Lincolnshire Fire and Rescue annual service plan 2026 to 2027

People

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

Develop and embed a structured people management development pathway for managers, building competence and confidence in key areas such as employment relations, managing performance and HR casework, supported by consistent guidance, learning and practical application.
Create and embed clear development pathways guidance for roles within the service, including qualifications, apprenticeships, and leadership programmes, to support career progression and build a strong talent pipeline.
Deliver action learning sets based on example scenarios and organisational learning.

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

Review and improve recruitment and promotion processes to increase efficiency, strengthen fairness and transparency, and ensure alignment with organisational needs and best practice.
Implement ORH OARS software to support optimisation of on-call availability, recruitment and skills utilisation.
Define and deliver a focused set of positive action priorities, supported by appropriate resources and capacity, to improve representation and support the development and retention of women and ethnic minority groups.
Implement OneFile to digitalise phase 2 development firefighter folders.

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

Develop data literacy capabilities across the workforce.
Review and enhance the ‘Train the Trainer’ programme to ensure consistency, quality and engagement in learning delivery, meet audit and accreditation obligations, and mitigate operational and reputational risks arising from non‑compliant or ineffective training practice.
Introduce automated, Power BI‑enabled reporting to provide timely and accurate insight into employee competence, mandatory training and overall training and development activity, supported by comprehensive annual reporting for both operational and non‑operational employees.
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.

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

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. Review the existing communications platforms to evaluate their effectiveness.