We’ll formally request all required information from the outgoing managing agent and we’ll follow up with them regularly. If we need to, we may ask Directors to help us with getting hold of documentation or, if necessary, we may even escalate to our Legal team. We’ll keep you updated on progress with this throughout.

Our Client Relations team will email you an introduction to your Property Manager and their manager approximately 3–4 weeks before your handover date. If your appointment was made on a shorter timeline, this introduction may take place closer to the handover date.

We’ll send leaseholders a welcome letter on or just before the handover date, explaining who we are, who to contact, and how to access the My Blockman portal.

In most cases, no. We aim to maintain the existing structure, unless we need to make changes for accuracy or compliance. If we do make any changes, we’ll clearly communicate these to you.

We’ll transfer credit and debit balances once funds are received. We’ll then let leaseholders know when accounts are fully active.

They should ask for a refund from them, then resend the payment to Prime. If funds have already been transferred to us, they’ll need to contact our Credit Control team who’ll reconcile the payment.

Whilst we wouldn’t consider changing the budget mid-year to be best practice, we understand that circumstances can change. If there’s a valid reason to review the budget, your Property Manager will work closely with you to prepare and agree a revised budget.

We conduct a full review with St Giles Insurance to ensure adequate and continuous cover from day one.

We’ll coordinate meter readings, confirm suppliers, set up accounts and verify balances to avoid billing gaps.

Whilst we’re working with you, we’ll make sure that we communicate consistently with you. Directors will receive regular financial reporting and we’ll schedule regular client briefings.

We take concerns seriously and aim to resolve issues clearly and professionally. If you’re unhappy, please follow the Escalation Process outlined in your Client Onboarding Handbook.

Yes. We operate a fully paperless system. All documentation is stored and managed digitally to ensure efficiency, security, and accessibility.

Please scan any relevant correspondence and email it to us so it can be uploaded to our system. We recommend retaining original documents only where legally required.

Yes, we can arrange scanning; however, this falls outside our standard management service and time spent scanning and processing paper documents will be chargeable.

We ask that you discuss any historical correspondence or archived files directly with the outgoing agent before handover. Arrangements for storage or disposal should be agreed before the handover date.

Not always. Under English law, an agreement can become binding where there is:

• a clear offer,
• acceptance of that offer, and
• performance of the services.

Clause 2.3.2 reflects this. If we start providing Services at your request, and you allow or benefit from them, the Agreement is treated as in force even if it hasn’t been signed yet.

This helps to:

• avoid disputes once work has started,
• make sure standards and safeguards apply from day one, and
• protect you by bringing the full Agreement (including termination rights) into effect.

Once Services begin, the Agreement is legally binding. But the intention here is clarity, not rigidity.

In practice, we apply this clause proportionately and with common sense, focusing on what is fair for both parties:

If Services have been provided for a meaningful period (for example, 2–3 months):
At this point, it’s clear there’s an established management relationship. We will have committed time, resources and responsibility to the property, and residents will already be relying on us.  In these circumstances, and the Agreement reflects the reality of how things are working and provides certainty for both sides.

If Services have only been provided very briefly (for example, a few days or a week):
Where things clearly haven’t settled into an ongoing management arrangement and our involvement has been minimal or preliminary, we wouldn’t rely on this clause in a technical or unreasonable way. In this case, we would only charge for the work actually carried out.

Without it, we could be asked to act urgently (for safety, compliance or operational reasons), and later be told there was no binding Agreement in place.  This would create uncertainty about authority, responsibility and standards of care, which helps no one, especially residents.  Our starting point is always to make sure the building is properly looked after and people are safe.

You can always ask questions, set preferences and agree boundaries where services are genuinely optional.  However, it isn’t always reasonable to opt out where the activity is needed to:

• keep residents safe,
• comply with the law,
• prevent damage to the building, or
• meet statutory or contractual duties (such as fire safety or urgent repairs).

If we are instructed not to do something that is reasonably necessary, this can create a situation where we still appear responsible to residents, regulators or insurers, but aren’t allowed to act.

That can lead to:

• higher costs later,
• compliance gaps, and
• deterioration of the building and resident dissatisfaction.

Our approach is guided by a simple principle: act early, explain clearly, and avoid problems becoming emergencies.

We aim to be proportionate and transparent.  We:

• explain why something is needed,
• offer options where possible,
• are clear about scope and cost, and
• prioritise prevention over emergency spending.

Where something is discretionary, we’ll discuss it with you. Where it’s about safety or legal compliance, we’ll explain why action is needed and move quickly to reduce risk for residents and the building.

The clause allows Prime to obtain specialist advice, at the client’s cost, where it is reasonably required to deliver the Services.

If specialist advice is genuinely needed for safety, compliance, structural risk, or legal protection, refusal can leave everyone exposed.  If you’d like to check the need for specialist advice, you can ask for:

• an explanation of why advice is needed,
• alternative options, and
• capped quotes, or competitive procurement.

Our aim is always to use expert input where this genuinely leads to better, safer outcomes.

Yes. We’re generally relaxed about day-to-day requests. For anything significant, we still ask that instructions go through the nominated representative so everyone is clear and decisions are properly recorded.

We understand why it can look that way, but the aim is balance.

We are responsible for how we manage our care, skill and legal compliance.

You remain responsible for things only an owner can control: funding, approvals, ownership risks and building defects.

This avoids expecting a managing agent to act as an insurer.

Structural or latent defects are ownership risks.  As we didn’t design or build the property, our role is to:

• identify issues where they’re reasonably visible,
• recommend investigations, and
• help manage remediation.

Making Prime responsible for defects would either make fees unaffordable or discourage early identification of problems that should be addressed.

We rely on the accuracy of leases, plans, historic documents and instructions supplied to us. If these are incomplete or incorrect, it isn’t reasonable for us to carry the resulting risk.

However, where something looks inconsistent or unusual, we’ll flag it and ask questions.

This is a key commercial fairness point in the Agreement.

• our fees reflect a management and coordination role, not underwriting building risk.
• major losses (fire, flood, structural failure) should be covered by building insurance, and
• unlimited liability would make fees much higher.

The cap keeps risk proportionate to the fees paid.

The indemnity doesn’t mean you are paying for our mistakes.  It applies where losses arise from:

• client decisions or omissions,

building defects,

• lack of funding,

delays in instructions, or

• third-party failures outside our control.

In those situations, we shouldn’t be left carrying legal or financial exposure for situations we didn’t cause.

No. It doesn’t exclude liability where the law doesn’t allow this:

We remain responsible for:

• acting with reasonable care and skill,
• complying with statutory duties,
• negligence, where this is proven.

These include things like loss of profit or reputational damage.

These can be unpredictable and far exceed the value of a management contract.

Excluding them keeps the Agreement commercially sensible while still preserving liability for negligence causing personal injury or death.

We act as agent, not principal. Contractors are engaged for the Client’s property and benefit.

This clause ensures:

1. clear service charge accounting,
2. contractors are paid from the right source, and
3. we don’t become unintentionally responsible for building costs we don’t control.

Not automatically. If the previous agent has correctly served the relevant notices in accordance with the Landlord and Tenant Act 1985, the process can usually continue. We’ll take a look at the consultation file to ensure compliance and identify any risks. If we spot that notices weren’t served correctly, we may need to look at getting legal advice.

We’ll ask your outgoing managing agent for full contract documentation, copies of all Section 20 notices and observations, tender reports, specifications, warranties, health and safety files including CDM documentation, payment history, service charge accounts, funding statements and details of any disputes or variations.

In most cases yes, provided the contractor was appointed correctly and their performance is satisfactory. We’ll review contract terms and programme and cost control measures before confirming continuation. If there are performance or compliance concerns, we’ll escalate these to you with recommendations.

We’ll send an introductory communication confirming the change in management and that the major works project will continue. We’ll also give you a named contact within the Major Works team and let you know how we’ll share future updates.

A: Not solely due to a management change, however if we identify cost pressures, variations or savings opportunities, we’ll report these to you with updated financial forecasts and explanations.

All funds held for major works will transfer in accordance with statutory requirements. We’ll reconcile the balance against committed expenditure, identify any shortfall or surplus and give you an updated funding position.

We’ll review outstanding invoices, confirm certification where applicable and ensure payments align with contract terms and works completed on site. We’ll also make sure that payments aren’t released without appropriate verification.

We’ll review outstanding invoices, confirm certification where applicable and ensure payments align with contract terms and works completed on site. We’ll also make sure that payments aren’t released without appropriate verification.

We’ll obtain full details of the policy, insurer, claim reference, scope of approved works and any excess applicable. We’ll review correspondence with the insurer and appointed loss adjuster, confirm the extent of cover and any exclusions, and ensure all claim conditions and reporting requirements continue to be met.

Not usually. Where works are fully covered by warranty or insurance and no cost is being recovered from leaseholders, Section 20 consultation isn’t required. However if there’s a policy excess or uncovered element to be recharged, we’ll assess whether this triggers consultation obligations.

We’ll clearly separate insurer funded sums from any leaseholder recharges, confirm the funding position, advise the client on consultation requirements if applicable, and communicate transparently with leaseholders regarding any contribution required.

We’ll need the full policy document, claim approval confirmation, schedule of works agreed with the insurer, contractor appointment details, scope limitations, payment and reimbursement process, evidence of previous payments received, and confirmation of any deadlines or limitation periods.

We’ll obtain all funding agreements, grant conditions, programme milestones, compliance requirements and reporting obligations.  We’ll review eligibility criteria and any cost caps, and ensure continued compliance to avoid funding risk.

All funds held for major works transfer in accordance with statutory requirements. We reconcile the balance against committed expenditure and provide an updated funding position, identifying any shortfall or surplus.

We’ll take over responsibility for meeting reporting and evidencing requirements set out in the funding agreement, including progress reports, cost submissions and certification, ensuring deadlines are met and audit trails are maintained.

We’ll review the funding approval, scope of eligible works, Building Safety Act implications  and, where relevant, consultant appointments and any resident engagement strategy.  We’ll then make sure that statutory and funding compliance obligations continue to be met.

We’ll review the original development documentation, building contract and defect liability provisions, confirm whether works fall within the developer’s responsibility, and formally notify or pursue the developer if necessary, ensuring limitation periods are protected.

We’ll obtain full background documentation, assess the contractual and legal position, and work with you and appointed legal advisers to protect the leasholders’ interests and maintain project continuity.