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CMCA + AMS
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What does a condo management company do for a board?
A condo or HOA management company runs the day-to-day operations a volunteer board doesn't have time to. For your association that means budgets and dues, reserve planning, vendor coordination, maintenance, meeting support, and keeping the association compliant with M.G.L. c. 183A. You keep the decisions. We do the work and the follow-through.
What we handle for your association
- Financials — operating budget, dues billing and collection, monthly financial dashboard (not just an annual statement), reserve tracking.
- Maintenance — a 24/7 staffed line (not an answering service), plus our in-house licensed general contractor through Pro Services Boston, so repairs are controlled on quality and speed instead of subbed out and hoped for.
- Vendors — qualified, vetted vendors managed and held accountable.
- Governance — meeting prep and minutes, owner communication, rule enforcement, statutory compliance tracking.
- Transition — a done-for-you 45–60 day onboarding from your current setup or from self-management.
Monthly reporting your board can act on
A useful board packet brings together income and expenses against the approved budget, operating and reserve balances, dues receivables, unpaid invoices, and explanations for material variances. It should also identify open repairs, upcoming vendor renewals and capital projects, and decisions that need a board vote. Ask which reports are included, when they are delivered, and how trustees can review supporting records. Agree the reporting scope and access permissions at onboarding.
From repair request to documented completion
Provide the location, photos where safe, access details, and whether the problem affects a common area or an individual unit. Urgent safety concerns and active damage need immediate escalation; routine work can be scheduled by priority. Your association documents and management scope determine responsibility. Agree spending limits, estimate requirements, and emergency authorization before work begins. Define who approves repairs, how residents receive updates, and which invoices, work notes, warranties and follow-up needs are retained at closeout.
What to organize for a 45–60 day transition
Prepare governing documents and amendments, meeting minutes, owner and trustee contacts, budgets, financial statements, dues balances, operating and reserve account records, insurance policies, and reserve studies. Gather vendor contracts and renewal dates, unpaid invoices, open work orders, inspection records, warranties, keys, and authorized system access. Reconcile balances with the outgoing manager and arrange authorized record and account transfers. Agree the handover date, owner notices, new payment and repair instructions, and responsibility for unresolved work so service continues during the switch.
A recurring calendar for association oversight
Build a calendar around the requirements that apply to your building and governing documents: annual budgets and meetings, elections and notices, insurance renewals, vendor contracts and insurance certificates, reserve-plan reviews, and applicable building inspections or safety-system servicing. Record the responsible party, due date, completion evidence, and board action required. Confirm legal questions with association counsel and technical requirements with qualified professionals. Your proposal should identify which items management tracks and which remain with trustees or outside advisers.
What does Massachusetts law require for condo reserves?
Massachusetts condo law (M.G.L. c. 183A) has your association maintain an adequate replacement reserve fund, held separate from operating money — but it sets no specific dollar amount or percentage. What counts as "adequate" depends on your building's age, its major components, and what they will cost to replace.
The hard numbers come from mortgage lenders, because they decide whether units in your building can be financed. FHA-approved condos must budget at least 10% of the annual operating budget to replacement reserves. Fannie Mae and Freddie Mac raise that floor to 15% of the annual budget, effective January 4, 2027 — unless the association has a reserve study from the last three years and funds at its highest recommended level.
Reserves pay for capital repairs and replacements — roofs, siding, decks, elevators — not routine operating costs. We build and track your reserve plan against a real study so the association stays compliant and lendable, and owners aren't blindsided by a surprise special assessment.
Choose the management services your board needs
Boards pick only what they need. This is à la carte, not good/better/best tiers.