Background
As new ways of working continue to grow, many NHS organisations are reassessing their office space needs. This change creates opportunities to reduce underutilised space, improve working environments and unlock savings for the wider system.
In 2024/25, we delivered 30 office projects, reducing the NHS office estate by 14,400 sqm and unlocking £25m in system savings over five years. These changes have positively impacted over 4,000 full-time equivalent colleagues by improving workspaces and supporting hybrid working models.
This case study shows four of these projects.
Key NHSPS value-add areas
- Understanding occupier needs: Our office team assessed how space was being used now and in the future. Helping to optimise the estate and support smarter working.
-
End-to-end service: We assembled a multi-disciplinary in-house team to deliver a seamless service from strategy through to implementation.
-
Strategic lease event planning: We aligned decisions with lease breaks and expiries, using market insight and timing to unlock savings and reduce risk.
-
Collaborative stakeholder management: We coordinated multiple stakeholders across the NHS and government for smooth project delivery and alignment with wider estate strategies.
-
Business case support: We provided financial modelling and strategic analysis to support customer approvals and investment decisions.
Office consolidation, South Yorkshire
In partnership with NHS England (NHSE), South Yorkshire Integrated Care Board (SYICB) and North of England Commissioning Support Unit (NECS CSU).
Challenge
Through our active lease management, triggered by a lease event review, we identified that NHS office space across South Yorkshire was being underutilised. This led us to explore opportunities for strategic estate rationalisation.
Sites in Sheffield and Rotherham were too large for the future needs of the current occupiers, including NHSE, SYICB, NECS CSU, and our own colleagues. However, planning a long-term strategy was difficult due to ongoing organisational changes, tight budgets, and different governance structures across the occupiers.
Our office team carried out a strategic review across four sites; Oak House in Rotherham as well as Don Valley House, 722 Parkway Plaza and Vulcan House in Sheffield. As a result, we identified an opportunity to consolidate the teams into smaller, more efficient sites.
Solution
Our team
-
Completed a full review of options, working with public sector partners to make sure NHS space was being used in the best way.
-
Provided expert lease advice on Riverside House and Eyre Street, helping NHSE and SYICB consolidate onto a reduced footprint and exit commercial leases.
-
We invested £200,000 to move colleagues from Oak House into underutilised space at Mexborough Health Centre.
Impact
As a result of our work the NHS released 5,620 sqm of space with a 5-year saving of around £7 million. The changes at all three sites have created more modern, flexible workspaces that better support colleagues.
10 South Colonnade, London
In partnership with Homes England.
Challenge
Homes England needed to find new office space urgently after their existing location at Windsor House, Victoria was sold for redevelopment. With their lease ending in September 2024, there was limited time to find a suitable alternative that could support their team and avoid disruption to their work.
At the same time, we had recently undertaken a review of our own occupancy at 10 South Colonnade, which identified underutilised space on the 7th floor. This presented an opportunity to support Homes England while also reducing our own estate costs.
Solution
The team
-
Worked with the GPA to agree a Memorandum of Terms of Occupation (MOTO) for Homes England to move into 923 sqm of underutilised space at 10 South Colonnade.
-
Reconfigured and created separate spaces for Homes England and ourselves, working around an occupied space
-
Reduced our footprint from 2,283 sqm to 1,360 sqm by surrendering part of our lease, supporting our strategy to optimise space and reduce costs.
-
Delivered the project at a cost of £400k, with a payback period of less than 4 months.
Impact
By identifying opportunities for smarter space utilisation, we delivered significant savings of £9 million over 5 years across the public sector estate.
Both stakeholders had minimal disruptions to their everyday operations and benefit from a cost-efficient and well utilised office space.
Titchfield, Hampshire
In partnership with the NHS South, Central and West Commissionsing Support Unit (SCWCSU) and NHS England (NHSE).
Challenge
The NHS South, Central and West Commissioning Support Unit (SCWCSU) occupies 309 sqm at the Titchfield Site under a Licence to Occupy with the GPA. With a lease break option approaching in September 2025, NHSE required a full business case by February 2025 to support SCWCSU continued occupancy.
To meet the tight deadlines, we were asked to assess alternative property options and help the CSU build a case for remaining at the site, which functions as a regional IT hub. With limited time to respond, we demonstrated flexibility responding quickly to meet the request. Our work helped ensure SCWCSU had the evidence to support its position and retain the tenancy.
Solution
Our team
-
Led a strategic review of the Manchester health estate, working with the GPA and DHSC to align lease events with government property controls and ensure best value.
-
Delivered a phased rationalisation and reconfiguration programme; re-stacking Piccadilly Place to also accommodate UK Health Security Agency (UKHSA), Health Research Authority (HRA), and National Institute for Health and Care Excellence (NICE). Only GMICB vacated, to co-locate with the Greater Manchester Combined Authority.
-
Negotiated favourable lease terms with the landlord, securing accommodation for health partners until 2029.
-
Provided financial analysis, stakeholder engagement, and project delivery support, including FM mobilisation and ongoing site management.
Impact
Through our strategic estate management, we helped the NHS release 4,215 sqm of commercial leasehold space, unlocking around £6 million in savings over five years. The refreshed space at Piccadilly Place offers a better working environment, with more flexible and collaborative areas designed for modern ways of working.
Piccadilly Place, Manchester
In partnership with NHS England (NHSE), The Department of Health and Social Care (DHSC), and Greater Manchester Integrated Care Board (GMICB).
Challenge
With new ways of working, the office space at 3 Piccadilly Place (floors 3 and 4) had become underutilised. The space was larger than needed for the occupants including NHSE, DHSC, and GMICB.
Planning a long-term strategy ahead of the 2024 lease events was challenging, especially during a time of major organisational change across the NHS and shifting space requirements.
Solution
Our team
-
Led a strategic review of the Manchester health estate, working with the GPA and DHSC to align lease events with government property controls and ensure best value.
-
Delivered a phased rationalisation and reconfiguration programme; re-stacking Piccadilly Place to also accommodate UK Health Security Agency (UKHSA), Health Research Authority (HRA), and National Institute for Health and Care Excellence (NICE). Only GMICB vacated, to co-locate with the Greater Manchester Combined Authority.
-
Negotiated favourable lease terms with the landlord, securing accommodation for health partners until 2029.
-
Provided financial analysis, stakeholder engagement, and project delivery support, including FM mobilisation and ongoing site management.
Impact
Through our strategic estate management, we helped the NHS release 4,215 sqm of commercial leasehold space, unlocking around £6 million in savings over five years.
The refreshed space at Piccadilly Place offers a better working environment, with more flexible and collaborative areas designed for modern ways of working.
