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HMICFRS

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Outstanding

Good

Understanding the risk of fire and other emergencies

Adequate

Preventing fires and other risks

Responding to fires and other emergencies

Responding to major and multi-agency incidents

RequirEs
Improvement

Protecting the public through fire regulation

Making the FRS affordable now and in the future

Promoting the right values and culture

Getting the right people with the right skills

Ensuring fairness and promoting diversity

Managing performance and developing leaders

Inadequate

Making best use of resources

*HMICFRS measure fire and rescue services against the 11 characteristics of ‘good’ awarding potential gradings of Outstanding, Good, Adequate, Requires Improvement or Inadequate.

In the rest of the report, HMICFRS sets out its detailed findings about the areas in which the service has performed well and where it should improve.

it was clear in the report that the Service understands its local risks and responds well the emergencies which is at the heart of what we do.

 Read the full report

Read more about how we did in our last HMICFRS inspection.

The report contained 30 areas for improvement. This page details our response to these recommendations:

 

Cause for Concern

Recommendation 1 - looks at how the Service is managed and how risks, performance and improvement plans are checked.
 
Action taken: Structures have been reviewed and changes made to strengthen how the Service is led. This includes strengthening the Executive Team and recruiting key roles, including a Section 151 Officer, Monitoring Officer and a Portfolio Manager.
The corporate meeting structure has also changed, so it links better with the new Service Assurance Framework and its key areas of work. A Portfolio Management Office, known as a PMO, has also been set up. The PMO helps make sure important projects are planned well, have the right people and resources, and stay on track with time and budget.
These changes help the Service manage risk better, check progress more clearly, and make sure improvement plans are delivered properly.
 

Status: In Progress

Recommendation 2 - looks at how the Service records, checks and manages important risks.

Action Taken: A corporate risk register is being used more actively to help the Service understand known risks and take action to reduce them.

The Service Management Team now reviews corporate risks regularly. New guidance has also been shared with risk owners, so they are clear about what they need to do. Risk reporting through governance meetings has also been improved, so risks can be discussed and managed in the right place.
The Service also asked an external organisation to review how risk is managed. Their report helped shape an action plan and make sure the Service are focusing on the right improvements.
These changes help the Service spot risks earlier, manage them better and make safer, more informed decisions.
 
Next steps:
To continue work on the external audit recommendations through an action plan.
 

Status: In Progress

Recommendation 3 – The Service is improving the way it measures and manages performance across the Service.

Action Taken:

Performance measures and departmental plans have been reviewed to make sure teams are working towards clear goals.
A new approach to evaluating work has also been developed so departments can better understand what is working well and where improvements are needed.
Staff development reviews (IPDRs) have been updated, and training has been delivered to help managers support and monitor performance consistently across the Service.
 

Status: In Progress

Recommendation 4 -The Service is improving access to accurate data and analysis to support effective performance management.

Action Taken:

The Service is improving access to accurate data and analysis to support effective performance management. The Service are putting the new digital and data plan into action. This includes training for staff so everyone can use digital tools with confidence.
A Digital Systems Governance Group (DSGG) has been set up. This group helps make sure ICT projects and new technology work are managed properly and support the Service's goals.
 

Status: In Progress

Recommendation 5- The service is improving the process of reporting accurate, timely and detailed financial reporting to the Fire and Rescue Authority (FRA).
 

Action Taken: The service has appointed a Section 151 Officer, who helps make sure the Service manages its money. The Section 151 officer now attends weekly Executive Leadership Team (ELT) meetings to provide financial advice and support.

A new investment approvals committee (IAC) and a portfolio board have been set up to help oversee important work. These groups check that work has the right people, funding and resources to succeed.
The financial reports that go to the Fire and Rescue Authority (FRA) have been improved, making it easier to understand how money is being managed.
The Telford project review has been completed. The learning from this project will be used to help plan and deliver the new training facilities project more effectively.
 
Next steps: To confirm the process for reporting project information into the Fire and Rescue Authority.
A Senior Management Team (SMT) meeting will be held to review and adjust the 2026/27 budget plans.
 

Status: In Progress

 

Areas For improvement

The service should evaluate its prevention activity, so it understands what is most effective. 

Action Taken

  • The Service has developed the Home Fire Safety Visit- which is completely person centred- meaning it is tailored to each person. training for this has been rolled out across the Service
  • Evaluation for this work is now aligned with the Services performance measures with the support of new apps

Status: In Progress

The service should make sure it quality assures its prevention activity, so staff carry out safe and well visits to an appropriate standard.   

Action Taken

  • Standardised training and a new quality assurance process introduced

Status: In Progress

The service should regularly monitor and check compliance with prohibition and enforcement notices that have been served 

Action Taken

  • Implemented a system/process to ensure that all levels of enforcement action is followed up within the recommended timescales
  • Created departmental and corporate performance indicator to monitor and ensure correct regulation

Status In Progress

The service should make sure it effectively addresses the burden of false alarms. 

Action Taken

  • Updated procedural guidance in brigade order
  • Implemented trial of new UwFS policy
  • Monitored and evaluated UwFS procedure in Protection to include:
    • Dashboard monitoring
    • Call challenging (protection managed premises) monitoring
    • UwFS management
    • Top 20 process
    • Quarterly report 
    • Evaluation
  • Revised process to Control

Status In Progress

The service should make sure it has an effective quality assurance process, so staff carry out audits to an appropriate standard. 

Action Taken

  • A new Quality Assurance framework has been defined and interim backfills in place to support delivery amid capacity challenges
  • Implemented clearly defined activities that can be considered as Quality Assurance (QA) to include:
    • Observation audits
    • Desktop reviews
    • Consultation response QA
    • Notice and letter QA

Status In Progress

The service should make sure it has an effective system for learning from operational incidents. 

Action Taken

  • The Operational Learning Board has been embedded;  and the Service has structured debriefs 
  • Conducted a comprehensive gap analysis against the relevant Fire Standard and HMICFRS inspection descriptors to identify discrepancies in current practice
  • Implemented robust tracking of debrief actions through the electronic system
  • Assessed gaps in the electronic tool's utilisation to track and disseminate lessons learned
  • Assigned a dedicated Officer to oversee operational learning and ensure actions are completed
  • Established regular reviews of progress on actions arising from debriefs
  • Conducted annual independent audits of debrief processes and action tracking
  • Assigned lead officers to ensure local debriefs are conducted and submitted
  • Ensured Learning and Development leads facilitate structured debrief workshops

Status In Progress

The service should make sure its method of sharing fire survival guidance  information with multiple callers is understood by staff and is well tested. 

Action Taken

  • Policy development underway; mandatory Fire Survival Guidance and Unblur (software used for incidents) training being developed
  • Created a structured checklist for staff to follow during Fire Survival Guidance incidents to ensure consistent application

Status In Progress

AFI 8 looked at how well the Service is prepared to work with other agencies during a major terrorist incident, and whether staff understand what they need to do.

Action Taken:

The Ops department have checked and updated plans and worked with partner organisations to run practice exercises based on real-life situations. These exercises help test these plans and learn what works well.
Training has also been updated and delivered to operational staff. A new training and exercise programme has been introduced to help keep skills and knowledge up to date.
Every three months, staff awareness is checked and a progress report is sent to the Organisational Learning Board. After each multi-agency exercise, there is a debrief session to discuss what went well and what can be improved.
 

Status In Progress

The service should make sure that it is taking steps to reduce non-pay costs and can show how it is achieving value for money. 

Action Taken

  • Procurement reforms progressing; benchmarking with West Mercia Police completed
  • Implemented regular reviews and scrutiny of non pay costs to include:
    • Produced a schedule that details all non pay costs within the revenue budget
    • Demonstrated that savings in business rates have been taken into account in budget setting process
    • Demonstrated that estate costs are reviewed and monitored with budget holders regularly 

Status In Progress

The service should make sure it has appropriate business continuity arrangements in place, regularly review the arrangements and test them to make sure they take account of all foreseeable threats and risks 

Action Taken

  • Overall plan based on Gap Analysis this included developing:
    • a new BCM strategy
    • a new Governance framework to test/assure BCP's
    • a new exercise framework to test/assure BCP's
    • KPI's to monitor and manage performance
  • Draft strategy developed; ICT collaboration; tabletop exercise planned
  • Reviewed existing business continuity plans for all critical functions, including ICT systems, operational resilience, and power failure contingencies
  • Developed and updated business continuity plans that address all foreseeable risks, including ICT resilience, staffing shortages, and critical infrastructure failures
  • Ensured plans are accessible to all relevant teams through a centralised, secure system
  • Programme Management - Tested and exercised plans this included:
    • Training and Exercise planner established
    • Training and Exercise frequencies set by Governance Group based on risk
    • Completed annual reviews of BCP's by owners and added to BCP strategy 
  • Strategy Framework this included:
    • New BCP strategy developed and aligned to NFCC WG
    • Senior Management Team (SMT) development session planned for summer 2026 
    • SMT sign off of new BCP strategy
  • Strategy - Standardisation
  • Strategy - Interdependency Mapping this included:
    • Ensuring BCP stakeholders liaise with inter-department staff for interdependencies
    • Training and Exercise inter-dependencies tested during exercises
    • Inter-department liaison delivered at Governance Group
  • Strategy - Learning Loop this included:
    • Developed new Action Log to include lesson identified
    • Added BCP lesson learnt to OLB agenda as standard item (Debrief) 
    • BCP activated - use of Significant Event Investigations to establish outcomes/Learning
    • Debriefed included in BCP strategy - Organisational Assurance 
  • Strategy - Corporate Oversight this included:
    • New Business Continuity Governance Group aligned in BCP strategy
    • Define TOP for Governance Group
    • Roles, responsibilities and purpose of staff/stakeholders set out in new strategy
    • Training for staff - BCP e-learning module to be delivered
    • BCP certified training offered to key Managers
  • Status In Progress

AFI 11 looked at how the Service works with other organisations and how we check that joint projects and activities are making a difference.

Action Taken: We have introduced new guidance for partnerships, created a simple way to measure results, and provided training for staff. This helps us show that working with partners is making a positive difference, gives good value for money, and benefits our communities.

Status Complete

The service should have a clear internal structure with appropriate governance arrangements to make sure the selection, design and delivery of projects are well managed, represent value for money and provide the intended outcomes. 

Action Taken

  • Recruitment of a Portfolio Manager - March/April 2025
  • Portfolio management office framework approved; Planisware launching with phased rollout
  • Defined governance roles and responsibilities within a portfolio management methodology (governance structure) - November 2024
  • Service structure reviewed
  • Developed and implemented a Portfolio Methodology, including digital document management - December 2025
  • Interim changes made to internal corporate meeting framework to improve reporting and accountability by November 2024
  • Development of staff
  • Gap Analysis of Fire Standards performed - Internal Governance and Assurance - March 2025
  • Developed an internal governance framework with clear policy and structure to ensure the service is effective and compliant ensuring accountability, transparency and sound decisions aligned to the services goals

Status In Progress

The service needs to assure itself that it is making the most of opportunities to improve workforce productivity and develop future capacity through use of innovation, including the use of technology.

Action Taken

  • Overtime analysis underway; review reflects mandated training impacts; timescales revised
  • Created prototype data collection tool

Status In Progress

The service should make sure it has the right skills and capacity to successfully manage change across the organisation. 

Action Taken

  • Portfolio Management office maturity review complete; IPM training delivered; Phase 2 planned.
  • Developed a case for change (HMI and CR Reports)

Status In Progress

The service should make sure its estates management programmes are linked to its community risk management plan (CRMP), and that it understands the impact future changes to those programmes may have on its service to the public.

Action Taken

Draft estates, fleet and equipment strategies aligned to CRMP nearing governance

Status In Progress

The service should make sure all staff understand and demonstrate its values.

Action Taken

  • Culture programme delivered via surveys, training, comms; Code of Conduct updated
  • Reviewed and introduced new systems to support assessment of behaviours as part of performance management framework - Programme board/ SMT these included:
    • confirmed new IPDR process and upload comms
    • confirmed approach for Senior Manager 360 feedback
    • implemented a process for new members to SMT to complete 360 feedback
  • Monitored performance through performance metrics/ corporate health indicators such as Number of discipline, grievance and complaints- People Management Meeting. These included:
    • HHRA prepared Professional standards paper for SMT
    • deliver regular updates to HMI on grievance and discipline cases
    • HHRA created an annual report on cases, trends and learning
    • created a pulse survey to measure SMT feedback and development progress
    • generate reports on compliments and complaints
    • added discipline and grievance cases in as part of the CPI work linked to the Service Assurance Framework
  • Evaluation is now continuous with no close down report as this AFI is integral to how the Service values its people and meets community expectations
  • Cross Referenced External Audit findings and recommendations against this AFI this included:
    • Member involvement in the Service Cultural work
    • Presented proposal to Members for Cultural workshops
    • Reviewed external audit findings regarding VFM to prevent duplication and ensure alignment

Status In Progress

The service should assure itself that senior managers are visible and demonstrate 

Action Taken

  • Service Management Leadership Standard launched; coaching, mentoring and action learning embedded
  • Gap analysis completed against Leading the Service Fire Standard- Transformation and collaboration team this included:
    • completed gap analysis 
    • shared gap analysis as part of the external audit evidence gathering
  • Promoted Visible, Accessible, Honest and Transparent leadership at all levels inclusive of Senior Leaders - SMT this included:
    • arranged Senior Management Team (SMT) sessions with Future Works
    • arranged SMT development sessions with Game Changing Pathways
  • Evaluated and measured success evidenced through staff feedback and continual assessment. Achieving this AFI will not mean that there are defined timelines for success as this will be an evolving piece of work

Status In Progress

AFI 18 looked at how the Service supports the mental and physical health of its staff.

Action Taken: HR have reviewed fitness equipment and provided extra resources at fire stations. The fitness policy has been updated. HR have also recruited a Health and Wellbeing Officer and seen an improvement in fitness test pass rates. This helps make sure staff have access to the support they need to stay healthy, safe and well at work.

Status Complete

The service should proactively monitor working hours (including overtime) to improve staff well-being 

Action Taken

Wholetime Duty System changes progressing; union consultation ongoing; testing planned.

Status In Progress

The service should assure itself that its arrangements for managing health and safety are effective 

Action Taken

Health and safety role under review; interim cover; framework consolidation pending.

Status In Progress

The service should make sure its workforce plan takes full account of the skills and capabilities it needs to implement its community risk management plan. 

Action Taken

  • Workforce plan presented to service Management Team; actions agreed
  • Agreed scope and approach for Workforce Plan
  • Strategic Direction and Design agreed, this included:
    • Mapped external drivers (NFCC, Fire Standards, HMICFRS, climate, demographics, legislation) and embed
    • Produced PESTLE and SWOT synthesis for future workforce demand 

Status In Progress

The service should review its succession planning to make sure that it has effective arrangements in place to manage staff turnover while continuing to provide its core service to the public

Action Taken

  • Strategic workforce planning underway; succession risk reviews embedded
  • Human resource officers (HRO) reviewed portfolio leads single points of failure within the organisation this included:
    • monthly meetings established betweenHRO and Portfolio Lead 
    • produced retirement profile for each portfolio area
    • initial scoping meeting was held with Prevention and Protection to create the workforce plan
    • skills gap and succession planning performed for digital and data
  • Job Evaluation this included:
    • identifying post review period
    • created a job evaluation spreadsheet
    • assign HR Officer to lead on job evaluation process
    • create monthly job evaluation steering group as opposed to quarterly
    • undertake pre-evaluation briefings 
    • identified separate evaluation system for the recruitment and retention of ICT and Technical roles 
  • Retirement profile this included:
    • update the retirement profile
    • ensured succession plans in place for known leavers - leavers to be highlighted through PM
    • Bi annual establishment meetings arranged to discuss workforce gaps
    • reviewed General Manager job roles and responsibilities
    • reviewed Group Support Team roles
    • reviewed Senior Management promotion process 

Status In Progress

The service is committed to ensuring that all staff have the knowledge, skills and training needed to carry out their roles safely and effectively.

Action Taken: A gap analysis has been completed for non-operational staff training, helping the service understand where additional learning and development may be required. A training gap analysis for operational roles has also been undertaken to support the wider Training Facilities Project.

Next Steps: Reviews of training provision for prevention delivery and commercial building risk visits are also planned. To support future training improvements, a dedicated Training Facilities Project has been established.

Status In Progress

The Service want to make sure that everyone who works for the service feels safe, respected and treated fairly.

Action Taken: An updated Anti-Harassment and Bullying Policy has been completed and is now in place. New Equality, Diversity and Inclusion (EDI) micro-videos are being made available so staff can learn about these important topics in an accessible way. In addition, a lot of training has been rolled out to managers, including performance management and preventing sexual harassment training. This helps managers to better support their teams and address concerns appropriately.

Status In Progress

The service is continuing to take steps to make sure our workforce better reflects the communities we serve.

Action Taken: 

Over the past year, we have reviewed previous positive action campaigns. A Recruitment Action Group has been established, with workshops completed to review and improve recruitment processes. A 12-month positive action plan is place for 2026.
The Service has attended recruitment and apprenticeship events to encourage applications from a wider range of people and to raise awareness of the different career opportunities available across the organisation.
HR/EDI have also completed a trial of revised recruitment and promotion processes. The outcomes have been evaluated, improvement areas have been identified, and the recommendations are currently awaiting formal approval.
 
Next steps: the recruitment policy is being updated and will include an Equality Impact Assessment (EQIA).
A careers booklet that highlights all roles within the Service is being developed, including corporate and non-uniformed positions.
 

Status In Progress

The Service have been working to make sure everyone is treated fairly when decisions are made across the Service.

Action Taken:

he Equality, diversity and inclusion (EDI) team have reviewed the Equality Impact Assessment (EQIA) Order, toolkit and policies. And looked at how other Fire and Rescue Services manage EQIAs to learn from good practice. Training has been delivered to managers and staff, and refresher training has also been introduced. Through our Project Management Office (PMO), checks are in place to help make sure EQIAs are completed for all projects. Managers have also been offered workshops and support to improve understanding and compliance.
Senior Management Team (SMT) expectations have been strengthened, with papers expected to include an EQIA before being considered. A review of all policies is planned to ensure equality impacts are properly assessed and recorded.
 
Next steps: To embed an ongoing programme of EQIA refresher training, to ensure knowledge remains up to date and good practice continues across the organisation.
 

Status In Progress

AFI 27 looked at how the Service collects equality data so we can better understand our workforce and what support staff may need.

Action Taken: EDI have encouraged staff to complete or check their equality information as part of the IPDR process, which has helped improve completion rates. This means the Service has better information to understand its workforce, identify any gaps, and make fairer decisions for staff.

Status Complete

AFI 28 looked at how staff understand and use the performance development review process, known as IPDR.

Action Taken: The development team have listened to feedback from staff, simplified the process, and tested the changes with a small number of watches and stations before relaunching it in May 2026. This helps make IPDR easier to understand and use, so staff and managers can have better conversations about development, support and performance.

Status Complete

This recommendation is about making sure promotion, and selection processes are fair, open and trusted by staff.

Action Taken:

The promotion process was initially reviewed, trailed and evaluated. The results were evaluated and reported to senior managers. The Promotion Order was updated to include recommendations identified through the review.
The service has also opened certain roles to operational and non-operational staff, which increased the number of applicants for the roles.
A review of management training for staff involved in interviews was completed and training in key areas was provided.  Training has also given to fire authority members who may sit on interview panels.
 
Next steps: The updated Promotion Order is still being discussed with Trade Unions before it can be formally published and put into use. Once consultation is complete, the new arrangements will be introduced across the Service.
 

Status In Progress

AFI 30 looked at how the Service helps staff develop their skills and progress into leadership roles in a fair and open way.

Action Taken: 

These improvements help make sure everyone has a fair chance to learn new skills, develop as a leader and progress in their career.
The Career Progression Gateway (CPG) process has been reviewed, and a new way of helping staff prepare for promotion is being tested.
A career pathways platform has also been created for non-operational staff. This helps people understand the skills and experience they need for different jobs and supports them in planning their future careers.
A Springboard programme was organised for female employees to help them build confidence, learn new skills and develop their careers.
The development team has worked closely with teams and managers to help them get the most out of the IPDR process. This helps managers have better conversations with staff about their goals, development and performance.
 

Status Complete