B2B in Canberra September 2012 by B2B magazine

OVER 250 CANBERRANS SNAPPED NETWORKING Canberra's largest selection of networking photos

10 ADVICE COLUMNS FROM THE EXPERTS From accounting to commercial property

ACT TELSTRA BUSINESS AWARDS HIGHLIGHT SUCCESS B2B profiles businesses that featured in the 2012 awards b2bincanberra.com.au

SEPTEMBER 2012

Celebrating 18 years in business

WIN TICKETS TO FAULTY TOWERS DINING EXPERIENCE At The Canberra Rex Hotel

DO WE REALLY NEED WI-FI ON ACTION BUSES? Our politicians explain why this is needed

BERWICK APARTMENTS INVESTMENT OPPORTUNITY

$4.95 inc. GST $4.95 inc. GST ISSN 1833-8232 01

Discover this and more in B2B Property 9 771833 823005

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CONTENTS B2B EDITORIAL

photos by Andrew Sikorski

The fun(nel) of an election Why is an election campaign like a funnel? Let me explain. ACT elections come around regular as clockwork every four years (I suppose this comes with being a planned city – next one is 20 October this year). But what do they really mean for the TIM BENSON local business community and the good Editor burghers of Canberra? How much can our Territory Assembly impact our local economy, our businesses and our lives? And do we, or should we, plan our businesses around elections and particular governments? Of course it depends on what industry you are in and whether or not you are supplying goods and services to the ACT and Federal Governments. But how many business owners actually factor in elections and election outcomes into their business plans? Not many I would suggest. Probably because we are so busy with the everyday running of our businesses to really notice the massive impact elections have on them. And I’m not just talking about impacts on consultants to government and the property industry. Elections can impact on choices for education and training, the type of food we buy and how much we spend, our choices for dining out, holiday options – local verses international. Even right down to the clothes we buy and how much you are prepared to pay for a haircut … so why don’t we take more notice and factor elections into out business plans? Well for one it’s easier to vote for the party you always voted for or to vote for the person you like (who wants to read the reams of election verbiage that seem to appear just before an election). What about that funnel? An election cycle is like being shoved down a very long funnel because it’s very wide at the beginning and we don’t take much notice. Then as the funnel begins to narrow, politicians begin to focus and turn up at shopping centres and knock on doors – and then we are forced out the narrow end of the funnel, through the door of a voting centre, and we have to make a choice. Make your Please send all comments vote count this October. to editorial@b2bincanberra.com.au

23 COVer STOrY

effective people celebrates 18 years

UPFRONTS 10 Faulty Towers experience to be had at Canberra Rex Hotel

OPINION 5 What’s in a Name? With Farrar Gesini & Dunn 12 Canberra’s Clubs At the Heart of Our Community FEATURES 14 RSM Bird Cameron– Businesses can expect a period of growth

Join Basil, Sybil and Manuel for a dinner at the Canberra Rex Hotel! Friday 28 & Saturday 29 September 2012 Doors open at 7:30pm show starts at 8:00pm $99pp includes: Arrival canapés, 3 course dinner, selected beverages and 2 hour interactive show

Book Now P: 02 6248 5311 E: bse@canberrarexhotel.com.au

CONTENTS

ACT TELSTRA BUSINESS AWARDS FEATURE 16 PCA People, MYOB Small Business Award finalist 17 PayMe Australia,

32 HEALTH Every second is two seconds closer to death: The busy life... By Healthy Identity

MYOB Small Business Award finalist

18 Nexis Accountants & Business Advisors, MYOB Small Business Award finalist

19 Shop Handmade, HTC Start Up Award finalist

A2B: ASSOCIATIONS TO BUSINESS

COVER STORY 23 Effective People celebrate 18 years in business

34 ACT DEPUTY CHIEF MINISTER AND TREASURER: A truely digital city

27 ADVICE FROM THE EXPERTS 28 ACCOUNTING Super break for small business owners By RSM Bird Cameron

36 ACT & REGION CHAMBER OF COMMERCE & INDUSTRY: 1 July 2012 reforms to the Skilled Migration Program

BUSINESS LAW Social media: A marketing tool or legal minefield By Elringtons Lawyers 29 BUSINESS SERVICES ATO to open fire?!…Maybe By Kazar Slaven COMMERCIAL PROPERTY Time to owner occupy? By Ray White

TRAINING Training companies - selecting the right one By Learning Options

30 CORPORATE GOVERNANCE The importance of realistic key performance indicators By Australian Institute of Company Directors ESTATE PLANNING Supersplitting and family law By Certus Law

38 ACT EXPORTERS: Malaysia Australia Free Trade Agreement BUSINESS NETWORKING 06 B2B @ Canberra Southern Cross Club 40th Gala Celebration 07 B2B @ ACT Property Council of Australia Awards and Gala Dinner 08 B2B @ Jane Dunn's Eucalypt & Lotus Exhibition 09 B2B @ August Issue Launch 39 PROPERTY 39 RAY WHITE KINGSTON Make the Move... 42 BENDIGO BANK Should banks be more than just a bank? 44 BRINDABELLA BUSINESS BROKERS Part 3 Potential helps it sell but it does not increase the sale price

20 PUBLISHER I EDITOR

Tim Benson editorial@b2bincanberra.com.au 02 6161 2751

ADVERTISING ENQUIRIES ISSN 1833-8232

Tim Benson 0402 900 402 tim.benson@b2bincanberra.com.au

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OPINION

What’s in a Name? By Anna Neilan, Solicitor, Farrar Gesini Dunn

uite a lot if you talk to separated parents who have a dispute about their child’s surname. Situations often occur when this becomes an issue. For example, if a child lives mainly with one parent (and perhaps has a limited relationship with the other parent), that parent may want their child to have their surname. Or, a child may have either his or her mother or father’s surname and one parent wants their child to have a hyphenated surname (perhaps because they feel that this will ensure their child has a connection with both parents). Sometimes, if a parent changes their surname or remarries, they may want to change their child’s surname as well. From a legal perspective therefore, the main issues that arise are when one parent wants to: • use a different surname to what is on their child’s birth certificate; or • change a child’s birth certificate to state a new surname; or • stop the other parent from using a different surname for their child. Post separation, parents usually share responsibility for their children and should consult each other and jointly decide about significant matters relating to their children, including the often emotionally charged issue of a child’s surname. In Australia, the various States and Territories have a Births Deaths and Marriages Act which deals with the issue of registering and changing a child’s name. If parents can agree about a change to their child’s surname, it is a good idea to formalise

this legally to avoid future problems. If they cannot agree, the parent wanting to make the change (or stop a change) may need to make a Court application to request an Order to change the child’s surname (or an Order

However the Court will not make a name change Order simply to accommodate a parent. to stop the other parent from using another surname for their child). Parents can apply to either the Family Court or the Federal Magistrates Court not only for Orders allowing the use of a different surname for their child but also for an Order permitting to change their child’s name on the child’s birth certificate. This can be in addition to seeking other parenting Orders relating to their child (for example, Orders concerning their child’s living arrangements). If the only issue in dispute is the name of the child, parents also have the option of making an application to the ACT Supreme Court. We can advise you about the best course of action. However the Court will not make a name change Order simply to accommodate a parent. Under the Family Law Act, when dealing with any parenting matter, including one which relates to a child’s surname, the Court has the power to make any order that it considers appropriate for the welfare (or “best interests”) of the child and this is the overriding consideration when making

a parenting Order. The Court will take into account many factors when deciding whether to grant an application to change a child’s surname (or to stop one parent from using a different surname for their child). Some of the factors taken into account by the Court when deciding whether a child’s surname should be changed or not, include: • How old is the child and are any wishes expressed by them relevant or appropriate? • How does the change affect the child in the short and long term and what are the advantages, both short and long term to the child if their name remains as it is?; • The relationship between the child and each parent and the child’s siblings and their likely future relationship(s)? • Will the child experience any embarrassment if they have a different name or keep the same name? • Will the child be confused about their identity if his or her name is changed or is not changed? • What effect will any change in surname have on the relationship between the child and the other parent or the child and his or her siblings? A child’s surname is of great emotional importance to parents and the law surrounding this is complex. For Family Law Advice contact Farrar Gesini Dunn Level 5, Colonial , Mutual Building 17-21 University Avenue, Canberra City ACT P (02) 6257 6477 | F (02) 6257 4382 E fgd@fgd.com.au | www.fgd.com.au

B 2 b I n C a n b e r r A S E P T E M B ER 2 0 12

B2B @ CANBERRA SOUTHERN CROSS CLUB 40TH GALA CELEBRATION

Join Basil, Sybil and Manuel for a dinner at the Canberra Rex Hotel! Friday 28 & Saturday 29 September 2012 Doors open at 7:30pm show starts at 8:00pm $99pp includes: Arrival canapĂŠs, 3 course dinner, selected beverages and 2 hour interactive show

Book Now P: 02 6248 5311 E: bse@canberrarexhotel.com.au

B2B @ ACT PROPERTY COUNCIL OF AUSTRALIA AWARDS AND GALA DINNER NATIONAL CONVENTION CENTRE

Book Now P: 02 6248 5311 E: bse@canberrarexhotel.com.au

B2B @ JANE DUNN’S EUCALYPT & LOTUS EXHIBITION FORM STUDIO AND GALLERY

Premium Lounge Indulge in Canberra’s most luxurious cinema Luxurious reclining seats | Priority ticketing service | Seasonal wine list and delicious range of gourmet meals | Personal waiter service and in cinema dining | Exclusive use of the Premium Bar and Lounge Advance bookings are highly recommended. Visit www.dendy.com.au or book at the box office. Dendy Premium Lounge is a licensed venue. Guests under the age of 18 are required to be accompanied at all times by a parent or legal guardian.

B2B @ AUGUST ISSUE LAUNCH DENDY PREMIUM LOUNGE

Premium Lounge Indulge in Canberraâ&#x20AC;&#x2122;s most luxurious cinema Luxurious reclining seats | Priority ticketing service | Seasonal wine list and delicious range of gourmet meals | Personal waiter service and in cinema dining | Exclusive use of the Premium Bar and Lounge Advance bookings are highly recommended. Visit www.dendy.com.au or book at the box office. Dendy Premium Lounge is a licensed venue. Guests under the age of 18 are required to be accompanied at all times by a parent or legal guardian.

UPFRONT

Faulty Towers experience to be had at Canberra Rex Hotel

Tributes to this internationally successful Australian theatre dining experience include: ‘ the acting is impossible to fault… a masterful tribute’ (Buzzcuts, Adelaide Fringe 2012) ‘ quite literally side-splitting’ (The West Australian, FringeWorld Perth 2012) ‘ a 5 star show by a 5 star cast’ (The Public Reviews, Brighton Fringe 2011) ‘ Cleese would be delighted’ (The Pubic Reviews, London 2011) ‘ a masterpiece of comic timing that is utterly compelling’ (Edinburgh Spotlight, Edinburgh Fringe 2011)

ervice at The Canberra Rex Hotel is excellent but for two nights only, Friday September 28 and Saturday 29, you can get the full Faulty Towers Dining Experience. Now in its 15th birthday year and touring 15 countries this year alone, this critically acclaimed show has been winning five-star reviews and standing ovations ever since 1997. “This would be a great night out for either yourself, your family or your friends and colleagues,” Marreck Head, Canberra Rex Hotel Manager said. Interactive to the core and improvised by experts, only a third of the show is scripted, so it’s new every time. You might think it’s the same show… but is it? This pitch perfect tribute to Faulty Towers features all the best gags and a three-course meal. The fun starts as you wait to be seated and then hurtles along for two hours: the audience takes the role of diners in that infamous hotel, while Sybil, Basil and Manuel aspire to be their warring waiters… Faulty Towers the Dining Experience is a site-specific, ‘total immersion’ piece of interactive comedy theatre, which develops the characters made famous by John Cleese, Prunella Scales and Andrew Sachs. Performed in a restaurant setting, it provides two hours of face-aching fun as well as a fabulous meal: the audience are the diners and the cast their warring waiters. Commencing in Brisbane in 1997, the show has been touring Australasia ever since. It debuted in Europe at the Edinburgh Festival of 2008 to huge critical and public acclaim and is now a firm fixture around the Netherlands, Belgium, the UK, Ireland, Denmark and the Middle East. Four teams of cast work solidly; The Canberra Rex cast features Sandra Harman as Sybil, Ron Kelly as Basil, and Geoffrey Reczek as Manuel. “We are really excited to make available to the Canberra community this fabulous dining experience,” Marreck said. Venue info & bookings: Phone 02 6248 5311, email: bse@canberrarexhotel.com.au .

WIN TICKETS x2 For your chance to win 2 x Tickets (Total value $198.00) please email 'Faulty Towers dining experiance' to b2b@b2bincanberra.com.au by COB 21/09/12

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G R a d u at e S t u d I e S I n f O R m at I O n W e e k Monday 24 to Thursday 27 September 2012 A series of events hosted by the ANU academic Colleges. Find out more about the graduate study on offer at ANU. For more info contact the Colleges or visit students.anu.edu.au

Monday 24 September

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Tuesday 25 September

> ANU College of Law e marketing@law.anu.edu.au > ANU College of Business & Economics e mdo.cbe@anu.edu.au

Wednesday 26 September

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Thursday 27 September

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OPINION

Canberra’s Clubs At the Heart of Our Community By Jeff House, Chief Executive

uch has been written about clubs, poker machines and problem gambling over the last two years. And while a healthy debate about how to best address problem gambling is welcome, one of the unfortunate consequences of the way the debate has played out is that the core role of clubs and the service they provide has been forgotten. The debate about problem gambling has had a polarising effect. Some in the community look at clubs and only see poker machines while others can look past the machines and see clubs for what they really are and what they always have been. Canberra’s community clubs are a vital part of our local social fabric. Our clubs have a long and proud history. A history which is deeply intertwined with Canberra’s. This city and its clubs have grown up together. Whether it be the Burns Evenings where in 1924 members of the newly formed Burns Club would have poetry written by the famous Scottish poet Robert Burns read to them…or the opening of the Canberra Club back in February 1931, or the ribbon cutting of the Canberra Services Club – then affectionately called ‘the hut’ a mere ten years later – the construction of which was partially funded by the sale of 2000 cakes – some made by Lady Gowrie, the wife of the then

S E P T E M B ER 2 0 12

Governor General and President of the club until 1944. These early beginnings laid the foundations of Canberra as a club town. This early history gave way to the development of our multi-venue club groups such as the Vikings Club – a proud club created from the humblest of beginnings in a garage in one of the frontier suburbs of

nothing has changed nearly a century later. Clubs were the only place to go for a meal and a drink when Tuggeranong was first being developed more than 30 years ago. Clubs have also provided invaluable infrastructure in the early stages of Gungahlin’s growth over the last decade. And so it will be as Molonglo is developed. Indeed, the story of the Canberra’s clubs is the story of the broader club sector from one When you consider some of end of Australia to the other. Clubs are first because their focus is the Canberra’s clubs are nearly 90 communities in which they operate. years old and our city will celebrate They are established by ordinary people who its centenary just next year, you band together and are bound together and share a common purpose. gain an appreciation of just how I visit clubs very regularly both as part of my important a role clubs have played job and socially at different times of the day and in the development of the city. night. The thing that never ceases to amaze me is the diversity of people who are members of Tuggeranong not that many years ago. their local club. When you consider some of Canberra’s During the day, clubs provide a safe and clubs are nearly 90 years old and our city will friendly environment for our elderly Canberrans celebrate its centenary just next year, you gain in particular to gather and socialise. an appreciation of just how important a role In the evenings, club bistros and restaurants clubs have played in the development of the are full of families and friends enjoying a meal city. and each other’s company. But it is the history of Canberra and the There are more than 200,000 Canberrans long held tradition of clubs that they are the who are members of their local club. first to establish in new areas and provide a Whether it be the members, the staff, the service to the community long before other suppliers, the sporting teams or the supported commercial operators decide to take the risk. community groups, clubs are an integral part of Such was the case 90 years ago and Canberra and this should never be forgotten.

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F E AT U R E

Australian businesses expecting a period of growth As Australia enters a new era of the â&#x20AC;&#x2DC;patchworkâ&#x20AC;&#x2122; economy, with some industries producing record results and others struggling, the small to medium sized business sector provides a strong insight into the challenges facing Australian businesses today.

F E AT U R E

mploying over five million Australians – or 63% of the Australian workforce – the decisions made by this sector have a profound influence on overall consumer confidence, investment and productivity. Since 2005, RSM Bird Cameron has been conducting thinkBIG, a study of small business across Australia, to gain insights into what drives success. The 2012 survey results show that 77 per cent of small business owners expect to grow in the next 12 months, an increase from 69 per cent in 2010 and 76 per cent in 2011.

77 %

of small business owners expect to grow in the next 12 months This is despite the fact that 10 per cent less than in 2011 experienced business growth over the last two years (63.5 per cent versus 73 per cent). Impact of the global financial crisis three years on Small business owners overall believe their business is successful, however optimism about their company’s medium-term prospects has dropped as extended difficult economic conditions continue taking their toll.

Most now undertake formal business planning thinkBIG 2012 revealed that 76 per cent of small business owners now undertake formal planning, which is a massive jump of 30 per cent compared with 2011. This suggests a clear shift in focus on business planning. The fact that the number of owners now doing a formal business plan has almost doubled shows that they understand its importance. RSM Bird Cameron’s experience also shows that businesses who plan are the most successful ones. It is great to see business owners investing in this important process. Business sentiment low thinkBIG 2012 shows that while small business owners believe their business is successful, how they feel about running their business has dropped significantly, recording the lowest rating since the study began in 2007. It is important to consider the increasing uncertainty small businesses face regarding their medium term prospects. This uncertainty, combined with the extended economic difficulties that many owners have been operating through since the global financial crisis some three years ago has had a negative impact on the way many feel about running their business. Business financing remains a struggle thinkBIG 2012 reveals that small business owners don’t expect to see an improvement in the availability of finance in the next 12 months and believe financing will remain tight. Business owners say they will still employ strategies that involve investing in the business, including increasing efficiency through technology and injecting capital into their business.

Andrew Sykes is a partner at RSM Bird Cameron. RSM Bird Cameron, 103-105 Northbourne Ave T:6247 5988 E:Canberra@rsmi.com.au W:www.rsmi.com.au

These results show that it remains incredibly difficult for owners to obtain funding for their business. This is something that will need to be taken into consideration and planned for. Looking for growth 51 per cent of continue to rely on reinvested profits as their primary source of funding for growth, consistent with 2011. Significantly less are foregoing their salary, which is a positive change. Seeing more small business owners relying on reinvested profits rather than their own salary to fund business growth is a very positive evolution. It shows that they are able to fund growth through the success of their business and use their salary to improve standard of living, rather than putting everything back into the business. Getting the right advice thinkBIG 2012 reveals that the commonly used external advisors are accountants, consistent with 2011, with 39 per cent of respondents reporting they have used or will use an accountant for business planning. Following improved revenue growth over the last two years, small business owners appear more willing to focus on growth and are using external expertise to plan their future. 26 per cent report they have used or will use a financial planner for superannuation planning and 20 per cent say they will use a financial planner for retirement planning. Considering how complicated it can be to run your own business, ensuring everything is in order with regards to a long term plan, tax, superannuation and so on, it remains important for business owners to get advice from specialists. This will also help maintain and grow their business.

With RSM Bird Cameron you truly are... Connected for Success.

A F ECAT T TUERLES T R A B U S I N E S S AWA R D S F E A T U R E

PCA People F I N A L I S T - M Y O B S M A L L B U S I N E S S AWA R D

s a family-owned and operated recruitment agency, we have grown with Canberra and can proactively anticipate recruitment cycles based on the changing needs of the local market.’ Allison Guy-Ritchie, Managing Director PCA People grew out of a resume writing service launched by Jim Ritchie in 1983. He then started ‘match-making’ candidates with companies and Canberra’s first professional recruitment agency evolved. Today,

the company specialises in white collar recruitment in the ACT in Federal and ACT Government roles. Their services extend across a range of vocations, including accounting and finance, general office and administration support, legal, government policy and programs, project management, ICT, corporate communications and HR. Managing Director Allison Guy-Ritchie says the company has developed systems and processes to anticipate and meet the changing labour

needs of Canberra which has helped drive success. Allison says she has overcome the challenge of staff retention through rewarding success and implementing career paths for staff. Anticipating elections and diversifying clients to ride out patchy economic conditions has also helped. In late 2011, the business introduced ICT recruitment and has grown employee numbers to 18.

First in recruitment .

First in Canberra Call us! With over 29 years experience in the Canberra recruitment market we know how to match the right people with the right jobs. For a complete list of available positions visit www.PCApeople.com Level 3, 40 Marcus Clarke St, Canberra City ACT 2601 www.PCApeople.com Ph 02 6257 1010

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PayMe Australia F I N A L I S T - M Y O B S M A L L B U S I N E S S AWA R D

y 2020, our aim is to have the PayMe brand recognised nationally.’ Ian Lindgren, Chief Executive Officer While trying to develop a payroll capability for his own company, Lt Col Ian Lindgren ret, came up with a system that

became so popular among other companies he had to give up his IT consulting business. In 2008, he started running PayMe Australia full-time from a home office to service contractors in the ACT. The company now provides specialist payroll services to

contractors throughout Australia, as well as New Zealand and Papua New Guinea, primarily in the information technology, administrative and oil and gas sectors. This year the company will be extending its product range through PayMe Tax Return as well as PayMe Leasing and PayMe Home Loans. Ian says although the company’s major achievement was ‘accidental’, the business encourages success through entrepreneurial thought, clarity, focus and teamwork. Being a finalist in the ACT Telstra Business Awards 2012 has inspired PayMe to expand its national growth earlier than planned. Since entering the awards in April, PayMe has employed an additional four staff members and opened an office in Perth. PayMe will soon open offices in Adelaide followed by Sydney and Melbourne. The growing demand for a the highly professional contractor management service has recently seen PayMe signing as a Gold Partner (Special Member) of the Information Technology Contract & Recruitment Association(ITCRA) to support a range of programs and events. PayMe is already working with Certex International to define ITCRA’s iDiagnostic tick of excellence for contractor management companies.

PayMe Contactor Payroll Management PayMe provides the standard of excellence for contractor management companies which is reflected in its relationship as a Gold Partner with the Information Technology Contract and Recruitment Association (ITCRA). We provide contractor management to the information technology, white collar, oil, gas and mining industries in Australia, New Zealand and Papua New Guinea. PayMe guarantees to pay contractors on Friday morning of their paycycle. PayMe does not wait to be paid by ITCRA Members to pay contractors. PayMe will always pay contractors when timesheets cannot be submitted for reasons beyond the contractor’s control, such as a lack of a supervisors approval or compassionate reasons. All calls are answered within three rings during business hours, PayMe does not use answering machines. Recruitment companies will never be called by contractors to say that they have not been paid by PayMe…..…it does not happen. PayMe has one flat fee of 3% for all payroll, PAYG, superannuation, insurances, salary packaging, car leasing services. There are no other fees...ever......

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A C T T E L S T R A B U S I N E S S AWA R D S F E A T U R E

Nexis Accountants & Business Advisors F I N A L I S T - M Y O B S M A L L B U S I N E S S AWA R D

e are more than just accountants. We use a strategic and proven approach to develop and maintain best practice financial and business systems for our clients.â&#x20AC;&#x2122; Domenic Stramandinoli, Director. After spending many years fine tuning their business knowledge through providing accounting services to small and large practices throughout ACT and the surrounding regions, Domenic Stramandinoli and business partner Scott Hammond decided to fuse their skills and experience.

They formed their own successful business based on the principles, experiences and knowledge they had acquired. Since then, the pair had a strong desire to move into business advisory services, to compliment the tax, compliance and advisory services already offered. Nexis Accountants & Business Advisors, formed in 2004 and provides tailored accounting, tax consultancy and business advisory services to businesses and individuals. Domenic says the company begins each relationship with clients by developing a deep understanding of their individual situation and creating strategies

to meet long-term financial goals. Since the companyâ&#x20AC;&#x2122;s inception, staff numbers have increased from four to 17 and revenue has increased 300 per cent. Service offerings have expanded to include business valuations, business mentoring, Business Life Plans, Staff Value Programs and Succession and Transition Programs. All of these services and business growth programs are patent and deliver proven results. Nexis even utilise these programs internally such as the Staff Value Program which attracts, retains and motivates staff to achieve defined goals, which just adds proof of their success.

OUR SERVICES Accounting & Tax Compliance Tax Consulting Benchmarking Valuations Budget & Cach flow Projections Business Improvement Programs External CFO Services

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F I N A L I S T - H T C S T A R T U P AWA R D

andmade Canberra exists to connect local designers and the general public. The purpose of Handmade Canberra is twofold; to provide a permanent showcase opportunity for handmade creations by local and interstate designers, and, to provide the local, regional and interstate community with access to these designers and artists. Their unique style of showcasing handmade creations by local, regional and interstate designers makes Handmade Canberra a stand out specialised service in the Canberra and Capital region. To the Canberra and

Capital region Handmade Canberra is a completely unique business model and the only service that exists solely for the purpose of promoting whilst supporting Australian Handmade designers and their products. They do not on sell for profit any of the designers products, rather they provide a retail space for designers to rent enabling the benefits of un-inflated prices to be passed onto visitors. These two aspects of their business are the keys that contribute to making Handmade Canberra a completely unique retailer with the ability to enhance visitors’ experiences of the Canberra region.

Together the market and shop run under the same business brand and concept, providing lucky customer’s a showcase of beautiful handmade products from jewellery, home wares, giftware, souvenirs, fashion and much more. The market provides visitors the opportunity to interact face to face with designers and their handmade products then the shop provides the opportunity for customers to access the designers collection of products outside market trading time. In 2008 the Handmade Market was opened with 35 stalls, now it attracts over 150 handmade designers and over 17000 customers to every event. Held at the National Convention Centre, Canberra on a quarterly basis. The Handmade Market is one of the largest events held at the Convention centre. Shop Handmade, located on City Walk Blvd & open 6 days currently supports 145 designers and is on track to continue a growth rate of 34% in retail and take a six figure sum for its designers this year. After only 18 months in business Shop Handmade had the ability and demand to expand to double its size, introducing a ‘creative space’ to facilitate the opportunities to host workshops and foster visitor’s own desires to create handmade. This in turn also increased the custom demographic to include people who could also create goods and not just those who wish to purchase.

VOX POLI

A Katy Gallagher

bsolutely. The time is right for Canberra to become a truly digital city. Canberrans are well known for being early adopters of the newest technologies, such as the MyWay smart-card bus ticketing system, and ACTION’s use of Twitter to let people know when their bus is late or cancelled. A truly digital city isn’t just a place where people can more easily and quickly talk to, deal with, get information from and get their own ideas to government. It’s a city that looks forward, that fosters

aCT Chief Minister

Should we spend $2.9 million to connect Canberra?

You decide.

Zed Seselja

he Canberra Liberals understand that mobile internet is a great resource and one that many business and individuals are becoming increasingly dependent on. It was five to ten years ago that Wi-Fi hotspots became extremely popular and played an important role in getting people online in more places and on their laptops. But today, there is an ever-expanding range of mobile internet equipped devices, and the biggest challenge now is getting high quality mobile coverage.

aCT Opposition Leader

Are Wi-Fi Hotspots necessary for Canberra’s bus interchanges and ACTION Buses? Meredith Hunter

Parliamentary Leader aCT Greens

he Greens believe Wi-Fi hotspots at bus interchanges and on ACTION buses would play a positive role in making Canberra a more vibrant city, and making our public transport system more attractive. For the Greens, making public transport modern and convenient is part of making Canberra a better connected city. While our priority for transport remains frequency and reliability, there is still an important role for making ACTION a more comfortable and positive experience for

VOX POLI

the right business environment, supports business investment and accelerates business innovation. A re-elected ACT Labor Government will continue to deliver its vision for our city’s digital future, recently announcing the first initiatives of a Connected Capital policy. ACT Labor will invest $2.9 million over four years to connect Canberrans with free Wi-Fi in all town centres, bus interchanges and on all ACTION buses. Free Wi-Fi in our town centres – with Tuggeranong town centre the first to ‘go hot’ – is an integral part of being a Connected Capital and will bring great benefits to Canberrans and visitors to our city alike. It will show the world that we are a truly digital city, which is a business and tourist friendly destination. Free Wi-Fi will help attract and retain tertiary students and further promote Canberra as a great place to study. It

will help connect our students with their educational facilities, and the services they need on the go. This commitment by ACT Labor will make doing business in Canberra even easier and further cement Canberra’s business friendly reputation. With an increasing number of workers doing their job away from traditional office environments and more meetings being held outside in our public spaces, this commitment means Canberrans doing business and those who are just here to visit, can be even more mobile. ACT Labor’s vision for a Connected Capital will help shape our city in its second century, and is an important step in realising our full potential as the services and economic hub of the region in the future.

I believe that many people who would benefit from Wi-Fi on ACTION buses and bus interchanges would already have a Wi-Fi enabled device and there are probably better IT solutions to make public transport more appealing. For example, real time bus information has been talked about since the 2004-05 Budget, but is yet to be delivered. In fact, the Government’s was so strident in their resistance to improving IT for ACTION that they denied students data to develop passenger applications, at no cost to taxpayers. The Canberra Liberals focus on public transport will be to improve the reliability, efficiency and accessibility of ACTION buses which has been so badly managed by ACT Labor. It was revealed recently that the government wastes $47,000 every

weekday on buses that travel without any passengers on board. You only have to look at shift rotations, route planning and where buses are able refuel up to see that the service can be managed better. For a total budget of $123 million, Canberra should have one of the best bus systems in Australia if not the world. Of the $123 million, only $22 million comes from ticket sales. Our public transport resources need to be used more effectively; we need to look at getting better value for money so that more Canberrans will take ACTION. The Canberra Liberals are committed to improving the basics of ACTION before looking at rolling out Wi-Fi. Public transport is part of our commitment to improve local services and providing them at the lowest possible cost.

patrons. Anyone who suggests that people have 3G plans and so free Wi-Fi does not attract customers might ask why highly successful businesses like McDonalds and Westfield are so keen on offering it. Raising bus patronage in Canberra is a key challenge, and free Wi-Fi gives commuters another incentive to catch the bus. The quality and comfort of the ACTION ride is also an important factor that attracts people to public transport and providing something such as Wi-Fi is a part of this. Imagine the difference, for example, to commute from Tuggeranong suburbs to the City if you can go online, check emails, do some work, or use social media. That is why in July the ACT Greens announced an election initiative to undertake a one year trial of free Wi-Fi on a selection of ACTION buses, at Canberra’s interchanges, and at several hot spots around

town centres. The initiative has been very well received and we have received feedback from across Canberra, and across age groups, from people who want to see the modernising of Canberra’s public transport network. Not long after the Greens announcement, the ACT Government announced it would also fund Wi-Fi for ACTION buses. The ACT Greens’ Wi-Fi initiative is just a part of the public transport commitments we will be making this year. Improving public transport is one of the Greens’ key priorities and our goal is to bring a genuinely convenient system that people can rely on for their daily travel needs, for the long term social, economic and environmental benefit of Canberra.

B 2 b I n C a n b e r r A S E P T E M B ER 2 0 12

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COVER STORY

Celebrating 18 years in business Words by Tim Benson, Photos by Andrew Sikorski

Leading local recruitment firm Effective People are celebrating their 18th birthday this year – and they have a lot to celebrate. Conceived as a one-man operation in Canberra, Effective People has matured into a business boasting nearly 30 staff, 40 consultants and more than 100 people on the payroll right across Australia.

ffective People works with clients who want to attract, recruit and develop high quality staff. However, Founder, Gary Hanson, says, “At Effective People – we do so much more than you think.” Effective People can provide high quality, temporary staff quickly and also has: • the capacity to lighten recruitment loads for major recruitment programs • the ability to develop existing staff to meet tomorrow’s challenges, and • the understanding and expertise to provide human resources consulting services and resources as they are needed Effective People’s clients range from government departments to community and industry organisations through to small and medium sized businesses. They also provide human resource services that are imbedded into an organisation on a regular – weekly, fortnightly or monthly – or ad hoc basis.

COVER STORY

After a career in public sector human resources, Gary Hanson founded Effective People in 1994. Initially renting a single room in Phillip inside his accountant’s office, furnished with one computer, one phone and call waiting, Gary’s business started from humble beginnings.

According to Gary, what really sets Effective People apart from their competition is the quality of their people and their product. “We don’t charge like a top tier recruitment company and we don’t try to play in the same space,” Gary explained. “We issued our first invoice without a number and had to reissue it,” Gary remembered with a laugh. Within their first year they took on three scribes and Gary’s wife Carol resigned from the public service to start working in the business. “Within twelve months of commencing business it quickly became evident that we needed to move into larger premises. Together with a group of colleagues we purchased our existing offices and moved into one of the five units. It was ideal – we had enough space for our immediate needs and as tenants moved out and the company grew, we expanded and eventually took over the whole of the top floor,” Gary said. “I’ve enjoyed about 99.99 percent of it over the last 18 years. The best part has been the

S E P T E M B ER 2 0 12

great people we have attracted and retained in the business,” Gary reflected. Whilst most staff were initially recruited through Gary’s networks, Effective People also bucked popular convention by being able to attract people out of the public service. “The traditional turnaround of staff in our industry is 18 months, but there are staff at Effective People that have been here for 18 years. We are now at a point where we are getting second-generation employees,” Gary said proudly. Gary says that they have consciously promoted within the business and that the “next generation of managers now looms.”(see Phoebe Turner) The major highlights for Gary over the last 18 years have been the expansion into bulk recruitment and successfully managing high profile recruitment campaigns for clients such as the ACT Fire Brigade and large federal departments, often year after year. “One of the most satisfying things for me is that some of our very early clients are still our best clients,” Gary said. According to Gary, what really sets Effective People apart from their competition is the quality of their people and their product. “We don’t charge like a top tier recruitment company and we don’t try to play in the same space,” Gary explained. One of the recent areas of growth at Effective People has been in Learning and Development. “In six years, this area has grown from a team of one to eight consultants and in 2011 we ran over 200 training programs for over 4000 people,” Gary said. Effective People is a family friendly business, that consciously strives to create the best possible working environment for its employees. “Many of the staff are part-time. We provide free lunches for all staff. So, being based in Weston and not the CBD, it means staff can come to work, park for free and not have to spend a cent for the week,” Gary said. Gary says that Effective People would not have succeeded without the efforts of each and every member of the staff. “I believe that if you want a successful business you need to surround yourself with good people and then keep them,” Gary said. Day to day operations in Effective People are managed by recently appointed General Manager, Joyanne Gough. Joyanne started with Effective People in 2001 on a short-term contract – and never left! Bringing more than 20 years experience from the public service - primarily in human

B2b In Can berr a

resources management - and experience in the private sector service delivery environment, Joyanne has seen the growth and success of the business first hand. Gary says that, “Joyanne’s experience, enthusiasm and commitment to the business, meant that she could step straight into this leadership role.” Effective People has just undergone a rebranding exercise. The rebrand has included a revised website and a new mobile website to capture the smartphone generation. “Our new logo and look better reflects our current values and focus with an emphasis on our commitment to people – whether staff, clients or candidates,” Joyanne explained. Effective People is using the tag lines ‘we do so much more than you think’ and ‘all organisations need effective people’ to encapsulate their new look. “We are highlighting ‘so much more than you think’ because we have clients that think we only provide the service they use with us. Our new focus will be to inform them of all of the other services we can provide,” Joyanne explained. Joyanne said that the company’s other tag line ‘all organisations need effective people’ reflected the company’s goal of being a good employer, and supporting clients to become the same. “Our overarching mission is to work with clients that want to attract, recruit and develop quality people,” Joyanne said. In 2009 and 2012 Effective People was accredited with ISO 9001 certification, the world’s most recognised business management standard, and also accredited with the Recruitment and Consulting Services Association’s Service Delivery Standard. According to Joyanne, Effective People is the only Canberra owned recruitment company with this dual accreditation. Effective People has also been very involved in the Canberra community including through sponsoring the WNBL Canberra Capitals for 11 years, Camp Quality, the Canberra Ladies Golf Classic and tree planting in the Cotter region. Moving forward, Joyanne says that Effective People aims to be at the forefront of government departments’ minds when they start recruiting again, and continue to grow their client base in relation to learning and development, HR and bulk recruitment services. “We want the client to know that we can deliver a quality product across a whole range of areas – our challenge is to get out there and let them know what we can offer,” Joyanne said.

COVER STORY

Shane Horsburgh Learning and Development Consultant

hane is a very interesting man. He is a counterterrorism expert with 15 years experience in the NSW Police, two years as an Air Marshall after 9/11, and time in Iraq working for the US Department of Defense, training commandos for the Iraqi Police. “It was a fantastic experience as we were teaching at a large Police Academy in Iraq. Our job was to make the Iraqi police service more functional. I was a training manager responsible for coordinating instructors and writing and implementing the curriculum,” Shane said. Prior to starting with Effective People, Shane also ran a successful corporate training business delivering productivity and performance based training for people that perform at high levels. Shane has definitely brought a wealth of experience to Effective

Tricia Wimpenny Senior Account Manager Temporary Staffing Unit

ricia has been with Effective People for over 15 years. “I started scribing and then when Gary decided to set up the temporary staffing unit in the late 1990s he asked me to move into that area,” Tricia said. Prior to starting with Effective People Tricia worked in recruitment in the public sector, with Effective People founder Gary Hanson, and then at the University of Canberra in a part-time capacity in the recruitment area and in the Faculty Of Applied Science. Effective People has grown considerably since Tricia started. “I have seen it grow from a tiny office to almost 30 office based staff and a large number of scribes who work from home,” Tricia said. The industry has changed a lot in recent years. “There are a lot more players and it has become more competitive but we have built a great

People as a Learning and Development Consultant since joining the team a little over 12 months ago. “I initially came to Effective People to get a short term contract with the public service. I got a call and they asked me to interview with them in 2011,” Shane said. Shane says the experience so far with Effective People has been fantastic. “They have been supportive and accommodating with me starting to facilitate in the public service,” Shane said. Shane is also an author, having just published, ‘Fighting Blind – On assignment in war-torn Iraq’, published by Allen & Unwin. He says that he wrote the book as a way of trying to work out why some of the people he worked with in Iraq had since committed suicide. “Through writing this book I have worked through my own demons and questioned my own journey and where I am at now. I hope that ‘Fighting Blind’ will get some guys to examine themselves and not take themselves so seriously,” Shane explained. Shane says he incorporates a lot of what he has learned and discovered about himself in the training he delivers. “I can train people in how to deal with difficult people and behaviours, and techniques for resolving conflict,” Shane explained. Other programs Effective People can design, develop and deliver cover topics such as leadership, communication, administration skills, armed robbery awareness and emotional intelligence. “We also have a pilot program running looking at men’s health and wellness,” Shane said. Shane says his overall goal is to ‘deliver programs that will develop good leaders and make an impact in the Canberra region’.

reputation in the marketplace,” Tricia said. Tricia says 95 per cent of candidates come to them through word of mouth and that Effective People’s point of difference is that the staff turnover is minimal and they are not a ‘sausage factory’. “Every candidate and client is treated as an individual. We always strive to put the best person in the right job.” “We recognise that the market for temporary government positions is changing and, in my new role of Senior Account Manager, I am assisting Staffing Manager, Des Linehan, in developing relationships with clients in the ACT and Commonwealth Government while not impacting on our quality of service,” Tricia explained. One of the things Tricia and Des are doing is educating their clients that the company provides a wide range of HR services including scribing, training, recruitment and consulting. It is extremely rare that a recruitment consultant would stay with one company for over 15 years. “It is an indication of the way the company treats people that I have been with Effective People for this long. Of course the benefit of this to clients and candidates is consistency of service,” Tricia said. Tricia’s plan for the future is to grow the business but maintain the same philosophies in the way the organisation treats candidates and responds to client requests. According to Tricia, Effective People has always been very supportive of their staff. “My husband died of brain tumours five years ago and I have been able to work part time, enabling me to take up pottery and art,” Tricia said, “This is a special place to work. We enjoy what we are doing and all get along very well. The people are committed, positive and intelligent and while we all work hard we also have lots of laughs. The workplace is a great credit to Gary.”

COVER STORY

Phoebe Turner Program Manager, Recruitment Service Team

hoebe is 25, has been working for Effective People for two and a half years and has a degree in Human Resource Management. “After completing my degree I approached Effective People to seek job opportunities and they recommended I apply for an Assistant Program Coordinator position with them,” Phoebe said. Since then Phoebe has been promoted twice and given a lot of opportunity within Effective People. Phoebe is responsible for the coordination and management of government bulk and graduate recruitment campaigns. This includes meeting with government departments and developing tailored

solutions to meet each individual client’s recruitment goals and deadlines in a timely and cost effective manner.. “I work hard to take the hassle out of bulk recruitment campaigns. This involves overseeing and monitoring all of the support functions including bookings for assessment centres, interviews, reference checks, and organising flights and accommodation for candidates” Phoebe explained. “We really care about the outcomes of departments’ bulk recruitment campaigns. We understand that their candidates are important to them and our professional approach to candidate care ensures we uphold each department’s reputation.” In the past Phoebe worked in a large government department and says that working in a smaller business has given her the opportunity to learn more about different aspects of the business and take on more responsibilities. “Over the last few years Effective People has evolved with the market into a very modern company and has really taken the lead in terms of the use of modern technology - such as our new mobile site,” Phoebe said. According to Phoebe, Effective People is not a ‘hard sell’ company. “We work on proven results rather than creating false expectations and over selling ourselves and letting people down. I like the fact that we are a very honest company,” Phoebe said proudly. Phoebe says that she loves working for Effective People and really appreciates the support given to her to develop as a professional in the industry. “I hope to continue to move up the corporate ladder. I’d like to be working more on the bigger picture and the future direction of Effective People,” Phoebe said.

Front Row, left to right: Tricia Wimpenny, Liz Arnold, Kira Meyn, Joyce Crawford, Denise McGloin, Michelle Nagle, Heather McCullough, Kellie Summers, Alistair Henderson

PO Box 3907 WESTON CREEK ACT 2611

Second row, left to right: Sam Webb, Ian Bennett, Melissa Frazer, Jenna Hall, Lyndal Bennett, Megan McDonald, Joyanne Gough

T 02 6162 2000 F 02 6288 2182 E solutions@effectivepeople.com.au W www.effectivepeople.com.au

Back row, left to right: Shane Horsburgh, Tony McDonald, Damian Plant, Anne Hartwell, Des Linehan

ADVICE 28 28

ACCOUNTING

BUSINESS SERVICES

COMMERICAL PROPERTY

CORPORATE GOVERNANCE

ESTATE PLANNING

HEALTH

TRAINING

Super break for small business owners by Michael O’Hehir, RSM Bird Cameron

BUSINESS LAW Social media: A marketing tool or legal minefield by Craig Painter, Elringtons Lawyers

ATO to open fire?!…maybe By Tony Lane, Kazar Slaven

Time to owner occupy? By Andrew Smith, Ray White

The importance of realistic key performance indicators By Phil Butler, Australian Institute of Company Directors

Supersplitting and family law By Stephen Bourke, Certus Law

Every second is two seconds closer to death: The busy life... By Robbie Manzano, Healthy Identity

Training companies - selecting the right one By Karen Nicholas, Learning Options

B 2 b I n C a n b e r r A S E P T E M B ER 2 0 12

ACCOUNTING

By Michael O’Hehir

BUSINESS LAW

Super break for small business owners

When operating your own business, your biggest lump sum of cash often comes from selling the business. The good news is that the super rules allow small businesses to boost their retirement savings by contributing amounts made from selling qualifying business assets into their super fund. By way of background, contribution ‘caps’ restrict the amount you can contribute to super on a concessionally taxed basis. For the 2013 income year, the two main caps are: • concessional contributions cap of $25,000 for all taxpayers; and • Non-concessional contributions cap of $150,000. However, if you are aged 64 or less on 1 July, you can bring forward up to two year’s of contributions. However, small business owners have an additional contributions cap. A range of small business tax concessions can reduce your capital gains tax liability on selling a business asset (conditions apply). An added bonus of applying these concessions is that super contributions made from the asset disposal can be counted against a separate contributions cap called the ‘CGT cap’. The CGT cap is a lifetime limit of $1.255m (2013 income year), and is indexed each year. Importantly, any contributions counted against the CGT Cap are excluded from counting against either the concessional or non-concessional caps. That is, the CGT Cap is an extra cap over and above your concessional and non-concessional contributions caps. The following contributions from disposing of the asset can be counted against the CGT cap: • generally, sales proceeds from selling a business asset owned for at least 15 years, provided you are aged 55 or over and retiring (exceptions apply); and/or • a capital gain of up to $500,000 under a tax concession called the ‘small business retirement exemption’. NB, if you are under 55 it is compulsory to contribute the money to super if you apply this concession. Tip - Amounts you contribute on sale of a business asset under the ‘CGT cap’ are not taxed in the fund. Example - Henry, aged 55, sells his small business he operates as a sole trader for $900,000, and retires. He has owned his business for 20 years. Can Henry contribute this to super and count it against his CGT Cap? Yes, provided Henry satisfies the requisite conditions, he can contribute $900,000 to super and count the contribution against his CGT cap, as it is less than his $1.255m limit. As the CGT cap is an ‘extra’ cap, the contribution of $900,000 will not count against his concessional or non-concessional limits. How are Henry’s contributions taxed in the hands of his SMSF? As the sales proceeds have been counted against Henry’s extra CGT cap of $1.255m, the contributions are not taxable in his SMSF, nor do they result in excess contributions tax arising.

by Craig Painter

Social media: A marketing tool or legal minefield

Not wishing to dampen the enthusiasm of businesses developing social media as a marketing tool, but businesses must be aware of their legal obligation over the content of their pages, even if it is not their own content. In recent decisions of the Advertising Standards Board (ASB) relating to the Smirnoff Facebook Page and the Federal Court decision in Allergy Pathways Pty Ltd, it was determined that: • the Facebook page of an advertiser is a marketing communication tool; and • owners of Facebook, Twitter and YouTube pages will become the publisher of any third party content once the owner of the pages becomes aware of the inaccurate content and decides not to remove it. The Court supports the ASB and ACCC’s view that business owners have a responsibility to correct or remove inaccurate, false or misleading content posted on their pages. The ACCC suggests that Australia’s larger corporations must take action to correct inaccurate content within 24 hours of the posted content whereas smaller business must take action as soon as they become aware of the inaccurate content irrespective of whether it is posted by friends, fans or followers. If a business fails to edit or remove inaccurate third party content it may be prosecuted for breaches of the Advertiser Code of Ethics (Code) as well as the Australian Consumer Law (ACL) for misleading and deceptive conduct, or in defamation. Basic steps to compliance • Businesses should constantly review and moderate their social media sites for all third party generated content, such as wall comments, posts and tweets. • Once a business is aware of any content that is in breach of the Code, ACL or is defamatory, the content should be removed or edited within 24 hours. • Social media supports interaction with your brand. What do you want your brand to be known for? • Whether the business edits or removes content from the page will depend on the content. If the language is in breach of the law, simply editing it may be appropriate, however, if the content is defamatory, it should be removed. • The business should contact the host of the page i.e. Facebook or Twitter directly, to discharge any liability in circumstances where the business is unable to edit or remove content that is in breach or is defamatory. If your business is developing a marketing plan using social media, or planning to, it is imperative that you develop or review your social media policy in light of the above positive obligations. Please contact Elringtons for any further advice or assistance regarding your social media policy or obligations.

Bird Cameron

Chartered Accountants

For more information, please contact Michael O’Hehir Principal at RSM Bird Cameron on michael.ohehir@rsmi.com.au or 02 6247 5988.

Cassandra Emmett Special Counsel & Manager, Business Services Contact Elringtons T: (02) 6206 1300, Level 7, 221 London Circuit, Canberra City visit: elringtons.com.au

BUSINESS SERVICES

COMMERCIAL PROPERTY

ATO to open fire?! …maybe By Tony Lane

by Andrew Smith

As this article goes to print, insolvency figures released for June show a 22% drop in corporate insolvencies – this figure running contrary to the 13% year-on-year growth in insolvencies since January 2010. Many financial commentators have openly attributed this to a relaxation of ATO debt collection policy. Whilst there is no confirmation of this from the ATO, what is certain is that there remain substantial unaddressed tax debts in the business community. The ATO remains by far the most common creditor in corporate failures and recently new measures were enacted to further equip the Tax Commissioner with means to prop up the government coffers. Regular readers will recognise my reference here to the Tax Laws Amendment (2012 Measures No. 2) Bill 2012, which came into effect on 1 July 2012. Critically for directors of companies with unreported PAYG(W) and superannuation liabilities greater than 3 months overdue, upon the issue of a Director’s Penalty Notice (‘DPN’) by the Commissioner, the personal liability for the unpaid tax is not alleviated by simply placing the company into voluntary administration or liquidation. Whilst many commentators have rushed to print on this issue, they may have failed to identify a key element of the new measures. A careful reading of the legislation reveals that the new powers enable the Commissioner to issue such a notice where the unreported debts cover periods prior to the enactment of the legislation. By simple example, let us assume a fictitious company, XYZ Pty Ltd, has unpaid and unreported outstanding employee superannuation contributions from September 2011 to date. The new laws now enable the Commissioner of Taxation to do two things: • Make an estimate of the amount outstanding and unreported; and • Issue a penalty notice to the directors, requiring that XYZ: • Pay the debt in full by the due date (21 days from issue of the notice); or • Enter into a binding payment agreement with the ATO; or • Enter into voluntary administration; or • Enter into liquidation. Of critical importance is, whereas previously for all such notices, options (c) and (d) would have absolved the directors of XYZ of personal liability, for debts older than three months (or where the Commissioner issues estimates) this no longer applies. Directors acting promptly to place a company into external administration, prior to the issue of a DPN, will alleviate the spectre of the ATO enforcing personal liability.

Tony Lane is a senior manager at Kazar Slaven and provides advice to clients in the areas of insolvency, business risk and financial conflict and dispute resolution. For more information, contact Kazar Slaven, Level 3, 11 National Circuit, Barton. T: 6215 8405 F: 6215 8450 E: admin@kazarslaven.com.au W: www.kazarslaven.com.au

Time to owner occupy?

If you own a business that is currently leasing premises and you are considering whether to purchase your own, now could be the ideal time to make the move.

The cost of servicing debt can now be significantly lower than the cost of leasing. Over the last two years, there has been an increased spread between the asking purchase prices for leased and vacant buildings. The safety of having a secure tenant is keeping values steady for leased premises, with the following factors contributing to a reduction in value for vacant premises: • Where a premises has been vacant for an extended period, the slower leasing market has meant some owners have been without income for 12 months or more, • Banks have been increasing the pressure they place on distressed or high risk owners. These primary factors have seen asking prices drop by as much as 25% in some circumstances. In addition to the cheaper purchase prices for vacant space, the recent reductions in interest rates have contributed to bringing the cost of servicing debt down. The cost of servicing debt can now be significantly lower than the cost of leasing. The example below shows an office building which was most recently leased at $350 per square metre, but due to an extended period of vacancy, is now available to purchase at $3,100 per square metre. Building Area

675m2

Annual rent

$236,250 (675 x $350)

Purchase Price

$2,092,500

Debt at 65% LVR

$1,360,125

Annual Interest at 8%

$108,810

Annual Outgoings

$27,000

Total Annual Costs

$135,810

This example is basic, but demonstrates a difference of approximately $100,000 in the annual property cost. Knowing that the building would be occupied by your own business, allows you to take advantage of the current market conditions, reduce your annual property costs and hold a property asset through what could otherwise be a higher risk period.

Andrew Smith is the Director at Ray White Commercial 17-23 Townshend Street Phillip 2606 T: 02 6162 0681 | www.rwcanberra.com.au

CORPORATE GOVERNANCE

by Phil Butler

The importance of realistic key performance indicators

As the curtain closed on the London Olympics and the Australian team returned to a hero’s welcome, my mind turned to the complex topic of setting objectives and managing expectations. After day five at this year’s Olympics, the Australian team’s medal tally was looking grim. Despite everyone, from economists to commentators, developing theories about ‘what went wrong’, the Australian medal tally ended up being very similar to the outcome expected by the Australian Sports Commission prior to the start of Australia’s Games campaign. So what does this analogy mean for organisations setting Key Performance Indicators and milestones against which to measure their performance? The answer is simple - be realistic, set objectives that suit your organisation and ensure you take a long-term view of success. Let’s take a look at an entrepreneurial SME for example. This SME may wish to set high sales targets to motivate employees and establish itself quickly in the marketplace. These targets are managed on a daily, or even hourly tracking system; and staff may be rewarded even as quickly. For a larger, more mature organisation, the targets may be longer term and focused on less quantitative measures such as culture and teamwork. In the NFP sector, there has been a long held view that objectives and outcomes are even more complicated. While a financial surplus may be a positive outcome at the end of the year, the overarching goals may be much harder to measure. For example, health related NFP’s often struggle to set milestones when their ultimate goals it to find a cure to a particular health issue. Likewise many issues in the public sector are cross- organisational and do not neatly sit into the silo of a single government department. Cross departmental and cross-departmental KPI’s may need to be introduced. As with much in the corporate governance arena, a numbers of factors need to be assessed - including the interests of diverse stakeholder groups, which may comprise shareholders, creditors, customers, employees and sometimes the broader community. Market conditions, past performance and business outlook also are relevant factors for boards to consider. However, the rule of thumb in goal setting it that there is no-onesize fits all approach. Good corporate governance requires a tailored strategy and, just like our Aussie Olympians, it is important to remember that while the ultimate goal might be a gold medal, a personal best is just as much an achievement.

Phil Butler is Manager - NFP, Public Sector & ACT at the Australian Institute of Company Directors.. For more information about AICD ‘s course programs and events, T: 02 6248 5954.

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ESTATE PLANNING

by Stephen Bourke

Supersplitting and family law

There are two problem areas of superannuation and family law: Self-managed superannuation WeSelf-managed superannuation is now the largest sector in superannuation and there are still more than 2,000 new funds each month. But what happens when a family law event arrives? The members/trustees will have to separate their entitlements in the fund as well as dealing with their trusteeship and membership. It is not uncommon to find in a two member fund that one of the members is the more active. In the family law context, they are both still trustees and both have obligations and fiduciary responsibility as trustees. If the less active trustee now seeks information about the fund, it must be provided. In separating the entitlements in an SMSF, difficulties will arise in the nature of the investment property with CGT. If there is a new SMSF, investment property can be rolled over in specie with CGT rollover relief. The growth in limited recourse loans in the property sector creates an additional layer of complexity. Splitting a superannuation fund which has a limited recourse loan becomes even more complex. As well as the loan arrangements, there may be guarantees and of course a bare trust holding the title. Defined Benefit Super In Canberra, we all see a significant number of clients with defined benefit super. Splitting a defined benefit superannuation entitlement raises different considerations. The technical drafting of the order can have different financial outcomes. Consider the following case study: The Husband and Wife separated and agreed to divide all property including superannuation equally. The wife was employed and had a defined benefit superannuation interest. The Husband was in receipt of a pension from the same scheme (there was a 15 year age gap). Because of the failure of the wife’s lawyer to properly draft the orders the husband received 84% of the superannuation pool and the wife 16%. Worse still, due to the characteristics of this particular fund, the splitting order resulted in the wife having a debt on her superannuation which grew faster than her superannuation! The loss the wife suffered as a result was approximately $300,000. This is not an isolated incident. It simply does not pay to cut corners when it comes to superannuation. If your clients are going through a family law settlement, it pays to engage lawyers who understand the legal and the financial. The consequences of failing to do so can be catastrophic. Advisers need to work together so that the legal and the financial are properly integrated. SuperSplitting is a specialist consulting practice owned by Certus Law. It was established in 2002 and specialises in splitting self-managed superannuation as well as providing defined benefit valuation, expert advice, including court orders, on superannuation in the Family Law context. A complimentary copy of “Supersplitting for Family Lawyers” is available to readers by calling Certus Law.

Certus Law specialises in superannuation, trusts and estate planning. Visit Certus Law at Level 5, 28 University Avenue, T: 6268 9090, www.certuslaw.com.au

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HEALTH

By Robbie Manzano

TRAINING

Every second is two seconds closer to death: The busy life...

It is well known - regular exercise, healthy eating and a stress-free lifestyle will transpire to a long and healthy life. However, it is also well known having that knowledge doesn't always lead to action. Why? Have a think about our society. Can you locate a fast food outlets within walking distance from you? If not, consider the perception of your 'walking distance'. Would you walk there for lunch? If no... how about driving there? Regardless of what response you came up with for those questions, what did you base your responses on? Time, maybe... In a health setting, 'time' (or the lack of it) is slowly causing more health problems in our affluent society. Time is a silent entity that controls our day-to-day decisions. In the last 24-hours, think of 3 poor health choices you made. Was 'time' to blame? If so, what can we do about it? Having a weekly time management plan can enhance your lifestyle and create more time do to things you thought was never an option. Efficiency and effectiveness is the key. Doing things right the first time around will not just cause less stress, but you will also find yourself with more than enough time to look after your health. Below are 3 simple 'time management' guidelines I have used to ultimately enhance my clients physical and mental health. 1. Have a weekly time management plan Plan your week on paper. Writing things down and reflecting on what's to come puts the week into 'true' perspective. 2. Include at least two organised physical activity sessions to your weekly plan Commit to an exercise session with a friend. Exercise is a great way to shake off stress from the weekly grind. It also makes it harder to find an excuse to get out of it. 3. Schedule one grocery shopping trip a week Multiple trips to the grocery store are a waste of time. Do one shop for the week and do it right. Plan your shopping basket on your weekly schedule. Only purchase enough foods to last the week. Purchasing too little will result into unnecessary trips to the grocery or take away store. Purchasing too much will cause excess daily energy intake, which in turn promotes the production of fat on a regular basis. Invest time for health today and benefit tomorrow. Every minor change now will be a major investment in the future.

Robbie Manzano is founder and managing director of Healthy Identity. Robbie has degrees in Human Nutrition and Coaching Science from the University of Canberra and is currently completing a Graduate Certificate Public Health from Curtin University. robbie.manzano@healthyidentity.com.au 0423 366 014

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By Karen Nicholas

Training companies selecting the right one

Using a training provider to develop and deliver training programs is often the best choice for a variety of reasons, but selecting the right provider from the 5000+ Registered Training Organisations in Australia can be a challenge. To ensure you choose the best organisation to meet your needs, consider the following: Nationally Registered - Is the provider listed on www.training. gov.au <http://www.training.gov.au/> ? Even if you are not looking nationally accredited training, providers listed are regulated and that gives assurance that their systems for training and assessment, and for administrative processes such as the collection of student fees, have been checked. Quality - RTO's are measured by employer satisfaction, learner satisfaction and competency completion rates. Ask the provider what their completion rates are. Are they above/below the average for that industry? Flexibility - How willing is the provider to deliver on your site? What about working around shift workers and rosters? Will they schedule training out of hours? Do they seek to understand the ways in which your business is unique and offer a variety of formats and delivery methods? Expertise - Who will be managing the training? What expertise do the trainers have? Do they have current industry knowledge? Ask to see capability statements for key personnel. Delivery methods - Is a combination of methods available? 'Online' or 'workplace based' can be cheaper, but that's because they rely heavily on the motivation of the learner to complete the course requirements. Ensure there is some element of face to face learning - we are social beings and will learn rapidly and with more depth when we have opportunity to learn from each other. Cost - Whilst cost is nearly always a major factor, beware of the hidden costs. Does it include resources? What about customisation of content? How often will we see a trainer (if it's workplace delivery models)? Does the customised content become yours? Are there costs of reassessment if participants don't pass? Consider the return on investment (ROI). What is the cost of an untrained or poorly trained employee? A well designed training program will pay for itself many times over in the long run. Paying a little more for a classroom based course may seem more expensive in the short term but you will see quicker outcomes than when learners study in a self paced model. Visit www.asqa.gov.au for a full fact sheet on how to select a training provider.

Karen Nicholas is the Director of Learning Options Level 3, Endeavour House 2-10 Captain Cook Crescent Griffith ACT 2603 T: 6260 6677 | F: 6260 6300 www.learningoptions.com.au

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MINISTER’S MESSAGE

A truely digital city

ANDREW Barr

ACT DEPUTY CHIEF MINISTER TREASURER MINISTER FOR ECONOMIC DEVELOPMENT

here are plenty of buzzwords flying around these days about how the future will be shaped by digital and online technology – but there’s no doubt the hype is justified. The rapid rise of the internet and personal computing in the past couple of decades has changed forever the way many people work. This will only intensify in with the roll-out of high-speed broadband right around the country in coming years.

The ACT Government wants to create an economy where there is a commitment to creativity and which is a leader in the development, application and use of knowledge. Faced with this technological revolution, governments have a choice – they can either sit back and wait for technology to evolve and eventually play catch up, or they can be proactive and help their community and businesses to harness new technology and news ways of working. The ACT Labor Government is committed to positioning Canberra at the forefront of digital life. The opportunity exists to re-imagine all areas of community life and economic activity, and present Canberra to its citizens and the rest of the world as a nationally and internationally leading ‘digital city’. So what does this mean in practice? First, it means putting digital technology at the heart of government by using it to deliver services and information to our citizens more efficiently. In the short term, for example, we can allow people to pay for parking with their smart phone, while in the longer term we can look at innovations in e-health and virtual classrooms – one day students might learn Mandarin from a teacher in Beijing or go on a virtual tour of the Louvre. Second, it is about the Government creating the right conditions for our people to use digital technology. We have rolled out high-speed broadband to all government schools, and are providing funding to help less-affluent nongovernment schools access broadband. Canberrans can be proud that ACT school children have the best

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digital literacy in the world, second only to South Korea. In addition, last month Chief Minister Katy Gallagher announced the Connected Canberra policy. If re-elected, Labor will provide $2.9 million in recurrent funding to provide free Wi-Fi in Canberra’s town centres, bus interchanges and on all ACTION buses. Third, it is about fostering the right business environment, supporting business investment and accelerating business innovation. In a globalised world it’s important for cities and jurisdictions to play to their strengths. In Canberra’s case that means focusing on our role as Australia’s national capital and building on our highly educated workforce, world-class research institutions, and our modern and dynamic private sector. The ACT Government wants to create an economy where there is a commitment to creativity and which is a leader in the development, application and use of knowledge.

The time is right for Canberra to become a truly digital city. By embracing new technology we can serve as an example of how innovation and collaboration between government and business can create a successful 21st century economy. To this end the ACT Government has provided funding and support for numerous programs that will help Canberra become a digital city, including nation-leading initiatives such as the Innovation Connect program, CollabIT and the Canberra Business Development Fund. The time is right for Canberra to become a truly digital city. By embracing new technology we can serve as an example of how innovation and collaboration between government and business can create a successful 21st century economy. If you would like more information on how the Budget affects your business or household please visit treasury.act.gov.au or contact my office: 6205 0011, barr@act.gov.au

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A S S O C I AT I O N S T O B U S I N E S S

1 July 2012 reforms to the Skilled Migration Program D AV I D BOTTrILL

OUTREACH OFFICER FROM THE DEPARTMENT OF IMMIGRATION AND CITIZENSHIP TO THE ACT & REGION CHAMBER OF COMMERCE AND INDUSTRY

Corporate Sponsors ACTEWAGL, 104.7 / Mix 106.3, Prime TV, The Canberra Times, The Good Guys Tuggeranong, Duesburys Nexia, Synapse Worldwide, B2B in Canberra. Associates and Affiliates Retail Traders Association, Australian Industry Defence Network Foundation Member Australian Chamber of Commerce & Industry

n July 1, key reforms were introduced to the skilled migration program to make recruiting skilled overseas workers easier. These reforms included the introduction of an online system called SkillSelect and changes to the permanent employer-sponsored migration program. SKILLSELECT SkillSelect is a new free and convenient way for employers to search and connect with skilled workers from around the world to fill skill shortages. SkillSelect enables skilled workers interested in migrating to Australia to gain access to an online system and submit an expression of interest to migrate to Australia as a skilled worker. Skilled workers are required to detail their skills and experience and can indicate an interest in employer sponsorship and the regions of Australia where they are willing to live and work. From July 1 employers have been able to use SkillSelect to connect with interested prospective employees and discuss their suitability for a role. For more information on SkillSelect please visit: www.immi.gov.au/skills/skillselect CHANGES TO THE PERMANENT EMPLOYERSPONSORED PROGRAM The Minister for Immigration and Citizenship, Chris Bowen MP, announced changes on March 9 to the permanent employer-sponsored program. The changes included the introduction of a simplified visa pathway for temporary skilled workers in Australia on a subclass 457 to obtain permanent residence through the Employer Nomination Scheme (ENS) or the Regional Sponsored Migration Scheme (RSMS).

Other reforms to the permanent employersponsored visa program that came into effect on July 1 included: • simplifying the visa structure by reducing six visas to two, each with three streams • raising the upper age limit from less than 45 to less than 50 years • changes to key visa criteria including English language and skill requirements, and • the introduction of a single consolidated sponsored occupation list, which will replace the current subclass 457, the Employer Nomination Scheme and the state and territory-sponsored occupation lists. BENEFITS FOR REGIONAL AUSTRALIA Recognising the complex labour market conditions and limited skilled labour supply in many regional and remote areas, the RSMS will continue to support regional employers. Employers from regional Australia who use the RSMS will have: • access to a broader range of occupations at ANZSCO 1 – 3 skill levels • reduced nomination fees • relaxed skill requirements for prospective migrants, and • no training obligations. More information on these reforms is available: www.immi.gov.au/skilled/skilled-workers/ permanent-employer-sponsored-visa-whats-new. htm David Bottrill, Outreach Officer from the Department of Immigration and Citizenship to the ACT & Region Chamber of Commerce and Industry, david.bottrill@ immi.gov.au

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Malaysia Australia Free Trade Agreement

For more information on the ACT Exporters’ Network visit actexportersnetwork.com.au or call 02 6247 4199 The ACT Exporters’ Network is proudly sponsored by the ACT Government, Canberra Business Council, the Centre for Customs & Excise Studies and AusIndustry.

n 22 May, 2012, Australia and Malaysia signed a comprehensive free trade agreement (FTA) that will open avenues for Australian goods and services into the Malaysian market. MAFTA was signed in Kuala Lumpur by Australia’s Trade and Competiveness Minister Craig Emerson and his Malaysian counterpart Mustapa Mohamed. Under the accord, Australia will be as well-positioned in the Malaysian market as Malaysia’s closest trading partners in ASEAN, and in some cases better. For Malaysia, the accord allows the same tariff-free entry to Australia currently enjoyed by Singapore. MAFTA will guarantee tariff-free entry for 97.6 per cent of current goods exports from Australia once it enters into force. This will rise to 99 per cent by 2017. Malaysian exporters, meanwhile, will enjoy dutyfree entry to the Australian market. Australia has also agreed to provide a threeyear package of up to 21 short and long-term scholarships, fellowships, awards and exchanges to support Malaysia’s economic reform efforts. This complements existing exchanges between Australia and Malaysia on public sector and economic governance, including through the Endeavour Scholarships. Malaysia is Australia’s 10th largest trading partner, with two-way trade worth almost $16 billion in the 2010-11 financial year. Australian exporters of automotive parts, iron, steel and dairy products will benefit from improved market access under the agreement. MAFTA will also help diversify the trading relationship by opening Malaysia’s services sector to Australian companies. Malaysia has committed to allowing majority Australian ownership of service providers in a range of industries, including telecommunications, insurance, education, tourism, research and development, accountancy and mining-related services. The signing of this FTA is an early outcome of the white paper on Australia in the Asian Century. MAFTA will enter into force once Australia and Malaysia have completed their domestic ratification procedures. For Australia, consideration by the Joint Standing Committee on Treaties is an important part of this process. The earliest the Agreement

would take effect is 1 January 2013. What are the benefits for ACT Exporters? Australian investors will be guaranteed the right to majority ownership in companies in a wide range of sectors supplying services in Malaysia, including: • education services — 70 per cent ownership in higher education services, increasing to 100 per cent in 2015; 70 per cent ownership in a range of other education services; • financial services — 70 per cent ownership in investment banking and direct insurance services; • telecommunications — at least 70 per cent ownership in all telecommunications services; and • professional services — 100 per cent ownership in accounting, auditing and bookkeeping services; 100 per cent ownership in management consultant services (excluding financial management consulting); 51 per cent ownership in taxation services. Suppliers in other industries such as tourism, research and development and mining-related services will also be guaranteed the right to majority ownership. MAFTA will allow for: • business-friendly rules of origin provisions. Australian exporters will not need to supply a certificate of origin, but rather a simpler declaration of origin; • more Australian business executives and senior managers to work in Malaysia and to stay for longer periods; • easier access to visas for spouses and dependants of Australians working in Malaysia; • the establishment of a framework for mutual recognition of qualifications and licensing for professionals; • stronger protection of Australian trademarks and copyright; and • the facilitation of electronic commerce through measures to increase efficiency, and to protect online consumers. MAFTA will also complement benefits to ACT businesses already trading with Malaysia and taking advantage of the existing ASEAN-Australia-New Zealand FTA (AANZFTA). For more information on MAFTA and other FTA’s please visit the Dept. of Foreign Affairs and Trade website www.dfat.gov.au/fta/

Make Casey a Reality... P rO P erT Y YOUR MONTHLY LOOK AT PROPERTIES AND PROPERTY RELATED INDUSTRIES IN THE ACT

SHOULD BANKS BE MORE THAN JUST A BANK?

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Is potential worth anything?

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Make the Move...

anberra has gone through rapid growth and urban sprawl over the past 10 years. In particular Canberra’s north has undergone significant change and has seen a shift away from the traditional urban centres of Civic, Belconnen, Woden and Tuggeranong, as home owners and investors look for lifestyle benefits and opportunities associated with new suburbs being developed across the ACT. Best practice urban planning by local government, in tune with the needs of community stakeholders and residents, has led to the emergence of suburbs such as Casey in the north of Canberra, designed to bridge the gap between high density urban living and community based suburban living. The suburb of Casey, located in north-west Gungahlin, is a master planned suburb you’ll be pleased to call home. Filled with quality homes and perfectly located only minutes from shopping, schools and recreational facilities. Picturesquely located, the vision for Casey is built on bringing you a complete community that nurtures traditional

family values - offering residents a better work / life balance. So you can spend more time doing what you like instead of commuting! Casey offers everything a growing family could possibly ask for; proximity to the Gungahlin & Belconnen shopping precincts, quality schools, sporting facilities, walking & riding trails and transport facilities. First class amenities and transport facilities are set to place Casey at the forefront of Canberra’s newest suburbs. Plans for the proposed Casey Shops include, retail and commercial outlets, arts & community centre, indoor sports centre, child care facilities and licensed club ensure you will have everything you need to make your day-today life easy and enjoyable.

“Casey will be more than a beautiful location – it will be a vibrant community and a great place to live”.

Make Casey a Reality...

ocated in the heart of Casey are the landmark Berwick Apartments. This boutique development spanning three levels, offers contemporary and comfortable living spaces that emphasise design and quality. The Berwick Apartments are ideal for those wanting all the benefits of easy care low maintenance living and the lifestyle benefits of being in close proximity to great shops, schools and transport facilities. The Berwick Apartments occupy prime position, opposite the proposed Casey Shops and soon to be completed Horse Park Drive extension. The Casey Shopping Village is earmarked to be the only one of its kind and set new benchmarks as an alternative to the major shopping precincts of Belconnen & Gungahlin, offering access to great clubs and restaurants whilst maintaining the convenience afforded by local shops. With access to public transport facilities at your doorstep, the Berwick Apartments truly has everything at your fingertips. The concept behind the Berwick Apartments is to set the highest standards of excellence while offering unparalleled affordability. Combining contemporary fittings and finishes and well proportioned living areas to create an outstanding sense of space. If you’re looking for an easy care, high quality apartment positioned for convenient urban living, or a high demand investment property, the Berwick Apartments provide the perfect opportunity. With construction having already commenced and completion scheduled for September 2012 – act now to secure your place with Casey’s ground breaking development. For more information, please visit www.berwickapartments.com.au

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SHOULD BANKS BE MORE THAN JUST A BANK?

or a long time Bendigo Bank has been saying successful customers and successful communities create a successful bank, in that order. Via the Community Bank® model we have seen that together ordinary people can achieve extraordinary things. It used to be that your Bank Manager was like your Doctor or your Lawyer or your accountant – someone you could trust to give you the right advice and not just sell you the product that will make the most money for the bank. In this respect (and many others)Bendigo Community bank Branches are a unique approach to banking that’s good for you and good for Canberra and Jerrabomberra. The Molonglo Community Bank® Group has four branches locally at Calwell, Curtin, Jerrabomberra and Wanniassa. Each Branch has a Manager who runs the Branch and makes the decisions. Advice is available everyday with no obligations. In return we hope locals will support our branches by banking with us. Because we have done a good job of helping customers since 2002, this year we will be able to contribute our one millionth dollar from profits back to community groups and projects. The Community Bank® model provide communities with more than just quality banking services – they deliver employment opportunities for local people, keep local capital in the community, are a local

Calwell, Curtin, Jerrabomberra and Wanniassa Community Bank Branches

investment option for shareholders and provide a source of revenue for important community projects determined by the local community. Increasingly our customers see us as more than just a bank delivering financial products and services – we are seen as a partner that understands their needs and works with them to make a difference. At Bendigo Community Bank Branches we are proud to be demonstrating every day that ‘doing the right thing’, can indeed be ‘good business’. Our branches each have a Branch Manager and we offer competitive consumer and business banking products. We are open five days a week as well as Saturday morning. Bendigo Bank has also been named: • Business Bank of the year (2011) at Roy Morgan Research’s inaugural Customer Satisfaction awards • Consistently rated with industry leading consumer customer service levels. Please make contact with our branch team about your banking so that you can benefit from our banking offering and we in turn can do more for your local community groups and projects. The first Community Bank® branches opened in 1998 in response to demand from communities around Australia for face-to-face banking services following branch closures throughout the 1990s. These communities formed locally owned companies to obtain a commercial franchise to run a Bendigo Bank

branch. While Bendigo Bank provides banking infrastructure and support, the community itself manages the branch, garners customer support and returns profits to the local community. Molonglo Community Bank® Group opened Calwell and Wanniassa branches almost 10yrs ago and recently opened branches at Jerrabomberra and Curtin. Since then we have gone on to supports the local community with more than just banking services. We encourage collaboration and commitment and keep local money and local jobs in the community. Our branches has provided community contributions totalling $1,000,000 to a range of groups and organisations including Autism Asperger ACT, Special Olympics, Snowy Hydro Southcare Helicopter, PCYC, Ozharvest (now rebranded as The Yellow Van) and many others to help create a sustainable future for the community. Our contributions join those of the 295 branches in the network across Australia which have contributed more than $80 million to initiatives and projects driven by local communities – and this figure will continue to grow. We thank all those who have supported the Molonglo Community Bank® over the last 10 years and we encourage the Canberra and Queanbeyan community to continue to support this exciting movement.

Jayson Hinder is Chairman of Molonglo Financial Services MFS operate the Calwell, Curtin, Jerrabomberra and Wanniassa Bendigo Community Bank Branches.

“WHY CHOOSE A LEND LEASE COMMUNITY?” WE’VE BEEN CREATING GREAT PLACES TO LIVE FOR OVER 50 YEARS. Toni Milis, Head of Communities, Lend Lease

Over 150,000 Australians live, work and play in our communities, so we know how to make people feel at home. Our beautiful and carefully master-planned communities have been improving the way we live for generations. Whether you buy a block and build or purchase a ready-built home, our team of experts and here everyday to make everything easier for you.

Visit springbankrise.com.au or phone 1800 929 466 to register for your free home buying pack and make a time to chat with one of our experts today.

B2B PROPERTY

PART 3 POTENTIAL HELPS IT SELL BUT IT DOES NOT INCREASE THE SALE PRICE

Jason Klose, Managing Director t: 0414 890 286 jason@bbbrokers.com.au www.bbbrokers.com.au

ou have made the biggest financial decision you will make – you have decided it is time to sell your business. Now what is the market going to give you for all your time and hard work? Before you can determine what price to put on your business, you first need to understand what category your business falls into: 1. Fit out business formula does not work i.e. not profitable, the business has limited financial information or the financial information just does not make sense. 2. Business is a job your business provides you a good salary but like a job, if you are not there it makes nothing. You are the business. 3. Business with owner involvement owner works in the business however profitable enough to pay the owner a good salary and

still show excellent business profits. Could be changed to run under management. 4. Run under management owner works on the business and not in it and profitable. It is really important you classify your business and be true to yourself as to what you have to sell. You will see as you step down the categories you would expect the market price achieved for each business would increase. But like anything that is for sale, you are selling what you can show the market now and not what the business potentially could be.

It is really important you classify your business and be true to yourself as to what you have to sell. No business will sell if it does not have potential; however potential in the majority of cases does not increase the sale price you will achieve. Reason being the potential will only be achieved by the buyer who invests their own money and hard work and there is no guarantee of success. If the business has been good to you and your family, you need to ensure that you leave enough on the table for the next buyer. If you try to price your business in a category above what it is now, buyers are going to continue to look at your business but move onto something else, as the numbers simply will not add up.

NORTHSIDE EXPRESS SUPERMARKET

KINGSTON CAFE & KIOSK PACKAGE

This award winning express supermarket ticks all the boxes you require for a strong supermarket business: excellent weekly turnover averaging $96,000; well established with catchment base of 10,000 people; gross proﬁt averaging 21.8% and for 2012 owners proﬁt over $300,000.

Very unique cafe package being offered for the ﬁrst time which rarely come onto the market. What you will be purchasing is 3 year old cafe with no competition in Kingston and 3 year old coffee kiosk located in a large building in Symonston.

Sale Price $1,485,500 + SAV

Sale Price $535,000 + SAV

QUEANBEYAN ICONIC RESTAURANT

TOWN CENTRE TAKEAWAY

If you have been looking for a profitable restaurant, with little owner involvement and includes a near new fit out of the whole premises, this is the restaurant you have been looking for. Over $250,000 spent on the fit out 3 years ago. Owners return average from 2010 to 2012 was $225,000.

This Belconnen takeaway is very strong and has a loyal following from the tradies and surrounding businesses. With a very secure lease with 13 years left, the new owners a securing a strong business.

Sale Price of Offers over $590,000 + SAV

Sale Price $129,000 including stock

Contact Jason Klose on 0414 890 286 for more information or visit www.bbbrokers.com.au

B2B Half Page_Layout 1 24/04/12 9:12 AM Page 1

take your pickâ&#x20AC;Ś

from more than 75 1, 2 or 3 bedroom, modern, fully appointed & self-contained serviced apartments.

At significantly better rates than traditional hotel accommodation, Accommodate Canberra provides you with the freedom of the home away from home experience, whilst providing loads more space, convenience, and total privacy.

Ph 02 6295 9430

Kingston, Manuka and the City. Accommodating you!

enquiry@accommodatecanberra.com.au www.accommodatecanberra.com.au

BerrySmith Acc B2B April 2012

Accommodate Canberra offers a personal corporate or leisure experience in some of Canberraâ&#x20AC;&#x2122;s most sought-after locations.

Commercial

Barton 11 National Circuit Premium Office Unit - Engineering House •

Unit 17 - 305m2* + 7 car parks

•

Currently leased at $140,993* plus GST per annum

Sale By Negotiation View By Appointment

•

Features high quality fitout

•

Suitable for professional services 6162 0681 rwcanberra.com.au

Andrew Smith 0409 600 471

Aproximately 691m2* NLA

•

Net annual income: $147,000*

• •

•

Strata titled unit of 153m2*

•

Carpeted, air-conditioned and includes some partitioning

•

Features shopfront, own amenites & 3 phase power

•

Ample on-street parking available for clients

Sale $300,000 plus GST View By Appointment Troy McGuinness 0413 499 735 6162 0681 rwcanberra.com.au

Commercial

Canberra

Phillip 68-70 Dundas Court Fully Leased Investment Opportunity •

Fyshwick Unit 8 Molonglo Mall Opportunity to Owner Occupy

Sale

Mitchell 160 Lysaght Street Investment Opportuntiy

Sale

•

Three ground floor tenancies

By Negotiation

•

Total area 820m2*

Two long term secure tenants

View By Appointment

•

Top class location

John Price 0412 266 194

Onsite parking at rear

Troy McGuinness 0413 499 735

•

Income circa $115,000* pa

6162 0681 rwcanberra.com.au

View By Appointment

6162 0681 rwcanberra.com.au

* Approx

Commercial

Canberra

Commercial Kingston 15 Tench Street ‘Griffin Hotel’ Rare Commercial Space • • • • • •

Unit 1 to 4 - 588m2*, high quality office suite Unit 5 - 54m2*, leased to Hairdresser Unit 6 - 244m2*, leased to Real Estate Agency Unit 7 - 77m2*, leased to Pathology Business Unit 8 - 88m2* leased to Day Spa Unit 9 - 218m2* Restaurant, vacant possession with 66m2* outdoor area

Sale By Private Treaty View By Appointment Andrew Smith 0409 600 417 6162 0681 rwcanberra.com.au

Commercial Canberra

Braddon 38 Mort Street Best Corner in Braddon • • • • •

Rare City edge location, walking distance to Canberra Centre and the ANU 2 units already sold, only 7 remaining Modern, sophisticated and energy efficient design, resulting in a green building with high quality workmanship & detail 61m2* - 530m2* available, expected completion mid 2013 Unrivalled location, quality & convenience all combined

Sale

* Approx

By Negotiation Andrew Smith 0409 600 471 6162 0681 rwcanberra.com.au

Commercial Canberra