HOA Financial
Management Solutions

The primary difference between a CFO and a typical property manager is the CFO’s job is to break you out of this financial cycle where it feels like you can’t make any progress. We work with you to create a long term vision then put in place a plan to get there. A typical property manager is generally more in tune with the day to day than the long term strategy and spends most of his or her time reacting to the problems of today (or yesterday) rather than anticipating the problems of tomorrow. In fact, this is where our name came from: we want to help you to Rise out of the daily muck and see the long term vision. We still fulfill all the standard functions your property manager does but we add the CFO role into this to provide long-term guidance and give you expert access all the time.

The CFO role provides financial planning, goal-setting (and holding others accountable for those goals), and providing a long term financial vision for your community. CFOs often play a role in evaluating risk and creating accountability structures. Every successful business has someone whose role is to do these things and your Association has the same needs as many private sector businesses. In this system, we take the role of CFO and take charge of driving this program forward and creating a system of accountability. You most certainly need a CFO—the only question is how often and for how long. Running a condo or townhome owners association is very similar to running any other business. No business can function in the long term without a financial goal-oriented strategy, nor can it survive without an agreement among the leaders about values to the community and priorities. Establishing values and key goals is a key role for a part-time CFO and this alone can help your board meetings go from 3 hours to 1 hour and feel 5 times more productive.

We operate using the proprietary Community Association Financial Strength Plans (CAFS Plan) which was created to be your step-by-step guide to help your association get financial traction and make real progress toward the goals we establish in the program. These marks are at 1, 5, 10, and 20-year marks.

Our goal is to use business intelligence to provide Boards with visibility on the true nature of their financial situation. Sometimes the most important numbers aren’t the most talked about. In general, financials without historical context and goals aren’t very helpful for planning and often tend to ignore financial risks such as long term deferred maintenance. This often takes the form of not knowing how much money you need in your association’s reserve account, or when you will need it, or even putting off maintenance projects because you’re concerned about the impact this will have on the cash reserve. This often leads to more severe maintenance issues later on.

The CAFS Plan is designed to provide great visibility on the numbers that matter most and show you how you’re performing compared to your financial goals so you can make the best decisions possible when you need to. We provide you with an adaptive and intelligent forecast of the coming years so you can stay on course and a very prescriptive process using data from hundreds of community associations to implement dozens of cost-saving measures to help you be more efficient in every way.

We recommend annual budget reviews, with periodic updates throughout the year to adjust for unexpected costs.

Yes! Our experts analyze past expenses to identify areas where your HOA can save money without sacrificing service quality.

We create a strategic funding plan to ensure your HOA can cover scheduled maintenance, repairs, and replacements without financial strain.

Absolutely. We help HOAs determine fair assessment structures to maintain financial stability without overburdening homeowners.

Yes. RISE maintains in-house budget analysts using proprietary projection tools and budget analysis, not an outsourced bookkeeping vendor. That in-house structure is how we deliver statements by the 15th and sustain 99%+ collections effectiveness.

By the 15th of each month, or by your board meeting date: whichever your board prefers. It’s a written commitment, part of "The RISE Difference," not a best-effort goal.

The budget analyst makes sure you have the right data analysis and accounting insight to prepare a thoughtful budget, not just for next year, but for the next five. They’re your in-house resource for complex matters like loans, banking, long-range planning, and special assessments.

The Community Association Financial Strength Plan is our step-by-step guide to help your association get financial traction and make real progress toward agreed goals, with milestones at the 1-, 5-, 10-, and 20-year marks. The idea is simple: give boards visibility on the numbers that matter most and show how they’re tracking against their goals.

It means nearly every dollar assessed gets collected, through a disciplined delinquency-management process. Collection costs are charged to the delinquent owner, so the burden doesn’t fall on neighbors who paid on time.

Accrual-basis, GAAP-aligned accounting: the most accurate picture of your financial position, recognizing income and expenses when earned and incurred, not just when cash moves.