Force Management Statement

June 2018

FORCE MANAGEMENT STATEMENT JUNE 2018

Contents Introduction ...... 3 Section 1: Responding to the Public ...... 8 Summary ...... 8 Responding to the public ...... 10 Section 2: Prevention and Deterrence (Neighbourhood Policing) ...... 23 Summary ...... 23 Prevention and Deterrence (Neighbourhood Policing) ...... 25 Section 3: Investigations ...... 39 Summary ...... 39 Investigations ...... 41 Section 4: Protecting Vulnerable People ...... 72 Summary ...... 72 Protecting Vulnerable People ...... 75 Section 5: Managing offenders ...... 93 Summary ...... 93 Managing Offenders ...... 94 Section 6: Managing Serious and Organised Crime (SOC) ...... 99 Summary ...... 99 Managing Serious and Organised Crime ...... 101 Section 7: Major Events ...... 117 Summary ...... 117 Major Events ...... 120 Section 8: Force Wellbeing ...... 138 Summary ...... 138 Force Wellbeing ...... 139 Section 9: ICT and Information Management ...... 144 Summary ...... 144 ICT and Information Management ...... 146 Section 10: Force-wide functions...... 160 Summary ...... 160 Force-wide functions ...... 163 Section 11: Finance ...... 184 Finance ...... 184 Section 12: Collaborations ...... 185 Collaborations ...... 185 Glossary ...... 190 Declaration ...... 195

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FORCE MANAGEMENT STATEMENT JUNE 2018

Introduction

Lincolnshire is a small Police Force with a large appetite for innovation and collaboration. We work well with both our local partners (including Local Authorities and other Blue Light Services) and other forces in the Region through the EMSOU and EMOpSS collaborations. By collaborating in this way, we believe that we make the most efficient and effective use of the resources available to us in serving the public.

In 2012, we engaged in a Strategic Partnership with G4S to provide 18 services to the force. As part of maintaining an effective partnership, we gather data through Key Performance Indicators (KPIs), that gives us a picture of performance and demand that we can use to plan how services are delivered in the future.

With respect to innovation, we have developed the “UK’s best Police Mobile Data solution” (Rt Hon Nick Hurd, Minister for Policing), as well as being the first force in the UK to introduce the role of Voluntary Police Community Support Officer (VPCSO). Our online Firearms Licencing Portal, FLO, is the first online submission and payment system for firearms licencing anywhere in the UK. We are led by the vision in our Strategic Plan, Distinctively , which provides us with our purpose and priorities

We work to the values laid out in our Staff Charter, PRIDE; and these values are well embedded across our organisation. We believe that supporting our people in their wellbeing; physically, mentally and how they feel valued, is vital to achieving our mission for the public. Our strong commitment to wellbeing is starting to have a cultural impact on our force.

Like most Police Forces in the UK, our understanding of demand is not consistent across the force. We work in a complex and rapidly changing environment, and are reliant on our ability to predict and keep up with socioeconomic, political and technological developments to be able to operate effectively. The difficulty of this is most clearly demonstrated when we look at the increasing demand in relation to sexual offences and cyber-enabled crime.

HMICFRS Grading In the 2017 PEEL Efficiency Report, we received a grading of ‘Requires Improvement’ in relation to our understanding of demand against our future funding. This document addresses those concerns. It represents the largest exercise to date that the force has undertaken to improve its understanding

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FORCE MANAGEMENT STATEMENT JUNE 2018

of demand. Although this gives a snapshot of our understanding of demand at a fixed point in time, this is a live document; and as such will be refreshed at least annually with updated