Sign the estoppel for 88 Birchwood Ct
Balance $0 · Q4 dues $615 · transfer fee $250 · one open violation listed. Due to Lakeside Title by Oct 22.
Engine recommendsEvery figure matches the ledger. Sign and send.
Interactive demo
One day of community management requests, routed through one engine
A community manager running a 400-home HOA and a 120-unit condo building gets requests all day by phone, text, email, portal, and vendor PDF. Watch eleven of the most common ones arrive, go through a single intake engine, and fan out into their own workflows. Slate steps run on their own. Copper steps are where a person decides.
Designed demonstration · not a client deployment
Automated, no person neededHuman in the loopResident, vendor, or title company actsOnly happens on an exception
Names, addresses, and dollar amounts in this demo are fictional. The request types, rules, and checkpoints reflect common HOA and condo practice.
The day at a glance
6 AM to midnight, every request takes the same front door
0requests routed
0steps run automatically
0human decisions or actions
0requests that needed a person
Swipe the map sideways to see where each request lands.
Select any request on the left to open its full workflow.
Inside each workflow
Watch a request go from inbox to closed
Resident portal7:14 AMFrom Dana Whitfield, 1427 Larkspur LnRoutine · P3
“My key card stopped working at the pool gate yesterday. Can someone fix it before the weekend? My kids have swim practice.”
11 steps8 automated0 human2 outside party1 exception-only gate
Step 1 of 11
Automation engineruns without a person
Your teammanager, staff, board
Outside partiesresidents, vendors, title co.
Your morning, with the engine
Overnight work becomes a short list of decisions
By 8 AM the engine has done the lookups, drafted the letters, and pulled the photos. What's left for the manager is a queue of decisions, each with the context and a recommendation. Try it.
6 decisions waitingAbout 8 minutes of your morning
Approve the $1,200 irrigation repair
GreenEdge invoice #5512 · work order WO-2291 approved at $1,150 · $50 over (4%) · photos attached.
Engine recommendsWithin 5% of the approved estimate. Approve.
Hardship payment plan for 17 Fernhill Dr
$1,140 past due plus $75 late fees · first hardship request · eligible under collection policy §6.
Engine recommends6-month plan at $203 a month. Waiving the late fees is your call.
Who pays for last night's leak into Unit 3B?
Failed toilet supply line inside 4B · plumber photos and invoice attached · drying crew booked for 8 AM.
Engine recommendsOwner component under the maintenance-responsibility chart. Charge back to 4B's owner.
Open a violation case for Unit 2C?
Three quiet-hours complaints in 30 days from two different units · tenant-occupied.
Engine recommendsThreshold met. Open the case and call the owner before the letter goes out.
Return the $300 clubhouse deposit?
Walk-through photos show one scuff by the door · no other findings.
Engine recommendsNormal wear. Return the full deposit.
Where people stay in the loop
The engine does the legwork. People keep five kinds of decisions.
Binding figures and signaturesThe association is held to what an estoppel certificate or approved minutes say, so a person checks and signs.Estoppel · Board minutes
Spending above a thresholdNon-contract work over the approval limit needs the manager, and dual approval from the treasurer.Vendor invoice
Due process before penaltiesViolations get verified on site, and fines only follow notice and a board hearing.Trailer violation · Noise
Judgment and empathyHardship plans, fee waivers, damage calls, and subjective complaints get a human read.Payment plan · Deposit · Noise
Safety and entering homesEmergency entry and who pays for water damage are decisions a manager owns.Ceiling leak
Exceptions onlySome gates stay asleep unless something goes wrong: a vendor misses its SLA or a plan defaults.Pool key card · Payment plan
| Request | Automated | Human | Outside | What a person decides |
|---|---|---|---|---|
| 8 | 0 +1 exc. | 2 | Manager steps in (exception only) | |
| 7 | 2 | 1 | Committee votes Inspect the finished fence | |
| 7 | 1 | 1 | Manager reviews and signs | |
| 7 | 3 | 0 | Manager verifies on site Re-inspect Board holds the hearing | |
| 6 | 1 +1 exc. | 1 | Manager approves and decides on fees Board approves any legal referral (exception only) | |
| 6 | 2 | 2 | Post-event walk-through Manager decides on the deposit | |
| 6 | 2 | 0 | Manager approves the extra work Board treasurer co-approves | |
| 5 | 1 +1 exc. | 1 | Hand over key cards in person Manager welcome call (exception only) | |
| 6 | 3 | 0 | Manager writes recommendations Board president approves the agenda Board approves the minutes | |
| 6 | 2 | 0 | Manager reviews the pattern Manager calls the owner | |
| 6 | 2 | 2 | On-call manager authorizes entry Manager decides who pays |
Your week back
What would this give back to your office?
Enter your portfolio. The estimate uses typical request volumes and handling times for each of the eleven request types. Every number is an assumption you can change to match your office.
Across all associations and buildings.
An estimate from illustrative assumptions, not a measured result from a client.
42.6hours a week on these requests today
11.3hours a week with the engine
31.3hours back every week
10.4hours back per manager
Adjust the assumptions (volume and minutes per request type)
| Request type | Per week | Minutes today | Minutes with engine | Hours back |
|---|---|---|---|---|
| Key cards and amenity access | 2.2 | |||
| Architectural change requests | 3.6 | |||
| Estoppel and resale certificates | 1.4 | |||
| Violation reports and enforcement | 8.4 | |||
| Delinquencies and payment plans | 0.5 | |||
| Amenity reservations | 2.4 | |||
| Vendor invoices and approvals | 4.5 | |||
| New owner onboarding | 0.8 | |||
| Board meeting packets and minutes | 4.2 | |||
| Noise and neighbor complaints | 1.4 | |||
| After-hours maintenance emergencies | 1.8 |
Built by EmpowerFrame
Frame the work before you automate it
Every workflow above starts from how a community manager actually spends the day, not from a tool. The engine takes the repetitive legwork. Your team keeps the calls that need judgment, a signature, or a conversation.
- UnderstandMap the request types, who touches each one, and where the hours go.
- ShapeDesign the routing, the rules, and where a person stays in the loop.
- EnableBuild it with your team and train the people who approve and override it.
- ImproveWatch vendor SLAs, exceptions, and hand-offs, and tune the rules over time.
Research notes
How the eleven requests were chosen
Practitioner accounts describe a community manager's day as homeowner requests and complaints, vendor coordination, collections, rule enforcement, architectural reviews, and board reporting. Resale and estoppel requests carry statutory deadlines in many states. Architectural committees typically have 30 to 45 days to respond, and incomplete applications are a leading cause of delay. Work-order data puts true emergencies at a small share of maintenance requests, which is why the after-hours line triages before paging anyone.