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Lincolnshire 2017

Read more about Lincolnshire 2017

This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Lincolnshire Police. PEEL is designed to give the public information about how their local police force is performing in several important areas, in a way that is comparable both across England and Wales, and year on year. The assessment is updated throughout the year with our inspection findings and reports.

The extent to which the force is effective at keeping people safe and reducing crime is not yet graded.

The extent to which the force is efficient at keeping people safe and reducing crime requires improvement.

The extent to which the force is legitimate at keeping people safe and reducing crime is not yet graded.

The efficiency inspection findings are published below.

Zoë Billingham, Her Majesty’s Inspector of Constabulary

Contact Zoë Billingham

HMI's observations

My overall assessment of Lincolnshire’s performance will be published in spring 2018, following the publication of the legitimacy and effectiveness inspections in December 2017 and March 2018, respectively.

Effectiveness

How effective is the force at keeping people safe and reducing crime?

To be graded
View the five questions for effectiveness

Efficiency

How efficient is the force at keeping people safe and reducing crime?

Last updated 09/11/2017
Requires improvement

Lincolnshire Police is judged to require improvement in the efficiency with which it keeps people safe and reduces crime. Our overall judgment this year is not consistent with last year’s assessment where we judged the force to be good for efficiency overall. The force’s understanding of demand is judged to require improvement; it is judged to be good for its use of resources to manage demand; and its planning for future demand is judged to require improvement.

Lincolnshire Police provides a good policing service to its communities at one of the lowest costs per head of the population in England and Wales. It has entered into local partnerships, for example, with local authorities, has outsourced services to the private sector and has undertaken extensive collaborative work. However, because its last comprehensive review of demand took place some time ago, the force now has an incomplete understanding of the current, complex and future demand for its services.

HMICFRS expects forces to have a continuing process in place to understand demand. In addition, the force is not sufficiently developed in how it plans to respond to an uncertain financial future and to provide efficient and effective policing.

Lincolnshire Police continues to prioritise its services and it allocates its resources well. It has introduced a new policing model, which redirects resources to deal proactively with potential problems. The force understands its current workforce’s operational skills and capabilities, although it could benefit from recording their non-operational skills such as other languages. It is developing leaders for the future, but it might be missing opportunities to increase the diversity of teams and to seek talented individuals from elsewhere.

The force invests well in ICT and other technology to improve efficiency. It also collaborates extensively, for example with other forces and emergency services, the local council, private-sector providers and academics, to cut costs, increase resilience and improve capacity.

The force predicts a significant budget deficit in April 2018. This is a considerable concern to HMICFRS as it means that the force depends heavily on the police and crime commissioner’s financial reserves to balance the budget. Due to the priority-based budgeting exercise not being far enough forward at the time of the inspection, the force was unable to demonstrate a clear plan as to how it will deal with this anticipated budget shortfall. The recent changes in the force leadership team have inevitably resulted in a pause in some of the decision-making processes, to allow the new chief officer team time to review the future plans. HMICFRS looks forward to the new chief constable, and his team, taking on these challenges and is confident that the team will develop clear plans and take swift action to ensure that the force can maintain effective policing if funding is not increased in line with the force’s current expectations.

View the three questions for efficiency

Legitimacy

How legitimate is the force at keeping people safe and reducing crime?

To be graded
View the three questions for legitimacy

Other inspections

How well has the force performed in our other inspections?

In addition to the three core PEEL pillars, HMICFRS carries out inspections of a wide range of policing activity throughout the year. Some of these are conducted alongside the PEEL inspections (for instance, our 2016 leadership assessment); others are joint inspections.

Findings from these inspections are published separately to the main PEEL reports, but are taken into account when producing the rounded assessment of each force's performance.

Key facts

Force Area

2292 square miles

Population

0.73m people 9% local 10 yr change

Workforce

83% frontline 78% national level
2.1 per 1000 population 3.6 national level
33% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

0.04 per person 0.06 national level
Local 5 year trend National 5 year trend (no change)

Cost

41p per person per day local 55p per person per day national

Points of context provided by the force

  • Savings are continuing to be delivered through our strategic partnership and collaborating with Emergency services, Regional forces and making the best use of technology.
  • The force is working in partnership to keep the most vulnerable safe, particularly in relation to sexual violence, domestic abuse, hate crime and child sexual abuse.

Police and crime plan priorities

The focus going forward will be working in partnership to deliver sustainable and effective services.

Working alongside councils, health, probation, courts, voluntary and community organisations to prevent crime will reduce the load on police and protect the public.

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We will focus on protecting and supporting victims and the vulnerable – critical to a safer, more confident society. Domestic abuse and sexual violence will need strong, visible intervention.

The Force will continue to listen and respond to the public, ensuring all communities have their say.

We will maintain our excellent track record of innovation. Closer partnerships with other emergency services will be supported by a shared Police/Fire Headquarters, a county-wide blue light estates rationalisation and the building of an integrated Police/Fire/Ambulance Station for Lincoln.

Investment in the right tools to support frontline officers will continue and the most developed police collaboration in England will ensure neighbourhood policing is supported by specialist capabilities.

Partnership, innovation and efficiency are essential to ensure Lincolnshire is ‘safer together’.