The domestic and family violence (DFV) sector is currently navigating a period of intense contradiction. On one hand, we are seeing a workforce that is perhaps the most adaptable and innovative it has ever been, embracing intersectionality, embedding lived experience and pioneering holistic care models. On the other, the sector is being pushed to its absolute limit, with services operating at 400% capacity and victim-survivors waiting months for life-saving support.
True change in this space is about a deeply relational, highly skilled specialist workforce that evolves as quickly as the tactics used by perpetrators, moving beyond “stagnant” funding models to value these professionals as the life-saving experts they truly are.
Delia Donovan’s path into the social sector was shaped early and deeply by her mother.
A social worker in the UK, her mother transformed her own lived challenges into purpose, establishing innovative and therapeutic models of children’s homes. It was within these environments that Delia began her professional journey.
“Her resilience, vision, and dedication continue to shape the values I bring to my work to this very day,” Donovan says.
Today, as CEO of DVNSW, she leads a small but formidable team advocating for systemic reform, sector sustainability and victim-survivor safety. Her leadership reflects both legacy and evolution, grounded in the Women’s Refuge Movement and focused firmly on the future.
Q&A with Delia
What inspired you to pursue a career in the social sector?
My mum has been a key inspiration in guiding me into this sector. She has overcome many challenges in her life and used those experiences to become a compassionate and effective social worker. In the UK, she established innovative and therapeutic models of children’s homes – and I had the opportunity to begin my own professional journey in these settings.
Her resilience, vision, and dedication continue to shape the values I bring to my work to this very day.
What is the most fulfilling part of your work?
For me, it’s all about seeing teams grow and thrive – and being able to play a key role in making that happen. Every team I’ve had the honour of supporting has been involved in either changing lives, saving lives, or helping to rebuild systems that impact lives. Being able to drive and support that kind of work gives me a deep sense of purpose and fulfilment.
Within that too is seeing the people I work with step into their strengths, pursue the passions and create real, lasting change. I’m constantly inspired by those I walk alongside – the quiet achievers, the brave innovators and the everyday champions who are determined to make the world a better, safer place for everyone. Supporting them isn’t just fulfilling, it’s a real honour.
What is the most impactful project you have worked on so far?
One of the most impactful projects I’ve led was establishing a dedicated domestic violence response for children and young people in the UK. There was limited work being done with children impacted by domestic violence back then. In 2009, I was fortunate to secure funding to lead this initiative within an outstanding domestic violence charity in Berkshire. Our approach was adaptive and needs-led, tailored to each child, young person, and parent accessing the organisation’s services – whether it be through one-to-one support, group work, or community-based programs. At the time, there was nothing else like it at all in the UK, and the work went on to receive national recognition and several awards. It was an incredibly inspiring journey, and I had the privilege of building that team from the ground up.
What are the biggest developments you have seen in the social sector so far?
Developments in the legislative space, particularly around children and young people, are promising and heading in the right direction. But the most significant and impactful developments are happening right now on the ground.
The NSW domestic and family violence sector is one of the most adaptable and responsive workforces I’ve ever seen. Because domestic and family violence is constantly evolving – with perpetrators finding new ways to exploit social structures, legal loopholes, and technology – the frontline sector is in a constant state of learning, innovation and recalibration. This responsiveness is not just admirable, it’s essential.
We’ve seen major shifts in how services are working more holistically – embracing intersectionality, building stronger partnerships across systems that don’t always collaborate well, embedding lived experience across programs and responses, and advocating fearlessly for the people they support. They are leaders in centring victim-survivors’ agency, culture, and safety in all aspects of practice – a standout development that reflects both courage and integrity.
Despite immense resource pressures, services continue to lead the way – implementing models that build victim-survivor resilience and hold perpetrators accountable, co-designing safer responses with communities, and pushing for systems change that reflects the real experiences of those impacted by domestic and family violence.
The frontline domestic and family violence services are driving the future of victim-survivor safety and healing in ways that legislation alone never could.
Related story: Building a future-ready social sector without losing its heart
What do you think is the biggest challenge facing our sector nowadays?
The biggest challenge facing our sector is retaining and growing our incredible, specialist workforce. Working in domestic and family violence is highly complex and deeply relational – much of the expertise required isn’t taught in a classroom, but learned on the frontline, through experience, peer support, and connection with victim-survivors.
This is work built on generations of shared knowledge, mostly by women who created and shaped the sector. Yet, at many levels, there’s still a lack of understanding about how challenging and skilled this work is – and that shows in how poorly it’s resourced. Despite the escalating crisis, core funding for services has remained largely stagnant for over a decade.
One of our members recently reported operating at 400% over their funded capacity. Our own data shows victim-survivors are waiting an average of two months just to access support.
And yet with all this, our workforce still shows up every day. They do everything they can to keep people safe. They are passionate, skilled, and incredibly resilient. We won’t stop advocating for our workforce to be protected, resourced and valued as the life-saving professionals they are.
What emerging technology or trends do you believe will shape the sector’s future?
Emerging technologies are both a risk and an opportunity for the DFV sector. On one hand, we’re seeing perpetrators weaponise technology in increasingly sophisticated ways – from spyware and surveillance devices to deepfakes, location tracking and digital impersonation. The sector will need ongoing investment to stay ahead of these trends, including training, legal reform, and collaboration with tech companies to hold perpetrators accountable and build safer digital environments.
On the other hand, there’s real potential for technology to drive better outcomes – especially in data and system reform. We’re finally seeing our calls for improved data capture and sharing being acknowledged at both the state and federal level. For too long, the crisis unfolding on the frontline has been difficult to quantify due to inconsistent or non-existent data. We still don’t have a reliable way to track DFV-related homicides – let alone the broader impacts of domestic and family violence.
What advice would you give aspiring leaders in this sector?
Keep going – you’ve got this. Stay true to your values and always walk the talk. It is essential to stay humble and reflective always striving for improvement.
This sector demands courage, clarity, and a deep commitment to its people – let that guide every decision you make.
Tell us more about your organisation. What is something unique about it?
It might sound like a cliché, but it’s true – what makes DVNSW unique is the people. Our work is grounded in the legacy of the Women’s Refuge Movement and the grassroots activists who refused to let domestic and family violence be ignored. That spirit still drives us today.
We’re a small but mighty team, driven by purpose and a shared commitment to ending violence. We advocate bravely – whether we’re meeting with ministers, policymakers or stakeholders – and we do it with integrity, respect, and clarity. We’re not afraid to speak truth to power, ask the hard questions and hold systems accountable while staying solutions-focused and constructive. We show up, we follow through, and we get things done.
There’s a strong culture of collaboration and care within our team, which helps sustain us through the challenges of this work. And we don’t do it alone. We’re backed by nearly 200 member services across NSW – each of them grounded in community and echoing our values. Our members are active in our advocacy, keep us connected to frontline realities, and ensure we never lose sight of why we’re here. Together, we are stronger.
We have just released an ambitious 2025–2030 strategy, co-designed by our members, stakeholders, team, and board. I’m honoured to be at this stage in DVNSW’s journey and to help lead this strategy into action. It’s a bold roadmap that centres victim-survivors, strengthens the sector, and demands systemic change. I’m proud to stand alongside the amazing team at DVNSW, our advisory groups and our members as we bring it to life.
Share Your Story
Are you a leader or practitioner making a difference in the social sector? We want to hear your insights. Your experiences help bridge the gap between policy and the real-world impact on families.
Submit your story via our submission form here.
Ritchelle is Content Team Manager at Akolade, producing stories for Australia's not-for-profit sector at Third Sector.
Trending
Popular
