People
Priority 12 - we will develop leadership and management capability at all levels in the service
To thrive in an ever-evolving environment, there is a reliance on having people with the right capabilities and behaviours to support:
- current performance
- future success
This means more than simply placing the right individuals in the right roles. It also requires a commitment to their ongoing development.
As part of this commitment, investment in comprehensive leadership development programmes has been an area of focus for staff at all levels:
- supervisory
- middle
- senior
These programmes are designed to build confident, capable leaders. These leaders can support and inspire their teams in a dynamic and challenging operational landscape. In addition, the service has strengthened the approach to incident command training. This is following recommendations of the Grenfell inquiry. This investment will ensure commanders are well-prepared to lead effectively at all levels of operational response. This maintains public trust and safety in the most complex and high-risk situations.
Priority 13 - we will utilise innovative practices to attract, select and champion talented people, enabling diversity and embracing difference
LFR aim to create an environment where every member of staff feels:
- valued
- supported
- a true sense of belonging, free from:
- bullying
- harassment
- discrimination
- abuse
- harm
The intent is that staff bring their authentic selves to work each day. This enables them to thrive and contribute to safer communities through service delivery that is:
- professional
- inclusive
- trusted
Alongside this, improvements in the way we support staff development and career progression have been made. We have introduced a more efficient, online system for development firefighter folders. This makes it easier for staff to track and manage their progress. A review of our talent and development policies has also been carried out to ensure they:
- reflect modern best practices
- promote fairness, transparency, and opportunity for all
Additionally, there has been an increased focus on strategic workforce planning. This supports better alignment of our people, skills, and resources with the current and future needs of the organisation and the communities we serve.
Priority 14 - we will develop the diverse skill sets of our people to build an agile, professional and competent workforce
Ensuring the workforce is 100% competent in their core skills is essential to delivering a safe and effective service. This is achieved through a structured approach that includes:
- targeted training
- development opportunities
- strong talent management
The training needs analysis process helps us identify and respond to current and future training requirements. Progress is monitored through robust performance reporting. This gives managers clear oversight of competency levels. A consistent quality assurance framework ensures our training remains:
- effective
- high quality
- aligned with national standards
Priority 15 - we will continue to develop a happy, healthy and resilient workforce
The service's vision is to build a workforce that is:
- healthy
- happy
- resilient
This is done by providing a safe, supportive environment that promotes overall wellbeing. There is a focus on prevention, offering tools and resources to help staff and managers stay well. This includes:
- improved support for our mental health first aiders
- closer collaboration with The Fire Fighters Charity to increase awareness and access to services
A whole-person approach aligns closely with our health and wellbeing strategy. This approach covers:
- physical wellbeing
- mental wellbeing
- social wellbeing
- financial wellbeing