Resort News - June 2019 by Multimedia AU/NZ

Registered by Australia Post Print Post No. 100023799

Issue 274 | June 2019 | $13.75 inc. GST

The Monthly Magazine for Accommodation Industry Professionals

www.accomnews.com.au

Cover Profile Oasis at Palm Cove

Other Profile Robina Quays

Person of Interest Danny Little: A systems man

management rights • hotels • motels • resorts • holiday parks • time share • hosted We specialise in furniture for hotels, motels, serviced apartments, resorts and refurbishments.

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The legal stuff...

The views and images expressed in Resort News do not necessarily reflect the views of the publisher. The information contained in Resort News is intended to act as a guide only, the publisher, authors and editors expressly disclaim all liability for the results of action taken or not taken on the basis of information contained herein. We recommend professional advice is sought before making important business decisions.

Inside our June issue Front Desk Editor's Note: Adapt or die ................................................ 05

Advertising Conditions

Industry

The publisher reserves the right to refuse to publish or to republish without any explanation for such action. The publisher, it’s employees and agents will endeavour to place and reproduce advertisements as requested but takes no responsibility for omission, delay, error in transmission, production deficiency, alteration of misplacement. The advertiser must notify the publisher of any errors as soon as they appear, otherwise the publisher accepts no responsibility for republishing such advertisements. If advertising copy does not arrive by the copy deadline the publisher reserves the right to repeat existing material.

News in Brief ............................................................................ 06 Person of Interest: Danny Little – A systems man ....10 ARAMA Report: A time for reflection and rejuvenation............................12 State Report: Developer v Owners Corporation – who is entitled to the money? ........................................13

Disclaimer Any mention of a product, service or supplier in editorial is not indicative of any endorsement by the author, editor or publisher. Although the publisher, editor and authors do all they can to ensure accuracy in all editorial content, readers are advised to fact check for themselves, any opinion or statement made by a reporter, editor, columnist, contributor, interviewee, supplier or any other entity involved before making judgements or decisions based on the materials contained herein. Resort News, its publisher, editor and staff, is not responsible for and does not accept liability for any damages, defamation or other consequences (including but not limited to revenue and/or profit loss) claimed to have occurred as the result of anything contained within this publication, to the extent permitted by law. Advertisers and Advertising Agents warrant to the publisher that any advertising material placed is in no way an infringement of any copyright or other right and does not breach confidence, is not defamatory, libellous or unlawful, does not slander title, does not contain anything obscene or indecent and does not infringe the Consumer Guarantees Act or other laws, regulations or statutes. Moreover, advertisers or advertising agents agree to indemnify the publisher and its’ agents against any claims, demands, proceedings, damages, costs including legal costs or other costs or expenses properly incurred, penalties, judgements, occasioned to the publisher in consequence of any breach of the above warranties. © 2019 Multimedia Pty Ltd. It is an infringement of copyright to reproduce in any way all or part of this publication without the written consent of the publisher.

BCCM Report: Holding the purse strings – Part 2 ....................................14 SCA Report: Cladding compliance extensions .....................................16 Management By All Accounts: Absolute biggest news for finance in three years ......18 Legal Ease: The increasing move towards workplace flexibility finance ...............................................18 Thinking MR: The art of war – and how to avoid one ........................... 20 Intonet: Faith, trust and pixie dust ................................. 22

Motel Report: Motel opportunities abound ............... 22 Fire Safety: Pay attention to the baseline data ...........24 Sustainability: Apartments can be great water savers – instead of wasters ............................................................... 26 Marketing: One message does not fit all: Smart managers are personalising their ads to capture new audiences ............................... 28 Driving disruption in a multi-channel world ................ 30

PO Box 1080, Noosaville BC, Queensland, Australia 4566 Phone: (07) 5440 5322 Fax: (07) 5604 1680 mail@accomnews.com.au www.accomnews.com.au

EDITOR Trish Riley, editor@accomnews.com.au STAFF WRITERS Kate Jackson

Tourism

DESIGN & PRODUCTION Richard McGill, production@accomnews.com.au

Tourism Report ........................................................................ 36 Tourism International ........................................................... 38 The Last Resort: Quinta da Pacheca – For genuine wine lovers ................................................... 39 Events & Appointments Events.......................................................................................... 40 ARAMA Industry Events Calendar .................................. 40

ADVERTISING Stewart Shimmin, advertising@accomnews.com.au

Appointments .......................................................................... 42

SUBSCRIPTIONS Gavin Bill, subscriptions@accomnews.com.au

News ............................................................................................ 43

Developments Property

CONTRIBUTORS Andrew Morgan, Arvo Elias, Chris Irons, Col Myers, George Clarke, Mike Phipps, Simon Barnard, Tony O'Connor and Trevor Rawnsley.

New Manager Profiles .......................................................... 48 AccomProperties Sales Report ........................................ 48 Agent Profile: Jim Lowe – Property Bridge................... 49 Profiles

KEY Commercially funded supplier profile or supplier case study Supplier information or content Suppliers share their views in one-off, topical pieces General editorial. Case studies and features may cite or quote suppliers, please be aware that we have a strict ‘no commercial content’ guideline for all magazine editorial, so this is not part of any commercially funded advertorial but may be included as relevant opinion. Happy reading!

55 FRONT DESK

The Oasis at Palm Cove: A masterpiece in the making ............................................ 52 Robina Quays: A testament to effort ............................. 55 Preferred Suppliers The Preferred Supplier Directory ......................................57

ResortNews | June, 2019

Just this week I learnt of the exciting concept of being able to drive any car you desire (budget allowing), for as long or as short as you want, or change to another whenever you want; without ever having to own it – it’s a car subscription and the only additional cost is your fuel… The age of disruption is not as scary as it sounds, and agile and innovative businesses are embracing the concept with open arms. But what does it mean to be a disruptor in today’s fastevolving landscape and why is it time to embrace change?

What it means for today’s business owner? Disruption is only one of ‘the’ buzzwords in today's business landscape, with the likes of Uber and AirBnB rapidly transforming the way organisations function and engage with customers. Meanwhile those that have failed to adapt to changes in technology and customer expectations fast enough, such as Lonely Planet, have fallen behind to the likes of more customer-centric disruptors such as TripAdvisor. The concept itself however, is far from new. The phrase

June, 2019 | ResortNews

Can you disrupt yourself? As a business owner, it’s also dangerous to under-estimate the true magnitude and impact these digital disruptors have on the way you do business. A recent study by independent technology and market research company, Forrester, revealed a third of businesses don’t feel they are able to disrupt themselves in the face of digital change.

Trish Riley, Editor editor@accomnews.com.au ‘disruptive innovation’ was initially coined around 20 years ago by Harvard Business School professor, Clayton Christensen, where he alluded to the way emerging technology could redefine the way we do business. Now, ‘disruption’ has become an almost hackneyed term that is often misconstrued by even the most well-meaning entrepreneurs. In fact, with the rapid evolution of technology, what we’re looking at now is not a mere ‘disruption,’ but a real cataclysmic upheaval that is revolutionising the way businesses engage with consumers, understand their customer and create a more seamless experience.

Alarmingly, in the Assess Your Digital Disruption Readiness report, only half of businesses surveyed believed they had the business practices and policies in place to adapt to digital disruption. So how should you prepare yourself for the changes ahead? How can you stay focused on your business objectives, without getting too caught up in the hype?

Stay focused, innovate and collaborate

This is more than just ‘disruption’, it’s a phenomenal shift in the way consumers engage with brands and businesses and as a business owner, it’s dangerous to under-estimate the true magnitude and impact these disruptors have.

First of all, it’s important to understand the fact that digital disruption is here to stay, and that the changes will continue to create new and exciting opportunities for all industries willing to adapt and be responsive. Fear not the age of disruption, but be willing to adopt new digital offerings that can boost your business efficiency, improve your customer journey, offer better lines of communication in real time and even open up new market segments.

FRONT DESK

At the same time, with the rise of the Internet of Things and emerging technologies such as AI (see page 22) and the growth and flexibility available through tailored property management software (see page 30), it’s important not to become too dazzled or distracted by the next shiny new toy. Take time to carefully consider any new technology and how it will impact your business, and whether you will get the right ROI on your digital spend. Remember your customer comes first, so whatever change you wish to adopt, ensure it provides real value to your customers and your brand ethos. Collaboration is key in the age of digital disruption, and business leaders need to encourage ongoing communication with marketing and IT to ensure internal teams are working cohesively towards change. Externally, it is essential to partner with the right technological and consulting providers to enjoy a more seamless and efficient digital transformation journey. This means the time is now to ensure your business is ready for digitisation from the ground up. Whether it is your supply chain, distribution methods, fulfillment, customer service strategy or CRM solutions, if the rate of change outside the organisation is happening faster than within, you’re going to need to act fast. I trust you will enjoy this issue, happy reading.

EDITOR'S NOTE

Adapt or die

NEWS IN BRIEF

Property industry reacts to Liberal Party win Various figures in the property industry have reacted to the results of the federal election, with most welcoming the Coalition win. The recent federal election saw the Coalition government returning to power in an election that saw policy on property taxation a hotly debated topic between the Liberal Party’s insistence of maintaining the status quo and the Labor Party’s intention to reform the taxation process. As a result, with the Coalition government’s win, many in the property industry welcomed the result, as it meant that Labor’s negative gearing and capital gains tax proposals would not come to fruition. Ken Morrison, CEO of the Property Council of Australia, called the election result “extraordinary”. “We congratulate the prime minister and his colleagues for securing another term of office,” Mr Morrison said. “The election result shows that Australians have rejected risky taxation changes at such an uncertain time in the property cycle. “A key plank of the opposition’s

policy agenda were big changes to negative gearing and big increases to capital gains tax, and the election result can only be seen as a repudiation of this policy.”

“We congratulate the Morrison government who went into the election with a economic plan that supported businesses having a go.”

He said that it was the wrong policy at the wrong time, as construction activity and property prices are both in decline while economic growth is also slowing. “Negative gearing has been a long-established feature of the Australian tax system and supports 1.3 million Australian property investors, the overwhelming majority of whom are everyday Australians saving for their future,” he said. “These investors also support the housing choices for the onethird of Australian households who rent their home." Richard Munro, the outgoing chief executive of the Accommodation Association of Australia and most vocal opponent of elements of Labor’s approach, summed it up best when he said: “The result of the very hard fought election caught nearly everyone by surprise.” Mr Munro added: “The best indicator of the sentiment of the result was the Australian Stock Market, which recorded a $33 billion spike immediately post the Federal election.

Mr Munro highlighted Labor’s wage increase initiatives as particularly worrying to the industry, describing the proposals as “out of step with business, as was the impact of removing negative gearing on property, which would have also hurt investors in our industry”. Tourism Accommodation Australia and the Australian Tourism Export Council, which recently broadly welcomed Labor’s proposals for the industry, both expressed their support for the returning government. “Tourism Accommodation Australia congratulates the Coalition, and in particular the prime minister, on its election win,” said the organisation’s new chief executive, Michael Johnson, who took the reins on Monday. “We look forward to the announcement of the new cabinet and will be working closely with the government over the next three years on issues of concern to our members including unregulated accommodation, training opportunities and the temporary skilled visa system.”

Australian Tourism Export Council managing director Peter Shelley welcomed Scott Morrison’s return to government, while warning that the council would continue to push for greater investment in tourism marketing. “ATEC congratulates the Coalition on its election win and looks forward to working with the new Morrison Government in advocating for policy settings that will help drive future growth of the tourism industry,” he said. “The Coalition’s tourism policy committed to deliver improved arrival and visa processing systems which we welcome, as visa processing times have been a major challenge for our industry and an issue we’ve been highlighting for some time. “The additional support for airport upgrades and a genuine investment in industry supported tourism icon infrastructure development is to be applauded along with small business tax breaks which were announced in the budget. “We will continue to argue for additional marketing funds which, we believe, are desperately required for Tourism Australia to maintain its world-leading tourism marketing program in order to continue to sustain our global market share.”

Trust auditing moving online A new and improved way of lodging audits of real estate and conveyancer trust accounts will come into effect in NSW from 1 July 2019. From July, you will need to lodge your trust account audits online via the new 'Auditors Report Online' portal, which will be accessible via the website.

Licensees will receive emails from Auditors Report Online as their audit progresses through the various stages. Real estate and conveyancer trust accounts are audited in NSW to make sure that money such as sales deposits, rent and security deposits are being managed correctly. Auditors send their findings to NSW Fair Trading, which

INDUSTRY

regulates the property industry in NSW. These changes to trust accounts audits are part of many property reforms happening in NSW. The reforms aim to improve the skills of real estate and property professionals and raise the sector’s professional and education standards. ResortNews | June, 2019

Nustay under attack Airbnb raises fees from irate operators to OTA levels and Expedia A Danish online booking site slated by Australian accom operators over its pricing tactics has been ostracised by Expedia.

One industry insider told ResortNews: “The site it run via an AI type of interface, using big-data/blockchain information to scour the internet and find the cheapest prices.”

Andrew Fitzpatrick, a market manager for Expedia Group, confirmed this week that the US giant has cut all ties with the Nustay bookings site.

Accom operators, meanwhile, are only finding out about their properties being listed with Nustay after their ratings with the big OTAs are affected by the pricing.

“Nustay uses over 70 suppliers, including obtaining rates and availability from Expedia Partner Solutions (EPS),” he said.

One threatened to go to their local MP after Nustay continually refused to take down their property listing, eventually winning the battle to be removed from the site.

“We can confirm we have received a number of complaints from hotels regarding Nustay pricing strategies and in accordance with our processes, we have terminated our relationship with Nustay and taken action to ensure EPS rates and availability are not redistributed to Nustay.” ResortNews was alerted to the company by readers complaining about Nustay offering reduced rates on rooms which were then affecting their price quality scores with the two major OTAs, in turn causing the property’s rooms to be selected for offers such as early payment discounts on those major sites. “The end result of the OTA games/ wars is that we are needing to lower our direct booking prices to remain competitive and secure our own bookings,” said one operator. Another said: “They are underselling our rates on Booking. com and Expedia and as such destroying our quality scores. “I have been in contact them and they refuse to say where they get their pricing from and refuse to remove my listing… Everyone is listed with them and probably don’t even know they are listed.” According to the company’s website, Nustay is an online hotel booking platform, with “a disruptive new hybrid concept not seen before”. It boasts an extensive inventory of more than 1.5 million hotels worldwide “at the best prices on the market”. June, 2019 | ResortNews

The operator said: They finally told me they got their prices from Expedia. I know they also get them from Booking.com then those companies penalise us for the Nustay pricing. “Nobody knows they are listed with them. I just stumbled across them when trying to improve my quality score.” Booking.com has yet to respond to questions about Nustay but has told ResortNews it is looking to make comment early next week. Chris Fozard, operations manager of the Budget Motels Group said he had been contacted by some members about Nustay and had advised them to email the company demanding that they be taken off the site. “What I can suggest to your readers is to regularly check for ‘rate leakage’, so they can discover exactly where their property is being advertised and for how much,” he said. “With this information they can either close down these leaks (by contacting the big two and telling them not to share their own property’s availability with the big two’s affiliate OTAs), or use them to their advantage, directing the guests to their own property website by offering higher pricing (where available) on the OTAs. “Property owners can use offers, vouchers and specials to their advantage if they have a read of the rules around rate parity.”

Airbnb will introduce host fees resembling those of the major OTAs from next month as it vies for a greater share of traditional accom listings. The short-lease platform says the change is in response to requests from hotels and property managers for greater control over the prices guests see. The move allows Airbnb to compete better with Booking. com, which has long claimed the fact that it doesn’t charge guest booking fees as an advantage over its rivals. It also puts the homeshare platform on an equal footing with hotel giant Marriott’s new Home and Villas shortstay venture, which doesn’t charge guest fees. Until now, Airbnb’s default fee structure has been made up of a fixed host fee (generally 3-5 percent) and a variable guest fee (up to 20 percent). From June 4, this will be replaced by a 15 percent host-only fee for all new hotel listings across Asia Pacific (except Japan), Europe, the Middle East, and Africa, while property managers connecting via software will have a choice of either a host-only fee of 14 percent or a shared host and guest fee. Boutique and traditional hotels signed up to list on Airbnb before April 6 2019 are not impacted by the change. One property manager told ResortNews the change “makes Airbnb almost as expensive as Expedia”, saying: “They are moving away from the fee where the guest saw the service cost of booking through Airbnb upfront.

INDUSTRY

“Now everyone will load the tariff going to Airbnb to compensate for the 15/16 percent like they do, but its interesting that they feel able to do this.” An Airbnb spokesperson denied the move puts Airbnb in the same basket as the much-maligned OTAs, saying: “The difference between Airbnb and other brands is how we treat our hosts, guests and the communities in which we operate. “Our platform is powered by hosts and guests who are loyal to Airbnb because we treat them like members of a community – not like commodities. “And it is our community that offers unique, highquality accommodation and experiences that can’t be found anywhere else.” He said the short-stay giant was “laser-focused” on making it easier for businesses to work with Airbnb, and the structure changes were designed around the needs of professional hosts. “Previously, our combination of host and guest fees made it difficult for some hosts to maintain full control over the prices displayed to guests,” he said. “To remedy this, we’re introducing a new host-only service fee that standardises the host fee and eliminates the guest fee. This gives hosts who list on multiple platforms better control of the prices displayed to guests on Airbnb.” Airbnb says that, after testing the new fee structure with a number of hosts globally, it saw an increase in bookings across certain regions for hosts that adopted it.

Morrison government has key ministers in play for the accom sector Simon Birmingham has been retained as federal tourism minister in the new Morrison government, prompting leading industry bodies to issue a resounding “welcome back”. Mr Birmingham, colloquially known as Birmo, is one of the heavyweights among a swathe of inexperienced cabinet ministers, having served as education minister under Malcolm Turnbull before being shuffled into his current portfolio. The senator, who is manager of government business in the Senate, has a strong background in tourism, having worked in the South Australian wine, tourism and hospitality sectors before entering parliament. Tourism Accommodation Australia congratulated Senator Birmingham on returning to the ministry, CEO Michael Johnson saying: “Minster Birmingham has been a steady

development pipeline across Australia, we look forward to a coordinated approach from government and industry to address this critical issue.”

Simon Birmingham

force for the industry and we look forward to continuing to work collaboratively with him and the entire Morrison Government on strengthening Australia’s accommodation and tourism sectors. “We have many pressing issues on the horizon including the significant shortage of skilled labour in the accommodation sector, one of the major employers in the tourism industry. “With more than $8 billion being invested in the sector, and over 40,000 rooms in the

Prime Minister Scott Morrison has also announced the appointment of Michael Sukkar as assistant treasurer and minister for housing. Sukkar has been a member of the House of Representatives since 2013 and served as the assistant minister to the treasurer between January 2017, and August 2018, when he came back to the backbench. The role is important for the growth of Australia’s cities, according to the Urban Taskforce Australia. “Clearly, housing supply is at a critical stage in Australia due to falling prices and slowing housing, yet our population growth is significant. The election of the Morrison government has already returned some confidence to the housing industry, and it is important that this continues,” said Urban Taskforce CEO Chris Johnson.

Johnson said that there are recent initiatives leading to positive developments in the property sector. These include the Australian Prudential Regulatory Authority’s plan to reduce the constraints on home loans and the likely cut in interest rate. Adrian Kelly, the Real Estate Institute of Australia (REIA) president, put the spotlight on Sukkar's portfolio. “REIA has long advocated for housing being a ministerial responsibility," he said. “This appointment recognises the importance that the property sector plays in the economy as well as in policy with taxation of property and housing affordability being at the forefront of public policy debate.” Sukkar will be joined in the cabinet by Member for Aston Alan Tudge, who was named as the new minister for cities, urban infrastructure and population. Source: Yourinvestmentproperty

Minimum wage raised by Fair Work Commission The national minimum wage will increase by three percent to $19.49 per hour, amounting to an extra $21.60 per week for full-time workers.

Roughly 2.2. million employees are affected by the Fair Work Commission’s decision, which will see the Australian minimum wage increase from $719.20 a week to $740.80 per week from 1 July 2019.

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“We have decided to award a lower increase this year than that awarded last year having regard to the changes in the economic environment, in particular the recent fall in GDP growth and the drop in inflation,” said Fair Work Commission president Justice Iain Ross. “We are satisfied that the level of increase we have decided upon will not lead to any adverse inflationary outcome and nor will it have any measurable negative impact on employment. However, such an increase will mean an improvement in real wages for those employees who are reliant on the NMW and modern award minimum wages and an improvement in their living standards.” While the decision falls short of the Australian Council of Trade Union’s call for a six percent ($43

INDUSTRY

per week) increase to minimum wages, Assistant Secretary Liam O’Brien said: “This is a welcome pay rise for millions of low-paid workers, especially in the face of further penalty rate cuts in a few weeks.” Business groups including the Australian Industry Group and the Australian Chamber of Commerce and Industry had argued for smaller increases of two percent and 1.8 per cent. In March, under previous CEO Juliana Payne, the Restaurant and Catering Association called for a wage increase freeze. New CEO Wes Lambert echoed Payne’s sentiment, saying the decision would “significantly increase the financial pressures faced by accommodation facilities, restaurants, cafes and catering businesses”. ResortNews | June, 2019

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Danny Little:

A systems man

By Trish Riley, Editor

With an inimitable and lengthy list of accolades achieved during his 23 years in the retail sector, and more specifically Target Australia Pty Ltd, the management rights industry is fortunate that when the time came for Danny Little, director of MRAS Consulting, to cast around for a new challenge, he chose the property sector. Danny’s extraordinary experience in the management rights industry spans a further 20 years and includes the ownership and operation of Chevron Palms Apartments, Aussie Resort Apartments and Pacific Place Apartments on the Gold Coast before pursuing the corporate letting business in Brisbane between 2004 and 2007. During this period Danny went into partnership to purchase the

Central Brunswick Apartment Hotel, the FV4006 Apartments and the Story Apartments, where he worked closely with the developer on all aspects of the set up. During this period of record industry expansion, Danny recognised the growing need for hands-on training for new managers so started a consulting service with a strong focus on providing practical assistance on how to improve things at an operational level. “The handover or induction of new managers into management rights has always been relatively unstructured and often the origin of misunderstanding and issues,“ says Danny. “A number of factors need to be considered; you may have a poor manager exiting that passes on bad habits, or have a good manager leaving who is simply a poor trainer. Either way, the incoming manager is often left unprepared. “There are many companies that offer training to assist new managers,” says Danny. “Ours provides specific on the job

training that deals with all the day to day challenges facing managers. Much of the training is based around developing systems and relationship management with all stakeholders” Between 2008 and 2010, Danny went on to purchase Aqua Vista Apartments on the Sunshine Coast, Mango Lagoon Resort in Palm Cove, the Whitsunday Reflections in Airlie Beach and Shafston University Accommodation in Brisbane, as well as assisting in a number of joint venture purchases on several other hotel businesses. As with many of his other investments, Danny improved the profitability of these businesses. Over the next seven years Danny transitioned from onsite manager to full time consultant, and in 2010 MRAS Consulting was formalised. The original faceto-face assistance developed into a full suite of services including caretaker training, common property assessments and performance reviews, remuneration assessments,

INDUSTRY

mediation and facilitation. During this time Danny also established Bluechip Resorts and Hotels, and in addition to working with a number of developers on multiple projects, he served as a member of an industry steering committee providing recommendations on legislation for the hotel apartment industry and was appointed industry expert to Strata Community Association, the Queensland Law Society and ARAMA to determine remuneration disputes. In his role of consulting on new development operation and planning, Danny is increasingly being called upon to provide input across the country and overseas, particularly in China and the Philippines. “It’s interesting to see what is happening in the management rights and accommodation sectors overseas,” says Danny, “The international industry appears to be founded on the Australian system but without the levels of bureaucracy that we deal with here. ResortNews | June, 2019

“While there has been an increase of disputes in the industry locally, we have always advocated that the solution is based around training, mediation and facilitation between the owners and the managers as opposed to legal action.” Danny recalls that when he started in the industry there were six body corporate managers, now there are hundreds. “With the growth of the industry, there has also been a change in the role of the body corporate manager. “Good body corporate managers understand the complexities of facility management and should be able to recognise, and deal with, the issue at hand. As soon as there is a dispute, the building suffers,” adds Danny. “We need to be able to step back from the day to day operation of management rights and make an assessment as to whether we have got a correct balance of protection, process and practicality. “Committee members are volunteers, and are often placed under pressure to make decisions that significantly affect the scheme so it is important that

the onsite manager develop sound relationships with all key parties based on what is ‘best for the building’ and have a thorough knowledge of the building so that they can actively lead and educate. “Managers need to be proactive about the development, implementation and maintenance of infrastructure checklists and reports in conjunction with the committee,” says Danny, “establish regular meetings and/or discussions and gain acceptance on how you, as a collective, wish to move forward. “Skills come with time and every building, garden and committee is different. Managers need to develop a collaborative relationship with the committee. It is impossible for all areas of the scheme to be maintained at 100 percent at all times and there will always be some areas requiring attention. A strong working relationship between the manager and the committee allows for a better understanding of the day to day pressures of caretaking. “Properties are best run by systems, not personalities,”

adds Danny. “Managers spend a lot of money buying into this business. The day they take over the building, is the day they should think about selling it. Every decision they make and every system they put into place to improve efficiency not only results in increased profits but also adds value to the business. Remember the phrase “certainty equals value“.

large high-rises with hundreds

Over the past 20 years Danny has maintained the same operating philosophy across the 13 buildings that he has been the managing partner or owner of and says: “If we understand what provides us the greatest efficiency in systems and combine this with ensuring the highest standard of communication to all stakeholders then we are well on the way to fulfilling our business ambitions.”

scheme in the most cost-effective

of apartments and extensive maintenance/caretaking requirements. In reality, these buildings should be supported by dedicated asset managers to ensure that the investment is managed and maintained like any business interest. This would include developing,

When asked how he sees the industry going forward, Danny says: “I’m a firm advocate of management rights but believe that the current model needs to evolve further. The industry has moved from two- and threestorey walk ups run by mum and dad operators to a plethora of

maintaining, upgrading the manner while the day-to-day operations are undertaken by the onsite manager.” Danny goes on to say that one of the most significant shortterm improvements to the industry would be to bring all the old agreements into the 21st century, and to improve the clarity of all specific duties in the contracts. Managers and committees are often provided little comfort with the level of specificity, and by doing this it will go a long way to improving relationships, reducing disputes and ensuring all stakeholders understand their role.”

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INDUSTRY

ARAMA REPORT

A time for reﬂection and rejuvenation Most operators in the management rights industry will be busy this month getting their tax affairs in order. It is also however, an important time to reﬂect on trade performance and map out the year ahead with strategies to both capitalise on growth opportunities and navigate emerging challenges. Australia has faced a lot of uncertainty over the past year with the distraction of both a New South Wales state election and just last month a federal election, an event that we can finally put behind us. Fortunately, the management rights industry is robust and resilient as ever and domestic and international

ARAMA is working with all levels of government and key stakeholders in the accommodation and tourism sectors to ensure that we can make a positive contribution to the long-term success of the management rights industry

Trevor Rawnsley, CEO, ARAMA

tourism continue to perform well. The latest Tourism Research Australia data shows overnight spend from domestic tourists rose by 13 percent to $72.7 billion over the past year. Queensland alone set records for the tenth consecutive quarterly survey, with 21.8 million visitors injecting $16.2 billion into the state’s economy.

The lower value of the Australian dollar continues to make overseas travel less appealing for Australians while luring international visitors to explore all that our country has to offer. Announcements such as new direct flights between the Gold Coast and South Korea are promising signs for accommodation operators. Unlocking this market alone is estimated to inject up to $176 million to the Gold Coast economy annually, according to Queensland Tourism Minister Kate Jones. You will often hear ARAMA celebrating tourism growth, because it is a very important driver of growth for management rights businesses - even those that only operate in long stay letting complexes. That is because tourism creates jobs and jobs create employment, and these workers need somewhere to live. Many Australians are choosing holiday-style resort living to be their permanent home – and management rights plays an important role in ensuring that it provides an enhancement of lifestyle for them.

Australian Resident Accommodation Managers Association is the peak industry body representing the interests of people who are involved in management rights.

For membership enquiries: national@arama.com.au | www.arama.com.au

1300 ARAMA Q (1300 27 26 27)

The opportunity for us all is to build on our reputation as the industry that is best placed to deliver excellence for both international and domestic visitors, and also for those Australians who wish to enjoy living in secure density living homes. While challenges such as the increasing control of online travel agents (OTAs) including Airbnb remain, ARAMA is working

INDUSTRY

with all levels of government and key stakeholders in the accommodation and tourism sectors to ensure that we can make a positive contribution to the long-term success of the management rights industry. Resident managers must engage with their industry peers and participate in the education and training programs that ensure they remain competitive and indeed at the forefront of delivering on what clients want and need. Management rights is the most effective method of serving the interests of unit owners, bodies corporate, tourists and tenants. They want value from the resident manager. You are looking after other people’s capital and you must prove that there is no better alternative in doing so. Fortunately, the greatest risk resident managers face is something that is actually within their control. It is the quality of interaction with unit owners and bodies corporate. Your day-to-day actions must demonstrate why investors should remain in the letting pool and confident in their returns. An investor with positive returns will be holding on to that investment, and your letting pool will remain strong and secure, along with your income and the value of your business. This truly is a solid industry and we are here to support you and properly represent the interests of all stakeholders as a whole. Good luck with the business planning for 2019-2020. ResortNews | June, 2019

– who is entitled to the money? I regularly attend owners corporation (bodies corporate) meetings on behalf of building managers who are seeking to “top up” the term of their agreements or to obtain a remuneration increase. It is quite common to hear owners at these meetings claim that the developer has kept what should be “their” money when the management rights were initially set up and sold. And accusations that our client, because they have paid in excess of $1 million for the rights, were somehow in cahoots with the developer all along. The strange thing is that when I enquire further, I often find that most of these owners were original buyers from the developer and the developer had disclosed in the “off the plan” sale contract that the owners corporation would be entering into a long-term caretaking agreement for the complex and the developer would be receiving the sale proceeds. Although I personally consider it a standard practice that sale proceeds would and should go to the developer in these circumstances, it has become apparent to me that there are a many people who buy into strata complexes who either: (a) do not understand that it is the developer who keeps the management rights sales proceeds, or (b) simply believe that it is unjust for the developer to keep the sale proceeds and not pass the windfall on to the owners corporation. In any event, these people believe that the developer is selling an owners corporation “asset” and that these rights are not the developers to sell. The unfortunate spin-off from this line of thinking is that the building manager is often perceived by these people to be June, 2019 | ResortNews

A big part of the profits from any management rights sale is derived from the developer creating and selling a rent roll

Col Myers, Small Myers Hughes

the “stooge” of the developer. In other words, they believe that the caretaker has paid an inflated amount to obtain these rights and as a consequence the developer has “loaded” the caretaking fee to justify the price to the caretaker. My answer to these owners invariably follows this line of thinking: (a) Firstly, I explain that developers have always factored the sale of management rights into their projected development profits. I have even seen some instances where developments would not have proceeded if the management rights sale profit was not factored in to the developers profit;

caretaker’s remuneration can be subject to a review by NCAT at any time under Section 72 of the Strata Schemes Management Act. 2015. If the developer was silly enough to “load” the caretaker’s remuneration just to achieve a higher sale price for the management rights, the owners corporation could use this section to seek a remedy.

Notwithstanding these points, I am sure that as long as management rights continue to exist, owners will continue not to read the disclosure documents and the debate will rage on as to who is entitled to receive the proceeds on the initial sale of management rights – the developer or the owners corporation.

 Structuring  Income Verification  Accounting/Taxation  Superannuation  Audit

(b) Secondly, I point out that if the developer was prohibited from retaining the proceeds of the sale of the management rights, the cost of the units in the complex would be higher; and (c) Thirdly, I explain that a big part of the profits from any management rights sale is derived from the developer creating and selling a rent roll. This rent roll has nothing to do with an owners corporation. It is something that is created by the developer (by not letting his selling agents take the lettings from the building) and the owners corporation pays nothing for the provision of this onsite letting service. And as an aside, I also point out that in New South Wales, the

Are you looking for a pre-purchase financial verification report, profit and loss for sale or just an accountant who really understands your management rights business? We provide a comprehensive range of compliance and consulting services for all entity types operating within the industry. Jonathan Grant Accountants operates within a wide referral network of other professional industry specialists and we are dedicated to ensuring you receive the right advice from the right people.

PO Box 391 WEST BURLEIGH QLD 4219 Phone: (07) 5534 4333 | Fax: (07) 5534 2081 reception@jonathangrant.com.au | www.jonathangrant.com.au

INDUSTRY

STATE REPORT

Developer v Owners Corporation

BCCM REPORT

PART 2

Holding the purse strings In part one of this series, I wrote about body corporate finances and, in particular, the responsibilities of lot owners to pay their levies. Equally, the body corporate and its committee has responsibilities for how they spend body corporate funds and in this sequel, I look into those responsibilities in a bit more depth. While the Act and the Regulation Modules go into considerable detail about spending obligations, the critical aspects for the body corporate and its committee as far as I am concerned are to spend body corporate funds only:

be spent on body corporate matters. One illustration of this is that the body corporate should be spending its funds only on those things which are a body corporate responsibility and not, for example, on an improvement or a maintenance job which is the lot owner’s responsibility. Chris Irons,

Commissioner, Body Corporate & Community Management

Levies are struck in concurrence with budgets set and agreed to at an annual general meeting so it follows that those levies are to be spent only those items which are budgeted for.

•

within their spending limits; and

This also underscores the imperative for a body corporate to ensure it has qualified advice when setting budgets – otherwise, how else is it to know with any degree of certainty what money it might require for different purposes?

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by making decisions which are reasonable.

It may sound obvious but body corporate funds should only

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on things budgeted for and only on body corporate matters; and

QLD - NSW - VIC - WA

Perhaps a less obvious illustration is in relation to things such as Christmas or other social events, or payments to committee members. On the former, adjudicators in my office have made orders in which the use of body corporate funds for a Christmas event should not have occurred. It may make my office appear akin to the Grinch, but the fact remains that this is not the purpose for which levies were struck and collected. There is, of course, nothing stopping owners or committees from contributing to social events or gifts of gratitude from their own pockets. On the latter issue, there is provision under the relevant Regulation Module for committee members to be paid for their work. That said, there are limits to this and it needs to be considered and then approved at a general meeting. There is no legislative provision for committee members to be paid outside of this so while things such as honorariums or similar are noble gestures, bodies corporate and their committees should take care to ensure they are properly meeting committee expenses. I think it is also important for bodies corporate and their committees to remember that if they have budgeted for

INDUSTRY

certain things to be spent in that financial year and collected levies to cover those things, then the levies should be spent. In other words, if $10,000 was budgeted for some maintenance work, then $10,000 should be spent on that maintenance work. It does not mean that $10,000 should be budgeted for but only $5,000 spent and the rest tucked away for a rainy day. Nor does it mean that $10,000 should be budgeted for then the maintenance work gets deferred indefinitely. It also does not mean that if there does happen to be surplus funds, those funds can be refunded back to owners – there is no provision in the legislation for this to occur. All body corporate funds are there for a specific purpose and are meant to be spent on properly approved, specific items and not spent on a whim. I should clarify here that all of the above is quite separate to the notion that a body corporate can and should be planning for its anticipated expenditure. Proper forecasting of sinking fund needs up to a decade into the future is essential for the body corporate to be able to plan and budget for its future maintenance works. This discussion leads us also to spending limits. Legislation prescribes spending limits as a way to ensure there are proper controls on and oversight of the spending of body corporate funds. Given that my office regularly sees dispute resolution applications lodged in which it is alleged that bodies corporate have exceeded their limits, it is apparent that these limits are not universally understood. Here is a handy summary: ResortNews | June, 2019

Type of spending limit

Limits •

the amount last set as the relevant limit for committee spending by ordinary resolution of the body corporate at a general meeting; or

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$200 x the number of lots in the scheme.

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the amount last set as the relevant limit for major spending by ordinary resolution of the body corporate at a general meeting; or

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the lesser of $1,100 x the number of lots in the scheme; or $10,000.

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$300 x the number of lots in the scheme (subject to the committee spending limit)

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An amount that is more than the basic improvement limit and less than $2,000 x the number of lots in the scheme (may only be approved once per financial year).

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If the amount of the improvement is over the ordinary resolution limit, or if the body corporate has already approved – by ordinary resolution - an improvement in the financial year.

Committee spending limit

Major spending limit (two quotes required)

Improvement spending limits: •

Basic improvement limit (committee decision)

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Ordinary resolution improvement range

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Special resolution limit

Bodies corporate, especially the committee, should be aware that they cannot spend money on projects in stages to avoid any of the spending limits outlined above. The full cost of any project needs to be factored in when looking at the relevant spending limits.

waiving a penalty or liability for recovery costs, the body corporate may waive the penalty or costs in whole or part. The body corporate cannot exercise this discretion simply because it has been asked to do so. It has to be satisfied there are “special reasons” for a waiver.

Finally, there is the responsibility of the body corporate to act reasonably in its decision-making. In the case of finances, one issue on which the body corporate might be called upon to make a decision is in relation to waiving some part of a body corporate debt.

“Special reasons” are not defined, although previous adjudicators’ orders have found that “special reasons” might include bank or computer error. While the onus would be on the owner to demonstrate their particular circumstances constitute special reasons, bodies corporate should also be mindful that this discretion exists. A blanket “no waive” or “no reinstatement”

Section 145 of the Standard Module provides that if satisfied there are special reasons for

June, 2019 | ResortNews

policy might be considered unreasonable, as it does not take into account the specific circumstances of each case. It might also be reasonable for the body corporate to ask for supporting evidence of a claim of special reasons. An example of supporting evidence might be a bank statement or other communication from the financial institution to support the owner’s claim of error. Another area in which the body corporate needs to consider its reasonable decisionmaking is in relation to its debt recovery. Bodies corporate have a legislated responsibility to pursue outstanding debts from owners. So, it follows that in pursuing debt recovery, the

INDUSTRY

body corporate should do so reasonably and equally: if, for example, three owners are in deficit, the body corporate should be pursuing action against all three owners, and not just one. Also, if the body corporate decides to exercise its discretion to waive some charges under special reasons for one owner, it needs to be mindful of potentially being asked to do so by a different owner, particularly if similar circumstances are at play. For further information please contact the Information and Community Engagement Unit of my office on 1800 060 119 or visit our website www. qld.gov.au/bodycorporate.

SCA REPORT

Cladding compliance extensions After several meetings with Queensland Building and Construction Commission (QBCC) representatives along with government officials, including the Qld Deputy Premier and Minister de Brenni, I was pleased to see authorities have listened to stakeholder advice and granted an extension to the stage two cladding compliance deadline. The specific governance requirements outlined in the Body Corporate and Community Management Act and its Regulations were always going to make the original timeline

regarding the assessment procedure are ongoing.

Simon Barnard, President, SCA, Qld

tough for strata owners to meet, so providing them with an extra two months will increase the chances that building owners are able to meet their reporting responsibilities. Unfortunately, although we were able to persuade the government that an extension was necessary, discussions

Over 40 years of service to the Management Rights industry, providing assistance in:

Safety is paramount but, as I and other representatives of SCA (Qld) explained, many of the materials deemed combustible are already compliant with the National Construction Code and Building Code of Australia. Owners should not be left with thousands of dollars in costs to report on materials that are not unsafe. The intention of the Non-Conforming Building Products Audit Taskforce was to identify dangerous Aluminium Composite Panelling and similar materials, not generally flammable materials. Regrettably, government officials continue to insist that certain building materials deemed combustible under the Cladding Regulation were intentionally captured as such ie ceramic tiles, weatherboard, Weathertex, canvas, fabric, timber or shade sails. Thankfully, consultation is ongoing, and we will continue to push for adjustments to the compliance system. We have stressed that there should be an option to rectify or modify the building without a costly inspection because owners shouldn’t be forced to pay for a report outlining a problem if they are already in the process of fixing it. Our suggestion is that bodies corporate, who know they have a truly combustible material on their façade and would like the opportunity to rectify, be given a reasonable time to do so. A ten-month extension should be sufficient to allow the owners to comply with the BCCMA’s requirements for collective decision-making. After the modifications are complete, the building would revert to stage one, thereby avoiding the unnecessary $10,000 - $30,000 expense of a fire engineer. Despite not achieving immediate results with our advocacy for a more appropriate materials assessment

INDUSTRY

procedure, I am pleased we were able to succeed with our push for an extension to the compliance time frame. Especially since the QBCC expressed concern that some Building Industry Professionals (BIP) have increased their fees due to the fast-approaching deadline. This extension should provide building owners additional time to compare quotes and have their buildings assessed at a competitive price. The extra time also provides the government with the opportunity to present additional technical information to owners and BIPs regarding the interpretation of the regulation’s definitions. Confusion surrounding what constitutes “combustible material” may have led some buildings unnecessarily into stage two, so the promise of greater guidance will certainly be of benefit to the community. Nearly two years have passed since the disastrous Grenfell Tower fire, in which 71 people lost their lives, but many apartment owners remain mired in cladding uncertainty. Minister de Brenni is to be congratulated for his swift response to our concerns that tight compliance timeframes would see many building owners struggle to meet the deadline. However, we continue to urge the QBCC to carefully examine respondents’ stage two declarations to ensure buildings are not unnecessarily burdened with the very significant costs of compliance associated with stage three. Every resident of a strata building has the right to be safe in their own home, but they should not be forced to pay avoidable expenses brought about regulatory confusion. ResortNews | June, 2019

BY ALL ACCOUNTS

Absolute biggest news for finance in three years By Sasha Karen

The banking regulator intends to revise borrower assessment guidelines, but what does this mean for investors and their portfolio? According to the experts, the changes could potentially mean great things. Detailed in a letter sent out to lenders and other authorised deposit-taking institutions (ADIs), APRA announced that it is looking to stop advising ADIs to assess if borrowers can make repayments on loans using a minimum interest rate of seven percent. Instead, it is looking to allow ADIs to make their own minimum interest rate.

LEGAL EASE

Additionally, APRA also proposed that the serviceability assessments by ADIs use an interest rate buffer of 2.5 percent.

As the previous guidelines were established in December 2014, APRA chair Wayne Byres said the economic environment had evolved since then.

“APRA introduced this guidance as part of a suite of measures designed to reinforce sound residential lending standards at a time of heightened risk. Although many of those risk factors remain – high house prices, low interest rates, high household debt and subdued income growth – two more recent developments have led us to review the appropriateness of the interest rate floor,” Mr Byres said. “With interest rates at record lows, and likely to remain at historically low levels for some time, the gap between the seven percent floor and actual rates paid has become quite wide in some cases – possibly unnecessarily so. “In addition, the introduction of differential pricing in recent years – with a substantial gap emerging between interest rates for owner-

occupiers with principal-andinterest loans on the one hand and investors with interest-only loans on the other – has meant that the merits of a single floor rate across all products have been substantially reduced.”

Mr Byres added that the announcement did not mean that lending standards were being relaxed, but the state of the current interest rate environment does not need an interest rate floor of seven percent. “The proposed changes will provide ADIs with greater flexibility to set their own serviceability floors while still maintaining a measure of prudence through the application of an appropriate buffer to reflect the inherent uncertainty in credit assessments.” The proposal is open to a consultation period, which will close on 18 June.

What does this mean for investors?

Speaking with Smart Property Investrment, Sze Chuah, director of MLS Finance, called the announcement “the absolute biggest news for finance in three years”.

“That’s the thing that’s been killing borrowers, and killing borrowers’ serviceability over the last few years, that despite the rates being as low as mid 3s onwards, the assessment rate is as much as four percent higher,” Mr Chuah said. “I wouldn’t imagine any lenders would have any issues with that because, again, it’s going to allow them to lend out more than what is possible under the current regime. It’s going to be massive.” He claimed that property investors would, in most cases, be able to borrow more under the new changes. “If these proposals are adopted, it’s going to mean, for many borrowers, it’s going to extend their borrowing capacity, and

The increasing move towards workplace flexibility finance Even a casual observer of the Industrial Law landscape in the postwork choices era, will recognise the diversity of employment options that now prevail in modern workplaces. Part of this has been a consequence of the increasing casualisation of the Australian workforce.

provided certain benefits for employees, through the Modern Award system, and through the evolution of the National Employment Standards (NES).

Tony O’Connor Short Punch & Greatorix

In the December 2018 edition of Resort News, we provided commentary regarding casual conversion clauses in Modern Awards.

counter-balance to the rights

This was seen by the Fair Work Commission as a necessary

However, the modern Industrial

of workers that were gradually being eroded through the trend of casualisation. Law landscape has nevertheless

Modern Awards contain a generic or template Award Flexibility clause. While the specifics of the Award Flexibility clause may differ incrementally from Award to Award, they generally provide a blue-print for employers and employees to “trade off ” certain minimum Award entitlements in favour of more flexibility. Essentially, an employee who is being paid a higher hourly rate than the minimum standard, may agree with his/her employer to trade off certain other

MANAGEMENT

Award benefits. For example, it may suit an employee to be paid several dollars above the Award rate, but in lieu thereof to reduce or even trade away their entitlement to things such as annual leave loading, penalties or allowances. The process of engaging in Award Flexibility is one that needs to be considered carefully. From an employer point of view, an attempt to enter into Award Flexibility with an employee that is non-compliant with the legislative architecture, may not only result in a back claim for pay and entitlements, but also potentially a prosecution for breaches of the Fair Work Act. ResortNews | June, 2019

it’s the defining factor for a lot of investors, especially with investors with existing portfolios, or they have existing debts. It’s going to be how the existing liabilities they have, their existing commitments are going to be stress-tested,” Mr Chuah said. “Instead of adding two and a half percent onto the existing interest rates of the existing debts, it might be taking it at actuals, or a smaller kind of buffer, then it’s going to be an even bigger impact.

refinance, rebates, purchase rebates, it being continuing to be a low-interest rate environment, I think it’s starting to look that way,” he said. “Bit by bit, especially in view of where the property market is at the moment in the major capital cities, you would think that it’s just starting to turn the corner, so it’s pretty exciting.”

What does this mean for property?

“I think the devil’s going to be in the detail, but at first glance, this is the first time in three or four years that the assessment rates have been talked about likely dropping in most cases rather than being tighter.”

Commenting on the proposed changes, Cameron Kusher, research analyst at CoreLogic, agreed with Mr Byres’ sentiments that lending conditions had changes since 2014 when the current guidelines where introduced.

While this announcement is not the end of the age of tight finance outright, Mr Chuah said this announced proposal would be the start of it.

“We have seen the reintroduction of differential mortgage pricing for owner-occupiers, investor and interest-only borrowers,” he said.

“I don’t think, all of a sudden, the floodgates are going to open, but it’s starting to look like a few changes, with interest-only, the announcement of interest-only caps being officially lifted by APRA just before Christmas… and with all predictions of cash rates dropping over the next immediate short-term, continues competition for

In order for the Award Flexibility agreement to be valid, the following criteria apply: •

•

“Lenders have become much more focused on responsible lending requirements and, as a result, they are asking borrowers more detailed questions about their financial positions and moved away from using the HEM Index.” To highlight the changes, Mr Kusher compared the repayment percentage now compared to

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the agreement must be in writing, setting out the start date; the negotiations between the parties must be genuine, and there must be equality of bargaining power; the proposal for Award Flexibility would need to be submitted to the employee for consideration (rather than asking for it to be signed on the spot); the employee must be provided with an opportunity to take the proposal away and seek advice from an independent legal or industry advocate; the agreement must identify the Award entitlements that are being varied;

June, 2019 | ResortNews

the effect of the Award Flexibility agreement must result in the employee being “better off overall” compared to what might have been payable under the Award at the base rate together with the entitlements traded off;

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the agreement must state how the employee will be better off overall;

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once there is agreement between the employer and the employee, the agreement must be signed with the original kept as a time and wages record with the employer’s records. A copy must be provided to the employee;

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the Award Flexibility agreement may be terminated at any time by written agreement between the parties, or by the employer or employee giving 13 weeks’

what it would look like under the proposed changes. Using a hypothetical mortgage of 3.9 percent, a borrower would be assessed at 7.25 percent, but under the proposed changes, borrowers would be assessed at 6.4 percent instead. “The proposed APRA changes seem sensible given the interest rate environment with the expectation that rates will fall from here and remain lower for longer. Furthermore, since 2014 it has become much more difficult to get a mortgage, which is partly because of this serviceability assessment,” Mr Kusher said. While Mr Kusher does not predict the property market bouncing back, he does believe more people would be able to access a mortgage as a result. “These proposed changes, in conjunction with the uncertainty of the election now behind, will potentially provide additional positives for the housing market,” he said. “Furthermore, these changes may also ease some of the urgency for official interest rate cuts by the Reserve Bank. If housing can provide some additional economic stimulus, rate cuts may be less necessary.

notice of the intention to terminate the Award Flexibility agreement. In the context of the Accommodation and Hotel Industry, the Award Flexibility clause may be found in the Hospitality Industry (General) Award 2010 (clause 7). The items that may be the subject of Award Flexibility are: •

arrangements for when work is performed;

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overtime rates;

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penalty rates;

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allowances;

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annual leave loading.

The allowances that may be traded off are contained in clause 21 of the Award. There is a comprehensive list of allowances depending on the particular sector in which the employee is engaged. Without being exhaustive, these include:

MANAGEMENT

“Should these changes be implemented, it would potentially slow the declines further and may result in an earlier bottoming of the housing market. We currently expect the market to bottom in mid-2020.” However, he does not believe it will become any easier to get a mortgage. The Property Council of Australia’s CEO, Ken Morrison, welcomed the change, calling it a timely move by the prudential regulator. “It makes sense to revisit some of the measures originally put in place at the peak of the housing market. Different markets need different settings,” he said. “A stable and well-regulated financial system is fundamental to our economic prosperity and it is appropriate that the guidelines for lending standards are regularly reviewed. “As APRA notes, this is not about easing sound lending standards but recognition that the interest rate environment has changed with interest rates now at a record lows, and likely to remain so, the gap between the 7 percent floor and actual rates has become quite wide.” Source: Smart Property Investment

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meal allowances;

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clothing, equipment and tool allowances;

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uniform and laundry allowances;

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vehicle allowances;

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working away from usual place of work allowances;

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first aid allowances.

Care should be taken at all times in engaging in such flexibility negotiations in good faith, and to ensure that the employee fully understands the effect of any proposed Award Flexibility agreement that is entered into. Award Flexibility can be a very useful tool in modern workplaces, particularly in the hotel and accommodation industry.

THINKING MR

The art of war

– and how to avoid one “Democracy is the worst form of government, except for alL the others.” – Winston Churchill, House of Commons 1947

I awoke this morning with a powerful feeling of euphoria. The sun is shining, the birds are singing, the managing director is in good spirits and a pro-business, pro-economy prime minister has just won the unwinnable election. Of course, the press and other commentators are now trying to determine how the alternate government and the polls got it so wrong. Turns out people don’t always say what they think. Shocking I know but there you have it. Here’s a theory. The average punter has pretty simple expectations of government. Provide economic conditions in which reliable employment can be obtained, support a safe, secure and tolerant social context, protect the assets and aspirations of the workers, provide a safety net for those

an opinion within the safety and anonymity of the ballot booth.

Mike Phipps, Director, Mike Phipps Finance

doing it tough and discourage pollution and social misconduct. Outside of these core tenents I suspect the families in the ‘burbs have little time for, or interest in the fringe issues that seem to dominate public debate. Among certain sectors of our community it has become unfashionable to hold what we could call traditional family and social values with the result being that many voters simply keep their views to themselves. Certainly, no one wants to attract the scorn and anger of the virtue signallers so better to simply keep quiet and express

The lesson here it seems is that in order to solicit honest feedback from someone you must first make it ok for them to hold that opinion, without judgement. Which, in my usual round about meandering way leads us to body corporates and resident managers. I’ve just participated in a couple of ARAMA panel discussions and without doubt the number one topic is effective communication and BC relationships. The two are inextricably intertwined (I finally get to use those two words together in a nonoffensive context) and there’s no doubt that a breakdown in communication will not end well. How often do we hear a manager report that the vote for a top up was in the bag only to be lost at the general meeting? The polls said a fait accompli but apparently the owners said one thing but did something different. Clearly something got lost in translation. The lessons learned in the federal poll have

MANAGEMENT

clear parallels with a community title scheme. I’ve always thought these schemes are almost like a little country with all the positives and challenges that much larger communities face. Just as there are disrupters and fringe elements in our society, the same can sometimes be seen in residential strata living. The challenge is to find ways to accommodate the views of all owners while not allowing the vocal minority to rule the day. If you are a resident manager, I am guessing you are with me so far. But a question is running through your mind - this is all well and good Mike, but we have a certified crazy person on our committee and we just can’t seem to get them to see common sense. In my view the first step is to engage with that person and try to find some sort of common ground. This will require a conciliatory approach that many will find challenging and maybe a bit demeaning. The point is that while you may well be completely right and the owner completely wrong, it just doesn’t matter. ResortNews | June, 2019

If you want their support and vote, some sort a rapport is essential. If there are problems, I am a big believer in acknowledging that the relationship is on the rocks and that you sincerely want to fix it. “I know we haven’t always got on but for the benefit and good of our building lets find a way to work together” is a good start. Ok, so you’ve tried the rapport build approach, got a very effective monthly newsletter, you call your owners regularly to ensure they know you and remember what an incredible manager you are, you send regular updates about the local property market and trends. You’ve built the sort of manager/ owner’s relationship that allows opinions to be shared without fear or favour and still you have an owner working against you. Time to divide and conquer. I am guessing that the owner in question calls constantly, sends emails at all hours of the day and night, conspires against you at every turn and generally distracts you from your business. If I was an investor in your building and my

The first step is to engage with that person and try to find some sort of common ground levies were paying your salary, I’d be less than impressed if one of my fellow owners was distracting you and compromising your ability to do your job. More than that I would want to know, and I suspect so would other owners. If that meant I needed to nominate for committee, then so be it. The message here for me is pretty simple. Once all conciliatory avenues for managing a nightmare owner have failed it’s time to rally the troops and sideline the problem. Tell your investors what a negative impact their fellow owner is having on your capacity to look after them and ask for support. Don’t use text, email, Facebook, Instagram or whatever, it’s got to be face-toface or a phone call. This is called lobbying and it’s a practiced art. You laugh, but try role playing

what you intend to say with your lawyer, accountant or significant other and get the message down pat. Ask your role play partner to challenge you and be ready to respond. You can stuff up as many times as you like in rehearsals, but you’ve got to be right on the night. Now here’s the really hard bit. Throughout this process you’ve got to try and maintain some sort of productive relationship with your problem child. The strategy will be very much dependent on the emotional maturity of all parties. Calling it as you see it would obviously make a lot of sense, but it might need to be tempered to some degree. “Bob, I am very concerned that you worry too much about how we are managing the property. This can’t be good for either of us, and I think it’s a having a

detrimental impact on our ability to provide the best possible service for all the owners. We have certainly taken on board your concerns, but we think it would be best for the property as a whole if we encourage some new blood on to the committee. I hope we can have a workable relationship going forward and I would value your feedback from time to time”. I am the first to admit it won’t work every time because some managers don’t have the necessary communication skills and some owners are unreasonable, but you’ve got to try. There’s a great quote in Sun Tzu’s famous Chinese military treatise The Art of War: “Keep your friends close and your enemies closer”. I’ll leave you with what used to be a favourite of mine from Winston. “The best argument against democracy is a five-minute conversation with the average voter.” Turns out the average voter is a whole lot smarter than I thought.

IS IT TIME FOR A REFRESH?

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INTONET

Faith, trust and pixie dust Another near extinct species is the men's shirt pocket. This has forced me to adopt a few strange traits. To bend a quotation that someone once said: "Behind every failure is an opportunity." And my opportunity was to make my trouser pocket talk. Well, not my pocket but rather the phone I kept there. If I still had a shirt pocket, accessing my phone from there would have been simple but not so from my trouser pockets, which are not designed to cope with a ‘plus’-type phone, thereby making access quite difficult and causing lots of missed calls and frustration. Now however, my pocket announces incoming calls and reads out my messages. The best thing is that I can also reply without much fuss - that is the "faith and trust" bit from Peter Pan.

MOTEL REPORT

And that is where this story really starts… here is the pixie dust.

Arvo Elias, Cybercons

My "pocket" spoke while an acquaintance was standing near. He listened to the proceedings with some curiosity and when I had finished dealing with my message he wanted to know how I had achieved this impressive feat. I explained my simple setup to him which he was impressed with but he also enquired as to whether I was inundated with advertising material based on my conversations? He had been reading that trigger words spoken during a conversation without the phone being in use had

caused such issues for others.

also be deleted quite easily.

This was not the first time I had heard this assertion. There has in fact, been so much concern that a research project was set up in North-Eastern University digital laboratory using phones of different manufacture and operating system to run tests. The results concluded that no such intrusion or effect could be demonstrated and the research was published at the Privacy Enhancing Technology Symposium Conference in Barcelona. Similar work has also been done on individual phones where all signal throughput was monitored and referenced against advertisement feeds, but again, no correlation could be demonstrated.

Another remote possibility exists. This is through a service utilised by app developers that permits real time monitoring of how users interact with a particular app. The technology is described as Customer Experience Management Software. Quite a number of these service providers exist. For a fee the developer can monitor the users’ actions through heat maps and real time videos that display the users’ interaction with the app under development. The services are cloud based and a new entry for example is Appsee.

Never-the-less some opportunities for such occurrences do exist. It is not news that Google records all spoken enquiries emanating from their devices such as phones and intelligent speakers. These recordings are available for each user to see if they log onto their Google accounts. They can

Quoting their own description: "Appsee's user recordings allow you to see your app through your user's eyes. They supply you with powerful user feedback on your app's UX (user interface) and a complete picture of your user journeys. Appsee’s User Recordings analyse users on the single-user level and record all taps, swipes, and actions. Plus, with advanced, remote configuration capabilities, you can choose exactly which

Motel opportunities abound It is always a positive sign in any industry when those experienced investors and owners already involved within that industry are looking for more acquisitions within. That is the situation where the motel and accommodation industry is now positioned. Those who know the business and are already involved, are looking to expand. No different to the caravan park industry over

looking to expand their portfolios by acquiring more market share, either in the same region they are already active or further afield.

Andrew Morgan, Motel Broker, Qld Tourism & Hospitality Brokers

the past two years. Most caravan parks sold by QTHB during this time have been to existing owners of caravan parks. Those

This provides clear evidence that those already active have a very positive outlook of the industry going forward. It helps to confirm that for those who are considering entering the motel industry, or those looking to expand their motel interests, the time is now. The motel market is no different to any other in its fundamentals. It has its ups and downs, and the different stages of the market offer different

MANAGEMENT

opportunities to those within it and those wanting to enter. Selling motels over the long term has allowed me to witness many changes and many very different states of the motel and accommodation market during this time. Over the past 24 years, that I am aware of at least, every region has had its day in the sun at some time and different tenures of ownership have had their defining moments. At times the market has favoured sellers, other times it has favoured buyers, and for the rest of the time it has presented opportunity in some way. ResortNews | June, 2019

sessions will be video-recorded. By watching user recordings of real- time user sessions, you’ll have a clear, visual representation of what is ‘working’ for your mobile app and what isn’t”. The research at North-Eastern University however, exposed some startling issues that now changes the story to a worrying degree. They ran an experiment involving more than 17,000 of the most popular apps on Android to find out whether any of them were secretly using the phone's mic to capture audio. The apps included those belonging to Facebook, as well as over 8000 apps that send information to Facebook. They found no evidence of an app unexpectedly activating the microphone or sending audio out when not prompted to do so. As good scientists, they refused to say that their study definitively proves that your phone isn't secretly listening to you, but they didn't find a single instance of it happening. Instead, they discovered a different and disturbing practice: Apps recording a phone's screen and sending that information out to third parties. This then certainly provided a means to manipulate advertising, but more importantly, it also provides a medium that can record passwords, account details and indeed any other sensitive information deemed to be private. What bothered the researchers was that it wasn't evident to the

On many occasions, investors have made their own opportunities that have defied the status of the market at that time. Picking the market is always a difficult thing. If it was easy, everyone would be experts. “When should we buy or when should we sell, is now a good time or do we wait?” What one should do is ensure they have as much information at hand as is possible. Do you research, undertake the viability studies and then make a decision based on the facts before drawing conclusions as to when they believe is the right time to move. Within the current motel market there are some excellent buying opportunities available. June, 2019 | ResortNews

user that their behaviour was being recorded, something that was also not disclosed in the data recipient’s privacy policy. This illustrates the ease with which a malicious actor could potentially steal information from your phone. A screenshot or video of app interaction could capture private messages, personal information or even passwords being entered, as many apps show the letter inputted before changing it to a black asterisk. In other words, until smartphone makers notify you when your screen is being recorded or give you the power to turn that ability off, you have a new thing to be paranoid about. To finish the "my phone is listening to me" theory, over 9000 apps inspected by the researchers had permission to access the camera and microphone and thus the potential to overhear the phone's owner talking about

Many people who contact us to discuss buying a motel say the same thing, “We don’t want something with no upside or a property that is operating at full capacity, we want room to improve the business”. Each business must be assessed to suit the needs of each investor, and one of these needs is to be able to build up a business to improve it in some way. Changes in the various local economies throughout the state have created these buying opportunities. Whether it be, improved business conditions in a region that will allow for future growth, or a recent decline in demand for accommodation that has created a potential future, buy low/sell high scenario. This is always

their need for cat litter or about how much they love a certain brand of gelato. Indeed, that did actually happen although the supplier and developer were very quickly brought into line for breach of their privacy policies. Despite this, the logistics of listening in to millions of conversations handled by mobile devices simultaneously makes it an almost impossible task; particularly impractical to filter trigger words and direct the callers machine ID to the vendor of some product. In the case of monitoring service providers, the practicality of interacting with third parties improves. The end question however, is their survival and therefore, that - in my opinion, would become the self-limiting factor. A suspicious app will ask for access to what are already considered risky permissions,

attractive to seasoned investors. The recent lack of confidence within the market due to the economic changes and perceived instability both home and abroad have perhaps delayed the market a little. It has seen investors being cautious about entering new industries they are not entirely familiar with, but as mentioned before, those already familiar with motels know the long-term strength of the industry and are finding good quality motels to acquire.

What makes a good motel buying opportunity? Genuine motel buyers in the market have continued being active in pursuing motel businesses that offer them

MANAGEMENT

such as location data, access to phone sensors or personal contact information. For example, the Selfie Camera app boasted a 4.5-star rating on Google Play and had over 50 million downloads, yet it was asking for 50 permissions and its privacy policy was hidden on an unrelated Tumblr blog. It is the perfect example of why any third-party apps from developers you don’t already trust need to be scrutinised. Personally, I inspect the permissions of each new app I download. If an app has permissions inconsistent with its application I just delete it and if necessary use one that uses permissions in keeping with its intended purpose. Whichever way you look at it, we once again have evidence that the web is becoming increasingly dangerous. Keep your wits about you.

key fundamentals: quality presentation, consistent trading history, good location/position, and reasonable occupancy rates based on good room tariffs. These fundamentals for motel acquisitions do not change, no matter what the state of the economic climate. If one of these fundamentals is not reading well and there is an opportunity to improve it, that may be of more interest to one investor than another. For example, occupancy rates have dropped however room rates have been maintained, and there is basis for future potential to increase market share to build the occupancy rate up. Opportunities are available – go get them.

Fire safety: Pay attention to the baseline data By Bob Hook

Fire safety is a challenge that evokes varied responses from people depending on who you talk to. One of the interesting things however, is that everyone has a respect for fire, and any consequences that may occur from not managing the situation. All buildings have features referred to in a fire safety installation and the baseline data for your building is these identified systems and as you move through the various building codes and classes of building, the number and type of these installations vary. All fire safety installations are required to be maintained by the owner/occupier (the owner is responsible if there is no one in occupation of the building) of the building. This is mandated under legislation to ensure that at all times the fire safety features of a building are maintained. This provides safety to the occupants, the minimum of which is that they are able to safely evacuate the building. Buildings must maintain the fire safety installations in the building that were required at the time of construction. This also means that you are required to maintain

that system to the level that was required at the time of construction, and where new equipment has been installed to replace equipment that has worn out it is still only required to meet the standard at time of construction unless the building has been through a change to the certificate of classification which may alter the requirements in line with the applicable building code. There is generally no need for systems to be upgraded to meet current code requirements; remember this when â&#x20AC;&#x2DC;consultantsâ&#x20AC;&#x2122; are recommending that you upgrade your system. In these situations, ensure that you have them identify why this is required. One of the most common situations encountered is during the testing of the installed fire hydrant system in the building. The requirements applied to fire hydrant systems have changed over the past 50 years, from the system having 75mm pipe to the current code of 100mm piping, and the testing requirements for the system also vary between key time lines. For example, if the building was built between 1975 and November 1986 the pressure and flow requirements for the system are different than for a building built between November 1986 and July 1992. How does this challenge you? In many situations the testing of the fire hydrant system is

not conducted to the specific requirements as identified in the appropriate legislation. The fire hydrant system then fails under test to meet the requirements that are being applied to it. This results in the manager or body corporate being provided with a defect notice on the system, which requires you to rectify the problem within one month of being notified. If tested correctly the system may well meet the requirements of the specific legislation. Another situation encountered regularly is where the carpark ventilation system in a building had fallen into a state of poor repair and the Body Corporate at the time decided to remove the system from the building. Carpark ventilation systems were required to be installed by legislation at the time and is a fire safety installation for the building. The situation now however, will require the current body corporate to have the system reinstalled. The system will be required to meet the requirements of the building legislation at the time of construction. All bodies corporate and managers have the ability to manage this situation by having the baseline data applicable to their building. The documentation that provides this information is the documentation that is provided at the time of

MANAGEMENT

construction to the developer. This identifies all the systems that have been installed in the building and the code that was applied to the system at time of installation. This then allows for the correct maintenance management and the ability to correctly implement any proposed changes. Should this documentation not be available, it can be sourced by reviewing the legislation applicable at time of construction. This is a more costly exercise, but in the end, provides important management tools for the owner and manager. This foundational information: all reports, certification and plans for the building from the time of construction is invaluable in the future management of safety and services being delivered to you. The Fire Engineering Report is obviously a key document for the body corporate to retain as this provides baseline data for the features being managed by this process. The baseline data not only allows you to develop maintenance documentation for the ongoing management of the maintenance of the fire safety installation, it also provides you with a benchmark for management of the installed systems. Remember â&#x20AC;&#x153;By failing to ResortNews | June, 2019

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Built upon a network of powerful modules, Mybos can be utilised for keeping track of budgets and streamlining invoices, the scheduling of move-ins and move-outs, the management of building amenity bookings, key management for owners, tenants and contractors, the recording of apartment inspections and most importantly, providing a rich communications portal – offering 15-plus language options - for the community to interact among themselves and with the management.

on top of your maintenance work easy. An advanced defect management module, integrated and automated work orders, and a comprehensive preventative maintenance calendar enables managers to keep up to date and manage daily maintenance and bookings, even if you’re not on site. This module also allows managers to easily maintain a contractor’s database of contact information, relevant documents and insurances.

Mybos also makes keeping

Other essential features include a comprehensive asset register, a residents and contractors’ database, parcel tracking, visitor logs, customised informational lobby displays and SMS and email broadcasting tools for notices and urgent notifications. The Mybos intuitive design assists managers by keeping the community integrated and the management in control of the property while delivering better

Mybos subscriptions are offered at a building level, so the owners corporation can invest in the system, effectively guaranteeing improved property management, timely maintenance and quick repairs yielding better rental and sale value. More importantly, should the building be sold, it can be onsold to the new manager together with comprehensive reporting of an efficient management history and entire building management record. The Mybos system is cloudbased, which not only adds to product reliability but also eliminates the need to purchase new hardware, effectively reducing overall costs to the users. MYBOS is smart. MYBOS is simple. MYBOS is powerful.

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MANAGEMENT

Apartments can be great water savers – instead of wasters By Willow Aliento

Everyone’s talking about water again. Sydney Water has announced level one restrictions, highsecurity water pricing in the Murray region has reached around $175,000 for an Olympic swimming pool and some towns in Barnaby Joyce’s New England electorate face the very real prospect of running out in the coming months. These issues are literally a drop in the harbour however, compared to the big picture of how climate change, poor planning, increasing densification, market distortions and other factors are sending supplies of Adam’s ale dangerously low. The Sydney Water level one restrictions that kick in on June 1 impose a range of limits on outdoor water use, including bans on old-school sprinklers and washing down hardstand areas with a hose. What the restrictions do not address is the water use inside homes. It’s something of a vexing issue, as behaviour change in older multi-

residential dwellings can only rely on a moral argument to encourage water-efficiency without individual metering for many apartments. There is no carrot of potential bill savings. There are thousands of people in Sydney, Melbourne, Brisbane, Canberra, Perth and Adelaide who live in apartments where the water bill is calculated as a percentage of one bill for the single potable water supply point entering the property. So, the household that saves as much water as they can because they have taken onboard sustainability messaging is likely to pay the same amount for water as the household where long showers and leaving taps running while brushing the teeth are a daily event. In the case of investor-owned properties, owners cannot charge water use to tenants without individual dwelling metering unless a special condition is added to the lease. Given the seriousness of the water woes in our capital cities, it would seem to make sense to look at retrofitting individual meters to every

dwelling in strata buildings as part of a long-term water supply security strategy. “As we face water shortages across the state, businesses and individuals must be accountable for their water usage,” said Karen Stiles, executive officer of the Owners Corporation Network. “The simplest way to do this is a ‘user pays system’. It makes sense to support individual water meters in apartment buildings, including older single meter buildings where feasible, because what’s measured can be managed.” Only some water authorities have introduced rules around submetering for individual dwellings in new developments. A spokeswoman for Victoria’s South East Water says the government utility has required all multi-residential buildings in its service area to be fitted with separate meters for each selfcontained dwelling since 1995. There are some exceptions, such as student apartments, serviced apartments and hotels, she says. “Our customers living in

MANAGEMENT

an older development that don’t have separate meters can apply for a separate meter through the PropertyConnect website. “While it’s not possible for all older developments to be retrofitted with separate meters, we do our best to accommodate these requests on a case by case basis.” Sydney Water put rules in place in 2014 requiring individually metering in all new multiunit developments. Currently, there are just over 44,000 individual meters on units in Sydney Water’s area of operations. “The rationale for introducing this rule was to improve the equity of people’s water bills rather than to drive water efficiency. “It is difficult to draw conclusions regarding increased water efficiency in individually metered units because it is difficult to establish a comparison point; there are no buildings that changed from one meter for multiple units to meters for individual units.” ResortNews | June, 2019

There are several other factors Sydney Water says influence water efficiency such as the standards for fittings at the time the building was constructed, the age of the pipework and any associated maintenance issues, and whether the development has a swimming pool. “We haven’t actively sought feedback directly on this rule change from residential customers, however, we know there are benefits to customers in terms of being notified of dramatic increases in consumption and being billed on their actual use.” The Sydney Water WaterFix program has been kicking some goals. The spokesperson says a recent example, Cassia Garden Residential Apartments in George Street, Sydney is the “new benchmark for water and cost savings” of the program. The 138-unit block saw a water saving of over 35 million litres, which resulted in a yearly saving on combined water bills of over $74,000.

breaking through the wall.

Given the seriousness of the water woes in our capital cities, it would seem to make sense to look at retrofitting individual meters to every dwelling... A tale of one strata’s water efficiency fixes Chief executive and founder of Wattblock, Brent Clark, lives in a strata apartment building that is around 20 years old in Chatswood. It has only one single meter for the water entering the building and 40 apartments, and neither the cold potable supply nor the hot water supply are individually metered. He says the committee decided to participate in the WaterFix program with support from Willoughby Council. The first step was to install monitoring of the head tap that connected the property to the water supply. It showed

that over a couple of weeks, the water usage never dropped to zero. This indicates a leak, Clark explains. The consultants also told the strata body that fixing the leaks could deliver savings of around $6000 a year for the body corporate. The leaks were not easy to track down. An acoustic water monitoring group was called in to find leaks behind the building’s concrete walls. Two major leaks were found, one behind a wall inside an apartment living area where leaking water was entering the dwellings carpets. Fixing it required

Another was found behind tiles in a bathroom, which again required breaking into the wall to fix it. There were also two common area taps where leaks were found and fixed, and in a couple of apartments the isolation valve that can switch off the individual dwelling’s water supply were also leaking and subsequently fixed. Another issue was a leaking toilet system found in an empty apartment owned by an offshore owner. Overall, the program of auditing, identify faults and fixing them has delivered a financial gain in water bill savings, Clark says. The potential to install submetering for both hot and cold water for each dwelling was also investigated, he says. Another initiative the body corporate undertook was installing a smart irrigation system. These types of systems can still be used during the Sydney Water level one restrictions.

This is Bob Bob is over the moon, because he chose g... in d il u B t n e m rt a p A is h t in a p Alltech to re Be like Bob! Call today (07) 5493 4150

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Above & Beyond June, 2019 | ResortNews

MANAGEMENT

One message does not fit all:

Smart managers are personalising their ads to capture new audiences

Easy options you can implement immediately to personalise your ad messaging to capture new audiences. One of the biggest mistakes accom marketers make when planning ad campaigns and promotional offers are building these campaigns around very broad, one size fits all messaging. In their effort to appeal to everyone, these ads run the risk of appealing to no one. The Good News: New ad platforms and ad technology (from google, Facebook and Instagram, to Airbnb and the OTAs) make it easier than ever to identify highly specific audiences so that you can tailor your ad messaging to suit them. The Bad News: Staying current with the always evolving list of targeting options on those very same platforms is tougher than one might think. Managers can not only target travellers at various stages of the purchase funnel, but based on past actions, sites they frequent and ads they’ve previously clicked on. You can even target travellers based on where they are at various stages in their life. It’s called Milestone Targeting

and it’s changing the way accom marketers think about ad personalisation. Based on the current digital advertising scenario, here are a few options you can implement immediately to personalise your ad messaging to capture new, motivated audiences:

Build your campaigns around romance milestones A vast and lucrative audience for your digital ads are those who are celebrating or nearing major romantic milestones, such as engagements, weddings and anniversaries. By selectively targeting these users, you can present them with customised offers and promotions.

Newly married and upcoming anniversary: Want to push romantic weekend getaways to couples in your drive markets? You might try options for targeting the newly married on Facebook and Instagram. This option is available for newly married couples for up to one year. Similarly, you can target couples who have an upcoming anniversary. This is where managers can get creative. Perhaps you want to exclude women from the targeting and customise a message specifically for men, driving traffic to a custom landing page that talks about surprising their wives for their upcoming anniversary. Or vice-versa.

Recently engaged: A good place to start is with the recently engaged audiences. Facebook and Instagram allow you to target those coveted newly engaged users after they flip the switch on their profile’s relationship status.

Of course, that’s just an example. But the point is: knowing what’s possible in targeting allows managers to get surgical with their targeting and pair that targeting with extremely personalised content.

This allows you to push custom messaging.

Target parents for family vacations.

Resorts can pair these newly engaged audiences with promotions like honeymoon offers, destination weddings or even the addition of a spa treatment.

Family travellers are a distinct and highly targetable demographic, with specific needs and preferences that you can build into your Facebook and Instagram ads.

MANAGEMENT

For example, hotels offering suites with kitchenettes can target families/parents by promoting these amenities as ideal options for families trying to vacation on a budget. The same holds true for hotels and resorts that offer kidcentric amenities, like themed pools and guest-rooms, as well as services for parents (i.e. onsite childcare for parents seeking a little alone time). To reach these travellers, Facebook and Instagram offer detailed options under “Parents.” Target all parents, or drill-down according to the age of the children in the family. There are options for new parents (with kids aged 0-12 months), as well as parents with adult children (18-26 years), early school-age children (6-8 years), preschoolers (3-5 years), preteens (8-12 years), teenagers (13-18 years) and toddlers (1-2 years). Be specific, and remember the first rule of marketing; monitor, tweak, revisit. Take account of which promotions work best, at which time, and to which target audience – then create an annual calendar of regular promotions that can be set in motion with the push of a button. ResortNews | June, 2019

How much is reactive maintenance really costing you?

“Concrete cancer is becoming an epidemic” – Gold Coast Bulletin 2018 Is lack of regular maintenance costing your sinking fund an arm and a leg? Have you ever put off servicing your car, only to have a tyre blowout or an engine failure that ended up costing you thousands? Do you remember being stranded on the side of the road thinking “if only I didn’t put off that oil change, I wouldn’t be in this situation?” If you’re anything like me, you learned this lesson the hard way when you were young and realised that investing in your car’s upkeep would leave you MUCH better off in the long run. Unfortunately, many body corporates haven’t applied this valuable lesson to their most valuable asset – their property – and as a result, may be doomed to a hefty bill down the line!

Here are the top 3 maintenance issues that are ticking time bombs for your sinking fund: 1. Concrete Cancer – the silent coastal killer! Most Australian buildings and resorts lie within a stone’s throw from the ocean, which means salt – the number one enemy to your property – is always waiting for the right opportunity to work its way in and destroy the very foundations of your building. June, 2019 | ResortNews Release - Year - Issue - XX

positive investment for your property. In fact, Alltech Abseilers have been putting “complete asset protection plans” in place for buildings just like yours for as little as a dollar a day.* That’s it – no hidden costs, no more budgeting nightmares! This includes:

Concrete cancer occurs when minor issues, such as hairline cracks and flaking paint leave the buildings strong, but vulnerable internal steel reinforcements exposed to salty moisture, causing them to rust. Once this occurs, it quickly spreads, destroying the concrete as it goes. Minor remedial work or a paint job now, could save you from major structural repairs in the near future! 2. Loss off paint warranties and premature paint deterioration. Hopefully, last time you got a paint job you received a 10 year paint warranty such as those issued by DULUX accredited painters like Alltech. If you did, chances are that in order to maintain the warranty your paint must be regularly cleaned via high pressure washing. The paint companies put this clause in because they know that regularly cleaned paint is going to last much longer. Put this off and you may be forking out for a new paint job years earlier than necessary!

3. Loss of business, property value & rental income.

1. Complete repaint of the complex every 10 years.

These are the cost you don’t see – some might refer to as “opportunity costs”.

2. Complete washdown & building detailed inspection of the facades once per year to catch any issues whilst they are still minor.

• The cost of a bad first impression when a holiday maker or potential lessee sees the poor state of the building and decides to go elsewhere. • The devaluation of your home or nest egg when other owners sell out at low valuations to avoid upcoming remedial costs, sending the value of every other apartment in the complex plummeting. • The cost of a bad online review left by a disgruntled guest because the poor state of the building looked nothing like the luxury retreat in the website photos that were taken 10 years ago. It’s hard to figure out how much these unseen losses are costing you, but the impact could be huge!

3. Squeegee clean of all external glass twice per year to give guests a great view and prevent hard water damage to the glass. 4. All necessary minor touch ups & repairs to paint and substrates. 5. Annual load testing and certification of your height safety systems. 6. Peace of mind that you won’t every get caught out by a nasty surprise again! It’s time to take a stand for your building and fight back against the elements!

This all sounds pretty scary… what’s the good news?

Call Alltech Abseilers today and find out how you can get a simple, complete asset protection plan in place for your property. What are you waiting for? Phone 1300 786 583.

Proactive maintenance is not as expensive as you think, and, once the cost savings are factored in, is a cash

Jared Woodbine - Managing Director Alltech Industrial Abseilers *Per apartment or tenancy.

MANAGEMENT SECTION

schoolnews.co.nz

29 XX

Driving disruption in a multi-channel world By Trish Riley, Editor

Ironically, digital disruption seems to be the norm in today’s business environment, and the pace of change and requirement for ongoing learning, is exponential. In the hospitality and accom sectors it’s further complicated by the fact that despite having the most ‘skin in the game’ the resident manager or hotelier is dependent on a number of stakeholders and third-party service providers to manage the single most important element – bookings.

Where once, guests would ‘call ahead’, or rely on word of mouth for a referral to a resort/ hotel, they can now search for a property anywhere in the world based on specific criteria, by simply clicking a button or asking Siri, Alexa or Google. Interestingly, hotel websites feature among the top 10 highestperforming channels in all global markets this year, proving the enormous value – and growth – of direct online bookings, as well as the need to have a solid direct booking strategy, irrespective of the accom size or type. Managing the critical aspects of inventory, pricing, bookings

and allocations, value-add services and marketing however, is now a lot like a spiderweb and it’s very difficult for hotels to see the full picture of where and how they’re being sold. Channel management for accoms – here in Australia and in every corner of the world – has become increasingly complex. Fundamentally, the complexities have arisen from the rapid emergence of both new technologies and distribution channels – from OTAs to meta search sites, wholesalers, tour operators, travel agents, global distribution systems and the facility’s own website; which are often not understood, especially when you consider managers already have the full-time job of running their property and delighting guests. What is the best way to maximise revenue and exposure? How do I reduce the costs of acquiring guests? The buffet of choices extends to consumers who are now in constant pursuit of the best deal – simply because they can be. Diversified distribution is forcing properties to adjust their room availability and rates more frequently – and look to channel management technology

MANAGEMENT

that works in real-time to meet continuously-fluctuating demand.

Sylvia Johnston

“The fundamental purpose of a channel manager is convenience,” says Sylvia Johnston, owner of HiRUM Software Solutions. “A channel manager allows you to maintain your hotel’s rate and availability distribution across numerous third-party sales sites simultaneously and seamlessly. In addition to managing the bookings easily, one can change prices and inventory as well as adapt any inclusions via one single point of entry. In addition to the consolidation and automation of an unlimited number of internet revenue channels into one easy to manage channel, the benefit of a channel manager enables ResortNews | June, 2019

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the integration of multiple hotel properties so that manage all your properties at once. Some channel managers also offer features and services such as: • •

Hotel property management system or front office system, Ability to have overlapped rooms so that you can sell the same room in multiple ways to maximise your bookings,

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Social media interfaces to optimise your business social media profile,

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PMS system integration without an interface,

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Search engine optimisation to raise a search ranking on search engines such as Google

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“Accom managers and staff have more important things to tackle during the day than entering the same data over and over into different websites,” adds Sylvia. “An effective and integrated channel manager enables them to get on with running the business.”

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Website design and mobile website designs to increase your online visibility,

•

Unlimited channels at no extra cost and with the fast growth of the market worldwide they should also be adding new channels constantly,

Peter Ferris, head of global marketing at RMS says the first step is for operators to decide on the type of channel manager they want. He says operators essentially have two choices: a standalone product or the increasingly popular alternative of a channel manager that is already part of a property management system.

Access to strategies to counter negative social media reviews,

“Switching to a fully-integrated channel manager is the biggest trend we’re seeing,” says

•

The Power of Collaboration

Ferris. “It’s just so much more efficient – there’s no going backwards and forwards between different systems, which adds a layer of complexity and takes more time than it’s worth.” “That can be the difference between taking or losing a booking - small things can have a big impact on the bottom line.” Chris Curtis, general manager of operations at Allotz agrees: “When connecting to online channels, a manager needs to consider the type of property and which channels best fit the type and the target market. There are a few channels that almost everyone connects to, then there are niche channels for the region, luxury properties, vacation rentals, corporate bookers, government bookers, language specific markets, travel agents and tour bookings. “Online channels can really give a property a signboard that all the world can see, but many people are still wary because of the commission structure. Some newer channels offer commission free sales but they don't yet have the market penetration

or ad spend of the big guys.” “There has been a lot of negative discussion about OTAs recently,” says Sylvia Johnston, “but in reality, an OTA is not a competitive entity. They should be viewed as remote marketing and tech partners providing the property with exposure and access to the front page of Google ‘free of charge’. These platforms invest heavily in creating a seamless booking process and remarketing to guests, so, in addition to being front of mind, channels such as OTAs, in particular, excel at creating the perception they provide: 1.

The best available rates.

The last rooms available. (Better get them before they go!)

Offers several other travellers are also looking at. (Gotta beat them to it!)

Chris Fozard, operations manager, Budget Motel Chain and UseROSS channel manager says: “OTAs should be embraced to help drive new guests that aren’t attainable

R SS

Channel Management Software

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MANAGEMENT

ResortNews | June, 2019

through the property’s own marketing efforts. As an accom manager, it can be easy to fall into the trap of depending on third parties to provide you with guests, but it is important to stay on top of and drive your own initiatives. “Having a good website and booking engine for the property is important. Make sure your website is ready to embrace ‘visitors’, and that information is accurate and regularly updated. Having a good booking form that is concise and user-friendly cannot be over-emphasised.” Chris Curtis elaborates: “Managers should also make the effort and spend money on professional photography to ensure that the properties are shown in the best possible light. Every channel needs and uses those photos and the property images are shown next to competitors that have spent the money. “There are many ways to increase revenue and discounting is one that should be avoided when possible. Alternatives include adding value to the stay by providing promotions such as

June, 2019 | ResortNews

a free breakfast, free in-room movies or courtesy bicycle use. These items often cost a fraction of the discount that might have otherwise been given, but are attractive to a potential booker. And it goes without saying to make sure you welcome back a guest who has stayed before. A simple act like this engenders loyalty and makes it more likely they will stay again. “On your own website, make sure you can use dynamic packaging to promote an incremental spend with each booking, A nice bottle of champagne on arrival, or a local tour; and then encourage your guests to review. Everyone who books online checks the reviews, so if your guests are enjoying the experience, make it easy for them to give you a review with a follow up email while the stay is fresh in their mind,” adds Curtis. Most bookings are made after hours on Thursdays – when the manager is typically unavailable, but if using an integrated channel manager, the booking can be taken, the inventory updated and payments made. “Channel managers today are

vastly different systems than those developed 14 years ago, says Sylvia.

an analysis of booking patterns, cancellation patterns, and the performance of the channels.”

“Today’s integrated channel managers offer sophisticated rate hierarchies, event calendars and tools that monitor booking patterns and can automatically increase rates for dates that are in demand, virtual rooms, automatic and real-time opening and closing of rooms and/or rate plans, links to social media platforms, automatic pre- and post-stay edms as well as a range of business intelligence tools providing an analysis of market rate data, especially with regard to competitors, as well as

Hospitality is an industry that will always revolve around the human element but while the consensus (and blame) for the rapidly evolving landscape seems to be laid squarely at the feet of the OTAs, it’s fair to say that the internet and the escalating demands of the advanced consumer has changed this industry, and it is up to successful operations to adapt and embrace the technology coming on to the market, and ensure we are future ready.

MANAGEMENT

Channel Managers

– Where Would You Be Without Them? Imagine running a distribution strategy without a Channel Manager. It simply wouldn’t be possible. They are the conduit through which most bookings now pass and a key sales and marketing tool for hotels, holiday parks and serviced apartment operators. So, choosing the right Channel Manager is a crucial decision that every operator must make. But it can be confusing – there are so many choices. Peter Ferris, Head of Global Marketing at RMS, the world’s fastest-growing property management system, says the first step is for operators to decide on the type of Channel Manager they want. He says operators essentially have two choices: a standalone product or the increasingly popular alternative of a Channel Manager that is already part of a property management system. “Switching to a fully-integrated channel manager is the biggest trend we’re seeing,” says Ferris.

“Channel Mangers have also become a data hub, providing price comparison tools allowing operators to see what their competitors are doing.” He says speed is paramount and using a fully integrated channel manager also means rates and inventory can be updated in seconds not minutes. “That can be the difference between taking or losing a booking - small things can have a big impact on the bottom line.” Matthias Dybing, from Revmandis, a revenue management consultancy, says channel managers have rapidly evolved and are much more than simply a product pipeline to the Online Travel Agents. Now channel managers are linking with most of the distribution chain including Global Distribution Systems, bed banks, wholesalers and airlines.

“Channel Mangers have also become a data hub, providing price comparison tools allowing operators to see what their competitors are doing,” says Dybing. Shannon Knapp, from SKNapp Consulting, says there’s no question channel managers are the primary distribution tool for revenue management professionals due to the increased range of connections and continued growth of online bookings. That said, Knapp acknowledges the recent focus by operators to increase the proportion of direct bookings but suggests a balanced approach is best.

“It’s just so much more efficient – there’s no going backwards and forwards between different systems, which adds a layer of complexity and takes more time than it’s worth.”

“Revenue managers and accommodation operators always have to remember that winter is coming,” says Knapp. “Remember that the channels delivering today may not be the ones delivering in six months or a years’ time. “For this reason, it’s very important to have a diverse content management strategy.” She believes “it’s more important than ever to have a forensic accounting approach to the cost of distribution. “The lazy approach to channel management is always thinking the cheapest channel is the best because that’s not always the case. “Even with direct booking there are costs such as labour, loyalty points if applicable and the marketing associated with attracting that booking.” Knapp also advises that the true value of each channel is not always reflected in the average per night rate. Other factors to consider are average length of stay and ancillary spend on things such as food, beverage, movies and other services. “It’s a matter of finding the perfect balance,” she says.

MANAGEMENT

ResortNews | June, 2019

11,072,37

global check ins

The PMS you need to check out Over 6,000 hotels, apartments and holiday parks, across 30 countries, trust RMS with their property management. Get a free demo to see why at www.rmscloud.com

Events across Queensland More than $900,000 worth of grants has been awarded to events across Queensland in the latest round of Queensland Destination Events Program (QDEP) funding.

contributing $5.7 billion in economic value and supporting almost 59,000 full time jobs.

Tourism Industry Development Minister Kate Jones said 26 events from across the state would receive additional support through the 12th round of QDEP funding.

“Research undertaken for TEQ in late 2018 showed us that submarine travel was at the top of travellers wish-lists as a future experience on the reef.

“This campaign will show the world through the eyes of highprofile influencers, the media and every day travellers that the reef is teeming with life, marine animals and beauty.

“scUber brings that wish to reality, and a lucky few from around the world will tell that story to the world over the next four weeks, showcasing the reef like never before.”

“QDEP’s latest round of tourism funding will provide over $900,000 in additional support to 26 events taking place across Queensland this year,” Ms Jones said. “A total of seven events have received grants for the first time ever, including the Moreton Bay Food and Wine Festival, Beach Rugby League on the Gold Coast and Beat the Heat Festival in Cloncurry. “The other 19 events have been successful recipients of QDEP’s funding in the past, including the Sunshine Coast’s Caloundra Music Festival, Gold Coast World Masters and Cairns Amateurs in Tropical North Queensland. “Recipients can use the funding towards developing and growing their event through marketing resources, employing specialised personnel and hiring temporary infrastructure. “The Government continues to invest in events because they are vital to our state’s economy – events attract visitors, create jobs for locals and put Queensland on the travel radar. “Events provide the opportunity for visitors to spend more money with many extending their trip to explore the diverse and unique tourism experiences on offer. “Since QDEP’s launch in 2015, the Queensland Government has invested more than $8.7 million through the program, supporting a total of 256 events, delivering strong benefits to the state’s $25 billion tourism economy.”

Entries are now open for QDEP’s Round 13 funding, available for events being held in Queensland between January 2020 - January 2021.

Queensland and Uber partner to promote the Great Barrier Reef The world’s first rideshare submarine was launched recently in a landmark partnership between Tourism and Events Queensland and Uber which will showcase the Great Barrier Reef like never before. Tourism Industry Development Minister Kate Jones said the launch of ‘scUber’ on Heron Island would give tourists a chance to experience the Great Barrier Reef by submarine for the first time in history. Ms Jones said the promotion was designed to attract thousands of tourists in key source markets like the US, Canada, UK, France and New Zealand. “The Great Barrier Reef is our greatest tourism asset. This will give visitors a completely new way to experience this great natural wonder,” she said. “This is all about boosting international visitor numbers to Queensland. We’ll tap into Uber’s vast customer base

throughout North America and Europe to showcase the Reef. Ms Jones said the campaign would generate an extra 1.4 million visitors and deliver an additional $1.8 billion in visitor expenditure to the region over the next three years supporting 15,700 jobs. “This campaign will support 15,700 tourism jobs in Queensland over the next three years. “We know that visiting the Great Barrier Reef can change people’s perception. By giving more visitors direct, personal access, scUber will hopefully inspire others to come and experience the Reef’s beauty. “During the promotion, Uber riders will have the chance to request one of the limited rides available in the three-person manned submersible and experience what the future of underwater travel could hold.”

Susan Anderson, Regional General Manager of Uber, Australia and New Zealand, said the submarine was an innovative first for the Great Barrier Reef. “Uber is committed to harnessing the power of technology for good. We are proud to partner with Tourism and Events Queensland to help showcase the reef to the world with the launch of scUber,” Mrs Anderson said. ScUber will be available starting on Heron Island, off the coast of Gladstone in the Southern Great Barrier Reef region before moving north to Quicksilver Cruises’ Agincourt Reef off the coast of Port Douglas in Tropical North Queensland.

Byron named among world’s worst for overtourism Byron Bay features on a new global map showing locations suffering the greatest rates of overtourism on the planet.

Member for Gladstone Glenn Butcher said the scUber promotion would show the world that the Great Barrier Reef is brimming with life.

The northern NSW coastal town is one of two Australian destinations – the other being Uluru – among 98 identified worldwide to be struggling with the burden of too many visitors.

“The Great Barrier Reef is the centrepiece of Queensland’s tourism offering, and Australia’s most valuable natural tourism asset, welcoming almost three million visitors per year,

UK tour company Responsible Travel created the map based on news reports of overtourism from around the world, backed by information from an October study by

TOURISM

ResortNews | June, 2019

the European Committee on Transport and Tourism. Byron Bay’s popularity as a retirement, sea change and holiday destination saw it overtake Sydney this year as the expensive place in Australia to buy a house, it’s median property price of $987,000 allegedly forcing many locals out of the housing market and out of town. The region’s shortage of affordable housing is being exacerbated by property owners turning long-term rentals into more lucrative short-term lets to accommodate the tourist influx, local mayor Simon Richardson saying he is fearful the trend will damage the community’s “heart and character”. Byron attracts more than two million tourists annually who spending more than $700 million. Almost 20 percent of all houses are holiday lets and, according to Byron Shire Council, long-term rentals are disappearing for all but the most affluent. Responsible Travel says overtourism is often mistakenly thought to be a European problem. The travel company found the phenomenon to be an issue on six of the world’s seven continents, with only Antarctica, itself under threat from a burgeoning tour market, not currently on the list. Uluru attracts around 250,000 visitors per year, many choosing to climb the rock despite the opposition of the land’s traditional owners, the Anangu people. Tourists will be banned from climbing the sandstone monolith from October in a more sustainable approach to the World Heritage-listed site. Other destinations within the Pacific region identified as under pressure include Hawaii, Easter Island and New Zealand’s Matapouri Mermaid Pools, with Bali and Komodo Island among the Asian locations highlighted. “With forecasts of a 30 percent growth in tourists over the next ten years, it’s hard not to conclude that we – tourists and June, 2019 | ResortNews

residents – are facing a crisis,” Responsible Travel CEO Justin Francis told The Telegraph. Last October, Byron Shire Council moved to end the use of secondary dwellings owned by Byron residents as unauthorised holiday rentals, introducing fines of up to $6000 for non-compliance in a move slammed by Airbnb as “heavy handed” and potentially damaging to local tourism. Mayor Richardson said at the time: “Holiday letting in Byron Shire has exploded in recent years and this is resulting in significant adverse impacts on our community in terms of amenity, character and available and affordable long-term rental accommodation for residents.

Gold Coast ferry service: All aboard by Christmas

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The Gold Coast will have a ferry service being trialled before Christmas after councillors backed funding to improve some of the waterway access points. Councillors at a closed session today viewed the results of an expression of interest evaluation and later backed a $1 million spend on delivering the necessary disability access and facilities needed at ferry stops. Councillors at the meeting also approved $500,000 in operational funding in 2019-20 for “necessary management activities” along with community consultation. Another $500,000 is allocated for the following 12 months. Outside the council chamber, Mayor Tom Tate was buoyant about the prospects for one of his pet projects. “Lock the date in – December,” he said, when asked about the start of the trial. “I’m very confident the trial will begin before December so we get the Christmas trade. Our attitude is the quality that has been selected, and the five locations (for docking stations) are the highest density,” he said. He said the Coast-based company running the ferry trial would use public terminals. TOURISM

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Tourism is responsible for nearly one tenth of the world’s carbon Air transport and an expanding demand for luxury travel mean the impact of the highpolluting industry is likely to continue growing Tourism accounts for around eight percent of global greenhouse gas emissions, according to a new study that marks the first attempt to quantify the industry’s total carbon footprint. In an ambitious paper published in the scientific journal Nature Climate Change, an international team of scientists has quantified the environmental impact of everything from transatlantic flights to cheap souvenirs. The researchers said flying less and investing in payment schemes to offset damage caused by travel will be essential to avoid “unchecked future growth in tourism-related emissions”. Perhaps unsurprisingly, the countries causing the most harm were also among the largest in both wealth and size – with the US, China and Germany topping the rankings. Air travel was the main culprit, and the researchers suggested the high-polluting industry would become increasingly problematic as the world gets richer and there is more demand for luxury travel. The global tourism industry as a whole has been growing at an annual rate of around five percent, outpacing the growth of international trade.

“Our analysis is a world-first look at the true cost of tourism – including consumables such as food from eating out and souvenirs – it’s a complete life-cycle assessment of global tourism, ensuring we don’t miss any impacts,” said Dr Arunima Malik, a sustainability expert at the University of Sydney. “This research fills a crucial gap identified by the World Tourism Organisation and World Meteorological Organisation to quantify, in a comprehensive manner, the world’s tourism footprint.” Their study quantified the carbon footprints of tourism operations – including transport, events, hotels, food and shopping – in 189 countries, as well as the relevant upstream supply chains. “Given that tourism is set to grow faster than many other economic sectors, the international community may consider its inclusion in the future in climate commitments, such as the Paris accord, by tying international flights to specific nations,” she said. “Carbon taxes or carbon trading schemes – in particular for aviation – may be required to curtail unchecked future growth in tourism-related emissions.” The tourism industry stands to lose a lot in a changing climate. As temperatures rise, snow and ice could become less reliable in places that depend on them to draw tourists – such as ski resorts and ‘winter wonderlands’. Meanwhile, rising sea levels threaten the coastal

infrastructure that characterises many tropical and island resorts, and natural wonders like the Great Barrier Reef will likely draw fewer visitors if global warming leaves them shadows of their former selves.

Amazon starts with the sale of airline tickets Amazon, the American giant, is offering airline tickets for sale on its Indian site. After books, clothing, food or car parts, Amazon has started with the sale of airline tickets on its website. It is the first step in the world of tourism, which remains discreet and measured. The service is only available on Amazon.in, the Indian version of the site. In testing the service, the technical developments appear limited: the American giant has partnered with the Indian online agency Cleartrip and is trying to put in place the booking engine provided by OTA. For the moment, it is only possible to book domestic flights in India from the country's six major airports. Nevertheless, Amazon remains aggressive in its approach, offering a cash back mechanism valid on Amazon Pay, for all its customers, during the launch period. The site grants a credit of

TOURISM

about €5 for a reservation over €100, a credit of €10 between €100 and €260 for purchases and €20 beyond. Amazon is also committed to building loyalty by adding an additional €5 for Prime members. Another difference is that Amazon insists that it will not charge any fees if a ticket is cancelled. Only the airline's penalties apply. It is also worth noting the practicality of booking, with a shopping tunnel as fluid as that of other product categories, Amazon's customer is absolutely not out of place. Moreover, customers can directly use the contact data and payment details stored on the platform, thus saving time during the booking process by avoiding having to enter their credit card for each purchase. The life-size deployment clearly shows Amazon's interest in travelling. "Delighted by the shopping experience, customers increasingly asking for more additional services offered by Amazon," justifies the site. It remains to be seen whether the platform will launch an identical service in other countries and when the sale of airline tickets is to be launched globally. "We don't comment on the things we intend to do or not to do in the future," an Amazon spokesperson replied laconically, adding in a sibylline way: "Stay tuned..." ResortNews | June, 2019

THE LAST RESORT

Quinta da Pacheca:

For genuine wine lovers If a memorable weekend in wine country is right up your alley, then brace yourself; this accommodation is next level. A vineyard in Portugal has come up with a genius way to spend the night in style.

Welcome to Quinta da Pacheca in Douro, Portugal, where guests can sleep just feet from the sprawling vineyard in luxurious, oversized wine barrel rooms.

Developed as a bold architectural project of suites to reinforce the originality of the wine tourism offered at the site, the property owners — Paulo Pereira and Maria do Céu Gonçalves designed the unique wine barrel accommodation so, whether you take your ‘partner in wine’ or even your besties, the wine barrel rooms will provide visitors a unique experience to the nature and significance of the Douro wine region. Set in an idyllic romantic setting, the beautifully appointed rooms

provide guests with a unique experience of connecting with nature and the monumental reality of the Douro wine region. Each of these wine barrels there are 10 of them - are about 270 square feet (25 square meters) in size and offer all the comforts of modern-day hospitality. Each suite includes a round double bed, a private wardrobe and bathroom with walk-in-shower, air conditioning, wifi and a private terrace. In addition to the round glass door, there's also a skylight through which the sun shines and you can enjoy the starfilled nights, all the more visible

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June, 2019 | ResortNews

Every inch of the 56.6ha estate is totally Instagrammable. Quinta da Pacheca even has its own onsite restaurant where guests can enjoy the fruits of the vine, as well as other locally sourced products like jam and olive oil. Whatever your ‘drop’, unique moments of rest await you in this environment of tranquil rurality.

MANAGEMENT POSITION We are one of Cairns Northern Beaches largest Holiday Resorts which is rated at 4.5 stars and we are currently seeking a reliable and highly motivated Management Rights couple who are honest and hardworking with a strong desire to succeed. •

Salary negotiable depending on experience

•

Resident letting licence required, at minimum

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Candidates with previous Hirum Reservations Software experience and managing 3rd party booking sites with Hisite Channel Manager an advantage

•

Marketing and social media experience a distinct advantage

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Maintenance and gardening experience required

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Applicants must have the ability to work in a team environment

• 15 Years as a Relief Manager • Previous Owner Operator of M/Rights Area of Service

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Find a Preferred Supplier on page 57 >

On the outside there's a deck from where you can enjoy a rolling as-far-as-the-eyecan-see-view of the valley.

POSITIONS VACANT

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away from the city lights.

Please forward all resumes to admin@bluelagoonresort.com.au

To advertise, call Gavin Bill on 07 5440 5322 or email service@resortpublishing.com.au © 2019, Resort Publishing. The Relief Management Directory is provided by Resort News to provide CONTACT details only of individuals and organisations promoting services in temporary and permanent management positions. Parties should satisfy themselves as to the competency and suitability of advertisers prior to ordering any services. We accept no responsibility for the standards of service.

TOURISM

“It is an enormous pleasure for TTF to recognise all of Mr. O’Sullivan’s hard work, innovation and commitment to the Australian tourism industry. “This award is given to those who make a significant, real and lasting contribution to Australia’s tourism, transport or infrastructure industry,” Ms Osmond said

for the Australian tourism industry to establish business relationships with key qualified travel agencies and tour operators from Indonesia, Malaysia and Singapore. For further information contact Tourism Australia.

Ladies in Management – ‘Christmas in July’ luncheon

Australia Marketplace South East Asia 2019

John O’Sullivan with TTF chair Andrew McEvoy and TTF chief executive Margie Osmon

John O’Sullivan awarded life membership to TTF Australia Tourism Australia’s managing director John O’Sullivan has been awarded the TTF Australia Life Membership Award at TTF Australia’s annual tourism conference Outlook 2019. TTF Chief Executive Margy

Osmond said “that life membership was awarded to John in recognition of career achievements and his significant contribution to position Tourism Australia as a global leader in national marketing.” “John has also championed Australia as a destination and is a supporter of the Tourism and Transport Forum.

Australia Marketplace South East Asia 2019 will be held in Kuala Lumpur from 30 September to 2 October and includes pre-scheduled appointments between buyers and sellers, and opportunities to network at the official event functions. Australia Marketplace South East Asia is an opportunity

Christmas comes but once a year, but not so for the funloving ‘Ladies in Management’… Join the clan for the traditional and ‘not-so’ traditional for a midyear celebration of baked turkey, ham, pork and all the trimmings, followed by a decadent plum pudding with brandy custard!

2019 ARAMA INDUSTRY EVENTS CALENDAR For registration and/or event information please contact us on 1300 ARAMA Q (1300 27 26 27), email national@arama.com.au or visit: https://www.arama.com.au/

BRANCH

EVENT TITLE

DATE

TIME

Brisbane

Management Rights Industry Training Program

Thursday, 13 June 2019

8.30am - 4:00pm Riverside Hotel

LOCATION

Open

Brisbane

Industry Forum

Tuesday, 23 July 2019

10:00am - 3:00pm Kedron-Wavell

Opening Soon

Brisbane

ARAMA Industry Awards Night

Tuesday, 23 July 2019

6:00pm - 10:00pm Tattersall’s Club

Opening Soon

Brisbane

Management Rights Industry Training Program

Monday, 12 August 2019

8:30am - 4:00pm Riverside Hotel

Open

Gold Coast

ARAMA Industry Expo

Tuesday, 20 August 2019

6:00pm - 9:00pm Southport Sharks

Opening Soon

Sunshine Coast ARAMA Industry Expo

Wednesday, 21 August 2019

6:00pm - 9:00pm Maroochy RSL

Opening Soon

Brisbane

ARAMA Industry Expo

Thursday, 22 August 2019

6:00pm - 9:00pm Kedron-Wavell

Opening Soon

Gold Coast

Management Rights Industry Training Program

Tuesday, 10 September 2019

8:30am - 4:00pm Property Training Australia

Open

Melbourne

Training and Education Roadshow

Thursday, 17 October 2019

6:00pm - 8:30pm Campari House

Opening Soon

Airlie Beach

Training and Education Roadshow

Tuesday, 29 October 2019

6:00pm - 8:00pm Coral Sea Resort

Opening Soon

Gold Coast

Training and Education Roadshow

Wednesday, 6 November 2019 6:00pm - 8:30pm Kurrawa Surf Life Saving Club

Opening Soon

Sunshine Coast Training and Education Roadshow

Thursday, 7 November 2019

Opening Soon

Port Douglas

Training and Education Roadshow

Wednesday, 13 November 2019 6:00pm - 8:00pm Oaks Port Douglas

Opening Soon

Cairns

Training and Education Roadshow

Thursday, 14 November 2019

6:00pm - 8:00pm Brothers Leagues Club

Opening Soon

Brisbane

Training and Education Roadshow

Tuesday, 19 November 2019

6:00pm - 8:30pm The Colmslie Hotel

Opening Soon

Brisbane

Management Rights Industry Training Program

Thursday, 28 November 2019

8:30am - 4:00pm Riverside Hotel

Open

6:00pm - 8:30pm Maroochy RSL

EVENTS & APPOINTMENTS

REGISTRATION

ResortNews | June, 2019

Always so much fun with lots of laugh and secret Santa games. Date:

Wednesday July 17

Location: D’Arcy Arms, 2923 Gold Coast Highway, Surfers Paradise, Gold Coast Time:

From 12.00 midday

Cost:

$50.00 a head for a sumptuous three-course meal and tons of fun!

This is a very popular event so to reserve your spot please email Marisa Millane on marisa. millane@freedominternet. org or call on 0403764247.

Tourism awards nominations open Nominations are open for 2019 tourism awards in Tasmania, Queensland, South Australia, Western Australia, Northern Territory, Victoria, New South Wales and the Canberra region. Tourism Australia is a sponsor of the State and Territory Tourism Awards as well as the national Qantas

Australian Tourism Awards. The Australian Tourism Awards programs along with the Australian Tourism Accreditation Program (ATAP) and Star Ratings now all come under the Quality Tourism Framework.

One day fun day – for those in need ATDW distributor, FunSearch. com.au are doing their bit for the community and those less fortunate by arranging a free event on September 14th, 2019 which they hope will put 10,000 smiles on faces of kids and their carers all over Australia. Called One Day Fun Day, this first-time event is a free day of coast-to-coast fun that helps match special needs, sick and at-risk kids and their carers across the country with all kinds of tourism businesses who will offer their services free of charge. CEO of FunSearch Chris Gillard says while it’s a free day of fun for kids and carers who really need it, FunSearch will be urging all Australians

HOTEL ENGINEER

to support the businesses supporting the kids.

Any business, tourism

“ We’ll be running a campaign that encourages all Australians to have some fun on the same day. We want everyone to back the generosity of participating businesses by also going and having their own fun day too.”

program provider, not for

operator, school holidays profit, organisation or Council wishing to take part in One Day Fun Day can contact FunSearch or Odonata through their social media.

AUSTRALIAN INSTITUTE OF HOTEL ENGINEERING INC

UPDATE CONFERENCE

15TH - 16TH AUGUST 2019 QT Hotel Surfers Paradise, Gold Coast, Queensland Industry’s leading body, providing hotel engineers from across the nation with a forum for progressive thought whilst promoting best practices. Exhibition of up to 30 key industry suppliers | 150 delegates in attendance Delegates include key decision makers in hotel engineering

www.aihe.com.au June, 2019 | ResortNews

EVENTS & APPOINTMENTS

Executive team changes at Tourism Australia

earlier this year, remaining tight-lipped about her reasons for departure after almost a decade steering the peak representative body through a period of substantial growth. Now the AAoA has appointed Giuseppi to the newly-created role of general manager of national operations/NSW.

Phillipa Harrison

Tourism Australia has advised that its managing director, John O’Sullivan, is leaving the organisation to take up a new role as CEO and executive director of the ASX-listed company, Experience Co. He will leave the organisation in June, handing over to Tourism Australia’s executive general manager international, Phillipa Harrison, who will act as interim managing director until a permanent replacement is found. Tourism Australia has also confirmed today that it will be promoting Susan Coghill into the role of chief marketing officer, replacing Lisa Ronson who left the organisation in March.

Giuseppi makes surprise return

Dean Long, incoming chief executive of the AAoA said: “The addition of Carol to my management team positions AAoA as the industry-leading organisation, providing our members with an experienced and respected leader to ensure our continued growth and quality deliverables for our membership. “Carol is very well known to both industry and government and will hit the ground running with her knowledge”. Before joining TAA, Ms Giuseppi held senior marketing roles with Southern Pacific Hotels, Fox Studios and Sydney Olympic Park Authority and has been a board member of Hospitality Employment Solutions and Service Skills Australia’s tourism advisory. She brings 30 years of management and tourism industry experience to her new role with AAoA, including specialties in strategic planning and budget management, people management, stakeholder management and partnership development. She said: “I am delighted to join AAoA, I have seen the association grow and build its strong brand and now I can help propel the organisation, to cement our position as the one organisation that best represents the entire accommodation industry. “Unlocking further benefits for our members will be a key focus on delivering value to the businesses AAoA represent across the country”.

Carol Giuseppi

Two months after quitting as CEO of Tourism Accommodation Australia, Carol Giuseppi has taken up a leading role with rival body the Accommodation Association of Australia. Ms Giuseppi announced her resignation from the TAA

The board was elected at the TAA NSW annual general meeting in Sydney recently, the organisation’s NSW and national chief, Michael Johnson, saying they represent “the best in the business”. “The new board members collectively bring decades of experience in the hotel industry,” Mr Johnson said.

Tourism Accommodation Australia has announced a new board for its NSW branch featuring a line-up of highprofile industry leaders.

Philippe Kronberg – Shangri-La Hotel, Sydney

•

Jason Morrow – Chifley Apartments Newcastle

HiRUM continues to grow the team

“They are all respected hoteliers at the top of their game at some of the best hotels in Australia and I look forward to working with them closely in coming months on issues of concern to our members. “The quality of our board members really does show why TAA NSW is the state’s peak accommodation body.” The new board is the latest in a series of changes for the organisation at national and state level. Mr Johnson took up the role of CEO following the resignation of Carol Giuseppi and the organisation is due to take up residence in multimillion-dollar offices in the heart of Sydney’s CBD over the next couple of weeks. Mr Johnson has prioritised unregulated accommodation, the temporary skilled visa system and energy price agreements as key issues for TAA consideration in the near term. A chairperson for the board will be elected later this month. The new members are: •

Richard Doyle – Park Regis City Centre, Sydney

•

Bernhard Langer – Four Points by Sheraton Sydney, Central Park

•

Antony Page – Sydney Harbour Marriott Hotel

•

Bahram Sepahi – Four Seasons Hotel, Sydney

•

Glen Boultwood – Serene Capital property fund

She will take the reins at the AAoA on June 11.

Who are movers and shakers on TAA’s new board?

•

Gaylord Lamy – The Langham, Sydney

•

Fazila Farhad – Ramada Hotel & Suites Sydney Cabramatta

EVENTS & APPOINTMENTS

Andrew Howard

HiRUM Software Solutions is pleased to introduce their newest team member to join the HiRUM family, Andrew Howard. Andrew is HiRUM’s new marketing coordinator and will be responsible for communicating all of the amazing value that HiRUM has to offer to new and existing clients. Hailing from the United States, Andrew has an impressive career to date. He grew up in Virginia around sports, and earned a full scholarship to play American football for the University of Richmond. After university, with a national championship and a degree in communications under his belt, he moved across the country to Los Angeles where he focused on his career and gained extensive marketing, advertising and sales experience. He spent the last year and a half traveling, on a quest to discover the best surf breaks, cultures and cuisines the world has to offer, and then finally anchored down in sunny Gold Coast, QLD in the beginning of 2019. HiRUM is thrilled to welcome Andrew on board. Be sure to keep an eye out for material from Andrew… with so many exciting new releases planned for this year, you won’t want to miss a thing! ResortNews | June, 2019

supportive of our broader vision to create fresh opportunities for the economic and cultural growth of the community and our partnership with Accor will ensure the delivery of this vision.” Accor Chief Operating Officer Pacific, Simon McGrath said, “We look forward to continuing our successful partnership with Shakespeare Property Group with the management of the Sunshine Coast Convention Centre at Novotel Twin Waters Resort. "Importantly, as a tourism landmark its not about the resort singularly but rather the tourism sector widely and bringing the sector together, working with all the hotels in the region to make sure everybody benefits.

State-of-theart conference centre unveiled on Sunshine Coast

“Accor has strong experience in operating convention centres and premium meeting spaces at home and abroad.

The first visitors to inspect the $10 million Sunshine Coast Convention Centre on its opening this week were a mob of curious kangaroos. Positioned in the grounds of the Novotel Twin Waters Resort, the facility sits among a stunning bush landscape favoured by local wildlife as a peaceful hangout. It is a setting which, according to Visit Sunshine Coast chief executive Simon Latchford is already marking the state-of-the art facility apart from its rivals.“You don’t get an authentic experience like this with other conference centres,” he said. “You can be in Boston or Melbourne and once you’re there, it makes no difference. “Here we have kangaroos out front, a river over there, the beach and bush as well. “There’s been an unprecedented amount of interest in holding events here. It’s really, really exciting.” The Chinese-owned Shakespeare Property Group, which bought the property in September 2018 for $100 million, embarked on the ambitious build with input from the region’s tourism leaders and the resort and centre's managing group, AccorHotels. It features six meeting and event spaces across 3300sqm, including a stunning covered outdoor meeting place. The new Minyama room will cater for 1,500 delegates theatre style, or 1,000 banquet style and has been designed to seamlessly attach to the Wandiny Pavilion, an existing conference space located on the resort site. The Wandiny Pavilion can facilitate up to 1,200 delegates theatre style, or 80 exhibition June, 2019 | ResortNews

The official ribbon cutting ceremony with (l-r): Simon McGrath (Chief Operating OfficerAccor Pacific), Sunshine Coast Mayor Mark Jamieson, Queensland Tourism Industry Development Minister Kate Jones, Shakespeare Property Group Chairman Mr Cheng King Law and Shakespeare Property Group Managing Director Yak Yong Quek

booths of 3x2 metres, making it a versatile business events venue and taking the convention centre’s overall capacity to 2,700 people. Both function rooms acknowledge the local Indigenous Gubbi Gubbi people. Events attendees will have access to bushland and surrounding ocean, river and lagoon environs, while the 361room resort also offers proximity to nearby playing fields and two premium golf courses. Queensland tourism minster Kate Jones opened the facility alongside Sunshine Coast Mayor Mark Jamieson, Shakespeare Property Group managing director Yak Yong Quek and Accor’s Pacific chief operating officer Simon McGrath. Ms Jones described it as a gamechanger for the region, telling the Shakespeare Group: “On behalf of the Queensland government we say thank you so much for your confidence and your investment. “And what more picturesque and beautiful day to have this official opening, with this magnificent backdrop, which I hazard a guess you couldn’t get in any other convention centre anywhere else

in the world. “This centre has enough capacity to house 200 trade stands at once. It will be instrumental in securing events the Sunshine Coast has never been able to host in the past. “With the expansion of the Sunshine Coast airport and millions of dollars in new tourism infrastructure developments under way, the local tourism industry is booming.” Shakespeare Property Group have set a goal of increasing delegate numbers to the new convention centre by 30 percent within two years, managing director Yak Yong Quek revealing the company is planning more upgrades to the resort. “To complement the delivery of this state-of-the-art convention centre we have also committed to extensive upgrading of the hotel lobby, food and beverage facilities. “This upgrade will not only benefit our guests to the resort, but will create opportunities for the local economy and the community through employment and superior facilities to be enjoyed by all. “This next phase continues to be

DEVELOPMENTS

“We are confident that this new convention facility, supported by our strong network of hotels in Queensland’s South East and beyond, will drive visitor growth to the Sunshine Coast, create jobs, support local businesses and deliver broader economic benefits to the region as a whole.”

James Packer sells $1.7bn stake in Crown James Packer has sold almost half his stake in Crown Resorts for $1.76 billion to entertainment company Melco, led by Packer’s former partner, Hong Kong casino mogul and fellow billionaire, Lawrence Ho. Crown entered into the agreement with Melco Resorts & Entertainment for a 19.99 percent share in what forms the billion-dollar deal with the sale reflecting a price of $13 per share. Once the deal is finalised Packer will own around 26 percent of Crown, and will remain a representative on the board. Packer said the move comes as he looks to diversify his investment company Consolidated Press Holdings’ (CPH) portfolio but that he was still “vitally interested” in Crown’s success as a resort and gaming business. “Crown has been a massive part of my life for the last 20 years and that absolutely remains the case today,” Packer said. “My continuing Crown shareholding represents my single largest investment. The sale allows me to continue my long-term involvement with Crown and at the same time to better diversify my investment portfolio,” he said.

Following the sale CPH’s remaining ownership of Crown will have an approximate value of $2.3 billion.

along with 1,390 residential apartments across a number of precincts in the new city centre.

Developers, funding partners sought for new Maroochydore CBD

“Some of this development opportunity is located in the core commercial precinct while the majority is to the south of the main Corso waterway of the new city centre, adjacent to the designated transit plaza and in mixed-use apartment precincts alongside waterways and parkland,” Knaggs said.

Top-tier development and investment firms are being targeted to partner with SunCentral Maroochydore in one of Queensland’s largest urban regeneration projects. Sunshine Coast Council-owned SunCentral Maroochydore Pty Ltd is charged with designing and delivering the new CBD at Maroochydore on the Sunshine Coast. SunCentral has launched an invitation for expressions of interest (EOI) campaign for more than 15 hectares of preapproved developable land. SunCentral Maroochydore chief executive John Knaggs said the city-making company was seeking experienced urban development entities to partner in the next stages of the new masterplanned city centre. “This is an opportunity for toptier developers and institutional capital groups to enter into a long-term partnership with SunCentral Maroochydore and set a new benchmark for urban development in one of the fastest growing regions in the country,” Knaggs said. Knaggs said an earlier EOI for individual lots within the CBD’s core commercial precinct had attracted a range of local, national and international interest, with a number of submissions under contract or commercial negotiations. “For this next stage EOI, which deals with the balance of land within the city centre, larger scale, precincts-wide approaches are on offer.” The EOI campaign offers 67,500sq m of commercial space and 25,900sq m of retail floorspace

The CBD will be critical to help manage growth in the region with more than $12.5 billion in new public and private investment either committed or in the pipeline, including the expansion of the Sunshine Coast International Airport which is expected to have direct flights to Asia and the United States from 2021. With the Sunshine Coast tipped to be home to 500,000 people by 2036, the site of the new Maroochydore CBD has been declared a priority development area (PDA) by the state government.

Olympic legacy infrastructure key to SEQ’s transport success Opinion: South East Queensland should pursue the 2032 Olympic Games, not because of potential sporting achievements or international recognition, but because of the injection of infrastructure funds that we would otherwise not receive. The large new infrastructure projects we are seeing coming to fruition like Cross River Rail and Brisbane Metro are bare minimum ‘catch up’ projects. They are infrastructure projects that should have been delivered 10 years ago. The world’s largest and most extensive sporting event, the Olympic Games as we know only lasts for 16 days, but even for this brief 16 days of hosting this significant human event, billions of dollars are systematically

poured into infrastructure and facility upgrades across the host city in order to facilitate a surge of visitors. According to the recently released feasibility study commissioned by the Council of Mayors South East Queensland, noninfrastructure related costs of a 2032 SEQ Olympics would be expected to be cost-neutral or even make a profit. Meaning the only costs associated with hosting the Olympics is the lasting accompanying infrastructure. The total non-infrastructure related costs of the games are expected to be $5.3 billion with $1.7 billion coming from the International Olympic Committee, $2.7 billion from domestic revenue and $900 million as a net cost of the games. However, according to the Brisbane Times it was expected that the $1.7 billion contribution from the IOC would be higher than anticipated after the committee revealed it would contribute US$1.8 billion ($2.5 billion AUD) to the Los Angeles Olympic Games which will be held in 2028. Brisbane Lord Mayor Adrian Schrinner told media yesterday that the operating costs of the games can be done in a cost-neutral manner. “This is a better outcome than we anticipated in our feasibility report.” Cr Schrinner said. For many people, this is the number one objection to hosting the Olympics. It is seen as a waste of resources for just 16 days of sporting competition. It is rightfully true that many governments have indeed mismanaged resources in the lead up to an Olympic Games. Many cities now squirm in discomfort over the thought of an Athens / Rio de Janeiro style post-Olympic spectacle. For those two cities, extremely poor decisions were made about numerous issues which lead to

DEVELOPMENTS

significant problems. Issues like the lack of appropriate scalable facilities, the concentration of them and complete absence of any post-Olympic revitalisation and renewal strategies. Australia has a proven track record of appropriately managing large world events and their legacy. In terms of land use, the reason Brisbane’s popular South Bank exists is because of the successful planning of the World Expo site, which to this day remains Brisbane’s number one ‘peoples asset’. In Sydney, after a few years of readjusting, the Olympic Park is largely seen as a successful urban renewal precinct, serviced by rail and soon light rail to Paramatta. The recent Gold Coast Commonwealth Games was a good example of the government creating scalable sporting facilities which were scaled back after the games concluded. Fortunately, however, legacy mass transit infrastructure that matters to people can’t and wouldn’t be scaled back. For the Gold Coast that was stage 1 and 2 of the Gold Coast Light Rail. For Sydney, it was the Airport Link train line and T7 Olympic train lines. The saying “money could be better spent elsewhere” is commonly used by opponents of a hypothetical Olympic bid. But that is just the thing. That money wouldn’t be made available let alone spent on lasting infrastructure we need now, would it not be for an Olympic games. It would take another two decades to get the infrastructure we should be building now, with our standard political will and the evolution time of major projects. In essence, getting the Olympics is a bit like cheating the system. Getting what we need now, simply because of 16 days of sport. We just need to ensure the infrastructure built is the right kind of infrastructure that will benefit us for years to come.

ResortNews | June, 2019

MANAGEMENT RIGHTS RESORTS VE

I LUS EXC

SOUTHPORT

NEAR NEW BOUTIQUE HIGH RISE Contemporary and spacious apartments within the Gold Coast’s CBD, featuring magnificent broadwater views. Superbly located, a short stroll to the Broadwater and only minutes to the Southport business centre, Australia Fair, Chinatown and light rail stations. The location also offers convenient access to the M1 with bus stops only 150 meters away. This low maintenance and inviting building offers the onsite manager a great lifestyle with quality tenants queuing up to also enjoy. 22 years remaining on agreements. No repairs or maintenance income. No swimming pool. No set office hours. A wonderful business opportunity presents itself. Don’t wait!

DAISY HILL

GREAT BODY CORPORATE SALARY

Bobo Qi

0438 027 771

bobo@propertybridge.com.au

NETT $237,000 PRICE $1,720,000

NETT $173,000 PRICE $1,385,000 VE

Conveniently located within walking distance to terrific shopping centres, this gated townhouse complex is worth your attention. City buses right at the doorstep, quick access to the M1, just 20 minutes to Brisbane and 35 minutes to the Gold Coast. Walk to great schools such as John Paul College and St Edwards Catholic Primary. An attractive Body Corporate renumeration of $126,000 with yearly 3% increases, 21 years remaining on Agreements, in addition to a very healthy permanent letting pool income will see you achieving a solid return on your investment with this Management Rights business.

I LUS EXC

MERMAID BEACH

SO CENTRAL, IT’S PERFECT! Beachside …walk to all Broadbeach attractions. Flexible mix of holiday and permanent rentals. Outstanding Body Corporate salary near $100,000. High percentage investor owners. Welcoming office on title and abundant storage. Security of Accommodation module and long Agreement. All complemented by an immaculate 2 bedroom, 2 bath apartment.

SURFERS PARADISE

Rhonda Perkins 0418 767 115

rhonda@propertybridge.com.au

AND … it’s priced to sell!

NETT $84,000 PRICE $825,000

NETT $179,000 PRICE $1,311,000 VE

VILLAGE VIBE

A new era is dawning in Chevron Island with construction of the Green Bridge, access to HOTA, Ferry Service and improvements to parks and lighting set to enhance the vibrant village lifestyle. Idyllic resort style permanent with sparkling lap pool, gym and well-maintained gardens. Delightful 3 bed, 2 bath, elevated manager’s apartment with 2 balconies and 2 car accom will appeal. 25 year agreements have 25 years to run and Gallery Vie provision. High % of investors with popular mix of one & two bed apartments. Separate office with no set hours and plenty of storage. Seeking a work/life balance, a secure business and a desirable home? It’s perfect!.

I LUS EXC

WYNNUM WEST

LIFESTYLE ON THE BAY This beautiful boutique bayside gated townhouse complex is five minutes away from the convenience of Wynnum Plaza and the waterfront. Also, within close proximity are child care centres and public schools, whilst being only 15 minutes drive to the International and Domestic Airports. A lovely garden setting makes this well maintained community a pleasure to call home with the manager having a generously sized 3 bedroom townhouse combined with large fenced back yard. With a generous body corporate salary of $67,000, annual 3% increases and 21 years remaining on management agreements this certainly makes for a stable business proposition.

NETT $100,000 PRICE $930,000

BRISBANE

Jim Lowe 0403 418 115

jim@propertybridge.com.au

CARETAKING ONLY. NO REAL ESTATE TO BUY. Situated in the heart of South Brisbane this management rights business is straight forward to run. The building manager is very well compensated for duties undertaken as per the caretaking agreement with a salary of $161,000 and no contract hours. Such a wonderful working environment within this beautiful high-rise building. An excellent return on investment of over 22 percent! A rare opportunity. Contact me now before it goes……...

NETT $161,000 PRICE $725,000

propertybridge.com.au | 1800 888 518

JUST LISTED!

New Lifestyle Opportunities on Offer Simple to Run Townhouse Complex Thorneside • • • • •

Very low multiplier, no set office hours 26 townhouses & villas in the very manageable letting pool Huge 5 bedroom, 5 bathroom manager’s home that includes 2 granny flats, netting $17,721 p.a Verified net profit $117,211 Further earning potential in manager’s home and gardening. Ask us how!

Exclusive Agent Greg Jorgensen 0407 721 335

ID8504

$1,163,000

Mixed Letting Surfers Paradise Resort • • • • • •

No agreements and no office hours Very strong return clientele Refurbished manager’s residence with 3 bedrooms and plenty of storage Low multiplier 44 units in the letting pool Excellent reviews on TripAdvisor and booking.com

Exclusive Agent Phil Trimble 0418 478 966

ID8938

$180,000

$1,140,000

PRICED TO SELL!! Kings Beach Mixed Letting

Labrador Easy Care Permanent • Caretaking only or buy the letting business too – you choose

• Immaculately presented resort • 8 holiday & 3 permanent lets • $51k+ salary

• 3 bedroom residence

• 20 years left on agreements

• Low maintenance grounds

• 3 bedroom residence

• No specified hours or manager’s responsibilities

• 200m to beach Exclusive Agent Lyn Pearsall 0425 168 244

Exclusive Agent Elizabeth Forrester 0433 336 090

ID8193

$116,197

$990,000

Gold Coast Mixed Letting

ID8272

$88,290

$796,000

Redcliffe Holiday Complex • Currently run under management

• 22 unit complex

• Major works about to commence

• 2 bedroom managers unit

• Ready for new owner

• Salary of $60k+ p.a

• 25 in letting pool

• Easy to maintain

• Supportive BC committee

• Close to beach

• Large 3 bedroom manager’s apt.

• Ideal first complex Phil Trimble 0418 478 966

ID7947

Mark English 0437 949 113

$97,100

$620,000

ID8680

Offers over

$300,000 $1,700,000 will be considered

MR Sales have an extensive range of listings Australia wide Visit www.mrsales.com.au to view them now or Phone: 1300 928 556 | Email: sales@mrsales.com.au

www.mrsales.com.au PROPERTY

ResortNews | June, 2019

“your partner in success” RECORD SALES LAST MONTH. 3 UNDER OFFER. 2 UNDER CONTRACT. CALL US FOR A FREE APPRAISAL. QUALIFIED BUYERS WAITING.

SO LD

IF YOU WANT IT SOLD Alex Barker-Ré LREA

CALL CALVIN & ALEX TODAY

Calvin Bailey LREA

FOR PROVEN RESULTS AND CONTINUED SALES SUCCESS, CALVIN BAILEY MANAGEMENT RIGHTS ARE LEADING THE WAY IN NORTH QUEENSLAND. 20+ YEARS SELLING EXPERIENCE.

FOR VENDORS WHO WANT RESULTS June, 2019 | ResortNews

PROPERTY

www.calvinbaileymanagementrights.com.au

New Managers

www.accomproperties.com.au

Sales Report

Haven on Severin, Cairns

MANAGEMENT RIGHTS Gold Coast South Hamptons

Ammon Meng

Southport

Spice Broadbeach

FFMC Management PTY LTD

Broadbeach

Meadowlands Crest & Heights

Frank & Lilian Chen

Arundel

MRS

Sunshine Coast / Wide Bay / Fraser Coast Sea Pearl

Sharon Renardson

Mooloolaba

MRS

The Waterford

Tim Syben

Caloundra

ARMS

Cairns

CBMR

Northern Queensland Haven on Severin

Greg & Kate Erwin

MOTELS & OTHER Queensland Kalamia Hotel

Star Hotels Star Liquor

Ayr

Nanango Fitzroy Motel

Peter Walton

Nanango

CBRE

Country Road Motel

Rod & Sandy Harvey

Charters Towers City RB

Sunseeker Motel

John Singh-Goesel

Scarness

Garden Court Motel

Pushpender Kumar

Albury

CRE

Motel Meneres

Taryn & Andrew Mason

Corowa

CRE

Tweed Harbour Motor Inn

A & C Goodway

Tweed Heads

Motel Quirindi

M & B Kearney

Quirindi

Peter Allen Motor Inn

Luke Hickmott

Tenterfield

TB RB

New South Wales

Victoria Gazebo Motor Inn

Neil Maric

Strathmerton

CRE

Inverleigh Hotel

Chris Malady

Inverleigh

CRE

Whorouly Hotel

Anthony Buchan

Whorouly

CRE

Whalers Rest Motor Inn

Baljinder Singh Goraya

Portland

CRE

Panton Hill Hotel

Aaron Whyte

St Andrews

CRE

The McIvor Motor Inn

Zhixiang huang

Bendigo

CRE

Pinewood Caravan Park

Leske & Siddall

Heywood

Rick Damman

Inverloch

L- R: Alex Barker-Re’ and Greg Erwin

Alex Barker-Ré of Calvin Bailey Management Rights congratulates Greg and Kate Erwin, on the successful purchase of Haven on Severin in Cairns.

New to this industry, but well equipped with life’s experiences and the essential business skills, Greg and Kate are looking forward to running this excellent Cairns property.

Tweed Harbour Motor Inn, Tweed Heads

Northern Territory Motel on A'Beckett

Note: Agent/Broker involved in the sale is listed last. Agent - KEY: ARMS - Australian Resort Management Sales; CBMR - Calvin Bailey Management Rights; CRE - CRE Brokers; MRS - MR Sales; QTHB - Queensland Tourism & Hospitality Brokers; RBA - Resort Brokers Australia; RS - Resort Sales; TO - Tom Offermann; TB - Tourism Brokers; TMR - Think Management Rights; SC - Stratacorp. * In conjunction

QLD - NSW - VIC - WA Outgoing owners Sue and Greg (Right) welcome new owners Carol and Andy Goodway

The outgoing owners Sue and Greg welcome the new owners - Carol and Andy Goodway to the Tweed Harbour Motel. The motel lease was sold

PROPERTY

off market by Tony Johnson of Tourism Brokers. We all wish Carol and Andy many years of happiness and success in their new venture.

ResortNews | June, 2019

Motel Quirindi Marilyn and Barry Kearney have been in the hotel business since 1994 when they purchased their first management rights ‘off the plan’.’ Over the years they purchased two more management rights; the famous Coolum Caprice in Coolum Beach and then “The Point” at Bargara Beach, that they managed with partners for the next eight years. When they retired, they moved to Umbria Italy where they enjoyed the ‘good life’ for 14 years, during which time they kept their ‘hand in’ by managing holiday properties in Italy for friends. Time passed, they returned to Australia and even though they had been retired for some time, they decided last year to go back into business. Searching specifically for a motel that needed some energy and TLC to bring it back to its former glory,

Barry and Marilyn Kearney

they contacted David Head of Tourism Brokers who introduced us to the Quirindi Motel in Quirindi (65 kms south of Tamworth).

The motel was under management and in desperate need of some attention.

for his tenacity, negotiating

The Kearneys are now settling in and thank David

a difficult and somewhat

skills and perseverance for bringing about what was frustrating settlement.

Resort News Agent Profile:

Introducing... Jim Lowe – Property Bridge Jim and his family moved from Auckland to Brisbane where he was introduced to the management rights business concept. Jim subsequently purchased the Rights to a large apartment complex in inner Brisbane with multiple buildings and bodies corporate in which he operated as On-Site Manager and Letting Agent. After managing close relationships with five committees and successfully building the business up, Jim eventually sold after nine fulfilling years. Since selling his Management Rights business, Jim has been involved in real estate and Management Rights sales and has

June, 2019 | ResortNews

also been an active committee member in two complexes, gaining further valuable experience and insights into the relationship between Building Management and Body Corporate committees and the numerous issues that can arise for all stakeholders. Throughout his business career and as a licensed Real Estate Agent, Jim has always focused on providing honest, straight forward and effective communication to all parties. He is prepared to go the extra mile, building long term relationships to achieve positive results for his clients and customers.

Name:

Jim Lowe

Mobile:

0403 418 115

Agency:

Property Bridge

Servicing: Brisbane Web:

propertybridge.com.au

Jim is Brisbane based and is very well respected within the Management Rights industry.

PROPERTY

Your Management Rights Financing Experts Management and Letting Rights Quarterly Pulse • May 19 • Seventh Series

Market Snapshot - May 2019

Data provided by The On-Site Manager website.

STOCK LEVELS…continue to fall from the Aug 2018 high June 2017

October 2017

January 2018

May 2018

Aug 2018

January 2019

May 2019

$950m 629 Properties on the market

$864m 673 Properties on the market È

$835m 604 Properties on the market È

$932m 677 Properties on the market Ç

$1,040m 728 Properties on the market Ç

$969m 697 Properties on the market È

$914m 697 Properties on the market È

…Permanent Stock has decreased and Holiday have remained around the same.. June 2017

October 2017

January 2018

May 2018

Aug 2018

January 2019

May 2019

Holiday - 359 Permanent - 278

Holiday - 337 È Permanent 260 È

Holiday - 328 È Permanent 250 È

Holiday - 346 Ç Permanent 307 Ç

Holiday - 355 Ç Permanent 338 Ç

Holiday - 358

Holiday - 330 È Permanent 336 Ç

ÅÆ

Permanent 309 È

and Multipliers…are DECREASING BUSINESS MULTIPLIERS (ave) OVER $1m Purchase Price 5.1x ÅÆ

5.1x ÅÆ

5x È

4.9x È

4.4x È

4.3x È

4.2x È

and Businesses are remaining on the market in the main categories around the same time DAYS LISTED October 2017

DAYS LISTED January 2018

Has reduced by Has reduced by Has reduced by 7 days to 84 days 4 days to 80 days 4 days to 76 days

DAYS LISTED May 2018

DAYS LISTED Aug 2018

DAYS LISTED Jan 2019

DAYS LISTED May 2019

Has increased by 10 days to 86 days Ç

Has reduced by 16 days to 71 days* È

71 Days

72 Days

ÅÆ

Market Movers Stock levels have decreased again and are slightyly less than 12 months ago. Anedodcal evidence from talking with agents suggests that this may have been caused by listing been removed and not sales activity. Over the last 12 months (May18 to May19) there is: ~ a 2% decrease in $ value of stock (down by $18m) ~ there are 10% more Permanents on the market and 9% more Holiday Building ~ Mulitpliers have decreased considerably in that 12 months. *Remained 79 days for Holiday and Permanent

‘On the Market Analysis’ - Market Pulse Comparison by Agreement Type - May 19

P F E

Purchase Price

BUSINESS MULTIPLIERS (ave)

Ave Purchase Price

Standard Agreements

4.2x

$1.43m

Accommodation Agreements

4.3x

$1.55m

(07) 5574 0500 (07) 5574 0333

info@fnx.com.au

www.fnx.com.au company/fnx-finance

Brisbane

Gold Coast

$219m in Properties for Sale 157 Properties for Sale 118 Permanent 14 Corporate 17 Holiday 65 Days on Average Listed 4.58 Ave Multiplier

$306m in Properties for Sale 259 Properties for Sale 149 Permanent 109 Holiday 61 Days on Average Listed 4.28 Ave Multiplier

FNX Finance Group Pty Ltd ACN: 602 814 620 ABN: 75 602 814 620

Management and Letting Rights Quarterly Pulse • May 19 • Seventh Series

Management Rights For Sale - Market Analysis - May 19 Letting Pool Coverage – proportion of the total units to those within the Pool. Agreement Coverage – refers to % of total agreement term available upon purchase. Total stock

Total stock

Days listed

Average price

Multipliers

Gross return %

Letting pool coverage

Agreement coverage

Resort / Holiday

$475,795,132

330

$1,441,803

4.20

24%

61%

74%

Permanent

$381,932,004

336

$1,136,702

4.22

24%

41%

73%

Corporate

$34,668,527

$2,311,235

4.90

20%

57%

69%

Off The Plan

$18,459,342

$1,538,279

3.74

27%

100%

Student Accommodation

$1,590,000

$795,000

3.76

27%

92%

80%

Retirement

$1,600,000

$800,000

2.81

36%

78%

48%

Grand Total or Average

$914,045,005

697

$1,311,399

4.2

24%

57%

74%

Historical Comparison of the Market Stock number of buildings has remained the same... however there are more permanents for sale than holidays NO. OF BULDINGS ON THE MARKET BY TYPE (Holiday & Permanent)

NUMBER ON THE MARKET 750

400

728

700

673

697

677

650

359

697

337

328

300

630 604

600

250

355

346

350

278

260

307

358 336 330

309

338

250

200

550

June-17

Oct-17

May-18

Jan-18

Aug-18

Jan-19

150

May-19

Ju n1 Ju 7 l1 Au 7 g1 Se 7 pt 1 Oc 7 t1 No 7 v1 De 7 c1 Ja 7 n1 Fe 8 b1 Ma 8 r1 Ap 8 r1 Ma 8 y1 Ju 8 n1 Ju 8 l1 Au 8 g1 Se 8 p1 Oc 8 t1 No 8 v1 De 8 c1 Ja 8 n1 Fe 9 b1 Ma 9 r1 Ap 9 r1 Ma 9 y1 9

500

Resort/Holiday

Number on the Market

Permanent

As the total dollar value of properties on the market is also decreasing... NO. OF BULDINGS ON THE MARKET BY TYPE (other)

TOTAL $ VALUE OF PROPERTIES ON THE MARKET

$1,200,000,000 20

15 12 12

$532,235,588

$475,795,132

$400,000,000 2

$378,006,577

$200,000,000 $0

n1 Ju 7 l1 Au 7 g1 Se 7 pt 1 Oc 7 t1 No 7 v1 De 7 c1 Ja 7 n1 Fe 8 b1 Ma 8 r1 Ap 8 r1 Ma 8 y1 Ju 8 n1 Ju 8 l1 Au 8 g1 Se 8 p1 Oc 8 t1 No 8 v1 De 8 c1 Ja 8 n1 Fe 9 b1 Ma 9 r1 Ap 9 r1 Ma 9 y1 9

Corporate

$550,959,664

$600,000,000

$914,045,005

$834,728,496

$800,000,000

Off the Plan

Student Accommodation

P F E

(07) 5574 0500 (07) 5574 0333

info@fnx.com.au

n1 Ju 7 l1 Au 7 g1 Se 7 pt 1 Oc 7 t1 No 7 v1 De 7 c1 Ja 7 n1 Fe 8 b1 Ma 8 r1 Ap 8 r1 Ma 8 y1 Ju 8 n1 Ju 8 l1 Au 8 g1 Se 8 p1 Oc 8 t1 No 8 v1 De 8 c1 Ja 8 n1 Fe 9 b1 Ma 9 r1 Ap 9 r1 Ma 9 y1 9

$1,004,344,005 $969,400,868

$956,296,140

$1,000,000,000

Retirement

www.fnx.com.au company/fnx-finance

Grand Total

Resort/Holiday

Permanent

Corporate

FNX Finance Group Pty Ltd ACN: 602 814 620 ABN: 75 602 814 620

By Trish Riley, Editor

Oasis at Palm Cove:

Masterpiece in the making

Not even a mammoth cross-country relocation and a new baby has dampened the drive and enthusiasm of new onsite managers, Adrian and Elmira Mayfield of Oasis at Palm Cove, and their vast list of improvements and achievements to date belies the very short ten-month period they have been in residence. As a former commercial pilot flying out of Europe, and then having worked in management for an aviation business corporation in Kazakhstan, where he met Elmira, Adrian believes their joint experience in a high pressure corporate environment has prepared them well for the challenges posed by the hospitality industry. “We have a very clear vision of how we want to present Oasis at Palm Cove,” says Adrian. “The property was a little lacklustre when we took it over but we have put a lot into it and have gathered a great team that assists with the gardens and housekeeping duties. We have also invested personally into refurbishing the office and reception area, our new linen room, stationery, resort maps, uniforms, CCTV throughout the residence and marketing. “It’s really important that every aspect of the ‘Oasis’ experience is welcoming but also professional and well presented,” adds Adrian. “We’ve already refurbished about 25 percent of the units and are in the process of upgrading and modernising across the board – Foxtel is out and streaming via android TVs is in. At the end of the day, we need a good product to sell. Oasis is a 4-star establishment and there is an expectation from guests that we meet a specific standard; we’re not going to let poor units impact on the business as a whole. “We’re aiming to get each aspect right – the location, the rooms, the price, our facilities and service – we’re continually looking to provide that ‘wow factor’. And Oasis at Palm Cove certainly offers that. Set among 2.5ha of mature exotic rainforest gardens, the sprawling

PROFILES

ResortNews | June, 2019

tropical masterpiece features 36 spacious and beautifullyappointed 4-star apartments, all with unparalleled scenic views of the gardens or pool from large front and rear balconies. The magnificent grounds offer the opportunity to encounter Ulysses butterflies, bush turkeys, hens, kookaburras and parrots, and there is a memorable 25m lagoon swimming pool (that is monitored by Allan's Pool Shop) with a large shaded children’s wading pool, feature spa and expansive poolside deck where one can lounge with a good book before dining at the poolside gazebo and entertainment area or choose to picnic under the stars. Nothing is too far from the three main residential buildings including the spacious barbecue area with seating for 16, a secure children’s playground or the full-sized tennis court – that may be flood-lit at night. All in all, Oasis at Palm cove offers a resort style retreat for romantic getaways, family holidays or just a place to lose oneself, totally relax and do absolutely nothing!

It doesn’t appear that there would be any reason to leave the grounds, but if guests are wanting to explore the area, Oasis is centrally, and very conveniently located just a stroll away from the beach, about 15 minutes from a number of local attractions and a 25-minute drive to Cairns Airport. There is also an established alliance with Exemplar Coaches for guest transfers. “75 percent of our guests are

families, and a lot of them are return bookings,” says Adrian. “We’re fortunate that of the 36 apartments, only three are owner-occupied and they appear to appreciate that the pros and cons that come with living in a resort and holiday environment.” So how do two young, corporate-minded highflyers end up in a tropical oasis? “Elmira and I always wanted to come back to Australia; Europe

is great but it’s not home,” says Adrian. “We spent two years in Perth and I continued to fly domestically while we looked around at potential businesses. The west coast has experienced a fairly significant negative economy however, and we kept talking about our holidays in Port Douglas and how we’d always dreamt of living here… Thought became action and before we knew it we were looking at resorts for sale.

www.allanspoolshop.com.au 24/7 EMERGENCY AFTER-HOUR SERVICE

INCLUDING WEEKENDS

4051 9344

15% discount

Pool Management Services Qualified Technicians Inspections/Equipment Checks Bulk Chemical Supplies Equipment Servicing Heaters & Lighting Leak Detection & Repairs

for Resort News readers when booked direct* *subject to availability

All of our pool technicians hold QLD Police Checks and valid Working with Children / Elderly Blue Cards

COMMERCIAL POOL MANAGEMENT SERVICES ph: 07 4059 0522 e: info@oasis-palmcove.com.au McDonald Close, Palm Cove Qld 4879 www.oasis-palmcove.com.au June, 2019 | ResortNews

PROFILES

Professional service providers in NQ:

Getting it right "Individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilization work."

“Once we saw Oasis, and recognised that we would be able to make improvements quite quickly, there was no going back. We absolutely love living here,” adds Adrian. “It’s a beautiful property - the perfect environment for little Jack to grow up in, and it really is conveniently located. “It was a steep learning curve in the beginning, as far as getting across all the processes and procedures including our RLA Licence done online, but I’m happy that we’ve already been able to increase bookings and revenue by about 15 percent. Our goal is to increase it by another 15 percent over the next 18 to 24 months in line with our continual improvement plan. Going forward we’re going to be focusing on building the reputation, marketing and ongoing renovations; effectively providing a solid foundation for all stakeholders.” When asked about future plans for the property, Adrian said that the swimming pool aggregate

was scheduled to be replaced early next year, and that they will be recoating the roofing in the next two years. A full repaint program, while being five years off, is also being planned in conjunction with the committee, but in such a way as to minimise the impact on cash flow. “Management rights is like any business,” says Adrian. “You’ve got to know the operation and the physical resort as well as possible, know where you are financially, identify the problem areas and know how you are going to tackle them. Acknowledge that some things can’t be fast tracked and that there will be gains and losses. Plan for the lesser months. “We’ve put everything into this venture and are completely committed to making a go of it,” adds Adrian. “It’s been a lot of work but we’re enjoying it and have so many wonderful guests visiting and returning. It’s a great thing being able to make people happy; it’s very rewarding.”

– Vince Lombardi

It’s not often that we expand a property profile to highlight the people and companies involved in the purchase transaction, but it’s also not often that you come across a team of industry specialists that work together so seamlessly that it’s like dealing with life-long friends. The close-knit management rights community of north Queensland are just this group of people, and Adrian and Elmira Mayfield credit their effortless transition into the industry to the combined support of Frank Van Der Heijden of Resort Sales, Miriam Eagle of Eagle Accounting, Martin Tranter of Bolt Burchill Tranter and Danny Adams of NQ Lending. “We’ve all worked in this industry for many years, and know each other well,” says Frank Van Der Heijden. “Miriam, Martin and Danny are experts in their respective fields and there is a synergy and professionalism that just works. “A key element is my role is matching the right client with the right property and it’s not that different with choosing your professional service providers. We have a 20-year working relationship based on mutual respect and trust; it doesn’t get much better than that,” says Frank.

Danny Adams of NQ Lending concurs: “There are only a few management rights specialists in northern Queensland and as one of the predominant financiers I’m fortunate enough to be a part of a number of transactions with the ‘team’. “Handling the deal for Adrian and Elmira was particularly interesting; they are lovely people with a very interesting background, and they were also based on the opposite side of the country! The majority of the transaction was managed remotely so understandably there was a lot of online and telephonic communications and education, and along the way our client became a friend. “That seems to be the way things happen here – we’re a community that supports and sees each other regularly. I know the manager of the ANZ bank visits each client personally and that all suppliers go out of their way to ensure that everything is always running smoothly. “Adrian and Elmira have already done a fantastic job at Oasis at Palm Cove,” adds Danny. “It’s a particularly beautiful resort and all the work being done on the property and website is already having an impact. Adrian and Elmira are very gracious and have developed great relationships with all stakeholders already; feedback has been very positive. “Management rights is a wonderful business to be a part of,” says Danny, “It’s lovely being able to help people get into it and if we, as a collective, can make that transition easier it goes on to be good for the industry as a whole.”

Specialists in Management Rights & Tourism Properties

Resort Sales were proud to assist Adrian & Elmira on the purchase of the Oasis at Palm Cove Management Rights and wish them every success for the future Supporting and servicing the needs of both buyers and sellers of management rights throughout Tropical North Queensland

PO Box 1037 Gordonvale 4865 • 0407 137 186 • info@resortsales.com

www.resortsales.com

Danny Adams of NQ Lending

PROFILES

ResortNews | June, 2019

Robina Quays:

A testament

to effort Carolyn and Ryan Plummer

it, was a significant problem, Carolyn and Ryan upgraded the front gate to a fob system and installed cameras to deter the problem of ongoing mail theft from exterior-facing letter boxes.

By Trish Riley, Editor

Carolyn and Ryan Plummer are managers of the homely Robina Quays townhouse estate located among the quiet streets of the rapidly expanding Gold Coast suburb, and are, quite simply, walking advertisements for the pictureperfect management rights operation.

A mammoth task, considering that Ryan still works in and manages his cabinet making business of 38 years. One wonders what prompted them to choose a ‘problem child’ as their first foray into management rights...

Working together like a well-oiled machine, the enthusiastic couple have transformed the 57-unit property, in just two years, to a pristine estate with landscaped gardens and a waiting list for investments and rentals. The 14-year old estate features spacious three and four-bed, three-bathroom townhouses, 25 of which are permanent rentals and the balance owner occupied. It’s hard to imagine as I wander around the facilities and view a unit that is about to be occupied, that this highly sought-after property was anything other than well-kept, but it’s clear from June, 2019 | ResortNews

our discussion that it’s taken an extraordinary effort to get the property where it is today. In addition to taking on the repairs and renovation of a unit that had been totally trashed when they took over the property, Carolyn and Ryan have upgraded the swimming pool, barbecue and gym facilities; updating equipment, painting, installing

solar heating, moving the filter and replacing damaged coping. They purchased all of their own garden equipment and have mulched and replanted all of the gardens, cut back trees, repaired broken fences, pressure-washed every driveway and patio and redone all of the road markings. In addition, recognising that security, or rather the lack of

PROFILES

“We decided that we wanted to be on the Gold Coast and in this area,” says Carolyn. “Robina is a great suburb for families, with a fantastic infrastructure and a good choice of state and private schools. There are lots of wonderful parks and it’s a short drive to the beach and hinterland. It’s really very difficult to beat as far as lifestyle goes. “We saw the potential in the property and opportunity to be able to make improvements quickly, but the deciding factor was that we loved the large manager’s unit, which, like the complex, has subsequently undergone a complete makeover.”

One of Carolyn’s first roles in her twenties as a property manager in Surfers has obviously stood her in good stead for this experience as she manages the day-to-day operation of Robina Quays with confidence and efficiency. “Right from day one we’ve set the standards and enforced the by-laws in a firm but fair way. Troublesome tenants left through natural attrition and we’ve been very particular about who, and how many people we have in each unit now. We have a lovely quiet family environment and we want to keep it that way.” This intention is evident in that they have already been able to increase average rental incomes for owners, reduce the cost for shared water expenses by at least $40 per unit per quarter over the past year, and the average unit price has increased, despite the tough market situation, from $415 thousand to $450 thousand.

effectively eliminating the need for them to source and manage contractors from afar.

“This makes it a little difficult for new families wanting to buy into the suburb, but it is for this very reason that it’s a great investment to own a property here,” adds Carolyn. “We appreciate that owning management rights is about so much more than just our business; what we do and how we manage the property impacts on each and every owner, and it’s our responsibility to provide value wherever we can. Ryan’s expertise as a cabinet maker has helped with this. He has completed a few refurbishments, as well as project managed the recarpeting and repainting of a number of units on behalf of owners,

“This is our home and we obviously have a vested interest,” adds Carolyn, “but it’s lovely to receive positive feedback from owners and tenants alike that they appreciate how we treat every property like it’s our own.” It’s obvious that there is a great deal of goodwill between all parties at Robina Quays, and Carolyn attributes that to the open and honest communication they have had with everyone from the start. “We have made ourselves familiar,” says Carolyn, “there is no-one here that we don’t know.

PROFILES

“When we took over, I was shocked to realise that some owners have had units in the complex for 13 years and have never seen them; they bought off the plan and had very little information regarding the status of their investment to date. We’ve made a point of communicating with each and every one, and inviting them to meet with us so that they feel involved. “We also established a new body corporate and committee that now meets on the property so that whatever is tabled is well understood and decisions are made collaboratively.” When asked what advice they would give to those considering a management rights business, Carolyn and Ryan agree: “Get as much advice as you can. Talk to as many people in the industry as possible, read, research and get advice from specialists – and then start as you mean to continue. Management rights is hard work but very rewarding.”

ResortNews | June, 2019

The Preferred Supplier Programme assisting the industry

Be like Bob!

Call today (07) 5493 4150 and get excited !

ACCOUNTANTS & AUDITORS

This is extremely helpful for all accommodation providers but especially new managers as it allows them to benefit from the positive experiences other managers have had with their suppliers.

All nominations received are then qualified through a secondary questionnaire process to ensure nominated suppliers are able to provide the highest levels of service required and expected by managers.

Suppliers that still qualify are then asked to commit to the required levels of service for the next 12 months guaranteeing their commitment to the industry.

Subject to the satisfaction of these processes and commitments suppliers then go on to the Preferred Supplier Database. Only Preferred Suppliers in June, 2019 | ResortNews

• P&L for Sale • Bank Financials • All Tax Compliance • Purchaser Due Diligence

(07) 5343 1000

Ask for David at the Mooloolaba Oﬃce or Ask for Angela at the Noosa Oﬃce

managementrights@ascendia.com.au

www.ascendia.com.au

Specialist Advisers to the Accommodation & Hospitality Industry

this database have the opportunity to utilise the Preferred Supplier logo and make their contact details available to managers via the Preferred Supplier Directory, located in every issue of Resort News (and online at accomnews.com. au/business-directory).

Listed below are the stages of the process that ensure only the best industry suppliers can participate in the Preferred Supplier Programme:

Experienced Management Rights Accountants

Fixed Price Available

It allows managers to access industry specialists who are committed to the highest levels of service and dedicated to the accommodation and hospitality industries.

All suppliers must receive a nomination from a property currently using their services that is completely satisfied with their levels of service and are prepared to recommend them to another complex in the industry (ie. if asked by another manager they could comfortably recommend the required supplier).

accountants

Bob is over the moon, because he chose Alltech to repaint his Apartment Building...

For over 21 years in Australia the Preferred Supplier Programme and directory has been an extremely valuable and effective tool for accommodation managers.

ABSEILING SERVICES

Preferred suppliers have their status reviewed every 12 months to ensure they still qualify and that their commitment to the industry is being met.

With these criteria in place it means that you as a manager have access to a complete range of specialist suppliers who are actively seeking to improve their services to the accommodation industry.

McAdam Siemon Pty Ltd Specialist Accountants & Business Advisors to the Accommodation Industry • Verification reports • P&L for Sale • Motel Due Diligence • Motel Business Plans • Trust Account Audits • Training & Setup on Cloud Accounting Software for MR and Motels

All Engagements Are Fixed Price. Brisbane: 07 3421 3421 shodgetts@mcadamsiemon.com.au Noosa Heads: 07 5474 8955 Buderim: 07 5408 4622 porielley@mcadamsiemon.com.au

Audits ~ Taxation Feasibilities ~ Due Diligence Reports

07 5631 6900 info@hostrata.com.au www.hostrata.com.au

Specialist Business Advisors to the Management and Letting Industry • Due Diligence Reports • Trust Account Audits • Structure Advice & Tax Compliance Brisbane Level 4, 97 Creek St, Brisbane Gold Coast Level 3, Southport Central 3, 9 Lawson St, Southport

Smiljan Jankovic 0423 595 910 SmiljanJ@archergowland.com.au

www.mcadamsiemon.com.au

For your own peace of mind when dealing with any supplier ask if they are a Preferred Supplier. This can be verified by viewing a Preferred Supplier logo – made available for use in any of their stationery or marketing material or more simply by locating them in the Preferred Supplier Directory. So when looking for products or services give yourself the peace of mind that you are dealing with a recognised industry specialist and support these suppliers who are committed to servicing your needs. ■ PREFERRED SUPPLIER DIRECTORY

www.archergowland.com.au

 Due diligence reports  Structure and taxation advice  Trust account auditing  Risk and superannuation Telephone 07 55202144 Paul Shannon paul@brownandbenson.com.au www.brownandbenson.com.au

Look for the sign of an Industry Specialist

Find them online Wherever, Whenever! www.accomnews.com.au/business-directory

ASBESTOS REMOVAL Accounting & Taxation Trust Account Audits Tax Planning & Structures

BEDSPREADS & BEDCOVERING PRODUCTS

ALL ASBESTOS REMOVED - QUEENSLAND WIDE

P: 5456 4018

Specialist Management Rights Accountants

E: renee@rcbaccounting.com.au W: rcbaccounting.com.au Eagle_Dad_Print.pdf 1 31/03/15

Contact : PETER MEYERS

10:47 AM

- NORTH QUEENSLAND -

155 Varsity Pde, Varsity Lakes, Qld 4227 t : (07) 5630 6559 m : 0402 943 549 e : peter@pmag.com.au

www.pmag.com.au

BATHROOM RENOVATIONS

Due Diligence Auditing Taxation Business Advice CM

CMY

07 5557 8700

Paul Gaffney

mail@mbapartnership.com.au mail@mbapartn

AIR CONDITIONING www.mbapartn www.mbapartnership.com.au www.managementrightsaustralia.net

BEDS & BEDDING

BODY CORPORATE MANAGERS

Structuring  Income Verification  Audit Accounting/Taxation  SMSF  Estate Planning Email: jhanaghan@jonathangrant.com.au

Phone 07 5534 4333

When your Business Needs a Tune or a Service

• Bookkeeping • Marketing • Business Management

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Where Value & Service are No.1!

www.businessmechanic.com.au (02) 6583 8386

pbbconsult - Chartered Accountants

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A GOOD N I G H T 'S R E S T

- GOLD COAST MANAGEMENT ACCOUNTANTS management rights income verification management rights trust account auditing preparation of bank review / re-finance figures

phone 07 5575 9649 | mobile 0411 841 868 erikathomas@bigpond.com www.managementrightsauditor.com.au

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strata title consultants & body corporate managers

P:07 5443 3138

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Sunshine Coast (07) 5446 7541 Cairns (07) 4032 5133 www.themattresscompany.com.au

FIRST INTERVIEW FREE! Greg Kamp FCPA FTI

07 5443 7789

“Holbrook House” 48-50 Sugar Road Maroochydore

info@kampba.com.au

www.kampba.com.au

Supplying the Gold Coast, Southern Brisbane and Northern New South Wales regions with quality air conditioning services since 1977.

Call 07 5522 1044

enquiries@climatecontrol.net.au

www.climatecontrol.net.au

1800 425 903

sleepmakercommercial.com.au

PREFERRED SUPPLIER DIRECTORY

Look for the sign of an Industry Specialist ResortNews | June, 2019

Talk to our body corporate experts.

Look for the sign of an Industry Specialist

COMPUTER SOFTWARE

CURTAINS & CURTAIN FABRIC

07 5341 6500 bcs_sunshinecoast@bcssm.com.au

BROCHURE DISPLAY

CARPET & CARPET TILES

Serving the Gold Coast

Expert Advice • Great Range Friendly Service • Quick Turn Around

Sunshine Coast Brochure Display The regions’ original and leading brochure service and provider of information displays

07 5499 6222 info@SunshineCoastBrochureDisplay.com.au

www.wizardcarpets.com www.SunshineCoastBrochureDisplay.com.au

BUILDING MAINTENANCE SERVICES

M 0476 327 736 darrensbsc@bigpond.com

 Trust Accounting Module  Built-in CRM  Channel Manager  Automatic Communications  Cloud & Desktop Solutions  99% of our support requests

CARPET & FURNITURE CLEANING/PROTECTION

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ELECTRICAL APPLIANCES

Quality Electrical Appliances

are attended to within 20 mins

Mention this ad to receive 3 months FREE subscription

1800 671 179

New name... Bigger range... with the same great

service

www.reimaster.com.au * Contact us for the T&C’s

Personal Service. Trusted Advice.

Gold Coast: (07) 5592 0266 w w w. L M g o l d s t a r. c o m . a u

• We clean carpets, tiles, mattresses and upholstery • Professional maintenance and emergency cleans • Water extraction and flood restoration

ELECTRICAL CONTRACTORS SEE THE SPECIALISTS IN L.E.D. REPLACEMENT LIGHTING

Across the Sunshine Coast Call 0438 302 591 www.firstresort.com.au

Risk or Repair? ASSET MAINTENANCE

• CONCRETE FATIGUE & CRACKING? • WATER INGRESS? • POOL JOINTS FAILED; TANKS? • BASEMENT LEAKING; RISING DAMP? • ROOF MEMBRANES FAILED? • CAR PARK JOINTS?



CIWREMEDIAL.COM.AU

1300 88 53 70 service@ciwremedial.com.au

HIRISE MAINTENANCE PTY LTD

(07) 5591 9191

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SERVICING THE SUNSHINE COAST FOR OVER 15 YEARS

David: 0421 618 566

QUALITY, COST EFFECTIVE UTILITY INFRASTRUCTURE & BILLING ADMINISTRATION

jporter01@bigpond.com

FROM NOOSA TO KAWANA

www.hirisemaintenance.com hirisemaintenance@gmail.com

A professional service for resort cleaning

✆5474 3299 FAX 6474 3099

Whatever, Wherever, Whenever! www.accomnews.com.au/ business-directory June, 2019 | ResortNews

office@emerlite.com.au www.emerlite.com.au

ENERGY MANAGEMENT CONSULTANTS & SERVICES

RESORT & COMMERCIAL CLEANING

E FR

0435 818 380

LIFESTYLE

d an d o io ad m er lo de ial p wn tr do a vi

PAINTING, ABSEIL ANCHOR INSTALL & CERTIFICATION, BUILDING WASHDOWNS, SIGN INSTALLATION, CONCRETE CANCER REPAIRS, SEALING REPAIRS/WATERPROOFING, WINDOW CLEANING & GENERAL MAINTENANCE

Repairs - Maintenance - Installations Testing & Repairs of Emergency Lighting Appliance Repairs

CLEANING CONTRACTORS

CLEANING CONTRACTORS - REFUSE CHUTES Shute Cleaning Services Pty Ltd

Chute Cleaning / Upgrading - All Repairs - Associated Work TWEED HEADS / GOLD COAST TO SUNSHINE COAST / NOOSA Mb:0437 542 968 E: shuteman@ymail.com

Reservations and Trust Accounting

• • • • •

Bill Presentment Debt Collection Tariff Review Meter Provider Payments

• • • • •

Asset Management Energy Tendering Meter Reading Bulk Conversion Receipting

Ph: 07 3350 5999 enquiries@m2cs.com.au www.meter2cashsolutions.com.au

Daily Reconciliation – Systematic Distribution Holiday Resident Puma Light No trust accounting

Year 1 $1,100 Year 1 $990

Year 2+ $599 Year 2+ $440

Motels, caravan parks etc. from $220 to $330 p.a.

Phone (07) 5446 2135

www.pumasoftware.com.au

PREFERRED SUPPLIER DIRECTORY

Look for the sign of an Industry Specialist Whatever, Wherever, Whenever! www.accomnews.com.au/business-directory

TAILORED FURNITURE SOLUTIONS

ACL (364 314)

Reward your best suppliers by nominating them for the Preferred Supplier Programme

Management Rights Specialists

0401 992 632

0448 813 090

mike@mikephippsfinance.com.au

Cameron Wicking

0477 776 859

cameron@mikephippsfinance.com.au

Brisbane Lina Jin Blake McLucas

0422 646 388 0434 367 812

Sunshine Coast / Noosa Mark Hancock

0411 023 531

Sunshine Coast / Lake Kawana Bruce Baird 0411 772 182 Suzanne Copelin 0428 385 923 0422 009 731

Cairns / Northern Beaches Patrick Brown 0401 141 276 Port Douglas Patrick Brown

Mike Phipps

FURNITURE - OUTDOOR

Paul Grant 0448 417 754 paul@mikephippsfinance.com.au

Gold Coast Paul Geary

Townsville Brett Sievers

info@perps.com.au 1300 884 914 www.perps.com.au

PPS3955_A

fresh finance...

FINANCE

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INSURANCE

0418 765 257

www.casualfurniture.com.au

coastalcasualoutdoors@gmail.com VISIT OUR SHOWROOM AT: Unit 4, No. 2 Cnr Captain Cook Drive and Kendor St, Arundel, QLD

Nick Smith - 0450 179 677 www.redtenfinance.com.au

Australia and New Zealand Banking Group Limited (ANZ) ABN 11 005 357 522. Australian Credit Licence Number 234527. ANZâ&#x20AC;&#x2122;s colour blue is a trade mark of ANZ. Item No. 75143 06.2013 W349544

Management Rights Finance Specialists

Brisbane: 07 3252 2219 â&#x20AC;¢ Gold Coast: 07 5576 7059 enquiries@pcsfinance.com.au

www.pcsfinance.com.au

# &, ! , & , "%& $,

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W I D E

nick@redtenfinance.com.au

Commercial Specialist Direct Importers Sales, Service & Repairs Â¾LARGEST RANGEÂ¾FURNITURE Â¾UMBRELLASÂ¾SUN LOUNGES Cnr Main Drive & Nicklin Way, Warana, Qld 4575 | Ph 07 5493 4277 Acres Centre, 1/37 Gibson Rd Noosaville 4566 | Ph 07 5449 9336

www.daydreamleisure.com.au sales@daydreamleisure.com.au

GLASS INSTALLATION/REPAIRS

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Specialising in furniture for hotels, motels, serviced apartments, resorts and refurbishments

The sign of an Industry Specialist. Whatever, Wherever, Whenever! www.accomnews.com.au/business-directory

1300 876 055 dennis@hotelinteriors.com.au www.hotelinteriors.com.au

PREFERRED SUPPLIER DIRECTORY

Whatever, Wherever, Whenever!

www.accomnews.com.au/business-directory

ResortNews | June, 2019

MAIL BOXES Think – Buying or Selling Management Rights

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P: (07) 5596 1440 E: info@sunni.com.au

Nationwide

MANAGEMENT RIGHTS AGENTS

resortbrokers.com.au

1300 665 966

For an informal chat on your insurances, contact the team: 07 3387 1900 beenleigh@ajg.com.au

Narelle Filmer 0459 229 744

Wayne & Linda Stoll 0452 181 505

www.thinkmanagementrights.com.au

Supporting and servicing the needs of both buyers and sellers of management rights throughout Tropical North Queensland PO Box 1037 Gordonvale 4865 • P 07 4056 6366

info@resortsales.com • www.resortsales.com

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SPECIALIST AGENTS COMMITTED TO MAKING EVERY DEAL A SUCCESS

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0414 889 593 calvin@cbmr.com.au

Alex Barker-Re LREA

PAINTERS & DECORATORS

0414 835 128 alex@cbmr.com.au

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Call 1800 688 820

1800 888 518

In All Areas . . .

Whether buying or selling we have you covered U Gold Coast U Brisbane U Sunshine Coast U Townsville U Cairns . . . & Beyond

Specialists in management rights Off the plan sales qld & victoria Buying or selling best advice Rod Askew 0411 758 236 (QLD & VIC) Eric Brizuela 0413 060 683 (QLD) Philip Robison 0410 663 111 (VIC) Nationwide: 07 3554 0040 Email: sales@rcabb.com.au

www.rcabusinessbrokers.com.au The Management Rights Specialists

MANAGEMENT RIGHTS RN006

AFSLN 246986 ABN 31 009 179 640

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Discount for ARAMA members

info@propertybridge.com.au propertybridge.com.au

LINEN &/OR LINEN GOODS

Phone 07 55 930 007 www.raas.com.au

• Painting SUNSHINE COAST

Matt Campbell Barry Davies Lindsay Petty

0410 343 219 0438 554 995 0407 029 138

contact@managementrights.com

www.managementrights.com

• Grounds Maintenance & Landscaping • Signage & Branding • Electrical Services • Audio Visual • Data Communications

Australia’s Leading Hotel Bedding Suppliers

MOTELS, CARAVAN PARKS, HOTELS & MHE’S NATIONAL COVERAGE sales@tourismbrokers.com.au 1300 512 566 www.tourismbrokers.com.au

07 5437 8544

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info@mainlinen.com

Find them online Wherever, Whenever! www.accomnews.com.au/business-directory June, 2019 | ResortNews

Andrew Morgan m 0417 608 041 p 07 4953 1611 | w qthb.com.au

PREFERRED SUPPLIER DIRECTORY

• Sustainability

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Find them online Wherever, Whenever! www.accomnews.com.au/business-directory

We deliver

Specialising in:  Hi-Rise Repaints  Large Complexes  Interior and Exterior  Hi-Pressure Cleaning  Concrete Spalling Repair (Concrete Cancer)  Waterproofing & Roof Membranes LOCALLY-OWNED FOR OVER 25 YEARS

Ph 5520 1256

www.anppainting.com.au QBCC Lic No 1050861 NSW Lic No 179886C

SHEET METAL

Experienced Management Rights Lawyers • Purchase or Sale

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strategic solutions in management rights Buying or selling Renewing or reviewing Negotiation and dispute resolution

Michael Kleinschmidt Legal Practitioner Director

www.stratumlegal.com.au info@stratumlegal.com.au

Fixed Price Available

(07) 5343 1000

PH: 07 5406 1280

Leading Sunshine Coast Law Firm

Ask for Natalie

managementrights@ascendia.com.au

www.ascendialawyers.com.au

COOLANGATTA TO BEENLEIGH

SIGNS

Need advice regarding: • Buying / Selling • Legal due diligence reports • Variations including top up of term • Renewals/Extensions • Management & Letting Agreements • Body Corporate Issues • Off Plan Developments Get it right the first time…call

Griffiths Parry Lawyers T: 5390 1400 www.gplaw.com.au

SOLICITORS

www.amalgamatedgroup.com.au info@amalgamatedgroup.com.au

ASBESTOS REMOVAL QUEENSLAND WIDE

FREE CALL

1800 766 366

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Call Now 07 3206 6721 www.terminett.com

MANAGEMENT

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EXPERTS EXPERIENCE COUNTS We have the largest team of specialists across Queensland and New South Wales, covering management rights and motels businesses.

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GET THE RIGHT ADVICE Don’t put your accommodation industry investment at risk. Our industry knowledge is second to none.

Servicing Resident Managers throughout Australia

Receive the best information. Subscribe today to receive continual practical, useful and relevant content.

BRISBANE: 07 3007 3777 GOLD COAST: 07 5562 2959 info@mahoneys.com.au

www.mahoneys.com.au

SPECIALIST EXPERIENCE IN MANAGEMENT RIGHTS Short Punch & Greatorix

Visit hyneslegal.com.au/subscribe or call +61 7 3193 0500 info@hyneslegal.com.au www.hyneslegal.com.au

The sign of an Industry Specialist.

PREFERRED SUPPLIER DIRECTORY

Cnr Bundall Rd & Crombie Ave Surfers Paradise PO Box 5164, GCMC, Bundall QLD 9726 Fax: 5539 8745 Email: mnp@spglawers.com.au

Call Martin Punch on 5570 9304 ResortNews | June, 2019

CERVETTO COURTICE

TRAINING & DEVELOPMENT

L AW Y E R S

Q U E E N S L A N D

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PREFERRED SUPPLIER SHOWCASE

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Flood Legal offers all the experience & expertise of a big firm while delivering accessible, personal & affordable service that comes with dealing with a small firm Call Sharon Flood, Director - 0459 070 871 or 02 6674 5118 sharon.flood@floodlegal.com.au - www.floodlegal.com.au

SWIMMING POOL SUPPLIES/REPAIRS

1800 080 349 www.propertytraining.edu.au

Over 40 years of service to the Management Rights industry, providing assistance in:

TV & VIDEO HIRE/REPAIRS

Appliance Rentals New name... Bigger range... RELAX… AND LET US TAKE CARE OF ALL YOUR POOL NEEDS.

with the same great

service

◆ DEDICATED ACCOUNT MANAGER for Orders, Installs, Service and Sales ◆ COMPLIMENTARY equipment assessment – why not get a 2nd opinion ◆ YOU WON’T BE DISAPPOINTED

Personal Service. Trusted Advice.

◆ PRICE IS IMPORTANT, but so is SERVICE AND SUPPORT 9/99 LOWER WEST BURLEIGH ROAD, BURLEIGH HEADS, QUEENSLAND 4220

PHONE: 07 5535 6161

EMAIL: POOLGEAR@BIGPOND.COM

Gold Coast: (07) 5592 0266 w w w. L M g o l d s t a r. c o m . a u

VALUERS - REAL ESTATE

The sign of an Industry Specialist.

WWW.POOLGEARAUSTRALIA.COM.AU

MANAGEMENT RIGHTS VALUATION SPECIALISTS Australian Valuers have proven to be the No.1 choice for this highly specialised work. Our valuation team operate on a national level providing advice to the majority of Australia’s Banks

Heat Pumps

Proudly installed and serviced

australianvaluers.com.au Noosa 5449 7855 | Maroochydore 5443 2111 Caloundra 5438 1588

20 • equipment • repairs • regular servicing • maintenance • chemical supplies • swimming aids & toys

mlr@australianvaluers.com.au 1800 664 094

Reward your best suppliers by nominating them for the Preferred Supplier Programme.

153 Cooyar Street, Noosa Junction (07) 5447 3896 shop@noosapoolandspa.com

Simply send their details with a short testimonial to: psp@resortpublishing.com.au or call (07) 5440 5322

They’ll thank you for it! June, 2019 | ResortNews

PREFERRED SUPPLIER DIRECTORY