The service should consider whether it should revisit those people most at risk.
Effectiveness, efficiency and people 2023–2025: Devon and Somerset Fire and Rescue Service
Published 23 May 2025Fire & Rescue Inspection0 recommendations34 areas for improvement
Coverage
The organisations covered are not linked in this record. Check the original report for its scope and addressees.
Areas for improvement
The service should have a clear process to follow up formal notices that have been served and make sure staff understand it.
The service should consider whether it can complete more fire safety audits.
The service should assure itself that its resources (including fire engines) are being used efficiently and effectively to meet the priorities in its community risk management plan.
The service should make sure it effectively monitors, reviews and evaluates the benefits and outcomes of any collaboration activity.
The service needs to use its resources more efficiently and effectively
The service should do more to make sure its workforce is as productive as possible.
The service needs to do more to monitor, review and evaluate the benefits and results of its collaborations.
The service should be aware of, and invest in, developments in technology and future innovation to help improve and sustain operational efficiency and effectiveness.
The service should make sure it has the right skills and capacity to successfully manage change across the organisation.
The service needs to manage change more effectively
The service should make sure that its values and behaviours are understood and demonstrated at all levels of the organisation.
The service should make sure that staff are trained and supported to identify and challenge inappropriate behaviour when identified and that they have clear mechanisms in place to raise their concerns.
The service should evaluate its initiatives that have been introduced to improve the culture of the organisation to make sure they are having the intended impact.
The service should assure itself that any staff concerns are responded to and acted upon, particularly in health and safety.
The service should proactively monitor working hours to make sure staff (including those on dual and secondary contracts) don’t work excessive hours.
The service should consider what more it can do to continue to work with all parts of its workforce to build trust and confidence.
The service should improve how it manages health and safety
The service needs to do more to monitor staff with dual contracts
The service should make sure it has a workforce plan that takes full account of the necessary skills and capabilities to carry out the community risk management plan.
The service should make sure it has an effective, accurate and accessible system to record and monitor the training and skills of its operational staff.
The service should make sure that it has effective grievance procedures.
The service should improve staff understanding of the purpose and benefits of positive action.
The service should make sure it has robust processes in place to carry out equality impact assessments and review any actions agreed as a result.
The service should seek and act on feedback received
The service needs to do more work to build trust and confidence between senior leaders and the workforce.
The service needs to improve its approach to EDI.
The service should improve all staff understanding and application of the performance development review process.
The service should make sure its selection, development and promotion of staff is open and fair, and that feedback is available to staff.
The service should put in place an open and fair process to identify, develop and support high-potential staff and aspiring leaders.
The service needs to do more to make sure its promotion and progression processes are fair.
The service should aim to diversify the pool of future leaders
The service needs to improve the way it actively manages the career pathways of staff, including those with specialist skills and those with potential for leadership roles.
The service should consider putting in place more formal arrangements to identify and support members of staff to become senior leaders.