1. Leicester, Leicestershire & Rutland Domestic and Sexual Violence and Abuse Strategy Vision Statement V6
To reduce the prevalence, likelihood and harm of domestic and sexual violence and abuse on all. We will achieve this by providing governance, assurance and co-ordinated improvement across all services including statutory, commissioned and voluntary agencies.

2. Breadth of the Vision
Prevalence – want to prevent it happening in the first place
Likelihood – want to improve resilience and reduce the level of repetition
Harm – want to reduce the negative impact and support recovery, change and non-abusive behaviour
On all – acknowledge the impact on children, victims, perpetrators, communities
Across all – know that it requires a co-ordinated response to be effective and make an impact

3. Development of the Strategy Fundamentally, a strategy is a document used to communicate the vision, aims and priorities
Considered the Home Office:
National Strategy
Statement of Expectations
Commissioning Toolkit
Local Needs Assessment
Strategic Vision and Framework
Annual Delivery Plans
[strategy] ..must contain clearly articulated goals, action steps, responsibilities, accountabilities, resources and deadlines. Everyone must understand the plan and their role in delivering it. (Home Office 2016)

4. Strategic Framework
A Strategic Approach - we understand the problem & use resources to best effect across the system
Recognition and Identification – we encourage early engagement and a preventative approach
Risk assessment and response – we respond to risk through robust single and multi-agency processes and procedures
Clear, effective pathways – for victims and their children, which hold perpetrators to account and offer change
Quality & Assurance - there is robust scrutiny of performance so that we understand our collective impact and continue to learn.

5. Strategic Objectives A strategic approach
There are effective connections with other key partnerships (CSPs; HWBBs; LSCBs; LSABs)
There is effective identification and use of resource (including joint commissioning)
We understand local need
We will build and sustain a skilled local workforce
Recognition and identification
We have effective awareness and prevention work
There are early referrals into key services
We identify specific approaches for key vulnerable groups (those not being identified/accessing services/getting good outcomes)
Risk assessment and response
Agencies are able to identify , accurately assess and report on risk and needs
Agencies respond to risk through robust single and multi-agency processes and procedures
Clear, effective pathways
There are adequate services and efficient support pathways for victims
The impact on Children and Young People is recognised and addressed through single and multi-agency pathways
Perpetrators are identified and interventions are in place to support change
Quality and assurance
We will establish and analyse performance data that reflects demand, needs and outcomes
We will improve through learning from reviews, single and multi-agency audits
We will increase and improve service user involvement

6. Governance DSVA Executive leadership DVSA Closed Ops Group - oversight
DVSA Open Ops Group - insight
DVSA Closed Ops Group - oversight
Sub Groups
MARAC
Management
Perp.
Communications
VAWG Transformation
Commissioning
R2SV KSG
Data & Impact
Not yet established
Locality areas – understanding, plans, priorities and actions, networks