Over the years, I have had the opportunity to work closely with developers, Joint Management Bodies (JMBs), Management Corporations (MCs), property managers and residents across many different developments. Every property is unique, yet one thing remains remarkably consistent.
The quality of a community is often a reflection of the quality of its committee.
Some committees are highly committed, well organised and willing to learn. They work closely with their managing agent, communicate openly with residents and make decisions based on what is best for the community.
Others, despite having good intentions, struggle because they lack a clear understanding of their responsibilities under the Strata Management Act 2013 (SMA) and the Strata Management Regulations 2015 (SMR). Without proper knowledge, even well-meaning decisions can create unnecessary disputes, financial challenges and governance issues.
Then there are the occasional committees where personal interests begin to overshadow the interests of the community.
After many years in the property industry, I have come to appreciate a simple truth:
Well-managed buildings are not created by chance. They are built through good governance.
Being a Volunteer Is Not an Excuse
One statement I hear very often from newly elected committee members is:
"We are only volunteers."
That is absolutely true, and every committee member deserves appreciation for giving up personal time to serve the community. However, once elected, committee members also accept important responsibilities. They become custodians of one of the most valuable assets owned by hundreds, sometimes thousands, of residents.
Good intentions alone are not enough.
Committee members are not expected to become lawyers, accountants or engineers overnight. What they should do is understand their role, seek professional advice when necessary and make decisions that are fair, transparent and in the best interests of the community.
Just as a company relies on its Board of Directors to provide leadership and oversight, a strata community depends on its elected committee to set the direction for the entire development.
A Managing Agent Is Your Professional Adviser—Not Your Replacement
Many newly elected committees believe that once a professional managing agent has been appointed, the responsibility of managing the property shifts entirely to the managing agent. Unfortunately, this is one of the biggest misconceptions in strata management.
A professional managing agent manages the daily operations, the committee governs. These are two very different responsibilities.
A managing agent provides professional advice, coordinates maintenance, administers finances and assists the committee in complying with the law.
The committee remains responsible for making decisions, setting policies and providing oversight.
Even the best managing agent cannot perform effectively without an engaged and responsible committee. Likewise, even the most committed committee will struggle if it appoints an inexperienced or unsuitable managing agent.
Good governance depends on both parties working together while respecting each other's roles.
Choosing the Right Managing Agent
Selecting a managing agent is one of the most important decisions a committee will ever make. Yet many committees continue to compare only management fees.
While cost is certainly a consideration, competence should always come first. Instead of relying solely on company presentations or marketing brochures, committees should visit properties currently managed by the company.
Observe the condition of the building.
Ø Are the common areas well maintained?
Ø Is preventive maintenance evident?
Ø How responsive does the management office appear?
Ø Does the property project an image of professionalism?
Ø These observations often reveal far more than a proposal document.
Ø During the evaluation process, committees should also ask important questions.
Ø Does the company conduct regular building inspections?
Ø Can it produce comprehensive inspection reports?
Ø Does it have an established credit control team to recover outstanding maintenance charges?
Ø Is there professional accounting support?
Ø Does the head office provide technical and operational assistance whenever required?
A professional managing agent should not merely collect maintenance charges and supervise contractors.
It should become a trusted adviser to the committee.
The Committee Must Speak with One Voice
One of the most common governance issues I encounter is individual committee members giving separate instructions directly to the management office. Imagine trying to perform your job while receiving conflicting instructions from several different bosses. That is exactly what many management offices experience.
The committee functions collectively. Major decisions should always be discussed, agreed upon and properly recorded during committee meetings or through documented resolutions.
Individual committee members should avoid issuing instructions independently unless they have been authorised to do so.
This simple practice improves accountability, reduces misunderstandings and protects both the committee and the managing agent.
Transparency Builds Trust
Good governance begins with transparency.
Residents understand that not every issue can be resolved immediately. What they appreciate is openness, accountability and honest communication.
Committee meetings should always be properly documented through minutes. Financial statements should be prepared accurately and made available in accordance with the Strata Management Act. Major decisions should be communicated clearly to residents.
I once visited a community that introduced a simple but effective initiative.
Thirty minutes before every monthly committee meeting, residents were invited to meet committee members informally to raise concerns and share suggestions. Not every issue was resolved immediately. However, residents felt that they were being heard. The committee gained valuable feedback before making important decisions. Most importantly, trust between the committee and residents improved significantly.
Sometimes, the simplest ideas create the biggest impact.
Good Financial Governance Protects Everyone
Financial management is one of the greatest responsibilities entrusted to a committee. Clear approval limits should be established for expenditure. Routine operational expenses may be approved by the committee.
Major expenditure should be referred to proprietors during an Annual General Meeting (AGM) or Extraordinary General Meeting (EGM) whenever required under the law.
Good financial governance is not about restricting spending. It is about ensuring transparency, accountability and responsible decision-making.
Own Your Community's Data
One issue that often receives too little attention is data ownership.
Many committees only discover the importance of this when they decide to change their managing agent.
Suddenly, they realise that the accounting system, resident database and community records are not under the control of the JMB or MC. This can create unnecessary complications during the transition.
My advice has always been simple.
Whatever accounting or community management system a committee chooses, the subscriber should always be the JMB or MC—not the managing agent.
Managing agents may change.
Committee members may change.
The community's records should always remain with the community.
Good governance includes protecting not only physical assets, but also digital assets.
Never Stop Learning
The best committees I have worked with all share one common characteristic.
ü They never stop learning.
ü They attend seminars.
ü They ask questions.
ü They seek professional advice.
ü They welcome different opinions before making important decisions.
ü Most importantly, they understand that every decision they make affects the daily lives of hundreds of families.
Good governance is a journey, not a destination.
From My Experience
Over the years, I have learned that successful communities are rarely defined by newer buildings, luxurious facilities or larger sinking funds. Instead, they are defined by the quality of their leadership.
Buildings do not deteriorate overnight. Communities do not become divided overnight.
More often, problems develop gradually when small issues are ignored, communication breaks down and difficult decisions are postponed.
The encouraging news is that the opposite is equally true.
Communities recover when committees are willing to learn, seek professional advice, communicate openly and make decisions that serve the interests of everyone—not just a few individuals.
Every successful property I have visited shares one common characteristic: a committee that genuinely cares about the people it serves.
At the end of the day, good governance is not about managing buildings.
It is about earning the trust of the people who call the community home.
Quick Takeaways
? Understand your responsibilities under the Strata Management Act and Regulations.
? Choose a managing agent based on competence, not just cost.
? Ensure the committee speaks with one voice.
? Practise transparency through proper communication and financial reporting.
? Make sure your community—not your managing agent—owns its data.
? Never stop learning. Good governance is a continuous journey.