A new board's first 90 days

Do not inherit the filing system as the truth.

Secure the authority, money, contracts and building evidence first. Then separate urgent action from work that simply needs a better record.

The handover is the first control, not an administrative afterthought.

Start here

Stabilise three systems before redesigning anything.

Authority and access

Confirm directors, members, articles, filing access, bank mandates, document access and the people authorised to instruct suppliers.

Money and commitments

Reconcile bank balances, service-charge and reserve records, contracts, arrears, invoices, insurance and work already instructed.

The building and live risks

Collect current assessments, inspections, maintenance records, complaints, leaks, claims and planned works. Escalate an urgent safety issue on its own evidence.

Work through it

Use the first board cycle to create a reliable baseline.

01
Days 1 to 10
Secure access, verify the company record and stop any immediate loss, lapse or safety problem that the evidence supports.
02
Days 11 to 30
Build the document and money registers. Record what exists, what is missing, who holds it and which date matters.
03
Days 31 to 60
Map lease obligations, supplier appointments, recurring deadlines and the building's current condition without assuming the old calendar was complete.
04
Days 61 to 90
Approve a prioritised plan, budget and reporting rhythm. Keep urgent compliance, planned maintenance and optional improvement as separate portfolios.

Take the next step in LEASE-iQ

What must this board control, and which records are missing?

Use this when taking over an RTM, RMC or share-of-freehold building.

Ready to copy

Questions to paste into LEASE-iQ

I have uploaded a lease from a resident-led building. The board is dealing with: [describe the handover or live decision]. Please identify what this lease says the landlord, management company, board and leaseholder must each do.

Please:
1. Identify the parties, their roles and the clauses that allocate repair, insurance, services, charges, consent and access.
2. Quote the short relevant wording and give the clause and page.
3. Identify decisions the lease reserves to one party and functions that may have been delegated to a managing agent.
4. List the accounts, policies, contracts, notices, certificates, plans and decision records the lease refers to or requires.
5. Separate the lease from company articles, titles, the management agreement, law and operational practice.
6. Identify any missing document or role assumption that could reverse the answer.
7. Finish with a board action list containing: source to obtain, person responsible, decision required, evidence of completion and any point needing professional advice.

Keep checking: One lease may not represent every flat or the company's authority. Check the full document set and company records.

Open the sources

Verify the handover before relying on it.

This is an operating sequence, not a substitute for a deadline in legislation, a lease, a policy, a contract or an enforcement notice. A known urgent risk should not wait for the 90-day plan.

Government updateGOV.UK

Current official overview of limited-company responsibilities

LegislationCompanies Act 2006, sections 171 to 177

The general duties of directors

Independent guidanceLeasehold Advisory Service

Current independent guide to running a right-to-manage company

Company and building-management sources checked 18 August 2026. The 90-day sequence is Building Trust's operating framework, not a statutory timetable.

Stabilise three systems before redesigning anything.

Authority and access

Money and commitments

The building and live risks

Use the first board cycle to create a reliable baseline.

Days 1 to 10

Days 11 to 30

Days 31 to 60

Days 61 to 90

What must this board control, and which records are missing?

Verify the handover before relying on it.

Related guides and tools.