Service delivery
Priority 4 - we will provide sustainable mobilising, command and control infrastructure
We are approaching the final stages of the implementation of the new control mobilisation system. The programme was in its testing phase at the end of 2024 to 2025. The agreed ’go-live’ date being at the secondary control site in Market Rasen in early 2025 to 2026. The team faced challenges due to the magnitude and criticality of the project. Despite this, the team continued to deliver. They remain on target against the project aim and objectives. Phase two of the project will see the delivery of:
- a new rota and availability system
- enhanced station end equipment
- new mobile data terminals
This will provide our operational crews with critical risk information when responding to incidents.
As part of the resourcing project, the current control establishment was reviewed.
The launch of the new technical rescue vehicles (TRVs) has seen the creation of three mobile command functions that can be delivered to incidents. This includes:
- shelters
- Wi-Fi connectivity
- TV screens
This provision will enhance our command and control capabilities across the county.
Priority 5 - we will streamline the way in which we manage data and the technology we use to access it
Data is a fundamental part of service delivery. It allows decisions to be made with confidence and assurance. Large amounts of data is collected and saved using the client relationship management system, (CRM). The service support team identified inefficiencies. As a result, a project to replace the current system was initiated. The project will be managed with the aim of implementing a new system in 2025 to 2026.
Power BI has been developed by the risk and intelligence team. It offers a replacement for the previous performance management tool, InPhase. The Power BI platform has allowed access to key performance information. Managers at all levels are able to scrutinise service delivery data.
Priority 6 - we will ensure we have a sustainable response model
There continues to be a commitment to continual improvement. Our ability to adapt to the changing environment has been tested. The service needs to be agile in the approach to responding to incidents in our county.
There is a continued need to ensure a provision of the most appropriate response to identified risks. The response is a balance between:
- having sufficient resources available to respond to a given number, and
- scale of incidents alongside the need to ensure our areas of highest risk are adequately covered at all times
This balance is achieved through the ‘assured level of response’ strategy.
Through the resourcing project we have consulted on proposed changes. These will enhance the resilience of the response model, by increasing the numbers of operational staff on wholetime fire stations. These changes will see the watch commander supports move from their current roles, back onto the wholetime watches with effect from 1 January 2026.
Priority 7 - we will ensure the health and safety of our staff remains a priority
Our paramount priorities are:
- ensuring the wellbeing of our employees
- creating a safe working environment
The strategic intent for health and safety policy is to:
- proactively identify and mitigate risks
- promote a culture of accountability
- continuously improve processes to safeguard the health and safety of all individuals within the service
Continual engagement with internal and external stakeholders provides a platform to ensure a positive environment to consider health and safety requirements.