Exploring the shifting pressures, needs and expectations within block management

Across the South East, the landscape of block management is shifting. Leaseholders are exercising their Right to Manage more frequently, managers are inheriting increasingly complex buildings, and major works programmes are becoming more demanding both technically and in terms of communication.

To better understand how surveying support can evolve, we recently spent time speaking with experienced block management professionals about their day-to-day realities: the pressures they face, the expectations they carry, and the qualities they look for in consultants.
Their insights raised important questions for our industry and offer valuable guidance for anyone involved in property management.

1. When does the need for a surveyor truly arise?

Block managers were clear that the trigger is rarely just cost or compliance. While Section 20 thresholds and statutory requirements certainly play a part, the real motivator is often something more human:

• Situations where leaseholders need reassurance
• Projects where independent oversight prevents disputes
• Works where clarity and technical confidence reduce risk

In an era where expectations are rising, the role of the surveyor is increasingly seen as providing stability and credibility, a trusted presence that helps all parties navigate complex decisions.

2. What does good look like? Skills beyond surveying

Professional qualifications remain essential, but the conversations highlighted that modern block management needs surveyors who can go further:

• Translators of legislation rather than speakers of jargon
• Confident communicators who can answer challenging questions without escalating tensions
• Collaborators who work seamlessly with managers, contractors and leaseholders
• Problem-solvers who prioritise solutions over blame

Interestingly, the theme of emotional resilience came up repeatedly. Block managers want partners who can hold their ground respectfully, communicate with clarity, and support managers in delivering difficult messages.

This isn’t traditionally taught within surveying, but perhaps it should be.

3. The rising value of transparency and detail

At a time when buildings are more complex and lease structures more nuanced, the margin for vague specifications or assumptions is shrinking.

Examples shared with us included:

• Surveys or specifications lacking clarity
• Misunderstandings about lease responsibilities
• Over-reliance on generic contingencies
• Advice given without checking essential documents

These issues don’t just delay projects, they erode trust. What block managers are quietly telling the industry is that attention to detail is not a technical preference; it’s a business-critical requirement.

4. Responsiveness: more than just replying quickly

Block managers often deal with competing priorities and urgent requests from leaseholders. A slow, unclear or overly formal response can unintentionally add to their pressure.
But what they value most isn’t speed for its own sake, it’s responsiveness that creates momentum:

• Acknowledging queries promptly
• Communicating next steps clearly
• Being willing to meet on-site when needed
• Ensuring information flows to the right people the first time

This suggests that good surveying isn’t just about technical accuracy, it’s about maintaining project rhythm and supporting managerial workflows.

5. Expectations on timelines and project delivery

There was a clear consensus on reasonable timeframes:

• Initial feedback within around 5 working days
• Full specifications within 2–3 weeks
• These expectations reflect the pace at which block management operates and the valuable role surveyors play in keeping projects moving.

6. How block managers choose who to trust

What stood out most from our conversations was the understated role of reputation.
Despite the expansion of marketing channels, block managers still turn to:

• Personal recommendations
• Contractor referrals
• Industry networks
• Professional bodies such as The Property Institute

It was notable that none had ever appointed a surveyor based solely on advertising.
This raises an important consideration for the profession: trust is built through consistency, not campaigns.

7. Thought for the industry: what should the future surveyor look like?

Bringing these insights together reveals a picture of how the surveying profession may need to develop:

• Technical assurance must be paired with clarity and approachability
• Legal and legislative understanding must be communicated in plain terms
• Project leadership must embrace transparency and collaborative working
• Soft skills once optional are becoming fundamental

As buildings become more complex and leaseholders more engaged, surveyors are increasingly being asked to operate not just as technical experts, but as interpreters, educators and steady hands in challenging situations.

Moving the conversation forward

At Sussex Surveyors, we believe these conversations are essential. They help us understand the challenges block managers face and how the surveying profession can better support them.
We will continue to engage with those working on the front line of block management, listening to their experiences and adapting our approach to meet the evolving demands of the sector.

For more information regarding Sussex Surveyors and property insights, please our website.