Strategic Goal 5: We will continue our improvement journey to deliver an outstanding Service

This goal is focused on improving the efficiency, effectiveness and productivity of the Service and ensuring that our activities and resources remain aligned to the needs of the community.

Over the life of the CRMP 2025- 28, we will need to continue to improve our efficiency and productivity, to meet the needs of the community through affordable, value for money services.

We will build on the progress made in recent years, making improvements to our ways of working through more effective and innovative use of data, systems and processes across the organisation. We will embed national fire standards and adopt relevant recommendations from national inquiries and other sector reports where appropriate.

During 2025-26, our key objectives were to:

• Improve the availability and accuracy of data and information across all areas of the Service.
• Implement system enhancements to improve productivity of core activities.
• Introduce financial modelling to support change management and improve the financial literacy of staff across the Service.
• Implement a robust approach to contract management, including a procurement pipeline.
• Develop and embed an evaluation framework.
• Embed the Local Resilience Forum secretariat team, as the new hosting organisation.

During 2025/26:

• We made significant progress in improving the accessibility, consistency and reliability of performance information across the organisation. The majority of the migration of existing reports to PowerBI. com has now been completed, providing a more modern, user-friendly and secure reporting platform.

  Work to enhance performance dashboards and reporting continues, ensuring stakeholders across the Service have increasingly timely and reliable access to data, supporting effective governance, operational assurance and informed strategic decision-making across the organisation.

• We continued to upgrade a number of key systems to improve both service delivery and organisational productivity.

  Development of the Community Fire Risk Management Information System (CFRMIS) has remained a priority, supporting the effective management of safety information relating to buildings and vulnerable individuals, and enhancing the work of Prevention, Protection and Response teams.

  We also completed an upgrade to the Agresso finance system and undertook preparation work for the introduction of the new Fire and Rescue Data Platform (FaRDaP), which will replace the Incident Reporting System (IRS) and improve the recording and analysis of incident data.

  Alongside this, we continued to develop a wider digital change programme, including HR system updates. These changes will require ongoing development to ensure the reliability and effectiveness of performance information.

• We introduced financial modelling across a number of programmes and projects to support informed decisionmaking and identify the most financially advantageous options available.

  This approach was applied to several key initiatives, including the planned new fire station at Stockhill, the compartment fire behaviour training facilities and the procurement process for the light vehicle fleet.

  We also continued to improve financial literacy across the organisation, with budget holders and key stakeholders receiving financial closedown training to strengthen financial understanding and accountability.

  In addition, planning has taken place to deliver cost awareness training to the wider operational workforce, helping staff to better understand the value and use of the resources and equipment required to perform their duties.

• We continued to strengthen our contract management processes, reinforcing the importance of effective contract management throughout the full contract lifecycle and promoting the use of best practice guidance and standardised documentation.

  We also undertook a review of financial data to identify recurring expenditure and potential contractual commitments. These were assessed to ensure appropriate procurement activity was undertaken and compliance requirements were met.

  In support of this work, a procurement pipeline was developed to improve planning and forecasting. This will support forward purchasing decisions, outsourcing activity and the timely management of contract renewals.

• Our evaluation framework was created to help us understand, evidence and improve the impact of our work. It provides structure, tools and standards, enabling us to embed evaluation into everyday activities, ensuring that projects and routine operations are captured, assessed and learned from.

• Nottinghamshire Fire and Rescue Service (NFRS), in partnership with Nottinghamshire Police, continued to host the Local Resilience Forum (LRF) Secretariat Team.

  This integrated approach was established to enhance the mobilisation of multiagency emergency command structures and to support a consistent and coordinated approach to community resilience and incident response across the county.

  The Secretariat Team provides coordinated support to LRF partners and maintains a 24/7 on-call capability to ensure an effective response to emergencies and major incidents.

Other highlights

Cyber Security

Maintaining the security of our systems and data remains a key priority. Cyber-attacks continue to pose a significant and evolving risk to all organisations, particularly within the public sector. Regularly reviewing and strengthening our security practices, alongside ongoing threat monitoring, is essential to protecting our services and responding effectively to current and emerging risks.

During 2025/26, we successfully prevented 498,316 cyber threats, including spam, malware, and viruses.