Many law enforcement agencies already collect and analyze data on crime rates, arrests, clearances, and other metrics (for example, for the FBI National Incident-Based Reporting System (NIBRS), or performance management systems like CompStat). However, these practices often neglect domestic violence and sexual assault (DVSA)-related crimes beyond rape. A broader focus on DVSA data can uncover important trends and issues. For instance, examining sexual assault case data may highlight patterns in case attrition and lead to improved prosecution strategies.   

Additionally, some agencies may inadvertently misclassify or under-investigate these cases. Research shows that only 2–8 percent of sexual assault reports are false. If a larger percentage of an agency’s cases are coded as "unfounded," it warrants further investigation to ensure proper handling. Tracking case progress by officer can also help identify training needs and performance issues that affect victim rights. 

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Lagging Behind, when an agency does not have a formal policy or the practices are outdated and/or harmful; 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.  

  • In the agency’s jurisdiction, homicides exceed the number of reports classified as sexual assaults. 

  • There is a larger number of arrests for minor offenses like disorderly conduct compared with more serious crimes like assaults.   

  • Supervisors are not involved in the case assignment process and/or investigators “pick and choose” the cases they investigate.  

  • Compstat or similar programs used by the agency do not include or give little priority to data on DVSA crimes. 

  • Supervisors review case reports to ensure thorough investigations and proper coding.   

  • Supervisors may not adequately manage caseloads or monitor case attrition.  

  • Agency administrators sporadically conduct ongoing performance assessments to monitor investigator caseloads, case assignment, unit productivity, individual productivity, case clearance rates, and how frequently reports are unfounded. 

  • Supervisors conduct periodic “case update” meetings with investigators. 

  • The agency utilizes an electronic case management system that provides both investigators and supervisors tools to organize and track assigned cases.  

  • The agency works with external partners regularly to compare incidence data, identify reporting gaps, and develop improvement strategies.  

  • Agency administrators work with community- and agency-based advocates to address gaps in reporting, create proactive responses, and promote community education efforts.    ​ 

 

Explore the resource below for guidance on how to move beyond “Lagging Behind” and “Making Progress” to “Leading the Way” when addressing Resources for Monitoring Unit Performance: 

Conclusion

We hope that law enforcement agencies will use this Roadmap to Best Practices in conjunction with the 2022 U.S. Department of Justice guidance to develop policies, practices, and training. By implementing these principles, law enforcement agencies can enhance their effectiveness in supporting victims, ensuring community safety, holding offenders accountable, and conducting thorough investigations.  

 

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.