Latest HMICFRS inspection report for Staffordshire

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

The Service has strengthened and fully implemented its Quality Assurance (QA) process for fire safety audits. The updated approach ensures that all audits are carried out consistently and to a high standard, with clear checks in place to monitor performance and support continual improvement.

A full programme of QA activity has now been completed. This includes regular sampling of audit work, annual internal monitoring, and an external peer review carried out in partnership with Shropshire Fire and Rescue Service. These activities confirmed that audit work is being completed reliably and in line with expected procedures. Where small learning points were identified, these have been actioned to further improve consistency.

The Service will continue to review and develop its QA arrangements, including work to incorporate evaluation mechanisms for compliance checks as part of future improvements.

Status

 Complete

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

The Service has introduced a comprehensive Equality, Diversity and Inclusion (ED&I) awareness programme for both operational and support staff. The sessions build core understanding of key ED&I themes, including the difference between equality and equity, unconscious bias, microaggressions, sex and gender, protected characteristics, positive action, and the Public Sector Equality Duty. The training encourages open discussion while reinforcing the Service’s values of mutual respect.

Progress so far - Two‑hour, face‑to‑face sessions have been rolled out across wholetime stations and HQ, with additional sessions in place for on‑call and support staff. A structured delivery schedule is now active, with continued sessions planned throughout 2026 to ensure broad workforce coverage.

Feedback has been overwhelmingly positive. Participants report that the sessions are informative, engaging, and helpful in building confidence and understanding around ED&I topics. Staff particularly value the interactive format and open discussions.

Next steps - The awareness programme will continue as part of ongoing Service development, with further sessions scheduled for operational, support and on‑call staff. Content will continue to be reviewed and improved based on staff feedback to ensure it remains relevant, accessible and impactful.

Status

 Complete

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

The Service has introduced a structured Talent Progression Programme designed to identify and support staff with the potential to become future leaders. The programme replaces previous ad‑hoc approaches with a clear, transparent and consistent process that aligns to workforce development and succession planning priorities.

Key improvements include:

A structured development pathway - A formal Talent Progression Scheme has been developed and launched, providing a clear framework for recognising high‑potential individuals and supporting their progression.

Integration with the Performance Development Review (PDR) - Talent discussions now form a core part of the new PDR process, helping managers and staff identify development opportunities collaboratively. Early feedback indicates that the updated PDR approach is enabling more meaningful and constructive conversations.

Consultation and design - The Talent Progression Policy and associated process were fully consulted on, with feedback incorporated into the final version. HR and Learning & Development teams worked closely together to ensure the framework is robust, fair and accessible.

Pilot programme and high‑quality learning offer - A 12‑month pilot has begun, supported by a matrix of approved learning providers selected through detailed due‑diligence, quality assurance and expert input from NFCC leadership specialists. Providers were chosen based on content relevance, contextual understanding and overall suitability.

Gateway assessment and personalised learning - Participants begin with a gateway assessment - including psychometric testing for those in the initial cohort - to benchmark leadership strengths and tailor development pathways to individual needs.

Resourcing and risk management - Funding for the pilot has been secured within the Learning & Development budget, with additional provision identified for future years. Risks linked to workforce capacity and organisational succession needs have been assessed and mitigated.

Participation and ongoing monitoring - Staff across a range of roles have already engaged with the new process, and outcomes will continue to be reviewed through regular monitoring arrangements, including quarterly appraisal‑related checks during the pilot phase.

Status

 Complete