Service delivery
Strategic Priority 5
We will provide sustainable mobilising, and command and control infrastructure
Actions:
- Design and implement a control mobilising system, including the implementation of a secondary control function at Market Rasen (Integrated Communication Control System and Computer Aided Dispatcher).
- Introduce an upgraded Station End Equipment solution across the service.
- Procure and implement a new mobile data terminal (MDT) solution into the service.
- Develop our ability to communicate from operational incidents, using advanced connectivity solutions.
This priority focuses on LFR’s ability to mobilise assets to emergencies, but also to enhance our ability to command those assets whilst at the incident. Throughout 2025/26 we will continue 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 our 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 6
We will streamline the way we manage data and the technology we use to access it.
Actions:
- Provide quality data/business intelligence and live data connections to allow data-based decisions to be made from automated dashboards and promote self-serve for data requests from internal departments.
- Develop and implement a GIS strategy.
- Embed a culture of governance and quality assurance for all data/information sources.
- Assess and improve data maturity within all levels of LFR.
- Ensure robust corporate oversight of service policies and procedures.
- Introduce ruggedised tablets into the organisation, to enable staff to conduct remote work and the completion of forms that automatically update line of business applications.
- Explore the use of AI and continue to review how we access, interpret and use data across the service.
- Embed a new CRM to support efficient and effective ways of working - integrating systems and departments.
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 7
We will ensure we have a sustainable response model.
Actions:
- Continually assess a wide range of risks within Lincolnshire, anticipating events over the next twelve months and planning the service's response to ensure it is fully prepared and our local communities are as resilient as possible.
- Review our WT duty systems to ensure they are effective, resilient, attractive and flexible to respond to the evolving needs of our communities, locally, nationally and internationally.
- Work closely with NFCC on-call working group and local focus groups, harnessing data and research to continually improve and strengthen the on-call duty system.
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 8
We will ensure the health and safety of our staff remains a priority.
Actions:
- Complete workplace transport risk assessment, and desktop review of risk assessments and H&S system at Waddington Training Centre and prioritise associated actions.
- Embed robust lone working procedures across all departments.
- Enhance monitoring of health and safety across the service regarding near miss reporting, accident/injury reporting and safe cards, feeding into the Service Management Board. Develop a robust reporting portal to capture and display H&S data for the service.
- Complete a full review of service risk assessments ensuring they are stored centrally, up to date and accessible to staff.
Ensuring the wellbeing 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.