His Majesty’s Inspectorate (HMI) assesses each Fire and Rescue Service in England, grading them across eleven sub-themes.
Humberside Fire and Rescue Service (HFRS) has been highly commended for its strong understanding and prevention of fires and other risks, alongside its innovative initiatives that benefit both the community and its staff. This includes its partnership with local health bodies, such as a falls response team, which has helped reduce demand on local health services over the past 10 years. The Service has also been recognised for its adaptability to local needs, its commitment to staff wellbeing and mental health, and its ongoing efforts to evolve and improve for the benefit of all.
In its latest round of inspections, His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) rated the Service as Outstanding in:
- Understanding fires and other risks
- Preventing fires and other risks
In addition to these two ‘Outstanding’ ratings, HFRS received an impressive eight ‘Good’ ratings and one ‘Adequate’ rating across the eleven sub-themes.
The findings represent an improvement on the last routine inspection, published in 2022, with all identified areas for improvement successfully completed.
The grading for each area provides both the public and the Fire and Rescue Service with a clear summary and helps identify areas for further improvement where necessary.
Read our latest inspection report on the HMICFRS website.
The recommendations below have been completed by the Service.
The Service should assure itself that senior managers are visible and demonstrate service values through their behaviours.
Action: Clarity from HMICFRS that senior managers refers to Station Manager and above, SLT visit to every Fulltime watch now increased to 6 monthly. Regular ad hoc station visits, attendance at retirement events and open days, open door policy, Group and Station manager formal meetings and based on stations
Outcome: Real-time feedback loop between frontline staff and leadership.
Action: Questions added to annual cycle of Personal Development Reviews (PDRs) to gain staff feedback
Outcome: Analysis of returned data identifying any arising trends
Action: Continuation of 360-Degree Feedback programme with appropriate actions / trend analysis completed
Outcome: Collect anonymous feedback others on senior managers’ visibility and value alignment
Action: Communication plan to highlight senior managers activities and associated outcomes and gather feedback to staff towards their expectations of potential solutions.
Outcome: Reinforces positive behaviours, makes leadership more relatable and accessible
The Service should proactively monitor working hours to improve staff wellbeing.
Action: Update the secondary employment policy to include clear thresholds against work time directive as applicable.
Outcome: Ensures staff understand limits and expectations, reinforcing a culture of safety and accountability
Action: Develop or adopt a digital system to log and track secondary employment and dual contracts in real time (FireWatch).
Outcome: Enables proactive monitoring and alerts when working hours approach or exceed safe limits
Action: Conduct annual audits of declared secondary employment (PDR)
Outcome: Identifies discrepancies early and supports fair enforcement of policy
Action: Work in collaboration with the sector through the NFCC to develop a national position on secondary employment
Outcome: Create a robust sector position aligned to legislation
