Memorandum of Understanding

Recently, a number of communities have developed new strategies to integrate domestic violence and child welfare services to better meet the needs of battered women and maltreated children. One of these strategies is a Memorandum of Understanding (MOU). Questions and answers are presented.

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Although domestic violence and child welfare professionals frequently serve the same families, they have historically operated in isolation from one another. This "disconnect" produces negative outcomes for the clients that they serve. Recently, a number of communities have developed new strategies to integrate domestic violence and child welfare services to better meet the needs of battered women and maltreated children. One of these strategies is a Memorandum of Understanding (MOU).

An MOU is a written agreement that clarifies relationships and responsibilities between two or more organizations that share services, clients, and resources.

An MOU can strengthen the ability of two or more organizations to mutually solve problems. Participating parties benefit from the interchange of ideas and practices. Communities with MOUs report that the partnerships have enhanced services for women and children affected by family violence.

MOUs cover a variety of issues and topics. Each partner agency needs to contribute to the process of crafting an MOU. Effective MOUs can be as short as one page or quite lengthy. In general, MOUs should address the following:

All communities that want to reduce the growing incidence of domestic violence and child abuse and neglect are excellent candidates for creating an MOU. Communities with a history of successful collaboration will have foundation to build on that will help the process. For communities whose prior efforts at collaboration have not been successful, writing an MOU can provide an opportunity to address misperceptions and differences and work jointly to resolve gaps in service delivery.

Depending on existing relationships within communities, one strategy may include inviting key supporters to meetings to explore the feasibility of MOU development. Communities have reported that once they had the commitment and investment of domestic violence and child welfare leaders, the process quickly crystallized and resulted in a written MOU. An additional strategy may include inviting an outside consultant to facilitate a mutual partnership that leads to development of a MOU.

Problems may arise concerning misperceptions about each agency's goals, missions, and philosophy. Professionals from domestic violence and child welfare agencies report that MOU meetings help them to understand each other's language and history and provide a context in which to view each other's philosophy and mission. Another area of possible tension involves confidentiality and the various implications for each agency. Additional problem areas may include assessment decisions, levels of intervention, and out-of-home placement for children when the battered mother is not the maltreator. The MOU provides an opportunity to address these critical issues to best meet the needs of mothers and children.

Families affected by domestic violence and child maltreatment report that they are reluctant to request assistance, are required to participate in services that do not address the underlying issues, and frequently feel misunderstood by professionals. Communities with MOUs have found that children who are exposed to domestic violence are less likely to be placed in out-of-home settings and that families are more motivated to work with professionals to reduce their risk of future family violence. Overall, families in communities where MOUs have been established report higher levels of satisfaction in working with professionals. One mother said, "Before, when I called, no one seemed to understand, and, now, I finally feel as though someone is really listening what I have to say."