people with disabilities, their families, government agencies, and 
community providers in projects that provide interdisciplinary training, technical 
assistance, service, and information sharing. The IDS will bring extensive expertise 
in all aspects of disabilities as well as experience in developing and providing training 
to professionals. IDS has experience in the areas of early intervention and child 
development, developmental screening and diagnostic services, genetic training, 
health care and prevention, nutrition, violence prevention, assistive technology, 
community-capacity building for inclusive services, and policy enhancement for 
systems. Because of this experience IDS will bring the following areas of expertise to 
the collaborative: 
1. 
Education 
2. 
Inter-disciplinary training 
3. 
Research 
4. 
A referral source for individuals with disabilities and their families 
5. 
Advocacy for individuals with disabilities and their families 
6. Grant administration 
Partner members representing IDS include Roy Hart who is Project Director for IDS 
and Christy Harrison, LMSW. 
¥ 
The Arc of Mississippi is a statewide nonprofit, nongovernmental advocacy 
organization for individuals with intellectual disabilities. The Arc provides support, 
information and referral, training and advocacy services to individuals with 
developmental disabilities and their families throughout their lifespan. This 
organization will bring the following expertise to the collaboration: 
1. 
Advocacy 

2. Education and training 
3. Grant administration 
4. Sexuality training for individuals with developmental disabilities 
5. Development of needs assessments and strategic plans 
6. Development of self-advocacy groups 
7. Linkages to other disability organizations and agencies 
Cindy Dittus, Associate Director, is an active member of the collaboration representing 
people with developmental disabilities. 
Article 4 -Work Plan, Deliverables, Policies, and Practice 
4-1 Work Plan 
The collaboration work plan will include the following activities: 

Date Activities 
October 2007 In consultation with the Vera Institute for 
Justice (Vera) and the Office on Violence 
Against Women (OVW), finalize a 
collaboration charter. 
October ÐNovember 2007 In consultation with the Vera and OVW, 
develop and finalize a needs assessment 
plan. 
November 2007-February 2008 Implement the needs assessment and 
compile data. 
February 2008-March 2008 Analyze data, develop needs assessment 
findings report. In consultation with the 
Vera and OVW, develop and finalize a 
strategic plan. 
March 2008 Strategic plan reviewed and approved by 
OVW. 

4-2 Project Deliverables 


At the completion of the first year of this project, the Project Partners will deliver to the 
Office on Violence Against Women (OVW) the following items: 
of the first year of this project, the Project Partners will deliver to the 
Office on Violence Against Women (OVW) the following items: 

1. 
Collaboration Charter 
2. 
Needs Assessment Plan 
3. 
Completed Needs Assessment 
4. 
Strategic Plan for Years 2 and 3 of the Project 
4-3 Internal Communication Plan 

This collaboration will develop and sustain effective communication between and among 
all partner organizations and agencies. The collaborating partners have an internal 
communication plan that includes all of the following elements: 

¥ 
All partner organizations and agencies commit to maintaining ongoing, open and 
frank communication between all partners. 
¥ 
All partners will equally share information relevant to our work with all other 
partners. 
¥ 
All partners will maintain an authentic presence at appropriate conferences, 
gatherings, and meetings related to our work including those sponsored by other 
partnering organizations or agencies. 
¥ 
Partners will have a minimum of one meeting per month to work on the grant. The 
number of meetings will be determined by the need for work to be completed. 
¥ 
The coordinating agency (UMC) will notify the partners of meetings and proposed 
agenda items a minimum of one week prior to the meeting. All partners may add to 
the agenda at any time prior to the start of the meeting. 
¥ 
The coordinating agency will notify the partners of any additional information 
relating to the partnership and the project including, but not limited to: 
communications from OVW, the Vera Institute of Justice, the Fieldstone Institute, 
and other agencies and organizations in our network. 
¥ 
Other types of communications will take place between and among partners 
including, but not limited to communication via one-on-one meetings, telephone 

calls, email, and written communications at any given time as needed during the any given time as needed during the 

collaboration. 

¥ 
Whenever possible, interpreters, assistive technology, or other reasonable 
accommodation will be made available upon request to ensure effective 
communication. Requests should be submitted to the Project Coordinator at least one 
week prior to the meeting to allow time for arrangements to be made. 
¥ 
All partners will update their agency staff on project progress at regularly scheduled 
staff meetings. Partners will inform the collaborative about each project report they 
present to their staff and board members and any changes made in their policies and 
procedures. 
4-4 External Communication Plan 

This collaboration will develop and sustain effective communication between and among 
the collaborative and its developing network and the community. The collaborating 
partners will have an external communication plan that includes, but is not limited to the 
following elements: 

¥ 
Develop and maintain relationships and open dialog between the collaborative 
and stakeholder agencies/organizations that are key in the development and 
implementation of the project in the pilot communities. 
¥ 
Develop and maintain relationships with other organizations, agencies, advocates, 
survivors, and community members who are interested in the work of the 
collaborative. This will be done by seeking out and maintaining a presence at 
professional conferences and meetings, and at gatherings of people with 
disabilities. By seeking out and maintaining a presence we mean that we will 
attend and participate in discussions at these meetings, present papers and 
workshops and inservice programs, and provide an exhibit describing our project 
when the opportunity arises. 
¥ 
Develop and implement strategies and tools to share information and invite 
participation in the work of the collaborative. For example, we will develop an 
email list to inform partners, key stakeholders, and other agencies, advocates, 

survivors, and community members about the progress of our work which 

includes planned and completed activities, successes, and challenges. We will 

also develop a listserv for interested individuals and agencies/organizations to be 

able to discuss issues related to the project. 

¥ 
The Project Coordinator will speak externally to the media on behalf of the 
collaborative while adhering to the Public Information Policy for the University 
of Mississippi Medical Center which may be found in Addendum A. 
4-5 Partner Meetings and Work Schedule 

The collaboration will have scheduled meetings lasting 2-3 hours monthly. Additional 
meetings may be called as needed. Meetings will be coordinated and chaired by the 
Project Director. Meetings will be recorded via written minutes which will be prepared 
by the Administrative Secretary and the Project Director. Minutes will be reviewed by 
collaborating partners prior to each meeting and partners will be given the opportunity to 
make revisions prior to minute approval by the collaborative. The work of the 
collaboration will be reviewed at each meeting including completed activities and 
outcomes. Work plans along with responsibility for completing specific activities will 
also be reviewed and documented at each meeting. Changes to work plans may be made 
after discussion by the collaborative and consensus decision-making. Work plans may be 
discussed between meetings via any of the previously discussed forms of communication 
such as via phone or email. 

4-6 Decision-Making 

This collaborative will make all decision-making processes as transparent and 
participatory as possible which will enhance the legitimacy, accountability, and 
ownership of the collaborative process. Decision-making in this collaborative shall be 
by consensus and may be made at scheduled partner meetings or through phone, email, or 
one-on-one contact. 


Our consensus model involves checking-in with members. During collaborative 
meetings, we check in with members through the use of gradient decision making to 
determine how close or how far apart we are on coming to a consensus. After initial 
discussion related to an issue, members are asked to write a number on a piece of paper 
indicating their agreement or disagreement with the decision. Our team decided to use 
the following gradient to indicate their agreement/disagreement with a potential decision: 
-in with members. During collaborative 
meetings, we check in with members through the use of gradient decision making to 
determine how close or how far apart we are on coming to a consensus. After initial 
discussion related to an issue, members are asked to write a number on a piece of paper 
indicating their agreement or disagreement with the decision. Our team decided to use 
the following gradient to indicate their agreement/disagreement with a potential decision: 

5 = IÕm in total agreement with the potential decision 

4 = I agree but itÕs not the perfect decision. 

3 = I have mixed feelings but I can support the decision. 

2 = I disagree with the decision and have trouble supporting it. 

1 = I veto the decision and donÕt think we should continue with it. 
If each score is a 3 or above, we consider it consensus and we move forward using that 
decision. If there are one or more votes with scores of a one or two we consider that a 
lack of consensus. The next would be to ask the dissenting party(ies) what would need to 
be changed so they could support the proposed decision. The group would then discuss 
the pros and cons and feasibility of changes to the proposed decision. The proposed 
decision would be reworded and then there would be a revote using the gradient decision 
making model. If there is still dissent, the majority vote will determine the outcome. Our 
collaborative has agreed to revisit the issue at regular intervals with any new information 
or suggestions to attempt to gain consensus. This will incorporate all opinions so 
everyone feels they have ownership of the final product. 

Partners will refer to the Vision and Mission statements and to the collaborativeÕs core 
values and beliefs when making decisions. Our collaborative believes that what is in the 
best interest of the survivor of abuse is the overriding concern when making decisions. 
Opportunities for making decisions will be presented in a manner that encourages 
individual and organizational self-reflection. These opportunities will also encourage full 
participation by partners where each partner has an equal voice. 

4-7 Conflict Resolution Plan 


This collaboration recognizes that it is natural that conflict or disagreement may arise 
from time to time. Ultimately, this collaboration believes that all decisions should be 
based on the best interests of the woman who has experienced violence. This formal 
written charter fosters successful collaborative problem-solving by reducing the 
uncertainties and ambiguities among the collaborating parties that can cause conflict, thus 
enhancing partnersÕ confidence in each other and the collaborative process as a whole. 
All partners have a vested interest in resolving any conflict or disagreement. Conflict 
resolution in this collaborative incorporates, but is not limited to, the following elements: 
from time to time. Ultimately, this collaboration believes that all decisions should be 
based on the best interests of the woman who has experienced violence. This formal 
written charter fosters successful collaborative problem-solving by reducing the 
uncertainties and ambiguities among the collaborating parties that can cause conflict, thus 
enhancing partnersÕ confidence in each other and the collaborative process as a whole. 
All partners have a vested interest in resolving any conflict or disagreement. Conflict 
resolution in this collaborative incorporates, but is not limited to, the following elements: 

¥ 
Should a conflict or disagreement arise, partners will come together voluntarily 
and cooperatively to resolve the issue. 
¥ 
Partners will look at all sides of the issue. 
¥ 
All partners will be listened to respectfully and their opinions will be thoughtfully 
considered by all other partners. 
¥ 
Partners will strive to find a middle ground using creative solutions whenever 
possible. 
¥ 
The decision is documented and progress is reviewed and recorded. 
¥ 
If the partners cannot resolve an issue a trained facilitator may mediate a conflict 
resolution. This will be an outside, experienced facilitator chosen by and 
acceptable to the collaborative. We will contact the Mississippi Center for 
Nonprofits for a list of qualified mediators. In addition to verifying credentials, 
we will ask the mediator if he/she has any conflict of interest regarding the 
agencies/organizations or the interests represented by the collaborative. If the 
mediator indicates a conflict of interest, we will choose another potential mediator 
and ensure that the person is a neutral party to the issue under discussion. 
¥ 
Progress will be celebrated. 
¥ 
Final decisions related to OVW guidelines and policies will be determined by the 
DPSP in conjunction with OVW. 
We believe that a safe, non-threatening environment for our collaborative is a solution-
driven environment. We further believe that this type of environment encourages self-
reflection for both the individual and for the partner organizations and allows us to 
resolve conflict based on what is in the best interest of the survivor. 


4-8 Confidentiality and Safety -8 Confidentiality and Safety 

Confidentiality ensures that only those who are authorized to have the information have 
access to it. Confidentiality reflects a personÕs right to privacy and the obligation that we 
as professionals and agencies/organizations have not to disclose any information that we 
receive in confidence unless there is a compelling reason to do so. We believe that 
confidentiality is essential to the development of trust within a collaborative. We believe 
that confidentiality is essential to the development of trust and confidence between a 
service provider and the person with whom they are providing services. 

This collaborative has a long history of partnerships on many projects. Partners have 
worked with each other on many issues related to violence against women including 
referrals for individuals who experienced domestic violence and/or sexual assault. The 
collaborative is proud of the environment of trust that exists between team members and 
partner organizations. 

All issues that relate to partner organizations and key stakeholder organizations that are 
gathered during the needs assessment process through surveys, focus groups, and 
interviews will remain confidential. Any problem solving about issues such as 
accessibility, service provision, etc., that is needed will be done in a supportive manner 
by the collaborating and stakeholder organizations. All discussions related to these issues 
will remain confidential and all participating members will work together to provide a 
positive resolution. All partner organizations and key stakeholders will have the 
opportunity to review assessments related to their organizations. 

The collaborating partners believe that confidentiality is crucial to the safety of survivors. 
Our Needs Assessment Protocol will carefully consider safety issues for all participants, 
agencies, and organizations. Partners have discussed each agencyÕs confidentiality policy 
and agree that absolutely no information that could identify a survivor will be shared 
without a clear purpose for sharing the information and a signed release from the 


survivor. An example of when we might share information might be if a person was an 
immediate danger to herself or others. This includes verbal, written, video, or other 
information. Specific situations may be discussed as general issues without any 
information that might be used to identify a specific individual. For instance, there might 
be a general discussion about how to best change attitudes about providing services to 
individuals with a cognitive disability within the partnering organizations in which 
examples of less than stellar attitudes might be given without disclosing specific names 
of individuals. Collaborating partners will feel secure in giving these examples because 
of the high level of trust within the collaborative. 
ght be if a person was an 
immediate danger to herself or others. This includes verbal, written, video, or other 
information. Specific situations may be discussed as general issues without any 
information that might be used to identify a specific individual. For instance, there might 
be a general discussion about how to best change attitudes about providing services to 
individuals with a cognitive disability within the partnering organizations in which 
examples of less than stellar attitudes might be given without disclosing specific names 
of individuals. Collaborating partners will feel secure in giving these examples because 
of the high level of trust within the collaborative. 

Guidelines around confidentiality and mandatory reporting will be developed as part of 
the needs assessment protocol. These issues will be discussed with persons participating 
in the needs assessment in a manner that ensures the person understands the mandatory 
reporting law and its implications. Participants will be given the opportunity to decide 
whether to continue their involvement in the needs assessment and/or to request that 
partners who are mandatory reporters withdraw from the proceedings. 


Addendum A 
University of Mississippi Medical Center 
Public Information Policy 


PUBLIC INFORMATION POLICY 


The Division of Public Affairs is the only authorized channel for release of 
information about the Medical Center to the local, regional, national or 
international lay press, including all print and broadcast media. Observance of the 
policy on replies to all requests for information and on all material originating 
with the Medical Center is the responsibility of the faculty, house staff, other 
employees and students. All media queries should be referred to Public Affairs 
which will obtain accurate information for release and/or arrange interviews with 
the appropriate Medical Center personnel. Procedures for the release of patient 
information authorize Emergency Department personnel to assist the media by 
giving certain limited information on emergency room patients who are in the 
public record. Media requests for information on all other patients should be 
referred to Public Affairs. If any incident occurs which may lead to adverse 
publicity or public reaction, the individual in charge of the area should notify 
Public Affairs immediately. In all other matters, public relations counsel and 
guidelines for handling specific requests and situations may always be obtained 
from the division. Public Affairs welcomes suggestions for news items for 
possible publication in lay and professional journals or use with radio/television. 
These may include Medical Center achievements, recognition and progress, or 
suggestions for human interest stories. The Public Affairs staff also appreciate 
early notification about the hospitalization of a public figure because of potential 
media calls. The office is open from 8 a.m. until 5 p.m., Monday through Friday, 
and a staff member is on call at all times when the office is not open. The office 
extension is 4-1100. Public AffairsÕ pager numbers are available from the Medical 

Center switchboard. (UMC, Faculty and Staff Handbook, p. 56-57, 2007). 


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