Progress against the HMICFRS recommendations made within our Round 2 inspection report as of April 2024.
Effectiveness, efficiency and people 2021/22 – South Yorkshire fire and Rescue (HTML)
Effectiveness, efficiency and people 2021/22 – South Yorkshire Fire and Rescue (PDF document)
Areas for Improvement (AFI) updates – as at March 2025
AFI: The Service should ensure its firefighters have good access to relevant and up-to-date risk information.
We have received this as an AFI in our 2023-25 HMICFRS inspection report.
We have a Site Specific Risk Inspection (SSRI) Review and Revisit Policy in place.
Our review found about 1,800 SSRIs past their review date. Modified duties personnel have helped address the backlog, now down to around 300 records.
To keep records up to date, we will launch the SSRI Review and Revisit procedure in April 2025 to align with District and Station plans. Each District Commander will receive a data-driven report showing upcoming SSRI expirations, along with another report highlighting premises needing a new visit. These reports will enable tailored district plans, supported by Experian Business Risk Model data to provide a definitive list of properties.
One of the last remaining element of this AFI is a programme of quality assurance and upskilling operational crews on the expected standard of risk information records.
We are also improving our systems to ensure records are complete and accurate.
Crews and relevant departments can access risk information via Mobile Data Terminals, desktops, laptops, and TETRA (a system to quickly and effectively share emerging and temporary risk information across the organisation). Control also shares access to the same risk records as crews.
We now share both permanent and temporary risk information with neighbouring services using a standardised, regionally approved process. Our Control can also relay neighbouring risk details to our crews and officers as needed.
Action: Ongoing.
AFI: The Service should make sure it puts in place measures so it can catch up on the home fire safety visits (HSFVs) identified and awaiting a visit that have built up during the pandemic.
The organisational working number for HFSVs has been finalised. The outstanding backlog of overdue HFSVs has been addressed by District Station Managers in coordination with Community Safety (CS) management. Ongoing monitoring will be conducted through district command meetings.
A new target address procedure has been implemented to ensure effective engagement with individuals identified as being at the highest risk.
HMICFRS formally closed this AFI as part of our 2023-25 inspection.
Action: Completed
AFI: The Service should make sure it quality assures its prevention activity, so staff carry out home fire safety visits to an appropriate standard.
We have received this as an AFI in our 2023-25 HMICFRS inspection report
We have reviewed our Home Fire Safety Visit policy and upgraded our data system for easier use. “What good looks like” training is now provided at Lifewise, covering key prevention skills.
A quality assurance framework has been approved for all Prevention areas. Ongoing staff training will enable quality checks against updated standards and policies. Community Safety staff are carrying out quality assurance, and the Education Advocate oversees quality in all education delivery and crucial crew activities.
Action: Ongoing
AFI: The Service should assure itself that its risk-based audit programme (RBAP) prioritises the highest risks and includes proportionate activity to reduce risk.
We have received this as an AFI in our 2023-25 HMICFRS inspection report
The Risk Based Inspection Policy has been formally approved, together with the Risk Intervention Procedure. These processes are now fully integrated into Business Fire Safety operations, receiving positive feedback from team members and supported by regular progress and assurance reports.
National Fire Chief’s Council (NFCC) risk guidance and methodology have been incorporated into our risk based approach to protection. Efforts continue to ensure data quality for accurately identifying high-risk premises within South Yorkshire. Additionally, Experian data is utilised to support the verification of potentially high-risk addresses.
Business Fire Safety remains committed to prioritising the highest risk premises and allocating staff resources effectively to achieve established targets.
Action: Ongoing
AFI: The Service should make sure it has an effective assurance (QA) process, so staff carry out to an appropriate standard.
The approved QA Framework defines the types and timing of QA performed by Business Fire Safety (BFS) and links performance to Local Performance Indicators (LPIs). Staff are benchmarked against these LPIs, with competency assessed annually during inspections or audits before personal effectiveness meetings. Managers and senior inspectors also conduct additional QA sampling.
Staff inspecting higher-risk premises must register with an IFE-accredited body. Competence is initially assessed before inclusion on the contextualised auditor’s register (CAR), with re-validation required every three years.
HMICFRS formally closed this AFI as part of our 2023-25 inspection.
Action: Completed
AFI: The Service should make sure it works with local businesses and large organisations to share information and expectations on compliance with fire safety regulations.
Business Engagement (BE) has been fully integrated into BFS operations and is now regarded as standard practice. The Business Support and Training Officer maintains the Business Engagement Activity Tracker to document all engagement activities and supply evidence to HMICFRS.
Recent BE initiatives have centred on risk, including events such as a care home seminar, participation in Church Warden maintenance presentations with the Diocese of Sheffield, engagement with Business Sheffield council, Barnsley Council landlord events, and CQC-related activities.
Next steps include conducting a benefit analysis of BE and continuing to employ intelligence-led data to guide interventions. Once qualified, the Business Safety Advisor will provide additional support to these efforts.
The development of Primary Authority Partnerships is an emerging priority. BFS now participates in the North East Primary Authority Regional Group, with partners representing various regulatory bodies. Initial discussions have begun with regional partners to establish a comparable regional BE working group. BFS is leading this initiative to create a forum for sharing best practices in BE and identifying opportunities to collaboratively support communities across the region.
HMICFRS formally closed this AFI as part of our 2023-25 inspection
Action: Completed
AFI: The Service should improve the availability of its on-call crewed fire engines to respond to incidents in line with its community risk management plan.
The availability percentage remains favourable, standing at 76.6% even after a decline in February 2025. While crew numbers have slightly decreased due to absences and retirements, an increase is anticipated next month. It was noted that, based on the current AFI, targets are being met with existing resources. Nevertheless, efforts continue to enhance On Call availability. The leave processes are under review, and once finalised and implemented, a further increase in availability is expected. Additionally, we are examining processes in collaboration with Work Force Planning and Training.
Significant changes and improvements have been realised over the past 3–4 years, supporting ongoing development and continuous improvement initiatives.
We are currently considering performance metrics for on call availability, which will be incorporated into the corporate performance framework as appropriate.
HMICFRS formally closed this AFI during the 2023-25 inspection, but it remains open internally.
Action: Ongoing
AFI: The Service should ensure it understands everything it needs to do to adopt national operational guidance (NOG) and it should ensure its plan is resourced to do so.
Following the People and Culture Board meeting in September 2023, the NOG Implementation Closedown Report was submitted for approval. This report was formally approved by the Board. The closedown report was also accepted at the Service Improvement Board.
Additionally, to ensure SYFR is progressing with the implementation of NOG, the NFCC Implementation Support Team has undertaken a piece of assurance work. The team found that a comprehensive implementation plan had been produced, with sufficient resources from relevant departments allocated to the progression of the project. They also concluded it was clear that there was a solid understanding of the aims, objectives and scope of the project as well as plans in place to mitigate many of the barriers experienced by other services previously.
HMICFRS formally closed this AFI as part of our 2023-25 inspection
Action: Completed
AFI: The Service should ensure it has an effective process in place to obtain operational learning so as to improve its operational response.
We have received this as an AFI in our 2023-25 HMICFRS inspection report.
We have updated our governance and processes to enhance how learning is obtained, evaluated, and shared across the organisation, aligning with the NFCC Good Practice Guide for Operational Learning. The new Operational Learning Framework and policy—now revised to better match this guide—are ready for consultation and will support a more effective debrief process. We continue to improve our procedures to align with these documents.
The operational debriefing policy now clearly defines when Structured Debriefs are required, and we’ve increased the number of trained debriefers to meet policy targets. But we know we need to do more in this area.
Internal governance has shifted to place greater emphasis on operational learning, and we have completed a review of the operational learning fire standard.
While further work remains to embed the framework and policy, we’ve already seen improvements in both the quality and frequency of operational learning, with higher staff engagement in recent months.
Action: Ongoing
AFI: The Service should arrange a programme of cross-border exercises, sharing learning from these exercises.
We have received this as an AFI in our 2023-25 HMICFRS inspection report.
A structured Exercises plan has been launched for 2025/26 and monitoring is reportable to the Operational Research Learning and Evaluation Committee (ORLEC). Ongoing quality assurance work is taking place.
Everything is in place to support this AFI. However, we still need to ensure that the recording of exercises is being completed and that we have good data.
Action: Ongoing
AFI: The Service needs to make sure that it uses its resources across prevention protection and response functions in a more joined up way to meet the priorities in its community risk management plan (CRMP).
The CRMP 2025-28 has now been produced and is published on our website. The new plan introduces how we will deliver our services to meet the risks in our county with the resources available to us. However, it does not describe everything that we want to achieve as a Service during the lifespan of this plan.
The plan also provides three strategic objectives which will replace the six priority areas in the service plan which will not continue after April 2025. The strategic objectives are:
1. Efficiency and productivity Identify and remove inefficiencies across the service and improve productivity to provide best value.
We will:
a) Set clear targets and report against our efficiency and productivity plan every year
b) Develop our processes for identifying and realising efficiencies
c) Scrutinise recruitment as part of existing workforce planning processes
d) Prioritise our capital spending in line with this CRMP, reviewing it annually
e) Deliver the objectives set out in our Green Plan
2. Inclusion, diversity and culture Embed inclusion across the service so all staff can thrive, communities are supported and positive action translates into genuine recruitment outcomes.
We will:
a) Implement our revised equality, diversity and inclusion strategy by the end of 2026
b) Deliver on actions arising from a staff culture survey by the end of 2025
c) Empower staff groups to appropriately influence policy and employee experience
d) Involve all parts of the service in positive action work and measure its impact
e) Monitor the quality and effectiveness of equality impact assessments
3. Performance, leadership and learning Harness data, prioritise leadership and adopt learning to drive improved performance across all service areas.
We will:
a) Continue to improve our use of data and invest in our performance information systems
b) Better use data to inform local plans, performance measures and workforce productivity
c) Support excellent leadership throughout SYFR, providing effective development opportunities for all levels (aspiring, supervisory, middle and senior), by the end of 2026
d) Embed the 360 degree process for all leaders and managers by the end of 2025
e) Ensure local and national learning is properly embedded across the service, including the health and safety of our staff and fire contaminants management
These three strategic priorities will be the focus of all our work which will be delivered through our strategies and functional plans.
HMICFRS formally closed this AFI as part of our 2023-25 inspection.
Action: Completed
AFI: The Service should have effective measures in place to assure itself that its workforce is productive and their time is used as efficiently and effectively as possible to meet the priorities in its risk management plan.
The Efficiency & Productivity Plan 25/26 and a review of 24/25 have been published. Annual targets have been set for all Emergency Response Stations to allow staff greater flexibility in meeting required activity levels, while also accommodating additional tasks such as positive action measures and addressing seasonal risks, including water-related incidents and wildfires.
Current activity levels for Home Fire Safety Visits, Site Specific Risk Inspections, and Business Safety Visits have returned to pre-pandemic figures. New service delivery strategies have been finalised, aligning with the strategic objectives outlined within the CRMP. Performance sessions are scheduled for all teams, with productivity levels included as discussion points. The Service Improvement team is developing a corporate performance framework.
A database for positive action and community engagement has been reintroduced to support crews in recording their activities within communities more efficiently and accurately. This will assist in documenting productivity related to these initiatives.
HMICFRS closed this AFI in the 2023-25 inspection, but internal closure is still pending.
Action: Ongoing
AFI: The Service needs to make sure that its fleet strategy is regularly reviewed and evaluated to maximise potential efficiencies.
The Joint Fleet Strategy has been reviewed and brought up to date for the period 2024 to 2029. This builds on the initial Joint Fleet Strategy that was put in place for the collaborative department in 2018.
Significant progress has been made on the Vehicle Replacement Strategy for SYFR, with eight new appliances going into service during 2023. Another twenty new appliances are on order, with four due to be delivered in April 2024 and then four per financial year from 2025 to 2028/29. As part of this strategy eight appliances will be retained as spares, to add resilience to the fleet and facilitate timely repairs and maintenance, whilst maintaining pumps on the run.
The timeline for replacement of Officer cars is now in place and links to the strategy around decarbonisation and our plan to electrify the fleet. This includes work with our partners both internally and externally.
Vehicle Telematics has now been installed in all SYFR Vehicles and gives a picture of how the fleet is currently utilised. This has enabled the removal of paper vehicle log books and assists with identifying drivers and reviewing incidents quickly. The next step will be to undertake a full review of the fleet using the data that is available to us.
The Fleet Management System has been upgraded and work is underway to ensure the systems are used to full effect, using the same processes and procedures. This will enable Key Performance Indicators to be monitored in real-time.
The introduction of a new Fuel Management System has also brought about efficiencies and more accurate reporting.
HMICFRS formally closed this AFI as part of our 2023-25 inspection
Action: Completed
AFI: The Service should make sure staff have access to services to support both their mental and physical health via an effective occupational health (OH) service.
The Occupational Health and Wellbeing teams are now fully staffed, providing stability. Attention is shifting to development and progression. All outstanding referrals have been cleared, and a streamlined process has significantly reduced waiting times.
The Sports Therapy role now supports employees directly, increasing usage and reducing both external physiotherapy costs and treatment wait times. This is expected to enable earlier returns to work for those absent or on modified duties. A dedicated Fitness Team is established to support the Fitness Advisor and ensure that all fitness assessments are conducted in accordance with established policies.
Brigade Medical Officer (BMO) support is now established, including an additional local BMO who offers advice and guidance to the Senior Occupational Health Nurse.
Referral processes are now more efficient, leading to shorter waiting times. A new Occupational Health Nurse (OHN) template standardises assessments, ensures proper clinical note storage, and facilitates structured reporting to managers. Consent requirements are now included in the process.
Extensive enhancements have been made to the Octopus system, which now includes features such as three-year medicals, health surveillance, LGV, asbestos, and other assessments, along with their respective review dates. The system is capable of tracking all referrals from initiation to completion and incorporates clinical notes.
Occupational Health metrics and comprehensive reports are now available, covering incident numbers, types of referrals (including external counselling, physiotherapy, sports therapy referrals, and fitness tests), all of which are formally presented to the People and Culture Board. Additionally, the system records and monitors private medical funding, providing detailed reporting in this area. These improvements have elevated the quality and consistency of management reports, facilitated statistical analysis, and strengthened both security and confidentiality.
The Occupational Health and Wellbeing Policy register is established to ensure timely reviews. Several policies have been updated, while others needing major revisions are under review in coordination with departments such as Health & Safety and BMO.
Notable progress has been achieved in addressing the risk of asbestos exposure identified within SYFR. To date, 400 asbestos medical examinations have been completed, with plans in place to finalise the remainder as soon as possible. The established protocol of conducting medicals every three years will continue, with Octopus responsible for recording, reporting, and providing timely notifications regarding upcoming examinations for individuals.
The SOHN is coordinating with H&S and the BMO to ensure required health surveillance for all relevant SYFR roles is documented in Octopus. Quarterly meetings with H&S are now held to review related work and priorities.
The SOHN is developing a risk register for employees with conditions that could affect their employment, alongside a structured review process.
The SOHN has set up a regional OHU leaders steering group to share best practices and standardize approaches across the region.
OH Middle Manager (MM) Training: Additional OH and referral process training for MMs is being organised to enhance staff support. Access to Critical Incident Wellbeing Support is improved with a manual tracking system, ensuring support and attendance records; high-exposure individuals are identified for assistance. Plans are underway to integrate this into the Resource Management System, and reminders are sent to MMs to log attendance.
Suicide Prevention Training: SYP-led training for all Operational and relevant Corporate staff is ongoing.
Difficult Conversations Training: Operational staff will receive training on handling crises when first contacting families of injured people.
Wellbeing Events: A yearly calendar features wellbeing events and guest speakers from organisations like Fire Fighters Charity.
Surveys indicate positive feedback from service users and managers regarding SYFR’s OH provision.
HMICFRS formally closed this AFI as part of our 2023-25 inspection.
Action: Completed
AFI: The Service should make sure that it has effective absence/ attendance procedures in place.
Completion times and return-to-work rates have steadily improved, with outstanding cases reduced by more than half and sustained at consistently lower levels. Absence management meetings and case conferences are ongoing to support timely returns to work. There has also been notable progress in the turnaround of Occupational Health reports, facilitating adherence to the process within appropriate timelines.
A departmental audit has been conducted to verify that absence management procedures are current and implemented promptly. Efforts continue to address any remaining backlog, and a streamlined process is being developed to enable all stakeholders to fulfil their roles efficiently, with clear monitoring and measurement. These improvements are now considered standard business practice.
HMICFRS formally closed this AFI as part of our 2023-25 inspection.
Action: Completed
AFI: The Service should ensure its workforce plan addresses any gaps in capability which affect the availability of fire engines.
Work continues, with Passport developments aiming to boost promotional applications. Driver numbers are improving and nearing minimum requirements, with more candidates expected. Interest in driving is growing among Firefighters and Crew Managers, supported by more accurate data. Retirement trends will also be monitored.
HMICFRS formally closed this AFI as part of our 2023-25 inspection, but internal closure is still pending.
Action: Ongoing
AFI: The Service should address the high number of staff in temporary promotion positions.
We have received this as an AFI in our 2023-25 HMICFRS inspection report
The current data has been reported to HMICFRS and is presented with other FRSs. We are consulting with other FRSs to benchmark our reporting methods. We also aim to establish a corporate performance measure to monitor progress on temporary promotions.
Action: Ongoing
AFI: The Service should identify and overcome barriers to equal opportunity, so that its workforce better represents its community.
The EDI team has gathered input on barriers to equality of opportunity from both within FRS and the wider community, using recruitment and progression processes, staff groups, training feedback, positive action initiatives, and external engagement.
A one-year, part-time Positive Action and Engagement Support Officer post starting Q3 2024, but the role is now vacant as the officer returned to their previous position.
Objectives and a task list have been created to support the EDI Policy 2024-2027 and Action Plan.
The Equality Impact Assessment (EqIA) process has been reviewed, and an EqIA Inbox established for storing all EqIAs.
Policy development including a Neurodiversity Policy incorporating Dyslexia and Dyspraxia are in draft form and an electronic People Passport to better capture and assist staff and managers best manage and navigate their employment journey, and adjustment needs. We are working with The City Equality Leads that is facilitated through Sheffield City to look at why ethnically diverse people avoid certain careers. A Wholetime Fire Fighter Application Form is being developed which includes additional data capture eg disability, driving license, eligibility, CCV’s, reasonable adjustments and where candidates have found out about roles and any sources of intervention candidates may have engaged with.
We have also worked with the recruitment People Partner to develop a process whereby at each stage of the FF process candidates will be sent a link to capture data to allow SYFR to explore experience of the process from underrepresented groups and determine why people may withdraw or identify additional support opportunities. All Staff Groups have been asked to consider networking opportunities. In addition, the Positive Action and Engagement Officer/Support Officer have been asked to consider networking Opportunities and identify new partners. We are reviewing and growing both the ‘Recruitment’ and ‘Positive Action’ Engagement contact lists – these include Minority Ethnic Groups, LGBT+, Places of Worship, and Female Sports.
The Positive Action Engagement Support Officer is embarking up on an education roadshow to include District Meetings and Station Visits to enhance the understanding and awareness of resources relating to Positive Action, education and career information, and what to share and when based on event and audience.
Our mandatory EDI training includes a one-day external course and online e-learning. The updated one-day course relaunched in October 2023 and continues through March 2026. As of September 2024, 27 workshops have been completed with 46% workforce participation. Two more sessions are set before March 2024, with 18 additional sessions scheduled from April 2025 to March 2026.
An EDI Calendar is created each year, guiding campaigns and bulletins with Corporate Communications and Staff Groups.
Positive Action measures are now included in the recruitment business case process, though additional guidance for managers and recruiters is still needed.
The EDI Annual Report summarises SYFR’s EDI activities, LPIs, outcomes, and initiatives supporting the Equality Act 2010, Public Sector Equality Duties, and the Core Code of Ethics. The Workforce Diversity Profile report analyses employee diversity by age, disability, faith, race, sex, and sexual orientation, comparing internal data, year-on-year trends, and the 2021 Census.
HMICFRS closed this AFI during the 2023-25 inspection; internal closure is pending.
Action: Ongoing
AFI: The Service should make sure that it has effective grievance procedures. It should identify and implement ways to improve staff confidence in the grievance process.
Grievance training is ongoing for new line managers, who are reminded to meet deadlines. The grievance survey has launched; responses are reviewed for potential improvements. Managers receive casework debrief forms to identify development areas. The See Hear Speak Up service is active and may generate more grievances. Regular discussions emphasize sensitive and timely case handling.
HMICFRS formally closed this AFI as part of our 2023-25 inspection
Action: Completed
AFI: The Service should put in place an open and fair process to identify, develop and support high-potential staff and aspiring leaders.
We have received this as an AFI in our 2023-25 HMICFRS inspection report
The Talent Management (TM) Strategy was formally approved in October 2024, with the TM Implementation Plan currently under development and scheduled for completion by March 2025.
We are presently compiling case studies to illustrate various career journeys within the organisation. While these examples may not follow an established process, they will highlight how individuals with potential have been identified, supported, and advanced.
A dedicated session will be conducted during the Middle Managers Engagement Day, focusing on the skills required of our managers, which aligns with ongoing initiatives within the culture programme.
Additionally, we are assessing managerial capacity for staff development and coaching, which includes utilising the NFCC portal and fostering collaboration with Blue Light Partners through the Blue Light Culture Working Group.
Action: Ongoing
For further information on our AFIs please visit the South Yorkshire Fire and Rescue Authority (SYFRA) website. The Fire and Rescue Authority receive quarterly updates on progress against our Areas for Improvement via a Service Improvement Board Update Report.