Reinforcing Local Policing

We will equip our people with the technology, skills, capacity and personal support to prevent and tackle crime and reduce demand.

The work of the police is rapidly changing. We must ensure people have the capability and capacity they need to proactively support local communities. Expanding their knowledge, skills and confidence to do their jobs well, so that we can meet new demands alongside traditional crimes such as burglary and anti-social behaviour, is vital.

Neighbourhood policing remains the bedrock of policing in North Yorkshire, and all our endeavours will strive towards delivering an exceptional service that meets the needs of the public and reduces demand. We will make sure local policing is visible and present in communities, both physical and virtual, working with those communities and our partners to ensure the public feel safe.

We will have a specific emphasis on ‘primary prevention’, by which we mean intervening earlier alongside the most appropriate partners, to prevent potential harm or the escalation of problems.

The whole workforce – staff, officers, PCSOs and volunteers – will be enabled by improved technology to meet the needs of the public locally, and be empowered to make local decisions to ensure the public are safe, particularly the most vulnerable.

Objective 1:

A mobile workforce, enhanced with, and effectively using technology, that encourages a flexible, dynamic and innovative approach to delivering services locally. This objective will make local policing more productive and proactive, enabling them to be more visible with greater flexibility and capacity to respond to the public.


Short term – The mobile working plan will have been effectively and efficiently delivered. Feedback from the public, workforce, and stakeholders will be positive and enthusiastic about its impact.

Short term – Technology, such as Automatic Number Plate Recognition, will continue to improve our proactive response to protecting communities and preventing crime, and to mitigate against risks such as child sexual exploitation. Officers will report that they feel more able to respond proactively to tackling crime, and this will also be recognised by the public.

Medium term – Our people will report reductions in bureaucracy and improvements in their personal productivity. Tasking of jobs will be swifter and more effective, enhanced by timely information and intelligence.

Long term – The public will recognise that officers are able to respond more effectively and are more visible in the community.

Objective 2:

Plan and prepare for changing and future demand, so that we improve our ability to deal with problems such as cyber enabled crime, fraud and the exploitation and abuse of children and adults.


Short term – Improved capacity and efficiency from Mobile Asset Utilisation and Deployment Systems and other data sources will have improved tasking and resource management, and have informed the strategic planning of assets over the medium term financial plan, ultimately reducing costs.

Medium term – Our frontline workforce will report that they are confident they have the skills, technology and capability to provide an exceptional service to victims of emerging crimes, such as online crime and fraud.

Medium term – The use of cutting-edge demand modelling, evidence-based policing and the adoption of best practice will develop a local police service that is equipped to deal with changing demand and the corresponding needs of its citizens.

Long term – By embracing opportunities created by the transformation agenda at regional, national and international levels, especially in specialist capabilities, digital investigations and business/IT enablers, North Yorkshire Police will be a future-ready service and will be able to anticipate and plan for changing local needs.

Objective 3:

A planned, co-ordinated and collaborative demand reduction/prevention strategy that addresses the causes of demand to prevent harm, will reduce crime and anti-social behaviour over the longer term.


Short term – A ‘prevention first’ culture will be fostered and embedded across local policing. Communities will feel better protected and safer as a result.

Short term – People will be better able to protect themselves from traditional and new crime types via education delivered through a range of effective, sustained and targeted prevention activities. There will be a particular emphasis on protecting the vulnerable, older and younger people, who will have had direct input into shaping services, with individuals feeling safer as a result.

Medium term – Harm to vulnerable people will have been prevented and reduced through promoting a culture of continuous improvement amongst safeguarding partners and by supporting ever closer joint working via innovative programmes such as No Wrong Door and together York.

Objective 4:

Make effective use of the whole policing family to provide the most appropriate service when and where it is needed. From volunteer search and rescue organisations, local Neighbourhood Watches, to Special Constables, civilian staff, police officers and partner organisations, we have a family of highly dedicated people with our citizens’ best interests at heart.


Short term – The volunteer base in North Yorkshire Police will expand, and new and innovative roles for volunteers will have been planned, identified and managed. Turnover in volunteers will be reduced and volunteers will be supported, engaged and active in their roles and communities, contributing to crime reduction and enhanced feelings of community safety.

Long term – Community safety teams will be strengthened by the appropriate and effective use of legislation that enables the Chief Constable to delegate powers to staff in partner agencies. As a consequence, the public will benefit from more joined-up working and receive a better, more efficient service based around their needs.

Long term – Special Constable numbers will have recovered to previous highs and a greater proportion will attain independent patrol status, providing local and specialist teams with additional capacity, skills and resilience.

Objective 5:

Empower communities to engage more actively with the police service. A strong positive relationship between the people and the police helps reduce harm, crime and anti-social behaviour. Two-way communication and feedback improves community resilience, generates vital community-based intelligence and increases confidence.


Short term – More people will know their local PCSOs and officers due to greater stability in neighbourhood teams and will be able to access them more easily via a range of channels. This will also reduce demand on the force control room.

Short term – Community initiatives such as North Yorkshire Community Messaging and Community Speed Watch will have been expanded, and other similar innovative opportunities identified, and plans developed to help empower communities to proactively prevent harm in their area.

Medium term – People feel their concerns are being addressed and confidence in the police is rising though the development of planned and sustained grassroots engagement and responsive problem-solving in communities, including hard-to-reach communities and more isolated rural areas.