For a LookUpStrata webinar with Chris Irons from Strata Solve, Will Marquand from Tower Body Corporate and Trevor Rawnsley from ARAMA, panellists from QLD discussed the importance of the caretaker, committee and body corporate manager relationship. Caretakers are central to day-to-day strata life, yet the three-way dynamic between caretakers, committees and strata managers can fray when expectations, communication and contracts fall out of step. This article distils the webinar’s most useful insights, including what works, what goes wrong, and how each party can act now to move relationships back to a respectful, outcome-focused footing.
QLD: Caretaker and body corporate relationships 101 – understanding the issues and ideas to solve them | Chris Irons, Strata Solve + William Marquand, Tower Body Corporate + Trevor Rawnsley, ARAMA – Aug 2025
A “Triangle of Management” that actually works
The most stable schemes treat the relationship as a professional triangle—committee (on behalf of the body corporate), caretaker (management rights holder) and strata manager, working openly toward the scheme’s best interests. Friendship isn’t required; professionalism is. When each side understands its role, communicates clearly, and respects the contract in place, friction reduces and service improves.
| Role | Primary relationship | Core responsibilities (in practice) |
|---|---|---|
| Committee (body corporate) | Holds the contract with the caretaker; directs the strata manager | Set expectations; monitor performance against the caretaking agreement; make decisions; engage experts; keep communications civil and evidence-based. |
| Caretaker (management rights holder) | Contractor to the body corporate (not an employee) | Deliver agreed duties; report proactively; maintain professional conduct on site; collaborate on practical solutions when issues arise. |
| Strata manager | Appointed by the body corporate to support the committee | Procedural and governance support; guides the committee on the contract and legislation; helps structure communications and resolution pathways. |
Why relationships break down
Disputes rarely start with “one big thing”. They accumulate from mismatched expectations, vague or outdated contracts, and unstructured communication. Small grievances such as an unanswered text, a palm frond not picked up—turn “urgent” in email subject lines and escalate into formal complaints. Past conflict lingers, defensiveness sets in, and routine conversations become hard.
The law adds complexity. In Queensland, caretaking agreements are developer-born and then maintained by owners over time, often topped up by vote. If a scheme’s use changes (for example, from holiday-let to primarily residential), an old agreement may no longer fit the scheme’s needs—fertile ground for tension unless the contract is reviewed and updated.
The legal frame
Caretaking is a contract. Changes need mutual agreement. Maximum terms differ by regulation module (commonly 10 years under the Standard Module and up to 25 under the Accommodation Module). Disputes over performance should be anchored to the agreement’s duties, not to assumptions. Where issues persist, formal steps include a remedial action notice (RAN) and, if unresolved, proceedings in QCAT. This path is slow, costly and best treated as a last resort.
| Topic | Practical takeaway |
|---|---|
| Employment vs contract | The caretaker is a contractor. The “instruction” is the written agreement. Performance is assessed against those duties. |
| Regulation module | Module affects allowable term. Seek legal advice before considering any change of module or term extension. |
| Updating duties | Use specific, time-based schedules (daily/weekly/monthly/annual). Review at sensible intervals (e.g., every 3–5 years) or when the scheme’s use changes. |
| Dispute pathway | Start informal and evidence-based → committee resolution steps → RAN (if warranted) → QCAT only when necessary. |
Communication that prevents escalation
Professional communication is the fastest risk reducer. Agree a simple pathway and publish it to owners: how to lodge a request, what information to include, when to expect a reply, and how to escalate fairly if there’s no progress. Replace long email chains and “urgent!” subject lines with short, factual requests and scheduled check-ins.
Many schemes find value in nominating a committee liaison for operational issues. This contact should be chosen for temperament and clarity, not just availability. Pair that with a standing monthly site walk-through and a brief written status note. Small frictions get air and resolution before they turn into formal disputes.
Bullying, “bullying-type” behaviour and psychological safety
Strata is a workplace for caretakers and effectively a workplace setting for strata managers and committee members. Filming, stalking, abusive emails and confrontations have no place on common property. While “bullying” is not a defined concept in QLD body corporate law, nuisance/hazard/interference provisions, WHS obligations and, in serious cases, external regulators may be engaged. The healthier and cheaper path is prevention: adopt respectful conduct statements for meetings, set clear rules for contact, and model steady, adult behaviour.
Costs, value and keeping contracts fit-for-purpose
Most agreements index annually (often CPI-linked). Committees should look beyond the headline percentage and consider whether the duty list, service levels and the scheme’s needs still align with what is being paid. Independent “time and motion” reviews can anchor discussions in evidence, not anecdotes. If the scheme’s use profile has shifted, a structured renegotiation may achieve a clearer duty schedule and better value than simply “rolling over” a dated document.
Early warning signs and how to course-correct
Watch for repeat “urgent” emails about minor issues, growing defensiveness, skipped meetings, and owners bypassing the agreed request path. These signal process gaps rather than bad faith. Reset with a short written protocol, a reboot meeting that acknowledges history without relitigating it, and a 60–90 day focus on closing existing items. If legacy conflict persists, consider an independent facilitator to help both sides re-establish a professional baseline.
Actions you can take now
For committees
Read the caretaking agreement and duty schedules, then meet with the caretaker to confirm what “good” looks like week-to-week. Publish a simple request-and-response process to owners and stick to it. Use evidence (photos, dates, references to duty items) and keep tone neutral. If the scheme has evolved or duties are vague, commission an independent review and negotiate specific, time-based schedules rather than broad descriptors.
For caretakers
Treat the scheme as your workplace and the committee as your client. Report proactively with brief, regular updates. These beat defensive, ad-hoc replies. Where requests fall outside the duty list, explain the gap and propose practical options and costs. If relationships are bruised from past disputes, suggest a reset meeting with a clear, written plan and measurable checkpoints.
For strata managers
Help the committee anchor decisions to the contract and the legislation. Shape the communication protocol and meeting rhythm; keep minutes factual and action-oriented. When issues persist, recommend external expertise early (legal, dispute resolution, independent scopes) rather than letting informal conflict calcify into formal litigation.
Key takeaways
Strong schemes keep the “Triangle of Management” professional and predictable. They ground expectations in the written contract, communicate through a clear pathway, and refresh duty schedules as the scheme’s needs evolve. Most importantly, they resist the pull of emotion and escalation. Respectful conduct isn’t a “nice to have”, it’s a proven risk reducer that saves time, fees and goodwill.
Resources
- Download the presentation slides: Caretaker and body corporate relationships 101 – understanding the issues and ideas to solve them
Presenters
Chris Irons Strata Solve E: chris@stratasolve.com.au P: 0419 805 898
William Marquand Tower Body Corporate E: willmarquand@towerbodycorporate.com.au P: 07 5609 4924
Trevor Rawnsley Australian Resident Accommodation Managers Association (ARAMA) E: Trevor@arama.com.au P: 1300 ARAMA Q
This post appears in Strata News #758.
Further reading
- QLD: Management rights agreements in community titles schemes
- QLD: Q&A Management Rights – Caretaking and Letting Agreement + Extensions
- QLD: Q&A Duties of a Building Manager
Visit Building Managers OR Strata Legislation QLD.
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