Public Sector Estates 2.0

Blog summary: Future-proofing the public sector estate: insights from the “Estates 2.0” Webinar

As demands on public services evolve, the pressure to modernise public sector estates has never been greater. That was the central theme of “Estates 2.0: How to Future-Proof the Public Sector Estate”, Gov News' final webinar of 2024, bringing together a panel of sector leaders to explore how the UK's public estate can meet future operational, environmental and technological needs.

Setting the scene

Hosted by Mark Blanchard, Founder and Director of Gov News, the event gathered over 150 registrants from across central and local government, NHS Trusts, blue-light services and the education sector. The session also marked the launch of an accompanying whitepaper, available to all attendees.

The panel featured:

• Javier Nunes, Smart Place Digital Innovation Lead, Bournemouth, Christchurch and Poole Council

• Michael O'Sullivan, Deputy Head of Estates (Fire Safety & Compliance), St George's University Hospitals NHS Foundation Trust

• Tim Peak, Senior Property Analyst, UK Parliament

• Matt Hickley, Public Sector Lead, Concerto, part of the Bellrock 

Key takeaway #1: Predictive data, the bedrock of estate transformation

Javier Nunes opened with a powerful message: public sector estates need to move from reactive to predictive. Citing housing damp and mould issues as an example, he explained that traditional stock surveys and resident reports aren't enough. Instead, councils must harness real-time data and sensor technology to detect patterns and intervene early.

This, Javier stressed, requires establishing data governance, clarity on data ownership and collaboration across departments.

“We cannot create meaningful solutions without meaningful data,” he concluded.

Key takeaway #2: Digital skills and workforce readiness

Matt Hickley emphasised the growing “digital skills gap” in the public estate sector. The speed at which technology is advancing, particularly in IoT, smart buildings, and AI, is outpacing the workforce's capacity to adopt it.

Matt introduced the concept of “purple people” individuals who blend business acumen and digital skills and called for investment in both new talent (via apprenticeships) and upskilling existing staff. Without this, he warned, “people will be left behind.”

Key takeaway #3: Adapting to hybrid and flexible working

Tim Peak, speaking from the unique context of the UK Parliament, described how hybrid working has reshaped office requirements. For organisations with complex legacy buildings, such as Parliament, reconfiguring space is not simply a case of rationalising for savings but about aligning estates with how teams now actually work.

He noted that traditional one-desk-per-person setups no longer reflect modern use, yet acknowledged that changing cultural habits is often more difficult than altering physical space. “Optimisation, not just rationalisation,” should be the aim.

Key takeaway #4: Funding realities and incremental innovation

In the NHS, as Michael O'Sullivan explained, the challenge is not just size but operational urgency. Hospitals must remain fully functional, even as estates evolve. Funding remains a major constraint.

“You want a Rolls-Royce, but you often get a Mini,” Michael quipped.

Yet his experience showed how internal teams and cross-department coordination could implement change incrementally, from fire safety to high-voltage systems, without compromising patient safety.

Javier expanded on this from a local authority view, explaining how his team funds pilot innovation projects with grants (from LEPs or DLUHC), then seeks private sector partnerships to scale up successful initiatives.

Key takeaway #5: Cross-sector collaboration and shared challenges

A major discussion theme was the potential for collaborative estate strategies across government bodies. While governance and organisational silos remain challenges, examples like the Boscombe Regeneration Project, led by BCP Council, showed the value of joined-up working between social services, commercial partners and digital innovators.

Key takeaway #6: Technology and AI as enablers, not end goals

In the concluding demo, Matt Hickley showcased Concerto's a powerful IWMS for lifecycle property and asset management. The platform integrates:

• Estate and lease data

• Maintenance schedules

• Energy and compliance reporting

• CAD/BIM integration

• And emerging AI capabilities

Matt demonstrated how AI could interrogate complex data sets (e.g. condition surveys) to prioritise spending or assess risks while emphasising that human expertise is still required to interpret insights.

"AI doesn't replace strategic judgement, it enhances it," he sai

Final thoughts: Towards a resilient, data-driven future

The discussion closed with a clear consensus: future-proofing the public estate is about more than new buildings or flashy tools. It demands a strategic shift towards data-driven decision-making, workforce readiness, sustainable practices and cross-sector collaboration.