Confirmed sessions:
Getting More from the NHS Estate: From Opportunity to Outcome
With changing service requirements and increasing pressure to make the best use of available space, the focus is shifting towards how existing NHS estate can be adapted, made more flexible and sustainable. From making better use of space to regenerating and adapting existing buildings, there are opportunities to modernise the existing estate, support primary and community care provision and reduce carbon emissions.
In this session, Dave will explore how these opportunities can be turned into practical projects and meaningful outcomes. Drawing on real NHS examples, he’ll share how understanding the building, service requirements and local priorities can inform investment and delivery, including improving energy performance, supporting Net Zero ambitions and evolving existing estate to meet the needs of modern healthcare delivery.
Getting the Operating Model Right: A Needs-Based Approach to Neighbourhood Health Delivery
Delivering Neighbourhood Health Centres against national guidance is one thing; delivering them in a way that genuinely reflects local need, access and community priorities is another. Drawing on our work with clients in rural areas, this session explores the gap between the theory of neighbourhood health policy and the practical realities of implementation.
The session will share what happens when national guidance meets local circumstance, including where activity calculator assumptions diverge from what a community actually needs, and how a neighbourhood checklist approach has helped bridge that gap. It will also address one of the sector’s harder problems: how to quantify the benefits of a Neighbourhood Health Centre when so much of its value is about place and community rather than clinical throughput.
Finally, the session will look at the often underestimated work of getting a target operating model right, and agreed by every tenant, including introducing new ways of working and practical questions such as how spaces are charged for, arguing that this groundwork is what determines whether innovation actually lands or stalls at the planning stage and benefits are actually realised over the long term.
From Backlog to Resilience: Rethinking how we understand the NHS Estate
The NHS has more information about its estate than ever before. Condition surveys, backlog registers, asset systems, energy data, space information and capital plans all provide part of the picture. The challenge is turning that information into a clear understanding of where risk sits, what it could affect, and where intervention will have the greatest impact.
This session will explore how location can provide the common thread between otherwise disconnected information, helping estates teams move from static registers towards a more dynamic understanding of buildings, assets, services and risk.
Drawing on emerging practice from across the NHS, Duncan will explore how this approach can support more resilient estates, stronger investment decisions and a clearer understanding of the consequences of estate failure.
Healthcare Planning: Connecting service strategy and estate delivery
As neighbourhood health models continue to evolve, many organisations face the challenge of aligning service ambitions with the realities of their estate. Whether adapting existing facilities or planning new developments, understanding the relationship between services, demand and space has never been more important.
In this session, Emma shares how healthcare planning helps translate service requirements into practical estate solutions. Through real-world examples, we’ll look at how healthcare planning supports decision-making, informs investment and helps create flexible environments that can adapt as care models change.
Leasehold property: Supporting estate transformation
The NHS leasehold estate brings a number of challenges, including:
• Service continuity risk
• Acquiring 3PD core estate at affordable levels
• Controlling revenue costs or liabilities on existing assets
• Renewing core leases and ensuring a platform for investment by the NHS and Landlords
• Disposing of void/ vacant space, flex or tail estate to control costs and release IFRS16 CDEL
Proactive management helps make sure maximum value is leveraged from assets to reinvest and support initiatives. Including the creation of Neighbourhood Health Centres.
In this session, David will discuss these challenges and share real examples from across the NHS. Learn how we’ve supported ICB’s, Trusts and GPs to get the best forward view of risks and opportunities while negotiating good outcomes with Landlords and stakeholders.
Unlocking Neighbourhood Health potential through existing NHS Estate
As the Government continues to accelerate the shift of care from hospitals into communities, the effective use of existing healthcare estate is emerging as one of the fastest and most cost-effective ways to support the delivery of neighbourhood health services.
Earlier this year, the first wave of neighbourhood health capital projects was announced as part of the national programme to reconfigure existing facilities to support new models of care. CHP’s NHS LIFT estate is playing a significant role in this transformation, with 16 sites being adapted to accommodate integrated clinical and community services that support neighbourhood-based delivery.
This session will explore how existing estate is being repurposed to support neighbourhood health ambitions, drawing on CHP’s experience of delivering projects across the NHS LIFT portfolio. Delegates will hear practical insights into what has worked well, the challenges encountered, and the lessons learned from projects that are already underway. Through a series of case studies, the session will demonstrate how estate transformation and collaboration can enable service integration, improve access to care, and help deliver better outcomes for local communities.
What 10,000 sensors reveal about NHS estates
As healthcare delivery continues to move closer to communities, understanding how your space is being used is more important than ever.
In this session, Chris will draw on utilisation data from more than 10,000 room and desk sensors across the NHS to share key trends and lessons learned. He’ll also talk through examples of how Trusts and ICBs are using evidence from sensors and other data points to make informed estate decisions, improve the use of space and support more flexible, community-based care.
Agenda may be subject to change and will be updated regularly
Plenary & session speakers
Dave Sweeney
Conference Chair
UK Advisor
Dave Sweeney is a nationally recognised public sector leader whose career spans more than three decades across health, social care, local government, and community development. Known for his inclusive leadership style, deep commitment to communities, and ability to drive large-scale transformation, Dave has become one of Cheshire and Merseyside’s most influential system leaders. Now Managing Director of his own company DJS Integration Dave continues to support industry and influence leaders across the country. Compassion, communication and laughter are at the heart of his success.
Karina Dare
Primary Care Estates Strategy Lead, NHS Property Services
Karina has 30 years’ experience in health and disability sector in the UK and New Zealand working in primary and secondary care. She has experience in managing clinical services, organisational change and improvement, estates and facilities and strategic asset management.
Over the last 20 years she has developed her expertise in estates management and development including strategy for office, general practice and community hospital schemes. She has a strong track record of delivery of significant investment projects from business case to operational delivery. At NHSPS her work has focussed on optimisation of the NHS estate. She has a national role within our Estates Strategy team with a particular focus on Primary Care.
Siobhan Harper
Regional Director - London, Community Health Partnerships
Siobhan brings over 30 years of experience in NHS and local authority organisations, primarily within North Central and North East London. Her career began in mental health care, strategic planning, and commissioning, where she developed a strong commitment to reducing health inequalities. She progressed into broader strategy and commissioning roles, leading strategic planning and working with primary care clinicians.
Siobhan played a key role in developing integrated pathways of care and community provision in City and Hackney, fostering local neighbourhood approaches to health and care. Her experience in making integration work led her to senior leadership roles across Tower Hamlets, Newham, and Waltham Forest, and she worked closely with acute, mental health, and community care provider collaboratives during the establishment of the North East London Integrated Care System (ICS).
Matthew Pizii
Director of Estates, NHS South West London ICB
Matthew Ward
Strategy Director, NHS England
As Director of Estate Strategy and Planning at NHSE, Matthew is responsible for overseeing a national approach to system infrastructure planning and works with ICBs, Trusts and regions to drive forward long term strategy development. He is passionate about system transformation that delivers better outcomes for people and focuses his time on ensuring that this is built into all aspects of major reconfiguration initiatives and national estates programmes. Having previously held senior roles in ICBs, CCGs, PCTs and NHS provider trusts, Matthew brings a wealth of experience in transformational change, partnership reconfigurations and system wide change initiatives.
Duncan Booth
Head of Health & Social Care, Esri
Duncan Booth is Head of Health & Social Care at Esri UK, where he leads the organisation’s work with the NHS and wider health sector.
With a background in data, technology and strategic leadership, Duncan works with NHS organisations to explore how location intelligence can help address some of the most pressing challenges facing healthcare, including estate resilience, backlog risk, capital prioritisation, sustainability and the effective use of clinical and operational space.
A particular focus of his work is helping organisations move beyond fragmented datasets and static reporting towards a more connected understanding of their estate, bringing together information about buildings, assets, risk, people and services through location.
Before joining Esri UK, Duncan served for 12 years in the British Army. Today, his focus is on helping organisations turn data into better decisions, particularly where a clearer understanding of place, risk and operational impact can help create safer, more resilient and more effective healthcare environments.
Sarah Butler
Managing Consultant, gbp consult
Sarah leads gbp consult’s North consultancy team. With over 15 years in the property industry, Sarah has extensive expertise in strategic estates planning, business cases, estates strategies, and place-based neighbourhood plans. As a Better Business Cases’ Registered Practitioner, she has successfully developed many HMT Green Book compliant business cases for the NHS and wider public sector, including the Palace of Westminster. Previously, Sarah advanced to Divisional Director at a multidisciplinary construction consultancy where she also served as Sector Lead for local and central government.
Guy Carson
Strategic Estates Productivity Lead, Community Health Partnerships
Guy has extensive estates strategy and delivery experience, working across the public and private sectors.
Highly experienced in commercial and financial management, he is a Prince 2 Practitioner, Chartered Surveyor and trained Lean Six Sigma Black Belt, and has delivered several multi-agency infrastructure projects and programmes of work.
Guy has held a number of projects inside the NHS and the private sector, where he has worked collaboratively with multiple agencies to identify opportunities where the NHS, local authorities and central government departments could realise infrastructure and delivery savings.
Daniel Cook
SBD Programme Director, Community Health Partnerships
Daniel is the Strategic Business Development (SBD) Programmes Director at Community Health Partnerships (CHP). Daniel’s primary focus is on leading strategic business development and securing new capital investment across CHP’s primary and community estate to enable neighbourhood models of care.
With over 20 years of experience in project and programme delivery within national infrastructure and property, Daniel’s expertise lies in leading multidisciplinary teams, optimising complex delivery strategies, and driving business growth through increased efficiency. Prior to his current role, he successfully led the Productivity Acceleration in Community Estates (PACE) Programme, a national initiative designed to enhance the utilisation of the LIFT estate, as well as CHP’s national Community Diagnostic Centre (CDC) programme, which delivered 10 operational facilities across England.
Daniel is dedicated to ensuring that CHP’s property portfolio is effectively leveraged to support and enhance healthcare delivery for local communities.
Sara Derbyshire
Strategic Partnerships Manager, Urban Design & Consult
Sara Derbyshire is Strategic Partnerships Manager at Urban Design and Consult, where she works with healthcare, public sector and commercial organisations to optimise client experience, develop strategic partnerships, and support the delivery of high-quality consultancy services. Prior to joining Urban Design and Consult, Sara held executive leadership positions across the NHS and independent healthcare sector, including Chief Operating Officer, and Regional Chief Nursing Officer roles.
A registered nurse by background, Sara has over 30 years’ experience in healthcare. She has led large-scale service transformation, operational improvement programmes, contract mobilisation, governance development and partnership working across acute, community and specialist healthcare services. She has a strong track record of delivering organisational growth, improving quality and patient outcomes, and building effective relationships across complex health and care systems.
Sara is passionate about collaboration, innovation and creating sustainable solutions that improve services for patients, staff and communities. She is an experienced clinical and operational executive leader and brings a practical perspective gained from working at board and system level across healthcare organisations.
David Elstob
Head of Lease Advisory, NHS Property Services
David joined NHS Property Services in 2013 and took up his current role as Head of Lease Advisory in 2023. He leads a growing national team with extensive experience across commercial and healthcare estates. The team’s expertise was recognised at the 2026 Property Week Commercial Property Awards.
David and his team support NHSPS and NHS organisations with lease events, portfolio management, project delivery, lease negotiations, and identifying opportunities to create value and improve efficiency across estate portfolios.
Prior to joining NHSPS, David was Head of Property at Peel Airports. A Chartered Surveyor, he began his career in the West Midlands in general practice before specialising in valuation and business appraisals.
Emma Hau
Senior Healthcare Planner, NHS Property Services
Emma Hau is a Senior Healthcare Planner at NHS Property Services with over 20 years’ experience in architecture, design and healthcare planning. She has worked across the healthcare, education, commercial and residential sectors in the UK and internationally, delivering projects at all stages of the RIBA Plan of Work.
Prior to joining NHSPS, Emma worked for a specialist London children’s NHS trust, where she supported the development of its redevelopment masterplan and led stakeholder engagement and clinical strategy programmes. She specialises in helping NHS organisations create spaces that support high quality patient care and modern service delivery.
Angela Kam
Strategic Estates Productivity Lead, Community Health Partnerships
Chris King
Head of NHS Open Space, NHS Property Services
Christopher King is a chartered surveyor with over 15 years of PropTech and commercial real estate experience.
Before joining NHS Property Services, Chris built a career at Knight Frank and CBRE, advising on capital markets, investment, development, and asset management across London’s most dynamic markets. Drawing on this commercial expertise, he has led the creation and delivery of innovative estate solutions within the NHS, with a focus on digital transformation, space optimisation, and improving patient experience.
Today, Chris is recognised as a thought leader in PropTech, real estate and healthcare, driving forward new ways of working within the NHS estate, blending technology and commercial insight with public sector purpose to ensure space is better understood, better managed, and better utilised.
Dave Percy
Commercial Director,
Urban Design & Consult
Dave Percy MRICS is Operations Director at Urban Design & Consult, where he leads the delivery of consultancy services across healthcare and the public sector. A Chartered Building Surveyor with over 20 years’ experience, Dave has worked closely with NHS Property Services and primary care organisations for more than two decades, supporting the delivery and improvement of healthcare estates.
Dave specialises in complex estate projects within live clinical environments, bringing practical experience across estate optimisation, building improvement, sustainability and changing service requirements. He has supported clients from the early assessment of opportunities through to design, delivery and completion, with a focus on making the most of existing estate and delivering practical outcomes.
His experience provides a delivery focused perspective on how existing NHS buildings can be adapted and optimised to support the changing needs of healthcare services.
event timetable
08.30 Registration, refreshments & networking
09.30 Chair’s welcome address
09.35 Plenary session
10.30 Refreshment & networking break
11.00 Getting More from the NHS Estate: From Opportunity to Outcome
11.30 Getting the Operating Model Right: A Needs-Based Approach to Neighbourhood Health Delivery
12.00 From Backlog to Resilience: Rethinking how we understand the NHS Estate
12.30 Lunch, refreshments & networking
13.20 Session details TBC
13.50 Healthcare Planning: Connecting service strategy and estate delivery
14.10 Leasehold property: Supporting estate transformation
14.30 Refreshment & networking break
14.55 Unlocking Neighbourhood Health potential through existing NHS Estate
15.25 What 10,000 sensors reveal about NHS estates
15.45 Chairs’ closing remarks
15.50 Drinks reception
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