How to Find a Building Manager in Australia

Finding the right building manager is not simply a matter of choosing the company with the longest service list or the lowest monthly fee.

The manager becomes the operational centre of the building. They will influence how quickly maintenance is handled, how contractors are coordinated, how residents experience the property and how clearly the committee understands what is happening.

This guide provides a practical process for owners corporations, body corporates, committees, developers and property owners looking for a building manager in Australia.

Start by defining the role

“Building management” can mean very different things from one property to another. Before contacting providers, write down the work the building actually needs.

A building manager may be responsible for:

• coordinating reactive and planned maintenance;
• managing contractors and service providers;
• inspecting common areas;
• responding to resident requests;
• managing keys, access and contractor attendance;
• overseeing parcels, visitor parking or amenities;
• maintaining building documents and registers;
• reporting incidents and operational risks;
• supporting committee and strata manager decisions; and
• preparing regular operational reports.

Some buildings need a full-time onsite manager. Others need scheduled visits backed by a portfolio team. A large mixed-use development may need specialist facilities capability, while a smaller residential building may need practical coordination for only a few hours each week.

The clearer the scope, the easier it is to compare providers fairly.

Building manager, strata manager or property manager?

These roles overlap, but they are not interchangeable.

Building manager

Focused on the day-to-day operation of the physical building, shared areas, maintenance, contractors and resident-facing activity.

Strata manager

Supports the owners corporation or body corporate with meetings, records, levies, budgets, correspondence and governance. The exact duties depend on the agreement and jurisdiction.

Property manager

Represents an individual property owner in managing a tenancy, including rent, inspections, leasing and tenant matters inside that property.

Facilities manager

Often has a broader operational or technical remit across commercial buildings, complex sites or portfolios. Responsibilities may include assets, service contracts, compliance, workplace services and lifecycle planning.

Your building may use several of these roles. What matters is that responsibilities do not fall into the gaps between them.

Step 1: Prepare a building brief

Give every shortlisted company the same information. A useful brief includes:

• building address and type;
• number of lots, units, tenancies or buildings;
• common facilities and major assets;
• typical occupancy and operating hours;
• current staffing model;
• known maintenance or service challenges;
• expected onsite hours;
• after-hours requirements;
• existing contractors and service agreements;
• reporting expectations;
• systems currently in use; and
• the proposed commencement date.

Include what is not working today. A provider cannot propose the right operating model if the real problem is hidden behind a generic request for “building management services.”

Step 2: Decide what service model you need

Dedicated onsite manager

Best suited to buildings with enough daily activity to justify a consistent onsite presence. The manager develops strong site knowledge and becomes a familiar contact for residents and contractors.

Questions to ask:

• Who covers leave and unexpected absence?
• Is the proposed manager employed by the company or subcontracted?
• What support exists beyond the person onsite?
• How is performance supervised?

Scheduled or part-time service

A manager attends for agreed hours or visits each week. This can suit smaller buildings with predictable requirements.

Clarify how urgent issues are handled outside scheduled time and what work can be completed remotely.

Portfolio or mobile model

A team manages several buildings using mobile staff and shared systems. This can provide broader coverage and specialist support, but the building still needs clear ownership and reliable records.

Ask who is accountable for the site and how information is retained between visits.

Facilities-led model

More complex buildings may need a facilities manager with technical, asset, contract and compliance capability. Confirm whether the proposed team has experience with the actual building systems and service environment.

Step 3: Build a relevant shortlist

Good sources include:

• referrals from committees at comparable buildings;
• recommendations from developers, strata managers and trusted advisers;
• local industry networks;
• building and facilities management associations; and
• an online directory of providers operating in your area.

You can start with Onsite’s directory of building management companies near you, including location pages for Sydney, Melbourne, Perth, Newcastle and the Gold Coast.

Treat any directory as a starting point, not an endorsement. Verify every provider against your own requirements.

A shortlist of three to five companies is normally enough. More proposals do not automatically produce a better decision if most providers are not a genuine fit.

Step 4: Check directly relevant experience

“We manage buildings” is not enough. Ask for examples that match your property.

Relevant factors include:

• residential, commercial or mixed-use experience;
• comparable building size and facilities;
• new-building handover experience;
• high-rise operations;
• complex plant or essential services;
• resident and committee communication;
• major works coordination;
• after-hours incident response; and
• local contractor networks.

Ask what changed after the provider took over a comparable building. A strong answer should describe the problem, the operating change and the outcome, not only name a prestigious property.

Step 5: Interview the people delivering the service

The company presentation matters less than the people who will operate your building.

Where possible, meet the proposed account lead and building manager. Ask:

1. What would you review in your first 30 days?
2. How do you prioritise competing maintenance requests?
3. How do you keep committees informed without overwhelming them?
4. What happens when the usual manager is away?
5. How do you verify contractor work is complete?
6. How do you record recurring issues and asset history?
7. How do residents submit requests and receive updates?
8. What would you need from the strata manager and committee?
9. How do you manage urgent issues after hours?
10. Which reports will we receive, and can we see an example?

Listen for specific processes. Vague promises of “excellent service” are difficult to measure after appointment.

Step 6: Compare the operating system, not just the people

Building management quality depends partly on how information is captured and shared.

Ask each provider to demonstrate how they manage:

• maintenance requests;
• quotes and approvals;
• work orders;
• planned maintenance;
• contractor records and compliance;
• inspections and photos;
• resident communication;
• documents and asset history;
• keys and access;
• incidents and attendance; and
• monthly reporting.

A capable manager working from scattered inboxes and personal spreadsheets can still leave the building exposed when they are unavailable or move on.

A shared platform such as Onsite’s building management software helps preserve the building’s operational history independently of any one staff member.

Step 7: Give providers a consistent request for proposal

Every proposal should respond to the same scope. Ask providers to identify:

• included onsite and remote hours;
• named roles and responsibilities;
• supervision and escalation arrangements;
• after-hours coverage;
• relief and leave coverage;
• technology provided;
• reporting frequency and format;
• implementation and handover approach;
• insurance and relevant qualifications;
• base fee and payment schedule;
• additional hourly or call-out rates;
• excluded services; and
• proposed agreement term and review process.

If a provider changes your requested scope, ask them to show the change clearly. It may be a useful recommendation, but it should not make the pricing impossible to compare.

Step 8: Check references properly

Ask for references from buildings that resemble yours and speak directly with the committee representative, owner or client contact.

Useful reference questions include:

• How reliable is the day-to-day service?
• Does the manager close the loop on requests?
• Are reports accurate and useful?
• How does the company respond when something goes wrong?
• Has staff turnover affected service?
• Are additional charges predictable?
• Would you appoint the company again?

Also confirm the provider’s legal entity, insurance, employment model and any licences or credentials relevant to the agreed scope. Requirements differ by work type and location, so obtain professional advice where necessary.

Step 9: Compare total value, not only the management fee

The cheapest proposal can become expensive if it creates slow maintenance, poor records, unplanned call-outs or constant committee administration.

Compare:

• base management fee;
• onsite hours actually included;
• after-hours and emergency rates;
• relief coverage;
• technology charges;
• project-management or major-works fees;
• contractor markups or commissions;
• reporting and meeting attendance;
• onboarding costs; and
• termination or transition requirements.

Ask providers to disclose any financial relationship with contractors or suppliers. The committee should understand how recommendations are made and how additional fees arise.

Step 10: Plan the first 90 days before appointment

A good transition plan should cover:

• key and access handover;
• building contacts and emergency procedures;
• open maintenance and unresolved incidents;
• contractor and service agreement review;
• asset and document handover;
• resident communication;
• system and data migration;
• initial inspections;
• reporting baseline; and
• priorities for the first committee review.

Agree on a small set of measurable expectations. Examples include response times, overdue maintenance, reporting dates, open-request age and completion evidence.

Warning signs when choosing a building manager

Be cautious if a provider:

• proposes a generic scope without inspecting or understanding the building;
• cannot explain who will deliver the work;
• relies on one person with no relief plan;
• avoids showing operational reports or systems;
• gives unclear answers about additional fees;
• provides references unrelated to your building type;
• cannot describe its first 30 days;
• promises to handle everything without defining boundaries; or
• offers a price that only works if important services are excluded.

No provider will be perfect. The goal is to understand the operating model, trade-offs and accountability before signing an agreement.

A simple building manager comparison scorecard

Score each shortlisted provider from one to five against criteria agreed before proposals arrive:

Weightings should reflect your building’s priorities. Recording the reasons behind each score produces a better committee discussion than debating impressions alone.

The best building manager is a clear operating fit

The right provider understands the building, proposes an appropriate service model and can show how work will be captured, completed and reported.

Start with a clear brief. Compare a focused shortlist against the same requirements. Meet the people who will deliver the service, test their operating system and check references from comparable properties.

If you are beginning your search, explore the building management company directory. If you already manage buildings and want a clearer system for maintenance, contractors and reporting, request an Onsite demonstration.