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Gender-based violence

  • What is gender-based violence?
  • Forms of violence
  • EIGE’s work on gender-based violence
  • Administrative data collection
    • Data collection on violence against women
    • About the tool
    • Administrative data sources
    • Advanced search
  • Analysis of EU directives from a gendered perspective
  • Costs of gender-based violence
  • Cyber violence against women
  • Femicide
  • Intimate partner violence and witness intervention
  • Female genital mutilation
    • Risk estimations
  • Risk assessment and risk management by police
    • Risk assessment principles and steps
      • Principles
        • Principle 1: Prioritising victim safety
        • Principle 2: Adopting a victim-centred approach
        • Principle 3: Taking a gender-specific approach
        • Principle 4: Adopting an intersectional approach
        • Principle 5: Considering children’s experiences
      • Steps
        • Step 1: Define the purpose and objectives of police risk assessment
        • Step 2: Identify the most appropriate approach to police risk assessment
        • Step 3: Identify the most relevant risk factors for police risk assessment
        • Step 4: Implement systematic police training and capacity development
        • Step 5: Embed police risk assessment in a multiagency framework
        • Step 6: Develop procedures for information management and confidentiality
        • Step 7: Monitor and evaluate risk assessment practices and outcomes
    • Risk management principles and recommendations
      • Principle 1. Adopting a gender-specific approach
      • Principle 2. Introducing an individualised approach to risk management
      • Principle 3. Establishing an evidence-based approach
      • Principle 4. Underpinning the processes with an outcome-focused approach
      • Principle 5. Delivering a coordinated, multiagency response
    • Legal and policy framework
    • Tools and approaches
    • Areas for improvement
    • References
  • Good practices in EU Member States
  • Methods and tools in EU Member States
  • White Ribbon Campaign
    • About the White Ribbon Campaign
    • White Ribbon Ambassadors
  • Regulatory and legal framework
    • International regulations
    • EU regulations
    • Strategic framework on violence against women 2015-2018
    • Legal Definitions in the EU Member States
  • Literature and legislation
  • EIGE's publications on gender-based violence
  • Videos
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  • Menu
  • Gender mainstreaming
    • What is Gender mainstreaming
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    • Toolkits
      • Gender Equality Training
        • Back to toolkit page
        • What is Gender Equality Training
        • Why invest in Gender Equality Training
        • Who should use Gender Equality Training
        • Step-by-step guide to Gender Equality Training
            • 1. Assess the needs
            • 2. Integrate initiatives to broader strategy
            • 3. Ensure sufficient resources
            • 4. Write good terms of reference
            • 5. Select a trainer
            • 6. Engage in the needs assessment
            • 7. Actively participate in the initiative
            • 8. Invite others to join in
            • 9. Monitoring framework and procedures
            • 10. Set up an evaluation framework
            • 11. Assess long-term impacts
            • 12. Give space and support others
        • Designing effective Gender Equality Training
        • Gender Equality Training in the EU
        • Good Practices on Gender Equality Training
        • More resources on Gender Equality Training
        • More on EIGE's work on Gender Equality Training
      • Gender Impact Assessment
        • Back to toolkit page
        • What is Gender Impact Assessment
        • Why use Gender Impact Assessment
        • Who should use Gender Impact Assessment
        • When to use Gender Impact Assessment
        • Guide to Gender Impact Assessment
          • Step 1: Definition of policy purpose
          • Step 2: Checking gender relevance
          • Step 3: Gender-sensitive analysis
          • Step 4: Weighing gender impact
          • Step 5: Findings and proposals for improvement
        • Following up on gender impact assessment
        • General considerations
        • Examples from the EU
            • European Commission
            • Austria
            • Belgium
            • Denmark
            • Finland
            • Sweden
            • Basque country
            • Catalonia
            • Lower Saxony
            • Swedish municipalities
      • Institutional Transformation
        • Back to toolkit page
        • What is Institutional Transformation
          • Institutional transformation and gender: Key points
          • Gender organisations
          • Types of institutions
          • Gender mainstreaming and institutional transformation
          • Dimensions of gender mainstreaming in institutions: The SPO model
        • Why focus on Institutional Transformation
          • Motivation model
        • Who the guide is for
        • Guide to Institutional Transformation
            • 1. Creating accountability and strengthening commitment
            • 2. Allocating resources
            • 3. Conducting an organisational analysis
            • 4. Developing a strategy and work plan
            • 5. Establishing a support structure
            • 6. Setting gender equality objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing gender mainstreaming
            • 9. Developing gender equality competence
            • 10. Establishing a gender information management system
            • 11. Launching gender equality action plans
            • 12. Promotional equal opportunities
            • 13. Monitoring and steering organisational change
        • Dealing with resistance
          • Discourse level
          • Individual level
          • Organisational level
          • Statements and reactions
        • Checklist: Key questions for change
        • Examples from the EU
            • 1. Strengthening accountability
            • 2. Allocating resources
            • 3. Organisational analysis
            • 4. Developing a strategy and working plan
            • 5. Establishing a support structure
            • 6. Setting objectives
            • 7. Communicating gender mainstreaming
            • 8. Introducing methods and tools
            • 9. Developing Competence
            • 10. Establishing a gender information management system
            • 11. Launching action plans
            • 12. Promoting within an organisation
            • 13. Monitoring and evaluating
      • Gender Equality in Academia and Research
        • Back to toolkit page
        • WHAT
          • What is a Gender Equality Plan?
          • Terms and definitions
          • Which stakeholders need to be engaged into a GEP
          • About the Gear Tool
        • WHY
          • Horizon Europe GEP criterion
          • Gender Equality in Research and Innovation
          • Why change must be structural
          • Rationale for gender equality change in research and innovation
          • GEAR step-by-step guide for research organisations, universities and public bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR step-by-step guide for research funding bodies
            • Step 1: Getting started
            • Step 2: Analysing and assessing the state-of-play in the institution
            • Step 3: Setting up a Gender Equality Plan
            • Step 4: Implementing a Gender Equality Plan
            • Step 5: Monitoring progress and evaluating a Gender Equality Plan
            • Step 6: What comes after the Gender Equality Plan?
          • GEAR action toolbox
            • Work-life balance and organisational culture
            • Gender balance in leadership and decision making
            • Gender equality in recruitment and career progression
            • Integration of the sex/gender dimension into research and teaching content
            • Measures against gender-based violence including sexual harassment
            • Measures mitigating the effect of COVID-19
            • Data collection and monitoring
            • Training: awareness-raising and capacity building
            • GEP development and implementation
            • Gender-sensitive research funding procedures
          • Success factors for GEP development and implementation
          • Challenges & resistance
        • WHERE
          • Austria
          • Belgium
          • Bulgaria
          • Croatia
          • Cyprus
          • Czechia
          • Denmark
          • Estonia
          • Finland
          • France
          • Germany
          • Greece
          • Hungary
          • Ireland
          • Italy
          • Latvia
          • Lithuania
          • Luxembourg
          • Malta
          • Netherlands
          • Poland
          • Portugal
          • Romania
          • Slovakia
          • Slovenia
          • Spain
          • Sweden
          • United Kingdom
      • Gender-sensitive Parliaments
        • Back to toolkit page
        • What is the tool for?
        • Who is the tool for?
        • How to use the tool
        • Self-assessment, scoring and interpretation of parliament gender-sensitivity
          • AREA 1 – Women and men have equal opportunities to ENTER the parliament
            • Domain 1 – Electoral system and gender quotas
            • Domain 2 - Political party/group procedures
            • Domain 3 – Recruitment of parliamentary employees
          • AREA 2 – Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
            • Domain 1 – Parliamentarians’ presence and capacity in a parliament
            • Domain 2 – Structure and organisation
            • Domain 3 – Staff organisation and procedures
          • AREA 3 – Women’s interests and concerns have adequate SPACE on parliamentary agenda
            • Domain 1 – Gender mainstreaming structures
            • Domain 2 – Gender mainstreaming tools in parliamentary work
            • Domain 3 – Gender mainstreaming tools for staff
          • AREA 4 – The parliament produces gender-sensitive LEGISLATION
            • Domain 1 – Gender equality laws and policies
            • Domain 2 – Gender mainstreaming in laws
            • Domain 3 – Oversight of gender equality
          • AREA 5 – The parliament complies with its SYMBOLIC function
            • Domain 1 – Symbolic meanings of spaces
            • Domain 2 – Gender equality in external communication and representation
        • How gender-sensitive are parliaments in the EU?
        • Examples of gender-sensitive practices in parliaments
          • Women and men have equal opportunities to ENTER the parliament
          • Women and men have equal opportunities to INFLUENCE the parliament’s working procedures
          • Women’s interests and concerns have adequate SPACE on parliamentary agenda
          • The parliament produces gender-sensitive LEGISLATION
          • The parliament complies with its SYMBOLIC function
        • Glossary of terms
        • References and resources
      • Gender Budgeting
        • Back to toolkit page
        • À qui s’adresse cette boîte à outils?
        • Pourquoi la budgétisation sensible au genre des Fonds de l’UE relevant de la gestion partagée est-elle importante?
          • Trois raisons pour lesquelles la budgétisation sensible au genre est essentielle dans les Fonds de l’UE
        • Qu’est-ce que la budgétisation sensible au genre?
          • Présentation de la budgétisation sensible au genre
          • En quoi la budgétisation sensible au genre est-elle liée aux réalités vécues par les femmes et les hommes?
          • En quoi consiste la budgétisation sensible au genre dans la pratique
          • Budgétisation sensible au genre des Fonds de l’UE
            • La budgétisation sensible au genre comme moyen de se conformer aux exigences juridiques de l’UE
            • La budgétisation sensible au genre comme moyen de promouvoir la responsabilité et la transparence dans la planification et la gestion des finances publiques
            • La budgétisation sensible au genre comme moyen d’accroître la participation des femmes et des hommes aux processus budgétaires
            • La budgétisation sensible au genre comme moyen de favoriser l’égalité de genre pour les femmes et les hommes dans toute leur diversité
        • Comment pouvons-nous appliquer la budgétisation sensible au genre des Fonds de l’UE relevant de la gestion partagée? Outils pratiques et exemples des États membres
          • Outil 1 — Relier les Fonds de l’UE au cadre réglementaire de l’UE en matière d’égalité de genre
            • Base législative et réglementaire des politiques de l’UE en matière d’égalité de genre
            • Exigences concrètes pour la prise en considération de l’égalité de genre dans les Fonds de l’UE
            • Conditions favorisantes des Fonds de l’UE
            • Autres ressources
          • Outil 2 — Analyser les inégalités de genre et les besoins liés au genre aux niveaux national et infranational
            • Étapes concernant l’évaluation et l’analyse des inégalités de genre et les besoins liés au genre
            • Étape 1 — Recueillir des informations et des données ventilées sur le groupe cible
            • Étape 2 — Recenser les inégalités de genre existantes et leurs causes sous-jacentes
            • Étape 3 — Consulter directement les groupes cibles
            • Étape 4 — Tirer des conclusions
            • Autres ressources
          • Outil 3 — Mettre en œuvre l’égalité de genre dans les objectifs politiques (dans les accords de partenariat) et les objectifs/mesures spécifiques (dans les programmes opérationnels)
            • Étapes de la mise en œuvre opérationnelle de l’égalité de genre dans les accords de partenariat et les programmes opérationnels
            • Orientations générales sur la mise en œuvre de l’égalité de genre lors de l’élaboration d’objectifs stratégiques, d’objectifs spécifiques et de mesures
            • Liste de contrôle pour la mise en pratique du principe horizontal de l’égalité de genre dans les accords de partenariat
            • Liste de contrôle pour la mise en pratique du principe horizontal de l’égalité de genre dans les programmes opérationnels
            • Exemples d’intégration de l’égalité de genre en tant que principe horizontal dans les objectifs stratégiques et les objectifs spécifiques
          • Outil 4 — Coordination et complémentarités entre les Fonds de l’UE pour favoriser l’équilibre entre vie professionnelle et vie privée
            • Étapes à suivre pour améliorer la coordination et la complémentarité entre les Fonds
            • Étape 1 — Alignement sur les objectifs de l’engagement stratégique pour l’égalité de genre
            • Étapes 2 et 3 — Recenser et élaborer d’éventuelles interventions en faveur de l’équilibre entre vie professionnelle et vie privée
            • Étape 4 — Suivi à l’aide d’indicateurs au sein des systèmes de suivi et d’évaluation
            • Étude de cas fictive 1 — Concilier travail rémunéré et garde d’enfants
            • Étude de cas fictive 2 — Concilier travail posté et garde d’enfants
            • Étude de cas fictive 3 — Équilibrer les soins pour soi-même et pour les autres
            • Étude de cas fictive 4 — Concilier la garde des enfants et des personnes âgées avec le travail posté
            • Autres ressources
          • Outil 5 — Définir les partenariats et la gouvernance à plusieurs niveaux — Identifier les partenaires pertinents, le rôle des experts sur les questions de genre et la composition des comités de suivi
            • Étapes pour la définition des partenariats et de la gouvernance à plusieurs niveaux
            • Autres ressources
          • Outil 6 — Élaborer des indicateurs quantitatifs et qualitatifs pour faire progresser l’égalité de genre
            • Étapes pour l’élaboration d’indicateurs quantitatifs et qualitatifs
            • FEDER et Fonds de cohésion (mêmes indicateurs communs)
            • Fonds social européen plus
            • Fonds européen pour les affaires maritimes et la pêche
            • Autres ressources
          • Outil 7 — Définir des critères de sélection de projets sensibles au genre
            • Étapes à suivre pour favoriser l’élaboration et la sélection de projets sensibles à la dimension de genre
            • Liste de contrôle pour guider la préparation des appels à propositions de projets
            • Liste de contrôle pour les critères de sélection des projets
            • Outil complémentaire 7.a — Conventions tenant compte de la dimension de genre avec les personnes responsables de l’exécution des projets
          • Outil 8 — Contrôler les allocations de ressources en faveur de l’égalité de genre dans les Fonds de l’UE
            • Ensuring gender relevance in EU Funds
            • The tracking system
            • Steps for tracking resource allocations on gender equality
            • Step 1: Ex ante approach
            • Step 2: Ex post approach
            • Examples of Step 2a
            • Annex 1: Ex ante assignment of intervention fields to the gender equality dimension codes
            • Annex 2: The EU’s gender equality legal and policy framework
          • Outil 9 — Intégrer l’égalité de genre dans la conception des projets
            • Étapes pour intégrer l’égalité de genre dans la conception des projets
            • Étape 1 — Alignement sur les objectifs et indicateurs en matière de genre des accords de partenariat et des programmes opérationnels
            • Étape 2 — Élaboration et demande de projet
            • Étape 3 — Mise en œuvre du projet
            • Étape 4 — Évaluation du projet
          • Outil 10 — Intégrer une perspective de genre dans les processus de suivi et d’évaluation
            • Étapes pour intégrer une perspective de genre dans les processus de S & E
            • Autres ressources
          • Outil 11 — Rendre compte des dépenses de ressources en faveur de l’égalité de genre dans les Fonds de l’UE
            • Suivi des dépenses pour l’égalité de genre
            • Autres ressources
          • Références
          • Abréviations
          • Remerciements
      • Gender-responsive Public Procurement
        • Back to toolkit page
        • Who is this toolkit for?
          • Guiding you through the toolkit
        • What is gender-responsive public procurement?
          • How is gender-responsive public procurement linked to gender equality?
          • How is gender-responsive public procurement linked to gender budgeting?
          • Five reasons why gender-responsive public procurement
          • Why was this toolkit produced
        • Gender-responsive public procurement in practice
          • Legal framework cross-references gender equality and public procurement
          • Public procurement strategies cover GRPP
          • Gender equality action plans or strategies mention public procurement
          • Capacity-building programmes, support structures
          • Regular collaboration between gender equality bodies
          • Effective monitoring and reporting systems on the use of GRPP
          • Tool 1:Self-assessment questionnaire about the legal
          • Tool 2: Overview of the legislative, regulatory and policy frameworks
        • How to include gender aspects in tendering procedures
          • Pre-procurement stage
            • Needs assessment
            • Tool 3: Decision tree to assess the gender relevance
            • Preliminary market consultation
            • Tool 4: Guiding questions for needs assessment
            • Defining the subject matter of the contract
            • Choosing the procedure
            • Tool 5: Decision tree for the choice of procedure for GRPP
            • Dividing the contract into lots
            • Tool 6: Guiding questions for dividing contracts into lots for GRPP
            • Light regime for social, health and other specific services
            • Tool 7: Guiding questions for applying GRPP under the light regime
            • Tool 8: Guiding questions for applying GRPP under the light regime
            • Reserved contracts
            • Preparing tender documents
          • Procurement stage
            • Exclusion grounds
            • Selection criteria
            • Technical specifications
            • Tool 9: Decision tree for setting GRPP selection criteria
            • Award criteria
            • Tool 10: Formulating GRPP award criteria
            • Tool 11: Bidders’ concepts to ensure the integration of gender aspects
            • Use of labels/certifications
          • Post-procurement stage
            • Tool 12: Checklist for including GRPP contract performance conditions
            • Subcontracting
            • Monitoring
            • Reporting
            • Tool 13: Template for a GRPP monitoring and reporting plan
        • References
        • Additional resources
    • Methods and tools
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      • About EIGE's methods and tools
      • Gender analysis
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    • EIGE’s publications on Gender mainstreaming
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    • Power Up conference 2019
  • Gender-based violence
    • What is gender-based violence?
    • Forms of violence
    • EIGE’s work on gender-based violence
    • Administrative data collection
      • Data collection on violence against women
      • About the tool
      • Administrative data sources
      • Advanced search
    • Analysis of EU directives from a gendered perspective
    • Costs of gender-based violence
    • Cyber violence against women
    • Femicide
    • Intimate partner violence and witness intervention
    • Female genital mutilation
      • Risk estimations
    • Risk assessment and risk management by police
      • Risk assessment principles and steps
          • Principle 1: Prioritising victim safety
          • Principle 2: Adopting a victim-centred approach
          • Principle 3: Taking a gender-specific approach
          • Principle 4: Adopting an intersectional approach
          • Principle 5: Considering children’s experiences
          • Step 1: Define the purpose and objectives of police risk assessment
          • Step 2: Identify the most appropriate approach to police risk assessment
          • Step 3: Identify the most relevant risk factors for police risk assessment
          • Step 4: Implement systematic police training and capacity development
          • Step 5: Embed police risk assessment in a multiagency framework
          • Step 6: Develop procedures for information management and confidentiality
          • Step 7: Monitor and evaluate risk assessment practices and outcomes
      • Risk management principles and recommendations
        • Principle 1. Adopting a gender-specific approach
        • Principle 2. Introducing an individualised approach to risk management
        • Principle 3. Establishing an evidence-based approach
        • Principle 4. Underpinning the processes with an outcome-focused approach
        • Principle 5. Delivering a coordinated, multiagency response
      • Legal and policy framework
      • Tools and approaches
      • Areas for improvement
      • References
    • Good practices in EU Member States
    • Methods and tools in EU Member States
    • White Ribbon Campaign
      • About the White Ribbon Campaign
      • White Ribbon Ambassadors
    • Regulatory and legal framework
      • International regulations
      • EU regulations
      • Strategic framework on violence against women 2015-2018
      • Legal Definitions in the EU Member States
    • Literature and legislation
    • EIGE's publications on gender-based violence
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    • Gender-sensitive Communication
      • Overview of the toolkit
      • First steps towards more inclusive language
        • Terms you need to know
        • Why should I ever mention gender?
        • Choosing whether to mention gender
        • Key principles for inclusive language use
      • Challenges
        • Stereotypes
          • Avoid gendered pronouns (he or she) when the person’s gender is unknown
          • Avoid irrelevant information about gender
          • Avoid gendered stereotypes as descriptive terms
          • Gendering in-animate objects
          • Using different adjectives for women and men
          • Avoid using stereotypical images
        • Invisibility and omission
          • Do not use ‘man’ as the neutral term
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  • Good practices in EU Member States

Effective co-ordination between local agencies cuts repeat domestic violence by 60%

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Good practice
Country: Non EU countries
Section:
Domestic Violence
Topics:
Health, Violence
Period:
2013 - 2014
Publication date:
06 March 2015
Multi-Agency Risk Assessment Conferences (MARACs)

In brief

Multi-Agency Risk Assessment Conferences (MARACs) are meetings which bring together public and private organisations concerned with domestic abuse to discuss high-risk cases and formulate co-ordinated action plans. There are some 260 MARACs across England and Wales, partially funded by the government as part of its Call to End against Women and Girls strategy. They process around 56,500 cases each year at a cost to the public purse of some £1.4 million (€1.7m).

The MARACs have been shown to reduce repeated abuse by 60%, and are extremely cost-effective, saving six euros of public spending for every euro they cost. They show that sharing information among agencies and following a simple action-planning system can speed things up and lead to more effective protection. An effective multi-agency response to high-risk domestic abuse is particularly effective in reducing repeat victimisation and potentially lethal violence.

They take a partnership approach, and bring statutory and voluntary agencies together around the same table, to discuss the cases of individual high-risk victims, and formulate an action plan for ach of them.

A set of 10 good practice principles has been laid down. Key factors of their effectiveness are a strong chair, an efficient secretary, and committed and consistent attendance by the organisations involved.

Focus on high-risk victims

In the UK, 100 women die each year as a result of domestic violence. Gender-based abuse has traditionally been framed as a criminal justice issue and focused predominantly on domestic abuse. Since the 1990s the Home Office has promoted policies to enhance the protection of dom­estic abuse victims through pro-arrest policies, better evidence gathering, perpetrator prog­rammes and multi-agency work. At the beginning of 2000 the Crown Prosecution Service intro­duced national policies to improve prosecution, including the introduction of specialist domestic violence courts (SDVCs) to improve sentencing. Within this general framework, action has also been taken to address the problem of high-risk victims of domestic abuse, i.e. victims in danger of being killed by their partner or ex-partner. The first initiatives emerged from civil society organisations, and were later embraced by the Home Office. The Multi-Agency Risk Assessment Conference (MARAC) model was first developed in Cardiff in 2003, in response to the lack of systematic risk assessment among agencies responding to domestic abuse, and the need for a forum for local agencies to share information about victims experiencing extremely serious levels of abuse. MARACs show a partnership approach to tackling high-risk domestic abuse.

Bringing agencies together

Multi-Agency Risk Assessment Conferences (MARACs) are meetings where statutory and voluntary agency representatives share information about high-risk victims of domestic abuse in order to produce a co-ordinated action plan to increase victim safety. They operate as one element of a wider infrastructure which includes Specialist Domestic Violence Courts (SDVCs) and Independent Domestic Violence Advisers (IDVAs). The agencies that attend MARACs will vary but are likely to include the police, probation service, IDVAs, children’s, health and housing services as well as a range of other adult and child-focused services. Any agency may refer a case to a MARAC, based on its assessment of risk.

Referrals to a MARAC are made in cases a) that reach a threshold level of risk, determined through the use of a standard risk assessment tool; b) where there is serious concern about the victim’s situation based on the professional judgement of the referrer; c) where there is evidence of escalation of abuse (i.e. a specified number of police call-outs in a certain time period); or d) there are repeat incidents within 12 months of the first referral. A typical MARAC meeting will last half a day and discuss 15 to 20 cases using a very brief and focused information-sharing process. This is followed by a simple multi-agency action plan being put in place to support the victim and to make links with other public protection procedures, in particular safeguarding children, vulnerable adults, and managing perpetra­tors. By working together, agencies are able to get a better picture of the risks victims face, including the frequency and severity of abuse. This enables them to develop an action plan to increase the safety of each victim and their children. It also gives victims the confidence that a number of different agencies are aware of the abuse and will offer support and protection.

Sharing information, independent advisers and action planning

The three core components of the MARAC model are enhanced information sharing, the Independent Domestic Violence Advisers (IVDAs) who represent and engage the victim in the process, and effective action planning. Apart from tackling high-risk domestic abuse cases, MARACs improve the understanding and identification of domestic abuse across agencies, improve information sharing and referral mechanisms between agencies, facilitate access to the services available to victims, and improve consistency and accountability across agencies, through shared policies and procedures.

There are approximately 260 MARACs currently in operation across England and Wales which, in the 12 months to June 2012, discussed around 56,500 cases (including repeat cases). On average 45% of cases result in a total cessation of abuse and an additional 20% of cases result in a reduction in the number of repeat police incidents. Multi-agency approaches may contribute to improving outcomes for victims, potentially saving lives.

Since 2008, the Home Office has provided MARACs with funding for administrator/co-ordinator posts, training and quality assurance (which has now been superseded by self-assessment for MARACs). In the financial year 2011/12, it provided funding of £1.4 million (€1.7m).

Ten principles

Ten principles have been identified for an effective MARAC:[1]

  1. Identification – All agencies and services identify high-risk victims through completing a risk assessment and/or referral to a specialist agency within safe timeframes once domestic abuse is disclosed.
  2. Referral to the MARAC – All high-risk victims who meet MARAC referral criteria are referred to the MARAC by a range of agencies within safe timeframes.
  3. Multi-agency engagement – All relevant agencies are appropriately and consistently represented at the MARAC.
  4. Independent representation and support for victims – All high-risk victims are consistently supported and represented by an Independent Domestic Violence Adviser (IDVA) or other independent representative who prioritises safety throughout the MARAC process.
  5. Research and information sharing – MARAC representatives research cases and share relevant and proportionate information that identifies risk and informs safety planning. Procedures are followed to ensure that safety and confidentiality are maintained at all times.
  6. Action planning – Action plans are developed which address the risks identified.
  7. Number of cases and capacity – The MARAC has the number of referrals and capacity to ensure that all high-risk victims who meet the MARAC threshold can receive support from their local MARAC.
  8. Equality – The MARAC is committed to delivering equality of outcome to all.
  9. Operational support – Consistent coordination and administration support the effective functioning of the MARAC.
  10. Governance – Effective governance oversees the performance, sustainability and accountability of the MARAC.[2] Robinson & Tregidga, 2005[3])

Strong leadership is needed

Successful MARACs rely on two key roles being carried out efficiently. The first is strong leadership by the chair. The chair’s role is to ensure all agencies attend with the right information and that meetings are used for action planning and not just ‘talking shop’. Having a chair who can keep discussions focused and within a time schedule is important in encouraging busy people to attend consistently. The second is good co-ordination. The co-ordinator’s role is to ensure that the agenda goes out before the meeting in sufficient time so that agencies can prepare for meetings, to follow up on actions agreed at the meeting, and to ensure that bureaucracy is minimised (i.e. the right amount of information is shared) and that confidentiality is maintained.

They also depend on strong partnership links (including a commitment from agencies to tackle domestic violence in general) and the availability of training and induction procedures.

However MARACs do face some obstacles to improving their performance. There are no agreed protocols and systems for identifying and referring high-risk cases to a MARAC in a timely way, and there are difficulties in identifying the appropriate representation from statutory agencies, specialist domestic violence services and voluntary and community organisations. Overall, an inadequate number of cases is identified, considering the local populations covered.

A 60% reduction in repeated abuse

Findings from evaluation studies show that MARACs significantly reduce the risk of repeat victimisation and increase the chance of victims reporting and making a complaint about abuse to the police. A study looked at rates of revictimisation for cases heard at the first Cardiff MARAC, and found that approximately six in ten victims reported a complete cessation of abuse in the six months following a MARAC, and approximately four in ten victims remained free from abuse after 12 months. In addition, the agencies involved in the MARAC perceived the process as helping to improve awareness and to strengthen the links between key agencies (Robinson, 2004;[1] Robinson & Tregidga, 2005[2]).

CAADA’s analysis[4] suggests that MARACs can achieve up to a 60% reduction in abuse, reducing to 43% if adjusted to account for serial perpetrators and cases where the abuse would have stopped regardless of the MARAC intervention (CAADA, 2010). They also save six euros of public money for every euro they cost.

CAADA has recently launched a self-assessment process which enables MARACs to monitor and manage their performance for continuous improvement. It is felt that there is scope to increase the number of non-police referrals and the number of agencies represented, in particular organisations representing minority communities such as Black and Minority Ethnic (BME) and Lesbian, Gay, Bisexual and Transgender (LGBT) organisations.

The Call to End Violence Against Women and Girls (VAWG) strategy, published in November 2010, announced that a review of MARACs would be undertaken in order to improve understanding of how MARACs are working and potential areas of development, including considering the case for making MARACs statutory.

[1] http://www.caada.org.uk/marac/The%2010%20principles_Oct%202011%20v2_with...

[2] Robinson, A. (2004) Domestic Violence MARACs (Multi-Agency Risk Assessment Conferences) for Very High-Risk Victims in Cardiff, Wales: A Process and Outcome Evaluation. Cardiff: Cardiff University. http://www.cardiff.ac.uk/socsi/resources/robinson-marac.pdf

[3] Robinson, A & Tregidga, J. (2005) Domestic Violence MARACs (Multi-Agency Risk Assessment Conferences) for Very High-Risk Victims in Cardiff, Wales: Views from the Victims. Cardiff: Cardiff University. http://slb.cf.ac.uk/socsi/resources/robinson-tregidga.pdf

[4] http://www.caada.org.uk/policy/Saving_lives_saving_money_FINAL_VERSION.pdf.

Contacts/Further Information

Contacts

Laura Wilkinson

Co-ordinated Action Against Domestic Abuse (CAADA)

3rd Floor
Maxet House
28 Baldwin Street
Bristol

BS1 1NG

UK
Tel +44 117 317 8750

queries@caada.org.uk

Further information

Information about MARACs

Saving lives, saving money: MARACs and high risk domestic abuse

UK Home Office Research Report 55 – Supporting high-risk victims of domestic violence: a review of Multi-Agency Risk Assessment Conferences (MARACs)

Call to end violence against women and girls

NB image copyright

Image from CAADA leaflet at: http://www.caada.org.uk/policy/Saving_lives_saving_money_FINAL_VERSION.pdf

Downloads

Multi-Agency Risk Assessment Conferences MARAC - Support services - UK
EN (PDF, 244.35 KB)

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Tool:
Support services
  • In brief
  • Focus on high-risk victims
  • Bringing agencies together
  • Sharing information, independent advisers and action planning
  • Ten principles
  • Strong leadership is needed
  • A 60% reduction in repeated abuse
  • Contacts/Further Information
  • Downloads

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