Value for money
Strategic Priority 9
We will provide training and development facilities that are fit for the future
Actions:
- Explore the development of a commercial training arm to bring in revenue to accelerate investment in firefighter safety and training.
- Review service wide training delivery model and evaluate different approaches e.g. hub and spoke model, including a review on organisational structures (resourcing project).
- Deliver proposal for future Waddington site specification to LCC Corporate Leadership Team.
- Capitalise on technology and multi-media integration to enhance our existing operational training packages and firefighter development pathway, creating digital and sustainable e-packages.
- Investigate the opportunities the purchase of Waddington training site may present with regards to operational support, with particular attention to stores and fleet maintenance.
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 continue through 2025 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 Priority 10
We will invest in our ability to deliver service wide improvements
Actions:
- Carry out a complete systems approach review of current project management capabilities.
- Develop and facilitate project management training for all relevant staff.
- Review and evaluate all projects, highlighting learning and areas for improvement and further investment from internal and external sources.
Our project management capability is growing within LFR.
A suite of documents has been developed to guide staff through the project management process. Members of our staff have also attended project management training. Work continues to review this documentation and training to ensure we can
effectively and efficiently drive projects and continuous improvement forward in the future.
Strategic Priority 11
We will further develop our performance measurement and management capability.
Actions:
- Continue to develop Power BI and integrate all relevant activities into recognised reporting mechanisms.
- Further embed a culture of performance management at all levels.
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.
Strategic Priority 12
We will develop our plans to invest in the service as a force multiplier.
Actions:
- Review the partnership register in its entirety. Make recommendations in relation to benefits realisation.
- Influence and strengthen relationships with stakeholders within LCC/NFCC/regional pools.
- Work with LCC colleagues and partner agencies to consider how we can utilise internal data and intelligence to support the development of a county wide risk profile.
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.