Shashin Mishra of AiDASH explains how Biodiversity Net Gain (BNG) transforms public land, often viewed as a liability, into a measurable financial and environmental asset. By managing surplus holdings as habitat banks, local authorities can generate revenue through biodiversity units, support planning compliance, and secure long-term funding for land stewardship. The use of technology like AI and satellite data is crucial for generating the transparent, 30-year evidence trail

Adam Birchall, who led property matters during Cornwall's move to a Unitary system in 2009, shares the subsequent 16 years of integration and lessons learned, framed through 10 property assets. His key takeaways for councils undergoing LGR are that the transition day is "barely the first quarter mile" and the critical importance of "Learning to devolve and let go" —transferring assets like parks and libraries to capable local bodies, viewing property not as a spreadsheet entr

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

Tony Mulhall, Senior Specialist at RICS, analyses the impact of government policy on SME housebuilders, who have seen their share of new homes decline significantly since the GFC. He argues that achieving the ambitious target of 1.5 million new homes by summer 2029 is jeopardized by two primary, persistent barriers: delays in securing planning permission and a lack of resources in local planning authorities. Mulhall suggests that greater certainty in planning expectations and

Daniel Snape, a chartered building surveyor at Watts Group, provides a clear guide to façade management, which are the building's first line of defence and can account for up to 35% of construction costs. He details the advantages, disadvantages, and common defects of three major UK systems: traditional brickwork, curtain walling, and rainscreen cladding. Citing BSI BS 8210, he recommends a tiered inspection regime (Routine, Annual, Detailed—every 3 years) and outlines best p

Hannah McGinn, an Associate Partner at Carter Jonas, examines the government's proposal to streamline consultation on nationally significant infrastructure projects (NSIPs) to save time and money. While welcoming the ambition for a 'Clean Energy Powerhouse,' she cautions that "streamlining must not become a euphemism for sidelining". She argues that reducing consultation risks future public resistance and suggests improving the process through digital tools and a tiered appro

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.

The ACES team, led by President Dan Meek and Senior Vice President Alan Richards, successfully completed the grueling Public Sector Challenge – Peak Pursuit 2025 marathon route on September 5, 2025. The five-member team covered around 27 miles each, conquering five Peak District summits and adding over £1,200 to ACES' fundraising efforts for Cancer Research UK and the British Heart Foundation, pushing the total raised to nearly £4,900.

Retired chartered surveyor Simon Eades reflects on five decades of family holidays to Treyarnon Bay in North Cornwall, sharing fond memories of caravan stays and wooden surfboards. He examines the evolution of the area, noting the increase in coastal path development, the impact of second homes, and the transformation of nearby Padstow from a quiet fishing village to a bustling tourist hub.

Victoria Yeandle, a Chartered Town Planner, explores the paradox between the government's ambitious 1.5 million homes target and the disruption caused by local government reorganisation. While long-term benefits like pooled resources are possible, the short-term reality is that merging councils may abandon local plans and destabilise decision-making, likely delaying rather than expediting the planning process.

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.

Jen Lemen of Property Elite summarises the crucial and immediate changes to the new RICS APC Candidate and Counsellor Guides. Key updates cover backdating structured training (now up to 6 months), clarifying the difference between the diary and log book, setting a 2-year validity period for case studies, and establishing strict rules against using AI writing tools for submissions.

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.

Danni Foster, RICS Next Generation Manager, interviews Francesca Fowler-Walsh, Associate at Savills and UK Board member of RICS Matrics—the early career community for surveyors up to 10 years post-qualification. Francesca shares how the network, which offers peer support, CPD, and mentoring, provided a vital training ground for both technical and soft skills, opening doors by providing the confidence and network to choose which doors to open.

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.

Dave Pogson recounts a series of "coincidences of coincidences" stretching back 50 years to the start of his surveying career, centered around Plumpton Station Yard in Cumbria, unexpected encounters with his cousin, and near-misses with Willie Whitelaw.