The government has unveiled seven proposed locations for a new generation of new towns, signaling a major shift toward large-scale, infrastructure-led growth. From Milton Keynes to Victoria North, learn how this 21st-century placemaking mission aims to deliver up to 40,000 homes per site alongside integrated employment hubs.

Success in a live disposals programme depends less on identifying individual assets and more on commissioning the conditions in which delivery can happen effectively. Kathryn Hurlock outlines how to move from strategic intent to corporate change.

Francis Truss, Partner in the National Strategic Land team, argues that the next generation of new towns requires more than just ambition. To succeed where others have stalled, the government must place empowered development corporations at the heart of delivery to manage the decades-long cycles of infrastructure, land assembly, and social value.

Local authorities no longer carry every skill set in-house, making the public-private interface essential. Phil Farrell dives into the economics of consultancies, the pressure of fee-earning, and why mutual understanding is the key to a successful partnership.

In a significant victory for the museum sector, the Valuation Tribunal for England has reduced the Natural History Museum’s rateable value from £12.9 million to just £1. This ruling reaffirms that museums operating at a loss, despite receiving grant-in-aid, cannot attract a positive value for rating purposes.

As the public sector looks to repurpose its estate, the disposal of historic buildings presents a unique opportunity. From converting commercial heritage into 600,000+ new homes to community-led restorations like Bramley Baths, discover what makes a successful "new future" for old buildings.

Local Government Reorganisation (LGR) is more than administrative streamlining; it is a strategic catalyst. By aligning public sector assets with institutional capital and planning reform, authorities can move beyond "administrative neatening" to drive long-term economic transformation.

As property development viability faces a "classic trap" of high costs and sticky debt, the old playbook no longer works. Alex McKinlay, Head of Public Sector Land at Savills, explains why the shift toward long-term public-private partnerships—fusing public land with institutional capital—is the most credible route to unlocking regional growth and housing delivery in 2026.

Thirty years ago, I was made redundant from a commercial practice in Norwich. What followed was a second journey that took me from a private office overlooking the Cathedral to a career in local government and a long-awaited academic victory.

While councils have long established centralized procurement, contract management remains largely devolved. Natalia Silver explores the changing landscape, the impact of the Procurement Act, and how the Contract Management Pioneer Programme (CMPP) is driving value and culture change across local authorities.

To meet the UK's goal of delivering 1.5 million homes, local authorities must move beyond simple numerical targets. By aligning housing delivery with demographic realities—such as the 33.8-year average age of first-time buyers and an ageing population—councils can create sustainable communities that support both economic growth and social wellbeing.

Local Government Reform often focuses on finance and staffing, but sidelining property professionals early on is a critical mistake. Discover why property experts are the foundational strategic partners needed to turn ambitious unitary authority plans into realistic, financially sound realities.

Local authorities currently control over £41bn in property assets, but high borrowing costs and geographic restrictions have brought new acquisitions to a standstill. As LGPS pooling nears completion and market sentiment improves, we look at why the "stalemate" in regional offices and shopping centers may finally break in late 2026.

The long-standing approach to local authority asset revaluation is facing its biggest shift in years. As CIPFA/LASAAC moves from viewing indices as optional tools to making indexation effectively mandatory, valuers and accountants must now navigate new requirements for quinquennial cycles, desktop revaluations, and the challenges of selecting appropriate indices.

As Build to Rent moves from a niche market to a vital housing solution, the sector faces a landscape of legislative clarity in England and strategic reversals in Scotland. This article examines the critical need for public-private collaboration to unlock the 64,000 consented homes currently stalled in the UK pipeline.

Regen Partner’s Healthy Living Hub model offers a sustainable solution to the UK housing and social care crisis. By combining multi-generational extra care housing with wellness facilities, this model helps councils reduce hospital admissions and social care bills while protecting public capital.

With the 2026 Rating List approaching, property professionals must prepare for significant shifts in business rates. From a 19.2% increase in total Rating List value to new multipliers for the retail, hospitality, and leisure sectors, Chris Grose provides a comprehensive rundown of the upcoming implications for both public and private sector bodies.

Councils are facing a "crowded list of priorities" as they balance severe funding pressures with national mandates for housing and net zero. This summary of the 2026 "Unlocking the Public Estate" report explores practical steps for local authorities to transform their portfolios despite limited capacity and data gaps.

Fewer than 40% of local planning authorities have up-to-date plans. As the government pushes for faster plan-making alongside local government reorganisation, Nick Diment examines if these two objectives can be reconciled without compromising quality.

Kim Grieveson of Avison Young led an ACES National Conference panel discussing how to attract and retain young talent in public sector real estate. The discussion, featuring voices from academia and local government, highlighted barriers like the "local authority badge" perception and suggested solutions like ACES-coordinated university presence, promoting work-life balance and work breadth, and the development of pan-local authority graduate schemes.