Welcome
Welcome to our 2022 to 2023 annual service plan. I would like to thank everyone for their hard work and efforts throughout the 2021 to 2022 year, especially as it provided us with more challenges than we expected. It was great to see how we all met these with the professionalism associated with us all within Lincolnshire Fire and Rescue (LFR).
For 2022 to 2023 and beyond we have simplified the focus for us all to work towards. Our focus is the reason why we are here; and that is to help keep Lincolnshire safe and well.
To support this focus we have our golden thread that runs throughout the service. Our Community Risk Plan (CRP) and Intergrated Risk Management Plan (IRMP) outline our understanding of our risk and how we can mitigate these up to 2024.
Our annual service plan focuses on what we will be doing during this year to deliver against our IRMP. This is supported by departmental plans and individual PDRs so everyone understands their value in delivering against our focus of keeping the people of Lincolnshire safe and well.
We have also launched THRIVE as part of our values and behaviours concept. This has been designed by you for us all to work within. Through THRIVE we should all be able to be the best versions of ourselves at work. This enables us to give the people of Lincolnshire the support they deserve.
Many thanks for your continued work and support.
Mark Baxter, Chief Fire Officer
Service objectives
This year the annual service plan will look different to previous years. The aim will be to simplify understanding of our priority objectives and the commitment we have made to the public in achieving those objectives. Whilst this plan by no means outlines all of our activity, it provides a focus on the most important objectives for this year; the objectives that we believe will continue to enhance our service to our community:
- reduce fires and their consequences
- reduce road traffic collisions and their consequences
- improve health and wellbeing
- protect the community and environment from the impact of major emergencies
- manage our resources effectively
- manage our people effectively
- govern the business effectively
Service priorities
We have selected eleven priorities that will have a positive impact on the objectives we have set in our 2020 to 2024 Integrated Risk Management Plan (IRMP). The priorities will often cut across all departments within LFR. Whilst these priorities will be measured through our performance management board (PMB), all other activities undertaken by each service department will be measured through our service delivery board (SDB).
- Priority 1 - increase the number of targeted safe and well visits
- Priority 2 - develop the capacity within the Fire Protection Team
- Priority 3 - continue to contribute to the Lincolnshire Road Safety Partnership
- Priority 4 - conduct a full review of the co-responder scheme
- Priority 5 - ensure fire control staff have systems in place to deal with complex emergencies
- Priority 6 - review support for line of business applications
- Priority 7 - develop the use of technology to improve efficiencies
- Priority 8 - increase diversity across the organisation
- Priority 9 - implement a talent management and succession framework
- Priority 10 - review business delivery models (resourcing project)
- Priority 11 - develop the 2024 to 2028 Community Risk Management Plan (CRMP)
Responsibilities
This part of the plan outlines the key responsibilities for each of the four Lincolnshire Fire and Rescue functions:
- response
- prevention and protection
- people
- resources
Each function provides oversight to the departments that operate within LFR. As you will see, the functions align to the frameworks we have been using for a number of years. There is one additional framework we recognise that provides an overarching cover across all the other frameworks and that is Evaluation.
The tables below highlight the key priorities that have been identified by the senior leadership team as our focus for 2022 to 2023. These priorities are examined and scrutinised through the LFR performance management board.
Objective: reduce fires and their consequences
| Priority | Response | People | Prevent and protection | Resource | Performance measure |
|---|---|---|---|---|---|
| Increase the number of targeted safe and well visits within domestic dwellings | Provide operational crews with a number of targeted safe and well visits | Provide up to date address lists using a variety of data sets | Develop systems that produce a live address base | 10,000 targeted safe and well visits per year. Creation of a single gazetteer, that provides targeted address lists. |
|
| Develop capacity within the fire protection team | Increase the number of trained operational staff to Level 3 Fire Protection | A robust workforce planning and succession process | Recruit and train the appropriate number of staff into the department, aligned to the competency framework. Implement and embed NFCC Risk Based Inspection Programme (RBIP) standards. |
Four personal achieve competency against the competency framework. All wholetime substantive crew managers trained to Level 3. |
Objective: reduce road traffic collisions (RTC) and their consequences
| Priority | Response | Prevention and protection | Resource | Performance measure | |
|---|---|---|---|---|---|
| Continue to contribute to the Lincolnshire Road Safety Partnership (LRSP) | Operational crews to actively support and deliver road safety initiatives conducted by LRSP | Community Safety advocates to continue to support road safety initiatives | Monitor and provide performance figures in relation to RTCs, to include those killed or seriously injured, with comparative data sets from previous years | 90 road safety partnership events per year as directed by the LRSP. 'Biker Down' scheme delivered in partnership with LRSP and Lincs-Notts air ambulance. |
Objective: protect the community and environment from the impact of major emergencies
| Priority | Response | Resource | Performance measure |
|---|---|---|---|
| Ensure fire control has systems in place to deal with complex emergencies | Embed and test arrangements for providing fire survival guidance, including across the East Coast and Herts Control Room Consortium | Continue to play a key role in the development and procurement of a new ICCS and mobilising system within the East Coast and Herts Control Room Consortium | Procurement and preparation for the delivery of a new mobilising system through East Coast and Herts Control Room Consortium. Control staff trained and systems implemented to enable Fire Survival guidance to be undertaken. |
Objective: improve health
| Priority | Response | Resource | Performance measure |
|---|---|---|---|
| Conduct a review of the co-responder scheme | Complete a full review of the current LFR co-responder model | Provide performance data sets against LFR activity with regards to co-responding | Report presented to LFR, Lincolnshire County Council (LCC), and East Midlands Ambulance Service (EMAS) |
Objective: govern the business effectively
| Priority | Response | People | Prevention and protection | Resource | Performance measure |
|---|---|---|---|---|---|
| Review business delivery models (resourcing project) | Complete work packages enabling the progress of the resourcing project | Complete work packages enabling the progress of the resourcing project | Complete work packages enabling the progress of the resourcing project | Complete work packages enabling the progress of the resourcing project | Outcomes of the resourcing project delivered |
| Develop the 2024 to 2028 Community Risk Management Plan (CRMP) | Undertake work packages enabling the successful completion of the CRMP | Undertake work packages enabling the successful completion of the CRMP | Undertake work packages enabling the successful completion of the CRMP | Produce performance data to contribute to decision making in the CRMP process. Undertake work packages enabling the successful completion of the CRMP. |
Project undertaken to initiate CRMP for 2024, which includes continual public consultation |
Objective: manage our people effectively
| Priority | Response | People | Prevention and protection | Resource | Performance measure |
|---|---|---|---|---|---|
| Increase diversity across the organisation | Increase awareness and understanding of equality, diversity and inclusion through training and community engagement days | Embed positive action days with the recruitment team and identify methods of attracting people from minority backgrounds | Develop and maintain community engagement EqIA to ensure all CFS activities are inclusive and reflective of the communities they service | Provide data sets to highlight service impact across all community groups within the County | Increased diversity across the workforce. EDI Foundation training received by all staff. |
| Implement a talent management and succession management framework | Introduce and pilot talent conversations as part of PDRs. Implement NFCC Supervisory Leadership Development Programme. |
Objective: manage our resources effectively
| Priority | Resource | Performance measure |
|---|---|---|
| Review support for line of business applications | Review all LFR applications and identify opportunities to increase efficiency through the use of technology | Full review of all LFR line of business applications. Report on the potential integration of systems to alleviate double keying elements |
| Develop the use of technology to improve efficiencies | Conduct a review of all service systems to identify where technology can assist and remove the need for double keying. Undertake a systems optimisation project to assess ways of working. |
New technology introduced to LFR with a full evaluation around improvement in efficiencies and output |
Frameworks
With the plan focused on the seven objectives outlined in the IRMP 2020 to 2024, the remaining focus for all departments is the activities undertaken on a daily basis that all contribute to making Lincolnshire a safer County in which to live and work.
Frameworks
Evaluation:
- Response
- Prevention and protection
- People
- Resources
Department plans
- Response - Department plan - Response and Fire Control
- Prevent and protection - Department plan - Community Fire Protection (CFP), Community Fire Safety (CFS)
- People - Department plan - Organisation Development
- Resources - Department plan - Service Support Integrated Risk Operation Support
Each department is sat under one of the Service Framework pillars. They will produce a department plan that will highlight, not only the key service priorities, but also the other tasks and activities that form part of LFR’s business as usual activity. The impact of this work and the outputs achieved will be measured through the LFR service delivery board on a monthly basis.
Have your say
Have your say on the future of Lincolnshire Fire and Rescue
We have commenced work on developing our Community Risk Management Plan for 2024 onwards. This process analyses risk to the communities of Lincolnshire, and explains how we plan to mitigate those risks. The CRMP drives what we do and how we allocate resources over a four year period.
To make our CRMP truly community focused, we want and need your views throughout its development.
There will be three periods of opportunity during the next 18 months to feedback your views on the development of our 2024 CRMP, so please look out for updates on:
You can also email any questions to communications@lincoln.fire-uk.org