Fort Bliss Monitor

Counter family violence
Leaders need to nourish a stronger Army family

HOT TOPICS
Soldiers and their families are the Army’s most valuable asset, but the military lifestyle they lead often involves great hardship and change.

Since stress is a leading cause of family violence, leaders must be alert to soldiers behavior and ensure that they have the tools to develop and maintain a healthy balance of coping and communication skills within their families.

This article outlines every leader’s responsibility to prevent, report and intervene in violence within Army families. By investing care and concern into your soldiers’ and families’ lives, you foster the growth and morale of the entire unit.

Family violence can be a career-stopper
Department of Army policy dated May 21 1999, prohibits any soldier who has been convicted in court of a misdemeanor crime of domestic violence from having access to or possessing firearms or ammunition. Since this policy affects a soldier’s capacity to handle or fire a weapon, it means that soldiers cannot undergo weapons qualifications or be deployed. Such soldiers are barred from re-enlistment.

This policy stems from the Lautenberg Amendment to the Gun Control Act of 1968, which became U.S. law in September 1996. This la makes it a felony for any person who has been convicted of a misdemeanor crime of domestic violence to ship, transport, possess or receive ammunition or firearms. The policy applies to all military personnel, Department of Defense civilians and reserve-component personnel. Nonjudicial punishment, summary courts-martial and deferred prosecutions are not included in the definition of “conviction.”

Violence statistics
In 1999 there were 7,673 substantiated allegations of family violence within Army ranks. Women and children suffered the most injuries, and researchers emphasize that these numbers include only cases that were reported and cannot be inclusive of violence that occurred unnoticed or was ignored. Substantiated abuse reports illustrate that more than half of both spouse and child abuse is mild, while severe abuse makes up less than 10 percent of spouse abuse and 12 percent of child abuse.

The total number of spouse-abuse reports was an alarming 8,286, with 4,810 of those reports being substantiated by evidence. Studies reveal that spouse abuse is most frequent among young couples who have not yet developed joint coping and communication skills.

Child-abuse reports were somewhat lower than those of spouse abuse at 6,623, with 2,863 of those cases being substantiated. Studies reveal that child abuse is committed most often by young adults who lack parenting skills.

Preventing violence by promoting healthy relationships
WHILE the vast majority of Army families enjoy relationships of mutual love and respect, thousands of Army spouses and children become victims of violence each year as a result of stress and unsettled problems. The Army expects leaders to react without hesitation when they become aware of known or suspected abuse. Without exception, every leader is responsible for preventing and reporting family violence.

Prevention entails everything from teaching soldiers how to recognize when problems are on the edge of turning violent to guiding soldiers toward the right resources when they need a hand coping with problems and communicating with loved ones. To stop family violence, leaders must be in tune with their soldiers’ attitudes, aware of the troubles they face and willing to foster a trusting environment in which soldiers feel comfortable with the risk of revealing their vulnerabilities. Rex Becker, manager of the Army’s Family Advocacy Program, explained that leaders are in an opportune position to support and initiate changes in a family’s well being.

“Leaders are often the first to become aware if a soldier is having problems. They are sensitized to pick up information and usually know if problems could become violent,” he said. “They know if a soldier is not reporting for duty or is having trouble with alcohol. They also know if a soldier is having financial difficulty or is not paying bills.”

The most beneficial contribution leaders can make to their units is a sincere expression of concern for soldiers’ welfare. Leaders have the inherent power to promote balance within families, and encourage the to develop their strengths and seek help for weaknesses. When leaders show that they, too, have some insight into life’s challenges and losses, soldiers feel more comfortable about opening up and accepting the command’s support.

Leaders should recognize that a referral to the Family Advocacy Program is not punitive and they should also not be afraid to intervene, said Sharon Llewellyn, the Army’s Family Programs manager.
“Leaders should not wait until there are serious problems to get involved,” she said. “It’s sad when a very serious case of abuse arises but the family and soldier were never referred.”
Becker explained that individuals who commit abuse need treatment for the initial problems that led to the abuse. If the initial problems are ignored, whether they’re situational or family related, they are likely to persist.

“That’s why when a leader recognizes that a soldier is having trouble, he or she should immediately intervene and say, ‘I am referring you so you can get assistance.’ It’s important to let soldiers know that you’re trying to help them,” he said.

Leaders can directly affect the success rate of soldiers and families in treatment by staying involved. “They know if the soldier is required to go to an anger-management class and can make sure the soldier has the opportunity to attend,” Becker added. “The leader can be supportive by asking the soldier how treatment is going.”

Preventing family violence can also be as simple as talking with soldiers about the value of the family structure, and highlighting the positive aspects of being a spouse and raising children. Regardless of what is said in conversations, leaders send a direct message about how to treat others on a daily basis.

“Leaders can set the example of what proper behavior is. They show that in how they treat their subordinate soldiers, how they treat fellow soldiers, and how they treat families,” Becker said. “For example, leaders can teach male soldiers to look at a woman as someone who is special by conveying that a victim of abuse is somebody’s sister, somebody’s wife, somebody’s daughter.
Leaders can also teach women to look at men as somebody’s brother, son or husband.”

This is the first in a series of articles on countering family violence. It is reprinted from the U.S. Army magazine ‘Hot Topics,’ Current Issues for Army Leaders.



www.bliss.army.mil	Published for the Fort Bliss/El Paso, Texas Community	January 27, 2005

<map name="boxmap-b4"> <area shape="rect" coords="0, 589, 120, 600" href="http://rcm.amazon.com/e/cm/privacy-policy.html?o=1" > <area coords="0,0,10000,10000" href="http://www.amazon.com/exec/obidos/redirect?tag=&creative=92501&camp=8117&link_code=dl1&path=subst/misc/amazon-cobrand-cc/v3/marketing-from-associates-step1.html/ref%3Db1_assoc_29" > </map>	Counter family violence Leaders need to nourish a stronger Army family HOT TOPICS Soldiers and their families are the Army’s most valuable asset, but the military lifestyle they lead often involves great hardship and change. Since stress is a leading cause of family violence, leaders must be alert to soldiers behavior and ensure that they have the tools to develop and maintain a healthy balance of coping and communication skills within their families. This article outlines every leader’s responsibility to prevent, report and intervene in violence within Army families. By investing care and concern into your soldiers’ and families’ lives, you foster the growth and morale of the entire unit. Family violence can be a career-stopper Department of Army policy dated May 21 1999, prohibits any soldier who has been convicted in court of a misdemeanor crime of domestic violence from having access to or possessing firearms or ammunition. Since this policy affects a soldier’s capacity to handle or fire a weapon, it means that soldiers cannot undergo weapons qualifications or be deployed. Such soldiers are barred from re-enlistment. This policy stems from the Lautenberg Amendment to the Gun Control Act of 1968, which became U.S. law in September 1996. This la makes it a felony for any person who has been convicted of a misdemeanor crime of domestic violence to ship, transport, possess or receive ammunition or firearms. The policy applies to all military personnel, Department of Defense civilians and reserve-component personnel. Nonjudicial punishment, summary courts-martial and deferred prosecutions are not included in the definition of “conviction.” Violence statistics In 1999 there were 7,673 substantiated allegations of family violence within Army ranks. Women and children suffered the most injuries, and researchers emphasize that these numbers include only cases that were reported and cannot be inclusive of violence that occurred unnoticed or was ignored. Substantiated abuse reports illustrate that more than half of both spouse and child abuse is mild, while severe abuse makes up less than 10 percent of spouse abuse and 12 percent of child abuse. The total number of spouse-abuse reports was an alarming 8,286, with 4,810 of those reports being substantiated by evidence. Studies reveal that spouse abuse is most frequent among young couples who have not yet developed joint coping and communication skills. Child-abuse reports were somewhat lower than those of spouse abuse at 6,623, with 2,863 of those cases being substantiated. Studies reveal that child abuse is committed most often by young adults who lack parenting skills. Preventing violence by promoting healthy relationships WHILE the vast majority of Army families enjoy relationships of mutual love and respect, thousands of Army spouses and children become victims of violence each year as a result of stress and unsettled problems. The Army expects leaders to react without hesitation when they become aware of known or suspected abuse. Without exception, every leader is responsible for preventing and reporting family violence. Prevention entails everything from teaching soldiers how to recognize when problems are on the edge of turning violent to guiding soldiers toward the right resources when they need a hand coping with problems and communicating with loved ones. To stop family violence, leaders must be in tune with their soldiers’ attitudes, aware of the troubles they face and willing to foster a trusting environment in which soldiers feel comfortable with the risk of revealing their vulnerabilities. Rex Becker, manager of the Army’s Family Advocacy Program, explained that leaders are in an opportune position to support and initiate changes in a family’s well being. “Leaders are often the first to become aware if a soldier is having problems. They are sensitized to pick up information and usually know if problems could become violent,” he said. “They know if a soldier is not reporting for duty or is having trouble with alcohol. They also know if a soldier is having financial difficulty or is not paying bills.” The most beneficial contribution leaders can make to their units is a sincere expression of concern for soldiers’ welfare. Leaders have the inherent power to promote balance within families, and encourage the to develop their strengths and seek help for weaknesses. When leaders show that they, too, have some insight into life’s challenges and losses, soldiers feel more comfortable about opening up and accepting the command’s support. Leaders should recognize that a referral to the Family Advocacy Program is not punitive and they should also not be afraid to intervene, said Sharon Llewellyn, the Army’s Family Programs manager. “Leaders should not wait until there are serious problems to get involved,” she said. “It’s sad when a very serious case of abuse arises but the family and soldier were never referred.” Becker explained that individuals who commit abuse need treatment for the initial problems that led to the abuse. If the initial problems are ignored, whether they’re situational or family related, they are likely to persist. “That’s why when a leader recognizes that a soldier is having trouble, he or she should immediately intervene and say, ‘I am referring you so you can get assistance.’ It’s important to let soldiers know that you’re trying to help them,” he said. Leaders can directly affect the success rate of soldiers and families in treatment by staying involved. “They know if the soldier is required to go to an anger-management class and can make sure the soldier has the opportunity to attend,” Becker added. “The leader can be supportive by asking the soldier how treatment is going.” Preventing family violence can also be as simple as talking with soldiers about the value of the family structure, and highlighting the positive aspects of being a spouse and raising children. Regardless of what is said in conversations, leaders send a direct message about how to treat others on a daily basis. “Leaders can set the example of what proper behavior is. They show that in how they treat their subordinate soldiers, how they treat fellow soldiers, and how they treat families,” Becker said. “For example, leaders can teach male soldiers to look at a woman as someone who is special by conveying that a victim of abuse is somebody’s sister, somebody’s wife, somebody’s daughter. Leaders can also teach women to look at men as somebody’s brother, son or husband.” This is the first in a series of articles on countering family violence. It is reprinted from the U.S. Army magazine ‘Hot Topics,’ Current Issues for Army Leaders.