by Meg Stone, Director
I am part of an online community of sexual assault and domestic violence prevention advocates and recently a conversation began about survivors doing sexual assault and domestic violence crisis work. Several people who supervise hotline and other volunteers shared experiences of individual survivors being overwhelmed or becoming emotional while dealing with hotline calls or going to court. I was concerned to hear that so many people were focused on trying to “screen out” survivors when selecting volunteers or only hire survivors who are healed from the abusive incident.
It’s important to ensure that every person charged with providing support in crisis situations—survivor or not—has the skills and temperament to be calm, emotionally available, and knowledgeable. It’s also true that some survivors are excellent at working with other survivors and some are not. At the same time, I was struck by how few people expressed any commitment to survivor leadership.
Survivors and those personally affected by sexual or domestic violence understand better than anyone else what works and doesn't work in the systems that respond to abuse, the broad range of what promotes healing, and in many cases can inspire the trust of someone reaching out for help or support. The insights that come from survivors who want to stay involved in the social movement against domestic violence and sexual assault are invaluable and the most effective organizations I've worked with are those that actively work to ensure that survivors voices are heard and heeded not only in educational presentations but in major organizational development decisions. Some of my most influential mentors polled people in support group in order to define priorities for seeking funding or for insight about a particular organizational policy decision.
What is our goal in working to support people healing from abuse? Is it to create a constant need for the services and educational experiences provided by professionals? I hope not.
Is it, on the other hand, to facilitate a process through which people find their own power? If so, then we have to look at who is leading our organizations and why.
Providing services to people does a lot of wonderful things-- it gives them information and resources and may help them through some incredibly tough times-- but it doesn't necessarily develop leadership. There are unique benefits to actually having the opportunity to become involved in running the organization-- developing skills, confidence, and voice among them. That is the social change mission that many of us embrace-- creating a path from the powerlessness and victimization of abuse to the power and hope of participating in social change.
The IMPACT staff is composed of people with varied professional experience as well as varied life experience. Our programs wouldn’t be nearly as strong as they are if they were not led by those who have personally experienced the types of violence we address—rape, domestic violence, neighborhood violence. In Project SAFE, our homeless shelter-based program, life experience is especially important. We have a mentorship program in place and one of its goals is to ensure that Project SAFE classes are led by graduates, all formerly homeless mothers. Two members of our permanent teaching staff as well as several interns are Project SAFE graduates.
There are so many classes I've taught that went as well as they did because the students related to one of our formerly homeless staff--- many women and teen girls looked at our graduates and saw a hopeful vision for their own futures. This is something that a privileged non-mother who has never been homeless like myself couldn't possibly offer.
If there are challenges in supporting survivors, I believe they are worth it because survivor leadership development is a key part of our mission, because to do so often ensures that we share power across race and class, and because I have seen more positive change in graduates through the process of training to lead the program than I did while they were students.
All advocates need to have good boundaries, stay calm in crisis situations, and keep the focus on the person who is receiving support. If a particular survivor is not in a place where that is possible, what are some other roles? Can our organizations instead form survivor advisory boards that give feedback about policies, training, or other organizational initiatives?
For most people doing trauma work, we are here because of a personal experience that has connected us to the issue. The work is so hard that everyone gets triggered at some point. At IMPACT we understand that someone is ready to teach if she/he can put the focus on the students during the class no matter what is coming up for him/her. We also create a lot of space for people to debrief, cry if they need to, and be honest about their struggles and their histories.
That way people are not suppressing their feelings in order to appear "healed" and the high level of trust we have developed through this open communication makes it possible for us to work together as a team. We would have lost many talented people if we decided they weren't appropriate to teach because they became upset during a training session. It concerns me that some of my fellow advocates might.