Choosing a block manager should make life easier for residents, directors, freeholders, and property owners. In practice, however, appointing the wrong managing agent can create exactly the opposite result: slow responses, unclear charges, poor contractor oversight, confused residents, and avoidable disputes.
For resident management company directors, freeholders, and developers, the decision should therefore be treated as more than a simple procurement exercise. A block manager is not just an administrator. They are responsible for coordinating the day-to-day operation of a building, supporting compliance, managing service charge processes, communicating with residents, and helping protect the long-term value of the property.
Whether reviewing an underperforming agent or appointing one for a new development, the key is to test competence before problems arise. The following due diligence checks can help.
Start by defining what the block manager will actually do
Before comparing fees or reviewing brochures, establish the precise scope of the block management services required. Different buildings have different needs, and assumptions at the appointment stage often become points of tension later.
A good starting point is to ask for a written schedule of responsibilities. This should make clear who will handle service charge budgeting, arrears, contractor management, site inspections, insurance administration, resident enquiries, health and safety records, major works support and, where relevant, company secretarial duties for an RMC.
This document should also clarify what is included in the standard management fee and what will be charged separately. Without that clarity, directors and freeholders may find that essential tasks sit outside the agreed service, leading either to delays or unexpected costs.
Check qualifications, redress membership and accountability
Any managing agent under consideration should be able to demonstrate relevant experience with similar residential blocks. This does not simply mean managing a large portfolio. It means understanding the type, age, tenure structure, and operational complexity of the building in question.
Ask who will manage the site day to day, what support sits behind them, and how matters are escalated when they are absent or when an issue becomes complex. A strong pitch from a senior representative is less meaningful if the assigned property manager is inexperienced, overloaded, or difficult to contact.
It is also important to verify redress membership. In England and Wales, property managers and letting agents are required to belong to a government-approved redress scheme. This gives residents and clients a formal route for eligible complaints if internal processes fail. Membership alone is not a guarantee of service quality, but a lack of clear redress information should be treated as a serious warning sign.
RMC directors and freeholders should also ask for evidence of professional indemnity insurance, client money protection arrangements where applicable, and any professional memberships or training standards followed by the firm.
Review the complaints process before anyone needs it
Complaints handling is often overlooked during appointment discussions because everyone hopes problems will be avoided. In reality, even well-managed buildings experience disputes, delays, and difficult conversations.
The question is not whether complaints will ever happen, but how the managing agent deals with them when they do.
Ask for the complaints procedure in writing. It should explain how complaints are acknowledged, who responds, what the expected timeframes are, and when unresolved matters are escalated. It should also explain how directors, freeholders, or property owners are kept informed of recurring issues.
Leaseholders will usually be expected to use the managing company’s or agent’s internal complaints process before taking an eligible complaint to an external redress scheme. However, it is also important to understand the limits of redress. Redress schemes may consider service complaints, but they do not decide whether service charges are reasonable. That distinction matters, particularly where residents are challenging the cost or necessity of works.
Look beyond the headline management fee
The cheapest management proposal is not always the best value. A low annual fee can quickly become expensive if routine work is excluded or if additional charges are vague.
A transparent fee structure should set out the core annual management fee, any per-unit charges, and the costs of additional services. These may include major works administration, company secretarial work, out-of-hours support, insurance-related administration, document provision, meeting attendance, and extra site visits.
Ask for examples of when additional charges apply. Phrases such as “administration charged as required” or “additional services billed separately” should be clarified before the appointment. The aim is not necessarily to avoid all extra charges but to ensure they are predictable, proportionate, and properly explained.
It is also reasonable to ask whether the managing agent receives commission or remuneration from insurance placement, contractors, or other third-party arrangements. Transparency around these matters helps prevent suspicion later.
Agree expectations for site inspections
Site inspections are one of the most visible parts of block management. They are also one of the easiest areas to misunderstand.
Some residents may assume that the block manager is visiting constantly, while the management agreement may only provide for quarterly inspections. That gap between expectation and reality can create frustration, especially where repairs or maintenance issues are visible in communal areas.
Before appointing an agent, agree how often inspections will take place and what they will include. Ask whether reports will include photographs, how urgent issues are recorded, how actions are tracked, and who receives the inspection findings.
The right frequency will depend on the building. A small converted property with limited communal space may not need the same inspection regime as a larger development with lifts, landscaped areas, car parks, plant rooms, and multiple contractors. What matters is that the frequency is appropriate, documented, and understood.
Test the approach to resident communication
Many block management disputes are made worse by poor communication, and building positive relationships with residents depends on getting this right from the start. Residents may be more patient about a delayed repair if they understand what has happened, who is responsible, and when the next update will arrive.
A competent block manager should have a clear communication process. This includes response time expectations, emergency contact routes, named points of contact, and a method for updating residents on ongoing issues.
Ask how residents submit maintenance requests, how enquiries are logged, and how directors or freeholders can see what is outstanding. It is also worth asking how the agent handles difficult or repetitive complaints. The ability to remain calm, factual, and consistent is an important part of residential property management.
In Hertfordshire and the wider Home Counties, RMCs and freeholders may compare regional residential managing agents such as Red Brick Management when reviewing block management services, but local presence should still be assessed alongside evidence of reporting, compliance, contractor control and communication standards.
Scrutinise contractor procurement and maintenance control
Contractor management has a direct effect on both resident satisfaction and service charge expenditure. Poor procurement can result in inflated costs, slow repairs, inadequate work, and disputes over whether money has been well spent.
Ask how contractors are selected and whether multiple quotes are obtained for larger jobs. Check whether contractors are required to hold appropriate insurance, qualifications and health and safety documentation. For recurring services such as cleaning, gardening, lift maintenance or fire safety checks, ask how performance is monitored.
There should also be a clear approval process for works above agreed thresholds. Directors and freeholders need to know when the managing agent can instruct work independently and when formal approval is required.
Conflicts of interest should be disclosed. If a managing agent uses connected contractors or receives any form of benefit from supplier relationships, that should be made clear.
Do not overlook insurance transparency
Buildings insurance is a sensitive area for many leaseholders because premiums can form a substantial part of the service charge. Lack of transparency around placement, commission or claims handling can quickly damage trust.
Ask who arranges the policy, how often the market is tested and whether commissions or fees are disclosed. It is also useful to understand how claims are handled, who communicates with residents and how excesses are applied.
A managing agent does not need to be an insurance broker, but they should be able to administer the process clearly, maintain accurate records and explain the position in plain English when residents ask questions.
Review financial reporting and service charge processes
Reliable financial administration is central to effective block management. Poor budgeting, unclear accounts or weak arrears control can create cash flow problems and undermine confidence.
Before the appointment, ask to see sample reporting formats. These might include a service charge budget, arrears report, expenditure summary or year-end information pack. The aim is to understand how clearly financial information will be presented and how often directors or freeholders will receive updates.
A good managing agent should be able to explain how budgets are prepared, how reserve funds are considered and how unexpected costs are handled. They should also be clear about bank account arrangements and client money handling.
Plan the handover carefully when switching agents
Changing managing agents can be the right decision, but the handover process must be managed carefully. A poor transition can lead to missing records, unpaid invoices, confused contractors and residents unsure where to report issues.
Before giving notice to the existing agent, create a handover checklist. This should cover leases, service charge accounts, bank details, insurance documents, contractor contracts, fire risk assessments, health and safety records, maintenance history, resident contact details, keys, access codes and any ongoing disputes or claims.
There should also be a resident communication plan. Leaseholders and occupiers need to know when the new agent takes over, how to contact them, how payments will be made and what will happen to existing issues already reported.
Watch for warning signs
Certain behaviours during the tender stage can indicate future problems. If an agent is slow to respond before an appointment, they may not become more responsive afterwards. If they are vague about fees, complaints, redress membership or reporting, that lack of clarity may continue.
Other warning signs include reluctance to provide sample reports, limited experience with similar buildings, unclear contractor procurement processes, poor explanations of insurance arrangements, or promises that seem unrealistic for the fee proposed.
A professional managing agent should welcome sensible due diligence. The appointment process should feel transparent, structured and evidence-led.
Choose evidence, not promises
The right block manager should reduce problems, not create new ones. For RMC directors, freeholders, developers and property owners, that means choosing on the basis of evidence rather than presentation alone.
Before appointing a managing agent, check the documents, test the communication process, understand the fee structure and agree on reporting expectations. Ask practical questions about inspections, contractors, insurance, complaints and handover procedures.
Residents may not see every part of the management process, but they will feel the effects when it works and when it does not. A careful appointment decision at the start can prevent months or years of avoidable frustration later.
