Aperion Management Group Hosts Third Annual Farm to Fork Dinner to Benefit Heart of Oregon Corps7/10/2018 Bend, OR – July 18, 2018 – As Central Oregon continues to struggle to find skilled workers, local non-profit, Heart of Oregon Corps, continues to hire and train over 300 youth each year, preparing them for the workforce. While grants and the entrepreneurial aspect of Heart of Oregon’s working youth crews helps to support the organization and pays wages of the youth corps members, there is very little left over to help run an effective, efficient, and well-resourced organization or plan for the future.
Aperion Management Group is committed to ensuring that local youth corps members have the staff and resources they need to help facilitate the needed training and personal transformation. Farm to Fork Dinner and Fundraiser: Sunset at 8,000 Feet aims to raise over $40,000 this year for the non-profit through an amazing Central Oregon event. This year Farm to Fork will feature a new location, Mt. Bachelor’s Pine Martin Lodge, and a new chef, Chris Miller, all while bringing back essential aspects including live music, locally sourced farm fresh ingredients, a fantastic sunset view and Heart of Oregon youth servers. The event will take place on the evening of September 9, 2018 starting with a lift ride to the upper lodge, cocktail hour and then a gourmet dinner, finishing with an incredible sunset from the deck at 8,000 feet. Limited public tickets are now available at heartoforegon.org. “Mt. Bachelor is a longtime supporter of what Heart of Oregon provides for the youth in our community and we’re excited to be featured as the location sponsor for Farm to Fork,” said Reese Thedford, Mt. Bachelor’s Director of Sales. “We’ve been working closely with both Heart of Oregon Corps and Aperion Management Group to ensure a spectacular evening at 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 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. Bend, OR – April 8, 2018 – Aperion Management Group, Central Oregon's first and only Accredited Association Management Company that specializes in Homeowners Association (HOA) management, has selected two new community managers from a wide range of applicants to join their team. The question, “What would you do if you were given an elephant?” was the first application question and led candidates through a series of innovative recruiting techniques that proved to be wildly successful.
Aperion, like many Central Oregon businesses, has been experiencing a narrowing talent pool for open positions while the opportunity to expand is ever growing. It was decided that a training program for potential employees was the way to go and two positions were opened and advertised for one month in February. Applicants poured in and were led through a survey with fun, yet insightful, questions, then an informal meeting with an Aperion employee and finally, a standard interview with the executive team. The two candidates that were hired by Aperion are now in their sixth week of work and are going through the one year training process to become accredited community managers. Michelle Shockley and Bryan Covey are Aperion’s newest employees: Michelle Shockley For the last 6 years Michelle Shockley has worked in the travel industry, dedicating her time to helping others explore the vast corners of the earth in the maritime community. Growing up in Oregon, she inevitably decided to settle down in Bend. Shockley graduated from Portland State University in 2010 with a BA in Business and Communications. She is thrilled for the opportunity to put her skills to use with Aperion Management. Bryan Covey Bryan Covey brings to his role at Aperion Management a varied background in hospitality, HOA management and customer service. After earning a bachelor’s degree in Business Management from the University of Oregon, he started his career in the Central Oregon hospitality. Later, he returned to college and earned a second Bachelor’s Degree in Accounting. Having spent the last four years as a marketing associate in the restaurant supply industry, he comes to his current position at Aperion with a strong commitment to customer service and looks forward to working with you. “We are thrilled to begin a training program for new community managers and plan to make this an annual program due to its first year success,” said Katie Anderson, Aperion Founder and CEO. 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. Bend, OR – April 8, 2018 – Aperion Management Group, Central Oregon's first and only Accredited Association Management Company that specializes in Homeowners Association (HOA) management, has selected two new community managers from a wide range of applicants to join their team. The question, “What would you do if you were given an elephant?” was the first application question and led candidates through a series of innovative recruiting techniques that proved to be wildly successful. Aperion, like many Central Oregon businesses, has been experiencing a narrowing talent pool for open positions while the opportunity to expand is ever growing. It was decided that a training program for potential employees was the way to go and two positions were opened and advertised for one month in February. Applicants poured in and were led through a survey with fun, yet insightful, questions, then an informal meeting with an Aperion employee and finally, a standard interview with the executive team. The two candidates that were hired by Aperion are now in their sixth week of work and are going through the one year training process to become accredited community managers. Michelle Shockley and Bryan Covey are Aperion’s newest employees: Michelle Shockley For the last 6 years Michelle Shockley has worked in the travel industry, dedicating her time to helping others explore the vast corners of the earth in the maritime community. Growing up in Oregon, she inevitably decided to settle down in Bend. Shockley graduated from Portland State University in 2010 with a BA in Business and Communications. She is thrilled for the opportunity to put her skills to use with Aperion Management. Bryan Covey Bryan Covey brings to his role at Aperion Management a varied background in hospitality, HOA management and customer service. After earning a bachelor’s degree in Business Management from the University of Oregon, he started his career in the Central Oregon hospitality. Later, he returned to college and earned a second Bachelor’s Degree in Accounting. Having spent the last four years as a marketing associate in the restaurant supply industry, he comes to his current position at Aperion with a strong commitment to customer service and looks forward to working with you. “We are thrilled to begin a training program for new community managers and plan to make this an annual program due to its first year success,” said Katie Anderson, Aperion Founder and CEO. 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. Community Manager Newsletter - Some great ways a manager can become the smartest person in the room.
Read the full article here: http://editiondigital.net/publication/?i=470496&ver=html5&p=14 Community Manager Newsletter - Central Oregon's Aperion Management Group (US!) honored as 2017 Small Business of the Year.
Read the full article here: http://editiondigital.net/publication/?i=470496&ver=html5&p=11#{"page":10,"issue_id":470496} Just a few Sundays ago, while enjoying Central Oregon’s perfect fall weather, 160 community members came together to both dine on impeccably prepared food and raise funds for local non-profit, Heart of Oregon Corps. The second annual Farm to Fork Dinner & Fundraiser: Sunset at the Green was held at Pronghorn Resort and hosted by Aperion Management Group. The dinner featured farm fresh food, prepared by local chefs and served by Heart of Oregon youth.
Two local chefs, Kevin Linde, Pronghorn Executive Chef, and Corey Whalen, One Street Down Café Chef, collaborated on the menu, which featured a “snout to tail” perspective. One hog and many of the side ingredients were purchased from Gigi Meyers of Windflower Farm. Another hog and the processing was donated by Cameron Gunther of Home Farm Foods. The food that the chefs and their teams prepared included delicious items such as Fall Squash Soup with Pepita Seed Brittle and Cider Creme Fraiche and Piggy Skin Chicharrones with Ginger Cider Gastrique. “It’s really about the youth, and while the food, the location and the overall event are amazing, we’re here to help Heart of Oregon Corps continue to find success,” said Chef Corey Whalen, who donated his time to the event. The impact of Heart of Oregon Corps (HOC) through their ‘work, earn, learn’ model was on display that evening when three alumni eloquently spoke about their personal journey and positive and transformational experience. HOC’s youth servers performed gracefully under pressure and HOC’s alumni table ambassadors bravely networked and shared their incredible stories at HOC. Through these person experiences, guest were able to really see the impact HOC has in the lives of local youth. HOC’s goal of doubling the amount raised last year ($15,000) was achieved and the total amount raised was over $37,000! This type of support from the community is critical to HOC’s sustainability and successful operations to train tomorrow’s workforce today. Both Heart of Oregon Corps and Aperion Management Group would like to extend the biggest heartfelt thank you to everyone who donated, participated, and attended this year’s Farm to Fork and look forward to seeing you again next year! 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 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 that face major barriers to success. On Thursday evening, October 5, more than 250 attendees gathered at the Riverhouse Convention Center to celebrate the region’s finest citizens and businesses at the Bend Chamber’s 28th annual SAGE Business Awards event. Emcees for the event were none other than local celebrities Dave Clemens and Bob Shaw. “The SAGE Business Awards are known for showcasing the achievements and entrepreneurial spirit of our region’s brightest businesses and citizens,” said Robin Rogers, Executive Vice President of Programs and Events for the Bend Chamber. The awards gala returned to the Riverhouse this year with a comfy/chic look that included several lounge areas with upscale furniture provided by Ashley Homestore. Many attendees commented, ”Wow! This is nice!” when they first entered the ballroom and mentioned how spacious yet intimate this year’s setting was. The Bend Chamber received more than 40 nominations this year. Nominations were open to Bend Chamber members with exception of the Citizen of the Year Award, which was open to both members and the community at large. All nominees, with the exception of the People’s Choice Award, were judged by an independent panel of judges comprised of past winners, business owners and community dignitaries. “This was a really special occasion as we salute the stand-out businesses, non-profits, and individuals that make up our truly unique business community here in Central Oregon,” reiterated Rogers. The notion of Bend being a unique business community was echoed throughout the evening, starting with Katy Brooks, CEO of the Bend Chamber, and her introduction to the Equity Award. In addition to explaining the need for opportunity and diversity, she laid out a framework for what it means to do business in Bend. She termed it how to “be Bend.” To shed some light on how Bend’s unique business community came to be, a short video was shown showcasing Bend’s past drawing positive accolades from the audience. The announcement of the winners for each award category was the highly anticipated portion of the evening, culminating with the Citizen of the Year Award going to Dr. Rod Ray. The complete list of winners are as follows:
September/October 2017 Issue of Common Ground Article by Katie Anderson, CMCA, AMS, PCAM
BEAUTIFULLY LANDSCAPED STREETS. Happy people strolling down the sidewalk, waving hello at one another and chatting about their days. Pet-waste-free common areas. Immaculately maintained homes. Board members going to their mailboxes without being accosted about the latest community drama. A line of volunteers waiting to help with even the most menial task. Is this picture-perfect community yours? If it’s not, your board members and community managers have work to do. Happy communities build value. Communities that attract drama can do just the opposite. If you want to turn your community’s frown upside-down, start with the following 10 steps. 1) DEVELOP A STRATEGIC PLAN. You have to start by knowing where you’re going. A strategic planning conversation goes much deeper than, “What reserve projects do we have coming up in the next five years? Does the community have the money to pay for them?” Instead, the conversation should be focused on questions like, “What goals do we have as a community? Are we happy with the landscaping and amenities we have now? Do we want to add things down the road? How strict will we be with compliance?” Determining these kinds of things leads to shared community goals. The strategic planning session should be held outside of a regular board meeting. The board should discuss its vision and set tactical goals. This plan will help your manager and committee members prioritize tasks. If an issue comes up, such as an owner’s request to rewrite design guidelines, and the manager knows the board reviews all policies every two years, he or she can share this timeline with the owner without bogging down the board’s next meeting agenda. You can create a successful vision by: • Assessing your current and historic positions • Identifying your purpose or mission • Setting goals that help you achieve your purpose • Deciding how to meet your goals • Developing an action plan • Monitoring and updating your plan 2) CREATE A CULTURE. Culture is a direct reflection of what board members and owners are doing to improve the community, and a positive culture can enhance the community’s value. The board should set the tone. If board members want a community that works hard and has fun together, then their actions need to reinforce those ideals. 3) CREATE A FINANCIAL PLAN. Both annual and long-range financial planning needs to be a focus. With proper planning, it will help avoid surprises for owners and build trust in the board’s leadership. The fastest way to create an unhappy community is to hit an owner’s wallet with additional unknown expenses. The areas that need to be analyzed include: • Annual budgets • Reserve studies • Maintenance plans • Regular financial audits Each of these items should be reviewed, at a minimum, annually. If the board doesn’t understand the community’s complete financial position, it will be difficult to make effective decisions. 4) FOSTER A GOOD RELATIONSHIP BETWEEN THE MANAGER AND BOARD. The board-manager relationship is complicated. It requires openness, honesty, and dedication. Communication forms the backbone of the relationship. The board and manager should be communicating regularly, positively, and constructively. Both parties should make sure expectations are well-defined. How often are updates required? How quickly is a response expected? Board members should make clear decisions. Include timelines for action completion and specific authority on the issue. Managers don’t make decisions; they take their marching orders from the board. Be open to constructive feedback. Each person working or volunteering for the association should respect each other. Any feedback should be given with that in mind. Be professional. Any toxic or aggressive communication should be stopped immediately and avoided in the future. 5) PROVIDE OPEN AND HONEST COMMUNICATION WITH OWNERS. Communication with the residents, no matter what form it takes, is crucial. Every manager has managed a community where an owner stands up at the annual meeting and says he or she wants better communication. What does that mean? Frequency? Type? Sometimes, the biggest challenge is getting to the bottom of what defines communication for your community. A manager could be sending regular updates, but if the communication isn’t the right information, and isn’t in a format that meets the community’s needs, it will still be perceived to have fallen short. Is your communication being heard as you intended and conveying the message you want? Do your owners know what’s going on in the community? Do you have buy-in? These steps can get you there: Understand your demographics. Every manager would love to live in a paperless world, and for the most part, our industry has evolved to provide the technology to do so. But is this the right choice for your community? This is something that every manager and board should analyze from time to time. If you’re sending emails, can you see how many people open them? Do your owners read the information, or is your office receiving calls about information already distributed? You may need to diversify how you share information. Share your successes. Take advantage of the marketing opportunity to toot your board’s horn. When reserve projects come in on time and under budget, for example, let your owners know. Be relevant. If you’re sending garage sale notices and lost puppy posts but fail to communicate information like road closures or upcoming meetings, the ownership will not rely on your communication. Be honest. Just like sharing your successes, board members and managers shouldn’t be afraid to share challenges or mistakes. Owning the situation can be the most respectable way to approach a challenge. 6) BE FULLY TRANSPARENT. Transparency goes deeper than communication. Your community must be kept apprised of information, but they must also be encouraged to participate. Your community should be: • Holding open board meetings and making decisions in the open • Providing access to association records, including minutes, financials, and budgets policies • Providing regular management reports with action updates 7) EDUCATE HOMEOWNERS. Owners who understand how an association works will have a greater understanding and perspective of their responsibility toward the greater good. Community leaders should be educating owners on federal law, state statutes, and governing documents to help the association run smoother and create a sense of ownership in the process. You can help education efforts by: • Taking a few minutes at the beginning of every annual meeting to explain what an association is and what the vision/mission is for the community • Sharing the top five most common compliance issues in your welcome letter to new owners. Educate them on how these can be avoided. • Writing regular newsletter articles about association processes. You might consider writing about how decisions get made, why the community needs committees, the role of management and the board, and the lifecycle of a compliance issue. • Holding an annual board training and inviting the community to observe. This will give your owners a better perspective of what the board does. 8) HIRE EXPERIENCED VENDORS. Whether it’s a management firm, landscape company, or general contractor, hiring an experienced, properly licensed, and knowledgeable vendor helps provide comfort to owners that their money is being well spent. Quality work can reinforce the board’s vision and improve the overall value of the community. Make sure your community has a process in place for how project scopes are developed, how projects are sent to bid, and how the bids are reviewed. Additionally, make sure the board sets a process for how often contracts will be sent out for bid. Annually changing contractors can create inconsistency and not allow the community to reach its best operating goals. Changing contractors based on price isn’t always the best approach and can fail to meet owner expectations, so when analyzing contractors, make sure their ability to complete the job within the set scope is part of the process. 9) SOLVE PROBLEMS NEIGHBOR TO NEIGHBOR. Encourage neighbors to communicate and solve problems amongst themselves before reporting to boards, committees, or management. Many issues don’t require official association intervention, and better relations between community members is fostered by open communication, as opposed to behind-the-back finger-pointing. The board isn’t responsible for solving every problem. When neighbors shut their doors and avoid conversations with each other, the board and management can be forced to resolve issues over which the association has no jurisdiction. For example, if an owner’s dog is going to the bathroom on a neighbor’s lawn, unless the area is common property, this is a conversation that should take place between neighbors. If your community is seeing a rise in neighbor-to-neighbor complaints and a resistance to working them out, try bringing a local mediator in to your next annual meeting to share tips on conflict resolution. Find resources that can help facilitate these conversations and improve neighbor dynamics. 10) FORM A SOCIAL COMMITTEE. Owners who work together need to play together. Social gatherings will help neighbors get to know one another and open lines of communication. Communities should offer a diverse range of events to accommodate a wide range of interests. The events can be simple, like a book club gathering, or as large as a themed party. As with all committees, the board should set the social committee’s charter and provide guidance on its responsibilities. Above all, the committee should keep matters light and fun. We know from the Foundation for Community Association Research’s 2016 Homeowner Satisfaction Survey that homeowners believe their board members and managers are doing a stellar job. • 87 percent of residents rate their overall community association experience as positive (65 percent) or neutral (22 percent). • 84 percent say members of their elected governing board “absolutely” or “for the most part” serve the best interests of their communities. • 69 percent say their community managers provide value and support to residents and their associations. • 88 percent say their association’s rules protect and enhance property values (66 percent) or have a neutral effect (22 percent). • 67 percent of residents say they pay about the right amount—some even say too little—in association assessments versus paying too much. That means most communities already have many of the pieces in place to be happy. With a little bit of work and a little bit of fun, your board and manager can take the next steps by improving your community’s overall culture and bettering operations and governance. That happy place is within reach. Katie Anderson is founding owner of Aperion Management Group, AAMC, in central Oregon. info@aperionmgmt.com END, Ore. - Each morning, local youth load up work tools into a fleet of passenger vans, trucks, and trailers and travel to work sites up to 50 miles away in Central Oregon.
Young people work on Heart of Oregon Corps projects ranging from building affordable homes for low-income families, to maintaining beloved recreational trails, to forest thinning projects that protect surrounding areas from wildfire. As they gain skills, they also gain confidence in themselves and motivation to pursue their goals. With the support of the community, Heart of Oregon Corps has reached a capital campaign milestone to raise over a half million dollars for a new fleet of vehicles! The new fleet will help Heart of Oregon Corps sustain programs, which helps to improve economic and social vitality in Central Oregon, while increasing pathways out of poverty for young adults. Corporate partnerships played an integral role in this campaign, especially Aperion Management Group, Robberson Ford, Mt. Bachelor, and Deschutes Brewery. The 100+ Women Who Care Central Oregon group helped purchase the industrial wood chipper in the spring of 2016. Private foundations including the MCM Fund, MJ Murdock Charitable Trust, The Ford Family Foundation, The Collins Foundation, The Eddie Williamson Foundation, and several donor advised funds at the Oregon Community Foundation also greatly contributed to the campaign’s success. HOC’s Board of Directors, individual community members, and local business owners also showed their strong support of HOC's mission by providing donations and addition in-kind assistance. “Transforming tomorrow’s workforce today” is the tagline at Heart of Oregon Corps, the local non-profit that employs over 325 of young adults each year. Heart of Oregon Corps’ mission is to inspire and empower positive change in the lives of young people through jobs, education, and stewardship. “We are astounded by the community support we’ve received to modernize the vehicles and equipment that are quite literally the wheels of our organization,” comments Laura Handy, Executive Director. “The $550,000 invested ensures our new fleet and fleet maintenance program and reserve fund will continue to safely transport over 300 youth per year to job training project sites, college tours and community service events into the future.” Heart of Oregon Corps continues to empower long-term positive change during the most critical times of a young person’s life. Take it from Erik Monia, of Bend, a 21-year-old alumni of Heart of Oregon Corps. Erik gained vocational experience that was integral in his transition to his new job with Bend Park and Recreation District. “The training provided me with great skills that I use every day in my new job,” said Erik. “I gained a strong work ethic and the experience changed my life completely.” For 17 years, Heart to Oregon Corps has provided alternative options for youth through job skills training, education, and service to the community. The Campaign Appreciation Party is on Wednesday at Deschutes Brewery Lower Warehouse across for the Les Schwab Amphitheater. The 5:00 PM to 6:30 PM event has a short formal program at 5:30 PM. Katie Anderson, Aperion Management Founding Owner, offers her expertise with readers of www.HOAleader.com, a resource for HOA and condo board members nationwide in their online articles and forum. Click the title above to read the five articles.
https://www.hoaleader.com/public/Will-HOA-Be-Forced-Allow-Front-Fence-Reasonable-Accommodation-for-Autistic-Child.cfm https://www.hoaleader.com/public/Pros-Cons-Adding-Defibrillator-on-Your-HOA-Grounds.cfm https://www.hoaleader.com/public/This-HOA-Board-Overpolicing-Or-Does-This-Owner-Want-Special-Treatment.cfm https://www.hoaleader.com/public/Limits-Your-Ability-Interfere-with-HOA-Owners-FreeSpeech-Rights.cfm https://www.hoaleader.com/public/What-You-Need-Know-About-HOA-Specific-Software-Part-1.cfm Farm to Fork Dinner: Sunset at Smith Rock proved to be an outstanding success, bypassing goals set for the inaugural event by almost double! Aperion Management Group, Central Oregon's first and only Accredited Association Management Company (AAMC) that specializes in Homeowners Association (HOA) management, hosted the event on October 15th where over $15,000 was raised to benefit Heart of Oregon Corps Fleet for the Future campaign. The dinner featured a locally sourced four-course meal from chefs Matthew Johnson of Pig Sauce Co. and Corey Whalen of One Street Down Café. Over 100 guests, including both local business sponsors and public attendees, came to the Old Winery Clubhouse at the exclusive Ranch at the Canyons to enjoy the food, drinks and atmosphere. Farmers were also in attendance representing each of the farms and educating the guests on the fresh in-season produce sourced for the evening, which included dairy products, chicken and pork, all sourced from the Central Oregon area. One of the highlights of the evening, besides the delectable trifle dessert, was when four Heart of Oregon Corps alumni stood to tell their story and explain how being a part of Heart of Oregon has changed their life. “Heart of Oregon has given me so many opportunities that I would never do before. Right after high school, I was diagnosed with acute myeloid leukemia and didn't think that I could become who I am today. Thank you for not giving up on me and giving me hope,” said Nicole, Heart of Oregon Alumni. “We’re extremely humbled and overwhelmed by the response to our first Farm to Fork event,” said Katie Anderson, Aperion Management CEO. “The stories from the youth reminded everyone there that their donations to Heart of Oregon Corps is going to faces with names and a charity that is actively addressing both a need in Central Oregon for workers and the need in the lives of local youth for real job skills.” Aperion Management Group has begun planning for the second annual Farm to Fork event next year. 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 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 that face major barriers to success. |
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