B2B Magazine issue 113 March 2016

113 MARCH 2016

B2BMAGAZINE.COM.AU

The Brumbies game day experience Read all about their new corporate hospitality packages (p.10) Optimise your HVAC and refrigeration for big savings ACT Smart Business has heaps of tips to save your business money (p.26) What is equal shared parental responsibility anyway?

DDCS Lawyers help to explain (p.27)

RSM: ready for the next 30 years in Canberra COVER STORY (p.15)

Putting the ‘smart’ into Smart Business Guardian Bookkeeping and much more (p.5)

$7.95 inc. GST

ISSN 1833-8232

9 771833 823005

01

PUBLISHER'S NOTE

GOTTA LOVE AUTUMN IN CANBERRA

Autumn is without doubt the best season in Canberra; and March has to be the best month of the year. Why? Well three reasons: 1. The weather 2. Changing colours of the trees; and 3. There is so much going on.

1. The weather. Unlike the other seasons where it is either too hot or too cold (or can’t make up its mind), Autumn is just right. You can still kick around in shorts and thongs during the day, long pants and jackets in the evening - and even have a week of balmy nights (like the recent week of temperatures into the mid 30s).

2. Changing colours of the trees. Canberra is blessed with our wonderful plantings of exotic and native trees. In fact, there are 650,000 of them that are looked after by the ACT Government. An interesting fact is that it is one of the largest ‘urban forests’ managed by a single jurisdiction in the world.

3. So much going on. Where do I start. Well if you want to find out what is going on in Canberra there are a number of great websites. First there is DailyCapital (sponsored by B2B Magazine) where you can find hundreds of events, concerts and exhibitions to attend during March. There is also Canberra 31 Days. Major events include Enlighten, Night Noodle Market, Canberra Day - and of course the Balloon Festival.

So why not get amongst it and enjoy everything Canberra has to offer. It won’t be long before the temperature drops and nights get longer. But then of course we can just pop down the road to the snow.

The cover story for this issue showcases RSM’s new offices in Deakin. RSM is a great success story in Canberra. Over 30 years they have grown from a single employee over a fish shop in Braddon to over 100 staff in modern designed offices in Deakin. RSM rebranded internationally recently and boasts 29 offices throughout Australia with over 1000 staff. Definitely worth a look.

Tim Benson, Publisher Send all comments to: editorial@b2bmagazine.com.au

3 Smart time management tips "When used correctly, time has the potential to take your business to places you dream about."

Kristin Miller General Manager Smart Business Guardian

The truth is there is never enough time. There is always something to do.

Here are some tips to help:

❶ Control your own time. Don’t let others demand it from you. Some ideas: ✓ Use a telephone answering service or assistant to manage incoming calls ✓ Don’t respond immediately to every single email ✓ Use staff as a gatekeeper to greet and handle visitors ✓ Block out stretches of time for priority and regular work

❷ Set specific times during the day to manage email.

One idea is to block key times either in the morning or afternoon.

This works better than having email open and responding all day.

Stick to the schedule ❸ Tighten up your calendar. Make sure days and hours are deliberately planned out. Don’t run your days in a loose free mode.

For more details read out blog on ’10 Smart Time Management Tactics and Strategies’ at http://goo.gl/8gMksV +61 (0)2 6162 1187 49 Phillip Avenue, Room C205, Watson, ACT 2602 smartbusinessguardian.com

CONTENTS

FEATURE 05 Putting the ‘smart’ into Smart Business Guardian

by Tim Benson 06 Do you recruit for the business or the vacancy?

06

by PCA People 06 Change experts converge - be part of the conversation

by Redgrass Communications 07 In sickness and in health?

by DDCS Lawyers 08 How is the Canberra region job market looking in 2016?

by HorizoneOne Recruitment

by Brumbies Rugby 12 ACT wins national pharmacy assistant award for first time 22 Real estate agents - what is going on? (2)

by Sam Joel OVER STORY 15 RSM: Ready for the next 30 years in Canberra

by Tim Benson

25 ACCOUNTING PAYG Withholding vs PAYG Income Tax Instalments

by RSM 25 BOOKKEEPING 4 reasons why outsourcing is the best option for associations and NPOs

by Tailored Accounts

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ISSN 1833-8232 LEGAL NOTICE

28 REAL ESTATE Is your home holding back your lifestyle?

by Maloney's Property 30 RECRUITMENT The makings of an HR leader

by Hays Recruiting

31 STRATA MANAGEMENT Unlocking value in the air

by Vantage Strata 31 WEBSITES Is what you see what you get?

by SYNAPSE Worldwide A2B: ASSOCIATIONS TO BUSINESS 32 CANBERRA BUSINESS CHAMBER Business and city revitalisation linked

ADVICE FROM THE EXPERTS

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28 INTELLECTUAL PROPERTY Legal issues to consider when starting a business

by Arete Group

30 SPORT Were millions flushed down the bowl?

by YABBA.guru

10 The Brumbies game day experience

07

27 FAMILY LAW What is equal shared parental responsibility anyway?

by DDCS Lawyers

G2B: GOVERNMENT TO BUSINESS 34 CHIEF MINISTER'S MESSAGE International flights a game changer for Canberra businesses BUSINESS NETWORKING

26 BUSINESS LAW PPSR – PPS huh?

by Bradley Allen Love Lawyers

36 B2B@Malaysia Roadshow

26 BUSINESS SUSTAINABILITY Optimise your HVAC and refrigeration for big savings

by Actsmart Business recycling. energy. water.

37 B2B@Canberra Legal Group Launch

36 B2B@The Inspire Ball

38 B2B@19th Annual Karpathian Fishing Competition

EDITOR / PUBLISHER

PUBLISHED BY

ADVERTISING

Tim Benson editorial@b2bmagazine.com.au 0402 900 402 02 6112 8175

Man Bites Dog Public Relations ABN 30 932 483 322 PO Box 4106 Ainslie ACT 2602 b2bmagazine.com.au

B2B Magazine advertising@b2bmagazine.com.au 0402 900 402 02 6112 8175

EDITORIAL ASSISTANT

PHOTOGRAPHY

DESIGN

Termeh Garmestani termeh@b2bmagazine.com.au 02 6112 8176

Andrew Sikorski: Art Atelier art-atelier.com.au

Kasra Yousefi kasra.com.au 02 61128195

Man Bites Dog Public Relations (‘MBD’) owns the copyright in this publication. Except for any fair dealing as permitted by the Copyright Act 1968 (Cwth), no part of this publication may be reproduced without the prior written permission of MBD. MBD has been careful in preparing this publication, however: it is not able to, and does not warrant that the publication is free from errors and omissions; and it is not able to verify, and has not verified the accuracy of the information and opinions contained or expressed in, or which may be conveyed to readers by any advertisement or other publication content. MBD advises that it accepts all contributed material and advertisements contained in this publication in good faith, and relies on various warranties and permissions provided to it by the persons who contribute material and/or place advertisements. Those warranties and permissions include that neither the material and/or advertisements are misleading, deceptive or defamatory, and that their use, adaptation or publication does not infringe the rights of any third party, or any relevant laws. Further, MBD notifies readers that it does not, nor should it be understood to endorse, adopt, approve or otherwise associate MBD with any representations made in contributions and/or advertisements contained in the publication. MBD makes no representation or warranty as to the qualifications of any contributor or advertiser or persons associated with them, and advises readers that they must rely solely on their own enquiries in relation to such qualifications, and be satisfied from those enquiries that persons with whom they deal as a result of reading any material or advertisement have the necessary licences and professional qualifications relating to the goods and services offered. To the maximum extent permitted by law, MBD excludes all liabilities in contract, tort (including negligence) and/or statute for loss, damage, costs and expenses of any kind to any person arising directly or indirectly from any material or advertisement contained in this publication, whether arising from an error, omission, misrepresentation or any other cause.

F E AT U R E

Putting the ‘smart’ into Smart Business Guardian

By Tim Benson

K

ristin Miller, founder of Smart Business Guardian and Trade Guardian, has to be one of the most qualified business administration professionals in Canberra.

Kristin is the ‘smart’ in Smart Business Guardian. In fact, she has the following list of impressive qualifications: • Masters of Professional Accounting • Masters of Business Administration • Bachelor of Administration • Graduate Certificate in Employee Relations • Certificate IV in Bookkeeping And to top it off she is currently completing the CPA program.

Kristin founded Trade Guardian in 2009 when she saw a niche in the market for a service to assist hard working tradespeople in the building and construction industry with their bookkeeping and administration (this has now expanded to include Smart Business Guardian as her client base continues to expand).

“Many tradespeople spend their days working on sites and in the sun and their evenings catching up with their quoting, invoicing and paperwork,” Kristin explained. “I have found that this is also the case for many start-ups and small businesses across most industries,” Kristin explained.

After finishing her first degree and working in various public service departments for most of the 90s, Kristin took a redundancy and went back to study a Graduate Diploma in Employment Relations.

After a stint in the ACT Government Kristin stopped working to have her second child in 2008 and went back to complete her MBA. “The timing of my return to postgraduate study was quite amusing when I look back at it. There were a few quizzical looks each time I would duck out of class to take care of a 5 week old newborn!”

The catalyst for starting her business was in 2008 while assisting her Dad’s painting

business, with administration in 2008.

“I created a bookkeeping process for my Dad’s business to get him up to date with his reporting. I assisted with marketing, quoting, invoicing, chasing debtors and booking in jobs. I could see the immediate impact it had on the business,” Kristin reflected.

Trade Guardian has become an established and strong brand amongst the trades and assists many: scaffolders, builders, carpenters, cabinet makers, electricians, developers, plumbers, plasters, painters, glaziers, and roofer, with their bookkeeping and administration.

“Now, in 2016, because almost half of our clients are a broader ranges of businesses, we have introduced our Smart Business Guardian brand,” Kristin said.

We now also cater for entrepreneurs, small business owners and start-ups including: health professionals, podiatrists, chiropractors, personal trainers, restaurants and cafés, music schools, dancing schools, farmers, framers, bakers, financial advisers, insurance and not for profit associations and retail outlets.

“What we do takes the administrative pressure off business people and also enables us to become a sounding board in how they run their business.”

“I love looking into a business, seeing how it runs and helping to make a difference,” Kristin stated.

Kristin’s business moved into offices

in Canberra Technology Park in Watson in November 2014 and has grown to five fulltime staff.

“We are the trusted name in business administration support across the Canberra region. Our culture of being true business ‘guardians’ is what sets us apart” Kristin said confidently.

Kristin said one of the ways for her clients to get the most out of guardian experience is to form strong three-way relationships with their accountants. Together, this joint approach ensures strong bookkeeping and compliance while flagging issues that might arise in their client’s business during the year.

“Accountants love referring their clients to us for their bookkeeping. The value to them is a clean set of accounts at the end of the year without any surprises,” Kristin outlined.

Kristin Miller is not only the ‘smart’ in Smart Business Guardian, she is also passionate about seeing her client’s businesses flourish!

+61 (0)2 6162 1187 49 Phillip Avenue, Room C205, Watson, ACT 2602 smartbusinessguardian.com

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UPFRONT

Do you recruit for the business or the vacancy?

By Sandy Gibbs

“

Who do you recruit? How do you pick?” what you, as an organisation, are best to teach It’s the million dollar question. Well, someone? Without question, this will always many thousands definitely! be the intricacies of the role, the business We have frequent discussions with and the industry. A smart recruit is one that business partners regarding the deciding focuses on the transferrable capability sets factors behind the recruitment of new and the individual’s characteristics which best people. You may think it’s the ultimate match and complement the existing team. outcome if you can find someone with the Retention is another aspect often exact knowledge of the job in question – forgotten. Why recruit a candidate who ticks wrong!! You can, if you every box? Why wish, select based on do they need “It takes significant man this alone, however, to be perfect in over and over we see to their hours to manage the wrong relation dire consequences current knowledge recruit” when there is no set? Do you “fit” between the consider where organisation and the new recruit. Specialist the candidate’s development needs lie? A skill capability absolutely needs considering, person who can do the exact job now, is a but think about what you can ‘effect’. It takes flight risk later, so ask yourself “what is in it significant man hours to manage the wrong for this candidate” and “how long will we recruit. If the development capability, attitude retain them”? An easy fix will not create a and enthusiasm are missing – it will be hard solid, challenged and inspired team. Is your work, not only on you as a Manager, but it recruitment focused on filling a gap now, can cause strain on the team when you are or building potential for later? Do you want not available for them. Energy is then wasted to do it all again in six to 12 months? Many in all the wrong areas. Take time to consider questions to ask yourself!

Are you confident your management team execute the recruitment process effectively?

Recruiting a team member should never be just a “bum on a seat” and in relation to spending budget it shouldn’t be “use it or lose it”! All too often this is what we see happen.

The cost of a wrong recruit can be high, with significant impact to the business. Let us challenge your thinking!

Sandy Gibbs Branch Manager PCA People a division of DFP Recruitment

Change experts converge - be part of the conversation

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wenty-five leading business and government experts will converge at the National Museum of Australia on 6 April to discuss how change management can transform business, government, and public-private partnerships.

The conference ‘Convergence – optimising your organisational change’ is endorsed by the professional international association, the Change Management Institute and convened and funded by Redgrass Communications.

“We’re going to tackle the hard stuff in change management and explore ways to increase business and government project success,” says Sonia Irwin, CEO of Redgrass Communications.

“For every million-dollar programme that’s planned, there’s a statistically high chance of failure (up to 70%) that the programme won’t deliver its promised benefits. This is because the change management process struggles on the people side of change. We can have great methodology and tools, however getting people to adopt the change is a real challenge for leadership and change professionals. It doesn’t matter whether the programme or 6

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project is small, medium, or large, embedding and managing change must be part of the planning and delivery,” she said.

The stellar line-up of experts includes: • Michelle Narracott, Chair of the Canberra Business Innovation Network and one of ten Innovation Champions of 2015.

• Futurist, Tim Longhurst, on what the future holds from a digital disruption and change management perspective.

• A panel of industry experts on leadership, governance, capability and innovation.

Dr Jane Gunn, Partner at KPMG, CEO of Tanner James, Barry Anderson, digital disruptor and Cofounder of Intelledox, Michelle Melbourne, and Lembit Suur, First Assistant Secretary, Department of Finance, with responsibility for the Australian Government Taskforce into Governance and Public Management. The panel will be facilitated by the awardwinning journalist Virginia Haussegger.

• A range of master workshops & masterclasses on topics such as measuring change success run by Kim Moeller of Synergy.

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• Opportunity to discuss your leadership values and passion with the inaugural chair of leadership at the ANU, Professor Giles Hirst • Strategies to build both organisational and individual resilience with Cris Popps from Resilience Works.

Conference early bird offer closes on 30 March. All session papers will be available to participants after the event.

To register and for more information: www.convergenceaustralia.com.au

F E AT U R E

In sickness and in health?

By Alison Osmand

A

s the number of Australians diagnosed with dementia continues to increase, it is important for all parties to understand how the effects of dementia may potentially alter the outcomes of Wills and estate planning. A recent case in the Supreme Court of Victoria casts a light on the impact of dementia in family law matters and its effects on future estate planning issues for those suffering from dementia.

Re Gillam is a decision by Judge McMillan of the Victorian Supreme Court published on 21 January 2016. At the time of this decision, Mrs Gillam was 92 years of age and had been suffering from dementia since 2012. She made her last Will in 2011 before the onset of dementia. Her husband, Noel was due to receive substantial benefits under the Will, as was her step-daughter. Both Mrs Gillam and her husband had adult children from their previous marriages.

In July 2015, Mrs Gillam’s husband commenced property settlement proceedings and sought Final Orders in the Federal Circuit Court. In late 2015, Final Orders were made and Mrs Gillam’s husband received a distribution of property from the then existing property pool. This scenario is more common than one might imagine. Mrs Gillam’s lack of capacity was not a barrier to her husband seeking Orders from the Federal Circuit Court to divide their marital assets. Ultimately, the division was 53%/47% in Mrs Gillam’s favour. After the financial settlement, her husband no longer

provided her with financial support.

As Mrs Gillam no longer had capacity to change her Will, Mrs Gillam’s son then brought an Application for a Statutory Will.

A Statutory Will is a Court made Will for people who do not have capacity to make a Will. The proposed Will did not provide for Mrs Gillam’s husband to the extent of the 2011 Will.

The Judge found in favour of the Application for a Statutory Will. The Judge was satisfied that if Mrs Gillam had testamentary capacity, then after the financial settlement with her husband, her intention would have been to leave the residue to her sons, excluding any benefit to her husband.

The Court considered the three previous Wills that Mrs Gillam had made between 2005 and 2011. Under her three previous Wills, Mrs Gillam did not ever leave her husband anything close to the equivalent sum he received under the financial settlement. The 2011 Will was the most generous Will to Mr Gillam. It provided a life interest in a property and one third of the residue of the estate.

This Will was made when Mrs Gillam was the owner of that property and some months after the Will was made, she transferred one half of the property to her husband. As a result of the financial settlement, Mr Gillam became the sole proprietor of the property.

As elderly couples grapple with dementia, it is likely that the number of applications for family law settlements will increase in the future. This decision highlights the importance of protecting the assets of

“As elderly couples grapple with dementia, it is likely that the number of applications for family law settlements will increase in the future.” vulnerable people who have already divided their property with their separated spouse but do not have capacity to change their Will.

If you or someone you know are facing a similar circumstance or have any queries in relation to the law’s role in Wills and dementia, please contact us on(02) 6212 7600.

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Alison Osmand is a Senior Associate of the firm.

18 Kendall Lane, New Acton, Canberra phone (02) 6212 7600 mail@ddcslawyers.com.au www.ddcslawyers.com.au

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F E AT U R E

How is the Canberra region job market looking in 2016?

By Simon Cox

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anberra’s job market recovery is progressing positively and steadily, with recruitment activity increasing sharply and niche candidate markets are looking to make good on skill shortages.

Summarised below are some of the highlights in the numbers followed by our observations and insight.

Observations There has been an exodus of corporate staff from mining dependent areas resulting in a large increase in applicants from Western Australia and other areas where the mining decline is having a major impact.

We are seeing significant shortages starting to appear in niche markets, particularly where technology meets business or in highly technical niche roles. Business analysts,

recruitment sales in financial year Q2 over Q1 in 2015. Q3 is continuing this trend and then some! The recovery has been great to see as commercial business and the NFP/ NGO sector often the slowest to recover after a Government spending ‘shutdown’.

Observations The HorizonOne team have been busy!

New job numbers are up across the board led by permanent recruitment in the private sector and maintained by increasing levels of contract recruitment in Government. It looks like the continent labour force is here to stay.

December and January, traditionally quieter months have delivered strong levels of new work, with new jobs in February up 160% from last year. All observations are indicating a very strong March to June recruitment period as the recruitment freeze starts to become a distant memory.

Conclusions

National Outlook The numbers There have been significant increases in jobs advertised on SEEK. NSW/VIC/ACT are up on average almost 20% year on year.

Nationally however, there is only a slight increase with major falls in jobs advertised in WA and mining affected markets muting the national growth figure. A leader in this job growth appears to be in the Government / Defence sector with an average 14% increase for these jobs advertised on SEEK nationally.

Unemployment trends have dropped overall from 6.2 % to> 5.8% at the end of 2015.

There has interestingly been a drop in the number of applicants per job advertised in the past 12 months, indicating a tightening of available candidates and of labour markets in general.

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ICT Project Managers, financial systems specialists, and Applications/Software Developers are being snapped up across Australia/New Zealand and at increasing levels of remuneration, with demand outstripping supply.

ACT region The numbers The ACT leads the nation in advertised jobs growth with a cracking 22.5% increase in jobs advertised on SEEK year on year.

Of these advertised jobs, the SEEK category of ‘Government / Defence’ leads the way, up a whopping 43% from the end of 2015 when the 2014 recruitment freeze period ended.

From a low base of activity we are now seeing strong increases in private sector permanent hires. HorizonOne recorded a growth of 250% in permanent

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Things look very positive for Canberra. We will continue to see increased recruitment activity throughout the year with the market recovering to pre-recruitment freeze levels by mid/late 2016. There will however be a predictable freeze in new Government recruitment during the double election period (September/October) as Federal and ACT Governments shutdown pending election outcomes. With polling numbers indicating no change in Government, recruitment should recommence before the end of the year and contract recruitment is likely to continue throughout relatively unaffected.

Sourcing talent is a science, not a sales game

Please contact Simon Cox, Principal Consultant / Director at HorizonOne Recruitment on 02 6108 4878 or simon@horizonone.com.au Level 1, 27 Torrens Street, Braddon www.horizonone.com.au

kasra.com.au -16-2

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Doing everything by yourself doesn’t make you a hero Smart Business Guardian helps you rise above the details and focus on your success Let us do your bookkeeping and: > Compliance and reports > Payroll management > Payment processing

+61 (0)2 6162 1187 49 Phillip Avenue, Room C205, Watson, ACT 2602 smartbusinessguardian.com B2B M AGA Z I N E.CO M . AU

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F E AT U R E

T�e B�u�b�e� G�m� D�y E�p�r�e�c� S�a�e i� t�e p�s�i�n a�d t�e p�i�e

N�w c�r�o�a�e h�s�i�a�i�y p�c�a�e� i� 2�1� You are invited to be a part of a new era at GIO Stadium with Brumbies Rugby reinvigorating the game day and corporate hospitality experience in 2016. Enjoy worldclass rugby live and up close and experience their new and improved corporate hospitality offerings. The Brumbies commercial team have revamped and redesigned each event space at the stadium in a bid to provide more enjoyment, better value and an unrivalled rugby experience for businesses to entertain

their clients and staff. The décor has been updated in many areas, and new spaces have been created to provide a game experience that will appeal to a broad spectrum of businesses, each with different business development, and networking needs. There is the formal seated 3-course Directors Dinner presented by new Signature partner Austbrokers Canberra, the intimate atmosphere of the Corporate suites and popular crowd charged atmosphere of the

“Brumbies have revamped and redesigned every single space and offering this year in an attempt to provide more enjoyment, better value and an unrivalled rugby experience for you and your clients.”

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Open Boxes in the TAB Rewards Terrace. The ultimate fan experience is the Locker Room where guests are granted access to coaches, and can revel in the pre-game excitement via a tour of the players tunnel. The Stable presented by Bartercard and Legends Club are for the business and social clubs, looking for group, individual and ad hoc ticketing, all of which can be purchased online. Join in their success as Brumbies Rugby look forward to a successful season on and off the field.

F E AT U R E

CORPORATE DIRECTORS SUITES DINNER TERRACE of the game for your client entertainment.

Premium catering & beverages packages.

Private room for up to 16

Presented by Austbroker’s Canberra, must attend sport networking function.

Fine dining, premium seating and rugby experience.

Presented by Tab Rewards, experience the game day atmosphere at its best.

Relaxed business or social event.

Open air box seating with a range of catering options.

Table of 10 guests

Undercover open air seating for 8 or 10 guests

Premium catering included

3-course meal

Premium catering included

Premium beverages (on consumption)

Private bar & 3 hour premium drinks package

Drinks service in box (on consumption)

VIP parking - Hirer

VIP parking

(ability to purchase extra tickets)

THE STABLE Presented by Bartercard, a casual bar setting for your business and private rugby enjoyment. in a very comfortable setting.

Superb views of the game. Buy single or multiple tickets.

Individual ticketing

THE LOCKER ROOM

THE LOUNGE

Ultimate Brumbies fan and corporate inside the ropes’ experience.

Coach appearance, Captain’s run, Tunnel and locker room visits as well as outstanding catering and beverage package.

Our most exclusive networking and rugby lounge experience.

Networking event with public sector information focus.

Guest speaker program in lounge environment ultra-premium food and beverages.

Individual ticketing

Grazing station of canapés and tapas

platters 3-hour drinks package

LEGENDS CLUB Functions for individual or smaller groups.

Private bar area and view game from premier vantage point with undercover seating.

Individual ticketing

Private bar. Drink on arrival, cash bar available Corporate parking

Four businesses only, with 20 guests each (exclusive ticketing)

3-hour drinks package

3 hour premium drinks package

Corporate parking

VIP parking

THE RUN DOWN Mix business with pleasure, and impress your clients, staff and friends at Brumbies Rugby premium hospitality events at GIO Stadium, Canberra. The extensive range of hospitality products provides an unparalleled mix of events that will appeal to all businesses. Connecting Rugby enthusiasts and business professionals is the essence of these hospitality offerings, allowing guests to develop business and social relationships within a unique atmosphere, supporting Canberra’s much loved sporting team.

Contact Brumbies Rugby to discuss a tailored package for you and your guests.

www.brumbies.com.au e: corporate@brumbies.com.au p: 62608588 B2B M AGA Z I N E.CO M . AU

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F E AT U R E

ACT wins national pharmacy assistant award for first time

E

rin Pavy from Ainslie Chemmart Compounding Pharmacy has won the prestigious national Pharmacy Guild of Australia/Guild Super Pharmacy Assistant of the Year Award and is the firstever ACT winner to do so.

Erin was selected from a strong field of more than 450 nominations. Her success as best national pharmacy assistant reflects Erin’s commitment to a career in community pharmacy which spans more than 20 years.

She began her pharmacy career as a junior pharmacy assistant in the front of shop but like so many pharmacy assistants, Erin was committed to progressing her career in health care by gaining as much product and health condition knowledge as possible so that she

“Highly trained, passionate and dedicated to the thousands of visitors to community pharmacies daily, pharmacy assistants are often the first person that a patient will talk to when they enter the pharmacy.” could best assist the pharmacy’s customers.

Erin paid tribute to Colette Needham, the proprietor of Ainslie pharmacy saying that she was very lucky to be employed by pharmacy owners who invested a lot of time in her training and mentored her throughout her career.

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“We spend a lot of time finding good courses and events, and we send our staff to a great deal of training which pays dividends for the pharmacy,” Colette said.

“Your people must be passionate about their job and they must have vision,” she said.

Congratulating Erin on her win, Margaret Beerworth, ACT Branch Director of the Pharmacy Guild of Australia said pharmacy assistants were often the unsung heroes of the health care sector in Australia.

“Highly trained, passionate and dedicated to the thousands of visitors to community pharmacies daily, pharmacy assistants are often the first person that a patient will talk to when they enter the pharmacy,” Margaret said.

“As first-line community relations experts, pharmacy assistants have a very strong link to their local communities and are able to advise pharmacists and other staff about local concerns and emerging issues.

“For example, a pharmacy assistant maybe the first person to recognise a local gastro outbreak through interacting and assisting customers seeking relief from this condition.”

“Being able to speak to a knowledgeable and committed pharmacy assistant can ease a stressful situation for a patient and make their search for advice and assistance that much easier.”

The ability to recognise when a patient needs to be escalated to the pharmacist is an important part of a pharmacy assistant’s training and ongoing courses and continuing professional education ensure they keep abreast of the latest developments in the health field. This is particularly evident when

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As first-line community relations experts, pharmacy assistants have a very strong link to their local communities and are able to advise pharmacists and other staff about local concerns and emerging issues. the patients are in pain and often want nothing more than immediate relief.

The pharmacist may not be available immediately as they may be counselling another patient or attending to scripts so the pharmacy assistant can organise to get a script into the system and begin the questioning process which may be required to provide as much information necessary to the pharmacist when they are available.

This duty of care to the patient is a fundamental principle underlying all the work that pharmacy assistants undertake.

Combined with their empathy and knowledge, pharmacy assistants help to ensure that a patient’s experience in a community pharmacy is positive and helpful.

“We are so proud to have the best pharmacy assistant in Asutralia right here in the ACT,” Margaret said.

“Erin will be visiting local schools with pharmacists and attending the Tertiary to Work career fair in August to talk with young people about what a great career being a community pharmacy assistant is.”

2016 VINNIES CEO SlEEpOut REgIStRatIONS NOw OpEN thuRSday 23 JuNE Join over 100 industry and business leaders.

REfRESh yOuR pERSpECtIVE IN 2016.

Register online ceosleepout.org.au Photograph by Wanderlust73

COVER STORY

R

SM has come a long way in Canberra, since it arrived 30 years ago. Much has been said about its early beginnings above a fish shop in Braddon with one mad keen accountant from Western Australia, Garry Lee, who, with vision and passion for his clients, grew the business to one of the region’s largest firms with over 100 staff.

Now RSM has made the move from their Northbourne Avenue office to larger, more modern, architecturally designed, purpose built premises in Deakin, they are set to take Garry’s vision to the next level.

“We want to show our clients and potential new clients that we are investing in

Ready for the next 30 years in Canberra our staff and their environment so that we can continue to attract and retain the best people possible,” Frank Lo Pilato, Managing Partner RSM Canberra office, said.

Frank says that he also believes it is what their clients and local businesses expect from a firm that, many of them have grown up with and, is part of the world’s sixth largest audit tax and consulting network.

“Our new offices are great for the RSM team. Two of the things that are important to me in the new location are: the great new reception area and the fact that all services are now on one level rather than split over several floors,” Frank explained.

The fitout and move to the new offices

was coordinated internally by RSM Partner, Rhys Kyburz.

“I would like to thank Rhys, personally and on behalf of his colleagues, for the great job he has done in coordinating the move and for excellent new facilities we now have for RSM in Canberra,” Frank said.

Rhys says that he is very pleased with the move and fitout and that he was fortunate to work with an excellent team to achieve a high quality outcome.

“It was great to work with builder SHAPE Australia and designer DJAS who both did a superb job in bringing our $2.8 million project to completion,” Rhys reflected.

Photo: Adam McGrath

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Designer According to Rhys, DJAS were great designers to work with.

“We explained what we wanted and DJAS came up with a design that delivered a built working environment that we all really want to work in,” Rhys explained.

DJAS also met RSM’s brief of keeping their office light, open, stylish and professional.

“The staff and client areas designed by DJAS are befitting of our new brand, image and position in the market,” Rhys stated.

Amongst other features the new office has a central meeting point that brings the RSM team together; Polycom video conferencing; operable walls so that spaces can be created; quiet areas for staff and motorised sit/stand desks for all.

DJAS interior designers Alisa Moss and Monica Wojtaszak worked closely with Rhys to develop a workplace which, through its spatial plan, would reflect RSM’s loyalty in improving their staff’s working environment.

The open work areas give staff full access to natural light, with offices and meeting rooms sparsely positioned to avoid blocking out the glazed perimeter of the building. Informal meeting areas have also been introduced throughout the fitout to encourage staff collaboration.

“We wanted to future-proof our work practices,” Rhys said.

Builder Rhys also wanted to thank key members of SHAPE Australia: Ben Wright, General Manager; Tom Hill, Commercial Manager; Jason Matthews, Site Manager and Victoria Ward, Project Coordinator.

“SHAPE Australia guided us through the process and monitored everything all the way through. Their attention to detail and follow up before during and after was very valuable.

They kept people on site to make sure everything was ok right up to the very end,” Rhys outlined.

Rhys went on to say that SHAPE Australia went above and beyond what was required, “They thought laterally about how they could deliver the project. They were also very active with us about how to meet deadlines and budget.”

Photography: Adam McGrath

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COVER STORY

Joiner Rhys says they were very lucky that Capital Veneering, a multi-award winning local company, could do all of the joinery in the new office.

“Capital Veneering makes premium quality products. They custom-made the kitchens and cupboards and timber coverings, housings for the motorised TVs, lockers and cupboards.”

“Capital Veneering took a collaborative approach during our fitout, working closely with SHAPE and DJAS to deliver a high quality outcome on time and within our budget.”

“The quality of shop drawings produced was outstanding and the finished product speaks for itself”

Evri Group The role of Evri Group was to project manage and oversee the entire delivery of the Project including the engagement of all consultants and builder and to liase directly with the team at RSM. The role was made easier as Evri group are the building owners and also negotiated the lease with RSM. Making the transition into Equinox Business Park was very smooth. “My direct contact was Chris Malegan as the PM and we worked extremely well together,” said Rhys.

Rhys also would like to thank Jane O’Connor and Peter Sarris for their roles in getting RSM to Equinox.

Electrical Greg Gill Electrical has a long standing relationship with RSM and undertook and delivered the seemless task of transitioning the move from RSMs existing premises to Equinox.

“Greg and his team did a great job integrating and reticulating cabling for the workstations, server racks, networking and Wi-Fi and was tasked with design overview of critical systems. Their experience and knowledge was a great asset,” Rhys explained.

The new RSM offices in Canberra has created the benchmark for all other RSM offices around the country.

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Frank Lo Pilato Managing Partner

Jonathon Colbran Partner

RESTRUCTURING & RECOVERY At RSM we understand and deal with the full spectrum of a business’ life cycle and our R&R team are at the fore front of assisting Canberra businesses to navigate through financial trouble.

Our R&R team, not only professionally manage formal engagements, but also expertly execute restructuring opportunities. These restructuring roles are completed for both individuals and companies, with the key ingredient being early intervention. For over 30 years, our R&R team have taken great pride in assisting local businesses to keep trading or helping Canberrans avoid bankruptcy.

Rhys Kyburz Partner

Andrew Sykes Partner

BUSINESS ADVISORY While we provide peace of mind through taking care of the usual accounting and tax compliance matters, our real value lies in seeking to help you address business challenges and uncover opportunities.

We do this by developing a deep understanding of your needs, challenges and ambitions and take a proactive approach in working with you across all facets of the business. By offering fresh insights and perspectives combined with practical and pragmatic advice we can assist you to make critical business decisions with confidence.

FINANCIAL SERVICES

ARE YOU READY?

RSM Financial Services Australia understand that a variety of factors come into play when it comes to realising your personal wealth objectives. Regardless of the stage of your life, you need advice that is sound, practical and relevant to your personal circumstances at that point in time.

Our financial planning consultants

he world is changing rapidly.

With constant advances in technology, communications and infrastructure, barriers are disappearing and the business landscape is becoming more global every day.

“In this fast-paced environment, you need advisers who think ahead and respond quickly to your changing needs, who will put risk in the spotlight, and who will continually look for new opportunities for your business,” Frank Lo Pilato, Managing Partner of the Canberra office, said.

RSM is one of the world’s leading audit, tax and consulting networks.

RSM builds strong relationships based on a deep understanding of what matters most to their clients. They take the time to understand their clients business, strategies and goals, and draw on the power of their global network to deliver insights tailored to their clients precise needs.

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advise, plan and manage the affairs of thousands of Australians including individuals, SMEs and large institutions.

They work closely with clients to anticipate changes in financial demands and take advantage of new opportunities with a financial pathway constantly tailored to individual needs.

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COVER STORY

Thomas Pucci Consultant

Luke Williamson Consultant

CONSULTING

Rodney Miller Partner

ASSURANCE & ADVISORY

RSM offers a complete range of endto-end consulting services that support business transformation programs. Our consulting professionals are experienced in a range of disciplines that assist our clients with governance, change, performance optimisation and risk management.

Our offering delivers sustainable competitive advantages for clients through the setting of longterm visions and crafting of strategies for growth, business portfolio optimisation and better planning and execution.

“By sharing the ideas of our senior professionals, we empower people to move forward, make critical decisions with confidence and take full advantage of the opportunities on the horizon for their business,” Frank said confidently.

Why RSM? When clients work with RSM, they have access to RSM’s worldwide network of audit, tax and consulting firms. Together, they provide their clients with skills, insights and resources, and a commitment to helping them achieve their goals.

“We bring our clients the insight and experience of our global team to help them get to where they need to be,” Frank outlined.

In Australia, RSM boasts a national network of 29 offices which, combined with over 90 years experience, has helped them develop an extensive understanding of Australian business trends and conditions.

The RSM network spans across 120 countries, 763 offices and enables clients to enjoy access to world’s best practice, insight and expertise.

Ged Stenhouse Partner

To us, an audit is more than a report card. It is intelligence to help you run your business better; a vehicle for both verification and continuous improvement. RSM’s auditors draw on in-depth knowledge of their clients’ business to make constructive contributions for improvement. RSM’s accredited audit service employs world-class proprietary technology and delivers a paperless audit solution.Our RSM consultants offer a range of professional consulting services to drive innovation, increase productivity, reduce costs and improve controls.

One point of contact, one network on your side When you’re under pressure, you want to explain yourself once, to one person.

So we ensure you have one trusted senior contact who will connect you to a wellinformed team, exactly when and where you need them.

Understanding your business “We devote a great deal of time, thought and energy to understanding you and your organisation. We will immerse ourselves in your business so we know who you are, what you believe in and what motivates you,” Frank explained.

A client’s management team will receive high quality feedback on issues that are pertinent to their business, together with personalised reports and advice from experts in their sector.

Quick answers The partners of RSM know each other extremely well, thanks to frequent crossborder and cross-service line meetings.

This means that partners can personally consult colleagues, and draw on those close relationships to get their clients quick answers and fast decisions.

Maximising your potential “When you work with RSM, you have a team of advisers who are constantly looking out for your business interests,” Frank explained.

Based on a 360 degree analysis of a client’s markets, laws and customs, RSM will identify opportunities and challenges before they arise.

“We will help you analyse risk, establish the right direction for your business and maximise your potential, supporting you every step of the way.”

Vital services for your growing business RSM can help businesses with all their professional services requirements, including the mainstream areas of audit, tax, risk advisory, business advisory, restructuring and wealth management.

As well as these core services, RSM also offers a wide range of specialist services, such as management and IT consulting, legal advisory, forensic accounting and human resource consulting.

“Our Canberra team specifically offers a full suite of specialist corporate and business advisory services, with experience in most industry sectors,” Frank concluded.

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RSM is a full service accounting firm providing: ● audit ● tax ● consulting services

RSM FACTS • In 2016, RSM Australia has been voted by our clients as a finalist in the Financial Review Client Choice Awards in the categories of Best accounting firm (revenue $50m to $500m) and Best WA Firm.

• RSM is the largest mid-tier accounting firm in Australia that has national ownership and profit sharing. All other mid-tier accounting firms are federations.

• RSM Australia is a core member of the RSM network. RSM is the 6th largest network of independent accounting and consulting firms in the world.

• In 2015, RSM won the Network of the Year at the International Accounting Bulletin Awards.

• Nationally RSM has over 1000 staff. Throughout the RSM network globally there are over 38,353 staff.

• RSM operates out of 29 offices throughout Australia.

Internationally RSM is affiliated with firms in 763 offices in 120 countries around the world.

• RSM currently have 95 partners and 38 principals.

• Our net revenue for 2014 was $150 million. Annual fee income of RSM International members firms totals US$4.60 billion.

• All policy direction and strategic decisions are at directors’ meetings. Implementation and day to day management is effected by six executive directors.

RSM has moved to: Equinox Building 4, Level 2, 70 Kent Street Deakin ACT 2600 Tel: (02) 6217 0300 canberra@rsm.com.au www.rsm.com.au 20

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Photo: Kasra Yousefi

F E AT U R E

Real estate agents - what is going on?Part 2

By Sam Joel

Spaghetti Finally, my interviews were complete. My imaginary finish line in the sand had been crossed. I had won. My prize? The unenviable task of identifying who threw that plate of spaghetti. My list of suspects was large, but the list of problems was larger.

Suspect 1: Real estate business owners Problem 1: The business model In 1854 Richardson and Wrench (R&W) opened for business. R&W were one of the first real estate agencies in Australia, soon to be joined by copycats Ray White and Raine & Horne.

But. The copycatting phenomenon didn’t stop there. Thousands more real estate businesses followed, operating all across Australia using what is effectively the exact same business model as applied by Richardson & Wrench in 1854. Yep, that’s, like, over one hundred and fifty years ago now. Consider how much Australia has changed since 1854. Even the fundamental idea of ‘home’ has changed, never mind all that other stuff like technology,

“The way business models are designed right now means that most real estate agents provide services to the Australian public within a very narrow scope, just outside of this narrow scope is the potential to repair and improve their broken relationship.”

business, industry, and the economy. To put ‘change’ into perspective, in the early 20th century we thought there was just one single galaxy, the milky way galaxy, we now know we missed it by just that much!

Turns out there are more like billions of galaxies, each with billions of stars, each with goldy locks zones capable of supporting life, or ‘home’ as we know it on Earth. So listen real estate, we need to talk. Australians have changed, it’s not you it’s us. We have grown apart, we want different things. A 19th century business model isn’t going to cut it anymore. We’ve seen companies like UBER and AIRBNB resting their sweet, sweet pie on the windowsill to cool off. We’ve caught a whiff, had a taste, and now we want the 22

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whole thing. Your business model is kind of like owning a PlayStation 1 in 2015 - good for nostalgic reasons and for putting paper firmly in its place, but completely incapable of supporting a modern day gaming experience.

Salvage the parts that still work and throw the rest on the scrap heap I say. A business model represents an environment. Put something in a negative environment, you will almost certainly produce negative results.

If the R&W business model is outdated and real estate agents are being forced to use it by their employers, then it’s obviously creating the right conditions for a negative customer experience. It’s time for business owners to walk their own path and stop blindly following the leader.

Suspect 2: New salesman Problem 2: Entry-level training & experience standards It takes just a few days to get your basic real estate registration in any one of the 8 Australian states and territories (Not including external territories). Think about that for a second, that means, on Monday the 1st you decide to entertain a passing thought; you’re going to become a real estate agent. Just like that, without having had any prior experience in anything remotely relevant to selling real estate, you enrol in a real estate course to complete a basic 3-5 day accreditation. Just to be clear for those of you who have not worked in real estate before, here is a list of the jobs a real estate agent will typically encounter within the first 12 months of their sales career: • Legislation • Administration • Customer service • Telemarketing • Door to door sales • Sales and negotiation • Client relationship management • Electronic marketing • Advertising and marketing • Finance • Economics • Building, construction, home improvement • Building inspection • Conveyancing • Photography • Interior styling

By Wednesday the 10th, you have a job working for a local real estate agency desperate for more sales staff. The boss throws you a bone to get you started and on

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Friday the 12th, just 12 days after your passing thought, you are sitting at the kitchen table of a stranger’s most valuable financial asset using script and dialogue you’ve just learned from the office gun (stay off the Westside – Cookie Kwan) and marketing material provided to you by your employer which still has the old salesman’s name on it (‘ol Gill) trying to solicit business, charged at the office mandatory minimum of 2.2% - just over $12,000 commission on a $580,000 property.

Let’s hope the property owner does not employ you and throws you out on your ass, because although you may believe you are the reincarnation of Hercules, it’s more than likely that you are not a Greek demigod, instead, you are just an inexperienced mortal, incomprehensibly under prepared for the tasks and responsibilities which now lie before you.

The odds are firmly stacked against you as you compete with seasoned salespeople for your commission-based salary, what will you do to get the business and make money?

Whatever it takes? What does that mean?

You are now faced with a significant moral dilemma; If you get the business, in your heart of hearts you know you have never done this before, or anything like this - how will you justify the responsibility of selling this persons most valuable financial asset? You decide to push on, convincing yourself that there is actually nothing wrong with learning as you go. But what you have failed to realize is that the night is dark and full of terrors, it could take months, if not years, for you to acquire the skills of combat necessary to drink in the majestic halls of Valhalla. But you’re not going to let a little thing like the risk of severe malpractice stop you now are you, not when you are so close to winning your first listing!

It’s a rookie error, which makes sense for you at this stage of your sales career. Rest assured, your mistakes will become painfully obvious to you when you miss a turn and drive your passenger off a cliff. After the crash, you’ll dust yourself off and decide you don’t want to drive cars anymore. No harm done, not to you at least. Unfortunately for your passenger (the property seller), they are lying still and motionless amongst the trail of wreckage left behind you.

I suppose congratulations are in order. You have just contributed to one of the largest problems facing the Australian real estate industry in 2015; low entry level training and experience standards, poor ongoing

F E AT U R E

training and support (on average) and high industry burn rates; meaning that people who enter the industry on average don’t stay very long. The good news is you still have time to stop all this from ever happening, if you resign now you can enjoy the moral high ground as you seek out a sales position with less responsibility. Until one day, when you return, ready to take back your rightful place (from Scar) as King. So for all of you real estate agents out there currently punching above your professional weight, don’t just get in the ring and think you can box (Brian O’Conner). Step out of the ring now with some professional dignity, or don’t step in at all. Either way, don’t wait until you get knocked out to recognize this isn’t where you parked your car.

Suspect 3: The property seller Problem 3: Employment Sometimes people choose to employ someone terrible, then act surprised when the results are terrible. What’s interesting is when people choose to blame the terrible employee for terrible results, which is like blaming Leopards for having spots. It’s not legally required to use a real estate agent when selling a property, it is your choice which real estate agent you employ - based on who you think will add the most value to your property. Use the significant resources at your disposal to choose the right one.

Google can help you understand who your local service providers are and what is happening in the market. Friends and family with recent experience are also a good source of information. In any case, it’s time to stop blaming the cold when you forget to bring a jumper guys.

Suspect 4: A competitive market Problem 4: The nature of competition Let’s assume, for all intensive purposes, that for every 1 property on the market for sale, there is 1 real estate agent and 19 potential property buyers.

19 beauty queens…1 crown…Que tears.

In this example, for every 20 people active in the real estate market, only 2 people can realistically be happy with the end result: 1. The property seller; & 2. The property buyer But even for the lucky few, happiness is not assured. It is not uncommon for the crown to be made of thorns – and whom will the 18 unsuccessful beauty queens blame for their mascara stained cheeks?

The truth is, as the Australian real estate industry exists today, no matter how much it

improves, it may never escape its fate - forever cursed by the nature of competition and mathematically destined for the Roy Morgan relegation zone. …Need I go on?

Metathesiophobia Metathesiophobia can be defined as the fear of change or changing things. Me? I’m scared of plenty of things, like deep water (which honestly is absolutely terrifying) so I can understand why some (the majority) of real estate agents are scared of change - no judgement here. But what are they actually scared of? I’m scared of large animals that live in deep water which can literally eat me.

Real estate agents are scared of being made redundant and not making money – almost as though they are seeing change through the eyes of a 16th century villager watching Hermione Granger, Ron Weasley and Harry Potter fly overhead on their broomsticks shouting Avada Kadavra (a-VAH-dah keDAH-vra) at their top of their lungs as flashes of green light shoot from the ends of their wands. But can that even happen? I think there will always be a demand for premium services - I believe a more accurate question to be asking at this point would be around what level of demand will exist in 10 years time - not if demand will exist at all. What will people want? What will they need?

In Canberra, there are 1648 registered real estate agents and only 52 suburbs approximately 31 real estate agents per suburb. The demand (and requirement) for real estate agents services in Canberra is exposed to change. I speculate that the number of real estate agents operating in Canberra’s real estate industry will go down as change starts to take affect. Is this a bad thing?

So how do we overcome our fears? For me the answer is simple. I won’t be a deep-sea diver or join the Navy – Unless a radioactive (Tepco branded) fish bites me while I’m on a field trip taking photos of my crush and I become the Spiderman of the sea. For real estate agents the answer is also simple. Redesign your business model so that change is not a threat, but an asset.

are about 10 core issues leading to this dysfunctional relationship. Most of these issues are solved, improved, or, completely removed by change.

The irony in all of this is obvious.

The ‘change’ that can help improve the relationship between the Australian public and real estate agents is the same change real estate agents are scared of embracing. So the question is…what’s more important? – The relationship or the fear?

Who threw that?

The way business models are designed right now means that most real estate agents provide services to the Australian public within a very narrow scope, just outside of this narrow scope is the potential to repair and improve their broken relationship. But as with all relationships, rarely is it the case that one side is completely to blame. The Australian publics satisfaction is also relative to their choices, not just real estate agents services. Both parties must hold responsibility equally if they wish to live happily ever after. The Roy Morgan Image of Professions survey does not allow this important detail to come to light within its line of candidates and questioning. More importantly, business models and professionals alike operate within the boundaries of inconsistent state and territory legislation (as opposed to a single federal legislation), administered by registered training organizations, created and regulated by both state, territory and federal government – who are elected by the people, accountable to the people (supposedly). So who threw that damn spaghetti at the wall?

We all did.

The relationship or the fear?

The Australian public does not like real estate agents. Real estate agents don’t like not being liked. Real estate agents also don’t like being scared, which is more than likely why they don’t like change. Turns out there

Sam Joel Real estate industry blogger 2point6percent.tumblr.com

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ADVICE ACCOUNTING

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25

PAYG Withholding vs PAYG Income Tax Instalments

BOOKKEEPING

25

4 reasons why outsourcing is the best option for associations and NPOs

BUSINESS LAW

26

PPSR – PPS huh?

by Sarah Tilse, RSM

by Harry Hoang, Tailored Accounts

by Mark Love, Bradley Allen Love Lawyers

BUSINESS SUSTAINABILITY 26

Optimise your HVAC and refrigeration for big savings

FAMILY LAW

What is equal shared parental responsibility anyway?

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by Andrew Bell, Actsmart business recycling. energy. water

by Juliet Behrens, Dobinson Davey Clifford Simpson Lawyers

INTELLECTUAL PROPERTY 28

Legal issues to consider when starting a business

REAL ESTATE

28

Is your home holding back your lifestyle?

RECRUITMENT

30

The makings of an HR leader

SPORT

30

Were millions flushed down the bowl?

STRATA MANAGEMENT

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Unlocking value in the air

WEBSITES

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Is what you see what you get?

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by Shaun Creighton, Arete Group

by Peter Maloney, Maloney's Property

by Jim Roy, Hays Recruitment Experts Worldwide

by Paul Smith, YABBA.guru

by Chris Miller, Vantage Strata

by Sam Gupta, Synapse Worldwide

ACCOUNTING

BOOKKEEPING

by Sarah Tilse

PAYG Withholding vs PAYG Income Tax Instalments One of the questions we get asked frequently is: what is the difference between PAYG withholding & PAYG Income Tax Instalments? So what are these two taxes and how do they affect your business.

What is PAYG Withholding?

Under PAYG Withholding rules, you have an obligation to collect tax from payments you make to employees and some businesses so that they can meet their end-of-year tax liabilities. You have withholding obligations if any of the following apply: • You have employees • You have other workers, such as contractors, and you enter into voluntary agreements to withhold amounts from your payments to them • You make payments to businesses that don’t quote their ABN What are PAYG Income Tax Instalments?

PAYG Income Tax Instalments relate to your own income tax (or that of your company). They are in advance payments made for individuals and/ or company income taxes and are paid by business owners, investors and sub-contractors who earn a certain amount of income. Paying PAYG Income Tax Instalments assists you to meet your income tax obligations by allowing you to make payments in advance instead of having to make one lump sum payment at year’s end. When your income tax return is lodged, the resulting income tax payable is reduced by the PAYG Income Tax Instalments you have paid throughout the year.

How do I know if I need to pay PAYG Income Tax Instalments?

The ATO will write to you and tell you if you need to pay PAYG Income Tax Instalments.

Who determines the PAYG Income Tax Instalment amount payable?

You can generally chose between 2 options for calculating and paying your PAYG instalments, which will apply for the remainder of the income year. The options are below: • Option 1: Instalment amount The ATO calculate the instalment amount using the business and investment income from your most recently assessed income tax return.

• Option 2: Instalment rate You calculate your PAYG instalment amount based on your actual income multiplied by a rate provided to you by the ATO What if my PAYG Income Tax Instalments exceed my actual annual Income Tax liability?

If the amount you have paid in PAYG Income Tax Instalments exceeds your resulting annual income tax liability the ATO will refund the amount you have overpaid.

We are here to help If you have questions or need assistance preparing your Business Activity Statements, please contact Sarah Tilse , Manager in RSM’s Outsourced Accounting Division, on 02 6217 0302 or sarah.tilse@rsm.com.au.

For further information, please contact Sarah Tilse , Manager in RSM’s Outsourced Accounting Division, on 02 6217 0302 or sarah.tilse@rsm.com.au.

by Harry Hoang

4 reasons why outsourcing is the best option for associations and NPOs With close to 10 years of working experience in the Australian Third Sector, I have come to learn that the sector is a dynamic, vibrant, and meaningful place to work, where people share the common vision— that is, to make a difference. However, most of them struggle with basic administration tasks like documentation, bookkeeping and/or accounting.

Among the difficulties organisations in the Third Sector face are: (1) maintaining an updated and consistent set of books; (2) retaining key finance staff; and (3) managing a smooth cash flow with limited funding. Fortunately, with the advent of cloud accounting, outsourcing has emerged as one of the most practical and efficient solutions in this sector for the following reasons: 1. Cost-effectiveness Hiring a part-time bookkeeper who works three days per week can easily cost an organisation A$67,000 per year, while outsourcing the function to a professional bookkeeping/accounting firm costs on average 40% lower.

Better system, procedures and compliance Outsourcing an organisation’s finance function to a professional firm gives it access to a pool of qualified bookkeepers/accountants and proper bookkeeping/accounting systems. Coupled with cloud technology, organisations no longer need in-house bookkeepers/accountants. Here in Tailored Accounts, our clients’ paperwork and cash flow updates are seamlessly shared with us via cloud accounting softwares such as Xero and Intuit Quickbooks even if their staff are working offsite. Importantly, our staff are also up-to-date with the latest non-profit requirements in the Australian Accounting Standards which ensures that our clients’ accounts are compliant and accurate.

2. Less time to worry about managing people = More time to spend on charity work Let’s face it—people management is one of the biggest challenges for most organisations, particularly for the Third Sector due to the nature and mobility of the work. For some organisations which operate in multiple locations, it becomes increasingly difficult and costly to maintain a finance operations team in each location. On average, finance staff in the Third Sector leave in their second or third year. Outsourcing eliminates this problem as it provides organisations with constant access to a pool of talents without the need to worry about turnover and recruitment.

3. Constant access to latest technology Professional firms are focused on delivering bookkeeping/accounting services, hence it is essential that they keep abreast of the latest technology.

An in-house bookkeeper/accountant would have less incentives to keep himself/herself informed of the latest technology since this would mean more time spent on learning the new technology alongside his/her current workload. On the other hand, professional firms survive on technological advancement and trends to deliver quality services, so they are always on top of the latest technology.

If you have considered outsourcing your finance function for your association or non-profit organisation, give us a call at (02) 6169 5196. We serve more than 30 non-profit organisations alongside our for-profit clients, and like you, we seek to make a difference for the community.

Harry Hoang is Tailored Accounts Executive Director M3 Building, Level 1, Suite 127, 24 Lonsdale Street, Braddon ACT 2612 Australia T: 02 6169 5196 | M: 0434 196 607 E: info@tailoredaccounts.com.au | www.tailoredaccounts.com.au

BUSINESS SUSTAINABILITY

BUSINESS LAW

by Mark Love

Optimise your HVAC and refrigeration for big savings

PPSR – PPS huh?

It has now been over four years since the Personal Properties Securities Act 2009 (Cth) (PPSA) took substantive effect on 30 January 2012.

However, many businesses remain oblivious to the PPSA and the serious If you ignore the PPSA on the consequences that can follow its oversight. So what is the PPSA and basis that “it doesn’t affect what is the risk in ignoring it?

The PPSA established a new, me” or “this is how I’ve done national system for managing and recording all secured lending over business all my life, I’m not personal property. For businesses, going to change”– then you’re it applies to stock and inventory, plant and equipment and vehicles. If likely to lose. your business sends out or receives ‘property’ on consignment, allows suppliers to take goods on credit or accepts such property as security for outstanding debts, then you need to understand the PPSA. If you ignore the PPSA on the basis that “it doesn’t affect me” or “this is how I’ve done business all my life, I’m not going to change”– then you’re likely to lose.

The PPSA created a system of priority for secured and unsecured creditors. It is effectively a ‘first registered, best dressed’ policy, whereby the first creditor to register generally takes primacy over later creditors (registered or unregistered). This means that if your business hasn’t registered its “security interests” on the Personal Property Securities Register (PPSR), then you could miss out when it comes to reclaiming the property you have title to or security over.

A basic example will help to illustrate this concept: Your company imports and assembles bicycles. You sell some to “Bike Co” on credit. Your terms and conditions state that “We retain all title to the bicycles until invoices are paid in full” but you do not register a security interest on the PPSR. You have transferred possession but not ownership of the bicycles to Bike Co. Bike Co goes under and appoints a liquidator. You try to get your bicycles back but the liquidator claims they are now owned by them.

Under the old system, if your invoice asserted ownership until goods are fully paid, you could probably get your bicycles back. But under the PPSA, you lose ownership because you failed to protect your ownership rights and obtain “secured creditor” status by registering a security interest. Any Bike Co property which is unencumbered by a perfected (registered) security interest now vests with the liquidator (Corporations Act 2001, section 588FL). If you had registered, then you would likely take priority over the liquidator and recover your property.

The danger for businesses which ignore the PPSR is clear: if you fail to register, you may get nothing, not even your own property. If you’re still saying “Huh?” to the term ‘security interest’, PPSA or PPSR, then seek advice and get your interests registered soon to help protect your business and your livelihood.

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Keeping costs under control and saving money. It’s what smart businesses do, so here’s some advice. If you operate a business (outside the home), have fewer than 10 full-time equivilant staff or electricity bills under $20,000 (incl GST), it’s worth exploring Actsmart’s Small Business Energy and Water program.

Actsmart will provide your business with a FREE energy and water assessment and give you a report on how to save money. Better still, Actsmart offers a rebate of up to $5,000, on a 50-50 cost basis, to help you upgrade inefficient equipment. This includes heating-ventilation-air conditioning (HVAC), refrigeration, lighting and hot water heating systems.

It’s worth acting, especially since HVAC systems often account for most of your annual energy bill. Our expert assessors will tailor their report to your needs. In the meantime, here are easy-to-apply tips for saving money: 1. Set your thermostat appropriately. This means 18C to 20C in winter and 24C to 26C in summer. Save up to 10% in heating and cooling bills for each 1C you increase your thermostat setting in summer and each 1C you decrease it in winter.

2. Wear clothing appropriate for the season. Wear multiple layers in winter and light, loose clothing in summer.

3. Ensure your HVAC controls are set and working properly: • Adjust automatic start times to reach the desired temperature only shortly before people arrive to avoid heating or cooling unoccupied spaces.

• Turn heating or cooling off during weekends and holidays.

• Do not heat or cool unused areas.

4. Keep systems clean and well maintained to prevent inefficient operation and breakdowns.

5. Replace old HVAC equipment with new systems. A huge 30% savings is common with upgraded equipment and you’ll be more comfortable too.

If you use commercial refrigeration, you can reduce bills by running equipment as efficiently as possible: 1. Install night blinds on open display units and make sure you use them.

2. Install timers on non-perishable drinks fridges to turn them off overnight. This can save 25% or more of your electricity consumption.

3. Set thermostats for the contents in your fridge.

4. Keep your outside condenser unit clean, well ventilated and regularly maintained.

5. Ensure your inside evaporator is free of ice, that the fans work properly, and that door seals are in good condition.

6. Check compressor unit cycle times. If running more than 60% of the time there could be a problem you need to address.

7. Replace old compressors (especially belt driven). Replacing them can save 30% of energy consumed and operating costs.

For more tips, information and resources visit the Actsmart Sustainability Hub (actsmart.act.gov.au) and follow us on: Facebook: Actsmart – Canberra Twitter: @SustainableCBR Contact number:13 22 81 Email: actsmart@act.gov.au Actsmart – helping your business make changes for a sustainable future.

Mark Love, Legal Director, Business Law 9th Floor, Canberra House, 40 Marcus Clarke Street, Canberra ACT 2601 E: mark.love@bradleyallenlove.com.au T: 02 6274 0810 | www.bradleyallenlove.com.au

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by Andrew Bell

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P EA R

FAMILY LAW

TR EE

What is equal shared parental responsibility anyway?

The Family Law Act requires that, when a Court is making a decision about parenting orders after separation, it must apply a presumption of “equal shared parental responsibility” (ESPR), unless there has been abuse or family violence. Sometimes parents think that this is a presumption in favour of “equal time” or week about arrangements after separation. That is not the case.

ESPR means that parents are required to consult and attempt to reach agreement in relation to “major long term issues” concerning their children.

These include issues such as where a child goes to school, significant medical treatment, overseas travel, relocation and the child’s religious affiliation. If parents cannot reach agreement about these issues (or at least if one parent is not prepared to acquiesce with the other’s decision) then a Court will have to decide the outcome based on the best interests of the child principle. It is relatively common for the family law courts to be asked to make decisions about overseas travel and relocation, and less commonly they make decisions about schooling and religious issues.

The presumption of ESPR does not apply in cases of family violence, and can be rebutted if that is in the child’s best interests (for example, if conflict between the parents makes reaching agreement on major long term issues a fraught exercise). If a Court decides not to apply the presumption of ESPR, or ESPR means that parents are that it is rebutted, it will usually make an order for one parent to have “sole parental required to consult and attempt responsibility”, often with an obligation to keep the other parent informed about the to reach agreement in relation decisions they make.

The fact that parents have ESPR does to “major long term issues” not mean that schools, doctors or other providers of services have to get the concerning their children. consent of both parents- in fact the Family Law Act makes it clear that is not the case.

Such providers are entitled to act on the consent of just one parent, although private providers can insist on the consent of both and will sometimes do so, particularly if joint liability for fees is an issue.

Parents with ESPR do not have to consult in relation to every day issues, including what children eat, wear, where they sleep, and what extra-curricular activities they participate in. Having said this, many separated parents with a cooperative post-separation parenting dynamic find it helpful to discuss and agree common routines and arrangements.

The question of how much time children spend with, or spend living with, each of their parents, is separate from the question of parental responsibility. However, if the Court is making an order for ESPR it must consider whether equal time is in a child’s best interests and reasonably practicable. If so then the court must consider making an order for the child to spend equal time with each parent. There is no presumption that a child will live in an equal time arrangement.

Juliet Behrens is a Senior Associate of the firm 18 Kendall Lane, New Acton Canberra City ACT 2601 T: (02) 6212 7600 E: mail@ddcslawyers.com.au www.ddcslawyers.com.au

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by Juliet Behrens att Farrah, Simon Rees and Ant Moore, three mates from the University of Canberra, dream to make the best Marlborough New Zealand wines for the Canberra market has been achieved.

With legendary winemaker Ant Moore at the helm, his unconventional winemaking techniques have brought out unique characters of the fruit and terroir, on 100 acres in Marlborough, to make Pear Tree crafted wines.

If you are in a liquor outlet looking for a great Marlborough wine, try a Pear Tree and help support local wine business Rogue Wines.

From the plains of Marlborough to your next special event.

Contact: 0403 317 692 matt@roguewines.com.au www.roguewines.com.au

INTELLECTUAL PROPERTY

by Shaun Creighton

Legal issues to consider when starting a business Starting a new business is an exciting time. Although cash flow can be tight when starting out, this is an important time to receive professional advice, as it limits the risk of unintended issues arising later.

What are the legal issues / advice / documents you will need before you start your business? There is no such thing as “one size fits all”. Consideration needs to be given to the nature of your business, how you are structured, your size, and the industry you operate in.

Examples of the types of legal services we regularly find a start up business needs (and why) include: • Legal structure advice: Before starting to trade, have you considered whether you will trade as a sole trader, company, partnership, trust, or even a company as trustee of a trust? This is important to discuss with both your lawyer and accountant before starting out.

• Founder Agreements (eg Shareholder Agreements): If you are going into business with other people, a founder’s agreement (such as a shareholders agreement, partnership agreement, unit holders agreement) is a must. This agreement should cover off issues such as what is the entry and exit process (and conditions which must be satisfied prior to entry and exit), how are decisions made (including decisions which must be unanimous), who owns any IP which is generated, and any restraints against an exiting party from competing with you.

• Intellectual Property Protection: The type of IP in a new business will vary from case to case, but almost every new business will have a new name / brand. That name / brand should be protected through one or more registered trade marks. This will provide you with an ability to prevent 3rd parties from using a brand similar to yours and limits the risk of being forced to re-brand as a result of infringing the rights of a 3rd party.

• Good and / or Services Agreements: If your business intends selling goods or providing services, there is merit in having your good or services agreement ready for use before you start to trade (or soon thereafter).

• Employment and / Contractor Agreements: If engaging people to work for you, will you engage employees or contractors? Do you understand the difference between the two and the consequences of getting this wrong?

• Policies: before you start, you may require a privacy policy, website terms etc.

ARETE Group’s Start Me Up package: A fixed fee package tailored to suit start up businesses ARETE Group offers a tailored service package for start up businesses.

We call it Start Me Up! Check out details of our Start Me Up! program at http://www.aretegroup.com.au/start_me.html. Under Start Me Up! we offer a discounted fixed fee package of services, tailored to suit your specific needs.

To find out more about Start Me Up! call us on 02 6162 1639, visit us at www.aretegroup.com. au , or email our Director, Shaun Creighton, at Shaun.Creighton@aretegroup.com.au

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REAL ESTATE

by Peter Maloney

Is your home holding back your lifestyle?

Many Australians that are getting close to retirement have more money tied up in the family home than they have in income producing assets that they will need to fund their retirements with.

While the family home is exempt from capital gains tax, it is a non-income producing The first step is a chat asset and will require a substantial amount with your financial of money to maintain each year to protect the capital value. planner or accountant The other emerging issue is rates which to determine your have risen over 40% in the last three years so the cost of keeping the family home true financial position. may be unsustainable.

Perhaps look at downsizing into an Sometimes this can apartment or a townhouse this will not only give you more free time but also more money be a very sobering to help fund your retirement. Planning for retirement includes where you want to live and conversation. the lifestyle to you are looking forward to.

The first step is a chat with your financial planner or accountant to determine your true financial position. Sometimes this can be a very sobering conversation.

The second step is obtaining a realistic market appraisal for the value of your current home. This is a good base for your financial planner or accountant.

The third step is checking out alternative accommodation that works for you now and in 10-15 years’ time. Choosing the right property on your first down size can often result in only moving once. Ideally look for a single level or an apartment block with lift access close to Perhaps look at shops and transport so you can still maintain downsizing into independence even without a car. Remember lifestyle is also very important in your planning. an apartment or a Once you know what your home is worth and what a suitable replacement will cost, you townhouse this will then have a clear idea of what additional funds not only give you more you have available to either invest or enjoy.

We recently helped a lady who was looking free time but also more at retirement and realised, after a conversation with her financial planner, that she did not money to help fund have enough super to fund her current lifestyle.

She down-sized from a large family home to a your retirement. spacious townhouse both in the inner north and was able to invest around $500,000, buy a new car and take a lengthy holiday.

Often this planning process may take several years. At Maloney’s we are happy to provide you with a pressure free market appraisal which will help you start your planning for the future.For further information regarding real estate in the ACT contact Peter Maloney on 6231 0100 or pmaloney@maloneys.com.au

Contact Maloney’s on 6232 0100 maloneys@maloneys.com.au www.maloneys.com.au

SE AS ON 2016 Chief Conductor and Artistic Director Nicholas Milton celebrating his tenth year with the CSO. The ActewAGL Llewellyn Series exemplifies the breadth of human emotion and experience, while the Saturday Series features diverse programs with popular appeal.

ACTEWAGL LLEWELLYN SERIES

11 & 12 May

6 & 7 April

NIGEL WESTLAKE: Cudmirrah Fanfare SCHUBERT: Symphony No. 7 in B minor—Unfinished BEETHOVEN: Symphony No. 9 in D minor

/01 MOZART Benjamin Northey Conductor Virginia Taylor Flute

MOZART: Symphony No. 31 in D major—Paris JONATHAN DOVE: The Magic Flute Dances—Concerto for Flute and Orchestra NIGEL WESTLAKE: Out of the Blue TCHAIKOVSKY: Suite No. 4 in G major—Mozartiana

/04 TCHAIKOVSKY

Stephen Mould Conductor Soloists from Opera Australia

Nicholas Milton Conductor

17 & 18 August

/03 DVOŘÁK

Nicholas Milton Conductor Artistic patronage ActewAGL

Indira Koch Violin Wolfgang Emanuel Schmidt Cello WEBER Der Freischütz—Overture BRAHMS Double Concerto for Violin and Cello in A minor DVOŘÁK Symphony No. 7 in D minor

cso.org.au

2 & 3 November

/02 BEETHOVEN

CSO Direct (ticketing) 6262 6772

Artistic patronage ActewAGL

Kristian Chong Piano

NIGEL WESTLAKE Shimmering Blue RACHMANINOV Rhapsody on a Theme of Paganini TCHAIKOVSKY Symphony No. 4 in F minor

SATURDAY SERIES Saturday 20 February

/01 SHELL PROM PICNIC CONCERT

Saturday 2 July

/02 ICON WATER OPERA GALA In collaboration with Opera Australia 7.30pm, Llewellyn Hall, ANU Stanley Dodds Conductor Soloists from Opera Australia Saturday 8 October

/03 CANBERRA WEEKLY MATINEE MAGIC BEATLES IN SYMPHONY Saturday 8 October 2.00pm, Llewellyn Hall, ANU Guy Noble Conductor

With support from the Embassy of the Kingdom of the Netherlands 5.00pm, Grounds of Government House. Gates open at 3.45pm Marc Taddei Conductor Alan Vivian Clarinet

/canberrasymphonyorchestra

@cbr_symphony

SPORT

RECRUITMENT

by Paul Smith

by Jim Roy

The makings of an HR leader A new report by Hays, The DNA of an HRD, polls HR directors on what it takes to get to the top, with stakeholder engagement voted as the most important skill to have.

For the report Hays spoke to 461 HR directors in Australia and New Zealand. The results show that 64% of HRDs are women, while HRDs are typically aged in their 40s and early 50s.

In terms of skills, over half (53%) say stakeholder engagement is the most important skill to possess, followed by commercial acumen (52%) and strategic planning (48%). These ranked well ahead of people management (32%), change management (31%) and communication (22%).

57% said up-and-coming HR leaders need to be commercially aware and good business people, however HRDs are split on how to gain commercial acumen. One side says you must take a role outside HR to gain true business understanding, while the other says if “If you study or read about you are open minded enough you do not need experience outside HR. psychology you come to Additionally, most respondents did understand the underlying not always work in HR, which explains why they come to the profession science and body of with a broad range of qualifications.

They then undertake additional HR knowledge that supports qualifications or certifications. your discipline and why we HRDs are also split on the qualifications that HR professionals do what we do in terms should attain. Ian Cormack, HR Director at Woolworths Food Group, holds of remuneration, bonuses, the view that HR people underutilise diversity and communication.” psychology. “HR is an intuitive discipline and so everyone has an opinion,” he says in the report. “If you study or read about psychology you come to understand the underlying science and body of knowledge that supports your discipline and why we do what we do in terms of remuneration, bonuses, diversity and communication.”

Moreover 67% of HRDs say resilience has helped them succeed in their careers to date. This was closely followed by being collaborative (54%), credible (53%), adaptive (52%) and proactive (51%).

The report also found that it takes experience to reach the top, with 59% possessing more than 16 years’ experience in HR and 54% receiving four or more promotions before becoming HRD. In other findings, aligning strategic requirements with the operational budget and workforce is the biggest business challenge facing HRDs in the next 12 months, while in the next five years designing and managing organisational change will become a bigger part of the role.

Reassuringly, if they had their time over 68% would still choose the profession.

The DNA of an HRD is the third report in our DNA series and follows The DNA of a CFO and The DNA of a CIO. It is available at www.hays.com.au/hrd or contact our Canberra office.

Jim Roy, Regional Director 5th Floor, 54 Marcus Clarke Street, Canberra T 02 6112 7663 | F 02 6257 6377 E canberra@hays.com.au

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Were millions flushed down the bowl?

In February, it cost $7 million to air a 30-second ad during the United States ‘Super Bowl’.

The cost of making these ads can be millions more and many ads are aired just once and not seen again.

Crazy right? Well, maybe.

The event had an enormous If the ads don’t always lead audience of well over 100 million to higher sales, why were viewers. It also had a spectacular half time show, this year featuring Coldplay, Beyoncé and Bruno Mars. Additionally, advertising slots booked out many non-football fans tune in for the around November last year? commercials themselves rather than the game. It sounds unbelievable, but such is the quality and humour of many of these commercials, viewing them has become part of US culture.

Despite these advantages studies generally support the view that most of the ads do not influence short term product sales in any meaningful way.

In 2014, Ad Age reported that communications firm Communicus found that 60 per cent of Super Bowl ads didn’t boost purchases—or even intent to purchase. Last year, Genesis Media conducted a study that found 90% of viewers were not likely to buy something in a Super Bowl ad.

If the ads don’t always lead to higher sales, why were advertising slots booked out around November last year?

Well the answer may lie in what the ads do for a company’s ‘brand equity’.

Brand equity may be defined as “the tangible and intangible value that a brand provides to an organisation, from consumer knowledge, perceptions, and experiences with the brand.”

The Communicus and Genesis studies show that popular ads influence “brand favourability,” and while that may not necessarily translate into immediate higher sales, the Super Bowl provides an opportunity for a company to get itself more positively positioned with consumers for longer term benefits.

If consumers view your ads favourably a company is better able to navigate itself through challenging times when they arise, as consumers may be more forgiving. Additionally, heightened brand equity may help to reduce other marketing costs as consumers already have a good perception of the brand. It can also lead to many other benefits, such as an easier ability to increase prices.

This “brand awareness” type of goodwill is common in today’s varied advertising model. It’s what drives corporate sponsorships (which are huge in sports especially), product placement and budgets for ads that make brands seem like your friend.

For more information, contact Paul Smith, Secretary and Chief Financial Officer of Yabba.Guru on 0401 400 779 or go to www.yabba.guru

STRATA MANAGEMENT

WEBSITES

by Chris Miller

Unlocking value in the air If you have been paying close attention to the strata title property market in recent years, you may have heard the term “volumetric subdivision”. If you haven’t heard of it you soon will.

As far as Canberra is concerned, property can come in two simple forms; either a single title piece of land or a unit in a strata titled block, known in our territory as a Units Plan.

In an uncomplicated world these two classes of property ownership are perfectly adequate. And so it has been the case for many decades here in our back yard. But the times they are a changing, and so must our way of thinking change.

The average apartment dweller is no longer satisfied to live in isolation from all the amenities of life. Consequently, developers are faced with market demand for dynamic mixed-use buildings and sprawling “campus” style precincts. We have seen a few notable examples in recent years, such as The Realm Precinct in Barton, New Acton and Kingston Foreshore. Each of these developments meets the brief, providing places for people to come together not only to live, but also to work, eat and socialise.

However, change never comes without a cost, and just as our desire for high density living increases, so does the challenge of managing these communities.

Up to this point developers have simply included commercial office and retail spaces as units in a strata titled building. The laws governing strata properties in the ACT make no distinction between commercial and residential units. In practice it is generally acknowledged that one size does not necessarily fit all. Commercial units have very different needs to those of the residential apartments and it is no surprise that these diverging interests can give rise to challenges and disputes. For example, apartment unit owners may not want to contribute to the cost of cleaning or grease trap maintenance etc. In turn, commercial unit owners may not wish to contribute to the maintenance of gyms and swimming pools for which they have no practical need.

The competing wants and needs of different uses can be addressed in a number of ways. One particular titling structure known as “volumetric” or “stratum” subdivision is gaining significant momentum in the ACT. In simple terms a property can be created with both horizontal and vertical boundaries resulting in a stacked or layered property title. For example, a building might have 2 retail levels at the bottom of a building and apartments above. The commercial space is on its own title and the apartments form a separate title. The apartments may form Units Plan in their own right, but that does not involve the commercial. Both groups share some infrastructure, which they manage jointly, such as building insurance.

By definition this type of titling arrangement can be a little tricky, however if done correctly and with the appropriate advice regarding ongoing management, it can be a powerful tool for creating living communities catering for a wide range of uses.

For further information, please contact Chris Miller, General Manager M 0400 376 208 F 02 6239 5711 The Griffin, Corner Giles & Jardine Streets, Kingston PO Box 5044, Kingston ACT 2604.

by Sam Gupta

Is what you see what you get?

Steve Jobs once said; design is not just what it looks like or feels like, it is how it works. Every user is different and so is every website or app. In many cases, the engagement and interactivity boils down to one thing; how user-friendly it looks and feels to your users. User experience (abbreviated as UX) is exactly that; how users feel while using with your digital product.

It is why Apple became Apple. Even Users feel comfortable though they sell devices, the primary when they feel they are reason why people buy their phones, tablets and computers is because of the user experience. I have seen as young as in control. Empower them a 1-year-old using an Apple device with with functionalities. ease; it’s amazing.

So, needless to say, user interface (UI) plays an important role in our daily lives. It is not just about making it user friendly, but taking it to the next level. It is about understanding who the users are, what are they looking for, how are they behaving and being able to design your website or applications accordingly. UX is more about intuition and emotional connection with the user. I believe simplicity is the most complex thing to do and clarity is the key to it.

Below is a three step process you can follow to better user experience: 1. Identify Two things you need to identify; who the user is and what device are they on. You may have different groups of users also. What is their demographics. What are their perceptions. Take the time to clearly identify the traits of your users.

2. Understand Understand what are they looking for, what are their expectations, what are they use to. They will have different expectations on mobile devices and different on a personal computer. A 20-year-old user is likely to behave differently to a 40-year-old user. Take the time to understand their behaviour and what drives them.

3. Empower Users feel comfortable when they feel they are in control. Empower them with functionalities. Keep the user interface simple and user-friendly.

Don't restrict users for the sake of it. Let the back-end programming do its bit. Guide them towards next actions by providing them visual feedbacks for each interaction. Anticipate their actions and try to make their life easy.

There is a reason, even after so many years, Google's front page has just one simple search option in the centre of the page. Perception is reality and experience is everything. Keep your interface consistent throughout the website or app. Try to design to serve one primary purpose that the interface will help users achieve.

If you are looking to improve the user experience of your website or application, opt for our free 1-hour consultation to see how you can improve it.

Sam Gupta is the managing director of Synapse Worldwide.

Sam would love to hear your thoughts on this advice column.

Tel: 1300 785 230 Email: admin@synapseworldwide.com Web: www.synapseworldwide.com.

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Business and city revitalisation linked ROBYN HENDRY

CEO CANBERRA BUSINESS CHAMBER

T

he ACT Government opened a dialogue with the electorate on plans for renewal of the city centre and Northbourne Avenue with the release of a discussion paper in January on this important issue.

A focus on revitalisation of the heart of Canberra is welcomed by Canberra Business Chamber, which with partners Property Council of Australia and Canberra CBD Limited, released in December a discussion paper Turn On. Transform. Canberra City Centre Collective Agenda 2016.

Some of the major proposals from this document include developing population density targets for the city, investing in infrastructure to facilitate events, improving capacity to undertake innovative and

“An attractive, vibrant city centre and investment in infrastructure projects will help local businesses grow and are key to Canberra’s ongoing development as a modern capital.” responsive redevelopment, and establishing a City Coalition to drive change.

An attractive, vibrant city centre and investment in infrastructure projects will help local businesses grow and are key to Canberra’s ongoing development as a modern capital. This, along with the recent exciting announcement of direct international flights, will see Canberra attract more visitors and trade in the future.

The ACT Government’s discussion paper outlines suggestions for a grand entry to Canberra and reinvigoration of the city centre. This includes establishing village hubs at projected stops along the light rail route.

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“Getting involved in large infrastructure projects can potentially create as many risks for businesses, especially small businesses, as it does rewards.

The support the Light Rail Business Link program provides will help local businesses avoid the pitfalls and prepare to succeed.” but is waiting for more detail and believes initiatives like the hubs shouldn’t be rushed but develop in step with the needs of the corridor population.

Associated with future plans for Northbourne Avenue is last month’s selection of the preferred builder and operator of the ACT’s light rail system. The Chamber believes this is good news for local businesses as it means the project is now officially underway and they can start to explore the opportunities it opens up for them.

“It is estimated light rail will create 3,500 jobs and hundreds of millions of dollars in economic benefits – we want to make sure Canberra businesses are primed to get their fair share,” Canberra Business Chamber CEO, Robyn Hendry said.

Through the Light Rail Business Link Program, Canberra Business Chamber will help local businesses make the most of opportunities created by the construction and operation of light rail. In particular, it will offer information, advice and training on key areas of competency, such as contract management.

“Getting involved in large infrastructure projects can potentially create as many risks for businesses, especially small businesses, as it does rewards. The support the Light Rail Business Link program provides will help local businesses avoid the pitfalls and prepare to succeed,” Ms. Hendry said.

The program will also help businesses communicate concerns to the ACT Government. A recent example of how beneficial this cooperative approach can be is the Government announcement it would ensure car park spaces lost on London Circuit due to creating a construction depot are replaced by more efficient use of neighbouring land. Actually, the Government will ensure there are more spaces than there are now.

Businesses had expressed concern they

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would be negatively impacted if it becomes more difficult for people to park in the city centre. By working together we are able to find solutions that support light rail construction while minimising the impact on local businesses.

If you would like to be kept informed about the Light Rail Business Link Program

“It is estimated light rail will create 3,500 jobs and hundreds of millions of dollars in economic benefits – we want to make sure Canberra businesses are primed to get their fair share.” please visit canberrabusiness.com/services/ programs/light-rail-business-link/ and fill in the online form. We will then ensure you receive regular communications about the light rail project, opportunities for your business, advice, and available training and support.

Let us help you benefit from this major infrastructure project and avoid the pitfalls.

ACT CHIEF MINISTER’S ‘STATE OF THE TERRITORY’ BUSINESS ADDRESS DATE: 31 March 2016 TIME: 12.30pm – 2.00pm VENUE: Hyatt Hotel, Canberra COST: Members $95, Non Members $115 To register go to: www.canberrabusiness.com/events/

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CHIEF MINISTER’S MESSAGE

International flights a game changer for Canberra businesses ANDREW BARR

CHIEF MINISTER | TREASURER | MINISTER FOR URBAN RENEWAL | MINISTER FOR TOURISM AND EVENTS

T

The confirmation of direct international flights connecting Canberra to Singapore and Wellington is the realisation of a long held ambition for the city and the region. It is a game-changing moment for Canberra’s economy and it is vital that the ACT and the surrounding region utilises this opportunity and leverages it to its fullest potential.

The feedback I have received from the Canberra community has been overwhelming – and I have been particularly pleased to hear from many local businesses that have described to me how this move will significantly increase the capacity of their business.

The Capital Express Services doesn’t just open up our city to Singapore and Wellington – but it also gives us access to the lucrative South East Asian market. The ability to travel between Canberra and Singapore direct will dramatically improve efficiencies and will give opportunities for business both here and in Singapore and New Zealand to think about international investment.

I recently presented at the Canberra Airport Freight Symposium on strengthening and diversifying the ACT economy through Canberra’s future role as an export hub. The ACT Government has already begun working

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on the vision of the Territory becoming a central freight hub for our region. We will be releasing a new freight strategy next month as a key part of the goal to develop an integrated transport network for Canberra.

The ACT Government has partnered with Canberra Airport to evaluate what impact an expansion of the freight and logistics market would have on our economy from a direct international freight linkage.

We believe that Canberra has the genuine potential to serve as an international air freight hub supporting Sydney, Melbourne and potentially places even farther afield.

Our location combined with the quality of connecting road infrastructure means it is possible to service inbound freight destined for Melbourne and Sydney.

Similarly, capacity constraints and curfews in Sydney will make Canberra an increasingly attractive port for producers of foodstuffs and other time sensitive goods in regional NSW that are looking to take advantage of new trade opportunities in Asia and other markets. We believe Canberra can provide new capacity to a constrained network.

The opportunities for new and more efficient freight operations to lower logistics costs by leveraging Canberra Airport for international air freight will not only benefit

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Photo: Singapore Airlines

“...capacity constraints and curfews in Sydney will make Canberra an increasingly attractive port for producers of foodstuffs and other time sensitive goods in regional NSW that are looking to take advantage of new trade opportunities in Asia and other markets.” the ACT economy, but producers and consumers in NSW as well. I want businesses in the Canberra region to grasp this opportunity to compete globally.

This is really just the start of the international freight opportunity here in Canberra and the region and I look forward to strong growth, both in our transport and logistics sector and in industries that intensively use freight and logistics as key inputs to their business.

“Come and celebrate with us in 2016. Promote your business and celebrate your success.�

Tim Benson Publisher B2B Magazine m: 0402 900 402 e: tim.benson@b2bmagazine.com.au w: b2bmagazine.com.au

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