Writing the Scope of Services for Your Strata Tender

The scope of services is the most important document in your tender pack. It defines what your scheme is buying, sets the baseline for fee comparison, and protects the committee from surprises after engagement. A clear scope makes every tender response comparable. A vague scope means you end up comparing apples and oranges, regardless of how well-meaning the candidates are.

This guide walks through the standard categories of strata management services, what to include, and the gaps committees commonly miss.

Why the scope matters

Body corporate (QLD) and owners corporation (NSW) management is a bundled service. Some things every manager does (collecting levies, holding AGMs, keeping records). Some things only some managers do, or do well (after-hours emergency response, capital works planning, advanced portal reporting). When you ask for a tender without specifying, you get whatever each manager calls “standard”. Their standard varies wildly.

A written scope removes that variability. Every responding manager quotes against the same list. The committee can then compare on a like basis.

Core administrative services (every scheme)

These services should be on every tender scope, because they are the bread-and-butter of strata management:

• Prepare and issue regular levy notices
• Maintain books and records
• Operate the body corporate or owners corporation bank accounts
• Issue Section 205 (QLD) or Section 184 (NSW) certificates on request
• Maintain the owners and tenants register
• Update records when lots are sold or tenanted
• Prepare the annual financial statements

Financial services

Beyond the basics, financial scope items separate average managers from strong ones:

• Arrears follow-up and recovery (specify the escalation steps)
• Annual budget preparation in consultation with the committee
• Sinking fund or capital works fund forecasting
• Recommendations on special levies if needed
• Liaising with auditors
• Reporting cash position and outstanding levies at each committee meeting

Meeting management

Meetings are the most visible part of a manager's work. Specify clearly:

• AGM preparation, notice issue, agenda preparation, attendance, minutes
• Committee meeting preparation and minutes
• EGM coordination when required (in QLD) or special general meeting (in NSW)
• Voting paper preparation, scrutiny, and recording
• Distribution of minutes within statutory time frames
• Whether the manager will chair, or only support a committee chair

Compliance and statutory services

These keep your scheme legal:

• Statutory compliance reminders (insurance valuations, fire safety, asbestos registers, work health and safety)
• Insurance renewal coordination including obtaining quotes
• Maintaining certificates of currency for distribution to owners and contractors
• Keeping the by-laws register or community management statement up to date
• Statutory disclosures to incoming owners

Maintenance and contractor coordination

Specify the scope and the limits:

• Routine contractor coordination (lifts, cleaning, gardening, pool, fire)
• Issuing work orders within the committee's spending limits
• Contractor compliance: insurance, licences, work cover
• Coordinating quotes for works above committee approval limits
• What is “routine” versus “project management” (project work usually charged separately)

Owner and committee correspondence

The visible relationship layer:

• Owner correspondence (general queries, complaints, by-law questions)
• Committee correspondence between meetings
• Response time expectations (e.g. acknowledged within 1 business day, resolved within 5)
• How requests are logged (portal, email, phone)

Optional and scheme-specific services

List these separately so candidates can quote on them as add-ons. Options to consider:

• After-hours emergency response (a real human, not just an answering machine)
• Advanced financial reporting (custom report frequency, dashboard access)
• Caretaker or building manager liaison (where you have a separate caretaker contract)
• Capital works planning support (sinking fund forecast, 10 year plans)
• Dispute resolution support beyond standard correspondence
• Online owner portal or mobile app access
• Bespoke reporting for committees with audit or finance expectations

Custom requirements specific to your scheme

Every scheme has a wrinkle. Spell it out so candidates can quote accurately. Examples:

• Mixed-use scheme with a commercial ground floor that needs separate accounting
• Significant maintenance liability (concrete cancer remediation in progress)
• Unusual by-law enforcement load (short-stay disputes, smoking complaints)
• Active litigation or insurance claim that needs ongoing management
• Scheme with a layered or staged structure
• Caretaker contract under review or in dispute

Common scope gaps to avoid

• No mention of arrears recovery limits. Some managers stop at one reminder letter; others push to debt collection. Be specific.
• Not specifying after-hours response. A water leak at 11pm when no one answers is the difference between a happy committee and a furious one.
• Vague meeting attendance. “Attend committee meetings” is not enough. Specify how many per year, in person or virtual, who attends from the manager's office.
• Missing portal expectations. If you want owner self-service (statements, by-laws, meeting minutes) say so. It dramatically affects fees.
• No transition expectations. Define what handover looks like: what records, what timeline, what the outgoing manager must provide.

Sample scope template structure

When you write your scope, use this structure for clarity:

1. Scheme overview (lot count, building type, address, current management situation)
2. Core administrative services (bullet list, each item briefly described)
3. Financial services
4. Meeting management
5. Compliance and statutory services
6. Maintenance and contractor coordination
7. Owner and committee correspondence (with response time expectations)
8. Optional services (clearly labelled as priced separately)
9. Custom or scheme-specific requirements
10. Term, fees structure, and termination clauses

This guide is general information only and not legal, financial, or insurance advice. For advice on a specific scheme or situation, consult a qualified strata professional or lawyer.