28 C O N T E X T 9 1 : S E P T E M B E R 2 0 0 5 Breda Daly, David March and Roger Mascall Management guidelines for the Barbican Producing listed building management guidelines for the Barbican has been a long and difficult process of collaboration, but the guidelines seem to provide certainty and clarity. The Barbican Estate was designed for the Corporation of London by Chamberlin, Powell and Bon in 1959 and completed in 1982.The need for a new, comprehensive redevelopment of the area had been anticipated by the corporation throughout the 1950s, given the extensive damage caused during the bombing raids of the second world war. The architects had a proven track record with the corporation for whom they had designed Golden Lane Estate (1952–62). They were profoundly influenced by the work of Le Corbusier and the Barbican enabled them to further develop the ideas they had been experimenting with at Golden Lane. Some important planning objectives of the day were incorporated into the design, including the Highwalk which extends across the estate. At the time of the approval of the scheme, it was anticipated that the Highwalk would extend across the City, separating pedestrians from the dual carriageways and traffic below. The Highwalk, along with other distinctive characteristics, such as pick-hammered concrete, monumental towers and intimate garden spaces, all contribute to one of the most important and influential housing estates of its time.The estate was listed Grade II in 2001 and the landscaping is listed Grade II* on the Register of Historic Parks and Gardens. The complex is probably the largest protected structure in Europe. As well as over 2,000 flats, the estate includes two schools, a YMCA and the largest arts centre in Europe, with a theatre, concert hall, cinemas, library, conservatory, restaurants and shops. The complexity of managing change in this context was recognised at a very early stage in the listing process. English Heritage and the Corporation of London’s Department of Planning and Transportation agreed that management guidelines would be an appropriate tool to develop for the Barbican. Given the scale of the estate, the decision to phase the project was taken at an early stage. As expected, most queries about listing were from residents and therefore these buildings were considered first. As there are 20 residential buildings on the estate, housing around 4,000 residents, the project would require substantial resources in both financial and staff time. The corporation appointed an officer, Breda Daly, to coordinate the project as well as other conservation work in the City. Although this was not being one of the formal pilot projects commenced as part of the Heritage Protection Review, English Heritage recognised the importance of the work by offering a grant of £20,000 towards the cost of the project. English Heritage was very keen to develop the project in the light of the conclusions reached in the joint EH/ODPM research study Streamlining Listed Building Consent: lessons from the use of management agreements. The aim was to produce guidelines that would provide certainty and clarity as far as was possible within the existing legislative framework. With initial funding in place and the brief agreed, the tender process began for the appointment of consultants to work with us to prepare the guidelines. The first tender exercise was unsuccessful due to high tender submissions.The brief was revised and the scope of the project reduced. The second tender process led to the appointment of Avanti Architects, which has vast experience of 20th century buildings. Led by John Allan, its team was crucial to the project and had a key role in brokering aspects of the document between all the members of the working party. In preparing the project brief, it was recognised that there were parties with a legitimate interest in the guidelines. In order to establish a dialogue between these parties, a working party was established to steer the project and to provide a forum for discussion. Membership of the working party included three nominated resident representatives, English Heritage, theTwentieth Century Society, Avanti, and corporation officers from the design team and those responsible for both the commissioning and management of repairs and other works on the estate. The working party was chaired by Alderman Hall, a member of the corporation. His contribution was crucial during the challenging discussions at meetings and during public The Barbican’s monumental towers contributed to one of the most important and influential housing estates of its time.
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