We were the developer who couldn't find a manager
If you build small communities, you already know how this goes. The management companies that return your call are built for developments ten times the size, and priced like it. The ones that don't return your call at least save you the trouble.
MicroHOA handles the turnover — the financials, the documents, and the meeting itself — and can stay on as the association's manager afterward. For communities that size, at a price that works in a small project's budget.
Or call 844-MICROHOA — a real person picks up.
Developers and builders standing up a new association
When it's time to hand the community to its owners, the work lands somewhere. Financials reconciled and ready to hand over. Every document the new board will need, compiled and delivered. A statutory turnover meeting noticed, hosted, and minuted, with a board actually elected at the end of it.
That's the part we do.
- Small communities where a full-service firm isn't interested or isn't affordable
- Phased handovers, one plat at a time
- Declarant ready to transition control
- A board that has to be elected and stood up
Nobody would take a project this size — so we built what we needed
You already know how hard it is to get a management company interested in a fifteen-unit project. The few that answer are built for communities ten times the size and priced accordingly, so the association work lands back on your team by default — and stays there until somebody hands it to a homeowner board.
We were on that side of it first. Steve was the developer; Ceanne ran the association side — budgets, assessments, compliance, and handing finished communities over to the owners who had bought into them. Small townhouse-style condominium communities: the five-, twelve-, fifteen-, eighteen-unit kind. Nobody would take those on at a price that made sense either.
So we built the thing we couldn't hire: association setup and operations scaled and priced for small projects, run by people who had already done it on their own. That is the whole origin of this company — it was a developer's problem before it was a business, and it exists for your project now.
- What carrying unsold lots does to a budget
- What a lender asks for, and when
- What has to be in place before control changes hands
- What an incoming board actually needs to function
We also know where a builder's exposure tends to sit. Knowing it isn't handling it — construction, warranty, and defect work stay with your team and your engineers.
You already subcontract the parts of a project that need a specialist. The transition to your owners is one of them.
A turnover the new board can actually run on.
The measure of a turnover isn't the paperwork. It's whether the people you sold to can get an answer.
Months after the last closing, a board is still ringing the developer's office about the budget, the reserve line, who the insurer is, and what the declaration actually says — because nobody else knows. That isn't a legal problem. It's an operating one, and it's avoidable.
We prepare the handover, run the meeting where control actually changes hands, and can stay on afterward as the association's manager. The board that takes over gets reconciled books, a complete document set, and the same people who prepared all of it.
We handle the workload
Ours to run, from the turnover forward.
- Association financials — dues, payables, reconciliations
- Compliance filings — tracked, prepared, submitted
- Homeowner communication — questions come to us first
- Ownership transfers — resale and refinance documentation
- Records and documents — current, organized, retained
- The dedicated association portal — included with the service
The declarant keeps the decisions
Yours until control changes hands, with our support behind each one.
- Budget and assessment levels — we prepare the numbers, you set them
- Design standards and approvals — process and documentation, your call
- Vendors and contracts — you choose and contract them; we pay the invoices
- What buyers are told — we prepare it, you approve it
That split is the whole model. How the hybrid model works →
What turnover actually involves
Three phases, from the first reconciliation to the meeting where control changes hands — and what carries on afterward if the board wants it.
Financials, ready to hand over
Complete management of the association's financial requirements — billing, payment reminders, delinquency support, vendor invoices, bank accounts, and the split between reserve and operating funds. Online payments and account access for owners, and 24/7 board oversight through the portal. Annual reserve study compliance review included.
The complete document set
Bylaws, declaration, and disclosures. Architectural plans. Current owner roster. General and subcontractor rosters. Certificates of occupancy. Every contract and service agreement the association is inheriting. Delivered on the portal as a permanent digital record.
Meeting preparation
A 57-point checklist of required and recommended actions. Owners invited, the meeting scheduled, quorum confirmed. Agenda and declarant resignation prepared and sent. Board position information distributed ahead of the election.
Running the meeting
We host it online, prepare the presentation covering the statutory turnover requirements, conduct the board of directors election, keep the minutes, and file them with the new board. Budget and turnover accounting reviewed on the record.
Closing out the transition
Secretary of State business filing updated (that filing fee is billed to the declarant or the association). Bank account transfer coordinated. A follow-up meeting with the new board scheduled and hosted.
Ongoing management, if the board wants it
We can stay on as the association's manager on the same terms available to any small community — the portal, the books, the filings, and the owner side, including HOA demands for sales settlement and condominium certification questionnaires as homes change hands. The board that just took over keeps the people who prepared everything they're now responsible for.
If something on your project doesn't map to this list, ask. Some of it we handle, some is an add-on, and some belongs with your attorney or an engineer — we'll tell you which, and we'll say so plainly when it isn't ours.
Good transitions make happier owners.
Developers make a lot of decisions to keep buyers happy. A turnover that isn’t smooth undoes some of them. A well-organized one sets the association up to run itself — which makes you look good to the people who bought from you, and means fewer problems landing back on your desk in the months afterward.
Your buyers stay happy
A turnover that arrives complete means owners spend their first year running the community, not reconstructing it. The last impression of your project is the one they live with.
The calls stop coming to you
Months after the last closing, boards are still ringing the developer's office about the budget, the insurer, and what the declaration says — because nobody else knows. Handing that to us ends it.
The obligations are closed out properly
Financial and legal responsibilities discharged, documented, and on the record — so nothing follows you into the next project.
Questions developers ask
Tell us about the project
We'll walk through what we'd set up, what we'd run through buildout, and what the board inherits at turnover. If we're not the right fit for the project, we'll say so.