Service delivery
Priority 5 - we will provide sustainable mobilising, command and control infrastructure
The service have approached 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 at the secondary control site in Market Rasen was 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 operational crews with critical risk information when responding to incidents.
Priority 6 - we will streamline the way in which we manage data and the technology we use to access it
A key area of focus has been developing the service's digital and data roadmap. This aligns with a wider programme of work being carried out by us to:
- modernise technology infrastructure
- improve digital resilience
- enhance organisational efficiency
The roadmap shows how the service will manage, use and share information in the future to ensure technology investment supports operational effectiveness and improved outcomes for communities.
During 2025 to 2026 the use of Power BI was extended to all levels of the service. This means managers, supervisors and strategic leaders can access timely, accurate and relevant information to promote a culture of evidence based decision making and increased accountability. Wider visibility of performance data has meant more effective prevention, protection and response activities directed towards the areas of greatest risk and community need.
Priority 7 - we will ensure we have a sustainable response model
During 2025 to 2026 significant progress was made through the resourcing project, which reviewed the operational response model to identify opportunities to improve resilience and maximise operational capacity.
Following consultation with representative bodies and staff, the decision was made to return watch commander support (WCS) roles to wholetime watches from 1 January 2026. This has increased operational resilience by:
- strengthening frontline staffing levels
- enhancing supervisory capacity
- improving the service's ability to maintain appliance availability
The sustainability of the on-call duty system continues to be a national challenge and remains a key area of focus for the service. In 2025 to 2026 LFR have continued to contribute to national discussions through the NFCC on-call working group. This means the service has been able to influence and benefit from emerging national policy and best practise relating to:
- recruitment
- retention
- availability
- workforce planning
Priority 8 - we will ensure the health and safety of our staff remains a priority
A key area of focus this year has been review and development of lone working arrangements. Work has been undertaken to ensure that lone working activities are supported by appropriate risk assessments, policies, procedures and technological solutions. This has provided greater assurance that staff working alone can do so safely.
Organisational culture has been developed in relation to accident, near-miss and hazard reporting. Learning is most effective when incidents are openly reported and reviewed, so efforts have been made to encourage a positive reporting culture. This approach supports the service's commitment to organisational learning and the prevention of future incidents.
A review of existing health and safety recording and reporting systems has been undertaken to ensure that information is captured consistently, analysed effectively and used to inform decision making. Opportunities to improve data quality, reporting mechanisms and management oversight have been identified, supporting a more intelligence-led approach to health and safety management and providing enhanced assurances regarding compliance and organisational risk.