Value for money
Priority 8 - we will provide training and development facilities that are fit for the future
The purchase Waddington Training Centre has:
- provided a significant opportunity for the service
- secured a dedicated site for our internal training needs
Throughout 2024 to 2025, focused work has been undertaken to:
- fully scope the existing facilities
- assess their suitability for current and future service requirements
This includes evaluating:
- how the site can support evolving operational needs
- changes in risk profiles
- the introduction of new technologies, such as electric vehicles and storage facilities
In parallel, teams have been actively identifying and exploring both collaborative and commercial opportunities the site may offer. These scoping activities form the foundation for a long-term development plan. This ensures the Waddington Training Centre evolves into a facility that supports the service in the future, and is:
- modern
- flexible
- resilient
Priority 9 - we will invest in our ability to deliver service wide improvements
The continuous improvement function has overseen the implementation and embedding of fire standards for the service. Linking areas identified in the fire standards to service delivery has resulted in a greater understanding of requirements and best practices. With robust governance arrangements introduced, corporate oversight of progress against the 19 fire standards has been introduced.
The programme management board have continued to scrutinise progress of key projects. Whilst arrangements in place offer assurance, further work to review project governance and management is planned for 2025 to 2026.
Priority 10 - we will further develop our performance measurement and management capability
The service transitioned from InPhase to Power BI for performance management functionality. The change has allowed access to critical performance information at all levels. Information is being accessed and used to:
- make recommendations
- take positive action to deliver services to the communities more effectively and efficiently
Performance management and scrutiny has taken place at the highest level. Quarterly performance board meetings have reviewed and offered accountability of service delivery.
Priority 11 – we will develop our plans to invest in the future of the service as a force multiplier
The partnership register has been objectively reviewed, assessing the benefits of all partnerships. The impact of partnership arrangements are captured. This allows scrutiny of arrangements and benefits to communities to be considered.
Work with LCC colleagues has continued. Data has been provided to the Safer Lincolnshire Partnership to support risk profiling and a place based approach to community interventions.