Our goals and plans

The CRMP defines six strategic goals which provide focus for our plans and activities. It outlines what we aim to achieve over the life of the plan towards each of those goals. Enabling services support for this is summarised below. More details can be found in the sections which follow.

Goal 1 Prevention

The CRMP outlines the following outcomes and improvement aims:

• 50,000 home visits to improve safety
• Work with partners to deliver safety messages to 6,000 school children
• Community befriending scheme
• Road safety education
• Develop a youth engagement programme
• Strengthen community engagement
• Build on risk-based approach
• Work with partners to tailor delivery
• Improve multi-agency working
• Review approach to fire investigation

The enabling services will support the delivery of these in the following ways:

Business intelligence hub

• Support development of a risk-based methodology for prevention, including the use of new tools for targeting activities
• Upgrades to CFRMIS to improve data quality and productivity

Information governance

• Implement data sharing agreements to support collaborative working

Programme office

• Support evaluation of activities and department restructure

Corporate communications

• Support delivery of campaigns calendar and community engagement plan

Finance

• Support business case development for youth engagement and volunteer programmes

Fleet

• Provision of light vehicles

Estates

• Provision of suitable, safe and secure working and training environments aligned with operational, collaboration and community needs

Goal 2 Protection

The CRMP outlines the following outcomes and improvement aims:

• At least 10,000 inspections of business premises to provide advice and undertake regulatory activity
• Respond to building and licencing consultations, feeding back within 15 working days
• Reduce the number of unwanted fire signals we attend
• Undertake 1,500 proactive business engagements to promote fire safety
• Develop and enhance our risk-based approach to the inspection of business premises
• Ensure continued development of our specialist fire safety professionals and operational managers
• Implement new and improved ways to tackle the causes of unwanted fire signals
• Continue to support the economic and social development across the county

The enabling services will support the delivery of these in the following ways:

Business intelligence hub

• Support risk-based methodology
• Improve data and reporting of fire protection team activity
• Upgrades and improvements to CFRMIS to enhance productivity

ICT

• Support user training in CFRMIS

Programme office

• Support evaluation of RBIP

Corporate communications

• Support delivery of campaigns calendar and community engagement

Finance

• Provide financial advice and implications of changes and improvements to protection service delivery

Fleet

• Provision of light vehicles 

Estates

• Provision of suitable, safe and secure working and training environments effectively aligned with organisational, collaboration and community needs

Goal 3 Response

The CRMP outlines the following outcomes and improvement aims:

• Attend incidents within 8 minutes, on average, from when the first appliance is mobilised
• Ensure availability of on-call appliances at 85% or better, and wholetime appliances at 98% or better
• Deliver new fire appliances and specialist vehicles
• Implement new mobilising system
• Review specialist response capabilities to align them to risk 
• Retain our commitment to reach incidents within an average of 8 minutes from the time the first appliance is mobilised •
• Ensure the continued development of skills, effective utilisation and resilience of our operational workforce
• Invest in facilities and equipment to ensure our response capabilities remain fit for the future •
• Implement improvements to systems and data, including the new mobilising system and a new incident recording system

The enabling services will support the delivery of these in the following ways:

Fleet & engineering

• Maintain operational fleet
• Deliver new clean cab fire appliances & support review of standard appliance concept
• Deliver new CSU, new welfare unit, new & refurbished ALPs
• Deployment of replacement RTC equipment, gas monitoring equipment 

Procurement

• Procurement of replacement equipment and assets
• Procurements related to building works for new station and training facilities 

ICT & business intelligence hub

• Implement new mobilising system, alerters and station end equipment
• Implement new incident reporting system (FaRDaP)
• Upgrades and improvements to CFRMIS to enhance productivity, including user training
• Provide data and analysis to support response model and fire cover reviews 

Estates

• Develop and future proof our estate by investing in existing stations and facilities aligned with operational and response needs
  • Deliver phase 2 improvements at our SDC training facility
  • Training tower repairs on station
  • Build a new fire station at Stockhill -
  • Optimise estates planned preventative maintenance to reduce the potential for downtime and interruption of systems and services 

Corporate communications

• Provide "Warn & inform" support for significant incidents
• Media training and CPD for those whose roles require it 

Finance

• Support the business case development of the specialist response delivery model proposals
• Provide financial advice for the new and replacement fleet, estates, ICT and equipment projects

Goal 4 People and culture

The CRMP outlines the following outcomes and improvement aims:

• Further improve the diversity of the workforce
• Continue to improve culture and staff satisfaction, measured through staff surveys and our cultural dashboard
• Implement wellbeing programmes to promote physical, mental and emotional health, and reduce sickness absence
• Ensure all colleagues have the training required to maintain competence in their roles
• All operational colleagues pass annual fit test
• All colleagues complete an annual PDR
• Drive cultural development through effective communication and engagement with colleagues, education and training, and improved use of data to inform decision making
• Adopt a long-term approach to improve the diversity of our workforce as an integral part of workforce planning, to inform our recruitment, promotion and progression activities
• Prioritise workforce wellbeing, reviewing and developing our provisions to support both physical fitness and mental health
• Safeguard the health, safety and welfare of colleagues, through investment in contaminant management, training facilities and continuous operational learning
• Undertake functional reviews to ensure that we align our resources to the needs of the organisation, and have the capacity and flexibility to deliver high quality services
• Promote and enable continuous professional development for colleagues in all areas, with a particular focus on talent management and leadership development

Much of the work to deliver this goal is covered in the People and Culture strategy. However, the enabling services will support the delivery of these aims in the following ways:

ICT

• Provide ICT skills training to enable colleagues to use systems effectively
• Promote ICT learning hub and self-service options for ICT support 

Business intelligence hub

• Support development of cultural dashboard 

Corporate communications

• Support the community engagement plan to promote the Service as an employer of choice
• Refresh internal communications and staff engagement approach
• Support internal communications and wellbeing campaigns 

Estates

• Provision of welcoming, optimised, safe and accessible working and training environments that are aligned with evolving organisational needs, effectively supporting our operations, our people, our collaboration partners and our communities 

Finance

• Develop the financial literacy of colleagues across the service

Goal 5 Service improvement

The CRMP outlines the following outcomes and improvement aims:

• Achieve at least 2% non-pay related efficiency savings and increase productivity by 3%
• Improve engagement with our communities
• Implement audit and inspection recommendations that improve assurance and services
• Complete and implement functional reviews of our digital and people services
• Improve the use of data to drive service improvements and transparency
• Continue to invest in improving the accessibility and inclusion of our premises
• Extend use of data and information to improve the quality of our services and the efficiency and effectiveness of our ways of working
• Expand and embed our approach to evaluation to better understand the impact and benefits of our activities and feed learning into future work
• Improve our internal and external communications capability, informed by insights gained from engagement with colleagues and our communities
• Exploit the potential of technology to improve our efficiency and productivity, moving towards a self service approach where practical
• Implement service improvements identified through innovation, research and development, and sector reforms
• Embed national fire standards, recommendations from national inquiries and sector reports, and NFCC toolkits

The enabling services will support the delivery of these in the following ways:

Fleet & engineering

• Improvements to hydrant inspection programme, including system development 

Procurement

• Drive savings through improved contract management
• Implementation of procurement helpdesk 

Corporate support

• Develop programme office and project management capabilities, including implementation of project management software
• Implement and embed an evaluation framework 

Corporate communications

• Develop a communications framework, ensuring consistent branding and equality of access
• Establish metrics to track reach and effectiveness of communications
• Develop and embed evaluation of communication and engagement activities 

Finance

• Implement an upgrade to the finance system
• Digitalise processes to improve efficiency and effectiveness
• Embed reporting on the achieving of the 2% non pay related efficiency savings 

ICT

• Develop a digital strategy and implementation roadmap
• Improve efficiency and effectiveness of ICT Service Desk, with emphasis on enabling self-service 

Business intelligence hub

• Improve & streamline processes for reporting to internal and external stakeholders
• Support delivery of more regular updates on performance and activities to all stakeholders 

Executive support

• Facilitate HMICFRS inspections and co-ordinate delivery of improvement actions
• Respond to sector reports and implement learning where appropriate Estates
• Leverage and improve our use of estates and facilities services data to drive improvements in the management and performance of our buildings and facilities services to drive efficiency and value for money
• Drive quality, efficiency and value for money when undertaking estates procurement - Re-tender the Hard FM, Soft FM and Concerto contracts - leveraging available data to drive efficiency, quality and value for money improvements
• Continue to align and develop our estate in line with organisation needs - providing suitable, safe and accessible working and training environments

Goal 6 Sustainability

The CRMP outlines the following outcomes and improvement aims:

• Deliver balanced budgets whilst maintaining adequate reserves
• Build a new community fire station to replace Stockhill
• Reduce the Service's carbon footprint over the life of the CRMP
• Improve our training facilities ensuring they are appropriate to community risk
• Explore collaborative opportunities as they arise
• Continue to refurbish and improve our fire stations, with a focus on reducing the environmental impact of our buildings
• Maintain a proportionate investment in vehicles, equipment and systems, including re-tendering for systems that are coming to the end of contract
• Improve our processes for planning, procurement, risk management, and internal governance
• Continue to seek opportunities for collaboration where there is benefit to be gained

The enabling services will support the delivery of these in the following ways:

Engineering

• Complete HVO diesel trial
• Support review of standard appliance concept, ahead of new appliance procurements
• Tender for new appliances and welfare unit
• Deliver new and refurbished ALPs, CSU and pumping appliances
• Re-tender fleet maintenance services contract
• Complete EV charging point installations
• Procurement of new asset management solution and prepare for tender of new fleet management system 

Estates

• Drive quality, efficiency and value for money when undertaking estates procurement
  • Re-tender the Hard FM, Soft FM and Concerto contracts - leveraging available data to drive efficiency, quality and value for money improvements 
• Develop an environmental sustainability strategy and plan supported by necessary investment to drive us forward on our journey to net zero
• Build a new fire station
• Complete access and inclusion refurbishments for on-call stations
• Complete phase 2 of our access and inclusion project
• Deliver a new access control system including software, hardware and wiring infrastructure to maintain robust security assurance across our estate 

Procurement

• Support the re-tendering of systems coming to end of contract
• Re-tender soft and hard facilities management contracts 

Corporate support

• Embed sustainable business planning process and prepare for next CRMP development 

Executive support

• Introduce standardised mechanisms and improved processes for risk management
• Develop comprehensive business continuity testing and exercising programme
• Ensure compliance with ROPA and GDPR 

ICT

Maintain effective cyber security and a robust and resilient ICT infrastructure • Develop cyber security and disaster recovery testing and exercising programme • Achieve CAF baseline and build on Cyber Essentials accreditation • Support procurement & implementation of key systems • Audit and review software licences, mobile SIM contracts and device requirements

Finance

• Develop and implement the Medium-Term Financial Strategy including the Capital strategy, Treasury Management strategy, Investment strategy and Reserves strategy
• Provide financial information and advice to deliver an annual balanced budget
• Provide timely and quality budget and spend information
• Provide financial advice and identify financial implications of proposed service changes, projects, and initiatives
• Introduce financial modelling to support business case development for strategic projects