Right to Manage activity is at a record high - here's what it means for your building
Leaseholders are taking control of their buildings in record numbers, and the trend shows no sign of slowing, according to our new report; the RTM Index 2026.
We’ve conducted independent research and discovered that Right to Manage (RTM) company formations hit an all-time high of 986 in 2025, up 79% in just six years. With 578 RTM companies already formed by the midpoint of 2026, this year is on track to break the record again.
What makes the trend so striking is the context. Housebuilding is slowing, and management company formations are falling too, yet RTM activity keeps climbing. Our analysis of more than fifteen years of Companies House and Office for National Statistics data shows this isn’t a blip, but a structural shift in how residents want their buildings run.
The numbers behind the story
To track this properly, we’ve built the Placekeeper RTM Index: a measure of RTM formation activity relative to housing completions, benchmarked against the long-term average.
A score of 100 represents that average. In 2025, the Index hit 155, meaning RTM activity is now 55% above the historic norm, more than double where it stood in 2019.
Several other findings from the report stand out:
- RTM formations per 1,000 housing completions rose from 2.6 in 2019 to 5.8 in 2025, well above the long-term average of 3.7.
- Housing completions fell by around 20% over the same period, from 214,290 to 170,390.
- Management company formations dropped 29% from their 2018 peak, to their lowest level since 2013.
- Annual RTM formations, which sat between roughly 525 and 676 for most of the 2010s, have jumped sharply since 2023: 694 in 2023, 800 in 2024, and 986 in 2025.
In short, while the wider housing market has cooled, resident-led management has gone in the opposite direction. That tells us something important is changing in how leaseholders think about who runs their buildings.
Our report points to several likely drivers for this RTM spike. From greater awareness of leaseholder rights to closer scrutiny of service charges as costs rise and the ongoing leasehold reform debate, it’s clear residents want more say than ever before. And a growing market of specialist advisers are making RTM applications more accessible than ever.
What this means for you
Whether you're a leaseholder considering RTM, a resident director already running one, a managing agent, or a developer thinking about long-term governance, this is a trend worth understanding rather than reacting to.
At Placekeeper, we work with developers, Residents' Management Companies, RTM Companies and resident directors across England to deliver transparent, professional property management.
This includes supporting leaseholders through the RTM process from the outset, and helping RTM companies put the governance, financial management and professional support in place to succeed once they've taken control.
We've spent more than fifteen years analysing this market, and we understand what good management looks like from both sides of the table.
You can read the full Placekeeper RTM Index 2026 report, including the complete data tables and methodology, by downloading the report here.
To discuss the findings in more detail, our team is always available on info@placekeeper.co.uk.
5 things RTM companies get wrong after they've taken over
5 things RTM companies get wrong after they've taken over
We've covered the basics of Right to Manage before, eligibility, how the process works, what changes once you've taken control. What we haven't covered is what actually trips RTM companies up once the paperwork's done and the building is theirs to run.
Because that's where most of the problems show up. Here's what we see going wrong most often.
1. Assuming contracts just carry over
Insurance, cleaning, lift maintenance, fire alarm servicing, gardening. None of it automatically transfers with the management. Every existing contract needs to be reviewed, and either renegotiated, re-tendered or ended properly, and that has to happen before or right at handover. RTM companies that leave it too late can end up with gaps in cover or services quietly lapsing.
2. Not realising compliance now sits with you
Fire safety, building safety, health and safety at the property. As an RTM company, you're now the one responsible for it, not the landlord or their agent. Under the Building Safety Act, that responsibility can be significant depending on the building. It's worth understanding exactly what you're now accountable for, rather than relying on the previous managing agent's records to know what's even been done.
3. Inheriting a building with no reserve fund
A lot of buildings hand over with little, or nothing set aside for major works. Roofs, lifts, render, fire doors. It all needs paying for eventually, and if there's no sinking fund in place, the bill lands on leaseholders all at once rather than being spread over time. Get a proper condition survey done early and start building reserves from day one.
4. Forgetting the landlord doesn't disappear
Once RTM is acquired, the landlord is entitled to membership of the company. People are often surprised the freeholder still has a seat at the table, even though day to day control has moved to the leaseholders.
5. Underestimating that it's a company, not a committee
An RTM company is a company. That means statutory accounts, Companies House filings, proper board decisions, and directors carrying director level responsibility, not just an informal residents' group with a bank account. Buildings that treat it too casually tend to find out the hard way when something goes wrong.
Getting it right after handover
This is exactly where we spend most of our time with RTM companies. Not the formation, but making sure what comes after it is set up properly: contracts, compliance, reserves and governance.
We've supported RTM companies through this stage before and know how to make the handover smooth. As managing agent, we handle the heavy lifting, but it's your building, so RTM Directors and leaseholders should always have real influence over how it's run. That's the standard we hold ourselves to, alongside straightforward, competitive pricing with no hidden fees or commissions.
If you've recently taken on RTM and want a second opinion on how things are set up, get in touch for a no obligation conversation.
Switching Managing Agents: Why It's Easier Than You Think
Unhappy with your managing agent? Here's what you can do about it…
There comes a point where the frustration stops feeling manageable. It comes when calls go unanswered, or service charges appear with no clear explanation, or communal areas quietly slip from tidy to tired. If any of that sounds familiar, you are not alone, and more importantly, you are not stuck.
Across the property management landscape, switching agents is one of those things that can feel more daunting than it actually is. Directors assume it will mean disruption to residents, a legal headache, or a prolonged standoff with the outgoing agent. In reality, with the right partner handling the transition, it is one of the most straightforward decisions an RMC can make.
When good enough doesn’t cut it
The decision to switch rarely comes out of nowhere. It builds; a slow response to a maintenance issue here or a budget that does not quite add up there. Eventually, a creeping sense that the agent is simply not invested in the estate the way you are emerges.
The frustrations are consistent across developments of all sizes. Often, it’s poor communication, opacity around finances, inconsistent maintenance, and a feeling that your community has become just another line in a portfolio.
These are not minor inconveniences, but real indicators that the relationship has run its course, and that residents of the estate are paying the price.
The process of switching agents
The handover is the thing most directors worry about and actually, it shouldn’t be. A well-managed switch begins with a free consultation, often an in-depth conversation about the estate, its priorities, and any outstanding concerns.
The incoming agent then reviews your service charge budget, insurance arrangements, and financial position, and carries out a site visit before any decisions or agreements are formalised.
From there, the outgoing agent is dealt with directly by the new one. Documents, funds, and keys are transferred in an orderly way, and residents experience no interruption to services. Maintenance and repairs also continue throughout.
Your funds belong to your RMC or leaseholders, not to the outgoing agent, so the financial transfer is a practical process, not a contentious one. Site staff are also protected under TUPE, meaning continuity is preserved without any action required from directors.
With this, there is no obligation to wait until the end of the financial year. Provided your contract allows it, the switch can happen at any point, with the notice period structured around what works for the estate.
When the switching process is done well, residents barely notice the transition. They do, however, notice the marked improvement in service that tends to follow the appointment of a new agent.
What to look for in a replacement
Of course, success relies on choosing the right replacement agent. Proposals should be scrutinised carefully. Always look beyond the headline fee to understand what is actually included, how contractor relationships are managed, and what the accountability structure looks like day to day.
It’s vital to meet the people who will actually manage your estate, not just those presenting at pitch stage. Ask for references from comparable developments and pay attention to how agents talk about residents, as that tells you a great deal about their values.
Transparency around service charges, clear reporting, and a genuine understanding of compliance obligations are non-negotiable in a well-run management operation.
Red flags are usually visible early. If the pricing is vague, or you sense a reluctance to share contractor standards, or a tendency to deal in generalities rather than specifics, it’s better to keep looking for a better agent partner.
Why Placekeeper?
At Placekeeper, we manage communities, not just properties. Our approach spans everything from legal setup and financial planning through to day-to-day administration, service charge management, maintenance, and long-term improvement. All of this is structured around our four principles for success: create, manage, maintain, and improve.
When we take on a new estate, we move quickly. Compliance checks, outstanding maintenance, and service improvements are addressed as immediate priorities, not left to settle in over time.
We also handle all communication with the outgoing agent directly, manage the document and financial transfer, and ensure the transition is clean, structured, and stress-free for everyone involved.
If your current arrangement is falling short, the bar for change is lower than you might expect, and the impact of getting it right is significant.
To arrange a free, no-obligation consultation with the Placekeeper team, call 0161 531 6422 or email info@placekeeper.co.uk. We will take it from there.
The best developers think about management from the offset
The best developers think about management from the offset
For most housebuilders and developers, the finish line is completion. Once a scheme is delivered, the homes are sold or occupied, and the focus shifts to another project. However, for the people who actually live in those homes, completion is just the beginning.
What happens in the months and years after handover has a direct bearing on how a development is remembered and, more importantly, how a developer's reputation holds up over time. The quality of ongoing management is more than just an operational detail; it is a reflection of the original vision and a major factor in whether a scheme genuinely thrives.
Bringing the gap between design and living
A development can be beautifully designed and thoughtfully planned, yet still fall short of expectations if daily management does not match that standard. Communal spaces that go unmaintained or service charge disputes that are left unresolved can quickly erode confidence in a place that started with so much promise.
This is the gap that professional property management aims to close. A skilled managing agent takes responsibility for everything that happens after the keys are handed over, from coordinating maintenance and managing contractors to overseeing financial reporting and keeping residents informed. Efforts are largely invisible, but become the actions residents talk about most.
Prioritising reputation, always
For developers working on multiple schemes or building a long-term presence in a market, reputation is everything. A poorly managed development does not just affect the residents living there. It affects how future buyers perceive your brand, how planners and local authorities view your applications, and whether sales teams find it easier or harder to close the next scheme.
Conversely, a development that is well managed and where residents feel genuinely supported becomes an asset. Word of mouth, online reviews and referrals all carry weight in the residential market. People talk, and a strong track record of delivering not just good homes but good communities is one of the most powerful differentiators a developer can have.
Early engagement is essential
One of the most common mistakes developers make is treating management as an afterthought. In practice, the decisions made during the design and planning stages have a significant impact on a development’s long-term manageability. Material choices, the design of communal spaces, service charge budgeting and maintenance planning are all areas where early input from an experienced managing agent can make a real difference.
Bringing a management partner on board during the planning and construction phases, rather than at handover, creates a far smoother transition. It also helps avoid some of the most common pain points. Including underfunded service charges, poorly specified communal areas and a lack of clarity between developer and resident about what is covered and what is not
A changing regulatory landscape
The regulatory environment for residential management has also shifted considerably in recent years, and continues to do so. Managing agents and developers face vast scrutiny over building safety, service charge transparency and professional standards.
The introduction of the new new RICS residential service charge code 2026 is a good example of this direction of travel. The updated code places stronger expectations on managing agents around transparency and accountability across the leasehold sector.
Engaging with an experienced management partner who understands these requirements is best practice for developers who want to protect their schemes and reputation.
Great management cannot be overestimated
A professional managing agent’s responsibilities typically include service charge budgeting and financial reporting, coordination of repairs and long-term maintenance planning, health and safety compliance, building insurance and statutory inspections, and regular, transparent communication with residents.
Beyond the operational detail, a great managing agent acts as a genuine steward of the development. They understand that a residential community is more than a collection of homes, and that the environment residents live in has a real impact on their quality of life.
At Placekeeper, we work with housebuilders and developers to ensure that the quality of a scheme does not stop at practical completion. By engaging with us early in the process, developers can shape their schemes with long-term management in mind, set realistic budgets and create a foundation for communities that genuinely function well from day one.
If you are delivering a residential scheme and want to discuss how we can support you, get in touch with our team at info@placekeeper.co.uk
New RICS service charge code and what it means for residential property
Last month, the Royal Institution of Chartered Surveyors (RICS) introduced the fourth edition of its Service Charge Residential Management Code, effective from 7 April 2026. This is the first major update in a decade, reflecting the sector's significant evolution.
With around 4.6 million leasehold homes in England, the way service charges are managed plays a central role in the day-to-day experience of homeowners. While the code itself is not legislation, it carries considerable weight and is often used by courts and tribunals to assess whether costs and management practices are reasonable and fair.
For leaseholders, managers and housebuilders, the updated code is designed to improve transparency and consistency across the entire sector.
What is the RICS Service Charge Code?
The RICS Service Charge Residential Management Code sets out best practice for managing service charges in residential buildings. It provides a clear framework for managing agents, covering everything from budgeting and accounting to communication and complaint handling.
Although it is not legally binding, it is widely recognised as the benchmark for professional standards in residential management across the industry. With this, it plays an important role in shaping how developments are managed in practice.
Why has it been updated?
The latest update reflects a combination of industry change and increasing expectations. In recent years, there has been greater scrutiny of service charges, alongside wider legislative reform, particularly in relation to building safety.
The updated code aligns with these changes and reinforces the need for a more transparent and accountable approach to residential management. It also aims to reduce the likelihood of disputes, which have historically been one of the most common challenges in leasehold properties.
At the same time, it signals the direction of travel for the sector, with further leasehold reform expected to place even greater emphasis on clarity and standardisation in the near future.
What has changed?
A key update is the stronger emphasis on transparency and clearer communication. Managing agents are expected to provide detailed explanations of how service charges are calculated and spent, through structured budgeting and accessible reporting. The code also recognises the importance of keeping residents informed, particularly about costs and related decisions, which is vital in owner-occupied developments.
Another key focus is on greater communication. The code highlights the importance of keeping residents informed, particularly regarding costs and the decisions behind them. This is particularly relevant in owner-occupied developments, where residents often take an active interest in how their building or estate is run.
The updated code also reflects the growing importance of building safety. It recognises the increased responsibilities placed on those managing residential developments and the need for processes that support compliance and accountability.
Finally, there is a renewed focus on professionalism, fairness and consistency. Managing agents are expected to operate with a high level of competence and integrity, while service charges should be reasonable, proportionate and clearly justified.
What does this mean for property managers?
For managing agents, the updated code raises expectations and encourages a more proactive, resident-focused approach. This includes clearer budgeting and stronger communication with residents. It also means ensuring that decisions are well documented and can be clearly explained if challenged.
For organisations like Placekeeper, many of these principles are already embedded in our day-to-day approach. The updated code simply provides further structure and reinforces the importance of maintaining high standards across service delivery.
What does this mean for leaseholders?
For leaseholders, the changes should lead to greater visibility and understanding of service charges. Clearer communication and more transparent reporting mean residents are better informed about how their money is being used. This can help build trust and reduce the potential for disputes.
In developments where many residents are owner-occupiers, this is particularly important. Effective management not only supports compliance but also contributes to the overall quality and reputation of a community, ensuring the assets can hold long-term value.
What does this mean for housebuilders and developers?
For housebuilders and residential developers, the updated code offers greater clarity around what good management looks like in practice.
It highlights the importance of engaging with managing agents much earlier in the development lifecycle. Too often, management considerations are introduced post-completion, when key decisions around design and long-term maintenance have already been made.
By involving a managing agent during the planning and construction phases, developers can ensure that schemes are set up for efficient management from day one. This includes shaping service charge budgets, selecting appropriate materials and designing with long-term maintenance in mind.
A step forward for residential management
While the updated RICS code does not introduce new legal requirements, its influence should not be underestimated. It reflects a clear shift towards greater transparency and accountability across the sector.
By setting clearer expectations and promoting better communication, it provides a stronger foundation for how residential communities are managed, both now and in the future. It supports better day-to-day management, while also helping to drive long-term value and ensuring better cohesion between all stakeholders.
Greener homes mean closing the gap between design and reality for residential development
World Earth Day takes place on 22 April and often sees a shift in focus across the built environment towards sustainability. While much of the conversation focuses on construction methods and materials, this is a mistake that overlooks the environmental impact of projects after completion.
A building is only as sustainable as the way it is managed, and a failure to recognise this is where an industry challenge begins to emerge. The gap between how a building is designed to perform and how it operates in practice remains one of the biggest barriers to achieving meaningful sustainability outcomes across the built environment.
The sustainability performance gap
Many modern developments are designed with strong sustainability credentials. Energy-efficient systems, green spaces and carefully considered materials are now standard across new schemes. However, without the right operational oversight, these features often fail to deliver the intended outcomes.
The gap between intended and actual environmental performance is influenced by several factors that underpin success. For example, building systems may only serve a sustainability purpose if they are maintained correctly. Similarly, sustainability features are often underused by tenants due to a lack of clear communication.
Over time, these small gaps can compound, reducing efficiency and increasing environmental impact. What begins as a well-designed sustainable development can gradually fall short of its original ambitions. Property management plays a critical role in closing this gap, ensuring that the sustainability plans for a building are actively delivered throughout its lifecycle.
Delivering sustainable progress daily
Sustainability is ultimately shaped by everyday decisions. Considerations such as how waste is managed across a development and how communal areas are maintained all contribute to the environmental footprint of a building. Every small operational choice, when repeated daily across multiple homes, has a significant cumulative impact.
Effective estate management ensures these decisions remain aligned with a development’s original sustainability goals. This can look like implementing clear waste strategies, maintaining energy-efficient systems or working with contractors who understand environmentally responsible practices.
Outdoor spaces also play an important role. Biodiversity-friendly landscaping, seasonal planting and reduced chemical use can help developments support local ecosystems while creating more attractive environments for residents.
Keeping residents on side
Even the most well-managed development cannot achieve its sustainability goals without the support of those who live there.
Resident behaviour has a direct impact on energy use, waste levels, green spaces and the overall environmental performance of a building. Tenant engagement, while often overlooked, is one of the most effective ways to influence outcomes.
Property managers are uniquely positioned to work collaboratively with tenants. Through clear communication and regular engagement, we help residents understand how to use systems effectively and adopt more sustainable habits.
This is particularly important on existing schemes, where improvements rely on a combination of physical upgrades and behavioural change. At one of our managed sites - Westwood Park in Bolton - our role extends far beyond maintenance. We work with residents and stakeholders on longer-term improvements that enhance both the quality of the environment and how it is used.
Great managers supports decarbonisation
The built environment is responsible for around a quarter of the UK’s carbon emissions, making it a critical focus area as the country works towards its 2050 decarbonisation target. While much of the attention is placed on how buildings are constructed, it is operational performance that will ultimately determine whether targets are met.
Property management has a vital role to play here. By maintaining systems efficiently, monitoring performance and supporting improvements, managers can help reduce a building’s environmental impact over time.
There is also growing pressure for greater transparency and accountability, with ESG considerations now vital for developers and investors alike. Reliable data and consistent reporting rely on proactive management, making it an essential component of sustainable development.
Proactivity is power
Sustainable development does not end at completion, but is shaped by how buildings are managed and maintained. For developers looking to create genuinely sustainable communities, estate management is a critical part of the solution and needs to be approached proactively to close the gap between a building’s intended and actual environmental performance.
We work closely with developers to ensure that management strategies are aligned with sustainability objectives from the outset. By understanding how a building is designed to perform, we can put the processes and structures in place to support those goals in practice. This ensures sustainability is embedded into the daily running of a development, rather than treated as a standalone feature.
To find out how Placekeeper can support the long-term sustainability of your development, contact the team at info@placekeeper.co.uk or call 0161 531 6422.
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The hidden responsibilities of managing residential communities
From an outsider’s perspective, property management can appear relatively straightforward. It involves collecting service charges, arranging repairs, managing general maintenance works and ensuring shared spaces are clean and well maintained.
But the reality behind managing modern residential communities is far more complex. Behind every successful development sits a significant amount of unseen work, from ensuring buildings run smoothly on a daily basis to meeting ongoing compliance and regulatory responsibilities, all while maintaining the long term value of the asset for residents and developers alike.
As buildings become more sophisticated and the regulatory environment continues to evolve, effective estate and block management has become an increasingly specialised discipline. The scale of the industry reflects this shift, with the sector expected to approach £38 billion in revenue by 2026.
This highlights the growing demand for professional expertise across residential schemes. Success relies on understanding the full scope of responsibilities involved and why experienced management plays such an important role in protecting the long term performance of residential developments.
Ensuring safety and regulatory compliance
One of the most significant yet often overlooked aspects of estate and block management is ensuring developments remain compliant with an increasingly complex regulatory landscape.
Today’s residential buildings must meet a wide range of health and safety obligations, including fire safety management, building inspections, risk assessments and the ongoing monitoring of compliance documentation. Rather than being a one off exercise, this requires continuous oversight to ensure buildings remain aligned with evolving legislation and industry standards.
Maintaining compliance now involves coordinating multiple inspections, certifications and reporting processes throughout the year. Professional managing agents play a crucial role in overseeing this, ensuring nothing is missed and that developments remain safe, compliant and well managed for all residents.
Financial management and long term planning
Beyond compliance, effective estate management involves careful financial stewardship to ensure developments remain sustainable over the long term.
Managing service charge budgets and forecasting operational costs are core responsibilities. This includes planning for reserve or sinking funds, allowing for major works and long term maintenance to be delivered without unexpected financial pressure on residents.
These responsibilities are becoming increasingly important as operating costs continue to rise. Without proactive planning, unforeseen works or cost increases can quickly disrupt budgets and impact the overall performance of a development.
Strong financial management ensures costs are controlled, risks are anticipated, and developments remain well maintained without unnecessary financial strain.
Coordinating contractors and maintaining quality
Another critical element of estate and block management is overseeing the network of contractors responsible for maintaining and servicing a development.
From routine maintenance and landscaping to specialist repairs and compliance testing, managing multiple suppliers requires robust procurement processes and clear communication. Managing agents must ensure work is delivered to a high standard while maintaining cost efficiency and minimising disruption to residents.
This requires balancing operational performance with the day to day experience of those living in the community. Maintenance schedules, inspections and repair works must be carefully coordinated to keep developments running smoothly while ensuring residents remain informed and supported.
Strong contractor management and trusted supplier relationships are essential to delivering consistent, high quality service.
Digitalisation and futureproofing property management
Like many industries, estate management is evolving through the use of technology. Digital tools can help streamline reporting, track maintenance requests, monitor compliance and improve communication between residents and managing agents.
While technology can enhance efficiency, it works best alongside experienced human oversight. Successfully managing residential communities still relies on judgement, problem solving and clear communication, all of which remain central to effective management.
Creating successful residential communities
For developers, estate and block management plays a far greater role than simply maintaining buildings. It protects asset value, ensures compliance and helps create a positive, well managed living environment for residents.
At Placekeeper, we understand the responsibilities involved in managing modern residential communities. That is why our team works closely with developers to provide proactive, hands on management that supports the long term success of every development we oversee.
If you are planning a new residential scheme or reviewing the management of an existing one, our team would be happy to discuss how we can support you.
Email us today at info@placekeeper.co.uk or call 0161 531 6422 to speak with our experienced team.
Property managers continue building communities long after the last brick is laid
Property managers continue building communities long after the last brick is laid
In today’s residential market, building great homes is only part of the story. What really sets a development apart is the activity that continues long after the final brick is laid. Both housebuilders and tenants are no longer concerned simply with the construction of a scheme, but want to understand the plan for its upkeep once keys are handed over.
This mindset shift is exactly why property management companies have become such a powerful asset for developers and housebuilders in recent years. They are no longer a back office function, but are central to creating thriving residential communities. Quite simply, they are the secret weapon behind long-term success in housebuilding.
The role of property managers
Property management companies usually step in once a development is complete, taking responsibility for the ongoing management of shared spaces, buildings and estates.
Unlike housebuilders, whose role is focused on design and delivery, managing agents are responsible for the day-to-day operation of a site. They typically work on behalf of developers, freeholders, Residents’ Management Companies or leaseholders.
A professional property manager’s role is vast and varied. Some of its general responsibilities include:
- Service charge budgeting, collection and accounting
- Maintenance and repair of communal areas
- Contractor management and long-term maintenance planning
- Health and safety compliance, including fire risk assessments
- Building insurance and statutory inspections
- Resident communication and issue resolution
The result is a development that functions smoothly long after the sales suite has closed. By appointing the right managing agent, housebuilders and developers can be confident that their schemes are well cared for and compliant, protecting both asset value and reputation.
Early engagement yields stronger results
Recently, there has been a notable shift when developers and housebuilders appoint property management companies. Engaging with management experts during the planning and build stages, rather than waiting until handover, is becoming increasingly common, and there are good reasons for this shift.
Early involvement allows managing agents to advise on realistic service charge budgets, practical design choices and future maintenance needs. This helps avoid common pain points such as underfunded service charges or difficulty maintaining features. This helps to prevent unhappy residents down the line.
This prompt engagement also creates a smoother transition from developer to resident-led management, reducing disputes and protecting brand reputation.
Building communities, not just properties
Modern property management is about far more than maintenance schedules and compliance checklists.
A good managing agent acts as an advocate for residents and a steward of the place itself. Through clear communication, responsive service and proactive oversight, property managers help foster a sense of pride and community.
This approach matters more than ever. Research continues to show that well-managed developments experience higher resident satisfaction, lower complaint levels and stronger long-term asset values. For developers, the benefits of this are endless - it can lead to better referrals and foster a reputation for excellence, offering greater chances of success in future schemes.
Staying compliant amid changing regulations
Compliance is another major driver behind the growing importance of property management in 2026.
With increased scrutiny around building safety, transparency of service charges and managing agent standards, developers face more responsibility than ever once homes are occupied. Proposed reforms and ongoing government consultations signal a clear direction of travel towards greater accountability across the sector.
Experienced property managers help developers and landlords stay on the right side of the law. From health and safety inspections to robust financial reporting and data protection, they provide reassurance in an increasingly complex - and constantly changing - regulatory environment.
Why Placekeeper?
At Placekeeper, we work alongside developers and housebuilders to support residential schemes from the early planning stages through to long-term management.
Our approach combines technical expertise with a strong focus on people and place. We believe great management protects investment, supports compliance and creates communities where residents genuinely want to live.
By partnering early, we help developers futureproof their schemes, reduce risk and deliver places that stand the test of time. Because the best developments are not just built well, they are managed well too.
If you’re looking for an experienced property management firm with a demonstrated history of keeping residents happy, get in touch with our team today at info@placekeeper.co.uk
From Foundations to Future-Proofing: Property Management Priorities for 2026
As 2026 gets underway, the property management sector finds itself at an important point of transition. After several years marked by regulatory change and shifting expectations, the focus is beginning to shift away from reactive problem-solving and towards long-term quality, resilience, and trust.
Rather than a year of disruption, 2026 looks set to be defined by consolidation, embedding higher standards, addressing legacy issues and preparing for structural change across estates and apartment developments alike.
For managing agents, this creates both opportunities and responsibilities, particularly for those supporting complex residential environments where good governance, safety, and communication are essential.
Reaction to upcoming Government changes
There are two areas of government focus likely to have a significant impact on the sector in the year ahead - enhanced protections for homeowners on freehold estates, and proposals aimed at reducing the prevalence of private estate management arrangements.
Alongside this, we expect growing discussion around commonhold as an alternative tenure model for apartment schemes. While this has potential benefits, there is also a risk that, without a professional managing agent in place. For example, essential health and safety obligations - including fire safety and statutory inspections - could be overlooked to reduce costs.
These developments point to a year where the role of the managing agent comes under increased public and political scrutiny. Clear communication, transparent service delivery and demonstrable compliance will be more important than ever in reinforcing the value that professional management brings to residents and asset owners.
What is the market telling us?
Despite ongoing uncertainty in parts of the wider property market, demand for professional estate and block management remains strong.
At Placekeeper, we are seeing an upturn in activity, driven in part by growth, but also by an increasing number of developments transferring from larger managing agents where schemes have been neglected or under-resourced. Residents and directors are becoming more proactive, particularly where service quality, safety or communication has fallen short of requirements.
We also ended 2025 with a noticeable increase in Right to Manage enquiries on leasehold apartment buildings, a trend we expect to continue throughout 2026. As media coverage of freehold housing estates and service charges increases, more homeowners are becoming aware that they can often change managing agents by taking an active role within their management company. Together, these trends point to a more informed and engaged customer base.
What services are in demand?
Fire safety remains a major area of focus across the sector this year. On new sites taken on during 2026, we expect to spend significant time addressing legacy fire safety actions and ensuring that developments meet current regulatory expectations.
Similarly, ongoing housebuilding activity continues to support demand for estate and block management services. Most new housing developments now include shared infrastructure that requires long-term management, from play areas and green spaces to drainage systems and private roads. Any upturn in housing delivery has a direct knock-on effect for managing agents.
We expect demand to remain strong this year, particularly as developers and landlords increasingly recognise the value of outsourcing complex estate and block management to specialists, rather than managing in-house.
AI efficiencies and challenges
Artificial intelligence and automation are already changing how property management teams operate, and their influence will continue to grow in 2026.
When used well, AI can improve efficiency, support analysis, and assist with navigating complex issues. However, there are clear risks associated with over-reliance, particularly when it comes to legal interpretation. Incorrect readings of leases or covenants can create long-term enforcement problems and disputes.
For us, the optimum approach remains a blended one. It involves smart use of technology to support teams, combined with strong professional judgement and a clear human presence. High-quality customer service still depends on personal interaction.
Sustainability and evolving environmental expectations
Environmental considerations are increasingly shaping our conversations with residents. We are seeing more requests for improvements such as heat pumps, enhanced insulation and electric vehicle charging points than ever before.
While these initiatives are positive, retrofitting them into existing developments presents real challenges. When handled in isolation, they risk creating inconsistency or visual clutter across estates. In response, we are working to develop clear, site-specific sustainability policies that set expectations for all parties.
Our aim is to encourage environmental improvements in a controlled, planned way. This helps with supporting sustainability goals while protecting the long-term integrity and appearance of developments.
Looking ahead
As legislation, sustainability expectations and resident awareness continue to evolve, managing agents will play a critical role in navigating change and maintaining stability across estates and apartment developments. Professional oversight, clear communication and consistent standards will remain essential as the sector adapts to new models.
In 2026, successful property management will be defined by professionalism and trust. Strong foundations in governance, safety, communication and service quality will be key to future-proofing developments and building resilient, well-supported communities.
Keeping residential communities in good shape after the Budget
The Autumn Budget has landed, and for much of the property sector, it feels like pressure rather than progress. At a time when landlords, developers and managers are already battling high costs, the Government has chosen to add more taxation into the mix.
The concern is simple: these changes risk slowing an almost stagnant market even further, potentially leading to a decline in the quality and stability that residents rely on.
Taxes up, margins down
The rise in tax on property income may appear straightforward on paper. In reality, it squeezes landlords' profits, where margins are already thin. Many are still adjusting to steep mortgage rates while also preparing for sustainability upgrades to stock to fall on the right side of compliance.
As costs increase, many landlords face difficult decisions. Some will consider exiting the market altogether, while others may look to cut back on spending. Often means increasing rents or reducing investment in certain areas, such as property management and maintenance, to pay for the tax hikes.
For residents, the knock-on effect of this is very real. Rents have already reached unprecedented levels, and further increases could force people into substandard housing. If landlords instead attempt to absorb them by reducing expenditure, the quality of buildings and shared spaces may begin to decline. Neither outcome supports communities. The challenge for managing agents with responsibility for the common parts on these buildings is to continue to deliver exceptional service in the face of these rising costs.
What this means for PRS residents
This is where Placekeeper’s ethos comes into sharp focus. Strong communities depend on consistent management, timely maintenance, transparent communication and well-looked-after shared environments. These things cannot happen without investment and partnership.
If the Budget pushes landlords to the brink, the first casualties are often the services that keep homes running smoothly. Repairs may take longer, preventative maintenance may be delayed, and sustainability improvements may stall. With this, residents experience suffering, and communities lose the sense of care and cohesion that comes from buildings being properly managed.
The PRS is already facing harsh supply challenges. This added tax pressure risks reducing the number of committed, responsible landlords, which in turn reduces the number of schemes that can be managed to a high standard. For residents, this means fewer options and potentially lower-quality living environments. For the market, it risks entrenching stagnation.
High-value surcharge brings fresh uncertainty
The introduction of the so-called mansion tax adds another layer of unpredictability and complexity. Although positioned as a charge on only the highest-value homes (£2M+), its impact can ripple throughout the sector. Investor confidence in certain developments may soften, especially in schemes where premium units support broader regeneration or mixed-tenure delivery.
Uncertainty rarely encourages long-term investment. It encourages hesitation, and in the property sector, this results in delays, reduced ambition and fewer well-managed homes being delivered.
Regeneration funding is the bright spot
The Budget’s most positive element is the £13bn in devolved regeneration funding for regions such as Greater Manchester, the Midlands and Liverpool. This is genuinely encouraging and a welcome initiative for the sector. More power and resources in local hands should accelerate regeneration, unlock housing sites and give housebuilders renewed confidence.
For Placekeeper, this is where real opportunity lies. New developments in these regions can embed professional management from day one, ensuring that communities don’t just get built - they get supported from this offset, allowing them to thrive. Regeneration is most successful when it goes beyond bricks and mortar and prioritises long-term liveability, and that’s exactly what we look to achieve with our property management offering.
What the sector needs now
The message from the industry is consistent: property doesn’t need more tax pressure. It needs stability, confidence and room to return to its pre-pandemic levels of movement. A buoyant property sector has an incredible effect on the UK’s economy, but it needs confidence and backing from Westminster to achieve this. Most importantly, it needs conditions that allow landlords and developers to invest in quality and deliver on their promises to create exceptional homes.
If the Government wants to see more sustainable homes, safer buildings and stronger communities, then supporting the people who provide them is key. Professional management isn’t an optional extra. It is the foundation of well-run places. Policies that push landlords away from management services risk damaging the very outcomes the Government says it wants to improve.
If you’re keen to discuss how we can support your housing development through 2026 and beyond, contact us at info@placekeeper.co.uk.