Procurement Done Properly – A Spring Checklist for Resident Directors

Spring has a way of revealing things.

The winter months tend to highlight roofing issues, drainage problems, damp patches and external wear and tear. As the weather improves, inspections become easier, contractors become more available, and residents start noticing the things that need attention.

For RMC and RTM Directors, spring is a natural point to review maintenance, compliance and contractor relationships.

Procurement in residential blocks is about finding someone who can do the job well and about protecting leaseholder funds. This procurement checklist for resident directors is designed to help boards approach contractor selection with clarity.
 
Here is a practical spring checklist to help resident directors approach contractor procurement with clarity and confidence.

1. Start with a clear scope of works

Before approaching contractors, be clear about what you are asking them to price.

Start by clearly defining what the works involve. Are you dealing with a one-off repair, planned cyclical decoration, roof replacement or fire safety works? Being precise at the outset makes it much easier to obtain and compare quotations on a like-for-like basis.

When the brief is vague, pricing can quickly become inconsistent. One contractor may include scaffolding and waste removal, while another may assume these are excluded. Some may price higher specification materials, while others may not. These differences are not always obvious at first glance, but they can create confusion during the decision-making process and increase the likelihood of unexpected costs later on.

If the works are significant, consider obtaining a professional specification from a surveyor. A well-written scope protects both the board and the contractor.

Creating a clear scope of works is the foundation of any procurement checklist for resident directors, as it ensures quotes can be compared like-for-like.

2. Check whether Section 20 Consultation applies

Before progressing, ask whether the proposed works are likely to exceed the statutory consultation thresholds under Section 20.

If consultation is required and not carried out properly, the amount recoverable from leaseholders can be limited.  See our previous blog on Section 20 here as well as our guidance note.  

Spring is a sensible time to look ahead at anticipated works across the year and identify whether consultation may be needed. Planning early avoids pressure and ensures residents feel informed rather than surprised.

Even where consultation is not legally required, proactive communication builds confidence.  Have a look at our communication blog here.

3. Obtain comparable quotes, not just the cheapest

Good governance generally involves obtaining more than one quotation for significant works. However, price alone should not determine the outcome.

When reviewing quotations, consider:

• Is the contractor pricing the same scope?
• Are materials and finishes clearly specified?
• Are guarantees or warranties included?
• Is VAT accounted for correctly?
• Are timescales realistic?
• A lower price can sometimes reflect omissions rather than efficiency. A slightly higher quote may include better protections, clearer timelines or stronger aftercare.

The role of a director and their agent is to balance cost with quality and risk, not simply select the lowest number.

4. Carry out proper due diligence

Before appointing any contractor, ensure basic checks have been carried out.

This includes confirming appropriate public liability insurance and employers’ liability insurance, reviewing relevant qualifications or accreditations, and asking for references where appropriate.

Public liability insurance is particularly important in residential blocks. If a contractor causes injury to a resident or damage in communal areas, insufficient cover can expose the management company to significant risk.

Copies of insurance certificates should be retained and reviewed to confirm expiry dates and indemnity limits.

5. Use written agreements for larger projects

For more substantial works, a written contract provides clarity for everyone involved.

It should confirm the agreed price, payment structure, start and completion dates, and how variations will be managed. If retention is being held, that should also be clearly stated.

Without written terms, misunderstandings can escalate quickly, particularly where works run over schedule or costs change.

Where projects are complex or high value, professional advice on contract structure is sensible.

6. Review Health and Safety responsibilities

Residential blocks are shared environments and therefore contractors working on site introduce additional risk.

Boards should ensure that appropriate risk assessments and method statements are provided before works begin. Residents should be informed of any access restrictions, scaffolding, noise or safety considerations.

If works fall under Construction Design and Management (CDM) Regulations, additional duties may apply. Understanding those responsibilities helps ensure compliance and protects directors from unnecessary exposure.

Spring inspections are also a good time to review general communal safety. Lighting, trip hazards, handrails and fire escape routes should be checked regularly.

7. Think beyond reactive repairs

Spring should not only be about fixing what has failed over winter.

It is a useful opportunity to review longer-term maintenance planning. Does the block have a clear schedule of anticipated works? Is the reserve fund aligned with expected expenditure? Are short-term repairs being repeated when a more permanent solution would be more cost-effective?

Proactive planning reduces emergency decisions, supports more stable service charge budgeting and strengthens relationships with residents.

8. Record decisions clearly

Documentation protects directors.

Meeting minutes should record how contractors were selected, how quotations were assessed and whether any conflicts of interest were declared.

Retaining copies of quotes and correspondence demonstrates transparency and provides an audit trail if decisions are later queried.

Clear records are a simple but powerful governance tool. 

Clear documentation supports accountability and forms another essential step in a procurement checklist for resident directors.

9. Communicate with residents early

Residents are more likely to support works when they understand the reasoning behind them.

Explain why the works are necessary, how contractors were chosen and what disruption to expect. Set realistic timelines and provide updates where appropriate.

Communication does not need to be lengthy or formal, but it should be consistent and factual. When residents feel informed, tensions reduce.

10. Review contractor performance after completion

Once works are finished, reflect on how the contractor performed.

• Were they punctual and organised?
• Did they communicate clearly?
• Were residents treated respectfully?
• Did the final account align with expectations?

Building a reliable contractor network over time reduces risk and improves efficiency in future projects.

A sensible Spring reset

Procurement done properly is about structure, transparency and forward thinking and shouldn’t just be a tick box exercise. 

For RMC and RTM Directors, following a clear checklist helps to:

• Protect leaseholder funds
• Reduce legal and financial risk
• Demonstrate responsible stewardship
• Maintain trust within the block
• Spring offers a natural reset point and a measured approach to contractor selection and maintenance planning now can prevent larger problems later.

If your board would like support reviewing procurement processes or planning works for the year ahead, we are always happy to help.