The line between 'caretaker' and 'building manager' gets blurred in many strata buildings. Sometimes deliberately — it's cheaper to pay a cleaner than a manager. Sometimes accidentally — the caretaker is on-site, so they end up handling things that come up.
But there are activities that require professional building management competence. When caretakers take on these responsibilities without the training or authority to handle them properly, buildings end up at risk.
Here are six things your caretaker probably shouldn't be doing — even if they currently are.
Signing off on completed contractor work requires the ability to assess whether the work meets specification. It requires understanding of contracts, scope, and quality standards.
A caretaker who signs off on work they can't properly evaluate exposes the building to paying for substandard outcomes. It's not their fault — they weren't hired for this skill set.
Who should do it: A building manager or facilities manager with technical background to assess work quality.
Fire safety certificates, contractor insurances, AFSS coordination, Strata Hub reporting — these are technical compliance obligations with significant consequences if mishandled.
Expecting a caretaker to track compliance deadlines and manage documentation is unreasonable. They weren't trained for it, and the liability exposure is inappropriate for their role.
Who should do it: A building manager with systems and training for compliance tracking.
When committees ask 'should we repair or replace this system?' or 'what's causing this problem?', they need informed technical advice.
A caretaker's observation that 'the pump seems noisy' is useful. Their recommendation about what to do about it may not be. Technical decisions require technical expertise.
Who should do it: A building manager with construction or facilities management background, or engaged technical consultants.
When residents have complaints about neighbours, by-law breaches, or building issues, they need someone who can navigate the proper processes — documenting issues, coordinating with strata management, understanding what's within building management scope versus strata committee jurisdiction.
Caretakers often become the default complaint receiver because they're on-site. But handling complaints requires understanding of process and authority that isn't part of the caretaker role.
Who should do it: A building manager who understands by-law enforcement processes and can coordinate with strata management.
When the building undertakes major works — facade remediation, lift modernisation, waterproofing repairs — someone needs to coordinate access, manage disruption, monitor contractor activity, and report progress to the committee.
This is project coordination work. It requires understanding of construction processes, contractor management, and stakeholder communication. It's not a cleaning function.
Who should do it: A building manager with construction experience, or a dedicated project manager for large works.
Authorising expenditure — even small amounts — requires understanding of budget, authority limits, and value assessment. When caretakers call contractors directly and approve work, spending can quickly exceed what's appropriate.
The caretaker might be trying to be helpful by getting things fixed quickly. But bypassing proper approval processes creates both financial and accountability problems.
Who should do it: A building manager operating within defined authority limits, with committee oversight for significant spending.
This isn't about criticising caretakers. Good caretakers are valuable — they maintain cleanliness, notice issues, and provide on-site presence. But they're not building managers.
The problem is usually budgetary. Proper building management costs more than caretaking. So committees try to stretch the caretaker role to cover management functions at caretaker pricing.
The result is usually worse outcomes at higher risk. Buildings are better served by clearly defining roles: caretakers handle cleaning and basic maintenance; building managers handle management, compliance, and technical oversight.
If your building can't afford both, it might be worth considering what functions actually need on-site presence versus what can be handled by an off-site professional manager who visits regularly.
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Strata Community Association NSW: Role definitions for building management
Australian Building Managers Association (ABMA): Professional standards for building management
LUNA Management internal training materials: Role clarity guidelines
Dino Biordi
Founder & Managing Director, LUNA Management
25+ years in construction | NSW ABMA Independent Review Panel
A Building Manager oversees the safety, security and maintenance of designated properties and ensures that these properties comply with all applicable regulations. A Building Manager is also known as a Facilities Manager, Caretaker or Resident Manager. They are assisting the Owners Corporation with managing the common property, controlling the use of the common property by non-residents, arranging the maintenance and repair of common property.
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