DOD Annual Report on Sexual Assault in the Military (2012)


Published on

The report from the Department of Defense’s Sexual Assault Prevention and Response Office for Fiscal Year 2012 found a 6 percent rise in reported assaults over the last year, for a total of 3,374. But much more troubling is the estimated number of sexual assault incidents that were never officially reported. In last year’s report, there were an estimated 19,000 instances, but this year the number has jumped to an unprecedented 26,000 instances of assault, leaving thousands unreported.

Published in: News & Politics
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

DOD Annual Report on Sexual Assault in the Military (2012)

  1. 1. Department of Defense Annual Report onSexual Assault in the MilitaryFiscal Year 2012Executive Summary
  2. 2. FISCAL YEAR 2012 DEPARTMENT OF DEFENSEANNUAL REPORT ON SEXUAL ASSAULT IN THE MILITARY1EXECUTIVE SUMMARYSexual assault is a crime that has no place in the Department of Defense (DoD). It isan attack on the values we defend and on the cohesion our units demand, and foreverchanges the lives of victims and their families. In 2005, the Department established theSexual Assault Prevention and Response (SAPR) program to promote prevention,encourage increased reporting of the crime, and improve response capabilities forvictims. The DoD Sexual Assault Prevention and Response Office (SAPRO) isresponsible for the policies that define the SAPR program and the oversight activitiesthat assess its effectiveness.1Federal law requires the Department to provide Congress with an annual report onsexual assaults involving members of the Armed Forces. This report presents theDepartment’s programmatic activities and provides analysis of reports of sexual assaultmade during fiscal year (FY) 2012 (October 1, 2011, through September 30, 2012).Enclosed within this report are supplementary reports from the Secretaries of theMilitary Departments and the Chief of the National Guard Bureau.Additionally, this year’s report assesses the Department’s progress in the areas ofprevention, reporting, response, and improved knowledge of sexual assault preventionand response using the results of the Defense Manpower Data Center (DMDC) 2012Workplace and Gender Relations Survey of Active Duty Members (WGRA), 2012Workplace and Gender Relations Survey of Reserve Component Members (WGRR),and the 2012 QuickCompass of Sexual Assault Response Coordinators (QSARC).2,3,4Also enclosed are data and analysis from the Centers for Disease Control andPrevention (CDC) technical report, Prevalence of Intimate Partner Violence, Stalking,and Sexual Violence Among Active Duty Women and Wives of Active Duty Men –Comparisons with Women in U.S. General Population, 2010, and the Report onDepartment of Defense Policy Required by Section 578, FY2013 NDAA.5,61Responsibility for criminal investigative matters and legal processes that apply to sexual assault andother crimes are assigned to the Department of Defense (DoD) Inspector General (IG) and the JudgeAdvocates General of the Military Departments, respectively.2The 2012 Workplace and Gender Relations Survey of Active Duty Members (WGRA) is provided in itsentirety as a separate document and posted at 2012 Workplace and Gender Relations Survey of Reserve Component Members (WGRR) isprovided in its entirety as a separate document and posted at 2012 QuickCompass of Sexual Assault Response Coordinators (QSARC) is provided in its entiretyas a separate document and posted at, M.C. & Merrick, M.T. (2010). Prevalence of Intimate Partner Violence, Stalking, and SexualViolence Among Active Duty Women and Wives of Active Duty Men – Comparisons with Women in U.S.General Population, 2010. Atlanta, GA: National Center for Injury Prevention and Control, Centers forDisease Control and Prevention.6National Defense Authorization Act (NDAA) for FY13, Public Law (P.L.) 112-239, Section (Sec.) 578(2013).
  3. 3. FISCAL YEAR 2012 DEPARTMENT OF DEFENSEANNUAL REPORT ON SEXUAL ASSAULT IN THE MILITARY2DoD SAPRO organizes and reports Department progress in the SAPR program usingthe five overarching priorities within the DoD-Wide SAPR Strategic Plan. The Plan’sfive priorities are:1. Institutionalize Prevention Strategies in the Military Community;2. Increase the Climate of Victim Confidence Associated with Reporting;3. Improve Sexual Assault Response;4. Improve System Accountability; and5. Improve Stakeholder Knowledge and Understanding of SAPR.Institutionalize Prevention Strategies in the Military Community: The goal of thispriority is to establish a military culture free of sexual assault. The Department seeks toreduce, with the goal to eliminate, the number of sexual assaults involving Servicemembers through policy and institutionalized prevention efforts that influenceknowledge, skills, and behaviors. In FY12, the Military Services implemented andcontinued a variety of training and education programs for Service members thatfeatured bystander intervention and other prevention methods. DoD surveys indicatethat the vast majority of Service members are receiving prevention training, hearing keyprevention concepts, and reporting an intention to take active steps to prevent sexualassault. Although measuring the overall impact of prevention efforts is difficult, theDepartment uses the WGRA to estimate the prevalence (occurrence) of unwantedsexual contact (USC) involving Service members in a given year.7 In the 2012 WGRA,6.1 percent of Active Duty women and 1.2 percent of Active Duty men indicated theyexperienced some kind of USC in the 12 months prior to being surveyed. For women,this represents a statistically significant increase over the 4.4 percent USC ratemeasured in 2010. The change in the USC rate for men from 2010 to 2012 was notstatistically significant. The increased USC rate for women and the unchanged USCrate for men this year indicate that the Department has a persistent problem and muchmore work to do in preventing sexual assault in the Armed Forces.8 To that end, DoDSAPRO began to incorporate the 2012 Joint Chiefs of Staff (JCS) Strategic Direction tothe Joint Force on Sexual Assault Prevention and Response into an updated DoD-WideSAPR Strategic Plan.9 This new approach will be structured around fivemultidisciplinary and complementary lines of effort: Prevention, Investigation,Accountability, Victim Assistance (Advocacy), and Assessment.7The term “unwanted sexual contact” (USC) is the survey term for contact sexual crimes between adultsprohibited by military law, ranging from rape to abusive sexual contact. USC involves intentional sexualcontact that was against a person’s will or occurred when the person did not or could not consent. Theterm describes completed and attempted oral, anal, and vaginal penetration with any body part or object,and the unwanted touching of genitalia and other sexually-related areas of the body.8The 2012 WGRA was conducted in the last quarter of FY12. Many of the latest Military Serviceprevention programs and directives from the Secretary of Defense were not initiated or issued untilSeptember 2012 or the first quarter of FY13. As a result, the impact of the Department’s most recentefforts is not reflected in the 2012 WGRA results.9DoD Joint Chiefs of Staff (JCS), Strategic Direction to the Joint Force on Sexual Assault Prevention andResponse, May 2012.
  4. 4. FISCAL YEAR 2012 DEPARTMENT OF DEFENSEANNUAL REPORT ON SEXUAL ASSAULT IN THE MILITARY3Increase the Climate of Victim Confidence Associated with Reporting: The goal ofthis priority is to increase the number of victims who make a report of sexual assault.The Department strives to increase sexual assault reporting by improving Servicemembers’ confidence in the military justice process, creating a positive commandclimate, enhancing education and training about reporting options, and reducing stigmaand other barriers that deter reporting. In FY12, there were 3,374 reports of sexualassault involving Service members. These reports involve one or more Servicemembers as either the victim or subject (alleged perpetrator) of an investigation. The3,374 reports involve a range of crimes prohibited by the Uniform Code of MilitaryJustice (UCMJ), from abusive sexual contact to rape. This represents a 6 percentincrease over the 3,192 reports of sexual assault received in FY11, thus providing theDepartment greater opportunities to provide victim care and to ensure appropriateoffender accountability.The 3,374 reports involved 2,949 Service member victims. Of the 3,374 reports ofsexual assault in FY12, 2,558 were Unrestricted Reports. The Military Services initiallyreceived 981 Restricted Reports. At the request of the victim, 165 reports wereconverted from Restricted to Unrestricted Reports, leaving 816 reports remainingRestricted in FY12. In April 2012, the Secretary of Defense directed that effective June28, 2012, in certain sexual assault cases, the initial disposition authority for disciplinaryactions taken under the UCMJ be elevated to commanders in the O-6 grade (that is,colonel or Navy captain) or higher who possess at least special court-martial conveningauthority, to ensure these cases are handled by seasoned, more senior commanderswith advice of legal counsel.Improve Sexual Assault Response: The goal of this priority is to improve the qualityof the Department’s response to victims of sexual assault through programs, policies,and activities that advance victim care and enhance victims’ experience with thecriminal investigative and military justice processes. In FY12, the DoD Safe Helpline,the Department’s confidential 24/7 hotline resource for sexual assault victims, receivedmore than 49,000 unique visitors to its website and more than 4,600 individualsreceived specialized care through its online chat, telephone helpline, and texting referralservices.10The Department also implemented several policy changes in FY12 viaDirective-Type Memoranda (DTM) and the reissuance of DoD Directive (DoDD)6495.01, “Sexual Assault Prevention and Response Program.” These changesincluded a new expedited transfer policy, providing victims who make an UnrestrictedReport of sexual assault the option to request an expedited transfer from their assignedcommand or base. This year, 216 of 218 requests for expedited transfer wereapproved. Another policy change required the retention of most sexual assault recordsfor 50 years to improve the availability of documents for Service members and veteranswho reported the crime. Other policy changes incorporated sexual assault victims intothe definition of emergency care and encouraged mental healthcare referrals for victimsupon first contact with medical professionals. Additionally, the Military Services began10Each computer IP address is counted once and the unique visits number does not represent sexualassault victims.
  5. 5. FISCAL YEAR 2012 DEPARTMENT OF DEFENSEANNUAL REPORT ON SEXUAL ASSAULT IN THE MILITARY4implementing the FY12 National Defense Authorization Act (NDAA) requirement toassign at least one full-time Sexual Assault Response Coordinator (SARC) and SAPRVictim Advocate (VA) to each brigade or equivalent unit level.11 Throughout the year,the Military Services also provided updated and improved training to thousands of firstresponders across the Department.Improve System Accountability: The goal of this priority is to ensure the SAPRprogram functions as it was intended. System accountability is achieved through datacollection, analysis, and reporting of case outcomes, as well as through oversightreview of SAPR program components. In FY12, the Department completeddevelopment of and deployed the Defense Sexual Assault Incident Database (DSAID),a secure, centralized, case-level data system for documenting sexual assault reportsand managing cases. The Department also continued to standardize case dispositiondefinitions, resulting in a standardized definition for the term “substantiated.” At the endof FY12, the Military Services reported dispositions for 2,661 of the 3,288 military andcivilian subjects receiving or waiting for a disposition for the allegations against them atthe close of FY12.12 Investigations determined that 947 of the 2,661 subjects wereeither outside the legal authority of the Department or a military criminal investigativeagency determined the allegations were unfounded (false or baseless). 13 Theremaining 1,714 subjects investigated for sexual assault were presented to militarycommanders for consideration of disciplinary action. Of the 1,714 military subjects,commanders could not take action against 509 due to evidentiary problems. Eighty-oneof the 1,714 military subjects received no disciplinary action because commandersdetermined the criminal allegations were unfounded (false or baseless). Commandershad sufficient evidence to take disciplinary action against 1,124 of the 1,714 militarysubjects. Of the 1,124 subjects, sexual assault charges were substantiated for 880subjects for whom it was determined a sexual assault offense warranted discipline. Forthe remaining 244 subjects, evidence supported command action for other misconductdiscovered during the sexual assault investigation (such as making a false officialstatement, adultery, underage drinking, or other crimes under the UCMJ), but not asexual assault charge. Sexual assault charges and other misconduct charges includedcourt-martial charge preferrals, nonjudicial punishment, administrative discharges, orother adverse administrative actions. Sixty-eight percent of subjects receivingdisciplinary action for a sexual assault had court-martial charges preferred againstthem.Improve Stakeholder Knowledge and Understanding of SAPR: The goal of thispriority is to ensure stakeholders know the Department is proactively working to combatthe crime of sexual assault in the military, demonstrate the Department’s sustained11NDAA for FY12, P.L. 112-81, 125 Stat. 1432, Sec. 584 (2012).12In order to comply with Congressional reporting requirements, the Department’s sexual assault datarepresents a 12-month snapshot in time. Consequently, at the end of FY12, 627 of the 3,288 subjectdispositions were still in progress and will be reported in forthcoming years’ reports.13Subjects outside the Department’s legal authority include unidentifiable offenders, civilians or foreignnationals, military subjects being prosecuted by a civilian or foreign authority, or subjects who died ordeserted before the conclusion of the investigation and/or disciplinary action.
  6. 6. FISCAL YEAR 2012 DEPARTMENT OF DEFENSEANNUAL REPORT ON SEXUAL ASSAULT IN THE MILITARY5efforts, and communicate the Department’s long-term commitment to achieving itsobjectives. In FY12, the Secretary of Defense, JCS, and Military Service leadershipdemonstrated sustained engagement and resolve to eliminate sexual assault from theArmed Forces by promoting senior leadership involvement in SAPR programs, fosteringcollaboration among the Military Services and civilian stakeholders, and reinforcingownership of both the problem and solutions. The Department reached out to victims ofsexual assault, civilian advocacy groups, and veterans’ organizations to inform them ofSAPR program progress and gain their feedback. The Secretary of Defense took anactive role by authoring new policies, directing the evaluation of programs, andincreasing awareness of the Department’s commitment to combating sexual assault.
  7. 7. SECRETARY OF DEFENSE1000 DEFENSE PENTAGONWASHINGTON , DC 20301 - 1000MAY 0 6 2013MEMORANDUM FOR SECRETARIES OF THE MILITARY DEPARTMENTSCHAIRMAN OF THE JOINT CHIEFS OF STAFFUNDER SECRETARY OF DEFENSE FOR PERSONNEL ANDREADINESSCHIEFS OF THE MILITARY SERVICESCHIEF OF THE NATIONAL GUARD BUREAUGENERAL COUNSEL OF THE DEPARTMENT OF DEFENSESUBJECT: Sexual Assault Prevention and ResponseAs leaders of the Department of Defense, we share a commitment to eliminate sexualassault from our Armed Forces. We are taking important steps to provide new training forcommanders, strengthen our training enterprise for all Service members, improve ourinvestigative and military justice system capabilities, and further professionalize our firstresponders. Even with strong leader emphasis and innovative new programs, we need to achievegreater progress in preventing sexual assault in our ranks. We can build upon these enhancedcapabilities but we must do better, a reality underscored by the persistent problem described inthe FY2012 Annual Report on Sexual Assault in the Military, released today.Ultimately, we must ensure that every Service member understands that sexist behaviors,sexual harassment, and sexual assault are not tolerated, condoned, or ignored. We need enduringculture change where every Service member is treated with dignity and respect; where allallegations of inappropriate behavior are treated with the utmost seriousness; where victimprivacy is protected, and they are treated with sensitivity; where bystanders are motivated tointervene; and where offenders know they will be held appropriately accountable. Our missionrequires a comprehensive and synchronized effort to ensure the entire Department is aligned inworking toward this end.Therefore, I am directing implementation ofthe attached 2013 DoD Sexual AssaultPrevention and Response (SAPR) Strategic Plan, which employs a multidisciplinary approach inprevention, investigation, accountability, advocacy/victim assistance and assessment to achieveunity ofeffort and purpose across the Department. This plan provides authoritative guidance toall stakeholders and defines our priorities, objectives, and initiatives.Your plans should align with this SAPR Strategic Plan. Please report back to me on thisalignment by July 31, 2013, with a copy to the Under Secretary of Defense for Personnel andReadiness (USD P&R). Further, the Secretaries ofthe Military Departments, with input from theChiefs ofthe Military Services, and Chiefofthe National Guard Bureau will report progress onimplementing this strategy in their next annual report on sexual assault in the military.
  8. 8. In addition, I am directing immediate implementation of the following measures tostrengthen our sexual assault prevention and response programs, specifically addressingaccountability, command climate and victim advocacy.• Enhancing Commander Accountability: To further enhance command accountability,the Service Chiefs, through their respective Secretaries ofthe Military Departments, willdevelop methods to assess the performance of military commanders in establishingcommand climates of dignity and respect and incorporating SAPR prevention and victimcare principles in their commands, and hold them accountable. Report your methods tome through USD (P&R) by November 1, 2013.• Improving Response and Victim Treatment: To improve overall victim care and trustin the chain ofcommand, increase reporting, and reduce the possibility ofostracizingvictims, the Secretaries of the Military Departments will implement and monitormethods to improve victim treatment by their peers, co-workers, and chains ofcommand. Solicit victim input in the development of these methods. Report yourmethods to me through USD (P&R) by November 1, 2013.• Assessing Military Justice Systems: To ensure a timely and independent assessment ofthe systems used to investigate, prosecute, and adjudicate crimes involving adult sexualassault and related offenses assessment ofmilitary justice systems, I call upon the panelestablished under Section 576 ofthe FY13 National Defense Authorization Act toaccelerate its review and provide final recommendations to me within 12 months ofthepanels first meeting.• Enhancing Commander Accountability: To enhance accountability and improveinsight into subordinate command climate, the USD (P&R) shall require that the resultsofFY13 National Defense Authorization Act-mandated annual command climatesurveys will now also be provided to the next level up in the chain of command.Implement this provision not later than July 31, 2013.• Ensuring Safety: To ensure the awareness and safety of our newest and aspiringService members, the Secretaries ofthe Military Departments will improve theeffectiveness of sexual assault prevention and response programs in recruitingorganizations, Military Entrance Processing Stations, and the Reserve Officer TrainingCorps. These assessments will include: 1) the selection, SAPR training, and oversightofrecruiters; 2) the dissemination of SAPR program information to potential and actualrecruits; and 3) the prevention and education programs in ROTC environments andcurricula. Report your findings to me through USD (P&R) by September 30, 2013.• Ensuring Appropriate Command Climate: To ensure DoD facilities promote anenvironment of dignity and respect and are free from materials that create a degrading oroffensive work environment, DoD component heads will direct comprehensive andregular visual inspections ofall DoD workplaces, to include military academies, by July1, 2013. The Air Force conducted such an inspection in FY13 and will therefore onlyreport the findings and actions taken from that previously conducted inspection. Reportyour findings to me through USD (P&R) by July 31,2013.2
  9. 9. Finally, to enhance the administration of military justice, in addition to my direction lastmonth to amend Article 60 ofthe Uniform Code of Military Justice and related proposedlegislation and previous direction to elevate disposition decisions, I am directing the DoD ActingGeneral Counsel to take the following actions:• Ensuring Victims Rights: Develop a method, in coordination with the Joint ServiceCommittee (JSC) on Military Justice, to incorporate the rights afforded to victimsthrough the Crime Victims Rights Act into military justice practice, to the extentappropriate. Report your findings and recommendations to me by November 1, 2013.• Improving Victims Counsel: Evaluate the Air Force Special Victims Counsel pilotprogram and other approaches to ensure that victims of sexual assault are provided theadvice and assistance they need to understand their rights and to feel confident in themilitary justice system. Report your findings and recommendations to me byNovember 1, 2013.The Department needs to be a national leader in preventing and responding to sexualassault. We are committed to lead the daughters and sons ofthe American people with thevalues ofour honorable profession and to ensure they serve in an environment that is free fromsexual assault and protects the dignity and respect of every Service member. These initiativesand plans, in addition to our on-going efforts, provide a roadmap for this Department to establishthe enduring culture that is required of our profession of arms.Attachment:As statedcc:Under Secretaries ofDefenseCommanders ofthe Combatant CommandsInspector General of the Department of DefenseAssistant Secretaries of DefenseDirectors ofthe Defense AgenciesDirectors ofthe DoD Field Activities3
  10. 10. Department of DefenseSexual Assault Prevention and ResponseStrategic Plan30 April2013
  11. 11. Table of ContentsForeword by Secretary of Defense iii1. Introduction 41.1 Relationship to Directives and Instructions 61.2 Planning Approach - Campaign Design 61.3 DoD SAPR Mission Statement 71.4 DoD Approach, Lines of Effort, Strategic Goals, and Endstates 71.5 Overarching Tenets 102. SAPR Tasks 102.1 LOE 1 -Prevention Tasks 112.2 LOE 2- Investigation Tasks 122.3 LOE 3- Accountability Tasks 132.4 LOE 4- AdvocacyNictim Assistance Tasks 142.5 LOE 5- Assessment Tasks 152.6 Overarching Tenet- Communications 162.7 Overarching Tenet- Policy 163. DoD SAPRO Center of Gravity Analysis 184. SAPR Metrics 194.1 Key Metrics that Identify SAPR Success 194.2 Measures of Effectiveness and Measures of Performance 205. References 21Department ofDefense DoD SAPR Strategic Plan April2013 ii
  12. 12. ForewordLeaders and Commanders of the Department of Defense,Our men and women in uniform put their lives on the line every day to keep America safe. Wehave a responsibility to lead them with the values ofour profession of arms and to ensure that thedaughters and sons of the American people serve in an environment that is safe and protects the dignityand respect ofevery member of our U.S Armed Forces.Sexual assault is a crime that is incompatible with military service and has no place in thisDepartment. It is an affront to the American values we defend, and it is a stain on our honor. DoDneeds to be a national leader in combating sexual assault and we will establish an environment ofdignity and respect, where sexual assault is not tolerated, condoned, or ignored.Considerable efforts are now underway to combat sexual assault. However, we still have muchwork to do across the Department. We can tum this around, but it will take time and requires continuedstrong leadership and education at all levels. To that end, I directed the DoD Sexual Assault Preventionand Response Office to partner with the Services and other Department of Defense components toreview and update the DoD Sexual Assault Prevention and Response Strategy.Significant collaboration and effort took place to produce this comprehensive strategy. Thisstrategy was developed to address the complex nature ofthe issue and better synchronize ourDepartment-wide efforts. It will remain a dynamic document, reviewed annually, to drive stakeholderaction within the Department.This multi-disciplinary approach is essential as there is no one single solution to eliminatingsexual assault from the military. The Department of Defense must remain vigilant and continuouslyexecute the tasks required across all five lines of effort: Prevention, Investigation, Accountability,AdvocacyNictim Assistance, and Assessment.I have full faith and confidence in our abilities and leadership as we strive to reduce andultimately eliminate sexual assault from the military. Thank you for your support!Department of Defense DoD SAPR Strategic Plan Apri12013 iii
  13. 13. 1. Introduction.The Department ofDefense (DoD) Sexual Assault Prevention and Response Office(SAPRO) conducted a Sexual Assault Prevention and Response (SAPR) strategic planning effort in2009 to align SAPR priorities across DoD. This plan was created through collaboration betweenDoD SAPRO, the Military Services, and other SAPR stakeholders. The revised DoD Sexual AssaultPrevention and Response Strategic Plan continues this effort to establish a central plan that capturesstrategic SAPR priorities, goals, objectives, actions and/or initiatives, and targets performanceoutcomes jointly among DoD Components, which includes the Office ofthe Secretary ofDefense(OSD) components as well as the Military Departments. This document reflects the continuation ofthis collaborative effort.The objectives of this plan are to achieve unity of effort and purpose across all of DoD in theexecution of sexual assault prevention and response; to develop objective criteria for measuringprogress; and to publish tasks that operationalize lines of effort in sexual assault Prevention,Inve~tigation, Accountability, Advocacy/Victim Assistance, and Assessment.The Secretary of Defense affirmed the Departments commitment to eliminating sexualassault from the U.S. Armed Forces by introducing new measures to create a culture free fromsexual assault. The uniformed leadership communicated its resolve and commitment to reducing --with the goal of eliminating-- sexual assault with its Strategic Direction to the Joint Force. Thisdocument was published in May 2012. In it, the eight members ofthe Joint Chiefs of Staffprovidedtheir collective guidance to the U.S Armed Forces:This Strategic Direction is written for commanders and leaders to improve awarenessofsexual assaults, operationalize our commitment, andfacilitate dialogue and opencommunications across our formations. The Joint Chiefs and Commandant of theCoast Guard, together with our DoD Sexual Assault Prevention and ResponseProgram (SAPR) professionals, penned this guidance to synchronize those efforts.Together, we will operationalize the concerted efforts of the DoD SAPR Office andour Service programs with renewed commitment to eliminate sexual assault crimeswithin our ranks.Commanders and leaders at every level must integrate the intent, lines ofeffort andtenets of this Strategic Direction as a part of our daily command routines andactivities. We must take conscious steps to understand, identify and reduceenvironmental risks, predatory and high-risk behaviors and personal vulnerabilitiesassociated with sexual assaults or other abuse crimes. It is up to you, as commandersand leaders, to safeguard our core values and Service cultures by promoting aclimate and environment that incorporates SAPR principles as habitual and inherentcharacteristics of our commands. Commanders and leaders must personally read,understand and implement this strategy.11The Joint Chiefs of Staff, Strategic Direction to the Joint Force on Sexual Assault Prevention andResponse, 7 May 2012Department of Defense DoD SAPR Strategic Plan April2013 4
  14. 14. This comprehensive strategic direction, provided by the Joint Chiefs of Staff, required thereview and revision ofthe 2009 SAPR strategy. On behalf ofthe Secretary of Defense and theUnder Secretary for Personnel and Readiness (USD P&R), SAPRO partnered with the DoDcomponents, the Military Departments, and the Services to develop this strategic plan, ensuringgoals, objectives, milestones, and criteria for measuring progress were created and or revised, inorder to enhance unity of effort and reinforce synchronization.In doing so, the Department will continue to advance the priorities from the 2009 SAPRstrategy of reducing sexual assaults in the military community; increasing the number andpercentage of sexual assaults that are reported; increasing the availability, access, and quality ofresponse for victims of sexual assault; improving the accountability, reliability, and sustainment ofDoD SAPR services; and effectively communicating sexual assault prevention and response tostakeholders. These efforts are fully integrated in this strategy.This plan will continue to be a dynamic document and will be reviewed annually. It drivesstakeholder action by using existing authorities promulgated in law and policy and serves as a focalpoint ofdirection to advance sexual assault prevention and response throughout the DoD. This planwill be managed and updated by USD (P&R) through DoD SAPRO, in coordination with theMilitary Departments, Services, and the Office ofthe Inspector General (IG), using existingoversight mechanisms (e.g., Joint Executive Council, Government Accountability Office (GAO)reports, audits, IG reports, annual Congressional reporting requirements), and the responsive input ofcollective stakeholders. Implementation oftasks and progress will be reviewed every other month atregularly scheduled DoD SAPR Integrated Product Team (IPT) meetings. Reports on completion oftasks and updates to assigned tasks are provided, at a minimum, annually, for inclusion in theDepartment ofDefense Annual Report on Sexual Assault in the Military.DoD capabilities employed in support ofthis plan are assigned to OSD, the DoD IG, theOffice ofthe DoD General Counsel, Chairman ofthe Joint Chiefs of Staff, the Joint Staff, theCombatant Commands, the Military Departments, each of the four Services, and the National GuardBureau. This strategic approach will guide and inform policy development, organization, training,and employment ofthe variety of means used to operationalize this strategic plan. Stakeholdersinclude:• Office ofthe Secretary of Defense (OSD)- Sexual Assault Prevention and Response Office(SAPRO), Office ofthe Deputy Assistant Secretary of Defense for Military Personnel Policy(DASD/MPP); Office ofthe Deputy Assistant Secretary of Defense for Civilian PersonnelPolicy (DASD/CPP); Office of Legal Policy (OLP); Legislative Affairs (OSD LA); PublicAffairs (OSD PA); Deputy Assistant Secretary of Defense for Readiness (DASD(R)); Officeofthe DoD General Counsel (OGC); Office ofLegal Counsel (OLC); Assistant Secretary ofDefense, Health Affairs (HA); Office ofthe Deputy Assistant Secretary of Defense forMilitary Community and Family Policy (DASD/MC&FP); Office of Diversity Managementand Equal Opportunity (ODMEO); the Defense Manpower Data Center (DMDC); theDefense Equal Opportunity Management Institute (DEOMI); and Reserve Affairs (RA).• The Joint Staff (JCS)• The Military Departments- Departments ofthe Army, Navy, and Air Force• The Military Services- The U.S. Army, Navy, Air Force, and Marine Corps• The National Guard Bureau (NGB)Department ofDefense DoD SAPR Strategic Plan April2013 5
  15. 15. • The Offices of The Judge Advocates General (OTJAGs) ofthe Army, Navy, and Air Force,and the Office ofthe Staff Judge Advocate to the Commandant ofthe Marine Corps.• Office ofthe Inspector General (IG)This plan is not all-encompassing nor fully exhaustive of all SAPR activities performedwithin or by the DoD SAPR community. Instead, this plan highlights and captures those tasks thatcontribute directly to the strategic objectives set forth in this document, as identified by planstakeholders.Since this plan captures planning components from different organizations, each organizationdesignated in the task matrix as office ofprimary responsibility (OPR) is responsible foraccomplishment ofthe tasks designated to it and supporting actions and /or initiatives. For thisreason, plan components may be written at different levels and stress different activities. However,the collective stakeholders are committed to the same strategic objectives and endstates. Anexplanation ofthe collective development of SAPR Metrics in Section 4 ofthis documentdemonstrates the commitment to shared measurement and accountability for the DoD SAPRStrategic Plan.1.1 Relationship to Directives and InstructionsIn this strategic construct, policy issuances promulgated by the DoD and the Servicesfunction as tools employed by sexual assault prevention and response elements. The promulgationof policy in accordance with these tasks further operationalizes the strategy approach outlined in thisStrategic Plan and the Strategic Direction to the Joint Force on SAPR. DoD Components and theSecretaries ofthe Military Departments will align implementing plans and policies with thisstrategic plan.Overall, DoD Directive 6495.01 , Sexual Assault Prevention and Response Program,establishes DoD policy and assigns responsibilities for prevention, advocacy, and victim care. DoDInstruction 6495.02, SAPR Program Procedures, and associated Service policies, furtheroperationalize this program. Investigation and accountability lines of effort are operationalized bypolicies issued by the DoD IG and the Services, and the OTJAGs, respectively.This strategic plan does not change the existing oversight and programmatic structure andresponsibilities ofthe IGor the OTJAGs, nor does it create a new oversight structure oftheseentities within OSD.1.2 Strategic Planning Approach - Campaign DesignDoD shifted its planning methodology to Campaign Plan design outlined in Joint OperationPlanning publication (JP 5-0) in order to address the complex nature of our SAPR mission and bettersynchronize efforts.DoD used lines of effort to develop the campaign plan. A line ofeffort (LOE) links multipletasks and missions to focus efforts toward establishing operational and strategic conditions. BecauseSAPR involves many nonmilitary factors, LOEs were used to link tasks, effects, and the desiredendstate, as depicted by Figure 1.Department ofDefense DoD SAPR Strategic Plan April 2013 6
  16. 16. DoD-Wide Sexual Assault Prevention and Response Strategic Plan Lines of Effort and Priority Tasks~-"c6~~1:1. Prevention- Deliverconsistent and effective prevention methods and programs.0 0 0 0 0 >Review and update Enhance and integrate Develop core Establish and Deploy innovation andthe 2008 DoD SAPR training into all competencies and implement polides assessment teams toSexualAssault levels of professional learning objectives for that mitigate high-risk identifyand sharePrevention Strategy. military education. all forms of SAPR behaviors and promising preventionEndstates:Cultural imperatives of mutualrespect and trust, professionalvalues,and team commitmentare reinforced to create anenvironment where sexual~Etraining , i.e. SARCs, assault is not tolerated,personal practices.":;;1-------------_::P:.:•..:·co::.m:::.m::.:•:.:•d:::.,•:.;:tc:.. ___v--ul--ne__ra_bi_lit_ies_.----------1condoned, or ignored.2. Investigation- Achieve high competence in the investigation of sexual assault.~c"~~0 .0 0 0 0 0 >Establish Special Establish policy, evaluate Enhance training for Establish a Military Enhance investigativeVictim Capability. program performance, investigators of Criminal Investigative evidence collection andand provide guidance for sexual violence. Organization Council to laboratorysubmissions.~ ~ criminal investigation and assess and share jointE ~ law enforcement technologyand besttii ~~~ ~~Investigative resourcesyield timely and accurateresults..f ~ t-3-.-A-cc_o_u_n-ta~b~il:-ity--"-A"c"h.::ie"v-e~h-ig~h-c-o-m-p-et-e-n-ce-i-n~h-o:-ld:-in-g-o""ff:-e-nd~e::...r_s-ap-p-ro_p_r-ia-te~ly_a_c_c-ou_n_t...,ab~l-e.----l~ j (1 1:1 1:) (:1 (:1 > ::~~;~:~~~ya~;c~:~~table.Ul ., Establish Special EnhanceSAPR Conduct and assess pilot Establish and support Enhance SAPR first~ ~ Victim Capability. trainingfor attorneys programfor Special independent review panels responders knowledge•· •• and military judges. Victim Counsel. for Response Systems and of Military Rule of5 ~ Judicial Proceedings. Evidence 514li ~ (protected comms).i!t-4-.-A..,.dv_o_ca_cy_/7V""ict-i,..m_A_s""si,""el,...iv-er-c-o-ns-is-te-n-ta-n""d,...e""ff,,""ic-t:-im- s-u-pp-o-rt-,-,e-spo- n-se-,-an-d,..r-ep-o-rt..,.in-g-o-pt..,.io-n-s.-l.. ~o o o o o >., c: Establish and Sustain DoD Safe EnhanceSARC/VA Assess and improve Collaborate with VA to·~]:J 4J operate HelpUne. training. portability of victim develop victimE ,g certification services indeployed continuity ofcare5fti program for environment. protocol.u iil, SARCs/VAs.improvement.~ ~ t-:s".""A-ss-e-ss_m_e_n_t--""Eff"e-:ct--,-iv""el,...y_st_a-nd..,.a-r""di,...ze-,-m:-e-a-su-r-e,-a-n-al,..y-ze-,-as-s-e:-ss-, a-n-d:-r-e-po-rt-pr_o_g-ra-:m_p_r_o-gr-e-ss-.-->--l.. ? 0 II 0 II 0 .·E ~ Compile and publish Develop, refine, Oversee Analyze SAPRdata to identify Conduct SAPRreview~ ~ mandated SAPR train, and maintain implementation of positive and negative trends, and assessment ofjointE ~ reports to Congress. DSAIOacross the GAO and OTF-SAMs best practices, and areas for basing.8 ] Total Force. recommendations.Figure 11.3 DoD Sexual Assault Prevention and Response Mission StatementDoD provides high qualityservices and support to instillconfidence and trust,strengthen resilience, andinspire victims to report.DoD incorporates responsive,meaningful, and accuratesystems of measurement andevaluation into every aspectof SAPR.The Department ofDefense prevents and responds to the crime of sexual assault in order toenable military readiness and reduce-- with a goal to eliminate-- sexual assault from the military.1.4 DoD Approach, Lines of Effort, Objectives, and EndstatesReducing and eliminating sexual assault requires a multi-pronged approach-- one thatleverages a wide range of initiatives and engages every Service member to prevent the crime fromoccurring in the first place. When an assault occurs, effective processes and personnel withspecialized training must be in place to respond, care for victims, investigate every allegation, andhold offenders appropriately accountable.Underpinning our efforts is the need for enduring culture change-- requiring leaders at alllevels to foster a command climate where sexist behaviors, sexual harassment, and sexual assault arenot tolerated, condoned, or ignored; a climate where dignity and respect are core values we must alllive by and define how we treat one another; where bystanders are trained and motivated tointervene and prevent unsafe behaviors; where victims reports are taken seriously, their privacy isrespected, and they are treated with sensitivity; and finally, a climate where offenders know theywill be held appropriately accountable for their actions.Department of Defense DoD SAPR Strategic Plan April2013 7
  17. 17. Five SAPR LOEs were established to guide and focus strategic planning efforts withcorresponding objectives and endstates. The LOEs are Prevention, Investigation, Accountability,AdvocacyNictim Assistance, and Assessment. DoD Components will use these LOEs as thefoundational basis for their plans, to ensure unity of effort, synchronization, and the creation of acommon approach to assessments. These LOEs, objectives, and endstates are defined as follows:1) PreventionObjective- Deliver consistent and effective prevention methods and programs.Endstate - Cultural imperatives of mutual respect and trust, professional values, and teamcommitment are reinforced to create an environment where sexual assault is not tolerated, condoned,or ignored.Our prevention goal is to deliver consistent and effective prevention methods and programs. It iscritical that our entire military community work together to preclude criminal behavior fromoccurring and respond appropriately to incidents when they occur. Sustained leader emphasis byCommanders and first line supervisors is critical to this effort, as they are central in establishing theclimate of dignity, respect, sensitivity, and environmental expectations that can reduce and eliminatethis crime. As such, the Department i~ developing core competencies and learning objectives for allSAPR training, starting with Pre-command and Senior Enlisted, to ensure consistent learning andstandardization throughout the Military Departments and Services. In collaboration with theMilitary Departments and Services, DoD is deploying innovation and assessment teams across thenation to identify promising prevention strategies and techniques. We are also collaborating with avariety of sexual assault prevention practitioners and researchers to ascertain which preventionpolicies and programs are most effective. Our desired end state is an atmosphere where culturalimperatives of mutual respect and trust, professional values, and team commitment are reinforced tocreate an environment where sexual assault is not tolerated, condoned, or ignored.2) InvestigationObjective - Achieve high competence in the investigation of sexual assault.Endstate - Investigative resources yield timely and accurate results.The Department is committed to achieving high competence in every investigation of sexual assault,which begins with an unrestricted report and the independent and professional investigation by theServices Military Criminal Investigative Organizations (MCIOs). Our investigative resources needto yield timely and accurate results that employ scientifically-informed techniques and maximize therecovery of physical and testimonial evidence while minimizing the potential for retraumatization.DoD will continue to develop specialized investigative capabilities that enable professional,responsive and accurate investigations that are independent from the chain of command. Toestablish a DoD Special Victims Capability, the Secretaries of the Military Departments will providespecially trained investigators. This capability will deliver a distinct, recognizable group ofprofessionals who collaborate to ensure effective, timely, responsive worldwide victim support, anda capability to investigate and address child abuse, serious domestic violence, and/or sexual assaultoffenses.3) AccountabilityDepartment of Defense DoD SAPR Strategic Plan April2013 8
  18. 18. Objective - Achieve high competence in holding offenders appropriately accountable.Endstate - Perpetrators are held appropriately accountable.Holding offenders appropriately accountable is the objective in the accountability line of effort. TheDepartment will continue to provide a fair and equitable system of accountability that promotesjustice, assists in maintaining good order and discipline in the U.S. Armed Forces, and promotesefficiency and effectiveness in the military establishment, thereby strengthening the national securityofthe United States. Commanders are a critical part ofthis justice system. To establish a DoDSpecial Victims Capability, the Secretaries of each Department will provide specially-trainedattorneys, victim witness assistance personnel, domestic abuse and sexual assault victim advocates,and paralegals. This capability will expand and leverage existing resources to deliver a distinct,recognizable group of professionals collaborating to provide effective, timely, responsive worldwidevictim support, and a capability to investigate and address child abuse, serious domestic violence,and/or sexual assault offenses.4) AdvocacyNictim AssistanceObjective- Deliver consistent and effective victim support, response, and reporting options.Endstate - DoD provides high quality services and support to instill confidence and trust, strengthenresilience, and inspire victims to report.Our goal is to standardize and deliver effective victim support, response, and reporting options, sothat we instill confidence and trust, strengthen resilience, and inspire victims to report sexualassaults, either restricted or unrestricted. From the initiation of a report through case disposition inthe justice system to victim recovery, we care for our victims. When victims report, they areprovided a safe environment and offered medical care, counseling, legal assistance, and victimwitness assistance. Because sexual assault is such an underreported crime, it is imperative that ourprogram inspires victim confidence and motivates victim reporting -- a necessary bridge to greatervictim care and increased offender accountability as appropriate. Our Sexual Assault ResponseCoordinators (SARCs) and Victim Advocates (VAs) are the critical capability we employ to achievethese objectives. The Department has established a certification program to align their training andqualifications with the national victim advocate certification programs, ensuring professional andhighly competent delivery of victim advocacy and assistance. Further, the Department remainscommitted to ensuring alleged offenders are afforded their due process rights.5) AssessmentObjective- Effectively standardize, measure, analyze, assess, and report program progress.Endstate - DoD incorporates responsive, meaningful, and accurate systems of measurement andevaluation into every aspect ofthe SAPR program.We aim to standardize assessment methodologies and to effectively measure, analyze, assess, andreport the progress ofthe SAPR program. Assessment is an enduring process of data collection andanalytics designed to improve program effectiveness and is embedded within each ofthe other fourlines of effort. This effort includes valuable feedback from Service members and DoD civilianpersonnel in the form of surveys and also includes feedback from commanders, victims, and victimadvocates. Our goal is to incorporate responsive, meaningful, and accurate systems of measurementand evaluation into every aspect ofour programs in order to determine the impact we are having onreducing and eliminating sexual assault. A critical DoD capability is SAPRO, which serves as thesingle point of authority, accountability and oversight ofthe SAPR program policy. As such, theDepartment of Defense DoD SAPR Strategic Plan April 2013 9
  19. 19. Department employs a variety of capabilities such as the Defense Sexual Assault Incident Database(DSAID) and survey instruments, and prepares reports to Congress to ensure DoD-wide compliancewith the SAPR program. Other assessments such as charted oversight bodies or task forces, theGAO, and internal inspections and assessments provide a variety of means for program assessmentacross the Department.1.5 Overarching TenetsOverarching tenets represent precepts essential to refining a professional culture andcommand climate/environment. They set conditions to optimize program implementation. As acomplement to the tenets defined in the Strategic Direction to the Force on SAPR, DoD developedtenets that intersect all LOEs and are essential to operationalizing, synchronizing, and ensuringconsistent SAPR program execution across the Department. These tenets are Communications andPolicy.The Strategic Direction to the Joint Force on SAPR further expands the tenets to includeLeadership, Culture and Climate/Environment, Integration, and Resourcing. Each ofthese tenetsmust be realized in order to achieve optimal integration ofthe SAPR Program into the commandenvironment as a weakness in one potentially degrades the whole. Overarching tenets and LOEsoperationalize the program as a natural extension of a unit culture based on professionalism, corevalues, trust, and ultimately, reaffirm the militarys enduring commitment to the health and readinessof its Service members and their families.2. SAPR TasksOffered below are the results ofthe collaboration and collective efforts ofthe DoD SAPRcommunity in preparing a plan that captures the most targeted and relevant tasks being performed torealize the DoD SAPR Strategic Plan. The following section captures the tasks defined by planowners to be pursued and executed. Progress towards target outcomes, as captured by the measuresand targets defined in Section 5.2 ofthis document, shall be provided by DoD SAPRO incooperation with the collective plan owners. Specific details about plan progress and milestonesshall be provided by the respective participating organizations. Figure 2 contains a key to explainthe information contained in each ofthe task columns.Task Kc~:Time: Short = 0 to 1 Year (from date ofpublication)Med = 1to 2 YearsLong= 2 to 3 YearsContinual = On-going/Cyclic RequirementPriority = Importance to overall strategy; 1 being the most importantOPR =Office ofPrimary Responsibility** = Action outlined in Strategic Direction to the Joint Force onSAPR++=Provision published in NDAA FY12""=Provision published in NDAA FY13Figure 2Department ofDefense DoD SAPR Strategic Plan April2013 10
  20. 20. 2.1 LOE 1 - Prevention TasksTask Time Priority OPRImplement the 2013 DoD SAPR Strategic Plan. Short 1 AllConduct collaborative review to update the 2008 DoD Sexual Assault Med 2 MilitaryPrevention Strategy.**Departments &Services,SAPROEnhance and integrate SAPR Professional Military Education in Med 3 Militaryaccordance with NDAA FY12 requirements.**++Departments &ServicesDevelop core competencies and learning objectives for all SAPR Short 4 Militarytraining to ensure consistency throughout the military.Departments &Services,SAPROEnhance Pre-command and Senior Enlisted SAPR training.** 11 Short 5 MilitaryDepartments &ServicesEnhance SAPR accession training and programs. Explain sexual Short 6 Militaryassault policies to all Service members within 14 days oftheir entranceDepartments &Serviceson active duty. ** 11Operationalize findings and recommendations from Initial Military Short 7 MilitaryTraining reviews.Departments &ServicesEstablish and implement policies that mitigate high-risk behaviors and Med 8 Militarypersonal vulnerabilities (e.g., alcohol consumption, barracksDepartments &visitation).**Services, NGBDevelop, conduct, and assess command climate surveys within 120 Short 9 Militarydays of assuming command and annually as appropriate.**//Departments &Services,SAPRO, NGB,ODMEODeploy SAPR innovation and assessment teams to identify and share Short 10 Militarypromising prevention strategies and techniques.Departments &Services,SAPROEstablish collaboration forum with external experts, federal partners, 11 MilitaryMilitary Services, advocacy organizations, and educational institutionsContinual Departments &Services,to capture and share prevention best practices and lessons learned. SAPROReview national (e.g., state, university), and coalition (e.g., U.K. and Med 12 SAPRO,Canada) SAPR programs to identify best practices and lessons learned. OGCEnhance SAPR Annual/Pre-/Post-deployment Training. ++ Short 13 MilitaryDepartments &ServicesIncorporate specific SAPR monitoring, measures, and education into Short 14 Militarynormal command training, readiness and safety forums (e.g., quarterlyDepartments &training guidance, unit status reports, safety briefings).**Services, NGBEstablish assignment transition policy that ensures Service member Short 15 Militarysponsorship, unit integration, and immediate assignment into a chain ofDepartments &command.**Services, NGBExplore expansion of SAPR training to include Recruit Sustainment Short 16 MilitaryPrograms, Student Flight Programs, and for National Guard prior toDepartments &arrival at Basic Training.Services, NGBDepartment of Defense DoD SAPR Strategic Plan April 2013 11
  21. 21. Establish Special Victim Capability (SVC). "" 1 MilitaryDepartments &Services,SAPRO, HA,Establish policy, monitor, and evaluate program performance and Continual 2provide guidance with respect to all DoD activities relating tosexual assault criminal investigation and law enforcementprograms, pursuant to DoDI 5106.01, such as evaluation ofve evidence collection and submissions.Enhance training for investigators of sexual violence. Med 3 MilitaryDepartments &ServicesDevelop procedures to ensure early coordination between MCIOs Short 4 Militaryand Judge Advocates when initiating sexual assaultDepartments &ServicesEstablish a Working Group to review initial baseline, periodic Short 5 Militaryrefresher, and advanced sexual assault investigation training inDepartments &Servicesorder to establish common criteria, measures of effectiveness, andresources and se.Establish Special Victim Capability case assessment protocol for Short 6 Militaryopen and closed sexual assault, child abuse, and serious domesticDepartments &Servicesviolence cases.Develop policy to ensure sexual assault documentation (DD Form Short 7 Military2911) is retained in accordance with NDAA FY13.Departments &NGBSustain Defense Enterprise Working Group of Military Criminal Short 8 MilitaryInvestigation Organizations and Defense Criminal InvestigativeDepartments &ServicesService to assess and validate joint investigative technology, bestpractices, and resource efficiencies benchmarked against externallaw enforcement **Review existing procedures to ensure all sexual assault crimes are Short 9 Militaryreferred to an MCIO.**Departments &ServicesDepartment of Defense DoD SAPR Strategic Plan April2013 12
  22. 22. 2.3 LOE 3 - Accountability Tasksil!:£fB .~ .. CiiRBEstablish Special Victim Capability. AA Med 1 MilitaryDepartments &Services,SAPRO,HA,MC&FP(FAP)Enhance sexual assault training for attorneys and military judges. Med 2 MilitaryDepartments &ServicesConduct assessment of DoD Pilot Program for Special Victims Counsel. Short 3 OGC, MilitaryDepartments &ServicesEstablish and support independent review and assessment panels of Short 4 OGCUniform Code of Military Justice (UCMJ) Response Systems and JudicialProceedings. AAExpand the availability, sequencing, and scope of commanders legal Short 5 Militarycourses across the Services.**Departments &ServicesAssess effectiveness ofthe policy to elevate initial disposition authority in Short 6 Militarycertain sexual assault cases to commanders, in the grade of 0-6 or higher,Departments &Serviceswho possess Special Court Martial Convening Authority.**Update policies on separation of sexual offenders.** Short 7 MilitaryDepartments &ServicesEnsure paralegals and victim-witness assistance personnel receive Short 8 Militaryspecialized SAPR training for responding to allegations of sexualDepartments &Servicesassault.**Implement a dispositions and case synopsis module into Defense Sexual Med 9 SAPROAssault Incident Database (DSAID). AAIncrease SAPR first responder knowledge of MRE 514 (Victim Advocate- Short 10 MilitaryVictim Privilege).Departments &ServicesEstablish NGB measure for tracking referrals for investigation of Med 11 NGBunrestricted reports of sexual assault to either MCIOs, civilian LawEnforcement, or NGB-JA/Office of Complex Investigations.Department of Defense DoD SAPR Strategic Plan April 2013 13
  23. 23. 24 N" f A . t T kLOE4 Ad. - vocacy1 IC liD ss1s ance as sTask Time Priority OPREstablish and operate certification program for SARC)/ SAPR VAs).** Short 1 MilitaryDepartments &Services,SAPROSustain DoD Safe Helpline and ensure local24/7 contact capability. Continual 2 SAPRO,MilitaryDepartments &Services, NGBEnhance SARCNA training. Short 3 MilitaryDepartments &Services, NGB,SAPRODevelop policy to ensure victims are provided appropriate rights, Short 4 Militaryprotections and services; ensure alleged offenders are provided dueDepartments &Servicesprocess rights.**Strengthen service provider participation in an integrated victim Med 5 Militaryservices network of care. Effectively integrate SAPR support andDepartments &Services, NGB,victim services (e.g., legal, health, investigations, SARC, SAPR VAs, SAPRO, OLP,Victim Witness Assistance Programs, IG).** HACollaborate with Department of Veterans Affairs and external Veterans Med 6 SAPRO,Service Organizations to develop victim continuity of care protocol. MilitaryDepartments &ServicesCollaborate with civilian victim response organizations to improve Continual 7 Militaryinteroperability.Departments &Services, NGB,SAPRO, HAAssess and improve portability of victim services in deployed Short 8 Militaryenvironments.**Departments &Services, JCS,SAPROEnhance sexual assault health care provider training. Short 9 MilitaryDepartments &Services, HADevelop policy to allow Reserve Component (RC) Service members Short 10 Militarywho are victims of sexual assault while on active duty to remain onDepartments &active duty status (includes Warrior Transition Units) to obtain theServices, NGBtreatment and support afforded active duty members.** A AResource, standardize, and distribute SARCNA toolkits. Continual 11 MilitaryDepartments &Services, NGB,SAPRODepartment of Defense DoD SAPR Strategic Plan April2013 14
  24. 24. 2.5 LOE 5 - Assessment TasksTask Time Priority OPRCompile and publish mandated SAPR reports to Congress (e.g., Continual 1 MilitaryDepartments &Annual/Military Service Academies (MSA)/DSAID). Modify annual Services, SAPROreport to include greater detail and information on sexual assaults. AADevelop, refine, train, and maintain DSAID across the Total Force.** Continual 2 MilitaryDepartments &Services, SAPROOversee the implementation of Government Accountability Office Short 3 MilitaryDepartments &(GAO) and Defense Task Force- Sexual Assault in the Military Services, DoD IG,Services (DTF-SAMS) recommendations. HA, OGCConduct RC and NGB SAPR program review and establish viable Med 4 MilitaryDepartments &policy. Services, NGB,SAPROConduct SAPR review and assessment of Joint Environments. Med 5 MilitaryDepartments &Services, SAPROConduct Force survey cycle. Increase frequency (every two years) of Continual 6 DMDCWorkplace and Gender Relations surveys. AASustain SAPR program at DEOMI (Command Climate Surveys and Continual 7 SAPRO,SAPR Education incorporated into EEO/MEO curriculum). ODMEOExplore whether DoD can operationalize metrics reporting in support Med 8 Militaryof commanders.** Employ comparative civilian research in metrics.Departments &Services, SAPROHarmonize DoD and Services survey methodologies, frequency, and Short 9 Militarykey metrics to effectively standardize, measure, analyze, assess, andDepartments &Services, SAPRO,report program progress. DMDCAnalyze and assess variances in Restricted/Unrestricted Reporting Continual 10 SAPROacross the Services.Conduct SAPR program compliance inspections. Continual 11 MilitaryDepartments &ServicesDevelop and enhance standardized victim surveys. Med 12 MilitaryDepartments &Services,DoDIGAnalyze and assess feedback from DoD Safe Helpline to identify Continual 13 SAPROpositive and negative trends.Assess the extent to which the continuum of harm is or should be Med 14 SAPROaddressed in SAPR policy.Assess SHARP training applicability for Army National Guard due to Med 15 Army, NGBstate vs. federal differences, structure, and authorities.Assess feasibility of a SARC Military Occupational Specialty (MOS) Long 16 MilitaryDepartments &or restructuring of military table oforganization; addition of skill Servicesidentifiers.Analyze SAPR data to identify positive and negative case disposition Continual 17 SAPROtrends from the DoD Annual Report on Sexual Assault in the Military.Assess feasibility of incorporating sexual assault prevention training Long 18 Militaryin Family Readiness, Family Advocacy Program (FAP), andDepartments &ServicesSubstance Abuse programs to enhance FAP and SAPR collaborationand training.Department of Defense DoD SAPR Strategic Plan April 2013 15
  25. 25. 26. 0 h T t Cverarc mg ene - ommumcatwns T ksasTask Time Priority OPREmploy and assess SAPR Communications Strategy. Continual 1 MilitaryDepartments &Services,SAPRO,OSDPAMaintain Congressional relations. Continual 2 MilitaryDepartments &Services, OSDLA,SAPRODevelop and employ SAPRO Media Watch. Continual 3 SAPRODevelop and update DoD-wide Public Affairs Guidance. Continual 4 SAPRO,OSDPADevelop department wide themes, guidance, and execute DoD level Continual 5 SAPRO,Sexual Assault Awareness Month (SAAM) events.OSDPA,MilitaryDepartments &Services, NOBDevelop, resource, and execute Sexual Assault Awareness Month Continual 6 MilitaryPlan.Departments &Services, NOB,SAPRODevelop and implement federal partner and Veteran Service Continual 7 SAPROOrganization (VSO) Outreach.Assess and maintain webpage. Continual 8 SAPROPublish SAPR Source. Continual 9 SAPROSustain White House Violence Against Women Liaison. Continual 10 SAPRO27. 0 h Tverarc mg enet- P r T ks0 ICy asTask Time Priority OPRReview, revise, update, and issue policy (e.g. DODD, DOD!, DD Continual 1 SAPROForms)Conduct SAPR IPTs and quarterly Service meetings. Continual 2 SAPRODevelop implementation plan for specialized medical and mental Short 3 Militaryhealth care policy for sexual assault victims (GAO Report 13-182).Departments &ServicesRevise DD Form 2910 to incorporate updates, including expedited Short 4 SAPROtransfer and document retention notification. AAEstablish/reinforce policies to ensure recruits convicted of sexual Short 5 Militaryassault offenses do not receive accession waivers and to requireDepartments &Services, NOB,mandatory processing for administrative separation of Service DASD/MPPmembers convicted of committing a sexual assault. AAModify policy for record of dispositions of unrestricted reports. AA Short 6 MilitaryDepartments &Services, DOD10Modify policy provisions for command climate assessments. AA Short 7 MilitaryDepartments &Services, NOB,ODMEOModify policy provisions for dissemination of sexual assault Short 8 Militaryinformation (e.g., hotline phone numbers and internet websites). AADepartments &Services, NOB,SAPRODepartment of Defense DoD SAPR Strategic Plan April2013 16
  26. 26. Modify policy provisions for general education campaign for Short 9 Militarycorrection of military records when victims experience retaliation. ""Departments &Services, NGBEstablish policy to require General/Flag Officer (G/FO) review of and Short 10 DASDIMPP,concurrence with a recommendation to involuntarily separate a SAPROService member who made an unrestricted report of sexual assault ifthe Service member requests a G/FO review. ""Establish policy for the use of DoD funds and facilities for abortion in Short 11 Militarycases of rape and incest. Revise related line of duty policies. ""Departments &Services, NGB,HAExplore expansion of restricted reporting to civilians and contractors. Med 12 SAPRODepartment of Defense DoD SAPR Strategic Plan April2013 17
  27. 27. 3. DoD SAPRO Center of Gravity AnalysisCenters of gravity (COG). DoD SAPRO conducted a COG analysis to focus our efforts andpriorities. The COGs identified in Figure 3 are the critical capabilities we employ in each LOE andcorrespond with the higher priority tasks outlined in sections 2.1 through 2.5 of the strategic plan.LOE Centers of GravityPrevention Commanders and first line supervisorsInvestigation Special Victims Capability (SVC) within Military Criminal InvestigationOffices (MCIOs)Accountability Commanders and Special Victims Capability (SVC) within legal teamsVictim Sexual Assault Response Coordinators (SARC)/SAPR Victim Advocates (VA)AssistanceAssessment SAPRO Oversight MechanismsFigure 3Department of Defense DoD SAPR Strategic Plan April2013 18
  28. 28. 4. SAPR Metrics4.1 Key Metrics that Identify SAPR SuccessDoDs objective is to establish the conditions within the military which lower sexual assaultprevalence and increase reporting. DoDs goal is to reduce sexual assault prevalence whileincreasing percentage of victims that report. DoD SAPRO identified two key "overarching"measures of effectiveness to assess the success ofthe SAPR program:• Reduction in sexual assault prevalence as estimated in DoD-wide surveys (DMDCWorkplace and Gender Relations Surveys).• Closing the gap between prevalence estimates and Service member victims who reportsexual assaults to authorities.Figure 4 is a graphic illustration ofDoDs estimated unwanted sexual contact prevalence andreports of sexual assault across DoD. Sexual assault is an underreported crime. Closing the gapsbetween prevalence and reporting will remain a key factor in determining success of our efforts.40000-34,20035000•t30000..:1-26,000=:IE25000 •..i 20000-19,300•!15000t..:1E=z 1000050000"""n "l "ll"l > 1.0- ? R7n > A17 ? 7? 2Q4Q1,"1.1~1,11+ .,..... .,..... -·-• • • • • • •.. •CY04 CY05 CY06 FY07 FY08 FY09 FY10 FY11 FY12Figure4Department ofDefense DoD SAPR Strategic Plan-+-Estimated Number of Service MembersExperiencing Unwanted Sexual Conta1:1Using DMDC WGRA Survey Rates--Service Member Victimsi Reports ofSexualAssault to DoDAuthorities(U restricted and Restricted)April2013 19
  29. 29. 4.2 Measures of Effectiveness and Measures of PerformanceOnce the strategy is published, USD (P&R) through SAPRO will meet with the Componentsand Services to ensure metrics are developed and published no later than 90 days from publication ofthis strategic plan. Figure 5 is the format, to include an example of a task metrics, to develop theDoD SAPR Measures of Effectiveness (MOE)/Measures of Performance (MOP) matrix.Measure of Effectiveness. An MOE is a criterion used to assess changes in system behavior,capability, or operational environment that is tied to measuring the attainment of an end state, anobjective, or the creation of an effect. It measures the relevance of actions being performed.Measure of Performance. An MOP is a criterion used to assess friendly actions that is tied tomeasuring task accomplishment.LO I: Task Measure (s) of What mcthod(s) arc OPR Who is SuspensePerformance or used to gather the tasked to date forE!Tccticness data. collect data.associated ith the data.task.Prevention Enhance 1. Does each Status Report Services Schools QuarterlyPre- Service have acommand PCC and Seniorand Senior enlisted trainingenlisted programs in place?training. f not, which onesstill requireMOP)?2. What Status Report Services Schools Quarterlypercentage of (DTMS)Commanders andSenior Enlistedhas received thePCC SAPRraining (MOP)?3. Are the Student Services Schools Quarterlystudents receiving Survey/EvaluationWhicho nicecol kcts thedata?ServiceSAPROfficesServiceSAPROfficesServiceSAPRaccurate and Officeselevant data.,onsistent withService/DoDpolicy (MOE)?Figure 5Department ofDefense DoD SAPR Strategic Plan April2013 20
  30. 30. 5. ReferencesReferenceDoD-Wide Sexual Assault and Response Strategic Plan 2010-2015, DEC09Strategic Direction to the Joint Force on Sexual Assault Prevention and Response, MAY12Office of the Under Secretary of Defense for Personnel and Readiness Strategic Plan for FiscalYears 2010-2012National Defense Authorization Act for Fiscal Year 2012National Defense Authorization Act for Fiscal Year 2013Joint Operation Planning (JP 5-0, AUG11)DODD 6495.01, 23JAN12DODI 6495.02, 28MAR13DoD Sexual Assault Prevention Strategy, 30SEP08DMDC Workplace and Gender Relations Survey of Active Duty Members, 2006 to 2012Department of Defense DoD SAPR Strategic Plan Apri12013 21