Lincolnshire Fire and Rescue annual service plan 2025 to 2026

Welcome

Welcome to our Annual Plan for 2025/26, an integral part of our golden thread to deliver on our clear purpose: working together to keep our communities safer. This year's plan builds on our successes in 2024/25 and continues to align with our 2024/2028 Service Plan and CRMP. I want to take this opportunity to thank everyone for their hard work and commitment in delivering on our shared priorities.

Reflecting on a year where we have achieved so much, we continue to grow and evolve our Service to support our communities. Our collective achievements over the last year include increased capacity and capabilities in key functional areas such as Protection, Prevention, our Talent, Learning and Resourcing Team, and IMT through our Resourcing Project. It was gratifying to receive recognition from HMICFRS for our positive cultural progress by addressing previous concerns.

We invested in our assets, delivering improved capabilities such as technical response vehicles, command support units, personal issued dry suits, upgraded thermal imaging cameras, and additional flood pumps. We also invested in data systems to enhance our risk analysis and performance management.

The introduction of the NFCC Supervisory and Middle Leadership Development Programmes demonstrates our ongoing commitment to leadership pathways for everyone within LFR. Finally, it was great to welcome back our Emergency Planning and Business Continuity Team under the leadership of Ian Reed, to support our common purpose of keeping our communities safer.

Looking ahead, 2025/26 presents another year of opportunity to continue our improvement journey. We will review our capacity and capabilities through the Resourcing Project to maintain our commitment to a sustainable model that aligns with Service risk.

This year, we look forward to operating with a new control system that will enhance and future-proof our control function capabilities. The outcomes of the Grenfell Tower Inquiry Phase 2 report will significantly influence our future capabilities in many areas of our Service delivery.

We will also welcome HMICFRS back into our Service this year, providing us with the opportunity to showcase the progress we have made in all areas and recognise the positive contributions from everyone.

As we enter 2025/26, we do so within the backdrop of Greater Lincolnshire Devolution and the creation of the Great Lincolnshire Combined County Authority. This will provide exciting long-term opportunities, and we are well placed to support partners in the evolution of the Authority.

Our focus for 2025/26 will remain on our committed priorities and delivering on our CRMP through the golden thread of plans and actions.

Thank you for your continued support and commitment to working together to keep our communities safer. We have a Service we should all be proud of, a testament to the leadership and dedication of every LFR colleague at every level and in every area.

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 4-year changes as we progress forward.

This 4-year service plan will allow us to embed the new format introduced as part of our CRMP 2024-28, centred around our strategic plan, which sees us continuing to shape the future of Lincolnshire Fire and Rescue (LFR) up to 2028.

Our Purpose; 'Working together to keep communities safer' (Why we are here) has allowed us to remain laser focused on the communities we serve. Having developed our purpose, we are committed to continually reviewing the impact we have on our communities, taking time to refine and amend as required.

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

Below this Purpose sits the 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 undertaken, we have developed a 4-year strategic plan and 16 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 2025-26. It will break down the 16 priorities and enable us to focus our work for that year.

The priorities will sit in department plans and PDRs, to ensure everyone understand exactly how they 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 PDRs (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.

Strategic priority areas

Strategic priority areas for 2024-28:

Safer Communities

1. We will have sustainable and scalable interventions in place to mitigate the risks likely to affect our communities

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

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

4. We will monitor, support and carry out duties as required under the Civil Contingencies Act.

Service Delivery

5. We will provide sustainable mobilising, command and control infrastructure

6. We will streamline the way we manage data and the technology we use to access it

7. We will ensure we have a sustainable response model

8. We will ensure the health and safety of our staff remains a priority

Value for Money

9. We will provide training and development facilities that are fit for the future

10. We will invest in our ability to deliver service wide improvements

11. We will further develop our performance measurement and management capability

12. We will develop our plans to invest in the future of the service as a force multiplier

People

13. We will develop leadership and management capability at all levels in the service

14. We will use innovative practices to attract, select and champion talented people, enabling diversity and embracing difference

15. We will develop the diverse skill sets of our people to build an agile, professional and competent workforce

16. We will continue to develop a happy, healthy and resilient workforce

Safer communities

Strategic Priority 1

We will have sustainable and scalable interventions in place to mitigate the risks likely to affect our communities.

Actions:

Deliver Home Safety Interventions aligned to the National Fire Chiefs Council (NFCC) person centred framework in a targeted, risk-based approach.
Embed performance management and quality assurance processes for prevention and protection activities.
Deliver and embed activities in the children and young people strategy.
Ensure robust safeguarding mechanisms and protect those identified as vulnerable.
Review and develop digital resources to enhance delivery of prevention and protection activities.
Develop and embed fire and rescue volunteer network.
Refine our approach to risk modelling by using intuitive systems capable of providing real time data sets in line with changes in our communities.

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

We will optimise the use of data to prioritise and target people who may be at greater risk of fire and other emergencies.

Actions:

Develop and embed risk profiling methodology for prevention and protection activities to better understand risks within our communities to support targeted activities.
Identify partners to collaborate with and promote sharing of data to further enhance our understanding of risk.
Embed the use of Power BI across all levels of the Service to drive service delivery and performance.

Data sets drive much of LFR’s decision making. We draw on all types of data collected internally though CFS/CFP activity, incidents we have attended, and risk visits undertaken by our staff.

We also source data externally from our partners, to identify those most vulnerable in our communities.

Strategic Priority 3

We will ensure we have skilled Deliver community protection activities to manage community safety in the non-

professionals in place to monitor (and enforce non-compliance) relevant fire safety legislation in the built environment.

Actions:

Deliver community protection activities to manage community safety in the non-domestic setting in an effective and efficient way.
Take formal enforcement action against those who fail to comply with fire safety legislation. Review all activities.
Engage with local businesses and organisations in relation to compliance with fire safety regulations.
Take positive action to reduce the impact of Unwanted Fire Signals (UFS).
Implement training plan to upskill workforce and consider future needs for delivery of protection activities.
Develop and implement a robust evaluation methodology to measure the impact of protection activities.

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

We will monitor, support and carry out duties as required under the Civil Contingencies Act.

Actions:

Make our communities resilient through increased whole of society resilience.
Support Lincolnshire County Council (LCC) to ensure compliance with its duties under CCA 2004 as a Category 1 Responder.
Support the delivery of statutory business continuity on behalf of LCC.
Develop a robust and resilient command structure within LCC to support business continuity management development and response to business continuity events.

The Civil Contingencies Act is designed to improve emergency preparedness and response. The framework provides a structure to deal with major emergencies.

The first part of the Act considers local preparedness specifically, and requires local authorities, emergency services and key organisations to identify risks, plan responses and share information to ensure public safety.

Activities carried out will support actions taken at a local level to effectively prevent, respond and recover from emergencies whilst balancing the need for government intervention with individual rights.

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.

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.

People

Strategic Priority 13

We will develop leadership and management capability at all levels in the service.

Actions:

Deliver challenging behaviour training to the workforce and ensure mechanism for new starters to access this training.
Develop and deliver checklists and management resources to support and develop competence of managers in dealing with employment relations and HR case work.
Create and embed clear development pathways for roles within the service, including qualifications, apprenticeships, and leadership programmes, to support career progression and build a strong talent pipeline.
Create and launch career development support resources.
Deliver action learning sets based on example scenarios and organisational learning.
Embed and deliver against Incident Command strategy, including mandatory command hours, L1 maintenance day, effective command e-learning, combined L1 assessment, SFJ L7 training for strategic leaders, outsourced L2 training and assessment, and the extension of L1 initial training from 4-6 days.

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 Priority 14

We will use innovative practices to attract, select and champion talented people, enabling diversity and embracing difference.

Actions:

Review all talent, resourcing and learning policies and processes to identify gaps and improvement opportunities.
Implement ORH OARS software to support optimisation of on-call availability, recruitment and skills utilisation.
Implement local recruitment and succession plans for divisions and departments.
Optimise strategic workforce planning by enhancing strategic resourcing, data-driven reporting and talent management.
Pilot innovative approaches to increase representation and supporting the development and retention of women and ethnic minority groups.
Integrate a structured EDI training plan by developing and delivering mandatory and role-specific training sessions.
Pilot a new appraisal template to include a focus on talent development, ensuring improved reporting mechanism for PDRs.
Review existing ODP and associated guidance, identifying process improvements and efficiencies where suitable.
Implement OneFile to digitalise phase 2 development firefighter folders.

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.

Strategic Priority 15

We will develop the diverse skillsets of our people to build an agile, professional and competent workforce.

Actions:

Develop data literacy capabilities across the workforce.
Review and enhance the existing 'Train the Trainer' programme to ensure it is effective, engaging and aligned with best practices, providing an excellent learning experience for all participants across the organisation.
Ensure timely and accurate reporting on employee competence and mandatory training for both operational and non-operational employees.
Create guidance documents and training packages for workforce and managers on LEADS (leadership, evaluation, assessment, development, succession cycle).
Launch and pilot LEADS panels for SM and above roles.
Embed a robust competency framework underpinning the operational training plan, and a robust quality assurance process, ensuring our training delivery and content is aligned to national operational guidance, fire standards and sector best practice.

It is important that all our staff are suitably trained to allow them to carry out required tasks effectively and competently.

Future needs of service delivery must be considered, allowing us to meet the needs of the rapidly changing environment and communities.

Our people are at the centre of all our development programmes, building on the strengths of individuals and maximising the diverse range of qualities and attributes.

Strategic Priority 16

We will continue to develop a happy, healthy and resilient workforce.

Actions:

Review and enhance the LFR induction programme for the entire workforce to ensure it is comprehensive, inclusive and aligned with organisational needs.
Implement an enhanced and resilient welfare support provision.
Review impact of communications strategy and develop a range of platforms to provide timely service level updates.

LFR is a workplace where all staff are valued, 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.