The Barbican Residential Committee met on Monday 17 November 2025, approving a governance review and the 2024/25 service charge actuals, while also discussing updates on repairs and maintenance, major works programmes, and the Barbican Estate Office's organisational structure. Key decisions included approving the appointment of consultants for a governance review and noting the underspend in the 2024/25 service charges.

Governance Review

The committee approved the instruction of Charles Russell Speechlys (CRS) and Inside the Box Advisory to conduct a comprehensive governance review of the Barbican Estate. This review, estimated to cost between £97,600 and £105,000, will examine the estate's decision-making structures, stakeholder relationships, and statutory frameworks to improve clarity, consultation, and accountability. The review will be conducted in three phases over six months, with resident feedback incorporated throughout. Leaseholders will not bear any costs associated with this review. The committee also noted the terms of reference for the review, which outline the scope and objectives, including ensuring legal and regulatory compliance, clarifying roles and responsibilities, and improving stakeholder engagement.

2024/25 Barbican Estate Service Charges Actuals

The committee reviewed and approved the outturn report for the 2024/2025 Barbican Estate Service Charges. Overall, the estate was underspent against the billed estimate by £1,384,436, with a total actual spend of £14,911,608 against a billed estimate of £16,296,044. Several areas showed overspends, including Costs of Management and Supervision (£262,710) due to recruitment and transition costs, and Car Park Attendants (£226,324) attributed to sickness absence requiring overtime. However, significant underspends were noted in General Repairs (£557,283) due to improved contractor management and operational controls, and Heating (£783,279), partly due to the benefits of the City of London's Power Purchase Agreement (PPA). The report also detailed variances in other areas such as Resident Staff, Cleaners, House Officer, and Technical Services.

Repairs & Maintenance (Lot 2) – In-House Update on Phased Implementation

An update was provided on the phased implementation of bringing the repairs and maintenance service in-house, following the resignation of Chigwell Group. Phase One focuses on managing the handover between Chigwell and Elkins to ensure uninterrupted service, while Phase Two concentrates on developing the Barbican Estate Office's (BEO) internal capability. An open resident meeting was scheduled at St Giles Church to discuss the approach and gather feedback. The committee was asked to note the contents of the report.

Report of Major Works Programme Board

The committee received an update on the work of the Major Works Programme Board (MWPB). Key areas reviewed included the Planned Preventative Maintenance (PPM) Programme, Contracts Matrix, Project Tracker, and Capital Expenditure Plan. The MWPB is refining the PPM schedule, clarifying responsibilities for shared spaces, and improving the Contracts Matrix with updated contract end dates. The Capital Expenditure Plan is being revised to clearly distinguish between City Fund and leaseholder contributions, with a total of £106 million outlined over an 11-year period. Progress on projects such as fire signage, fire doors, Brandon Mews Canopy, and lift replacements was also discussed. It was agreed that all reporting and planning would align with the financial year, with agenda plans for 2026/27 to be presented in February 2026.

Report of the Reporting Committee

The committee received an update on the work of the Reporting Committee. This included noting amendments to the Barbican Estate Redecoration Programme 2020-25 and the withdrawal of Service Charge guides until the Service Charge Working Party meeting. Draft versions of the Planned Preventative Maintenance Programme, Capital Expenditure Plan, Contracts Matrix, and Project Tracker were also received and noted. The committee also discussed the Barbican Estate Office (BEO) organisational structure, welcoming its clarity and the accompanying Resident Communication Strategy planned for Q1 2026.

Barbican Estate Office – Organisational Chart

The committee received an update on the Barbican Estate Office (BEO) organisational structure, which has been refreshed following a period of review and recruitment. The new structure comprises three principal teams: Resident Services, Property Services, and Finance, aiming to provide clearer accountability and communication. A Resident Communication Strategy is planned for Q1 2026 to enhance openness and transparency. The structure will be reviewed annually to ensure it remains effective and responsive to resident needs.

Director of Property & Estate Management Report

The Director of Property & Estate Management provided an update on several key areas. Work continues on the Charles Russell Speechlys Governance Review, aiming to strengthen governance clarity and resident engagement. The phased implementation of the in-house repairs service is progressing, with Phase One focusing on handover and Phase Two on establishing the internal model. The BEO organisational structure is continuing to bed in, supported by a forthcoming Resident Communication Strategy. The Major Works Programme Board is overseeing capital projects, and Building Safety Cases for Shakespeare, Cromwell, and Lauderdale Towers have been submitted to the Building Safety Regulator. It was also noted that all reporting and planning cycles will now align with the financial year. A commitment was made to a comprehensive review of estate service charge apportionment.

Outstanding Actions

Members noted the actions tracker, which detailed the progress on various outstanding items. Significant progress was reported on the Lambert Jones Roof works, with drainage issues being addressed. The Barbican Estate Redecoration Programme 2020-25 is nearing completion, with financial reports being prepared. The 25-year capital expenditure plan is included in the agenda pack. Work on addressing anti-social behaviour on the estate has been postponed due to reactive repairs but will be picked up by the new Head of Resident Services. The Barbican App launch is progressing, with a new launch date to be confirmed. The asbestos report is still being compiled. Updates were provided on the transition to an in-house repairs service, with detailed plans and timelines being developed. The Purchase Power Agreement credits are still being assessed. A commitment to an apportionment review was noted. The progress on repair orders and the rationale behind cost differences were discussed. The Tower Lifts project is moving forward with consultant tender preparation, and a report on terrace lifts is expected. The Brandon Mews Canopy project is awaiting further consultation. The Housing Ombudsman was deemed more appropriate than the Property Ombudsman for the Barbican Estate Office. The Garden Advisory Group is consulting residents on proposals for the Speed House lawn. The fire door replacement project is progressing through design and statutory approvals.

Appendix 1 – PPM Schedule

The Planned Preventative Maintenance (PPM) Schedule details cyclical maintenance activities across the estate, including fire safety systems, electrical and mechanical services, water hygiene, lifts, access and security, building fabric, and playground equipment. It outlines the tasks, frequency, responsible parties, and estimated costs.

Appendix 2 – Contracts Matrix

The Contracts Matrix provides an overview of current and upcoming contracts for various services, including asbestos removal, fire safety, lift maintenance, and repairs and maintenance. It details supplier information, contract terms, and renewal dates, highlighting upcoming procurements and ongoing contracts.

Appendix 3 – Capital Expenditure Plan

The Capital Expenditure Plan outlines the Barbican Estate's major works and capital projects over an 11-year period, with a detailed focus on the next five years. It includes estimated costs for projects such as electrical infrastructure refurbishment, lift modernisation, fire door replacement, balcony repairs, and window replacements. The plan distinguishes between City Fund and leaseholder contributions and is exclusive of professional fees, VAT, and management costs.

Appendix 4 – Project Tracker

The Project Tracker provides updates on various major works projects, including fire signage, fire doors, building envelopes (roofs, windows, balconies), and the Brandon Mews Canopy. It details the current stage of each project, responsible persons, funding sources, and estimated costs. For fire signage, surveys are complete, and a revised report is being prepared. Fire door replacement is in the design phase, with works targeted to commence in early 2027. Building envelope works are progressing through design and tender preparation. The Brandon Mews Canopy project is in the feasibility stage, with stakeholder consultation planned. Lift modernisation projects are advancing through consultant tender and design development.

Appendix 1 – BEO Organisation Chart

The Barbican Estate Office (BEO) organisational chart illustrates the structure comprising three core teams: Resident Services, Property Services, and Finance. Resident Services focuses on frontline delivery, estate presentation, and resident engagement. Property Services manages infrastructure, maintenance, projects, and compliance. Finance oversees budgeting, accounting, and financial reporting. The chart reflects the current operational model and an aspirational framework for improved governance and resident experience.

Report of The Director of Property & Estate Management

The Director of Property & Estate Management reported on the ongoing Governance Review, the phased implementation of the in-house repairs service, the bedding-in of the new BEO organisational structure, and the progress of major works programmes. Building Safety Cases for Shakespeare, Cromwell, and Lauderdale Towers have been submitted to the Building Safety Regulator. All reporting and planning cycles will now align with the financial year. A review of service charge apportionment is also committed.

Action Points

The outstanding actions tracker detailed progress on various items. The Lambert Jones Roof works are ongoing, with drainage issues being addressed. The Barbican Estate Redecoration Programme is nearing completion. The 25-year capital expenditure plan is included in the agenda. The anti-social behaviour investigation is postponed. The Barbican App launch is progressing. The asbestos report is still being compiled. The transition to an in-house repairs service is underway. The Purchase Power Agreement credits are being assessed. An apportionment review is committed. Repair order data has been shared. The Tower Lifts project is moving forward. The Brandon Mews Canopy project is awaiting consultation. The Housing Ombudsman is considered more appropriate than the Property Ombudsman. The Garden Advisory Group is consulting residents. The fire door replacement project is progressing.