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Corporate governance

Governance is the act, process or power of governing an organisation.

Good governance allows organisations to do the right thing, in the right way, for the right people, in a timely, open, honest and accountable way.  It is vital to effective financial and risk management.

A good governance framework will include the systems, processes, cultures and values used to direct and control organisations and through which they answer to, get involved with and, where appropriate, lead their communities.

The Commissioner has developed a Governance Framework (link to Governance Framework Process Chart in Corporate Governance in Our Policies and Procedures)  where the Chief Constable (or Deputy Chief Constable) is held to account in the following business areas:

  • Performance (crimes, anti-social behaviour and detections)
  • Resources (finance, human resources, learning and development, ICT, procurement, assets and health and safety)
  • Professional Standards (complaints and conduct issues)

The Commissioner monitors and reviews performance in these areas and focuses on areas of concern, challenging poor performance.

A series of quarterly briefings are also provided by the Force in other business areas such as protective services (such as protecting vulnerable people, serious and organised crime and counter terrorism), engagement and consultation and partnerships. Significant risks, issues and concerns are highlighted to the Commissioner by exception.

Code of corporate governance

The Code of Corporate Governance describes how the Police and Crime Commissioner for Lincolnshire discharges his responsibilities and particularly his overarching statutory responsibilities.

The Code is consistent with the principles of the CIPFA/SOLACE Framework: ‘Delivering Good Governance in Local Government’ (2016). This framework sets out seven core principles on which effective governance should be built:

  • Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law.
  • Ensuring openness and comprehensive stakeholder engagement.
  • Defining outcomes in terms of sustainable economic, social and environmental benefits.
  • Determining the interventions necessary to optimise the achievement of the intended outcomes.
  • Developing the entity’s capacity, including the capability of its leadership and the individuals within it.
  • Managing risks and performance through robust internal control and strong public financial management.
  • Implementing good practices in transparency, reporting and audit to deliver effective accountability.

The first two principles underpin the whole 2016 Framework and are implicit in the remaining five principles. The Framework also emphasises that local government organisations must try to achieve their objectives while acting in the public interest at all times.

To achieve this, a framework has been formulated locally which ensures that these principles are fully integrated in the conduct of the Commissioner’s business as well as establishing a means of demonstrating compliance.

The Commissioner can also demonstrate that the systems and processes in place are:

  • Monitored for their effectiveness in practice;
  • Subject to annual review to ensure they remain up-to-date.

Integrated scheme of governance

The Integrated Scheme of Governance, provides a framework which makes sure business is carried out efficiently, ensuring that decisions are not unnecessarily delayed

The following Scheme of Consent details the key roles of the Police and Crime Commissioner and, among other things, those functions/powers which he/she consents to the Chief Constable, and if appointed, a Deputy Police and Crime Commissioner exercising.  The Commissioner may limit these powers and/or remove consent at any time. 

The Commissioner’s and Chief Constable’s scheme of delegation

The PCC’s scheme of delegation details those functions/powers which he/she delegates to his statutory officers (the Chief Executive and Chief Finance Officer). The Commissioner may limit these powers and/or remove delegation at any time.  The Chief Constable’s Scheme of delegation covers the powers given to the Deputy Chief Constable and Force Chief Finance Officer.

Joint Independent Audit Committee (JIAC)

The Joint Independent Audit Committee (JIAC) provides independent assurance to the Police and Crime Commissioner and the Chief Constable regarding the adequacy of the risk management framework and the associated control environment.  

Find out more about the Joint Independent Audit Committee

Internal audit charter

The internal audit charter establishes the purpose, authority and responsibilities for the internal audit service for the Police and Crime Commissioner for Lincolnshire and Lincolnshire Police.