HOA Board Management and
Financial Oversight
Platform

Everything your board needs, in one place. We support your board the way nobody ever has. Transparency, governance and planning.

You do not have to change a thing. Keep your bookkeeper. Keep your software. Keep your management company. Load what they already produce into the Boardroom, in whatever shape it is in, or connect your ledger and let it arrive on its own. The platform produces a treasurer's report the board can trust, assembled board packages, five annual requirements the board can manage easily, and a multi year strategic plan that provides a roadmap for the owners' vision.

Or let us handle the accounting function entirely, assessments and collections included, and we will run it all on one platform.

Report.Run.Plan.
Schedule a demo
What we do

Three pillars, one service.

Most associations have an audit, a reserve study, a budget and a board, and nothing connects them. Audit findings never reach next year's budget. The reserve plan goes stale the day a component is replaced early. Nobody carries an open financial question forward until it is answered. That connective work is the whole job.

Report

Every month

What the board sees, in language a director can act on.

  • Balance sheet, income statement, variance to budget
  • Cash position and reserve balances
  • Assessments billed, payments posted, and every delinquent account shown with the action taken and the next date
  • A written treasurer's narrative, not a stack of statements
  • The board package assembled, paginated, distributed and archived
Run

Every year

The five annual cycles and the governance that surrounds them.

  • Audit and tax, the strategic plan, reserve study, budget and assessments, election and annual owners meeting
  • Statutory notices and periods for open and executive sessions
  • Agendas, minutes and records requests
  • Collections on a dated escalation ladder, measured against your own policy
  • Committee workspaces, charters and reports
Plan

Every year, five years out

Where the community is going, what it will take, and whether the owners are with you.

  • Five year funding path and assessment trajectory
  • Capital projects sequenced against reserve components
  • Service standard and staffing model, and what it costs
  • Owner surveys that test service standards, amenity priorities and tolerance for an assessment increase before the board commits to one
  • Town halls run as working sessions: the plan presented, the numbers behind it shown, questions answered on the record
  • The business plan most boards have never been given
The association year

Five cycles, one loop.

Every association performs these. Almost none runs them as a connected system on a published calendar with somebody accountable for each date.

1

Audit and tax

Q1 to Q2

Closes the prior year. Review or audit to your governing documents, the return filed, findings and the management letter back to the board.

2

Strategic plan

Q1 to Q2

Owner survey, town hall, and the five year path adopted. Done first, because it sets what the reserve study is priced against and what the budget has to fund.

3

Reserve study

Q2 to Q3

An independent credentialed inspection, feeding a component database we hold and update as things are actually replaced and real bids land.

4

Budget and assessments

Q3 to Q4

Reforecast, build next year, absorb the audit findings and the reserve requirement, set the assessment, distribute inside the statutory window.

5

Election and annual owners meeting

Per your documents

Nominations, inspector of elections, ballots, quorum, tabulation, statutory notices, and seating the board that owns the result.

What almost nobody does

Closing the loop.

The audit closes the prior year and says what actually happened. The plan sets where the community is going. The reserve study prices the physical half of it. Both land in the budget, the budget sets the assessment, and the election seats the board that owns the result. Then the monthly report shows whether any of it is happening. That is the difference between performing five cycles and running an association.

What a board actually has to do to start

Nothing to migrate. Nothing to learn.

There is no system for your board to move onto. Keep the spreadsheet your treasurer built. Keep whatever your manager sends out on a Friday. Keep the folder on somebody's desktop. Send it to us however it comes, and we read it, file it, put the right parts in front of the board, and put every date it carries on the calendar. A contract that renews itself in March unless somebody cancels it in December is the kind of thing that stops costing you money the day it lands here.

THE BOARDROOM

Every record, one place.

Today a director logs into one system for financials, another for payables, and waits for a PDF by email. The Boardroom is where everything we produce lives and where your committees do their work. Directors, committee members and one person from management sign in. Owners never do, because anything the board publishes goes onto a public page they can read without an account, a password or a request to anybody.

boardroom.terzagroup.com Sample data
THE BOARDROOM
Your Association260 units
Dashboard Calendar Financials Treasurer's report Reserves Strategic plan Elections
Treasurer's report

Month ended 30 September

Books closed 8 Oct
Operating cash$412,800On plan
Reserve balance$1,864,200Below funding plan
Assessments collected97.4%On plan
Variance to budget+$18,400Timing, not savings
What the board must decide this month

Approve the reserve contribution increase before the budget is set

Acknowledge

Authorise liens on two accounts past 120 days

Acknowledge

Confirm the November distribution date for the budget packet

Acknowledge
Audit and tax
Filed 14 Apr
Strategic plan
Adopted 19 May
Reserve study
Inspected 2 Jun
Budget
Owners 30 Nov
Election
Opens 6 Jan
The Long View: reserve balance against the funding plan
Projected balanceRequired by the study
20272028202920302031
The gap by 2031$2.41MOn the current contribution, with no increase and no special assessment.
Closes the gap12.0%Contribution increase from 1 January, held flat in real terms after that.
The collections ladder
Unit 412128 daysLien authorised$8,420
Unit 80694 daysDemand letter sent$5,180
Unit 110467 daysSecond notice$3,240
Unit 23041 daysLate notice$1,860
The Watchlist
Payroll accrual not posted by the providerOpen since July, 3 months
Commercial excess utility reimbursement unbilledOpen since August, 2 months
Insurance prepaid schedule rebuiltClosed this month

Financial figures are read only. Committees, board packages and each director's acknowledgement of the month's decisions are live. The association owns its records and can export the full archive at any time.

The director view. Financial figures are read only, because they come from the ledger and the model. Committees, board packages and each director's acknowledgement of the month's decisions are live. Members sign in with their own credentials.
Where your owners go and where your board goes

Two logins. They never overlap.

yourassociation.com
Owner login Board login
Pay your assessment.
Theirs, unchanged. The Boardroom.
Board and management only.

Your website keeps the owner login it already has. Owners pay exactly where they pay today, through your management company's portal or your own, and we do not touch it. We add a board login beside it, and behind that one is the Boardroom.

There is nothing to toggle between, because the two do different jobs for different people. Nobody pays an assessment in the Boardroom, and nobody reads a treasurer's report in a payment portal. The board simply stops explaining to owners where anything lives.

No website at all? Most smaller associations do not have one. We give you a simple page carrying your name, your board, your meeting dates, your published documents and the two buttons, and it stays current on its own because it is a view of the Boardroom rather than another thing to maintain.

What is in it
  • The numbers. Cash and reserve position, variance with the narrative, receivables and aging, and open items carried forward and scored.
  • The year. The cycle calendar showing where the association is and what is due next, with meeting notices generated to the right period.
  • The committees. A workspace each: charter, documents, action items, and the report that flows into the board package.
  • The board package. Drag documents in, the agenda sets the order, financials are already there. One paginated PDF, distributed and archived.
How it works

Read only on the numbers. Interactive everywhere else.

Nobody can edit a financial figure in the Boardroom, because those come from the ledger and the model. That is what makes the record trustworthy. Everything else is live: committees post, staff build the package, directors acknowledge and comment.

Directors see everything. Committee members see their own workspace. One person from management uploads to the package. That is the whole account list, which is why there is nothing to administer and no access to arbitrate.

Owners do not sign in, and they do not need to. The budget, the reserve position, approved minutes and the five year plan are posted to a public page the day the board publishes them. No individual account data ever appears there, and no owner has to ask anybody for a password to read what they are entitled to read.

Your records are yours. The full archive is exportable at any time, and it goes with you if you leave.

See it with your own numbers

We load your last financial package into the Boardroom before the call.

Most demonstrations run on invented data. Send us your most recent month and your reserve study if you have one, and you will see your own association on the screen instead of somebody's sample. There is no charge and no obligation, and we return or destroy the files afterwards, whichever you prefer.

Schedule a demo
Governance

Every deadline, one calendar.

Nobody calls because their bookkeeping is slow. They call after something went wrong: a notice period missed, a policy statement not distributed with the budget, an election run outside the documents, an enforcement action that did not hold up. Those are not inefficiencies. They are invalidated decisions.

boardroom.terzagroup.com Sample data
THE BOARDROOM
Your Association260 units
Dashboard Calendar Financials Treasurer's report Reserves Strategic plan Elections
The governance calendar

October through January

Today, 15 October
Obligation
OctoberNovemberDecemberJanuary
Status
Records request, one ownerTen business days from receipt
8 days left
Executive sessionNotice period per your documents
Notice sent
Open board meetingNotice and agenda posted
Scheduled
Budget report and policy statementDelivered to owners inside the required window
In assembly
Annual meeting noticeFirst notice, then the meeting
Scheduled
Election, ballots to tabulationIndependent inspector of elections
Inspector engaged
The day it has to go out The window you have The meeting, vote or deadline Today
The same Boardroom, on the Calendar tab. Not a month grid. Every obligation is drawn backwards from the date it lands, so the board can see the lead time left rather than the date it was due. We administer the procedure. We do not practise law: the templates and periods are built with community association counsel in each state we serve, and attorneys are engaged on the exceptions.
What we administer
  • Meeting notices. Open and executive sessions, generated to the statutory period for your state.
  • Annual disclosures. The budget report and policy statement, prepared and distributed inside the required window.
  • Elections. Nominations, candidate process, inspector coordination, ballots, quorum tracking and tabulation.
  • Records. Requests handled to the required timeline, with a retention schedule and a searchable archive.
  • Minutes and agendas. Prepared or reviewed, in a consistent format, filed where the board can find them.
  • Committees. Charters, workspaces and the reports that flow into the board package.
Fees

Two tiers, one fee.

Most associations already have somebody keeping the books. Some want us to take that over as well. That is a tier, not a different company, and moving between them changes the price and nothing else. Full service management advertises a rate per door and then adds initiation fees, per activity charges and meeting fees that are not on the rate card. We are not claiming to have no extras. Ours are published, capped and knowable before you sign.

Tier one

Report

$1,500 to $2,250
a month, flat, in three bands by size

You keep your bookkeeping, whether that is a manager, a contract bookkeeper or a treasurer in a spreadsheet. We take the reporting and the governance. We touch no money and we run no ledger.

  • The monthly treasurer's report and the written narrative
  • Variance against budget, explained rather than listed
  • The Watchlist, carried forward until every item is answered
  • The Long View, your reserve model and five year funding path
  • The governance calendar, notices and statutory deadlines
  • Audit and tax coordination with your own CPA
  • The strategic plan, the owner survey and the town hall
  • The board package assembled, distributed and archived
  • The Boardroom for directors, committees and members
Tier two

Report and Run

$20
per door, per month, with a $2,500 minimum

We take the finance function itself. Everything in Report, plus the money. Priced per door because this work genuinely scales with units, which is what collections, statements and owner accounts do.

  • Everything in Report
  • Assessments billed, payments posted, owner statements issued
  • Collections on a dated ladder, measured against your own policy
  • Payables and disbursements, with the board approval trail
  • Bank reconciliations and the monthly close
  • The budget build and the assessment calculation
  • Elections, ballots, quorum and the annual owners meeting
At the startA one time onboarding fee on either tier, scaled to the size of the association and the condition of the records we inherit.
How you find outA number in writing after the first conversation, with the scope set out beside it. No discovery process to sit through.
Moving upAssociations often start on Report and hand across the accounting at renewal. The tier changes. Nothing else does.

Scope, stated

Meetings attended per year, whether minutes are drafted from a recording or from attendance, a records request allowance, and what your board and staff supply and by when. A fixed fee still needs a precise scope, and ours is written down.

Charged separately

Resale and transfer disclosures, demand statements, escrow documents, historical cleanup, additional meetings and defined special projects. Every one at a rate published in the agreement before it is ever incurred.

Passed through at cost

Third party invoices billed direct to the association: the reserve inspection, the CPA audit, an independent inspector of elections. You see what they charge, because they bill you and not us. Never marked up.

What we never take

No vendor money

No rebates, referral fees or commissions from any contractor, insurer or supplier we recommend. The only money we make is the money you pay us.

Late fees are yours

Late fees and interest collected on delinquent accounts are credited to the association. A manager who keeps them is paid more when owners pay less.

Banking, disclosed

Any earnings credit or processing compensation arising from association deposits is disclosed in the agreement before it is earned, not discovered later.

Who we are

Built from the treasurer's chair, not the property manager's.

Terza Association Services is led by its principal and supported by a team. Accountants and analysts carry the monthly cycle and build the budget. Credentialed specialists handle the reserve study, the audit and the election. An advisory bench of former directors, treasurers, general managers and owners stands behind all of it, people who have made these decisions themselves. Every engagement is led personally by the principal, because the judgment is the product.

Principal

John J. Zappettini

More than 35 years helping business owners, family ownership groups and investors navigate growth, financial challenges and ownership transitions, much of it in real estate, property and community management.

Earlier in his career he worked in private equity and business acquisitions across the United States and Europe, and helped lead the consolidation of a seven country platform through its sale.

He currently serves as treasurer of a 260 unit condominium association in San Francisco and on a second association board. He understands community management from the boardroom side of the table.

LinkedIn ↗

Our team and advisors

People who have sat in these seats

Association work rewards people who have done it before. Ours have.

  • Association accountants and analysts who carry the monthly close, the collections ladder and the budget build.
  • Community association counsel in Arizona, Nevada and California, including Davis Stirling.
  • Association CPAs for accounting, audit, review and tax.
  • Reserve specialists, credentialed RS and PRA professionals.
  • Independent election inspectors for board elections and owner votes.
  • Systems practitioners experienced with the major community association platforms.
  • An advisory bench of former directors, treasurers, general managers and owners who have governed communities of their own.

Let's talk.

Every association is a little different, so the best place to start is a conversation. Bring your last financial package and your reserve study if you have them, or bring nothing at all and just tell us how the year has gone. We will give you our honest read either way, including if we are not the right fit for you.

Already a client? Sign in to the Boardroom from the button at the top of this page.

Schedule a demo Contact us
Terza Association Services
hello@terzagroup.com
Scottsdale and San Francisco
Member
CAICommunity Associations
Institute