Devon Cornwall Police
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Devon and Cornwall Police established an Investigation Academy three years ago, which has significantly improved investigator capacity, reduced workloads to no more than 15 live investigations in most areas, and strengthened training and support for detectives. They are willing to collaborate on multi-agency working but await the conclusion of a Domestic Homicide Review before participation.
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Dear Mr Cox Bernadette Rosario – Prevention of Future Deaths Report I write further to your letter dated 6 July 2026 enclosing Prevention of Future Deaths Report. Please accept this letter as the formal response submitted on behalf of Devon and Cornwall Police under Rule 29 Coroners (Investigations) Regulations 2013. I have carefully considered your Judgement and specifically your findings of fact set out between paragraphs 140 - 153 and that CID were significantly under resourced and overworked leading up to and at the time of Bernadette Rosario’s passing. To address this there have been significant efforts made to boost our PIP 2 capacity and capabilities. The investigative landscape within Devon and Cornwall Police has changed significantly over the last three years. In response to growing organisational challenges around investigator capacity, capability, retention and performance, the Investigation Academy (IA) was established with four key priorities:
1. Recruitment Pathways: To reduce attrition, improve the student experience and strengthen pathways into investigation, particularly through internal Police Constable to Detective Constable progression routes.
2. Training: To develop a meaningful PIP 1 training offer for both investigators and supervisors, whilst enhancing the existing PIP 2 training provision.
3. CPD and Accreditation: To establish a robust and consistent continuing professional development (CPD) framework for both PIP 1 and PIP 2 staff, alongside clearer and more effective accreditation processes.
4. Business Improvement: To improve the systems, governance and performance frameworks that underpin investigative standards and support continuous organisational improvement.
[Page 2] These priorities closely align with the Investigation Academy's original aims and pillars set out in force governance papers (see attached – DCC GOV BOARD) What have we achieved? The Investigation Academy has delivered substantial progress across all four pillars, resulting in measurable improvements in investigative resilience and performance. Key achievements include:
• Reducing investigator workloads, with officers now carrying no more than 15 live investigations in most areas.
• Reducing pathway attrition to below 10%, placing the force amongst the strongest performers nationally.
• Improving workforce resilience, with Crime Command now operating close to its establishment design.
• Increasing the number of officers progressing through the PC to DC pathway, bringing greater operational experience into investigative roles.
• Establishing a more structured audit and governance framework through Investigation Quality Audits (IQ Audits) and senior officer review processes, providing consistent oversight of investigative quality, timeliness and performance.
• Strengthening support for new detectives through the development of Professional Development Units (PDUs), improving student experience, reducing workloads and contributing to improved accreditation and retention outcomes. Evidence from force reporting shows PDUs have increased accreditation rates and lowered the burden on trainee detectives. (As attached Sec 5a FMS). What has driven these improvements? Several key developments have underpinned this progress.
• A strengthened IA infrastructure - The Academy has introduced a consistent force-wide approach to investigative scrutiny, governance, performance oversight and professional standards, creating greater consistency across commands.
• Improved workforce and HR processes - Enhanced pathway management, clearer oversight of investigator development and more effective workforce planning have improved recruitment, retention and deployment of investigative resources.
• The introduction of PIP 2 Professional Development Units - The creation of PIP 2 PDUs has provided a structured and supported development pathway for new detectives. This has enhanced the student experience, reduced the operational impact on learners, improved accreditation outcomes and contributed significantly to reducing attrition during the first three years of service. Page | 2
[Page 3] Remaining Risks and Challenges Whilst progress has been significant, we continue to work to alleviate some remaining risks. These risks appear mainly within the staffing of the Public Protection Unit (PPU). Further work is required to improve workforce numbers, however, the strengthening of Crime Command staffing now provides greater flexibility to improve the movement of experienced investigators across commands and address resilience gaps over time. National policy has also driven the implementation of dedicated RASSO teams and wider national changes to investigative structures. This may have implications for investigator capability and resilience in the medium term, requiring ongoing workforce planning and monitoring. Conclusion on Investigative Capacity Three years on, the Investigation Academy has become a key driver of investigative improvement across the force. Through investment in pathways, training, accreditation and business improvement, the force has seen tangible gains in workforce resilience, student experience, accreditation and investigative performance. While challenges remain, particularly around PPU capacity and future national reforms, the foundations are now in place to continue building a sustainable and highly capable investigative workforce. Multi-agency Integrated Offender Management I have also considered the highlighted need for effective cross-agency working and integrated offender management. Devon and Cornwall Police are very willing to collaborate with both the interested persons in this matter and wider stakeholders to enable the learning to be implemented. At present, we await the conclusion of the Domestic Homicide Review before any participation. This is so Devon and Cornwall Police are able to engage in a group meeting when the available information supports a full and frank discussion, allowing us to collectively deliver the best and most appropriate outcomes for the family and our wider public.
1. Recruitment Pathways: To reduce attrition, improve the student experience and strengthen pathways into investigation, particularly through internal Police Constable to Detective Constable progression routes.
2. Training: To develop a meaningful PIP 1 training offer for both investigators and supervisors, whilst enhancing the existing PIP 2 training provision.
3. CPD and Accreditation: To establish a robust and consistent continuing professional development (CPD) framework for both PIP 1 and PIP 2 staff, alongside clearer and more effective accreditation processes.
4. Business Improvement: To improve the systems, governance and performance frameworks that underpin investigative standards and support continuous organisational improvement.
[Page 2] These priorities closely align with the Investigation Academy's original aims and pillars set out in force governance papers (see attached – DCC GOV BOARD) What have we achieved? The Investigation Academy has delivered substantial progress across all four pillars, resulting in measurable improvements in investigative resilience and performance. Key achievements include:
• Reducing investigator workloads, with officers now carrying no more than 15 live investigations in most areas.
• Reducing pathway attrition to below 10%, placing the force amongst the strongest performers nationally.
• Improving workforce resilience, with Crime Command now operating close to its establishment design.
• Increasing the number of officers progressing through the PC to DC pathway, bringing greater operational experience into investigative roles.
• Establishing a more structured audit and governance framework through Investigation Quality Audits (IQ Audits) and senior officer review processes, providing consistent oversight of investigative quality, timeliness and performance.
• Strengthening support for new detectives through the development of Professional Development Units (PDUs), improving student experience, reducing workloads and contributing to improved accreditation and retention outcomes. Evidence from force reporting shows PDUs have increased accreditation rates and lowered the burden on trainee detectives. (As attached Sec 5a FMS). What has driven these improvements? Several key developments have underpinned this progress.
• A strengthened IA infrastructure - The Academy has introduced a consistent force-wide approach to investigative scrutiny, governance, performance oversight and professional standards, creating greater consistency across commands.
• Improved workforce and HR processes - Enhanced pathway management, clearer oversight of investigator development and more effective workforce planning have improved recruitment, retention and deployment of investigative resources.
• The introduction of PIP 2 Professional Development Units - The creation of PIP 2 PDUs has provided a structured and supported development pathway for new detectives. This has enhanced the student experience, reduced the operational impact on learners, improved accreditation outcomes and contributed significantly to reducing attrition during the first three years of service. Page | 2
[Page 3] Remaining Risks and Challenges Whilst progress has been significant, we continue to work to alleviate some remaining risks. These risks appear mainly within the staffing of the Public Protection Unit (PPU). Further work is required to improve workforce numbers, however, the strengthening of Crime Command staffing now provides greater flexibility to improve the movement of experienced investigators across commands and address resilience gaps over time. National policy has also driven the implementation of dedicated RASSO teams and wider national changes to investigative structures. This may have implications for investigator capability and resilience in the medium term, requiring ongoing workforce planning and monitoring. Conclusion on Investigative Capacity Three years on, the Investigation Academy has become a key driver of investigative improvement across the force. Through investment in pathways, training, accreditation and business improvement, the force has seen tangible gains in workforce resilience, student experience, accreditation and investigative performance. While challenges remain, particularly around PPU capacity and future national reforms, the foundations are now in place to continue building a sustainable and highly capable investigative workforce. Multi-agency Integrated Offender Management I have also considered the highlighted need for effective cross-agency working and integrated offender management. Devon and Cornwall Police are very willing to collaborate with both the interested persons in this matter and wider stakeholders to enable the learning to be implemented. At present, we await the conclusion of the Domestic Homicide Review before any participation. This is so Devon and Cornwall Police are able to engage in a group meeting when the available information supports a full and frank discussion, allowing us to collectively deliver the best and most appropriate outcomes for the family and our wider public.