Tackling Domestic Abuse in Hertfordshire Together ACC Mick Ball Information taken from HMIC Reports: ‘Hertfordshire Constabulary’s approach to tackling domestic abuse’ and ‘Everyone’s business: Improving the police response to domestic abuse’; HMIC; 2014

 Forces deemed excellent = 7  Forces deemed poor with significant concerns = 4  Room for improvement = remainder Everyone’s Business: Improving the police response to Domestic Abuse

Calls for assistance In Hertfordshire, Domestic Abuse accounts for 7% of calls to Police for assistance Crime Domestic abuse accounts for 7% of all recorded crime Harassment 60% of all harassment offence recorded for 12 months (to end of August 2103) were domestic abuse related Arrests For every 100 domestic abuse cases recorded there were 76 arrests

 Tackling Domestic Abuse is a priority for Herts Constabulary and the PCC  High risk victims receive a specialist support and planning, however, medium or standard risk victims receive a disjointed response  There are a high number of specially Domestic Abuse trained officers, however they seldom deal with incidents or consulted for advice  The Constabulary works well with partner agencies, such as Sunflower Centres and MARACs HMIC Observations

 Refresh and re-focus of the Multi-Agency Domestic Abuse Strategic Board including governance, membership, role and priorities  Commissioning of a GAP analysis to understand current provision and identify future commissioning of services  Designated support to the Board by the County Community Safety Unit Immediate Action

Hertfordshire Multi-Agency Domestic Abuse Strategic Board “To work together as a multi-agency strategic body to provide a cost-effective, high quality joined up service to reduce the incidence and severity of Domestic Abuse across Hertfordshire” Mission Statement

 Establish and co-ordinate strategy and the commissioning and development of services to address Domestic Abuse in Hertfordshire  Involve key partners and encourage engagement of service users  Overview performance management information in order to scrutinise progress of priorities  Link in with and provide necessary and appropriate information to the Community Safety Partnerships Strategy

 Develop aligned planning and communication across all strategic agencies in order to promote good practice  Ensure resources and activities are developed and targeted effectively and fairly across the community  Have oversight and responsibility for implementation of action plans following Domestic Homicide Reviews Strategy cont……

 Prevention of Domestic Abuse  Protection of children living within Domestic Abuse environments  Provide a post incident victim sensitive investigation  Bring perpetrators to justice and working with them to reduce their re-offending Priorities 2014/15

 Recognise and respond to the specific needs of the diverse communities across the county having focus on victim care and support  Recognise and respond to so called ‘Honour Based Violence,’ Forced Marriage, Stalking and Harassment  With our partners and the communities develop and embed continuous learning and improvements across the county including the oversight of Domestic Homicide Reviews Priorities Cont………

The Board:  Will report to the Police and Crime Commissioners Community Safety Board  Will have clear lines of communication and shared outcomes with the Safeguarding Adult and Safeguarding Children’s Boards  Will meet every three months and produce a six monthly report detailing performance and achievements to date Governance

Membership of the Board will be those, or their representatives, who hold strategic responsibility or ownership for Domestic Abuse within their agency (senior management level) Board Members and Level of Representation

Structure Chair Police Police Ops PCC

1.What’s Missing? 2.Moving Forward – ways to strengthen partnership working? Discussion