National Fire Chiefs Council Corporate Business Plan 2024-25
The National Fire Chiefs Council's Corporate Business Plan for 2024-25 outlines its vision and mission to lead, coordinate, and support fire and rescue services across the UK. The plan focuses on collaboration, driving improvements, and enhancing public safety. Strategic objectives include continual improvement, collaboration, and effective service delivery. The plan aims to ensure safer communities, promote diversity and inclusion, and support future leaders in the fire and rescue sector.
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NFCC Corporate Business Plan 2024-25
NFCC Vision and Mission Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. The Vision is captured from our Corporate Strategy. Mission To lead, coordinate, and support effective prevention, protection, and emergency response locally, nationally, and internationally to reduce the loss of life, personal injury, and damage to property and the environment. To support fire and rescue services in transforming their role to meet changing demands and resources for the benefit of society. To promote effective service delivery by working with partner organisations, governments, private sector bodies, and the community. To maximise the effectiveness of the UK fire and rescue services in saving lives and increasing public safety by representing the professional voice of the UK s fire and rescue services. The Mission is captured from our Members Strategy.
Member Strategy: Strategic Objectives Delivering Our Mission Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. is focused and coordinated to support FRSs to deliver safer communities on behalf of the public: To deliver our mission, our member strategy sets out three strategic objectives. This ensures all our work Continually Improve Collaborate and Partner Mission To lead, coordinate, and support effective prevention, protection, and emergency response locally, nationally, and internationally to reduce the loss of life, personal injury, and damage to property and the environment. To support fire and rescue services in transforming their role to meet changing demands and resources for the benefit of society. To promote effective service delivery by working with partner organisations, governments, private sector bodies, and the community. To maximise the effectiveness of the UK fire and rescue services in saving lives and increasing public safety by representing the professional voice of the UK s fire and rescue services. Represent and Support
Objective One: Continually Improves We will: Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Work with FRS, members, and partners across the wider sector to build a culture of equality, diversity, inclusion, respect, and integrity, building public confidence and trust and ensuring improved outcomes. DeliverFit for the Future and its three core themes: Service Delivery; People, Leadership, and Culture; and National Infrastructure and Support, continuing to demonstrate the economic and social value of FRS. Provide enhanced membership benefits by developing a broad, high quality, and inclusive membership offering to support future FRS leaders drive improvements through leadership excellence. Mission Develop new capacity to support our committees and programmes to focus on FRS service delivery priorities, and support best practice through development of quality assured Fire Standards. To lead, coordinate, and support effective prevention, protection, and emergency response locally, nationally, and internationally to reduce the loss of life, personal injury, and damage to property and the environment. To support fire and rescue services in transforming their role to meet changing demands and resources for the benefit of society. To promote effective service delivery by working with partner organisations, governments, private sector bodies, and the community. To maximise the effectiveness of the UK fire and rescue services in saving lives and increasing public safety by representing the professional voice of the UK s fire and rescue services. Prioritise key areas of work including: driving cultural improvement; implementing learning from the outcomes of the Grenfell Tower and Manchester Arena Inquiries; preparing FRS for the new regulatory regime under the Building Safety Regulator; and ensuring FRS have the right people with the right skills through improved safeguarding and training. Build new capabilities ensuring our products are those that FRS most need, are quality assured, based on data and evidence, and have strong links with academia.
Objective Two: Collaborate & Partner We will: Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Be a trusted professional advisor to Governments, including local and national administrations and departments, as experts in our industry. We will be a partner of choice for further collaboration and engagement with the wider sector. Drive productivity, effectiveness, and efficiency in collaboration with UK FRS, harnessing local expertise through engaged members, national committees and groups. This will be supported by effective internal NFCC functions and governance to best support FRS. Lead and enable joint working and collaboration with other blue light services and organisational partners, ensuring the best service for the public and a more holistic approach to protecting communities. Mission Engage closely with other bodies, partners, and the international FRS community to share information and best practice, thereby enriching our expertise and identifying emerging risks and potential for improvement. To lead, coordinate, and support effective prevention, protection, and emergency response locally, nationally, and internationally to reduce the loss of life, personal injury, and damage to property and the environment. To support fire and rescue services in transforming their role to meet changing demands and resources for the benefit of society. To promote effective service delivery by working with partner organisations, governments, private sector bodies, and the community. To maximise the effectiveness of the UK fire and rescue services in saving lives and increasing public safety by representing the professional voice of the UK s fire and rescue services. Seek out new opportunities for engagement and learning from other organisations and partners where benefits can be harnessed for FRS and society.
Objective Three: Represent & Support We will: Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Establishour new Strategy and Policy team to support the creation and promotion of positions inside and outside of Government, representing the views of our members, and using our role as trusted advisors to advise, challenge, and drive investment and reform. Adopt a digital-first approach for the delivery of tools and services to our members and FRS, ensuring products are delivered efficiently and effectively, and providing you with better access to high-quality, assured products. Use the professional voice of the NFCC to represent FRS in Government and other bodies, covering a broad range of service delivery areas including enabling finance and resources. Mission Engage members with online communities and services harnessing collective expertise and improving our influence. We will ensure our influence and expertise is reflected in the national media and elsewhere through our new Communications and Public Affairs team, driving our priorities and amplifying our views. To lead, coordinate, and support effective prevention, protection, and emergency response locally, nationally, and internationally to reduce the loss of life, personal injury, and damage to property and the environment. To support fire and rescue services in transforming their role to meet changing demands and resources for the benefit of society. To promote effective service delivery by working with partner organisations, governments, private sector bodies, and the community. To maximise the effectiveness of the UK fire and rescue services in saving lives and increasing public safety by representing the professional voice of the UK s fire and rescue services. Develop, inspire, and support tomorrow s fire and rescue leaders through our programme of conferences, events, and continuing professional and personal development products. Deliver and embed a new internal NFCC operating model to put the right capacity and capability into the right places, supporting the needs and ambitions of our members.
Corporate Strategy Strategic Objectives The NFCC Corporate Strategy focuses on ensuring that the NFCC is structured, managed and resourced in the best possible way to deliver on the NFCC Member Strategy and on the NFCC charitable objectives. GoodGovernance Developing Our People Partner of Choice Transforming Ourselves Delivering high impact services. Deliver a new professional development plan. Embed our new values. Ensure our people are well-led. Recruit and retain as an employer of choice. Enable effective collaboration. Deliver fit-for-purpose governance. Becoming a digital first organisation. Ensure the diversity of local needs are represented. Strengthen our management. Developing sustainable funding. Strengthen our financial accountability.
Key Priorities Financial Year 2024-25 The following areas of work have been identified as the strategic priorities for NFCC for 2024-25. People, Leadership, Culture, and Inclusion incl. delivery against NFCC Culture Action Plan. Cancer and Contaminants. Implementing Organisational Learning Review and wider programme of organisational guidance. Organisational learning and research. Prevention Programme incl. work around safeguarding. Protection programme. Manchester Arena Inquiry Recommendations and JESIP. Grenfell Tower Inquiry Recommendations. Development of National Commercial hub, incl. transition into Blue Light Commercial (BLC). On Call Review and development. Implementation of Digital Transformation and DDAT programmes; embedding of Data and Insights function. NFCC Improvement Support and wider sector improvement offer. Strengthen and develop NFCC Membership Engagement. Fire Reform Next steps with the White Paper. Comms and Public Affairs - inc. General Election. Finance Preparation for SR / CSR. Key Priorities
Key Priorities: FY 2024-25 Priorities Lead Committee/Function Key Deliverables Due People Culture and Leadership (PCL) Committee Qtr.1-4 Qtr.1-4 Qtr.4 Qtr.1 Qtr.4 Qtr.1 July 2025 Qtr.3 Qtr.1-4 Qtr.1-4 Qtr.1-4 Qtr.2 Qtr.2-3 Qtr.3-4 People, Culture and Inclusion Culture Action Plan Health and Wellbeing Toolkits Challenging Behaviour Toolkit EDI Toolkit: Race & Sexuality Culture Dashboard methodology Behaviour change toolkits Discovery and Consultation of Interactive Career Pathways High Potential Programme Scoped Establishment of PCL Hub PCL related learning EQIA and Diversity at work training rolled out Culture conference Establish advisory board (lived experience) Independent Challenge and Support panel final report and recommendations Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Mission Operational Preparedness Response and Resilience Committee Cancer and Contaminants Co-ordinated activity - Fire Contaminants: Public Policy Position Statement for contaminants Guidance for clean cabs Risk assessments for range of activities Literature review Improved website offering signposting members to work and products Qtr.2 Qtr.3 Qtr.3 Qtr.1 Qtr.4 To lead, coordinate, and support effective prevention, protection, and emergency response locally, nationally, and internationally to reduce the loss of life, personal injury, and damage to property and the environment. To support fire and rescue services in transforming their role to meet changing demands and resources for the benefit of society. To promote effective service delivery by working with partner organisations, governments, private sector bodies, and the community. To maximise the effectiveness of the UK fire and rescue services in saving lives and increasing public safety by representing the professional voice of the UK s fire and rescue services. Operational Preparedness Response and Resilience Committee Implementing OG Review and OG BAU Operational Guidance - Control Implementation of National Operational Guidance Review Action Plan Operational Guidance surgeries and workshop Qtr.1 4 Qtr.1 4
Key Priorities: FY 2024-25 Priorities Lead Committee/Function Key Deliverables Due Prevention Committee NFCC Home Safety Competency and Evaluation Framework embedded in FRS National repository of Road Safety products and packages Safeguarding programme delivery Staywise Platform Children and Young People Services Review the current Water Safety Strategy and draft the revision aligned to the work of the Water Safety Forum Respond to the WHO consultations and influence government around change to support Water Safety. Qtr.1-4 Qtr.1-4 Qtr.1 Qtr.1-4 Qtr.1-4 Qtr.1-4 Prevention Programme including work around safeguarding. Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Support FRS with Building Safety Regulator Committee Qtr.1-4 Fire Safety Order (FSO) Guides Specific buildings of concern briefings and investigation Training and Guidance materials to support FRS to fulfill obligations under the Building Safety Act (BSA) Protection and Business Safety Qtr.1-4 Qtr.1-4 Policy recommendations relating to Manchester Arena inquiry (MAI) Flexibly respond to unpredictable and dynamic priorities to support NFCC to continually adapt to our operating environment and monitor emerging themes for improvement to develop policy recommendations that address identified shortcomings. Operational Preparedness Response and Resilience Committee Qtr.4 MAI Recommendations and JESIP Mission Review of Fire in Tall Buildings. Operational Guidance surgeries (inc Grenfell Tower inquiry (GTI) phase 2) and workshop. Increase number of staff on Auditors Register. Policy recommendations relating to GTI Phase 2. Operational Preparedness Response and Resilience Committee GTI Recommendations Qtr.1 4 Qtr.1 4 Qtr.4 Research to inform development of specification for national firefighter PPE Framework. Management and roll out of MAIT Framework. National Commercial Hub Transformation Plan. Transition of outsourced website to in-house. NFCC - National Commercial Hub Qtr.4 Establishing NFCC Commercial in BLC Qtr.1 4 Qtr.3 Qtr.1
Key Priorities: FY 2024-25 Priorities Lead Committee/Function Key Deliverables Due People Culture and Leadership Committee On Call Project: National data collection and report about on-call Procure an academic partner for research Updated and additional working patterns, guidance and positive practice case studies (via Working Group) Publication of Report and Toolkits Qtr.4 [2023 2026] On Call Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. NFCC Strategy, Insight and Portfolio Implemented the NOL tool, into NFCC website/platform Strategic Gap Analysis (SGA) Tool development and integration Digital Roadmap NFCC Digital Strategy Improved MMS Members Database New or integrated communities' platform for the sector Qtr.1 Qtr.1 Qtr.1 Qtr.4 Qtr.4 Qtr.4 Digital Transformation Sector Resources and Improvement Committee Bank of CFOs/POs with skills and availability Peer review mechanism and implementation Improvement Offer published. Strategic map of touch points between NFCC and HMICFRS Operational Guidance surgeries, inc workshops Qtr.1 Qtr.4 Qtr.4 Qtr.4 Qtr.1-4 NFCC Improvement Support Function / Offer Mission NFCC - Commercial and Professional Services Provision of new member packages New membership categories based on demand from the wider sector Pay-to-attend events programme for the sector New marketing avenues research Assessment package to aid accreditation to End-Point Assessment (EPA) Improved membership database Election Year Engagement Strategy Qtr.1 Qtr.1-4 Qtr.1 Qtr.4 Qtr.4 Qtr.3-4 Qtr.1-2 Membership Engagement
Key Priorities: FY 2024-25 Priorities Lead Committee/Function Key Deliverables Due Digital, Data and Technology Committee NCSC s Cyber Security Information Sharing Partnership - FRS representation Cyber focused products and guidance, including a conference Data masterclasses programme Digital leadership courses Digital and ICT Fire Standard Guidance and Tools Digital and data maturity and literacy library Qtr.1 Qtr.2 Qtr.2 Qtr.2 Qtr.3 Qtr.4 Digital Transformation and DDAT Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Resources and Improvement Committee NFCC - Organisational Learning Implementation of new Organisational Learning digital tool One single BAU process for Organisational Learning Central commissioning process for learning materials. Maintenance schedule for learning materials Working with ACER, on commissioning process, funding for research Supporting the Emerging Hazard group Qtr.1-4 Qtr.1 Qtr.1 Qtr.1-4 Qtr.1-4 Qtr.1-4 Organisational learning / Research NFCC - Strategy and Policy Further work in relation to College of Fire / options Operational independence Review of National Framework Qtr.1-4 Qtr.1-2 Qtr.1-2 Fire Reform next steps White Paper Mission NFCC - Communications and Public Affairs / Policy and Strategy Influencing and engaging in advance of, and following, General Election (manifesto engagement etc.) NFCC position statements Qtr.1-4 Public Affairs Qtr.1-4 Finance Committee Productivity and Efficiency Lead Preparation for / influencing Comprehensive Spending Review (CSR) Productivity and efficiency Making the case Qtr.1-4 Finance
Success Measures Priorities Success Measures Benefits Positive delivery against Culture Action Plan actions and outcomes Increased take up of NFCC products / support Increased visits to the NFCC website Referenced in HMICFRS reports Reduction in misconduct cases Reduction in reported absence Supporting improved culture and inclusion across FRSs Supporting a more diverse and inclusive FRS workforce Improved governance PCLCC enabling better coordination and engagement Dedicated function for BAU activity and a one-stop-shop for all PLC related matters Improved analysis and processing of PCL related learning back into FRSs. People, Culture and Inclusion Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Position statement published and released Guidance issued Risk assessments undertaken Literature review completed Improved website offering achieved Fire contaminants: Increased understanding/knowledge of fire contaminants across FRS Improved handling of contaminants Increased safety of buildings Improved public safety outcomes Cancer and Contaminants Mission Implementation of recommendations from action plan 50% of FRS engage with a revised Operational Guidance surgery which includes alignment to GTI Recommendations and implementing OG review outcomes 2 FRS per quarter engage with a revised surgery Increased effectiveness and implementation of Operational Guidance Implementing OG Review and OG BAU Increased use of StayWise resources among FRSs and educational practitioners Increase in the implementation of StayWise by FRS and other Blue Light Users 75% FRS attendance at the Safeguarding network meetings Case studies Evidence of review and development of the Water Safety strategy with FRS and partners. Increased numbers of home safety interventions aligned to FRS risk measures Safeguarding Fire Standard embedded in all UK FRS Increased confidence and understanding, in FRS, on recognising and handling safeguarding issues (evaluation / feedback) Increase in the implementation of StayWise by FRS and other Blue Light Users Prevention Programme including work around safeguarding
Success Measures Priorities Success Measures Benefits Increased capacity and competency of protection officers Provision of guidance to ensure safer communities. New policy launched, building on the sectors skill base and knowledge. Improved public safety outcomes. Improved public confidence outcomes. Evidence of FRS taking a full and active role in responding to GTI. Support FRS with Building Safety Regulator Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Evidence of progress made in delivery of MAI / JESIP recommendations in FRSs Updated MAI tracker completed by all FRS in timely manner Increased policy support to the Committees (such as support to the Finance Committee to develop NFCC's CSR Submission). The public policy implications for FRSs are identified and actioned, as they arise from emerging priorities. Flexibly respond to unpredictable and dynamic priorities to support NFCC to continually adapt to our operating environment and monitor emerging themes for improvement to develop policy recommendations that address identified shortcomings. MAI Recommendations and JESIP 50% of FRS engage with a revised OG surgery which includes alignment to GTI Recommendations and implementing OG review outcomes. Increased Numbers of staff on the Auditors Register. NFCC is engaged and responding to policy outcomes/recommendations of Phase II GTI report. Improved public safety outcomes. Improved public confidence outcomes. Evidence of FRS taking a full and active role in responding to GTI. GTI Recommendations Mission Development of a new transformation plan for fire commercial ready for launch 25/26. Development of a more sustainable funding base. National commercial hub supports FRSs in delivering against national efficiency and productivity targets. Establishing NFCC Commercial in BLC
Success Measures Priorities Success Measures Benefits Development of a comprehensive report on on-call practices Establishment of a research collaboration agreement Development of additional working patterns and guidance Creation of a minimum of 2 toolkits based on the research findings Enhanced decision-making: Project findings inform strategic planning and resource allocation, empowering decision-makers to make impactful choices. Improved workforce management: Insights and recommendations strengthen recruitment and retention rates, optimising the workforce. Efficient service delivery: Comprehensive research and reports optimise on-call duty systems, improving service delivery. On Call Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. deployment and integration. Reduction in operational disruptions during post-website upgrades. Improved data analysis and customer relationship management capabilities via MMS. Improved user experience and accessibility. Measurable improvement in the efficiency of tool Digital Transformation Provision of a new communities platform for FRS, providing an accessible and user-friendly platform to allow FRS to share ideas, request support, and promote messages at a local and national level. Improved analytics and business intelligence on member engagement, providing NFCC with crucial evidence on sector needs and demands. Provision of a MMS platform, capturing crucial sector data, allowing NFCC to circulate targeted and relevant comms, reaching a wider FRS audience. Mission 25% of new CFOs engaging with improvement offer. Registered CFO s/PO s on the mentoring and coaching portal. 25% of coaches are CFO/PO s. ILM Team capable and resourced to support the sector, working with HMICFRS. 2 FRS per quarter engage with a revised surgery. Services are supported by NFCC leaving them able to deliver their core community response. Greater engagement with CFO s (mentoring), sharing their skill and knowledge across the sector. NFCC Improvement Support Function / Offer Delivery against actions identified from 2023 Member survey. New Members recruited. Accreditation gained from OFQAUL. All members retained. Improved offer to members. Increase, quality assured, new, training provision to the sector and members, ensuring knowledge and good practice is shared. Delivering professional development and networking for members through the events programme. Membership Engagement
Success Measures Priorities Success Measures Benefits 80% FRS respond to consultation. Positive response to scope and content in peer review and consultation. 80% cyber leads join and actively engage with the CISP network. 80% FRS attend the DDaT Conference. 80% FRS access outputs within 6 months of creation. 50% FRS implement an exercise in a box within one year. National Digital and ICT Fire Standard, leading to a shared framework, supported by guidance and toolkits. FRS are data/digital-efficient, and better able to move forward with digital transformation. More cyber resilient sector that is better prepared to prevent and mitigate growing cyber threats. Increased data and digital literacy levels, supporting a confident FRS community, using digital to improve efficiencies and ways of working. Digital and data literacy and leadership embedded into NFCC leadership development programmes, broadening the professional support provided to FRS personnel. Digital Transformation and DDaT Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. Sector and Home Office endorsement of identified outputs. 80% FRS engage with maturity assessments. 80% engagement from sector with product/service scoping Implementation of one Organisational Learning (OL) process. Technology solution implemented. Triage 20 OL cases per quarter. Approved process for identifying risk-critical learning. Commissioning research process established (ACER). Emerging risks inform OL. Consistency to the way in which learning is processed across thematic areas. The expedient dissemination of risk and/or safety-critical learning. Ability to preempt and mitigate future challenges. Joined up and coordinated approach to the commissioning of academic research. Organisational learning / Research Mission
Success Measures Priorities Success Measures Benefits Evidence of proactive, effective influencing and engagement by NFCC with ministers and civil servants re. NFCC positions. NFCC Manifesto ( asks / offers ) presented to ministers and shadow ministers in advance of GE. Improved public safety outcomes. Profile and voice of FRSs raised / increased nationally. Supporting transformation of Fire and Rescue services. Fire Reform next steps White Paper Vision To be the leading professional voice of the fire and rescue services across the UK, using our national role, influence, and expertise to support collaboration and drive improvements in fire and rescue services to help keep communities safe. General Election and following. Programme of influencing and engagement in lead up to NFCC positions are included in manifestos, delivering increased investment in and profile of FRSs in new government. Public Affairs CSR business case - work commences (in line with agreed timeline) Increased investment in FRSs. Finance Mission
