A Create a highly skilled and inclusive values-driven workforce by putting people first B Modernise our rural response model and ensure it is fit for the future C Adapt skills and assets to meet evolving risks, demand, and legislation D Become a greener and more efficient FRS, and make a difference in our communities E Achieve outstanding assessments and be a partner of choice
A1 Continue our cultural transformation journey, and successfully deliver the 2024 Independent Review recommendations B1 Carry out an in-depth review to ensure the number, distribution and staffing of stations aligns with demand and shows efficient use of resources C1 Meet challenge of increasing road traffic collisions and incidents involving alternative energy supply by adapting fleet, equipment and skills D1 Invest in greener and more efficient fleet and equipment that improves safety, capability, and reduces our environmental footprint E1 Deliver our Transformation Programme and achieve outstanding government assessments
A2 Develop modern training facilities and ensure firefighters can meet current and emerging risks and keep themselves and others safe B2 Introduce a flexible crewing model at on-call stations to increase availability, reduce turn out times during busy periods and use resources efficiently C2 Meet the challenges of climate-driven changes to flooding and wildfires by adapting type and distribution of fleet, equipment and skills D2 Support communities to become stronger and more resilient to improve quality of life of residents E2 Support local government reorganisation outcomes and maximise opportunity and minimise risk
A3 Refresh our on-call firefighter role, listen to our employees' voices, and make GFRS an employer of choice B3 Investigate sector-specific software to improve how efficiently and effectively we deploy available resources to live risks C3 Enhance protection activities to ensure safer buildings, businesses, and communities, and maintain compliance with emerging legislation D3 Realise efficiencies, for example through appropriate changes to fire cover/shifts and numbers of firefighters responding to incidents E3 Develop new process and reporting to ensure national recommendations are identified and implemented effectively
A4 Redesign our workforce planning approach to make it increasingly data-led and responsive to improve capacity and operational resilience B4 Establish a new day crewing model at Cinderford station and consider the potential for the same model at other stations C4 Increase productivity of firefighters and increase number and quality of prevention activities where we can make the most difference D4 Leverage efficiencies from rationalised and increasingly interconnected IT systems and intelligent use of data E4 Improve collaboration and data sharing with partners to support shared aims and increase effectiveness