Strategic Goal 6: We will manage and invest in our Service to ensure it is fit for the future

This goal is focused on the work we do to ensure that the Service and its finances are well managed, that we deliver value for money, and that we invest prudently to deliver an outstanding service which is fit for purpose now and in the future.

During the life of the CRMP 2025- 28, we will continue to invest in the infrastructure required to maintain a service that is fit for the future. Through those investments we will also seek to reduce our environmental impact, working towards a net-zero carbon footprint. We will continue to focus on strong governance and corporate risk management, to ensure ongoing financial sustainability.

In 2025-26, our key objectives were to:

• Start development of a new fire station to replace Stockhill.
• Complete our access and inclusion refurbishment of our on-call stations.
• Develop our station-end training facilities.
• Migrate to cloud-based version of finance system.
• Replace our access control system.
• Review our light fleet requirements for community safety and protection teams.
• Develop our programme office and project management capabilities.
• Develop a decarbonisation strategy and delivery roadmap.

During 2025/26:

• Approval was granted for the development of a new fire station at Stockhill. During the year, site surveys were undertaken to inform the design and associated cost planning, alongside ongoing consultation and planning activity. Subject to planning approval, enabling works are expected to commence in late 2026.

  The new station, which will include space for four fire appliances, will provide modern, fit-for-purpose facilities to support operational response, firefighter wellbeing, and future service delivery needs. The design will also incorporate energy efficiency and sustainability considerations, helping to reduce environmental impact and support the Service’s longer-term carbon reduction ambitions.

• Refurbishment works across our on-call fire stations continued to progress. Improvements to support accessibility and inclusion have now been completed at eight stations, helping to ensure facilities are modern, inclusive and suitable for the needs of all staff and visitors.

  The remaining works within the programme are expected to be completed during 2026.

• During 2025/26, we enhanced our Working at Height training facilities at fire stations across the county. These upgrades were completed at London Road, Worksop, Retford, Newark and Carlton stations.

  We also invested in our training facilities at the Service Development Centre through the introduction of new compartment fire behaviour training facilities. These enhancements will enable more realistic and effective training for our operational staff.

• We completed an upgrade of our long-standing Agresso finance system which involved a migration to UNIT4’s cloudbased platform. The joint project, launched in July 2025, involved Nottinghamshire, Derbyshire and Leicestershire Fire and Rescue Services.
• A new access control system was installed at all our fire stations across the county. The project was driven by the need to address system obsolescence, strengthen security, and future-proof our infrastructure. It will improve data management and audit capabilities, align systems with ICT policies and cyber security standards and enhance compatibility with access control hardware. The system is also expected to deliver cost savings through reduced licensing, support and consumables.
• We completed a review of the vehicles used by Community Safety and Protection teams to ensure they remain fit for purpose and represent good value for money. Wherever operationally feasible we will utilise electric and hybrid vehicles to help meet our sustainability objectives.

• The Programme Management Office (PMO) has continued to support the successful delivery of projects and programmes across the Service by providing structured oversight and coordination. This has helped to support the achievement of planned outcomes and drive continuous improvement.

  A review of PMO arrangements identified opportunities to further strengthen the way projects and programmes are managed. As a result, a temporary Project Manager post was introduced and investment was made in project management software to enhance monitoring, reporting and delivery processes.

  These improvements are expected to increase efficiency, support long-term organisational sustainability, and contribute to the Service’s ambition of becoming an outstanding fire and rescue service by 2032.

• Our decarbonisation strategy demonstrates our commitment to reducing carbon emissions and minimising the environmental impact of our activities. The roadmap supporting our long-term environmental objectives builds on the progress already made and sets out further actions to reduce emissions across our estate, fleet and operations.

  These include increasing the use of electric and hybrid vehicles, expanding electric vehicle charging infrastructure, improving the energy efficiency of our buildings, and investing in renewable energy technologies.

Other highlights

To help guide us in our work over the course of this CRMP we have developed a suite of strategic documents to support our decision-making and help us achieve our ambition of becoming an outstanding fire and rescue service by 2032.

Safer Communities Strategy

Our Safer Communities Strategy sets out how we work to keep people safe through prevention, protection, community engagement, and emergency response services. At the heart of the strategy is our core purpose – Creating Safer Communities – by understanding local risks and delivering services that meet the needs of our communities.

The strategy brings together all areas of our work into one coordinated approach, recognising that prevention, protection, and response activities are closely linked in helping to reduce risk and improve public safety. Building on the achievements of our previous Community Risk Management Plan (CRMP), we continue to improve our services, strengthen our understanding of local communities, and ensure our resources are aligned to meet the changing needs of the people we serve.

Financial Strategy

Our Financial Strategy sets out how we will invest in our buildings, firefighting vehicles, equipment, technology, and workforce to support the continued development of Nottinghamshire Fire and Rescue Service.

Through careful financial planning, we aim to improve services to our communities, increase efficiency, and support the wellbeing and capability of our staff. The strategy takes a balanced approach to managing finances, ensuring we remain sustainable and resilient while continuing to invest in the future of the Service despite ongoing economic challenges.

People and Culture Strategy

Building on the successes of our previous People Strategy, this strategy focuses on developing our people and organisational culture, while strengthening our commitment to a diverse and inclusive workforce that reflects the communities we serve.

It also highlights the importance of community engagement and creating positive, inclusive, and fit-for-purpose working environments. In addition, it sets out our approach to Occupational Health, Health & Safety, training and development, fitness, and wellbeing — ensuring our workforce has the support and resources needed to be effective.

Enabling Services Strategy

This strategy sets out our approach to Fleet, Engineering, Equipment, Water Provision, Estates, Procurement, ICT, Cyber Security, Data, Financial Services, Corporate Communications and Corporate Services. It outlines our ambitions for these areas over the next three years and highlights the vital role they play in supporting the delivery of high-quality frontline services to our communities.

Financial sustainability and capital expenditure

The current economic climate remains uncertain with many external influences both in the UK and abroad.

During 2025/26 CPI inflation increased from 2.6% at the beginning of the year to 3.3% at the end of the year.

The Authority has benefited from the increase in interest rates in terms of the interest we earn on our cash balances and has not borrowed to fund our 2025/26 capital programme.

Against this backdrop, we reviewed our capital expenditure plans for the next ten years. We have prioritised spending capital to support delivering our Strategic Goals.

This includes investing in new appliances and a replacement mobilising system, making essential improvements to our existing estate to improve accessibility and provide an inclusive environment for staff and visitors and rebuilding Stockhill Fire Station.

We will always try to provide the best possible service to our communities with the financial resources available. Providing value for money is a priority when planning for the future.

As part of those plans, we work hard to ensure that the service we provide is both financially and environmentally sustainable. This means ensuring that our buildings, vehicles and equipment remain fit for purpose and cost effective and allow us to provide an effective and efficient service.

Financial Performance

Under the Local Government Act 1999, fire and rescue services are responsible for ensuring that their business is conducted in accordance with the law and proper standards, and that public money is properly accounted for and used economically, efficiently and effectively.

We provide financial assurance through the publication of an Annual Statement of Accounts. This is a statutory requirement under the Accounts and Audit Regulations 2015, and the accounts are prepared following the Code of Practice on Local Authority Accounting. The financial statements are subject to review by independent auditors.

Our appointed external auditor for 2025/26 was KPMG. The auditors are responsible for auditing two key areas:

Firstly, financial statements. Then, our use of resources – concluding on the arrangements for securing economy, efficiency and effectiveness (the value for money commentary).

Internal audit forms part of the wider system of internal control which deals with our exposure to financial, and to some extent, non-financial risk.

Our internal audit function is provided by Nottinghamshire County Council. The 2025/26 Internal Audit Annual Report provided a judgement of Substantial Assurance around the Service’s arrangements for corporate governance, risk management and the control environment.

The full report is to be considered by the Finance and Resources Committee Authority in June 2026. This will allow members to see the work of the internal audit and the contribution that it makes to the overall system of internal control.

2025/26 Financial Budget and Draft Outturn

The 2025/26 budget was set at £57.736m including the anticipated use of £261k of the budget pressure reserve.

During the year the budget reduced to £57.399m due to a net contribution to reserves. We underspent by £283k (0.49% of the revised budget), and the budget pressure reserve of £261k was not required.

The underspent budget has been allocated as follows:

• £261k of Budget Pressures Reserve not drawdown.
• £21k contribution to the General Reserve.
• £1k net contribution to reserve above the revised budget.

Capital expenditure for the year totalled £5.374m. This was lower than forecast due to delays in delivery of specific equipment and slippage within the Replacement Mobilising System project. The major areas of spend were replacement fire appliances, replacement of special appliances and the access and inclusion programme.

Reserves at the end of March 2026 were £10.765m.