Freedom of Information Act Publication Scheme Protective Marking Not Protectively Marked Publication Scheme Y/N Yes Title MPS Domestic Abuse Action Plan - March 2016 Version Summary Her Majesty s Inspectorate of Constabulary (HMIC) undertook a national inspection of the police s response to domestic abuse in 2014. The report - Everyone s Business: Improving the Response to Domestic Abuse - highlighted a series of both national and local recommendations for each force to progress and publish as part of a Domestic Abuse Action Plan. (B)OCU or Unit, Directorate Author Review Date May 2020 Date Issued April 2016 Territorial Policing Command
Background: Metropolitan Police Service Domestic Abuse Action Plan - March 2016 Her Majesty s Inspectorate of Constabulary (HMIC) undertook a national inspection of the police s response to domestic abuse in 2014. The report - Everyone s Business: Improving the Response to Domestic Abuse - highlighted a series of both national and local recommendations for each force to progress and publish as part of a Domestic Abuse Action Plan. The MPS had a positive domestic abuse report from HMIC in 2014 and has addressed the six recommendations with comprehensive action plans overseen by the diamond group. The recent HMIC inspection re-visited Domestic Abuse and found The MPS response to victims of domestic abuse is good. It is clear and well understood by officers and staff across the force. There was a national recommendation for all forces which stated: By March 2016, every police force in England and Wales should update its domestic abuse action; determine what more it can do to address the areas for further improvement highlighted in this report and specified below; and publish its revised action plan accordingly. This refreshed action plan has incorporated elements of the Governments Violence Against Women and Girls Strategy 2016-2020, HMIC recommendations, Domestic Homicide Review recommendations and areas the MPS has identified for improvement. Our organisation: Our strategic lead is Commander Christine Jones, who chairs a Diamond Group comprising our key internal stakeholders. The Diamond Group is supported by a number of working groups that look at risk areas for Domestic Abuse. The working groups cover; Initial Response; Training; Technology; Recommendations; Criminal Justice; Policy; Communications. These groups are chaired by senior leaders within the MPS and these groups drive the improvements to our service and inform the new policy." TOTAL POLICING
Strategic Lead and Governance - Commander Christine Jones Ref. Action Response Progress 1 The MPS should adopt the term domestic abuse in line with the ACPO definition (MPS specific HMIC recommendation) The MPS adopted the term Domestic Abuse immediately and this was communicated directly to senior leaders, to the whole organisation via the intranet and incorporated into the Policy Review in 2013/14. All MPS Policy documents now refer to Domestic Abuse and the recent DA Professional Development Day focused upon identifying coercive control and what to do when staff encounter it COMPLETE 2 A staffing profile review of Community Safety Units (CSU) should be undertaken to ensure that levels of flexible hours, reduced hours and staff on maternity leave is equitable with other departments (MPS specific HMIC recommendation) Demand modelling for Community Safety Units was reviewed in July/August 2014. The biggest impact upon Community Safety Units was the significantly increased volumes of reported offences and incidents. The demand modelling exercise predicted over 75,000 Domestic Abuse crimes and 74,000 non crime incidents would be reported in 2014/2015. Based upon these predictions, an uplift of 189 officers into CSU s was suggested. The recommendations were accepted and there are now 32 Detective Inspectors, 106 Detective Sergeants and 789 DC/PC s working within CSU s across London. There are now 927 members of staff - significantly up from just over 500. COMPLETE
3 Consideration of violence and abuse is mainstreamed with MPS introducing policies to support staff who may be victims of domestic abuse or stalking (VAWG Strategy 2016-2020) The Territorial Policing Public Protection Policy unit have completed practical toolkits for frontline staff and these need to be promoted within our organisation 4 MPS to sign the Domestic Abuse Responsibility Pledge to raise awareness of domestic violence and abuse in the workplace (VAWG Strategy 2016-2020) This will assist with our internal communications campaign to raise awareness of Domestic Abuse within our own organisation May-16 5 Promote police leadership, reward and recognition and selection and promotion processes to support a culture change which gives domestic abuse and other VAWG crimes the prominence they merit (VAWG Strategy 2016-2020) The MPS has annual Domestic Abuse Achievement Awards presented by the Commissioner to internal and external stakeholders. Selection and promotion process also need to be considered to affect a culture change 6 Support innovative and evidence - based practice in the police response to tackling VAWG crimes (VAWG Strategy 2016-2020) The Domestic Abuse Working Groups will be instructed to identify innovative and evidence -based practice and report to the Diamond Group
7 The force has a current problem profile for DA and understands the extent of the risk (National Action plan for Forces) This is currently under development 8 Drive a culture change across the MPS to recognise violence against women and girls as the serious crimes they are (VAWG Strategy 2016-2020) This will be a challenge for our Working Groups in conjunction with an internal communications campaign to raise awareness of Domestic Abuse within our own organisation Initial Contact - Superintendent Louis Smith Ref. Action Response Progress 9 The level of staffing in the control room is based on demand (National Action plan for Forces) MetCC utilise a forecast method to identify staffing levels to ensure that service levels are maintained. Service levels are that 90% of the time Emergency calls will be answered within 10 seconds and Non- Emergency Calls will be answered within 30 seconds. If a dip is forecast on the day then further staff will be assigned to answer phones. This ensures that calls from the public are answered quickly and officers deployed accordingly. COMPLETE
10 A skills audit should be carried out to identify gaps in skills and capability in relation to domestic abuse in the CCC. Following the audit all staff should undertake domestic abuse training, with priority given to mentors. (MPS specific HMIC recommendation) Leadership and learning are developing a new DA package for the following areas; 1. Police Recruits 2. Met CCC 3. Operational staff/wider police family 4. CSU Sections 1, 3, and 4 are complete. Section 2 is in progress and the MetCC training lead is working with Leadership and Learning to develop a training product for MetCC. Jun-16 11 A more robust system should be developed to identify repeat victims at the point of call to the central command centre (CCC) and the CCC should pass critical intelligence to response officers prior to their arrival on the scene of a domestic abuse incident. (MPS specific HMIC recommendation) Call handlers ask all callers the following questions to identify vulnerability; 1 - Has anything similar to this happened before? 2 - Are there any health or welfare issues you think we need to be aware of which would help us to deal with your call? If a caller is identified as a repeat or vulnerable person, this will further inform the grading and deployment protocol. Met CC aim to provide intelligence for all I and S grade calls to officers attending within 5 minutes of the call 80% of the time. The MetCC Intelligence pod will provide deployment intelligence checks for deployable incidents. These will cover officer safety and public safety only. In the case of vulnerable and domestic incidents where more extensive intelligence checks, Victim Focused Intelligence VFI, can be undertaken by MetCC.
12 Staff know what to do when a caller has difficulties communicating through language or other issues (National Action plan for Forces) MetCC utilise Language Line whenever there is a language barrier. Monthly data is monitored COMPLETE 13 Processes are in place to assess call handlers' attitudes to victims (National Action plan for Forces) Every operator at MetCC will have at least 3 calls per month Quality Assured by their Line Manager, one of these must now be a Domestic Abuse call. In addition the Quality Assurance Review Team carry out a review of DA calls for one month a year, this incorporates 30 calls being QA'd per day. Included in the QA is the manner of the operator. August will be the next DA scrutiny month. Consideration will now be given to the mainstreaming of DA QAs each month as a permanent ongoing theme. 14 Control room supervisors effectively oversee the handling of DA cases, particularly those categorised high risk (National Action plan for Forces) Controllers ensure that all Domestic Abuse Calls are reviewed as soon as they are passed to ensure intelligence checks have been completed and that the correct grade has been assigned. Compliance regarding the correct closure of CADs is assessed by the Quality AssuranceTeam at MetCC Controllers review all calls before they are closed to ensure they have been dealt with and resulted accordingly, they also review all outstanding DA calls every 4 hours. In addition, any requests to re-grade a DA call must be sanctioned by the Duty Officer. COMPLETE
Initial Response - Det. Supt. Stuart Ryan Ref. Action Response Progress 15 Staff understand what is expected of them when dealing with DA offences (positive action or arrest policy for DA). (National Action plan for Forces) The most recent HMIC inspection found 'The MPS response to victims of domestic abuse is good. It is clear and well understood by officers and staff across the force. Staff have a clear understanding of what is expected of them in relation to supporting victims and investigating incidents of domestic abuse.' This will continue to be monitored through the Initial Response working group via dip sampling DA investigations 16 Risk assessments and actions taken at initial attendance are supervised (National Action plan for Forces) The MPS Domestic Abuse policy toolkits have supervision and risk management as constant themes. HMIC found that supervision is focused and appropriately intrusive COMPLETE 17 18 Staff take action in respect of children and vulnerable adults within the household, whether or not they are present during incidents(national Action plan for Forces) Information and intelligence is captured by attending officers forming a comprehensive initial investigation (statements, 999 call recording, photographic, house to house, information about children etc).(national Action plan for Forces) It is MPS policy to create a Merlin report whenever a child is featured within a DA investigation (whether present or not) and this report is passed to one of our Multi Agency Safeguarding hubs for assessment. The MASH is responsible for onward referral to other agencies. The same process is in place for adults who come to notice. This is covered within the MPS DA policy and re-enforced recently during the Professional Development Day for Domestic Abuse for all of our frontline staff. This will be monitored through the MPS/CPS working group via dip sampling case files
19 Response officers understand their role in collating appropriate information for dissemination to specialist departments enabling them to make informed referrals to other agencies(national Action plan for Forces) The most recent HMIC inspection found 'The MPS response to victims of domestic abuse is good. It is clear and well understood by officers and staff across the force. Staff have a clear understanding of what is expected of them in relation to supporting victims and investigating incidents of domestic abuse.' This will continue to be monitored through the Initial Response working group via dip sampling DA investigations 20 Staff understand how to make victims safe and positive steps are taken to ensure the immediate safety of the victim is achieved. (National Action plan for Forces) The most recent HMIC inspection found 'The MPS response to victims of domestic abuse is good. It is clear and well understood by officers and staff across the force. Staff have a clear understanding of what is expected of them in relation to supporting victims and investigating incidents of domestic abuse.' This will continue to be monitored through the Initial Response working group via dip sampling DA investigations 21 Monitor the implementation of the new domestic abuse offence of coercive and controlling behaviour in an intimate or family relationship (Action 76 Government VAWG strategy 2016-2020) The working group will provide quarterly updates to the Diamond Group re performance across London Boroughs. The group will also dip sample crime reports May-16
Training - Det. Supt. Iqbal Singh Ref. Action Response Progress 22 Deliver new training on domestic violence and abuse for first responders, supervisors and coaches which reinforces the need for evidence gathering to apprehend serial perpetrators (Action 87 Government VAWG strategy 2016-2020) To ensure an effective and consistent response to the handling of domestic abuse crimes, we ve conducted face-to-face training for all Territorial Policing (TP) teams - circa 18,000 officers between Oct- Dec 2015. The importance of gathering immediate evidence through to bringing perpetrators to justice is a key feature, giving officers better understanding of the suffering experienced by victims of domestic abuse and what drives perpetrators to commit the offences. The effectiveness of this training will be monitored through the dip sampling process within the Initial Response working group Complete 23 Supervisors have been trained in DA and coercive control and this training is current (National Action plan for Forces) Coercive control was covered within the recent training for all frontline staff, including supervisors. Power point presentations have been circulated MPS wide by the MPS Public Protection Team and this subject will be included within further training. Complete 24 A training package should be developed to focus on the impact of domestic abuse (MPS specific HMIC recommendation.) The training package for all frontline staff was based around the BBC drama 'Murdered by My Boyfriend.' This explored the impact of domestic abuse from coercive control to murder. Complete
25 Call handling staff have received training in DA, Stalking, Harassment, and coercive control and this training remains current. (National Action plan for Forces) Leadership and learning are developing a new DA package for the following areas; 1. Police Recruits 2. Met CCC 3. Operational staff/wider police family 4. CSU Sections 1, 3, and 4 are complete. Section 2 is in progress and the MetCC training lead is working with Leadership and Learning to develop a training product for MetCC. Ongoing 26 Training has been provided to staff likely to act as the first response for DA cases and this training is current and enables staff to identify domestic abuse, coercive control, HBV and forced marriage plans exist to ensure training is refreshed at appropriate intervals. (National Action plan for Forces) These areas were covered within the recent DA training for all frontline staff, including supervisors. Domestic Abuse training will continue to be monitored through the Training Working Group Ongoing 27 Staff have been trained to use the risk assessment tool (National Action plan for Forces) The current risk assessment tool for Domestic Abuse is DASH and DASHII and this is currently incorporated in the Community Safety Unit, SOIT (sexual offences) and Trainee Detective courses. New Recruits also receive this input in their initial training. The Professional Development Day also incorporated DASH risk model training. Complete
Pursuing Perpetrators - Det. Supt. Sean Oxley Ref. Action Response Progress 28 Serial perpetrators identified and managed (National Action plan for Forces) The MPS uses the Recency Frequency Gravity methodology to identify High Impact individuals within our very large data sets. These are disseminated to Borough leads on a monthly basis for further action. The Offender Working Group will continue to monitor the use of RFG 29 Offenders who pose a serious risk of harm are identified and steps are taken to address the risk they pose (National Action plan for Forces) The Offender Working Group is developing a cohort of High Risk offenders for flagging on the PNC. This will ensure they are monitored and appropriate activity is conducted to deter/disrupt/detect May-16 30 Cross Border perpetrators identified and managed (MPS) The Offender Working Group is developing a cohort of High Risk offenders for flagging on the PNC. This will ensure they are monitored and appropriate activity is conducted to deter/disrupt/detect May-16 31 The MPS will work with agencies and local areas to ensure that appropriate perpetrator programmes, prison and probation rehabilitation approaches, and mental health interventions are available (VAWG Strategy 2016-2020) The Offender Working Group is exploring existing practices across London to identify and promote best practice
32 The MPS Offender Working Group will robustly monitor the volume of outstanding offenders for Domestic Abuse across London (MPS) The Offender Working Group will produce quarterly reports to the Diamond Group and promote arrest activity across London 33 Increase the use of protection orders available to tackle domestic abuse (VAWG Strategy 2016-2020) The Offender Working Group will produce quarterly reports to the Diamond Group and promote increased activity across London 34 Publish an evaluation of the Domestic Violence Disclosure Scheme (DVDS) to promote wider uptake (VAWG Strategy 2016-2020) The Offender Working Group will produce quarterly reports to the Diamond Group and promote increased activity across London Technology - Det. Ch. Supt. Simon Laurence Ref. Action Response Progress 35 The MPS will harness new technologies to disrupt persistent offenders of domestic abuse and stalking, reduce reoffending and provide better protection to victims (VAWG Strategy 2016-2020) The purpose of the Technology Working Group is for key internal and external stakeholders to work together to identify Best Practice and drive improvement in every aspect of the use of technology to assist with the identification, management, diversion, disruption and apprehension of Domestic Abuse offenders.
36 Explore options for using new technology to support victims, for example promoting the development of mobile phone Apps to help victims of forced marriage and stalking (Action 32 VAWG Strategy 2016-2020) The purpose of the Technology Working Group is for key internal and external stakeholders to work together to identify Best Practice and drive improvement in every aspect of the use of technology to improve victim safety. 37 Review current technology provision to establish if still effective (MPS) This is an ongoing piece of work within the Technology Working Group and we are currently in the process of auditing existing technology and replacing with new 38 Identify any further opportunities to improve service delivery - and other relevant issues - involving other partner agencies where applicable (MPS) The Technology Working Group will look nationally/internationally for existing effective technology for consideration of implementation within the MPS 39 Identify all key risks and issues related to the delivery of technological improvements in relation to Domestic Abuse (MPS) This is integral to the current audit and replacement of old technology
Recommendations - Det. Ch. Supt. Richard Tucker Ref. Action Response Progress 40 We will continue to promote learning from these reviews and update statutory guidance on DHRs in 2017 so that best practice is embedded and further learning is shared (VAWG Strategy 2016-2020) This Recommendations Working group is responsible for considering all learning and recommendations arising from Domestic Homicides within London. The group is responsible for advising the senior MPS Domestic Abuse lead and implementing any changes to policies and procedure to improve our service delivery to victims of domestic abuse. 41 Publish updated guidance on best practice identified through Domestic Homicide Review quality assurance panels and track how and when recommendations from domestic homicide reviews are implemented (Action 65 VAWG Strategy 2016-2020) The working group has tracked all recommendations since 2011 and is currently reviewing all Borough Level recommendations over the last 2 years 42 The Metropolitan Police Service will review all DHR recommendations, as made in MPS IMRs (going back as far as is reasonable, e.g. two years) to identify lessons that may need to be addressed across the Service and not just in local areas (Recommendation from DHR) The recommendations working group will review police IMRs for the previous two years, from the date of the first meeting, in order to identify any service wide lessons.
43 The MPS will also consider DA recommendations from partner agencies, Directorate of Professional Standards Organisational Learning, HMIC, IPCC & internal reviews/inspections (MPS) The working group will identify barriers to implementing DA recommendations and thus reduce organisational/physical risk. The group will facilitate and drive forward a co-ordinated approach to implementing appropriate solutions. MPS/CPS Criminal Justice - Alan Catlin Ref. Action Response Progress 44 The MPS should improve its compliance with the Code of Practice for Victims of Crime specifically in relation to victim personal statements (HMIC PEEL Inspection Recommendation) New guidance is due to be issued to all officers re the mandatory offering of VPS in all cases. This is being monitored and reported into the Transforming Summary Justice Gold Group 45 Continue to explore ways that vulnerable victims and witnesses can give evidence from a location away from the court and consider rolling out pre-trial recorded cross-examination in VAWG cases (Action 78 VAWG Strategy 2016-2020) There are currently two dedicated sites being piloted within the MPS and their effectiveness will be monitored with a view to further roll out. The MPS continues to work closely with the CPS to ensure staff are also aware of the ability for victims to provide evidence from a different video link enabled court building
46 A supportive relationship exists between CPS and police for DA with regular meetings to learn from cases (National Action plan for Forces) The MPS and CPS London formed a working group meeting to improve performance and procedures using adverse case data. In addition MPS CJU SPOCS and Area Commanders meet regularly with SLT of CPS London 47 The MPS will support the wider use of evidence-led prosecutions through embedding thorough and professional investigations and the better use of new technology, and provide victims and witnesses with greater opportunities to give evidence from a location away from court (VAWG Strategy 2016-2020) The MPS approach emphasises the importance of gathering as much evidence as possible to ensure evidence led prosecutions are pursued where appropriate. This is covered within our DA Policy and toolkits for frontline staff. To assist with this we now routinely provide digital 999 recordings, use BWV evidence, photographic/forensic evidence and are trialling 2 remote sites to provide evidence via video link. The MPS, CPS & HMCTS have formed a joint working group to progress the use of virtual courts, live link evidence and remote sites. We are also working IN collaboration with Sussex in their innovation bid to design a video enabled justice model for the region. 48 Staff working with victims maintain regular contact, ensuring victims are kept up to date with relevant information including changes to risk assessments and protection plans (National Action plan for Forces) All MPS staff are instructed to comply with the Victims Code of Practice and supervisors monitor compliance. Fresh risk assessments and the revision of risk management plans are required with every significant development. Witness Care Units maintain contact throughout the CJ process and the CPS require fresh risk assessments whenever a victim becomes unsupportive of a prosecution
49 There is good oversight of issues such as offenders brought to justice, attrition rate, file quality, proportion of guilty pleas and supervisors understand their role in the performance of cases (National Action plan for Forces) Within the MPS Domestic Abuse features regularly at a strategic level through our Crime Fighters meetings and the Diamond Group monitors force performance. The MPS and CPS regularly dip sample failed cases to identify learning Central CSU Policy Team - DCI Sam Faulkner Ref. Action Response Progress 50 The MPS will respond to cyber - enabled VAWG and drive improvements in police capability to investigate online VAWG offences (VAWG Strategy 2016-2020) We have implemented the new online flag allowing us to record instances of crimes such as stalking and harassment taking place online. The central Domestic Abuse Policy team will conduct a presentation to the 32 CSU DI's to cover new legislation and tactical advice to tackle such offending 51 Review MPS guidance to make sure that it is clear to officers the expectation about using body - worn video to gather evidence including to support investigations of domestic abuse incidents (Action 89 VAWG Strategy 2016-2020) Body Worn Video will be rolled out across the MPS by the end of the year. The BWV team regularly attend the CSU DI's meeting to emphasise the importance of BWV and answer any technical questions. The Central DA team will review the current policy and ensure updates are made to advise staff of any developments and ensure they are aware of the expectations
52 Review policies, guidance, training and best practice across VAWG strands emphasising the need to ensure an offender-centric approach and to demonstrate an appropriate understanding of the needs of vulnerable victims (Action 90 VAWG Strategy 2016-2020) The Operation Dauntless approach is offender focused whilst maintaining our commitment to Total Victim Care. The new Protecting Vulnerable People model aims to draw many of the VAWG strands together to improve our overall service to vulnerable victims. 53 We will use new legislation to deal with internet trolls, cyber-stalking and harassment, and perpetrators of grossly offensive, obscene or menacing behaviour (VAWG Strategy 2016-2020) We have implemented the new online flag allowing us to record instances of crimes such as stalking and harassment taking place online.the central Domestic Abuse Policy team will conduct a presentation to the 32 CSU DI's to cover new legislation and tactical advice to tackle such offending 54 We will review our policy and issue new guidance to tackle the fast growing incidences of revenge porn VAWG Strategy 2016-2020) The central Domestic Abuse Policy team will prepare and disseminate guidance MPS wide 55 There are links with firearms licensing to understand which perpetrators have access to firearms (National Action plan for Forces) The Central Domestic Abuse Policy team maintains good links with the Firearms Enquiry Teams and legally held firearms were the subject of an update to the DA Policy Q and A's. The FET receive a daily report from PNC to identify license holders who have been arrested
56 Children in households where there are DA concerns are considered effectively in terms of the support they may need (National Action plan for Forces) There is a mandatory requirement for MPS officers to complete a MERLIN report whether a child is present or not. Officers must take action when the needs of the child are not being met 57 Agencies are informed and updated after each DA incident (where children are believed to be at risk of harm) (National Action plan for Forces) There is a mandatory requirement for MPS officers to complete a MERLIN report whether a child is present or not. This is then assessed by one of our Multi Agency Safeguarding Hubs (MASH) and referred onwards as appropriate Communications - Kate Cole Directorate of Media and Communications Ref. Action Response Progress 58 Arrangements for communicating external messages about DA to the public are effective (National Action plan for Forces) The Directorate of Media and Communication communicates external domestic abuse messages, as and when required operationally to the media and the public through a range of channels, from press releases and interviews, through to marketing campaigns, the Met's website and increasingly the use of social media, which allows us to communicate direct to the public. We measure the effectiveness of these communications through monitoring media take up, the public attitude survey, social media analytics and post analysis of commissioned major marketing campaigns.
59 Launch a communications campaign to encourage the public to report all forms of child abuse to help address people s fear of reporting (Action 6 VAWG Strategy 2016-2020) DMC will work with the Central DA Policy Unit and SOECA Continuous Improvement Team to develop this 60 Develop communication resources to help inform local campaigns aimed at raising awareness of VAWG issues (Action 7 VAWG Strategy 2016-2020) DMC assist the boroughs with local media campaigns when there are significant events such as White Ribbon Day, International Womens Day, Operation Athena and major sporting events such as the World Cup and Euro 2016