The importance of scrutinising policing to ensure the public is getting the best service possible was highlighted last week with the publication of an inspection of Devon & Cornwall Police conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS). 

The Police Effectiveness, Efficiency and Legitimacy (PEEL) report graded the force’s performance across eight areas in January, and concluded it was adequate in two areas, requires improvement in four areas and was inadequate in two areas. 

It highlighted the force has made improvements in the way it responds to calls for service, including how quickly it answers emergency calls, and it continues to prevent crime effectively. There was also praise for the way the police have worked with partners to tackle antisocial behaviour, in particular Street Focus Torquay, a project which was led by my office.

However, inspectors confirmed my concerns about the quality of investigations and the prioritisation of some cases where the force may need to take action to safeguard vulnerable people. They also highlighted some very concerning problems about the service provided to people who have experienced domestic abuse.

This is not acceptable, but none of these things were a surprise to me. The concerns about investigations have previously been highlighted by scrutiny carried out by my office and the issue of how the force can better safeguard vulnerable people is one which my team is currently doing a piece of ‘deep dive’ work on.

The most in depth scrutiny my office has ever carried out was on the quality of investigation files, from interviewing those who put a file together to leaders who oversee the work, along with evaluating the training given which my office identified as poor.

After presenting my findings to the force and Crown Prosecution Service (CPS), an improvement plan was generated. It has seen the force being second bottom in the country to the Met Police for file quality to now performing mid-league in the table with plans for further improvements.

One of the main functions of my role is to hold Chief Constable James Vaughan to account for running an efficient and effective police force.  Getting the right outcomes for victims is something both I, the Chief Constable and police officers and staff care deeply about. It is one of the reasons the Victim Care Unit, funded by my office, is being relocated to police headquarters in Exeter to ensure victims are at the centre of decision making every day. 

I am kept regularly updated on force performance in all areas through day-to-day contact with Mr Vaughan and also my Commissioner’s Accountability Board. 

I set up the accountability board, which I chair, in 2025, and hold it on a monthly basis.  It is my primary mechanism for holding the Chief Constable to account. He and his Executive team attend in person to explain to me how the force is performing in areas that I have identified require scrutinising in depth.   

Where appropriate, at the conclusion of each meeting, I make an assessment as to how well assured I am about both current performance and force plans. I then publish an assurance statement so that the public can see how I am holding the police to account on their behalf. 

Our current  ‘deep dive’ into how the police are managing and dealing with non-emergency, or ‘routine’ incidents has identified some inefficiencies and inconsistencies in approach across the force and our findings are consistent with the concerns being raised by inspectors.  

A draft report has already been provided to the force’s executive team, with the full report due to be discussed at a forthcoming Commissioner’s Accountability Board. A report will be published on my website after that meeting.

Last week the Chief Constable said he will stay in post for as long as I require the stability provided by his strong leadership and for long as I have confidence in him. This is excellent news. 

I would like to finish by assuring you that I have a very positive working relationship with His Majesty’s Inspectorate and with Mr Vaughan who is working hard, with my support, to continue the improvement journey he has started.