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Policies serve multiple essential functions in law enforcement agencies, such as establishing agency standards and processes and setting expectations for personnel and professional behavior. Effective policies must reflect the agency’s vision, mission, and values and emphasize its commitment to fair and equal treatment of all people. Policies should be clear, updated regularly, and accessible to the public unless making them publicly available may jeopardize safety or operational integrity. Agency leaders must create a culture of accountability that ensures policies and procedures are adhered to and that individuals who violate these policies or fail to uphold the agency’s values are held responsible.
The sections below provide examples of agencies in three stages of development:
Lagging Behind, when an agency does not have a formal policy or the practices are outdated and/or harmful;
Making Progress, when an agency uses practices that are considered the minimum standard; and
Leading the Way, when an agency has researched promising practices and implements best practices tailored to the needs of victims.
The examples provided below are not exhaustive for each category; they are only meant to illustrate the types of practices common at each stage.
- There are no specific written policies on all or most of the following:
- Officer-involved domestic violence and/or sexual assault.
- Policies that do exist on domestic violence and sexual assault (DVSA):
- Lack specificity by not addressing trauma, victim behavior, and misperceptions.
- Rely on outdated and harmful assumptions about victims, offenders, and crime dynamics by not addressing officer bias.
- Do not provide preventative measures to mitigate the impact of bias.
- Most of these policies exist but are generic:
- Officer-involved domestic violence and/or sexual assault.
- Roles and responsibilities of agency personnel are not clearly defined.
- DVSA-related policies do not specifically address the proper handling of sexual assault and domestic violence crimes, and are not reviewed or updated regularly.
- Supervisors review some (but not all) DVSA reports for accuracy, consistency, and victim-centered response.
- The agency has comprehensive policies on:
- Officer-involved domestic violence and/or sexual assault.
- Awareness of assumptions and stereotypes.
- Policies are updated or reviewed annually and include detailed, clear definitions.
- Policies define roles and responsibilities of agency personnel.
- Policies list primary objectives, including:
- Guidelines on procedures and practices.
- Key roles and responsibilities.
- Appropriate actions for response to orders of protection.
- Methods to minimize further physical and psychological trauma.
- Maintaining safety of responding law enforcement officers, alongside involved parties.
- Identifying and documenting co-occurring crimes (e.g., stalking).
- Coordinated community response.
- Identifying the predominant aggressor.
- Victim services director, multidisciplinary team partners, and community-based advocates (as applicable) are invited to review relevant policies and provide feedback for improvement.
- Policies are available online for public view.
- Agencies conduct after-action reviews and case audits to ensure officers and investigators are conducting comprehensive victim-centered, perpetrator-focused investigations.
Explore the resources below for guidance on how to move beyond “Lagging Behind” and “Making Progress” to “Leading the Way.”
*For resources related to officer-involved offenses, please see Section 7.
Victim-centered, trauma-informed responses to domestic violence and sexual assault (DVSA) begin with training that equips officers with information about how trauma affects victims' behavior, emotions, and decision-making processes; enabling them to approach each interaction with empathy, sensitivity, and the skills necessary to effectively interview a victim. When law enforcement officers learn and implement practices that treat victims with dignity, they can gather the necessary information for thorough investigations. This approach fosters trust and encourages more individuals to come forward, ultimately leading to greater accountability for offenders and enhanced safety for victims and the community. A trauma-informed approach also helps to reduce the risk of re-traumatization during interactions with law enforcement, promoting a safer environment for victims and enhancing the overall effectiveness of law enforcement in addressing these crimes.
This training should begin in the academy and continue throughout an officer’s career, including role-based instruction that allows officers to practice responding to DVSA calls and receive feedback from a qualified trainer. Investigators assigned to specialized investigations roles should receive mandatory advanced training on the unique dynamics of DVSA crimes to further increase their expertise in victim-centered, trauma-informed responses and offender-focused investigations.
The sections below provide examples of agencies in three stages of development:
Lagging Behind, when an agency does not have a formal policy or the practices are outdated and/or harmful;
Making Progress, when an agency uses practices that are considered the minimum standard; and
Leading the Way, when an agency has researched promising practices and implements best practices tailored to the needs of victims.
The examples provided below are not exhaustive for each category; they are only meant to illustrate the types of practices common at each stage.
- New laws and agency policies are not immediately incorporated into recruit training.
- New recruit training includes brief, generalized instruction on not making assumptions when responding to crime reports.
- Officers only receive training on stereotypes and DVSA topics during in-service training if mandated by the state.
- Training does not include focus on officers’ role when responding to DVSA calls specifically.
- Detectives do not receive additional, specialized training on DVSA investigations.
- New laws and agency policies are incorporated into recruit training during standard update periods.
- Detectives do receive additional specialized training on DVSA investigations.
- The agency mandates in-service training about DVSA and related trauma on a regular, fixed schedule.
- Experienced DVSA detectives and prosecutors provide in-service and new recruit training on victim-centric interview techniques.
- New laws and agency policies are immediately incorporated into recruit training.
- The philosophy of the training academy aligns with the philosophy of the agency it serves.
- Experienced police practitioners work alongside curriculum development professionals to ensure recruit training is technically accurate, follows best practices in policing, and is designed for adult learners.
- Non-law enforcement instructors with specialized skills and expertise are invited to co-instruct on DVSA curriculum.
- New recruit training includes instruction on the negative consequences of stereotyping and making assumptions about victims of DVSA and related victimization.
- Recruit and in-service training include role-based training components to evaluate their comprehension of how to respond to DVSA crime reports.
Explore the resources below for guidance on how to move beyond “Lagging Behind” and “Making Progress” to “Leading the Way.”
- Available online training programs:
- In-person training opportunities:
- For developing training curricula:
The structure and administration of law enforcement agencies vary as widely as their size, setting, and communities. Agencies need to have policies in place for investigating domestic violence and sexual assault (DVSA). There are certain elements that any agency that responds to crime reports from the public must consider. These include determining who will be responsible for investigating crimes involving DVSA, how are the officers who conduct follow-up selected, and what training will they receive. For some agencies, the answers to these questions may be simple, while for others, they will be complex and detailed. Building a structure of personnel and resources to conduct thorough and effective investigations of DVSA includes allocating adequate funding, resources, and assigning the appropriate staff. It starts at the very beginning with recruiting and hiring personnel with the correct mindset toward victim-centered resources.
Personnel Management: Recruitment and Hiring
Ideally, agencies should reflect the demographics of their community, though this has historically been difficult to achieve. Many groups are underrepresented in law enforcement roles. To create an agency that mirrors its community, agency leaders must demonstrate an environment of belonging. Members of the community must feel that they will be welcomed, appreciated, and valued, if they join the agency.
The first agency representative a prospective hire will likely meet is a police recruiter. Officers who serve as recruiters or background investigators should be vetted for intolerant beliefs, as should prospective employees. Recruiters or applicants with intolerant beliefs and implicit or explicit biases based on sex, gender identity, gender expression, or sexual orientation are not well suited for public service in law enforcement in general, let alone in a role interacting with victims, witnesses, or suspects in DVSA cases.
The sections below provide examples of agencies in three stages of development:
Lagging Behind, when an agency does not have a formal policy or the practices are outdated and/or harmful;
Making Progress, when an agency uses practices that are considered the minimum standard; and
Leading the Way, when an agency has researched promising practices and implements best practices tailored to the needs of victims.
The examples provided below are not exhaustive for each category; they are only meant to illustrate the types of practices common at each stage.
- Basic background investigations with fingerprint check are conducted for recruits.
- The agency conducts basic oral interviews with agency administrators.
- Recruitment focuses solely on recruiting a greater number of traditional applicants.
- The agency’s academy does not take advantage of a broad range of community resources and outreach programs as recruitment methods.
- In addition to basic hiring steps like background investigation and fingerprint check, polygraph and psychological examinations are administered during the hiring process.
- Agency polices and resources support officers in work/life balance – including balancing family life and the demands of the job – in order to support officer recruitment and retention.
- The agency provides professional development opportunities and clear advancement pathways to professional (non-sworn) staff.
- In-depth background investigations screen for affiliations with extremist groups, biased beliefs, and history of DVSA, sexual harassment/misconduct, and other concerning behaviors.
- Background investigations also include a review of the applicant’s social media presence (in accordance with applicable state and federal laws) to screen for indications of intolerance, bias, or prejudice.
- Hiring interview panels include sworn and non-sworn agency members (e.g. in-house victim services) and community-based partners.
- Recruitment efforts focus on attracting a wide variety of potential new officers with diverse backgrounds, as opposed to attracting a greater number of traditional recruits.
- Recruitment and promotional materials focus on the service-oriented role of law enforcement and incorporate messages that better attract a variety of members from the community with diverse perspectives.
- Hiring standards are thoughtfully matched to the needed capabilities of the job.
- The agency helps candidates meet their job standards through fitness training, mentoring programs, and academy preparation programs.
Explore the resources below for guidance on how to move beyond “Lagging Behind” and “Making Progress” to “Leading the Way.”
For rethinking new officer recruitment:
Personnel Management: Assignment to Specialized Positions
For agencies with the capacity to assign specialized detectives to domestic violence or sexual assault (DVSA) investigations, empathy, compassion, patience, resilience, and tenacity are core traits to look for in prospective assignees. This elite investigative role is critical to preventing additional violence and homicide, but is too often overlooked. Management of a DVSA unit should consider what indicators of success look like (i.e., procedural justice vs. rote statistical measures).
The sections below provide examples of agencies in three stages of development:
Lagging Behind, when an agency does not have a formal policy or the practices are outdated and/or harmful;
Making Progress, when an agency uses practices that are considered the minimum standard; and
Leading the Way, when an agency has researched promising practices and implements best practices tailored to the needs of victims.
The examples provided below are not exhaustive for each category; they are only meant to illustrate the types of practices common at each stage.
- The agency does not provide opportunities for advanced training.
- The agency does not have a process for selecting detectives, or the head of the unit has sole discretion in selection.
- Agency culture generally does not view DVSA work as a prestigious assignment.
- The agency does not have specialized personnel or a specialized unit assigned to investigate DVSA crimes, or does not have set prerequisites to apply.
- The agency provides professional development opportunities to officers to prepare for potential future roles in specialized units, such as:
- Online and in-person training opportunities.
- Opportunities for temporary, voluntary assignment to DVSA unit(s) to gain experience and determine if they are well-suited for the role.
- The agency has a rigorous, competitive selection process for assignment to specialized DVSA investigations roles, such as:
- Interview panel that includes victim services representatives and questions regarding victim-centered, trauma-informed investigative techniques.
- Review of the officer’s previous reports for attention to detail and potential indicators of bias.
- Personnel selected for dedicated DVSA units/positions should possess the following attributes and experience:
- Strong interpersonal communication skills.
- Strong analytical and assessment abilities.
- Strong written communication skills.
- Knowledge of and comfort with speaking about DVSA topics.
- Experience interviewing victims of traumatic experiences.
- Experience investigating crimes against persons.
- Comprehensive understanding of evidence (physical and psychological) in DVSA cases.
- When filling DVSA-related specialized positions, the agency utilizes a personnel standards checklist that includes:
- Personal characteristics.
- Knowledge, skills, and abilities.
- Upon promotion or selection, the officer selected is placed on a probationary period during which:
- They shadow a senior detective.
- They are continually evaluated and assessed.
Explore the resources below for guidance on how to move beyond “Lagging Behind” and “Making Progress” to “Leading the Way.”
For guidance on assigning personnel to specialized GBV positions:
In addition to clear policies, thorough training, and effective management practices, guidelines and strategies on responding to domestic violence and sexual assault (DVSA) should ensure thorough, professional, and effective investigations. Fortunately, there is a rich wealth of free tools and resources available to help guide agencies in creating best practices in all aspects of DVSA response and investigation.
The sections below provide examples of agencies in three stages of development:
Lagging Behind, when an agency does not have a formal policy or the practices are outdated and/or harmful;
Making Progress, when an agency uses practices that are considered the minimum standard; and
Leading the Way, when an agency has researched promising practices and implements best practices tailored to the needs of victims.
The examples provided below are not exhaustive for each category; they are only meant to illustrate the types of practices common at each stage.
- DVSA unit supervisors have a limited number of direct reports to improve oversight and coaching on cases.
- An agency-based victim advocate works directly in the DVSA unit to assist victims and coordinate external referrals, as needed.
- DVSA detectives have contact information for community-based advocate agencies to provide to the victims.
- Victims are interviewed in soft rooms designed to reduce stress and prevent further re-victimization.
- If there are multiple specialized units (e.g., a sex crimes unit and a domestic violence unit), each has at least one dedicated crime analyst and they meet monthly to discuss trends and coordinate information.
- Detectives consider and know to look for co-occurring crimes that may be present in DVSA cases, such as stalking, strangulation, fraud, breaking and entering, and destruction of property.
- Unsolved DVSA cases are included in cold case reviews.
- Officers utilize the Combined DNA Index System (CODIS) to assist in identification of potential perpetrators.
- All cases with a known suspect are formally screened with the prosecutor’s office.
- Specialized units work with an assigned prosecutor throughout the investigative process in order to maximize prosecutability of cases.
- The agency uses a validated lethality/risk assessment tool with model fidelity.
Explore the resources below for guidance on how to move beyond “Lagging Behind” and “Making Progress” to “Leading the Way.”
- International Association of Chiefs of Police
- National Resource Center on Domestic Violence and Firearms
- National Center on Protection Orders and Full Faith & Credit
- Stalking Prevention, Awareness, and Resource Center
- On conducting DVSA-related stalking investigations:
- Considerations for conducting DVSA investigations generally:
- On implementing lethality assessment screening and review programs:
- The Geiger Institute:
  
This project was supported by Grant No. 15JOVW-22-GK-04008-MUMU, awarded by the Office on Violence Against Women, U.S. Department of Justice. The opinions, findings, conclusions, and recommendations expressed on this page are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Justice.
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