Cambridgeshire 2021/22

I am grateful for the positive and constructive way that the service engaged with our inspection.

I want to thank the service for working with us by accommodating the virtual approach of this inspection. Inspections would normally be conducted using a hybrid approach of on-site and virtual working, but inspecting against the backdrop of the pandemic meant we had to carry out the inspection virtually. I also want to recognise the disruption caused by the pandemic. This has been considered in our findings.

Overall, the service is doing a good job. It is effective and efficient at keeping people safe and secure from fire, and it looks after its people well.

The service clearly prioritises the physical and mental health and wellbeing of its staff. People from all levels of the organisation told us that it is a great place to work. They spoke about an open management structure, and how they felt safe and supported to challenge the status quo and suggest ideas.

It is also clear that the service invests in continuous improvement. It seeks, for example, external scrutiny, feedback and evaluation in areas, including call-handling times and mental health provision.

There have been marked improvements since our last inspection. These are most notable in how the service responds to and learns from operational incidents; shares risk information with other fire and rescue services and partners; and evaluates prevention and protection activities.

But there are several areas where the service should still make improvements. Either because there is a lack of assurance, or because links aren’t being made between plans.

• In finance, the day-to-day management of finance is good and the service collaborates to make savings and uses technology to improve efficiencies. But it isn’t clear how the service will make best use of its budget and resources beyond the medium term. While the service has identified areas where it can make savings, it hasn’t linked them to the risks in its integrated risk management plan (IRMP). The cause and effect, like asking how a station closure would affect response times, is missing.
• Similarly, the fleet and asset management strategies are missing connections between spending/saving/investing and the IRMP.
• The service would like its staff to feel empowered and be motivated to take charge of their learning and development. It has a good performance management system and a clear policy, but too many staff haven’t had a conversation about personal development in the past year. Both the service and staff would benefit from a more structured approach that results in consistent, regular performance management and training uptake.

The service has improved its approach to equality, diversity and inclusion and is making sure it can offer the right services to its communities and support staff with a protected characteristic. But the service should make sure that these assessments take place and that their findings are a good enough standard to inform strategies and plans.

We look forward to seeing the service continue to make the improvements it needs, this time in these important areas.