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by the NFCC

Where we are now

IO11: Organisational learning

  

Continuous organisational learning

There has been direct criticism within the Grenfell Tower Inquiry report of the ability of the fire and rescue service to learn and to change in response to that learning. The National Operational Learning (NOL) system has now been in operation for 2 years and has been partially successful in identifying and sharing lessons from incidents across services. In an environment where the number of incidents has reduced, but where public expectations are so high, there is a need to collectively share and learn from all aspects of the delivery of fire and rescue services.  

The improvement objectives identified within this business case represent the most accurate picture that can be presented at this time of the need for improvement, based on the information and data currently available. Many of the improvements identified, once implemented, will serve to create a clearer picture of the need for ongoing service change.

Financial support from government is sought for implementation. The programmes being delivered by the NFCC need further resources to be able to maximise the breadth of improvement laid out in this document. There is also a need to support local implementation. This will entail partnership working between the NFCC and the National Employers (England), through the LGA to help fire and rescue services to deliver the defined efficiencies and benefits to the public. 

National Employers (England), the LGA and the NFCC will work together to maintain the improvement objectives and keep them under continuous review. This will be informed by an “Organisational Learning” system that will be supported by the model that underpins this business case. The model will continue to be “fed” with data and information as it becomes available. In this way, new information can be seen in the context of that which already exists.