Abstract
This thesis explores the organisational, operational, and investigative dynamics that influence the management of long-term missing person cases in England and Wales. Although most missing individuals are located quickly, a minority become protracted and unresolved investigations, often referred to as cold cases. These cases remain under-researched in both academic and professional contexts. The study addresses a critical gap in understanding the sustained investigative approaches required to reduce the likelihood of such cases becoming dormant and aims to improve investigative outcomes and the support provided to families of those long-term missing.Grounded in pragmatism and building on a preliminary study that analysed a five-year dataset, the research was conducted in three sequential phases: (1) a national survey with 73 participants to identify patterns and challenges, (2) in-depth interviews with 19 practitioners to explore decision making and lived experiences, and (3) an integrative phase that combined findings to generate practical recommendations. This design enabled a detailed examination of both organisational constraints and frontline practice.
The combined roles of the researcher as a senior policing professional, CEO of a missing persons charity, and academic provided a comprehensive understanding of operational environments as well as direct insight into the realities of long-term investigations. This triangulated perspective informed the development of the study’s practical outputs.
A significant contribution to knowledge and practice of this study is the development of two evidence-based frameworks: TRACE and COMPASS. TRACE is a structured model aimed at strategic leaders for reviewing long-term cases, developed in response to findings that such investigations are frequently hindered by inconsistent definitions, weak governance, and declining institutional attention. In parallel, COMPASS was designed to support operational leads working with either early stages of an investigation or long-term cases by identifying the interventions most likely to succeed and providing an evidence base for prioritising resources and actions. Both frameworks were independently developed by the researcher and are evidence-based, providing practical tools that translate complex insights into tangible operational improvements.
The findings reveal widespread inconsistencies across police forces in the management of long-term missing person cases. Key issues include the absence of a standardised cold case definition, variable review processes, limited leadership engagement, inadequate training, compassion fatigue, and uneven resource allocation. These factors contribute to investigative delays, fragmented practices, and reduced public confidence. In response, the study proposes a clear operational definition of a cold case and outlines a series of practical recommendations to strengthen governance, improve review practices, and enhance communication with families.
By translating research evidence into practical tools, this thesis makes a meaningful contribution to both academic knowledge and professional practice. It offers a scalable and adaptable model that promotes consistency, strengthens investigative capacity, and places the needs of families at the centre of long-term case management.
| Date of Award | 26 Jan 2026 |
|---|---|
| Original language | English |
| Supervisor | Karen Shalev (Supervisor) & Cheryl Allsop (Supervisor) |