Cheshire 2021/22

It was a pleasure to revisit Cheshire Fire and Rescue Service. 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 normally involve more in-person activities but inspecting against the backdrop of the pandemic meant we had to inspect virtually. Future inspections will involve a hybrid approach. I also want to recognise the disruption caused by the pandemic. This has been considered in our findings.

Overall, the service is effective and efficient at keeping people safe and secure from fire. And, on balance, it looks after its people well. It has made an impressive investment to promote culture and values, and equality, inclusion and diversity throughout its organisation.

The service worked in line with government and National Fire Chiefs Council guidelines to provide prevention and protection activities throughout the pandemic. More than 100 staff have been trained to administer the vaccine and support the vaccination programme. Staff are also visiting vulnerable members of the community to encourage vaccine take up.

We are pleased to see the service working on the areas for improvement identified in our 2018 inspection. There has been good progress, for example, to increase protection resource and capability. We watch the restructure of its protection team with interest, as it is yet unfinished.

The service has developed an effective integrated risk management plan. It is based on data and intelligence from a range of sources, which it regularly reviews and updates. Staff can easily access the information they need to assess and respond to vulnerability and risk in individuals and groups, and when responding to incidents. But access to information should be improved for staff from fire control. The service should also work with fire control to review its business continuity plans.

It is encouraging that the service has made plans to secure savings in the medium term by improving its budgeting process, widening its scenario planning and testing for future financial arrangements. But its fleet strategy is unclear and lacks detail.

This year, we identified three areas for improvement relating to people.

The service should improve the way it manages performance and development across the organisation to diversify its leadership pool. Some staff feel that promotion processes are unfair, and promotion opportunities for non-operational staff could be improved. And finally, the service would benefit from more women and people from BAME backgrounds being represented at all levels.

We know from the service’s progress since our last inspection that it is capable of focused work to make improvements. We look forward to seeing it develop further, especially in relation to its people, who make the service what it is.