How to Evaluate Your Current Strata Manager in Victoria

Evaluating your strata manager helps determine whether they are meeting the needs of your Owners Corporation (OC) and performing their role effectively.

A well-performing manager should be able to demonstrate competence across the key responsibilities of the role.

This guide provides Victorian Committees with a practical framework to assess performance and identify areas of concern.

Why evaluating your strata manager matters

Many Committees stay with an underperforming manager because changing managers can feel difficult, time-consuming or disruptive.

The risk is that poor communication, financial errors, maintenance delays or compliance issues can continue for years without being properly addressed.

A structured review gives the Committee a clearer basis for judging performance.

It helps separate isolated frustrations from recurring service issues and creates a written record if concerns later need to be raised formally or used to support a management review.

The strata manager evaluation framework

Before deciding whether your current manager is performing to an acceptable standard, it helps to assess the areas where their performance has the greatest impact on the day-to-day operation of the OC.

The following questions can help the Committee assess performance more objectively and identify any recurring issues.

Communication and responsiveness

Are emails and requests from Committee members and lot owners acknowledged within a reasonable timeframe?

A reasonable expectation is that emails and requests are acknowledged within one to two business days, even if a full resolution takes longer.

Repeated unanswered emails, frequent chasing by the Committee or urgent matters receiving no response may indicate a service issue rather than an isolated oversight.

Are meeting agendas and minutes prepared accurately and distributed promptly after each Committee meeting and AGM?

Meeting agendas and minutes form part of the governance record of the OC. They should accurately record decisions, action items and responsibilities and be distributed within a reasonable timeframe.

Delays or recurring inaccuracies can create confusion and make it harder for the Committee to monitor progress.

Does the manager proactively communicate important updates?

A good manager keeps the Committee informed about insurance renewals, contractor quotations, compliance obligations and significant maintenance issues.

If important matters are only discovered after deadlines have passed or decisions have been made, the manager may be taking a reactive rather than proactive approach.

Are lot owner enquiries handled professionally?

Managers are often the primary point of contact for owners and residents. Frequent complaints about responsiveness, professionalism or follow-up may suggest service standards are not being applied consistently.

Financial management

Financial management affects everything from levy collection to long-term planning. Committees should have confidence that the OC’s finances are being managed accurately and responsibly.

Are levy notices issued accurately and on time? Are arrears followed up promptly?

Levy administration is one of the most fundamental responsibilities of an OC manager.

Notices should be issued correctly and on schedule, with arrears monitored and followed up promptly. Recurring errors or growing arrears without action are warning signs.

Are financial statements prepared to the standard required for your OC tier and circulated ahead of the AGM?

Financial reporting obligations vary depending on the tier of the OC.

Committees should expect accurate financial statements to be circulated before the AGM so owners have sufficient time to review them. Delays, omissions or reporting errors should be investigated.

Is the annual budget realistic and based on actual building needs?

A budget should reflect the building’s maintenance requirements, insurance costs and future expenditure.

If the budget appears to be repeated each year with little consideration of changing circumstances, it may not be providing an accurate financial roadmap.

Are invoices paid on time and is the trust account reconciled regularly?

Owners should be able to rely on contractors being paid appropriately and financial records being maintained accurately.

Unpaid invoices, contractor complaints or unexplained discrepancies can indicate administrative weaknesses.

Has the manager ever issued an OC certificate with incorrect financial information?

Occasional mistakes can happen. However, repeated errors involving OC certificates, levy information or financial reporting should be treated as a red flag because these documents are relied upon by owners, purchasers and advisers.

Maintenance and repairs

Effective maintenance management helps protect the condition of the building and reduce the likelihood of costly repairs.

Are maintenance requests logged and actioned in a reasonable timeframe?

Maintenance requests should be recorded, tracked and followed through to completion.

If issues regularly disappear without updates or require repeated follow-up from the Committee, performance may need closer review.

Does the manager obtain multiple quotes for significant works?

Competitive quotations help demonstrate that expenditure decisions are being made in the best interests of the OC.

While there may be valid reasons to use preferred contractors, significant works should generally be subject to appropriate market testing.

Does the OC have a maintenance plan in place and is it being kept up to date?

For many Victorian OCs, a maintenance plan is an important part of long term building management. The plan should be reviewed periodically and reflect the anticipated maintenance and capital expenditure needs of the property.

An outdated plan, or the absence of one where it is required, may indicate a governance or compliance concern.

Are defects and building issues documented and escalated appropriately?

Managers should identify, document and communicate significant defects as they arise. The Committee should not be discovering long standing problems that were known but never properly escalated.

Compliance

Compliance obligations can expose an OC to significant risk if they are overlooked.

Is the building meeting its Essential Safety Measures obligations?

For many Victorian buildings, Essential Safety Measures compliance is a critical responsibility.

Committees should understand whether inspections, reporting and rectification works are being managed appropriately and whether any issues remain outstanding.

Is the OC’s insurance current, adequate and reviewed annually? Is the manager disclosing any commissions received on the policy?

Insurance arrangements should be reviewed regularly to ensure the building remains appropriately covered.

Committees should also understand whether commissions or other benefits are being received and whether those arrangements have been disclosed transparently.

Are the OC’s registered rules up to date and enforced consistently?

Rules should remain relevant to the building and be applied consistently. Outdated rules or selective enforcement can create unnecessary disputes and governance challenges.

Is the manager aware of the OC’s tier classification under the 2021 reforms and meeting the corresponding obligations?

A competent manager should understand which tier applies to the OC and help the Committee meet the corresponding reporting, governance and compliance obligations.

Transparency and conflicts of interest

Transparency helps Committees understand how decisions are being made and whether recommendations are genuinely in the best interests of the OC.

Are contractor recommendations genuinely competitive?

Committees should understand how contractors are selected and whether recommendations are being made objectively.

Consistent use of the same suppliers without clear justification may warrant further questions.

Does the manager provide clear, honest answers when the Committee asks questions?

Transparency is often revealed through everyday interactions. Clear answers, timely responses and supporting information help build trust.

Vague explanations or repeated delays can have the opposite effect.

How to score your evaluation

Once you have worked through each assessment area, assign a score out of five based on how consistently your manager is meeting expectations.

The assessment should cover:

• communication and responsiveness
• financial management
• maintenance and repairs
• compliance
• transparency and conflicts of interest

As a general guide:

• 21 to 25: strong overall performance with few areas of concern.
• 16 to 20: performance is generally acceptable, but some areas may require improvement.
• 15 or below: recurring concerns across multiple areas may indicate that a formal management review is warranted.

If you would like a copy, download our Committee Strata Manager Evaluation Scorecard here.

It can be used during a Committee meeting or performance review to record scores and guide your assessment.

Document your findings carefully. Specific examples of missed deadlines, communication issues, financial errors or compliance concerns are far more useful than general dissatisfaction if concerns need to be raised formally.

You should also review your management agreement, including any notice periods and the contract expiry date.

The three-year contract cap may mean a natural review point is approaching sooner than you think.

When evaluation points to a change

No manager performs perfectly all the time, and one mistake does not usually justify changing managers.

The concern is when the same issues keep appearing across several areas and reasonable attempts to address them have not led to meaningful improvement.

At that point, it may be appropriate for the Committee to begin a formal management review and determine whether the current arrangement still meets the needs of the OC.

Looking to review your owners corporation manager?

If your evaluation has identified recurring concerns and those issues are not improving, an independent review can help you understand whether a management change is justified and what options are available.

At Strata Management Consultants, we help Committees across Melbourne determine whether a change is warranted and, if it is, identify a manager that is better suited to the needs of their building.

We also guide Committees through the transition process so they can move forward. Visit us here to begin that discussion.