Nearly five million leasehold homes could face a significant shake-up in how they are managed following Government proposals to introduce an independent regulator for property agents, as new analysis from residential property management specialist Rushbrook reveals that annual service charges have risen by more than 26% in just one year. The proposed reforms would place estate agents, residential managing agents and estate managers under greater regulatory scrutiny, with additional measures being considered to tackle excessive administration fees and strengthen financial transparency across the leasehold sector. Rushbrook has welcomed the proposals, arguing that the growing sums of money handled by managing agents make stronger professional standards and greater accountability increasingly important. The announcement comes as Rushbrook’s analysis of the latest Government figures reveals approximately 4.902 million leasehold dwellings in England, including 4.633 million within the private sector. Almost 1.911 million are privately rented properties, representing 39% of all leasehold dwellings, while flats account for 82.4% of the total. These figures demonstrate the potential impact of greater regulation on landlords, managing agents, residential property investors and the wider block management sector. The growing financial responsibility placed on managing agents is particularly evident in rising service charges. Rushbrook’s analysis of Government data shows that the average annual service charge paid by owner-occupier leaseholders reached £2,169 in 2024–25, representing a 26.2% increase on the previous year. Over five years, average annual service charges have risen by 33.4%, reflecting increasing expenditure associated with maintaining and operating residential buildings. Ground rents have also increased, with average annual payments among owner-occupier leaseholders rising from £235 in 2023–24 to £315 in 2024–25, an increase of 34.3%. While these figures highlight growing financial pressures, Rushbrook emphasises that higher charges do not automatically indicate poor management. Inflation, maintenance expenditure and the wider costs associated with operating residential properties have all placed pressure on budgets. Nevertheless, the scale of expenditure reinforces the need for transparent service charge administration, effective financial planning and clear communication between managing agents, landlords and residents. The Government’s proposed reforms also seek to address additional administration fees, which can vary considerably depending on the managing agent and the service required. Published fee schedules examined by Rushbrook reveal charges of £50 to £60 for permission to keep pets, £60 to £150 for alterations consent and £100 to £250 for management information or LPE1 sales packs. Other examples include remortgage administration fees of £80 to £150, notices of transfer costing £80 to £100 and certificates of compliance ranging from £120 to £150. Roma Sharma, Managing Director of Rushbrook, believes stronger regulation represents an opportunity to reinforce confidence in the residential management profession. “Property managers are entrusted with people’s homes and increasingly substantial sums of their money, so it’s only right that professional standards keep pace with that responsibility,” she said. Sharma acknowledged that inflation and rising property maintenance costs have contributed to higher charges, but stressed that fees must remain fair, transparent and justifiable. She added that reputable operators should welcome greater scrutiny, particularly given the significant number of privately rented properties operating within the leasehold sector. For residential management companies, the proposed changes underline the growing importance of professional competence, financial accountability and consistent service delivery. As the management of residential buildings becomes increasingly complex, the ability to demonstrate value, maintain properties effectively and provide transparent financial information will remain central to building confidence among leaseholders, landlords and investors. With almost five million leasehold homes potentially affected, the proposed reforms could mark an important turning point in the professionalisation of UK residential property and block management. Data tables and sources Government leasehold dwelling estimates show 4.902m leasehold dwellings across all tenures, of which 4.633m are within the private sector. The private rented sector accounts for 1.911m leasehold dwellings, comprising 337,000 houses and 1.574m flats. GOV.UK – Leasehold dwellings 2024 to 2025 Government English Housing Survey data was used for average annual ground rents and service charges paid by owner-occupier leaseholders. GOV.UK – English Housing Survey data on leaseholders Example administrative charges were taken from published fee schedules. Hastoe – Administrative fees Jigsaw Homes – Additional administration fees for leaseholders Enfield Council – Leasehold administration chargesView the full data tables and sources online here. Building, Design & Construction Magazine | The Choice of Industry Professionals

Ardstone has been ranked among the world’s top 50 core real estate investment managers, highlighting the growing scale of its institutional residential investment and property management platform in Ireland. The company has taken 49th position in the inaugural PERE Core 100, a global ranking measuring capital raised by private real estate managers for core and core-plus strategies. PERE recorded $1.186 billion of capital raised by Ardstone during the five-year assessment period, placing the Irish property investment manager alongside some of the largest institutional real estate businesses operating internationally. The recognition comes as institutional investment continues to play an important role in the development, ownership and long-term management of purpose-built rental housing. At the centre of Ardstone’s residential strategy is the Ardstone Residential Income Fund (ARIF), which currently owns and operates approximately 3,100 homes across the Greater Dublin Area. The fund is focused on the mid-market rental and social housing sectors, connecting long-term institutional capital with the delivery and operation of new homes. The Irish Strategic Investment Fund is among the investors supporting ARIF, having committed €75 million alongside international pension fund capital. Its investment strategy is intended to help unlock new rental housing through forward purchase and forward funding arrangements. For the wider residential property sector, Ardstone’s ranking illustrates how Build to Rent and professionally managed rental housing are increasingly becoming long-term institutional asset classes rather than simply development opportunities. That approach places considerable emphasis on what happens after construction is completed. Property and asset management, resident experience, building performance, energy efficiency, maintenance and the creation of sustainable communities all become integral to protecting the long-term performance of residential investments. ARIF has also placed sustainability within its investment strategy, with objectives including the creation of sustainable, low-carbon residential assets that are better positioned to respond to future climate risks. The fund is classified as an Article 9 fund under the Sustainable Finance Disclosure Regulation. Ardstone said its position in the global ranking reflected the strength of its long-standing institutional investor relationships and the scale achieved through its specialist Irish residential platform. The wider PERE Core 100 also provides an indication of the scale of capital targeting lower-risk real estate strategies. The 100 managers included in the inaugural ranking collectively raised more than $223 billion for qualifying core and core-plus strategies during the five-year assessment period. For Ardstone, reaching the global top 50 provides further recognition of a residential platform that now spans thousands of homes and combines investment, development, ownership and long-term operation. As institutional capital continues to target professionally managed rental housing, the relationship between investment and the physical performance of residential buildings is likely to become increasingly important, placing property management, sustainability and long-term asset quality firmly at the heart of the sector’s future growth. Building, Design & Construction Magazine | The Choice of Industry Professionals

Property management and finance platform Lendlord has launched a free Rent Increase Notice (Form 4A) tool within its platform, helping landlords complete the official government form required under the section 13 rent increase process for assured periodic tenancies in England. Since 1st May 2026, landlords have been required to use the section 13 process every time they increase the rent, including where the tenant has already agreed to the proposed increase. Informal emails, WhatsApp messages and rent-review clauses can no longer be used in place of the prescribed process, while a clause agreed before 1st May 2026 but due to take effect after that date does not apply. Under the requirements: Lendlord’s Form 4A tool guides landlords through the current and proposed rent, relevant dates, any charges included within the rent and the landlord or agent signature, before producing the official Form 4A for review. The tool sits alongside Lendlord’s tenancy records and Compliance Hub, allowing landlords to use existing tenancy information rather than entering the same details again. Once completed, the notice can also be signed electronically and shared digitally with the tenant, provided the method of service is permitted under the tenancy agreement. According to the English Housing Survey 2024-25, the private rented sector comprises 4.7 million households in England. Errors in a rent increase notice or its timing can delay a proposed increase and create uncertainty for both landlords and tenants. Aviram Shahar, co-founder and CEO of Lendlord, said: “Landlords need to understand that agreeing a rent increase with a tenant does not replace the formal notice process. For assured periodic tenancies in England, using the correct form and getting the timing right are essential. “We have made the Form 4A tool free to help landlords prepare the official notice using tenancy information already held in Lendlord, reducing the administration involved. Landlords still need to check the details and serve the notice correctly. “The process should provide clarity for both sides: landlords need to know when an increase can take effect, while tenants need proper notice and a clear understanding of their rights.” More information is available at lendlord.io/solutions/manage/form-4a-rent-increase-notice. The official Form 4A and the landlord rent-increase rules are published on GOV.UK. Building, Design & Construction Magazine | The Choice of Industry Professionals

The research reveals RTM formations hit record highs in 2025, with 2026 set to see even higher numbers Almost 1,000 groups of leaseholders became RTMs in 2025; a 79% increase in just six years Right to Manage (RTM) company formations have hit an all-time high, according to a new industry index. New research by property management firm Placekeeper Management has revealed there were 986 RTMs established in 2025; the highest ever recorded. The trend shows no sign of slowing down either, with 578 RTM companies already formed by the midpoint of 2026, putting the year on track to set yet another record. The findings show a huge disparity between RTM activity and the wider UK housing market, with resident-led management activity continuing to accelerate even as housebuilding and management company formations fall. To track this trend over time, the Altrincham-based property management firm has developed the Placekeeper RTM Index: a figure that compares RTM formation activity with housing completions against the long-term average. The Index rose from 69 in 2019 to 155 in 2025, meaning RTM activity relative to housing completions has more than doubled in six years and now stands 55% above its long-term average. The rise comes despite falls across the wider housing market, where completions fell from 214,290 in 2019 to 170,390 in 2025, representing a drop of around 20%. Management company formations also dropped from a peak of 2,180 in 2018 to 1,543 in 2025, the lowest level since 2013. RTM formations, by contrast, have continued to climb, suggesting that growth in resident-led management is increasingly being driven by factors within the existing housing stock. Trevor Adey, Director at Placekeeper Management, said: “The most striking finding isn’t simply that RTM formations have reached a record high, but that activity continues to accelerate at a time when housebuilding levels and management company formations have fallen.  “The data suggests resident-led management is becoming a more significant feature of the UK’s existing housing stock, whether that reflects greater awareness of leaseholder rights, increased scrutiny of service charges, or wider changes in residential governance.  “For managing agents, this should be a wake-up call. Standards of transparency, communication and value for money that might once have gone unquestioned are now being scrutinised more closely than ever. Agents who don’t adapt and improve services risk losing the buildings they manage to their own residents.” Placekeeper’s analysis draws on more than fifteen years of Companies House incorporation data and Office for National Statistics’ housing figures, covering RTM company formations, management company formations and UK housebuilding activity between 2010 and 2026. Building, Design & Construction Magazine | The Choice of Industry Professionals

The latest research by property management specialist, Rushbrook & Rathbone, has found that whilst the vast majority of letting agents believe the demands of managing rental properties have increased significantly in recent years, most continue to manage the function entirely in-house despite recognising that property management and winning new business now require fundamentally different skill sets. The survey of UK letting agents, commissioned by Rushbrook & Rathbone* looked to understand how the role of property management has evolved in recent years, the operational challenges agencies are facing, and whether they have changed their approach to delivering management services. The research found that 81% of letting agents believe the regulatory burden involved in managing rental properties has increased in recent years, with 44% of those stating it has increased significantly. When asked what has driven this increased workload, compliance and legislation ranked as the single biggest factor, followed by administration and paperwork and the growing complexity of possession processes. Recruitment is also proving increasingly difficult, with property management identified as the hardest specialist role to fill. More than half of agents (56%) said recruiting property managers has been their biggest staffing challenge over the last year, well ahead of lettings negotiators (22%), business development managers (14%) and compliance specialists (10%). The findings also suggest that the industry increasingly views property management as a specialist discipline in its own right. More than three quarters of respondents (77%) agree that winning new landlord instructions and managing rental properties now require fundamentally different skill sets. This changing landscape is also reflected in the day-to-day pressures faced by agencies. Winning new business ranks as the single greatest operational challenge (22%), closely followed by property management (19%) and compliance (16%), highlighting the competing demands agencies are balancing across both growth and service delivery. Despite this, the overwhelming majority continue to deliver property management internally. Almost two thirds (63%) manage the function entirely in-house, whilst a further 19% do so predominantly in-house with only limited outsourced support. Despite this, just 10% of respondents say they have considered outsourcing more elements of their property management operation, suggesting that whilst many agencies recognise the increasing complexity of the role, relatively few have yet explored alternative delivery models. Roma Sharma, Managing Director of Rushbrook & Rathbone, commented: “The findings reflect what we’ve been seeing across the industry for some time. Property management has evolved into a highly specialised discipline that demands a very different skill set to winning instructions or growing a lettings business. Twenty years ago, property management was often viewed as an administrative function focused on rent collection and organising repairs. Today, it encompasses compliance, health and safety, contractor management, maintenance coordination, tenant communication, financial administration and an ever-growing body of legislation. None of that diminishes the importance of winning new business, but the reality is that asking the same people within a business to excel at both disciplines is becoming increasingly challenging. This isn’t about suggesting that every letting agent should outsource their property management. Many agencies deliver an excellent in-house service. However, every business should regularly assess whether it has the capacity, expertise and systems required to meet the increasing expectations placed upon property managers. For some agencies, partnering with a specialist management company can be a highly effective way of strengthening their overall proposition. It allows negotiators and valuers to focus on growing the business, whilst ensuring landlords continue to benefit from experienced property managers whose sole focus is protecting their investment, maintaining compliance and delivering an excellent tenant experience.” Data tables and sources Building, Design & Construction Magazine | The Choice of Industry Professionals

One of the UK’s fastest-growing property management specialists has opened a new base in central Manchester, marking its concerted expansion into the region. Principle, which employs 115 people across the UK and at existing locations in Birmingham and London, has invested more than £300,000 into its 111 Piccadilly office and the recruitment of four sector specialists to spearhead its roll-out. This includes the high-profile appointment of Matt Kirk as Property Director for the North West, who brings twenty years of residential property management experience to the role. Previously responsible for building Rendall & Rittner’s Northern operation from the ground up, his focus will be on establishing a strong local team and Manchester portfolio that will see it manage over 5000 homes by 2028. Joe Jobson, Joint Managing Director at Principle, commented: “Manchester boasts outstanding buildings, a growing residential market and real opportunities to make a difference to both clients and residents. “We know from working in Birmingham and London how important it is to have a local presence on the ground, so the decision to open a dedicated offer in the North West was a natural one to make. “Taking office space in central Manchester puts us right at the heart of life in the city and we have ambitious targets to grow revenue in the region to £2.5m within three years.” Principle provides comprehensive property management services to developers, freeholders, RMC directors, for block management and open spaces. Founded in 2018 with the mission to deliver ‘property management, properly done’, the company has grown to over £9m annual revenues, looking after more than 26,000 units, including high-profile schemes at York and Nottingham Terrace, Charlesworth House and Portman Towers in London. Whilst the focus is on residential contacts, there has also been several wins in the commercial space recently, such as 12 St George Street in Mayfair. Matt Kirk, Property Director for the North West, continued: “I’m really excited about this new opportunity with Principle and we are already gaining traction in the region, with a new instruction on Urban Splash’s Albert Mill conversion in the heart of Manchester. “We are really pleased with this early show of faith and look forward to working with the residents to positively impact their homes and their community and, in doing so, grow our reputation locally”. Brett Williams, Managing Director of Principle, concluded: “This office is an important milestone for our business. We’ve taken the time to find the right person to lead our growth in the North West, and now we have the right base to support him and the team he’s quickly building. “The Piccadilly office will manage a growing portfolio of residential and mixed-use developments across Manchester and the wider region, with the company continuing to win new contracts through its existing offices in Birmingham and central London. “We understand that the landscape of property management is ever changing. Our role has never been about bricks and mortar but about the people in the communities we service and the positive impact we can have on their everyday lives. This is the vision and commitment we are bringing to Manchester and beyond.” For further information, please visit www.principleestate.co.uk or follow the company Building, Design & Construction Magazine | The Choice of Industry Professionals

Artificial intelligence is rapidly reshaping industries around the world, and residential property and block management is no exception. Once viewed as a future technology, AI is now becoming an increasingly valuable tool for property professionals seeking to improve service delivery, operational efficiency and resident satisfaction. Across the residential sector, managing buildings has become more complex than ever. Property managers are expected to balance compliance, building safety, maintenance, sustainability targets, resident communication and financial performance, all while delivering an exceptional customer experience. As portfolios grow and regulatory requirements increase, technology is playing an increasingly important role in supporting these responsibilities. Modern AI-powered platforms are helping property management teams respond faster to resident enquiries, streamline maintenance reporting and improve communication between residents, contractors and management teams. Intelligent systems can automatically prioritise issues, monitor service performance and provide real-time visibility into building operations, helping teams make more informed decisions. The benefits extend beyond efficiency. AI is also helping property managers become more proactive. Rather than reacting to problems once they occur, advanced systems can identify trends, predict maintenance requirements and flag potential issues before they escalate. This predictive approach helps reduce costs, minimise disruption and improve the overall resident experience. For block management professionals, access to better data is proving equally valuable. AI-driven insights can support service charge forecasting, contractor management, compliance monitoring and long-term asset planning, allowing property teams to focus on strategic decision-making rather than routine administration. Despite these advancements, technology is not replacing property managers. Residential buildings are ultimately communities, not simply assets. Residents still value personal interaction, empathy and the reassurance that comes from speaking with experienced professionals who understand their needs and concerns. Instead, AI is helping to remove administrative burdens and repetitive tasks, allowing property managers to dedicate more time to building relationships, improving services and creating thriving residential environments. As the sector continues to evolve, the most successful residential and block management organisations are likely to be those that embrace a combination of human expertise and intelligent technology. By using AI to enhance communication, improve operational performance and support better decision-making, property professionals can deliver smarter, more responsive and more resident-focused services. The future of residential and block management will not be defined by technology alone. It will be shaped by how effectively people and technology work together to create safer, more efficient and better-connected communities. Building, Design & Construction Magazine | The Choice of Industry Professionals

The latest insight from property management specialist, Rushbrook & Rathbone, has found that utilities, cleaning and gardening are the most common block management requirements, accounting for almost two thirds of all call-outs and maintenance tasks carried out in 2025. Rushbrook & Rathbone’s internal data shines a light on what most frequently drives costs when it comes to block management, analysing both the volume of works carried out and the share of expenditure attributed to each category during 2025. The data shows that utilities were the single most common block management requirement in 2025, accounting for 30.6% of all call-outs and works undertaken. Cleaning and window cleaning ranked second, accounting for 22.1%, whilst gardening made up a further 12.7%. Together, these three categories accounted for 65.4% of all block management activity across the year. General maintenance ranked fourth, accounting for 6.3% of activity, followed closely by fire risk assessment and health and safety requirements at 6.2%. Electrical services also accounted for 5.0% of all work undertaken. However, the categories that occurred most often were not necessarily those that accounted for the largest share of total expenditure. Gardening accounted for the largest share of block management spend in 2025 at 14.9%, followed by insurance at 14.5%, largely driven by increasing premiums across the market, particularly for older buildings or those with higher risk profiles. Management fees also ranked highly at 14.2%, driven by financial administration, compliance with evolving legislation, contractor management, and resident communication, along with cleaning and window cleaning at 14.1%. Despite accounting for 30.6% of all activity, utilities represented just 7.4% of total expenditure, reflecting the fact that whilst they are by far the most frequent requirement, they are generally lower cost on an individual basis. Susan Feasey, Associate Director – Block Management at Rushbrook & Rathbone, commented: “Many people assume that the biggest costs in block management come from major repairs or emergency works, but in reality it is often the more routine and recurring requirements that have the greatest impact. Utilities, cleaning and gardening may not sound particularly significant in isolation, but because they are required so frequently they account for a huge proportion of both the time and cost involved in managing a building. At the same time, there are categories such as insurance and management fees that occur far less frequently, but still make up a significant proportion of overall expenditure. What this really highlights is the complexity of block management. It is not simply about reacting when something goes wrong, but about coordinating a wide range of ongoing requirements in order to keep a building running safely, smoothly and cost effectively.” Data tables and sources Building, Design & Construction Magazine | The Choice of Industry Professionals

Maintenance, refurbishment and fit-out contractor Novus Property Solutions has secured a new contract with Aspire Housing to deliver improvements across the housing association’s portfolio of homes in Staffordshire and Cheshire. With many of the windows and doors across the portfolio now more than a decade old, the improvement works are essential to improving building efficiency and performance, alongside occupant comfort and safety. As an experienced maintenance and refurbishment contractor, the Novus team will carry out these essential works sensitively to minimise disruption for residents. As the efficiency of homes comes under greater scrutiny en route to net-zero, the improvements carried out by Novus will contribute towards the longevity of social homes within Aspire Housing’s portfolio. “We’re really pleased to be working with Aspire Housing to deliver new windows and doors across their homes,” says David Barnes, Operations Manager at Novus Property Solutions. “Many of their properties are close to our head office, making this a local project for us and an opportunity to make a difference in our own community and beyond. That makes it an opportunity to deliver a high standard of improvement works that make a genuine impact on residents in our local community. “We’d like to thank Aspire Housing for selecting us as one of two contractors for this project, alongside Anglian Windows. Together, we’ll be upgrading windows and doors across approximately 200 properties, making a real difference to occupant comfort while ensuring these homes are fit for purpose for years to come.” Project mobilisation is already underway for the projects, with improvement works due to commence in July. As part of Novus’ commitment to supporting the next generation of skilled workers in the construction industry, an apprentice will work alongside the highly experienced team to deliver works across the project. Aspire Housing has more than 9,500 homes in its portfolio and is committed to putting its 19,000 customers first with the delivery of safe, decent homes. To find out more about Novus Property Solutions and its work in the social housing sector, visit: www.novussolutions.co.uk Building, Design & Construction Magazine | The Choice of Industry Professionals