Lincolnshire PEEL 2014

Lincolnshire Police has a rigorous approach to analysing demand for response, investigative and neighbourhood teams. This includes working with other partners such as local councils. The force analyses demand received through its control room and uses a decision model to help staff to decide how best to resolve a call. The force has recently invested in its IT provision but the full benefits are yet to be realised.

Lincolnshire Police faces a particularly difficult challenge as it already has very low costs, has a small workforce, and has either outsourced functions or collaborated with other forces in most areas of policing. The force has a good track record of achieving planned savings. It has clear plans to achieve savings in 2014/15 and achieve the £20m savings required over the spending review. Using a combination of savings and reserves, the force plans to achieve £2.1m savings in 2015/16. The force has two years to change the way it polices Lincolnshire so that it can achieve the savings required by 2017. It has already identified some limited opportunities to achieve savings; after that it may need to reduce its workforce. Lincolnshire has achieved the majority of its savings from non-pay costs.

The way the force provides policing has allowed it to meet its savings requirement while implementing the PCC’s priorities. The force has made extensive use of outsourcing and collaboration to contribute 31 percent of its savings – a significant achievement. The way the force currently provides policing is not adaptable for the savings forecast beyond 2016. The force will need to look beyond these arrangements; this is likely to result in reductions in police officer numbers. Lincolnshire achieved significant savings by reducing non-pay costs. It also increased the proportion of officers in frontline roles. This is commendable.