By Nikki D’ Agostino – Managing Director, Rezzi Strata
I’ve been involved in enough new developments across Perth to know this much:
the first 12 months matter more than most people realise.
This is the year where the building either finds its feet, or spends the next few years trying to recover. It’s where financial habits are formed, expectations are set, and owners decide whether strata feels like a support system or a constant source of frustration.
When it’s guided properly, things feel steady and predictable.
When it’s not, everything becomes reactive, and usually more expensive than it needs to be.
Here’s what I focus on in that first year, and why.
1. Getting the Information Out of the Box: Properly
At handover, there’s always a mountain of paperwork. Manuals, drawings, warranties, certificates, all the important stuff.
The issue I see isn’t missing information.
It’s information that exists, but no one can find when they need it.
That usually includes
- Building manuals and specifications
- Warranties and contractor contact details
- As-constructed drawings
- Fire, lift and mechanical documentation
- Asset registers and maintenance schedules
If this material ends up sitting in a box or on a drive no one accesses, it causes problems later, especially when something goes wrong and everyone’s scrambling.
When it’s organised properly from the start, decisions are easier, maintenance is cleaner, and there’s far less guesswork.
2. Setting Up Service Contracts Early and Getting Them Right
From day one, a new building needs servicing. Lifts, fire systems, cleaning, landscaping, it all starts immediately.
What’s agreed in the first year often becomes the standard for years, so I’m always careful about how these contracts are set up early.
That means making sure they’re:
- Clearly scoped
- Transparently priced
- Independently sourced
- Reviewed and monitored not just signed and forgotten
If this work is rushed, you usually see it later in emergency call-outs, disputes over scope, or owners questioning what they’re actually paying for.
Early structure saves a lot of noise down the track.
3. Defects Need a System Not Emotion
Every new building in Perth has defects. That’s normal.
What makes it stressful is when defects are handled without a clear process.
I always push for:
- One clear pathway for reporting issues
- One central defects register
- Professional, consistent builder communication
- Regular updates to owners
- Site meetings that are documented and followed up
When everyone knows what’s happening and where things sit, defects stay manageable. When communication breaks down, even small issues can turn into major frustrations.
4. Being Honest About the Money Early
First-year budgets are usually prepared before anyone actually lives in the building. That means they’re based on estimates, not real usage.
Once owners move in, I always recommend reviewing those numbers sooner rather than later.
Early financial work should include:
- Comparing actual operating costs to the original budget
- Reviewing maintenance schedules once the building is in use
- Starting reserve planning early not years later
- Being clear and upfront with owners about levies
This isn’t about being overly cautious. It’s about being realistic. Clear conversations early help avoid resentment and surprise later.
5. Community Starts the Moment People Move In
In my experience, community culture starts well before the first AGM.
It starts with how owners are onboarded, how questions are answered, and how issues are handled in those early months.
A strong first year includes:
- Clear, simple onboarding for new owners
- A calm, well-run first AGM
- Plain-English explanations of how decisions are made
- Guidance around respectful communication
- Setting the expectation that strata is shared living not constant conflict
When people feel informed and respected, they’re far more likely to engage constructively.
6. This Is Where a Good Strata Manager Makes the Difference
The first year of a development isn’t just administration. It requires coordination, experience and a steady hand.
This is where I see the biggest difference between reactive management and proactive leadership.
A good strata manager should be:
- Holding the overall process together
- Setting clear, realistic timelines
- Communicating consistently
- Flagging issues before they escalate
- Supporting both the developer and owners through the transition
This stage isn’t about “winging it”. It’s about guiding the building through its first real year of operation with intention.
The Bottom Line
A development doesn’t become a community when the keys are handed over.
It becomes one through how that first year is managed.
When those first 12 months are structured and supported:
- Owners feel more confident
- Budgets are easier to manage
- Defects are handled calmly
- Maintenance is planned, not rushed
- Asset value is protected
- The developer’s reputation is respected
This is where good strata management in WA isn’t just helpful — it’s essential.
Steady. Practical. Collaborative.
That’s how we do strata at Rezzi.
REIWA Strata Accredited professionals. Strata made simple.
