Force Management Statement 2025

This is the 2025 Force Management Statement for North Yorkshire Police. Except where stated otherwise, the information in this statement is complete and accurate in all material respects.

This can be described as hidden or even failure demand. It is often linked to personal crime that hasn't been reported to the police due to a lack of trust or confidence or personal circumstances which have prevented it being reported at the time e.g. not realising they were subject of a crime. This is a significant pot of demand that continually grows some of which, over time will come to police notice.

This is crime that is being committed now and reported now, it's a subset of the true crime level. It is reliant upon the community having trust and confidence to report, that our crime data integrity processes are robust and accurate and that the engagement with the services we provide supports trust and confidence to report again, if subject to crime in the future.

This is about how prevention and early intervention, in partnership, can identify, engage, educate and moderate future offending and victimisation so that, in the future, the level and volume of crime is reduced. Criminal use of technology will be significant in how crime activity will adapt and impact upon society. As future crime is focussed on causation the effects may not be seen within policing for a number of years.

• The force is continuing its drive for efficiency and savings with an innovation programme linked to Priority Based Budgeting (PBB). The review of Value for Money (VfM) outlier profiles, reported to the Savings and Efficiency Board in May 2025, can be investigated using PBB to see if budgets can be lowered and the savings re-allocated to technology and /or innovation projects.
• The savings target achieved during 2024/25 reduced the 2025/26 budget by
• £894k which is 2.03% of the non-pay budget and meets the government’s productivity target of 2% for 2025/26.
• Budget monitoring occurs monthly through COT, with quarterly reports being presented to the Deputy Mayor. In addition, ongoing staff vacancies across the whole of the force will be managed throughout the year and monitored closely along with the rest of the non-pay budget to ensure the budget remains sustainable and affordable.
• The force has put forward a capital plan for the 4-year period to 2028/29 that totals just over £37.4m which was approved by the Deputy Mayor in February 2025. The outturn position of 2024/25 has seen schemes moved forward into 2025/26, thereby increasing the 4-year capital programme to £38.55m.
• Further projects can be identified through the Change Pipeline over the 4 year period where potentially £4.2m of earmarked reserves funding is available where schemes are supported by an approved business case under the terms of an agreed funding protocol.
• The MTFP forecasts reserves at the beginning of 2025/26 (April 2025) to be circa
• £19.4m, including General Reserve of £6m, Earmarked Reserves of £13.4m and Capital Receipts Reserve of £0m.
• The external auditor issued their Independent Auditor’s Report in relation to the accounts 2023/24 for the year ended 6 May 2024 where they issued a disclaimer opinion. The auditors were unable to complete the audit procedures necessary to obtain sufficient appropriate audit evidence to base their opinion before the date the PFCC and Chief Constable published its audited financial statements. This was due to the Account and Audit Regulations introducing a statutory deadline for publication, relating to the national issues around the shortage of auditors and the 5 year backlog position.
• Risks relating to effective financial control and planning processes, price volatility of critical assets required for the service impacting of affordability and current inflationary pressures being sustained beyond the life of the MTFP are listed on the Principal and Force Risk Register.
• The HMICFRS PEEL 2023-25 inspection found that the force displays an effective approach to financial management and its plans are prudent. The forecasts in its medium-term financial plan are based on realistic assumptions about future funding and expenditure.

• Feedback through HMICFRS PEEL Inspections, highlighted that every single person they spoke to was committed, fully engaged in their work and doing a good job in difficult circumstances. The workforce takes pride in being part of North Yorkshire Police and hold a strong sense of belonging in the force.
• Wellbeing has gained a high level of emphasis nationally within the emergency services.
• Our Health and Wellbeing Strategy agreed in 2022/23 aimed to cover 4 years and to further integrate health and wellbeing throughout North Yorkshire Police by including initiatives in daily working activities to create a positive and healthy working environment.
• The vision within North Yorkshire Police was for wellbeing to be at the heart of everything we do, integrated with our core values and key priorities, resulting in a workforce that feels valued and supported to do the best job they can for the people of North Yorkshire.
• An action plan was developed to set out the delivery of the Strategy and how we will achieve the strategic aims over the four years.
• Our Health and Wellbeing Strategy focuses on four key areas of integrated wellbeing – mental wellbeing, physical wellbeing, social wellbeing, and financial wellbeing.
• The wellbeing strategy underpinned by the Wellbeing Pledge, aims to promote a happy, healthy, engaged, and productive workforce. Each year a new theme for the Pledge is promoted, which is informed by emerging topics that occurred in the previous year from survey results and feedback from the workforce, and the theme for 2025 will be linked to “Mental Fitness and Resilience”.
• The wellbeing strategy will be evaluated and reviewed in 2025/26 to examine whether it should be refreshed for future requirements.
• Psychological cases remain high in 2024/25 and the complexity of the cases has increased. Physiological appointments with General Practitioners are difficult to access therefore support requirements from Occupational Health have also increased.
• TRiM (trauma risk management) is an evidence-based peer led process that helps to identify the emotional impact that an event has had on an individual and assess whether or not additional support is required. Feedback from HMICFRS is that the force values and promotes TRiM and that officers had a good understanding of the scheme and of the force’s commitment to promoting it.
• North Yorkshire Police has the ability to conduct force wide audits in relation to officers who exceed the working time regulations. This process is in addition to any breaches identified by the Resource Management Unit (RMU) where the information will also be provided to senior leaders to have the appropriate oversight and effectively manage compliance with the Working Time Directive.
• Since 2016, there has been an increase in the number of Police Officers (in line with the Police Uplift Programme) and police staff.
• North Yorkshire Police’s rank profile is broadly in line with the national profile.
• Approximately 2.82% of North Yorkshire Police employees overall are Black, Asian or Mixed Ethnicities. The 2021 Census data showed that 4.3% of the population of North Yorkshire and York are from Black, Asian and Mixed Ethnicities, which indicates that the force is not yet representative of our local communities. A Diversity, Equality, and Inclusion (DEI) Plan is focused on increasing representation in the force which is supported by a Positive Action Strategy and Delivery Plan and is overseen through the DEI Gold structure. The force complements the Strategy and plan with additional key activity from the National Race Action Plan.
• The Home Office statistics show that North Yorkshire Police have a higher proportion of females in police officer, Police staff, PCSO and Special roles than the national average.
• The HMICFRS Workforce profiles for 2023/24 identified a police officer attrition rate of 5.4% made up predominantly by retirements (2.4%) and resignations (2.6%). This placed NYP 36th of all the police forces in relation to officer attrition.
• The VFM profiles highlighted that police staff attrition rate is 15.1%. This is similar to 2022/23 (15.4%) and it places NYP top in the country.
• Whilst approximately 4.1% of officers retire after completing a full 30 years of service, the average age of retirees is 55 years old. Both of these factors are used to inform attrition and therefore future recruitment, financial assumptions and training planning.
• Staff can retire from age 55 without their employer’s consent, however, most staff choose to stay beyond 55, with some requesting flexible retirement arrangements.

Calls for service and incident response

• Demand modelling has forecast that 999 calls are anticipated to increase marginally over the next three years by an average of 836 calls a year, however the rate of increase has slowed significantly when compared to previous forecasts and can be linked to the channel choices.
• In relation to 101 calls, forecasts show a marginal decrease over the next three years of 150 calls per years. However, this does not align with the most current data picture which indicates that in 2024/25 101 calls increased by 6.17% when compared with the previous year.
• In addition to the volume of calls, the complexity of calls is critical as this can increase the total effort by significantly increasing the time taken by the Communications Officer to acquire all the relevant and necessary THRIVE+ information.
• Single Online Home (SOH) is the national web platform police forces have adopted that allows the public to interact with the force. Current data indicates an uptrend in reports over the last two years and in 2024/25 there were 35,363 SOH reports submitted to NYP, which was a 21.6% increase when compared with 2023/24.
• The force introduced the Live Chat facility to the NYP public facing website with a ‘soft launch’ in February 2025.
• The demand modelling is showing a downward trend for Immediate grade incidents over the next 3 years with some seasonality. As an indicator, in 2024/25 20,348 were graded as requiring an immediate resource deployed when compared with 23,383 in 2023/24.
• Priority grade forecasting is showing a flat trend and seasonality in the summer.
• The force compliance to the 999 SLA (90% of 999 calls within 10 seconds) has improved from 85.88% in 2023/24 to 91.33% in 2024/25, with the average time to answer the call improving from 7 seconds to 5 seconds in the respective periods.
• In relation to the 101 SLA (80% of 101 calls within 3 minutes), the force is showing long term increases, 47.64% of 101 calls answered within SLA in 2023/24 compared with 66.83% in 2024/25.
• In March 2025, 109 FTE of the established 112 FTE Communications Officers had been filled and 62 FTE of the 72 FTE Dispatchers.
• The force’s performance in relation to meeting the immediate response time SLA has improved marginally when comparing 2024/25 with 2023/24.
• The FCR are developing options for improving efficiency through the 3 year ICT Futures project and have been selected to be a pilot force in relation to the National My Police Portal.
• From June 2025, the force is implementing an Enhanced Video Response system (evidential based video calling). An initial pilot will take place in the Initial Enquiry Team (IET) with a view to implementing further by Spring 2026.
• The force needs to ensure that it maintains its performance level in relation to 999 calls and improves it 101 call handling timeliness. If it doesn’t continue to improve it will lead to loss of public confidence, reduced engagement and potential harm being experienced by communities where the police are not made aware.

• The prevention and early intervention approach is embedding across North Yorkshire Police with a focus on identifying and problem solving in partnership to tackle local problems early before they escalate and create demand upon other parts of policing or partner agencies.
• Local Policing Support contribute to ensuring strategic multiagency relationships are efficient and effective and will look at societal demand and the targeted activities that are impacting on local communities focusing on qualitative benefits.
• Neighbourhood Policing’s primary role is to engage with local communities, undertake targeted activity and solve local problems in order to build trust and community cohesion. Neighbourhoods also, at times of peak demand, support the broader policing family in responding to incidents.
• The Rural Task Force (RTF) has significantly enhanced intelligence-led operations through collaboration with bordering Forces, Specialist Operations, and local policing departments. The RTF's efforts are particularly focused on deterring rural crimes such as poaching and quadbike thefts through targeted initiatives and partnerships.
• The force has a new targeted patrol plan for the NTE and has defined a NTE incident to be an incident occurring between 1700 and 0400 which is recorded as any type of violence, drug or alcohol, public order or ASB related occurrence.
• Governance and oversight of Neighbourhood Policing is through the Neighbourhood Policing Delivery Meeting chaired by the C/Supt Local Policing. This meeting reports into the Local Policing Board chaired by ACC Local Policing & Safeguarding.
• Neighbourhood Policing Team resilience and ability to respond to core neighbourhood activity has been significantly impacted by several factors including gaps within Response teams, increasing vacancies across NPTs and the increased involvement of NPT in supporting broader workstreams.
• A revised Neighbourhood Policing Abstraction policy has been developed which includes a new hierarchy to reduce long- and short-term abstractions.
• Problem Solving Training, developed under the Place Based Working project, has continued to be rolled out to all officers and staff.
• Primary crime and ASB prevention initiatives are undertaken by public-facing colleagues within Neighbourhood Teams, alongside the Community Safety Hubs with engagement activity to provide crime prevention advice, surgeries, target hardening and other preventative work.
• In March 2025, North Yorkshire Police, via Local Policing Support, applied to the Home Office for £1 million of Hot Spot Policing Funding to tackle Anti-Social Behaviour (ASB) and Serious Violence hotspots. The application builds on the delivery model established following a successful bid for funding in 2024/25.
• Local Policing Support has developed intervention projects such Op Choice, Op Divan and the Stepping Up Project which are intervention projects designed to reduce entry into the criminal justice system and provide effective early interventions.
• The Alcohol Licensing Team manage the NYP responsibilities under the Licensing Act regarding premises selling alcohol to the public, temporary event notices, scrap metal dealers, sex entertainment premises and gambling establishments. The team actively manage a portfolio of over 7,500 licensed premises across the two licensing Authority areas within North Yorkshire and the City of York.
• NYP operates Stop and Search powers in line with Best Use of Stop and Search Scheme and its use is intelligence led. NYP have an automated system for quality assuring all stop searches through supervisors. Additionally, Tactical Advisors and Champions conduct dip samples to review the quality of these assessments and stop searches, identifying any recurring themes, issues and examples of good practice.
• NYP applies force during policing activity in line with College of Policing Guidance, Authorised Professional Practice and relevant legislation. NYP are committed to understanding how, when, and why they use force. Quality assurance is achieved through supervisors utilising an automated service which flags forms which fit the oversight criteria, which is further supplemented by internal independent scrutiny through Use of Force Champions, providing a higher level of assurance by dip sampling supervisor reviews and providing feedback.
• In 2025 the realignment of Problem Solving and School Liaison resources will be taking place. School Liaison Officers will come under the command of local Commands within NHP teams. This will need to be closely managed to ensure that these roles remain focused on the force’s prevention and early invention priority.
• North Yorkshire Police has embraced the prevention and early intervention methodology as the main vehicle through reducing future crime to sustain the viability of the force to meet demand. If this approach isn’t embedded and driving benefits in the future the likely consequential growth of reactive demand and crime will outstrip any resourcing model the force can afford to put into place to meet demand.

Volume and serious crime

• The risk assessment reflects the area of highest harm and overall risk from the most recent MoRiLE assessment which was murder.
• North Yorkshire predicts neighbourhood crime to maintain the same levels over the next three years. However, this needs to be caveated by the fact that in the last 12 months the force has seen overall reduction in all crime types with the exception of retail crime.
• Crimes of violence are predicted to decrease over the next few years, most likely due to a downward trend in assault with injury crimes.
• Changes in recording practice (linked to Home Office Counting Rules) have impeded the force’s ability to accurately forecast public order offences however the trend now appears to be stabilising.
• Due to the continuation of reliance upon digital technology and the growth in digital engagement, it is expected that volume and complexity in this area of business will grow and encompass a broader range of digitally facilitated crime.
• A monthly Investigation and Crime Standards Board provides enhanced governance and oversight of investigations and addresses the capacity, capability and standards the force needs to achieve quality crime investigations.
• The existing Forensic Improvement Group Quarterly meeting, reflecting regional good practice, has been formalised to report into the Investigation and Crime Standards Board and provides relevant performance updates to the monthly Crime Managers Meeting.
• The force has a Crime Allocation and Investigation Procedure which defines how investigations will be allocated, investigated, managed and reviewed along with team and individual responsibilities.
• The force has embedded the Detective Pathway to cater for officers who aspire to become a detective and has also invested heavily in the degree holder entry programme (DHEP) as an Accelerated Detective Pathway (ADP).
• The success of the DHEP programme means that the force is currently running above its Full Time Equivalent (FTE) but it is acknowledged that this benefit has not been felt in CID and SIT teams who have a combined vacancy factor of 25% against the increased FTE.
• A significant investment in technology and resource within the DFU has been undertaken over the last few years to reflect the growth in the digital space and the continual development in devices. Demand pressures exist which is managed through a tiered internal Service Level Agreement (SLA).
• As demand is anticipated to continue to rise, a range of different approaches will be required to balance growth in demand with existing levels of capable expertise. This will be particularly apparent in the technical arena, where increased capacity of devices and development of technology will outpace Force capability if investment in staff training and equipment is not maintained.
• A Volume Crime review is underway to understand how the force deals with the volume of PIP1 crime. The aim is to achieve a consistent approach to volume crime investigation, with consideration for streamlining process to reduce current live crime rates, improve the victim journey and improve positive outcome rates.
• A new mandatory Op Crystal training and continuous professional development package was introduced at the beginning of 2024. The 3-day training programme was aimed at all PIP1 frontline investigators from PC to Inspecting ranks to improve investigative standards, improve case file quality and ensure better outcomes for victims.
• The force will continue to acquire and develop its detective talent by proactively targeting and generating interest in investigative post. A focus on recruitment and retention through recruitment of trained detectives in combination with identification of talent is the approach adopted to build resilience to meet future demand. Training needs analysis of new talent, transferees and turnover for crime training has been projected for next 12 months as a rolling programme to ensure sufficient provision of specialist courses for detective and specialist safeguarding roles.
• The mobile device kiosks have moved under DFU management but remain locally delivered. The kiosks currently fall outside of the UKAS accreditation however it is likely that this will change in due course and will require further investment.
• To be effective in delivery of future demand NYP needs to be able to retain and develop its detective capacity and build flexibility into its capability to meet the changes in demand in the future. The risks associated with this area are captured on the force risk register.

Fraud

• North Yorkshire Police follows the national policy for reporting fraud, directing victims to Action Fraud where appropriate while responding to reports from vulnerable victims and/or where there is a locally based suspect or local enquiries to be made.
• In total there were 3380 Action Fraud reports linked to North Yorkshire in 2024, a fall of 426 (11%) when compared to the same period last year of 3806 reports. The financial cost of these reports also reduced by 23% from £16,986,799.45 in 2023 to £13,084,813.58 in 2024.
• A substantial amount of fraud is targeted at elderly people (37.8% of all recorded fraud crimes victims were aged 65 or older). As the elderly population grows in number and technology advances in areas such as artificial intelligence, this may enable the targeting of those vulnerable to particular techniques within the commission of fraud.
• 9% of all recorded fraud crimes contain elements of being cyber-based and exploiting individuals through technological methods.
• Complex investigation is primarily delivered by the Economic Crime Unit (ECU) who deal with major fraud and complex money laundering investigations. Volume fraud is dealt with on Commands with the support and guidance of the ECU.
• The National Coordinators Office (NCO) at the City of London Police self-assessment has identified NYP as a “stronger” force.
• The ECU has two Fraud Assessors, who assess all disseminations from NFIB and reports made which meet the “call for service” criteria and create an investigation plan prior to allocation, and a Financial Abuse Safeguarding Officer (FASO) whose role is to mitigate further losses and provide reassurance to community groups as a means of proactive fraud prevention.
• The management of future demand will be through prevention delivered through advice, reassurance and also safeguarding those at a local level that are vulnerable.
• If the investigative demand from fraud cannot be reduced through prevention work, it will likely push demand into other departments, such as CID and the Investigation Hubs. This will place additional pressure on investigative resources where there are existing capacity and capability gaps.

Sanctions and prosecutions

• The demand on the Criminal Justice Department (CJD) can be split into two types, the business as usual responsive demand and the demand generated from continuous national changes, whether it be legislative, ministerial, NPCC or from other agency change programmes.
• The responsive demand is expected to continue to increase, linked to crime and non-crime investigations being investigated by a larger establishment of officers, a large proportion of which are inexperienced and require additional support.
• Demand can also be affected by inefficiencies in other agencies, potentially leading to delays, re-work and impacting statutory time limits.
• A significant programme of national change and improvement activity, generated from a large suite of NPCC portfolios, will place increased demand and requirements on CJD leads and the function as a whole, the effects of which will permeate across the whole force. This work continues to gain increasing momentum, public focus and accountability. Criminal Justice account for 43% of the programmes / projects on the change pipeline.
• The Case Quality Review Function acts as a gatekeeper for all CPS charge cases and provides advice and guidance to officers for all remand in custody and CPS authorised charging decisions, this accounts for circa 25% of case file throughput.
• File quality is a significant area of focussed ongoing improvement activity in North Yorkshire.
• There are 24,018 firearms and shotgun certificates with 72,850 weapons held in the policing area. North Yorkshire has the highest number of firearms certificates in the country per head of population and the 3rd highest for shotguns.
• CJD have insufficient capacity and capability to meet current and future demand across a number of teams, including the Witness Care Unit, CQRT and, during the peak period, Firearms Licensing. Capacity and capability in other areas is currently affected by organisational change i.e. the Prosecution Team, PNC and the Case Progression Team.
• The implementation of the Case Progression Team (CPT) is ongoing and it is expected that this will be fully live in July 2025, subject to the implementation of Blueprint. The business case indicates that the establishment of this team may realise efficiencies of between 18 – 24 PCs and a post implementation benefits review is scheduled.
• The demand upon the WCU has continued to increase, and witness care officers are experiencing high individual caseloads in a high-pressure environment managing vulnerable victims and witnesses. The Home Office funding for the SMA role ceased in December 2024. The critical nature of these functions will require this to be considered in the 2026/27 business planning cycle.
• Future requirements will need to be closely monitored in relation to the potential to introduce a mixed economy safety camera infrastructure, including mobile and fixed capability, to cover North Yorkshire’s extensive road network and arterial routes.
• Increasing reporting requirements locally and nationally, for instance surrounding the Victim’s Code, along with continued demands associated with criminal justice system case-file throughput, means that it will be important the force identifies opportunities for innovation and process improvement in this area.

Custody

• The forward prediction for arrests in North Yorkshire is relatively static at circa 11,800 per annum. However, the overall throughput in custody is anticipated to exceed these predicted levels when factoring in the high number of arrestees in 2024/25, increased proactivity, the impact of bail increases in 2024/25 and the uplift in police officers potentially leading to an increase in investigative activity and subsequent arrests.
• The forecast for Voluntary Attendance (VA) indicates a downward trend. Over the next three years the average annual predicated VA records are expected to be 2,075.
• The 2022 HMICFRS Custody Inspection identified several areas for improvement, which resulted in a number of processes being re-engineered and required performance monitoring, quality assuring and reporting through the force governance. This increased demand on the custody managers and staff in terms of the service effort required for each detainee processed.
• Suspect management through Bail and Released Under Investigation (RUI) are subject to scrutiny to ensure levels are appropriate. The force has seen an increase in demand on Custody linked to more individuals being re-bailed and subsequently charged in custody, and the associated recording and processing requirements.
• As a result of the significant national pressure on HMPPS accommodation, forces have been required to provide cell provision as part of Operation Safeguard. In 2024/25, there have been periods when up to 6 cells at York custody have been utilised and, whilst Op Safeguard is currently stood down, there is the potential for it to be reactivated.
• Local custody accountability is through a monthly Custody Manager Performance Meeting, which informs the quarterly Custody Strategy Group chaired by the Head of CJ. Escalations and exceptions are reported to the ACC as part of the Criminal Justice Quarterly Performance Meeting. External scrutiny of custody is delivered through the Custody Detention Scrutiny Panel and increases transparency to reinforce trust and confidence.
• The custody resilience business case made a series of recommendations, a number of which were approved in September 2024. However, the benefits of this business case have yet to be fully realised.
• Maintaining resilience levels within Custody is challenging, in particular for the Detention Officer capability.
• A proposal is currently being developed, alongside additional organisational measures, to establish a more stabilised resourcing model in Custody.
• Investment is being made in relation to technological advancements to continue to deliver safe custody services.
• Whilst significant improvements have been made, some of the estate is aged, which could result in unforeseen disruption to operational policing as a result of unplanned closures of the custody provision to minimise risk. The new Estates Strategy will explore options to future-proof custody estate.

Adult safeguarding

• NHS Adult Safeguarding data (2023/24) can be used as an indicator and suggests that they saw a 5% increase in concerns of abuse on the previous year, which is slightly below the average annual growth rate per year compared to 2022/23.
• The number of referrals by Public Protection Notices (PPN) for adults at risk has increased over the last four years, placing more demand upon the risk assessment process. The demand has increased by 9.9% in the last year.
• The number of Adult Safeguarding meetings across both North Yorkshire and the City of York that have taken place where there has been some initial police involvement, has decreased from 409 meetings in 2023/24, to 373 in 2024/25, a decrease of 8.8%.
• NYP are members of the LA's respective Safeguarding Adults Boards and their sub-groups. These boards have responsibility for overseeing the strategic and operational response to Safeguarding Adults.
• The Multi-Agency Safeguarding Hub (MASH) and Multi-Agency Screening Team (MAST) are co-located within council premises alongside social services and includes the force’s dedicated Adult Safeguarding Team which comprises 1 FTE DS and 2 FTE PCs to provide a consistent and dedicated police response.
• A business case has been approved to provide a further uplift in the VAT in the 2025/26 budget. This increase in resources aims to improve line management ratios, add to overall resilience, reduce the need to realign resources, minimise overtime and enhance wellbeing.
• There is a plan to develop a full Adult MASH for both York and North Yorkshire and a working group has been established to develop this further. It is anticipated that an Adult MASH will be introduced in 2025/26.
• Whilst the safeguarding restructure has built vital capacity in this area, not enhancing adult safeguarding beyond statutory obligations could leave vulnerable adults at risk of harm.

Child safeguarding

• Child sexual abuse and exploitation crimes are seen as proxy measures for safeguarding demand and the forecast shows a relatively stable trend with some seasonality in relation to CSE/CSA crimes being reported.
• The Public Protection Notice (PPN) is submitted by the officer and can include concerns of domestic abuse, child concern, exploitation, or a combination of them. The forecast includes PPNs where “child concern” is listed and shows a very small year on year increase.
• PPNs are subject to a risk assessment and as part of that process, in partnership with local authorities, may result in a requirement for a Child Protection strategy meeting to be held. Strategy meetings increased by 25.2% in 2024/25 when compared with 2023/24.
• Operation Encompass is a police and education early information safeguarding partnership, enabling schools to offer immediate support to children experiencing domestic abuse, child on parent abuse or peer to peer relationship abuse. The force has seen a 38.7% increase in Op Encompass reports when comparing 2024/25 to the previous year.
• The Missing and Exploitation team have a wide portfolio, including subject matter experts (SMEs) in child sexual exploitation. The Exploitation Team SMEs focus on prevention and early intervention, driving proactivity across the force, conducting visits to high-risk victims and engaging with partners.
• A key function supporting safeguarding children is via the Multi-Agency Screening Team (MAST) and Multi-Agency Safeguarding Hub (MASH). These teams conduct screening of referrals made to Children’s Social Care.
• The force closely monitors the quality and quantity of PPNs being submitted to the MAST/MASH by Police Officers and staff. Extensive training has been provided in relation to both the voice of the child and the use of the PPN proforma, and the DI Vulnerability Assessment Team (VAT) continues to deliver a rolling programme of PPN training.
• In 2023, an uplift in resources was approved across several safeguarding teams. Whilst all posts have been established, a number of abstractions has resulted in the VAT not being able to operate at full capacity or capability in the last 12 months and a further business case for additional resources was approved in for 2025/26.
• Child Safeguarding is complex, sensitive to changes in both resilience and capability across police and partners and therefore needs to be considered individually and collectively across all agencies.

Domestic abuse

• The predictive analysis indicates that the domestic abuse related crime trend will remain stable over the next three years with some seasonality expected around summer and Christmas periods. The majority of such crimes recorded by North Yorkshire in 2024/25 tend to be violence offences (80%).
• The force has observed a flattening of demand in relation to the number of Multi-Agency Risk Assessment Conferences (MARAC) held, this follows substantial increases in previous years but is reflective of the DA crime trend.
• An important protection power which policing has available to support victims of domestic abuse is the Domestic Violence Protection Order (DVPO). These enable victims’ space to think and act by providing a 28-day period where the offender is separated from the victim. North Yorkshire Police has seen a reduction in the number of DVPOs applied for in 2024 with 87% of applications being granted.
• Alongside their right for space is also the ‘right to ask’ (RTA) and the ‘right to know’ (RTK) through Domestic Violence Disclosures (DVDs). RTA applications have continued to increase with a 57% increase when comparing 2024 to 2023. However, there has been a 10% reduction in RTK applications when comparing the same period.
• NYP has a bespoke domestic abuse control strategy tactical plan, scrutinised through the Domestic Abuse Tactical Delivery Meeting, which reports into the Vulnerability Board.
• NYP deliver services in relation to DA in a multi-faceted way. Safeguarding managers, as subject matter experts, oversee Adult Safeguarding and DVDS, Child Safeguarding, and MARAC and MATAC. Domestic Abuse Co-ordinators (DACs) are responsible for the training of NYP staff and partners, as well as engagement with victims and communities to inform the development of DA services.
• There is sufficient DA capacity and capability to meet current demand, although there have been some trends that need exploration, for example the marginal falling rate of arrest in 2025; if reversed, this will start to see an increase in the time and complexity of officers’ involvement, even if the number of incidents stays the same.
• DA related crimes are investigated on local Commands and allocated dependant on the level of the risk/injuries.

HBV/A, FGM, FM

• In the last 4 years the force has recorded a low number of reported crimes/incidents of Female Genital Mutilation, forced marriage or honour-based violence/abuse in North Yorkshire.
• NYP does not have a bespoke team that delivers a service to tackle HBV/A, FGM and FM.
• Due to the volumes encountered in North Yorkshire no unmet demand is anticipated.

Missing persons

• Predictive modelling suggests a relatively static trend going forward with the expected seasonality in the summer months. Annual volumes going forward are projected to be on average 2,465 per year (224 per month).
• Whilst children (those who are under 18 year age), account for the majority of missing persons, over the last 4 years there has been an increase in adults going missing as a proportion of the total missing over the last three years.
• In 2024/25, mental ill-health remained the primary factor in missing persons reports with approximately 67.7% of people going missing where mental health was recorded as a factor.
• The Missing and Exploitation team (MET) includes subject matter experts (SME), both in child sexual exploitation, child criminal exploitation and missing persons. These complement each other, seeking to understand causational factors that lead children to go missing and/or be exposed to CSE or CCE.
• The Niche Missing from Home (MFH) Module has eliminated the need for paper records and improves data quality and intelligence sharing. However, there are further efficiencies which can be realised and the Safeguarding Assurance Team have identified further training opportunities for officers to improve recording.
• Resourcing in the MET remains challenging resulting in a temporary reduction of proactive work. Internal moves are filling some gaps and performance is being closely monitored.

Modern slavery and human trafficking

• Overall levels of crimes recorded that are associated with Modern Slavery are relatively low (average of 10 occurrences per month based upon the last 12 months).
• MSHT Intelligence submissions averaged 13 per month in the last 12 months, this is an upward trend.
• MSHT offences are investigated alongside other serious offences by a trained detective and are subject to the same capacity and capability stresses with the detective cohort. This has meant that the Adult Exploitation Team has absorbed some of this investigative caseload.
• NYP has a cohort of 19 trained MSVLO PCs who are deployed on a case-by-case basis to engage with, support and refer potentials victims of MSHT into the appropriate mechanism.
• In order to mitigate the impact of increased investigative caseload, the team will continue to prioritise cases which would benefit most from their specialist skills, will manage and target proactivity and working with the Skills and Capability Board to explore options to upskill staff within CID in relation to MSHT.
• There is a risk that not further developing the force’s proactivity arm will inhibit opportunities for intervention to safeguard victims of MSHT and seek out areas of hidden demand.

Sexual offences

• The general trend for sexual offences demonstrates a marginal year on year increase in reporting which could reflect either more confidence to report current and non-recent offence or real increases in the number of offences being committed.
• The modelling for committed sexual crimes shows a stable trend over the next 3 years and reported sexual crime modelling also suggests a relatively static trend for the next 3 years.
• Reporting of rape offences against women and girls is predicted to rise – an additional 109 crimes in 2025 and 38 crimes in 2026 and 2027.
• In general, over the last 5 years (2020/21 to 2024/25), 23.4% of all sexual offences and 33.9% of rape were reported more than 12 months after the offence was committed.
• Reported crime trends show that higher volumes of crimes are reported in each month than were recorded as actually having been committed in the month, suggesting that the reporting of some offences is delayed. This is significant for the rape of a child where approximately 38.5% (over the last five years) of these rapes were not reported until the victim had become an adult.
• NYP is an adopter force for Op Soteria and throughout 2024 the force created their transformational plan capturing the six pillars within the operating model.
• The Op Soteria implementation planned was approved in January 2025 and delivery is underway.
• Balancing the retention and well-being of detectives, and the development of future detectives brings constant pressure, as the nature of the work exposes practitioners to victim trauma and emotionally challenging investigations.

Hate crime

• Levels of reported hate crime (as a subset of all crime) in North Yorkshire are quite small with approximately 56% of hate crime over the last three years relating to racial prejudice.
• In North Yorkshire Police, Misogyny/Misandry is also recorded as a prejudice marker and the force also records hate crime against sex workers.
• The forecast for the next four years shows a static trend with some clear seasonality. However, this is an area where demand can be impacted by high profile national incidents and, as an under reported crime, the true level of hate crime within the communities of North Yorkshire is unknown.
• The hate crime team provide scrutiny for hate crime cases to build confidence in the reporting and crime recording performance. This is underpinned by hate crime analytics.
• The team provide hate crime training to student officers, PCSOs, FCR staff and have access to a network of external hate crime champions.
• NYP have dedicated resources to improve the force’s problem-solving approach to tackling both Hate Crime and hate occurrences across North Yorkshire and the City of York.
• The hate crime team review all hate crimes to support front line officers through education and upskilling with advice and guidance on how to recognise, record and investigate hate crime offences.
• The hate crime team is small and capacity limits proactivity, filling any vacancies needs to be prioritised so service delivery is not impacted.
• The work of the hate crime team in engaging and working with communities may have the effect of improving the public’s awareness and confidence to report which may, in turn, increase demand.

Mental health

• The forecast demand for calls for service for mental health related incidents is anticipated to remain static.
• The ‘Right Care, Right Person’ (RCRP) model was introduced by North Yorkshire Police on 31st January 2023 to ensure that when there are concerns for a person’s welfare linked to mental health the right agency with the right skills, training and experience will respond.
• The Mental Health portfolio sits with the Head of Local Policing Support supported by an Inspector as the tactical lead along with an Operational Mental Health Advisor Team which consists of one Sergeant and one PC.
• The North Yorkshire and York Mental Health Crisis Improvement and Delivery Group provide a framework for the improvement and development of mental health services for people in crisis in North Yorkshire and York which reflects the number of creative, supporting and collaborative initiatives in place across statutory and third sector partners to which North Yorkshire Police contribute.
• The operational Mental Health Co-Ordinator delivers face-to-face mental health awareness to new officers and PCSOs as part of their initial training.
• In April 2025, the Strategic RCRP Board agreed to expand the criteria further to include calls from members of the public and any incident concerning anyone under18 (a child). It is anticipated that this change will be implemented by August 2025.
• It is anticipated that future predicted demand in mental health will be met if ‘Right Care, Right Person’ continues to be embedded effectively with partners. This will take time, but it will ensure that the right care is provided by the right agency at the right time.

Stalking, harassment and malicious communications

• Following a change to the Home Office Counting Rules (HOCR), from July 2023 there was no longer a requirement to record ‘course of conduct’ offences in addition to any other offences disclosed and forces were only required to record the 'principal crime' disclosed. The impact of these changes in recording practice have begun to be visible in the forecasts for these crimes and whilst the changes to the HOCR means the volume of crime recorded may reduce this does not mean that, in real terms, these crimes are reducing.
• In February 2025, in response to the recommendations from a super complaint submitted by Suzy Lamplugh Trust on behalf of the National Stalking Consortium, NYP created a number of ‘course of conduct’ occurrence codes to ensure that stalking related offences can be readily identified.
• Stalking forms an element of the Vulnerability and Abuse Control strategy priority and has a Stalking Tactical Delivery Plan; this is held accountable to the Chief Officer lead through the Vulnerability Board.
• NYP has a small central Stalking Team which provides enhanced support to victims as well as investigative and civil order advice to officers and staff dealing with these offences.
• The force has made significant progress in achieving the majority of the recommendations made by the Suzy Lamplugh Trust, following its review of North Yorkshire's response to stalking as outlined in FMS6. Progress has also been made on the recommendations set out in the Super Complaint submitted by Suzy Lamplugh Trust on behalf of the National Stalking Consortium published in September 2024.
• A half day package which covered stalking legislation, typologies and SPOs has been delivered as part of the Development Days. This training has been further supplemented with Bitesize Training Sessions delivered in March 2025 to all frontline supervisors.
• The OMU provide support to manage offenders subject to a Stalking Protection Order (SPO) through the 1 FTE Civil and Criminal Orders officer. However, there is insufficient capacity within this role to deal with current demand. Approval has been given for an additional 2 FTE PCs to create a Criminal & Civil Orders Team and it is anticipated that this team will be established by Summer 2025.

• Currently, North Yorkshire Police have around 1339 actively managed registered sex offenders, which includes offenders who are incarcerated and/or abroad and 86 on reactive management. There are approximately 917 registered sex offenders who are managed in the community by the Offender Management Unit and the Probation Service.
• The NCA have predicted a significant increase in the number of CSAM suspects being identified nationally which has already resulted in a significant increase in NCA referrals in early 2025. This is expected to contribute to more than 400 referrals overall in 2025 from which more suspects will end up being convicted of sexual offences and subject of Sex Offender Registration requirements.
• Pressures on the National Prison estate also means that more offenders are likely to receive community sentences and will require management in the community by MOSOVO teams.
• Despite a lower than expected increase in the number of RSOs when compared to FMS6, NYP anticipate, and are planning for, an ongoing increase of circa 60 to 70 registered sex offenders per annum who will require active police management based on noted increases in local demand i.e. OCAT demand and national predictions (subject to developments in NCA referrals and sentencing implications)
• A snapshot of the assessed risk levels of registered sex offenders in North Yorkshire in April 2025 indicates that 0.5 % are assessed as very high risk, 13.5 % have been assessed as high risk, 43.2 % as medium risk with a further 41.2 % assessed as low risk (1.6 % awaiting assessment).
• Registered sex offenders are eligible to apply for removal from the register but are subject of a thorough review. In North Yorkshire the number removed from the register is extremely low.
• North Yorkshire Police currently have 98 offenders on the IOM Scheme overall. The number of offenders within the cohorts has stabilised over the last year and the aim is to maintain this level to keep officer to offender ratios close to the national guidelines.
• Within the OMU the force has separate MOSOVO and IOM teams, in line with national best practice. Each Offender Manager manages a cohort of approximately 44 registered sex offenders, which is within national ratio guidance.
• The OMU has been subject of significant changes in both process, structure, and greater performance management in the last 2 years and has therefore remained under close scrutiny to ensure that it continues to operate effectively and efficiently. A new performance framework for the OMU has been developed, which was identified as good practice by HMICFRS, a result of which NYP MOSOVO have been contacted by several other forces and requested to share this framework .
• There is currently insufficient capacity and resilience in respect of the Criminal and Civil Orders Officer (CCOO). However, a decision has been taken and approved by COT to uplift staffing to create a Civil Orders team to meet increasing demand as a priority, realigning officers from Local Policing following demand and performance analysis, which identified reduced demand, enabling 2 FTE PCs to be reallocated.
• This is recognised both locally and nationally as a growing demand area of policing, particularly with the increase in the sharing of indecent images and online offending. Failure to constantly review the resourcing requirements may increase the risk of opportunities for offenders to re-offend.

• North Yorkshire Police works with Yorkshire & the Humber Regional Organised Crime Threat Assessment Team (Y&H, ROCTA), which operates across four regional police boundaries to identify and disrupt organised criminality.
• Demand linked to Serious Organised Crime (SOC) is increasing and remains a priority and is managed through the 4P process.
• Agency and Partner Management Information System (APMIS) is used to record and track disruptions related to SOC risks.
• NYP utilise MoRiLE Risk Assessments to assess the threat and risk from OCGs. It is expected that an increase in the next twelve months will be seen in the mapping and scoring of OCGs and Priority Individual Nominals (PINs) from criminal exploitation due to Safeguarding Hubs being provided training inputs on OCG identification and management.
• Clear, Hold, Build (CHB) is embedded in York and Scarborough districts and aims to improve the multi-agency response to tackling the totality of the SOC threat, OCGs and the vulnerabilities and drivers they exploit within communities. Each CHB site was publicly launched in March 2024.
• North Yorkshire Police continue to collaborate with Partner Agencies to maximise Prepare, Protect and Prevent disruptions through the Partnership Disruption meeting, SOCLPs and SOC Board.
• The harm caused by the supply of drugs is not limited to the commission of the offences, but both dependent and recreational drug use are known to be causal factors in relation to drug-related deaths, violent crime, child neglect, domestic abuse and road safety.
• Serious and Organised Crime is a Control Strategy theme, which encompasses OCGs, Serious Violence and Fraud, each of which has an associated tactical delivery plan.
• SOC risk is managed through the Organised Crime Group Threat Meeting with each Organised Crime Group or SOC risk being allocated to a Lead Responsible Officer (LRO). The meeting is chaired by the SOC DCI who applies scrutiny to the management of the OCGs and SOC risks and ensures accountability with the LRO.
• North Yorkshire have an established SOC Partnership Board under Project Alliance branding, with partner agencies to encourage the sharing of information relating to SOC, and to agree and contribute at a strategic level to disrupting SOC in our communities.
• Where applicable OCGs have an ‘OCG on a page’ document, which highlights the key features of and threats from that OCG. The OCG on a page is published on NYEYE briefing site and is included in the Partnership Disruption meeting.
• In August 2024, a Serious Organised Crime Dashboard was launched to support leaders and front line officers in their understanding of SOC in their locality to allow them to target their resources and interventions appropriately in live time.
• The Op Sentry team were implemented in September 2024 and are responsible for proactively developing the force’s understanding of SOC risk and working collaboratively with internal departments and partners to identify opportunities, develop intelligence and co-ordinate an approach to the relentless disruption of criminals linked to Serious Organised Crime.
• The OCU has suitably trained and experienced Detectives to investigate the highest risk SOC threats. The Economic Crime Unit have a Fraud Abuse Safeguarding Officer and is benefitting from ARIS funding to enable roles to make best use of SARS and other forms of intelligence available through the banking sector.
• Tactical Advisors sat within the OCU and the Op Sentry Team give operational advice to LROs to shape their plans. Each OCG and SOC risk is MoRiLE scored to allow us to identify our highest impact and risk OCGs.
• North Yorkshire Police Intelligence analytical capability is currently stable, with minimal vacancies and all Analysts having undertaken Core Intelligence Analyst training.
• A number of early intervention and prevention initiatives are in existence across North Yorkshire to divert young people away from offending and organised criminality.
• The Violence Against Women and Girls (VAWG) Strategy will increase demand where this is linked into SOC, such as organised trafficking of women for sexual exploitation.
• A review of the Op Sentry team will be conducted in 2025/26 which will potentially influence any changes in the future operating model and inform any business planning options.
• The consequences of not keeping up with demand and the evolving Modus Operandi utilised by OCGs will likely result in a rise in violent crime and this in turn will create more ripple effect demand on front line resources, victim services and the wider criminal justice system.

Armed policing

• Looking at demand for armed policing services of the last 5 years indicates that demand for core armed policing services will continue in line with previous years. Volumes are relatively low and mainly relate to spontaneous deployments. As a result, the available capacity is directed to other parts of the business, within the strategic deployment area, linked to intervention and enforcement, predominantly in the areas of organised criminality and rural crime.
• NYP works to one Armed Policing Strategic Threat and Risk Assessment (APSTRA) based on threat and risk, demand and geography which is reviewed quarterly and revised annually, to ensure currency.
• Firearms core functionality is high risk, relatively low volume and demand is met by the Armed Poling teams comprising 65 Full Time Equivalent (FTE) constables and sergeants. The team run on minimum staffing on a regular basis resulting from a number of concurrent planned (training etc) and unplanned abstractions.
• The roll out of Airbox has been approved, NYP is enhancing this further with Airbox Mosaic in 2025 which will support allocation, intelligence sharing and decision making in a live environment. NYP are also exploring the procurement of a case management system for firearms incidents.
• Armed policing is a high-risk area of business, with relatively low demand for the core function (armed response). If the plans described in Step 3 can be implemented and the establishment within the armed policing teams fulfilled, it is anticipated that there will be sufficient capacity to meet future demand.

Civil contingencies

• The Emergency Planning Unit (EPU) activity aims to ensure NYP is fit for purpose by providing a structured approach to Integrated Emergency Management (IEM) and to facilitate an effective professional and structured response to any emergency regardless of the cause in line with professional practice.
• EPU is a team of 3.25 FTE that sits as part of the Operations and Contingency Planning Team (O&CP) within the Specialist Operations function.
• NYP have been involved in the development of the NYLRF programme to drive the local resilience forum forward over the next five years. A new NYLRF strategy has been implemented and published which runs up to 2030 and NYP is the lead sponsor for this piece of work.
• The EPU has developed a major incident response plan supported by Site Specific Information Sheets and response plans which shapes the force’s training and exercising.
• Animal Disease continues to pose a risk due to the extensive size of rural areas of NY and the large population of rural livestock, birds and wildlife.
• Extreme weather events such as storms resulting in floods are becoming more common and widespread across NY and are difficult to plan for, as the extent and impact of rainfall damage cannot be predetermined.
• At points of significant demand caused by both pre-planned events and during live incident response and management, the resource impacts can be significant on the O&CP team and EPU.
• The O&CP team are developing a demand tool to better understand the requests coming into the team and when considered in conjunction with the increased demand for testing and exercising, this will inform any future business planning requirements.

Counter terrorism

• North Yorkshire continues to see an increasing trend in Prevent referrals which can be linked to a combination of factors, including proactivity and education.
• CTPNE Central hub has the capacity to meet its current demand. The governance and management structures allow resources to be flexed to meet any increased threat and risk.
• CTPNE Northallerton is equipped with the expertise and support from the wider regional network to meet its stated aim to mitigate the threat from international terrorism and domestic extremism.
• New government policy is expected in relation to Violence Fixated Individuals, however, the impact of this on Police forces is still emerging.
• The regionalisation of CT resources in the North East has resulted in increased resilience and flexibility to cope with any unforeseen increase in demand.
• It is not anticipated that there will be any residual demand that cannot be met through the CT network.

Public order

• In the context of regional and national public order, NYP is a net supplier of mutual aid for POPS operations, and through effective planning and advance rostering, the force generally manages to address internal demands without recourse to mutual aid.
• Internally, Public Order / Public Safety events include some York City and Harrogate Town football matches, a number of the York Racecourse meetings and a range of agricultural shows (including the Great Yorkshire Show).
• NYP considers there to be sufficient capacity and capability to deal with the anticipated requirements within North Yorkshire and is currently training and accrediting additional Public Order commanders to improve resilience.
• The force has a Dedicated Football Officer who has been in place since August 2024 and sits within the Operations and Contingency Planning team. This has enabled the force to undertake more of the required activity in relation to football policing in line with APP for Policing Football.
• NYP has a national mutual aid obligation to provide 4 Police Support Units (PSUs) simultaneously, within a pre-defined timescale. To do so, NYP considers that it needs to maintain enough PSU officers, trained to the Level 2 standard, to staff 8 - 10 PSUs.
• During 2020, a national requirement for Level 3 officers was defined for the first time. NYP’s maximum commitment would be 77 Level 3 officers, available for deployment on mutual aid. This is 3 Basic Deployment Unit (BDUs) of 22 officers each and an additional 11 officers to contribute to a regional BDU. The force is able to meet this requirement in terms of the number of officers trained in the short term.
• The force will continue to review the SRA using the revised methodology, evaluate capability and capacity and undertake any actions required to resolve issues of concern and inform any future costed plans for any capacity and skills gaps.

Roads policing

• Road Safety represents one of the areas of highest harm in the most recent MoRiLE assessment (February 2025).
• The forecast for fatal, serious and minor collisions is predicted to remain stable with some seasonality.
• Road Safety data quality is an area for improvement for the force with accurate location data a particular area of concern. The force is establishing a working group to address these themes.
• In 2024/25, there were 31 fatal road collisions and 280 resulting in serious injury.
• Specialist Operations undertake targeted enforcement campaigns around drink/drug driving, traffic offences, vehicle safety and vehicle licensing/insurance using a risk-based demand model.
• Operation Snap is an area of business which has seen a continued increase in submissions year on year with 2578 dashcam submissions being received in 2024/25.
• York and North Yorkshire Road Safety Partnership implemented a Safer Road Strategy 2021-2026, supported by the York and North Yorkshire Combined Authority, that seeks to work collectively to achieve this by working towards Vision Zero.
• The York and North Yorkshire Road Safety Partnership brings together the key agencies who all have a shared interest in, and responsibility for, making our roads safer which includes North Yorkshire Police, North Yorkshire Fire and Rescue Service, Yorkshire Ambulance Service, City of York Council, North Yorkshire County Council, National Highways and the Office for Policing, Fire, Crime and Commissioning, part of York and North Yorkshire Combined Authority.
• Roads Policing capacity and capability is sufficient to meet the challenges of the York and North Yorkshire Safer Roads Strategy and the ability to cover the network effectively.
• The Roads Policing Group has a demand-led deployment model and there is a monthly tactical meeting chaired by CI Specialist Operations. In addition to this a longer term 6 monthly deployment plan has been introduced using seasonal collision analytics.
• The Road Safety Team, which consists of four Road Safety Officers and a dedicated Road Safety Analyst, are at the forefront of delivering Road Safety initiatives for North Yorkshire Police.
• NYP are responding to the needs of the community as efficiently and effectively as possible by coordinating partnership resources and key stakeholder delivery through initiatives such as Survive the Drive, Op Apex and the nationally awarded BikeSafe.
• The force has launched a new vehicle stop app. This enables officers to capture a range of data relating to the driver, location etc including ethnicity data which will support the force in delivering against actions set out in the Police Race action plan. Further work is ongoing to promote the use of this.
• If NYP is unable to enhance and deliver more effective road safety and demonstrate that it is maximising every opportunity to reduce death or life altering injuries on the roads of York and North Yorkshire it is predicted that they will remain at current levels which could result in reputational damage, have a negative impact on public perception and reduce public confidence in our approach to road safety.

ICT

• Demand on ICT services fluctuates with new officer intakes, operational seasonality, and project demand.
• Demand into the functions comes from two main sources, firstly, business as usual activities driven by service desk interactions coupled with regular maintenance and secondly from project activities and requests for technical expertise.
• Project demand is an increasing strain on resources which need to be diverted from business-as-usual tasks as the designed-in project capacity is frequently exceeded. Additionally, the lack of IT project managers within the department increases the level of involvement with projects as design and implementation planning is performed by the department.
• A major refresh of the police infrastructure has been undertaken with work complete for the servers and storage elements and in progress for the replacement and upgrade of network infrastructure. In addition, the interconnecting links between the police locations, the Wide Area Network, has been upgraded in both bandwidth and resilience to support the increasing use of digital data throughout the organisation. The solution has been designed to better fit operational requirements based on trends in growth, the NYP police digital strategy and the project pipeline.
• The above mentioned NYP Police Digital Strategy focuses on four principal areas:
• Mobility - providing digital capability to the front line in the field. Plans are in place to onboard a solution during 2025.
• Investigation and evidence – implementation of Digital Evidence Management System (DEMS) improving access to data and information. Implementation of a DEMS is in progress.
• Interaction with the public – implementation of new technologies and channels to simplify and improve contact from and to the public. Multiple digital contact channels will be live during 2025/2026.
• Collaboration – developing and using existing technologies to interact with and, where appropriate, share information with partner agencies to help safeguard and protect the public.
• A support tool, introduced in March 2022, has resulted in an overall increase in demand as officers and staff found it easier to interact with the ICT department. Development of the tool and increases in automation and workflow capabilities have facilitated efficiency improvements within the department and self-help functionality coupled with better infrastructure design has marginally reduced the number of fault calls coming into the department.
• It has proven to be easier to recruit people into areas such as service desk and desktop support and so this function is often used as a feeder function into other areas of ICT. Rather than ICT personnel remaining within one of the three functional teams, career progression plans have been implemented to facilitate easier transition between roles, thus allowing ICT members to develop within the department. This has created greater agility across the ICT function, supports retention but does also introduce a skills and capability gap as the person needs to be educated and trained in the new role.
• Application Services and development have good capable expertise within the team for the current breadth of technology used. There is a need to further broaden those capabilities to provide enhanced technical resilience and to deal with the increased adoption of cloud technologies such as the Microsoft Power Platform.
• The National Policing Digital Strategy places digital transformation at the heart of their ambitions for the police service - 90% of all data has been created in the last 2 years. This is causing pressure on digital storage, and plans are being developed to migrate data to lower cost, secure cloud storage where appropriate.
• As a three-client model (Police, Fire and the Office for Policing, Fire, Crime and Commissioning, part of York and North Yorkshire Combined Authority) there are stresses and strains and different spikes in demand across the three clients.
• It is anticipated that changes identified within the ICT environment against the context of the organisation robustly managing both volume and pace of change is going to be a challenge requiring a structural change within the department. These changes will bring support closer to the functions across the county reducing the time taken to resolve issues and supply equipment, freeing up officers and staff to go about their duties.

Knowledge management

• Operational Intelligence runs through all aspects of policing and informs key decision making with criticality, threat, risk and harm. The force has experienced an increase in intelligence submissions (which is positive) and anticipates that this will continue due to improved briefings, training and awareness and the introduction of an Intelligence sharing portal for partners.
• The Force is working towards full implementation of the Intelligence Professionalisation Programme and to adopt APP-compliant intelligence practices. Managing the increased intelligence flow from within the force and from partners in this manner will place increased demand on the Intelligence capability.
• Covert Intelligence demand is directly linked to crime demand, especially high- risk areas such as organised criminality, and the level of response is managed in relation to capacity and capability to deliver.
• Business Intelligence demand is based on a priority approach underpinned by a commissioning process that supports multiple clients. This results in a blend of products from performance reports, data outputs, information reports or production of service reviews and self-service dashboards.
• Rising demand for data and advanced analytics is outpacing the current capacity and capability of Business Intelligence. Limited talent availability and ongoing data quality issues further constrain its ability to scale and meet growing expectations.
• The Force Intelligence Management unit (FIMU) are responsible for the research, evaluation, input and management of intelligence reports across North Yorkshire. The FIMU queue is discussed at weekly KIT meetings and is managed according to risk, ensuring that urgent intelligence submissions are prioritised. The force has introduced a daily process for assessing the risk against processing intelligence which provides a numerical score based on the volume of high, medium and low risk intelligence set against the capacity for the FIMU on that day.
• The increase in requests for analytical support to operational investigations along with the ongoing requirement to service NIM products is placing an increasing strain on the small Intelligence Analyst team.
• Capability and tools in operational intelligence need to remain current as technology becomes increasingly complex, and we need to improve our staff’s ability to respond to emerging criminal and technological challenges.
• A review of the centralisation of operational and tactical intelligence will commence in June 2025, which will inform any future business planning requirements.
• The new FSR Code of Practice went live in October 2023 and forces will need to be fully compliant by October 2025. Compliance with the code will include standards for the analysis of cell site data and once systems are fully in place an assessment will need to be conducted to ascertain whether additional resourcing is required.
• Business Intelligence takes a more holistic view of organisation data and information from performance data to automated data modelling. The future delivery of Business intelligence is developing its analytical tool set and visualisation toolkits to inform more effective client tools.
• There is a need within the current organisational envelope to drive data ethics, data culture and data literacy to ensure the organisation can best exploit the value of data led decision making.

Estates

• NYP is committed to providing a well-maintained infrastructure, encompassed within a five-year capital plan, which outlines future estate needs.
• The force is developing a collaborative Sustainability Strategy. This strategy aligns with "York and North Yorkshire's Roadmap to Carbon Negative" and the "Net Zero Government Initiative" to fulfil NYP’s environmental obligations.
• The Estates function is managing competing demands from Fire and Police within the Support Services collaboration, and associated demands from an aging estate are being managed through the Estates strategy and prioritisation through the capital planning process.
• Where required, strategic outsourcing complements internal expertise for specialised tasks, such as an external programme manager for the York review.
• The force is continuing to navigate a dynamic post-pandemic landscape. The global supply chain is experiencing adjustments, requiring the team to adapt project timelines and reassess project specifications to optimise costs, while managing extended lead times and ever-increasing costs for materials.
• Improved data utilisation and asset monitoring will support informed resource allocation decisions. Linking asset information with financial and operational planning will enable proactive equipment replacement and maintenance programs. Improvements will require consideration for replacement estate software applications.
• The force expects that its collaboratively developed plans have the potential to effectively address future demand. Success hinges on the force’s ability to strategically manage and prioritise the need for change.

Transport and Logistics

• Demand into the Transport function comes from four main sources, commissioning new vehicles, decommissioning of all replaced vehicles, scheduled and unscheduled servicing, and collision damage repairs.
• The force is developing a collaborative Sustainability Strategy. This strategy aligns with "York and North Yorkshire's Roadmap to Carbon Negative" and the "Net Zero Government Initiative" to fulfil NYP’s environmental obligations.
• The continued roll-out of telematics functionality will help flatten the demand curve but, through improved insight, has the potential to increase demand upon fleet services as demand currently hidden to the function is highlighted earlier. Demand is also anticipated to increase in proportion to the growth in the size of the fleet.
• The force is continuing to navigate a dynamic post-pandemic landscape. The global supply chain is experiencing adjustments, requiring the team to adapt project timelines and reassess project specifications to optimise costs while managing extended lead times and ever increasing costs for materials.
• Improved data utilisation and asset monitoring will support informed resource allocation decisions. Linking asset information with financial and operational planning will enable proactive equipment replacement and maintenance programs. Improvements will require consideration for replacement transport and asset management software applications.
• Improving efficiency will require a review of space utilisation across the county with a particular focus on the Transport and Logistics Hub at Thirsk.
• The force expects that its collaboratively developed plans have the potential to effectively address future demand. Success hinges on the force’s ability to strategically manage and prioritise the need for change.

Corporate Development

• Demand for Change Delivery Team resource is managed and prioritised via the change pipeline which is agreed following the Business and Financial Planning process, which is an annual event linked to the FMS, in order to manage growth, inform budget setting and investment priorities to meet current and future demand. In addition to this, national projects and ad-hoc requests are also incorporated within the change pipeline. Capacity to meet demand is managed through continuous risk-based re-prioritisation of the change pipeline. However, the challenge in demand vs resources will become clearer as we move in to delivering Innovation and decisions around Priority Based Budgeting.
• OBC & OPCI teams demand is aligned to support the change pipeline and workload is categorised, managed, and prioritised in the same way as Change Delivery demand. Once fully staffed the team will have the capacity and capability to meet its current demand. In addition to that it undertakes commissioned continuous improvement activity to support operational improvement.
• Demand for business intelligence (See also chapter 10) through data analytics is likely to continue grow as the breadth and depth of data within police and across partners grows alongside an increasing national desire for policing data.
• Inspection and Strategic Planning team demand is expected to increase linked to external inspection schedules and related assurance activity. Accreditation and transactional auditing staff do not have capacity to meet current demand and the team are prioritising backlog work.
• Demand within Information Management has been increasing throughout last year and is expected to exceed capacity of the Compliance Team and Niche Systems Admin (NSA) team due to volume of change through capital change programme and continuous improvement. Additional work supporting the Chief Constable portfolio for NPCC ANPR Lead is impacting on demand in the compliance team.
• Demand for Corporate Communications support is driven by operational need. The introduction of Op Tornado days each month requires support in communicating the outcomes of the operation to the community as a means of demonstrating force activity and improving public confidence in the police dealing with criminality in their area. In addition, a developing area of demand is the level of change programmes and the more proactive approach being taken to engage our workforce in these developments.
• Demand upon the Executive Support Team is determined by their capacity with a defined number of roles within the organisation allocated a specific amount of FTE of executive support service. Additional activities have been moved to the team from other force areas alongside supporting the Chief Constable portfolio for NPCC ANPR Lead. This has significantly increased demand on the team.

Finance

• The Finance function operates using a capacity led demand model.
• Payroll team’s primary function is to ensure employees are paid correctly, accurately and on time where the payroll system currently operates effectively. Initiatives to support NYP for 2025/26 have introduced, from 1 April 2025, monthly benefit-in-kind processing, salary sacrifice car leasing scheme, new car allowance policy, and death in service benefit scheme.
• Pension team continue to work on the production of McCloud Remedy ensuring that all annual benefit statements (ABS) and remedial services statements (RSS) are to statutory deadlines with 89% sent 31/03/2025, 4% extended to 30/06/2024 and 7% not classed as a pension regulator breach.
• The Regional Procurement collaboration with Yorkshire & the Humber Forces (YatH) was dis-established on 30 June 2024 with the NYP procurement team accordingly to manage all procurements, including those >£50k.
• The purchasing system can become more streamlined and link with accounts payable to automate the procurement, purchasing and payment of invoices through an end-to-end process.
• The Finance Accounting team have operated separate NYP and NYFRS accounting systems and teams since June 2023, to provide budget and financial advice more effectively. This has overcome some of the challenges caused by operating two separate financial systems via separate hardware.
• The business case to invest in a finance and purchasing system for the NYP, NYFRS and YNYCA has been approved by NYP and NYFRS at Support Services Steering Board in May 2025 where the next step is the development of the scope and specification focusing on the Chart of Accounts and an inclusive purchase to pay system. NYP is designated as the lead host and a planned go live date of 1 April 2026.
• The budget setting prioritisation process to allocate budget to greatest need is being developed further in 2025/26 with the investigation of Value for Money profiles connected with priority-based budgeting to ensure investment is targeted to technology and innovation needs of the Force.
• The Finance function’s capability provides a good robust service supporting the needs of the Force when it is at full capacity. The current employment market is difficult to attract accounting and procurement professionals leaving the team vulnerable to increasing workload due to the ambition of the Force to be innovative and technologically astute.
• The force anticipates that its plans to provide payroll and pensions, finance accounting and accounts payable and purchasing and procurement services are sufficient, when fully resourced, to meet future demand.

Learning and Development

• The majority of Learning and Development demand arises from mandatory learning and development requirements which North Yorkshire Police must deliver to ensure the safety of the workforce and compliance with the National Policing Curriculum, national legislation and guidance which is predominantly funded by the Force Training Budget.
• 2025/26 recruitment schedule has been finalised and includes two PCDA courses, one PCEP and one DHEP and four transferee courses.
• The force implemented the Public and Personal Safety Training (PPST) programme in April 2024. The implementation of the new programme has increased demand upon the L&D team.
• Fast roads training is now incorporated as a pre-requisite of the Driver Training programme including road scene management and officer road safety for all drivers with a basic driving authority upwards.
• The new College of Policing fourth entry route, Police Constable Entry Programme (PCEP), has gone live nationally from April 2024. The delivery of this entry route is co-ordinated with our main academic partner, the Open University.
• A monthly Skills and Capabilities Meeting is in place to oversee and prioritise strategic organisational learning and development needs to ensure North Yorkshire Police has the requisite operational skills to meet anticipated future demand sustainably. An evaluation programme has been established for internal trainers including a programme of evaluation of the training material being delivered.
• The PPST delivery programme continues to work towards clearing the backlog of those officers who are out of accreditation. The position continues to improve and in the last year the backlog reduced from 211 officers and staff out of accreditation in April 2024 to 152 in March 2025.
• Learning and Development currently have two trainers accredited and qualified to deliver PNC and PND training for the force.
• Learning and Development currently have two trainers accredited and qualified to deliver JESIP training for the force.
• To deliver the PPST programme, a single venue to conduct training is still being sought to provide NYP with the autonomy to manage the scheduling of its courses and the potential to open up opportunities for future income generation.
• Demand can be met by Learning and Development if the force works to the plans in place and it is essential that the L&D team work collaboratively with other functions such as People Services to ensure that all interdependencies can be identified.

People Services

• The four areas of the People Services function use a capacity led demand model which differ in terms of demand with the level of reactive and proactive requirements across the teams.
• The HMICFRS Workforce profiles for police staff 2023/24 identified a police officer attrition rate of 5.4% and police staff attrition rate of 15.1%, which is similar to 21/22 however it places NYP top in the country.
• Workforce data indicates 44.41% (at 31st March 2025) of police staff are over 50 years of age, which has implications for managing an older workforce in terms of health and wellbeing.
• The recruitment market continues to evolve, requiring talent recruitment to think differently about how to attract and retain the right candidates.
• Particular difficulty is being experienced in recruiting specialist roles, such as procurement and accounts, due to a shortage in skills on the open market.
• People Services have a People Strategy, which is underpinned by a delivery plan with six core priorities.
• Any changes that come out of the Support Services Review will also require People Services support.

Professional Standards Department

• The Professional Standards Department (PSD) is a statutory function to ensure that the standards, behaviours and values of our own workforce are upheld.
• In the past 3 years there have been a number of national reports bringing associated recommendations that have impacted and increased scrutiny on all forces. The force has also been subject to a HMICFRS Integrity inspection in July 2024. To make the required improvement, the recommendations from these reports have, and will continue to, increase the demand upon the PSD function.
• In April 2024, the force published its Professional Standards Strategic Threat Assessment, which articulates the threat, harm and risk to NYP from corruption and serious misconduct. The document has been utilised to inform the Professional Standards Department Control Strategy and an associated Workplan is in development. The workplan will seek to address gaps in knowledge and inform further business planning processes for the coming year.
• Current data indicates a significant year on year increase across several of the core business demands for PSD, including PSD Investigations, complaints, hearings and suspensions.
• A change to the Police (Conduct) Regulations has placed pressure on the Appropriate Authority (AA) function. The changes included amendments to the composition of panels and transferred the responsibility for chairing gross misconduct hearings (GMH) to Chief Officer leads, which has stretched capacity.
• The increase in the number of officers due to uplift and the ground swell of national issues indicates that there is a strong likelihood that demand from investigations will continue to increase. The volume of cases alone does not provide the full picture of the true demand upon the team as the complexity of cases has also increased.
• Vetting demand has increased year on year since 2016/17 increasing by 30% from 2022/23 to 2023/24 and by 7% 2023/24 to 2024/25.
• Following the approval of a business case in 2023 for uplift across the department a number of posts have been established, the benefits of which are starting to emerge. This has resulted in the Vetting Unit, Investigations and ACU having additional capacity and capability to meet demand. However, ACU capability needs further consideration in terms of specialist investigative training and the Vetting Unit capacity requires further consideration given the force recruitment schedules.
• In June 2025, PSD will be establishing a temporary centralised Schedule 3 Complaint Handling Team with a view to exploring a permanent team through the business planning process. A centralised team is expected to provide a more consistent, efficient, and professional service to members of the public and remove the demand placed on Commands.
• Any residual demand, following the uplift, would not generate any anticipated harm to the public or organisation as individuals would still be vetted and misconduct matters investigated. There does remain a risk from the timeliness of investigations which, in some cases, does not instil the trust and confidence of the public and has a significant impact upon the wellbeing of those subject to investigations.

• YatH collaboration encompasses North Yorkshire Police, South Yorkshire Police, West Yorkshire Police and Humberside Police forces. This collaboration includes RSSS, ROCU, UWSU as shared functions which are each provided under a Section 22A agreement with North Yorkshire Police in each case acting as the client.
• Evolve is the collaborative arrangement for policing services for North Yorkshire, Durham and Cleveland and includes the Cold Case Review Unit and Evolve Collaborative Legal Services.
• The Civil Disclosure Unit (CDU) within Evolve support the force on Freedom of Information Requests (FOIs), Subject Access Requests (SARs) and Information Sharing Agreements, Common Law Police Disclosures and disclosures into Family Court proceedings in addition to general advice on civil disclosure matters.
• CDU demand is prioritised in line with capacity however Family Court proceedings in the safeguarding of children will take priority when capacity is stretched.
• EnableNY is the collaborative arrangement between North Yorkshire’s Police and Fire and Rescue Services launched in April 2019 under a Section 22A Collaboration Agreement which brings together the support functions of North Yorkshire Police and North Yorkshire Fire & Rescue Service to facilitate the provision of an efficient and exemplary service to the people of North Yorkshire in support of frontline officers, staff and firefighters. Following a review in 24/25, the collaboration has been transferred under the Deputy Mayor for Policing, Fire and Crime and the collective functions will be known as Support Services.