Changing Your Managing Agent in Kent: When Should an RMC Make the Move?

If your RMC has started spending more time chasing its managing agent than actually overseeing the building, it may be time to consider a change.

Changing your managing agent in Kent does not have to mean creating disruption for leaseholders. With the right preparation, an RMC can move to a new managing agent while keeping service charge administration, maintenance, contractors and resident communication running smoothly. The more important question is knowing when a change is justified. A single delayed repair does not necessarily mean you have the wrong agent. But repeated communication problems, unexplained costs, poor maintenance and a lack of accountability can indicate that your current arrangement is no longer working.

YHPM provides block management in Kent for RMCs, RTM companies, freeholders and leaseholders, with dedicated change managers handling the transition from an existing managing agent.

When should an RMC consider changing its managing agent?

There is no single point at which an RMC must change its managing agent. The decision should be based on the overall performance of the current provider and the terms of the management agreement. However, there are several warning signs that should make directors stop and review the relationship.

These include:

• Repeatedly unanswered emails and calls
• Repairs taking too long to resolve
• Poor contractor management
• Unclear service charge expenditure
• Unexpected or unexplained additional fees
• Lack of regular building inspections
• Poor financial reporting
• Reactive rather than planned maintenance
• Residents repeatedly making the same complaints
• Directors feeling that they have lost control of the building.

If several of these problems are happening at the same time, changing agent may be worth serious consideration.

1. Your managing agent is consistently difficult to contact

Occasional delays are understandable, particularly when an agent is dealing with an emergency or complex issue. The problem is when poor communication becomes normal. RMC directors should be able to obtain updates on important matters, understand what action has been taken and know who is responsible for resolving outstanding issues.

If directors repeatedly have to chase for basic information, the management relationship is no longer working as it should. A professional block management company should provide a clear process for resident communication, maintenance requests, financial queries and emergencies.

2. Repairs are taking too long

Buildings inevitably need repairs. The question is how efficiently those repairs are handled. If a minor issue is reported and remains unresolved for weeks, or if contractors repeatedly attend without actually fixing the underlying problem, the RMC should investigate what is going wrong. Poor repair management can also become more expensive. A small maintenance issue that is ignored may eventually become a major repair.

This is why YHPM’s approach to block management performance places emphasis on proactive maintenance and monitoring rather than simply responding when residents complain.

3. Service charge expenditure is difficult to understand

An RMC should be able to understand where the building’s money is going. That does not mean every service charge needs to be low. Insurance, repairs, cleaning, compliance, and major works can all be expensive, particularly in older or more complex buildings.

The issue is whether expenditure is properly explained and controlled. If directors cannot get clear answers about significant costs, contractor invoices or budget variations, it may be time to review the quality of financial management.

YHPM’s block management costs guide explains why RMCs should assess the overall value and scope of management services rather than comparing management fees alone.

4. Your agent is not planning ahead

A good managing agent should not only react to problems. Buildings have predictable maintenance cycles. Roofs age. Communal areas need decoration. Lifts require servicing and eventually replacement. External areas deteriorate. Building safety requirements need to be monitored.

If your agent only becomes involved when something has already broken, the RMC may be paying more than necessary in the long term. Good management should give directors a clearer picture of what the building is likely to need in the future.

5. The same complaints keep coming back

RMC directors should pay attention to patterns. If residents repeatedly complain about cleaning, repairs, communication, contractor performance or service charge information, the issue may be bigger than one unhappy resident. A managing agent should have a process for identifying recurring problems and dealing with their underlying causes.

If the same complaints have continued for months despite being raised with the agent, directors should ask whether the current management arrangement is capable of delivering the standard residents expect.

Should an RMC change its managing agent because of cost?

Cost should be considered, but it should not be the only reason for changing. A cheaper managing agent is not necessarily betterA low management fee may be accompanied by additional charges for inspections, contractor management, accounts, major works or other services. Before comparing providers, RMC directors should understand exactly what is included.

YHPM’s published block management fees provide an example of transparent per-flat pricing, while the company states that quotations depend on the size, facilities and management requirements of each development.

The better question is:

What will the building receive for the management fee?

Can an RMC appoint a new managing agent?

In many cases, yes, but the RMC needs to check its existing arrangements before making a decision. The company’s articles, management agreement, lease provisions and any relevant contractual arrangements should be reviewed.

GOV.UK confirms that a property may be managed by an RMC or RTM company and that an RTM company can appoint a managing agent to carry out management responsibilities. If your RMC is unsure about its authority to make a change, obtain appropriate legal or professional advice before terminating the existing agreement.

How should an RMC change managing agents?

The process should be planned rather than rushed.

Step 1: Review the existing contract

Check the termination clause, notice period, renewal provisions and any fees that could apply when the contract ends.

Step 2: Document the problems

Record unresolved repairs, communication issues, financial concerns and other performance problems.

Step 3: Decide what your building actually needs

Before approaching new agents, agree what services the RMC expects, including inspections, financial management, maintenance and resident communication.

Step 4: Compare potential managing agents

Look beyond the headline fee. Check experience, qualifications, communication, reporting, contractor management and additional charges.

Step 5: Plan the handover

Important records should be transferred, including financial information, service charge records, contractor details, insurance documents, maintenance schedules, keys and other relevant building information.

YHPM’s Kent service specifically states that its change managers oversee the transition from an existing agent, including documentation, contractor transfers, financial handovers and resident communications.

Will changing managing agents disrupt the building?

It does not have to. The transition should be planned around the building’s existing service charge cycle, maintenance programme and outstanding issues. Residents should be told what is changing, when the new agent takes over and where future queries should be sent.

Contractors should also be informed so that essential services continue without unnecessary interruption. A well-organised handover can actually improve management because the new agent starts with a clear understanding of the building’s finances, contracts, maintenance history and outstanding issues.

What should an RMC ask a new managing agent?

Do not simply ask, “How much do you charge?” Ask:

• Who will manage our building?
• How often will the property be inspected?
• How quickly are urgent repairs handled?
• What is included in the management fee?
• What costs are charged separately?
• How are contractors selected?
• How are service charge accounts managed?
• How often will directors receive financial reports?
• How are major works managed?
• How does the handover from our current agent work?
• Who deals with emergencies?
• Is the company professionally regulated?

The aim is to find an agent that fits the building rather than simply finding the lowest quotation.

What if the current agent refuses to cooperate?

This is one reason why the handover should be planned carefully. If the existing relationship has broken down, keep communication formal and retain copies of important correspondence. The outgoing agent may hold important financial, contractual and property records that the new manager will need.

The RMC should also check its contractual rights and obtain professional advice if there is a dispute over the handover. Where poor management is sufficiently serious, leaseholders may have wider statutory options. Those routes are different from simply changing a managing agent through an RMC and should not be treated as interchangeable.

Is changing your managing agent worth it?

If your current agent is performing well, there may be little reason to change. But if the RMC is repeatedly dealing with poor communication, unresolved maintenance, unclear finances and a lack of proactive management, continuing with the same arrangement simply because changing feels difficult may not be the best option. The purpose of appointing a managing agent is to make the building easier to manage, not create another problem for directors to solve.

A successful change should leave the RMC with clearer reporting, better communication, stronger maintenance oversight and greater confidence in how the building is being managed.

If your Kent block needs a fresh approach, YHPM offers professional property management for residential developments across the county.

Changing Your Managing Agent in Kent: Final Checklist

Before making the move, an RMC should:

1. Review the existing management contract.
2. Identify recurring performance problems.
3. Agree what the building needs from a new agent.
4. Obtain and compare detailed proposals.
5. Check fees and additional charges.
6. Confirm the new agent’s experience and professional credentials.
7. Agree the termination and handover timetable.
8. Make sure financial and property records are transferred.
9. Communicate the change clearly to residents and contractors.
10. Monitor the new agent’s performance after appointment.

A managing agent should ultimately give directors more control and confidence, not leave them constantly chasing problems. If your current agent is falling short, the first step does not have to be an immediate termination. Start by reviewing the service objectively and identifying exactly what needs to improve.If the problems are persistent, however, changing managing agents may be the practical next step.

For RMCs considering a move, contact Your Home Property Management to discuss your Kent block, current management arrangements and the transition process.