NHS Band 9 Chief Estates Officer Interview Questions and Answers
The Chief Estates Officer at NHS Band 9 level plays a pivotal role in shaping the infrastructure and facilities that support the safe, effective, and efficient delivery of healthcare services. This senior leadership role is responsible for the strategic planning, development, maintenance, and sustainability of NHS estates across multiple sites, ensuring they meet clinical, operational, environmental, and compliance standards.
As a Band 9 position in the NHS Agenda for Change pay scale, the Chief Estates Officer typically earns between £107,000 and £123,000 per annum, depending on experience and tenure. This role involves significant managerial responsibilities, including leading multidisciplinary teams, overseeing major capital projects, and driving innovation in estate strategy, sustainability, and digital transformation.
Whether you’re preparing for your first Band 9 interview or looking to refine your answers for the next step in your career, this guide provides 20 high-impact interview questions with tailored responses to help you shine.
Can you describe your leadership style and how it aligns with NHS values?
Model Answer: My leadership style is collaborative and strategic, aligning with NHS values of compassion, respect, and improvement. I foster open communication, encourage innovation, and promote accountability across teams. I ensure decisions are patient-centered and data-driven, aligning estate priorities with clinical outcomes.
How do you develop and implement a long-term estates strategy?
Model Answer: I start with a thorough review of the current estate portfolio, engage key stakeholders, and use data from clinical and operational needs assessments. I align the strategy with the NHS Long Term Plan, set measurable KPIs, and ensure adaptability through periodic reviews.
How would you ensure compliance with HTMs, HBNs, and statutory regulations?
Model Answer: I implement a robust compliance framework that includes regular audits, training, real-time tracking systems, and engaging with compliance consultants where needed. I also maintain strong communication channels with regulatory bodies.
Tell us about a major capital project you’ve led from inception to completion.
Model Answer: I led the £40M redevelopment of a surgical centre, from business case development through to construction and commissioning. I managed stakeholder engagement, budget adherence, and risk mitigation while achieving BREEAM Excellent standards.
How do you handle competing priorities across multiple NHS Trust sites?
Model Answer: I prioritize based on clinical urgency, safety, strategic alignment, and available resources. I use digital tools for portfolio management and foster cross-site communication to share resources and expertise.
What role does sustainability play in your estates planning?
Model Answer: Sustainability is embedded in every decision—from green procurement to energy efficiency and lifecycle costing. I support NHS net zero targets through carbon reduction plans, smart energy management systems, and low-carbon construction methods.
Describe your experience with PFI or LIFT contract negotiations.
Model Answer: I’ve renegotiated several PFI contracts to improve value for money and service delivery. I ensure legal, financial, and operational clauses are rigorously reviewed and aligned with evolving NHS priorities.
How do you approach risk management in estates and facilities?
Model Answer: I implement proactive risk identification systems, maintain comprehensive risk registers, and lead multidisciplinary reviews. I also ensure robust business continuity and emergency response plans are in place.
How do you measure the performance of your estates portfolio?
Model Answer: I use metrics such as ERIC data, backlog maintenance levels, space utilisation, energy consumption, and statutory compliance rates. I benchmark against national standards and track improvements over time.
How would you lead during a crisis, such as a major building failure?
Model Answer: I maintain a calm, authoritative presence, activate emergency protocols, delegate clearly, and communicate frequently with stakeholders. After stabilisation, I conduct a thorough root cause analysis to improve future resilience.
What digital innovations have you implemented in estates management?
Model Answer: I’ve led the adoption of CAFM systems, BIM integration for asset management, and IoT for real-time monitoring of critical systems, which improved operational efficiency and data accuracy.
How do you engage clinicians in estate design and planning?
Model Answer: I involve clinicians from the earliest planning stages to ensure clinical needs are embedded. I use workshops, feedback loops, and mock-up spaces to visualise and optimise workflows.
Describe your approach to leading and motivating large, diverse teams.
Model Answer: I create a culture of trust, recognition, and continuous improvement. I set clear expectations, support development, and ensure regular performance feedback aligned with strategic goals.
How do you manage stakeholder expectations for projects with limited budgets?
Model Answer: I set realistic expectations through transparent communication, prioritise based on value delivery, and explore creative funding solutions, including grants and public-private partnerships.
What experience do you have with NHS capital funding processes?
Model Answer: I’ve developed successful SOCs, OBCs, and FBCs aligned with HM Treasury’s Green Book. I also liaise closely with NHS England and ICS partners to ensure strategic alignment.
How do you stay current with changes in healthcare estate regulations and trends?
Model Answer: I subscribe to NHS Estates bulletins, attend IHEEM conferences, and participate in cross-Trust networks. I also benchmark practices internationally to bring innovative insights home.
Tell us about a time you had to resolve a conflict between operational and estate priorities.
Model Answer: During a planned shutdown for maintenance, clinical teams raised concerns about patient impact. I collaborated to reschedule work, arranged temporary services, and maintained clear communication throughout.
What’s your vision for the future of NHS estates?
Model Answer: My vision includes net-zero carbon buildings, digital integration, community-focused care hubs, and flexible spaces that adapt to changing clinical models—all underpinned by evidence-based planning.
How would you ensure value for money in procurement?
Model Answer: I use competitive tendering, life-cycle costing, social value metrics, and framework agreements. I work closely with procurement teams to drive savings while maintaining quality.
Why do you want to work in this Trust specifically?
Model Answer: I admire this Trust’s strategic direction, commitment to sustainability, and investment in innovation. I believe my experience and values align perfectly to contribute meaningfully to your vision.
Final Interview Coaching Tips:
Research the Trust’s estate strategy, annual reports, and values.
Use the STAR method (Situation, Task, Action, Result) for structured responses.
Speak with clarity and confidence, avoiding jargon where possible.
Be ready to present a short 5–10 minute case study or scenario solution if asked.
Prepare insightful questions to ask the panel—this shows initiative and cultural alignment.
Remember, you’re not just applying for a job—you’re positioning yourself as a strategic partner in the delivery of healthcare. Your expertise shapes patient experiences, workforce productivity, and long-term sustainability. Good luck—you’ve got this!
