This strategy sets out how Northamptonshire Fire & Rescue Service will deliver its Vision and Mission in relation to people and culture, as set out in the Community Risk Management Plan (CRMP) 2025–2030. Each strategy bridges the gap between the service’s high-level strategic priorities and the tactical delivery required across the Service. This strategy covers:
Each strategy must demonstrate:
We will continue to develop and support our workforce promoting an inclusive and high performing service.
This strategy supports the delivery of the CRMP 2025–2030 and forms part of the service’s integrated planning cycle. It informs the 5-Year Programme Plan, guides annual delivery planning, and sets the strategic direction for both BAU delivery and improvement actions.
Underneath this People & Culture Strategy sits detailed strategies for Workforce Planning, Equality, Diversity and Inclusion with a further focused strategy on Positive Action:

This strategy supports the CRMP priority and sets out the vision and deliverables through its people and culture commitments.
PEOPLE AND CULTURE COMMITMENTS
We commit to ensuring our culture is one of inclusiveness and respect, in line with our values and ethical principles, supporting equality of access to all our services, monitoring and evaluating the impact of our initiatives.
We commit to working to attract, recruit and retain a workforce that is more representative of our community.
We will invest in the way we train our staff, developing an academy approach to leadership and command training and by ensuring we have best facilities to meet this approach.
The cultural changes will be monitored and measured through the culture dashboard with set deliverables to assess and track performance.
The service will continue to engage with staff through staff surveys and engagement, the outputs of which will inform further activities within the People and Culture strategy.
Ensuring an inclusive culture
Invest in training and developing staff:
Commit to attract, recruit and retain a workforce that reflects our community:
The CRMP 2025-2030 sets out the following strategic outcomes
By the end of this strategy period the service will have improved workforce representativeness, increased the employee voice through staff networks and associations, made improvements in the wellbeing provisions across the service and increased leadership capability to deliver a high performing workforce.
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