Six Years of Strategic Transformation: Transforming into a Modern, Sustainable and People Focused Fire Estate
Over the past six years, Hampshire & Isle of Wight Fire & Rescue Service (HIWFRS) has delivered one of the most significant periods of estate modernisation in its history. Across 62 sites—including fire stations, specialist training facilities, fleet workshops, and a shared headquarters—the Service has undertaken a comprehensive effort to create an estate that is safer, more inclusive, more sustainable, and better aligned to the needs of a modern fire and rescue service.
Anchored in a clear asset management philosophy and underpinned by the Five Estate Design Principles, this work has reshaped how HIWFRS manages, invests in and uses its estate. The result is a more resilient, data driven, strategically aligned estate capable of supporting frontline services long into the future.
A Strategy Aligned to Purpose and Long-Term Need
HIWFRS’ estate transformation journey began with the adoption of a comprehensive Asset Management Policy, setting out a whole-life, whole-asset approach. By linking estate decisions directly to the Safety Plan, the Service ensured that buildings, equipment, and facilities are not considered in isolation but as interdependent parts of operational capability, staff wellbeing, and financially sustainable.
This approach was tested early when Hampshire and the Isle of Wight combined into a single Fire Authority. A complete condition and data review of 61 stations provided the evidence base for prioritising investment, identifying risks, and establishing a consistent standard across the enlarged estate portfolio. The Service used this baseline to deliver targeted investment programmes, improved compliance, reshape capital delivery processes and embed a culture of informed, evidence-based decision-making.
The Five Estate Design Principles: A Consistent Blueprint for Every Site
A defining feature of HIWFRS’ strategy has been the development and implementation of the Five Estate Design Principles. These principles ensure every site—whether a full rebuild, refurbishment, or smaller operational upgrade—delivers consistently against strategic requirements.
1. Support Core Service Functionality
The estate must enable effective operational response. Across the last six years, HIWFRS has integrated this principle through improvements to appliance bays, emergency egress routes, on‑site specialist training facilities, and station layouts. Investments have prioritised resilience, safe vehicle movement, and flexible spaces that adapt to evolving operational models.
2. Enable Partnerships and Income Generation
Many HIWFRS sites now host co-located blue-light partners, local authority teams, and community facing services. By designing stations with shared spaces and drop-in offices, the Service has increased utilisation and generated income that can be reinvested back into the estate.
3. Provide a Healthy and Inclusive Workplace
This principle has been a major driver of the Retrospective Design Principles (RDP) programme. The focus on improved fireground contamination control, individual welfare facilities, wellbeing spaces and improved zoning for operational areas reflects HIWFRS’ commitment to staff health, dignity, diversity and inclusion.
4. Ensure Sites Are Physically Secure
As a Category 1 responder and critical infrastructure operator, the estate must maintain robust physical security. Over recent years, this has included investment in upgraded access control systems, improved perimeter protection, better lighting, and integration of security requirements into all major station designs.
5. Are Simple, Robust and Sustainable
The Station Investment Programme (SIP) has targeted investment into the estate where it has been most needed. To achieve this, HIWFRS has prioritised durable materials, energy-efficient systems, and designs that minimise lifecycle cost. The Service’s carbon reduction programme and the introduction of sustainability standards across projects reflect this commitment.
Using Asset Data to Drive Better Decisions
One of the most significant developments during this period has been the strengthening of HIWFRS’ asset data capability. The Service undertook a full asset data verification and enhancements to its CAFM system, enabling:
- reliable condition data
- accurate statutory compliance tracking
- improved reporting and trend analysis
- better forecasting of lifecycle costs
- informed prioritisation of capital works
This shift has allowed the Service to move from reactive estate management to proactive planning, enabling targeted investment where risk, operational criticality, and value intersect.
Asset data has also been central to the RDP programme. Stations were graded against the Design Principles, identifying gaps in contamination control, inclusivity and physical condition. This systematic approach ensured investment was prioritised based on evidence, not just age or anecdotal need.
Capital Programmes That Target What Matters Most
HIWFRS has delivered a substantial capital investment programme across the last six years—ranging from major new-build stations to refurbishments designed to uplift critical areas of existing sites.
Key achievements include:
- SIP, delivering modern, operationally efficient new-build fire stations that embody all Five Design Principles.
- The RDP refurbishment programme, upgrading wholetime stations to improve contamination control and inclusive facilities.
- Carbon reduction programme, investing in renewable technology such as PV and battery back-up, improving energy systems, heating, ventilation, and lighting.
- Improved governance, ensuring each business case aligns to strategic principles, delivers value for money, and is supported by accurate asset data.
Through standardisation—such as the use of a employees requirements (ER’s) consistent design templates and recurring specialists—HIWFRS has achieved economies of scale, reduced construction complexity, and improved long-term maintainability.‑term maintainability. The team have been successful in delivery; this is credit to them in moving from design and stakeholder engagement and through to construction. Building a brand-new fire station within budget during the Ukraine war and high levels of inflation evidences the teams desire to deliver for front line firefighters.
Culture: The Engine Behind the Strategy
At the heart of this transformation has been the people delivering it. HIWFRS has intentionally built a values-led, professionally capable, collaborative estates function. Key aspects include:
- Development of in‑house maintenance capability, reducing reliance on external contractors.
- Expansion of specialist roles in sustainability, fire contamination mitigation, project delivery, and asset management.
- Strong partnerships with Operations, Fleet, ICT, and external partners.
- A culture of engagement—ensuring station personnel are involved in shaping refurbishments, designs, and operational requirements.
- Commitment to continuous improvement, with staff taking ownership of standards, design principles, compliance controls and performance insights.
This cultural shift has ensured that the estate strategy is lived as well as written—reflected in decision-making, daily practice, and a shared understanding of what a modern fire estate must deliver.
A Sustainable Estate for the Next Generation
As the Service looks ahead to 2030 and beyond, it does so with a clearer strategy, stronger asset data, more resilient infrastructure, and a unified design philosophy. HIWFRS estate is:
- Operationally aligned — supporting effective emergency response and prevention.
- Financially sustainable — reducing lifecycle cost and increasing income potential.
- Inclusive and safe — providing dignified, healthy and accessible workplaces for all.
- Environmentally responsible — reducing carbon footprint, improving energy efficiency, and supporting the Service’s long-term net zero pathway.
- Future-ready — adaptable to new technology, changing risks, and evolving workforce needs
Conclusion
The past six years have shown what is possible when a fire and rescue service invests in its estate with purpose, clarity and strong governance. HIWFRS’ use of consistent design principles, reliable asset data, strategic capital programmes, and a values-driven team culture has delivered an estate that not only supports operational excellence today but sets a strong foundation for future generations.
Arron Hedges – HIWFRS Head of Property & Facilities
With over 20 years of experience in workplace services, I have a blend of private and public-sector experience, having previously worked at CBRE, ENGIE and Telereal Trillium. Most recently, I headed up the P&F department at HIWFRS, and, most notably, my team delivered the new Cosham fire station, first-generation outsourced FM services, and improved healthy and inclusive facilities for front-line teams.
For more information please visit website hantsfire.gov.uk/