The Australian Motel Owners' Journal by Adbourne Publishing

mo the australian

PP 324494/00039

Australiaâ&#x20AC;&#x2122;s First Motels

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Policies and Procedures

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Post-Refurb Care

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Infection Control

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Motel Ownersâ&#x20AC;&#x2122; Journal

Volume 10 No. 2

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contents

3 Publishers’ Message 5 9 0 1

5 How to kill a person with your 3 bare hands!

Message from the Minister for Tourism

AAA Tourism forms partnership with NZ “STAR Rated please, Not Self Rated!”

11 Australia’s First Motels

Motel Operating Policies and Procedures

2 2

Refurbishment Plan – Post Refurb Care

5 2 29 34

Managing your super to suit you

The History of Beds Mattress Terminology

Microfibre Innovations: Cloths and Mops

1 $42 billion spent travelling in Australia 4 4 4 How Green is my Chemical? 47 Profiles 50 What is Goodwill with Motel Buying? 51 It will never happen to me…

Crisis Management for Motels

3 5 58

Motels easy target for identity theives

Water: Nature’s Own Chemical-Free Cleaning Solution

Yield Management Strategies

Australian Standards covering safe operation of pools & spas

Customer Relationship Management in Your Motel

71 Alternative Dispute Resolution under

the Fair Work Act 2009 (Cth)

74 75

Green Buildings Product News

tel n Ho . vel In a r T stern n t We ester f Bes st W o e B y t : ver urtes t Co to co Fron , Vic). Pho on (Carlt

Advertising Sales Melbourne: Neil Muir Ph: (03) 9758 1433 Fax: (03) 9758 1432 Email: neil@adbourne.com Adelaide: Robert Spowart PO Box 213, Summertown, SA 5141 Ph: 0488 390 039 Email: robert@adbourne.com

Production: Claire Henry Tel: (03) 9758 1436 Email: production@adbourne.com Administration: Robyn Fantin Tel: (03) 9758 1431 Email: admin@adbourne.com Marketing: Tania Lamanna Tel: (03) 9500 0285 Email: tlamanna@bigpond.net.au

mo PO Box 735, Belgrave, VIC 3160

www.adbourne.com

DISCLAIMER Adbourne Publishing cannot ensure that the advertisers appearing in The Motel Owners Journal comply absolutely with the Trades Practices Act and other consumer legislation. The responsibility is therefore on the person, company or advertising agency submitting the advertisement(s) for publication. Adbourne Publishing reserves the right to refuse any advertisement without stating the reason. No responsibility is accepted for incorrect information contained in advertisements or editorial. The editor reserves the right to edit, abridge or otherwise alter articles for publication. All original material produced in this magazine remains the property of the publisher and cannot be reproduced without authority. The views of the contributors are not necessarily those of the publisher.

Publisher’s Message O “ There is a remarkable feature in this issue on Australia’s first motels penned by a well known historian in this field...

”

ur usually diverse range of topics in this issue takes in articles on insurance, microfibre, superannuation, and infection control – even a smaller motel needs to be on top of that, as all guests expect a high standard of cleanliness.

The big hotels and large motels are usually into looking at green issues, so why not the many smaller motels? We have several different features on this issue for you to digest, including one from the Green Building Council and a study of cleaning without chemicals by using electrically charged water. Then there are the usual Profile of Motel Owners from all over. There is a remarkable feature in this issue on Australia’s first motels penned by the well known historian in this field, Simon Reeves of Built Heritage, and how he went about preparing the submission for one Melbourne motel to be recently accepted by the National Trust. In Part 1 of a two-part series, Simon will surely surprise many readers with his remarkable knowledge of Australian motels, taking in several rare pictures from his outstanding collection of photographs of motels back in their first days. Part 2 will be in our next issue in the New Year.

Australia’s First Motels

> Story on page 11

Let me take this opportunity of thanking all of our contributors, especially the regulars like Amanda Beazley and Col Nation. Also, a sincere big thank you to our advertisers who service the motel industry. As this is our last issue before Christmas, on behalf of the staff at Adbourne Publishing and the directors, a very Merry Christmas and a Happy and Safe New Year. We trust that 2010 will bring you and your family everything you wish for, but above all, you and your family have a safe festive season if you are travelling. n

Season’s Greetings! mo |

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Message from the

Minister for Tourism I

t gives me great pleasure to write the foreword for the Australian Motel Owner’s Journal.

As Minister for Tourism, I recognise the valuable contribution tourism operators make to our economy, generating more than $40.6 billion in Gross Domestic Product and employing nearly half a million Australians. Tourism activity is a key contributor to our economic prosperity; particularly in regional areas. More specifically, I would like to acknowledge the significant contribution of Australia’s accommodation operators. The accommodation sector contributed $5 billion to tourism industry gross value in 2007/08 and more than 14 per cent of employment in the tourism industry was generated by the accommodation sector that year. 2009 has been challenging for the tourism industry globally, with financial conditions resulting in reduced discretionary expenditure and declining consumer confidence. I have been very pleased to see the Australian Government’s stimulus package benefit the tourism sector. The Government is investing heavily in national road projects allocating $28 billion over the next six years in both major and minor road projects around the country, which will make motels more accessible and driving holidays more attractive. These initiatives have created jobs for Australians and improved Australia’s infrastructure. The Government is also working to help Australia’s motel owners via the No Leave, No Life campaign, which encourages Australians to take their 123 million days of accrued leave and have a holiday in Australia. And we are developing a National Tourism Accreditation Framework, which will benefit quality businesses and better inform consumers so they can choose the product that’s right for them. Being in the motel industry, I’m sure you recognise the importance of providing quality experiences to tourists to encourage them to come back again and again. I encourage all motel owners to become involved in the National Tourism Accreditation Framework to help lift industry standards and provide consumers with assurances. I wish you all the best for the upcoming season and look forward to continuing our efforts to make Australia a great place to visit and a great place to run a tourism business.

Martin Ferguson AM MP Minister for Tourism

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AAA Tourism forms partnership with NZ By PETER BLACKWELL CEO, AAA Tourism

n exciting year lies ahead for the team at AAA Tourism and for our customers since the formation of the partnership with New Zealand. AAA Tourism, representing Australia’s Auto Clubs has merged with AA Tourism – the tourism division of the New Zealand Automobile Association – to form the partnership Club Tourism Publishing. Peter Blackwell takes the reign as the new CEO of the partnership and is excited about the future prospects. “This means that we can now share ideas and technologies across the Tasman and specifically target both of our largest sources of international visitors.” he commented. “It also means that we add 1.2 million NZ Auto Club members to Australia’s 6.5 million, totalling more than 7.7 million Auto Club members that we can truly market your STAR Rated property to.” The Kiwi division – AA Tourism – publish 47 different guides that are found in nearly every rental car and campervan, as well as information centres and tourism businesses. They also have one of the most visited tourism websites. This business platform combined with AAA Tourism’s commitment to build a consumer brand identity will create fresh promotional opportunities for STAR Rated member properties. Ten sales reps are now on the road offering members face-to-face communication, talking them through the numerous new advertising opportunities and ways to more effectively promote their business, knowing that every business is different with different needs.

STAR Rated Member opportunities have just gone through the roof! AAA Tourism will now offer a fully integrated print and online program in 2010. By increasing our publication suite from two guides to eleven, we will be able to target and inspire travellers to hit the road and explore. As well as our flagship publications – national Accommodation Guide and Tourist Park Guide – we will publish seven individual State guides, a Boutique Accommodation Guide and a New Zealand distributed guide. Distribution for these guides is key as we will be printing more guides than ever before – 1.3 million – distributed via more channels, including Visitor Information Centres, key tourist locations, industry advertisers as well as Auto Club outlets throughout the country. In most cases the guides will be free, so no doubt many travellers of the yearly 4.3 million domestic touring-by-car trips* will have one of our guides in their hands. Our other key focus will of course be online. The formation of this new partnership will allow AAA Tourism to position itself as a consumer identity – still very much in close relationship with the Auto Clubs – and we will develop aaatourism.com.au into a onestop-shop for travellers wishing to explore Australia. As well as providing Australia’s most comprehensive list of STAR Rated properties, we will be adding many exciting features and functionalities, destination editorial and in what is a major plus for our members, a commission-free accommodation booking system featuring ‘Hot Travel Deals’. Members will also be able to update and monitor their property listing information and traffic flow via our Client Administration

Panel and have the opportunity to advertise ‘Hot Deals’ to the public. “The introduction of a dedicated AAA Tourism consumer website and the opportunity to extend your presence into New Zealand, coupled with the exposure across each of the seven Auto Club websites will provide the tools to drive your business.” concluded Peter Blackwell. *Tourism Research Australia 2008 Motel STAR Rating Review update The Motel STAR Rating Scheme Review was set for an October implementation, but it has been delayed for two reasons: Our work on the review has revealed that we require more work to establish a new business strategy that can build and grow the value of STAR Ratings for all accommodation providers. This is an immediate priority and we hope to have this concluded before Christmas. Secondly, the Scheme Review has coincided with the recent joint venture partnership between AAA Tourism and NZAA Tourism. This is causing us to evaluate how to support STAR Ratings with a broader product offering. I believe that a lot of our customers will be disappointed with the delay but we believe that this immediate review will enable STAR Ratings to be stronger and more relevant for your business and consumers. n

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“STAR Rated please, Not Self Rated!”

elf rated properties are not highly valued by consumers whereas STAR Ratings are recognised as the most trusted symbol of accommodation quality. This was the conclusion gathered from recent consumer research commissioned by AAA Tourism. A survey was conducted across a broad spectrum of website users to gather information about consumer recognition and understanding of accommodation ratings.

Information gathered related to the recognition of rating symbols and how consumers perceive these in terms of credibility and usefulness. An independent research company, James Carino Business Research, was commissioned to conduct the research using Research Now to survey the respondents. Key outcomes drawn from the research include strong consumer recognition of AAA Tourism’s five pointed STARS, trust and confidence in STAR Ratings and low level confidence in self rated dots. Ninety five percent of respondents recognised the STARS and 87 percent consider STAR Ratings useful – the majority (75 percent) considering them very useful to extremely useful. Comments from respondents support the concept that the STARS are trusted with remarks such as; “It is extremely useful”, “I have always trusted the star system because of its criteria”, “I trust it and it compares hotels well”, “Love this… sets a standard as to what to expect when booking accommodation”. Recognition levels of dots rated considerably lower than STARS, although they were recognised by half of the participants (53 percent). Booking websites such as Wotif allow properties to ‘self rate’ themselves using dots, however the research confirmed that less than 30 percent of total respondents consider self rated dots to be of great use. The considerable amount of consumer confusion, mistrust and ambiguity held towards self ratings is exemplified by the following remarks; “As soon as self rated appears I move away”, “Means nothing if a property is self rated”, “Don’t know what it means – very suspicious”, “Has little value and not as trustworthy as independent rating”. These research findings combined with Colmar Brunton research and RACV online surveys confirm the value travellers place on the Australian STAR Rating Scheme. We now know that not only is the STAR Rating a part of the ‘unconscious’ consumer decision making process, but it is also bound by the notion of confidence and independence and is used by more than eight out of ten travellers when searching for accommodation. General Manager of STAR Ratings, Paul Baumgartner, said “This research confirms that the STARS continue to play an important role for our tourism industry by providing a trusted quality rating system for travellers and an influential marketing tool for properties.” AAA Tourism will continue to support and promote STAR Rated properties and the Scheme to raise consumer awareness, whilst forewarning travellers as to the ‘unknown’ nature of self ratings. Several cases have been brought to our attention of properties forgoing a STAR Rating for a self rating of higher value and this is very misleading to consumers. “We will be investigating such instances and be speaking with various key industry bodies and players. We need to ensure that above all else, the consumer is not being misled when choosing accommodation and that the benefits of choosing independently assessed STAR Rated properties is promoted throughout the travel industry and to the public.” concluded Mr Baumgartner. n For more information contact: Charles Deuchrass 03 8601 2276

Australia’s First Motels By SIMON REEVES

Built Heritage Pty Ltd

Victoria’s oldest motel – the Oakleigh Motel in Melbourne’s outer south-east – garnered much local publicity earlier this year, when became the unlikely subject of consideration for the state’s highest level of heritage protection – inclusion on the Victorian Heritage Register.

he motel, which opened in 1957, had been identified in a local heritage studies in 1991 and 1998 before being classified by the National Trust of Australia (Victoria) in 2001, and then granted local heritage protection by the Monash City Council. But when the property changed ownership in 2008, and its new owners proposed a huge redevelopment, the local authority suddenly opposed its own heritage listing. The National Trust, supported by the Oakleigh Historical Society and

others, promptly nominated the building to Heritage Victoria. When the City of Monash requested a right of reply, the Heritage Council scheduled a registrations hearing for March 2009. Engaged by the National Trust to defend the proposed listing, the present writer prepared a submission that delved deeply into the historical and architectural context of the Oakleigh Motel, and, in doing so, opened up a portal into the fascinating and largely unexplored history of motels in Australia. >

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< The term “motel” was used in Australia as early as May 1927, when the Canberra Times reported the recent opening of a chain of Californian roadside hotels that were “planned for the comfort and accommodation of touring motorists”. However, another decade passed before the first comparable facilities actually appeared in this country – invariably in the form of timber-framed fibro shacks located behind service stations. The West End Motel at Ballina (NSW), which has been cited as the first local example to use the word “motel” in its name, provided similarly rudimentary roadside accommodation in the form of four self-contained units with cooking and bathing facilities, but without private toilets. More reliably documented is the Penzance Motel at Eaglehawk Neck in Tasmania, which is often described as Australia’s first true motel. Reportedly opened in 1939, it was the brainchild of Donald C Richardson, a local farmer who had travelled to the USA and taken his inspiration from the original “motel” that opened at San Luis Obispo, California, back in 1925. The Penzance Motel, once described as “an American type motel with scattered units in chalets”, soon gained a reputation as a place of retreat, popular with authors, senior members of the judiciary (who would sequester themselves there to prepare their judgements), and business executives on leadership seminars. Another early local example was the Wilpena Pound Motel (aka Wilpena Chalet) in the Flinders Ranges (SA), which was opened by the State Government in 1945 and was again described in contemporary accounts as “chaletstyle accommodation”. There were virtually no comparable developments for another decade, save for a few that appeared, predictably enough, in the burgeoning post-war tourist mecca of Queensland’s Gold Coast. One of the first of these was the Tarzana Travelotel at Coolangatta (1949), followed by Bernie Elsey’s Skyrider Motel at Main Beach (1952). Although there was still nothing similar in New South Wales or Victoria, both of these states witnessed a burgeoning interest in the commercial potential of the modern American-style motel. In 1949, a young architectural student from Melbourne, Brian O’Connor, showed incredible foresight when he chose motels as the topic for his final year design thesis. The following year, a group of Sydney businessmen announced the formation of a new company, Hi-Way Motel Limited, which, as reported in the trade journal Building & Construction, proposed “to build motels on highways between capital cities, providing accommodation and garage service”.

Caravilla Motel de Ville, 461 Royal Parade, Parkville (1958)

Hi Ho Motel, Queensland Avenue, Broadbeach (1958)

In February 1954, the General Secretary of the Victorian Automotive Chamber of Commerce returned from a seven-month tour of the USA, full of enthusiasm for the modern motel. In an article published in the Clay Products Journal of Australia, he campaigned for local adoption, pointing out that “clearly, with its population fast approaching the 10,000,000 mark, and a certain amount of rapid growth by migration, Australia must sooner rather than later enter the motel business. No country seemed more suited to holidaying by motor car than Australia, with its far flung distances, wide open spaces and tourist attractions of multitudinous variety”. However, it was another company, Cosy Cabins Ltd, that was responsible for Australia’s first truly modern American-style motel, which opened at Bathurst in New South Wales in 1954. The following year, another was established at Orange (NSW) by the late Hugh McCarron, who went on to become a leading figure >

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< in the Australian hotel/motel industry. The year 1955 also saw the opening of Australia’s third modern motel and Queensland’s first – the Surfers Paradise Motel (later the El Dorado). Established by Greg Graham and Bill Reichelt, this was also the first motel in Australia to provide car-parking alongside each unit. In March 1955, the Clay Products Journal of Australia again reported the formation of the country’s first motel chain company, Accommodation Australia Ltd, noting that, “the belief, long fostered in the columns of this journal, that Australia is a land suited to the introduction of the motel system on a substantial scale, has at last found practical expression”. By the end of that year, the company had acquired sites for motel development at Toowoomba, Glen Innes, Armidale, Grafton, Canberra, Yass, Gundagai, Albury, Dimboola, Melbourne and Mount Gambier. The company’s advertisement for an architect came to the attention of Brian O’Connor in Melbourne, the same young architect who had completed his thesis on motels six years before. Despite his expertise, however, O’Connor was initially reluctant to become involved. Instead, the company assembled a “think tank” of interested architects from Victoria and New South Wales, which not only included O’Connor but also Sydney Smith, Leslie Perrott and Walter Bunning. Ultimately, a limited competition was held for the design of the company’s first motel – to be built in Canberra – and the first prize was duly awarded to O’Connor. Located on Northbourne Avenue, the new AA Motel, as it became known, was a brick building with 46 guest rooms arranged in discrete blocks around a courtyard, with a central roadhouse and a car service station. The new complex garnered considerable publicity in newspapers and architectural journals; when it opened in May 1956, the property columnist for the Melbourne’s Herald newspaper simply stated that “motels have hit New South Wales and will soon be expected in Victoria”.

From top: Kirriwina Motel, Gympie Terrace, Noosaville (c.1960) Skyrider Motel, Western Highway, Katoomba (c.1960) Grandville “The Lakes” Motel, Lake Terrace, Mount Gambier, SA

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By that time, however, there had already been a number of motel-related murmurings in Victoria. As early as January 1955, it had been reported that a motel was proposed to be erected on the Mornington Peninsula. Although nothing

evidently came of that project at that time, the viability of motels in and around Melbourne was given a boost by the accommodation crisis associated with the forthcoming Olympic Games. In August of that same year, a newly-formed motel company, South Pacific Motels, announced its intention to build no fewer that seven motels throughout the metropolitan area, all to be completed in time for the Olympic Games in November 1956. The first of these was to be erected in Canterbury Road, Ringwood, to a design by architects Bernard Evans & Associates. The project, however, did not proceed. Two months later, Accommodation Australia Ltd announced how they had acquired a site for a “motor hotel” on the corner of Queens Road and Arthur Street in South Melbourne. The building, “designed along American lines”, would provide 100 bedroom suites in a multi-storey tower. The firm’s managing director, F M Felton, helpfully pointed out to the press that a motor hotel was a high-rise vertical building, while a “motel was a lowrise horizontal development. Once again, however, the project was abandoned – although Queens Road did, eventually, go on to become a significant motel strip in Melbourne. Yet another local businessman who announced his intention to build a motel in time for the Olympic Games was one-time car salesman Cyril Lewis – the man behind the Oakleigh Motel. While he admittedly met with more success than the starry-eyed developers already mentioned, his project was nevertheless fraught with sufficient problems to delay its completion, ironically, until after the Olympic Games had finished. Cyril Lewis (1911-1978), who also went by the name of Wilfred Ford, boasted a chequered career with a recurring entrepreneurial thread. By the age of twenty, he already held a senior position with the Bellworth Hosiery Mills in Coburg North (Victoria), then trained himself as a fitter and toolmaker and worked in Victoria, Queensland and New South Wales. He later had brief stints as a salesman and an insurance agent before opening his own used car business in Northcote around 1947. Five years later, Lewis applied to the government for a grant to travel to the USA to study the manufacture of - of all things – plumbing supplies and sandpaper, evidently with a view to setting up local production. Although his application was rejected, Cyril Lewis finally made it to the USA a few years later, where he turned his entrepreneurial attention to the commercial potential of slick American-style motels. Returning to Australia, Lewis acquired a site on the Dandenong Road at Oakleigh that had been occupied by a well-known local hotel, the Mulgrave Arms Hotel, for more than a century. Of more interest to Lewis, however, was the fact that the property conspicuously marked the halfway point of the Olympic Games Marathon route, being located 10 miles from the MCG. While Cyril Lewis would later claim that he designed the Oakleigh Motel himself, research has proven that he actually assisted by a local design and drafting company known as TecDraft, which had recently been established by builder/designer/draftsman James Miller (1928-2005). Miller’s original drawings for the Oakleigh Motel, dated January 1956, depict a building that was clearly much influenced by the motels that Cyril Lewis had seen in the USA, with a butterfly roof, sloped glazing, angled struts and huge billboardlike signage bearing the hotel’s name in overscaled cursive lettering. It says something of Lewis’ forceful personality that earlier drawings

Australia’s First Motels (continued)

show signage with the name “Lewis’ Motel”, later amended in revised drawings to the more modest “Oakleigh Motel”. The Oakleigh Motel was opened belatedly in January 1957, with a special feature in that month’s issue of RoyalAuto magazine. The 43-room complex was praised for is “ultra-modern” facilities, including wall-to-wall carpet, inner spring mattresses, tiled bathrooms, in-room telephones, air-conditioning and public dining room offering “first class meals”. The new motel, it was proudly stated, “ranks in modernity with anything in the USA”. Notwithstanding the enormous publicity generated by his venture, Cyril Lewis appears to have loss interest in the prospect of establishing his own chain and, although he retained ownership of the Oakleigh Motel until his death in 1978, he never built another one. He had, however, certainly opened the floodgates for countless others. The motel boom in Australia had well and truly begun. n Look for Part 2 of this fascinating study of early motels by Simon Reeves in your next issue of MO. *All images from the collection of Simon Reeves.

Simon Reeves is the principal of Built Heritage Pty Ltd, a Melbourne-based heritage consultancy firm that specialises in twentieth century (and particularly post-Second World War) heritage places. He has spent several years researching the history of motels in Australia, with a view to the eventual publication of a book on the subject. Simon would be pleased to hear from anyone who has special knowledge of Australia’s early motel industry, or may possess any photographs, press clippings, magazines, brochures or other memorabilia relating to this. He can be contacted through his website at www.builtheritage.com.au Simon would also like to acknowledge the contributions of Brian O’Connor, Michele Summerton and Jon James in the assembling of background material for this article.

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Motel operating policies and procedures By ROBERT GARDE

Starfleet Business Solutions

Walking into different Motels as a normal “Guest” gets me to see one perspective as to what makes a Motel operate. Going into a Motel on business gives me another perspective. Sometimes these different views match and sometimes they don’t! When it’s all said and done, the Front Office staff in any given property should reflect the management’s policies and procedures properly. Usually that is the case but occasionally that doesn’t happen – sometimes with positive results and sometimes not!

he positive is when staff go out of their way to do something that could be called “over and above the call of duty”. The negative is when staff do the minimum (or less) than what should happen. Ultimately I would consider that management should ensure that staff have a good understanding of policies and procedures and as a follow up keep checking that their standards are met. In larger properties these are usually well documented but small to medium properties not necessarily so! Obviously in both areas there could be problems, but for different reasons. In larger properties the procedures documentation

could be incomplete or inaccurate and in smaller properties the management could be operating without documentation on “do as I say not as I do!” principles (or some variation of this). I happen to believe that a “Win Win” situation should always exist between Guests and Motel management. Now, before I go on I have to add a disclaimer – sometimes there is an exception and usually only in (highly) unusual circumstances. Guests can trash a room and also steal items and damage property. Moteliers can also attempt to rip off Guests. Having clear policies and procedures minimises these risks as does (obviously) having good staff relations. If the staff know these policies and

procedures then there is also less possibility of problems. Let’s have a look at some examples (may also be entertaining reading of course). I’m sure the reader could add some of their own, and the point I would make is – in what way do their policies or procedures need to be changed as a result?: 1. Guest tries to rip off a property. A Guest and his partner turned up late one evening at the reception of large Hotel / Motel and requested a room. Having won a not inconsiderable amount at the local pokies attached to the property somehow got them past the reception staff person. So the guests were promptly given a room with

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only the Guest’s name and one room night’s cash security to cover the accommodation. Next morning Housekeeping advised management that the room had been seriously trashed and the contents of the mini-bar stolen. What would you have done? The manager did the following. First, the local pokies were visited and it was established that because the payout was quite a large amount the person’s name and address was on file. The manager then went to the address given (fortunately a local address) and spoke to the Guest. It was arranged that the Guest would return all of the unopened liquor immediately and also pay an amount to cover the cost of the room being cleaned. Should that not happen the same day the Manager promised to advise the Police of the event and the obvious result thereof. The Guest later returned the unopened liquor and paid the costs involved – something that not always happens. The manager then sat down with the receptionist and discussed what had happened and what had gone wrong. As it happened there were several areas to be corrected. Firstly the staff person involved was new and had not yet had sufficient training from middle management to cover a somewhat inebriated Guest requesting a room – one who appeared to be a regular in the property. Secondly the staff person had not followed the laid down procedures for accepting a suspect Guest as a late night walk-in. 2. Motel manager tries to rip off a Guest. This was mentioned to me as I was seen to be in the industry. Two business contacts of mine work for a very well known and reputable Australian company and were on a regional visit. As usual, they had prebooked all their accommodation for this trip through the Travel Agent who handles their business. Mid afternoon, they reached this particular motel to check in and on going to reception found it to be locked. Knocking at the door repeatedly brought no response. And, no sign on the door saying “back in 10 minutes” or similar. So, the Motel was then called from their mobile phone and there was no answer. The Travel Agent who looked after the company’s business was then called and they also called the property but no-one answered either. So they went into town and had a coffee. About an hour later they returned to the motel

and the reception was still locked, and the phone still did not answer. Their Travel Agent was contacted again and they then went into town and booked into another property. At this point I was brought into the proceedings as my business contact called me and explained the situation and asked my advice. This property was a member of a national well known chain, 4 star rating and about 30 – 40 rooms in size. About a week later I get another call from my business contact and I was asked what I would do in the circumstances. Their credit card had been charged for the full amount of the stay so the motelier had then been contacted. He was adamant the property was staffed and as they had simply not turned up he had processed their card. Nothing my business contact could say would sway him – he was there all afternoon on the day and there was no discussing it any further! My contact then called their Travel Agent who confirmed what had happened, and volunteered to call the Motelier. No luck said the Motelier to the Travel Agent. So my contact went to the bank and signed a declaration that the payment was not valid, so the bank reversed it. Then the Motelier contacted the bank and attempted to validate the transaction. At this point my contact contacted the chain directly and went through what happened in detail. It’s thought the management for that chain contacted the Motelier as nothing more happened! What a debacle! One would wonder how long this manager would last! 3. Suspicious Guests turning up late at night. A manager of a property I knew quite well told me that they appeared to be on the “Drug run” between two major cities. What would happen is that a Guest would arrive late at night and call on the phone outside reception (which was closed by this stage). Always polite, they would book a room and always pay cash up front. The next day they were usually observed talking to a non motel Guest who always parked next to their car. And sometimes this would attract attention from normal motel Guests. Concerned, the Motelier contacted the local CIB and explained the situation. Most of the time, these people are actually on a “Drug run”. In a group with a small van or light truck done up to look like a rental, they would have a lead car checking the road ahead for any possible police

Motel operating policies and procedures (continued)

problems and radio back to the truck so they could change course. They would then have a meet and sell / buy drugs, usually Marijuana. Not wanting to be involved in this sort of activity, the Motelier solved their concerns by deciding to not answer calls from the night phone after 11:00PM at night! A small change in their procedures solved the problem completely! 4. Relief manager steals whilst Manager on holidays. Not long ago a manager I know quite well calls me and explains the following. He has been away on holidays for two weeks and has just returned. One of his housekeepers has just come to him and said that the relief managers had been cleaning some rooms themselves, and indicates on what days. This was important as what often happens is that an unscrupulous relief manager will take a Guest who pays cash and keep no record – pocketing the money. To hide any evidence of this, the relief manager may also clean those rooms themselves – giving the normal housekeeping staff some excuse for doing so. Further talks with me and a detailed investigation by the Motelier confirmed that this is in fact what had happened. It underlines just how important it is to have proper procedures in place to eliminate this sort of practice. This also underlines the fact that the manager also needs to have a good relationship with housekeeping staff or the subject may not have ever been raised! 5. Reception person tries for free accommodation. One motel I know quite well had a new staff member who after a while booked in a “friend”. And, after a while this friend became more or less a regular every few weeks. After some months, an alert Front Office Manager picked up on an occasion that this “friend” was around but not in the computer system. On this particular day bookings were quiet yet the occupancy percentage was down lower

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than thought. Some checking ensued, clouded by the fact that there was no clear policy on bookings for relatives or friends of staff. It was found that the “friend” was really the boyfriend of that staff member who had been getting him free accommodation every other week. Any good computer Property Management Software package should have an audit trail and this showed the errant receptionist putting a room out for maintenance every other week for her boyfriend (even though he was there usually every week or so). Problem solved with a staff change as well as a procedure change in this case! 6. Reception person goes for cash bonus. In a property that handles Backpackers there are a number of things to watch out for that are unlikely to come up in a motel. One of these is that backpackers staying at the property often like to work off their accommodation instead of paying for it. Nothing wrong with this in itself. But, add this to the fact that backpackers don’t often stay in one place very long can cause problems. And, of course the professional manager has procedures in place for this! In one property, a receptionist noticed that the manager never checked the computer system, so she thought she was on to a good thing. So about two to three times a week, whenever a backpacker came in to pay their weekly accommodation payment by cash she would take the money, extend the booking and instead of making the payment, reverse the accommodation charge. It should be noted that most

backpackers have a lower rate for a weekly stay thus encouraging guests to pay a weekly rate instead of a daily rate. This allowed her to pocket the cash. So, after a quite a while the manager noticed that the cash going to the bank was down a little yet the property was still as busy as usual. I guess he should have had a procedure in place to check for this sort of thing but he didn’t! As soon as he started checking the receptionist instantly resigned on the spot and left, never to be found again! I suspect she will find another place to do the same thing! The manager realised that his procedures that were in place to check for this sort of thing were sadly lacking! He never told me what they had lost (the computer system could have shown him exactly what was going on) so I guess he was relieved the owners hadn’t stepped in and hauled him over the coals. And I am sure his procedures are now much more thorough! 7. I want to keep the money. I was asked recently by a manager how I would “Hide” some cash business so it was never reported. This is quite a common (and illegal) procedure so I had to decline and say I couldn’t help. The bottom line is that this is unreported income and could end up in a tax audit. Not to mention that if the manager ever wants to sell the lease on the property he can’t show how much he hid in cash so the value of the lease is less. And, if other staff become aware of the practice they could be encouraged to do the same!

Motel operating policies and procedures (continued) 8. Free voucher anyone? Several motelliers have mentioned to me that vouchers they give out for things like breakfast (free – included in package) or drinks (first free drink at the bar – maximum $5.00) have been misused. In one case, a large number of redeemed vouchers left under the bar mysteriously disappeared and Guests from an adjoining motel started asking for their “free” drink. The vouchers should at least have been destroyed after being redeemed. In another case, Guests on a package breakfast started turning up in larger numbers than anticipated. Turned out an ex staff member took a handful when they left the job at that property, and then handed them out to anyone that wanted one! In neither case did the vouchers have unique reference numbers or expiry dates. Also, they were always on the same paper so it was not easy for staff to see they were out of date. In all of these cases having proper proceedures and / or clear policies would have mimimised the risk. There are many benefits to ensuring that a motel has these organisational requirements under control. For example, tools management can use include Property Management Software which can assist in the motel’s operation and organisation in this regard. Not to forget that the management would also have had a more profitable and stress free time! n

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Refurbishment Plan – Post Refurb Care By Amanda Beazley Managing Director and Designer, John Beazley & Co Pty Ltd Hotel/Motel Fitout Specialists www.johnbeazley.com.au

Congratulations…you have invested in your property and completed a full Refurbishment, whew! Now lets think about a plan for the future. Undergoing a full refurbishment unfortunately does not mean that it will last forever, however if you have selected wisely in commercial products then it should go the distance. In order to achieve this it is important to put in place a regular Maintenance and Refurbishment plan.

hen a Maintenance or Refurbishment plan is NOT adopted, eventually the general standard of the property lowers which in turn lowers your rack rate, occupancy and return guest. This of course then makes it harder to make money and will effect your yield, and the snow ball effect continues

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until eventually you no longer have the money, but more importantly the trade to invest in your property. If you keep the standard high and maintain as you go you will be rewarded from your Investment. So how long should you expect your products to last?, To give you a basic idea; count on about 3-5 years for soft furnishings such as bedding and upholstery, 6-7 years for beds, carpet and curtains and then you will need to do another full refurb in 10-12 years, including furniture. This does not mean that you have not replaced incidentals and done basic maintenance along the way, this is also essential.

Tips on how to get the most from your refurbishment! • Invest wisely initially using a reputable Commercial Fitout Company and use Commercial products • Put a plan in place for Maintenance and Refurbishment, set aside a budget, allocate money and commit to it.

• When choosing new products to add to your rooms in the future “Maintenance Programme”, use products of equal or better quality • Select fabrics and colours that will work with your design now and have longevity for the future. • Look after your products by fixing or replacing when damaged, care for them correctly and you will get the most out of them.

Keep the Quality, be Consistent and Cohesive! Unfortunately we see this time and time again; owners and managers replace a bedspread with a lesser quality that was originally fitted, without the consultation of a Designer and they are not Commercial, pieces of furniture are bought separately and randomly placed in rooms around the property, a light fitting breaks and is replaced with one that does not match at all with the others in the room, a sofa is ruined by a guest and it is replaced with a domestic product and so on and on....

Now can you imagine what the rooms end up looking like? They are basically a mismatch of different types of furniture pieces, not all being of commercial quality, which causes them to wear differently; a domestic product will wear or break a lot faster than a commercial product. The entire feel of the room will be affected by the use of different finishes and colours that may suit the person that chose them but will not necessarily work for an accommodation property, it’s market or location and will not likely work when put together. It is frustrating for us as professionals to see this type of “quick fix” as it will cause more damage than good to the property and make our job harder and more costly when Refurb time rolls around again. Also, when this happens the whole level of the property is affected, there is no cohesive design and no feel of “quality” products; this is when a lot of properties get in trouble and eagerly try to retain their star rating. Point by point, the ratings assessor will be marking down

a property due to these irregularities and inconsistencies. Properties then drop their ratings and tough calls need be made on the overall investment.

Love it when a plan comes together! To avoid these issues…introduce a regular Maintenance and Refurbishment Plan. Allocating funds during budget planning each year on what is coming up for replacement, look back on when you invested and refer back to the 3-5, 6-7 and 10-12 year replacement requirements. Also include what you believe is looking dated, tired or worn. It is important to remember that your rooms are only as good as the worst item in them. An effective Maintenance Plan will involve a regular check of products in the rooms by the Head Housekeeper, Manager or owner, if there is a hole, scratch or burn, something is missing or something is loose, fix or replace it straight away, always

buy COMMERCIAL products, these will last longer and will keep better. Buying a domestic product is false economy; if you have done this then you would know its true, cheap at the start but expensive to replace or fix time and time again.

Education is the key! Educating Housekeepers and staff on your Maintenance Plan is also important; every fit out or refurbishment company should include a Maintenance Manual as part of their service. It will assist you with keeping your rooms looking their best. It will include how to care for your products and in particular fabrics. Where to go to replace them and details on specific cleaning instructions. Many a Bedspread has been cleaned at a temperature that is too hot, melting a squashing the fill so you end up with 2mm thick spreads. This can be avoided if your housekeepers and laundry have clear instructions and are educated on the ‘how and when’ to clean. >

Post Refurb Care (continued) < Housekeepers should be encouraged and commended for reporting these inconsistencies as they are noticed, after all they are the ones that see the rooms on a daily basis.

Colour and products for the future of your rooms! Most importantly when choosing colour schemes or product for your Maintenance Programme, leave it to the professionals, advise should not cost you, and take advantage of their wealth of knowledge to ensure every cent you invest makes a difference. It is not as easy as it may seem to take an existing room and colour scheme and introduce a new product without it looking ‘out of place’. Take bedding for example (as it is usually the first item that needs replacing), a new bed cover should work with the existing colour palette used in carpet, curtains and also upholstery. If designed well initially then it should be achievable. The new item should look like it was considered as part of the overall theme, not like an after-thought. In fact it should not even be noticed by itself, it should work cohesively with the remainder of the design and colour scheme. Once again professional advice is helpful and even if you are only purchasing bedspreads this advice should be made available to you.

Industry professionals should also be in tune and keep up to date with AAAT Guidelines. With changes to the guidelines for certain categories taking place, the advise of professionals is even more crucial, especially considering the importance placed on décor and quality of items. Buying Commercial should not necessarily cost you more and you will ensure you will end up with the correct product in the right application. n

SUMMARY OF POINTERS • Plan ahead according to your refurbishment cycles • Put in place a procedure to check the state and quality of products and rooms • Leave the designing to the Designers • ALWAYS BUY COMMERCIAL QUALITY PRODUCTS • Educate all Housekeepers in the reporting and maintenance of rooms and products • Follow product care instructions • Get advice from Specialists in the industry • Check references and past work from “Specialists” in the industry

Managing your super to suit you This article was provided by Planning Partners Financial Planners and Superannuation Consultants (Australian Financial Services Licence No. 222835). Ph: 03 9830 0366 Level 1, 587 Canterbury Road Surrey Hills VIC 3127

15%. If you are self-employed and claim a tax deduction for your contributions, these will also be taxed at 15%. The investment earnings on money in your fund will be taxed at 15%. These taxes are much less than would be paid outside super where tax rates can be up to 46.5%.

www.planningpartners.com.au

Pension stage of Superannuation

Your superannuation can be converted into a pension account when you retire, or begin to draw regular income from your super fund (which is now allowable from age 55, even if you are still working). Government regulations require you to take a minimum amount of pension income each year and may set a maximum level as well – depending on the type of pension involved. In a pension account investments earnings are tax-free.

t would be easy to think that superannuation is a complicated, messy beast, however with simple explanations of how different aspects work, you soon realise that it’s not quite that bad. This article examines a few key features of the current superannuation system including; difference between the accumulation and pension stages, asset protection benefits for business owners and a comparison of two different types of superannuation vehicles. Accumulation stage of Superannuation Through most of your working life you will have been accumulating super. You or your employer will be paying taxdeductible superannuation contributions into your account. Add to that the non tax-deductible contributions made by you and your spouse and possibly the Government (through co-contributions). Your superannuation is in the ‘accumulation’ phase and it will be invested to grow and form your “nest egg” when you retire. In the accumulation phase, contributions made by your employer will be taxed at

You can have an accumulation account and a pension account at the same time. Once you start a pension you cannot add money to that account but you can start another accumulation account if you wish. You can have more than one pension account and you can ‘roll’ a pension account back into an accumulation account at any time. This flexibility – if used wisely - provides a real opportunity to substantially build wealth for your retirement. Asset Protection for Business Owners Running a business provides an opportunity to control your own destiny and be directly rewarded for your efforts. It also means accepting the risk that something may go wrong. One of your major customers could collapse leaving invoices unpaid or a dissatisfied customer may sue you. You may arrange ownership of your personal assets through trusts or in the name of other family members so you don’t lose everything if things go wrong.

In the past, superannuation was protected from the claims of creditors up to the pension reasonable benefits limit (RBL about $1.3 million in 2006-07). However, since RBLs were abolished from July 2007, a review of the Bankruptcy Act with regard to superannuation was required. The revised Bankruptcy Act sets no limit on the amount of money that can be held in superannuation and be protected from the claims of creditors. However the courts will be able to treat superannuation like other financial structures and recover assets where they have been invested or moved with the intent of defeating creditors. As far as superannuation is concerned the courts will examine the normal pattern of contributions you made to super. They will be able to reverse abnormal contributions made after 28 July 2006, for example, large contributions made when it becomes obvious your business is in financial trouble. The Simpler Super legislation encourages all Australians to invest regularly over their working life. For small business owners protecting your assets in superannuation is a powerful reason to make regular contributions. Self Managed Superannuation Vs Public Offer Funds Self Managed Superannuation Funds (SMSF) have become increasingly popular in

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ike the rest of the world, Australia is no longer immune to the world financial crisis and only recently The Australian Financial Review reported that tourism industry will expect to see in excess of 24,000 job losses. It is times like this that businesses must seek cost savings and consider alternative suppliers without sacrificing quality. Our own business has done the same and seeks out like-minded offshore manufacturers who are efficient and willing to reduce margins while maintaining high quality for the benefit of our customers. We currently have introduced our new brand in hotel bathroom amenities ‘Arome’, a product that translates to class and satisfaction from hotel guests. We are all stakeholders of this industry and must continually work as partners to sustain the tourism industry in this country for today, tomorrow and into the future. To find out more about our new hotel procurements and amenities range ‘Arome’ please email info@southpacificsupplies.com.au or call (03) 9017 2120.

Issue

SMSF

Public Offer Funds

Trusteeship

You are the trustee and must take responsibility for the running of the fund. You can be fined or jailed if you break the rules.

A professional trustee takes responsibility for the operation of the Fund. You can sue the trustees if they break the rules.

Investments assets

You can invest in whatever assets you wish within the constraints set by super legislation. This includes direct commercial property eg. Your business premises.

You choose from the range of investments offered by the trustee. Depending on the type of Fund, this may include both professional fund managers and direct shares, cash and term deposits.

Account balance

You need to have a significant amount in super to make it worthwhile.

There are usually no limits.

Costs

You may save on fees because you are “doing-it-yourself”.

There will be a set fee formula usually depending on the investment options you select. Funds with greater investment choice will generally have higher fees.

Record keeping

You are responsible for ensuring the fund records are kept accurately.

The trustee will appoint an administrator to maintain fund records.

Auditing, tax and annual returns

You are responsible for ensuring the fund is audited and annual returns are lodged.

The trustee is responsible for ensuring the fund is audited and annual returns are lodged.

recent years. With ever-increasing amounts in their super funds, more members are taking a greater interest in what’s happening to their money. The move to self-managing super has developed further since Super Choice was introduced in July 2005 when employees, who previously did not have the option available to them, decided to establish their own funds.

Industry or Retail Fund) is a better solution for others. The above compares some of the pros and cons.

There are several reasons for this change. Above all is the desire for members to have control over their own money and choice of specific investments. Where large account balances are concerned there may be some reduction in costs but this is not generally significant.

Generally it is considered that a SMSF should only be established with a minimum of $250,000 or when such a balance is expected in the short term. Most people who set up a SMSF have a significant fund balance, are organised, knowledgeable about investments and want to choose investment assets and save costs. In many instances, they may also wish to include their business premises as a core investment of the Fund. For others, public offer funds meets all their needs.

A SMSF suits some people whereas having their super in a public offer fund (eg.

One of the key roles of a financial adviser is to work out a suitable superannuation

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strategy for you based on the above factors and your personal views and objectives. The aim is to ensure that you have an appropriate strategy that not only best suits your situation, but also one that allows you to sleep soundly at night. n

Important Information: This information does not take into account the objectives, financial situation or needs of any person. Before making an investment decision, you should consider, with the assistance of a financial adviser, whether it is appropriate in light of your particular objectives, financial situation and needs. Planning Partners Pty Ltd. Australian Financial Services Licence No. 222835 ABN: 24 943 115 344

Visit www.adbourne.com and click on ‘The Motel Owners’ Journal’

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The History of Beds F

or many centuries and across many cultures, the bed and a good night’s sleep has been considered an important part of making a home.

Château de Compiègne, Napoleon 1’s bed Photo: Andreas Praefcke

For 10,000 years, man has sought the perfect bed. Here’s an interesting account as to how the bed as we know it today has evolved over time.

3500 BC – Neolithic Period Our Neolithic ancestors constructed primitive beds for sleeping on. These beds were raised off the ground to avoid drafts, dirt and pests. The first mattress most likely consisted of a pile of leaves, grass or possibly straw with animal skins over it.

3400 BC - Ancient Egypt In Ancient Egypt, beds were more than a just a place for sleeping. Beds were used as a place to eat meals and entertain socially. Beds found in ancient Egyptian tombswere considered an important part of the after life. King Tutankahmen slept in a bed made of ebony and gold while common people slept on palm bows heaped in the corner of their home.

200 BC - Ancient Rome The Romans were the first to enjoy luxury beds of those times. Often decorated with gold, silver or bronze, these beds featured mattresses stuffed with reeds, hay, wool or feathers. The Romans also discovered the waterbed. The sleeper would recline in a cradle of warm water until drowsy, then be lifted onto an adjacent cradle with a mattress, where they would be rocked to sleep.

15th Century - Renaissance

16th and 17th Centuries

During the Renaissance, mattresses were made of pea shacks or straw, sometimes feathers, stuffed into coarse ticks, then covered with sumptuous velvets, brocades and silks.

A typical bed of 1600 in its simplest form was a timber frame with rope or leather supports. The mattress was a ‘bag’ of soft filling, most commonly straw or down covered in plain, cheap fabric. These beds played host to an assortment of vermin.

Louis XIV was fond of lounging in his bed, often holding court in the royal bedroom. He reportedly owned 413 beds, most of which were ultra spacious and very ostentatious.

The expression “sleep tight” originates from the time when mattresses were placed on top of a latticework of ropes that required regular tightening. >

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The History of Beds 18th Century Natural mattress fillings, including coconut fibre, cotton, wool and horse hair replaced the straw or down fillings of previous centuries. These fillings were covered in quality linen or cotton. The mattresses also became tufted or buttoned to hold the fillings and cover together and the edges were stitched. Iron and steel replaced timber frames in the late 18th century. These provided a sleeping space that was less attractive to the vermin which was then found as an everyday component of even the most royal beds.

Mid 19th Century In 1865 the first coil spring construction for bedding was patented. In 1871, the German, Heinrich Westphal invents the innerspring mattress. He later died in poverty, never having profited from his invention. In 1895 a few water-beds, which resemble large hot water bottles, are sold via mail order by the British store, Harrods.

20th Century In 1900, the pocket coil mattress was invented by James Marshall. In 1906, the Sealy Mattress Company is formed after buying all patents and knowledge from a US inventor. By the 1930’s innerspring mattresses and upholstered bases swept the market to gain the dominant position they now enjoy worldwide. In the 1950’s the first foam rubber mattresses and pillows appeared on the market. The 1960’s saw the advent of the modern waterbed and adjustable beds become popular with consumers.

21st Century Consumers are spoilt for choice in today’s bedding and mattress industry. In addition to an almost unlimited range of innerspring mattress designs, new types of memory or visco-elastic foam and latex mattresses as well as airbeds, water-beds and high-tech adjustable beds have also entered the market. For most people, comfort is the single most crucial factor when buying a new mattress and today’s mattresses are built for just that – superior comfort. Luxurious cushioning materials create a plush and comfortable feel and pillowtop mattresses have become a popular innovation in the 21st Century. bedsonline launched Australia’s most innovative and informative business to satisfy the discerning needs of Australia’s bed buyers seeking the ultimate in value, comfort and support. n

Article courtesy of www.bedsonline.com.au

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Mattress Terminology Courtesy of BEDS ONLINE

www.bedsonline.com.au BASE: A base is designed to support a mattress and acts as a shock absorber prolonging mattress life. A mattress and base together comprise a sleep set or ensemble providing prolonged support and durability. BONNELL COIL: An innerspring mattress coil with an hourglass shape. COIL COUNT: The number of innerspring coils in a mattress. By way of example the standard for a double bed is 312. COIL SPRING: Spirals of wire in varying heights, sizes and gauges which form the supportive structure of an innerspring mattress.

INSULATOR: A tough fiber padding, wire or netting that separates innerspring mattress coils form the cushioning and protects against the coils damaging the top layers of the mattress.

COMFORT LEVEL: Comfort level is the degree of softness of the mattress surface and is delivered to the body by the upholstery layers on top of the mattress.

LATEX MATTRESS: Quality mattress made from natural latex which increases softness and relieves pressure points.

CONTINUOUS COIL: An innerspring mattress coil configuration where each row of coils is made from a single piece of wire. CUSHIONING: Wool, latex, visco elastic, polyurethane foam, cotton felt or other materials that lie above the insulator and below the ticking of an innerspring mattress. DENSITY: The weight per cubic area of foam. Density is independent of firmness but is considered an important indicator of foam quality. DURABILITY: The lifespan of a mattress with normal nightly use. A good base which properly supports the mattress will significantly impact on durability and extend the overall life of the sleep set. ENSEMBLE: The term used for a mattress and base combined. FIRMNESS RATIO: The measure of the tendency of a mattress to become firmer as greater weight is placed on it. FOAM: Polyurethane foam is used as padding material in innerspring mattresses and forms the edges of hybrid waterbeds. It can also be used as the major supportive material.

MEMORY FOAM MATTRESS: New technology foam mattress made form a synthetic material which reacts to body temperature and weight, conforming and molding the mattress to the shape of the body. PILLOW TOP MATTRESS: A top quilt treatment where a large pillow of soft materials is sewn over the entire surface of the mattress. POCKET COILS: Cylindrical innerspring mattress coils, enclosed in separate flexible fabric pockets. The pockets are attached to adjacent pockets. QUILTING: Patterns that are sewn into the mattress ticking. For surface softness, many manufacturers quilt the ticking to soft materials such as foam, wool and latex of varying thicknesses. SUPPORT: Support is the type of reinforcement underneath the body provided by the innerspring system and is delivered to the back through the innerspring’s ability to resist downward pressure, which is applied to it from body weight. TICKING: The outer fabric covering on a mattress. These fabrics are prints or woven damasks, cotton and fabric combinations.

FUTON: A flexible, usually cotton filled mattress which is often used as a dual purpose mattress and sitting surface.

UPHOLSTERY: The Upholstery Layer which include padding and fillings is what provides body comfort and cushioning.

INNERSPRING MATTRESS: Most popular type of mattress with a spring construction.

VISCO ELASTIC FOAM: See Memory Foam.

INNERSPRING UNIT: The coil / spring unit which forms the heart of an innerspring mattress.

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WIRE GAUGE: The thickness measure of the wire coils in the innerspring mattresses. A lower gauge number denotes a heavier and thicker wire. n

How to kill a person with your bare hands! By COL NATION

ou don’t have to do commando training, or spend years to gain a black belt in origami or something in order to be able to kill a person with your bare hands. It is in fact a lack of training that will equip you with this deadly skill. As Australia’s population ages, we have more and more people reaching a mature age. This means that the average age of guests is likely to increase. This then means that more and more people are likely to come into the category of “Vulnerable persons”. These are people with weakened immune systems. Vulnerable persons can also include pregnant ladies, young children and those who are already sick or recovering from treatments. As we age, our immune system becomes less effective. It means that simple bacterial infections that didn’t bother us in our prime, become very dangerous and can be life threatening if our immune system is no longer able to fight off these bacteria. So how do we kill someone with our bare hands? Simple, just be like the 50% of people who do not wash their hands after going to the bathroom. This is especially important for food handlers but also for cleaning staff in hospitality. Bacteria can be spread on dust and in fingerprints. When we touch a light switch, tap, flush button or door knob as we go to use a bathroom, we can pick up germs that others have left behind. We can then pass on these germs to others as we touch other things during the course of the day. It could be a lift button, telephone, computer keyboard, pencil or other object that we might even put in our mouths. Other people will do the same.

Without knowing it, we might just be spreading an infection that could kill a person with a weakened immune system. So you can see that it is very easy to kill a person with your bare hands. As our populations average age grows, we need to consider cleaning for health more and more. Our training for cleaning, kitchen and laundry staff needs to also reflect this trend. No more can we just remove the toothpaste marks from the bathroom mirror or polish the glass at the front entry and think we are doing a great job. We now have to start to think more about cleaning for health as well as for appearances. The Daniels Associates of Australia is a registered training organisation that I do some training with. Their primary target market is the health care sector. When training the cleaning staff in health care facilities, we emphasise the need for

infection control cleaning rather than just cleaning for appearances. This means cleaning all the things we touch, and not just the shiny surfaces we see. This means more than just the mirrors and flush buttons, it means other things that we touch in our daily live going about our daily activities. These can include things such as the TV and air conditioning remotes as well as light switches, door frames, door knobs, telephones and the like. This is important not just in guest rooms but especially staff bathrooms that food service staff may use. We also need to train our staff in personal hygiene. Correct hand hygiene is one of the most important infection control procedures we can learn. This might mean that some equipment changes need to be made. For example, single use paper towels dispensers and waste bins may need to be installed. I see these more and more in some hotels I have

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How to kill a person with your bare hands!

< stayed in recently, but the bins are usually found in the wrong places. Waste bins need to be at the bathroom door, not just under the paper towel dispensers. This is because we need them to open the door. We will use the facility and wash our hands. (There is a special procedure for that). We then dry them with paper towels. We use the first one to dry the fingers and then use it to turn off the tap. The second one is used to dry the palms and back of the hand and a third to dry the wrists. The third one is kept so that we can use it to open the doors. We then drop this towel in the bin that should

be placed near the door and we leave with clean and dry hands. Cleaning for hygiene also means that we have to look deeper into other cleaning tasks. A quick whiz around with an old backpack vacuum cleaner is not cleaning a carpet. Dusting with a feather duster will achieve nothing more than a re-distribution of the dust. The dust re-settles from both of these activities and we do it all again tomorrow. We need to be thinking about being dust removers not dust movers. Flu and gastro outbreaks amongst out staff can be a costly problem. Airborne dust provides the transport for airborne pathogens that are the cause of many illnesses. These illnesses are not just confined to the vulnerable persons. Building and personal hygiene needs to be addressed in all areas of a workplace. Cleaning for hygiene means removing the dirt that can be seen, as well as the dirt that cannot be seen. This is achieved by using some simple technology. Microfibre cloths that can be used damp or dry to pick up and hold dust, and an upright vacuum cleaner fitted with High Efficiency Particle Air (HEPA) filtration. Some smaller particles of dust can stay suspended in the air for hours. This fine dust is not filtered with normal vacuum cleaners. The fine dust that gets re-circulated each day can contain bacteria that get deposited on surfaces that everyone touches.

Suction-only vacuums tend to only pick up the surface litter from floors. We need upright vacuums that are fitted with agitator bars that lift the soil out of the carpet as well as the surface litter. We than need HEPA filters on the vacuums to trap this dust and remove it from the indoor environment. They provide other benefits as well. Removing the soil keeps the carpet cleaner longer. If we only remove the surface litter, then our expensive carpets get trashed out quicker. Restoration or replacement of carpet costs way more than an upright vacuum cleaner. Killing off customers is not conducive to creating long term relationships and repeat customers. Equipping staff with the right tools and the training in healthy cleaning practices can provide many benefits. Your establishment will not only look cleaner and smell better, it will be a healthier place to stay, live and work. n

Col Nation is a cleaning industry trainer with a long history of experience, especially in carpet technology and maintenance. The Daniels Associates conducts training in Hospitality with a focus on cleaning for health. Check out www.danielsassociates.com.au for more information on training options. www.woolsafe.com.au can provide a list of highly qualified carpet cleaners that can provide a range of services to both domestic and commercial carpet owners.

Microfibre Innovations: Cloths and Mops By ERIC GAUDET

icrofibre is a synthetic material that has been around for nearly a decade. Microfibre consists of an interlocking blend of two fibres: polyester and polyamide. Polyester is an effective scrubbing and cleaning fibre while polyamide is an absorbing, quick-drying fibre. Combining the two is what makes microfibre such a unique and effective material. The revolutionary technology and effectiveness of the microfibre lies in the construction of each strand. Each microscopic strand of microfibre has been split, creating millions of tiny hooks that attract, absorb, and remove all kinds of dirt, dust, and bacteria from surfaces. Unlike ordinary cotton and paper-wiping products or cotton mops that tend to push or smear dirt and grime, microfibre actually gets underneath the dirt and scrapes it from the surface, eliminating or greatly reducing any need for chemicals. You may notice that when you hold microfibre in your hand, it creates the sensation that your skin is dry. This sensation is caused by these incredible microscopic fibres trying to scoop up any dirt particles on your hand. Each strand of fibre is shaped like a wedge, trapping the dirt until it is washed. Since the dirt gets trapped in the fibres, the same microfibre can be used for a long period of time, cleaning larger surface areas before having to be laundered. Each square inch of microfibre contains approximately 90,000 fibres. The two most common blends of microfibre on the market are 80/20 (80 percent polyester, 20 percent polyamide) and 70/30 (70 percent polyester, 30 percent polyamide). Both work very well and there is not a major difference between the two. However, you may find that over time, you or your staff prefer one blend over the other, so it is wise to experiment and see what works best for you.

Cleaning with Microfibre Microfibre Cloths: Microfibre cloths have become one of the most preferred cleaning cloths in the cleaning and housekeeping industry as they can be used for almost any type of cleaning. Microfibre is popular because of its versatility and ability to clean without the use of chemicals. The benefit of using microfibre is that a slightly dampened cloth can easily clean and remove dirt, dust, and bacteria from surfaces. Microfibre cloths are lightweight compared to other cleaning towels and rags and are also less bulky, allowing them to fit into tighter spaces and corners. Microfibre cloths are machine washable and available in a

Microfibre cloths are lint-free and work extremely well on glass and mirrors When dampened properly, microfibre cloths will not cause streaks. variety of sizes and colours. Microfibre cloths can also be used to remove wax, grease, fingerprints, sticky residue, lubricants, soap scum, silicone, and moisture. Microfibre is safe on most surfaces and works excellent on electronics, wood, stone, stainless steel, walls, floors, tile, porcelain, countertops, etc. These cloths can also be used on carpets and upholstery as a spotting towel, lifting stains before they set in. Microfibre cloths are lint-free and also work extremely well on glass and mirrors. The technology of the microfibre allows you to effectively clean windows and mirrors without the use of window cleaner. Microfibre cloths only need to be lightly misted with water. When dampened properly, microfibre cloths will not cause streaks. Microfibre Mops: With the success and effectiveness of microfibre and improvements in the technology over the years, manufacturers have combined the cleaning abilities of mops with the effectiveness of microfibre to create the newest microfibre product line.

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As with microfibre cloths, microfibre mops effectively remove and trap dirt, dust, and bacteria from surfaces, requiring less water and chemicals than traditional mops. Microfibre mops are lighter than many traditional mops and are ergonomically better for you and your staff since they require less water and less labor for effective cleaning. Less water also equates to quicker drying times. Some microfibre mop pads will actually fit onto your existing mop hardware, so you will not have to replace it. The microfibre mop pads can also be easily and conveniently removed after cleaning and are machine washable, preventing any spread of bacteria and eliminating odors.

Microfibre Innovations: Cloths and Mops (continued)

Microfibre mops are available in a variety of styles, sizes, and colours. Not only are microfibre mops ideal for cleaning floor surfaces , but walls and ceilings as well. Some styles include microfibre looped wet mops, microfibre scrubbing wet mops, microfibre tube mops, and microfibre fringed dry mops. Microfibre looped wet mops provide easy gliding across smooth surfaces such as wood, tile, VCT, and marble, while microfibre scrubbing wet mops work well with slate, stone, and uneven tile. Microfibre tube mops are an ideal replacement for string mops, offering excellent absorbency and scrubbing power. Microfibre fringed dust mops pick up dirt and dust electrostatically rather than pushing it around, thus working better and lasting longer than traditional mops.

Green Cleaning with Microfibre For facilities interested in Green cleaning, microfibre cloths and mops should be considered. They require less water than traditional rags, cloths, and mops and require little or no chemicals to clean effectively. For those who have a Green initiative, using microfibre would be a significant step in reducing water waste and unnecessary use of chemicals. Microfibre also absorbs significantly more dirt, dust, and bacteria than an ordinary rag or mop, thus covering more surface area before needing to be laundered. Since microfibre lasts longer before requiring a cleaning, there are longer periods of time between washings, saving energy. Also, microfibre is lightweight, allowing more cloths and mop heads to be added to each wash cycle. Microfibre cloths and mops also have a much longer life span than ordinary cloths and mops, reducing turnover and waste.

Colour Coding with Microfibre Microfibre cloths and mops are available in a large array of colours and make a great addition to any colour-coding program. Setting up a colour-coding program is a quick, low-cost solution that will help solve some common problems that tend to arise in the cleaning and housekeeping industry. Benefits of colour coding include infection control, preventing cross contamination, identifying between departments, differentiating for specific tasks, helping to keep track of inventory, simplifying employee training, and helping to bridge any language barriers. One of the most important aspects of colour coding is the emphasis on infection control and preventing cross contamination. Recently, with everyone focusing on the HINl virus and people being more aware than ever of the ease at which infections and diseases are capable of spreading, it is crucial to make sure you are not a factor in contributing to the spread. By making sure you

have a solid colour-coding program in place, you and your staff will help prevent cross contamination by using a different colour microfibre when cleaning a bathroom than you will in letâ&#x20AC;&#x2122;s say, a common area. Microfibre is revolutionary and the beauty of it is that you can truly do all of your cleaning with it, no matter where you use it. Whether cleaning in the form of a cloth or mop, supporting a Green initiative, or setting up a colour-coding program, microfibre is an ideal solution. Customersâ&#x20AC;&#x2122; expectations are always growing, and with the latest microfibre cloths and mops, you will be sure to fulfill their expectations by providing them with a cleaner facility. n Eric Gaudet is the Marketing Specialist at ERC Wiping Products, Inc. Reprinted with kind permission from Executive Housekeeping Today.

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ADVERTORIAL

It’s a Clean World with Numatic as your partner.

leaning is an essential activity each and every day: week in, week out: 365 days of the year. Every home, commercial enterprise or industrial location cleans or is cleaned. We are all demanding better and higher standards and we cannot expect to achieve this without providing the operator or user with the ‘Right Equipment’ to fulfil their function properly. 40 years ago Numatic started to manufacture vacuum cleaners from a small shed in the South West corner of England today they are the largest cleaning equipment manufacturer in England and one of the largest manufacturers of vacuum cleaners in Europe. This did not happen by chance they brought innovation to what is today a huge product range, they are professional in everything they do and realise their customers expect quality and of course value for money. Vacuum cleaners form a large part of their turnover and include the ever popular’ Henry & Hetty’ machines used by many in the hospitality industry not only here in Australia but around the World. Of course, vacuum cleaners are not the only things required, floors need to be scrubbed or mopped

so a full range of electric or battery operated scrubbers are available along with different types of mopping systems. Beds also have to be changed and after many years of servicing hotel operations Numatic have a very good idea of what is required and their new range of Housekeeping trolleys and the various accessories available go a long way to solving everyone’s different applications whether the trolleys are used inside or out. Intervac Australia import and stock many of the products made by Numatic which are manufactured to meet all relevant Australian Standards and are available through our extensive dealer network. For more information on your nearest dealer please contact us on (08) 9258 1888 or email info@intervac.net.au n

$42 billion spent travelling in Australia By MAX AGNEW

Tourism Research Australia reports that there were 67.1 million overnight trips taken in Australia by our residents over 15 years of age during the year ending June 30, 2009.

his was seven percent lower than the number of overnight trips for the equivalent period the previous year when the economy worldwide was approaching one of the toughest periods on record. Australians spent 258 million nights away from home this past year, eight percent lower than the number recorded to the same period in 2008. Two-thirds of these visitors on the move travelled within their State of residence, with the other 34 percent going interstate.

New South Wales received the most visitor nights (34 percent), followed by Queensland (26 percent) and Victoria (24 percent). The most popular type of accommodation was the home of a friend or relative (37 percent) with motel/hotel venues attracting a healthy 27 percent. When translating this into expenditure, the total amount was $42 billion, down six percent on the previous 12 months.

with 32 percent, followed by Victoria $26 percent) and Queensland (22 percent). When breaking this down to expenditure, it amounted to $14.6 billion compared to $14.1 billion for the same period in 2008. International travel by Australians for the year ending March 2009 took in 5.2 overseas trips for 15 and over, just below the record set the previous year, with the average time abroad being 21 nights.

The use of private transport (cars) remained the most popular form of travel with 71 percent being by car, and 24 percent of travelling by air transport.

The most popular international destination was New Zealand with 16 percent, followed by the USA 16 percent and Canada 10 percent, and the United Kingdom eight percent.

Statistics collected for same-day trips taken in Australia by residents 15 and over came to 141.1 million, which was actually up three percent over the previous year. New South Wales again had the most

The most popular reason given for outbound travel was for a holiday at 53 percent, followed by visiting relatives or friends 24 percent and business 21 percent. n

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How ‘Green’ is my Chemical? By Brian Clark Janitech Australasia www.cleaningconsultant.com.au

Once upon a time when you pictured green, you pictured rolling grassland, not cleaning chemical. However with climate change and the green revolution, all that has changed and chemical manufacturers are striving for a new, greener image with environmentally friendly products. But just how green are they?

he first thing to understand is that environmental impact is a lot more than just the ingredients. It’s a holistic approach to sustainability centred around protecting people, protecting natural resources and protecting the environment. With this in mind, let’s look at 3 products that that are locally advertised as being ‘green’ and have a closer look at just how ‘green’ they are. The first is from the USA, the second manufactured in Sydney and the third from Brisbane. For the purpose of the study we will work on 1000 lt of chemical per month (12000 lt per year) being shipped from the place of manufacture to Melbourne and then 100 km to the customer. 1. Label / Marketing Claims. Many green chemicals purport to have ‘natural’ ingredients, but the same could be said of Sarin Gas. Other label claims include ‘Bio-degradable’, ‘Non Toxic’ and ‘meets all VOC requirements’. Unfortunately for consumers, there is no Australian Standard describing what is ‘green’ and without some sort of validating independent certification, label claims are meaningless. It should also be noted that the product may be ‘green’ but the manufacturing facility or their other products may be the planet’s worst nightmare. 2. Packaging & landfill: There is a lot to be said for innovation in packaging and it’s effect on the environment. The US Product is packed in 1 gallon 3.8 lt plastic jugs while the product from Sydney is packed in 5lt plastic containers. The Brisbane product, on the other hand, is a super-concentrate,

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and is packed in 640g collapsible plastic spout pouches and initial start-up kits incorporate re-usable dispensing and application system. In all cases the plastic containers are stamped with recycling marks. However, few facilities currently recycle plastic containers and the majority will go straight to land fill. As you can see from the chart, 1000 lt usage per month in conventional packaging can generate over 3500 bottles to landfill and considerable bulk. It should be noted that the amount of nonsustainable, oil-based plastics used in a standard chemical container is many times that of the Brisbane product’s plastic smart packs, which are a strong plastic bag with a screw-top spout. 3. Freight – 90 % of detergent intermediate is water. So in essence, we are freighting a lot of water around the globe. And water means weight and bulk, which when multiplied by the distance travelled from factory to consumer, has a massive effect on non-sustainable fuel burned and the resultant CO2 produced. The figures in the comparison table compare the CO2 produced by all three products using a web-based calculator. As you can see, the US green product, which travels the furthest, produces more than 2.3 tonnes of CO2 per year in transport alone compare to less than 5kg from the Brisbane product. 4. Handling – protecting people. The lighter the package, the less the strain when lifting and handling. If all are packed 4 per carton, the 3.8 lt US and 5lt Sydney product weigh

approx 16 kg and 20 kg. The Super concentrate from Brisbane weighs less than 640g, which would equate to less than 2.6kg for the equivalent of 20 litres of standard product. Storage requirements are also important aspects when handling chemical. In bulk shipments, 1000 litres of product per month would weigh just over 1 tonne including packaging and take up approximately 2 cubic metres of storage space. The equivalent quantity in Smart pouch super-concentrates weigh only 128 kg, while the storage space required (remembering how small cleaning cupboards are) is approximately 10 % of the bottled equivalents. 5. Approvals – In the absence of comprehensive government regulations or relevant Australian Standards, consumers are being bombarded

with green-wash marketing, often based on irrelevancies. However, there are a number of independent ‘notfor-profit’ green certifying agencies, including Green Seal™ in the USA and GECA™ (Good Environmental Choice Australia), who offer fee-forservice certification and, reportedly, have stringent standards. GECA, for instance, looks not only at the product, but also at the facility and the total operation and environmental impact of the manufacturer. A GECA approval can be a costly and time consuming process, but it’s certification mark offers consumers some protection from green-wash marketing. The Green product from the USA carried no approval marks, while both Australian products examined had GECA approval. 6. Efficacy – The final test of any

chemical is how well it cleans, its compatibility with surfaces or fibres and its free rinsing characteristics. No matter how ‘green’ your cleaning chemical is, poor cleaning properties can lead to excessive use of water for multiple applications, increased waste water to sewerage and degradation of the material being cleaned, leading to more frequent refurbishment. Choosing ‘green’ chemical based on label claims may make you feel good but the overall environmental impact may not be any different, or even worse, than the local product you are using now. However, the impact is considerably lessened by innovation in packaging and formulation that minimises the weight, volume and packaging factors. If you really want to make an impact look for innovation, look for independent and buy products that are close to source. n

Fig 1: Companies like Brisbane based Earth Renewable [www.earth-renewable. com] demonstrate real Innovation in manufacturing, formulation, packaging, dispensing systems are essential elements in reducing the environmental impact of cleaning chemicals.

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away from one’s normal activities is just what the doctor ordered for a stay at the Hepburn Springs Motor Inn.

mo Profiles Putting a spring into your life Then they were invited to have a look at a motel at Hepburn Springs, a 90-minute drive to the north-west of Melbourne, close to the old gold-mining town of Daylesford.

It was not surprising they took an immediate liking to the Hepburn Springs Motor Inn, not just because it was in the middle of Australia’s largest concentration of mineral springs, but the district was part of a heavily timbered landscape, having on this score much in common with Olinda.

They had long lived in the Dandenong Ranges to the east of Melbourne at Olinda, virtually overlooking down over the sprawling metropolis of Australia’s second largest city.

For the record, Swiss and Italian migrants attracted to the district gold rush of the 1850’s were amazed when coming across so much natural springs. They were quick to make the most of this, along with obtaining seeds of many kinds of flowers to plant and make this area so inviting to those who sought the pleasures of health-giving minerals from the local spring water.

To the Grahams, and the son and daughter they had brought up, the family had never really viewed the heavily timbered area there as a dangerous place for fires, not if you knew what you were doing.

To highlight the development of this special area, the Hepburn Bathhouse and Spa was established in 1895. Years later it was upgraded to allow visitors to indulge in hydrotherapy, massage and beauty therapy.

Actually, John’s father was a long-time captain of the local County Fire Authority, having devoted 31 years of voluntary service to this grand cause.

Hepburn Springs Motor Inn has 18 rooms in five different styles, all providing what you would expect if seeking a place for relaxation and peace, in an area now known far and wide for its excellent fine dining with outstanding restaurants, cafes and hotels.

t was several years ago that Jill Graham and her builder husband John first showed an interest in becoming involved in motel ownership, but for months they marked time, needing someone or something to give them that little push needed to take the plunge.

When the couple took their first tentative steps at looking over motels that were on the market, these country towns were nothing like Olinda, up in the Dandenongs. This is one reason for them hesitating on pushing ahead with their entry into motel ownership.

Among the many services Jill and John Graham provide to their guests is in-house massage and facials. You can also select a room that includes queen-sized luxury beds, so a romantic weekend or a week

Don’t for a moment think the area is just for those keen to do nothing, as there is plenty to see when enjoying the local bush setting, the bird life, and visiting the famous Hepburn Springs Spa Resort and gardens. Among the suggestions from the Daylesford Information Centre is to take the ‘historic village walk’; then there is looking over the Old Macaroni Factory (built in 1859), Villa Parma (1864) and those restored Victorian, or Edwardian and Art Deco guesthouses and shops. There is an excellent golf course right there which is also shared by kangaroos. You can also visit Cricket Willow, ‘home of the cricket bat’ with its memorabilia. For many years the differing health-giving minerals came out via old-fashioned pumps and pipes in the local reserve. Progress stepped in recently and upgraded all this in what the locals viewed as a commercial decision. Jill Graham says that while most visitors are very complimentary after visiting the natural mineral spring waters, one does hear from time to time comments from some returning there how it was fine back in those days when in a more natural state. Other places to take in locally include Sailors Falls, Mount Franklin, The Blowhole and the Hepburn Pool. You can still very much see the natural mineral springs bubbling beneath the surface as it flows through the region. Both Jill and John Graham have no regrets about plunging into owning a motel, only how they should have tried this earlier. Jill explains how they were only in their first year at Hepburn Springs when all the profits of doom talked down the economy and for a time business did fall away. But the corner has been passed, and things are now very much on the up. Because of the good nearby restaurants, the Hepburn Springs Motor Inn does have a restaurant that only opens for group bookings, coach tours, weddings etc. There are three on the staff, with Jill and John taking their turns in reception. Having been a builder in his former life, John’s experience does come in handy when the motel needs the services of a maintenance man. It’s a happy existence at Hepburn Springs living and looking after guests at the local motor inn there. n

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mo Profiles Surfers without the high price tag

perating a motel at Surfer’s Paradise conjures up thoughts of costly tariffs, but when New Zealanders Janis and Vlado Thomas purchased the Ocean Blue Motel at Mermaid Beach 15 years ago, they were able to proceed without having to initiate high tariffs. They introduced self catering for breakfasts with a communal kitchen, or the option of breakfast packs. This enabled them to keep costs down and operate with highly competitive room rates for their property on the Gold Coast Highway, at the corner of Heron Avenue. While the Thomas’s live nearby and are always available if extra hands are needed, the business is now managed by their daughter-in-law Christin Thomas. Along with her husband Scott and their two young children, they live-in at the motel. Late last year the Ocean Blue Motel underwent a complete refurbishment in keeping up with the changing times. It operates with only 14 rooms, but each includes all the modern cons guests expect these days, including 19” LCD televisions. It is only a 200-metre walk to a fully patrolled beach -- is also close to the Pacific Fair Shopping Centre and Jupiter’s Casino, and a 20-minute drive to the now famous Theme Park that operates Movie World and Sea World. Surfer’s Paradise is a major part of the famous Gold Coast, more than 50 miles of sun-drenched sand and beaches. The area has much to offer tourists apart from its magnificent beaches, including whale watching, nearby rainforests, and many restaurants that will show why the area is known for being the ‘seafood capital of Australia’.

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The Thomas family came from Auckland where Vlado was in the building industry. It was the thought of Queensland’s warm weather more than anything else that led to them pulling up stakes and moving to Australia where they invested in the motel business in the Sunshine State. In a region where there is tremendous competition for tourists and travellers, they must have been doing something right as they are well satisfied with their constant occupancy ratio, rarely falling below 75 percent. The clientele is a constant mix of corporate travellers, tourists and romantic getaways. Some of the corporate people have been returning to stay with them now for some years, a clear indication of being able to provide good clean rooms and friendly service at the right price. Christin points out how there are even a few guests from as far south as Melbourne who stay with them at the same time most years, going north for their holidays. “We have found there can be a significant saving with breakfasts by providing a communal kitchen for guests, or giving them the chance to have a breakfast pack in their room.” The family is extremely proud of their motel having been awarded a Green Star by AAA Tourism. Their facilities include a swimming pool, and good access for the disabled. There are no concerns whenever maintenance at the motel is needed. Not only was Vlado once in the building industry, their son Scott who is married to Christin has followed his father into this trade at Surfers Paradise. n

From law enforcement to motel owner in modern-day Griffith a lot more than grapes and citrus. But not for one moment did it lower Peter Hassell’s opinion of it being a great place to live and raise a family. “There are many areas around that have had their share of troubles over the years, with the Griffith of today having a lot going for it for those who live and work in the district.”

t’s not often one comes across a motel owner whose background takes in years of naval service followed by a lengthy spell of law enforcement. But such is the case for Peter Hassell, who these days operates the Griffith Motor Inn with his sister Linda Greblo. Peter is no newcomer to motel ownership. A decade ago he took over his first motel at Tamworth then later another at Forbes. It was when purchasing the 40-room venture at Griffith three years ago that he invited his sister to join him in operating a larger and busier motel with a fine restaurant in the heart of the Riverina, 570kl south-west of Sydney. When a young man he enjoyed his 24 years served in the navy. But it’s not easy to draw him out on his years in law enforcement, though one can get the picture when you learn how this part of his active life had been in Canberra, home of Australia’s Federal Police. Two highly rated national television series on crime this past year or so highlighted the earlier activities of infamous characters from this area that would have revived notoriety of certain characters at Griffith for growing

For the record, Griffith was established only as far back as 1916 when it was decided to irrigate the dry lands of what became known as the Riverina. In time it turned this region into a great agricultural area where today more than $1 billion annually is produced for the national economy. Griffith itself was developed and designed in its early days by Walter Burley Griffin, also the architect of Australia’s capital city Canberra.

gardens. Peter Hassell is also proud of the popular seafood dishes their chef serves for motel guests. When Peter and his sister Linda took over the motor three years ago, it was doing great business. Then came all the talk and prediction of Australia slipping into a global recession. With the Government and many a political writer talking up how everyone had to tighten their belts because of this looming recession, the motel business did strike tough times for awhile. It was here that the tough character of Peter Hassell came to the surface when he believed it was the right time to make a strong statement. He and his sister then set about the refurbishment of the Griffith Motor Inn to have it ready for when the nation came out of those troubled times.

When the first wave of Italian migrants came to Australia in the late 1950’s, many of these settled in the Griffith district, as did hundreds of others down around Mildura. The population of both these vast vine growing districts are today strongly influenced by Italian backgrounds.

With Australia not falling into a recession as deeply as so many other western countries did in this period, this 40-room motel at Griffith was well placed to boost its occupancy rates when the motel industry came back on track, which thankfully it seems to have done in the past couple of months.

Griffith these days is surrounded by low hills, many citrus orchards and vineyards as far as the eye can see. It is the heart of the Murrumbidgee irrigation area with the region responsible for more than 60 percent of the grapes grown in New South Wales.

There are many motels throughout the Riverina, taking in smaller towns such as Balranald, Deniliquin, Hay, Leeton, and Narrandera to mention only a few. The Griffith Motor Inn compares most favourably with the very best the region has to offer.

Like Mildura, Griffith is also now widely known for their good food and their wine. There are some wonderful restaurants in the area, and of the dozen or so wineries in the Riverina, most of these are to be found around Griffith.

It provides all the latest that guests expect these days, including a choice of executive suites, family rooms, a fine swimming pool and free Austar TV in all rooms.

The restaurant at the Griffith Motor Inn provides excellent Australian cuisine in a contemporary setting overlooking colourful

There seems to be a great deal to do and see when visiting the Riverina, especially when staying at Griffith. When doing so, remember the Griffith Motor Inn, 96 Banna Avenue, and your hosts Peter and Linda. n

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What is Goodwill with Motel Buying? By MAX AGNEW

Goodwill is an accounting term originally used to reflect how in some ongoing business deal that extra intrinsic value is involved beyond the assets, with goodwill providing a plausible explanation of why the business was selling for more than the value of its assets.

hen it comes to a motel being involved, not everyone fully understands the situation, as it can be claimed that when the one selling leaves the business, the goodwill also goes with him or her. There are basically two types of goodwill, personal and site goodwill. Personal goodwill is the one that has no value, as it is true when the owner/ manager leaves, they take this goodwill with them. Goodwill is an intangible asset, as unlike a car, boat, computer or such which are tangible items, goodwill is an asset you can neither touch nor feel. Items such as patents, stocks, shares and licenses are intangible assets. When a motel is transferred to a new owner, there is usually set out in the apportionment of the sale price an amount for goodwill, along with an amount for stock, land, goods and chattels. The amount of goodwill is generally agreed to between the buyer and the seller. Goodwill can at times be referred to as a ‘capitalised’ rate. A motel and land, for instance, has a capitalisation rate around 12 percent, where the motel and land are leased. Buying a motel business returns about 33 percent on the investment for the average long term lease. If we calculate the amount of profit needed to provide a fair return on business inputs (land, labour, capital and organisation), then the balance left is the ‘super profit’. The capitalisation rate for the goodwill can then be easily calculated.

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In practice, we refer to a standard means of calculating a capital value of a freehold or leasehold business which does include an allowance for goodwill. This standard practice is calculated from the adjusted net profit and is there to simplify matters and to provide a common yardstick from which to compare other properties and businesses. Another way of looking at goodwill is to consider the cost of getting a business established. A new business has to be marketed. Advertising can be expensive, and discounting may be needed initially, with reduced trading activity probably normal until the motel is operating at capacity and thus generating normal profit levels. It can at times take years for a business to start operating at a normal capacity. In the interim, the owner might have to accept reduced profit levels. Not only will that motel cost the amount of the assets required to operate, but there will be the added cost of reduced profits for the short term. These costs would not be a problem when purchasing an established business. The customer base is already there and only requires maintenance marketing to retain customers. As there is a saving, buyers are prepared to pay extra for an established motel. So, unless a motel is operating at a loss, goodwill will most likely make up part of the sale price, though there are exceptions. Generally, the higher the level of profit from a given asset, the higher the amount paid for goodwill. n

It will never happen to me…

Crisis Management for Motels By Anthony Difiore Business Development Manager, Insurance House Group of companies

• Inadequate values of the property • Underestimating recovery times • Not insuring the time it will take to win back lost bookings • Not allowing enough for unforeseen expenses Insufficient Cash Flow

n today’s tough environment, Motel owners are focused on the demanding day-to-day role of operating a successful business. However, most are not prepared for a disruption such as a fire, flood, breakdown of machinery such as heating, cooling and refrigeration systems, vandalism or other crisis, which has the potential to place the future of the Motel in jeopardy. Studies shows that the major risks confronting a Motel when a loss occurs are: Underinsurance Insurance is sometimes seen as a ‘necessary evil’ or a grudge purchase, and that a catastrophe loss such as a fire will never happen to me. Unfortunately, when the worst occurs, a business can find themselves woefully underinsured, placing the very survival of the Motel at risk. A Motel can be underinsured in many ways:

A crisis can create resource gaps such as the loss of accommodation, breakdown of key machinery, loss of key personnel and a lack of adequate management time. To overcome the gaps created, the Motel requires short term cash in the form of progress insurance payments, use of existing reserves, or additional equity or borrowings. If insurance claims are prepared and presented correctly, then faster progress payments can be achieved, meaning less reliance on your own existing reserves or the need for additional borrowings.

What can you do? Three things will greatly increase the chance of your Motel recovering from a crisis. 1. The creation of a Business Recovery Plan 2. Work with your insurance broker to tailor your insurance program 3. Getting expert help on your side when a disaster has occurred A Recovery Plan A Business Recovery Plan is not only good business practice but, in the case of a

crisis, it will assist in focusing your mind on the future rather than the past, and turning the initial stress into positive action. By planning for a crisis before it happens, it ensures that the Motel’s long term plans are not jeopardised by short term, ‘seat of the pants’ decisions made in a crisis. A Business Recovery Plan will determine the expected recovery time and the additional operating costs that the Motel is likely to incur during the recovery process. This information allows the business to match their insurance program to their needs. The Right Insurance for YOU The most important cover for any Motel is property insurance, which insures the building, contents, furniture, refrigeration, ventilation systems, customer’s goods and removal of debris. Your insurance should include reinstatement conditions. In layman’s terms, this means ‘new for old’. The policy should provide additional cover for the extra costs associated with rebuilding after a fire. This will protect the Motel from the substantial additional costs incurred to bring the property up to the standards required by current building regulations, local government, environmental protection agencies, WorkCover, fire brigade, and other government regulations. There is much more to protecting the investment of a Motel than simply insuring the physical assets. The owners expect an income stream that will cover the financing costs, the costs of operating the business,

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Vol 10 No. 2 |

Crisis Management for Motels (contâ&#x20AC;&#x2122;d) and an acceptable level of net profit. The net profit and ongoing expenses, including payroll, management and other staff bonuses, as well as financing costs, are all insurable Gross Profit. Gross Profit can be separately insured under Interruption Insurance and vital for business continuity. Interruption Insurance addresses two possible causes of a reduction in Gross Profit. The first is a reduction in turnover. In other words, a drop in bookings will naturally lead to a loss of Gross Profit. The second cause can be from increased operating costs incurred by the Motel, being over and above the norm. Not having this form of cover can often lead to a much greater monetary loss than

the physical property loss. In fact, a loss of Gross Profit may occur without the loss of any property. For example, the loss of the services of a public utility such as electricity, gas or water supplies or transport access, may not cause any damage to your property but could result in a significant loss of Gross Profit through the inability to secure, or the cancellation of bookings. Engage an Expert Motel owners and managers generally work long hours and have a range of duties to complete. When a crisis hits, their duties increase enormously. They now have to add project managing the demolition; removal of debris; rebuild; evaluating and ordering replacement of contents, machinery, equipment and furniture. They also need to ensure that all the expenses associated with the crisis are captured, in order to prepare their formal insurance claim and manage the claim process. The additional roles of project managing the recovery process and

the management of the insurance claim can be full time jobs in themselves. Research highlights two important lessons for the Motel owner and manager. The first is that no matter how talented or hardworking, it is unlikely the existing management team will be able to manage their existing role and these two additional roles well. At least one vital part of the recovery process will fall down unless the business gets help. The second lesson is that despite the marketing hype, insurance is not easy and it requires an experienced expert to advise on all the nuances of the cover. The expert has to be skilled in both material damage, interruption insurance, loss management, reducing the impact on the business and speeding up business recovery. Hopefully, you will never need to manage a serious crisis in your business. However, if you are not prepared, everything you have worked so hard for could literally go up in smoke. n

Motels easy target for identity theives Australian motels and businesses are placing their customers and staff at risk of identity fraud through the sloppy handling of sensitive personal information, Crime Stoppers Australia has warned.

onsumers are regularly asked to provide identifying information, handing over a wealth of personal detail such as addresses, dates of birth, bank account and credit-card details. But inadequate storage and disposal of this information leaves them exposed to identity fraud. Peter Price, chairman of Crime Stoppers Australia, urged businesses to treat customer records as carefully as they would cash and PIN numbers. “We know of instances where organised criminals are paying accomplices’ money for every document they find from rummaging through the bins on business premises. The goal is to find personal financial details for use in identity theft, which is Australia’s fastest growing crime.” Half a million Australians have been the victim of identity fraud at an estimated cost of $1 billion, according to groundbreaking research released by the Australian Bureau of Statistics. Nearly a quarter of those had had their identities stolen. Information such as names, addresses, bank account numbers or employee payment details can be used by thieves to recreate documents and steal identities. “Detailed biographical information on customers and employees taken from invoices, statements, pay slips and old

personnel documents commonly found in business rubbish can be worth their weight in gold to identity thieves.” “Too often we hear in the media of yet another business that has carelessly discarded highly sensitive customer and employee information.” In some cases, sensitive materials are disposed of in recycling bins meaning thieves don’t even get their hands dirty to steal people’s identity.

the collection, use, storage and ultimate disposal of personal information. “It states that an organisation must take reasonable steps to destroy or permanently de-identify personal information if it is no longer needed. Shredding is not only the easiest and most cost-effective way for business to comply with the law in this area, it’s the only way to ensure that someone’s identity doesn’t fall into the wrong hands.” n

“It is crucial that all businesses educate their staff about the safe disposal of sensitive information,” he says. “The National Privacy Act specifically regulates how the private sector handles

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Vol 10 No. 2 |

ADVERTORIAL

Quality at affordable prices is key to success N

iche Hotel Products was formed by a very wellknown Motel/Hotelier having had 30 years of experience in the accommodation business, bringing home the need for a company that could provide the quality products required for refurbishment. It was this experience that made Niche well aware that if it was possible to create a business that could provide these products at affordable prices without losing on quality, hotel/motels would respond positively. How right they were. Vanessa Hateley, today the National Sales and Marketing Director of Niche, explained how this success did not happen overnight, but that the business has developed to such a stage that many of their prices are about half what competitors charge. “And we have been able to achieve this without having to cut back on quality,” she said.

“We now offer a vast range of products suitable for motels/hotels, apartments, restaurants, and can design and build to any specification or colour. We can cater for a refit or refurb for one room, or 101 rooms!” Niche supplies solid timber products for all case goods, such as bed heads, bedside tables, luggage racks and robes etc. “All products are made in modular form and are fully assembled prior to shipping. Nothing is flat packed. “Niche offer the additional design touches such as valances, bed throws, cushions, bedside and desk lamps, and a range of quality artwork (oil on canvas paintings) stretched on timber or framed. “Niche also has a wide range of sofas, tub chairs, banquet and restaurant chairs, bar and foot stools in either quality leather or one of their designer fabrics. Their range of tables for restaurants, bars or banqueting is very extensive.”

Vanessa also pointed out how they carry crockery in high quality porcelain commercial design along with stainless steel cutlery designed for commercial use. Niche also has a full range of service trolleys, for housekeeping, minibar, laundry, restaurant or the moving of luggage – all at very affordable prices. “One of our newer additions is a range of stainless steel electronic proximity locks. These are at a price we believe cannot be beaten.” Bathroom fitouts are also catered for, with a range of porcelain tiles, vanities, basins and taps. Among the many services offered by Niche is the unpacking of the container once the client takes delivery, and their assistance with the installation of furniture etc. Niche has completed many fit-outs and installed products for refurbishment projects. Such examples can be seen with the Best Western Wheelers Hill International, and Adelaide’s Best Western Ensenada. Both jobs were highly successful and profitable for these clients. The Niche showrooms are in Carrum Downs, Melbourne, where they have displays of their quality furnishings with mock motel rooms that enables clients to evaluate how newly refurbished rooms will look. n

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Vol 10 No. 2 |

ADVERTORIAL

Mould or Air Quality problems? Then read onâ&#x20AC;Ś There are numerous things that can affect the perception of motel businesses, but one simple and often overlooked item is the quality of air in guest rooms, especially when air-conditioners are unable to address the issue effectively.

nd when a room has not been occupied and is closed for a couple of days, anything from dampness to mould, mildew and high humidity and moisture levels can lead to unhealthy indoor climate likely to trigger asthma attacks etc. Now, a Danish invention that costs NOTHING to run is providing excellent results in ensuring clean and healthy air, while at the same time reducing energy bills associated with carbon emissions. Solar ventilation is likely to be the answer to any of the above concerns. The name of this incredible product is SolarVenti, and it really does eliminate dampness and humidity while removing stale air and odours caused by a lack of adequate ventilation.The fresh air from SolarVenti also helps remove toxins escaping from the building materials, carpets etc. in new buildings. No matter how well your modern air-conditioner seems to be working, it can still leave behind a bad indoor climate that can cause health risks. Moisture on the inside of double glazing in winter months is a clear sign of an unhealthy indoor climate. This product also helps reverse air-conditioners and other heating to operate more effectively. The temperature in the roof and the room is the main reason for clients running air conditioners. By reducing heat in the roof space (including flat roofs) you can effectively keep room temperatures constant thus reducing operating costs. After installation, SolarVenti heat extraction units have no running costs. Roof spaces in midsummer can reach temperatures well above the 70 degree mark and even with well insulated ceilings - room temperatures rise. A simple solar powered heat extraction fan combined with air vents strategically placed under the eaves â&#x20AC;&#x201C; will often reduce the temperature in the roof space to only a few degrees above the outside ambient temperature. Lowering the roof temperature has significant benefits on the buildings performance and reduces the cost to cool your dwellingâ&#x20AC;&#x2122;s interior.

Solar heat extraction may be another way to save money, whilst improving comfort of your guests.

While motels to introduce SolarVenti are now lavish in their praise for the results it is achieving, it also works extremely well in homes, caravans, basements, boats, containers and the like. It operates for no cost at all because it is run by sunlight.

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Arne Hachmann introduced SolarVenti to Australia in 2005 after learning from his father back in Denmark how great this product was proving fresh air into their holiday house. “If it works this well in Denmark,” his father said: “Just think what it can do in a place like Australia with so much more sunlight.” To that stage, Arne had been a business consultant. Soon after seeing the amazing results of this product at first hand, he was quick to tie up Australia for him to be the exclusive dealer of this product, quickly changing his company name to Global Eco & Environmental Solutions with ‘SolarVenti’as the main product. Hachmann is convinced there is no other sustainable product in Australia that incorporates all the extras that combine in each SolarVenti to achieve the remarkable results it can, pointing out how homes where there are anyone prone to asthma very quickly will find this to be very effective in getting rid of dust mites and allergens

due to the fresh and dry air introduced wheneven the sun shines. One only has to see the huge incoming mail of unsolicited testimonials to appreciate the widespread relief this product is bringing to people right across the community. And remember, SolarVenti cuts back your greenhouse gas emissions while it goes to work maintaining your healthy in-home comfort at no operating costs to you, while reducing the cost of heating at the same time. n For more information go to http://www. solarventi.com.au/ or call 1300 655 118 Order your free info kit including the 6 minute testimonial DVD via email: solarventi@ges.com.au

Water: Nature’s Own Chemical-Free Cleaning Solution By Todd Schaeffer

What we didn’t always understand was the toxic effects many of these chemicals were having on our bodies and the environment. But times are changing. Recent advances in technology now allow us to activate water’s natural cleaning ability to transform it into a powerful cleaner ñ without adding chemicals. This water activation process can replace many of today’s chemical cleaners, improving our health and our planet’s wellbeing.

Water – it is what we have used to clean for thousands of years. It is the safest liquid we know and, in fact, we are mostly made of it. Without water, there would be no life on Earth. Water is very familiar to us in our everyday life, but how much do we really know about it?

ater has very high surface tension, what chemists refer to as “sticky.” This means water sticks together and forms droplets rather than spreading out in a thin film. Great for some things, but not so great for cleaning. Throughout history, we have found that adding cleaning chemicals to water reduces its surface tension and improves its cleaning ability. Chemicals combine with water to help it spread more evenly over a surface to come in contact with more dirt, and actually attract dirt and oil, which helps clean with less work.

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Vol 10 No. 2 |

Toxic Chemicals in Our Water Using cleaning chemicals means that we are often in contact with substances that are toxic to humans, animals, and the environment. And, those chemicals don’t go away. When a surface is cleaned, some chemical deposit is generally left behind, exposing people to con tinued toxic residue. Evidence to support eliminating cleaning chemicals is mounting. Several studies link cleaning chemicals and chemical residue. with health and safety risks. A study reported in the Journal of Respiratory and Critical Care Medicine demonstrates an increased risk of asthma in adults who are frequently exposed to spray cleaning chemicals. Our environment suffers too. Although adding toxic chemicals to water does help remove dirt, it appears that it isn’t the best long-term solution to keeping things clean for our health and safety. Recently, there has been much discussion and many articles pointing to attitudinal shifts related to cleaning products. Increasingly, consumers have concerns about exposure to toxins and want to know

more about the effects of the chemicals used around them every day to clean. People are concerned about the impact chemicals have on the health and safety of not only the user, but others exposed to the cleaners as well. And, people are looking for new ways to clean that aren’t harmful to themselves or their environment.

Electrically Activated Water Now, there is hope for a better effective daily cleaner- water. Recent findings show that activating, or adding a slight charge of electricity, to tap water makes it clean better than water in its natural state. And, toxic chemicals can be completely removed from the process. When electricity is applied to water, it behaves differently. In fact, this activated water performs much like water mixed with cleaning chemicals. But, the process doesn’t require toxic chemicals to be effective. Professional cleaners are calling activated water “the miracle liquid.” But it’s not new. The idea of applying electricity to water to make it behave differently has been known for years. The science of activated water begins with a process called electrolysis. Classic electrolysis involves placing two electrodes into water, connecting one electrode to the positive end of a power source and the other electrode to the negative end, like the (+) and (-) of a typical 9 volt battery. Applying a small amount of electricity to water in a way similar to classic electrolysis actually breaks down the water’s molecules.

This process reduces water’s natural surface tension and creates positively and negatively charged water ions. In some applications, it even adds microscopic oxygen gas bubbles that also carry an electrical charge. When applied to a surface in this new form, water can spread to contact dirt, mimicking the way it does when mixed with chemicals. The charged ions in the water attach to the dirt and help lift it from the surface. Studies show that electrically activated water cleans as well as, or better than, traditional general-purpose cleaning chemicals. And the electrically activated water is completely safe. It returns to its natural state in about 45 seconds. Electrically activated water is being applied in the cleaning industry in several ways. Some companies offer wallmounted systems, a leader in commercial cleaning equipment has incorporated the technology into onboard automatic floor scrubbers, and a recent development

incorporates a version of this technology into a convenient hand-held spray device for on-demand portable cleaning. Uses for electrically activated water are expanding. Already, many professionals use electrically activated water technology to clean in hospitals, schools, universities, hotels, and restaurants. These professionals are turning to the technology as a versatile general-purpose cleaner for many surfaces, including glass, stainless steel, wood, stone, marble, plastic, and carpet. Activated water has been proven to attack soils, stains, grease, grime, soap scum, mold, mildew, and bacteria. And, in some forms, activated water has even been proven to sanitize. Trends in health and wellness and interest in reducing toxic chemical use, combined with solid scientific support for this technology indicate a rapid shift toward employing activated water as a cleaning solution. It’s easy to see why professionals in the cleaning industry might view electrically

activated water as a miracle liquid. For people who regularly touch and breathe in typical cleaning chemicals, electrically activated water is a welcome replacement. Activated water is an accepted cleaning tool. It works as well as general-purpose cleaning chemicals and contains no toxic chemicals, making it safer and healthier for the people who clean, the people who live and work in the spaces being cleaned, and the environment. In fact, it’s the safest way to clean. Activated water as a cleaning tool is the only way to clean without a chemicalrelated health warning being required. The combination of health benefits, environmental impact, and cost savings make the use of electrically activated water systems a true game-changer for the future of the cleaning industry. And that should make everyone breathe a lot easier. n Todd Schaeffer is General Manager for Activeion Cleaning Solutions. Enquiries: Activeion Australia: Les Miles 0417 77 66 90, Allan Napier 0488 22 84 84. More information, visit www.activeion.com.au

Take control of all your pool & spa heating requirements Energy Saving and reductions in Greenhouse Emissions are a key focus for today’s Motel Owners and Managers. • Dontek offer the most diverse range of Heat Pump, Solar and Gas controllers available in Australia. • Dontek manufactures smart control systems to reduce heating costs for all types of applications and specialise in multiple heat sources. • Designed and manufactured in Australia.

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ADVERTORIAL

Technology to the Rescue: The $70 per week alternative By STEPHEN TUSAK M.Sc., Dip. Comm. Eng. Technical Director, Check Inn Systems

he biggest challenge facing motel owners today is the rising cost of hospitality staff. With government legislation forcing up wages costs that are already high, with minimum hourly rates as well as weekend and holiday loadings, making a profit often means that managers simply can’t afford to hire relievers. The average motel manager of modest size motels is a prisoner tied to the reception desk at a sacrifice to personal freedom, family life and eventually health. Stress, boredom and confinement mean that there is a very high turnover of managers with most entrants to this profession needing a significant break after burning out in two to three years. This statistic is easily checked with motel brokers and organisations like the HMAA. Modern technology provides some relief with the new availability of a low price and affordable Kiosk solution to take over sales and manage late arrivals during those late hours of 10pm to 2 am when most managers put out the “NO VACANCY” sign rather than get up and totally ruin their workday due to overtiredness. The Kiosk solution also provides a break so mangers can go out as a family during quiet times like Sunday afternoons without losing any business. So – does it really work? Read these typical reactions from ordinary motel managers. “Best Western Centretown Goulburn have used the Check Inn Systems Kiosk for 5

years during this period we have taken a countless number of after hours booking. The Kiosk is also wonderful for prebooked rooms allowing Guests to arrive without disturbing the management. Guests find the touch screen and voice prompts easy to follow and operate. In short we find the Check Inn Systems Kiosk a valuable tool in the daily operation of our busy Motel.” Wayne Rabjohns, Proprietor “We installed a self check-inn kiosk into our motel about 12 months ago and we could not be happier. The machine has allowed our growing family to move of site into a house. This has been great for us and the business. The motel now has 15 rooms instead of 14 and the machine picks up extra bookings at night. In fact the machine paid for itself in 4 months, now it’s all profit.”

Our insurance company loves the concept, with no keys left under mats; there is less chance of rooms being burglarised. The Check Inn Kiosk can also save lives. Recently we had a client stay that had driven all night and had been unsuccessful along the way in waking some-one to get a room. He arrived here at 3.00 am and thanks to the Check Inn Kiosk he was able to get a room. The client thought that the Check Inn Kiosk had probably saved his life. We find that it was money well spent and we don’t have to pay after hours penalty rates!”

Darren Keenan, Noosa Sun Motel

Cheryl and John Whalan, Pinnaroo Motel

“We have been moteliers for 8 years and for the last three we have been able to have a life thanks to our Check Inn Kiosk. No more getting up in the early hours of the morning to check customers in, or leaving keys under the mat. We can go out for dinner.

“It is a great technology, replaces one full time staff member.”

Normally getting a full night’s sleep is almost impossible, but since the installation of the Check Inn Kiosk our lives have changed and we wake refreshed, no longer the grumpier motelier.

White Waratah Retreat Can you imagine banks running without computers? The only way we as Australians can stay competitive and profitable in business live a high quality lifestyle is by using the latest technology to stay ahead. n

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Vol 10 No. 2 |

Yield Management Strategies By GARY BERMAN

At 55% and $140.00 there are 9125 rooms sold, achieving total revenue of $1,405,250.00. The second scenario would give you $18,250.00 less revenue per year, but would also give you less wear and tear on room etc. and should also save electricity, cleaning costs etc.

Whether you are managing a 5 room motel or a 500 room international resort the basic principles are the same.

segment will provide. These rates are set as percentages off the so called Rack rate, which has now become a rate used to set the discounts. (if anyone has paid the rack rate at a property over the last year pls let me know as they are a rare species..)

In an ideal world, there would be one rate per room type, all guests would be happy to pay this and all hotels, motels etc would be running at occupancies over 90% getting excellent average rates and everything would be rosy, providing of course the cost control measures did not affect the service standards.

ou are in the business to maximise your return on your investment in your property or in other words make a good profit for your business. This can is done in three ways, firstly by maximising occupancy, secondly by maximising your room rate and thirdly keeping a strict control on costs. Maximising occupancy and rates, often called yield management can be a very difficult are to get right but it can also be made far more complicated than it should be. Rates are set by the property, sometimes up to two years in advance for some of the larger distributors or agents. This is where it starts getting complicated as each market segment is more or less given a different rate based on projected room nights each

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BUT, this is not the case. The eternal industry dilemma has always been is it better to have, say 65% occupancy at an average rate of $120.00 or would it be better to have occupancies of, say 55% at an average rate of $140.00. Based on a 50 room property, the above figures stack up as follows: At 65% and $120.00, there are 11862 rooms sold, achieving total revenue of $1,423,500.00.

The first scenario would give you more revenue, but your costs would also have increased in terms of cleaning, electricity etc., however more people would have seen and stayed in your property with the potential to return and money saved on the rate would normally be spent on other areas of your property eg. Restaurants, bars, mini-bar etc,. The value of your investment would increase, as occupancy is a strong measure of success and once you had the occupancy stabilised, happy guests etc., there would be strong potential to increase the rates slightly, thereby increasing revenue even more. Now we get to the area of rate flexibility. The number of times I have seen a customer at a reception desk or making enquiries over the phone and asking what the rate is, to be told a rate, at which point guest leaves the desk or phone call is terminated. I have been in a situation where I have been outside a particular 5 star property and called to see if they had a room. They had rooms to sell, so I asked what the rate would be, to be told it was $380.00 for the night. This was slightly above my budget so I asked if they could do any better and was told that this was the best rate for the night. I knew the property was only 50% full that night and it came back one of my most frustrating areas where a property would rather have half the hotel empty at $380.00,

rather than discounting at all, especially as the request was for that night and the rooms would not be sold. The age-old mantra that “a vacant room is revenue lost forever” should be stapled on every front desk and on all the phones as it is one of the truest statements in this industry. Once the night has passed you can never sell that room again. So would it not be better to get a controlled discount for the room? Would it not be better in the example above to get and extra $300.00 or more for that night? Is the inflexibility costing the industry millions of dollars a year? Most properties would have an idea of occupancy for the next month or so, would know that you might be full Monday to Friday for the month, or might have a conference in town in the next week etc., which means you would know whether you would have vacant rooms over this period. Showing some rate flexibility with this knowledge can increase your occupancy,

revenue and most importantly your bottom line.

This equates to additional revenue of $87,600.00 per annum.

Once the guest has made the effort to either walk into your property or make the call looking for accommodation, half your work is done and the guest should not be lost.

You would need no extra staff to sell those rooms, would have no marketing or advertising costs to sell those rooms so basically the main cost would be for cleaning which I am sure the rate of $120.00 would more than cover with most of this extra revenue going straight to the bottom line.

By all means start at your best rate when quoting, but if it looks like the sale might be lost, mention a special that might be on for that period, mention a standby rate that might be available for the night and at the end of the day go so far as to enquire what the guests particular budget might be. If this is a ridiculous amount send them on their way but if not and cover costs etc, take the booking and welcome a new guests to your property. Finally consider this final example: Once again there is a 50 room property with an average rate of $140.00. Assume you sell an extra 2 rooms per night at a discounted rate of $120.00.

Finally, if you are good enough to be running at 90% occupancy and as some properties have said to me, “we are full so no need to offer flexible rates or discounts”. Once again, let’s look at a 50 room property with 90% occupancy which equates to 16 425 rooms sold. This leaves 1825 rooms empty for the year. (at $120.00 average rate, potential revenue loss of $219,000.00). n

ADVERTORIAL

Nitel - Your complete after-hours answering and transferring service

or the past decade Nitel has been a very successful after hours service for a wide range of Australian and overseas clients. Over the past twelve months Nitel has gone through significant innovative changes by merging with a major telecommunications entity The Communications Company. This company employs fulltime IT professionals, programmers and field technical staff that specialise in hospitality PABX systems. This now ensures that all services offered are provisioned and maintained in-house without the need to involve any other third parties to do this. In addition all hardware and software technical developments are created within this group and as a result there is no reliance on any external providers. With the combination of these two successful entities and the introduction of cutting edge technology, Nitel can now offer services that include far more than just an answering and transferring service. We specialise in the demanding hospitality market where we can do almost anything an onsite staff member has the capabilities of doing including: •

Answering your main incoming calls with an announcement specific to your site and in the manner you would like your calls to be answered.

•

Transferring those calls to the party or unit required – including external destinations.

•

Answering calls from in-house guests who have called reception, and handling that enquiry exactly the same way your reception staff would.

•

Guests who arrive any time after reception has closed are easily catered for specifically suited to your site, whereby Nitel provide secure and easy access to their accommodation.

•

Nitel cater for walk-ins or other potential guests that have not made a prior booking, we provide a secure gateway for payments that guarantee you a secure income stream for a minimal commission. By use of IP technology we can maintain the integrity of your site by restricting entry to guests that only meet your conditions.

•

We also cater for future bookings for callers that contact your site directly. This in contrast to the numerous internet booking providers who cannot capture this market as these potential guests wish to speak with a person that has information on your

site that a website simply will not be able to offer. This also caters for these callers who are uncomfortable or do not want to utilise internet booking services. •

All the above services are provided within the one simple monthly fee that will never change for the life of your commitment and in relation to walk-ins and future bookings the commission only applies to confirmed bookings.

For you to provide these type of services to your guests (particularly in the current economic climate), is becoming increasingly more expensive as onsite staffing costs typically exceed $30.00 per hour after 7pm weekdays with weekend rates attracting additional penalty rates. The average hospitality site have unattended reception hours that approximate 110 hours per week and at current rates to employ staff during those hours, whether they be reception/night auditors or even security staff, this constitutes a significant cost to the operation of maintaining appropriate services to your guests. As an alternative the fees that Nitel charge to provide this comprehensive level of service typically works out at less than $1.00 an hour. These rates could never be achieved in an economy such as ours. We operate in new premises in Queensland employing local staff using state-of-the-art call centre technologies that has been uniquely configured by our in-house software and technical team. This infrastructure is continuously being enhanced to accommodate new and innovative features that are offered to you our clients. Features such as our automatic updater software module which provides our call centre with exactly the same guest information as if it was faxed or emailed to us but requires no input from your staff at all. This feature means we will instantly receive any changes or amendments made to your sites in house guest folio within your front office system – who work closely with us in providing this level of integration. To protect your security we only receive details of guest’s names, unit numbers, extension number and duration of stay. This information is fully encrypted. We also provide another module called a client portal which will provide you and your staff with direct access to our database where you can view, add or edit any information that we hold for your site. This information is automatically presented to our staff when answering calls from your site. In conclusion, the services and features that Nitel offers inclusive within our monthly fee are:

•

Professional, well trained and motivated staff who regularly exceed our target of 85% of all calls answered within 15 seconds during our busiest periods

•

Automatic Updater – This updates our data-base automatically and accurately so no manual or tedious faxing or data entry is required by your staff or ours. You can still fax and email us as we have developed a method by which we can automatically update this information into our database without any handling by our staff. In addition this information can be viewed by access via the client portal.

•

The Client Portal feature enables your staff to quickly review and change any of the extensive information we have for your site. This includes reasons to contact you or your staff, guest details, late arrivals, walkin information, management messages – ANY information that helps us to manage your site.

•

Our Call-Centre PABX system is stateof-the-art, new and is the same as used by Qantas, TAB and other prominent callcentres.

•

We record all incoming and outgoing calls so that any potential issues are easily resolved. These records are removed within 30 days.

•

We provide a Walk-In and Future Bookings Service where we can sell rooms to clients via a secure credit card authorization process NB We charge a minimal commission for all rooms sold through this service.

Nitel forms part of an entity that includes a specialist PABX group The Communications Company as well as MPi32 Software Products which has a long established presence within the telecommunications market. As such we have an advantage of being able to quickly and effectively resolve any technical issues that may occur from time to time. n

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Vol 10 No. 2 |

Australian Standards covering safe operation of pools & spas By MAX AGNEW

otels and other accommodation outlets that provide pool and spa facilities for their guests should note how five common categories of hazards have been identified as being associated with potential for serious injury and possible death. These are to do with submerged suction outlets in pools and spa water circulation systems with the potential for body suction entrapment. Perhaps the single biggest problem is hair entrapment, when a female with long hair fails to take specification precautions and jumps in. In recent years there have been deaths in New South Wales and Queensland from this very occurrence. The problems that have been pin-pointed are hair entrapment (mainly with females), limbs such as a hand, arm or foot; loose jewellery and swimsuit, and even hair decorations that can become caught with the suction providing enormous pull. Queensland coroner Mr Ray Rinaudo in 2006 after a hearing into the death of young Amanda Boyce in a spa accident at a Noosa Heads resort, stated how all spa pools have a propensity to be dangerous if they do not comply with requirements of the Australian Standards. In the case of Miss Boyce, on arriving at the resort, in her eagerness to try the spa, she had failed to tie up her long hair, jumping into the spa where in playing around she put her head under water with the velocity of the water flow into a suction point swept

her hair into and then around behind the suction pool cover. The velocity of the suction pump was so quick and strong that all efforts to try and pull her head above water failed, and she drowned. After hearing from several industry engineers, the coroner in his summing up stated how all resorts, hotels and motels with spa facilities must control the suction pipe flow velocity by fitting an orifice plate into the pump discharge pipe and to have a pressure gauge fitted to the pump suction connection to permit regular testing and verification that both branches of the suction pipe are unobstructed. Even when a toe or a finger can become caught when there is a missing or broken cover, the suction has the potential to drag the unlucky guest under the water, creating the potential of that person being drowned.

Regulations and Standards The recommendations by Australian Standards are readily available to all spa and pool designers and construction companies. Local authorities are usually quick to adopt these recommendations, making them mandatory requirements. Recommendation by coroners from several Australian States play an important part of the recommendations that now constitute Australian Standards. The minimum requirements for owner/operators to observe are: •

•

Fit a pressure/vacuum gauge to the pump(s) suction connection to permit regular testing and verification that branches of the suction pipe are unobstructed.

•

Fit new suction point covers that comply with AS 2610.1 to reduce the risk of foreign body entrapment.

•

Fit an emergency spa/pool pump(s) stop and associated alarm as required by AS 2610.1

•

Owner/operators must ensure that all spas have a prominent sign which complies with AS 2610.1 (clause 2.19.4).

•

In addition, there should be significant prominence to the requirement that children be supervised in the spa area, and that users should never put their head under water.

•

Most importantly, whose responsibility it is to ensure the spa/pool is working to an optimum level to avoid risk of injury and even death to users, comply with the work method statement that covers all work being performed.

These regulations are important, but do not replace the constant need for good judgement and personal responsibility. n

For further information: download the Industry Advisory Guide on Entrapment from nspi.com.au

Control the suction pipe velocity by fitting an orifice plate into the pump discharge pipe.

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Vol 10 No. 2 |

New Swimming Pool Fencing and Barrier Laws

ew pool safety laws are now being implemented in Queensland following the most comprehensive review of this State’s swimming pool safety laws in nearly 20 years (with other states shortly following suit). The purpose of introducing the new laws is to further reduce the incidence of drowning and serious immersion injuries of young children. Stage 1 will focus on new pools and the changes will apply from 1 December 2009. It will include: •

simplification of pool fencing laws to the latest pool fencing standards

•

provisions to allow temporary fencing for pools under construction

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ensuring all new swimming pools undergo mandatory inspections

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mandatory cardiopulmonary resuscitation (CPR) signage that meets current best practice

Stage 2 will take effect on 1 December 2010 and will apply mostly to existing pools. It will include: •

a mandatory point of sale and lease inspection system

•

rationalisation of 11 current pool fencing standards to just one standard for all pools (both new and existing), including the phasing out of child-resistant doors

•

wider application of state laws to include indoor pools and pools associated with hotels, motels, caretaker residences and caravan parks

•

a swimming pool register.

A five-year phase-in period will apply to some of the stage two measures unless the property is sold or leased first. More information and implementation details on these important reforms will be made available shortly. For more information on the new laws, visit www.dlp.qld. gov.au/poolfencing or contact your local council. n

Customer Relationship Management in Your Motel By TED HORNER E Horner & Associates Pty Ltd

In the hospitality industry, nothing is more important than your guests. Everything revolves around them. Do you know who they are? Do you know how they like to communicate with you? How they like to book their stays, and how often they stay with you? Do you know how much they spent in the restaurant, the bar, the gift shop and the spa? What did they consume from their minibar? How and when do they want to hear from you again? Do you know if they had a good time or if you’ll ever see them again?

nderstanding your guests, knowing how to talk to them, making sure they generate repeat business and finding other guests like them are at the heart of Customer Relationship Management (CRM). How do you ensure that your guests come back to you, when, in this day and age, competition is just a click away? CRM is not just fancy software capable of drawing a bunch of smart graphs and generating a targeted mailing list; it is a way to effectively communicate with your guests, not only using traditional marketing channels but also while they are booking their stay, waiting for check-in, while they are in-house and after they’ve left. Most importantly, CRM is not only for the big chain hotels with deep pockets; CRM is equally within reach of the smaller motel. Remember – CRM is not about technology; it is a way of running the business. Powerful words. Read on. How will CRM benefit your motel? The success of a CRM implementation is not dependent on the size of the hotel. In fact, having a well-executed program will even allow a motel the opportunity to take advantage of various benefits, including: •

increased revenue by identifying the most profitable guests and directing superior service their way;

•

increase each guest’s spend through strategic channel usage and crossselling and up-selling techniques;

•

improve service by serving guests from various channels with consistent, quality information about their needs;

•

capture ongoing guest information to personalise their experience and make it truly memorable, ensuring that each moment-of-truth interaction enthralls the guest;

•

enhance decision-making by better understanding and reacting to guest behaviours through analytics and measuring performance at all touch points.

Areas to Focus On How can your motel implement CRM? Should the manager take out a checkbook and sign at the bottom? Will it require an elaborate, longwinded investment in technology? No, not really. Where should you begin? We offer the following pointers. Staff training – ensuring that they understand what they need to do You will find a knowledgeable and trained employee at the heart of every successful CRM initiative. How well the program is implemented is completely dependent upon employee training. Do your employees understand what their tasks are? Do they ensure that they collect accurate data? Are they aware of GIGO or Garbage In, Garbage Out, and its ramifications? All employees, at all properties, should have the training and up-to-date information that allows them to provide seamless, consistent, personalised service to the customer. Let us analyse that statement – it is laden with several key words that merit another read. •

Training – Is your employee well trained? Does he or she understand his or her roles and responsibilities with respect to the CRM initiative being implemented? >

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Vol 10 No. 2 |

Customer Relationship Management in Your Motel

level of guest history. It is important for hotels to explore what capabilities already exist, and leverage those in their CRM initiatives. Indeed, it makes financial sense to inventory your existing software assets and see what you can use, doesn’t it? See what capabilities are available, and what capabilities you can use but are not activated. Check with your software vendor if you can add additional columns to database tables, additional fields to screen masks, etc., which will allow you to collect the information you want. Find out and have new reports coded, which can generate meaningful information. Real-life Experiences One motelier recently decided to launch a broad CRM initiative across their properties. The first step involved defining the information that would be most useful to have about their guests – the information on which they could act. When the dust settled, what they found most surprising was that they already had the ability to track most of this information in their existing PMS – what they didn’t have was a rigorous process to capture and cleanse the data on an ongoing basis. Their processes were lagging behind their technological capabilities. The result – uncaptured and unusable data. It wasn’t the system’s fault, though they were only too ready to spend money for the latest whistles.

•

Consistent – Staff should be adept at providing consistent service, visit after visit. No roller coaster-type ups and downs of guest experiences permitted.

•

Personalised – Does your staff know that Mr. X likes a foam pillow and Ms. Y likes a feather pillow? Speak to your employees. Ensure that they understand service excellence and are experienced in delivering good service.

How do you gather data? There are many different tools and technologies that can help in implementing effective CRM. They may be as simple as 3 inch by 5 inch index cards with detailed notes about your frequent guests, which record their preferences, likes and dislikes, to some kind of searchable application, which may be stand-alone, or might even be a part of your existing PMS. Several PMSs have the capability to record some

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With that stark realisation, they set about making changes in every guest interaction opportunity – when they call, when they visit the Web site, when they check in, when they make requests and even when they receive marketing offers. An executive was appointed with the unique responsibility of ‘owning’ the guests. They recognised one of the core, but frequently lost truths, about CRM – it isn’t owned by marketing, IT or operations – rather, it permeates all of these areas. The small or large motelier who understands and operationalises this truth will quickly stand out in the most important eyes of all: the guests’. An essential element for any CRM strategy is data entry standards and training. It is definitely worth the time and resources to focus on data entry training, which will ensure a more accurate database of your customers’ information. These should all be a part of the planning process for

CRM. Ultimately, hotels rely heavily on this information to maintain or enhance the relationship; however, if data is entered incorrectly, or entered into the wrong fields, hotels cannot report from or analyse their customer base no matter how expensive or sophisticated the CRM software is. Clean and accurate data is the link to building a strong customer relationship, and it all starts with proper training and standardised data entry. In addition, it is important that you have ongoing monitoring and training processes in place, to ensure that data entry standards remain high. Ensure you have a guest-centric view, and ensuring that all your business processes revolve around your guests. Today’s guests are beginning to look more for an overall service experience. It is not just about price, it is about the service, the product, the price and the overall experience. As guest expectations increase, business processes must remain flexible in order to meet their needs. By meeting or exceeding expectations, hotels strengthen the relationship and increase the likelihood of retaining loyal guests. Building a base of loyal guests is the key to profitability and a high ROI for any CRM implementation. Conclusion We do not recommend that motels shy away from implementing a CRM program. They should remember that CRM is about how the business is run. The bottom line is what every good motelier, large and small, must focus on. And it is easy to be afraid for your bottom line when you hear statistics that claim that two-thirds of CRM initiatives fall short of the projected benefits, despite large investments of time and money. The bottom line of CRM is – ‘it is not enough to market effectively if you can’t service effectively, and you can’t service effectively if even one employee doesn’t get it’. No technology will overcome that. Leveraging existing capabilities, data accuracy, standards and training are the foundation for any such initiative and can be internalised and implemented to ensure the success of a CRM project. So start your CRM initiative right where it belongs: with your people and your processes. n

The author can be contacted on (02) 9876 8119 or email to Ted@hornertech.com.au

Alternative Dispute Resolution under the

Fair Work Act 2009 (Cth) By ROSE BRYANT-SMITH

n 1 July 2009, much of the Fair Work Act 2009 (Cth) will come into force. Clients have recently asked us what changes we can expect to see in industrial dispute resolution, as the Australian Industrial Relations Commission (“AIRC”) becomes Fair Work Australia (“FWA”). While the Fair Work Act 2009 (Cth) has not turned back the clock to pre-WorkChoices, there are significant changes in relation to dispute resolution that managers must become aware of. Deputy Prime Minister Gillard announced in November 2008 that FWA “will be able to exercise a full suite of alternative dispute resolution powers”.[1] Although the phrase “alternative dispute resolution” is not used anywhere in the Fair Work Act 2009 (Cth), the new Act refers to FWA and private providers conducting mediation, conciliation and arbitration, holding conferences, making recommendations and expressing opinions. FWA will have broader powers to conduct ADR, in a greater number of circumstances than the AIRC under WorkChoices. All AIRC Commissioners will move across to FWA and their ADR functions will continue. FWA has also employed full-time conciliators in all capital cities, who will work mainly on unfair dismissal claims. There are various disputes under the Fair Work Act 2009 (Cth) in which FWA will have specific ADR responsibilities, which can be summarised as follows. (1) Disputes under the Model Dispute Resolution Process Where a modern award, enterprise agreement or contract of employment includes a term that provides for FWA to deal with a dispute, then FWA: •

must not exercise any powers limited by the term;

•

may arbitrate, if the parties have agreed that FWA may arbitrate the dispute;

•

may deal with a dispute by mediation or conciliation, or by making a recommendation or expressing an opinion;

•

must not make a decision that is inconsistent with the Act, or an applicable fair work instrument; and

•

may deal with a dispute only on application by a party to the dispute.

(2) Disputes in bargaining for, or varying, collective agreements As part of FWA’s general role in facilitating bargaining, a bargaining representative for a proposed enterprise agreement can apply for FWA to deal with a dispute about the agreement if the bargaining representatives for the agreement are unable to resolve the dispute. The Fair Work Act 2009 (Cth) does not give FWA a general power to arbitrate in enterprise bargaining matters. If empowered to arbitrate by the parties, in the course of arbitration, FWA may make an order that particular content be included or not included. FWA can deal with – but not arbitrate – a dispute about the proposed variation of an enterprise agreement, if the employer and the affected employees are unable to resolve the dispute. There are other detailed provisions in the Fair Work Act 2009 (Cth) about good faith bargaining and the appointment of bargaining representatives. (3) Unfair Dismissal and Unlawful Termination The provisions of the Fair Work Act 2009 (Cth) about unfair dismissal are similar to the Workplace Relations Act 1996 (Cth) in most respects. FWA is required to conduct a private conference or hold a hearing in relation to an unfair dismissal matter if, and to the extent that, the matter involves facts the existence of which is in dispute. FWA must take into account the wishes of the parties to the matter as to the way in which it considers the application and informs itself in relation to the application. FWA may decide >

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conference (in private, where the dispute is about a dismissal), and may mediate or conciliate, or make a recommendation or express an opinion. In dealing with a dispute about a dismissal which allegedly breaches freedom of association or discrimination provisions, FWA must advise the parties if it considers that a court application in relation to the dispute would not have a reasonable prospect of success. (5) Disputes about Right of Entry FWA can deal with disputes about right of entry by arbitration, including by making various orders such as an order imposing conditions on an entry permit. FWA may also deal with a dispute about right of entry by mediation or conciliation, or by making a recommendation or expressing an opinion.

Alternative Dispute Resolution under the

Fair Work Act 2009 (Cth) (continued)

FWA can deal with a right of entry dispute either on its own initiative, or on application by various people to whom the dispute relates. In dealing with the dispute, FWA must take into account fairness between the parties concerned. (6) Disputes about Stand Down FWA has similar powers in relation to disputes over stand down. FWA may deal with a dispute over stand down by arbitration, however it can only deal with a stand down dispute on application by an employee who has been or is going to be stood down, or an employee who has taken leave to avoid stand down, or an employee representative of such an employee, or an inspector. Conduct of Disputes at Fair Work Australia

< at any time (including before, during or after conducting a conference in relation to a matter) to hold a hearing in relation to an unfair dismissal matter, if it appropriate to do so. Similar provisions apply in relation to unlawful termination (the termination of an employee’s employment for certain prohibited reasons, such as temporary absence from work because of illness or injury, or industrial activity). In unlawful termination and unfair dismissal cases, where FWA has granted permission for a person to be represented by a lawyer or paid agent, it may issue a costs order against the lawyer or paid agent in certain circumstances where that person encouraged an application which had no reasonable prospects of success. (4) Disputes about Freedom of Association and Discrimination FWA can also deal with disputes about an employee’s dismissal or detrimental treatment, where the employer’s conduct was allegedly in contravention of the freedom of association and/or discrimination provisions of the Fair Work Act 2009 (Cth). Applications will be made by the dismissed person or an industrial association that is entitled to represent that person’s interests. FWA must conduct a

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With respect to conferences, FWA can direct a person to attend a conference at a specified time and place. A conference is conducted by a FWA Member or a delegate. The conference must be conducted in private, unless the person responsible for conducting the conference directs that it be conducted in public. FWA may also hold a public hearing in relation to a matter, or a private hearing in certain circumstances. In any matter before FWA, a person may be represented by a lawyer or paid agent only with the permission of FWA, except as provided by section 596(3) or the procedural rules. The Fair Work Act 2009 (Cth) restricts FWA’s decision-making in this regard, allowing lawyers and paid agents only if certain requirements are met. The Act does however allow employees and officers of a party, or a bargaining representative, to appear without consent. The challenge for FWA will be to ensure that the new unfair dismissal procedure and other proceedings work effectively without the assistance of lawyers, while maintaining procedural fairness for all parties. n

Rose Bryant-Smith, together with Deanne McLennan and Grevis Beard, are former lawyers who now run Worklogic Consulting (www.worklogic.com.au). Worklogic provides a range of discrimination and dispute resolution services, including the investigation and mediation of workplace complaints, workplace training, HR troubleshooting and workplace reviews.

Australia moves towards healthier buildings By THE GREEN BUILDING COUNCIL OF AUSTRALIA

pollutant concentrations and conditions that can affect the health, comfort and performance of the people who live and work in them – including temperature, relative humidity, lighting and acoustics. Good IEQ is an essential component of any building, especially a green building. CSIRO modeling based on US research into the affects of indoor environment quality on health and productivity has found that improving IEQ has the potential to save Australia’s economy up to $21 billion each year. So, good IEQ is nothing to be sneezed at!

rom home to work, and from learning to leisure, buildings are fundamental to our way of living. But are our schools, offices, hospitals and motels creating health problems for people who use them every day? The Organisation for Economic Cooperation and Development suggests that illnesses – such as asthma and respiratory problems, headaches and allergies – from indoor air pollution are now one of the most acute problems related to building activities around the world.

What’s more, creating a better indoor environment can help building owners, managers, occupants, architects and builders to minimise or eliminate the negative health effects, liability, bad publicity, and costly renovations and repairs often associated with IEQ problems. Improving IEQ involves designing, constructing, commissioning, operating and maintaining buildings in ways that reduce pollution sources and remove indoor pollutants while ensuring that fresh air is continually supplied and properly circulated.

Australia’s building industry is increasingly focused on making buildings greener, which means not only ensuring higher standards of environmental performance, but also ensuring that developments provide improved indoor environment quality (IEQ) for occupants.

The Green Building Council of Australia has been supporting the property industry in the shift to higher performing buildings since it launched the Green Star environmental rating system for buildings in 2003. Green Star evaluates the green attributes of building projects based on nine criteria, including energy and water efficiency, resource conservation, access to public transport and IEQ. At this stage, Green Star ratings cover office, retail, multi-unit residential, educational and healthcare developments. New rating tools for other building types, such as industrial, are being piloted.

IEQ refers to the quality of the air and environment inside buildings, based on

Within Green Star’s IEQ category are credits designed to recognise and encourage

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developments which provide more fresh air, circulate fresh air around the rooms more efficiently, ensure daylight can reach more of the interior, and do not bring harmful chemical compounds into the building in paints, adhesives or carpets. With most office workers spending 90 per cent of their days indoors, it’s hardly surprising that the indoor environment quality of buildings can have an effect on productivity and performance. Access to natural daylight is especially important for occupant wellbeing. There is growing evidence that increased reliance on artificial lighting can have a detrimental impact on people’s health and productivity. Artificial light can influence the natural pattern of our circadian rhythms, leading to feelings of depression, poor sleep quality, lethargy, and even illness. A 2003 study into office worker performance revealed that workers in call centres processed calls up to 12 per cent faster when they had access to the best possible view versus those with no view. A pleasing view was found to improve mental function and memory recall of office workers by up to 25 per cent, and they were the least likely to report negative health symptoms. All types of new development – including motels – can benefit from this research on occupant health. Clearly, applying simple green building practices, such as providing access to natural light and fresh air ventilation, can have a significant impact on health and wellbeing. Along with the associated positive economic and environmental outcomes, green building makes good, clean sense. n

mo Product News Caretakers Australia Caretakers Australia was the brainchild of Tourism Industry legend, Cliodhna Rae. She had operated a successful recruitment company, Travel Locum, for over 20 years servicing the Tourism industry. “Having worked so closely with the industry, Cliodhna recognised that Motel owners and managers worked the most extraordinary hours often working weeks or even months without taking a break”, recalls Caretakers Australia General Manager, Richard Kellaway. “It became very evident that one of the reasons that they never took time away, was that they didn’t have anyone competent to step into their businesses, and run it for them as they would, giving them the chance to recharge their batteries. This naturally led to burnout and fatigue and at the very least a diminishing level of customer service. And of course, it’s very hard to work ON the business, when constantly IN the business.”

So Caretakers Australia was born, nearly 15 years ago, and now provides a national relief management service to all sectors of the accommodation Industry, and has preferred relationships with the large motel groups. “They recognise that it is in their franchisees interests to use our service, to help maintain the value of their properties and ultimately, their brand”, Mr Kellaway said. The extension of the relief management service is that they also assist owners in recruiting permanent management staff for their properties. “We enjoy our close relationship with motel owners and operators and feel very strongly that we are helping to drive a greater level of professionalism in the industry through our services.” www.caretakersaustralia.com.au

Luxury Amenities are a success story

athroom amenities are an interesting subject, many motel guests request and appreciate them, others don’t care about them, push them to one side and use their own toiletries. Among motel owners and managers the mind set is just as contradictory; Some feel that these little bottles and tubes are part of the service they like to provide and are giving much thought to the presentation and product quality of the bathroom amenities offered to their guests. Other managers are more concerned about the cost of these items and prefer the cheapest (and often “nasty”) amenities, so that their guests are less tempted to use them or take them away. Whatever your opinion on amenities may be, one thing is for certain: A motel bathroom looks cheap and incomplete without toiletries. Bathroom amenities are a small expense, but can have tremendous impact on your guests. They are the “business card” of you property and make for your guests feel important and pampered. We believe that motel guests deserve superior products in the bathroom and feel that the reputation of any motel or resort is influenced by the quality and presentation of toiletries supplied in the bathroom. With that in mind, Swisstrade has recently launched an exciting new amenities range, simply called “SPA”. SPA is specifically designed for 3½ to 5 star motels, resorts and serviced apartments. “Our SPA range combines 5 star presentation and luxury product quality with affordable prices” says Roland Funk, the Director of Swisstrade. “The SPA collection has been especially designed to reflect Australia’s unique turquoise-blue sky and oceans while offering the guest a luxury spa experience in the bathroom”.

Sealy Posturepedic Dynasty Series

Over the last several years, the focus on providing quality bedding in hotels and resorts is more visible than ever before. Part of the increased focus is that consumers have been buying better quality bedding for their homes. The result is a greater expectation that the hotel bed meets or exceeds this new benchmark in sleeping conditions. >

With this sophisticated range, Swisstrade recognizes the importance of relaxation in these stressful times. SPA’s mild and soothing ingredients are formulated to help refresh and recharge body and mind, while also catering to the current Wellness and Spa trend in the hospitality industry. Its subtle and invigorating fragrances compliment the vibrant blue colour tones and help to relax and recharge. The contemporary presentation and up-market styling of the SPA range makes these products suitable for all contemporary motels, resorts and serviced apartments. This exclusive body care range is a well balanced composition of fresh aromatic notes that relax the mind, yet stimulate the skin. SPA hair care products are formulated to gently cleanse and restore the natural shine of the hair. The SPA skin care range will clean with a rich lather, maintaining the natural pH level of the skin. Further, all SPA accessories are packaged in beautifully presented chrome-colored packs and compliment the luxury presentation of this unique amenities range. “At Swisstrade it is our goal to assist you in pampering your guests and making their stay an enjoyable and memorable one” For further information on the exciting SPA collection call Swisstrade Pty Ltd on (02) 9979 1500, email to: info@swisstrade.com.au, or contact our distributors in your state.

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mo Product News Commercial Quality Linen, Bedding and Towels

The good news is, if their needs can be met it can improve guest satisfaction, loyalty and occupancy rates that can make for a better Return on Investment and improve a hotel’s bottom line. To achieve this outcome the Sealy Posturepedic Dynasty Series was developed. A feature packed, handcrafted sleep system that delivers the ultimate level of comfort, support and durability. Sealy, the number 1 bedding manufacturer in Australia, is the easiest way to give your customers the comfort they prefer.

ood quality commercial linen, bedding and towels are an investment in guest comfort and continued repeat business. Bed linen and towels are the items with which your guests have the most direct contact. To create a great lasting impression, these items have to feel comfortable to the touch and be appealing to the eye.

Experience the world’s best!

“ The Cloud”™ Feather/ Down Bed Topper

Please note “The Cloud” Feather/Down Bed Topper works very different to a feather down doona or continental quilt which lays on top the body, trapping the body warmth. “The Cloud” is meant to be used all year around in any climate, it will keep you cool in summer and warm in winter. HotelHome has also developed the “5 Star Waterproof Mattress Protector”, specifically for “The Cloud”. It is easily washable and fully fitted, featuring a 100% soft cotton towelling top over a very fine waterproof membrane.

“The Cloud” is a genuine luxury Hotel Feather/Down Bed Topper as used by the world’s best Hotels including Dubai’s leading Hotel group and owners of the world’s first 7 star Hotel. “The Cloud” has been carefully engineered with the correct mass of fill and also a high percentage of Down (40%) combined with small soft Feathers only which are mixed, not separated like some retail style Feather Bed Toppers now sold in to this Industry. This combination and higher content of Feathers and Down, ensures more air is trapped in each compartment of “The Cloud”, providing the ultimate softness from the Down and also maximum support from the very soft yet stronger and more dense Feathers. The end result is that your Hotel guests will experience the true feeling of being suspended on a cloud and they will become your Hotel’s best advertisement.

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The product is undetectable on the bed and does not affect the super soft luxury of “The Cloud”. This protector acts as a dustmite barrier, it also keeps “The Cloud” clean and dry and eliminates the need to dry clean it regularly.

Commercial quality bed linen, bedding and towels should retain their shape, colour, appearance and feel even after extensive use in high traffic environments and frequent commercial laundering. H Polesy & Co Pty Ltd import and stock commercial linen, bedding and towels to suit every level of accommodation and every budget. All products are designed for use in commercial applications and for commercial laundering. They are manufactured to relevant Australian Standards and are easy care, durable and stylish. To speak with someone regarding your linen, bedding and towel needs please contact your nearest office: Sydney Felicity Gordon

(02) 9311-4191

Melbourne Justin Bragg

(03) 9362-0075

Brisbane Davina Moore

(07) 3806-4100

Perth Debbie Wheeler

(08) 9248-4515

Or to receive your complimentary copy of H Polesy & Co Pty Ltd’s Commercial Textiles and Bedding Products catalogue call 1300 765 379 or email promo@polesy.com.au.

Certified System

For further information visit www.sealy.com. au and select the link to the commercial catalogue or phone 1300 780 150.

A U S T R A L I A

www.hotelhome.com.au phone : 1300 733 737   email : sales@hotelhome.com.au

ESTABLISHED 1950

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