Effectiveness, efficiency and people 2023–2025: Leicestershire Fire and Rescue Service

The service should assure itself that its home fire safety visits target people most at risk and make sure the recording of prevention activity is transparent and accurate.

The service needs to assure itself that control procedures are aligned to national operational guidance

The service should make sure there are appropriate strategic oversight arrangements in place to manage financial risks.

The service should make sure it has robust processes for reporting accurate and suitably detailed finance and risk information to the fire and rescue authority.

The service should assure itself it has effective budget management arrangements in place.

The service should make sure there is appropriate strategic oversight to manage financial risks

The service should assure itself it has effective budget management arrangements

The service should be more transparent in reporting finance and risk information

The service should continue to take steps to understand how its workforce’s time is used and make sure this is as productive as possible.

The service should make sure it has robust financial ICT systems in place to support its financial management arrangements.

The service should make sure it has the right skills and capacity to successfully manage change across the organisation.

The service should have a clear and sustainable strategic plan for using its reserves.

The service needs to do more work to understand and plan for future challenges

The service should improve the reliability of its finance ICT system

The service should make sure it has the right skills and capacity to successfully manage change

The service should assure itself that it has the right resources in place to manage and complete the changes needed across the organisation.

The service should assure itself that senior managers are engaging, visible and demonstrate service values through their behaviours.

The service should make sure it has effective absence and attendance procedures in place and that managers are appropriately trained to manage staff absence.

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 needs to make sure that its process for monitoring working hours is effective

The service needs to improve its approach to monitoring absence

The service should review its succession planning to make sure that it has effective arrangements in place to manage staff turnover while continuing to provide its core service to the public.

The service should make sure it provides strategic commitment, visibility and leadership to promote equality, diversity and inclusion throughout the organisation.

The service should improve the way it collects people data and make sure it has robust processes in place to carry out equality impact assessments so it can better understand its workforce’s needs and how its policies and procedures may affect people differently.

The service should improve communications between staff and senior managers, so questions and feedback receive prompt and appropriate responses and so that staff are confident using its feedback mechanisms.

The service needs to improve the way it stores people data

The service should improve the way it collects and manages its people data and how it uses this to inform EIAs.

The service should improve communication between staff and senior managers, so questions and feedback receive prompt and appropriate responses and so staff are confident using feedback mechanisms.

The service should fully evaluate personal development discussions to make sure they are effective to manage staff development and performance.