Merseyside 2021/22

It was a pleasure to re-visit Merseyside Fire and Rescue Service. I am grateful for the positive and constructive way that the service engaged with our inspection. There are many positives to report. I thank the service for working with us by accommodating the virtual approach of this inspection. Inspections usually take a hybrid approach but inspecting during the pandemic meant we had to adapt. I also want to recognise the disruption caused by the pandemic. This has been considered in our findings.

We judged Merseyside Fire and Rescue Service as good at our last inspection in 2018. There were six areas for improvement, which the service is working on. It continues to make progress and the direction of travel is most definitely forward, and I am pleased that the service is outstanding in three areas.

An area for improvement from our last inspection was for the service to allocate enough resources to a prioritised, risk-based inspection programme. We are pleased to see that it now has enough qualified protection staff to meet the requirements of its risk-based inspection programme.

Staff now know how to command fire assets assertively, effectively and safely at all incidents. This was previously an area for improvement. Since then, the service has trained and accredited incident commanders who are assessed regularly and appropriately. The service has improved its workforce planning but, there is still more to do, since it is only effective for operational roles.

The changes it has made to contracts and shift patterns mean more staff are on duty during the day when demand is higher. There is still resilience at night. It is a good example of a public sector organisation using its money and resources to get the best return for the public. Most staff are positive about the changes.

Merseyside is an effective fire and rescue service. It uses a range of information to identify, assess and prevent risk and to review its response standards. Staffing and location of fire stations have also changed to better serve the communities of Merseyside. It is doing its statutory responsibility in all areas, and even more in some. Its prevention work around high-rise buildings is a notable example.

The pandemic restricted some activities but has been good for rapidly introducing technology and flexible working, as well as making the service less reliant on paper‑based systems. Its investment in technology is now motivated by the ability to make risk information more readily available and increasing efficiency.

The service makes innovative use of its resources. For example, it has used reserves to clear debts and reinvest in frontline services.

There is a positive working culture. Its values are understood and reflected in the behaviour of most staff, except some middle managers. Staff have access to an excellent range of services to support their physical and mental wellbeing. There are effective and well understood health and safety policies and procedures in place.

It has introduced a new command strategy with processes to train, develop and assess competence every two years. Training records show that the service adequately records training and competence in core skills. But fire control room staff don’t do practical training in fire survival guidance, which is a risk-critical area. This should be addressed.

The service recently introduced network groups for BAME, gender equality and LGBT. This is to understand the needs and experience of people with protected characteristics, and to promote equality, diversity and inclusion throughout the organisation. This focus should continue.

Finally, the service has made significant progress on an area for improvement to create an open process to identify, develop and support high potential staff and aspiring leaders. Gateway, a development process, has been built to help staff access opportunities for development and learning, and to gain qualifications.

We very much look forward to seeing further improvements at our next inspection.