25 Jun 2012 : Column 134

however, like to see a mechanism that shows that some progress is being made on the funding due to Devon and Cornwall. If that £4.9 million were to be made available, it would equate to 100 officers, which would make a huge difference to the programme of change and to the cuts being delivered as a result of deficit reduction.

Under the area cost adjustment, areas seen to be high cost—I could stray into the controversial topic of regional pay, but I will resist the temptation—are given extra funding. This spreads out from London as one heads westward. Sadly, it peters out around Dorset, so the Devon and Cornwall force does not benefit from area cost adjustment, whereas other forces in the south-west do. Yet again, I would suggest, there is an element of unfairness there.

We face the challenges of policing across a diverse, geographically widespread peninsular environment, the funding for which is, sadly, deficient in a number of respects. I fully accept that this is an historic issue—it is one that this Government have inherited, but I look to them to consider some of the issues so that they might be resolved in the future.

The cuts manifest themselves in planned cuts to the sworn officer base from 3,580 in 2010 to 2,810 in 2015—a 21.5% reduction, with 700 fewer officers. At the same time, there is a reduction in police staff of about 500. This puts pressure on the ability to deliver such services as specialist traffic police and accident investigation—not during the middle of the day, but perhaps over weekends and late at night, reducing the ability to examine the scene of an accident in detail. We could be looking at some reduction in the excellent community policing performed by the neighbourhood teams, and another stretched resource is response cover. That is particularly challenging in rural areas, as response times can be affected when areas are stretched. There are also more specialist areas of work—in diversity, for example—and there will inevitably be a reduction in the vehicle fleet infrastructure and estate. As I said earlier, we accept that some of these cuts had to come because of the strategy for dealing with deficit reduction. It is important, however, to look at how we can support the chief constable and those who have to deal with these issues on the ground.

It would be fair to say that, because of the financial challenges, police morale is pretty low. They are doing a fantastic job, but they are concerned about the future of the service and about their own careers. A few months ago, I attended a meeting in Launceston—I pronounce it that way for the benefit of those taking notes of our proceedings—and more recently in Bodmin, when I had discussions with a number of officers who work on the front line. They are feeling it pretty hard at the moment. They are concerned about the level of reduction in the number of officers and about one or two other changes under consideration at the moment and how they might impact on them.

Let me refer briefly to the pensions issue; it is not my main focus this evening, but as with those working in public services elsewhere, this is a matter of concern—particularly to officers who have served for some time and are worried that things might change during their period of service. With the Winsor review in mind, there is concern about pay, particularly about how a mechanism based on incremental points and length of service is