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
Requirs
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 more about how we did in our last HMICFRS inspection.
The report contained 30Â areas for improvement. This page details our response to these recommendations:
Â
Cause for Concern
Making Best use of Resources
The Service Should make sure there are appropriate strategic oversight arrangements in place to manage risks, performance and improvement plans effectively
Action Taken
xxx
Status:Â In Progress
The Service Should make sure the corporate risk register is actively used to mitigate and manage known risks
Action Taken
xxx
Status:Â In Progress
The Service Should make sure all processes in place to support performance management are effective
Action Taken
xxx
Status:Â In Progress
The Service Should make sure it has access to accurate data and analysis to support effective performance management
Action Taken
xxx
Status:Â In Progress
The Service Should make sure it has robust processes for reporting accurate and suitably detailed finance and risk information to the Fire and Rescue Authority
Action Taken
xxx
Status:Â In Progress
Â
Areas For improvement
Preventing Fires and other emergencies
The service should evaluate its prevention activity, so it understands what is most effective.Â
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.  Â
Action Taken
Standardised training and a new quality assurance process introduced
Status: In Progress
Protecting the public through fire regulation
The service should regularly monitor and check compliance with prohibition and enforcement notices that have been servedÂ
Action Taken
Reviewing the relevant software used for audits and prohibitions to ensure timeley notifications.
Assessing performance measures.
Addressing workforce gaps.
Status In Progress
The service should make sure it effectively addresses the burden of false alarms.Â
Action Taken
Revised unwanted Fire Signal process implemented, Reducing the number of times the Service responds to automatic fire alarms when there is no incident ongoing.
Status In Progress
The service should make sure it has an effective quality assurance process, so staff carry out audits to an appropriate standard.Â
Action Taken
A new Quality Assurance framework has been defined and interim backfills in place to support delivery amid capacity challenges.
Status In Progress
Responding to Fires and other Emergencies
The service should make sure it has an effective system for learning from operational incidents.Â
Action Taken
The Operational Learning Board has been embedded;Â and the Service has structured debriefs;Â
Status In Progress
Responding to Major and Multi-agency Incidents
The service should make sure its method of sharing fire survival guidance information with multiple callers is understood by staff and is well tested.Â
Action Taken
Policy development underway; mandatory Fire Survival Guidance and Unblur (software used for incidents) training being developed.
Status In Progress
The service should make sure it is well prepared to form part of a multi-agency response to a terrorist incident, and its procedures for responding are understood by all staff and are well tested.Â
Action Taken
National Marauding Terrorist exercises completed; resilience framework adopted; assurance phase underway.
Status In Progress
Making Best use of Resources
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.Â
Action Taken
Procurement reforms progressing; benchmarking with West Mercia Police completed.
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 risksÂ
Action Taken
Draft strategy developed; ICT collaboration; tabletop exercise planned.
Status In Progress
The service should make sure it effectively monitors, reviews and evaluates the benefits and outcomes of any collaboration activity.Â
Action Taken
Structured evaluation model agreed; phased reviews begin April 2026.
Status In Progress
Making the FRS affordable now and in the future
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.Â
Action Taken
Portfolio management Office framework approved; Planisware launching with phased rollout.
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.
Status In Progress
The service should make sure it has the right skills and capacity to successfully manage change across the organisation.Â
Action Taken
Portfolio Management office maturity review complete; IPM training delivered; Phase 2 planned.
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
Promoting the right values and culture
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
Status In Progress
The service should assure itself that senior managers are visible and demonstrateÂ
Action Taken
Service Management Leadership Standard launched; coaching, mentoring and action learning embedded.
Status In Progress
The service should make sure staff have access to services to support both their mental and physical health.Â
Action Taken
Fitness Order reviewed; wellbeing services expanded; recruitment ongoing
Status In Progress
The service should proactively monitor working hours (including overtime) to improve staff well-beingÂ
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 effectiveÂ
Action Taken
Health and safety role under review; interim cover; framework consolidation pending.
Status In Progress
Getting the Right people with the right Skills
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.Â
Action Taken
Workforce plan presented to service Management Team; actions agreed
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
Status In Progress
The service should assure itself that all staff receive the right training for their role.Â
Action Taken
Training facilities review aligned to TNA and CRMP; procurement underway
Status In Progress
Ensuring Fairness and Promoting Diversity
The service should review how effective its policy on bullying, harassment, and discrimination is in reducing unacceptable behaviour towards its staff.Â
Action Taken
Equality Diversity and Inclusion and behaviour training expanded; policy updates and careers outreach progressing.
Status In Progress
The service should identify and overcome barriers to equal opportunity, so its workforce better represents its community, including making sure staff understand the value of positive action and having a diverse workforce.Â
Action Taken
Positive action strengthened; recruitment materials updated; policy Equality Impact assessments pending.
Status In Progress
The service should make sure it has robust processes in place to carry out equality impact assessments and review its policies and procedures to make sure those staff with a protected characteristic aren’t disproportionately affected.Â
Action Taken
Equality impact Assessments training scheduled; refresher programme planned.
Status In Progress
The service should improve the way it collects equality data so it can better understand its workforce’s demographics and needs.Â
Action Taken
All actions complete; data quality improved and externally commended
Status In Progress
Managing Performance and Developing Leaders
The service should improve all-staff understanding and application of the performance development review process.Â
Action Taken
Individual Professional Development Record completion rates improved significantly; new system aligned
Status In Progress
The service should make sure its processes for the selection, development and promotion of staff are open and fair, and it should do more to make sure staff have confidence in promotion and selection processes.Â
Action Taken
Process review completed; bias and difficult-conversation training underway
Status In Progress
The service should put in place an open and fair process to identify, develop and support high-potential staff and aspiring leaders.Â
Action Taken
Highpotential pathway designed; CPG review and career pathways progressing
Status In Progress