Changing building managers is one of the highest-stakes things a committee does — and one of the most commonly botched. The decision is usually the easy part. The handover is where it goes wrong: keys that never get returned, a defect register that vanishes, warranties no one can find, contractor relationships that quietly lapse. Done badly, a switch can cost a building far more than the manager you were trying to replace. Done well, it’s seamless. This checklist, built from thirty years of handovers, is how you make sure nothing falls through the cracks.
Work through it in order. The first section is about getting the decision right and legal; the rest is about getting everything of value out of the outgoing manager and safely into the hands of the new one.
Before You Decide (Points 1–5)
☐ 1. Read your current building manager agreement in full — Know the exact term, expiry date and — most importantly — the notice period and how notice must legally be given. This single document dictates your whole timeline.
☐ 2. Check for management-rights or caretaking clauses — Some agreements are long-term caretaking or management-rights contracts with special termination rules and protections. If yours is one, get advice before acting — these can’t simply be ended at will.
☐ 3. Pass and minute a proper committee resolution — The decision to change must be made and recorded correctly. Loose, undocumented decisions cause disputes later — and can undermine the termination itself.
☐ 4. Confirm there are no outstanding obligations or monies — Settle or document any fees owed, works in progress, or disputes before the handover, so they don’t become the new manager’s problem — or yours.
☐ 5. Agree a handover date and a transition period — A clean cut-over rarely works. Agree an overlap during which the outgoing manager remains contactable for questions. A week or two of access to institutional knowledge is worth a great deal.
Access and Security (Points 6–9)
☐ 6. Recover every key — Common areas, plant rooms, switchrooms, roof access, basements, riser cupboards — all of them. Reconcile against a master key register, and re-key anything that can’t be accounted for.
☐ 7. Collect all access fobs, swipe cards and remotes — Including the master list of who holds what. Deactivate any that aren’t returned. Unaccounted-for access devices are a genuine security risk, not an admin footnote.
☐ 8. Transfer alarm codes, gate codes and security credentials — Change codes the outgoing manager knew. Make sure the incoming manager — and only the right people — hold the new ones.
☐ 9. Hand over building-system logins — Building management system (BMS), CCTV, access control, intercom and any related platforms. Confirm the new manager has full administrator access and the old manager’s access is revoked.
Records and Documentation (Points 10–16)
☐ 10. The asset register — A complete list of plant and equipment — make, model, serial number, age and location. Without it, the new manager is flying blind and you’ll pay for them to rebuild it.
☐ 11. The preventative maintenance schedule and service history — What gets serviced, when, by whom, and when each item was last attended. This is the backbone of cost control — lose it and maintenance reverts to reactive and expensive.
☐ 12. Essential fire safety measures records — Including the Annual Fire Safety Statement history. Fire compliance is non-negotiable and the records must be continuous — gaps create legal exposure for the owners corporation.
☐ 13. All compliance certificates — Lifts, backflow prevention, anchor points, cooling towers, electrical, and any other periodic compliance items. Confirm what’s current and what’s due.
☐ 14. Warranties and equipment manuals — Manufacturer warranties and operating manuals for plant and equipment. Missing warranty paperwork can turn a free repair into a paid one.
☐ 15. As-built plans and drawings — Architectural, structural, hydraulic, electrical and mechanical drawings. Essential for any future works — and notoriously easy to lose between managers.
☐ 16. The defect register and any open warranty or defect claims — For newer buildings this is critical. Statutory warranty windows are strict and time-limited — an open claim that gets dropped in a handover can cost the building tens of thousands. Make sure every live claim transfers with its full history.
Contractors and Finances (Points 17–19)
☐ 17. The contractor and supplier list — Names, contacts, scope and contract terms for every service provider — cleaning, gardening, lifts, fire, security, pest, waste. Confirm which agreements are with the owners corporation and which were personal to the outgoing manager.
☐ 18. Pricing history for recurring and major works — What things have actually cost over time. This lets the new manager benchmark quotes immediately rather than starting from zero — and lets you spot if you’ve been overpaying.
☐ 19. The status of all outstanding and in-progress works — A written list of every job underway or approved-but-not-started, with quotes, contractors and expected completion. Half-finished works are where handovers most often stall.
People and Sign-Off (Points 20–21)
☐ 20. The resident and owner contact records — Transferred appropriately and in line with privacy obligations. The new manager needs to be able to communicate with residents from day one — but the data must be handled correctly.
☐ 21. A documented handover walkthrough and sign-off — Walk the building with both managers. Photograph the condition of plant rooms, common areas and equipment. Produce a signed handover document recording what was transferred and the building’s condition on the day. This protects everyone and closes the process cleanly.
How a Good Handover Actually Runs
A well-managed switch usually takes four to six weeks from notice to completion. The outgoing manager assembles the records, the incoming manager audits them against this checklist, and the two overlap briefly so nothing relies on memory that’s about to walk out the door. Your strata manager handles the formal owners-corporation steps; the building manager handles the operational handover. The committee’s job is to make sure both happen and that point 21 — the signed walkthrough — actually gets done.
If the outgoing manager is uncooperative — slow to return keys, vague about records, reluctant to hand over the defect register — treat that as information. It often tells you why you were right to switch.
Frequently Asked Questions
How much notice do we need to give our current building manager?
It depends entirely on your agreement — notice periods vary, and some longer caretaking or management-rights contracts have specific termination requirements. Point 1 on this checklist exists because that document governs everything. Read it (or have it read) before you do anything else.
How long does switching building managers take?
For a straightforward arrangement, typically four to six weeks from notice to a completed handover. Longer-term caretaking agreements can take more time and may need legal input. Building in a short overlap between the outgoing and incoming managers almost always pays for itself.
What’s the biggest thing committees forget?
Two things: the defect register and open warranty claims for newer buildings (point 16), and the signed walkthrough at the end (point 21). The first can cost real money if a live claim is dropped; the second is what protects the committee if anything is later found missing.
Can the new building manager run the handover for us?
A good one will. An experienced incoming building manager should work through a checklist like this as a matter of course, audit what they receive, and flag anything missing before sign-off — so the committee isn’t left chasing records months later.
Get the Printable Checklist
Want this as a one-page checklist you can print and tick off as you go? Download the 21-point switching checklist as a PDF at bmaus.com.au — keep it beside you through the whole handover so nothing gets missed.
And if your committee is weighing up a change, Building Management Australia — an independent Sydney building management firm, not a strata agent — can run the entire handover for you, audit everything the outgoing manager provides against this checklist, and have your building properly managed from day one. Request a proposal or email Andrew directly at [email protected].
About the Author
Andrew Veron is the founder of Building Management Australia (BMA), an independent Sydney building management firm established in 1995. BMA is a building management company — not a strata agent — providing on-site and visiting building management, facilities management, concierge, cleaning and valet services to residential, commercial and mixed-use properties. Over the past 30 years, Andrew and the BMA team have managed buildings across the Eastern Suburbs, North Sydney, Inner Sydney, Parramatta and the Sydney CBD, with assets currently valued in excess of $3 billion under management. Because BMA is independent of any strata management firm, committees receive unbiased advice and transparent contractor relationships. Reach Andrew at [email protected] or bmaus.com.au.