AMG Fix It Seeks Food Donations on Behalf of The Giving Plate Food Bank
Local handyman company, AMG Fix It, and partner Aperion Management Group, a Central Oregon Homeowners’ Association management company, has been coordinating with The Giving Plate to set up food donation spots on Thursday, April 16. The AMG Fix It van will be parked in Renaissance Ridge from 3-5pm (by the community pool/pavilion on Aspen Ridge Drive) for residents to drop off food behind the van while continuing to social distance.“The Giving Plate has recently experienced a 55 percent increase in the number of individuals accessing help and a 79 percent increase in children we are helping through our Kid’s Korner program,” said Giving Plate Executive Director Ranae Staley. “We are also seeing less food donated, and the support from AMG Fix It and Aperion is priceless as we work to share food and share hope with our neighbors in need.” Everything from produce, canned goods, kid’s foods, baked goods and toiletries can be donated. A more detailed list of food and other items that are needed and can be found at the following link: thegivingplate.org/donate. “We understand that with the recent circumstances surrounding COVID-19, even more families are at risk for losing access to food security if donations don’t increase,” said AMG Fix It Manager Bryan Ricci. “No matter how small of a donation or act, you can make a difference, and that’s exactly why we want to lend our van to helping pick up donations.” If you are unable to donate at the spot listed above, please consider going to thegivingplate.org/donate and supporting them with a financial donation. http://cascadebusnews.com/share-food-share-hope-with-neighbors-in-need/
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Facilities and finances probably weren’t top of mind for many community association residents before the COVID-19 outbreak. Now, as residents spend more time at home and household income possibly decreases, association expenses have come into focus. Are costs going down because the pool is off limits? Is the association saving money since the clubhouse is closed and kids can’t play in the playground? How does this impact my assessments? Will the association continue collections?
Homeowners are asking whether associations plan to decrease or completely hold off on charging assessments. It’s a tough conversation for community association board members and community managers to have because we know this isn’t a possible outcome regardless of the circumstances. Those of us who have managed communities through tough economic downturns know that collections will be challenging, and it will take a while for association finances to recover. That still doesn’t mean assessments can stop or decrease for contracted maintenance and upkeep, or that the value of our management services goes down. Temporarily closing the pool doesn’t stop ongoing maintenance requirements. Cancelling the contract would have an adverse impact on property values once the pool fills with algae and parts break, requiring larger expenses than would have been incurred to maintain it as usual. Cutting back on landscaping services would have a similar result, as overgrowth or dead plant material would negatively impact the community both short- and long-term. Minimizing the value of contracted security takes away a great asset that keeps eyes and ears on the property and enforces facility closures. These contracted expenses were put in the budget for a reason, and they’re still important. Projects that have been budgeted in the reserves fund and planned for years should go on as long as proper safety and social distancing measures are taken by contractors. Managers and contractors may find it’s easier to accomplish some projects while fewer owners are in the common areas, such as repainting interiors, replanting areas with heavy foot traffic, and making repairs to laundry facilities that have constant use. If it can be avoided, the reserve fund should not be used to offset operating costs; associations that use reserve funds in this way will take years to recover. How about the community management contract? Homeowners may believe that community managers now have fewer obligations since amenities are closed, but there are still contracts to coordinate, residents to assist, and legal requirements to meet. It’s not an option to let the insurance lapse or choose to let litigation go unanswered. Someone needs to pay the association’s bills, process architectural review applications, and keep the proverbial wheels for the association going in all sorts of ways. Now is the time when community managers can become familiar with their association’s budget and figure out if there are any places to cut costs, deploy resources to accomplish projects under a changing timeline, and build deeper relationships with the contractors who service their communities. How will your community handle questions from homeowners about assessments and continue collections? Comment below. Maureen Radon is a Senior Community Manager at Aperion Management Group. Article originally published in CAI Community Manager Ungated Blog April 2020. https://blog.caionline.org/hoas-must-continue-collections-during-crisis/ Protecting Common Areas from Contagion
https://www.communityassociationinsider.com/protecting-common-areas-from-contagion/?access_code=328325 Control the Flow: How to Regulate Outsiders During a Health Crisis https://www.communityassociationinsider.com/control-the-flow-how-to-regulate-outsiders-during-a-health-crisis/?access_code=932846
Show Up Central Oregon Podcast with Aperion CEO, Katie Anderson
Pay it Forward This Holiday Season Cascade Business News Seven years ago, a local Homeowners Association (HOA) management company, Aperion Management Group, started a charitable annual tradition with their business partners called Pay it Forward with Aperion. Aperion recognized that they always experienced a humbling out-pouring of gifts and goodies from business partners during the holiday season, as most businesses do, and while it’s appreciated, they decided they would rather pay it forward. The general steps of the program they run each year are, selecting a charity, asking business partners to send donations to said charity in Aperion’s name instead of holiday treats and goodies to the office, and then Aperion matches all donations through the holiday season dollar for dollar. The steps are outlined below: Through this program, they have raised thousands of dollars for local non-profit organizations each year. It seems that, in the spirit of the season, other businesses could adopt a similar program and pay if forward, instead of receiving gifts and goodies at their place of business. As Winston Churchill famously said, “We make a living by what we get. We make a life by what we give.”
The Pay it Forward with Aperion program benefited Central Oregon Veterans Outreach (COVO) two years ago and Bethlehem Inn last year, and each year over $2500 was donated through the program, at a time when they needed those funds most. Other recipients over that last seven years have included Heart of Oregon Corp, Saving Grace, Partners in Care, Human Society of Central Oregon and Central Oregon Mediation. This year the employees at Aperion have chosen the Ronald McDonald House of Bend to be the beneficiary of Pay it Forward. The Ronald McDonald House provides a safe place for families and patients recovering from extensive hospitalizations that otherwise would not have place to stay. Oftentimes their foundation is the only reason families are able to stay together and rally around their recovering loved one. If you feel compelled to give in Aperion’s name to the Ronald McDonald House of Bend this holiday season, please do and your donation will be matched dollar for dollar, or if you’d like to implement a similar program at your place of business, feel free to reach out to Aperion at 541-389-3172 for more information. *This program closed donations on Jan. 1st Best Practices for recruiting staff and retaining clients.
By Catherine Smith, PCAM, CMCA, AMS Picture your ideal workspace. Are you in an environment with bosses that encourage you, employees that motivate you, working in the best interest of your clients? No? Well, why not? For many community association management professionals, it’s easy to get stuck in a rut and do things the same way they have always been done. Changing industry norms can be a challenge but it’s essential to recruiting and retaining staff and clients. Company Culture Culture is defined as the customs, social institutions, and achievements of a nation, people, or other social groups. It’s important to define your company’s culture. A company’s culture establishes the base, the foundation, for everything it does. It is so important to know the company culture, when considering how to recruit employees and clients and when talk about retaining these critical assets. If your company doesn’t have a defined culture, where employees know what goals they are working toward, it will not attract like-minded employees or clients. To understand or improve a company’s culture, it’s essential for the leadership team to create a vision statement or short phrase describing the long-term vision and strategic goals employees are working toward. Next create a mission statement. Typically, this should be one sentence describing why your company is in this industry. The next step is to write a value statement. This is a declaration that is shared with clients and staff about the organization’s top priorities and core beliefs. Completing and implementing these statements will help the leadership team envision and create an ideal work environment. This requires defining the type of environment and culture the company will provide to attract the best talent and clients. The culture of the company effects every aspect of the work environment. Ideal Recruits Now, the leadership team can define its ideal employees and how they will be recruited. It’s important to be specific and make the job postings stand out. Make the defined culture bleed into every aspect of the hiring and training process. Clearly define your initial and ongoing training and ensure everyone knows what is expected from their job performance. To avoid employee burnout, the leadership team should agree to charge rates that allow managers to make living wages and to base portfolios or workloads on a 40-hour work week. Doing away with evening meetings also is recommended to recruit and retain ideal employees. Ideal Client Next, everyone must be involved to define the ideal client. First, decide if the client will be a good fit by determining if they share your company culture. Make sure you are asking the right questions and setting clear expectations up front, to avoid adversarial relationships. Never compromise core company values to take on a new client. Additionally, define clear scopes of work, for fixed prices. Above all, ensure employees know their limits, and say no when they don’t have the right resources to take on new clients. To retain clients, it’s advised to survey them often—keep these short and to the point. Additionally, hold townhall meetings separate from annual meetings, to find out what’s working and what’s not, in the community. Best practices include establishing clear and concise written standards and be willing to enforce them. It never hurts to praise board members when they do exceptional work, but don’t be afraid of having tough conversations if the situation warrants it. Encourage the leadership team to look at every aspect of the business and rethink what is working well and what needs to change. Define the company’s culture and vision, hire the best and the brightest talent, and work with clients who will help the company achieve its strategic goals. Most importantly, never compromise the company’s core culture or values. Catherine Smith, PCAM, CMCA, AMS, is COO at Aperion Management Group Aperion Management Group in Oregon. Article originally published in CAI Community Manager Newsletter July/August 2019. Common Ground Magazine July/August 2019 BY KATIE ANDERSON, CMCA, AMS, PCAM It can be a tall order to enforce your association’s governing documents. Doing so in a way that promotes community spirit can be even harder, but you can find a way to be effective, flexible, and consistent. COMMUNITY ASSOCIATIONS have rules, regulations, and architectural guidelines for good reasons. They provide certainty, order, and safety. They help communities protect and enhance property values. And if they're necessary and reasonable, they promote community harmony. Regardless of size or shape, every community association should be striving to enforce their rules properly. The goal is simple for boards: Follow the rules and enforcement procedures detailed in your association governing documents. Yet conflicting views and misaligned expectations can create complications. How can a board ensure practices are in place to help promote community spirit and enforce the provisions? These can be conflicting jobs. How does a board do its job fairly without bringing personal agendas to the table and promote value within the community? It's a tall order and a critical one. When a community is inflexible and rigid in its approach to governance, owners won't like to live there, managers won't want to work there, and the community suffers. If your association lacks structure, and owners are frustrated because the board is too relaxed, the community also suffers. If your association is too rigid or too flexible, your board can follow a few simple steps to ensure your governing process is effective, flexible, and consistent. TRANSPARENCY If the board is to be taken seriously, it needs to be inclusive and transparent. You should be holding open board meetings and annual elections, adding open forums to agendas for owner feedback, and being available and visible in the community. A few more ideas include: ▋ Set an annual calendar of board meetings and share dates with the community in January, giving owners enough time to plan to attend. ▋ Encourage and overcommunicate owner involvement in the voting process for the annual election. Email, call, post signs, and possibly send text messages. ▋ Start each board meeting with an open forum to allow for broad owner input. When a community is inflexible and rigid in its approach to governance, owners won't like to live there, managers won't want to work there, and the community suffers.
CLEAR GUIDELINES While a board doesn't always have control over the provisions in the covenants, conditions, and restrictions, and bylaws, the governance process typically requires the board to develop policies related to enforcement and fines. It is extremely important that these policies are clear about what happens when a violation exists—from communication steps, grace periods, and the process to request exceptions to what the owner needs to do to reach compliance. Every community should have these three enforcement policies: Compliance and enforcement policy. This should include each step that will be taken by the community if a violation is identified. It should be clear on the grace period for each step. Fine policy. Be concise about when fines will be imposed and the process for the owner to file an appeal. Hearing policy. If an owner requests a hearing, how will that process be handled, and within what timeframe can the owner anticipate an answer? COMMUNICATION There are many forms of communication, and if you haven't already caught on, the key to most of these processes is flexibility. It is always hard to unravel situations when owners have been out of compliance for months, especially when they come to the board disputing fines and the association has sent letters, owners claim they were never received. This situation can be debated from both sides. Sending a letter meets the requirements in most states for communication, but ask: If compliance is the goal, are there steps that can be taken to gain it quicker? Imagine if a board member or manager in this case had picked up the phone or sent an email to follow up with the owner. Not only would it avoid the fines on the account, it would build a spirit that “we care" for your well-being. It instills trust between the association and the owner. The moral of the story? Be flexible and broad with your communication. Don't be afraid to pick up the phone or send a text message. Different people require different forms of communication. Be dynamic in your approach. A few more communication tips include: Kind language. The first communication an owner receives about a potential compliance issue should emphasize that it is a courtesy notice and you are just reaching out to help educate them about the guidelines. Offer to discuss the issue in person and be open to answering questions. Newsletters. If you're seeing an increase in a particular violation throughout the community, utilize communication tools to educate homeowners on the issue. I believe that the cases where an owner intentionally violates the rules are rare. Most of the time, noncompliance is due to a lack of understanding. Town halls. In the spirit of trying to create community, face-to-face communication is critical to the overall mix. If the board is seeing an increase in neighbor-to- neighbor issues or a spike in noncompliance, hold a town hall meeting and talk it through. This will engage your residents in finding a solution and create some responsibility in solving the problems. In the spirit of trying to create community, face-to-face communication is critical to the overall mix. HEARINGS In many states, the requirement for a hearing may be mandatory before fines can be assessed. This process must be conducted impartially, and all parties need to be respectful. Each party needs to know when they will be able to speak and what information should be prepared prior to the meeting. Here are a few tips to ensure the process runs smoothly: ▋ Give all parties equal time to speak. ▋ Ensure that the hearing panel is impartial to the situation. If there are conflicts of interest, lay them out at the beginning of the meeting and let all parties know how the panel has addressed them, either how they are overcome, or if the individual is recusing themselves. ▋ Let the parties know when a decision will be reached and how they will receive notice of the decision. ▋ The board or hearing panel should be open to compromise. A one-size-fits-all approach is unadvisable. This will create more conflict in the long run. CONSISTENCY AND FLEXIBILITY Having these foundations is important, but they will not prevent compliance issues in your community. These are tools that need to be in place for every successful community. So how does the board move toward a consistent but flexible process? Imagine this: An owner is sent a letter in February that he needs to paint his home.The board takes a hard stance that it needs to be painted in that calendar year, and he has 30 days to confirm that a contractor has been secured. The letters to the owner go unanswered, the manager leaves a message and sends an email, both unanswered. After 30 days, the board sends a final demand and, again, it goes unanswered. After two months, the board begins assessing fines. This process goes on for a few more months. In September, the owner comes into the management office and explains his family had a new baby born in February, and that the family has been dealing with the failing health of his wife's parents. He is asking for leniency and explains that the mounting expenses for his family will not allow him to get the required maintenance completed this year. How should the manager and board respond? Don't confuse “how should" with “how can." The board easily can explain to this owner that the rules are the rules, and he needs to comply. It can continue to assess fines to the owner until the work is completed, and it can enforce a strict interpretation of the guidelines. However, that's not what a board should do. What will the relationship with the owner be when the situation is resolved? Will the family believe it lives in a place that promotes community spirit or that the family lives among neighbors who have empathy for their life circumstances? Will this decision enhance the community's reputation? You can easily fill in the blanks on these questions. The board should have face-to-face conversations with this owner and come to a compromise—one that works for the owner but also meets the community guidelines and ultimately achieves compliance having the home painted. There are examples that might be more extreme than an extended timeline for painting a home. The board may have to be flexible on blatant violations of the guidelines that have a bigger impact on the neighbors, and it's always my recommendation that the parties try to find middle ground and agree on timelines for compliance. These face-to-face conversations can be contentious at the time, and the parties might be reluctant to get around the table, but board members and managers need to get comfortable with leading these conversations and helping communities and owners find a way to yes—from both sides. Katie Anderson is founding owner of Aperion Management Group, AAMC, in central Oregon. info@aperionmgmt.com Bend, OR—July 9, 2019 Do you enjoy fine dining, spectacular views, live music, AND doing good for your community? The 4th Annual Farm to Fork Dinner and Fundraiser has you covered! Held again this year at Mt. Bachelor’s Pine Marten Lodge, this popular event is hosted by Aperion Management Group and benefits Heart of Oregon Corps and its work to inspire and empower positive change in the lives of young people through jobs, stewardship, and education.
Guests at Farm to Fork will have the good fortune to experience a five-course meal created in collaboration between Mt. Bachelor’s Executive Chef Jon Calvin and the team behind Citizen Bar & Kitchen. Chef Calvin, who arrived at Mt. Bachelor this winter, trained at Western Culinary Institute in Portland, OR, and has honed his craft at top Oregon resorts. Citizen, owned by Sanda Costello and Gene Soto of Bowtie Catering, opened in downtown Bend last year to immediate acclaim. “My approach to food is quite simply to make the most of what is available,” says Chef Calvin, “to find ingredients that are at their best and to care for them and prepare them in the best possible manner.” Drawing on deep partnerships with local farms, the chefs are designing an exclusive menu that highlights the best seasonal and regional fare Central Oregon has to offer. The evening begins with a lift ride to the upper lodge, cocktail hour, and live music by Tim and Ness (formerly known as Gambler & Thief), followed with gourmet dinner served by Heart of Oregon youth and a fantastic sunset view from the deck at nearly 8,000 feet. Heart of Oregon youth will also describe their experiences at Heart of Oregon and the impact the programs have had on their lives. “When I started here I didn’t talk for the first four months, unless spoken to,” Kenny shared at last year’s Farm to Fork event. “Now I’ve become a leader and a role model. Heart of Oregon inspired me and gave me a work ethic. It pretty much became my family.” The event will take place on the evening of Sunday, September 8, 2019. Limited public tickets are now available at heartoforegon.org. Aperion Management Group has hosted the event since its first year and continues to champion Heart of Oregon’s work in the community this year as the Title Sponsor. A limited number of corporate table sponsorships are still available. About Heart of Oregon Corps Heart of Oregon Corps is a nonprofit organization that trains tomorrow’s workforce today. They are invested in inspiring and empowering positive change in the lives of Central Oregon youth through jobs, education, and stewardship. Their programming creates pathways out of poverty while stimulating regional economic growth. The “work-learn-earn” model invests in local young people, many of whom come from disadvantaged backgrounds, to prepare them for the workforce and to encourage their self-sufficiency. Every year, Heart of Oregon Corps provides job skills training, education, and leadership development to over 300 local young people ages 16-24. Apply at heartoforegon.org. About Aperion Management Group, LLC Aperion Management Group, LLC is Central Oregon's first and only Accredited Association Management Company (AAMC) that specializes in Homeowners Association (HOA) management in Central Oregon. With over fifty years combined experience in management, building and development, Aperion strives to create a more responsive and efficient management process for communities in and around Bend. To learn more visit www.aperionmgmt.com. Aperion Management Group Honored as Gold Stevie Award Winner in 2019 American Business Awards®5/21/2019 Bend, OR – May 21, 2019 – Aperion Management Group was named as the winner of a Gold Level Award in the Company of the Year – Consumer Services category in the 17th Annual American Business Awards®. The American Business Awards are a premier business awards program, honoring various businesses nationwide. More than 3,800 nominations from organizations of all sizes and in virtually every industry were submitted this year for consideration in a wide range of categories, including Company of the Year, Startup of the Year, Executive of the Year, and Best New Product or Service of the Year, among others. Aperion Management Group of Bend, OR was nominated in the Consumer Services category for Company of the Year. “We are proud of what we’ve built,” said Katie Anderson, Aperion Management Group Founder and CEO. “Community management is a tough industry all around and it feels so great for our small company, and incredible team, to be recognized on a national level.” More than 200 professionals worldwide participated in the judging process to select this year’s award winners over two months of judging in March and April. “Community management is often a daunting task as expectations aren't like enterprise but need more of the relationship building factor and treating people as people, not just a customer. Aperion Management has cracked the code of how to do it, with the right ethics and culture,” said one judge. “Aperion is fab[ulous] and your growth story is commendable,” said another judge. This year about 32% of the more than 3,800 nominations considered became Stevie winners and all entries that receive an average score of at least 7.25 out of 10 in judging become Stevie winners, regardless of category. The number of winners in a category is a general reflection of the number of entries in a category but the number of entries per category is not published. “The nominations submitted to the 2019 American Business Awards were outstanding. They illustrate the continued vibrancy of innovation and high level of achievement across the American economic landscape,” said Michael Gallagher, president and founder of the Stevie Awards. Details about The American Business Awards and the list of 2019 Stevie winners are available at www.StevieAwards.com/ABA. About Aperion Management Group Aperion Management Group, LLC is Central Oregon's first and only Accredited Association Management Company (AAMC) that specializes in Homeowners Association (HOA) management. With over fifty years combined experience in management, building and development, Aperion strives to create a more responsive and efficient management process for communities in and around Bend. To learn more visit www.aperionmgmt.com, or call us at 541.389.3172. About the Stevie Awards Stevie Awards are conferred in seven programs: the Asia-Pacific Stevie Awards, the German Stevie Awards, The American Business Awards®, The International Business Awards®, the Stevie Awards for Women in Business, the Stevie Awards for Great Employers, and the Stevie Awards for Sales & Customer Service. Stevie Awards competitions receive more than 12,000 entries each year from organizations in more than 70 nations. Honoring organizations of all types and sizes and the people behind them, the Stevies recognize outstanding performances in the workplace worldwide. Learn more about the Stevie Awards at http://www.StevieAwards.com. By Maureen Radon, CMCA
The community management profession is unique. Where else can you find a job that involves talking to an attorney, an insurance agent, a banker, and customers all in the same day? We are fortunate to have access to continuing education and resources that keep our skills sharp to help shape the neighborhoods we manage. During a time when industry norms have made managers their own worst enemies, it’s the responsive and efficient processes of Aperion Management in Central Oregon that have contributed to its decade of providing top-notch service. What matters most Finding a work-life balance is important in any profession, especially community management. It’s why Aperion fosters a culture that promotes it. It’s one of the secrets to our success. Aperion was founded a decade ago as a single person operation. The management company has grown to be the first and only CAI accredited association management company in Central Oregon, with more than 25 staff members. We found that an employee-first model doesn’t need to come at the expense of growth. For example, Aperion Management hosts nearly all its client board meetings during normal business hours. The work still gets completed on time with the same accuracy as it does for clients who meet in the evenings. Operating like this means managers don’t have to sacrifice family or personal time. Putting employees first Board members and homeowners can be ruthless and occasionally flat out disrespectful in their dealings with us. Sometimes, we sit in board meetings that drudge on for hours despite our best efforts to implement order and efficiency. People complain about pool rules, or their noisy neighbors. Processes that are totally out of our control become our fault. Having worked in a variety of settings for different companies, I can tell you first-hand that when a company chooses to put its employees first and then train and direct its clients to follow suit, the outcome will be beneficial for both parties. It’s another secret to our success. Until we stand up for ourselves on a broader industry level and stop allowing this type of treatment to occur, we will continue to be caught in survival mode. We are only as great as our clients allow us to be. Model Behavior Adapting to ever-changing technology and working to keep pace with others can cause employees to burn out. And though community managers pride themselves on being resilient, the ability to be flexible comes with its own set of stressors. An article titled “The Conversation” said that, “The solution is to simplify complex, contradictory and hostile work and personal environments, rather than giving us all another job of training ourselves to be more resilient to these environments.” An effective way to practice this is to work with “like-minded” clients. Aperion has a client code of conduct written into its management contracts, which specifies the expectations the management company has of its board members and homeowners. Clients are trained on these expectations during board sessions and those who do not abide by the rules are given a few chances and if they still can’t behave, they’re let go. Employees know they will be treated with respect and that there are consequences for the client if that doesn’t happen. Board members and homeowners appreciate that their meetings are conducted with civility. If your management company doesn’t set expectations and boundaries for client behavior, now is a great time to start thinking about this model. My experience has shown me that success can mean different things to different people and looks very different depending on who you surround yourself with. Ask yourself: Do you look forward to going to work each day? Do you feel supported if you have a problem client, or does your company value the client’s management fee revenue over your self-worth? Aperion reached its 10-year milestone by establishing and following company values that support managers and clients, and we will continue to encourage these industry trends for next 10 years. Maureen Radon, CMCA, is a senior community manager at Aperion Management Group in Oregon. Check out all 4 featured articles where Katie Anderson, Aperion CEO, answers tough questions on HOALeader.com below:
Are Racial Incidents Happening at Condos and HOAs more often or Just Getting More Press? Racial Tensions at Your Condo or HOA? What You Can Do Does Business Judgement Rule Apply? How Nervous Does This Readers Question Make Our HOA Experts? I landed my first job in the community management industry when at the ripe age of 19. Within two years, I was a Community Manager, leading a master plan community of over 1,500 homes with several sub associations, a corporate park, and 1,000 acres of wetland. To say there was any formal training at my first job would be a huge stretch. Education came through trial and error and luckily, a great female mentor. To be honest, I had no clue what I was doing in those early years, but I was tenacious and a problem solver, and figured it out.
Unfortunately though, my story is not unique. It’s a sad reality that our industry has a low barrier of entry and not many resources within companies devoted to career or workforce development. Not that these resources don’t exist, we have simply created our own vicious cycle of under cutting on price and lacking financial leverage for talent. However, the community management industry has a unique advantage to offer women, which is the ability to craft a career that allows harmony between the home and work life. At 25 years old I unexpectantly got pregnant. I loved my work, but I was running a regional office for a large multi-state management company at this time and worked more hours than I care to admit. That had become the norm and I didn’t know any different. All through my pregnancy, I assured my leadership I would be back after my maternity leave. The birth of my daughter changed everything and after being called relentlessly, even when I was in labor with her, I knew I could not stay. It was a sad reality that my company at that time lacked the resources to handle my time off and frankly, they had no perspective how much work they placed on one individual and the inevitable failures that come with this dynamic. When I resigned my position and chose not to return it was more about the environment that I worked in than the work itself. So, I took my tenacity and resilient nature and started my own company! Please don’t misunderstand me, this is not a cry for managers to leave their companies and start your own thing, quite the opposite. I wished at 25 years old there was a company that was willing to standup for the ideals I believe are the future of the industry. I wished there was a company that valued innovation over the way it had always been done. That did not exist for me, so I created it. (I also never went after any of my previous clients, not one, because I knew we could be better than that!) What I hope by sharing my story is that company owners, CEOs, COOs and Directors of Community Management companies stop wondering why you can’t find people that want to work hard, but rather take a critical look at the environment you are creating for them. I will let you in on a secret, as I have a good perspective, you must be willing to work with clients that see the value and importance of what you provide, be willing to say no and support your staff, and be willing to set a higher standard for you and your company. And lastly, stop selling night meetings as a normal, no one makes good decisions at 8pm at night! Read the article in CAI's Common Ground Magazine at: https://lsc-pagepro.mydigitalpublication.com/publication/?i=566812&ver=html5&p=8 Bend Bulletin - Power, water and heat have been restored for the condominium community at Seventh Mountain Resort after seven trees were damaged by high winds on Wednesday.
Crews worked into the night on Wednesday to restore the heat after a mature pine tree uprooted, cracking hot water pipes and gas lines, said Maureen Radon, Seventh Mountain Resort homeowners association community manager. “We were lucky that all of them missed cars, people and buildings,” Radon said. The National Weather Service issued a high wind warning from midnight to 1 p.m. Wednesday. Winds of 20 mph to 40 mph were reported, and gusts up to 60 mph occurred near Sisters and Sunriver. Damage was reported to homes in Sunriver, said Jessica Stockel, Aperion Management Group marketing consultant. Trees feel into homes, on the golf course and across West Core Road, Nestpine Drive and Bittern Lane, Stockel said. In all, five buildings at Fairway Village were damaged, two homes in Eaglewood and three structures at Quelah, she said. The Seventh Mountain Resort west of Bend dealt not only with fallen trees from Wednesday's windstorm - one large tree also ripped out the pipes for gas, water and electric, prompting a big effort by contractors to make fast repairs.
Bend, OR – October 30, 2018 – Leading Homeowners Association (HOA) management company, Aperion Management Group, today celebrates a decade of creating a more responsive and efficient management process for communities in Central Oregon. As the only Accredited Association Management Company (AAMC) that specializes in HOA management in the region, Aperion Management Group has achieved significant growth since its inception in 2008, growing from just three employees to 25 over its 10-year history. “To say that I am grateful and humbled by our team’s success over the past ten years would be an enormous understatement,” said Katie Anderson, Founder and CEO of Aperion Management Group. “I am equally grateful to all of the people who have supported us along the way. That said, we’re just getting warmed up—our best days are ahead of us.” According to the U.S. Bureau of Labor Statistics, only about 30% of all small businesses ever reach the 10-year mark. And while it’s an accomplishment for any company to reach the 10-year milestone, it’s particularly significant for Aperion Management Group. The HOA management company was launched in 2008 during the global financial crisis when many companies were laying off employees and closing their doors. “We have assembled a topnotch team here,” said Aperion Management Group Owner and COO Catherine Smith. “While I’ve worked with some extremely smart and successful people over my career, our company and our employees are heads above the rest. We have worked hard to create a truly special place to work.” Over the course of a decade, Aperion Management Group has established itself as not only a leading small business in Central Oregon but also a caring one. Their accomplishments include accreditation from Community Associations Institute, winner of Bend Chamber’s Small Business of the Year award and hosting the annual, and wildly successful, fundraising event, Farm to Fork. Their future endeavors will include additional growth in both services and physical locations with their foundation firmly grounded in creating community. Aperion Management Group Owner and CFO, Bill Anderson, said, “Our motto at Aperion is “Endless Possibilities,” and we truly believe that the possibilities for our company are, in fact, endless. I am extremely excited about our future.” About Aperion Management Group, LLC Aperion Management Group, LLC is Central Oregon's first and only Accredited Association Management Company (AAMC) that specializes in Homeowners Association (HOA) management. With over fifty years combined experience in management, building and development, Aperion strives to create a more responsive and efficient management process for communities in and around Bend. To learn more visit www.aperionmgmt.com, or call us at 541.389.3172. FIRST CONNECTIONS
Finding the most effective channel to communicate with your homeowners, especially as millennials join the ranks, takes a bit of research and experimentation. By Katie Anderson, CMCA, AMS, PCAM "I KNOW THAT you believe you understand what you think I said, but I'm not sure you realize that what you heard is not what I meant." That's what famed American writer Robert McCloskey once said. It's a pretty common sentiment in common-interest communities too. How many times do board members and community managers receive an email or phone call that was rooted in misunderstandings? Very often, those misunderstandings start at, well, the start. New homeowners frequently don't realize the expectations and requirements of community association living or were never shared the community's documents before they purchased. When the association sends a letter to a new homeowner asking him or her to put away a trashcan, for example, the owner gets upset because he or she didn't know there were rules on trashcans. Now, expectations are out of alignment on both sides of the conversation, and the association-homeowner relationship isn't off to the best start. Getting a community's documents in potential homebuyers' hands before they purchase and following up with welcome packets when they do buy are important first steps to communicating expectations. But the job doesn't end there. Successful association leadership and effective community management is rooted in communication, but homeowners have different preferences for how they'd like to be reached. Who sets the standards for communication? And how can you be sure your communications are effective? These are important questions all board members and managers should be asking, especially as the generational makeup of community associations begins to shift. Within the next five years, the industry will employ and service five generations. Each of these generations has distinct and specific needs. You should understand the demographics of your current homeowners and those who are looking to buy in your community before determining how to connect with them. TRENDS AND STYLES According to a 2017 National Association of Realtors report on generational trends, first-time buyers made up 35 percent of home sales in 2017, and 66 percent of the first-time homebuyers were millennials—born between 1981 and 1996. Generation X buyers, born between 1965 and 1980, represent 26 percent of the first-time homebuying market. Generational trends are beginning to impact the homebuying process. While real estate agents are still an important part of the practice, websites like Zillow, Trulia, Realtor.com, and Redfin are dominating the consumers' connection to real estate. These sites are doing even more than allowing potential purchasers to browse. Zillow is beginning to leverage its audience and turn them into buyers. In April, the company announced a pilot program called Instant Offers, offering sellers a matchmaking service with cash investors. This service, as well as sites like Opendoor, is giving future generations the opportunity to have an online buying option. According to PitchBook, venture capital investors also are betting on millennials and Gen Xers turning to online buying for what will possibly be the largest investment of their lifetime. Investors poured $1.2 billion in 2017 in real estate technology companies, up from just $31 million in 2012. Couple these investments with the announcement that startups will start buying homes and flipping them online, it appears that buyers will be able to do more than just window shop sooner rather than later. Association leaders would be naive to believe that the way we do business in communities will not be disrupted too. With communities already home to Gen Xers, baby boomers, and the silent generation, how can board members and managers communicate across five generations, solve the disconnect with homebuyers, and enhance our communities? We need to innovate and connect with our new homeowners in unique ways. As we work to do that, the conversations about generations should be more about their strengths than differences, says Jason Dorsey, president of the Center for Generational Kinetics. “Rather than cover stereotypes that help to further separate generations, it would be better to approach communication as an opportunity to be innovative and lead into the future of this industry," shares Dorsey, during his TED Talk “What do we know about the generation after millennials?" COMBINING APPROACHES Though each generation has preferred communication styles, there may be opportunities to pair generational resources to help solve problems. Millennials, for example, typically don't initiate in face-to-face communication, but there might be an opportunity within communities for baby boomers to invite younger owners to meet and start a conversation. In-person communication tends to be effective across all generations but also can be time-consuming and inefficient. But associations shouldn't discount the impact of face-to-face meetings. It's important to get to know homeowners and engage them in social interactions—think happy hours and conversations over coffee—before you lay out what can seem like a daunting task of how to live in a community association. While electronic communication is fast and cheap, many baby boomers and millennials have a love-hate relationship with email. If you're trying to engage on a personal level, your email might get lost amid the high volume of emails they receive at work. If you're trying to use email to engage new homeowners, you might see a low return rate. If you're not already sending texts, it may be time to give it a try. Multiple generations cite that they now spend more time texting on their phones than talking on their phones. Some platforms can help associations consolidate messages and expand resources. Telegram and WhatsApp, for example, have business features that can be implemented with owners. Websites, social media, and video also are channels associations could use to connect with new homeowners. Sharing videos can be helpful for those who prefer electronic communication but don't love email. Having trouble with lawn maintenance in a particular community? Create a short video explaining the expectation and post it to the community's website or share it on Facebook. Meanwhile, hard mailings can be helpful to communicate important and more formal communication, but that can be costly. A single approach might not reach your end goal. Sometimes, a combination of all of the above gets the job done. With multiple channels, your messages should support each other. Use links in email, text messaging, and social media to send homeowners to your website. While every homeowner should get the entire rule book before or when they move in, you don't need to send it every time you communicate. Share timely reminders when you know certain issues seem to pop up. Tease specific sections when appropriate. For example, when the holidays come around, maybe you can find some fun facts about lights and decorations, then share the community's rules. Don't be afraid to be creative and experiment with communication. Be willing to innovate and keep looking for new ways to shore up your communication tools and engage homeowners, especially if millennials and Gen Xers are moving in. These new homeowners are critical to the culture of a community and getting them involved early is important. You also should remember that any of your homeowners could become board members. If you get off on the wrong foot with new homeowners, you might find it hard to recover. Every community is different, and the communication channels you choose to connect with new homeowners should be tailored to that community's specific wants and needs. Remember this piece of wisdom from Nat Turner: “Good communication is the bridge between confusion and clarity." Katie Anderson, CMCA, AMS, PCAM, is CEO and founder of Aperion Management Group, AAMC, in central Oregon. info@aperionmgmt.com On a beautiful Central Oregon Sunday evening, over 240 community members made their way up the Pine Marten ski lift to raise funds for local youth. Aperion Management Group hosted the third annual Farm to Fork Dinner and Fundraiser: Sunset at 8,000 Feet on Sunday, September 9th at Mt. Bachelor’s Pine Marten Lodge to benefit local non-profit, Heart of Oregon Corps. The event featured a lift ride to and from the lodge, farm to fork food prepared by a local chef, drinks, youth and employer speeches, music, and of course, an amazing sunset.
Local chef Ingrid Rohrer of Broken Top Bottle Shop arranged a menu to delight with items such as Tunisian carrot dip bruschetta, Home Farm Foods pork ragout with polenta cakes, tomato reduction, and crisp pork skin, and truffle and local mushroom mac and cheese. Ingredients were sourced from over ten Central Oregon and Willamette Valley farms, hauled to 8,000 feet and once prepared, were served by Heart of Oregon youth (with supportive training from Mt. Bachelor servers). “I liked learning about being a server, trying the great food, and the Mt. Bachelor staff shared about all the jobs there, and encouraged me to apply!” said Heart of Oregon Corps participant Conrad, from Bend, OR. The Farm to Fork event is also about the community raising money to support youth in Heart of Oregon’s “work-earn-learn” programs. Businesses and individuals alike gave in different ways throughout the evening including table sponsorship, a raffle for an Alaskan getaway and a donation paddle raise. The goal to exceed last year’s amount raised of $30,000 came to fruition and $50,000 was raised! “This level of individual and business community support of local youth who are working so hard to improve their lives is incredibly heartening,” said Laura Handy, Heart of Oregon Corps’ Executive Director. “I love that our youth are empowered to share their stories and get to explore the hospitality and tourism industry all through the event.” Both corporate sponsorships and public tickets are available for Farm to Fork each year. Stay tuned for 2019 sponsorship and ticket information atwww.heartoforegon.org/news-events/farm-to-fork About Aperion Management Group, LLC Aperion Management Group, LLC is Central Oregon's first and only Accredited Association Management Company (AAMC) that specializes in Homeowners Association (HOA) management in Central Oregon. With over fifty years combined experience in management, building and development, Aperion strives to create a more responsive and efficient management process for communities in and around Bend. To learn more visit www.aperionmgmt.com, or call us at 541.389.3172. About Heart of Oregon Corps Heart of Oregon Corps is a nonprofit organization invested in inspiring and empowering positive change in the lives of Central Oregon youth through jobs, education, and stewardship. Their programming creates pathways out of poverty while stimulating regional economic growth. The “work-learn-earn” model invests in local young people, many of whom face many barriers, to prepare them for the workforce and to encourage their self-sufficiency. Every year since 2000, they provide job skills training, education, and leadership development to over 300 local young people ages 16-24. Heart of Oregon Corps trains tomorrow’s workforce today. Now hiring youth! www.heartoforegon.org Bryan Ricci
Bryan Ricci joined the Aperion team just over a year ago as a Maintenance Technician, focusing on maintenance at the Seventh Mountain Resort. Through drive and stellar work ethic, he was recently promoted to Maintenance Manager. His background before coming to Aperion included fixing and tuning nuclear submarines and aircraft carriers throughout North America. Christoph Bellardi Christoph Bellardi’s experience as a real estate agent lent well to his transition as a new Assistant Community Manager at Aperion Management Group, Central Oregon’s first and only accredited Homeowners Association (HOA) management company. Bellardi is currently taking the M-100: The Essentials of Community Association Management and working toward his Certified Manager of Community Associations (CMCA®) certification. Ruth Germer Ruth Germer recently relocated to Bend to join Aperion Management Group as an Assistant Community Manager, and is currently working toward the Community Manager position and a Certified Manager of Community Associations (CMCA®) certification. Her passion for the Homeowners Association (HOA) management industry and the outdoor lifestyle made Aperion and Central Oregon a perfect fit. Germer’s background includes attending Western Oregon University and work history as a legal assistant and HOA manager in Portland. The company name Aperion was chosen with intent as it means limitless in Greek and no limits held Katie Anderson hostage while she created a homeowners association (HOA) management company where employees truly care for the well-being of each other and the communities they serve. In addition to founding and currently serving as CEO at Aperion Management Group, Anderson serves on several industry boards and attends community meetings. For the past two years, she has spearheaded the hugely successful Farm to Fork fundraiser to help non-profit, Heart of Oregon Corps, in their efforts to teach and train youth to enter the workforce, thus helping fill the soft skill gap that not only faces her industry but Central Oregon as a whole. To know Anderson is to know her core values are compassion, innovation and education, which flow directly back into her business.
Anderson is a pioneer in a niche industry where pioneers, especially women, are few and far between. Anderson’s journey began in her hometown of Bend where she fell in love with everything that makes Bend, Bend, including culture, community and livability. After graduating from Mountain View High School, she married a Bend High grad and they moved to Southern California and then Seattle. While she dabbled in college, she knew it wasn’t the fit for her. During her time away from Bend, she found her passion in HOA management and this passion grew through years as a community manager, managing more than should be possible for one single person. She knew that HOA management companies could be run better and thus, perform better, have happier employees and customers and have unlimited growth potential. She also knew that she wanted to be back in Bend, especially to raise a family (that now includes three kids.). That’s when Aperion Management Group was formed. Exactly ten years ago this year Aperion Management Group was founded with one employee, Katie. In 2008, everything was grand; the economy was good, people were employed and everyone had money. In 2009, as we all know, everything changed with the downturn of the economy. It would have been easy for a new business to go belly up but through Anderson’s immense drive and determination Aperion continued at a steady growth. It was in 2012 when Anderson realized that the company was growing substantially, so she had the foresight to bring in two partners, an accounting extraordinaire, Bill Anderson and a long-time community management veteran, Catherine Smith. Bill and Catherine took over the day-to-day while Anderson remained the visionary. By giving community managers fewer communities to manage thus providing better customer service, focusing on an amazing work/life balance for her employees and a fun company culture, Aperion has grown to over 20 employees. This vision not only held through today but is constantly being improved upon because another standard that Anderson implemented in her company was continuous learning. As if the determination of Anderson’s vision at Aperion wasn’t enough, she also has an extreme drive to affect change in Bend and her industry. She has served on the Board of Directors for the Central Oregon Regional Council (CORC) of Community Associations Institute and served as the CORC President in 2010 and 2011 and currently serves on the Alliance of Community Association Managers (ACAM) Board, a prestigious industry board. Her greatest, and most public, accomplishment came in 2016 when she brought Aperion and Heart of Oregon Corps together for a flagship fundraising event. Farm to Fork: Dinner and Fundraiser was born and is now celebrating its third year, with goals of raising over $40,000. The accomplishments of Anderson and Aperion are immense and aren’t going unnoticed. Aperion Management Group was recognized as Bend Chamber’s Small Business of the Year in 2017. aperionmgmt.com |
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