Policing that works
Effective enforcement, help and assistance when you need it are critical to policing that works. I will hold the Chief Constable to account for the services he provides and ensure he continues to innovate and transform the service and gives the frontline officers the “right tools for the job” to respond to the diverse needs of our communities. I will continue to champion the need for appropriate funding for all Lincolnshire public services but especially for policing to support community safety and effective prevention, tackling and reducing crime across our county. Policing is about so much more than crime and I will continue to work with the force and communities to ensure that the wide range of duties placed upon the police are resourced and delivered.
Key priorities:
Targeted and prioritised visibility.
- Maximise police officer numbers through delivery of the Police Uplift Programme and through Council tax precept, working with the Chief Constable to ensure that the officers are directed where they are most needed to prevent, tackle and reduce crime and ASB, help those in need and protect people from harm:
- Maintaining and enhancing the visibility of policing across the county.
- A dedicated Roads Policing Team will be established who will provide pro-active capacity to help reduce serious incidents, deter criminal use of the roads and support local policing response.
- Establish a new multi-disciplinary Rural Crime Action Team to provide problem solving, proactive capability and investigative support to reduce community and rural crime. The team will be linked to and support our Neighbourhood Policing (NHP) teams. There will be greater commitment to tackling crime in rural neighbourhoods, a greater flexible capability to support NHP problems, and capacity to investigate wider criminality of travelling criminals as well as providing reassurance and confidence to our rural communities on issues such as heritage crime and hare coursing.
- Support the Chief Constable in his aims and objectives to improve equality and diversity in the workforce so that it reflects the people we serve; hold the Chief Constable to account for the exercise of duties relating to equality and diversity.
- Recognising that the widespread use of the internet has created a new and increasingly unregulated space for crime to take place and the need to balance policing presence in the physical and virtual world.
- Increase the number of Special Constables and identify opportunities for enhanced training and specialisms where appropriate, such as the Safer Together Roads Team or cyber-crime.
- Support and hold to account the Chief Constable in meeting the Strategic Policing Requirement nationally by working in partnership with regional and national agencies (security services, National Crime Agency etc.) and resourcing appropriate capability locally to ensure that the serious threats to our communities from serious and organised crime, terrorism, sexual exploitation and e-crime are met with capable and effective policing from well organised and effective specialist units.
Legitimacy
- Maintain public confidence in policing by overseeing a complaints system which delivers impartial and timely outcomes for all, ensures the police are accountable for their actions and that lessons are learnt through a focus on continuous improvement. Provide assurance to the public by ensuring that requests for a review received from complainants who are dissatisfied with the outcome of their complaint made against the police are impartial and carried out independently.
- Ensure that people detained in police custody are treated in a transparent, lawful and ethical way by continuing to run an independent custody visiting scheme, in which local members of the public volunteer to serve as Independent Custody Visitors (ICVs) making regular, unannounced visits to police custody to check on the rights, entitlements and wellbeing of detainees as well as the conditions they are held in.
Enabling business delivery
- The need to predict and plan effectively will be a critical tool to support Lincolnshire Police in meeting its mission in stopping crime and criminals, protecting communities and individuals from harm and helping those in need. Invest in a Business Intelligence (BI) system which will modernise the Force’s ability to understand demand and target resources so that we are there when you need us.
- Work with the Chief Constable to transform and restructure policing and corporate business support functions to best support operational frontline services, ensuring a positive and smooth transition from the Strategic Partnership with G4S to an affordable, sustainable operating model for Lincolnshire Police.
- Right Tools for the Job - Ensure staff have the right equipment and appropriate training to address capacity and capability issues and encourage innovation such as personal issue body worn video, additional vehicle ANPR availability and technology which enables the transfer of material in a digital format to the criminal justice system.
- Review the PCC and Force Carbon Reduction Plan annually to ensure investment maximises progress towards the Government’s CO2 and vehicle emissions targets.
- Provide a sustainable carbon efficient property portfolio. LED lighting has been introduced across the estate and we will now develop schemes to deliver innovative and sustainable heating solutions.
- Continue the investment in alternatively fuelled vehicles by introducing 10 alternatively fuelled vehicles per year and developing the forces electric vehicle charging infrastructure.