With NHS estates under increasing strain, traditional approaches to infrastructure planning are no longer sustainable. This webinar, delivered in partnership with Darwin Group, brings together experts to explore how estates can be reimagined to meet the evolving needs of the NHS. Through a dynamic panel discussion and audience Q&A, we’ll examine bold solutions to transform NHS estates and support long-term service delivery.

1. A redefined approach to NHS estates planning that prioritises adaptability, efficiency, and resilience.
2. Practical insights into integrating permanent and flexible infrastructure for maximum impact.
3. Strategies for tackling immediate estate challenges while ensuring long-term sustainability.
4. The role of Integrated Care Boards (ICBs)-level collaboration in overcoming fragmented decision-making.
5. Key lessons from the National Audit Office’s value-for-money report on maintaining public sector facilities.

Why this matters

The NHS estate is at a critical turning point. Without urgent transformation, growing maintenance backlogs and outdated facilities will continue to limit patient care and operational efficiency. This session challenges conventional estates planning and introduces practical, future-proof solutions to ensure NHS buildings and infrastructure support long-term service delivery.

What we'll cover

• Why the NHS estate needs radical transformation – Understanding why traditional approaches no longer work and what’s driving urgent change.
• ICBs-level thinking: collaboration over isolation – How system-wide planning can improve efficiency and resilience.
• Blending permanent and on-demand solutions for lasting impact – Finding the right balance between fixed and flexible infrastructure to meet changing demands.
• Addressing immediate challenges without sacrificing the Future – Strategies to manage short-term pressures while building a long-term vision.
• A vision for NHS estates in 2035 – What a future-proofed NHS estate could look like and how to get there.

Who should attend

This session is tailored for key NHS decision-makers, including: 

• Chief executives

• Directors of operations

• Chief operating officers

• Finance directors

• Medical directors

• Nursing directors

• Non-executive directors

• Strategy directors

Speakers
  

Raffaela Goodby | Chief People Officer, Birmingham Women's and Children’s NHS Foundation Trust

Raffaela is joint programme director for the National NHS Universal Family – the Care Leaver Covenant and developed the national pregnancy loss policy for the NHS with Trade Unions and is a visible advocate for women’s services in Birmingham and Solihull. Raffaela was voted 4th Most Influential HR Practitioner in 2024, and awarded the HPMA HR Director of the Year during Covid in 2020 and sponsors the Trust LGBTQ+ Staff Network. 

She is a founding member of Aston University STEM Education Academy Trust, a new Maths school which launched in 2024 to support future generations of students into the business and professional community.   

Adrian Eggleton | Former NHS estates Lead, Consultant, Darwin Group

Adrian is an RIBA chartered architect and engineer/social scientist with 35 years of experience in the University and Healthcare Sectors, currently specialising in Infrastructure Strategy and Safety Management Systems. He is passionate about investing in people and brings this to his current roles as a strategic adviser and trainer. 

Emma Bolton | Chief Executive, Sewell Advisory 

Emma is chief executive of Sewell Advisory, an estates and service planning consultancy business working nationally with the public sector across five offices. Until 2019, Emma worked in senior roles in the NHS, including regional leadership roles where she was the estates subject matter expert which meant she has been involved in some of the most significant estates and property projects that have taken place in the NHS in the last two decades. 

A fellow of the RICS, Emma has a strong reputation for partnership, relationship management and delivery focus. 

Book your place

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