Response to PCC Draft Police and Crime Plan for North Yorkshire and City of York

Response to PCC Draft Police and Crime Plan for North Yorkshire and City of York We have, as a full Joint Branch Board, analysed your full draft plan with great care. We would seek to engage positively with you, in accordance with our remit of welfare and efficiency, to secure improvements in the performance of North Yorkshire Police. The members we represent have a crucial role to play in ensuring the long term safety and security of the communities of North Yorkshire and the City of York. Delivery of your objectives will be heavily dependent upon the efforts of warranted police officers. Training, equipment, leadership, motivation and recognition of the vocational desire of our members to deliver high quality policing must all be recognised as key elements within such a strategy. What follows are our suggestions to improve your draft plan. General Observations Throughout the whole of the plan, there is a need to clearly articulate where responsibility for delivering each of the elements lies, and which agency leads on them. Historically, there has been too great a reliance on the police service to both lead, and deliver on, many multi-agency functions. The perception of the police as the agency of last resort, when others have not fulfilled their responsibilities, must be effectively addressed. Many of the objectives set out in the draft plan are aspirational in nature and it is unclear how success would be gauged. There is an absence of qualitative and quantitative measures, and no clear road map with milestones for each objective. Whilst there is rightly an emphasis on tackling anti-social behaviour and increasing public confidence, the impact of acquisitive crime should not be forgotten. For example, there are still too many victims of domestic burglary within North Yorkshire. The clear evidence of the link between drug abuse and acquisitive crime cannot be overlooked. However, tackling those who use and deal in illegal drugs appears to be a significant omission. There are already many examples of effective interventions which we would expect that this issue would be rightly prioritised. We would hope that this will be addressed when the completed Police and Crime Plan is produced. Reducing Harm Key Outcomes: - 1. Over time, to embed our position as the safest place in England. What are the parameters? For example, are there short, medium and long term timescales, and will the focus be on actual crime reduction or public perception of crime levels? What internal and external, qualitative and quantitative measurements will be utilised to achieve this key outcome? We would ask you to guard against bench marking against other forces. The focus should be on delivering to the highest standards within the constraints of the reducing resources available to 1 P a g e

North Yorkshire Police, against the continuing challenge of policing the largest county in England. Such factors may or may not impact on the perception of safety in police areas with whom we are being compared. 2. To increase confidence through determined focus on tackling the issues that matter most to communities consistently over time. Consultation to establish community priorities must ensure that all have an equal voice, and that the concerns of the vulnerable, the disadvantaged and minority communities are given equal consideration to those who are better able to articulate their needs. There will, however, be inevitable challenges in terms of how police resources are allocated to tackle such issues, against the competing demands presented by other elements of policing. Issues such as serious and organised crime, domestic violence, child abuse and those killed and seriously injured on our roads, rarely feature when the public are asked what they want their police force to deliver. Similarly the obligations imposed by the Strategic Policing Requirement are rarely at the forefront of the public s mind. We Will Deliver: - 1. More efficient and effective crime investigation through enhanced collaboration with neighbouring Forces including major crime, organised crime, cross-border crime and intelligence sharing. Outcomes: reduced crime and more successful investigation. North Yorkshire Police Federation will always support initiatives that reduce cross border crime and assist to increase detections and the apprehension of offenders, so long as it is not to the detriment of the communities that we serve. It must be clearly articulated how collaboration will benefit the community of North Yorkshire, whether the investment in staffing, resources and equipment is sustainable, and how success will be measured. There are obvious areas for improvement, for example, interoperability of IT systems with neighbouring forces to improve the sharing of, and access, to intelligence. There is a need for a cohesive strategy to clearly identify which neighbouring forces are best placed to engage in collaboration with North Yorkshire, what such collaboration will deliver and what the potential risks are. 2. An evidence-based, area wide alcohol strategy working with our partners, including Health, which leads to improved provision on the ground in local communities and clear, measurable outcomes. Outcomes: reduced levels of anti-social behaviour, violent crime and domestic violence across the Force area, 2 P a g e

Strategies already exist within North Yorkshire Police, though these would benefit from being reviewed to ensure that partner agencies deliver on their obligations, to prevent responsibility defaulting to the police. On too many occasions, we are the agency of last resort for dealing with individuals whose needs have not been effectively addressed by other agencies. Local examples of best practice already exist and can be disseminated across the force to ensure a consistent up approach to common issues. Partner agencies should be encouraged to adopt the same proactive can do approach that is displayed by North Yorkshire Police. 3. A renewed focus on tackling crime in rural areas through investing in Country Watch Schemes, working with key partners such as the National Farmers Union and neighbouring Forces to ensure Police resources in rural areas are sufficiently maintained. Outcomes: higher reporting and detection of crimes in rural and the establishment of new Country Watch Schemes. North Yorkshire Police Federation supports initiatives that makes our county safer, with the development of watches where there are none, along with the review of any schemes that have become in-active to establish why. As an example, extensive work has already been carried out to establish a Farm Watch within North Yorkshire, which links rural communities to their district commands. There are opportunities for better publication through social and local media to highlight the activities and successes that such schemes achieve. This would increase community awareness and participation in such schemes. 4. To affirm our determination to stamp out hate crime and support our diverse communities by developing greater understanding of their needs. Outcomes: an increase in the confidence of minority groups and victims to share information and make complaints to the Police. More offenders of hate crime brought to justice. How will this be achieved? Will it be through training of Police Officers, consultation with the community? Will there be any research on how we deal with these sorts of crimes compared with other forces? There is a need to evaluate whether the response to these crimes is appropriate, effective and whether it is meeting the expectations and needs of the victims. 5. Long term sustainability and financial support for the 95 Alive Road Safety Partnership by reinvesting income generated from the road safety camera vans to target drivers and other road users with effective safety information as well as enforcing road offences. Outcomes: a continued reduction in the number of people killed or seriously injured on our roads. 3 P a g e

The reduction in the number of Road Policing Officers will inevitably act as a constraint to this objective. The Safety Camera Vans only address one aspect of driver behaviour by enforcing certain speeding offences. What else will be done to influence the other elements of driver behaviour that contribute to the still unacceptable number of persons killed or seriously injured? 6. An Automated Number Plate Recognition (ANPR) system delivery plan and investment programme that will help disrupt and detect active crime groups within our borders and across borders. Outcomes: a reduction in the number of offences committed by people living outside North Yorkshire. What investment is going to be put in to this system and how does it compare to what is being lost by the disbanding of the Force ANPR Team? How effective will a system be that has no dedicated resources to intercept travelling criminals as they enter and travel across the Force area? The ANPR Team demonstrated great success in detecting, apprehending and deterring cross-border criminality. Over a 5 year period they achieved the following results: - 1040 Arrests 2624 Vehicle Seizures 4044 Fixed Penalty Tickets Issued 6037 Offenders Reported for Summons 4025 Intelligence Feeds Completed 2515 PACE 1 Stop and Searches of Persons and Vehicles. It is not yet clear whether subsuming the ANPR Team resources in to the more general activities of the Road Policing Group will make the best use of the technology that North Yorkshire Police now possesses. 7. More effective services and support through Protecting Vulnerable People Unit in North Yorkshire Police and effective working with key partners to develop better services and support for vulnerable people including date sharing and practical problem solving. Outcomes: vulnerable people will be prioritised and their needs met leading to higher satisfaction rates and greater confidence levels. North Yorkshire Police Federation welcomes this. All too often police officers are placed in the invidious position of fulfilling their responsibilities towards vulnerable people, but having to leave them in circumstances where it is clear that other agencies are not meeting their needs in relation to care or support. 4 P a g e

8. Develop and embed strong partnerships at local level to tackle anti-social behaviour and set an anti-social behaviour task force to share best practice and use resources effectively. Outcomes: enhanced delivery in communities leading to on-going reductions in anti-social behaviour at a local level. Strategies already exist within North Yorkshire Police, though these would benefit from being reviewed to ensure that partner agencies deliver on their obligations, to prevent responsibility defaulting to the police. On too many occasions we are the agency of last resort for dealing with individuals whose needs have not been effectively addressed by other agencies. Local examples of best practice already exist and can be disseminated across the force to ensure a consistent up approach to common issues. Partner agencies should be encouraged to adopt the same proactive can do approach that is displayed by North Yorkshire Police. It should not be forgotten that this is one area where partner agencies have specific responsibilities under the Crime and Disorder Act and may have significant powers that are not available to the police. 9. Work with partners, in particular health colleagues, to help deliver key services to protect vulnerable people and increase prosecutions for sexual assaults. Outcomes: Section 136 Place of Safety provision covering all areas of North Yorkshire; long-term funding for a Sexual Assault Referral Centre (SARC) providing medical, forensic services and support for anyone who has been sexually assaulted. This is an issue that North Yorkshire Police Federation has raised on a number of occasions. It has been long recognised that a police station is not a suitable place of safety for a person to be who has been detained for Section 136 Mental Health Act. At this time it would appear that North Yorkshire Police is the only force that deals with this issue in this way. This is an issue that we have raised consistently on behalf of our members. North Yorkshire Police Federation would fully support improving facilities and care for persons who have been sexually assaulted. Having to transport a victim across the force to find appropriate facilities is not appropriate or conducive to the victim s care or wellbeing. People First We Will Deliver: 5 P a g e

1. A new Insight Centre that will harness the power of data and intelligence more effectively to shape services based on evidence and insight. Outcomes: confidence that local priorities are identified and provision of services is fair as it is based on evidence of local need; a commissioning strategy that is based on local needs and measured against local outcomes. What is an Insight Centre, will there be one for the Force or many across the county? What will the definition of fair in the relation to the provision of services? How will this impact upon operational policing decisions. 2. A new Community Fund that will allow local people and organisations to secure funding for projects important in their local area or community. Outcomes: a range of projects initiated and delivered by local people for their local communities. Is this intended to incorporate the proceeds of items disposed of under the Police Property Act? How will it be publicised? How will the application process ensure that those who are vulnerable and disadvantaged can compete with those that are better able to articulate their needs? What safeguards are there to ensure this fund does not fill the gap where partner agencies have failed to properly discharge their responsibilities. 3. The separation of complaints handling and investigations from the Police Force based on the twin principles of independence and transparency that also has power to ensure lessons are learnt and change practice as appropriate. Outcomes: fewer formal complaints and referrals to the Independent Police Complaints Commission (IPCC); greater community confidence in the integrity of the North Yorkshire Police complaints handling process. Will this also include internal conduct investigations that do not arise from complaints? If not, will the outcome be, in effect, two Professional Standards Departments whose responsibilities will overlap? Can this be sustained in light of the Home Secretary s clearly stated intention to redirect PSD resources to the IPCC? There are obvious conflicts with statutory responsibilities that fall to the Delegated Authority. For example, those responsible for conducting an investigation may believe that it is necessary for an officer to be suspended from duty but the Deputy Chief Constable may hold a different opinion, who will have primacy? Crucially, will the public have any greater confidence in complaints handling by a department under the control of an elected Police & Crime Commissioner than one under the control of a Chief Constable appointed by them? 4. An expansion of the Special Constabulary and non-warranted volunteers to provide Parish Constables in rural and urban areas; to enhance access to services for the community, for example by extending the opening hours of local Police Station front counters; and delivering 6 P a g e

local safety and crime prevention programmes in a range of community settings. Outcomes: a doubling of the number of Special Constables and volunteers over five years; innovative solutions by working with partners to enhance visibility, reassurance, community intelligence and capability particularly concerning issues such as speeding, road abuse, nuisance and anti-social behaviour. North Yorkshire Police already actively recruit Special Constables. There is an obvious issue with retention, and work should be undertaken to ensure that there is a return on the investment in recruiting, training and equipping Special Constables. Where is the money going to come from to train and equip these new officers, will it be funded by the reduction of full time police officers? How do we ensure value for money and that Special Constables are on duty and at appropriate times to meet demand? We have concerns that what is proposed for the military will be mirrored in policing, but without the necessary structures to secure the attendance of Special Constables for duty. 5. We will work with victims to create a new Victims Charter to ensure the best possible support for victims of crime and anti-social behaviour here in North Yorkshire. Outcomes: improved victim satisfaction levels. North Yorkshire Police Federation would support this if it will put the needs of the victims first. Lessons need to be learnt from similar charters which were overly bureaucratic. It should also recognise the needs of North Yorkshire Police officers and staff who may become victims of crimes through the execution of their duties. 6. A new approach to scrutiny of Police delivery and performance that will take greater accounts of the needs of the local community. Outcomes: improved satisfaction and performance rates across a range of services including call handling and appointments; victim satisfaction; case handling and investigation; feedback to victims and communities. North Yorkshire Police Federation would support this provided that it does not increase bureaucracy. There is ample historical experience to demonstrate that what gets measured gets done, to the detriment of other areas of policing. 7. Expand opportunities for people from minority groups to actively contribute to the development of improved, inclusive policing service. Outcomes: individuals within minority groups feeling valued and engaged by North Yorkshire Police. 7 P a g e

North Yorkshire Police Federation would support this as it would improve the service that we provide to our communities. Safer Neighbourhood meetings are already in place and could be the conduit to use to expand this. Please see also comments in relation to the Community Fund. 8. A shift in Police culture towards one that is less process focused and more led thus empowering officers and staff to do the right thing. Outcomes: a confident workforce that feels their skill, experience and capabilities are valued and used more effectively to deliver high quality service to our communities, for example via the appropriate use of cautions, out of court disposals and community justice. The restoration of discretion is a key element to demonstrate commitment to the Office of Constable. Investment in training will be crucial but will inevitably lead to savings across the wider criminal justice system. North Yorkshire Police Federation would be happy to work with you to achieve these aims. 9. Response Policing Teams that provide a consistently high quality service across North Yorkshire and which is flexible; able to meet changes in demand. Outcomes: to answer 999 calls in 10 seconds to meet the national target of 90%; to attend immediate urban calls within 15 minutes improve on last year; attend immediate rural call within 20 minutes improve on last year; to attend vulnerable person incidents within 60 minutes improve on last year. North Yorkshire Police are already working to achieve these targets, but we would support training and additional police officers to assist in meeting these aims. Police officers strive to give the best possible service that we can to the communities that we serve. What is not clear is whether all forces are working to same definitions of what constitutes immediate incidents. 10. Maintaining core Safer Neighbourhood Teams (SNTs) leading to greater continuity of officers; new practices to maximise the visibility and capability of local officers, PCSOs, frontline staff, Specials and volunteers. Outcomes: established, embedded, protected Safer Neighbourhood Teams that are highly visible and integral, trusted members of local communities. How will officers be encouraged to undertake the role of dedicated SNT officers, when many are reluctant to move to a role where they will be losing money, especially during such austere times? A move to SNT means for an officer a loss of Unsociable Hours payment. What measure of visibility will be applied, a dedicated SNT PC speaking to 50 children at a school or walking around the streets in the local community? 8 P a g e

More With Less We Will Deliver: 1. A review of policies, procedures, data capture processes and administration support to streamline decision making, reduce bureaucracy, ensure appropriate levels of risk are being reflected in working practices and free up Police officers from administrative work. Outcome: reduction in actual bureaucracy and increased operational capacity. North Yorkshire Police Federation would support this and would work with you to achieve these aims. 2. Long term value for money through funding schemes that tackle the drivers of crime and anti-social behaviour. Outcomes: reduction in crime, anti-social behaviour and repeat offending through an ambitious and effective community safety strategy and integrated offender management programme in local areas. Will this take in to account the partner agencies roles and responsibilities under the Crime and Disorder Act? 3. Increased resilience and capability through collaboration with other forces and the regional Policing agenda when in the best interest to our community. Outcomes: increased capability and capacity to deal with serious and organised crime in North Yorkshire and across borders; increased savings through economies of scale; effective use of intelligence leading to more arrests; lean but highly responsive forensic services; learning and expertise from other organisations. North Yorkshire Police Federation would support the broad terms of this objective. However, it is not clear that collaboration is developing in a cohesive and structured manner, with regional (2 Region) appearing to subside and sub-regional (YaTH) structures developing. The most effective collaboration for North Yorkshire may not exist within either of these entities. 4. New and innovative joint service delivery with our public sector friends in North Yorkshire. Outcomes: a range of projects that enhance local shared services and deliver better value for money, for example we will explore community budgets with North Yorkshire County Council and the City of York; we will aim to deliver a joint alcohol commissioning strategy with public health. 9 P a g e

North Yorkshire Federation would support this aim as long as the partner agencies uphold their commitments and that their responsibilities do not default to the police. 5. Co-located and shared premises, facilities and services with local partners. Outcomes: we will identify opportunities to drive value for money for the taxpayer and maintain frontline operational capacity through sharing premises and facilities in local communities with local partners; we will consider how to work with local partners to share central services such as control rooms, headquarters and support functions. This is a sensible approach to share facilities thus freeing up funding for front line police officers. There is a need to ensure that we co-locate with appropriate agencies, and that any agreements are sustainable. It is unlikely that the call centre approach taken in private industry will deliver quality of service or engender the public s confidence. 6. Market testing we will critically assess how we deliver services and challenge the type and level of service delivered; we will compare our cost and performance with others; undertake community impact assessments and cost what we do over both the short and longer term (whole life). Outcomes: reduce unit costs; evidence base of comparators of in house service costs, costs of collaborated services and alternative providers. Who will do this and where will the funding come from? 7. Agile, effective procurement transparent processes, as lean as is possible within the regulations and appropriate use of outside experts to help us define accurately what we need. Outcomes: purchasing that delivers effective solutions for our organisation and long term value for money. North Yorkshire Police has recently moved to regional procurement for many of their products and services. There is no mention of consulting with practitioners to identify what would be most appropriate for North Yorkshire s needs, and to identify what does and does not work. Effective consultation and evaluation would prevent wastage of money and time. 8. A local procurement policy to support the local area and economy. Outcomes: opportunities for local business to provide services to us where these deliver best value leading to an active contribution to sustaining the local economy. 10 P a g e

This may be in conflict with 7 above. 9. An ethical approach to procurement which recognises the importance of integrity in the process and behaviour of those involved in procurement activity. Outcomes: the public will have confidence in the processes adopted and the way we do business. Under the new regional procurement policy this objective has already been addressed. Fit For The Future We Will Deliver: 1. A new Northern Base to replace Newby Wiske Hall, combined with a new custody suite for the northern part of the Police force area and flexible, modern accommodation for operational and support functions. Outcomes: over the long term, reduced running costs and greater efficiency; improved accessibility, power, infrastructure and agile working spaces; maximising the market value of Newby Wiske Hall leading to its efficient disposal. How accessible will the new base be in relation to the rest of the force and our neighbouring forces? How does it fit in with the estate strategy? How much will the new base cost, where will the money come from? Though North Yorkshire Police Federation would support any estate facility that would enhance the performance and capability of the force, will this be to the detriment of front line police and staffing levels? How does the failure to achieve the anticipated sale price of the old Harrogate Police Station, affect plans to sell Newby Wiske Hall? 2. Joint use facilities with partners where possible and beneficial to our communities. Outcomes: reduced costs; single point of shared service delivery. North Yorkshire Police Federation would support this as long as it does not compromise the independence of North Yorkshire Police and that savings are directed to front line policing. 3. Investments in our people to embed a people first culture through training and development and ensure the workforce is confident, well equipped and delivers what is 11 P a g e

expected in terms of conduct and behaviour. Outcomes: a get it right first time approach; high standards of professional competence and integrity; responsiveness and respectful engagement; higher levels of resolved complaints. North Yorkshire Police Federation would support investment to improve training and equipment for police officers to enable them to deliver policing to the highest professional standards. 4. A refreshed recruitment policy to attract the best people from diverse backgrounds who understand our area, are committed to our communities and will help us shape and deliver the most responsive service in England. Outcomes: highly motivated and performing staff; low turnover; high attendance; reductions in long term sickness. Will North Yorkshire follow the example of other forces which have recognised that a starting salary of 19,000 is unlikely to attract the quality of recruit needed? Policing is an occupation which damages some of those who participate in it, physically or mentally. There have been regular reductions in resources in the Occupational Health & Welfare department. How will the gap left by those reductions be filled? 5. A fundamental and comprehensive IT review to identify delivery needs; what officers and staff need to enable them to be as responsive, effective and efficient as possible and how we can improve community access and engagement. Outcomes: a 5 10 year cost strategy and delivery plan which transform IT capability and which is responsive, and flexible enough to keep pace with future needs and opportunities. North Yorkshire Police Federation would support improvements in IT to deliver improvements in efficiency, effectiveness, flexibility and gives police officers access to technology which assist them to carry out their role. It is vital to ensure that practitioners are consulted and that the lessons of previous experiences in introducing new technology are taken into account. 6. Energy efficient buildings and technology. Outcomes: reduce running costs; income generation; reduce carbon footprint, reduce waste and increase recycling. North Yorkshire Police Federation would support this objective if it reduces running costs and improves the environmental imprint of the Force. Reinvestment of savings should be focussed on front line policing. 12 P a g e

7. A green transport strategy encompassing green travel principles; whole life vehicle costing; sharing workshops with partners; employee travel options and flexible working. Outcomes: reduced carbon footprint, reduced overall fleet unit costs, responsible and ethical disposal of obsolete equipment. North Yorkshire Police Federation would support this and have previously proposed utilising the cycle to work scheme that has been introduced successfully in other areas of the public sector. There is a need for continued consultation with practitioners to ensure that vehicles are fit for purpose. Home to work travel costs and distances must form part of the consideration when determining officers postings which may allow them to utilise a green option to travel to and from work. The provision of vehicles for Superintendents should be reviewed Driving Justice We Will Deliver 1. On the part of the Chief Constable, a relentless pursuit of offenders, especially repeat offenders, coupled with an effective partnership between the Police and Crown Prosecution Service (CPS) to ensure offenders are charged, convicted and receive a sentence that reflects the harm caused. Outcomes: increase in the number of arrests and successful prosecutions, particularly of serial and habitual offenders. Arrests may not be the most effective method of bringing offenders to justice or impacting on their offending, particularly at an early stage. Some neighbouring forces have reduced the number of detainees with consequent cost savings by utilising other methods of disposal. Close liaison with CPS is crucial in dealing with serial and habitual offenders but the recent relocation of CPS to Leeds now makes this less practical. North Yorkshire Police Federation would welcome a return to sentences which properly reflect the harm caused by an offender but this is matter which is not within the control of the police. 2. Within six months of the final publication of the Police and Crime Plan to host a summit to identify how we can revolutionise rehabilitation locally. Outcomes: a shared vision and delivery plan to achieve a significant reduction in reoffending rates across North Yorkshire. 13 P a g e

North Yorkshire Police Federation would support this but would question whether one summit is the most effective vehicle to deliver this. 3. Effective ways of working with partners to identify, at the earliest opportunity, young people at risk of offending and to provide targeted services to prevent them committing further offences. Outcomes: a fall in the number of offences committed by young people and an increase in the numbers successfully diverted from crime or anti-social behaviour. North Yorkshire Police Federation would support this objective to reduce the number of offences being committed by young people. However this is highly reliant on the activities of partner agencies, which are themselves experiencing significant reductions in resources. Many of those at risk of offending, or who are already offending, have complex social and educational needs which will need to be met for this objective to be achieved. 4. Restorative justice for offenders most likely to be deterred from further crime and which represents the best outcome for the victim (based on evidence). Outcomes: reduced reoffending and increased victim satisfaction rates. North Yorkshire Police already utilises many restorative justice approaches such as CRD and Arrest Referral Schemes, which both look at providing appropriate advice and direction at a time when an offender is most likely to be diverted from further criminality. The CRD is victim led and avoids criminalising those at an early stage in their offending. 5. Tough community payback schemes and arrangements for offenders given a community sentence. This will include asking victims what actions they think the offender should undertake and robust enforcement of the sentence providing evidence of the deterrent effect of such schemes. Outcomes: reduction in reoffending amongst those given community sentences, increased attendance at the schemes and greater understanding on the part of the public that these sentences are effective. These objectives fall within the remit of other agencies. 6. Identifying with the CPS what needs to be done to increase prosecutions and to ensure that sentences are appropriate to the community of North Yorkshire. Outcomes: increased prosecutions and sentences that reflect the harm done to the victims and/or the community in the context of North Yorkshire. 14 P a g e

It would be helpful to look in to the number of cases that are discontinued to establish the reasons for discontinuance. This may assist in identifying training needs or areas where more effective communication may improve the number of prosecutions. Sentencing is beyond the remit of the police. The resourcing impact of the recent announcement from the Justice Minister that responsibility for prosecuting offences will be returned to the police now needs to be considered. Police UK We Will Deliver 1. Capacity to deal with civil contingencies such as flooding through work with partners including Fire and Rescue and local authorities. Outcomes: minimised impact on people and communities. With the continued reduction in the number of warranted police officers, we have serious reservations regarding the resilience of North Yorkshire Police to be able to respond to civil contingencies, such as flooding and other natural disasters. 2. Maintain policing capacity to deal with extremism activities, work with national agencies deploy a public order capacity and manage significant order disputes. Outcomes: ability to deploy resources as needed with minimum effect on Safer Neighbourhood and other local policing teams. With the continued reduction in the number of warranted police officers, we have serious reservations regarding the resilience of North Yorkshire Police to be able to meet its obligations under the Strategic Policing Requirement, at a time when other forces are also experiencing a reduction in their own numbers. This is likely to lead to an increase in requests for mutual aid, which will impact on the resources available to address many of the objectives highlighted with this plan. We are particularly concerned about the ability to recruit and retain sufficient officers within voluntary roles, such as PSU and Firearms, where the considerable training commitment may impose a financial detriment on the officers who undertake those roles. 15 P a g e

3. Mobilise partners, coordinate and assess how we can best work together to tackle issues such as radicalisation and domestic extremism. Outcome: an effective Prevent strategy that is fully integrated in to community and partner working. More emphasis needs to be placed on partner agencies to properly meet their responsibilities. 4. A campaign to ensure a fair funding formula for North Yorkshire, working with local MPs and representatives. At present, we receive a top up of 9.4m, which reflects the nature of policing here. The formula is being reviewed and we need to ensure our specific needs are met in the future. Outcomes: recognition of our needs in the new funding formula. North Yorkshire Police Federation would support this objective if it meant that there would be more funding for front line policing. There has been a continued rise in the population of North Yorkshire. The ratio of police officers to head of population has fallen significantly. In the view of North Yorkshire Police Federation, the current and planned levels of police officer numbers will be insufficient to deliver the objectives set out in this draft plan. 16 P a g e