01
Door count
Door count.
Door count is the number of units or homes in your community. It drives owner accounts, assessment billing, statements, and mailings. A 40-unit condominium and a 400-home HOA are different amounts of work, and the proposal reflects that.
We will ask: how many units you have, and whether assessments are billed monthly, quarterly, or annually.
02
Complexity
How the association is run.
A fully self-managed board that wants a complete back office is one scope. A board that keeps its management company and wants BackBoard for accounting only is another. Both are welcome. They simply cover different work.
We will ask: whether you are self-managed, working with a management company, or somewhere in between.
03
Complexity
The services you select.
Accounting and financial reporting is the foundation. Board support, administration, sales and leasing, technology, and year-end coordination are added as your board needs them. Take all of it, or only the parts your association needs.
We will ask: which of the six service areas you want covered.
04
Complexity
Monthly activity.
Vendor invoices, bank and reserve accounts, payment methods, and owner correspondence all add up. Higher volume means more transactions to record, reconcile, and report on each month.
We will ask: roughly how many vendor invoices you handle in a typical month.
05
Complexity
Board support.
Every association receives one hour of board/CAM consulting at no additional charge. Regular meeting attendance, budget preparation, and ongoing financial decision support beyond that hour are scoped into the proposal.
We will ask: how often you would like BackBoard at board meetings.
06
Complexity
Getting started.
The condition of your current records and the timing of the transition affect the first months. Moving from a management company mid-year, or from volunteer-kept books, may call for cleanup and catch-up work before routine operations begin.
We will ask: where your records are today and when you would like to start.