Value for money
Strategic Priority 9
We will provide training and development facilities that are fit for the future
Actions:
- Enhance capabilities to allow a focus on commercial elements of 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).
- Progress proposal for future Waddington site specification to CLT.
- Undertake a structured review of operational training and firefighter development materials to move away from predominantly PowerPoint-based delivery and towards blended, accessible, and engaging learning solutions. Create a prioritised plan to introduce innovation and ensure training content is modern, effective, and sustainable.
- Investigate the opportunities the purchase of Waddington training site may present with regards to operational support, with particular attention to stores and fleet maintenance.
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.
Strategic Priority 11
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.
Strategic Priority 12
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.
Strategic Priority 13
We will develop our plans to invest in the service as a force multiplier.
Actions:
- Enhance process for evaluation of partnerships, embedding a business benefits realisation tracker.
- Maintain 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.