Lincolnshire Fire and Rescue Service Plan 2024 to 2025

Welcome

Welcome to our annual Service Plan for 2024-2025, which has undergone a refresh to ensure we support our golden thread from our CRMP all the way through to our PDRs.

There are so many ways we can work together to keep our communities safer and this plan will help focus our energy and talents in the areas which will create the opportunities to deliver against our purpose.

I would like to thank and recognise the continued hard work that is demonstrated in all areas of our service which has continued to improve how we deliver our key services to our local communities.   

Being committed to and demonstrating values led decision-making that reflects the NFCC Core Code of Ethics through our THRIVE model, should proudly show how our thinking and decision-making will always be community focused.

Together we are committed to creating an inclusive environment.  But if there are examples of inappropriate behaviours everyone has the ability to address those behaviours with confidence that this will be supported with appropriate action. 

We will collectively continue to invest in and support everyone within Lincolnshire Fire and Rescue to be the best versions of ourselves and perform to the best of our abilities.

Thank you.

Mark Baxter, Chief Fire Officer

Overview

We are committed to horizon scanning and ensuring Lincolnshire Fire and Rescue is agile, flexible and fit for a longer-term future.  The work carried out looks forward to 2035 recognising that we will see a number of changes as we progress forward.  

This year our service plan will adopt a new format based on the development of our new strategic plan, which sees us shaping the future of Lincolnshire Fire and Rescue (LFR) up to 2028.

We have developed our Purpose of Working together to keep communities safer (Why we are here) so that we can remain laser focused on the communities we serve.  We have taken our time refining this Purpose, so it encompasses all that we do.

We have explored our DNA (How we do what we do, Who we are).  We have created 4 pillars under which we have placed a number of statements that if we commit to, will make the communities we serve safer.

Below this purpose sits the new Community Risk Management Plan (CRMP). This is a 4 year plan and our commitment to the public. 

The plan is written based on extensive research and engagement with our communities.  We asked the public for their perception of risk and with the feedback we received and the risk modelling we undertook, we have developed a 4 year strategic plan and 15 priorities which we will focus on.

These priorities will be a focus for teams across the organisation, not only in year one, but in some cases across the life cycle of the CRMP.

Each year, we will create a service plan, which will focus on the year ahead.  This is the service plan for 2024-25.  It will break down the 15 priorities and enable us to focus our work for that year. 

The priorities will sit in your department plans and PDRs, to ensure you understand exactly how you contribute on a daily basis to our purpose.

We are all responsible for ensuring we continue to strive towards our purpose. Progress will be monitored in your PDR (Line manager), department meetings (Department heads), service delivery Board (Middle managers) and finally performance management board (SLT).

Your role in the success of us all achieving our Purpose cannot be underestimated. You can make our communities safer.

Our purpose

What we are about and why we are here:

• Our purpose - working together to keep our communities safer
• Community Risk Management Plan - this includes our strategic plan 

Our Strategy

This is how we do what we do, this is our DNA:

Safer communities 

• By understanding our communities and the risks they face.
• By being inclusive in our approach and tailoring services to meet the needs of our diverse communities.
• By working with partners in a targeted, proactive and effective way.

Service delivery 

• By having competent, confident and skilled staff.
• By having the right skills, equipment and resources in the right places to reduce risk.
• By having a learning culture and continually improving what we do and how we do it.
• By striving to achieve a high level of service.

Value for money

• By making objective decisions based on evidence.
• By making appropriate use of public money and providing best value.
• By continually monitoring how we perform, sharing what we do, and embracing best practice from others.

People

• By becoming an employer of choice through building a diverse, inclusive and supportive workplace that enables our people to thrive in a safe environment.
• By giving our people the skills required to perform to the best of their ability and provide them with opportunities to realise their full potential.
• By being role models, showing visible and inclusive leadership and challenging  behaviour that falls short of our high standards.

Strategic priority areas for 2024-28

What are our strategic priority areas and what we are going to do?

Safer communities

• We will have sustainable and scalable interventions in place to mitigate the impact of changing communities.
• We will optimise the use of data to prioritise and target people who may be at greater risk of fire and other emergencies.
• We will ensure we have skilled professionals in place to monitor (and enforce non-compliance) relevant fire safety legislation in the built environment.

Service delivery 

• By having competent, confident and skilled staff.
• By having the right skills, equipment and resources in the right places to reduce risk.
• By having a learning culture and continually improving what we do and how we do it.
• By striving to achieve a high level of service.

Value for money

• By making objective decisions based on evidence.
• By making appropriate use of public money and providing best value.
• By continually monitoring how we perform, sharing what we do, and embracing best practice from others.

People

• By becoming an employer of choice through building a diverse, inclusive and supportive workplace that enables our people to thrive in a safe environment.
• By giving our people the skills required to perform to the best of their ability and provide them with opportunities to realise their full potential.
• By being role models, showing visible and inclusive leadership and challenging  behaviour that falls short of our high standards.

Strategic priority 1

Actions relate to 2024-25 plan.

We recognise LFR has a critical role to play in keeping our communities safe. We will continue to develop our understanding of risk, analysing and utilising partner data. Integrated delivery plans will ensure we target and offer support to those who most need it.   

Our identified community risks will be the focus for planning and prevention work. We will plan and deliver activities in line with our partners, considering new and emerging risks. LFR is at the heart of Lincolnshire’s communities and ideally placed to support people who need our help. 

With an ageing population, and an ever-changing demographic across the county, we will train our workforce to ensure we provide timely, accurate and relevant safety information. With an agile workforce, whilst focusing on identified core risks, we will flex to support and integrate our community services.

Strategic priority 2

In LFR, data sets drive much of our decision-making. We draw on all types of data that we collect internally though CFS/CFP activity, incidents we have attended, and risk visits undertaken by staff. We also source data externally from our partners, to identify those most vulnerable in our communities.

It is the collection of these data sets which enables us to identify where the risks exists within our county and where we need to focus our resources to manage that risk.

Strategic priority 3

Fire safety in the built environment is recognised as an effective method of keeping people safe, with LFR committed to educating and enforcing safety standards where required.

It is important we understand those buildings that present the highest level of risk; housing those who are most vulnerable and with the greatest societal risk. Our competent and highly skilled workforce will have the most up-to-date training and be equipped to deliver protection activities.  

We will work closely with our partners to share and understand risk in the built environment. We will explore the use of technology to streamline our processes and allow work to be carried out effectively and efficiently. 

Appropriate action will be taken on those who disregard the need for compliance with fire protection requirements. Our culture will always be one of support and education, but where required we will enforce against legislation to ensure the safety of our communities and infrastructure. 

Strategic priority 4

This priority focuses on our ability to mobilise assets to emergencies, but also to enhance our ability to command those assets while at the incident. Throughout 2024/25 we will be implementing a new control mobilisation system into LFR.  Part of this work will look to replace not only the mobilisation system, but also our station end alert systems and MDTs.

We are also replacing the rota and availability system, to create a better end user experience and to streamline processes including payments.

As part of the resourcing project, the current control establishment will be reviewed.

The launch of the new technical rescue vans (TRVs) has seen the creation of three mobile command functions that can be delivered to incidents. This includes shelters, Wi-Fi connectivity and TV screens. This provision will enhance our command and control capabilities across the county.

Strategic priority 5

LFR recognises that it is crucial to streamline data management and technology access to enhance efficiency, optimise resource utilisation, ensure data accuracy, and foster innovation in an increasingly data driven environment.  

It is important we capture, record and share data in a timely, accurate manner. Risk critical information will inform our decision-making and allow us to deliver services that are person centred, whilst considering the safety or our staff.  

The integration of the various data management systems will allow for speed of access and efficient ways of working. Sharing of data both internally and externally will enhance our understanding of risk, supporting identification and development of targeted interventions.

Strategic priority 6

LFR is committed to continual improvement and our ability to adapt to the changing environment is continually being tested.  It is recognised that the service needs to maintain agility in responding to the emergency incidents in our county.

There is a continued need to ensure we provide not only a balanced geographical cover but also aligned to those areas where more incidents are likely to occur, and those locations that present a greater operational risk.  

Strategic priority 7

Ensuring the well-being of our employees and creating a safe working environment are our paramount priorities. Our strategic intent for health and safety policy is to proactively identify and mitigate risks, promote a culture of accountability, and continuously improve processes to safeguard the health and safety of all individuals within the Service.   

Continual engagement with internal and external stakeholders will provide a platform to ensure a positive environment to consider health and safety requirements.  

Strategic priority 8

The purchase of the Waddington Training Centre has created a fantastic opportunity for LFR, not least, by securing our internal training provision for the future.

We will all be in agreement that this training site is a facility with incredible potential. 

Work will commence through 2024 to assess the feasibility of some of the options the site can offer LFR. We will also look to identify any collaborative or commercial opportunities that may be available to us.

This work is incredibly important and will be appropriately phased in. Any work undertaken on the site, will create a legacy of training provision for LFR for many years to come.

Strategic priorities 9, 10 and 11

Our project management capability is growing within LFR. Our Continuous Improvement Manager has developed a suite of documents to guide staff through the project management process and last year, a number of staff members attended project management training. Work is ongoing to review our documentation and training to ensure we can effectively and efficiently drive projects and continuous improvement forward. 

We will embed a positive performance management culture, fostering clear communications, provide regular feedback, goal alignment and opportunities for growth. We will ensure staff feel valued, motivated and empowered to excel.

Exploring opportunities for collaborative working will be a key part of LFR’s delivery plan, looking to maximise the impact and reach of activities and the services provided. Partnership development, both internally with LCC and externally with key identified organisations, will be a focus.

Strategic priorities 12 and 13

LFR is committed to strengthening our ability to provide an excellent service by diversifying our staff, promoting inclusion and creating a fair and equal workplace.

To thrive in a constantly changing environment, we rely on having people with the capabilities and behaviours needed for current and future organisational success. This not only means having the right people in the right roles but also that these people have access to opportunities to help them progress and reach their potential, whether this is in their current role or for a future position.

We must also make sure our workforce is 100% competent in their core skills to ensure we continue to keep our communities safer.  Fundamental to this goal is the development and provision of high-quality training, opportunities and talent management processes aligned to national guidance.

Strategic priorities 14 and 15

LFR is a workplace where all staff are valued and supported and feel they belong, in an environment free from bullying, harassment, discrimination, abuse and harm. We want our employees to bring their authentic selves to work every day so they can thrive and continue to help keep our communities safer by delivering services that are professional, inclusive, safe and inspire public confidence and trust.

Our vision is to have a ‘healthy, happy and resilient workforce’.  We are committed to ensuring a healthy and safe working environment which supports all staff in maintaining and enhancing their personal health and wellbeing at work.  We do this by prioritising preventative health initiatives and providing the tools and support to encourage managers and staff to stay fit, happy and healthy.

We also want to ensure all staff have access to a whole health and wellbeing offering, enabling them to access the support needed to keep and enhance their physical, mental, social, and financial wellbeing. This intrinsically aligns with Lincolnshire County Council’s Health and Wellbeing Strategy.