Recruiting a Head of Property in 2026: What Senior Leaders Need to Know

A research‑led guide for Chief Executives, S151 Officers and Directors of Place

Recruiting a Head of Property or Assistant Director of Property in 2026 is not a routine technical appointment. It is one of the most strategically significant decisions a council will make this year, and the national picture makes that clearer than ever. Across the UK, the public estate is under unprecedented pressure. The Government’s State of the Estate report shows that over 60% of the central government estate is more than 40 years old, and maintenance backlogs have risen by more than 20% in the last five years. Local government mirrors this trend, often with more complex portfolios and fewer capital resources to address the issues.

CIPFA’s property benchmarking highlights that reactive maintenance still accounts for more than half of total spend in many councils, despite the well‑established evidence that planned maintenance delivers better value and reduces long‑term risk. At the same time, condition surveys are out of date in a significant proportion of authorities, making it harder to plan investment or articulate risk with confidence.

Financially, the estate has become one of the last remaining levers available to senior leaders. The NAO’s financial sustainability analysis shows that more than one‑third of councils now rely on capital receipts to support their Medium‑Term Financial Strategy, and many expect this reliance to increase. In this context, the Head of Property is no longer simply a technical manager, they are a strategic contributor to financial resilience.

Your auditors are watching this closely. Audit reports over the last three years have repeatedly flagged concerns about:

• Incomplete asset registers

• Weaknesses in compliance assurance

• Insufficient evidence behind valuations

• Inconsistent governance around disposals and acquisitions

These are not peripheral issues. They go to the heart of organisational risk.

Your political leadership is acutely aware of the estate too. Property decisions, from office consolidation to community asset transfers, carry visible implications for residents, staff and Members. In many councils, estate strategy is now discussed as frequently as budget strategy, because the two are increasingly inseparable.

And your residents feel the impact of the estate every day. The condition, accessibility and suitability of buildings shape their experience of services. The estate influences everything from safeguarding to climate commitments to the credibility of the council as a landlord and steward of public assets.

Against this backdrop, the person you appoint will either bring stability, clarity and progress… or quietly compound the pressures you are already facing. A strong Head of Property can strengthen your financial position, reduce risk, improve compliance and support service transformation. A weaker appointment can lead to missed receipts, increased liabilities, stalled programmes and repeated recruitment cycles. This article brings together national data, sector research and the lived experience of working with councils across the UK to offer a clear, practical guide to what matters most when recruiting a Head of Property, and how to attract and retain the people who can genuinely deliver.

The 2026 Context: Why Property Leadership Is Now a Survival Function

The pressures on the public estate are well documented, and they are intensifying year on year. What was once a technical service is now a core component of financial sustainability, organisational resilience and political confidence.

The Government’s State of the Estate report highlights the scale of the challenge. More than 60% of the central government estate is over 40 years old, and the maintenance backlog has grown to more than £4 billion, rising steadily over the last decade. Although the report focuses on central government, the pattern is mirrored across local government, often with fewer capital resources, more political scrutiny and a far more varied estate to manage, from schools and libraries to depots, leisure centres and civic buildings.

CIPFA’s property benchmarking reinforces this picture across councils:

• Maintenance backlogs continue to rise, with many authorities reporting year‑on‑year increases of 8–12%

• Reactive maintenance still accounts for more than half of total spend in many councils, despite the higher long‑term cost

• A significant proportion of operational buildings are running well beyond their intended life cycle, with some assets now 50–70 years old and requiring major investment

These pressures are not simply operational. They have direct financial implications.

The NAO’s financial sustainability analysis shows that over one‑third of councils now rely on capital receipts to support their Medium‑Term Financial Strategy, and many expect this reliance to increase as revenue pressures intensify. This shifts the property function from a background service to a strategic financial instrument. Your Head of Property is no longer simply a guardian of assets, they are a deal‑maker, a strategist and a risk manager whose decisions directly influence the council’s financial trajectory.

Layered onto this is the corporate landlord agenda. The LGA’s research shows that councils with mature corporate landlord models achieve:

• Better cost control

• Improved compliance assurance

• More effective rationalisation

• Clearer alignment between estate strategy and service transformation

Yet only a minority of councils have fully implemented the model. Many are still navigating the cultural and behavioural shifts required to centralise budgets, standardise practices and embed a portfolio‑wide approach to decision‑making.

This is the environment your next Head of Property will step into, an estate under pressure, a financial strategy increasingly dependent on asset performance, and a corporate landlord model that may still be evolving. Your Head of Property is the person who must turn this complexity into a coherent, deliverable strategy. They will need to balance risk, opportunity, political expectations and financial constraints while leading a service that touches every part of the organisation.

Why Property Recruitment Often Falls Short

Even with the best intentions, councils can unintentionally make it harder to attract the right candidates. The challenges are rarely about capability or commitment, they are usually structural, cultural or market‑driven. Across the sector, a number of consistent patterns emerge.

Job descriptions that try to do everything at once

It is increasingly common to see role profiles that combine:

• Facilities management

• Disposals and acquisitions

• Capital projects

• Compliance and health & safety

• Regeneration

• Net zero and decarbonisation

• Community asset management

• Corporate landlord transformation

— all within a single post.

The breadth is understandable. Councils are under pressure, teams are leaner, and the estate touches every part of the organisation. But when a job description attempts to cover the entire property lifecycle, it can dilute clarity and deter strong candidates who want to understand the true priorities.

CIPFA workforce data shows that over 40% of councils report difficulties recruiting senior property professionals, and overly broad role profiles are a contributing factor. Candidates want to know what success looks like, what the first 12 months will focus on, and where the organisation genuinely needs leadership.

Expectations that don’t match the market

The demand for senior property leaders is high across the public sector. Local government is competing with:

• NHS estates teams

• Universities

• Central government property agencies

• Housing associations

• Large charities and cultural institutions

All of these sectors are recruiting from the same talent pool, and many offer higher salaries, larger teams, and more modern estates.

Recent market analysis shows that senior property roles in the NHS and higher education often pay 10–20% more than equivalent local government posts, and typically come with larger capital budgets and more stable investment programmes. This doesn’t mean councils need to match those salaries, but it does mean the overall offer, scope, autonomy, support, flexibility and organisational commitment, must be competitive.

If the salary, team capacity or organisational support doesn’t reflect the scale of the challenge, the strongest candidates will simply look elsewhere.

Underestimating the political dimension

Property decisions are inherently political. They shape communities, influence public perception and often carry long‑term implications for service delivery.

Disposals, rationalisation, office consolidation and community asset transfers all attract Member interest. In some councils, these decisions are among the most politically sensitive issues leaders face.

The LGA’s research into corporate landlord implementation highlights that political engagement is one of the top three determinants of success. Candidates need to be comfortable operating in this environment, and councils need to be clear about the level of political interaction required.

A Head of Property who is technically strong but politically inexperienced may struggle to progress key decisions. Conversely, a leader who understands how to build trust with Members can unlock significant organisational benefits.

Not being fully transparent about the estate

Candidates value honesty. In fact, the strongest candidates actively seek roles where there is meaningful challenge and the opportunity to make a visible difference. Being upfront about the condition of the estate, the maturity of the corporate landlord model, the quality of data, or the scale of the maintenance backlog builds trust and attracts leaders who are motivated by improvement.

Sector data supports this. Councils with transparent recruitment narratives report higher quality shortlists and better retention because candidates enter the role with realistic expectations and a clear understanding of the organisational context.

If the estate is under‑maintained, if data is incomplete, or if the corporate landlord model is still developing, saying so is not a weakness, it is a signal of organisational maturity.

What Makes a Head of Property Successful in 2026

A successful property leader in 2026 brings a blend of strategic, commercial, operational and relational capability. The role has evolved significantly over the last decade, and the leaders who thrive now are those who can operate confidently across finance, governance, service transformation and political engagement. The following attributes consistently correlate with strong performance across the sector.

Commercial intelligence grounded in public value

The NAO has repeatedly highlighted the risks of weak commercial decision‑making in local government, noting that poorly structured deals and insufficient due diligence have contributed to significant financial exposure in several authorities. In this context, commercial capability is no longer optional, it is central to organisational resilience.

A strong Head of Property can:

• Build and manage a realistic, phased disposals pipeline

• Negotiate confidently with developers, investors and partners

• Understand market conditions, timing and risk

• Challenge valuations, assumptions and business cases

• Structure deals that balance value, risk and long‑term stewardship

Crucially, they bring commercial fluency within the boundaries of public purpose, transparency and governance. They understand that the goal is not simply to maximise receipts, but to make decisions that stand up to audit, scrutiny and long‑term public value.

Corporate landlord leadership

This is where the greatest organisational gains are made. The LGA’s research shows that councils with mature corporate landlord models achieve:

• Better cost control

• Higher compliance assurance

• More effective rationalisation

• Clearer alignment between estate strategy and service transformation

Effective leaders:

• Manage the estate as a single, coherent portfolio

• Use data to drive decisions rather than legacy assumptions

• Standardise FM, compliance and asset management practices

• Align the estate with hybrid working, service redesign and financial strategy

• Improve utilisation and reduce cost per m²

They understand that corporate landlord is not just a structural change, it is a cultural and behavioural shift. Success depends on influencing colleagues, building trust and embedding consistent ways of working across the organisation.

People leadership

CIPFA’s workforce data shows:

• High vacancy rates in property and FM teams

• Persistent difficulty recruiting surveyors

• Heavy reliance on contractors and interims

• An ageing workforce, with many experienced professionals nearing retirement

In this environment, people leadership becomes a critical success factor.

A successful Head of Property can:

• Build and retain a stable, motivated team

• Develop talent in a competitive and constrained market

• Manage performance with clarity, fairness and consistency

• Reduce agency dependency without compromising delivery

• Create a positive, professional culture that supports growth and accountability

This capability is often underestimated, but it is fundamental to delivery. Without a stable, skilled team, even the strongest strategy will struggle to gain traction.

Political and organisational acumen

Property decisions are inherently political. They shape communities, influence public perception and often carry long‑term implications for service delivery and financial sustainability.

Strong leaders can:

• Build trust with Members across political groups

• Communicate risk clearly, calmly and without technical jargon

• Navigate community sensitivities around disposals, closures and change

• Work collaboratively across directorates with competing priorities

• Hold a line when necessary, while maintaining constructive relationships

Without this capability, even the best technical strategy will struggle to progress. Political acumen is not about avoiding challenge, it is about enabling informed, confident decision‑making.

Governance discipline

The NAO has been clear: weak governance in property and commercial decisions has significant consequences. Audit reports over recent years have highlighted issues such as:

• Incomplete asset registers

• Insufficient evidence behind valuations

• Weaknesses in compliance assurance

• Inconsistent governance around disposals and acquisitions

Effective leaders:

• Understand constitutional requirements and decision‑making pathways

• Maintain audit‑ready documentation

• Manage risk proactively, not reactively

• Work closely with S151 and Monitoring Officers

• Ensure compliance across the estate

Governance is not bureaucracy, it is assurance. It protects the council, the public and the leader themselves.

Net zero and modernisation literacy

The State of the Estate highlights the need for modern, energy‑efficient buildings and the rising cost of maintaining ageing assets. Net zero is no longer a standalone programme, it is a core part of estate strategy.

Strong leaders understand:

• How decarbonisation links to maintenance and lifecycle planning

• How rationalisation supports carbon reduction and financial sustainability

• How to sequence investment to avoid stranded assets

• How to integrate carbon performance into disposals, acquisitions and business cases

They see net zero as a strategic opportunity, a way to modernise the estate, reduce long‑term costs and improve the quality of public buildings, not an additional burden.

How to Attract the Right Candidates

Attracting strong candidates in 2026 requires clarity, honesty and a compelling organisational narrative. The market for senior property leaders is competitive, and the councils that secure the best people are those that communicate their context with confidence and transparency.

Be transparent about the estate and the challenge

Senior candidates value realism. In fact, the strongest candidates actively seek roles where there is meaningful challenge and the opportunity to make a visible difference.

Being open about:

• the condition of the estate

• the maturity of the corporate landlord model

• the quality of data

• the scale of the maintenance backlog

• the political and financial context

…helps attract leaders who are motivated by improvement rather than maintenance.

Sector evidence supports this. Councils that provide clear, honest recruitment packs report higher‑quality shortlists and better retention, because candidates enter the role with realistic expectations and a shared understanding of the organisational starting point.

Transparency is not a risk, it is a filter that brings the right people to the table.

Articulate the impact, not just the responsibilities

Property leaders are driven by the opportunity to make a meaningful difference. They want to know how the role contributes to:

• financial sustainability

• service transformation

• organisational resilience

• climate commitments

• long‑term stewardship of public assets

In many councils, the estate now underpins the Medium‑Term Financial Strategy, hybrid working, community access, and the delivery of statutory services. Positioning the role as central to these outcomes helps candidates see the scale of the opportunity.

A list of responsibilities tells candidates what they will do. A clear articulation of impact tells them why it matters.

Offer genuine flexibility and autonomy

Flexibility is now standard across the sector, but autonomy is increasingly what differentiates roles.

Strong candidates want:

• the space to build and shape the team

• the authority to design the service

• the ability to influence corporate priorities

• the trust to lead without unnecessary constraint

CIPFA workforce data shows that autonomy and organisational support are among the top predictors of retention for senior property leaders. When candidates feel they will be empowered to lead, they are more likely to apply, and more likely to stay.

Ensure the offer reflects the market

Local government is competing with NHS estates, universities, central government property agencies and housing associations, all of which are recruiting from the same talent pool.

Recent market analysis shows:

• NHS and higher‑education property roles often pay 10–20% more than equivalent local government posts

• Central government agencies offer structured career pathways and larger capital programmes

• Universities and housing associations often provide more modern estates and stable investment cycles

You don’t need to match these sectors, but you do need to be competitive with them. Salary, team capacity, organisational support and the clarity of the mandate all signal seriousness.

A strong candidate will assess the whole offer, not just the pay.

Design an assessment process that reflects the role

Generic leadership questions rarely reveal how a candidate will perform in a complex, politically sensitive property environment. A more effective approach is to test real‑world capability.

For example:

• How would you structure a disposals pipeline?

• How would you reduce the maintenance backlog?

• How would you build or strengthen the corporate landlord model?

• What would your first 100 days look like?

• How would you manage a politically sensitive decision?

These questions provide insight into how candidates think, prioritise, communicate and lead. They also help you understand whether they can operate confidently in your specific context.

An intelligent assessment process not only identifies the right candidate, it signals to them that your organisation is serious about the role.

How to Retain Them

Retention is as important as recruitment, and in many councils, it is the harder challenge. The market for senior property leaders is competitive, the pressures are significant, and the expectations placed on the role have grown faster than the support structures around it. Retaining a strong Head of Property requires organisational clarity, realistic prioritisation and visible corporate commitment.

Provide political clarity and stability

Senior property leaders need a clear mandate and consistent support from both officers and Members. The most successful councils create:

• regular engagement between the Head of Property, Cabinet Members and Scrutiny

• shared understanding of the estate strategy and its financial implications

• clarity about political red lines and areas of flexibility

• a stable decision‑making environment, even when the issues are sensitive

The LGA’s research into corporate landlord implementation shows that political alignment is one of the strongest predictors of progress. When leaders understand the political context and feel supported in navigating it, they are more confident, more effective and more likely to stay.

Set clear corporate priorities

A focused, realistic set of priorities enables progress. Many Heads of Property leave roles not because the challenge is too great, but because the priorities are too numerous, too reactive or too changeable.

CIPFA’s benchmarking highlights that councils with clear, sequenced estate strategies achieve:

• faster rationalisation

• better compliance outcomes

• more predictable capital receipts

• stronger alignment with service transformation

When everything is urgent, nothing moves. Retention improves when leaders know what matters most, and what can wait.

Invest in data and systems

Accurate data underpins good decision‑making. Yet across the sector, many councils still operate with:

• out‑of‑date condition surveys

• incomplete asset registers

• inconsistent compliance records

• legacy CAFM systems that don’t integrate with finance or HR

Investing in:

• modern CAFM systems

• up‑to‑date condition surveys

• digital compliance tools

• portfolio‑wide dashboards

…gives leaders the confidence and evidence base they need to make informed decisions. It also signals organisational seriousness, a key factor in retention.

Resource the workload appropriately

If the organisation expects progress on:

• disposals

• rationalisation

• compliance

• FM transformation

• capital projects

• net zero

• hybrid working

• community asset transfers

…then the team must be resourced to deliver.

CIPFA workforce data shows that over 40% of councils report persistent vacancies in property and FM teams, and many rely heavily on contractors. Without adequate capacity, even the strongest leader will struggle to maintain momentum.

Retention improves when leaders feel they have:

• the right team structure

• access to specialist skills

• realistic workloads

• support from finance, HR and legal colleagues

A well‑resourced service is not a luxury, it is a prerequisite for delivery.

Recognise the strategic importance of the role

The Head of Property is not simply a technical manager. Their work touches:

• financial sustainability

• organisational risk

• service delivery

• climate commitments

• workforce strategy

• community outcomes

In many councils, the estate is now one of the last remaining levers for financial resilience. Treating the Head of Property as a corporate leader, with access to senior decision‑making forums, visibility with Members and a clear voice in strategic discussions, is essential for retention.

Leaders stay where they feel valued, trusted and able to influence the direction of the organisation.

Conclusion: The Right Leader Can Transform Your Estate, and Your Organisation

A strong Head of Property in 2026 is not simply a technical expert. They are a strategic leader whose decisions shape your financial resilience, organisational stability and long‑term public value. When the right person is in post, the impact is visible across the whole council.

A strong Head of Property can:

• Strengthen your financial position through a credible disposals pipeline, improved utilisation and better long‑term planning

• Reduce organisational risk by tightening compliance, improving data and embedding robust governance

• Improve audit confidence with clearer documentation, stronger controls and transparent decision‑making

• Deliver capital receipts that support your Medium‑Term Financial Strategy

• Modernise your estate so it is safer, more efficient and better aligned to service needs

• Support service transformation by enabling hybrid working, rationalisation and new delivery models

• Advance your net zero ambitions through smarter investment, lifecycle planning and carbon‑aware decision‑making

• Build a stable, capable team in a market where skills are scarce and retention is critical

A weaker appointment can have the opposite effect, missed receipts, increased liabilities, stalled programmes, higher audit risk and repeated recruitment cycles that drain time, money and momentum.

Because in 2026, your estate is not just a collection of buildings, it is a strategic asset that underpins your financial resilience, service delivery and long‑term organisational stability. The right leader will help you protect it, improve it and use it to strengthen the future of your organisation.