Financials
Statements & actuals
Last two to three years of audited (or compiled) financials, current-year budget vs. actual, footnotes, and any management letter from the accountant.
Trust matters. Verification protects value. Your accountant signs off on the year. Your agent reports the month. We connect the two: verifying the numbers and catching costly discrepancies.
A treasurer sees the package once a month. A president signs what counsel puts in front of them. The managing agent is the one who assembled the property file. That structure works — until the fees drift, the reserves thin out, or a policy the board thinks is settled turns out never to have been adopted.
We are hired by boards, finance committees, owners, and management companies. A manager may want a clean outside read before a board meeting, a takeover, or a fee conversation. We do not need to replace anyone to be useful.
Good management deserves verification. Before changing management, understand what is really happening. We independently evaluate your property’s financials, operations, and management performance — so the board can make an informed decision.
Last two to three years of audited (or compiled) financials, current-year budget vs. actual, footnotes, and any management letter from the accountant.
Monthly cash position, operating vs. reserve accounts, transfer activity, and whether capital work explains the drawdowns.
Assumptions behind maintenance or common charges, payroll, utilities, insurance, and the lines that quietly absorb overages.
The signed management agreement against twelve months of invoices. Base fee, extras, allocations, reimbursables, and affiliated vendors.
What the corporation or association can actually do — voting thresholds, board powers, notice, and amendments that may not have landed.
The contract every shareholder lives under. Use, alterations, assignment, default — read against current house rules and practice.
Whether the sublet policy, flip tax, and house rules match the lease and the bylaws, and whether they are being applied evenly.
Aging, payment plans, legal referrals, and whether “current” on the report is current in the bank.
A year of minutes to see which financial and policy decisions were actually taken — and which were only discussed.
We write what is wrong. You already know the rest. If the building is clean, the memo is one page and you paid for the sentence.
A short list the board can send without turning the relationship into a deposition.
Items that belong with counsel or the building accountant, marked as such. We stay in our lane.
One meeting with the board or finance committee. No slide deck for its own sake.
Related Equities is not a CPA firm and does not practice law. Findings are for the board’s use with its own professionals. If the building needs a forensic audit or a formal legal opinion, we will say so.