Five steps to rationalise fire service estates

Ageing infrastructure is a very real issue for fire and rescue services across England. Earlier this year, the National Fire Chiefs Council (NFCC) warned that a lack of investment risked undermining public and firefighter safety. Chairman Phil Garrigan said fire stations are ‘falling apart’ as authorities battle against reduced budgets and increased callouts. There is a similar narrative from the police too. Commissioner Sir Mark Rowley fears the Met faces having to close buildings and lose 1,700 officers and staff due to a £260m budget shortfall. This comes after it has already shrunk its portfolio of 620 buildings in 2010 down to 260.

Yet while spending on properties and facilities can feel like an expense too far, improvements can help to protect firefighters’ health, bring about significant energy savings, and result in a more streamlined service, which is ultimately better for the public moving forward.

Latest Government figures show there are 1,387 fire stations in England, operating on a whole-time or on-call basis, or a mixture of the two. Whether tackling one building or an entire estate, there are five core questions each service should be asking about their bricks and mortar assets in an approach that balances cost with the benefits of transformation.

What are your station needs?

The first step is to define what the spaces are actually used for, the crewing requirements and the stakeholders involved. What are their needs? The stations and properties in use today were designed for a very different fire service. As we know from those at the top, the wish list every service might aspire to all boils down to cost at the end of the day. There are however some priorities.

For a modern fire service, we need to be looking at decontamination and decarbonisation measures. The Fire Brigades Union has been working with the University of Central Lancashire to explore how changes at work can better protect firefighters from toxic contaminants. This includes containing kit and having access to facilities such as showers as soon as possible. In terms of building design and refurbishment, a ‘zone’ approach can be an effective way of upgrading facilities, mapping out a set pathway through the station post call-out and ensuring mechanical systems such as ventilation support the concept of clean and dirty zones. This type of intervention is aimed at minimising disruption to existing station layouts.

Gender neutral facilities are also a key consideration, and links into how facilities like bathrooms and sleeping quarters are being used, by who, and from where in the building they are being accessed.

Generally there are three levels of need to consider - is the building stable enough to offer workable standards, does the building need updating to accommodate essential functions, will the building be able to contribute to Net Zero 2030?

How do the condition and suitability of assets measure up against current and future operational requirements and standards?

Knowledge is power. By reviewing and understanding the condition of built assets and the standard they need to perform to, we can start to put a cost to any potential upgrade. At this stage it is important to also look at locations. The way housing and commercial developments have shifted out of towns might mean part of an estate is no longer needed or would benefit from relocation. Internally, a reconfiguration might assist in better performance.

At Reigate in Surrey, the existing fire station has been demolished to make way for a new purpose-built station due for completion in 2026. An all-electric and solar energy solution is being installed to meet the drive to Net Zero, and as well as housing fire crews, the site will also provide space for South East Coast Ambulance Service for stronger partnership working. While this is a significant project to undertake, this solution was chosen because the resulting facilities best align with the local authority’s Net Zero carbon goals.

What can we change that improves the station environment and releases cost-savings and efficiencies?

Meeting the challenge posed by a restricted public purse is achievable through extensive estate rationalisation exercises, such as centralising departments and co-locating services. Disposing of surplus sites reduces operational costs and provides opportunities for improved collaborative working and knowledge sharing. By analysing aspects such as departmental relationships and desk usage, we can make the space work harder. For example some stations allow for 18sqm of desk space per person when 7-10sqm is very comfortable, especially with better lighting, improved welfare facilities and the introduction of agile working.

Whole life costings are also essential to this analysis and a feasibility study can be a real eye opener. For example if a space is able to accommodate more people, and energy efficiency measures are incorporated in this work, usually after about six years there will be a significant saving against current costs as a result of any investment. But the figures need to justify the spend in the first place.

What funding is available and where can it best be spent?

Developing opportunities for fire service estates will usually involve a series of concept upgrades being put forward. Some costs of estate rationalisation and improvement can be offset through the sale of assets. Armed with information from the condition survey work, this question examines how improvements and sustainable use of resources contributes to delivering excellence and value for the public.

Enhancing the longevity of an estate should consider how works can be integrated so authorities are spending less on buildings in the future. If the aim is to bring in energy efficiencies, a phased approach can be expensive. It might be better to look at the bigger picture - do it right but do it once and millions could be knocked off operating costs in the coming years.

Developing community facilities, or spaces which lend themselves to collaborative projects, may also help to generate an income.

What factors can be controlled now for better performance in the future?

What will future occupancy rates look like? Are there new directives in the pipeline which are likely to impact station use? What level of facilities management will be in operation for the site? While nobody can predict the future, building efficiencies into refurbishment projects can ensure they are aligned to the evolving needs of a modern fire service. Flexible spaces contribute to a resilient service.

An estate strategy can also consider how ‘healthy’ a building is, supporting wellbeing among staff and visitors through features such as acoustic comfort, better lighting and the integration of physical activity space.

Ultimately it is essential that public service buildings are operating efficiently, from the right location. Innovations and new solutions will help to shape the functional needs and operational delivery from stations although cost may limit to what extent they are adopted. What is for sure is that our fire authorities need to plan for these changes today.