The final stretch of the year is one of the most important periods for condominium management. As well as marking the end of an administrative cycle, this moment also represents a strategic opportunity to assess results, present the accounts, align residents’ expectations and set guidelines for the next financial year. It is precisely in this context that the Annual General Meeting (AGM) takes centre stage in the routine of condominiums. 

When well planned, the meeting ceases to be merely a legal obligation and becomes a tool for transparency, governance and strengthening the relationship between the property manager, the managing agent and the unit owners. By contrast, poorly structured meetings tend to generate unproductive discussions, low engagement and decisions that do not always reflect the priorities of the community. 

For this reason, property managers and managing agents who wish to conduct modern management need to treat the Annual General Meeting as a strategic project. From preparing the agenda to issuing the notice, each stage directly influences the level of resident participation and the quality of the decisions approved. 

In this article, you will find a complete guide to organising an efficient, productive end-of-year Annual General Meeting aligned with best practice in condominium management. 

What is the Annual General Meeting and why is it so important? 

The Annual General Meeting is one of the most relevant meetings in condominium governance. It is where financial documents are usually presented, administrative matters are discussed and guidelines that will affect residents’ lives over the coming months are defined. 

In addition to complying with the requirements set out in the condominium rules and applicable legislation, the AGM provides a formal space for presenting the accounts, approving the budget and discussing the condominium’s main challenges. It is a moment in which the management can demonstrate transparency, justify decisions made throughout the year and present future projects. 

When residents understand the importance of this meeting, the AGM is no longer seen as a mere bureaucratic formality. It becomes an instrument for collective participation, strengthening the sense of community and increasing trust in the administration. 

Start planning in advance 

One of the most common mistakes when preparing the Annual General Meeting is leaving the organisation until the final weeks before the meeting. When this happens, the administration may fail to gather important documents, communicate properly with unit owners or have enough time to prepare explanatory materials. 

Ideally, planning should begin at least a few weeks in advance. During this period, the property manager, board and managing agent can review financial information, organise management reports and identify which matters genuinely need to be submitted for deliberation at that point. 

Early planning also makes it possible to build more strategic agendas. Rather than bringing together a large number of disconnected topics, management can separate priority matters from those that may be developed further for future meetings. 

The notice is one of the most important steps 

The meeting notice is one of the fundamental elements for ensuring the legitimacy of the decisions made. It must strictly follow the procedures established by the condominium’s rules and applicable internal regulations. 

In many condominiums, the rules establish minimum deadlines for sending notices, accepted communication methods and specific requirements regarding the publication of agenda items. Failure to comply with these requirements may lead to challenges and even future objections. 

For this reason, before preparing the notice, it is advisable to carefully review the condominium’s institutional documents. As well as complying with formal requirements, the notice should use clear, objective language that is easily understood by all residents. 

A good practice is to briefly explain the importance of each topic to be discussed. When unit owners understand why a particular matter will be debated, participation and engagement are more likely to increase. 

Information that must be included in the notice 

A well-prepared notice usually includes: 

• Date of the meeting; 

• Time of the first call; 

• Time of the second call; 

• Meeting location or platform; 

• Agenda; 

• Supporting documentation; 

• Information on representation by proxy, where applicable; 

• Guidance for virtual participation, if there is a hybrid or online format. 

The more transparent and organised this communication is, the fewer doubts participants will have. 

Which topics should be on the agenda for the end-of-year AGM? 

The main purpose of the year-end meeting is to analyse the present and prepare for the future. For this reason, some topics are usually considered priorities for this meeting. 

Presentation of management accounts 

The presentation of accounts is among the most important topics at an Annual General Meeting. This is the moment when the property manager presents financial results, expenses incurred, investments carried out and other information related to the administration of collective resources to the unit owners. 

More than presenting figures, management should provide context for the decisions made throughout the financial year. Explaining the reasons behind certain expenses helps increase residents’ trust and reduces future questions. 

An organised presentation, accompanied by clear reports and financial comparisons, significantly contributes to the transparency of the meeting. 

Approval of the budget forecast 

Another essential item is discussing the budget for the coming year. Residents need to understand which expenses are planned, which contracts will be maintained and which investments may affect the condominium’s cash flow. 

A detailed budget forecast provides greater financial predictability for everyone involved. It also helps reduce the need for extraordinary charges arising from planning failures. The more transparent the construction of this budget is, the greater residents’ support for the approved decisions tends to be. 

Planning works and improvements 

The end of the year is also an excellent opportunity to present future projects. 

Structural renovations, technological modernisation, security improvements and sustainability-focused interventions can be discussed at this point, especially when they require collective approval or the allocation of financial resources. 

The recommendation is to present estimates, preliminary schedules and technical justifications that help residents understand the expected benefits. 

Review of relevant contracts 

Contracts with maintenance, security, cleaning and service providers often represent a significant share of condominium expenses. 

The meeting can be an appropriate occasion to provide information on renegotiations, scope reviews and cost-optimisation strategies being planned for the next financial year. 

Which topics can wait until next year? 

Not every topic needs to be decided at the end-of-year Annual General Meeting. One of the secrets to productive meetings is precisely avoiding overly long agendas. 

Issues that do not yet have a defined budget, completed technical studies or sufficient information to support decisions tend to generate unproductive and unfocused discussions. 

Topics such as complex changes to internal regulations, renovations without a consolidated project, changes to the use of common areas or investments still at an early stage may be better addressed in specific meetings at a later date. 

Postponing certain matters does not mean ignoring them. On the contrary, it means allowing them to be discussed in a more mature and structured way when there is enough information for a conscious decision. 

How should the meeting topics be prioritised? 

A good strategy is to organise topics according to their financial, operational and legal impact. Matters that directly affect the condominium’s financial sustainability or involve legal obligations should take priority on the agenda. Topics related to maintaining service quality and improving infrastructure can then be included. 

Finally, less urgent matters can be reserved for other opportunities. 

This method prevents meetings from becoming excessively long and helps participants remain focused on the most relevant topics. 

How can resident participation be increased? 

Low attendance is one of the biggest challenges faced by property managers and managing agents. Many condominiums have meetings attended by only a small proportion of owners. However, there are strategies that can significantly increase engagement. 

Communicate the importance of the decisions 

Instead of simply announcing the meeting date, explain what impact the agenda items will have on the condominium’s routine. When residents realise that their decisions can influence the budget, improvements, security and property value, participation tends to increase. 

Provide materials in advance 

Few situations discourage participation more than arriving at a meeting without sufficient information to analyse the proposed matters. Providing financial reports, presentations and supporting documents in advance allows unit owners to arrive better prepared to contribute. 

Use digital channels 

Condominium apps, information groups, emails and digital notices can significantly broaden the reach of the notice. In addition, scheduled reminders close to the meeting date help reduce forgetfulness and absences. 

Consider hybrid models 

When permitted by the condominium rules and applicable legislation, hybrid or virtual meetings can increase participation among residents who have difficulty travelling or limited availability. This flexibility often contributes to stronger quorums and more representative decisions. 

How NewSun helps property managers achieve greater predictability in condominium management 

Among the topics that frequently arise at meetings is the need to control expenses and increase the condominium’s financial predictability. In this context, energy management has become increasingly relevant, especially given the volatility of energy tariffs and the search for more efficient administration. 

NewSun helps property managers, managing agents and administrators face the Force of Unpredictability through its Energy Subscription. In addition to benefits related to predictability and monitoring energy costs, the solution was developed to simplify management and provide greater transparency in the decision-making process. 

Another differentiator is access to the Energy Club, NewSun’s exclusive platform that enables the manager to track relevant information about the condominium’s energy consumption. Through the tool, it is possible to view indicators, monitor data related to energy spending and follow the savings information generated by the subscription. The initiative is part of NewSun’s proposal to digitalise the energy experience, aligning technology, management and sustainability. 

A well-planned meeting strengthens condominium governance 

The end-of-year Annual General Meeting is much more than an administrative obligation. It represents an opportunity to strengthen transparency, align expectations and prepare the condominium for the challenges of the next financial year. 

When the notice is issued correctly, topics are prioritised strategically and residents feel involved in the decision-making process, the meeting stops being just a formal gathering. It becomes a powerful governance tool, capable of bringing management and community closer together. 

For the modern property manager, the objective should not be merely to conduct a meeting. The real challenge is to create an environment of participation, trust and forward-looking vision. And this begins long before the meeting is opened: it begins with planning.