greenwin cares sickkids heatwave2013€¦ · july 2013 head office report greenwin cares sickkids...

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THE GREEN PAGES

july 2013 www.greenwin.ca

HEAd OfficE REPORt

Greenwin Cares

SickKids

On July 6, Greenwin participated once again in the SickKids Heatwave corporate challenge at Ashbridge’s Bay. Children fighting childhood cancer are true heroes and inspire all of us to make a difference for them and future generations. Thank you to all the participants, The Green Team and our Spirit Committee for helping this worthy cause!

2013Heatwave

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creating value july 2013 www.greenwin.ca


We kicked off July with a bang at our first annual Charity Golf Classic, held at the Angus Glen Golf Club.

Proceeds from the event went to the Israel Tennis Centers Foundation (ITC) and the Outreach & Revitalization

Association (ORA). Greenwin has been a sponsor of this amazing event for over 21 years, and we were proud to

take over the lead sponsorship role this year. 1993 World Series hero, Joe Carter, was even in attendance!

Greenwin Cares ctd...

We were thrilled to introduce the revolutionary Online Resident

Portal at 80 Wellesley St. this past month. This software allows our residents to pay their monthly

rent online, submit maintenance requests and so much more. This is a huge step forward and puts

Greenwin on the cutting edge of rental property management, as

well as making life more convenient for our residents!

Greenwin’s cHARity GOlf

clASSic1st Annual

lAuNcH Of tHE OnlinE

REsidEnT PORTal

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Greenwin Inc. has developed and managed multi-family residential properties for 65 years, and is one of Canada’s largest privately owned residential property management firms. As such, the firm has been at the forefront of many industry trends that have shaped the rental housing landscape, and has led the way in suburban housing developments. Thanks to the leadership and buy-in of Greenwin’s founders and top management, the company has been able to establish the groundwork for future growth and development.

Forward thinking begins at the top

Greenwin is a family owned and operated company, and was built upon a foundation of hands-on management, site-level accessibility and innovation. When Kris Boyce came on board as CEO in July 2012, she was thrilled to work within this culture. Her goal was to establish a strategic direction that would enable her to drive Greenwin’s total performance so that it would be consistent with stakeholders’ interests.

“As CEO, it’s my job to secure appropriate economic returns and create sustainable value,” said Kris. “Since joining Greenwin, I’ve encouraged our senior leadership team to set the tone from the top by fostering a culture of integrity throughout the organization that would ultimately meet the highest ethical standards.”

Greenwin’s core goals focus on sound asset management and creating value for clients. These values have guided the company throughout the decades, so Kris had to keep them in mind when establishing corporate priorities going forward. She determined that Greenwin must pursue sustainable, profitable growth, develop sound capital and operating plans based on asset management planning, establish a performance-driven environment grounded in high employee engagement and commit to a customer- driven mindset.

For the short term, Greenwin plans to continue its growth trajectory through direct purchasing of assets and third-party management.

[ Centurion ]

“Since joining Greenwin, I’ve encouraged our senior leadership team to set the tone from the top by fostering a culture of integrity throughout the organization that would ultimately meet our highest ethical standards.”

14 june 2013

– Kris Boyce

Greenwin in the News

12 june 2013

From left to right: Mark Kesseler, Director of Construction & Physical Operations; Jessica Green, Corporate Communications and Branding; Jenny Affe, Director, Human Resources; Kris Boyce, CEO

Rental Housing Business 13

GREENWINKeeping an eye

on the future

I N c .Our very owngreenwin teamis featured!

check it out!

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Greenwin in the News ctd...

Multi-residential real estate property management will remain central to its service offerings, which includes non-profit, affordable and Toronto Community Housing projects. Greenwin also plans to increase its commercial real estate portfolio, and expand into the US real estate market should opportunities arise.

“Greenwin has been able to make the most of a buyers’ market by acquiring new assets through our purchasing capabilities,” said Kris. “Our clients have also expanded their portfolios over the last two years, which has enabled us to capitalize on our expertise to maximize revenue and improve assets, and therefore increase the value add for our owners and clients.”

Kris’ vision of the future includes an evolving and maturing clientele. She believes that renters are becoming more sophisticated in their needs and wants with respect to rental properties, so Greenwin (whether acting as managing agent or rental housing provider) must find ways to meet those demands. This includes using technology, such as real-time data management platforms, to better understand and meet renters’ needs.

Kris would also like to promote Greenwin’s value-add proposition by engaging personnel, resources and educational programs that work together to sell the rental experience. Her goal is to target rental owners who wish to maximize value in a changing environment. She also wants to promote Greenwin internally and externally by leveraging the company’s positive reputation.

“Our long-term vision is to be known for development, construction, acquisition and asset management, and property management,” said Kris. “We want to exceed last month’s benchmarks and achieve success in a timely and effective manner. We will develop and motivate key client relationships while setting the tone for effective business development.”

Culture and service depend on people

Greenwin has always believed in leading from the top and leading by example. The owners and upper management believe that they must set the tone for the culture and values they want to uphold, and then they must drive and embed that tone in everything they do as an organization.

[ Greenwin ]

16 june 2013

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“It starts at the top and it filters down to every employee in every position,” said Jenny Affe, Director, Human Resources. “You don’t have to be in a management capacity to demonstrate leadership. We look to all our employees to lead themselves and their teams – to take every opportunity to shine and make a difference.”

Greenwin engrains the principles of mutual respect, positive energy, integrity and trust into its everyday practices, which apply to every coaching opportunity, conversation and touchpoint. The CEO has established a level at which she expects management and employees to present and represent themselves. Again, Kris sets the standard and her expectations permeate through every level of the organization. By establishing these principles as a foundation, Greenwin believes that it can resolve any issues and mediate any problems.

“Recently, I read a Businessweek article about the CEO of Quicken Loans sharing his cell number with the company’s 8,500 employees, so I texted Kris Boyce to see if she felt comfortable doing the same,” said Jessica Green, who is responsible for Greenwin’s corporate communications and branding. “The next day, Kris sent out an email to the entire company that invited team members to call her if they ever felt like it. That day, she emailed me saying that she’d just had a great chat with a building rep who ‘couldn’t believe she actually picked up’.”

Greenwin understands that it takes time to develop great leaders, and that success depends on having the right mentors and leaders contribute to their personal and professional growth and development. To ensure its future success, Greenwin surrounds leaders with fundamentally smart, hard-working, driven individuals, which in turn inspires their passion and dedication to nurture and give back.

Subject matter specialists lead each of Greenwin’s departments. The company cross-trains employees so that they can diversify and reach beyond their departments to help other teams. Greenwin’s goal is to design each department to facilitate succession planning and to grow future leaders, and its continued education mandate is to entice the next generation into the real estate profession.

Keeping employees engaged is an essential element of maintaining a satisfied and fulfilled workforce, which results in efficiencies and productivity across all channels of the business. Greenwin understands that an engaged employee is the desired benchmark, so the company offers its employees work that leverages their individual strengths and needs, which enables their success.

To achieve this standard, Greenwin works to provide intrinsic and extrinsic motivators that are connected to employee satisfaction. These motivators include competitive compensation and benefits packages, flexible work arrangements, work-life balance, learning and development opportunities, and career advancement.

“You don’t have to be in a management capacity to demonstrate leadership. We look to all of our employees to lead themselves and their teams – to take every opportunity to shine and make a difference.”

[ Greenwin ]

– Jenny Affe

18 june 2013

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20 june 2013

“In addition to these practices, what sets us apart and engages our employees is an established expectation of mutual respect and acknowledgement of everyone’s talents and contributions,” said Jenny. “What everyone does matters, how they do it matters more, and their ability to ultimately deliver and feel proud of their accomplishments matters most.”

Coaching and mentoring increase returns

Greenwin believes that coaching and performance management are critical to ensuring the success of its human resources. Management employs “just-in-time coaching” to train its managers, which addresses performance in the moment and aims to resolve issues or conflicts immediately. Although Greenwin has an established annual performance management process, the management team is trained to acknowledge, reward and redirect performance at every opportunity.

“Consistent, honest, real-time coaching and feedback are fundamental to every employee’s development,” said Jenny. “One cannot base an employee’s potential or overall performance on a 60 minute sit-down once a year. Open and honest communication is critical. The value is demonstrated through retention and engagement.”

Mentoring has been a part of Greenwin’s business methodology since its inception, as the founders have been passing on their knowledge and expertise to those who worked with them. Greenwin is revitalizing this concept by developing a mentorship program that will partner future stars with seasoned industry pros. The mentoring partnership will be based on coaching and support from a core group of trusted advisors who will lead employees through different stages in their careers.

While technology has transformed the way people do business, it is also transforming how employees learn, and how Greenwin is teaching them. Greenwin believes in balancing technological training options with “old-fashioned” person-to-person training that uses interaction, simulation and hands-on practice to push learning to a different level.

Greenwin plans to use on-site best practices sessions, leadership practices and “on the job” learning sessions to create modules for staff and management that target what they need to succeed in their current roles and

[ Greenwin ]

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22 june 2013

create a path for future growth. Management believes that it is vital to leverage employees’ strengths and unique skill sets, and will focus on what employees are passionate about doing. Greenwin understands that the value of training and development programs goes beyond financial returns, as it translates into increased competence, employee retention and employee engagement.

“Providing the tools to do the job does not always mean the best technology or the most expensive courses,” said Jenny. “At Greenwin, it means first ensuring that the core fundamentals are passed on by those who are not only experienced but, more importantly, have a passion for sharing information and want to set up their colleagues for success.”

Greenwin has found that new generations of employees are becoming easier to find due to social media and recruitment programs that drive marketing exposure. The company has differentiated itself by promoting its culture and initiatives through social media channels. Greenwin believes that today’s employees bring energy and out-of-the-box solutions that will help it to revolutionize the industry as it continues to pursue non-traditional methods of management and operations.

“The new generation is flexible, tech savvy, craves reward, recognition and advancement, and, most of all, wants to be involved,” said Jenny.

“We partner this new generation with industry experts and then watch the two-way learning that evolves from the partnerships we create.“

Tying growth to asset management

Paying strict attention to asset management is essential for deriving value for owners and investors, which is important in assuring growth. Since Greenwin owns a number of properties, it understands that asset management includes controlling expenses, maximizing revenue, collecting rents and creating value. These concepts are central to its corporate culture, policies and procedures.

“Asset management involves understanding the many building components within high-rise construction and applying end-of-useful-life cycles,” said Mark Kesseler, Director of Construction and Physical Operations. “This means assessing the buildings’ components prior to the end of their useful life and engaging in capital planning over five- and ten-year periods.”

Capital planning involves looking to a building’s future. A key factor is end of useful life, which enables management to determine when assets need to be upgraded, replaced or retired. Proper planning allows Greenwin to determine whether to phase in projects over a period of several years, with financing enabled

[ Greenwin ]

“Asset management involves understanding the many building components within high-rise construction and applying end-of-useful-life cycles. This means assessing the buildings’ components prior to the end of their useful life and engaging in capital planning over five- and ten-year periods.”

– Mark Kesseler

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24 june 2013

[ Greenwin ]

through proper allocation of cash flow, or to address issues immediately through other financing methods. Project starts can also be affected by structure integrity and/or resident safety.

Managing asset renewal projects involves understanding the deliverables within each project and then determining a well-defined scope of work. Establishing construction schedules with specific start and completion deadlines is essential. Communicating with stakeholders is also vital, which includes informing tenants who will be affected by the work.

Greenwin’s property managers are integral to its building maintenance program, as they ensure that issues are dealt with in their buildings. The company trains property managers to review and properly implement preventative maintenance programs, and will assist them with compiling scopes of work. Management works with property managers to guarantee that they understand their responsibilities, and knows that delegating responsibility through the chain of command contributes to getting projects completed on time.

Complying with legislation is a constant in the rental housing industry, and this will remain the case for the foreseeable future. Greenwin places great emphasis on ensuring that the appropriate personnel are educated on the application of laws and by-laws, as well as staying informed of (and applying) changes in federal, provincial and municipal legislation.

“My involvement with the education and energy committees of the Greater Toronto Apartment Association (GTAA) assists me with being up to date with municipal issues that affect the rental housing industry,” said Mark. “My affiliation with the Federation of Rental Housing Providers of Ontario (FRPO) and other associations also keeps me informed of provincial legislation changes.”

Marketing and branding drive results

“Greenwin’s unique and savvy branding and marketing team keeps us on the cutting edge of digital media communications,” said Kris. “The overall message is driven by our people. The satisfaction of our stakeholders is the fodder for most of our marketing to attract and retain future residents and clients.”

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26 june 2013

[ Greenwin ]

Rather than focusing on traditional forms of marketing, Greenwin is taking a new approach to attracting quality rental leads. The company uses inbound marketing, which is an integrated, multi-channel concept that engages current and prospective clients, employees and renters throughout their lifespan. The platform includes search engine optimization on the company website, social media platforms, electronic newsletters and social programming.

“Greenwin will continue to use print campaigns where warranted, but we will also actively seek out potential renters in places that they’re most likely to be, and then broadcast content that’s relevant rather than interruptive,” said Jessica. “We’re now attracting more people to our properties via social media than with traditional print ads.”

While rental costs have always been, and will continue to be, a driving factor that attracts (or repels) renters, Greenwin understands that many tenants will pay a premium for good locations (e.g., on the subway line, good Walk Score).

Female students and parents are also concerned about security, so they want to know that buildings have full-time, on-site staff and working camera systems. Renters also want updated suites, exercise rooms, and modern social rooms or common areas.

“We know that many current and potential renters are tech savvy and involved with social media, and this percentage will continue to

grow,” said Jessica. “We’re able to retain renters by being available 24/7. Social media enables renters to post issues online, which are visible to the world. By acknowledging and rectifying issues, we can turn these issues into opportunities to step up and shine.”

Greenwin’s goal is to attract customers, convert and close them, and then stay with them throughout their experience with the company. The first step to attracting and maintaining quality renters (as well as clients and employees) involves generating targeted content on a global yet integrated scale. Greenwin maintains a corporate website, but it was also among the first property management firms to use social media, including blogging, press releases, Facebook and Twitter.

The next step is to stay with the lead before, during and after they close by putting out information that appeals to a specific need, along with a call to action. At this point, Greenwin has the renter’s contact information, which enables company representatives to contact them, bring them in for a showing, sell them on the “Greenwin way” and close them.

“Once a lead is attracted and converted to a customer, we continue to engage them through social media contests, newsletters, satisfaction surveys, events and more,” said Jessica. “We truly want to make our people happy. When they’re having a good time, we post it for everyone to see.”

“We’re able to retain renters by being available 24/7. Social media enables renters to post issues online, which are visible to the world. By acknowledging and rectifying issues, we can turn these issues into opportunities to step up and shine.”

– Jessica Green

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28 june 2013

[ Greenwin ]

Greenwin’s social programming is a mandate at all properties. It encourages property managers to host regular events that involve enriching the social aspect of the rental experience or fundraising for those in need. Greenwin facilitates the process by creating a roster of events categorized by time of year and target audience, and provides the necessary items to host and publicize the event.

Regular events include seasonal BBQs, kids’ craft nights, movie dates and hockey screenings, and include small donations for local causes. Larger scale programming includes ESL, employment training and children’s drop-in centres that provide mentoring for at-risk youth, as well as training in sports and literacy. To help make events possible, Greenwin assembles a team of staff, residents, property owners, local city councillors and neighbouring businesses.

“We’re powerless without the buy-in of both the private and public sectors,” said Jessica. “These partnerships result in dynamic, fruitful

relationships, with the benefits being passed along to our renters that need it the most.”

Greenwin believes that its marketing difference succeeds because of its employees, who inspire the desired feelings in their prospects. However, its inbound marketing methodology works because upper management has bought into the concept. The CEO understands the value and ROI potential of digital marketing, and that content creation is central to making it work. Kris hosts Weekly Wellness Walks, employee lunches and office contests that provide the marketing team with regular subject matter to disseminate.

“Our success has taken years of hard work and long hours, and we still have a long way to go,” said Jessica. “But with the buy-in of our company’s leaders, there’s never a lack of material that’s relevant and helpful to put out there.” RHB

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iN tHE SPOtliGHt

On Stage with the

Harold Green Jewish Theatre

In the mood for a night at the theatre? Check out what’s coming

up at the Harold Green Jewish Theatre and let us know if you’re

interested in seeing a show.

For more information, visit http://www.hgjewishtheatre.com

President Kevin Green Participates in Maccabiah GamesWe are proud to announce that our President, Kevin Green, participated in the Maccabiah Games. The international event was held in Israel from July 17th to July 30th at various locations, including the Israel Tennis Centers in Ramat Hasharon and Jerusalem.

“I feel privileged to compete in these Maccabiah games – for the fourth time since 1985. The size of the Masters and Grand Masters tennis contingent for the 19th Maccabiah Games is the ultimate validation of the Israel Tennis Centers mission; that sports can change and shape children’s lives -- not just during childhood, but for the rest of one’s life.”

The Israel Tennis Centers has worked since 1976 to enhance the social, psychological and physical development of Israeli youth. The ITC is proud to host the Maccabiah Games, the world’s largest Jewish athletic competition, emphasizing the centrality of the State of Israel in the life of the Jewish people. Kevin was there representing Team Canada and did us all proud!

Keep checking our Facebook page for photo updates from his adventure.

We recently launched a brand new interactive conference facility for our tenants at 365 Bloor.

Check it out!

Adding Value365 Bloor's

New interactive conference facility

• 1,000sq.ft. of space to host up to 18 participants

• Kitchenette• World renowned Herman Miller furniture• 70” Sharp AQUOS smart board• PC onsite, which means no need to

bring a laptop• Video conferencing capabilities via

GoToMeeting, Skype or Lync• Wi- Fi and Rogers Cable• Local Printing to and from the

print room at the facility

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Here We Grow Again!

Kris’ Korner:

It is with great excitement we announce the appointment of Ed Swiderski as Executive Vice President, Acquisitions and Asset Management for Greenwin Inc.

Ed joins Greenwin Inc. with over 20 years of experience in the Real Estate Industry acquiring land from for one of Canada’s largest commercial developers and was directly involved in the development, planning and construction of over 60 major commercial developments across Canada, totaling over 15,000,000 square feet.

With Ed’s extensive experience in design and negotiations of new developments, along with redevelopments of existing portfolios, he will enhance the growth and future development of Greenwin Inc.

Please join us in welcoming Ed to the Greenwin Team!

Please join me in welcoming the following employees to our organization:

It’s the dog days of summer, but here at Greenwin we are just as busy as ever!

A few weeks ago, we launched the online resident portal by Property Vista Software at our 80 Wellesley location. This new portal allows residents to register an online account to make rent payments, submit maintenance requests and so much more. This is a really exciting and innovative development and we hope to roll it out to more Greenwin properties soon!

At 365 Bloor, we opened a new interactive conference facility with state-of-the-art features (including a 70” Sharp AQUOS smart board – so much fun to play with!). Head over to our Facebook page to see photos from the launch of this outstanding facility.

Greenwin staff took to the beach on July 6 to participate in the Heatwave Corporate Challenge Event for SickKids. Taking place at Ashbridges Bay in Toronto, this annual volleyball event helps to raise money for brave children fighting childhood cancer. I want to take this opportunity to thank all the participants and everyone on The Green Team and our Spirit Committee who help to organize events like these. Your generosity and dedication make me even prouder to work at Greenwin!

On July 2, we were thrilled to launch the first annual Greenwin Charity Golf Classic. Held at Angus Glen Golf Club, this event raised money for the Israel Tennis Centres and the Outreach & Revitalization Association. It was a roaring success, and we could not have done it without our wonderful sponsors and volunteers. Toronto sports legend Joe Carter was even in attendance! You can see tons of photos on the Greenwin Facebook page. A huge thank you to everyone involved!

Finally, many of our properties will be holding BBQ’s and other events this summer. Please send us your photos so we can include them on our Facebook page and spotlight our wonderful residents and property managers.

I hope you all enjoyed the August long weekend and continue to enjoy the remainder of your summer!

KrisUntil next month,

greenwin cares sickkids heatwave2013€¦ · july 2013 head office report greenwin cares sickkids...

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