To keep this efficient and accurate, I typically need:

• Most recent reserve study (and any updates, if available)

• Current year budget and the last 12 months of financials (income statement + balance sheet)

• Delinquency summary (aging report, if available)

• Current assessment schedule (dues, special assessments, any planned increases)

• Governing documents or funding policy (if you have one)

• Any known constraints or priorities (e.g., “we want to avoid special assessments,” “cash is tight,” “we need to stabilize reserves,” “homeowners are sensitive to increases”)

If you don’t have all of this neatly packaged, that’s fine. I’ll tell you what’s “must-have” vs “nice-to-have” and work with what you’ve got.

Most projects take 2–4 weeks from the time I receive the key documents.

Timeline depends on:

• how quickly documents are provided,

• the complexity of the community (assets, deferred maintenance, delinquencies),

• and the scope (board-only decision brief vs full homeowner communication package).

No. I don’t replace your reserve study or compete with your reserve specialist.

What I do is use your reserve study (and your current financials) to align the numbers with real-world decisions,like assessment strategy, risk tradeoffs, and what to communicate to homeowners. Think of this as the bridge between “what the study says” and “what the board has to vote on.”

Yes, this is one of the most common reasons boards bring me in.

Most backlash isn’t about the number. It’s about surprise, confusion, and lack of trust.

I help you communicate an increase by:

• showing why the increase is needed (in plain language),

• showing what happens if you don’t (risk and timing, not fear),

• explaining what the board is protecting (safety, continuity, property values, financial stability),

• and providing homeowner-ready materials like a short FAQ, summary letter, and meeting visuals.

The goal is not “selling” an increase, it’s making the decision understandable, defensible, and easier to accept.