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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

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 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

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: In Progress

The Service Should make sure the corporate risk register is actively used  to mitigate and manage known risks

Action Taken

xxx

Status: In Progress

The Service Should make sure all processes in place to support performance management are effective

Action Taken

xxx

Status: In Progress

The Service Should make sure it has access to accurate data and analysis to support effective performance management

Action Taken

xxx

Status: 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: 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

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. 

Action Taken

  • National Marauding Terrorist exercises completed; resilience framework adopted; assurance phase underway
  • Reviewed Standard Operating Procedures (SOPs) for responding to terrorist incidents, ensuring they align with JESIP principles
  • Record exercise results, competency records, and real-time performance data
  • Training delivered and exercise coordinated to Learning and Development leads

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

  • 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

Status In Progress

The service should make sure it effectively monitors, reviews and evaluates the benefits and outcomes of any collaboration activity. 

Action Taken

  • Structured evaluation model agreed; phased reviews begin April 2026
  • Policy and Governance. Reviewed and updated the Collaboration Policy this included:
    • established clear processes for monitoring, reviewing and evaluating collaboration outcomes
    • aligned activities with the service's Community Risk Management Plan (CRMP) and National Framework
  • Updated Shropshire Fire and Rescue Service Partnerships Policy included:
    • setting pre-defined objectives for collaboration
    • introduced measurable metrics for success for example: cost savings, efficiency, and service improvements
    • consultation of new policy
  • Developed and delivered targeted training to key stakeholders this included: 
    • trained and qualified key members of staff
    • awareness and support for stakeholders
  • Prioritised and planned 4x evaluation waves

Status In Progress

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

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

The service should make sure staff have access to services to support both their mental and physical health. 

Action Taken

  • Fitness Order reviewed; wellbeing services expanded; recruitment ongoing
  • Wrote and reviewed the specification for Occupational Health  
  • Completed Framework documents
  • Submitted papers and went live with Tender - Completed        1 November 2024
  • Closing date for submissions was 20 December 2024
  • Reviewed Submissions early January 2025
  • Contract Awarded on 17 January 2025
  • Further investment in Health and Safety staff - possible recruitment of Health and Safety and Health and Wellbeing Manager
  • Paper submitted to Senior Management Team to support Physical fitness of staff with additional fitness equipment for stations this included: 
    • Evaluate equipment by 31 December 2025
    • Submitted SMT report on recommendations for equipment by 4 December 2024
    • Communicated equipment availability to staff 
    • Recruited Health and Wellbeing Officer
    • Reviewed Fitness Policy
  • Contacted ESPO Framework completed and reviewed specification and Called Off Terms and Conditions 

Status In Progress

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

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 in progress
  • 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 should assure itself that all staff receive the right training for their role. 

Action Taken

  • Training facilities review aligned to Training Needs Analysis and CRMP; procurement underway
  • Conducted a gap analysis
  • Human Resource training gap analysis completed 

Status In Progress

The service should review how effective its policy on bullying, harassment, and discrimination is in reducing unacceptable behaviour towards its staff. 

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. 

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. 

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. 

Action Taken

  • All actions complete; data quality improved and externally commended
  • Understand Workforce Demographics this included:
    • emailed all staff that have blank data showing 
    • contacted IT to fix technical glitch identified on system
    • regular reminders sent to staff  on the importance of completion of this data
    • information on completion of data included in induction
    • IDPR process updated to ensure data is checked at every IDPR and policy updated
    • targeted email to other managers/individuals send December 2024
    • reviewed data provided to the Home Office compared to local data
    • HR to review other HR systems for the data and transfer data to RL to ensure data is accurate
    • reviewed data of all "prefer not to says" and compare with other predominantly rural fire and rescue services via Home Office stats
    • generate KPI quarterly reports on equality data and blanks

 

Status In Progress

The service should improve all-staff understanding and application of the performance development review process. 

Action Taken

  • Individual Professional Development Record completion rates improved significantly; new system aligned
  • Held workshops with staff
  • Acted on feedback to make adjustments to the system and policy accordingly

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. 

Action Taken

  • Process review completed; bias and difficult-conversation training underway
  • Review of Career Progression Gateway to ensure its still fit for purpose
  • Reviewed promotion process

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. 

Action Taken

  • High potential pathway designed; CPG review and career pathways progressing
  • Organised a Springboard programme for female employees in the Service - 11 individuals attended
  • Direct Entry
  • Registered interest for the next Cohort for Direct Entry - Completed September 2024
  • Evaluated the Internal Transfer Process (ITP) and reviewed appropriateness for this at other levels
  • Introduction of the ITP for On-Call Firefighters to migrate across to Whole-Time
  • Middle Leadership Programme implemented
  • Individual Personal Development Review/Talent Management process reviewed
  • Supervisory Leadership Development Programme implemented

Status In Progress