At some point, your Committee stops asking if you should change strata manager and starts asking what to do next.
This is where most decisions begin to go off track.
It’s easy to jump straight into proposals, quotes and conversations. But without a clear way to assess them, you’re relying on what sounds good rather than what actually works.
The most effective first step is having a clear and structured checklist before you compare any options.
We work with Committees across Melbourne at this exact stage. The ones who get it right are not the ones with the best proposals in front of them, but the ones who follow a structured process from the start.
Key Takeaways:
- Most Committees focus on proposals or pricing, but the outcome depends on how you assess your options. Without a clear approach, it’s easy to choose what sounds right over what actually works.
- Issues like delayed maintenance or poor communication are rarely isolated. When they become consistent, they usually point to deeper gaps that worsen over time.
- Changing managers alone does not guarantee a better result. A clear checklist helps your Committee make the right decision and avoid repeating the same issues.
What to consider when appointing a strata manager
This checklist provides a practical way to assess strata managers and avoid common pitfalls.
1. The manager should have relevant experience with your building type
How can we tell if a manager is the right fit for our building?
Experience directly affects how well a manager can understand your building’s needs, respond to issues and manage complexity.
- Experience with similar developments
- Ability to handle comparable issues
- Understanding of your building’s specific needs
Look beyond general experience and consider whether they have worked with similar challenges, building types or operational requirements.
2. The manager should communicate clearly and respond consistently
Communication shapes how quickly issues are resolved and how informed your Committee and residents remain.
The following points help assess how communication is managed in practice:
- Clear point of contact
- Defined response timeframes
- Process for handling urgent issues
Vague or inconsistent answers during the process often carry through after appointment. If communication is unclear at the outset, it rarely improves over time.
3. The manager should be supported by a capable team structure
How can we assess the manager’s workload and support structure?
Support structure affects consistency, responsiveness and the ability to manage workload effectively.
- Team support behind the manager
- Coverage during leave or absence
- Reasonable workload across the portfolio
Focus on who will be handling your building day to day, their experience and how much support they have behind them.
When assessing capacity, building numbers alone rarely tell the full story.
A manager’s workload is influenced by the complexity of their portfolio, the nature of the buildings they manage and the level of support available behind them.
4. The fee structure should be clear and transparent
How can we identify hidden or variable costs in a proposal?
Fee transparency determines whether you are comparing proposals accurately and avoiding unexpected costs.
- Clear inclusions and exclusions
- Disclosure of additional charges
- Alignment between service scope and pricing
Look closely at what is included in the base fee and what may be charged separately, such as additional meetings, project work or administrative tasks.
Unusually low fees without clear explanation or vague pricing structures can indicate gaps in service or hidden costs.
5. The manager should have strong systems and processes
Systems and processes infl›uence visibility, efficiency and how consistently tasks are managed.
The following areas provide a clearer view of how well these systems are structured in practice:
- Access to records and reporting
- Maintenance tracking systems
- Structured compliance processes
6. The manager should have a strong practical understanding of Victorian Owners Corporation legislation and know when specialist legal advice is required.
A strong understanding of legislation ensures your building remains compliant and avoids reactive problem-solving.
These points help indicate whether the manager can support your obligations effectively:
- Understanding of the Owners Corporations Act 2006
- Ability to explain obligations clearly
- Proactive approach to compliance
7. The contract terms should provide flexibility for your Committee
Should we consider shorter contracts to maintain flexibility?
Contract terms determine how easily your Committee can respond if the arrangement does not meet expectations. The details below outline what to review when assessing flexibility.
- Length of agreement
- Termination conditions
- Any restrictive clauses
Contract length should be weighed against service commitments, transition costs and termination rights.
Questions to ask before making a final decision
As part of this process, it can help to ask direct questions about how the manager operates in practice.
- Who will be managing our building day to day?
- How do you handle urgent issues and communication?
- What is included in your standard fees?
- How do you manage compliance and reporting?
These questions help you move beyond proposals and understand how the manager will perform in a real setting.
What happens after appointing a new strata manager?
After appointing a new strata manager, the process shifts to a structured transition of responsibilities, records and ongoing operations.
This typically includes:
- transfer of records and documentation
- handover of financial accounts
- communication with owners and residents
- continuation of maintenance and active projects
This stage is critical to maintaining continuity and avoiding disruption. Even a capable manager can be impacted by a poorly managed handover.
Planning the transition properly is just as important as selecting the right manager.
Making the right change starts with the right process
A change in management can improve how your building is run, but the result depends on how you get there.
A structured approach, built around a clear checklist, gives your Committee a better way to assess your options and make the right call.
At Strata Management Consultants, we guide that process carefully, making sure key considerations are not missed and the final decision leads to a stronger outcome for your building.
If this is what you want for your Committee, you can visit us here to get started.
