Swinburne University of Technology

Setting a Higher Standard - Redesigning Swinburne’s Gender-Based Violence Response

The challenge

Swinburne University faced a rapidly changing regulatory landscape with the introduction of the Higher Education Code to Prevent and Respond to Gender‑Based Violence. A gap analysis revealed while good foundations were in place, existing processes were fragmented, inconsistently applied, and lacked clear governance. Students and staff faced confusing pathways, repeated storytelling, and uneven trauma‑informed practice.

The university needed a comprehensive, trauma-informed, whole-of-institution model that would meet the Code’s requirements and genuinely improve safety, fairness and trust.

What we did

Future‑Ready, Trauma‑Informed System Redesign
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    Built on Evidence and Best Practice

    We partnered with Swinburne to redesign its entire reporting, triage, and investigation system - building a future‑ready, trauma‑informed service model grounded in evidence, best practice, and the Code.

    We consolidated insights from the gap analysis, internal documentation, workshops and leading frameworks such as the Royal Commission into Family Violence.

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    Co‑Designed the Future State

    Through workshops with Safer Community, international campuses, and service partners, we mapped new end‑to‑end experiences that delivered consistent process steps for every disclosure and report, a ‘tell us once’ approach, trauma‑informed communication and decision‑making, and culturally safe, accessible pathways across all campuses.

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    Introduced a Tiered Service Model

    We designed a four‑tier model that delivers the right level of support at the right time, providing a structured framework for how services are conceived, organised, and delivered. The model spans accessible self‑service information and reporting tools, guided support for sensitive or complex matters, specialist case management for serious or high‑risk situations, and strategic, system‑level initiatives focused on prevention and continuous improvement.

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    Strengthened Governance and Operating Model

    We clarified roles, responsibilities, and decision rights across the hub‑and‑spoke model, ensuring Safer Community leads intake, triage, risk assessment, and case assurance.

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    Designed Trauma‑Informed Workforce Supports

    Focussing on strengthening the model in place, we defined specialist roles (Case Advisers, Case Assurance Partners), capability requirements, and vicarious trauma prevention strategies.

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    Created a Clear Implementation Roadmap

    We structured delivery into four streams - Establishment, Quick Wins, Iterative Design, and Critical Initiatives - allowing Swinburne to build momentum while progressing toward full Code compliance.

The results

The impact of the new model

  • A Joined‑Up, Supportive Experience

    Students, staff, and third parties now move through clear, accessible pathways that reduce confusion and ensure no one is left to navigate the system alone, creating a consistent and trauma‑informed experience across the university.

  • A Capable and Sustainable Workforce

    Specialist roles, accreditation pathways, and strengthened vicarious‑trauma supports have built a workforce equipped for complex, sensitive work, ensuring long‑term capability and resilience across Swinburne.

  • A Strong Platform for Prevention and Compliance

    Improved data governance and strategic Tier 4 initiatives enable Swinburne to identify trends, reduce future harm, and drive cultural change, while positioning the university to meet Standards 4 and 5 of the Code and align with Standards 1–7.

Testimonial

Working with The People and Culture Company was a great experience. From the weekly check‑ins to the kick‑off and final showcase, everything felt clear, supportive, and well organised. 

The in‑person workshops were a real highlight for us; well run, engaging, and full of useful insights. Our team felt safe to contribute, included in the process, and really listened to.  

We especially appreciate the attention PaCCO gave to looping back with our internal stakeholders - something that doesn’t always happen in big organisations. By the time we reached the final workshop, nothing came as a surprise because we’d been part of the journey the whole way. 

The outputs were high‑quality, thoughtful and answered the questions we had been grappling with. Kirsty and her team anticipated the needs of our organisation early and embedded them in the final deliverables. PaCCO hit the sweet spot between strategic and practical, helping us navigate our ambition while securing clear commitments from the group. 

Overall, they delivered real value for money. The work was thorough, the communication was consistent, and senior leaders were actively engaged throughout. We felt supported at every step and are really happy with the outcome. 

Tess Lawley
Deputy Director, Student wellbeing

Safer Community (Office of Student Wellbeing)
Swinburne University of Technology

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