Statement of assurance - 2024 to 2025 - Lincolnshire Fire and Rescue

Introduction

The Fire and Rescue National Framework for England, May 2018 sets out the requirements for the fire and rescue authorities to:

  • provide an annual statement of assurance on financial, governance and operational matters
  • show how they have had due regard to:
    • the expectations set out in their integrated risk management plan
    • the requirements included in the framework

This document is intended to meet that obligation through reference to existing:

  • plans
  • reports
  • public web pages

Background

Lincolnshire Fire and Rescue (LFR) is a statutory fire and rescue service for the county of Lincolnshire. It is part of Lincolnshire County Council (LCC) which is also the Fire and Rescue Authority (FRA). The Fire and Rescue Services Act 2004 is the core legislation for fire and rescue services in England and Wales. It details the statutory responsibilities for all FRAs which includes making provision for the purpose of:

  • extinguishing fires
  • protecting life and property from fires
  • rescuing people from road traffic collisions
  • promoting fire safety
  • responding to other emergencies

The Fire and Rescue National Framework document outlines the government’s priorities and objectives for FRAs in England. It describes the high-level expectations but does not prescribe operational matters. The priorities in the framework are for FRAs to:

  • make appropriate provision for fire prevention and protection activities and response to fire and rescue related incidents
  • identify and assess the full range of foreseeable fire and rescue related risks their areas face
  • collaborate with emergency services and other local and national partners to increase the efficiency and effectiveness of the service they provide
  • be accountable to communities for the service they provide
  • develop and maintain a workforce that is:
    • professional
    • resilient
    • skilled
    • flexible
    • diverse

The county

Lincolnshire is the fourth largest county in England covering 5,921 square kilometres. The county is classified as one of the most rural in England by the Department for Environment Food and Rural Affairs (DEFRA). Five of the seven local authority districts in Lincolnshire are classified as either ‘mainly’ or ‘largely’ rural. These are:

  • East Lindsey
  • North Kesteven
  • South Kesteven
  • South Holland
  • West Lindsey

Boston is classified as ‘urban with significant rural’. Lincoln is ‘urban with city and town’. Further information on rural-urban classifications can be found on the DEFRA website.

The 2023 mid-year estimates place the county population at 782,808. This is an increase of 8% since 2013. Current projections suggest the population will increase by 9% by 2043. Despite this, population density remains low with 132 people per square kilometre compared with an average for England of 434 people per square kilometre.

Not only is the population increasing, it is also ageing. The proportion of people aged 65 and over is projected to increase from 25% in 2023, to 30% in 2043. The proportion of people aged 75 and over is predicted to increase from 12% to 17% over the same period. Further information about the county can be found at Lincolnshire Open Data.

Lincolnshire Fire and Rescue

LFR operates 38 fire stations. One of these is staffed by full-time firefighters around the clock. Seven are staffed by full-time firefighters during the day, who also provide on-call cover at night. One station operates a model where the full-time firefighters provide daytime cover only. All stations (including those that have full-time staff) are staffed by on-call firefighters working the on-call duty system. As of 31 March 2025, the service establishment was 713 staff (actual headcount may vary), comprising:

  • 595 operational
  • 21 control
  • 97 support staff

Key operational equipment includes:

  • 48 station-based fire engines
  • 2 aerial appliances
  • 14 special appliances, including:
    • 7 technical response vehicles
    • 4 flood response pumps
    • water carrier
    • welfare unit
  • 4 swift water rescue boats
  • national resilience capability including:
    • marauding terrorist firearms attack specialist response team (MTFA SRT)
    • 4 swift water rescue teams (type B SWRT)
    • urban search and rescue (USAR)
    • high volume pumping capability
  • 26 co-responder vehicles

During 2024 to 2025, the service:

  • received 14,777 calls
  • attended 6,565 operational incidents including 294 medical response calls

Financial

LFR is included within all county council financial procedures including:

  • budget setting
  • budget monitoring
  • production of final accounts

This ensures public money is properly accounted for. The service conducts its activities, as part of the county council, in accordance with its duty under section 3 of the Local Government Act 1999 in respect of ensuring it performs:

  • economically
  • efficiently
  • effectively

The executive director of resources is responsible for preparing our statement of accounts in accordance with proper practices. The purpose of the accounts is to give clear information about our finances to:

  • electors
  • local taxpayers and service users
  • elected members
  • employees
  • other interested parties

The statement of accounts for 2024 to 2025 has been included with the 2024 to 2025 audited statement of accounts. This is due for publication by 30 November 2025. These accounts, including earlier years, can be found on or website at LCC statement of accounts.

Our financial statements and value for money conclusions are independently audited. No matters have been identified which would prevent the auditors from giving an unqualified:

  • opinion on the financial statements
  • value for money conclusion

The external auditors present regular planning updates and progress reports to the audit committee. These reports can be viewed at audit committee meetings. When published, the audit opinion can be found within the annual audit letter.

Value for money

Fire and Rescue 2024 to 2025 revenue expenditure budget of £26.5 million was fully utilised with no variances.

There were cost pressures in year of £0.255 million which included the following:

  • additional call outs that impacted on pay budgets for flooding incidents in January 2025 - £0.029 million
  • new retained firefighter pay rates introduced in January 2025 by the National Joint Council (NJC) impacted on retaining fees, National Insurance and Pension - £0.191 million
  • firelink service fees paid to the Home Office being £0.035 million higher than forecast. These cost pressures were funded by a contribution from contingency

Capital spend 2024 to 2025 - £3 million against budget £3.8 million. Control project budget was not fully deployed due to timings of the project (£712,000) over the two financial years. The fleet was also under budget at £94,000. Unspent budget has been carried forward to 2025 to 2026 to ensure delivery.

Governance

LCC (as the FRA) is responsible for ensuring:

  • its business is conducted in accordance with the law and proper standards
  • public money is safeguarded, properly accounted for, and used:
    • economically
    • efficiently
    • effectively

One of the executive councillors (portfolio holder) has specific responsibility for the exercise of executive functions in relation to our role as fire authority.

We have adopted a governance and assurance structure. This is consistent with the principles of the:

  • chartered institute of public finance and accountancy
  • society of local authority chief executives framework delivering good governance in local government

Our annual governance statement:

  • sets out our commitment to good governance
  • describes the governance framework and processes
  • provides details of measures taken by us to ensure:
    • appropriate business practice
    • high standards of conduct
    • sound governance
  • sets out the actions we have taken to review the effectiveness of our governance framework, including the system of internal control

Our annual governance statement is included in our statement of accounts publication.

Our internal audit department publishes an annual internal audit report. This provides an independent opinion of the overall adequacy and effectiveness of our governance framework, risk and internal control system. The opinion of the head of internal audit in respect of the year ended 31 March 2024 was considered by the audit committee on 17 June 2024. Their opinion was that:

  • the frameworks of governance, risk management and management controls are adequate
  • audit testing has demonstrated controls to be working in practice

The portfolio holder, chief executive and chief fire officer provide routine oversight of the fire and rescue service. Key decisions are processed through the county’s informal executive and executive as necessary. We report to the community safety scrutiny committee on a regular basis. This is in accordance with the scrutiny work programme. Copies of committee reports can be found on our Moderngov website.

Operational

Lincolnshire FRA has carried out its functions in accordance with the defined statutory and policy framework in which it is required to operate. The key documents setting this out are:

  • The Fire and Rescue Services Act 2004
  • The Civil Contingencies Act 2004
  • The Regulatory Reform (Fire Safety) Order 2005
  • Fire Safety Act 2021
  • Fire Safety (England) Regulations
  • Building Safety Act 2022
  • The Fire and Rescue Services (Emergencies) (England) Order 2007
  • The Localism Act 2011
  • The Fire and Rescue National Framework for England
  • The Health and Safety at Work etc Act 1974
  • Rehabilitation of Offenders Act (Exceptions) Order 1975
  • Serous Violence Duty
  • The Care Act 2014
  • Equality Duty 2010
  • Policing and Crime Act 2017

Planning

2024 to 2025 was the first year of the four-year community risk management plan (CRMP). The CRMP:

  • outlines the strategy for managing risk across Lincolnshire
  • details strategic priorities and how resources are allocated to address the risks identified in the community risk profile for 2024 to 2028

The CRMP is reviewed annually. This ensures it stays current and responsive to new challenges and community needs.

The CRMP captures the services strategic intent in the medium term (four-year period). To allow the service to monitor and measure delivery, an annual service plan is produced. This breaks the four year CRMP into four sections. The annual service plan allows for review of priorities and targets. This supports a culture of continuous improvement and allows for a periodic review of delivery and achievements.

Progress against agreed actions is measured by the performance management board on a quarterly basis. This offers scrutiny at the highest level within the service.

Community risk management

The approach to community risk management is supported by a variety of modelling processes. This ensures a delivery model that is integrated across all aspects of service delivery, for example:

  • response
  • prevention
  • protection

LFR adopts a structured, evidence-based approach to community risk management. This ensures that resources and prevention efforts are targeted where they are most needed to protect:

  • life
  • property
  • the environment

This process allows us to:

  • identify local risks such as:
    • residential fires
    • road traffic collisions
    • flooding
    • rural risks
  • prioritise prevention, protection, and emergency response activities based on risk levels
  • promote community safety through:
    • education
    •  home safety checks
    • targeted interventions for vulnerable groups

Risk identification and management

We use a combination of:

  • data-driven tools
  • partnership intelligence
  • operational experience

This helps us to:

  • identify and manage risks
  • use incident data, demographic analysis, and risk modelling to map high-risk areas
  • work closely with partner agencies to share information and develop coordinated risk reduction strategies, for example:
    • police
    • health services
    • local authorities
  • regularly review operational response capabilities, ensuring resources are aligned with identified risks, such as:
    • stations
    • crews
    • equipment
  • conduct proactive fire safety inspections for businesses and community premises to reduce risk of incidents

Resilience and business continuity

Having robust business continuity (BC) plans in place is essential. This minimises the impact of a disruption on the ability to deliver an effective service to the community. LFR continue to develop, maintain and test plans to deal with major disruptions of service. These include:

  • staff shortages
  • loss of premises
  • technology failure
  • loss of information
  • loss of a key supplier or partner

Regular exercises of business continuity plans, and taking part in national and local exercises, supports continuity and currency. Participation exercises allow LFR to demonstrate that plans are current and agile to support critical service requirements. All exercises and BC events are debriefed to ensure areas of good practice and areas for improvement are identified. With learning captured, details are reported into LFR’s internal mechanisms This allows required updates to be made.

Collaboration

Collaboration is a central pillar of the service delivery model. We recognise the complex and evolving risks facing communities. Therefore, we actively work alongside a wide range of partners to deliver services that are:

  • effective
  • efficient
  • sustainable

These partnerships include close operational collaboration with:

  • Lincolnshire Police
  • East Midlands Ambulance Service (EMAS)
  • local authorities
  • voluntary sector organisations
  • participation in regional and national resilience forums

Through these collaborative arrangements, there is the enhanced ability to:

  • prevent incidents
  • respond to emergencies
  • improve community safety outcomes

Importantly, joint working:

  • reduces duplication of effort
  • enables the pooling of resources
  • ensures a more coordinated approach to major incidents and large-scale emergencies

Furthermore, collaboration supports the commitment to financial sustainability and public accountability by contributing to:

  • value for money
  • improved risk management
  • shared learning

By embedding collaboration within its core operations, services remain responsive to local needs while aligned with:

  • national standards
  • the expectations of stakeholders

Examples of effective partnerships in 2024 to 2025

  • Right care right person - a joint working protocol developed with Lincolnshire Police and EMAS. This sees a considered efficient response to calls from partners where support for gaining entry into properties where vulnerable individuals are in need of support.
  • Full time officer has been embedded within the Road Safety Partnership. They will deliver partnership objectives towards road safety across the county. This individual also links into the wider national road safety partnership, offering insights into national initiatives.
  • The service has been working with the Safer Lincolnshire Partnership to secure funding to support activities in-line with the Serious Violence duty. LFR established a fire cadet section with the funding. This aims to support crime and anti-social behaviour in a targeted manner.
  • Our partnership with EMAS and LIVES sees co-responding activities being delivered from 26 locations across the county. This is funded through an integrated care board grant.
  • The Arson Task Force is a partnership between LFR and Lincolnshire Police. A focus on arson reduction, linking with wider anti-social behaviour issues, has allowed us to support county wide arson reduction initiatives. The partnership has developed and committed to the national fire stoppers initiative. This offers round-the-clock support to communities who witness or are subject to arson related attacks.
  • The prevention team developed a relationship with Lincolnshire Community Volunteer Services (LCVS), They are in the process of on-boarding the first cohort of LFR volunteers.
  • The fire protection team have been actively engaged with targeted business engagement. They have worked closely with the Chamber of Commerce. Support for compliance with fire protection legislation has been a key part of activities. We have also supported police colleagues, with a targeted campaign. This helps to identify commercial premises that have the potential to be engaged with human trafficking and sexual exploitation offences.
  • Prevention and protection teams have been working closely with Lincolnshire’s Housing Standards group, offering advice and support. An information sharing agreement (ISA) has been signed by all partners. This allows risk critical information to be shared.

Performance

The CRMP captures the delivery strategy. The strategy is predicated against four strategic pillars, with supporting narrative outlining our strategic intent on how we will deliver services:

  • safer communities:
    • understanding our communities and the risks they face
    • being inclusive in our approach and tailoring services to meet the needs of our diverse communities
    • working with partners in a targeted, proactive and effective way
  • service delivery:
    • having competent, confident and skilled staff
    • having the right skills, equipment and resources in the right places to reduce risk
    • having a learning culture and continually improving what we do and how we do it
    • striving to achieve a high level of service
  • value for money:
    • making objective decisions based on evidence
    • making appropriate use of public money and providing best value
    • continually monitoring how we perform, sharing what we do, and embracing best practice from others
  • people:
    • becoming an employer of choice through building a diverse, inclusive, and supportive workplace that enables our people to thrive in a safe environment
    • giving our people the skills required to perform to the best of their ability and provide them with opportunities to realise their full potential
    • being role models, showing visible and inclusive leadership and challenging behaviour that falls short of our high standards

Over the four year period of the CRMP, strategic priorities are identified and captured against the four pillars. The strategic priorities provide direction of travel and show a clear intent for delivery.

The strategic priorities are reviewed on an annual basis. They form the foundation of the annual service plan. In addition, a number of key performance indicators are used to assess progress against the service priorities. The KPIs represent the outcomes required from service delivery, with the aim of working together to keep our communities safe. In 2024 to 2025 the following KPIs were used and measured:

  • total fires - 1,733 fires which represents a 3% increase on 2023 to 2024, but a 22% reduction on 2022 to 2023
  • fire fatalities and injuries - four fire fatalities, an increase of two on the 2023 to 2024 year. 38 primary fire casualties, an increase of four compared to 2023 to 2024
  • accidental dwelling fires - 327 incidents, an increase of 44 (15.5%) compared with 2023 to 2024
  • deliberate primary and secondary fires - 158 deliberate primary fires, an increase of 4 (3%) compared with 2023 to 2024. 338 deliberate secondary fires, an increase of 75 (29%)
  • road traffic collisions - killed and seriously injured - 408 people killed or seriously injured on Lincolnshire’s roads during 2024 to 2025. This represents a 9% decrease on the previous year
  • percentage of HFSVs carried out to those who are vulnerable - 86.8% of our HFSVs were to households with at least one vulnerable occupant, an increase of 6% on the previous year
  • response standards - our average response time to dwelling fires was 9 minutes 41 seconds compared with our target of 11 minutes, an increase of 4 second on last year. Average response time to all other incidents was 11 minutes 39 seconds compared with our target of 15 minutes, a decrease of 18 on last year

The risk and intelligence team also measure agreed outputs of service delivery. These are targeted activities that allow us to achieve our required outcomes, for example:

  • number of home fire safety visits (HFSVs) - 9,316 HFSVs carried out, an increase of 17% on the previous year
  • number of fire safety audits carried out - 695 audits on premises in the RBIP, out of the 705 premises targeted for the year

Continuous improvement

In 2024 to 2025, the service identified 15 service priorities contained under the four pillars:

  • safer communities
  • service delivery
  • value for money
  • people

The progress made against each of these is identified in the following pages.

Safer communities

Priority 1 - we will have sustainable and scalable interventions in place to mitigate the impact of changing communities

The service delivered more home fire safety visits than ever before. The community safety advocates and operational crews delivered over 9,000 visits to members of our communities. Visits were prioritised, with those most at risk being the highest priority. Records show that over 90% of visits carried out were to individuals with known vulnerabilities. This evidences that our targeting methodology is accurate.

Training has been provided to align to the National Fire Chiefs Council (NFCC) competence framework. This ensures the service delivery is:

  • competent
  • delivered to a high standard

To support wider community safety concerns, as outlined by the Lincolnshire joint health and wellbeing strategy, additional training has been provided on four separate areas:

  • fraud awareness
  • mental health support
  • domestic abuse and health
  • accessible homes

This partnership approach ensures our communities are being supported in the most effective and efficient way.

In-line with the identified community risks, the prevention team have embedded the following strategies within the service delivery:

  • water safety
  • deliberate fires
  • wild fire reduction

Various proactive campaigns have taken place throughout the year, with the teams monitoring and reviewing the impact on risk reduction.

Planning has allowed the first cohort of volunteers to begin the on-boarding process. In 2025 to 2026, the community volunteers will be developed and trained to support the wider community safety work as directed by LFR.

Priority 2 - we will optimise the use of data to prioritise and target people who may be at greater risk of fire and other emergencies

It’s important that all decisions made within the service are based on data and evidence. Understanding the community and corporate risks allows strategies to be developed to manage and mitigate impact.

The risk and intelligence team have worked collaboratively with department heads to review current risk profiling methodologies, challenging and identifying missing aspects of data and information. As a result of this, additional datasets from external partners have been identified and accessed. This adds to the depth of understanding of our communities and associated risks. An example of this is assisted bin collection data from local authority partners. The outcome of this work as meant that almost 90% of all of the HFSVs carried out are to individuals and households who have identified vulnerabilities.

During the year 2024 to 2025 the service transitioned from InPhase to Power BI to support performance management processes. The development of strategic dashboards has seem a focus on performance management, allowing scrutiny at all levels across the service. Further work will be carried out to ensure that:

  • use of the system is embedded
  • performance management culture is further developed

Priority 3 - we will ensure we have skilled professionals in place to monitor (and enforce non-compliance) relevant to fire safety legislation in the built environment

The fire protection team delivered against the risk based inspection programme (RBIP). They carry out fire safety audits, targeting those premises identified as high risk. With a number of new fire safety inspectors, clear and structured development pathways have allowed individuals to develop, aligning to the national competence framework. Inspectors have been developing fire safety skills and knowledge, whilst specialising in a number of additional areas of responsibility, for example:

  • petroleum regulation
  • safety at sports grounds

The protection team have seen an increase in formal enforcement notices issued. They have offered assurance that the risk modelling methodology is accurate, and target the highest risks across the county. All notices were reviewed, allowing trends and common issues to be identified.

Themed work with partners was then carried out. For example, a campaign looking at sleeping accommodation above takeaway establishments.

A comprehensive business engagement strategy was delivered by the team. Activities and communications were supported by the Chamber of Commerce. Key compliance information was shared in a timely and effective manner.

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.

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.

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

Key strategic achievements - 2024 to 2025

In addition to the service priorities, the following key strategic achievements were also delivered during 2024 to 2025.

Response

Teams continued to:

  • review national operational guidance
  • where appropriate, seek to adopt the national standard

The service has completed its initial assessment against the emergency preparedness and resilience fire standard. It continues to benchmark its performance against this standard.

In 2025 we consulted on proposed changes that will enhance the resilience of the response model. This is done by increasing the numbers of operational staff on wholetime fire stations. These changes will see our watch commander supports move from their current roles, back onto the wholetime watches with effect from 1 January 2026. In the same period, the resilience in the control room has been increased, adding an additional four control operators into the structure.

In preparation for 2025 to 2026, the assured level of response (ALOR) strategy was reviewed. This ensures that the response model was aligned to the areas of highest risk. This model confirms that we are:

  • prepared for, and have the resources available to respond our reasonable worst case planning scenario
  • able to respond to all of the identified areas of high risk within our target response times

The response model is based on 38 stations, with 29 of those working the on-call duty system. Nationally, this system has faced challenges with declining:

  • availability
  • recruitment
  • retention

Work closely aligned to the NFCC strategic working group has been carried out. This is to understand the challenges and develop ways to strengthen the system. A number of steps to help address these challenges locally have been taken:

  • implemented an on-call improvement group (OCIG) to engage with on-call colleagues
  • the new national pay bandings for on-call staff were implemented for the start of 2025. Managers reviewed the cover being offered by staff following the recognition of the change of the contract. This enabled us to:
    • understand our true availability picture
    • develop more targeted recruitment and retention activities
  • using the ALOR model to prioritise stations for recruitment activity
  • we are in the process of procuring a system called on-call availability, recruitment and skills (OARS). This will help:
    • improve understanding of on-call recruitment, retention, skillsets and availability
    • provide the data to drive strategic workforce planning for on call

There is a commitment to learning from incidents to drive improvements to our operational response. The service continued to embed its operational learning board which:

  • reviews local, national and multi-agency incidents
  • ensures relevant actions are taken to:
    • improve performance
    • share learning
    • develop new ways of working

Prevention and protection

Both the prevention and protection teams have embedded new structures. This is following the initial stages of the service wide resourcing project. The new structures have allowed work to be completed on roles and responsibilities, offering clarity on priorities and workloads. Partnership working continued to be an important part of service delivery, with data sharing at the forefront of all agreements. Data sets were used by the risk and intelligence team to enhance the prevention and protection risk models. This offered further assurance that the highest risks are being identified and targeted.

The fire protection team continued to ensure local policies reflect changes to national legislation. Training and upskilling of fire safety inspectors was a priority. Buildings over 18 metres in height remained a focus. Close liaison with building owners ensured remediation plans were in place. The national protection uplift fund was used to support training and purchasing of vital equipment for the team. This offered efficiencies in all related activities.

Fire safety inspectors (FSIs) carried out fire safety audits under the Regulatory Reform Fire Safety Order. These were done on premises identified as posing the greatest risk as part of the Risk Based Inspection Programme. This work was supported by operational crews carrying out ‘fire safety checks’ enhancing the ability to monitor compliance of lower risks premises. The fire safety checks evaluated simple measures linked to effective fire safety management. They provided an opportunity to:

  • collect risk information
  • provide arson risk reduction advice

Business engagement was a fundamental part of the protection teams activities throughout the year. Opportunities were sought to offer specific fire safety compliance information to audiences identified through:

  • partnership working
  • analysis of local enforcement activities

For example, through the Chamber of Commerce.

The person-centred, home fire safety checks (HFSC), continued to target those identified as most vulnerable. Performance data showed that over 90% of visits carried out were to households with at least one vulnerability. HFSCs focused on the eight core components as identified by the NFCC. They also offered advice and support on:

  • mental health issues
  • fraud
  • domestic abuse
  • signposting to the healthy and accessible homes programme

We remained focussed on identifying those most at risk from fire. We continued to refine thematic campaigns and referral generation to achieve this.

Community Safety Advocates are a stakeholder within:

  • the Safer Lincolnshire Partnership
  • associated core priority groups

They worked within county wide multi-disciplinary teams to ensure that the fire risk component of complex cases was recognised.

Education continued to be a priority for the prevention team. A county wide water safety group was established. Their strategy and initial four year plan of priorities were agreed. In addition, road safety packages were developed and delivered to targeted groups. For example, Biker Down. This offers critical information to motorcyclists riding on the road network. This work was part of the partnership approach to road safety in Lincolnshire. A successful summer prevention campaign saw the prevention team share and promote prevention information, through engagement with the:

  • Environment Agency
  • National Farmers Union
  • Forestry Commission

The children and young people strategy identified a number of keys areas for engagement and inclusion. The work linked to partner priorities. A successful bid from the Serious Violence Duty fund was used to establish an additional fire cadet scheme in an identified high risk area. The Arson Task Force (ATF), were also successful in securing funding from the Office of the Police and Crime Commissioner. This was used to carry out ‘hot spot’ patrols. This work resulted in members of the ATF targeting areas identified with issues of anti-social behaviour, offering a ‘uniformed’ presence as part of the prevention strategy.

Organisational support

The service support team has been actively engaged in the new control mobilisation programme, scheduled to go live in the summer of 2025. The introduction of the new system is set to secure the control mobilisation function for the foreseeable future. In addition to efforts on this programme, the team has played a crucial role in developing the specification and tender for a new management information system. The new system will revolutionise the way we collect, store, and retrieve data. It will enable the service to:

  • streamline numerous processes
  • eliminate the need for document duplication and redundant data entry across multiple platforms

The tender for this project will go live in early 2025 to 2026. The service support team worked closely with IMT to ensure compatibility across all platforms.

The integrated risk management team welcomed a new health and safety manager to the department. Historically, this role has been undertaken by qualified operational staff as a secondment opportunity. Following the resourcing project, it was determined that the position required a sector-competent health and safety expert. The new incumbent has spent the initial months of his tenure:

  • ensuring full compliance with legislation
  • identifying continuous improvement opportunities for staff health and safety

Additionally, the team concentrated on:

  • firefighter contamination
  • necessary steps to mitigate exposure to contaminants during operational activities

A comprehensive programme of works was initiated. This includes:

  • work packages to consider
  • enhanced signage at stations
  • thorough evaluation of our property portfolio to establish clean and dirty areas
  • improved facilities for staff decontamination post-incident

The work also included a review of the fleet provision, considering:

  • the need to adopt a clean cab policy
  • methods for crews to decontaminate equipment before leaving an incident

This culminated in the installation of a new breathing apparatus washing machine at the Waddington Training Centre.

Work started through 2024 to 2025 in the operational support department. This commenced work on two critical programmes. These programmes will seek to deliver several new fire appliances into the county as well as a revision of workwear and uniform. Also, in 2024 to 2025, the team:

  • issued all operational staff with personal issue flood response suits
  • purchased an additional flood pump and four-by-four vehicle

The funding for these items came from additional capital funding from LCC in support of the flood response capability.

People

A comprehensive restructure introduced the talent, resourcing, and learning team. This brought in highly competent professionals to enhance our capability in attracting, developing, and retaining talent. This restructure strengthened the focus on:

  • workforce planning
  • professional development

Additionally, the resilience across the organisation increased through an additional resource within the driver training team. This ensured safer and more effective operational readiness. The site management team at the Waddington Training Centre was also strengthened. This provided robust oversight to support the ongoing maintenance and development of the training facility.

The service was pleased to announce that the HMICFRS cause for concern relating to equality, diversity, and inclusion (EDI) was lifted. This reflected the significant progress made in:

  • embedding inclusive practices
  • promoting diversity
  • fostering a culture of fairness and respect across the service

The organisation remains committed to continuously improving EDI. This ensures a supportive and equitable environment for all staff and the communities we serve.

The service successfully responded to changes in DBS legislation. They implemented enhanced DBS checks for all staff across the service. This proactive approach:

  • ensured compliance with updated safeguarding standards
  • strengthened the commitment to protecting vulnerable people
  • supported the integrity of the workforce

The team continued to embed leadership development programmes across all supervisory, middle, and senior levels. This comprehensive approach was accompanied by a significant increase in the uptake of leadership apprenticeships throughout the workforce. This fostered stronger and more capable leaders at every tier. Alongside this, there was a substantial investment in enhancing the incident command training and strategy. This ensured that leaders continued to be well-prepared to respond effectively and confidently in complex operational situations.

Central support

The central support function was introduced to offer corporate oversight of critical functions of service delivery. The following areas sit under this function, offering assurance on key areas of work:

  • business continuity
  • communications
  • continuous improvement
  • the risk and intelligence team

The central support function is responsible for coordinating activities. This ensures the implementation and embedding of activities to progress compliance with fire standards. A robust assurance process was implemented, with all standards assigned a strategic and tactical lead. The ‘three lines’ of assurance process was implemented as proposed by NFCC colleagues. The function are responsible for overseeing work required in preparation for His Majesties Inspectorate Constabularies and Fire and Rescue Services, (HMICFRS) inspections.

Business continuity management (BCM) is an integral part of the corporate risk management process. In relation to BCM processes and procedures, all FRA’s must satisfy the requirements of the:

  • Civil Contingencies Act 2004
  • Fire and Rescue Services Act 2004

Throughout the year the business continuity lead coordinated the testing and updating of business continuity plans.

Station BC plans were reviewed. This offered assurance that secondary locations were suitable should a BC event occur. An integrated approach ensured that whilst the BC lead was at the forefront of activities, there was a collective responsibility from all nominated areas.

The risk and intelligence team:

  • drove the transition to the Power BI platform
  • developed the fundamental concept of performance management requirements

The new platform has offered organisational oversight of performance, with accountability at all levels. The information and data was analysed and utilised to make recommendations to influence service delivery. For example, areas of high risk and fire stations required to support the response strategy.

The communications team:

  • carried out a review of existing communications methods
  • identified a number of areas for development

The review was driven by the aim of providing timely and accurate updates to all members of staff across the county. The monthly cascade brief concept was introduced, with mechanisms to record and monitor delivery and impact. The communications lead was integral to embedding a strong culture of visible leadership, in the form of regular consistent messaging, tailored to meet the needs of the audience.

Emergency planning and business continuity

From 1 April 2024, the emergency planning and business continuity team moved across as part of the directorate. The move resulted in the team developing a new service and delivery plan. This aligned to templates and performance reporting structures. With a total of 29 deliverables with multiple actions designed to achieve each of them, progress was monitored and reported through Performance Management Board, (PMB).

Storms Babet and Henk highlighted the importance of:

  • community resilience
  • communities having their own emergency plans

This remained a priority throughout 2024 to 2025.

There are 544 parish and town councils across the county. Research showed 360 of those sat within flood warning areas. The team took a risk-based approach by:

  • targeting those within floods warning areas
  • ensuring that they liaised with highways, lead local flood authority and LFR to avoid any duplication of effort and make the best use of resources

The team recognise that the work will be continuous, even when plans are complete. They have developed periodic exercise plans to ensure currency.

The team secured additional funding through the lead local flood authority. This enabled them to purchase additional equipment for use by parishes developing their community plans. In addition, the funding has allowed the team to engage with a further 360 parishes highlighted by the Environment Agency as being in flood risk areas.

Exercise Imp, was Lincolnshire Resilience Forum’s major exercise for 2024. The scenario was based around an incident occurring at Lincoln City Football Club’s LNER Stadium that was:

  • chemical
  • biological
  • radiological
  • nuclear

The exercise considered wider impacts on:

  • the local community
  • businesses
  • the city’s economy and tourism
  • reputational and financial issues relating to both the city and the football club
  • the overall response and recovery efforts that would be required

The team supported a countywide response to over 17 multi-agency incidents throughout 2024 to 2025. Incidents ranged from severe weather and flooding to ship collision in the North Sea.

Over the past year the team have facilitated over 56 training events. These saw 630 delegates attending from both LCC and Lincolnshire Resilience Forum partner agencies. There was also 7 training events for volunteer agencies. 122 delegates attended and a further 2 external training events with 36 delegates.

Future service planning

16 strategic priority areas have been identified for 2025 to 2026. They have been grouped within the four pillars for delivery. The additional strategic priority was identified following robust scrutiny of activities and delivery during 2024to 2025. As part of the preparatory work, and formal review, LFRs senior leadership team agreed that:

  • strategic priority one would be updated
  • a new priority would be introduced

Changes and updates were driven by the emergency planning and business continuity team transitioning across to into the directorate. The transition created a number of opportunities to enhance our community safety activities.

  • strategic priority one - we will have sustainable and scalable interventions in place to mitigate the risks likely to affect our communities
  • strategic priority four - we will monitor, support and carry out duties as required under the Civil Contingencies Act

All activities and progress will be monitored and subject to the highest level of scrutiny at LFR’s performance management board.

Summary

Lincolnshire FRA is satisfied that the systems and measures it had in place with respect to financial, governance and operational matters for the period 1 April 2024 to 31 March 2025 were fit for purpose and effective. It is satisfied that:

  • its business was conducted in accordance with the law and proper standards
  • public money was properly accounted for and used:
    • economically
    • efficiently
    • effectively

It is also satisfied that, where appropriate, the national framework requirements have been met.

This document has been signed off by:

  • Alex McGonigle - executive councillor for fire and rescue
  • Mark Baxter - chief fire officer