Home HOA & Condo Management

Full-service community management across Connecticut.

For condominium associations, HOAs, and co-ops in Greater New Haven, the Shoreline, Fairfield, and Middlesex Counties — built on communication, planning, and execution, run by a team that knows your community by name.

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2 people on every account 87-step transition checklist CMCA · CAM-licensed · CAI-CT
What full-service actually means

Community management isn't property management with a friendlier voicemail.

Property management focuses on physical assets — the building, the grounds, the mechanicals. Community management adds the human dimension that condos, HOAs, and co-ops actually run on: board governance, covenant questions, owner concerns, financial planning tied to real conditions, and the dozens of small decisions a year that compound into property values either rising or quietly slipping.

CPE was built around that distinction. Every community we partner with gets a primary community association manager and a dedicated assistant — two people who know the property, the board, and the documents — backed by an in-house accounting team, a structured onboarding playbook, and a leader who's been published in Common Interest magazine and chairs the Connecticut CEO Council. This page walks through what that partnership looks like in practice.

Built for both governance models

Condominium associations and HOAs have different needs. We treat them differently.

Connecticut runs on CIOA, the Common Interest Ownership Act — which means most of the work boards have to do every year is written into statute. Our approach is structured around the differences, so neither side of the portfolio gets short-changed.

Condominium boards

Unit ownership, common-element responsibility.

Condos in Connecticut were largely built between 1980 and 1995. The boards that govern them today are managing aging infrastructure, layered insurance, and CIOA compliance — often without a clear playbook from prior management.

  • CIOA compliance — declaration interpretation, super-majority votes, statutory notice windows.
  • Reserve study coordination and live tracking — for roofs, mechanicals, paving, elevators, fire suppression.
  • Master vs. HO-6 insurance coordination, and risk-profile reviews that have lowered premiums for clients.
  • Common-element capital projects scoped with standardized SOWs so bids compare apples-to-apples.
  • Coastal and flood-zone insurance strategy for Shoreline associations.
HOA boards

Single-family and townhome covenant governance.

HOAs handle a different mix — exterior maintenance, landscape, amenities, and a layer of covenant work that runs hot if it isn't structured. We reframe enforcement as community protection and document the process so owners trust it.

  • Covenant interpretation and enforcement — documented, consistent, never condo-cop.
  • Amenity refresh planning on a 5/10-year cycle — clubhouses, pools, dog parks, irrigation.
  • Architectural review committee support — clear criteria, fast turnarounds.
  • Volunteer board education and succession planning, integrated into the management relationship.
  • Special-assessment communication that doesn't blindside owners.
What's included

A single management agreement, twelve disciplined practices.

No à-la-carte upsells. Every item below is part of the standard management relationship.

Two-person account model

A community association manager and a dedicated assistant on every account — so boards know more than one name and coverage never depends on a single person being in the office.

Board meeting preparation & facilitation

Pre-meeting prep, structured agendas, minutes within 5 business days digitally signed, and a post-meeting survey to track effectiveness over time.

In-house accounting integration

A dedicated accounting manager works directly with your board. Monthly packages by the 10th, variance flags raised proactively, receivables actively monitored.

Reserve study coordination

We don't just file the study — we keep it live through monthly one-page tracking with Smart Properties, so the board sees actuals against projections.

Insurance strategy & coordination

Risk-profile reviews, competitive quoting, and proactive guidance on premium-reducing measures — including water mitigation amendments that have delivered tangible savings.

Vendor & contract management

Standardized scope-of-work documents so every bid comes back comparable. Licensing, bonding, and insurance verified before bids are solicited.

Capital project oversight

Doug's background in construction, maintenance, and design informs project scoping. From roofs to paving to amenity renovations, projects are managed end to end.

Owner communication platforms

ONR concierge platform plus the CINC owner portal for statements, documents, and work orders. Designed so residents without computers still get full service.

Covenant interpretation & enforcement

Consistent, documented, framed as protection — not policing. We reset expectations at community orientations during onboarding and stay consistent after.

Board education & succession

Financial-literacy coaching, governance best practices, and succession planning built into the relationship. Subject-matter experts brought in regularly.

Routine community inspections

Performed by the assigned community manager — the person who knows the property best. Frequency tuned to community needs, not a one-size schedule.

In-house maintenance (optional)

A small in-house maintenance team for situations where responsiveness matters most. No incentive on our side to push you toward us over independent vendors.

The team you'll work with

Two on every account. Doug accessible directly. The Supporters team behind both.

Our staffing model is the part of CPE we're least willing to dilute. Payroll is intentionally our largest expense — because faster response, deeper community knowledge, and seamless coverage during vacations aren't slogans. They're hiring decisions we made on purpose.

  • Primary manager + dedicated assistant assigned to every community. Boards know multiple team members by name.
  • Doug accessible directly for higher-level board questions and routine check-ins — not gatekept behind an executive assistant.
  • The Supporters team meets every Wednesday to refine best practices, then with the full team weekly with rotating subject-matter experts.
  • 4.8 out of 5 average board-meeting satisfaction score across recent reporting periods — tracked through structured post-meeting surveys.
Start the conversation

Send us your community details — we'll handle the first move.

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Transition & onboarding

An 87-step checklist, owned by us — not handed to you.

Transition anxiety is the #1 reason boards stay with underperforming firms. Our onboarding team runs a structured, timeline-driven playbook from the day the contract signs through day 45 — built as a best practice with the Connecticut CEO Council and recognized annually in Common Interest magazine.

01
Days 1–3

Contract, banks, vendors

Notify the incumbent, open new operating and reserve accounts, line up vendor introductions, lock the legal handoff window.

02
Days 4–15

Records & financials

Digitize legacy records, import the prior year's GL, reconcile to bank statements, stand up the owner portal.

03
Days 16–30

Community orientation

Meet-and-greet with owners, reset rules and communication expectations, walk the property with the board.

04
Days 31–45

Settling the rhythm

First financial package delivered, first board meeting in the new cadence, post-meeting survey baseline established.

Where we work

Most of our communities are within an hour of our New Haven office.

Proximity matters — for site inspections, capital project walkthroughs, and same-day board coverage. We don't manage anywhere we can't be in person within a reasonable drive.

New Haven County Branford · Guilford · Madison · Hamden · East Haven · North Haven · New Haven
Shoreline CT Clinton · Westbrook · Old Saybrook · Essex · Deep River · Chester
What boards tell us

The reviews we're proudest of are the ones from boards three years in.

"Doug doesn't tell us what we want to hear — he tells us what we should be doing. That's exactly why we hired CPE, and why we've stayed."
Board President Mid-rise condominium · Branford, CT
"Our reserve study went from a binder on a shelf to a one-page report we look at every month. The funding conversations are completely different now."
Treasurer 65-unit HOA · Guilford, CT
"Transition was the part we dreaded most. CPE ran the whole thing on a checklist — we didn't have to chase a single old record."
Board Secretary Townhome community · Madison, CT
Frequently asked

Questions boards ask before they get to a proposal.

Management fees in Connecticut typically run between $20–$45 per unit per month depending on community size, building complexity, and scope. Larger communities and self-managed associations using us only for accounting have different structures. We provide a written proposal once we understand your community — there's no published flat rate because every community is different.
For boards considering a change

Your board deserves a partner — not an order-taker.

If your community is ready for clearer communication, stronger planning, and dependable execution, we'd welcome a conversation. No pitch deck — just a candid discussion of where you are and where you'd like to be.

Schedule a conversation Read: switching management companies