Resort News - September 2021 by Multimedia AU/NZ

Registered by Australia Post Print Post No. 100023799

Issue 301 | September 2021 | $13.75 inc. GST

The Monthly Magazine for Accommodation Industry Professionals

www.accomnews.com.au

Profiles Bellardoo Holiday Apartments Pacific Surf Beachfront Apartments Person of Interest Steve Shanahan management rights • hotels • motels • resorts • holiday parks • time share • hosted SPECIALISTS IN ACCOMMODATION FURNITURE FF&E AND JOINERY Custom made furniture including packages & finance solutions.

Dennis Clark MDIA Hotel Interiors

Packages from $4320+GST per room or customised for your project CALL NOW TO LEARN MORE

www.hotelinteriors.com.au | info@hotelinteriors.com.au | 1300 876 055

Climate Control has been supplying the Gold Coast, Southern Brisbane and Northern New South Wales regions with quality air conditioning services since 1977. Climate Control offers a complete range of air-conditioning services to meet your specific requirements including design, service, installation, repairs, parts and maintenance. We are commercial air conditioning specialist, servicing inverter split systems, ducted systems, multi-unit split systems, VRF units and commercial package systems. We are also fully experienced mechanical contractors and can assist with any enquiries you may have in regards to ductwork repairs and/or replacements, toilet exhaust fans, and car park exhaust systems.

Contact our office and a member of our experienced team will visit with you to discuss your options and provide an obligation free quotation.

Call 07 5522 1044

www.climatecontrol.net.au

email: enquiries@climatecontrol.net.au QBCC License #69940 and ARC #AU00057

COMPLETE BUSINESS SOLUTION Bring your business together seamlessly, with HiRUM

Channel Manager

Property Management System

Direct Property Booking Engine

Mobile Apps

Ongoing Support & Training

Auto Guest Communication Plus, so much more!

SCAN ME Visit us at hirum.com.au Contact us at info@hirum.com.au

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.

Advertising Conditions 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.

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. © 2021 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.

Inside our September issue FRONT DESK Editor’s Note: Doing it tough? Show support and kindness .................................................05

INDUSTRY Special Report: Letting pools dry up but returns still pour in........................................................... 06 Op-Ed: By-laws cannot prevent holiday or short term lettings ...............................................................08 ARAMA Report ........................................................................... 10 State Report ................................................................................ 12 SCA Report .................................................................................. 13

BCCM Report .............................................................................. 14 Person of Interest – Steve Shanahan: Bright Idea Turns in a Management Rights Powerhouse................................................................... 18

MANAGEMENT Legal Ease.....................................................................................20 By All Accounts ..........................................................................22 Motel Market ...............................................................................23 Q&A: Valuing Management and Letting Rights ............24 Thinking MR.................................................................................26 Good Governance .....................................................................30

Building Relationships.............................................................30 Pool Management: Keeping the pool water safe with proper management ......................................................32 Intonet ...........................................................................................34

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

Mandy Clarke editor@accomnews.com.au

INDUSTRY REPORTERS

Grantlee Kieza

DESIGN & PRODUCTION

Richard McGill

ADVERTISING SUBSCRIPTIONS

Stewart Shimmin advertising@accomnews.com.au Gavin Bill subscriptions@accomnews.com.au

CONTRIBUTORS Arvo Elias, Jonathan Hanaghan, Natasha James, Lynda Kypriadakis, Janneke Leffers, John Mahoney, Andrew Morgan, Col Myers, James Nickless, Grant Nolan, Victoria Peterson, Mike Phipps, Trevor Rawnsley, Kelley Rigby and Michelle Scott

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!

Direct Bookings..........................................................................34 Increasing Revenue ..................................................................36

EVENTS & APPOINTMENTS Events.............................................................................................38

DEVELOPMENTS Development News ..................................................................40

PROPERTY New Managers............................................................................42 AccomProperties Sales Report ...........................................42

PROFILES Bellardoo Holiday Apartments: Management rights in our own words ..............................44 Pacific Surf Apartments: Retired couple ride perfect wave taking on Pacific Surf....................................48

PREFERRED SUPPLIERS Preferred Supplied Directory ................................................50 FRONT DESK

40 ResortNews | September 2021

accident caused a traumatic brain injury, blood clot, multiple fractures, and put Alexa into an induced coma.

In the 15 years or so that I have been involved in management rights, I have learned that this is a very special industry…

It is relatively small but filled with many talented, kind, passionate people who continuously strive not only to protect the sector so that small businesses can thrive, but who also support each other. I hate to be cheesy (not true I am unapologetically cheesy) but we are very much a management rights family. Yes, the sector has been going through some particularly turbulent times, but everyone is going through the ups and downs together. We just need to remember to reach out because support can be found from incredible people. Many are doing it tough, but some journeys are harder than others. I want to send love and support to a long-time management rights owner/operator and friend of Resort News, Russell Leary.

Mandy Clarke, Editor editor@accomnews.com.au Russell is a Noosa local, and currently the management rights owner of the Culgoa Point Beach Resort. Russell and his family recently faced immense challenges. Some of you may not know that since July, Russell’s 20-year-old daughter, Sunshine Coast triathlete Alexa Leary has been fighting for her life following a horrific bike accident she endured while on a training ride one morning in Pomona. The

I have been following the Leary family’s journey. ‘Lex’, as Alexa is affectionately known, is making amazing progress after showing signs of recovery a few weeks ago. Lex is fighting hard and Russell, along with Lex’s mum Belinda, and the rest of the family, have been by her side the whole time at the Royal Brisbane and Women’s Hospital. Lex’s friends began a #moveforlex campaign on Instagram, and to the family’s welcome surprise, support and inspiration poured in from thousands of people around the globe. At the time of writing, Lex’s campaign has attracted more than 75K followers on Instagram. I encourage you to follow the account @moveforlex and post photos using the hashtag, #moveforlex. The support has been encouraging Lex’s recovery as well as inspiring others to “get out, get moving, and do it for those who can’t”. Supporters include the players from

Hawthorn Football Club, members of Noosa’s F45 gym, and rugby league legend Johnathan Thurston, so please join in the chorus of voices supporting #moveforlex online to show Russell, Lex and family lots of love and support.

EDITOR'S NOTE

Doing it tough? Show support and kindness

September’s Resort News is another great read. Alongside our usual columns and important industry topics, we have an interview with long-time management rights owner operator Steve Shanahan and a very informative Q&A with valuers Alison Sun and Alex McCowan from Accom Valuers. Our industry reporter, Grantlee Kieza, has also put together an interesting report on letting pools for you, and we present two resort manager profile stories. I hope you enjoy this edition of Resort News. Get in touch, I love getting your feedback and remember our team is here to support you. Cheers, Mandy

STRUGGLING TO GET MULTIPLE OWNERS TO REFURBISH? WE HAVE THE SOLUTION.

SPECIALISTS IN ACCOMMODATION FURNITURE FF&E AND JOINERY

CREATE THE LOOK Our interior designer creates a furniture package at no cost to you, specific to your property and budget.

SELL THE CONCEPT

FINANCE

IMPLEMENTATION

Custom made furniture including packages & finance solutions.

We supply a business case example for you to present with the concept.

Our Australian finance partner manages the finance complexities across multiple owners.

We project manage all the delivery and installation.

LEARN MORE

ResortNews | September 2021

www.hotelinteriors.com.au info@hotelinteriors.com.au | 1300 876 055

FRONT DESK

Dennis Clark MDIA Hotel Interiors

SPECIAL REPORT

Photo by Francesca Tosolini on Unsplash

Letting pools dry up but returns still pour in By Grantlee Kieza, Industry Reporter

rental or short-term holiday accommodation.

The feeding frenzy of Australia’s nationwide property boom is drying up the rental pools for management rights, but the industry remains resilient even with less stock.

“There definitely is a buying frenzy right now in Queensland,” said Trevor Rawnsley, the CEO of the Australian Resident Accommodation Managers Association (ARAMA).

With Australian property values having increased by an average of 18 percent nationwide over the last 12 months largely because of COVID-inspired sea changers and a shortage of stock, more and more investors are cashing in on the boom by turning Queensland bricks and mortar into cash. Or they are moving from interstate and into properties that were once long-term

“The number of properties available for long-term, residential tenancy or as holiday apartments is dropping in Queensland and across the east coast of New South Wales. But it’s not going to be like that forever, and it’s very possible that some of that stock that has been taken out of the rental pool will eventually be used as rental investments again. “And just because there is a drop in stock doesn’t mean management rights are any less profitable. The value of management rights is not

really determined by the number of units in the letting pool. It’s determined by the profitability of the business, and a large letting pool can withstand a 10 percent drop in units, especially in a climate where rents are rising rapidly. “If a property has 100 units in its letting pool and it drops by 10, the rents might have increased by 15 to 20 percent at the same time, so the management rights are actually more profitable.” Mr Rawnsley said he had never seen such market demand for real estate than during this COVID pandemic. “There is a shortage of apartments in most markets,” he said, “and that is reflected in their increased value. “Owners of holiday apartments who are getting pretty much zero

INDUSTRY

return in some cases because of lockdowns and border closures are putting those apartments on the market and they are being snapped up by owner occupiers. “In some holiday complexes some purchasers from interstate are not even moving up to Queensland but just holding on to the vacant properties until the lockdowns or border closures end.” Antonia Mercorella, the Chief Executive Officer of the Real Estate Institute of Queensland (REIQ), said it was “only natural” that many real estate investors in South East Queensland were taking advantage of such a buoyant seller’s market. “We are seeing a lot of people who have been interstate investors moving to Queensland and deciding to live in what had been their investment ResortNews | September 2021

properties, whether this is a permanent arrangement, or an interim arrangement remains to be seen,” Ms Mercorella said.

Phipps said an emerging trend in the industry is that people who would normally buy mid-market management rights were now stepping across into being managing partners in syndicates.

“In terms of the impact that is going to have on management rights operators, clearly it may mean the loss of revenue for them if they are no longer required to manage properties that were previously being let out to tenants or holidaymakers.” Ms Mercorella said while soaring prices were a key factor in investors cashing out of the real estate market, Queensland’s proposed tenancy reforms were also believed to be a factor in an investor exodus. “There is anecdotal feedback that a number of investors have made the decision because they see the reforms as being unfair to them and they no longer want to be landlords,” Ms Mercorella said.

“To some degree that is taking some of the talent out of the mid-market,” Mr Phipps said.

Photo by Frank Busch on Unsplash

Ms Rigby said rental prices had become “insane” on the Gold Coast and despite high sale prices she always encourages investors to keep their property.

“Instead, they have decided that they want to take their money to asset classes where the regulation is less stringent.”

“Not only have the rents increased dramatically,” Ms Rigby said, “but there are now 30 candidates for each property. There are families out there living in caravan parks because they can’t get anything to rent.”

Kelley Rigby, the Managing Director of Letts Rebuild, said investors on the Gold Coast were revelling in great price rises.

Trevor Rawnsley said in the management rights business “the tide comes in and the tide goes out” with letting pools.

“It seems very attractive to sell,” Ms Rigby said, “and some investors from Sydney and Melbourne who may be struggling financially with lockdowns are cashing in on their investments.

“There is certainly a shift to owner occupiers from short stay investors, particularly with interstate migration,” he said.

“We’ve had properties in Mermaid Waters that were selling for $320,000 at the start of the pandemic 18 months ago now going for $440,000. It’s a huge jump that’s unprecedented. “A few property managers have told me they have owners moving into their own rental properties and taking them from the letting pool. But I always say that the management rights business is swings and roundabouts – you can lose five from the pool but eventually you’ll get back 10. “I always try to be an optimist. I always think a lot of the owners will eventually become investors. A lot of the people buying in are young and they will eventually move from their two-bedroom apartment to a bigger property when they want to start a family, so that property has a good chance of going back into the letting pool as part of the management rights.” ResortNews | September 2021

“In terms of long-term residential tenancies, owner occupiers are selling to other owner occupiers in record numbers and investors in long-term residential tenancy complexes are selling to owner occupiers even though the rental returns are now phenomenal. “But there is always the chance that a property will come back into the letting pool. “Something that is harder to unscramble is those holiday apartments that are being sold to owner occupiers. They are not lost forever to the industry but it takes a while to swing them back.” Mr Rawnsley said more people taking holidays from around Australia would help the short-term market enormously. ARAMA’s message is to get borders open and to encourage everyone who can, to go and get vaccinated. He said the major factor impacting the value of management rights remained

“the desire to own real estate in Queensland and the entire east coast of NSW. “The dramatic rise in the value of real estate is really a great thing overall for the value of management rights businesses,” Mr Rawnsley said. While COVID lockdowns severely impacted the sale of short-term MR businesses last year, rising real estate prices have accelerated the value of permanent MR businesses. In February, one of the largest permanent management rights complexes on the Sunshine Coast was sold for what is believed to be a record multiplier, with demand for accommodation complexes being driven by high rents and extremely low vacancy rates. The management rights to Atrium at Buderim were sold by Habitat Development Group to Prestige Building Management for just under $5 million, which represents a multiplier of 6.1 for the 305-unit complex. There are 258 units in Atrium’s letting pool. The sale came against the backdrop of border closures and lockdowns, showing there was a great demand for people wanting to live on the Sunshine Coast, with permanent complexes in great demand. The Sunshine Coast’s increasingly tight rental market has pushed some renters into caravans, garages and other short-term accommodation. The region’s median rental availability in December 2020 was just 0.3 per cent, according to the REIQ. Management rights oracle Mike

INDUSTRY

“The presence of syndicates in the industry has been a factor for at least 20 years – because there is a significant number of people who understand the management rights business model and want to invest in it but don’t want to operate the asset. “They can see that from a risk and return model management rights probably presents the lowest risk for the strongest return on equity of any business that I’m aware of. “What the industry is now finding is that there are probably less buyers for the $200-$250,000 net buildings because those same buyers can take their equity position and join with a group of investors to buy something significantly bigger. “The larger management rights will within reason always give you a bigger return.” Mr Phipps said many syndicates were now buying multiple management rights. “Syndicates are looking for additional bolt-on businesses,” he said, “so you will find syndicates buying smaller management rights that they would not normally buy as standalone business, but the purchase makes sense as an addition to their current portfolio. “That is driving up the price for smaller management rights in strategic locations.” Mr Phipps said a property in the Brisbane suburbs which might be making $120,000 a year would not normally attract a syndicate’s interest. “But if the syndicate has four other management rights in that suburb it might make good sense to acquire the $120,000 net business as an addition,” he said. “That’s certainly a trend that’s accelerating the value to some of the smaller businesses, providing they are in good location “It’s driving prices up for those management rights, too.”

OP-ED

©ngad - stock.adobe.com

By-laws cannot prevent holiday or short term lettings Recent publications by some corporate lawyers have intentionally or otherwise encouraged bodies corporate to consider enacting bylaws to ban holiday and short term lettings. That is despite the Body Corporate and Community Management Act (BCCMA) prohibiting such by-laws. Blanket claims that bodies corporate can use their bylaw making power to prevent different types of lettings are wrong. The basis for the claims is a recent District Court decision which concerned a complex (Fairway Island) governed by the Building Units and Group Titles Act (BUGTA). The arguments used seek to apply the judge’s comments in that case to the term “residential use” where used in the BCCMA. Enacting such by-laws will likely lead to disputes between owners, bodies corporate and resident managers – with no real winner other than body corporate lawyers. Managers could be excused for thinking that this is yet another

work together for the benefit of all owners, not against each other. Hopefully bodies corporate considering such by-laws will recognise this and work with, rather than against their resident manager to address any perceived problems with short term lettings.

John Mahoney, Partner, Mahoneys

attack on our industry which is already suffering from reduced occupancies and consequential revenue loss with border closures. Some might also see such an attack as similar to those faced by buyers and sellers of management rights in the assignment process, which has become protracted and difficult and where body corporate lawyers are charging the outgoing manager legal fees of thousands of dollars, and in some cases tens of thousands of dollars, for acting in the assignment. Many experts with far greater experience than me consistently maintain, justifiably, that the best community title schemes are those where the body corporate manager, the resident manager and the committee

Whilst this article sets out why a body corporate under the BCCMA cannot prohibit a particular form of lettings it should be remembered that planning laws and development approvals might act to prevent holiday or short term lettings.

Residential use The crux of the issue is the term “residential use”. What exactly does that term mean? The proper approach is to give the words of a statutory provision the meaning which the legislator is taken to have intended them to have. This is ascertained by consideration of the text (the actual section); context (the entirety of the BCCMA and its regulation modules); and purpose (here, BCCMA, sections 2 – 4). The interpretation that will best achieve the purpose of the Act is to be preferred to any other interpretation.

INDUSTRY

Text and context The BCCMA does not define “residential use”. As Isaacs J commented in a high court decision “.. (the word) “resident” and its cognate terms “reside”, “residing” and “residence,” are terms not of art or defined legal import but of very flexible meaning, acquiring whatever precision they have in any given case from their surroundings.” Some guidance of what the legislators intended might be gained from section 111C of the BCCMA which defines a residential lot as, one the subject of (or immediately available to be the subject of) a lease or letting for accommodation for long or short term residential purposes. Whilst that definition contemplates that there are long-term and short-term types of residential purposes it may not be entirely relevant as it is used in the context of a specified two lot scheme in a different part of the BCCMA, it is nevertheless indicative of what the term might encompass. To the extent that there is any ambiguity as to the meaning of the term, the regulations may be used to construe the Act itself. The regulations likewise define an accommodation ResortNews | September 2021

lot as, one the subject of (or immediately available to be the subject of) a lease or letting for accommodation for long or short term residential purposes. Once again the legislators contemplated long-term and short-term types of residential purposes.

Purpose of BCCMA

“Clause 4 recognises the important contribution the community titles sector makes to Queensland’s tourism industry, particularly through the provision of short-term holiday accommodation. The amendment in part encourages bodies corporate to consider tourism issues in the administration of their schemes.”

In looking at the purpose of the Similarly, the explanatory note BCCM Act, the primary object of for the 2020 Accommodation the Act is expressed in section Module includes this statement: 2 as to provide for flexible and “The (new module) provides contemporary communally management processes based arrangements for the designed for community use of freehold land, having titles schemes that are used regard to the secondary ACCOMPROPERTIES predominantly for short or objects. One of the secondary long-term letting purposes objects expressed in section (including for example, holiday 4 is to encourage the tourism letting or serviced apartment potential of community operations) with the need for titles schemes without accommodation management.” diminishing the rights and

But is short term holiday letting a residential use? The dictionary suggests not. But as Isaacs J says, “resident” and its cognate terms “reside”, “residing” and “residence,” are terms not of art or defined legal import but of very flexible meaning. This is where section 14A of the Acts Interpretation Act comes to the fore. The interpretation to be preferred is that which best achieves parliament’s purposes. Here, one of those purposes is to encourage “Queensland’s tourism industry, particularly through the provision of short term holiday accommodation”. That is best achieved by interpreting short term holiday letting as a form of residential use.

for buying Management Rights, Motels, Hotels and Caravan Parks in Australia Categories

Price

Location / State

responsibilities of lot owners, and intending buyers of lots.

It is clear from the secondary objects and the extrinsic material that parliament Parliament clearly intended intended for short term holiday tourism within community titles letting to be operated from a schemes. This is reinforced community titles scheme. It in the explanatory note to is also clear from the text of the Body Corporate and section 180(3) that parliament Community Management and Other Legislation AmendmentA C C O M thought P R O P E R Tthere I E S - was M A Kmore E Y O Uthan RSELF one type of residential use. Act 2007 which reads in part:

SEARCH BUGTA V BCCMA

BUGTA yields a different result because of the absence of sections 2 - 4 of the BCCMA. The Fairway Island decision involved the construction of a by-law and its validity. BUGTA does not have an equivalent of section ofCthe BCCMA HO M E I N 180(3) THE AC OMM ODATION and the validity question was

Find your accommodation business now

Management Rights

Hotels

Motels

determined by reference to the general lawmaking power in section 30(3) of BUGTA which has no equivalent of sections 2 – 4 of BCCMA. The issue in the Fairway Island case was a different question under different legislation. It cannot be said that had the by-law in Fairway Island been made under the BCCMA, it would have been upheld for the same reasoning because the validity issue would be determined by reference to section 180(3) which would be given the meaning set out above. Hopefully bodies corporate will not embark on a mission of enacting by-laws to ban holiday or short term lettings. That will only lead to division, disputation and disruption with the body corporate not achieving what it hopes to. Even putting aside section 180(3), the by-law would need to overcome sections 169 and 180(7) which prevent by-laws which are unreasonable, oppressive or those which prohibit otherwise lawful activities. A more detailed technical can be found on the Mahoneys website.

I N D U analysis STRY

Caravan Parks

RECEIVE PROPERTY ALERTS

ACCOMPROPERTIES

for buying Management Rights, Motels, • Modernised website design aesthetic Hotels and Caravan Parks in Australia • Faster page load speeds

• Streamlined user experience to navigate to qualified listings Price SEARCH / State user experience • Categories An enrichedLocation mobile • Easier response forms for buyer enquiries

OVER 1000 LISTINGS TO CHOOSE FROM ALL THE LEADING BROKERS ACCOMPROPERTIES - MAKE YOURSELF AT HOME IN THE ACCOMMODATION INDUSTRY

Find your accommodation business now

www.accomproperties.com.au Management Rights

ResortNews | September 2021

Hotels

Motels

R E C E I V E INDUSTRY PROPERTY ALERTS

Caravan Parks

ARAMA REPORT

Marketing in the world of MLR and its importance

If you came into the business of management and letting rights (MLR) because you saw an attractive balance sheet but have solely focused on the maintenance of gardens and not on the importance of marketing, then you have not set down the road for success. Our business is referred to as ‘Management and Letting Rights’ for a reason. That is the resident manager has a dual role as both a caretaking service provider and an onsite letting agent. This dual role provides an opportunity to market services to a number of different target markets. To define, a target market “is a group of existing or potential customers that you identify to provide products or services to. Each group can be divided into smaller segments”. In relation to the business of management and letting rights these segments are typically grouped by unit owner occupier, unit owner investor, the body corporate committee, tenants and in the case of shortterm letting, holiday guests or corporate guests. However, they may also include lot owners who self-manage or use the services of outside agencies. Also included are lot owners who “lock up” their lot, prospective

The amount of time and effort that you put into marketing will ultimately drive the success of your business Trevor Rawnsley, CEO, ARAMA

investor owners looking to buy a lot within the scheme and prospective tenants or short-term guests looking to rent either on a long term or a short-term basis. Once you have defined your target audience, you will find it easier to determine where and how to market your business. When we talk about marketing in MLR there are two broad target markets to focus on. The first is the internal client and the second is the external customer. One target market for example If you’re in a short-term letting complex would be a holiday guest, which is an external market easily identified. You may use various marketing methods such as OTA`s, EDM’s (Electronic Direct Mail) or social media channels to entice them to stay in your building. In the old days an ‘A Frame sign’ – usually did the trick. Not so easy to identify in a residential tenancy market, is that there are going to be tenants

(external market) wanting to stay in your building. You should have a presence, whether it be a website or social media where prospective long-term tenants can contact or view the property. You want to ensure that as an onsite resident manager you are enticing potential residential tenants to seek accommodation in your building as a form of external marketing. If we look at the broader term of what marketing is, it is “the action or business of promoting and selling products or services, including marketing research and advertising”. Currently, the marketing of long-term buildings, for residential tenants, is largely limited to using online platforms such as realestate.com for example. In the current climate there are still an unacceptably high number of resident managers who operate long term rental accommodation and still do not even have a website, let alone even consider enticing prospective tenants to rent in their scheme. The one thing that

INDUSTRY

all resident managers have in common, whether you’re thinking about your role as an onsite letting agent, or as a caretaking service provider is that we all have clients and customers. The client in this case is called a lot owner and may be an investor owner who trusts you as their onsite letting agent with their unit, apartment or townhouse and would be expecting you to market to those external customers. Too often resident managers do not market their own services and abilities to their clients. They don’t contact their clients frequently enough and there is nothing worse than contacting a lot owner (client) to tell them something needs fixing and that’s the only time they hear from them. These are missed marketing opportunities. It imperative to be communicating to your lot owner clients about the initiatives carried out by you as an on-site letting agent and how your efforts have contributed to increased ResortNews | September 2021

revenue for them. Remember they are trusting you with their investment, so you owe it to your client to explain what is happening and why their return on investment is up – or down and what you are doing about it. You also have lot owner clients who might live on site or who might lock their apartment up, and not let it out, or they might use an external agent to manage their letting services. This is an opportunity for the resident manager, whether they’re in a short stay or long stay letting building, to promote themselves to their client base and their lot owners. It is recommended to convey all the wonderful things carried out around the scheme, in the role as a caretaking service provider, or on-site letting agent. This forms part of your duty to market your business to your clients. You have a captive market and an advantage over your competitors so you should make full use of this competitive advantage. Strive to make your existing clients proud to receive your services and your potential clients envious. Every person who operates a

MLR business, should consider their clients as a potential target for internal marketing. Each of the clients and lot owners might have a particular perception or perspective, so it is important to tailor the message to suit the lot owner investor, lot owner occupier, or lot owner with an outside agent. This is an opportunity that is sometimes missed by resident managers. A report might be produced for the committee, but are they actually doing more than reporting to their lot owners? What could be produced is an EDM (electronic direct email) that describes what’s happening around the area or what is happening in the market or local neighborhood. Most importantly they could be advising what they’re doing to add value to the scheme or their return on investment. There should be a consistent flow of information, whether it be monthly or at some other regular interval from the resident manager to their lot owner clients. The information will naturally carry several different messages as they will

need to be segmented for the audience ie., investor owners, owner occupiers, or existing tenants which all forms part of your internal marketing mix. The one thing that is clear from our members at ARAMA is that our high performing operators all have the same thing in common, which is they all market the hell out of their own services. They realise that even a person who lives within the scheme and who doesn’t give them any real direct income, is a worthwhile marketing target and you may need their vote one day! You still need to convince them that they can’t get the same standard of living without you being there. You are marketing your USP (unique selling proposition) as indispensable to the scheme and its occupiers. If you want your business booming and there are many that are right now, don’t leave it to chance. You should be thinking about sustaining that boom and making improvements in the way in which you communicate and market your business to have that good business continue. If your business is struggling, then

you really do need to find a way to get your positive marketing message out to your clients. If you’re losing units out of the letting pool and you’re pointing the finger at the economy, COVID and everything else, perhaps if you marketed your ability to sell their property through you, you might just have some control over who buys it, especially if you have already pre-marketed to prospective investor owners. If you think marketing is too difficult, then there are plenty of clever marketing organisations out there that can help you and would be an invaluable investment in the future of your business. The amount of time and effort that you put into marketing will ultimately drive the success of your business. ARAMA is going on the road later this year and will be discussing with members the different ways that you can sustain the success of your business via direct marketing in further detail alongside Nuvho, who are one of our valuable ARAMA supporters.

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

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

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.

For membership enquiries:

national@arama.com.au | www.arama.com.au 1300 ARAMA Q (1300 27 26 27) ResortNews | September 2021

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

PR: The missing link in MR I have always said that building managers should be 25 percent cleaner, 25 percent letting agent and 50 percent politician!

We are increasingly hearing noise from groups such as the Unit Owners Association Qld Inc about what’s wrong with the management rights industry. If you believe everything being said, building managers are overpaid, underworked and provide no value for money at all. What is constantly ignored, however, is that building managers have one of the largest (if not the largest) financial investment in the strata scheme and they are personally motivated to achieve the best outcome for the strata scheme. Building managers mostly live on site with the tenants that they put into investor owners’ units and they are generally available to troubleshoot problems 24/7.

So what’s missing? Why are some owners not seeing the valuable contributions made

Col Myers,

Small Myers Hughes

by their building manager? Largely it’s a matter of perception versus reality. What owners perceive is not always an accurate reflection of what is actually happening in their strata scheme. Clearly, if owners don’t see their building manager pushing the lawn mower around it’s reasonable for them to assume they never mowed the lawns.

that includes operating a website that is specific to the complex, driving rental returns for their investor owners and cleaning and maintaining the common areas of the complex to a standard that maintains or increases their owners’ unit values. For most owners (especially investor owners) these are things they seldom or never notice – unless they specifically look for them.

Building managers devote nearly all of their time to conducting their business. They are small business operators running an enterprise

I have always said that building managers should be 25 percent cleaner, 25 percent letting agent and 50 percent politician!

RELIEF MANAGEMENT

& POSITIONS VACANT DIRECTORY

TAKE THAT GET AWAY NOW!

RELIEF MANAGEMENT

(WQ) West Qld (CQ) Central Qld (VIC) Victoria (NSW) New South Wales

• Puma, Hirum, REI Master, Satin, RMS and Motelier Experience • Prepared to Travel • 17 Years as a Relief Manager • Previous Owner Operator of M/Rights Area of Service

GC Key: (GC) Gold Coast (BR) Brisbane (SC) Sunshine Coast (NQ) North Qld

MIKE McCALLUM Mb: 0417 716 385 mike1mc@bigpond.com

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.

The time has come for building managers to up the ante big time in relation to their communication skills. They need to regularly make their owners aware of what value they bring to the complex. When push comes to shove in strata-land, winning the vote is everything. On most occasions, the key voting threshold is only 51 percent of those owners who actually vote at body corporate meetings. This is not a big hurdle and every building manager needs to make sure that they can win this vote, if and when required. If you have the backing of a majority of owners, you can bypass a recalcitrant committee or you can get that term topup when needed to retain the capital value of your business. There are many good committees in strata-land that appreciate the work of good building managers. By the same token, there are also many other committees out there that will never be satisfied with their building managers, no matter how hard they work. Irrespective of whether you have an appreciative committee, or a committee dominated by ‘condo commanders’, the time has come for building managers to ramp up

INDUSTRY

their PR. The process is simple really. Most building managers own a lot in their complex. As such, they are entitled to inspect the body corporate records and to make a list of owners and their contact details. By using this information to compile an email list, the building manager can then make direct contact with owners on a regular (monthly?) basis. This can be done without requiring the approval of the committee. Newsletters are a powerful weapon in the communication process, particularly when you include photos. Each month, you can let all owners know about the work you have done at the complex and what you are doing to help maintain or improve their asset. Another communication method that I heard of recently involved a building manager meeting with building contractors on site to discuss rectification work that needed to be done to parts of the building. Instead of trying to explain these issues to owners second-hand, they used their iPhone to video their discussions with the builders and then sent the video to their owners as part of their monthly newsletter. This was a brilliant initiative, and the owners were very appreciative to hear the building contractors talk directly to them about the necessary rectification work. I’m a big believer in the triangle of good strata management being the strata manager, the committee, and the building manager. If all three parties work together for the benefit of the complex, then the owners are the winners. However, if the committee is always negative to anything the building manager does then it’s time to bypass the committee and go direct to the owners! ResortNews | September 2021

Loneliness and social isolation:

SCA (Qld) has recently contributed to the Queensland Government’s inquiry into loneliness and social isolation. Factors such as health services, public transport and community development have significant inﬂuence in whether citizens are more likely to experience social isolation or loneliness. Loneliness can have negative health, social, and economic outcomes for both individuals and society more broadly. As an organisation, we are committed to ensuring that strata plays a positive role in the economic and social well-being of Queensland. There are several studies which look into the effect of the built environment on social isolation and psychological well-being, and most indicate that city planning, and architecture is a key factor in either helping social connection or hindering it. There are several ways in which strata properties can provide solutions for isolation and loneliness. One of the simplest ways the built environment can influence social isolation and loneliness is the allowance for more green space in a community. Green space is broadly taken to mean things like parks and vegetation cover. The University of New South Wales has recently published a study which found that there was a strong correlation between green space levels and a reduction in loneliness. The study found that adults who reside in neighbourhoods with 30 percent or greater green space had vastly lower odds of being lonely than their peers living in areas where there is 10 percent or less green space. This effect was even more pronounced when individuals were living alone. The likelihood of individuals feeling lonely is halved when living in a high green space area when compared ResortNews | September 2021

SCA REPORT

Is strata living the solution?

James Nickless, President, SCA, Qld

with the alternative. SCA (Qld) acknowledges strata does not directly create more green space, but denser living gives greater opportunity to councils and private individuals to preserve and curate more green spaces. Another way to potentially reduce the feeling of loneliness is to ensure widespread home ownership. The stability that comes with homeownership can contribute to a sense of community. In the final quarter of 2020, the disparity between the price of detached houses in Brisbane and strata properties was approximately $300,000. This shows that strata properties can allow a broader demographic of Queenslanders to own their own home. Homeowners have been shown to have better community and social connectedness which goes hand in hand with a reduction in loneliness. Harvard Political Scientist Robert Putnam, whose book Bowling Alone: The Collapse and Revival of American Community (2000) is considered a seminal work on the declining social capital in America has noted “(he) was shocked to find how robust a predictor of social isolation commuting is… a simple rule of thumb: Every ten minutes of commuting results in ten percent fewer social connections. Commuting is connected to social isolation, which causes unhappiness.”

concerns, leaving more room for social activities. SCA (Qld) is committed to advocating for strata from a holistic perspective. We believe that strata’s role in the communities of the future will be larger than it is today. The number of schemes is set to inevitably grow and policy must ensure that government has a “strata policy” which informs planning and takes social as well as economic considerations into account. An intelligently designed strata policy, which takes into account planning considerations to ensure that all the above factors are considered, will help ensure stronger, more vibrant Queensland communities into the future. Strata can help

ensure vibrant cities with ample green space, affordable housing and low commute times. These are goals that are unlikely to be achievable into the future without a proactive strata policy. SCA (Qld) believes that strata can be a key part of a society wide strategy to limit loneliness. We have been active in advocating this to the Queensland Government created the recent committee inquiry into loneliness and social isolation. We are committed to ensuring that considerations of strata in policy making becomes the norm for government- this growing sector of our economy and society cannot be forgotten. SCA (Qld) believes that strata is just one way in a multifaceted strategy to ameliorate loneliness.

QLD - NSW - VIC - WA

If the population in Queensland continues to grow, SCA (Qld) believes that a growth in strata schemes near employment hubs will reduce commute INDUSTRY

BCCM REPORT

Maintenance responsibilities in a building format plan (BFP) Owners and committees are often confused about who is responsible for maintenance within their body corporate. This is not surprising as it is not always a simple issue, especially in a scheme registered under a building format plan (BFP), where the body corporate might be responsible for parts of a lot. This article explains who is responsible for maintenance within a scheme registered under a BFP. Many community title schemes built after 1997 are registered under a BFP. A quick check of the registered survey plan is recommended to confirm that a BFP applies in the circumstances. This article provides general advice only and lot owners or bodies corporate need to take their own advice, as each case depends on its facts.

Photo by Romain Dancre on Unsplash

building are an individual owner’s lot and what parts are common property, by identifying where boundaries are located. The Land Title Act 1994 defines the boundaries in a BFP, earlier known as a building unit plan (BUP). The Act states that where one lot is separated from another lot or common property by a floor, wall or ceiling, the boundary of the lot is the centre of that floor, wall or ceiling.

The general principles Responsibility for maintenance usually depends on whether the parts of the building are common property or not. Parts of the building outside the boundaries on the survey plan are usually common property and the body corporate’s responsibility to maintain under Section 180 of the Standard Module. There are exceptions to this general principle in the case of a BFP. Some utility infrastructure and structural elements of the building located within the lot boundaries, for example, remain a body corporate maintenance responsibility. This means an owner or committee wishing to confirm the body corporate is responsible for carrying out maintenance work where a BFP is involved, needs to ask three questions: 1.

Does the maintenance relate to scheme common property?

Michelle Scott

Commissioner, Body Corporate & Community Management

Does the maintenance fall within one of the additional maintenance responsibilities of the body corporate under the Act and regulations? If the answer to either of these questions is “yes”, do any exceptions apply to prevent the work being a body corporate responsibility?

Boundaries of lots and common property in a BFP The first step in understanding who is responsible for maintaining a building within a scheme registered under a BFP involves identifying what parts of the

To fully interpret a survey plan, you may need to consult a qualified surveyor. A general guide is that the darker/ thicker lines in the plan are the boundaries of the lot. The boundaries are usually the walls or some other structural part of the building. Some lines may be paler, thinner, grey, dotted or dashed. These lines may define walls or parts of a building that are not a boundary structure. Some plans show square meterage for the inside and the balcony areas or garages, plus the total of the lot’s square meterage. This might also be handy to determine what parts of the building are part of the

INDUSTRY

owner’s lot if the lines are not clear, particularly on older plans. As you would expect, property inside the boundaries of an owner’s lot is not usually part of common property. There are exceptions to this rule in the case of utility infrastructure. Under Section 20 of the Body Corporate and Community Management Act, utility infrastructure that services more than one lot (apart from certain water meters), is included in the scheme’s common property, even if it is located within the boundaries of a lot.

Additional body corporate maintenance responsibilities In addition to being responsible for maintaining common property, Section 180 of the Standard Module requires a body corporate for a scheme registered under a BFP to maintain: •

Railings, parapets and balustrades on the boundary of a lot and common property

•

Doors, windows, and fittings in a wall separating a lot and common property ResortNews | September 2021

We’re Queenslanders painting Queensland Keep your highrises and apartments up to date with Rochele Painting

Obligation free quotes 6DIH DQG HɝFLHQW DIWHU KRXUV RSWLRQV )XOO\ WDLORUHG PDLQWHQDQFH SODQ RSWLRQV QBCC No: 15009294

GIVE US A CALL 1300 808 164 service@rochelepainting.com.au

rochelepainting.com.au

•

Roofing structures and membranes providing protection

•

Foundation structures

•

Supporting frameworks such as load-bearing walls

The obligation applies, regardless of whether these elements are part of the common property of the scheme.

Exceptions The final step to confirm whether the body corporate is responsible for particular maintenance work is to check the regulations to ensure there are no exceptions to the usual principles. Section 180 of the Standard Module contains a limited number of exceptions to clarify that, despite the body corporate’s usual maintenance obligations, it is not responsible for maintaining: •

•

Fixtures or fittings installed by an occupier of a lot for their own benefit, or A hot-water system, washing machine, clothes dryer, solar panels, air conditioning system, television antenna or other device or supplying utility services – if they only relate to supply of services to one owner’s lot.

Common questions around responsibility for maintenance The following are some examples of elements of a building and who is responsible for maintenance.

Exterior walls

Foundations

Balconies and balustrades

As stated above, boundaries are the centre of the walls. When there is common property on the other side of the wall, with no exclusive use area, the outside half of the wall is common property. The body corporate is generally responsible for painting, maintaining rendering, cladding or otherwise maintaining the exterior surface of the walls.

Foundations are usually under the ground floor boundary structure. If so, they are most likely common property and the body corporate’s responsibility. However, even if foundations are within the boundaries of a lot, the legislation provides the body corporate is still responsible for maintaining them in a structurally sound condition.

An owner is usually responsible for painting (or other nonstructural maintenance) of walls inside a balcony located within the boundaries of their lot.

Soffits and eaves

Balconies have various elements, some of which are body corporate responsibility and some which are the owner’s responsibility. A balcony at the floor level of a lot is in most cases the boundary structure between the lot, and the one below. The top half of the balcony’s slab is above the centre of the boundary structure and therefore within the owner’s lot. An owner must maintain their lot in good condition, so tiles and other non-structural components (like painting walls within the balcony), in most cases, are the owner’s responsibility to maintain in good condition.

Roof A roof is a structural part of the building. Adjudicators have found that a roofing structure is not utility infrastructure. Usually, a roofing structure and the associated roofing membrane is located above the ceiling boundary and is part of common property. Occasionally, a roofing structure is located within the boundaries of the lot and therefore not part of common property. The body corporate must still maintain roofing structures in a structurally sound condition, even if they are not common property. Roofing membranes providing protection for lots and common property that are located inside the lot boundaries are in most cases the body corporate’s responsibility to maintain. A typical example of this is a roofing membrane on a balcony or patio floor, that forms the roof of a lot or common property below.

Soffits and eaves are usually outside the boundaries of the lot so in most cases, are the body corporate’s responsibility to maintain. Windows and doors The body corporate is responsible for maintaining doors, windows and their associated fittings if they are located in a boundary wall between the lot and common property. This applies to original doors, windows and fittings installed by the builder. An owner’s improvement (eg., an upgrade or change) to a door or window is normally their responsibility to maintain. Doors or windows located in a non-boundary wall remain the owner’s responsibility. In the plan example above, you will see the line showing the wall leading to the balcony is thinner, meaning it is not a boundary wall. In most cases, any doors or windows in that part of the wall are the owner’s responsibility.

INDUSTRY

The balustrades or railings of the balcony that are on the boundary of the lot, are generally the body corporate’s responsibility. The body corporate is also responsible for keeping the slab in a structurally sound condition. Roofing membranes and tiles There have been many disputes about who is responsible for tiles laid over a roofing membrane. The following information should assist to clarify the issue. Section 180 of the Standard Module provides the body corporate is usually responsible for a roofing membrane on a balcony, if it is a roofing structure providing protection for lots and common property. In some circumstances, the body corporate may have to cover all or some of the cost of lifting and replacing tiles to carry out the maintenance of the roofing membrane below the tiles. ResortNews | September 2021

For example, in Rutherglen [2008] QBCCMCmr 377 (14 October 2008), the adjudicator said: The balcony tiles are covered by a different provision. Maintenance of the tiles falls under the general rule that the applicant must maintain her own lot (Standard Module, 170(2)) [now Section 211 of the Standard Module]. If the balcony tiles are in good condition and the body corporate needs to remove those tiles to repair the waterproofing membrane, then the body corporate should also repair or replace tiles that need to be removed to rectify the membrane. However, if the tiles are not in good condition, then it would be appropriate for the body corporate to seek some apportionment as a result of the body corporate replacing old tiles with new tiles. In Galileo Tower- [2015] QBCCMCmr 581 (10 December 2015) the adjudicator found: Normally an owner is responsible

for tiles on their balcony. However, to the extent that it was necessary (as presumably would usually be the case) to remove the tiles to enable the waterproofing work that the body corporate is responsible for, the body corporate would be responsible for replacing the tiles. If only part of a tiled area needs to be removed to undertake work, replacement of all tiles in the area may be necessary if it is not feasible to match the tiles that have been removed. Any body corporate responsibility to replace tiles would arguably only be for tiles that are the same or the modern equivalent of the tiles that are removed, or tiles of an equivalent value to that. If an owner wanted different tiles, they would be responsible for any cost above the tiles that the body corporate is responsible for.

Inside the boundaries In most circumstances, the structural maintenance of original interior load bearing

walls and framework remains the body corporate’s responsibility. The non-structural maintenance of interior walls such as painting, plasterboard/gyprock or skirting boards, is normally the owner’s responsibility. Fixtures and fittings such as floor coverings, cupboards and benches, toilets, shower screens or vanities are commonly the owner’s responsibility. A common question is about cracks appearing in the ceiling or walls. Maintenance of superficial cracks is typically the owner’s responsibility. However, if the body corporate has failed to maintain the building in a structurally sound condition and that is the cause of the cracking, the body corporate might then be responsible to repair the cracks inside the boundaries of the lot. Waterproofing membranes located inside the lot boundaries, usually in wet areas like the kitchen, laundry or bathroom, are generally the owner’s responsibility to maintain. This type of membrane is normally

not a roofing membrane. An adjudicator stated in order The Dalgety (Apartments) [2020] QBCCMCmr 118 (6 March 2020): The waterproofing in the bathroom of a lot will be wholly within the boundaries of that lot and will not be common property. A body corporate is responsible for maintaining roofing membranes that are not common property but that provide protection for lots or common property. However, I do not consider waterproofing within the bathroom of a lot can rationally be categorised as a roofing membrane. This article clarifies the main issues surrounding maintenance in a BFP. As shown by the adjudicators’ orders, some maintenance issues need to be determined by the body corporate for their scheme’s individual situation. This means making reasonable decisions in the circumstances applying to the specific maintenance issue and its scheme.

PROGRAMME

This months suppliers to the programme ACCOUNTANTS & AUDITORS BUILDING MAINTENANCE SERVICES FURNITURE FURNITURE - OUTDOOR PAINTERS & DECORATORS SIGNS VALUERS - REAL ESTATE

Erika Thomas & Associates pbb consult CIW Pty Ltd Hotel Interiors Daydream Leisure Furniture Rochele Painting Wilko Painting Signarama Herron Todd White

All Preferred Suppliers have been recommended by other accommodation properties for their service and have qualified for inclusion in the programme. The next time you need to use a new supplier, why not make life easier and use a Preferred Supplier.

Management Rights Solicitors Management Rights Buying (existing businesses and off the plan), selling, renewals, new agreements and dispute resolution

Hotels & Motels Franchised, leasehold or freehold Property All aspects of commercial and residential property

We have offices conveniently located in Brisbane and the Sunshine Coast.

(07) 3226 3944 Matthew Russell,

Vanessa Sciortino,

mjr@nicholsons.com.au

vas@nicholsons.com.au

Partner To find a Preferred Supplier see the directory in the back of this issue

Special Counsel

www.nicholsons.com.au ResortNews | September 2021

INDUSTRY

PERSON OF INTEREST

PERSON OF INTEREST – STEVE SHANAHAN:

BRIGHT IDEA TURNS INTO A MANAGEMENT RIGHTS

POWERHOUSE By Grantlee Kieza, Industry Reporter

So, you decided on a career change?

Steve Shanahan was a country electrical contractor until he was 50. The former sparky told Grantlee Kieza that he had a lightbulb moment when he decided to buy management rights in Noosa.

Sue was born in North Queensland and was keen to get back to the coast. Through my friendship with Greg, we decided to have a crack at a motel. I looked around for one that we could afford and one that also met the criteria. Greg had advised me to look for a freehold motel that was big enough to employ staff.

You’re a big player in management rights but you started late? Yes. I started at 50 but I wish I’d started when I was 40 because it’s been a great business. Now, my wife Sue and I are involved in eight properties with six different partnerships. We’ve spread our business interests out to cover the whole sector. We’ve got holiday apartments, the Emerald Resort Noosa in Hastings Street and the Kirra Surf on the Gold Coast. We’ve got a short-term corporate apartment building at Bowen Hills called Annexe and two in Fortitude Valley called Miro and Atrio. We also have a very large permanent complex at Hamilton Harbour in Brisbane and two townhouse complexes at North Lakes.

Wow, that would keep you pretty busy? It depends what’s going on. The idea with partnerships is that you can engage managers so we’re pretty passive investors.

You had Noosa Pacific too? We sold that but Sue and I used to operate it independently until I retired.

On one trip to Brisbane to look at a motel I stopped overnight and read a newspaper that happened to have an advert for a Resort Brokers seminar on management rights at Brothers Leagues Club. I didn’t even know what management rights were at the time, but I went along. Although I continued to look at motels all the way from Airlie Beach to south of Sydney, the seminar on management rights prodded me to find out more about the industry. I’m pretty thorough with my research before I do anything, so I investigated it for a while.

Steve Shanahan

How did you start in the business?

inspections and that attracted a lot of cowboys to the trade.

I was born and bred in Tamworth, NSW. I was an electrical contractor with a reasonably sized business. It was a family company and that came with some challenges. We also had a small lucerne farm.

Then, I happened to do the electrical work on a big motel in Tamworth called the Powerhouse and I became friendly with Greg Mcquire who owned it. Over a few bottles of red I told him all about my work problems. Our kids had grown up and I was keen to break away from the family business and do something on my own. That was about 2003 when I was in my late 40s.

When deregulation came into the building industry, I became very disillusioned. They did away with a lot of

INDUSTRY

However, the more I researched it the keener I became, and I couldn’t really find any negatives about the business. Then early in 2005 I got serious about buying, we looked around and settled on Noosa Pacific.

You thought buying management rights was a better option than buying a freehold motel? Yes, because you’re not putting so much of your own money in. The returns are less but not significantly less. ResortNews | September 2021

The Emerald Resort Noosa in Hastings Street

Sue and I if we were interested in being a part of a partnership. We were. We had a bit of a rocky start, a problem with managers, but it sorted itself out and it wasn’t a bad investment. Now we buy into management rights through our super fund.

You should reach out and work out who the smart people are in the industry and learn from them. So how did Noosa Pacific go? We took over in February 2006. It had 51 apartments and 48 of those were in our letting pool. It was very hard at the start, coming from a totally different business, and Noosa Pacific needed a bit of work to bring it up to standard. We had no idea about staffing when we took over and were flat out busy, but gradually we learned on the job and the business just grew from that. I was lucky too, that the group that became ARAMA put on a course at Maroochydore Tech College two nights a week for four months. I completed the course, and it gave me some direction.

How long before it was up and running the way you wanted it? A couple of years. You can’t make wholesale changes all at once. The building had previous managers who’d had hiccups ResortNews | September 2021

with owners. It takes time to build trust with the owners. Management rights are a twoway partnership with the people who own the properties. So, it took a few years before the owners were totally comfortable and accepted change.

So how long before you started expanding toward eight properties? Maybe five years. I moved all my accounting to Tony Rossiter at Holmans Accounting. He took me under his wing and pointed me in the right direction. He was half the reason we were so successful.

What was the next property after Noosa Pacific? Tony and Mike Phipps had a side business in which they were looking to structure partnerships. Hamilton Harbour was an offthe-plan complex and Tony asked

Any regrets about going into management rights? None whatsoever. We went through the GFC at Noosa Pacific just when we were hitting our straps and starting to see good numbers. When it hit, I thought ‘Geez where are we going to end up here?’ But we got through that well and succeeded in having a really strong business.

What about the effects of COVID on businesses now? It’s surprising how resilient the industry is. Even with all the trouble of COVID, I haven’t heard of too many fire sales in the business. I often ask why the industry is so resilient, but I think it’s because the model is pretty good.

What advice do you have for someone who wants to go into management rights? An old bloke once told me,

INDUSTRY

“Buy as big as you can afford and then buy a bit bigger”. I modelled myself around that. Small complexes of 20 units are really only a ball and chain. You’ve got to have a building that’s big enough to allow you to engage staff so you’re not doing it all yourself. You should reach out and work out who the smart people are in the industry and learn from them. Be honest with your owners too. It’s tough for a manger if he’s fighting the owners. It’s important that they have your trust. You get out of the business what you put in. Some people who’ve been in the corporate world buy management rights with their golden handshake and then get a hell of a shock that there’s a lot of work to do.

What does the future of management rights look like? It looks good. When there’s a bit of adversity in the world people want to holiday at home. Because of COVID I think the industry will be very strong for a few years because people will be reluctant to travel overseas. Even during the GFC people still wanted a holiday. They pulled their heads in and holidayed domestically. If you get a good area you tend to do well.

LEGAL EASE

Don’t let your letting appointments let you down! It is rare that a week goes by that I am not asked to look at a letting appointment, whether that be to check a sample for a client whose accountant is conducting an income verification review, a client who is sensibly having the pro formal appointment updated or acting as a type of adjudicator to resolve an argument between a seller’s accountant and a buyer’s accountant in a transaction where I am not acting for either party. Given the importance of letting appointments in the overall context of a management rights business I am often surprised at the nonchalant or careless approach some managers take towards their letting appointments. Some of the problems I have recently seen include the wrong name of the actual letting agent, the wrong licensee, dates missing, signatures missing and in a recent example the letting agent had ticked the service as “sales” rather than lettings! Fortunately, as a result of a Court of Appeal decision, a POA form 6 letting appointment will not be invalid just because the wrong version of the form was used at the time it was entered into. That is important because there is no “phasing in” period for updated versions of the form 6 which become obsolete as soon as a new version commences, unlike PAMD forms 20a where superseded versions of the form could be used for up to 3 months after they were replaced. Provided the version of the Form 6 actually used is substantially in accordance with the current version, then that will be sufficient compliance. Having said that, all managers are

I am often surprised at the nonchalant or careless approach some managers take towards their letting appointments.

John Mahoney, Partner, Mahoneys

encouraged to download and use the current version (which at the time of writing this article has been current since August 2016). Managers are often confused about the trading name and the licensee name in part 2. The trading name is your registered business name (if in fact you have one, such as Moonlight Shores Management). If you do not have a registered business name but operate as a company, you may insert the company name. It would never be your personal name/s unless that is also your business name which would be most unusual. The licensee name is the name of the licensed company or person/s being appointed the letting agent. If your company is the letting agent the licensee name is the company’s name, it is not the licensed director’s or licensed person in charge’s name. If you are the letting agent personally, then the licensee name is your personal name/s. Make sure that in part 4, section 2 you select “continuing appointment” and complete the start date. In part 4 section 3, for permanent rentals make sure you state the asking rent, or more appropriately, the range of acceptable rents. If a holiday or short-term letting, state something like: “In accordance with attached tariﬀ sheets as varied from time to time and as varied for market conditions” and make sure that you attach to the form 6 a copy of the current tariff details.

Part 4, section 4 (Instructions/ conditions) must be completed or, as ruled by one court already, the appointment is invalid. I will assume that you are using one of the industry forms which have an addendum or special conditions attached. That being so add in this section words such as “Refer to attached addendum”. In the commission section the wording would be something like “5.5 percent of rent collected plus letting fee and relet fee described in addendum” for permanent rentals. In the following commission payable section, I like to see the words “When rent payments are made to client”. Pay particular attention to part 8, section 1 which relates to expenses you may incur on behalf of owners, not fees and charges you might impose. There is a critically important difference. If an item (such as advertising) is shown as an expense you can only retain the actual expense you incurred and cannot retain any amount above that for your time and effort. It would be appropriate to use words such as “Refer to any such items in attached addendum shown as expenses” here. There should again be reference to the addendum or schedule of fees and charges in section 3 of this part. Be careful to give details of any benefit you might receive personally in part 8, section 4

MANAGEMENT

eg credit card reward points or commission on insurances you might arrange. The various industry forms have different special conditions or addendums, and special care should be taken in completing these. My preference is the ARAMA addendum as it is relatively simple to understand and to complete. Importantly it has some very carefully worded conditions dealing with the agent’s entitlement to make a profit from providing certain services to an owner or guests. If you offer holiday lettings or short-term lettings you may need to include what are commonly referred to as the “forced sale provisions” in accordance with the managed investment provisions of the Corporations Act. If at all unsure, check with your lawyer to see if they are required – it is critical that they be included if they apply to your complex. Whilst the completion and maintenance of up to date letting appointments may seem a mundane and unexciting task, do not underestimate the importance of doing this. One day you will want to sell and any well-advised buyer’s accountant will be looking closely at your appointments. Of course, you might also face a visit from the OFT doing a random check on your appointments. Be prepared and get it right the first time. ResortNews | September 2021

transaction management consultants Assess Communicate Deliver

Assisting buyers and investors in the assessment, negotiation and purchase process. Contact us today for an obligation free consultation.

We Communicate.

transactionmanagementconsultants.com.au

Tony Rossiter | 0414 228 607 | holmans.com.au Mike Phipps | 0448 813 090 | mikephippsfinance.com.au

BY ALL ACCOUNTS

QLD lockdown support •

Applications for the 2021 COVID-19 Business Support Grants opened at 12pm August 16, 2021. All eligible businesses who apply for a grant during the 3-month application period will receive funding. Available funding Your business may be eligible for financial support through the 2021 COVID-19 Business Support Grants. $5,000 grants will be available to eligible small and medium businesses and not for profit organisations, and large tourism and hospitality businesses and not for profit organisations across Queensland affected by the August 2021 COVID-19 lockdowns.

Detailed eligibility criteria

Jonathan Hanaghan

Director, Jonathan Grant Accountants

•

To be eligible, your business or not for profit organisation must: •

•

Have an Australian Business Number (ABN) continuously held from June 30, 2021

•

Be registered for GST

•

Employ staff (employees must be on your payroll and does not include any business owners)

Have Queensland headquarters (ie., your principal place of business is in Queensland) and have been trading in Queensland on July 31, 2021

•

Not be insolvent, or have owners or directors that are insolvent or an undischarged bankrupt

•

Have an annual payroll of not more than $10 million (except for large businesses and not for profit organisations operating in an identified tourism and hospitality sector) during any of the 2018–19, 2019–20 or 2020–21 financial years

•

Have an annual turnover of over $75,000 during any of the 2018–19, 2019–20 or 2020–21 financial years

Who isn’t eligible to apply?

Note: Businesses that have recently started can provide financial records to show they will reasonably meet this turnover requirement in the 2021–22 financial year

•

Non-employing businesses and non-employing not for profit organisations

Demonstrate the business or not for profit organisation was directly or indirectly impacted by a lockdown event

•

Businesses and not for profit organisations for which the only source of income is made up of rents, dividends and/ or interest payments

Demonstrate or declare a reduction in turnover of 30 percent or more during a nominated 7-day period This must include at least 1 full day of a lockdown event when comparing against turnover achieved during the same 7-day period in July or August 2019 Or if the 2019 period does not indicate a typical weekly turnover (eg., for a recently started small business or business that has experienced structural changes), include another comparable period (eg., the same period in July/August 2020).

For this criteria: •

Indirect impact: businesses that are able to operate for a limited purpose during the lock down events, or whose activities are not specified in the health directions for the lock down events but are impacted by lock down events or are located outside of the lock down areas must provide evidence to show a reduction in turnover of more than 30 percent (see supporting evidence section below).

Direct impact: businesses that must not operate as specified in the lock down events can self-declare the impact on their turnover in the application form

•

Businesses and not for profit organisations located outside of Queensland

A person applying for an eligible business or not for profit organisation that has already received a grant under this program (ie. only one grant will be approved for an eligible business) Businesses and not for profit organisations eligible to receive income support through the Australian Government’s COVID-19 Disaster Payment will not be eligible. For further information on the COVID-19 Disaster Payment at - https://www. servicesaustralia.gov. au/individuals/services/ centrelink/covid-19disaster-payment

Lockdown events Lockdown events and the impacted areas include: South East Queensland lockdown – July 31 to August 8, 2021.

MANAGEMENT

The 11 local government areas subject to lockdown restrictions were: •

Brisbane City Council

•

Gold Coast City Council

•

Ipswich City Council

•

Lockyer Valley Regional Council

•

Logan City Council

•

Moreton Bay Regional Council

•

Noosa Shire Council

•

Redland City Council

•

Scenic Rim Regional Council

•

Somerset Regional Council

•

Sunshine Coast Regional Council.

Cairns and Yarrabah lockdown – August 8 to August 11, 2021 The 2 local government areas were: •

Cairns Regional Council

•

Yarrabah Aboriginal Shire Council.

What can I spend the grant funding on? The grant has been provided to offer relief and support to your business on the back of a lock down period. Funding may be used for business expenses.

What are the timeframes? Complete grant applications will be processed in order of receipt. Grant funds will be paid within two weeks of approval. Approved applicants must agree to complete an acquittal survey within three to six months after approval of their application and funding being transferred to their nominated bank account. Failure to do so may impact on eligibility for future grant programs. ResortNews | September 2021

Working smarter not harder is a concept that is relevant to the building of a business’ goodwill.

When I hear the word goodwill, I think of two things, goodwill towards your fellow man and the goodwill component of a business. Both are directly related to the other. Building the goodwill of a business creates a feeling of positivity for all involved. It involves building relationships that will benefit all in the future. It really comes down to the attitudes of people, how they conduct themselves in general and particularly on difficult days where things aren’t going quite to plan and one has to press on with a smile. Building the goodwill of an accommodation business is not an overnight matter. There are short term benefits however long term is where the real benefit is derived. It takes time to build rapport with customers and work on getting them to return. Gaining new customer’s business initially to start with and getting them through the front door is one thing. Keeping them returning is the next. The competition is always keen to get that customer through their front door instead of yours. Some of the benefits of building goodwill include: •

Increasing the value of a business. An increase in the value of goodwill of a business has a direct correlation with the trading figures the business produces and this comes from the increase in new and returning customers

•

Personal satisfaction. Money is not everything, and the benefits of looking after a customer and knowing they will return next time is priceless

•

Friendly faces coming and going makes for a happy environment for all concerned. If a guest checks out and leaves the premises with a smile on their face, they may just become a customer for life

ResortNews | September 2021

Spending more money advertising and standing out front waiving a sign, has got to be a lot harder than really looking after someone throughout their stay and beyond. Experience is a great teacher of working harder not smarter. Andrew Morgan,

Queensland Tourism and Hospitality Brokers

•

More referrals from loyal customers. The best and most cost-effective form of advertising is a referral. If a friend tells you that the best place to stay in a town is the XYZ Motel. That’s probably where you will stay. It has been given the tick of approval, the ‘guarantee’ by a known and trusted source. No amount of advertising can buy that A core clientele that returns regularly. If a motel has 21 units available on a Monday morning however seven have already been sold to repeat guests, that’s 33 percent occupancy right off the bat without lifting a finger. The balance 67 percent can come from online, advertising, drive ins and anywhere else

The longer you are in any business or industry the easier it gets. When you first start out, you’re knocking on every door, getting knocked back after knock back. But over time you adapt and amend how things are done as you work on building relationships and goodwill and start getting more of these valuable referrals. This is working smarter. Learning what areas of the business such as customer service is best to focus one’s time on. I’ll sum up with a real example that I think epitomises the concept of goodwill. Recently a friend of mine said that he stayed in a motel in a regional Queensland town. It had been referred to him by his sister who said she always stays at this motel because it is well located, presents nicely and she particularly likes the friendly owners who operate the business. My friend said

MANAGEMENT

he had finished his work for the day, drove back to the motel to freshen up before heading to a restaurant for dinner with colleagues. Once ready he walked to reception to ask a question and then planned to call a taxi to get a lift to the restaurant. He asked his question to the motel owner and in conversation they asked him where he was off to. He mentioned the restaurant and said he would call for a taxi and wait outside. With that the owner said, “put that phone away, I’ll give you a lift”. He rejected the offer on the basis that the owner was busy enough. The motel owner refused to hear of it and gave him a lift directly to the restaurant.

MOTEL MARKET

Guests for life

He was so grateful that the owner had taken the time and effort to do this just for him. I can comfortably say that they now have a customer for life. That one small gesture that took less than 20 minutes out of his day has given him a long-term repeat customer, and a very talkative friend of mine who is telling anyone he can to stay at this motel next time they are in town. You cannot put a value on that goodwill. It is immeasurable!

Q&A

What you should know:

Valuing management and letting rights

A Q&A with management rights valuing experts, Alison Sun and Alex McCowan from Accom Valuers.

By Mandy Clarke, Editor

The sector is now seen as being COVID proof, having come through the worst initial stages of the pandemic with minimal to no effect on Net Operating Profit (NOP) of the business.

How do you value a management rights business? By analysing the financial data for the Management and Letting Rights (MLR) business and applying a market multiplier based on sales evidence. A valuer will collect all of the management documents. These documents include the Community Management Statement (CMS), management agreements, caretaking and letting agreements, the Survey Plan, and Deed of Variation which is the top up management agreement - this can be a standard agreement of 10 years, but most are 25 years. Valuers also collect financial information from the owner, analyse the accounts and the profit and loss (P&L). They run a check analysis on main line items such as cleaning and linen, this can be done on a dollar per letting unit basis or profitability basis.

What is a MLR multiplier? A (Years’ Purchase Multiplier) is a capitalisation rate that has been reversed for easy interpretation.

The short stay market is still patchy however, some regions and businesses have benefitted from the border closures and restrictions, but other areas have not fared so well.

Why does the multiplier change for different regions and towns? Alison Sun

Alex McCowan

pre-purchase or pre-sale advice.

For example, a 5.0 multiplier is really a capitalisation rate of 20 percent. The higher the capitalisation rate (20 percent or higher) the lower the risk and vice versa.

How does the multiplier differ for MLR long stay vs short stay? The market multiplier will differ where demand is high or low.

Why and when are valuations needed? Valuations are done for a range of reasons including finance (particularly when purchasing a business), finance review, court proceedings, tax and superannuation. Often managers and buyers may engage a valuer to provide a

The COVID pandemic has been the biggest test of the MLR market, and the long stay market does not appear to have been affected. In fact, the long stay market is in high demand, achieving equal to, or higher than multipliers in pre-covid times.

MANAGEMENT

It depends on whether demand is high or low in a particular location or type of business. A multiplier usually will reflect the ‘risk’ profile of the business.

What are the general parameters for an MLR multiplier? The multiplier is influenced by several factors including location, age and condition of building and units. Other important factors include whether it is under a ‘accommodation module’ (have a 25 years maximum term) or ‘standard module’ (which is a maximum term of 10 years) on the ResortNews | September 2021

caretaking and letting agreements, the size of the letting pool, and size of the NOP. We look at: The business type either short term (holiday), short term (corporate), long term and mixed. Other factors taken into account when landing on a multiplier are: •

Profitability per letting unit (excluding the body corporate salary) this provides you with the profitability of the letting component of the business

•

Dollar rate/letting unit across all the sales evidence

•

Return on investment of overall value of the real estate and the MLR business. If the real estate value is high such as $1million or more than this could, in some instances have a have a negative effect on the multiplier

•

What upgrades have been done? A manager should have a 10-year plan in place. If the property is not well maintained this could decrease value.

What market trends drive a multiplier? A large business with NOP of over $500k (adjusted to industry standards) will drive up the multiplier because the manager will be able to employ staff over and above a two-person team. Furthermore, if the business can service the managers real estate loan it will drive up the multiplier. Off the plan (OTP) was a big market driver in 2015 to 2019. Thousands of units were built particularly in the inner CBD suburbs and brought in new players, investors, investment companies and syndicates and the multiplier rose due to the demand.

ResortNews | September 2021

What other factors are considered when valuing an MLR? The ratio of units in the letting pool to the total in the complex is an important factor. We also look at any high-risk components of the business such as leaseback/ performance undertaking agreements, any food and beverage add-on, a high level of single ownership, and the number of bodies corporate.

How is the real estate component considered when valuing an MLR? It is viewed in isolation with comparable managers real estate, sales evidence and standard unit sales within the building and nearby. It is valued on a direct comparison basis and $rate/square metre. The valuer must find the right balance as they are sold together with the MLR business.

What trends have you seen in MLR valuations over the years? We have been in the industry since 2006 and have seen an increased level of sophisticated MLR operators. Operators now present us with three years trading figures rather than twelve months of figures. We now also see more of a special condition in the MLR contract, whereby a price adjustment applies if the number of units in the letting pool changes by settlement.

What is happening with MLR valuations right now? Where demand is high, sales transaction activity increases

resulting in good volumes of sales evidence for valuations. Where demand is low, sales transaction activity reduces resulting in very limited sales evidence for valuations. Long term let MLR businesses are in demand. We are also seeing good demand for ‘holiday’ let businesses on the Sunshine Coast but there is less movement of this asset on the Gold Coast.

Do you have any predictions for the next couple of years? No one could have possibly predicted the market changes during COVID-19, but we do think that if interest rates remain low, the long stay market will continue to be in high demand. We have seen multipliers increase gradually in the long stay market since about October 2020 and more particularly from the start of 2021. Where the short stay market has not recovered it may see further changes.

What has the industry learned from the pandemic? The long stay market does not appear to have been affected, in fact it is in high demand, achieving equal to or higher multipliers than pre-COVID times. The valuation process is much the same. The short stay market is still patchy some regions have done well, and some have not, therefore multipliers in different regions differ. The valuation process has changed in reaction to the changing market conditions. Whereby, we now analyse three years’ worth of P&L, month by

MANAGEMENT

month statistics of revenue, occupancy, and daily rate and other relevant analysis.

What should buyers of permanent management rights beware of regarding the valuation? For larger businesses or multiple bodies corporate, we will qualify in our valuation report to the bank/ financier that it is recommend the likely purchaser is to have some level of previous MLR experience. The smaller businesses and single body corporate are more suited to first time entrants. We recommend that all buyers know how many years are remaining on the term and investigate the history of ‘top up’ with the body corporate.

What can go wrong when valuing an MLR? If the contract price is well above market value and cannot be supported by sales evidence as part of the finance process, it can result in the purchaser terminating the contract after spending legal, accounting, finance and valuation fees.

What is the worstcase scenario? The worst for a valuer would be to take on a valuation and not understand what they are valuing or how to value the business. Another error would be to not have a claw back clause in place, this might affect risk when buying off the plan. When purchasing an MLR off the plan the initial profit projections may change by the time settlement is reached and in this case a claw forward/claw back clause would be used.

THINKING MR

Paradise lost and other observations As some of you know I’m a music tragic. The managing director certainly uses the term when observing my guitar playing. To be fair the playing is often described as competent, it’s the accompanying singing that seems to offend and give rise to thoughts of tragedy. My retort is that it is a special privilege to be subjected to an assortment of styles and genres all played in the appropriate key but sung in F ﬂat.

Of course, as all guitarists know, I’m actually a frustrated drummer. It is indeed a musical miracle that guitarists, completely untrained in the art of the beat, can approach the instrument with complete competence. Let’s face it, while mastery of the strings or keys requires dedication and hard work, beating the skins with a stick is hardly challenging.

It will come as no surprise that significant inward migration to regional areas is having both negative and positive impacts.

Mike Phipps, Director, Mike Phipps Finance

That is, until you actually try to replicate John Bonham or Phil Collins. For those under 40, look them up. Pre-drum machine artists of the highest order.

takes the time to pick up on lyrics she’s more often appalled by the sadness and melancholy encapsuled in what she thought was an uplifting party anthem.

the phrase “call some place paradise, kiss it goodbye” while music critic Dave Thompson considers the tune a wearier and more despairing Big Yellow Taxi.

Anyway, as a music aficionado (been waiting years to use that word) and fan of the esoteric (that one too) I love great lyrics just as much as the music that underpins them, while the MD fails to appreciate the need to understand a song. Give her a great beat and a punchy chorus and the lyrics are just a noise that allows one to hum along. On the odd occasion that she

As it turns out popular music is replete with songs lamenting loss of innocence and place. Joni Mitchell sings of paved paradise and parking lots while The Eagles snuck The Last Resort onto the B Side of Life in the Fast Lane. Seems like a clash of musical ideas but wait… both are lyrical reflections of innocence and beauty lost. In the Last Resort Don Henley famously coined

Of course, for a less subtle and somewhat lecturing “greater than though” approach there’s always Midnight Oil, but I digress. For me there are lessons and much wisdom in the best lyrics, a fact I had cause to reflect on recently. You see, for as long as I can recall places of unspoilt beauty have been referred to as the next somewhere or other. It’s usually the next Noosa or the next Byron Bay et al. The playbook is pretty straight forward… find a great spot that’s not too crowded, feels a bit trendy and has decent, albeit modest infrastructure. Holiday there regularly while keeping an eye on property prices and making sure to describe the place as the best kept secret around. Over time the hoards discover your little secret and the place goes off. Crowds of the great unwashed descend on your little slice of paradise, can’t get a park anywhere, restaurants start charging accordingly, traffic is crazy and before you know it … inspiration for another Eagles song! Of course, now we’ve got a new player threatening to spoil it for all of us. This rotten pandemic just might create the next Noosa or Byron where previous trends have failed. There seems no doubt that people are seeing the world a whole lot differently since our unwelcome visitor came along. There’s been a rush to buy coastal

MANAGEMENT

ResortNews | September 2021

locations the trick will be to avoid the “lost paradise” syndrome. For others I suspect international travel restrictions and a captive audience will present opportunities to provide domestic travellers with alternatives that balance a sophisticated leisure experience with something a bit niche. I’d argue that in this market you don’t need to be 5-star to be cool and groovy, you just need to differentiate yourself. For me the risk we are seeing right now is the challenge of maintaining the identity of an area or region while the property market goes crazy and local demographics change, sometimes fundamentally.

and regional property and a migration, both physically and psychologically, toward a simpler life outside the large urban areas. Indeed, 2020 saw the lowest net migration to cities by younger people while migration to regional areas was the highest ever recorded. Demographers

expect the trend to continue. It will come as no surprise that significant inward migration to regional areas is having both negative and positive impacts. The current regional property market, particularly in coastal areas, stands testament to the laws of supply and demand.

The obvious downside is playing out in a lack of affordable housing for workers in towns where rents can exceed the average wage. For the tourism sector I think the trends we are seeing present both opportunities and some risk. For those who are fortunate enough to be operating in high demand

As luck would have it the MD has discovered the next Noosa. It’s uncrowded, relaxed and dare I say, cool and groovy. We often sit on the deck of our rented apartment, admire the ocean views and listen to deep and meaningful tunes. Of course, the whole scenario would be perfect if I could just figure out who let the dogs out. The MD says I over analyse… she may be right.

ResortNews | September 2021

MANAGEMENT

GOOD GOVERNANCE

Beware of the “Critical Defect Notice” Life threatening fire defect? ... or service contractor upsell? As a building manager in any apartment building or commercial complex, one of your most significant duties is to coordinate and arrange the routine testing, inspecting and servicing of the fire protection system and equipment. Obtaining records and certificates as proof of these maintenance events is fundamental to managing the regulatory compliance of your strata property, on behalf of the body corporate or owners corporation.

Know your building classification

BUILDING RELATIONSHIPS

The Building Code of Australia classifies buildings and structures for the purpose of designing relevant essential services infrastructure Common building classifications in strata properties include:

Lynda Kypriadakis, Diverse FMX

•

Class 1a: Townhouses and villas

•

Class 2: Apartment buildings

•

Class 3: Hotels

•

Class 5: Offices

•

Class 6: Retail shops

•

Class 7: Carpark

•

Class 10a: Private garage, pool shed, gazebo etc.

Each class of building mandates minimum standards for fire safety and protection, so it is important that you know

NOTE: The class of building is noted on the Certificate of Classification (Queensland) or the occupancy permit (other states) issued at practical completion of construction. This is the permit that allows the habitable lots within the building to sold and occupied. The property cannot be occupied until this occupancy permit is issued.

•

Class 1a townhouse developments and their Class 10a ancillary buildings

It is highly recommended that new complexes obtain a building defect assessment review of the party wall construction within the first 5 years following practical completion of construction so as to capture any defects to claim under the builder’s warranty.

While you are unlikely to find a sprinkler system or comprehensive fire protection system in a class 1a townhouse complex, you will certainly find the following: •

Passive fire separation system at the party walls between adjoining lots

•

Possibly a hydrant system (mandated by the local

Possibly firefighting equipment (eg., extinguisher or fire blanket) at the BBQ shade shelter, if applicable

The area of most risk for building owners of class 1a townhouse style complexes is building defects in the fire separating party walls and/or failure to service/ maintain the hydrant system.

An emergency evacuation plan is also required in class 1a complexes under WHS legislation if there is a caretaking services provider on site (ie., to evacuate workers from the common property workplace).

Why you should know what ‘Dis’ means This month’s article is inspired by the book, The Resilience Program. If you haven’t read it or listened to the audio book (that’s what I did, yes, I cheated) I highly recommend you do so … immediately. The book talks about “GEM” gratitude, empathy, and mindfulness. Now before you start to think this is an article about crystal charging, sage burning or all that spiritual stuff it isn’t (not that there is anything wrong with that). This is about helping us see and be grateful for the positive things we have in our lives. I want to focus on gratitude and the impact it has on our lives and our thoughts. They say that if you write down three things (or more) that you are grateful for each

council) within the common property of the complex

what class your building is, so you can become informed.

Management rights is one hell of an emotional roller coaster with some days feeling like you are on a battlefield or constantly putting out fires.

Kelley Rigby, Managing Director, Letts Rebuild

day that over time your brain will scan the world for the positives instead of the negatives. After listening to the Resilience Project (over five times) and implementing a gratitude journal into my daily routine I can 100 percent see a shift in my thoughts. For those that don’t know me I have been described by my nearest and dearests as somewhat of an

optimist but with my personal life not always being an easy road it has helped me immensely. It has shifted my relationships both personal and professional into a level of appreciation even in the hardest times. “DIS”, is a word that is used throughout the book. It is a phrase that an Indian boy uses

MANAGEMENT

to describe some of his most prized possessions which include, his worn-out old shoes, his decrepit playground or the very plain unflavoursome rice bowl he receives each day at school. The author explains this kind and empathetic young boy would point at these items and say the word “DIS” to explain how lucky he was to have such things. He ResortNews | September 2021

Class 2-9 complexes The engineered and approved fire protection system becomes more complex as the number of stories above ground level increase in class 2-9 complexes. For building managers of class 2-9 schemes it is important that they not only have a sound and thorough knowledge of the fire protection safety devices, assets, and equipment within the complex, but also of the mandatory maintenance and reporting requirements relevant to the building. Most building managers are aware of the need to service and maintain the hydrant system, sprinkler system, alarms/detection systems, fire indicator panel, and fire doors on a 6-monthly or annual basis, but what about the 5-yearly servicing and testing regimes? The “5-yearlys” are not commonly understood and certainly not usually quoted in the service contract pricing issued by the fire services contractor. The 5-yearly servicing regimes are not typically quoted because the fire services proposal is generally limited to a 12-month service regime, so service contractors will rarely bring up the 5-yearly testing requirements as this will make their quote uncompetitive with their peers. It is, however, fundamental to

was grateful for things most of us or our children would throw away or be disgruntled about. This young boy is a vital part of the story and the message it brings. We can all learn a lot from the Indian boy named Stunzin. It has been a tough 18 months, for some more than others. I will not deny or take that away from any human, but I want to try and encourage you to see the “DIS” in every situation. What is the saying, one man’s trash is another man’s treasure? Management rights is one hell of an emotional roller coaster with some days feeling like you are on a battlefield or constantly putting out fires. My challenge to you is instead of looking at the things in our industry that being you despair try focusing on the things that are exceptional. How lucky is our industry that it not only puts a roof over our head but also gives us an income? How lucky are we that we have the opportunity to meet so many ResortNews | September 2021

compliance success that the building manager knows exactly what fire safety infrastructure is contained with the common property of the scheme, and what all the relevant mandatory servicing routines are required for full compliance.

What fire safety installations require 5-yearly testing and servicing? •

Hydrant system

•

Alarm system

•

Sprinkler system

•

Toilet exhaust dampers

If your class 2-9 building has sanitary extraction from the bathrooms it most likely has fire dampers concealed withing the mechanical risers which need servicing, checking, and cleaning once every five years. If you are a building manager for a building with bathroom extraction systems in place then you need to coordinate and arrange this servicing on behalf of the building owner and collect records of maintenance. It is not uncommon for access hatches to have been overlooked by the original builder and the building owner would therefore not even realize the dampers exist within the concealed ceiling ducts or riser spaces. This is another

builder’s defect that can be identified in the building defect assessment review undertaken early in the defect liability period under the builder’s warranty. Failure to test and service fire dampers etc., may result in the fire services contractor issuing a Critical Defect Notice (CDN). If a CDN is issued because there are no access hatches to the toilet exhaust dampers and, consequently, they have not been serviced to the 5-yearly routine as required, this CDN becomes a headache for the building owner. If the defect had been identified within the defect liability period under the statutory builder’s warranty, the cost to rectify would likely have been met by the builder.

What is a Critical Defect Notice? Your fire services contractor may issue you with a Critical Defect Notice in circumstances where the defect in the fire protection system is consistent with the definition of a critical defect under Australian Standard 1851.1 – 2012: •

“(b) the defect is reasonably likely to have a significant adverse impact on the safety of occupants of part or all of the building if a fire or hazardous materials emergency happens.”

If a CDN has been issued for a defect that does not have the potential to pose a “significant adverse impact”, then it is likely that it is just a “defect” (as opposed to a “critical defect”) and the issuer of the CDN can be requested to down-grade the defect category. If in doubt, seek independent consultant advice. It may be worth arguing for the defect downgrade for insurance purposes. The definition of critical defect in Queensland is applied from the Building Fire Safety Regulation 2008 and requires the defect to be rectified within 28 days. With mutual legislative obligations in conflict (i.e. the Body Corporate and Community Management Act mandating voting and financial protocols that take time, versus the Building Fire Safety Regulation requiring defects to be resolved within 28 days), it is fundamental that building managers and those with influence over the management and maintenance of the fire protection system are well versed in requirements for their building. Once a Critical Defect Notice is issued upon a building owner it would be important to notify the body corporate or owners corporation insurer of a “known liability” and then take immediate steps to rectify.

different people and learn from their walks of life, how lucky are we to look after people’s prize possession (their investment), how lucky are we to be able to work alongside our loved ones every day (hmm this one may depend on the day ha-ha). The list could go on regarding the positive aspects our industry provides. In no way am I saying let’s all be Mother Teresa, or we can’t say, Today was a “shit day”. Of course, we can but I challenge you to start writing a gratitude journal and watch the relationships around you change and evolve as you do. Gratitude, empathy, and kindness is infectious why not bring this to your building and see how it goes, what have you got to lose. For those out there that may think they are a little too tough for such nonsense… Billy Slater, Cooper Cronk, Cameron Smith, Dustin Martin and Nathan Buckley are some of the sports legends that swear by the notion of “DIS”. MANAGEMENT

Photo by Brigitte Tohm on Unsplash

POOL MANAGEMENT

Keeping the pool water safe with proper management disinfection power of free chlorine. pH needs to be properly controlled in a swimming pool and spa pool when chlorine is used, and automatic adjustment is recommended to levels between 7.2 and 7.8.

By Grant Nolan, Poolwerx

There is a serious side to operating and maintaining high bather load swimming pools and spas such as those in strata communities.

To maintain healthy clear water in high bather situations, the swimming pool or spa pool needs to be designed and operated to enhance the action of the disinfectant.

An incorrect water balance, poor filtration or insufficient sanitiser can cause bather discomfort, skin irritation, pool staining, dirty water and illness, and lead to potential risk from complaints and worse still litigation. Do you manage pools: •

That have high bather loads?

•

With a high percentage of use by children below five years of age?

•

With a water turnover time in excess of six hours?

•

Wading pools, spas or hydrotherapy pools?

•

With shared filtration and water circulation systems?

If you answer “yes” to any of the above questions, you may have specific areas of high risk that could benefit from the adoption of a structured approach for pool management. Often the swimming pool plant and equipment and the water management regimes in place can’t cope with the extreme demands of peak periods and can result in cloudy unhealthy water. Having routine maintenance programs in place like checking pool pumps, seals and gaskets, chemically cleaning the filter and correctly balancing the water, can not only save thousands of dollars on costly repairs and excess chemicals, but ensures your system can cope with these extremes. Daily maintenance regimes are essential to ensure a continued healthy swimming environment. All people who use high bather load swimming pools and spas

Photo by Alexandr Podvalny on Unsplash

are susceptible to infection. These pools are more likely to be contaminated with disease causing organisms than domestic swimming pools because they are open to community contamination. Contamination can come from many sources but are mainly associated with bathers. These organisms may be brought into a pool on a bather’s skin, and in their saliva, urine and faeces. The organisms may also be introduced from dust, bird droppings, make-up water and soil carried on bathers’ feet. The type of infections that are often caused from inadequately treated pool water (or surrounding surfaces) can range from eye, ear and skin infections through to more serious gastrointestinal illnesses. Some of these disease causing organisms live and may even grow in pool and spa water unless the pool water is properly and continuously disinfected. Doing regular water tests and taking note of any changes in the pool water clarity can help you manage potential problems. The clarity of the pool water is a failproof indication that something is not quite right. Cloudy water or dullness is a clear sign that some sort of treatment is required. Although chlorine is an effective disinfectant, it does not instantly kill all nasty bugs,

some organisms, such as the parasite Cryptosporidium, are highly resistant to chlorine concentrations routinely used in pools. The disinfectant form of chlorine is “free residual chlorine.” It is also known as “free available chlorine” or “free chlorine” It is strong and safe when used properly and is still the most popular form of disinfection. Free residual chlorine can also oxidise ammonia, some other organic compounds and some organic nitrogen introduced into the pool by urine or perspiration. Free chlorine however can combine with ammonia to form compounds, known as chloramines. It is these chloramines that contribute to the cloudiness and the strong odour that is often noticeable in high bather load pools. They cause eye stinging and reduces the ability of chlorine to disinfect. Chloramines are also known as “combined residual chlorine” and should be kept to a minimum. This is done by adding more chlorine (or an alternative product) to oxidise them over a period of time without bathers in the pool. This treatment process is often referred to as oxidising, super chlorinating or shocking. Another important factor to consider when managing these pools is that the higher the pH above 7 the less the

MANAGEMENT

The installation and use of automatic disinfectant dosing systems and pH correction systems using automatic controllers receiving feedback information from chemical sensing probes, however, are strongly recommended. Some simple checks that will assist with effective pool management: •

Ensure all equipment is running correctly

•

Ensure all equipment is appropriately sized for the pool volume and bather load

•

Ensure there are no areas of poor pool circulation (or dead spots)

•

Encourage patrons to practice healthy swimming practices

•

Improved hygiene before and during swimming e.g., showering

•

Toilet breaks for young children, and appropriate nappy changing

•

Refrain from swimming while ill with diarrhea and

•

avoid swallowing pool water.

It is recommended that pool operators/managers develop a pool management plan, that incorporates the principles outlined in this document, that automatic chemical monitoring and dosing systems are installed, and records of water quality testing are maintained for at least a two-year period. ResortNews | September 2021

HiSITE

Front Desk

Twitter etc. for the real-time connectivity to work, the app simply needs to be connected to either WIFI or mobile data to talk to a Property Management System (PMS).

With the recent release of the accommodation industry’s game-changing new product, HiSITE Front Desk mobile app, we sat down with the General Manager, Natasha James, to get an insight into exactly how this new product could change your business today.

What device type does it work on? Our team of in-house engineers developed HiSITE Front Desk mobile app to allow the application to work across all mobile or tablet devices, on Android and iOS. It’s Mobile First technology, ensuring it continues to operate seamlessly no matter what new mobile devices are released to market

What is HiSITE Front Desk? HiSITE Front Desk mobile app is a first of its kind for the accommodation industry. It is a tool that can be installed on any mobile device, and it has been designed for every accommodation segment including B&Bs, motels, large vacation rental companies, hotels and resorts. It’s intuitive and easy to use, giving accommodation managers and their staff the ability to be mobile and efficient.

How did it come about? During the COVID pandemic, we witnessed property managers suffering much stress. With many having to reduce staff, they became the ‘Jack of all Trades’. From cleaning the resort pools, turning around guest rooms, handling maintenance and much more. We noticed one thing that was missing was the flexibility of being able to manage their guest bookings from wherever they happened to be at the time. After much industry research, we discovered that there wasn’t anything in the industry that provided property managers with the freedom to run their daily Property Management System (PMS) tasks, usually performed behind their front desk, whilst maintaining everyday operational tasks needed to keep their business running. We determined it was important for managers to never miss a booking opportunity, which appeared to be a regular occurrence as they were now seldom behind their front desk. Many simply couldn’t stop what they were in the middle of doing to head back to the office, they ResortNews | September 2021

App Q&A with Natasha James

How many users can I have? Natasha James, HiSITE Channel Manager, General Manager

needed something in the palm of their hand that went wherever they went. Using the app, the manager can now make a booking in realtime, having peace of mind that their inventory is always in synch with their distribution platform and PMS. Bookings that come through their channel manager are seamlessly dropped into their PMS, enabling the manager to work smarter, not harder. Whilst there are similar tools on the market, nothing compares to the HiSITE Front Desk App, which truly enables a manager to run their core business on the go, no matter the type of accommodation business they run. With the ongoing situation the industry is facing with COVID-19, we felt it was important to provide flexibility for managers and their teams to easily manage guest booking data, housekeeping and check-in/outs. HiSITE’s open API enables a real-time connection to any PMS, which allows users to run a safer, faster, and more profitable business.

Can it connect to any PMS? Yes, absolutely! Through our open API, we developed the ability for the application to connect to any Property Management System

(PMS) in real-time. Performing any action in the Front Desk app mirrors clicking on an icon or feature within any PMS. It happens within the blink of an eye.

What are the apps main features and benefits? HiSITE Front Desk features include real-time bookings, the ability to check guests in and out, viewing and updating guest details as and when required, along with enabling housekeepers to update a room status as rooms are cleaned. It’s also possible to connect directly with suppliers and contractors and to offer personalised communication to guests, all from within the app.

Do you feel the check in/ out option is important? Absolutely! We understand that the hotelier/property manager landscape has changed and that a manager is no longer desk bound. HiSITE Front Desk is designed to allow guests to be checked in and out, on the go from anywhere.

Unlimited! Plus, there is no fee for extra users. A manager can provide access to as many or as few staff as they wish. For example, they could have their housekeeping team marking rooms clean as they go whilst their front desk team are using it to check guests in. All changes update real-time on both the Front Desk app and PMS, ensuring everyone in their business is always up to date.

Who can it connect to? With the HiSITE open API, the app can connect to any PMS provider. The manager does not have to use HiSITE Channel Manager to access the HiSITE Front Desk App, it is a standalone product. They can speak to their PMS provider if they aren’t already connected, they definitely shouldn’t be the last to connect!

How do I get it? Connect with our HiSITE team today for more information, email info@hisitecm.com.au or visit https://hisitecm.com.au

Do I need to be connected to the internet to use the app? Yes, just like any other mobile application such as Facebook,

MANAGEMENT

INTONET

Know yourself Our digital world is a dangerous minefield as a friend discovered recently. I won’t go into his particular details, but he was in need to remove his identity on Facebook. Not just delete his account but remove all residual content. Could I help him out? Now I do confess that I am not your greatest expert in this field. Our social platforms all have their own quirks, but I decided to try. My first step was to set up a dummy account so I could wade through the hoops to remove it and then a quick whip around the web for information. After an hour or so I succeeded and got my Hoppy Badge for doing that for my friend. However, I decided to check out some of our other platforms. Having done all that work I thought you may find a summary useful and so here it is.

Facebook:

DIRECT BOOKINGS

The term “data collection” and

Select the option to Delete Account.

•

Then click Continue to Account Deletion.

You will be asked if you want to deactivate your account or download your information. If you want to deactivate, your information will remain available for the taking. To delete: Arvo Elias, Cybercons

Facebook go hand in hand. We’ve known the social media giant follows you across the web for years, and it hasn’t exactly been careful with all our private information. Just this year, a breach exposed info on over 530 million users. There are a number of options but to do a “rub-out” then here is how to do it on a computer: •

Click the down arrow icon in the upper right corner.

•

Click Settings & Privacy > Settings, then click Your Facebook Information in the left column.

•

Choose Deactivation and Deletion.

•

Choose Delete Account.

•

Enter your password, click Continue and then click Delete Account.

Once you have deleted your account, you have 30 days to log back in and restore the account if you change your mind. Keep in mind you will lose access to Facebook Messenger as well.

Instagram This Facebook-owned social media platform is all about photos, and you better believe yours are being analysed if you have a public account. Even if yours is private, it is hard to keep track of exactly who can see what you post unless you closely monitor your friend list.

You won’t find the option to delete right there in the regular menu. Here’s how to wipe out this account: Go to the “Delete Your Account Page” Select one of the options from the drop-down menu next to the query “Why are you deleting your account.” You have to select one. Once you have selected a reason, a “Permanently Delete My Account” tab will appear. Select it, type in your password and successfully delete your account identified by your username. Instagram will delete your profile and account details one month from the day you hit that delete button. You won’t be visible on Instagram at that time, and you can log back in before that date if you change your mind.

Twitter If you are erasing your online presence, don’t forget about Twitter. Maybe you have not shared quite as much there, but it is still a piece of the puzzle. Deleting your Twitter account is easy. Log in on your computer and follow these steps:

Tips to increase direct bookings The hotel distribution space is complex and convoluted. As hotel marketers it’s imperative you have an understanding of the total distribution space. You need to work with your revenue team on strategies to utilise each channel, with the overall aim to increase occupancies, maximise revenue and reduce the overall cost of distribution. Don’t be tempted to jump to the conclusion that direct is always

•

An optimised website and online booking engine

Janneke Leffers, Director of Marketing, Nuvho

best. Distribution is about finding the right balance, utilising each channel to your advantage and always ensure you’re leaving no stone unturned to convert the booking direct. Here are three top tips to help you convert more bookings on your website:

Ensure you have a quality website. This means its optimised, responsive and rich in content. The site needs to have a responsive design so its works well on all type of device; mobile, desktop and tablet. Make sure your content covers all of your hotel’s key selling points and includes detailed room descriptions and a comprehensive list of services/facilities all supported by quality images and video. An online booking engine is a pre-requisite as the majority of travellers these days prefer

MANAGEMENT

to book online. Make sure that you select a user-friendly booking engine that integrates with your PMS. Nuvho’s booking engine comes with an out of the box OTA price comparison tool, an automatic discount and rate adjustment tool and customisable book direct statements. The path to booking should be simple, a user should be able to enter into a booking from every page on your website, not just the homepage. They should be able to complete a booking with just a few clicks. Keep booking forms as short and simple as possible. Examine and question what guest details you really need, only ask for ResortNews | September 2021

•

Click on Settings and privacy from the menu. You’ll find this by clicking More in the right-hand menu when you’re logged in.

•

Select Your Account then Deactivate your account.

•

Enter your password when prompted and confirm you want to continue by clicking the Deactivate account button.

Just like Facebook, Twitter waits 30 days before fully deleting your account. During this time, your personal information is hidden from the public. If you log in, your account will return in full. Twitter does warn that even some deleted tweets may still show up in online searches.

Amazon Amazon sells it all at great prices. Still, you probably don’t want others to see comments and ratings you have left on products purchased on the site, your biographical information, and other site interactions. Your public profile does not include purchases or browsing history, but there is still a lot to be gleaned from it. Here is how to change that: •

•

Under Ordering and shopping preferences, click Your Amazon profile.

•

Click the orange box marked Edit your public profile.

•

Here, you’ll see Edit public profile and Edit privacy settings.

your privacy. You can also blur pictures of your home on Google Street View. That exercise I will leave for another day. If you really want to quit the digital world there are more areas to attend to.

People search sites

Click through the various options to review. You can adjust the about me section, shopping lists, wish lists, any pets you added, and more. Do not forget to check your community activity section too.

Google I bet you think, “Yeah, Google knows quite a bit about me.” But do you really know just how much? Just log into your Google account and check all the various and many sections. You will be shocked. Think about it. If you use Google for searches, email, navigation, photo storage and watching videos on YouTube, the stream of data is never-ending. Step one is wiping out your search history and activity. You can also delete what you have said to Google Assistant, block personalised ads and clear your info from Google Chrome. Each of these has its own set of steps. It won’t take too long, and it’s worth doing if you value

These online databases go by a few names: People search sites, people finder sites, people search engines, background check sites and the list just goes on. They all operate in much the same way. They scrape publicly available social media profiles and public records sites to compile as much information as possible about you. Browse a few, and you will realise just how much they know. The scariest part is most of this information is free for anyone who decides to look you up.

How can you stop it? By law, these sites are required to delete your information if you so request. That does not mean they make it easy. CyberBackgroundChecks.com is a surprisingly accurate site. When I saw my profile, I was blown away. There are a ton of other people search sites out there and if you do a simple search you will get there if you are interested.

Start with FamilyTreeNow, a genealogy site that reveals more than you would want. Be sure to follow these carefully. You should never pay anything to remove yourself from this or any other site. Then there is 23andMe. If you no longer wish to share your private information with 23andMe, you can delete your account through the Account Settings page. Here’s a big caveat: “Genetic Information and/or Self-Reported Information that you have previously provided and for which you have given consent to use in 23andMe Research cannot be removed from ongoing or completed studies that use that information, as stated in any applicable Consent Document.” If you’ve used Ancestry.com, you can revoke access to your DNA and ask the company to delete your results. So now you can become a fairly private citizen again. Good luck!

Improve your hotel’s reviews and online reputation

Encourage and reward direct bookings

ResortNews | September 2021

DNA kits sound so cool, in theory. Learn about your background and find out where you came from. But what does it mean to send your actual genetic information to a company? I don’t like the idea very much.

Think about ways you can encourage repeat visitation and word-of-mouth, perhaps email or give your guests a voucher after their stay which they can give to friends or family or use for their next stay with you.

what you actually use. (Do you really need an address? Or date of birth? What are you going to do with this information? Is there a better time to ask for this detail, perhaps at checkin?) The more information you ask the more likely it is the user will drop off and abandon their booking. Take a leaf out of Booking.com’s book, they have reduced their booking form to just a name and email address.

On your website, and in your booking engine if possible, highlight the benefits of booking direct. Create a “Why book with us” page to point out all the reasons why the guest should book directly with you. Apart from a discount to book direct, think about other incentives like early check-in or late checkout, flexible cancellation policy,

Delete yourself from ancestry and genealogy websites

no credit card or booking fees, bonus inclusion such as free wifi, a spa voucher, a welcome drink, free kids activity packs. Make sure to also list all the

services and facilities they get free use of during their stay like the pool, gym, parking, concierge service, this all adds to the value equation.

MANAGEMENT

Did you know that 98 percent of travellers read hotel reviews and 80 percent of those consider guest reviews extremely important when making a booking decision? If your hotel has an excellent online reputation than you have a better chance of getting more direct bookings. It’s a good idea to integrate reviews into your website. It is critical that you respond to all reviews, good and bad as this creates trust and shows you care to potential guests.

INCREASING REVENUE

Increasing revenue in the 5 stages of travel By Victoria Peterson, Head of Marketing, HiRum

Increasing revenue for accommodation managers and marketers, next to guest experience, is a key focus, even more so in the current climate. So, what are the five stages of travel, and how exactly can you maximise each stage to increase revenue? 1. Dreaming Holidays begin long before the guest arrives at the hotel or accommodation. Guests can spend weeks, months and even years dreaming about their next getaway. Showcase your property with good imagery, engaging copywriting, and a robust digital strategy. Make sure your social media pages cater to the dreaming phase for guests – stunning views with a glass of wine, plush beds in premium rooms, and informative posts about the local area and attractions. Plant the seeds of what is available before they even plan to book.

2. Planning During the planning stage, travellers are sometimes looking at multiple properties and locations. They’re shopping around – so looking after the areas in the first point will make sure your online shopfront (website) looks attractive to them, speaks to them through your imagery and helps them include you in their planning. So, how do you even get in front of the traveller to become

a consideration in a sea of competitors? Ensure your presence online is strong and it is your best foot forward. Ensure you’re reachable and engaging. Have ways your guests can engage with you easily; Facebook messenger, social media comments, a great UX (user experience) and CTA (call to action) on your website to entice them to book.

3. Booking The traveller is ready to become a guest and book with you. So, how do we help drive additional revenue at the time of booking? Ensure your booking form is attractive and easy to use. You want to convert guests as quickly and easily as possible. Ensure the UX (User Experience) of your website and booking form is seamless. More than 3-clicks to book a room, and you risk losing the guest. If your booking form offers the ability to create “packages” or “add-ons” for guests, take advantage of this. It allows you to up-sell and add any additional requests from guests, such as breakfast, an extra bed, wine on arrival, book tours etc, driving additional revenue at the time of booking. A simple action that allows your guests to explore options that are available to them while staying at your property, as well as providing the guest a better customer experience

onto your property and use it as an additional opportunity to drive more revenue. Implement automation with guest messaging to drive upsells. Before they’re at the property Use analytics and data from your PMS and channel manager to offer bespoke enhancements to their stay and use guest prestay emails as an opportunity to up-sell in various areas: •

Offer an upgrade. For example, if a guest has booked a standard room, offer an upgrade that has ocean views for an extra $30

•

Provide guests with incentives; if they book for 5-nights, offer a bottle of wine on arrival or a 25% discount at a local restaurant (supporting your locals)

•

Offer early-check-in

•

Get creative and think about your guest type - offer picnic hampers for families, champagne and strawberries for couples or laundry service for corporates.

When they’re at the property •

On check-in ask if they’d like a late Sunday check-out for just $20

•

Offer excellent customer service that they’ll remember such as recommendations to local restaurants

4. Experiencing Pre and post-stay emails The guest experience really begins at the time of booking, so once they’ve booked, start communicating with your guests. Make them feel welcome before they even step foot

•

Ask again if they’d like to upgrade to a higher floor or room type or feature, such as a fireplace for an extra $30

MANAGEMENT

After they’ve left the property Send a post-stay email and thank them for staying. Use your data to identify those who didn’t book direct and send them a return guest offer that is more enticing than booking on a third-party site on their next visit. Ask if they would like to share their experience on your preferred review site (Facebook, TripAdvisor, Google etc). Keep building that relationship and experience even after they have left and in-turn them into repeat guests. Use their feedback (good and bad) to improve guest experience for other guests.

5. Sharing The best advertising? Word of mouth advertising from your guests turns customers into advocates of your property. Once you’ve given guests an unforgettable experience, they’ll tell friends and family and share images of the trip and your property on their social channels, helping you market your property to an engaged audience. Word of mouth advertising drives $6 trillion (yes, trillion) of annual spend. Not to mention, people take trusted recommendations seriously, they are 90 percent more inclined to purchase after a friend or family member recommended something to them. The above are just a few examples of strategies to help increase your properties revenue at each stage of the travel cycle. There are plenty of other tactics that can be implemented in your hotel all depending on the type of facilities and resources your property offers. ResortNews | September 2021

EVENTS

SKAL Brisbane 13th annual golf day What a welcome departure from the COVID-19 pandemic to participate in the annual SKAL Brisbane golf outing supporting the cause of Wesley Mission!

ACCOMPROPERTIES

Some 84 golfers convened upon the fairways of Virginia Golf Club on a fine Queensland spring morning to revel in beautiful surrounds and compete for the glory of the coveted SKAL Brisbane golf trophy. It was certainly a day for fair-weather golfing. Aside internal golfing SEARCH struggles, plenty of distraction was on the tee-boxes in the form of the fine sponsors that were peddling their wares and perhaps a little contraband.

for buying Management Rights, Motels, Hotels and Caravan Parks in Australia Categories

Price

Location / State

ACCOMPROPERTIES - MAKE YOURSELF AT

Once the golfing cobwebs dissipated and participants got into their stride, competition for the was HO M Elongest I N T H E drive ACCO M Mon O Das A Twell ION as closest to the pin. Reflecting

Find your accommodation business now

Management Rights

Hotels

Motels

the high calibre of golf, the longest drive prize was claimed while closest to the pin prize went unclaimed as COVID-19 restrictions dictated a very narrow margin for error, which was not achieved. Despite this competition for the top prizes were hotly contested and eagerly anticipated upon announcement. In the absence of comparable scores, silence befell the lounge in the post golf festivities as all teams were in the running for the top spot to the very last moment. Aspirations were eventually dashed as the winning teams were announced and included in order of first to third - BMS Manufacturing, Cruise & Coach World & Ernst Body Corporate.

Despite the disappointment of many committed golfers not claiming a competition prize, an extensive trove of prizes were on offer through raﬄes and the of SKAL members, I N D U generosity STRY guests and supporters.

Caravan Parks

RECEIVE PROPERTY ALERTS

ACCOMPROPERTIES

for buying Management Rights, Motels, • Modernised website design aesthetic Hotels and Caravan Parks in Australia • Faster page load speeds

• Streamlined user experience to navigate to qualified listings Price SEARCH / State user experience • Categories An enrichedLocation mobile • Easier response forms for buyer enquiries

OVER 1000 LISTINGS TO CHOOSE FROM ALL THE LEADING BROKERS ACCOMPROPERTIES - MAKE YOURSELF AT HOME IN THE ACCOMMODATION INDUSTRY

Find your accommodation business now

www.accomproperties.com.au Management Rights

Hotels

Motels

APPOINTMENTS R EVENTS ECEIVE & PR OPERTY ALERTS

Caravan Parks

ResortNews | September 2021

What about Women In Management?

The team-signed 2018 Brisbane Broncos jersey featured as the auction prize but was not sufficiently attractive to progress past the reserve price, despite best efforts. In the midst of the SKAL ethos of doing business with friends, many new friendships and relationships were established on the day as well as reinforcement of well-established ties within the tourism and hospitality

sector. The event has grown from humble social beginnings to represent a key event on the SKAL Brisbane event calendar, coordinated by the tireless SKAL golfing committee to ensure a hugely enjoyable outing. A big thank you to all the sponsors that ensure the success of such an event including Black and White Cabs, Cottee Parker, Able Air & Electrical, Programmed Property Services,

Dayshelf Fire Systems, RPGS, 13 Cabs, Ernst Body Corporate, Adnev Security & Night Audit Services, QLD Cricketers Club, Bradnam’s Windows & Doors, Tonic Architecture + Design, Fromm Packaging, Dulux, Nuvho & BMS Manufacturing. Overall, over $2,000 was raised for Wesley Mission Queensland, who do a wonderful job helping the less fortunate.

Now re-branded to a more inclusive “Women In”, the name change is part of a strategy to emphasise the strength and growth of the group and a commitment to reaching and attracting more women from different walks of life than ever before. Due to lockdown restrictions in August the Women In luncheon was cancelled, but don’t forget to book your tickets for the Sunshine Coast luncheon. It will be held on October 1 at Rice Boi Mooloolaba, hosted by Women In and MR Sales. Tickets can be booked through the Women In website: womenin.com.au

2021 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

All

Brisbane Expo

Tuesday, 7th September 2021

All

Gold Coast Expo

All

Sunshine Coast Expo

All Gold Coast

TIME

6:00pm - 9pm

LOCATION

REGISTRATION

Kedron Wavell

Open

Wednesday, 8th September 2021 6:00pm - 9pm

Southport Sharks

Open

Thursday, 9th September 2021

6:00pm - 9pm

Maroochy RSL

Open

Management Rights Industry Training Program Tuesday, 28 September 2021

8:30am - 4pm

Riverside Hotel

Open

Members Social Lunch

Wednesday, 29 September 2021

11:30am - 2pm

Night Jar at Burleigh

Open

Sunshine Coast

Members Social Lunch

Tuesday, 19th October 2021

12pm-2pm

Alex Surf Club

Opening Soon

Online

Information Webinar

Wednesday, 20 October 2021

11am - 12pm

Opening Soon

All

ARAMA AGM & Face to Face Members Forum

Tuesday, 26 October 2021

10:30am – 12pm

Riverside Hotel

Opening Soon

All

Management Rights Industry Training Program Wednesday, 27 October 2021

8:30am - 4pm

Riverside Hotel

Opening Soon

Sunshine Coast

Sunshine Coast Roadshow

Wednesday, 3 November 2021

6:00pm - 9:00pm

Kawana Surf Club

Opening Soon

Gold Coast

Gold Coast Roadshow

Thursday, 4 November 2021

6:00pm - 9:00pm

Surfers Paradise SLSC

Opening Soon

Mackay

Mackay Roadshow

Tuesday, 9 November 2021

6:00pm - 9:00pm

Lanai Riverside Apartments

Opening Soon

Airlie Beach

Airlie Beach Roadshow

Wednesday, 10 November 2021

6:00pm - 9:00pm

Toscana Village Resort

Opening Soon

Port Douglas

Port Douglas Roadshow

Tuesday, 16 November 2021

6:00pm - 9:00pm

Oaks Port Douglas

Opening Soon

Carins

Cairns Roadshow

Wednesday, 17 November 2021

6:00pm - 9:00pm

Brothers Leagues Club

Opening Soon

Brisbane

Brisbane Roadshow

Tuesday, 23 November 2021

6:00pm - 9:00pm

Colmslie Hotel

Opening Soon

All

Management Rights Industry Training Program Monday, 29 November 2021

8:30am - 4pm

Riverside Hotel

Opening Soon

Online

Educational Webinar

Wednesday, 1 December 2021

11am - 12pm

Opening Soon

Gold Coast

Members Social Lunch

Tuesday, 7 December 2021

11:30am - 2pm

TBC

Opening Soon

ResortNews | September 2021

EVENTS & APPOINTMENTS

DEVELOPMENT NEWS

Keylin development:

Oria in Spring Hill, Brisbane

After months of discussion, construction will soon begin on the new Brisbane quarantine hub, at the Damascus Barracks in Pinkenba. Located just metres from Brisbane Airport, the development will offer a purpose-built solution to quarantine for returning travellers. The construction of the facility will mark a shift in Queensland’s handling of COVID-19 quarantine protocols and will ease the burden on

ORIA Brisbane’s Spring Hill

Brisbane-based Keylin has received development approval for its exciting residential and hotel development at the former Energex headquarters site in Spring Hill, Brisbane. The Art Deco-style towers at 447 Gregory Terrace will be constructed alongside the future Victoria Park Precinct. The development will feature 113 apartments and a hotel with eye-catching design by architects DBI Design that includes expansive vertical gardens on the facade. The approved development reflects the Spring Hill

QLD’s first purpose-built quarantine facility

Neighbourhood Plan adopted by Brisbane City Council in 2018 and promises to herald a new era for the area while maintaining its character and rich heritage. Prospective buyers will be able to enjoy the shared spaces slated for the development, which includes bar and lounge areas; private dining, business and meeting facilities; a gym; pool and communal terrace complete with a floating lounge, two fire pits, outdoor dining facilities and a playscape. Keylin Project Director Ian de Kretser said: “Spring Hill is fast becoming Brisbane’s answer to Central Park, and this development will offer a front-row seat to the suburb’s transformation.”

the state’s quarantine hotels, which until now have been responsible for accommodating travellers throughout their isolation periods. The new quarantine facility will offer 1,000 beds in selfcontained units, helping to reduce the spread of COVID-19. The facility will be fitted with necessary medical equipment to test for the virus and to treat mild COVID-19 cases. The state government has also announced a joint agreement with the Wagner Corporation to establish another Quarantine Facility at Wellcamp, Toowoomba.

Wonder Reef: Gold Coast’s new $5 Million Diving development The State Government announced the development of a new purpose-built, ecoengineered diving reef installation located approximately 2.5kms off the Main Beach on the Gold Coast. The ‘Wonder Reef’ has been secured in a 50-year sea-bed lease, with $2.5 million investment each from the Queensland State Government and the Gold Coast City Council. The Gold Coast City Council website states

that this new ecotourism attraction will sustain a rich diversity of marine life for all levels of divers. The project promises to inject $32.8 million into the region’s economy along with 80 jobs. It should also attract 166,000 overnight visitors to the area and provide marine research and educational opportunities. The Wonder Reef will join a collection of artificial reef dive sites in Queensland including Townsville’s Museum of Underwater Art, ex-HMAS Tobruk in the Great Sandy Marine Park, and ex-HMAS Brisbane off Mooloolaba.

ORIA Brisbane’s Spring Hill © Rafael Ben-Ari - stock.adobe.com

DEVELOPMENTS

ResortNews | September 2021

Holiday Inn and Suites Ballarat Goldfields to make a splash in 2024 An exciting new chapter is in store for IHG Hotels and Resorts, with the design-led Holiday Inn and Suites coming to Ballarat in 2024. Designed by international awardwinning Hachem Architecture, Holiday Inn and Suites will boast 110 rooms, stunning rural views, and plenty of meeting space, including a ballroom. The hotel will also include a 90-seat restaurant and bar, a day spa, a gymnasium, and an outdoor pool. Often referred to as the gateway to regional tourism in the Central

Highlands and Goldfield region, Ballarat has plenty to offer in terms of culture and heritage, it’s the perfect location for IHG.

Holiday Inn and Suites Ballarat Goldfields

But this isn’t the first big step for IHG’s Holiday Inn brand, which has undergone a global transformation over the last 18 months. Holiday Inn Werribee opened last month with nextgeneration brand hallmarks, and features such as stylish design, open lobbies, and fantastic suite offerings. Holiday Inn and Suites Ballarat Goldfields will join the 41 open or pipeline Holiday Inn brand family hotels in Australasia and the Pacific.

Australia’s newest boutique hotel concept: Aiden, Sydney’s Darling Harbour hand wipes and sanitisers throughout the hotel and contactless technology for checkin and check-out. A refurbished, eight-story 1930s art deco building will house Aiden Darling Harbour. It offers developers a design concept with unparalleled flexibility allowing owners to entice and tap into the unique flair of the local community and broaden customer base to achieve higher RevPAR.

BWH Hotel Group, is shaking things up in the Australian market by introducing its new lifestyle brand, Aiden by Best Western. Making its debut in the Pyrmont precinct of Darling Harbour, Sydney, the hotel will showcase the lifestyle boutique brand within the BWH Hotel Group portfolio. Managing Director of BWH Hotel Group for Australasia Graham Perry said: “Aiden exudes creative positivity and is exactly what Sydney needs right now. The launch of a new brand to the market presents the opportunity for developers and hoteliers alike to reposition their property in a unique way, taking advantage of our costResortNews | September 2021

Aiden, Darling Harbour

saving initiatives and our effective design and renovation programs.” In partnership with property developer iHHL, Aiden Darling Harbour speaks to the future of hotels, with state-of-theart design and technologies to ensure a safe and secure

stay, including MERV-13 (or F7) air-conditioning filtration in each room and continuous 24/7 hydroxyl supply and dispersion throughout the building’s ventilation system. The hotel will also have antimicrobial films over all lift buttons and door handles,

DEVELOPMENTS

Global President and CEO of BWH Hotel Group David Kong said: “While Aiden Darling Harbour will mark our first lifestyle boutique offering in the market, it certainly won’t be the last as we continue to grow and expand our portfolio of hotels throughout Australasia.”

NEW MANAGERS

Trinity Beach Club, Cairns

Sales Report The trusted source for buying Management Rights, Motels and Caravan Parks from all the leading brokers.

MANAGEMENT RIGHTS Gold Coast Waratah The Hill Apartments Gold Coast Outlook 111

Nicholas & Kellie Kerr Sue Mackenzie & Steve James Steven Sun

Main Beach Currumbin Eagleby

TMR RB RB

Jimmy Shaw Donna & Seamus MacMahon Aaron Rae

New Farm North Stradbroke Is. Kagaroo Point

Brisbane Gleneagles Islander Holiday Resort Thornclyffe Residences

RB RB RB

Sunshine Coast / Wide Bay / Fraser Coast Leeward The Sanctuary Horizons Seaside On The Lake Seaside @ Marcoola Coolum Villas

L-R Calvin Bailey and Thomas Taylor

Brian Clarke and Yonglan Lee Julianne Maher Lawrence & Maria Jayaraj Foxlim P/L Foxlim P/L J & M Wallace

Parrearra Buderim Peregian Marcoola Marcoola Mt Coolum

RMS RMS RMS TMR TMR TMR

Thomas and Kim Taylor Paul & Francine Tuddenham

Trinity Beach Airlie Beach

CBMR RB

Palladium Aparments P/L

Pymont, Sydney

MRS

Undisclosed Buyer Kevin Humphreys Laird Enjoy Life P/L Francis Dawson Quantum

Herberton Tannum Sands Warwick Childers Charters Towers Tingoora Gladstone

RB RB CRE CRE CRE CRE CRE

Sri Oil Co P/L M. Thompson P. Hong M. Marsh Ryan Shaw Parmpal Singh Brar Kupers Smith Daniels Leeson B&D Motels McGill

Tweed Heads Muswellbrook Harden Ballina Bathurst Junee Peak Hill Taree Marks Point Kempsey Tenterfield Gunnedah

TB TB TB TB RB RB CRE CRE CRE CRE CRE CRE

B. Pund V Zodiac P/L V. Kaur & M. Singh Phil Moore Maninder Singh Rama Gollapudi Yuqi Wang Tony Huddy

Bairnsdale Seymour Colac Casterton Geelong Wangaratta Apollo Bay Ararat

TB TB TB CRE CRE CRE CRE RB

Antony Wiesener

Berrimah

Rong Chen and Hehua Wu Chen

Penola

North Queensland

Calvin Bailey Management Rights congratulates Thomas and Kim Taylor on the successful purchase of Trinity Beach Club located in the Northern Beaches of Cairns. New to the industry, but well equipped with life’s experiences and the so essential business skills, Thomas and Kim are looking forward to the lifestyle change of managing this lovely Trinity Beach property in Tropical North Queensland. Whilst the industry is in unprecedented times, long term confidence remains in the overall success and strength of the management rights businesses model, as proven in the past.

Trinity Beach Club Peninsula Airlie Beach

New South Wales Palladium Apartments

MOTELS & OTHER Queensland Wild River Caravan Park Palm Valley Motel Country Rose Motel Avocado Motor Inn Charters Towers Motel Tingoora Hotel Camelot Motel

New South Wales Tweed Central Motel Muswellbrook Motor Inn Harden Country Motel Fun N Sun Motel Quality Inn Bathurst Junee Motor Inn Oasis Motel Midlands Motel Lake Macquarie Motor Inn Powerhouse Motel Jumbuck Motor Inn Gunnedah Serviced Apartments

Management Rights Solicitors Management Rights Buying (existing businesses and off the plan), selling, renewals, new agreements and dispute resolution

Hotels & Motels Franchised, leasehold or freehold Property All aspects of commercial and residential property

We have offices conveniently located in Brisbane and the Sunshine Coast.

(07) 3226 3944 Matthew Russell,

Vanessa Sciortino,

mjr@nicholsons.com.au

vas@nicholsons.com.au

Partner

Special Counsel

www.nicholsons.com.au 42

Victoria Travellers Rest Motel Seymour Motel Baronga Motor Inn Glenelg Inn Hotel Motel Shannon Motor Inn Central Wangaratta Motel The Beachfront Motel Ararat Southern Cross Motor Inn

Northern Territories Hidden Valley Holiday Park

South Australia Coonawarra Motor Lodge

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

PROPERTY

ResortNews | September 2021

Management Rights – Secure Your Future ID 8996 UNBEATABLE LOCATION

ID 7846 PREMIUM BUSINESS OPPORTUNITY EXCLUSIVE AGENCY

• • • • • •

EXCLUSIVE AGENCY

Port Macquarie - NSW High demand growth area Luxury 3 bed residence Topped up agreements Ultimate work/life balance Escape the city today!

NET PROFIT: ASKING PRICE:

$280,708 $1,995,000

CONTACT: James Carrick – 0498 965 005

• • • • • •

ID 8861 SUNNY COAST MONEY MAKER

• • • • • •

Hinterland location 21 boutique style apartments Would suit experienced operator No requirement to live onsite No set hours Onsite bar and restaurant

NET PROFIT: $430,341 ASKING PRICE: $2,250,000 CONTACT: Tony Johnson – 0433 335 679

Maroochydore riverfront Holiday management rights Outstanding opportunity 3 bed ground ﬂoor residence Pet permitted with BC approval A must to inspect

NET PROFIT: $212,606 ASKING PRICE: $1,558,000 CONTACT: Amanda Rowe – 0427 413 319 Lyn Pearsall – 0425 168 244

ID 9014 PRICED TO SELL

• • • • • •

Permanent management rights Brisbane southside 48 townhouses No set hours 25 year agreement Tastefully renovated residence

NET PROFIT: $63,000 ASKING PRICE: $575,000 CONTACT: Peter Ross – 0447 710 891

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

Bellardoo Holiday Apartments

Management rights in our own words

By Jenny and Mark Fenton, Bellardoo Holiday Apartments

was like several properties - the least desirable in the block.

Long time managers Jenny and Mark Fenton from Bellardoo Holiday Apartments in fabulous Mooloolaba on Queensland’s Sunshine coast, write about their 12-year management rights journey.

Nevertheless, we could appreciate that we were buying a business, this meant that the office was the engine room and money earner and our apartment was not, to the same degree, as important. On our return to New Zealand we put in an offer on Bellardoo which was accepted, we organised finance with the bank, made contact with our solicitor John Mahoney to sort through the process and prepared our move.

In 2001 our family holidayed for the first time at Alexandra Headland on the Sunshine Coast and fell in love with the area. We continued to return each year for a further six years. During these holidays we became interested and intrigued with the role of the managers at the resorts and over time we approached them with interest and questions on how management rights worked. We considered that it was something we could perhaps do in the future. Back in Auckland we read everything we could find out about management rights and eventually attended a seminar held in Auckland which was run by a team of experts in the field who had come over from Australia. This was the

Jenny and Mark Fenton

launching pad to a sea change. Having worked in sales and the travel industry throughout our careers, we were both comfortable and familiar dealing directly with people. We both held rather stressful corporate positions in our fields and felt that we wanted a change in our lives for the forthcoming years. The management rights industry would provide new challenges and direction in addition to having the opportunity to run our own business with more control of our destiny. We flew over to the Sunshine Coast in 2008 having enrolled ourselves into a management rights training course and during this time, with the

help of a broker, visited about 15 properties from Noosaville to Caloundra. During this visit we actually stayed at Bellardoo which made it most interesting to experience the workings of management and the running of the property. In viewing other properties, we were able to compare them with Bellardoo. We felt that Bellardoo actually ticked all of our boxes. Location, location, location was, first and foremost, paramount in our decision making. However, in addition to the potential investment of the property, we also felt there was enormous opportunity for growth in the business itself. The manager’s unit attached to the business

PROFILES

On July 1, 2009, we began what has become a wonderful journey for us both. We have met delightful people along the way, as well as some challenging ones. We have countless interesting and amusing stories to tell of our time here whilst enjoying a fabulous lifestyle on the Sunshine Coast. We had set ourselves a three-year goal initially but wanted to ensure that we enjoyed what we took on and quickly realised that we needed to take time out otherwise we would risk burning ourselves out. We understood that there are many challenges in this industry, but these have kept us focused and given us the ResortNews | September 2021

foresight to future proofing the business for the coming years. In addition to our everyday dealings with guests/owners/ tenants, we identified a real challenge with our ageing complex, so we put forward a plan to reinvent Bellardoo. Working with the body corporate committee we established areas that needed to be addressed, some were more imminent and some more long term. In 2011 the entire complex was rendered and painted, a new roof membrane was coated, and new stairwells and balcony balustrades were installed. The complex was modernised considerably. This project took 12 months but we both felt we had accomplished enormous satisfaction from this restoration for the benefit of all owners and the complex overall which, with regular maintenance, will last for years to come. Our owners also came onboard, and most had upgrades done within their apartments during this period. All the improvements assist in retaining the value and interest in the complex, it has been for the good of everyone.

In this business one of the biggest hurdles, which can be a challenge, is managing people’s expectations. With the old star rating system, we were a 3.5-star complex. Early on our goal was to be a very good 3.5-star complex, rather than trying to push ourselves to be a poor 4 star. Our complex is set among 4- and 5-star properties which we cannot compete with due to not only the age of our

building but also the limited facilities that we can provide. Our point of difference is to ensure we promote a family friendly, easy-going resort that’s well priced and affordable to families who are more budget conscious. We are happy with this model and feel rewarded with the high percentage of repeat business we achieve, many

of whom return each year. Our location is undoubtedly a significant drawcard. It would be fair to say that our biggest learning curve has been dealing with the public. While most guests have a wonderful experience during their stay at Bellardoo and on the Sunshine Coast, there are a few people that have a different agenda.

10% discount for Resort News readers when booked direct

We are proud to be the trusted legal advisors to Mark & Jenny in relation to Bellardoo Holiday Apartments BUYING/SELLING ASSISTANCE

OFF THE PLAN IMPLEMENTATION

RENEWAL STRATEGY

DISPUTE RESOLUTION

ARAMA Service Provider

(07) 5444 3241

of the year 2019, 2020 & 2021

Cnr Esplanade & Meta St, Mooloolaba Qld 4557

www.mahoneys.com.au ResortNews | September 2021

info@bellardoo.com.au

www.bellardoo.com.au PROFILES

These people can be a real challenge for us all. Nevertheless, we firmly believe that it is extremely important that you are a ‘people person’ in this business and you must be able to enjoy and interact with people well. As difficult as it can be sometimes, you need to strive to ensure that you do not let little things, that sometimes occur, drag you down. Having a good relationship with your body corporate committee and working with them putting forward constructive views, that are for the benefit of all owners, is a must. Our committee has been very stable and

Last year, like a lot of management rights operators, we had our best in 12 years. very supportive throughout the years we have been at Bellardoo and by working well together, it has helped keep this iconic building a favourite place for visitors to come and enjoy. We continue to look at

the big picture which enables us to remain focused and interested in delivering a good and well-respected business. It cannot go without saying that in this industry it is vital for you to take a break.

PROFILES

Although the initial years are tough and hard work, we identified the importance of time out. We are fortunate that our office hours are not strict, and we therefore have the flexibility to change hours to suit our business needs. This gives us the ability to take time out every day whether it be for a good walk, a bike ride or a bite to eat at one of the many great Mooloolaba cafes. This complements our already enjoyable lifestyle.We both have interests away from Bellardoo. Getting out is an essential part of surviving this industry.

ResortNews | September 2021

For the future of management rights, we believe it is still very positive. We are all fully aware of the impact COVID is having on the tourism industry at the moment, but we feel we will get through it. Last year, like a lot of management right’s operators, we had our best year ever in 12 years. Obviously, people have stayed in their own state and not travelled too far afield which has worked to our advantage. However, this year is a bit different. Due to the level of uncertainty about getting caught up in lockdown, people are

more cautious about making bookings, certainly in advance. Hopefully their mindsets will change soon, and we will see some light at the end of the tunnel with the next round of school holidays and summer approaching soon after. It’s inevitable that people will want to get out again and enjoy what this wonderful state has to offer. Management rights is certainly very much a ‘hands on’ industry but it also can be very rewarding if you achieve good relationships and control your input and time.

WOULD YOU LIKE YOUR PROPERTY FEATURED? Profiles are a fantastic opportunity to:

PROFILE FEEDBACK:

• •

Thanks very much to you and your team for your assistance and support in creating a professional resort profile, for Oscar on Main, in your wonderful publication.

• • •

Impress your unit owners Receive recognition for your hard work (and that of your staff) Lift the awareness of your property within the industry Help build relationships with other managers Lift the profile of your property for when you are ready to sell

resortnews Issue Iss ssue ue 235 2 | Mar March rch 201 2016 2 6 | $1 $13.75 $13.7 3.75 3.7 5 Inc. Inc. GS GST T

The Monthly

Magazine for Accommodation Industry Profe ssionals

www.accom news.com.a u

Who writes the article? The article will be written by one of our qualified journalists.

Print Post No. Australia Post Registered by

It doesn’t cost anything to have a profile in Resort News apart from a little of your time when helping to coordinate the profile material.

PP442298-00 015

What does it cost?

The profile read well and told our personal story as well as that of our business and the building. It was surprising how many people saw it and commented back to us.

Special Repo rt

Regional airpo rts from internatio benefit nal links

Profiles

Le Cher Du Monde Raine & Horn e Onsite Righ ts management rights •

hotels • mote ls •

Interview Steve Daws on on Airbn b, corporate buyers and why WA is the place to invest from international links resorts • holid ay

parks • time share

I was a little concerned that it would take a lot of time and effort on my part – something building managers are always stretched on – but your team made it very easy and took the hard work out. We were very proud our wonderful resort was featured in such a professional way.

• hosted

Many thanks for the extra copies of the magazine. We have given them to some of

the owners and the body corporate committee members. They were really proud to see their building highlighted in the industry magazine. Thanks for helping us to raise our profile with the Oscar on Main feature and for making it a quick and easy, professional process. – Angela, David & Sonya Oscar on Main, Main Beach Thanks to the team at Resort News for profiling our property. We are really happy with the results, and the feedback from owners has been fantastic. The article was great, and accurately reflected both our property and everything we are trying to achieve. Very much appreciated! – Eric & Tanya Sealey, Aqua Vista, Maroochydore

CONTACT OUR PROFILE COORDINATOR GAVIN BILL ON 07 5440 5322 OR SERVICE@RESORTPUBLISHING.COM.AU TO BOOK YOUR PROFILE

ResortNews | September 2021

PROFILES

Retired couple ride

taking on Pacific Surf

By Grantlee Kieza, Industry Reporter

Ann and Allan Jones, who run the magnificent Pacific Surf Absolute Beachfront Apartments at Tugun on the Gold Coast, have a simple message for anyone contemplating a career in management rights. Just do it. “My advice to someone thinking of starting in the business is don’t leave it too late” Ann said, “because it can certainly be a very successful business. “Allan and I have come into this business as very mature people in our 60s”. “Management rights is a business that I have wanted to do for approximately 20-odd years. I just couldn’t convince my husband. But now Allan says that he wished he had listened to me all those years ago because we absolutely love it. “There are 35 units in this complex and we manage 17 of those in addition to managing

Ann and Allan Jones

the building. In this type of business, you have to be prepared to be hands on.” The current COVID situation has of course affected the tourism/ accommodation business. The husband-and-wife team have been running Pacific Surf at the southern end of the famous Gold Coast strip since December 2018. It is their first management rights business.

“I had been in real estate for 34 years in south western Sydney,” Ann said. “I had my own real estate office in Sydney for six years and before and after that I worked for other real estate companies, doing their accounting, overseeing the property management department, and also working in sales. “Allan worked for many years in logistics management,

PROFILES

warehousing and transport, and his skills in logistics are second to none. They are certainly put to good use in this business.” After leaving their jobs in Sydney, Ann and Allan moved south to Albury on the Murray River. Both keen golfers, they built a home just off the golf course and Ann went to work for another real estate office managing their business. Ann said; "Allan was retired and

ResortNews | September 2021

became quite bored, and I saw this as the perfect opportunity to persuade Allan for us to pursue a management rights business.

offers a sun-drenched holiday on the golden stretches of Tugun beach, not far from the worldfamous surf break at Kirra.

“We decided Albury was a bit cold and that we should move north.

The well-appointed self-contained two-bedroom apartments make guests feel at home right away. Everything they need for a truly relaxing and enjoyable holiday break is right there, including public transport at the front door to explore all the delights of the Gold Coast

“I had been looking online for a long time for the right property and I said to Allan at the time Pacific Surf was the building for us. “I just had a good feeling about it, so we came up to Queensland and worked with the team at Think Management Rights. “They showed us numerous properties from Southport all the way down to Coolangatta, but we had our hearts set on Pacific Surf. “The location is fantastic, also it has been a really well managed building. The body corporate committee has been wonderful, which we have been told is not always the case. “We’ve also been very fortunate in the fact that the owners we manage the properties for as well as the owner occupiers are brilliant to work with as well.” Ann said the thing she loves most about this business is the interaction with people. “I did permanent property management for 11 years prior to going into my own business and it’s such a different feeling in the holiday market,” she said. “People are so much more relaxed when they’re on vacation, so much easier to deal with. Everyone’s happy, everyone’s in a good mood and it’s lovely. “We have a lot of repeat business because people enjoy the apartments and the location so much and they can’t wait to return.” Pacific Surf offers absolute beachfront accommodation and is only a few minutes drive to the Gold Coast airport and within a short walk to quality restaurants, cafes, the lovely Tugun Surf Club, and the Tugun Shopping Village. The property ResortNews | September 2021

There is also a path that winds all the way from Currumbin to Coolangatta. “We’re very lucky,” Ann said. “The location is a beautiful, peaceful place right on the beach away from all the humdrum on the coast.” While COVID has been a massive challenge for the accommodation industry, Ann said it had also opened new opportunities for her property. “We were coming back really well until this last bout of COVID,” she said. “We have a lot of repeat business, a lot of southerners come here every winter. “Unfortunately, we lost the majority of those with lockdowns this year, and last year we lost them all, so that was difficult. “But even with border closures we have been fortunate to obtain business from people in Brisbane and elsewhere in Queensland. The local support has been great, a lot of these are people who haven’t stayed here before. They realise now that it offers a great vacation so close to home. “They will rebook again. The beaches here are some of the best in the world. “Once we get through COVID the management rights industry will boom again. I don’t think people will be going overseas for a long time so holidaying at home will be their best option. “Our hopes are that the entire industry will benefit from this.” PROFILES

THE PREFERRED SUPPLIER DIRECTORY THE ORIGINAL AND MOST TRUSTED BUSINESS TO BUSINESS GUIDE FOR THE ACCOMMODATION INDUSTRY ABSEILING SERVICES

MANAGEMENT RIGHTS SPECIALISTS Due Diligence Auditing Business Advice Taxation

Specialist Business Advisors to the Management and Letting Industry • Due Diligence Reports • Trust Account Audits • Structure Advice & Tax Compliance

Look for the sign of an Industry Specialist...

Level 4, 97 Creek St, Brisbane, 4000

Whatever, Wherever, Whenever!

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

- GOLD COAST -

www.accomnews.com.au/business-directory

www.archergowland.com.au

erika thomas & associates MANAGEMENT ACCOUNTANTS

management rights income verifica�on management rights trust account audi�ng prepara�on of bank review/re-finance figures

Verification Reports Structure & Taxation Advice Trust Account Auditing Risk & Superannuation Tax & Accounting

ACCOUNTANTS & AUDITORS Contact Michael Beddoes Partner & Management Rights expert mbeddoes@mbapartnership.com.au

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

Paul Shannon

www.managementrightsauditor.com.au

Management Rights Specialist

07 5538 0999

info@crestaccountants.com.au

www.crestaccountants.com.au

- SUNSHINE COAST “YOUR GUIDING LIGHT ON MANAGEMENT RIGHTS”

Your Sunshine Coast

Management Rights Specialists FOR OVER 20 YEARS

Verification Reports - Due Diligences Tax Planning & Structures For Sale Figures - Auditing Tax & Accounting

Specialist Management Rights Accountants

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

FIRST INTERVIEW FREE! Greg Kamp FCPA FTI

07 5443 7789

“Holbrook House” 48-50 Sugar Road Maroochydore

www.pmag.com.au

info@kampba.com.au

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

www.kampba.com.au

Accounting & Taxation Trust Account Audits Tax Planning & Structures

P: 5456 4018

Phone 07 5534 4333

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

- NORTH QUEENSLAND When your Business Needs a Tune or a Service

• Bookkeeping

• Marketing

Specialist Advisers to the Accommodation & Hospitality Industry

• Business Management

Y • Human Resources

Where Value & Service are No.1!

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

Accounting – Audits – Taxation Due Diligence Reports

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

Chartered Accountants & Business Advisors

CMY

T: 07 5449 9992

Specialist Advisors to the Accommodation Industry

info@pbbconsult.com.au | www.pbbconsult.com.au

PREFERRED SUPPLIER DIRECTORY

ResortNews | September 2021

AIR CONDITIONING

BEDS & BEDDING

BEDSPREADS & BEDCOVERING PRODUCTS

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

A H A P PY GUEST

BROCHURE DISPLAY

STARTS WITH

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

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

0412 587 288

1300 654 000 ahbeardcommercial.com

info@suncbd.com.au

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

www.SunshineCoastBrochureDisplay.com.au

Call 07 5522 1044

enquiries@climatecontrol.net.au

MANUFACTURERS OF QUALITY BEDDING QUALITY WITHOUT COMPROMISE FACTORY DIRECT PRICES

www.climatecontrol.net.au

- SUNSHINE COAST -

DON’T LOSE YOUR COOL PROFESSIONAL AIR CONDITIONING CLEANING & MAINTENANCE CONTACT US RESORTS - HOTELS - RESIDENTIAL - COMMERCIAL

TODAY FOR AN OBLIGATION FREE QUOTE

• Delivering the highest standard of product designed to give long life and superior comfort • Two sided mattresses used across the entire commercial bedding range • We use only the best quality fire retardant fabrics and foams which also include pest resistant treatments, as well as conforming to Australian standards Sunshine Coast ph 07 5446 7541 Cairns ph 07 4032 5133 sales@themattresscompany.com.au www.themattresscompany.com.au

Commercial Bedding Specialists ASBESTOS REMOVAL ALL ASBESTOS REMOVED - QUEENSLAND WIDE

Personal Service. Trusted Advice.

Gold Coast: (07) 5592 3344 Sunshine Coast: (07) 5447 1210

Look for the sign of an Industry Specialist

BODY CORPORATE MANAGERS

DO YOU WANT TO CHANGE YOUR BODY CORPORATE MANAGER? IT’S EASY CALL...

1300 845 176 www.bcssm.com.au

w w w. L M g o l d s t a r. c o m . a u

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



BATHROOM RENOVATIONS

1800 425 903

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

1300 88 53 70 service@ciwremedial.com.au

WINDOW CLEANING PRESSURE CLEANING ANCHOR TESTING AND INSTALLATION CONCRETE REPAIRS BUILDING MAINTENANCE AND PAINTING SIGNAGE REMOVAL AND INSTALLATION HIGH-RISE WINDOW SEALING

sleepmakercommercial.com.au

August 20212021 ResortNews | September

BUILDING MAINTENANCE SERVICES

Look for the sign of an Industry Specialist

PREFERRED SUPPLIER DIRECTORY

FREECALL 1800 306 316

MB 0433 369 351 W www.ghom.com.au

CARPET & FURNITURE CLEANING/PROTECTION

FINANCE

FURNITURE - OUTDOOR ACL (364 314)

Suppliers of Quality Commercial Outdoor Furniture & Accessories

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

• New Chairs • Tables • Sun Lounges • Umbrellas • Cushions & Accessories • Prompt Service Guaranteed REPAIRS - RESLINGS AND SUPPLY OF REPLACEMENT SLINGS TO P.V.C AND ALUMINIUM OUTDOOR FURNITURE

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

CLEANING CONTRACTORS

CLEANING

Whatever, Wherever, Whenever! www.accomnews.com.au/business-directory

ELECTRICAL APPLIANCES

RESORT & COMMERCIAL CLEANING

Quality Electrical Appliances

David: 0421 618 566 jporter01@bigpond.com

Personal Service. Trusted Advice.

0448 813 090

mike@mikephippsfinance.com.au

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

0477 776 859

cameron@mikephippsfinance.com.au

ia w tr do a vi

EEand d FdRemol perionload

Reservations and Trust Accounting Daily Reconciliation – Systematic Distribution Holiday

Year 1 $1,100

Year 2+ $599

Resident

Year 1 $990

Year 2+ $440

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

Phone (07) 5446 2135

www.pumasoftware.com.au

Gold Coast: (07) 5592 3344

www.mikephippsfinance.com.au

Red

LARGE INVENTORY FOR FAST DELIVERY

F I N A N C E

Sunshine Coast: (07) 5447 1210

Professional & friendly service Over 30 years finance experience Accommodation funding specialists

w w w. L M g o l d s t a r. c o m . a u

Nick Smith - 0450 179 677

ENERGY MANAGEMENT CONSULTANTS & SERVICES

SUPPLYING ALL TYPES OF COMMERCIAL QUALITY FURNITURE, UMBRELLAS & SUNBEDS

AUSTRALIA WIDE BEST PRICES info@kudosfurniture.com.au

www.redtenfinance.com.au nick@redtenfinance.com.au W I D E

COMPUTER SOFTWARE

Puma Light

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

4/31 Mary Street, Noosaville, Qld - 07 5470 2194

SERVICING THE SUNSHINE COAST FOR OVER 15 YEARS

No trust accounting

Mike Phipps

coastalcasualoutdoors@gmail.com

Management Rights Finance Specialists

Brisbane: 07 3252 2219 • Gold Coast: 07 5576 7059 enquiries@pcsfinance.com.au

www.pcsfinance.com.au

CURTAINS & BLINDS

FURNITURE

A U S T R A L I A

LIFESTYLE

Look for the sign of an Industry Specialist...

fresh finance...

0418 765 257

www.casualfurniture.com.au

Commercial Specialist Direct Importers Sales, Service & Repairs ¾LARGEST RANGE¾FURNITURE ¾UMBRELLAS¾SUN 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

Expert Advice • Great Range Friendly Service • Quick Turn Around

M 0476 327 736 darrensbsc@bigpond.com

darrensblindsshutterscurtains.com

Look for the sign of an Industry Specialist

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

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

PREFERRED SUPPLIER DIRECTORY

ResortNews | September 2021

GYMNASIUM EQUIPMENT

Look for the sign of an Industry Specialist LINEN &/OR LINEN GOODS

We’ve got you covered EBM is your Management Rights insurance specialist. As industry partners and members of ARAMA, we are proud to support the Management Rights sector. 1300 755 112 | ebm.com.au

INSURANCE

Australia’s Leading Hotel Bedding Suppliers

07 5437 8544

We get results. Pure & simple. Management Rights, Motel, Hotel and Caravan Park sales.

info@mainlinen.com

1300 665 966

AFSLN 246986 ABN 31 009 179 640

MAIL BOXES

YOUR PARTNERS IN SUCCESS …When you need us most! MGA was founded in 1975 and has since opened up 38 offices around Australia, offering Insurance products for:  Business  Strata  Landlord Protection With quick quote turnaround and hassle-free claims service Call us today on (07) 3720 6000 or email: quotes.brisbane@mga.com

INTERNET SERVICES

Quality Aust Products to meet All Building & Government Standards

DELIVERIES QLD WIDE – INSTALLATION & SERVICE IN SE QLD

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

MANAGEMENT RIGHTS AGENTS

Property Bridge MANAGEMENT RIGHTS

Calvin Bailey LREA

0414 889 593 calvin@cbmr.com.au

Alex Barker-Re LREA 0414 835 128 alex@cbmr.com.au

CALVINBAILEYMANAGEMENTRIGHTS.COM.AU

RESORTS

 Discreet Silent Listings  Free Market Appraisals

WORLD CLASS INTERNET ACROSS QUEENSLAND RESORTS  OPTIC FIBRE & COAX SOLUTIONS  NOT NBN  ENABLE FOXTEL BUSINESS IQ  USE YOUR EXISTING CABLING  FREE AUDIT CONTACT ANNIE MECKLEM 0410 607 846 | 1300 GIGABYTE

“Always passionate, committed and professional, you can trust the team at Property Bridge.”

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) Nationwide: 07 3554 0040 Email: sales@rcabb.com.au

www.rcabusinessbrokers.com.au info@propertybridge.com.au propertybridge.com.au

The Management Rights Specialists

1800 888 518

LIGHTNING PROTECTION

SUNSHINE COAST

Matt Campbell 0410 343 219 Barry Davies 0438 554 995

contact@managementrights.com

www.managementrights.com

Look for the sign of an Industry Specialist August 20212021 ResortNews | September

Whatever, Wherever, Whenever! www.accomnews.com.au/business-directory

PREFERRED SUPPLIER DIRECTORY

Specialising in Motel & Resort Sales Qld wide

www.accomnews.com.au/business-directory

ASBESTOS REMOVAL QUEENSLAND WIDE

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

SPECIALIST AGENTS COMMITTED TO MAKING EVERY DEAL A SUCCESS

FREE CALL

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

1800 111 622

LOCALLY-OWNED FOR OVER 25 YEARS

WWW.STRATACORP.COM

Ph 5520 1256

Think Management Rights Wayne & Linda Stoll 0452 181 505

SOLICITORS

Whatever, Wherever, Whenever!

www.anppainting.com.au

1800 766 366

FREE QUOTES &ADVICE

HIRISE

MAINTENANCE PTY LTD HIGH RISE/COMMERCIAL RE-PAINT, ABSEIL ACCESS INSTALLATION & CERTIFICATION, WINDOW CLEANING, ALL ROPE ACCESS MAINTENANCE

0435 818 380 www.hirisemaintenance.com.au vince@hirisemaintenance.com.au

JUST

LAWYERS EXPERIENCE COUNTS We have the largest team of management rights lawyers across Queensland and NSW. We guide you through management rights every step of the way.

GET THE RIGHT ADVICE Painting, High Rise, Interior & Exterior and Building Rectification Brisbane – Gold Coast – Sunshine Coast W. Wilkopainting.com.au P. 1300 945 564

PLUMBERS & GAS FITTERS

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

QBCC Lic No 1050861 NSW Lic No 179886C

wayne@thinkmanagementrights.com.au

- SUNSHINE COAST -

Narelle Filmer 0459 229 744

LOOKING FOR DRAIN PLUMBING & GAS ? BLOCKED

narelle@thinkmanagementrights.com.au

SPECIALIST

www.thinkmanagementrights.com.au

PAINTERS & DECORATORS

MORE THAN

• • •

OUR

SERVICES

GENERAL PLUMBING DRAINAGE PROBLEMS GAS-FITTING & MAINTENANCE

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

24/7 EMERGENCY RESPONSE

• GENERAL PAINTING • PROJECT MANAGEMENT

SHEET METAL

• MAINTENANCE PAINTING SOLUTIONS • NATIONAL MULTI-SITE PAINTING • SPECIALISED ACCESS • BUILDING SERVICES • ANTIMICROBIAL SANITISING 1300 HIGGINS www.higgins.com.au

Stainless Steel Handrails Restaurant Fit-Outs Exhaust Duct Work Ph 07 5593 4183 M 0413 432 294 adrian@sheetmetalimprovements.com.au

C O O L A N G AT TA T O B E E N L E I G H

SIGNS

BRISBANE: 07 3007 3777 GOLD COAST: 07 5562 2959

info@mahoneys.com.au

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

Call 1800 620 911 or 07 3718 1600

New Agreements or Variations

General Advice

All at Fixed Fees

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.

• Sustainability

programmed.com.au

Buying & Selling

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

PREFERRED SUPPLIER DIRECTORY

Call Sharon Flood, Director 0459 070 871 or 02 6674 5118 sharon.flood@floodlegal.com.au www.floodlegal.com.au

ResortNews | September 2021

think

management rights, think...

Whatever, Wherever, Whenever!

Buying or Selling Renewing or Reviewing Negotiation & Dispute Resolution We are recognised experts in our field, always outcomes focused and offer flexible fee options. Michael Kleinschmidt, Legal Practitioner Director PH: 07 5406 1280 info@stratumlegal.com.au

SWIMMING POOL SUPPLIES/REPAIRS

(07) 3226 3944 mjr@nicholsons.com.au / vas@nicholsons.com.au www.nicholsons.com.au

Appliance Rental Specialists

Personal Service. Trusted Advice.

Gold Coast: (07) 5592 3344 Sunshine Coast: (07) 5447 1210

Matthew Russell, Partner Vanessa Sciortino, Special Counsel

Management Rights Lawyers

TV & VIDEO HIRE/REPAIRS

Leading Sunshine Coast Law Firm

w w w. L M g o l d s t a r. c o m . a u

Heat Pumps

Proudly installed and serviced

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

VALUERS - REAL ESTATE MANAGEMENT RIGHTS VALUATION SPECIALISTS

Noosa 5449 7855 | Maroochydore 5443 2111 Caloundra 5438 1588

Get it right the first time…call

Griffiths Parry Lawyers

T: 07 5390 1400 www.gplaw.com.au

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

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

TRAINING & DEVELOPMENT

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

australianvaluers.com.au mlr@australianvaluers.com.au 1800 664 094 The only specialist Management Rights valuation company in Australia (with 25 years experience)

Classes from Coolangatta to Cairns

Valuations for all purposes - National Coverage Major Lenders - Consultancy - COVID-19 Advice

REAL ESTATE LICENSING COURSES

Alex McCowan 0417 405 115 or Alison Sun 0416 181 285

WHEN EXPERIENCE MATTERS

admin@accomvaluers.com.au

www.accomvaluers.com.au

SPECIALIST EXPERIENCE IN MANAGEMENT RIGHTS Short Punch & Greatorix Cnr Bundall Rd & Crombie Ave Surfers Paradise PO Box 5164, GCMC, Bundall QLD 9726 Fax: 5539 8745 john.punch@spglawyers.com.au

Call John Punch on 5570 9322

CERVETTO COURTICE L AW Y E R S QUEENSLAND

Management Rights Sales & Purchases Phone: (07) 3202 2266 Fax: (07) 3812 1128 Email: cervettocourtice@outlook.com

1800 080 349 www.propertytraining.edu.au LIVE CLASSES at Logan Central

Management Rights, Body Corporate and Property Law Specialists 10/1 Lanyana Way, Noosa Heads T 07 5474 5777 E info@siemonslawyers.com.au siemonslawyers.com.au

PRET AUSTRALIA Professional Real Estate Training Since 2006 Resident Letting Agent Licence Course Real Estate Agent Full Licence Course

Save time... Do it Online!

Conducted LIVE by Friendly, Experienced Industry Trainers

ENROL Today (07) 3878 8513

Whatever, Wherever, Whenever! www.accomnews.com.au/ business-directory

Bonus FREE CPD Workshops & Ongoing Support for Graduates

Whatever, Wherever, Whenever!

Valued up to $2000 per annum (conditions apply)

www.accomnews.com.au/business-directory August 20212021 ResortNews | September

or Anywhere via Zoom

email info@pret.com.au visit www.pret.com.au

PREFERRED SUPPLIER DIRECTORY

RTO Number 31303

Look for the sign of an Industry Specialist

;

<285 &2676

5 $,5

5 0$*

0$,17(1$1&(

:,7+ <28

%8'*(7

/,&(1&(

5(3$,56

&203/,$1&(

+20( *<0 (48,30(17

+($/7+(48,3 E\

0DUF\ 00(

0DUF\ )ROG

䌉䌋䌈䌈䋸䌌䌑䌎䋸䌑䌎䌏

NJ 6

FOHDQ GLVLQIHFW VDQLWLVH

%HQ %DVV 6HUYLFH 7HFKQLFLDQ

3112

3132