People, Culture, and Leadership Annual Delivery Plan

Enabler: Relevance and accessibility

  • We will clearly link all new PCL products published in 25/26 to Fire Standards and HMICFRS requirements
  • We will develop and test approaches for ensuring that recruitment and selection methods to NFCC leadership development programmes, NFCC Boards and Lead Officer roles are fair and open to the widest pool possible
  • We will scope accessibility requirements for NFCC products, platforms and services, with a view to achieving full compliance or, where applicable, a timeline for completion

Enabler: Evaluating and Learning

  • To support future monitoring of the PCL Strategic Plan, where feasible we will identify and establish baseline metrics for the High-Level Measures of Success
  • We will ensure all new PCL products published in 25/26 are rooted in available evidence and good practice
  • We will develop and begin implementation of an evaluation framework for PCL products

Enabler: Convening and Connecting

  • We will host quarterly events for the Strategic People Leads Forum and PCL Practitioner Forum
  • We will host regular Listen and Learns, webinars and Strategic Leadership Masterclasses throughout the year to help members to learn about and embed PCL products, and to stay up-to-date with latest thinking
  • We will work closely with the NFCC Implementation team to improve the marketing, promotion and implementation of PCL products

Pillar: People

Priority 1: Professional standards and conduct

This priority links with priorities 3, 4, 9, 14 and Safeguarding.

1.1 Establish a sector-wide network of Professional Standards Leads to share good practice.
Timescale: Q1-2

1.2 Identify and begin development and implementation of guidance and tools around professional standards and misconduct.
Timescale: Q2-4

1.3 Develop guidance on safely sharing learning from misconduct investigations which does not compromise confidentiality requirements.
Timescale: Q2-4

 

Priority 2: Data and digital

This priority links with priorities 8 and 14

2.1 Scope and launch a pilot staff/culture survey with a select number of FRS as a proof of concept for establishing an FRS-wide survey.
Timescale: Q1-4

2.2 Complete a mapping exercise of workforce data collected locally and nationally, resulting in a set of recommendations for a standardised approach.
Timescale: Q3-4

 

Priority 3: Policies, processes and systems

This priority links with priorities 1, 7, 8, 11, and Safeguarding.

3.1 Review and update the NFCC Recruitment Hub
Timescale: Q3-4

3.2 Undertake a gap analysis of NFCC model template policies/ procedures and identify priority areas for development/review
Timescale: Q2

3.3 Publish briefings to support UKFRS with emerging employment legislation or landmark publications/rulings
Timescale: As required

Pillar: Leadership and Organisational Development

Priority 4: Respect and psychological safety

This priority links with priorities 1, 5 and Safeguarding.

4.1 Partner with ACER to identify and develop guidance on evidenced-based approaches for cultivating psychologically safe work environments, and strategies for changing individual and team behaviours.
Timescale: Q2-4

 

Priority 5: NFCC leadership development opportunities

This priority links with priorities 4, 7, and 10.

5.1 Review and refresh the NFCC Leadership Framework and Core Learning Pathway.
Timescale:Q2-4

5.2 Relaunch the Executive Leadership Programme in partnership with commissioned supplier
Timescale: Q3

5.3 Cultivate a sustainable approach to SLDP and MLP, which improves uptake, accessibility, and effectiveness.
Timescale: Q2-4

5.4 Undertake a training needs analysis for leaders across the sector to support a review of existing leadership development products and identify any requirement for additional products.
Timescale: Ongoing

5.5 Develop and implement a strategic approach to the Coaching and Mentoring portal.
Timescale: Q3

 

Priority 6: Competence

The priority links with priorities 3 and 7.

6.1 Appoint a NFCC Lead Officer for competence.
Timescale: Q2

6.2 Establish a strategic competence engagement group to seek agreement on the governance and assurance of UKFRS competence frameworks.
Timescale: Q2-4

6.3 Develop supporting documentation and implementation tools to support NFCC Hubs in the implementation of the updated Competence Framework methodology.
Timescale: Ongoing

6.4 Work in partnership with NFCC Hubs to support the delivery of an updated, methodology-compliant Extrication Competence Framework, and the Children and Young People Competence Framework
Timescale: Q3-4

 

Priority 7: Talent and accelerated development pathways

This priority links with priorities 5 and 8.

7.1 Continue the delivery of the current Direct Entry cohort, identifying lessons learned:
Timescale: Ongoing

7.2 Publish guidance and recommendations for unconventional progression routes into leadership roles (Direct Entry, non-uniformed to uniformed; high potential/fast-track).
Timescale: Q3-4

Pillar: Equality, Diversity, and Inclusion

Priority 8: Workforce diversity

This priority links with priorities 2, 3, 7, 9, 10, 11

8.1 Develop guidance for FRSs on fostering improved workforce diversity in a) recruitment and selection processes, and b) access to development programmes.
Timescale: Q2-4

Priority 9: Lived experience

This priority links with priorities 1, 8, 11, 15 and Safeguarding.

9.1 Embed the NFCC Lived Experience Advocacy Forum. Develop guidance for UKFRS on running Lived Experience Forums and in responding effectively to the issues they raise.
Timescale: Q2-4

9.2 Work with the NFCC Lived Experience Advocacy Forum to crystalise the top five challenges that employees with different protected characteristics encounter when working in a largely homogenous workforce.
Timescale: Q2-3

 

Priority 10: Evidence-based EDI interventions

This priority links with priorities 5 and 8.

10.1 Begin to develop and publish guidance for leaders on EDI interventions which are proven to improve EDI.
Timescale: Q3-4

10.2 Pilot a scheme which offers structured opportunities for senior leaders and PCL professionals to reflect and receive feedback on their leadership of EDI in their organisation.
Timescale: Q4

Priority 11: Accessibility

This priority links with priorities 3, 8, 10, 13 and Safeguarding.

11.1 Review and refresh the Neurodiversity toolkit:
Timescale: Q2-3

11.2 Develop guidance to support UKFRS when making reasonable and workplace adjustments.
Timescale: Q3

Pillar: Health and wellbeing

Priority 12: Implementing the NFCC Health and Wellbeing framework

This priority links with priorities 13, 14, and 15.

12.1 Monitor emerging research and insight into health and wellbeing, alongside a review of the 2023 NFCC health-wellbeing survey findings to identify new priorities/ additional tools which may be required.
Timescale: Ongoing

12.2 Finalise and launch a Return-to-Work protocol for functional fitness requirements relevant to operational roles.
Timescale: Q3-4

Priority 13: Physical health

This priority links with priorities 11 and 12.

13.1 Review guidance on medical entry requirements for sight and hearing.
Timescale: Q2-4

13.2 Scope and launch guidance on revised fitness requirements for frontline/ operational roles.
Timescale: Q2-4

Priority 14: Mental and emotional wellbeing

This priority links with priorities 12 and Safeguarding.

14.1 Curate and launch a suicide prevention toolkit.
Timescale: Q3

Priority 15: Violence at work

This priority links with priorities 9, 12, and Safeguarding.

15.1 Publish a NFCC statement of intent on Violence Against Women and Girls (VAWG) and identify what support UKFRS would welcome from NFCC in this area.
Timescale: Q3