Strategic Advice

Every strategy depends on good data, and many estates don't have it. Records are incomplete, leases are missing, and nobody is quite sure what's owned, occupied or let. We audit portfolios to verify what exists on the ground against what the records say, confirming ownership, occupation, tenure, condition and key lease information. The result is a reliable asset register that decisions, reporting and procurement can be built on.

With the facts established, we look at how the estate is performing. We review individual properties and whole portfolios for running costs, condition, compliance, risk, space use and how well each building supports the service or business it houses. For health and other public sector estates, this can follow the six facet survey approach. The outcome is a clear evidence base showing where property is working for you and where it isn't.

An estate strategy sets out where the estate needs to be; a Strategic Asset Management Plan sets out how each asset gets there. We look beyond day-to-day management to how every property will perform over time, anticipating lease expiries, rent reviews, break options, renewals, capital works, income changes and shifting occupational needs. We also consider how each property fits within the wider estate. Our plans are practical, evidence-based and deliverable, giving you a clear basis for decisions on retention, investment, disposal, redevelopment, lease restructuring and occupation.

Most estates carry buildings they no longer need, or need in a different form. We identify opportunities to consolidate, co-locate, dispose or repurpose property, weighing savings and capital receipts against service needs, stakeholder impact and delivery risk. The aim is a smaller, better estate that costs less to run and works harder for the organisation.

Clear policy makes good property decisions repeatable. We help organisations write or refresh property policies and procedures covering acquisitions, disposals, leasing, community asset transfers, rent setting, delegated authority and governance. The result is decisions that are consistent, defensible and aligned with wider corporate objectives.

Decisions about holding, letting or selling depend on where the market is heading, not just where it is today. We analyse local and sector market conditions, rental evidence, demand and supply, and give a reasoned view of likely rental and capital trends. That gives you a realistic basis for budgets, business cases and asset plans.

Before committing to a project, you need to know whether it stacks up. We test whether a proposal is practical, achievable and commercially realistic, reviewing site constraints, planning considerations, market position, occupational demand, income potential, costs and risk. Where there are several routes, we compare the options side by side. Where a scheme works, we show why; where it doesn't, we say so early, and where possible identify what would make it work.

We prepare development appraisals to establish land value, profit and funding requirements, and investment appraisals to assess return, risk and value over the holding period. For public bodies in particular, we can extend this to whole life appraisals that bring together capital costs, running costs, maintenance, lifecycle replacement and income over the life of an asset. That shows the true cost of each option, not just the upfront price.

Many schemes can't, or shouldn't, be delivered alone. We advise on the right delivery route, whether that's an outright sale, a development agreement, a joint venture or another partnering structure. We balance control, risk, reward and the landowner's longer-term objectives, and support negotiations with prospective partners so the deal protects your interests throughout.

Once a scheme is under way, landowners and funders need confidence it's delivering what was agreed. We monitor progress, costs and compliance with development obligations on your behalf. Where land has been sold subject to overage, we review development costs and sales values so any additional payment due is properly calculated and secured.

We support public and private sector clients in bringing forward regeneration that unlocks land value, attracts investment, creates jobs and improves local places. That includes development appraisals, stakeholder and community engagement, and planning strategy, working alongside planning consultants to position sites for the best achievable consent. Our approach reflects our own roots in local civic life: regeneration works best when it's grounded in what a place and its community actually need.

Change is where property risk is highest. We support organisations through property and operational transitions, including mobilisation of new contracts, relocations, asset transfers, estate rationalisation and changes in management. We plan the transition, engage stakeholders, protect operational continuity and manage the detail, so the change happens smoothly and nothing is lost along the way.

A project isn't finished when the keys are handed over. Following the Government Soft Landings approach, we help make sure new and refurbished buildings are handed over with the information, training and support occupiers need, so they work as intended from day one. After occupation, we evaluate how the building is performing against its original objectives, including space use, running costs, user satisfaction and energy, and feed the lessons into future projects.