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.

The Economic Crime and Corporate Transparency Act 2023 introduced a new "failure to prevent fraud" corporate criminal offense, effective September 1, 2025. Legal experts Emma Tubb and Daniel Irving review the strict liability offense, which applies to large organizations (including public bodies) that fail to prevent an associated person from committing fraud to benefit the organization. The article outlines the six guiding principles for implementing reasonable fraud prevent

Kate Deakin, Director of Apprenticeships at the University of the Built Environment (UBE), explains how degree apprenticeships are future-proofing government expertise by combating skills shortages. UBE's flexible, fully online, accredited programs—which lead to professional recognition like RICS membership—are being used by departments like the VOA and Ministry of Defence to build in-house talent pipelines, increase diversity, and align workforce skills with national priorit

An anonymous "insider" explores the government’s dual plan for devolution and Local Government Reorganisation (LGR) in England, which aims to create new Mayoral Authorities and Unitary Councils. The article focuses on the critical, practical impact these changes have on property professionals, detailing key challenges like property asset transfer, system updates, and preparing for the Structural Change Order.

Malcolm Williams, ACES Course Coordinator, recounts the successful evolution of the Diploma in Strategic Asset Management, a collaboration between ACES and CIPFA now in its eleventh iteration. The article features an interview with recent graduate Graham Tombs of Torbay and South Devon NHS Foundation Trust, who praises the course for shifting his mindset from operational fixes to using assets as strategic enablers for better public service outcomes.

Richard Allen, a former ACES President, questions whether Community Asset Transfer (CAT) is a policy "inherently destined to fail," given the struggles of high-profile cases like the Lenton Centre and St Ann’s Allotments in Nottingham. He argues that while CAT is vital for community empowerment, success hinges on robust local authority support, long-term leases, and addressing the growing challenge of volunteer shortages in community groups.

Brian Thompson and Peter Beer detail the experience of the West Midlands Combined Authority (WMCA) as one of five locations awarded funding for the innovative Place Pilot Programme in 2022. Designed as a test bed for scalable collaborative asset management beyond routine One Public Estate (OPE) projects, the programme successfully fostered regional collaboration, updated key documents like the Public Land Charter, and unlocked novel projects, proving the power of a regional,

Guy Brett of Watling Consulting compares a 1999 government study with a 2025 pulse survey, finding that despite a decisive shift toward corporate control of assets, the lack of decision-grade data and constrained capacity are severely hindering progress in unlocking the public estate. He provides six effective changes councils can make this year, emphasizing a shift from site-by-site to programmed phasing and service-led pipelines to manage mounting pressures like LGR and dec

Maddie Chelsom, an Associate at Knight Frank, argues that estate strategies are now "strategic imperatives" for the public sector. She outlines four key drivers for renewal—financial efficiency, service transformation, climate commitments, and place leadership—and details the critical success factors of a good strategy, including strategic alignment, data-driven insight, and robust financial modelling to ensure deliverability and secure senior buy-in.

Chartered Surveyor Laura Boutle argues that the public estate is a powerful lever for resilience and growth, challenging the status quo by insisting on aligning property with purpose. Following on from Richard Gawthorpe’s article, she identifies two "golden threads" for unlocking potential: regular, structured stakeholder engagement to define community need and investing in a comprehensive asset register—the "engine room of effective estate strategy."

Richard Gawthorpe of the Norse Group argues that facing a new reality of financial pressure and reorganisation, local authorities must shift their mindset from viewing public estates as liabilities to seeing them as engines of fiscal resilience and growth. He advocates for bold leadership, strategic repurposing (like converting offices to housing), and using innovative financing tools like joint ventures to generate revenue while retaining strategic control.

Iain Mulvey, an experienced regeneration and business development professional, examines the implications of Local Government Pension Service (LGPS) reform for real estate, highlighting its potential to impact long-term property investment strategies.

Rob Burke, Lead Director for Building Surveying at Watts Group, discusses the complex challenges of real estate in the NHS. He highlights how consultants support health service managers in managing diverse properties, from major new builds to routine maintenance, while addressing unique clinical requirements, social impact goals, and financial constraints.

Andrew Ewbank of Avison Young celebrates a decade of Espresso Briefings, their free CPD series for public sector estates professionals. The article highlights the anniversary event, which revisited the impact of the Elizabeth Line, and lists a wide range of topics covered over 60+ sessions, emphasizing their value in continuous learning.

Richard Gawthorpe of Local Partnerships explores how public sector organizations can reimagine urban asset management to unlock value from their estates, focusing on collaborative working, data-driven strategies, and aligning property functions with service delivery.

Richard Allen, a long-serving honorary member and former President of ACES, reflects on his 35-year career at Nottingham City Council and the "legacy" he left, exploring themes of leadership, knowledge, and the evolving role of chief estate surveyors in the public sector.