【文章內容簡介】 leasehold title. It prises 623 units, in two eightstoreyhigh blocks of terraces, three 14storey slab blocks and two 16storey point block. Since its pletion and occupation in 1979, the development has continued to engage the same Managing Agent firm for its property and facility management needs. This seems to contradict the earlier discussion above on the possible lack of continuity (as one of the disadvantages) when employing a Managing Agent. It will be recalled that the initial duration of a Managing Agent’s appointment under section 66 of the BMSMA is only a maximum of three years. A change of Managing Agent can lead to disruption in the running of the development. However, the case of Strata Development B proves that continuity is not a benefit reserved just for inhouse management teams – the development has retained the services of the same Managing Agent firm since its inception in 1979. Despite the turnover of members of each new Management Council, the Managing Agent in Strata Development B has acted as the constant and plays a regulatory role in the equation. This has proven beneficial to the strata development as the Managing Agent can advise the ining Management Council on any pending issues, as well as continue with its longterm plan and strategies for the development. The value of a Managing Agent’s firm’s resources (discussed earlier) was particularly evident in the case of Strata Development B in 2020, when the property officer of the development tendered his resignation to the Managing Agent’s the short period of a month, a replacement property officer had to be appointed,and a smooth handing over of duties for the new property officer from his predecessor had to be ensured. While this might have been a more difficult task if the development was managed by an inhouse management team, the resources of the Managing Agent’s firm allowed a swift replacement through their existing pool of 5 trained staff. The firm’s policy of regularly recruiting and training new staff ensured that the replacement of the property officer for the development did not escalate into a serious problem and create managerial and operational problems for the development during the transition stage. The main reasons cited by Strata Development B’s Management Council as to why it has always engaged a Managing Agent are the experience and professionalism of their appointed Managing Agent. This, in turn, can be attributed to the wealth of experience acquired by the Managing Agent firm through the management and solving of problems in different strata developments under their charge. The case of Strata Development B reveals first, that the Managing Agent’s dedication and petence are essential ingredients for the development to be run efficiently. Second, it is imperative that the Management Council and the Managing Agent share a harmonious and open relationship based on trust and confidence. In addition, this relationship must be viewed as more than merely a professional appointment, whereby the Managing Agent simply carries out its duties with due diligence in order to justify its reappointment after each AGM. It is improbable that without all these ingredients, successive Management Councils in Strata Development B would have continued to retain the same Managing Agent firm’s services. Summary and conclusion This paper has examined two property management systems available to residential strata developments in Singapore: through a Managing Agent, and through employment of an inhouse management team. The case study of two residential strata developments in Singapore was also presented. The purpose of the case study was to showcase two residential strata developments tha