LGR & RECRUITMENT Park Avenue Recruitment

Alicia Gristwood Grace Esberger

Alicia is Senior Executive Consultant for Property, Surveying, Development & Regeneration, and Property Services in London and the Southeast. Nearly five years in, she has built a strong track record of placing high-quality professionals into the public sector, helping local authorities overcome persistent recruitment challenges. Her work has supported councils in addressing issues including ineffective placements, long-term vacancies, and gaps in strategic property expertise. Grace is Principal Consultant for the General Practice and Data divisions in the Midlands and North of the UK. In almost two years with the business, Grace has built a strong track record of delivering high-quality recruitment solutions across the public sector. Specialising in general practice recruitment, she has become a trusted partner to both clients and candidates across the North. She has also recently begun developing a new data analysts desk, expanding the business's reach into a growing and highly sought-after market.

New advertiser to ACES Terrier, Alicia and Grace here explain how LGR is shaping the organisations we work with, and in turn, shaping the recruitment market. “Whether navigating LGR, supporting teams through uncertainty, or attracting and retaining talent, open and honest communication underpins success.” Prioritising wellbeing and communication throughout the process are key. 

Introduction to Park Avenue Recruitment

Park Avenue Recruitment is a dedicated recruitment partner to the Built Environment, supporting local authorities and housing associations delivering place-changing projects and life-changing community services. Now celebrating nine years in the industry, we’ve developed a genuine interest in the work councils do and the communities they serve. By providing experienced professionals at the point they’re needed most, we help organisations create immediate value and lasting impact.

Local Government Reorganisation (LGR) is shaping the organisations we work with, and in turn, shaping the recruitment market. Operating at the centre of local authority resourcing, we have a real-time view of how these changes are influencing team structures, hiring decisions and workforce planning across the country. Through our day-to-day conversations with clients and candidates, we’re seeing first-hand how LGR is impacting both interim and permanent recruitment, along with the challenges and opportunities it presents.

How has LGR impacted the interim property market so far?

Since the introduction of LGR, the interim property market has experienced a noticeable shift. Ongoing uncertainty around structures, budgets and long-term workforce planning has meant many councils are leaning more heavily on interim professionals to maintain stability and delivery during periods of change.

Demand for specialist interims, particularly across estates, asset management and property data, remains strong, as authorities balance transformation programmes alongside day-to-day service delivery.

At the same time, we’re seeing an interesting dynamic emerge in the permanent market. In some regions, particularly across the Southeast and Southwest, permanent recruitment has remained active, with candidates seeking long-term security in response to the uncertainty created by LGR. This has led to an increase in applications and, in certain areas, more successful permanent hires.

However, this isn’t consistent across the market. Confidence in permanent hiring still varies depending on geography and an authority’s position within the LGR process. Movement across the market, particularly into London, where LGR is not taking place, has also contributed to talent migration. As a result, councils outside of London are often relying on interim professionals to backfill gaps and maintain service continuity.

From a team structure perspective, the various phases of LGR are beginning to reshape how property functions operate. In Surrey authorities, where changes are expected from 2027, we’ve seen permanent staff repositioned into more strategic roles focused on future structures and data preparation. This has created a corresponding gap at an operational level, with interims stepping in to ensure business-as-usual activity continues uninterrupted.

n this sense, interim professionals are playing a critical role in sustaining delivery, while permanent teams focus on longer-term transformation.

Where are the roles?

Throughout our experience as a consultant, councils often follow similar recruitment patterns, facing the same challenges and competing for the same skill sets at similar times.

Since the introduction of LGR, there has been a clear shift in the interim recruitment market, particularly across property and estates functions. Many councils are managing uncertainty around structures, budgets and long-term workforce planning, which has reduced overall confidence in permanent hiring in some areas. As a result, there is continued reliance on interim professionals to provide stability, specialist expertise and additional capacity.

Within the property sector, demand has notably increased for interim data and transformation professionals, particularly GIS analysts and property data specialists. These roles are critical in supporting the consolidation and transformation of estates and asset management systems, with many councils identifying gaps in the quality and accessibility of their property data as they prepare for future authority structures.

Prior to LGR, these roles were not a significant part of my recruitment focus. However, over the past two months, demand has increased considerably, averaging around one requirement per week, with some councils seeking to appoint multiple professionals simultaneously. This reflects both the scale of transformation underway and the urgency to secure specialist support.

Alongside this, demand remains consistent for interim estates managers, asset managers, building surveyors and capital projects professionals, as councils work to maintain service delivery while navigating organisational change and ongoing budget pressures.

Another key trend is the increased competition for experienced local government professionals. With multiple authorities recruiting for similar roles at the same time, candidate shortages and upward pressure on interim rates are becoming more common.

Looking ahead, while permanent recruitment is still active in parts of the market, broader confidence is likely to remain mixed until organisational structures become clearer. In the meantime, interim professionals will continue to play a vital role in supporting transformation, system integration and service continuity across local government property teams.

How can you prepare?

1. Prioritise your wellbeing

Any leadership coach will tell you that the most effective leaders prioritise their own wellbeing, particularly during periods of change. Taking time to reflect and stay aligned to your goals puts you in a stronger position to support your team.

This isn’t about stepping away; it’s about showing up consistently with clarity and energy. Your approach sets the tone. Leaders who look after themselves are better equipped to make balanced decisions, maintain perspective and support others through uncertainty.

2. Speak to your network 

Organisational change can feel uncertain, especially in the context of LGR. Engaging with your professional network, particularly those navigating similar challenges, is invaluable [Ed – ACES, of course].

While shadow authorities are forming at an organisational level, on a personal level, peers across neighbouring authorities are often facing the same pressures. Sharing perspectives can generate ideas, build confidence and help the sector navigate change more collectively.

Conversations with both clients and candidates also highlight the importance of maintaining a constructive outlook. While not always easy, reframing the narrative from concern to opportunity can shift the tone of conversations and support professional resilience.

3. Prepare for resourcing challenges

With LGR underway, change is inevitable. Keeping employees informed throughout the transition is one of the simplest ways to reduce uncertainty and minimise attrition.

That said, movement is unavoidable. We’ve seen this in other councils transitioning to unitary models, where experienced staff seek longer-term security elsewhere. Combined with an already competitive market, this makes forward planning essential.

Engaging early with trusted recruitment partners can provide valuable insight into the market. Consider:

• What are candidates currently expecting?

• How do we compare to competing organisations?

• How competitive is the market right now?

• What non-financial factors are attracting candidates?

• What type of work are professionals seeking?

Alongside this, ensure your organisation stands out. Whether interim or permanent, candidates are often considering multiple opportunities. Be clear on what sets you apart, whether that’s projects, flexibility, culture or leadership.

Finally, your process matters. Clear timelines, streamlined interview stages, and consistent communication all contribute to a stronger reputation in the candidate market. Building strong recruitment partnerships early ensures better representation of your organisation and more meaningful engagement with potential hires.

Conclusion

If there’s one consistent theme throughout, it’s communication.

Whether navigating LGR, supporting teams through uncertainty, or attracting and retaining talent, open and honest communication underpins success. Creating an environment where people feel able to share ideas, concerns and ambitions strengthens both individuals and teams.

Change across local government is inevitable, but how we approach it is within our control. Those who communicate clearly, plan proactively and remain adaptable will be best placed to navigate the transition successfully, while continuing to deliver for the communities they serve.