Lincolnshire PEEL 2017

Lincolnshire Police’s understanding of demand, including demand that is less likely to be reported, is incomplete. The last comprehensive review of demand took place some time ago and there is a limited understanding of the nature and scale of many of its priority areas. The force’s analytical capacity has diminished over the last year so it is increasing the number of analysts and is working collaboratively with local partner organisations such as the local council.

The force’s command and control system does not provide robust data to understand changes in reactive demand fully so the force plans to replace this system in 2018. It has some very good projects to reduce and prevent crime, particularly those crimes which affect people who are vulnerable or less likely to engage with the police. It is also developing ways to highlight more complex crimes and crimes that are less likely to be reported.

The force is committed to improving its understanding of how inefficient internal processes affect demand. It has undertaken research on processes and practices to support a new policing model. The force filters demand, but avoids intentionally suppressing it. Improvements to its website explain its services and direct people to the most appropriate lead organisation and allow victims to report crime online. The force has taken steps to make sure it can realise the potential benefits of its change projects. Members of the workforce are encouraged to make suggestions and put forward ideas and their leaders listen to them.

Lincolnshire Police has a growing understanding of the skills and capabilities it needs to meet present and future demand. The force records the training courses which members of the workforce have undertaken and the qualifications they received, but it does not collate information on non-operational skills such as other languages. It uses a broad range of approaches and techniques to understand the relative strengths of its leadership. However, it has not yet completed its formal audit of the skills of its leaders, which concentrates on their operational skills.

The force recognises the need for more accredited investigators and for the workforce to possess good skills in investigating digital crime to meet current and future demand. It is trying to recruit suitably qualified investigators from other forces, is increasing its provision for training investigators and is encouraging more officers to transfer to the criminal investigations department. However, financial priorities sometimes restrict the force from training for the skills that it requires to meet its future needs.

The force continues to prioritise its services and allocate its resources well. It has extensive experience of varying the levels of resources to meet different demands or reduce costs. The new policing model redirects resources to deal proactively with potential problems. The force can demonstrate significant benefits from its investment in ICT, such as mobile data and body-worn video cameras.

Lincolnshire Police is working well with others to manage demand and improve its services. It collaborates extensively with other police forces, the local council, other emergency services, academics and private-sector providers. The force can demonstrate how its collaborative work with others has cut costs and increased resilience and capacity.

Lincolnshire Police’s assessment of emerging and likely demand for its services is limited but developing, and it does not always consider public expectations. The force invests well in ICT and other technology to improve efficiency and shows a good commitment to projects that should increase its capacity and capability.

The force’s succession planning is mostly good. The new professional development review process is designed to identify training and development needs more effectively and ensure they are tailored to the individual’s development. Future leaders are being nurtured but the force might be missing opportunities to increase the diversity of its teams and to seek talented individuals from elsewhere.

Although its priority-based budgeting exercise produced a number of fully-costed options on future service levels, the force was not far enough ahead at the time of inspection to show a clear plan to deal with an anticipated budget deficit in April 2018. HMICFRS looks forward to the new chief constable, and his team, taking on these challenges and maintaining effective policing if funding is not increased in line with expectations.