Latest HMICFRS inspection report for Staffordshire
Our progress against the HMICFRS recommendations made within our Round 3 inspection report published September 2024
The inspection assessed how well the service has performed in 11 areas. We received the following graded judgments:
- Responding to major incidents
- Understanding fire and risk
- Responding to fires and emergencies
- Best use of resources
- Future affordability
- Promoting values and culture
- Right people, right skills
- Preventing fire and risk
- Public safety through fire regulation
- Promoting fairness and diversity
- Managing performance and developing leaders
*HMICFRS measure fire and rescue services against the 11 characteristics of 'good' awarding potential gradings of Outstanding, Good, Adequate, Requires Improvement or Inadequate.
In the rest of the report, HMICFRS sets out its detailed findings about the areas in which the service has performed well and where it should improve. HMICFRS highlighted two areas of promising practice: our collaboration with the Civil Contingencies Unit for major incidents and our partnership with the NHS on falls response and home-from-hospital services. Read the full report
Read more about how we did in our last HMICFRS inspection.
The report contained five areas for improvement. This page details our response to these recommendations:
Areas for improvement
Area for improvement
The service should make sure all staff understand how to identify vulnerability and safeguard vulnerable people.
Action we have taken
To ensure all staff understand how to identify vulnerability and safeguard vulnerable people, we have:
- Reviewed and updated safeguarding training materials in line with the NFCC Safeguarding Training Framework, incorporating changes into the Service’s Safeguarding Policy and making resources accessible via our Intranet pages (Staffroom).
- Secured approval from our Safeguarding Board to deliver Level 2 face-to-face safeguarding training to all operational staff and include safeguarding sessions in Supervisory Management training.
- Prepared and presented a decision paper to our Prevention & Protection Board, which approved funding and implementation plans for the training rollout.
- Commenced delivery of Level 2 face-to-face training for all operational crews, with flexible options for on-call staff. Training began in May 2025 and is on track for completion by May 2026.
- Monitored progress and addressed operational challenges, ensuring continuity of service during training sessions.
- Evaluated training effectiveness through feedback surveys, which show high satisfaction and strong understanding of safeguarding principles. Additional measures include post-training knowledge checks and ongoing monitoring to ensure retention.
Status
Complete
Area for improvement
The service should make sure it has an effective quality assurance process, so staff carry out audits to a consistent standard
Action we have taken
A recent review confirmed that the Quality Assurance (QA) Policy is appropriate and effective. Monthly QA reviews are now a regular part of managers’ meetings, and QA monitoring is firmly established as a standing agenda item. Performance assessments are ongoing. In the most recent reporting period, some planned sampling was not carried out due to delays in qualification validation. At the end of the period, a group of qualified staff were actively carrying out audits. Each auditor was observed by their line manager, with feedback recorded in line with QA procedures.
The next phase of sampling has now begun, with several activities planned. Internal monitoring is scheduled for later in the financial year, and discussions are underway to arrange an external peer review with Shropshire Fire and Rescue Service. To fully demonstrate compliance with the QA policy, all required activities must be completed at least once. This process will take more than a year, with formal sign-off expected once all elements are in place.
Status
On track
Area for improvement
The service should make sure all staff understand the benefits of equality, diversity, inclusion and positive action and their role in promoting them
Action we have taken
To improve staff awareness and understanding of ED&I principles. Actions taken include:
- Implementation of ED&I Awareness Sessions
Two-hour sessions delivered to operational and support staff covering key topics such as equality vs equity, unconscious bias, microaggressions, sex and gender, protected characteristics, and Public Sector Equality Duty. Sessions include interactive activities, case studies, and facilitated discussion. - Rollout Progress in 2025
14 sessions delivered between June and November across wholetime stations and HQ, with three additional sessions scheduled before year-end. - Positive Feedback
Feedback from 23 respondents indicates sessions are informative, engaging, and valued for interactive discussions. Participants reported learning new terminology and concepts, including equity, misandry, and gender identity. - Forward Plan for 2026
Six sessions for operational staff booked for January–March, monthly HQ sessions planned, and a session for Principal Officers scheduled for March. Aim is to train at least 70% of the workforce before considering closure of this recommendation.
Status
On track
Area for improvement
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
Action we have taken
The NFCC training on Equality Impact Assessments (EqIA) has now been completed, with nominated Champions across the service. EqIA guidance and a ‘How to’ guide has been created and is available to all staff via SharePoint.
Status
Complete
Area for improvement
The service should put in place an open and fair process to identify, develop and support high-potential staff and aspiring leaders
Action we have taken
To implement an open and fair process to identify, develop, and support high-potential staff and aspiring leaders actions taken include:
- Development of Talent Progression Scheme - A structured framework has been introduced to identify and develop future leaders, aligned with succession planning and workforce development priorities.
- Integration with Performance Development Review (PDR) - The scheme is linked to the new PDR process, enabling meaningful dialogue between managers and staff to identify talent collaboratively. Positive feedback on PDR has been reported.
- Consultation and Approval - The policy and process underwent full consultation, with feedback incorporated. HR and Learning & Development teams were actively involved in design. The Service Delivery Board approved the paper and requested a verbal progress update in March.
- Pilot Programme and Provider Selection - The scheme will run as a 12-month pilot. A matrix of approved providers was developed following due diligence checks, quality assurance, and academic input from NFCC leadership experts. Three quotes per subject area were obtained, and final providers were selected based on content, context, and viability.
- Gateway Assessment and Individualised Learning - The first step in the pilot is a gateway assessment for each participant to benchmark leadership qualities and tailor learning content accordingly.
- Resource and Risk Management - Funding for the pilot has been identified within the Learning & Development budget. External providers will ensure high-quality delivery. Risks relating to financial pressures and workforce succession have been assessed and mitigated.
Status
On track