The Scottish Government

Evaluation of the Scottish Domestic Abuse Helpline

Louise Brown Research

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Main findings

Introduction

The research objectives were to: provide information on the level of use of the Helpline; identify barriers in accessing the Helpline; assess the effectiveness of the management and training of volunteers; and explore options for future development.

The research methods included: interviews with staff, key stakeholders and a sample of 12 volunteers who operate the Helpline; a self-completion questionnaire for volunteers; analysis of details of calls received during the survey period (June-August 2003); and analysis of statistics.

Volunteers were asked to record basic details about the caller and content of the call during the survey period. However, as many callers were distressed during the call, it was agreed that volunteers would only ask for information if they considered it appropriate. Thus complete information was not always provided.

Operation of the Helpline

The Helpline was launched in June 2000 and was managed by North Ayrshire Women's Aid until February 2003 when the Helpline became an independent collective (registered as a charity).

The Helpline is sponsored by the telephone company Thus Plc, and core costs are covered by the Scottish Executive.

Calls were initially received by a paid co-ordinator until local volunteers were trained and recruited in December 2000. Since then, volunteers have been recruited from many parts of Scotland and are trained, supervised and supported by two paid co-ordinators. A part-time administrator was appointed in October 2002.

At the launch of the Helpline, the hours were 10am to 4pm on weekdays only. Following the recruitment of volunteers in December 2000, the hours were extended to 10pm seven days a week and, in May 2002, extended to midnight. Two lines are made available to meet the increased demand during TV advertising campaigns.

Volunteers reported that they enjoyed working for the Helpline and that the training and experience had increased their self-confidence and work prospects. The main benefit to volunteers is that they can work from home, selecting hours to suit their family and other commitments which allows them to work without the need to arrange childcare. The Helpline also provides voluntary work in areas where such opportunities are limited.

Level of Use

Annual comparisons can only be made on the number of attempts to access the Helpline as statistics on calls received in previous years were not available. Statistics on attempts to access the Helpline do not provide an indication of the number of callers as some people constantly press the redial button (sometimes hundreds of times) when the line is engaged with a long call.

The average number of attempts to access the Helpline rose from 170 per week in 2001 to 230 in 2003.

The number of calls received by operators vary between months, with the lowest number of calls in 2003 being received in March to May and the highest during the Christmas 2002/New Year 2003 TV campaigns (972 in January 2003). The average number of calls received per month between February and July 2003 was 527.

TV documentaries and 'soaps' featuring domestic abuse also have an immediate (but short-term) impact on the number of calls received.

Twelve per cent of calls were made by agency staff or by individuals phoning for general information about domestic abuse. Of the remainder, 82% were victims of domestic abuse and 15% were friends, relatives or neighbours.

Calls were received from most parts of Scotland but there were few or no calls from some areas which indicates a need for wider and more intensive publicity. Eight per cent of calls originated from outwith Scotland.

The main reason for calling the Helpline was to talk about the abuse (45%) - about one third had not talked to anyone else about the abuse. Other reasons included: seeking information on legal rights and other issues (15%); and trying to access emergency accommodation (11%).

Barriers in Accessing the Helpline

Although volunteers spend on average less than 3 hours per day answering calls, some calls can be lengthy, resulting in callers having to dial repeatedly before they are put through to an operator.

Of those callers who were asked for their views during the survey period, 45% reported that the line was engaged on their first or subsequent attempt to access the Helpline. However, an analysis of statistics showed that, during quiet months, there was an average of 6 calls per day made when the line was engaged, rising to 20 during busy months.

The current level of these calls would not appear to warrant the establishment of a permanent second line. However, this could change if more intensive publicity resulted in a dramatic increase in number of attempts to access the Helpline.

Another barrier to accessing the Helpline was that it is closed between midnight and 10am. Although it is not advertised as providing a 24-hour service, there were 103 out-of-hours calls made in January 2003 compared to an average of 51 during other months.

The survey showed that 46% of callers considered that it would have been easier to phone after midnight. The main reasons given included: the abuse often occurred during the night and the victim needed to speak to someone; victims often feel depressed during the night; it is often the only time when victims can talk as the abuser and children are asleep; and that other sources of support are rarely available on a 24-hour basis.

Management

Initially, the Helpline was managed by North Ayrshire Women's Aid as Scottish Women's Aid (SWA) did not have the resources at that time. Since February 2003, the Helpline has been managed by an independent collective of representatives of volunteers and the paid staff.

Representatives contact those volunteers for whom they are responsible, on a regular basis, to ensure that their views are addressed at collective meetings. Volunteers also receive monthly mailings and are given the opportunity to contact the collective directly about any issue.

Following the recent reorganisation of SWA, they feel that they are now in a position to manage the Helpline, ideally being located at their office in Edinburgh and operated by paid staff.

However, as the use of volunteers meets Government policies on promoting volunteering, community capacity building and social inclusion, and as the use of volunteers is a more cost-effective means of delivering this service, retaining the existent management structure would appear to be the most appropriate way forward.

The research identified a need for the development of a strategy and action plan, particularly in relation to training programmes, publicity campaigns and monitoring and evaluation.

A Steering Group could be established to assist the Helpline develop a strategy and to monitor progress. The development of Service Level Agreements with key stakeholders would also aid communication and sharing of information between these agencies.

Future Development

Recommendations for improvements include:

Recommendations for development include: