Stepping Up: Unlocking Leadership in Local Government Property

Stepping into a Head of Property role in local government is no small feat. It demands a unique blend of technical expertise, strategic vision, and political savvy. To explore what it really takes to succeed, we hosted a 90-minute roundtable with senior leaders from across the sector.

This was a honest, interactive discussion designed to give aspiring property leaders practical insights into two critical stages: how to secure the role and how to thrive once you’re in it.

Our panel included:

• Simon Lewis, Interim Assistant Director of Property – South Gloucestershire Council

• Mona Walsh, Assistant Director of Property – Cherwell Council

• Steve Caplan, Director of Corporate Landlord and New Homes – London Borough of Islington.

• Alex Gee, Senior Consultant, CIPFA & President, SPACES

Together, we unpacked the realities of leadership in politically complex environments, explored the future of public sector property, and shared lessons learned from years at the sharp end of local government.

Why the Head of Property Role is Critical in Local Government

Local authorities collectively manage one of the largest property portfolios in the UK public sector, with real estate assets valued at approximately £406 billion, of which nearly two-thirds are held by local government. These assets include housing, schools, civic buildings, and commercial properties, forming the backbone of service delivery and community infrastructure. The scale is immense: a typical regional council may oversee 500+ assets worth nearly £500 million. Property decisions directly impact financial sustainability capital expenditure by English councils alone reached £29.7 billion in 2024–25, with housing and transport accounting for 60% of this spend. At the same time, councils face severe budget pressures, with the Local Government Association warning of an £8 billion funding gap by 2028/29.

To offset these pressures, many authorities have turned to commercialisation, investing £6.6 billion in commercial property between 2016 and 2019 to generate income. This strategy brings opportunity but also risk, requiring strong leadership to balance regeneration goals, income generation, and compliance with prudential borrowing frameworks. Beyond finance, the Head of Property plays a pivotal role in meeting net zero targets buildings account for around 40% of UK CO₂ emissions, making climate adaptation and sustainability central to every property decision. In short, this role is not just operational; it is strategic, influencing housing delivery, economic growth, and environmental resilience across entire communities.

Roundtable Highlights: Becoming and Thriving as a Head of Property

Our 90-minute roundtable brought together experienced property leaders to share what really matters when stepping into a Head of Property role. From securing the position to thriving in it, these ten lessons offer practical, actionable advice for navigating one of the most influential roles in local government.

1. Build a Strategic Narrative

Councils want more than technical expertise they need leaders who can articulate a compelling vision for property as an enabler of corporate priorities. This means moving beyond the traditional view of property as a cost centre and positioning it as a driver of transformation, financial resilience, and community outcomes. Local authorities collectively manage property estates worth over £240 billion, encompassing schools, libraries, housing, and commercial investments. These assets are not passive holdings they are active levers for service delivery, regeneration, and climate action. Yet, a 2023 National Audit Office report found that over 60% of councils lack a comprehensive asset management strategy, resulting in missed opportunities for savings and service improvement.

A strong strategic narrative should answer three questions:

• How does property enable corporate priorities? For example, supporting housing delivery targets, achieving net zero, and unlocking regeneration.

• What is the long-term vision for the estate? Councils increasingly adopt corporate landlord models to centralise decision-making and maximise value.

• How will you measure success? Financial returns, social value, and environmental impact must all be part of the story.

As CIPFA notes, property strategies must now address climate emergencies and financial resilience simultaneously:

“The sector can no longer view assets as mere static resources… Strategies must change to deliver better outcomes for communities.” – CIPFA.

In short, aspiring Heads of Property need to demonstrate that they can think like strategists, act like place leaders, and communicate a vision that resonates with elected members and senior officers. This is what differentiates a manager from a leader in today’s local government landscape.

2. Understand Political Dynamics

“Political awareness is as important as technical skill.” – Simon Lewis

In local government, property decisions are rarely just operational they are deeply political. Elected members set priorities that reflect community needs and party mandates, and these priorities can shift dramatically after elections. For example, political changes at local level have been shown to redirect funding towards housing, sustainability, or regeneration projects almost overnight.

CIPFA guidance stresses that the success of leadership teams depends critically on the relationship between officers and members: officers bring technical expertise, but members determine direction and approve key decisions. This means aspiring Heads of Property must:

• Read the political landscape – understand the council’s administration, manifesto commitments, and sensitivities.

• Adapt to governance structures – cabinet systems, committees, or combined authorities each have different decision-making dynamics.

• Maintain neutrality and trust – political awareness is not about partisanship; it’s about aligning property strategies with democratically set priorities while safeguarding probity.

As Kathryn Waddington’s research highlights, political awareness involves five dimensions: strategic scanning, building alliances, interpersonal skills, and reading situations all essential for influencing in complex environments. In short, technical excellence alone won’t secure success; you need to operate confidently at the political interface.

3. Master Stakeholder Engagement

Relationships with finance, housing, regeneration, and service leads are critical. Influence and collaboration will define your success. Property touches every part of a council’s operations from enabling housing delivery to supporting education and social care. Effective Heads of Property therefore act as integrators, aligning diverse priorities into a coherent estate strategy. According to ClearPoint Strategy, successful local government engagement rests on three pillars: transparency, inclusivity, and collaboration. Practical steps include:

• Map your stakeholders – finance for budget approvals, housing for development plans, regeneration for growth strategies, and service leads for operational needs.

• Communicate seven times, seven ways – repeat and reinforce your narrative through reports, workshops, and informal conversations.

• Create shared goals – cross-departmental collaboration improves efficiency and innovation, especially when budgets are tight.

SPACES and CIPFA both emphasise that property leaders must break down silos and foster a culture of partnership to deliver outcomes like net zero and commercialisation. This isn’t optional without collaboration, estate strategies fail to gain traction and councils miss opportunities for savings and service improvement.

4. Prioritise Your First 90 Days

“Listen, learn, and build trust before making big changes.” – Mona Walsh

Your first three months in a Head of Property role are high-stakes. Research shows leadership transitions rank among the most stressful professional experiences, even above major life events like bereavement or divorce. Why? Because credibility is built or lost early. Michael Watkins’ The First 90 Days framework, widely adopted in public sector leadership, emphasises three priorities:

• Accelerate your learning – Go beyond reports and budgets. Walk sites, meet frontline staff, and understand the informal culture.

• Match strategy to situation – Diagnose whether you’re in a turnaround, realignment, or sustaining success scenario. Each demands a different approach.

• Secure early wins – Choose visible, meaningful improvements that demonstrate responsiveness without triggering resistance. Examples include resolving long-standing maintenance issues or improving communication on asset disposals.

In local government property, early wins might include streamlining approval processes for disposals or initiating a sustainability audit. These actions build trust and signal competence critical before tackling major transformation.

5. Develop Commercial Acumen

Income generation and investment models are now core to the Head of Property role. Councils face a £5.8 billion funding gap as revenue support grants disappear, forcing authorities to seek new income streams through commercialisation and trading models. Between 2016 and 2019, councils invested £6.6 billion in commercial property, often to offset declining central government funding. While these strategies can deliver financial resilience, they also carry risk. CIPFA warns that borrowing purely for yield is inconsistent with the Prudential Code and exposes councils to long-term sustainability concerns.

For aspiring Heads of Property, commercial acumen means:

• Understanding business models – From trading companies to joint ventures.

• Evaluating risk vs reward – Income generation must align with statutory duties and governance frameworks.

• Embedding governance – Transparency and scrutiny are essential to avoid reputational and financial risk.

Commercial thinking isn’t optional it’s a survival skill for councils navigating austerity and rising demand.

6. Embed Sustainability

“Climate adaptation isn’t optional anymore.” – Alex Gee

The public estate is central to achieving the UK’s net zero target by 2050. Buildings account for a significant share of emissions, and the Government Property Sustainability Strategy commits to reducing direct emissions from public sector buildings by at least 50% by 2032. Local authorities are under pressure to integrate sustainability into every property decision whether retrofitting for energy efficiency, adopting green procurement, or planning for climate resilience. OECD research stresses that councils cannot tackle climate adaptation alone; collaboration across government levels is essential to accelerate net zero and resilience goals.

For Heads of Property, this means:

• Embedding sustainability in asset strategies – Energy audits, green leases, and lifecycle carbon assessments.

• Leveraging funding opportunities – From decarbonisation grants to innovative financing models.

• Championing cultural change – Sustainability must shift from compliance to a core business driver.

SPACES and industry leaders highlight that sustainability is now a leadership imperative, not a technical add-on. It influences investment decisions, operational costs, and reputational risk.

7. Stay Ahead of Policy Trends

Housing delivery, regeneration, and funding changes will dominate local government agendas for the next decade. The government’s Social and Affordable Homes Programme (2026–2036) commits £39 billion to boost housing supply the largest investment in a generation. Councils are under pressure to meet ambitious targets, with Labour pledging 1.5 million homes in its first Parliament and reinstating mandatory housing targets in the National Planning Policy Framework.

Regeneration is equally critical: the Plan for Neighbourhoods allocates £1.5 billion across 75 areas, while the Town Partnerships initiative provides £20 million per town over 10 years to revitalise communities. For Heads of Property, this means anticipating policy shifts, aligning estate strategies with housing and regeneration priorities, and understanding funding mechanisms. Those who can interpret these trends and position their councils to seize opportunities will deliver significant social and economic impact.

8. Balance Risk and Innovation

Councils need bold ideas commercialisation, mixed-use developments, and climate adaptation but risk appetite varies widely. According to the Local Government Information Unit (LGIU), financial constraints and heightened compliance pressures make risk management a pivotal leadership skill. Innovation must be pursued within governance frameworks to protect public funds.

Deloitte’s research on innovation risk management highlights that public sector leaders must embed risk assessment into innovation processes, ensuring ideas are tested for feasibility and aligned with organisational priorities. Practical strategies include piloting projects before scaling, using intrapreneurship to foster creativity internally, and maintaining transparency with elected members. The goal is to create a culture where innovation thrives without compromising accountability.

9. Invest in Leadership Skills

Technical expertise alone won’t secure success. Effective Heads of Property need coaching, influencing, and change management skills to lead diverse teams and navigate political complexity. Research shows that strong leadership in property management drives operational efficiency, financial resilience, and stakeholder trust. Key competencies include:

• Strategic communication – articulating a clear vision for property as an enabler of corporate priorities.

• Negotiation and conflict resolution – balancing competing interests across departments.

• Adaptability – responding to policy changes and market volatility.

Investing in leadership development through executive coaching, CIPFA training, and sector-specific programmes will differentiate you as a transformational leader rather than a transactional manager.

10. Network Relentlessly

Visibility matters internally and across the sector. Joining professional networks like CIPFA’s Strategic Assets Network and Property Training Network provides access to technical guidance, policy updates, and peer learning opportunities. ACES (Association of Chief Estates Surveyors and Property Managers in the Public Sector) offers forums for collaboration on sustainability and design best practice. Networking isn’t just about events, it’s about building influence. Share insights on LinkedIn, contribute to sector roundtables, and engage with CIPFA and ACES communities. These connections will keep you informed, raise your profile, and open doors to future leadership opportunities.

Conclusion

The Stepping Up event and roundtable made one thing clear: becoming a Head of Property in local government is about far more than technical know-how. It’s about strategic vision, political awareness, collaboration, and the ability to lead through complexity. Councils need leaders who can unlock the potential of their estates to deliver housing, regeneration, sustainability, and financial resilience. A huge thank you to our expert contributors for sharing their insights and experience:

• Simon Lewis, Interim Assistant Director of Property – South Gloucestershire Council

• Mona Walsh, Assistant Director of Property – Cherwell Council

• Steve Caplan, Director of Corporate Landlord and New Homes – London Borough of Islington.

• Alex Gee, Senior Consultant, CIPFA & President, SPACES

Your perspectives have provided invaluable guidance for the next generation of property leaders.