Lights. Sirens. Stories. Talking estates strategy with Humberside Police.

Behind the scenes of blue light estates: A modern strategy for Humberside Police and Fire Services

In this episode of our podcast series on modern estate strategies, we explore how public sector estates are being transformed to meet 21st-century demands, focusing this time on the Blue Light sector. Hosted by Matt Hickley from Bellrock and our special guest, Mark Blenkinsop, Head of Joint Estates at Humberside Police and Humberside Fire and Rescue.

Here's a breakdown of the highlights and learnings from our in-depth conversation.

Meet the guest: Mark Blenkinsop

Mark brings nearly 25 years of experience in facilities management and corporate real estate. His journey took him from telecoms in the private sector to heading estates in the public sector. Today, he leads a unique collaboration, managing the combined estate of both Humberside Police and Fire Services.

This collaboration, established in 2018, encompasses around 100 buildings across the region, supporting operational and strategic needs of both services.

The current estate landscape

The police estate has seen significant investment over the past decade, including a major £40 million site opened in 2022. In contrast, the fire estate is largely made up of legacy buildings many dating back to the 1950s and 60s that haven't seen comparable updates.

Modernising these fire stations is now a top priority, especially as they need to support a more diverse workforce and meet evolving standards for safety, accessibility and dignity.

Managing two blue light services: unique challenges

From rapidly changing operational needs in policing to outdated fire station infrastructure, Mark highlighted how each service presents unique estate management challenges. For instance:

Policing needs are fluid, impacted by government policies like officer uplifts, which demand scalable training and welfare spaces.
Fire stations must be retrofitted or rebuilt to accommodate a growing number of female firefighters and modern welfare requirements.

The pressure is not just about buildings, it's about enabling frontline workers to do their jobs safely and effectively.

The power of data and digital tools

Mark shared how a big part of the modernisation effort lies in embracing data-driven estate management. From asset tagging with QR codes to using telemetry to track fleet usage, the focus is shifting toward smarter, more proactive facilities management.

One exciting project is the use of digital twins; high-resolution 3D models of entire buildings that allow teams to simulate energy performance, identify heat loss and plan retrofits or upgrades. These tools are not only cost-saving but vital for driving toward sustainability and net zero targets.

A path to net zero

Sustainability isn't an add-on. It's central to Mark's vision. With successful applications for government, Humberside is implementing real-world changes: solar panels, heat pumps, insulation upgrades and more.

To support these goals, they've engaged external consultants because, as Mark candidly put it, “you can't do it alone.” Expertise is needed to assess the estate, shape a roadmap and ensure carbon reduction goals are not only set, but achieved.

Frontline impact: real improvements for real people

So, what does this mean for staff?

Mark believes that wellbeing and dignity should be at the heart of estate transformation. Improvements such as 24/7 catering facilities, better decompression rooms for control room staff and inclusive spaces are making a visible difference to day-to-day life on the job.

In the fire estate, focus has been on ensuring gender equality in facilities, including proper changing rooms and welfare areas for all.

These aren't “nice-to-haves.” They're fundamental to attracting, supporting and retaining high-performing frontline staff.

Looking to the future: agile, data-led and people-focused

Mark's five-year vision is bold but practical: a fully agile, digitally enabled estate that supports both operational effectiveness and workforce wellbeing. That means:

Smarter use of buildings, potentially consolidating where appropriate
Embracing flexible and hybrid working (where roles allow)
Investing in infrastructure that reduces costs while improving sustainability
Building a culture that prioritises both people and performance

And crucially, communicating those changes to communities, so public confidence remains high even as services modernise.

Final thoughts: shining a light on estate teams

When asked what he wished more people understood about his work, Mark didn't hesitate: estate teams often operate as the “backstage crew” only noticed when something breaks. But behind the scenes, they are managing complex systems, compliance obligations and long-term strategy.

Facilities and estates management is not just about lights and heating. It's about enabling police officers and firefighters to serve the public effectively and safely. And that deserves recognition.