Monthly reports are your window into how your building is actually being managed. But most committee members just skim them — if they read them at all.
The quality of reporting reflects the quality of management. A manager who can't produce a meaningful report probably isn't managing meaningfully either.
Here are seven red flags to watch for — and what good reporting should look like.
If your monthly report could apply to any building — generic headings, boilerplate text, no mention of specific issues at your address — that's a red flag.
Good reports reference your building by name. They mention specific contractors who visited, specific issues that were addressed, specific residents who raised concerns. They reflect knowledge of your building, not cut-and-paste reporting.
What to look for: Specific references to your building's circumstances, not generic industry updates.
Your report should tell you where your building stands on key compliance obligations — AFSS status, Strata Hub reporting, insurance renewals, contractor certifications.
If you have to ask 'is our fire certificate current?' or 'when does our insurance expire?', the reporting isn't adequate. This information should be front and centre every month.
What to look for: A compliance tracker showing status and upcoming deadlines.
If every item in the report is reactive — responding to breakdowns, complaints, and emergencies — there's no evidence of proactive management.
Good reports include preventative maintenance activities: scheduled inspections completed, routine servicing performed, upcoming maintenance planned. This is how you know the manager is preventing problems, not just reacting to them.
What to look for: A maintenance log showing scheduled versus reactive work.
Reports that mention 'various repairs' or 'routine maintenance' without specific costs don't give you meaningful financial oversight.
Good reports itemise significant expenditure, compare actual spending to budget, and flag any concerns about levy adequacy or upcoming expenses. You should be able to track where the money is going.
What to look for: Itemised costs, budget comparison, and forward spending projections.
Who was on site this month? What work did they do? Were there any issues?
If contractors are coming and going without documentation in your monthly report, you have no visibility into a major component of building management. You're trusting that the right work is being done by qualified people — without any verification.
What to look for: Contractor log with dates, companies, work performed, and any follow-up required.
A report that only tells you what happened last month isn't helping you manage the building. It's just documentation.
Good reports include forward-looking content: upcoming work, issues being monitored, approaching deadlines, potential concerns. This is how managers add value beyond basic administration.
What to look for: 'Next month' or 'upcoming' sections with specific planned activities.
If the committee raised issues last month, this month's report should address them. If it doesn't, either the manager forgot or they're hoping you forgot.
Good reports include follow-up on outstanding items and previous committee requests. There should be a documented trail from issue raised to resolution confirmed.
What to look for: Action item tracking showing progress on outstanding concerns.
A good monthly report takes effort to produce. It requires the manager to actually know what's happening in your building — which means they need to be engaged and attentive throughout the month, not just at report time.
If your reports are thin, generic, or missing key information, that's probably reflective of the management approach overall.
Consider asking your building manager to revise their reporting format. Specify what you want to see each month. A manager who resists providing better reporting is a manager who may not want you to see what's really happening.
How does your building management measure up?
Take the free Building Management Scorecard to assess your current management against the standards that actually matter.
https://dino-p8buwtjz.scoreapp.com
Strata Community Association NSW: Strata management reporting best practices
LUNA Management internal field guides: Monthly reporting standards
NSW Fair Trading: Strata committee governance requirements
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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