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BETTESWORTHConstruction
business continuity

How to plan a fire station refurbishment while keeping emergency services operational

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A fire station can sometimes remain operational during refurbishment, but neither occupation nor closure is automatically the right answer. The defensible choice follows a local review of community risk, response cover, station layout, nearby capacity, staffing, appliance availability and construction hazards. Treat the work as two linked projects: a building project and a controlled operational change.

Start by defining the emergency functions that must continue, test phased and decant options against those functions, write construction and business-continuity controls before work starts, and exercise the arrangements before the first shift is affected. The Fire Standards Board’s Operational Preparedness standard expects services to align cover models, resources, equipment and training with risk assessments. Its Emergency Preparedness and Resilience standard requires business-continuity plans for all critical functions.

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1. Define what must remain operational

Do not begin with a construction sequence. Begin with the service outcome. A station may provide more than appliance parking and crew accommodation, and each function may have a different tolerance for disruption.

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Map the station’s critical functions

Record which of the following are delivered from the building and when they are needed:

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  • Crews, duty systems and immediate mobilisation.
  • Appliances, specialist vehicles and reserve arrangements.
  • Personal protective equipment, breathing-apparatus equipment and other operational stores.
  • Information, communications, IT, welfare and secure access systems.
  • Training, familiarisation and fitness facilities.
  • Maintenance, cleaning, decontamination or partner activities.

For each function, state the minimum acceptable service, the maximum interruption, the people responsible and the alternative location or process. This creates a requirements schedule that designers and contractors can use instead of assuming that “the station remains open” is a sufficient brief.

Set the risk and cover baseline

Use the authority’s community-risk assessment and operational plan to establish the cover that must be maintained during every phase. Review appliance availability, crewing, specialist capability, neighbouring-station capacity, mobilising arrangements and training requirements. The Fire Standards Board’s Operational Preparedness standard was first approved on 15 February 2021 and the page records a last issue of 5 December 2025. It calls for an operational strategy based on community risk and appropriate risk assessments, with cover models, resources, equipment and training reviewed against those assessments.

Document the baseline before comparing construction options. Without it, a receiving station may appear to have spare space while lacking the crew, appliance slots, equipment storage or mobilisation arrangements needed to provide equivalent cover.

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2. Survey the station and the proposed work

Check functional suitability, not just defects

Commission condition, measured-building, structural, hazardous-materials, services and fire-safety surveys appropriate to the building and scope. Overlay the results on an operational plan showing appliance movements, crew routes, secure zones, stores, escape routes and access for emergency response.

Government guidance on fire and rescue service building design, published on 19 December 2007, notes that older stations may no longer meet functional needs while also having architectural or historic distinction. Use that guidance as a planning reference, then verify current building regulations, fire-safety law, accessibility requirements, heritage consents and technical standards for the project. A listed or locally significant station may require approvals and specialist methods that change both programme and phasing.

Identify construction constraints that affect response

Mark every proposed change that could alter response readiness: appliance doors and aprons, turnout routes, stairs, access control, power, ventilation, drainage, alarm systems, communications, water supplies, equipment stores and sleeping or welfare areas. Identify noisy, dusty, hot, wet, vibrating or hazardous activities and the points at which they could make a function unavailable.

Produce a phase-by-phase logistics plan. It should show contractor access, deliveries, hoarding, welfare, waste removal, emergency-vehicle routes, pedestrian segregation, fire points and the location of temporary services. Keep an unambiguous route for appliances and crews at all times unless the approved continuity plan provides an alternative.

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3. Plan construction fire safety before work starts

Construction introduces changing fire loads, temporary electrics, combustible materials, openings in compartments and unfamiliar people in a building that may still be occupied. HSE says general fire precautions should be considered at design stage and throughout the project. Its guidance identifies emergency plans, alarms, compartmentation, escape routes and fire-fighting provision as matters to address as the work changes.

HSE’s required planning principle is explicit: “The significant findings of the risk assessment along with the fire precautions and emergency arrangements should be written in the construction phase plan before work starts on site.” Make that plan a live control document, not a tender appendix.

Define controls for each phase

  • Separate construction and operational areas with robust, maintained barriers and controlled doors.
  • Preserve or replace fire-resisting construction wherever walls, ceilings, doors or service penetrations are opened.
  • Provide suitable alarm coverage and a tested method for raising an alarm to both crews and contractors.
  • Keep escape routes available, signed and illuminated; agree the response if a route must be temporarily closed.
  • Provide appropriate fire-fighting equipment and access for responding crews, taking account of changed layouts and water supplies.
  • Control hot work, temporary heating, charging, storage of combustibles and shutdowns of detection or suppression systems.
  • Record daily changes that affect access, compartmentation, alarms or emergency arrangements and brief every affected shift.

Assign a competent person to coordinate construction fire precautions with the station’s operational lead. Reassess whenever the sequence, contractor, temporary accommodation or service isolation changes.

4. Compare the available delivery arrangements

There is no evidence that every station must stay occupied or that every refurbishment should close the station. Compare feasible arrangements against operational risk and construction safety, rather than selecting the method that is simplest for the contractor.

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Arrangement When it may work Questions that must be answered
Phased work in an occupied station The building can be divided into safe, secure zones and critical functions can be maintained or temporarily moved within the site. Can appliance and crew routes, escape, alarms, fire separation, welfare and equipment access remain reliable in every phase? What happens during high-risk activities or service shutdowns?
Temporary decant to one or more locations Construction hazards or the layout make safe occupation impracticable, and nearby capacity can support the displaced functions. Can receiving sites accommodate crews, appliances, equipment, training, welfare and mobilisation requirements without weakening local cover?
Hybrid or short-term relocation Some functions can remain while particular crews, appliances, stores or facilities move for defined periods. Are responsibilities, triggers, access arrangements, communications and return dates clear for each move?

Use a documented decision test

For each option, describe the effect on local response cover, resilience and operational responsibilities; receiving capacity and facilities; safe separation and construction access; staffing, equipment and systems; disruption to training and welfare; heritage constraints; cost and programme risk; and the ability to exercise and manage the arrangement. Record assumptions, dependencies and the decision owner.

The sources support these comparison axes but do not provide a universal numerical scoring model. If the authority uses a scorecard, publish the weighting and show how a high consequence to response cover can outweigh a shorter construction programme.

5. If the station stays occupied, design the phases around operations

Pre-start and enabling works

  1. Confirm the approved operational outcome, duty arrangements, appliance positions and temporary routes.
  2. Complete surveys, design reviews, permits, fire-risk assessments and the construction phase plan.
  3. Install hoarding, access control, temporary services, signage and monitoring before intrusive work begins.
  4. Brief crews, control-room or mobilising staff, contractors and visitors; test the contact and escalation chain.

Operationally sensitive works

Schedule shutdowns and disruptive activities around the duty system only when the risk assessment confirms that the remaining arrangement is adequate. Establish a written permit for isolating power, water, alarms, communications or access controls. State who can authorise the isolation, what compensating measures apply, how crews are notified and the exact condition for restoration.

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Keep equipment that is needed for immediate response in a known, accessible location. If a store moves, update inventories, labels, appliance checks, cleaning arrangements and familiarisation training. A technically complete room is not operationally complete until crews can find and use its contents under time pressure.

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High-risk or incompatible activities

Where dust, fumes, fire load, vibration, loss of compartmentation or restricted escape cannot be controlled to an acceptable level, stop treating occupation as the default. Move the affected function temporarily or use a full decant for that phase. Define a physical handover between operational and construction zones at the start and end of each shift.

Daily control

  • Hold a short coordination briefing covering the day’s work, access changes, isolations, alarms, escape routes and emergency contacts.
  • Inspect barriers, doors, routes, signage, alarms and fire-fighting equipment.
  • Record defects, owners and restoration times; escalate any condition that could reduce response capability.
  • Review the next phase early enough to relocate equipment, alter staffing or amend the continuity plan.

6. If crews decant, protect the receiving arrangement

A decant is an operational project, not merely a move of beds and lockers. Assess every receiving station or temporary site against the same risk baseline used for the original station.

Capacity and compatibility checks

  • Appliance bays, turning movements, doors, fuel and charging arrangements.
  • Crewing, sleeping, welfare, changing, drying and decontamination facilities.
  • Secure storage for operational equipment and hazardous substances.
  • Mobilisation, communications, IT, access control and records.
  • Training, familiarisation and local travel implications.
  • Interfaces with the host station’s own crews, appliances and emergency procedures.

Set a start date, trigger, authority and fallback for the move. Issue a simple station plan and equipment-location schedule, then run a practical familiarisation session before the first operational shift. If more than one receiving location is used, identify which function belongs at each site and who coordinates the overall arrangement.

7. Build and exercise the continuity plan

The Fire Standards Board’s Emergency Preparedness and Resilience standard states: “A fire and rescue service must have business continuity plans (BCP) in place relating to all critical functions.” The page records first approval on 30 May 2022, a last review on 31 July 2026 and that the standard is under review. Use the current version and the authority’s own obligations when approving the project.

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Include the decisions people need under pressure

The plan should identify critical functions, responsible decision-makers, invocation criteria, contacts, communications, alternative locations, minimum staffing, equipment and systems, supplier dependencies, escalation routes and recovery priorities. Coordinate with relevant local partners and neighbouring services where the arrangement affects shared cover or facilities.

Exercise before relying on the plan

Run a tabletop exercise for loss of a route, alarm or power; a practical move of crews and equipment; and a scenario in which construction overruns or a temporary site becomes unavailable. Capture actions, owners and deadlines. The standard calls for periodic review and exercise, so repeat the exercise when a phase, contractor, temporary location or operational assumption changes.

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8. Govern change throughout the project

Set up a joint board with operational, estates, design, construction, health-and-safety, finance and communications leads. Give it authority to pause work or change the arrangement when a control is no longer credible.

Use formal change control for any alteration to phasing, temporary accommodation, access, fire protection, equipment location, staffing, appliance availability or project timing. Each change record should state the new hazard, affected function, risk assessment, mitigation, approver, briefing requirement and review date. HSE’s emphasis on changing construction risks and the Fire Standards Board’s emphasis on risk-based operational planning make this connection essential.

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Keep one current drawing and one current operational notice for each phase. Remove superseded plans from noticeboards, appliances and contractor welfare areas. A correct plan that is not the plan people use is a control failure.

9. Recommission and transition back

Do not treat practical completion as the moment normal operations resume. Define acceptance criteria with the competent design, construction and operational leads before work begins.

  • Confirm that the building, fire precautions, alarms, access controls, communications and essential services are complete, tested and suitable for intended use.
  • Verify appliance movements, turnout routes, escape routes, equipment stores and welfare facilities in realistic operating conditions.
  • Return, inspect and inventory equipment; update locations, labels, records and maintenance arrangements.
  • Brief every duty group and contractor on the final layout and any residual restrictions.
  • Stand down temporary measures only after the permanent controls are functioning.
  • Close outstanding defects through an agreed owner and risk-based handover process.

Keep a short post-occupancy review to capture operational lessons, defects that recur and improvements for the next station project.

10. What the Lambeth example shows—and what it does not

London Fire Brigade’s official Lambeth project page describes a planned closure during construction, with crews moving to Clapham and Chelsea stations. It describes new equipment stores and workspaces, refurbished firefighter accommodation, training improvements and measures to preserve historic features in a Grade II listed building. The page states that its particular plan will not affect response times or resilience.

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The planned closure is listed as Winter 2026/27 and marked TBC, so timing and status may change. The project demonstrates that a decant can be a considered solution; it does not establish a response-time guarantee or prove that the same arrangement is suitable elsewhere. Local risk, receiving capacity, geography, staffing and building constraints still have to be demonstrated.

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11. Common failure modes and practical fixes

Choosing occupation or closure before assessing risk

Fix: establish the response baseline and compare at least the feasible arrangements with recorded assumptions and decision criteria.

Calling a station “open” when a critical function is unavailable

Fix: define minimum service for crews, appliances, equipment, mobilisation, welfare and training, then test each phase against it.

Leaving construction fire safety to the site team after design

Fix: put significant findings, precautions and emergency arrangements in the construction phase plan before work starts and review them as the work changes.

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Moving equipment without changing operational practice

Fix: update inventories and station plans, run familiarisation, and verify that crews can retrieve and return equipment under realistic conditions.

Assuming a neighbouring station has spare capacity

Fix: check bays, crews, facilities, mobilisation, storage and the host station’s own cover; test the arrangement before the move.

Failing to exercise the continuity plan

Fix: run tabletop and practical exercises, assign corrective actions and repeat them after material changes.

Using old design guidance as current compliance evidence

Fix: use the 2007 government guidance for planning context only and confirm current legal, technical, accessibility and heritage requirements independently.

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12. A decision checklist for the project board

  • Has the community-risk and operational-cover baseline been approved?
  • Are all station functions, minimum service levels and dependencies identified?
  • Have condition, structural, services, hazardous-materials, fire and heritage constraints been surveyed?
  • Have phased occupation, decant and hybrid arrangements been compared against the same criteria?
  • Is a safe appliance, crew, escape and contractor-access plan drawn for every phase?
  • Are construction fire precautions, emergency arrangements and significant risk findings in the construction phase plan before site work?
  • Does the business-continuity plan have invocation triggers, decision-makers, communications, alternatives and fallback arrangements?
  • Has the arrangement been exercised with crews, host stations, contractors and relevant partners?
  • Is there formal change control for phasing, isolations, temporary sites, equipment and staffing?
  • Are recommissioning tests, briefings and stand-down criteria agreed before handover?

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