A community association manager’s workload typically ranges from 6 to 25 condominium associations, depending on building size, complexity, and service model. There is no regulatory cap in Illinois on how many buildings one licensed CAM can handle, which makes the workload a question that Chicago condo boards need to evaluate for themselves.
The number of buildings a CAM manages directly affects how much attention each building receives. A portfolio that looks efficient on paper can feel stretched thin in practice, and the difference shows up in response times, preparation quality, and how well the manager knows the building.
What the Industry Considers a Reasonable CAM Portfolio
There is no single industry standard for CAM portfolio size. The appropriate number varies based on several factors.
- Smaller portfolios (6 to 12 associations): Often associated with larger or more complex buildings, on-site manager models, or firms that deliberately limit caseloads to preserve service levels.
- Mid-sized portfolios (12 to 18 associations): Common for portfolio managers handling mid-sized Chicago condominium associations in the 20 to 50 unit range.
- Larger portfolios (18 to 25+ associations): Typical of firms operating at higher volume with more standardized processes and heavier reliance on centralized back-office support.
None of these ranges is inherently good or bad. A CAM handling 20 simple buildings may be less stretched than one handling 8 complex ones. Total units and operational complexity matter more than raw building count.
The Foundation for Community Association Research estimates 75.5 million Americans live in community associations nationwide. Chicago’s density means the local pool of experienced managers is substantial, but workload varies widely across firms.
Factors That Change the Workload Equation
Two CAMs with identical building counts can have dramatically different workloads. The variables:
How building size changes CAM workload
A 20-unit walk-up and a 60-unit mid-rise are not equivalent management loads. More units mean more owner communications, financial transactions, maintenance coordination, and meeting preparation.
How building complexity affects manager time
Amenities, shared staff, active capital projects, and complex mechanical systems all increase workload. A vintage building with a steam boiler and active masonry work generates more manager time than new construction with minimal amenities.
How service scope shapes the work
Some service agreements include extensive hands-on support. Others define a more limited scope. A CAM providing full-service management to 10 buildings may be working harder than a CAM providing limited-scope management to 20.
How firms support structural change its capacity
Firms with strong central accounting, vendor coordination, and administrative teams free up CAMs to focus on manager-level judgment work. Firms with thinner back-office support shift more of that onto the CAM. This is why two CAMs at different firms, both with 15-building portfolios, can have very different experiences.
On-site management vs. portfolio management
An on-site manager working a single building has a fundamentally different workload profile than a portfolio manager covering 15 to 20 buildings from an office. Both models exist in Chicago, and the choice affects what kind of attention your building receives.
Warning Signs Your CAM May Be Overloaded
Boards often sense that their manager is stretched before they can articulate why. Specific signs to watch for:
- Response times to board emails or calls stretch from hours to days
- Financial reports arrive late or contain errors that have to be corrected
- Meeting packets are delivered close to the meeting rather than in advance
- The manager attends meetings but seems unprepared on specific agenda items
- Action items from previous meetings are not consistently followed up
- The CAM rarely proactively raises issues; the board always has to ask
- Details about the building (vendor names, open items, history) seem unfamiliar
Any one of these in isolation may be a temporary issue. A pattern of several, sustained over time, suggests a workload problem. Sometimes the issue is the manager. Sometimes it is the firm’s staffing model. Either way, the board should raise it directly.
Questions to Ask Your Firm About CAM Staffing
Boards can get ahead of workload issues by asking direct questions during the proposal stage and during annual contract reviews. Useful questions include:
- How many buildings does the proposed (or current) CAM currently manage?
- What is the total unit count across the CAM’s portfolio?
- How does the firm measure and monitor CAM workload?
- What triggers a workload redistribution within the firm?
- How does the firm handle coverage when a CAM is out of office?
- What is the expected response time standard for board communications?
Firms that answer these questions openly are signaling confidence in their staffing. Firms that hedge or become evasive are signaling something else.
How Workload Affects What Your Board Experiences
Workload shows up in measurable ways:
- A manager with capacity catches a contract renewal 60 days before expiration and brings competitive bids to the board. A manager without capacity lets the contract auto-renew at the same rate.
- A manager with capacity notices mid-year budget variance and flags it in July. A manager without capacity delivers the surprise at year-end.
- A manager with capacity knows long-term vendors and the history of key disputes. A manager without capacity has to ask or look it up.
Neither category of manager is lazy or incompetent. The difference is available time and attention.
How to Think About the Workload Question During a Proposal
When a management firm submits a proposal, workload rarely appears directly. Pricing, the service list, and company experience appear instead. Boards should probe the staffing question.
The credentials of a community association manager in Chicago tell the board what the manager is qualified to do. The scope of a community association manager’s day-to-day responsibilities tells a board what the manager actually handles. Combined with workload, those three lenses form a more complete picture than pricing alone.
How Hales Structures Manager Portfolios
Hales evaluates service type, total units, number of associations, and geographic distribution when assigning buildings to each community association manager. The goal is a caseload that supports focused attention on every building.
Each standard manager portfolio serves 200 to 300 units across 7 to 9 buildings. Senior-level managers handle larger or more operationally complex buildings, with portfolios spanning 350 to 500 units across 4 to 6 properties. Financial-only assignments are larger because they focus on financial oversight rather than full-service management.
The structure prioritizes depth over volume. A CAM with this caseload can know each building’s vendors, history, and open projects in detail.
Frequently Asked Questions
Is there a maximum number of buildings a CAM can manage in Illinois?
No. Illinois does not set a statutory cap on CAM portfolio size. Firms set their own staffing standards, which is why workload varies across the market.
How can a board find out how many buildings their current CAM manages?
Ask directly. Firms should be willing to share this information during annual reviews or in response to a board request. If a firm resists sharing it, that is itself a useful signal.
Does a smaller CAM portfolio always mean better service?
Not necessarily. Firm support structure, manager experience, and fit with the building all factor in. An experienced CAM with strong firm support may serve 18 buildings better than a less experienced CAM with limited support serving 10.
What should a board do if they suspect their CAM is overloaded?
Start with a direct conversation with the firm. Share the specific patterns being noticed and ask how the firm can adjust. Firms with good leadership generally respond constructively. If the response is dismissive or the patterns continue, the board may need to consider switching management companies.
Matching Manager Capacity to Your Building’s Needs
The licensed CAM assigned to a building is a finite resource. How the firm allocates that resource directly affects the quality of management a board experiences. Boards that ask about workload up front position themselves for better outcomes.
Boards exploring association management services for condo boards or Hales’ full range of property management services can request a proposal or call 312.666.0149.
