A single large lost community can erase a manager's entire book, yet most management companies don't track their boards the way a SaaS company tracks accounts — because CAM software was never built to frame an association as a retainable customer. This template does. It measures gross revenue retention across the renewal base, quantifies the doors and revenue that churn took with it, and surfaces the at-risk contracts before they become lost ones.
What this report answers
The scorecard answers the retention question: of the contract revenue we held at the start of the period, how much did we keep, and what did the losses cost in doors and dollars? The churn-drivers page answers why: a breakdown of lost contracts by reason — pricing, service quality, board change or RFP, a decision to self-manage, developer turnover, or acquisition by a competitor — and an at-risk book ranked by revenue exposure. Together they turn churn from an after-the-fact surprise into a managed pipeline.
The metrics that matter
Gross revenue retention rate is the headline — the share of beginning-of-period contract revenue you kept. It pairs with the new-business pipeline's bookings to show whether the firm is actually growing or just replacing churn. Annual revenue churned and doors lost quantify the damage and feed net door movement. At-risk contracts is the forward-looking number that matters most: the contracts you can still save, ranked by what they're worth, so retention effort goes where the exposure is.
Why the data is trapped across the systems
The signals that a board is about to leave are scattered and none of them live in a "customer health" view, because that concept doesn't exist in CAM software. The contract value and renewal date sit in Vantaca, CINC Systems, AppFolio, or Buildium; service complaints live in the work-order and ticket history; delinquency lives in the receivables ledger; an RFP or a board-composition change lives in someone's email or meeting notes. No system joins them into a retention picture, so churn is usually noticed only when the termination letter arrives. This template assembles the lifecycle — retained, at-risk, lost — and the reasons, into one view.
How to read it
Read gross revenue retention first, then the revenue-churned bar to see whether the losses were a few large contracts or broad attrition — they call for completely different responses. The churn-reason column tells you where to invest: a spike in service-quality churn points back to the manager-workload report, while pricing churn points to the repricing report. The at-risk book is the action list — work it by revenue exposure, because saving one large at-risk contract can outweigh a dozen small ones.
The sample on this page uses entirely synthetic, anonymized contract data — no real associations or board relationships.
Metrics it tracks
| Metric | What it means |
|---|---|
| Active Contracts (Retained) | Count of contracts still active at period end. |
| Contracts Lost This Period | Count of contracts terminated or non-renewed during the period. |
| Gross Revenue Retention Rate | Retained contract revenue divided by beginning-of-period contract revenue across the renewal base. |
| Doors Lost to Churn | The doors that left the portfolio when a contract was lost. |
| Annual Revenue Churned | Beginning-of-period annual fee on the contracts that were lost — the revenue impact of churn. |
| At-Risk Contracts | Count of retained contracts flagged at-risk for low satisfaction, a board RFP, or high delinquency. |
Used by: Owners and presidents managing the client base
Frequently asked questions
What is gross revenue retention for a management company?
It's the share of the contract revenue you held at the start of the period that you still hold at the end, before any new wins. If you began with $4M in management-fee contracts and kept $3.72M after non-renewals, gross revenue retention is 93%. Pairing it with new bookings shows whether you're truly growing or just replacing churn.
What are the common reasons HOA boards switch management companies?
The recurring ones are pricing, service quality, a board change or competitive RFP, a decision to self-manage, developer turnover as a community finishes buildout, and acquisition by a competitor. The template breaks lost contracts down by reason so you can see whether the fix lives in pricing, service delivery, or relationship management.
Is this built on real client data?
No. The sample is entirely synthetic and anonymized. To build your own, export each contract's annual fee, doors, status, tenure, and churn reason where lost; we model it into a Power BI report you open in Power BI Desktop.
Build this report on your own data
Clone this HOA management template — describe it and we’ll generate sample data so you can try it free, or upload your own export. You get a fully modeled, branded Power BI project that opens in Power BI Desktop.
Use this as a template →