Resort News - March 2022 by Multimedia AU/NZ

Registered by Australia Post Print Post No. 100023799

Issue 307 | March 2022 | $13.75 inc. GST

The Monthly Magazine for Accommodation Industry Professionals

www.accomnews.com.au

Proﬁles Waves Maroochy River Beach Palms Holiday Apartments Special Report Improve and promote your accessible accom management rights • hotels • motels • resorts • holiday parks • time share • hosted SPECIALISTS IN ACCOMMODATION FURNITURE FF&E AND JOINERY Custom made furniture including packages

CEO, Dennis Clark

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

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Our expertise offers comprehensive support services to assist Resident Managers For more information please contact: kelley@lettsrebuild.com, call 0402 158 136 or visit lettsrebuild.com

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. © 2022 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 March issue FRONT DESK Editor’s Note: When three square meals are enough..............................05

INDUSTRY Special Report: Improve and promote your accessible accom ............. 06 ARAMA Report ........................................................................... 10 State Report ................................................................................ 12 SCA Report .................................................................................. 12 BCCM Report .............................................................................. 14

MANAGEMENT Legal Ease..................................................................................... 16 By All Accounts .......................................................................... 18 Motel Market ............................................................................... 19 Thinking MR.................................................................................22 Building Relationships ............................................................23 Good Governance .....................................................................24 What to look for in a software solution.............................26 Help! Mateship needed in time of close contacts....... 27 Is OTA competitive viability waning?.................................28

TOURISM Opening international borders a welcome move ........32 Lift blanket international travel bans now! .....................33

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

DEVELOPMENTS Development News ..................................................................34

EVENTS & APPOINTMENTS EDITOR

Mandy Clarke editor@accomnews.com.au

Events.............................................................................................36

INDUSTRY REPORTERS

Grantlee Kieza Mike Parker-Brown

Appointments .............................................................................36

DESIGN & PRODUCTION

Richard McGill

ADVERTISING SUBSCRIPTIONS

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

CONTRIBUTORS Trevor Rawnsley, Col Myers, Kristi Kinast, BCCM, Amy McKee, Jonathan Hanaghan, Andrew Morgan, Mike Phipps, Kelley Rigby, Lynda Kypriadakis and Sylvia Johnston. 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!

PROPERTY

New Manager Profiles .............................................................38 Accomproperties Sales Report ...........................................38 New South Wales & Victoria Management Rights Spotlight............................................. 41

PROFILES Waves Maroochy River: Waves of Joy on the Sunshine Coast............................................................48 Beach Palms Holiday Apartments: Coasting along while running a holiday complex ........................................52

PREFERRED SUPPLIERS Preferred Supplied Directory ................................................54 FRONT DESK

52 ResortNews | March 2022

Welcome to the March issue of Resort News. Once again, the magazine is brimming with essential industry information, everything from tax concessions to managing building cracks. Following on from our popular series of location-focused management rights market reports, this month Grantlee headed south to investigate the current state of management rights in New South Wales and Victoria, he found that although restricted by legislation the MLR business model has evolved, and experts predict endless opportunities ahead. As I write, it’s hard to bring my own usual level of ‘glass half full’ optimism to my editor’s note. Describing my feelings in meals - it’s like I’ve had a pandemic for breakfast, a war for lunch,

feeling my vibe. Perhaps they are even considering this latest disaster to be a final straw. From my (now) waterfront (a bit murky) apartment viewpoint in Newstead I can see the challenge. I know what many Brisbane management rights owners, building managers, residents and bodies corporate have tackled over the weekend from flood damage, power outages, cars submerged in basements, lifts out of action and next they face the challenge of a mammoth clean.

Mandy Clarke, Editor editor@accomnews.com.au a flood disaster for dinner and I’m wondering what’s on the menu for supper? I hope it’s an Irish Whisky – ‘glass half full’! I’m pretty sure that although industry experts remain ever optimistic, many resort managers on the ground are

Ironically, it may only be in critical times like this that the true value of a good onsite manager is recognised, one who works well with the body corporate, owners, and residents. This is a real shame. I’ve witnessed firsthand how beneficial it is to have great people on the ground, people who understand and who have

skin in the game. Why? Because they truly have your back in an emergency. A good community spirit in your building is vital and a good onsite manager is key.

EDITOR'S NOTE

When three square meals are enough Last month I was inspired by Dylan Alcott’s words when he became Australian of the Year. As promised this issue I present a special report on why you should improve your accessible accommodation offerings. It identifies some business opportunities you may have not thought about, so give it a read, perhaps you’ll be inspired too. Next month Grantlee has been tasked with a special report to investigate the arrival of more flights and visitors into our regions. He asks where this will lead and what it will mean for the MLR industry. Enjoy this issue. Cheers, Mandy

SPECIALISTS IN ACCOMMODATION FURNITURE FF&E AND JOINERY Custom made furniture including packages & finance solutions.

Dennis Clark MDIA Hotel Interiors

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

ResortNews | March 2022

FRONT DESK

SPECIAL REPORT

Improve and promote your accessible accom By Mandy Clarke, Editor

Did you know that one-in-five Australians live with a disability? And for many, good holiday experiences are highly desired but a distant dream. This month I investigate how well our short stay management rights sector caters to a largely forgotten market and I ask if we are missing out on massive opportunities?

There is a misconception that accessible accommodation means fully wheelchair adapted apartments or guest rooms, but this is not always the case. Why? Because there is a 'no one size fits all' approach to disability, because everyone is different and disability doesn’t discriminate. Michael Johnson, CEO of Tourism Accommodation Australia, told me that catering for people with disabilities is very much part and parcel of the industry and many hotels do it well. New properties must provide a percentage of accessible rooms to meet the requirements of the building code, but he notes that some may not fully promote their accessible offerings. He said: “It makes sense for accommodation providers to market their user-friendly facilities to people with disabilities.” Peter Yeo, the Honorary President of the PointZero5 Disability Campaign says finding accurate information when booking accommodation is a hurdle for people with disabilities.

It is common for people with disabilities to face barriers that non-disabled people do not. When travelling, often times this is not just down to a lack of suitable accessible accommodation but because they are deprived of good information, appropriate facilities, and positive attitudes.

When a person with a disability books a room, it is likely that the occupancy level of the entire property increases. Peter acquired a life changing physical disability after a fall over twenty years ago and when he began to use a wheelchair, he says it was a challenge to find suitable accommodation in Noosa. His struggle inspired the “National Disability Campaigns Checklist” which rates accessible accommodation. Today Peter remains shocked that the industry still isn’t fully paying attention to people with disabilities. “Why aren’t more people improving their accessible accommodation? They are missing out on 25 percent

of the population by not making some simple changes” he said. According to Peter, it would make sense for resorts to create fully wheelchair accessible bathrooms when they renovate. It would be no more expensive than a standard bathroom renovation but would make life much easier for people with disabilities. Queensland Tourism Industry Council Chief Executive Daniel Gschwind argues that it is important for the tourism industry to embrace the oftenoverlooked disability and

INDUSTRY

accessibility-challenged sector of the visitor economy and to make every effort to be more inclusive and welcoming to all. “Ensuring that tourism is accessible to all is not only an important step in achieving a more inclusive Queensland, but it also translates to better business. “Prior to the pandemic, people living with an accessibility challenge or disability contributed a staggering $10.8 billion in tourism spending to the Australian economy. The significant dollars highlight the extent of the opportunity for our tourism sector and operators. “Despite the clear benefits, there are still gaps within our industry in providing accessible experiences and facilities to all guests. “For this reason, QTIC as part of the Australian Tourism Industry Council (ATIC), has consulted with TravAbility to produce an accessibility self-assessment module. The module provides businesses with a toolkit to ResortNews | March 2022

“Accessible tourism is about much more than wheelchair ramps and building accessible bathrooms. We must also cater for travellers with children in prams, seniors with reduced mobility, vision impairments, people with food intolerances and those with language difficulties. “While there is still a long way to go, our industry is making significant inroads in ensuring that Queensland is accessible to every visitor and consumer”. Kerry Williams the founder of both disability-friendly website, Accessible Accommodation as well as its sister website, Accessible Experiences, is both a carer and an accommodation provider. This gives her a unique perspective when identifying opportunities the sector could be missing out on. She said: “Do you know that many NDIS participants have up to 28 days respite available to them? They are keen to book holiday accommodation, but NDIS only pays on departure, which puts many operators off. To resolve this, our booking service can secure payments and, in some cases, pay the accommodation in advance.” During the pandemic Kerry also identified the need for people with disabilities to book medium-term stays. She said: “Many people with disabilities needed to move from their home environment to isolate and stay safe, for instance their household may have included a front-line worker or someone who tested positive for COVID.” Other times people with newly acquired disabilities need to book accommodation while their home is being modified. An accessible apartment in a management rights resort could be the ideal fit.

accessibility means,” she said. Kerry also makes an important point, that 40 percent of people with a disability travel with carers or support workers, meaning more than one room is usually required. She says by ignoring this market operators are losing out on an incredible business opportunity. © Nathan Anderson - unsplash.com

evaluate how inclusive their experience offering is for people with accessibility limitations.

This means when a person with a disability books a room, it is likely that the occupancy level of your entire resort increases. Kerry adds, do not forget there is also a growing number of cashed up baby boomers who seek the convenience of easy access and a step free shower. “I think it just makes good business sense to make the most of accessible facilities and market them well,” she said. ARAMA CEO Trevor Rawnsley wholeheartedly agrees the sector has an opportunity to attract more people with disabilities. He suggests older properties consider retrofitting more accessible facilities, and when they do, they should “shout about it” on their website and booking platforms. He said: “People with disabilities want to know what accommodation is on offer, and the choices they have.” Julie Jones, from the Have Wheelchair Will Travel blog writes about holidaying alongside son Braeden, who lives with cerebral palsy. She told Accom News that although “Australian hotel operators have made great advances in meeting the needs of disabled people”, they are still “lacking detailed information and photos on their websites”. Reminding us that disabilities come in a myriad of forms, each presenting a different set of challenges, she said: “I had one of my readers contact me to say she had a daughter on the autism spectrum. She was desperate for

a holiday, but her daughter had such specific sensory challenges including not being in a room that was a certain colour. “So, accommodation providers need to understand that people aren't being difficult if they are asking really specific questions about a property. Communication is key to make it a good experience for both parties.” Michael and Karen Cross are the onsite managers of popular Gold Coast holiday resort, Dorchester on the Beach and are the winners of ARAMA Resident Managers (short stay) Award 2021. They proudly offer a choice of lovely wheelchair friendly apartments within their resort. Michael told me that their accessible apartments are very much in demand, and he agrees that communication is a very important part of the booking process. Karen confirms that their threebedroom apartments work well for individuals with various disabilities. She said: “Recently we had some wonderful guests with Autism stay in one of our three-bedroom apartments. They came for a holiday alongside their carers

Despite there being a huge demand for accessible accommodation Kerry says many providers do not prioritise marketing to people with disabilities. She suggests fear is the reason why they don’t. “The main worry is that the rooms aren’t good enough and will lead to bad reviews. This is because many operators do not fully understand disability or even what ResortNews | March 2022

INDUSTRY

and had a lovely time despite the rain! The spacious three-bedroom apartment really worked well for them, because it suited their specific needs and circumstances.” With the plea from Australian of the Year 2022, Paralympic champion Dylan Alcott in mind, when he asked for “people with disabilities to be given the opportunity to start living their lives just like everybody else”. I suggest our sector strives to be more inclusive and accessible not only because it is the right thing to do but also because it risks missing out on a growing market.

What to do? Audit your property from the perspective of a wheelchair user (hire a wheelchair for a day) and highlight simple changes that can be immediately made. When planning a refurbishment, go fully wheelchair accessible. Open channels of communication with guests with disabilities. Ask yourself how welcome would they feel at your property? Good communication is everything, so simply ask your guests what they need and how you can help. Does your website and booking platforms provide clear information and images about accessible rooms, facilities, and experiences? Does your marketing plan reach people with disabilities? Finally, lose any fears you may have, people with disabilities just want what every other guest wants - a great accommodation experience! So, treat your guests with disabilities with the same level of excellent service you offer to all.

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ARAMA REPORT

Nobody

does it better than a resident manager

A large slice of Queensland’s strata accommodation industry has been built on the back of Management and Letting Rights (MLR), and it is a proven model for success. If it wasn't for developers embracing the MLR concept, the Sunshine State simply wouldn't have the tourism industry it has. Instead, we would be like Victoria and NSW, with an emphasis on five-star hotels, motels, caravan parks and dodgy party houses. What started out decades ago as an improved service delivery model for holiday makers on the Gold Coast has now blossomed to include other states and long-term residential tenancy accommodation in schemes right across Australia and in many other parts of the world. A few years ago, ARAMA commissioned a report from Deloitte which showed that a resident manager gives more bang for a property’s buck then alternate business models. The report also showed that a resident manager, acting

of the resident manager who has already invested heavily in the entire scheme. You might remember that once upon a time newsagents were the only places that you could buy a newspaper?

Trevor Rawnsley, CEO, ARAMA

as an onsite letting agent, delivers a better and higher return than an offsite letting agent might otherwise do. Yet, MLR operators are under increasing attack, whether it’s from committee members who don’t understand the amount of work they do, or the commercially jealous looking to move in on their territory or grab a few bucks from creating disputes. That includes outside real estate agents who get outperformed and deliberately besmirch the reputation of the on-site letting agent, especially if they own a lot in the scheme, or if they get on a committee and start marketing their own services over those

The law changed, and those businesses were severely impacted as newspapers went on sale in supermarkets, petrol stations and almost everywhere else. Newsagents now resemble Lotto offices and they are now trying to flog anything to stay in business. The resale value of a newsagency plummeted as a result of that change in legislation. Then the taxi industry got careless and complacent, allowed its service to suffer, and sat by stunned as Uber rode roughshod over it to fill the void and give customers what they really wanted. Excellent service. The value of a taxi license plummeted. Poor service and lack of customer focus provided a clear pathway for Uber, and soon there were other ride-share providers taking work from the taxis that were left in Uber’s wake.

INDUSTRY

Who are your disruptors? And who will protect your business from sudden changes in legislation? As ARAMA celebrates its 30th birthday this year, it’s a timely reminder that it is the industry’s insurance policy, the association that thwarted legislation that would have devastated the MLR landscape three decades ago. Our industry’s detractors are often body corporate committee members looking at a balance sheet, seeing “caretaking services” and then a very large number. They start to think the manager is overpaid and the committee is being ripped off. That is the general viewpoint of a person who doesn't understand what a resident manager does. As the Deloitte report for ARAMA showed, a resident manager actually saves a scheme money. In any scheme, a manager could call VIP Lawn Mowing, get a quote for doing the lawns and trimming the hedges, and say to the committee “look I (or my business) do this for the same price that VIP does, plus I also clean the foyers, carparks, driveways and I ResortNews | March 2022

clean the pools, I empty the garbage, I pick up the papers, I receive parcels occasionally, and I'm there to obtain multiple quotes, meet tradespeople, send reports to the committee, attend meetings and do many more things which go largely unnoticed and unappreciated. “I do all of these things which is more bang for your buck than you might otherwise get. “The $100,000 (for example) that you're paying me (or my business) to do all these things is a lot lower than it would be if you broke that down into components and had to pay other people separately.” But still many resident managers complain of being verbally abused, harassed, demeaned, or even bullied as they try to do their work, and that continues to bother me and ARAMA. MLR operators are experts in their schemes. There are multiple lots in a scheme and the resident manager knows everything you need to know about each and every one of those lots. They're on the spot for preventative maintenance and they're looking

MLR operators are under increasing attack

after the cleaning and general garden upkeep, whereas if you are letting through Airbnb or an outside agent for instance, they don't know anything about the property apart from, “I've got an apartment and I want some money. I don't care if there’s any problems anywhere else that need to be sorted because I'm not going to be there.” An onsite manager makes sure that the inventory is checked, that people are escorted to their apartment if they need to be, makes sure they know where guests can and can't park, what the schemes other by-laws are and if there is something that's not right they can deal with it (the leaky tap or whatever) instantly. Yet some real estate agents are constantly trying to pick off a

resident manager’s letting pool, and take it to an outside agency because they say they can do a better job, when in fact they can't. Real estate agents don't like us because we perform better. We deliver better returns and give better service. Lots of facility management companies such as cleaning companies don't like us either, when they can't get into a scheme because the resident manager has the caretaking and cleaning roles locked away. Thirty years ago, ARAMA prevented legislation that would have destroyed the MLR industry at a time when it was just beginning to establish itself and deliver the benefits that are now evident. In the 30 years since, ARAMA has been fighting constantly for the

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And while ARAMA continues to fight the good fight for our wonderful industry, everyone in management and letting rights, and in particular every operator, should be reminded that they must deliver outstanding customer service every day in every way. They must keep reminding their customers, the lot owners in the body corporate, how their essential role as an on-site service provider delivers such value and benefits that their customers (lot owners) never want us to go. As the Deloitte report showed, you can do your job better than anyone else. It is therefore up to you, the resident manager to demonstrate this every day to keep the disruptors out of your scheme while ARAMA keeps watch on behalf of your industry. We are interdependent - you are ARAMA and ARAMA is you, and nobody does it better.

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

Damian Quinn

For membership enquiries:

national@arama.com.au | www.arama.com.au

Damian Quinn (07) 5443 5266 www.simpsonquinn.com.au ResortNews | March 2022

industry, lobbying governments so that MLR operators do not go the same way as newsagents and the taxi industry. We are ever vigilant, watching for disruptors and learning from the demise of other industries.

1300 ARAMA Q (1300 27 26 27)

INDUSTRY

In last month’s article, I outlined some of the key issues raised in the current review by the NSW Government of the Strata Schemes Management Act 2015 and Strata Schemes Development Act 2015.

1. Building managers be subject to a statutory duty to act in the best interests of the owners corporation in carrying out their duties.

These issues included: 1.

Amending the definition of a building manager under the Act to more clearly distinguish the role of building managers from that of other contractors who engage with the owners corporation from time to time; and Imposing on building managers a higher degree of disclosure to the owners corporation of potential conflict of

Col Myers, Small Myers Hughes

interest issues, when engaging contractors and receiving referral fees; and 3.

Further consultation in relation to the ongoing review of the term of building management agreements (currently capped at 10 years).

Background: Some stakeholders argued that, in addition to conflict-of-interest controls, building managers should be subject to an explicit statutory duty to act in the best interests of the owners corporation. For example, the Property and Stock Agents Regulation 2014 requires managing agents conducting letting to be licensed professionals subject to a fiduciary duty and an explicit duty to act in the best interest of their client. 2. The Department of Consumer Service to consult with the strata and facilities management industries about ways to improve the expertise of Building Managers,

Further recommendations which directly relate to building managers include:

Part 2

STATE REPORT

Further pending changes to the role of building managers

especially in the management of defects, including the possibility of a licensing framework in the longer term. Background: The review panel noted that the maintenance and repair of common property is a critically important duty of the owners corporation, in order to ensure the ongoing safety and amenity of strata buildings throughout their life. In complex, multi-storey strata buildings, the owners corporation of necessity relies more on the building manager than in simpler buildings, for expert advice on managing defects, safety, repairs and maintenance. The lack of expertise of the owners corporation when dealing with issues of building defects, fire safety and maintenance has led to suggestions that overall management of maintenance and repairs should rest with an accredited or licensed building

SCA REPORT

Smoking decision and tourism In a bygone era, smoking was as integral a part of social life as eating or drinking. To say that this view of the habit has completely reversed is perhaps an understatement. Smoking is now, for the most part, seen as an antisocial proclivity which can only be undertaken in seclusion and isolation. Smoking is banned in the vast majority of social settings. Designated smoking areas in many pubs and clubs are outside cubicles which to many resemble a holding cell. How times have changed. What does this have to do with strata? Well, readers of Resort News are likely aware of the recent smoking

This has been a total game changer in terms of how our sector operates. Any potential hazard and or smoking grievance within a scheme now is likely to be nipped in the bud if someone is so aggrieved.

adjudication which occurred in the mixed-use “Artique” building on the Gold Coast.

Another element to this decision which was perhaps overlooked was the discussion by the adjudicator around committees failing to appropriately and promptly enforce by-laws, which should put many on notice. Lot owners must know that being on a body corporate committee carries some responsibility.

The adjudicator in this case took a previously unexplored approach to smoking. In summary, after many years of nuisance applications regarding smoking failing, an adjudicator ruled that second-hand smoke constitutes a hazard. This is a new way to consider and address smoking in areas where the smoke will drift from one lot to another in a scheme.

For readers of Resort News, there are two important adjustments that should come out of what occurred with Artique, hopefully leading to better communities. The first is of course a remedy to end the disruptive smoking issues than can plague schemes for months and sometimes years on end. The aggravated party now has a clear and actionable path to address their issue with

Kristi Kinast, President, SCA (QLD)

INDUSTRY

respect of smoking. Secondly, committees are on notice to be active and engaged. These are both positives and should make the lives of managers much easier. Active, happy, and harmonious communities are the goal of all in the sector. Hopefully, this decision provides a nudge toward both these outcomes. This decision shines a spotlight on the desperate need for reform and clear legislative guidance to resolve these issues once and for all. Adjudications are not binding precedent and whilst they in practice often guide later decisions, they do not create law. This obviously means there is scope for confusion and rancour still. The Body Corporate and Community Management Act (1997) was, at the time of its creation, world-leading legislation, which had the explicit goal of making the creation and registration of strata plans simple. It has had that effect. ResortNews | March 2022

The Facilities Management Association of Australia argued for the licensing of facilities (or building) managers and for a requirement to engage a suitably qualified building manager for buildings of a certain complexity. Other submissions were concerned that placing such a duty on a building manager would be unfair if, for example, they requested approval for repairs or upgrades but were refused by the owners corporation. The review considered that any proposal to delegate the obligation of the owners corporation to maintain and repair the common property to a building manager would require suitably qualified building managers supported by a licensing scheme and compulsory qualification requirements. Without such uniformity and oversight of qualifications, imposing such a duty could be unfair to some building managers who would not have the right expertise, and could risk dangerous practices and owners corporations placing their

However, strata has grown massively over the past 25 years and will continue to grow exponentially into the future. As more people occupy strata, its governing legislation should keep up with community expectations. The decision in this adjudication in my view reflects community expectations around smoking. Smoking rates are around 10 percent of the adult population and the vast majority of those who don’t smoke find the smell or idea of second-hand smoke unacceptable. The Act as in force doesn’t make it simple for by-laws banning smoking to be enforced, and it certainly doesn’t make by-law enforcement efficient and easy. The Act is 25 years old; I believe the community attitudes toward these matters have changed substantially in that period and I would hope that legislative reform in the near future reflects that. SCA (Qld) hopes that this decision provides a strong stimulus for the government ResortNews | March 2022

trust in unsuitable candidates. However, it was noted that at this time, there is a lack of a properly recognised qualification in the vocational educational framework that could be used to support such a scheme. Further, developing and implementing a licensing scheme would involve substantial costs which would be borne by the government, the industry and owners corporations as the end consumer. The review therefore did not consider that a licensing scheme is a viable or supportable option at this time. Nevertheless, the review recognised that there is substantial support for improving the expertise of building managers, especially in the management of defects. 3. Building managers be subject to explicit statutory duties to: disclose to the owners corporation the qualifications and experience that make them suitable for the role; familiarise themselves with fire safety and building safety obligations to which the owners corporation is subject; take all reasonable steps to ensure that the owners corporation complies

with these obligations; and promptly bring to the attention of the owners corporation any maintenance, repair or safety problems with the building, and provide a proposal for how these could be best addressed.

the duties; if the caretaking fee is unfair; a failure to disclose a connection to the original developer; or that the terms of the agreement are harsh, oppressive, unconscionable or unreasonable.

Background: It was the opinion of the review panel that, prior to an owners corporation entering into Building Management Agreement, a potential building manager should be required to disclose to an owners corporation the qualifications and experience that make them suitable for the role. While such disclosure may already be common in practice, mandating it will ensure that all owners corporations are required to explicitly consider the qualifications of a prospective building manager.

Background: The Discussion Paper asked whether any further grounds for termination of Building Manager Agreements should be added or if the grounds should be the same as those for strata managing agents. Submissions supported the current grounds for termination of building managers in section 72 of the Strata Schemes Management Act and the review recommended their retention. Given the recommendation that building managers be subject to the same requirement to disclose commissions and training services that applies to strata managing agents, the review recommended that the Tribunal should also be able to terminate a building manager’s contract on the grounds that the building manager has failed to make these commission disclosures or has failed to make them in good faith.

4. That a failure by a building manager to disclose to the owners corporation any commissions it has received be added to the existing grounds for termination of building manager agreements under the Strata Schemes Management Act. Current termination grounds are a failure to satisfactorily perform

to formalise community expectations around strata living into law. Laws are a reflection of community sentiment, morals, and values. They should evolve in line with attitudes as these things change. The world 25 years ago was a very different place. Strata 25 years ago was viewed as a cheap or transitory alternative to detached housing and very little thought was given to maximising amenity or to ensuring that communities had autonomy. As Queensland has evolved and our communities have changed, strata has become a permanent home for an increasing share of Queenslanders. This is only slated to grow, and it will likely be a majority of Queensland within our lifetime. This should be a call to action to modernise and change things for the better, and I hope that this decision is the key in the ignition for the Queensland Government to do so. INDUSTRY

manager, who is subject to statutory duties to ensure the upkeep and safety of the building.

By BCCM

Community titles schemes are established under the Body Corporate and Community Management Act 1997 (the Act) by registering a community management statement (CMS) with Titles Queensland. An important part of the CMS is the schedule of lot entitlements. The schedule explains how the cost of running and maintaining the body corporate and common property is shared between the owners. This article outlines what a lot entitlement is, and how lot entitlements are decided, applied and adjusted.

Lot entitlements Lot entitlements in a community titles scheme set out each owner’s: share of the costs associated with the running of the body corporate, share of common property and the body corporate assets, lot value in order to calculate government rates and other charges and voting rights, in some circumstances.

corporate assets, the value of the lot for calculating local government rates and charges; the proportion of insurance payable for each lot and common property. Lot entitlements are set by the original owner (developer) of the community titles scheme. The schedule of lot entitlements is found in the scheme’s CMS. You can obtain a copy of a scheme’s CMS by contacting Titles Queensland (1300 255 750).

How lot entitlements are decided Contribution schedule - two principles are used for deciding the contribution schedule: 1.

The lot entitlement is a number allocated to a lot in a community titles scheme. It must be a whole number and it cannot be zero. There are two types of lot entitlements: 1.

Contribution schedule lot entitlements (contribution schedule), which are used to calculate: each owner’s proportionate share of the body corporate expenses, the value of an owner’s vote if a poll vote is held. Interest schedule lot entitlements (interest schedule), which are used to calculate: each owner’s share of the common property and the body

BCCM REPORT

What & how of Lot entitlements

The equality principle - which states that the contribution lot entitlements should be equal unless it is just and equitable for them not to be equal (for example, it may be just and equitable for one lot to have a higher contribution lot entitlement if it is a commercial lot that uses more water than other lots). The relativity principle - which states that lot entitlements should be based on the relationship between the lots according to a number of factors, which may include: the structure of the scheme, the nature, individual features and special characteristics of each lot, the use of each lot, how each lot affects the cost of maintenance of the common property and the market value of each lot.

The CMS will state which principle applies to a scheme.

capital expenditure over at least the next nine years after that.

Interest schedule

These expenses are then divided among the owners based on their contribution schedule lot entitlements.

The interest schedule is decided using the market value principle, which states that the interest schedule lot entitlement must reflect the market value of each lot included in the community titles scheme, unless it is just and equitable not to reflect the market value principle. The CMS must state whether the market value principle applies or explain why it does not.

How lot entitlements are applied Lot entitlements are relevant to a number of different aspects of the operation of a body corporate.

For example, if a lot has three lot entitlements and the total number of lot entitlements for the scheme is 30, the owner is required to pay 10 per cent of the total amount of levies for the scheme. Expenses will only be divided equally between owners if the contribution schedule is equal.

Insurance

Owner contributions

If the body corporate is required to take out building insurance, the premium may not be divided among the owners according to the contribution schedule.

Each year, the body corporate adopts an administrative fund budget and a sinking fund budget. These budgets are based on the expected expenditure by the body corporate over the next 12 months, and the anticipated

The division of building insurance costs between owners will instead depend on the plan of subdivision that applies to the scheme, and whether an owner’s lot shares a wall with another lot or common property.

INDUSTRY

ResortNews | March 2022

In a scheme created under a building format plan of subdivision (previously BUP), the cost of building insurance is divided among the owners based on the interest schedule of lot entitlements.

contribution schedule by passing a motion by resolution without dissent at a body corporate general meeting. A resolution without dissent is a vote where the motion is passed if no one votes against the motion.

In a scheme created under a standard format plan (previously GTP), the cost of building insurance is usually divided among the owners on the basis of the cost of reinstating the buildings.

The notice of the general meeting must explain the proposed changes to the contribution schedule and the reasons for the change. The reasons for the change must be consistent with either the equality principle or the relativity principle (see above).

More information on insurance premiums and how they are calculated can be found on our website.

Poll vote When deciding a motion by ordinary resolution at a general meeting, each lot is usually allowed one vote. However, the Act does allow an owner to request a poll vote to decide an ordinary resolution. A poll vote takes into account the contribution schedule as an alternative way of deciding a motion. There are strict laws regarding the way a poll vote can be requested, and the way poll votes are counted.

Terminating a scheme A scheme may be terminated by the body corporate. When a scheme is terminated, the body corporate is dissolved and the (former) owners are entitled to a share of the body corporate assets based on their interest schedule lot entitlements immediately before the termination of the scheme.

How lot entitlements can be changed There are three ways to change the contribution schedule: 1.

By passing a motion by resolution without dissent at a general meeting.

By decision of a specialist adjudicator or the Queensland Civil and Administrative Tribunal (QCAT).

In limited circumstances, by agreement of two or more lot owners.

General meeting: resolution without dissent A body corporate can change its ResortNews | March 2022

Once the motion has passed, the body corporate must record a new CMS with Titles Queensland within three months of the decision. The new CMS must include the adjusted contribution schedule. The lodgement of the new CMS is paid for by the body corporate. Owners in schemes registered under a Specified Two-Lot Scheme can decide to change a contribution schedule by written agreement between the owners. Once a written agreement has been reached between the owners, the body corporate must lodge a new CMS including the new contribution schedule.

Decision of a specialist adjudicator or QCAT An owner can apply for an order from a specialist adjudicator under Chapter 6, Part 8 of the Act, or an order from QCAT, to adjust a contribution schedule. However, applicants must provide one of the following reasons for the adjustment: the body corporate has passed a motion by resolution without dissent to adjust the lot entitlements, however the owner believes the new contribution schedule does not reflect the principle used, the owner believes an adjustment of the contribution schedule is required because there has been a material change to the scheme (for example, a lot or lots have been added to, or removed from, the scheme). The scheme was established after the 2011 amendments to the Body Corporate and Community Management Act 1997 and the owner does not believe the contribution schedule follows the principle used to set the lot entitlements. The Specialist Adjudicator or QCAT will consider the following

matters when determining whether the contribution schedule follows the principle used to set it: which principle was used to decide the contribution schedule, the information available in the CMS about how the deciding principle was applied, if the equality principle was the deciding principle, the reasons the applicant believes the contribution schedule does not reflect the equality principle, the applicant's reasons for seeking an adjustment, and any matters raised by respondents to the application supporting the claim that the entitlements are consistent with the deciding principle.

Agreement of lot owners

The body corporate must lodge a new CMS within three months of being notified of the redistribution. The cost of preparing and lodging a new CMS must be paid for by the owners of the lots affected by the redistribution.

Adjusting the interest schedule The body corporate can change the interest schedule lot entitlements by passing a resolution without dissent at a general meeting. A lot owner can also apply to a specialist adjudicator or QCAT for an order to adjust the interest schedule lot entitlements.

The owners of all the lots affected by any redistribution must agree in writing.

The order of the specialist adjudicator or QCAT must be consistent with the market value principle. Lot entitlements play an important role in the running of community titles scheme, which is why it is important to understand their purpose and how they are applied.

Additionally, the redistribution must not adjust the total number of contribution schedule lot entitlements for the scheme.

More information about these and other body corporate issues can be found at: www. qld.gov.au/bodycorporate.

The owners of two or more lots can agree in writing to redistribute their lot entitlements, but only among themselves.

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

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

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

INDUSTRY

LEGAL EASE

The importance of good legal due diligence Due diligence, DD and legal due diligence are terms used to describe the review of the legal aspects of a management rights transaction. New entrants to the industry often confuse the legal due diligence process with the accountant's review of the business financials (e.g., the net operating profit), otherwise known as verification of figures. The management rights business contract defines legal due diligence as a review of the business and unit contracts, the management rights agreements, MIA requirements, the body corporate by-laws, the community management statement and body corporate records. But what does that actually mean? For a lawyer it means

For a buyer it is extremely important to read the report prepared by their lawyer as well as the duties contained in the agreements

Amy McKee

Partner, Mahoneys

reading, lots and lots of reading. Personally, I am yet to fully embrace our paperless office like the rest of my colleagues. When I undertake a legal due diligence my desk is full of paper covered in highlighter, hand written notes and coloured tags. I do all of this as part of a comprehensive review process that helps me identify, and assess, any potential legal and commercial issues before consolidating my findings into a concise due diligence report that I provide to my clients. At Mahoneys, our legal due

diligence generally covers (but is not limited to): •

The caretaking and letting agreements along with any assignments and variations to those agreements. More often than not there will be two to three documents that form the agreement but this can be upwards of 10 documents. Importantly, these documents need to be read together to determine the rights and obligations of the manager and body corporate. We look at a range of matters including: the length of the

MANAGEMENT

term of the agreements and when any options are due to be exercised; the remuneration being paid to the manager including when and how that remuneration is increased; the duties of the manager including any concerns with those duties; whether the manager or the body corporate is required to provide materials and equipment; if the manager is required to reside onsite and any office hours requirements; and if the manager is given any rights to use common property ResortNews | March 2022

for storage, office/reception areas or car parking. •

•

The community management statement and by-laws for the complex. We will look at the module that applies to the complex (because this determines the maximum term of the agreements (25 versus 10 years), the permitted use of the lots and any exclusive use of common property. A body corporate search. This search covers the written records of the body corporate including financial records, minutes of meetings, and copies of relevant correspondence, sinking fund forecasts and safety reports. This also covers the minutes relating to the management rights agreements (to make sure they comply with the legislation) and any problems at the complex. Searches that relate to the assets being purchased. This will include a title search and copies of the plans that relate to the lot or unit being purchased, and PPSR searches of any assets (e.g., copiers, tools, machinery) that are being purchased. We will also undertake searches on the intellectual property that relate to the business (e.g., business names, domains, and trademarks). Any MIA issues that relate to the business. MIA refers to the managed investment scheme provisions of the Corporations Act administered by the Australian Securities and Investment Commission (ASIC). This is because ASIC considers a typical Queensland management rights to be a serviced strata scheme and therefore a managed investments scheme under the Corporations Act. If the complex is a serviced strata scheme, then there are a number of requirements relating to the conduct of the business and the letting pool under the MIA. The purchase contracts. This is to ensure that all the details are correct (party names, price, any

ResortNews | March 2022

conditions, key dates etc) and that the buyer is getting everything they need to operate the business. The value of the legal due diligence process cannot be understated. This might sound extreme but what needs to be understood is that the value of a management rights business relies on the existence of a valid management rights agreement.

Management Right Sales Specialist

If a management rights agreement is invalid, or the term of it has come to an end, there is no management rights business, all that is left (at best) is a rent roll (which has a significantly reduced multiplier) and a Lot.

RAAS Property Group (Resort and Apartment Sales) is one of the leading agencies in Queensland specialising in the sale of management rights, apartments and townhouses.

Some examples of issues that can be identified during the legal due diligence include: if the option to extend the term has not been exercised correctly then the agreements can come to an end before the total term of the agreements; if the body corporate has taken steps to terminate the agreements then the agreements may come to an end; if the agreements have not been passed properly by the body corporate in accordance with the strict requirements of the legislation then the agreements may be invalid and the manager may be unable to rely upon the agreements in their dealings with the body corporate and any future sale and if a purchaser is unable or unwilling to comply with the duties set out in the agreement (e.g., the requirement to reside on site), then following settlement the purchaser will immediately be in breach of the agreements which puts the buyer at risk of having the agreements terminated by the body corporate.

Brisbane CBD & Inner Suburbs

RAAS is offering an opportunity for the right person to join us as a professional licensed broker to specialise in and build on the sales of management rights. RAAS offers Brokers access to an exclusive and extensive database of complex managers and the outstanding opportunity for motivated and skilled sales agents to achieve a high level of commission income. The applicant must possess the following attributes to be successful with their application for this amazing position:

✓ Be a fully licensed real estate agent in the state of Queensland ✓ Have a minimum of 18 months’ experience in either the management rights industry or general real estate

✓ Personal presentation is paramount if you are to be

considered for this position and the successful applicant

✓ Must be self-motivated and capable of negotiating at all levels to bring the sale to a satisfactory conclusion on behalf of the seller

✓ As this will be a commission only position, all applicants must

understand that they must have the financial capacity to carry themselves for the first 3 months, this is primarily due to the length of the contract process within the management rights industry.

✓ Excellent commission available for the right applicant ✓ The successful applicant will show a desire to learn from being mentored by the director of sales within the company, as well as being capable of contributing to the overall harmony within the current sales team, and provide a demonstrated desire to increase the sales growth within RAAS Property Group

For a buyer it is extremely important to read the report prepared by their lawyer as well as the duties contained in the agreements before making a decision on whether or not to proceed with the purchase of a management rights business.

✓ We will require personal and business references

It is also important to choose an experienced lawyer with a detailed understanding of body corporates, the management rights industry and the supporting legislation to avoid issues that might get missed during a poorly conducted legal due diligence process.

We wish all those who believe they have what it takes to become the successful applicant in this specialised position, and become yet another successful long term Management Rights Broker within the RAAS Property Group all the best with their application.

attached to your application

If you genuinely believe that you have the right attitude, commitment and desire to fulfil all of the above and then some, we would welcome your application for this specialised position. All applications and interviews will be kept confidential and conducted in timely a professional manner.

MANAGEMENT

If this is YOU, Please email your resume to robertc@raas.com.au.

The tax concessions

Today I will be discussing what most of you will be wondering when contemplating selling your small business. Will I have to pay Capital Gains Tax (CGT)?

Well, this depends on how you paid for the business and how much you end up selling the business for. The potential capital gain (or loss if your unlucky) will also be reduced (or increased with a loss) by your associated purchase and sale costs e.g., stamp duty, sales agents commission, legal fees, and accounting fees. If after taking these calculations into account, you have made a capital gain then Capital Gains Tax may apply. On selling a business, small and medium sized business owners may be able to access one or more of six tax breaks to reduce or eliminate the taxable capital gain that otherwise arises. Outlined below is a summary of the concessions and some of the important conditions that must be met to access them.

On selling a business, small and medium sized business owners may be able to access one or more of six tax breaks Jonathan Hanaghan, Director, Jonathan Grant Accountants

Regardless of whether or not the above concessions apply, the remaining capital gain might be further decreased by the CGT Small Business Concessions.

The CGT Small Business Concessions (SBC) To qualify for the SBC the small business owner/s must have turnover of less than $2 million or have a net worth of less than $6 million. The asset sold must also be an active asset as opposed to a passive asset e.g., Goodwill. The four CGT Small Business Concessions are: 1.

Pre or post CGT business? The first question to consider is whether the business commenced before September 20, 1985. If it did and essentially the same business has been carried on since inception, there is no capital gain on the sale of business goodwill.

The general 50 percent CGT discount Whilst not available to companies, a general 50 percent CGT discount is effectively available to all other business (and non-business) owners who have held the relevant assets for more than 12 months. Although a company selling its business cannot access this 50 percent discount, an individual shareholder selling shares in the company may be able to.

BY ALL ACCOUNTS

Selling your small business:

$500,000. If the recipient of the remaining capital gain is over 55 at the time his/her tax return needs to be lodged, there is no requirement to cash flow any amount into superannuation to get this exemption. Though strict timing conditions apply, and care must be applied.

15-year exemption: A full CGT exemption on the disposal of a business held for 15 years. If this concession is not applied, one or all of the remaining three CGT concessions can be applied. 50 percent Active Asset Discount: A further 50 percent discount on any capital gain. This means that if the general 50 percent discount also applies, the taxable capital gain can be reduced to 25 percent. Retirement Concession: To the extent any capital gain remains (say, 50 percent or 25 percent, as noted above), it is not subject to tax if it is paid into a superannuation fund, as a non-concessional contribution. This payment does not attract the 15 percent superannuation fund “contributions tax” but has a lifetime limit of

Replacement Asset Rollover: Finally, where the remaining capital gain (say, 50 percent or 25 percent, as noted above) is reinvested in a replacement active business, asset/s, tax on the remaining capital gain can be deferred until the replacement active asset/s are sold. Beware though, as with the retirement concession strict timing conditions apply.

Summary The interaction of the small business CGT concessions, other

MANAGEMENT

than the 15-year exemption, means that a small business owner could make a capital gain of $2,000,000 on the sale of the business and pay no tax in the year the gain is made. This is achieved by claiming the 50 percent general discount, the 50 percent active asset discount and the retirement exemption of $500,000. It may also be possible to access additional rollover deferrals. Whilst these concessions offer generous access to opportunities to eliminate capital gains on the sale of small and medium sized business, correct structuring, especially on establishment, remains critical. Business owners should always consult with their professional accountant prior to signing any purchase contract as getting it wrong initially can be infinitely more expensive than your initial consultation. ResortNews | March 2022

There are many reasons why leasehold motel tenure has been such a successful business option for thousands of everyday people for the past 35 years or more. Although around well beforehand, this business model gained much popularity and interest from those already within the industry and then newcomers who could see all the benefits on offer. These benefits have continued to be attractive to first time motel owners in addition to those experienced owners and/or operators who continue to expand their motel investment portfolios by acquiring additional motels under lease whilst overseeing the businesses under management. Change is a constant and the motel industry is no different. How things are done within the industry and how markets change are just two areas that are an everchanging dynamic. Improving documentation to ensure smoother business operations or making amendments to avoid any foreseeable issues that may arise is one way. The changing of the market is largely controlled by external economic and other forces with those in the market often only able to react within the parameters they can. Benefits of a leasehold motel business that satisfy the buying motives (financial, lifestyle and security) of potential investors and operators are not limited to the following:

Leases generally commence as a 25 or 30-year term inclusive of option periods Andrew Morgan, Queensland Tourism and Hospitality Brokers

late afternoon. The time during the middle of the day offers some downtime for the operator. •

Building customer relationships: For those who enjoy building customer relationships motels can offer a lot of repeat clientele if the guest is looked after. There is a lot of satisfaction gained when a customer keeps coming back regularly because they are happy with the service being provided.

•

Operated under management: Motels are comfortably managed by a couple, so if an owner decides they would like to step back from the business for a while there are many good managers available who can operate a motel day to day.

Financial •

Lifestyle •

•

Residence onsite: Offers a home to live on site for the family, allowing more family time together whilst operating a business. Children can also get involved and start learning the business and how to interact with guests from a young age. Downtime: Motels are generally busy until late morning and again from

ResortNews | March 2022

MOTEL MARKET

Motel leasing

•

motel. Banks are historically very comfortable lending for motel acquisitions as they are seen as solid and secure businesses. •

High returns on investment: The returns on investment for motel leases are strong and in the main range anywhere upwards of 30 percent depending on certain factors such as location, length of the lease, level of rent, economic strength of the region, standard of the property, strength of the business, etc.

•

Quality presentation: If a budget to buy a motel is one million dollars, the opportunity exists to buy a much higher quality motel under lease than a freehold motel at the same price level, simply because the land and buildings are not included.

•

Lower capital outlay: A motel lease does not require one to buy the land and buildings of the motel. This is the larger value component of a motel and buying the property therefore increases the capital outlay considerably and reduces the risk and return. Financing: The lower capital outlay means the loan required to buy will be substantially lower. This means lower levels of loan repayments and less sleepless nights for those who are not comfortable borrowing millions of dollars to buy a freehold

Strong cash ﬂow: Upon commencing operating a motel there is an income from day one depending on the level of occupancy. An operator will achieve a certain level of cash flow immediately as most guests pay by credit card prior to their stay.

•

Limited stock on hand: Motels carry very low amounts of stock. Motels with restaurants will carry more stock than those without depending on the size of the food and beverage operation.

•

Ready market: When the time comes to sell there is always a competitive

MANAGEMENT

market to acquire motel leases. A good quality motel if priced to the market, will always demand attention. •

Taxation: This is dependent on numerous factors such as how the ownership structure is setup. The benefits of living out of the business includes whatever costs one incurs living in their standalone home such as insurance, electricity, food, beverages, telephone/internet, rent/ loan repayments, motor vehicle costs, etc.

Security •

Commercial terms: Leases are predominantly set up on mutually beneficial commercial terms to the Lessee and Lessor and therefore work very well. When setting up a lease, the intention is to make it work over the long term.

•

Asset ownership: Includes the title to all the plant and equipment in the motel and the remaining tangible and intangible assets such as agreements in place, business name, customer contacts and goodwill.

•

Long term leases: Leases generally commence as a 25or 30-year term inclusive of option periods. This is a very long lease tenure offering the lessee long term security to operate the business. The ability to extend leases as the term of the leases diminishes is more often than not available to both Lessee and Lessor.

Want to get the best deal on your next repaint? It might be easier than you think! Luckily, if you follow these 6 simple rules, you’ll have all the tools you need to choose a high-performance painting solution, without the high price tag. 1. Get a detailed, independent scope of works This may sound obvious, but you’d be surprised how often it’s skipped, leaving bodies corporates with 3 different prices for 3 totally different scopes of works! This often leads to frustration for all stakeholders involved as a clearly defined scope must then be created further down the track and quotes resubmitted. How do you get a scope of works? You could engage with a project manager; however, this often comes with a big price tag, and the scope tends to include a lot of frills which drive the cost of the job up, whilst providing little value to your end result. A more cost-effective way is to engage with a reputable paint supplier such as Dulux or Taubmans. They will be more than happy to assess your building and provide you with a tailored paint specification, which you can then pass on to your contractors. If you require a comprehensive scope for your repairs, you can simply scan the QR Code at the end of this article. It will ask you a few simple questions about what you see on your building and instantly generate you a free scope of works – without having to speak to a salesperson.

Rope access painters – Raffles, Mooloolaba

Items such as “access systems” may be included by one company, but slapped on later as hefty extra by another later on down the track when it comes time to do the job.

and improves your chances of getting the paint job you paid for – not the old “1 coat wonder.”

Don’t accept line items such as “concrete spalling repairs” on your proposal, unless the contractor has provided a detailed breakdown of the exact process that they plan on using to carry out the repair.

If you’re looking for longevity out of your paint work, you should avoid going with colours that are too dark – especially on areas exposed to direct sunlight. Darker colours absorb more UV, causing the pigments to break down much faster which results in premature fading.

It costs a lot more to carry out a repair the right way, so don’t get caught out by companies who are simply slapping a Band-Aid on the issue, which isn’t going to last.

3. Know who’s doing the job

2. Compare apples with apples

It can be much more profitable for a major painting company to contract out the work to the lowest bidder, rather that completing the works “in-house.” Whilst there is usually some oversight in the form of a project manager, it’s common for the quality of the work to suffer as sub-contractors look for ways to cut corners in order to meet tight budgets.

As the old saying goes “the devil is in the detail.” Pay attention to your inclusions, and perhaps more importantly, your “exclusions.”

Going with a company who manage their own internal painting staff ensures more accountability over the end result

4. Choose the right colours

Don’t want your building to look like a fashion disaster in 10 years’ time? Stick with lighter, neutral colours and avoid the urge to go with the bright, trendy schemes. Your future self will thank you!

5. Leverage rope access

6. Time it right Many common substrate issues increase in severity at an exponential rate. Whilst it might seem like a cost saving idea to prolong the paint job for another year; leaving remedial issues such as concrete spalling untreated can allow it to spread at an alarming rate. If there are budget constraints that prevent you from going ahead with a full repaint, speak to your contractor about spreading the scope out over several years, allowing you to nip urgent repairs in the bud now and paint later. If you’d like a FREE customised scope-of-works for your building, use your smartphone camera to scan the barcode below. It only takes 5 minutes to answer the questions, and puts you in control of your project!

Scaffolding and swinging stages can be costly and have a negative visual impact on your building. Abseiling is a great way to not only lower access costs, but also reduce the impact of the operation on your residents and guests. Improvements in rope access methods have paved the way for even complex repairs and largescale high-rise painting projects to be carried out entirely via rope.

MANAGEMENT

ResortNews | March 2022

MANAGEMENT

THINKING MR

THE

TRAVELLER The announcement says it all. Having spent hours in a large aluminium cylinder we are invited to disembark, but please observe appropriate distancing. Face masks at all times, except when eating or drinking, so… almost never. As always, the great unwashed leap from their seats and do that strange mad scramble to access overhead lockers and then stand stooping for 20 minutes while the air bridge is installed. Some things never change.

And so, I embarked on a travel adventure.

A while back I started prowling the house and showing signs of being less than content. As you know gentle readers, I am a man of sunny disposition and an eternally positive outlook. However, the ‘Managing Director’ detected a certain COVID era malaise and suggested I might like to spend some time in self isolation. I wasn’t sick, just encouraged to take myself off somewhere. To be frank, that’s a kind interpretation. I believe the message was more akin to… if you don’t go and do something and spark up a bit, I’m going to kill you.

There was a time when the definition would conjure up visions of wildlife safaris, ancient jungle temples and encounters with gentlemen with guns. Alas, those days are over, at least for now. The adventure is now the uncertain, convoluted, and terrifying process of negotiating a COVID compliant departure from our shores and an equally compliant arrival elsewhere. I’m not a huge fan of the Oz summer humidity so It’s gotta be somewhere cold. As some of you know I am a snow ski tragic. That is, when observed on the piste, the comment “that’s tragic” is most often uttered. In fact, before I ever discovered the joys of careering down a mountain I was often observed tragically on the piste, but that’s a story for another day.

Now, we all make rash threats in the heat of the moment but those of you who are acquainted with the ‘MD’ will know that she suffers my odd moments gladly. As such a threat of bodily harm must surely be taken seriously.

Where to go? Those ‘communists’ in NZ won’t have a bar of us, the yanks are preoccupied starting many wars and Japan is closed. So, Canada it is. We’ve got the same Queen; how hard can it be? I started by consulting many

Anyway, we’ll get to that.

Mike Phipps, Director, Mike Phipps Finance

travel agents, none of whom told the same story. Not their fault, the rules were changing every day! At some point I realised I was doing to travel agents what I hate people doing to me. Chasing free advice with a negligible chance of doing any business. So, I started doing my own research. Double vaxed, yep. Register with MyGov and Medicare, yep. Get a negative COVID test at Brisbane airport before setting foot in the terminal but after paying for the trip… gulp… yep, I guess I can do that. Get a Canadian visa… easy, had it online in a couple of hours. Get an international vax certificate from the Oz government. Available via Medicare app and easy but also easy to miss. Register with ArriveCAN, the Canadian government app that lets you explain who you are, upload all your COVID certificates and confirm that if you get crook in Whistler, you’ll confine yourself to the bar. Oh, one other thing and this is so very Canadian. You are told that when you arrive in Vancouver you may be tested randomly. It’s advised to pre-register just in case you get picked. I did. Once tested you are free to go on the understanding that you will quarantine at your final destination until your test results are advised. Yeah, right. Snowing it’s bum off, feel 100 percent but I better sit tight until I get the ‘all clear’. Of course, I will… promise. I know what you’re thinking, that’s some adventure! It gets better. One must now take all this documentation, screen shots, apps and certificates and present

MANAGEMENT

yourself for airline check-in. In my case that’s Brisbane domestic connecting to Sydney and then Vancouver. The poor lady at the Qantas check-in worked from a substantial COVID manual and did a pretty good job of a very difficult process which felt a bit like an exam you know you haven’t studied enough for. Miraculously, I passed. If you think dodging a lion in Africa or standing on Machu Picchu is a rush, it’s nothing compared to clearing airport departure check-in during the COVID era. The flight to Vancouver passes uneventfully thanks to a combination of a comfy seat, nice cabin crew and a few celebratory drinks. Just got to get safely through Canadian customs, find the transfer bus and I’m home free. Canadian border officers and airport police are so polite and friendly one feels to be among friends and as such nothing can go wrong. And so, it proves to be until the very last step when the departing arrivals are sorted into the free to go and the random COVID test queues. I score the test queue and despite pretending not to understand English I’m left in no doubt that I’m not getting away. It’s all well managed and over in 10 minutes. I get the Negative email the next morning. Now. I’ve just got to have a bit of fun and get home. More about that next time. In closing I can’t help feeling like this experience is how travel used to be before it became a bit passe. The sheer thrill of just getting on a plane and going somewhere different is more than worth the effort. ResortNews | March 2022

“Kelley, I need your help I have just had an email from an owner telling me they are taking their investment to another agency, what do I do?” I hate to say it, but I receive these phone calls more than I would like to admit. These conversations break my heart as I can clearly hear the distraught managers voice on the other end of the phone. My initial response is, how strong is your relationship with them? Again, more than I would like to admit the answer is “well, I haven’t really spoken to them for a while, but I always send them their reports on time”. My reply, as hard as it is to say, “well that really isn’t good enough”. It is so much harder to try and regain someone’s business and trust than retain it. When you buy your management rights you quite literally pay thousands of dollars for the investor so your number one priority should be to keep them happier than a pig in poop (S*&%). Let’s talk about how to prevent these phone calls from happening. Grab a pen and get ready to take some notes. The first thing I suggest you do each morning is to export your list of investors, highlight five names and call them immediately to introduce yourself/touch base and start building the relationship. Remember, before you call it is vital to ensure you are knowledgeable about their unit because ‘Prior Preparation Prevents Poor Performance’. Go through previous reports and research the tenants and make sure you are prepared to answer any questions they might have. During the conversation write down any handy notes so the next time ResortNews | March 2022

Investors don’t know how valuable you are to them if you don’t tell them

Kelley Rigby,

BUILDING RELATIONSHIPS

It’s easier to retain than regain

Managing Director, Letts Rebuild

you chat you can impress them by referencing back. This should be done quarterly or at least half yearly at a minimum. In between these quarterly conversations if you find yourself doing something over and above your normal duties, for instance a tenant comes into your office on a Friday afternoon and reports a leaking tap, whereby you immediately go over and fix the issue as it was a simple replacement of a new washer (I hope I just got all those terms correct; I am definitely not a handyman).

When you go over and above no matter how small you think the job is ensure you let your investor know. They can’t read minds

or know all the amazing things you do unless you tell them, so ensure you are out there showcasing you and your business.

I would strongly recommend that later that evening you send a quick email to the owner, explaining what happened and that you fixed the problem right away. Why do this? Because your investors don’t know how valuable you are to them if you don’t tell them. You must always inform them about the little things you do that obviously an outside agent wouldn’t or even better couldn’t. Back to the phone call conversation at the beginning of my article, let me outline my two top tips to make sure you never need to make that call to me. 1.

Build relationships with your investors, know what they expect from you and exceed it. You paid thousands of dollars for their business but that does not mean you are entitled to it. You must continue to work hard for it. MANAGEMENT

GOOD GOVERNANCE

Managing subsidence, cracks & ﬂoor level defects Is underpinning necessary? So, you have some cracks emerging in your townhouse villa complex in the plasterboard walls, ceilings and cabinet works and/or your external walls (brickwork or painted render). Is this a sign of normal soil consolidation and settlement over time, or something more sinister like footing failure and structural damage?

Nature of ﬂoor level defects During construction it is almost impossible to achieve a completely level or flat floor slab, so the construction industry via its National Construction Code, Building Act(s) and regulations, and Australian Standards generally indulge “allowable tolerances”. What this means is that it is not unusual for floor levels inside townhouses or villas to be slightly out-of-level, but still within allowable tolerances. It may be that your finished floor slab was never entirely flat to begin with, so it is important to determine the nature of floor level variations before becoming alarmed or planning remedial works.

So, what contributes to ﬂoor levels changing? Building defect: The floor was not built level during construction, and not picked up as a defect so the rest of construction was constructed around the as-built floor level. In this instance you are unlikely to observe any functionality issues, cracks or other evidence of floor level defect. © stock.aadobe.com

Settlement or consolidation: The vast majority of new housing is constructed on imported fill, which is compacted to strict standards prior to construction. Over time this fill (soil) may consolidate further and ‘settle’,

apparatus does not concentrate excessive water along the perimeter of the house where it could erode the soil around the footings.

Lynda Kypriadakis,

•

Ensure your annual termite barrier inspections are being undertaken by the body corporate.

•

Report any cracks to the body corporate that are wider than 10mm.

•

Report any doors that foul or won’t open/close, or any glass panels that spontaneously break without any real cause.

•

Ensure your caulking seal maintenance is up to date around the house.

Diverse FMX

causing minor deviations in floor levels and minor signs of non-structural cracking. Heave: This is where the soil foundation is reactive to water and swells/shrinks depending on how wet the weather is. When reactive soil types swell up with water in a heavy wet and rainy season, the swollen soil heaves up against the slab and may cause deviations in floor levels and minor signs of non-structural cracking. Footing failure: This is where the footings and/or slab were not designed sufficiently to deal with the soil condition. As time goes by the normal settlement and/or heave impacts of the soil adversely affects the structural integrity of the footings and slab because they may not have been designed properly to deal with the soil condition. Footing maintenance: As a lot owner or occupier you have a duty to maintain the veracity of your footings and foundation to ensure no adverse effect is caused on the structural integrity of the building, including: •

•

Ensure there are no significant trees with root interference within the zone of influence of your footings. Ensure your drains are serviced regularly by a plumber to eliminate cracks, leaks or root damage. Ensure your irrigation

MANAGEMENT

Note: The CSIRO has put out a helpful document for lot owners and occupiers, which is available for purchase online, Foundation Maintenance & Footing Performance. This is a good guide to understanding and preventing soil-related building movement in housing.

Signs of ﬂoor level defects There are multiple signs that your floor levels may be outside allowable tolerances and defective, including: •

Cracks inside in your plasterboard walls, cornices, cabinets and ceilings.

•

Dummy floor tiles or cracks in wall tiles.

•

Cracks or gaps opening up in your external brickwork or rendered/ painted external walls.

•

Doors fouling and not opening or closing properly.

•

Broken window and/ or door glass.

•

Broken pipes underground.

•

The floor is noticeably out ResortNews | March 2022

of level, for instance you can roll a marble down the floor without propulsion.

When to take action Not all floor level defects, or cracks are cause for immediate concern or remedial action. It is important that extensive investigations are done prior to deciding on a remedial solution as the causes may be many and varied and all causes will need to be considered in the remedy. You need to first discover what is the cause of the defect, followed by what is the effect of the defect and then finally, what is the proper remedy.

For example… Building defect: If your floor levels are outside tolerance and were constructed that way, there may be no reason to remedy the floor levels as the house is completely functional and serviceable in every other way. Having floor levels slightly outside allowable tolerance is not always a reason to take remedial action if the house is perfectly functional in every other way. Settlement or consolidation: If your floor levels are outside tolerance due to ongoing consolidation of the imported fill soil, you will need to ascertain if that settlement has concluded, or if the consolidation is still happening. As a minimum three annual floor level surveys are required to determine whether the soil foundation is still consolidating, or if it has fully settled and now stable. Having floor level surveys done across three years will ensure that the building owner knows whether the settling has stabilised or still worsening.

ResortNews | March 2022

Go to section 3.8: Levelness of concrete ﬂoors

Not all ﬂoor level defects, or cracks are cause for immediate concern or remedial action. Heave: Similar to settlement, three annual floor level surveys are required to determine the seasonal impacts of heave on floor levels. It may be that during the rainy season the floor levels change, and then during the drier months they return to previous levels. In highly reactive soil conditions, the structural engineer may have designed your footings and slab to cope with the seasonal heave thus there would be no repairs to be made. Footing failure: Once the three annual floor level surveys have been completed and the structural engineer has assessed the footing design against the as-built work, the engineer may determine that the footings and/ or slab design was inadequate, and the footings/slab have failed. Note: Three consecutive years of annual floor level surveys should be the first step for determining the cause/effect of floor level defects before designing a remedial solution. To design a remedial solution on one single floor level survey may cause more damage than good.

When to act urgently Naturally you would not wait for three annual floor level surveys if catastrophic failure is imminent, so how do we know when to act urgently?

Here are the signs to look for: Take immediate action to repair if the following occurs: •

Cracks appear overnight and are wider than 15-20mm.

•

Doors in the house are unable to be opened or closed.

•

Stairs or cabinets start to separate from walls.

•

Glass breaks in windows or doors

The general rule of thumb is that if you can still live in your home, open/close all the doors and there are no cracks wide enough to allow vermin or water into habitable areas, then it is likely that you have plenty of time to undertake investigations to determine the cause of the issue(s).

National Construction Code, Australian Standards and ﬂoor levels In Queensland the QBCC Standards & Tolerances Guide provides information about floor level defects in concrete slabs, which is based on the NCC and relevant Australian Standards. The QBCC Standards & Tolerances Guide is available for free online and here are some excerpts below.

MANAGEMENT

Except where documented otherwise, new floors are defective if within 12 months from completion of the work, they differ in level by more than 10mm in any room or area, or more than 12mm in any 3m length and such deviation adversely affects the safe use or reasonable amenity of the building. The overall deviation of floor level to entire building footprint shall not exceed 20mm within 12 months from date of completion of the work and such deviation adversely affects the safe use or reasonable.

Go to section 3.11: Termite barrier Domestic concrete slabs that form part of a termite management system. Where a domestic slab is designed in accordance with the BCA and is to act as part of a termite management system, cracks through the slab are not to exceed Category 1 width as set out in Table 3.10.

Summary The bottom line is that it is not unusual for floor levels to move over time and movement is not necessarily cause for immediate concern. The best first course of action is to undertake floor level surveying across the three annual survey events to properly assess the situation. If external cracks are allowing vermin or water ingress these should be sealed. If internal cracks are unsightly, these can be remedied at the next repaint.

In today’s ‘shoparound’ culture, many businesses turn to a variety of different software providers for the various components of their management tools in order to ‘do the job’ at a minimum price. They often end up with a hotchpotch of products which don’t effectively meet their needs. Making changes to the software implemented becomes cumbersome as the change affects more than one product, likely owned by different vendors. The benefits of relying on a trusted industry specialist to provide a seamless business solution shouldn’t be underestimated. First, find a provider that you trust. Look for extensive industry experience and knowledge, and a thorough understanding of the associated regulations, to ensure you end up with a compliant product. Longevity in the industry is extremely important as software systems can come and go. The importance of a proven track record can’t be understated. It can be disruptive to your business to switch providers. When you do, you need to ensure your choice of provider will still be around in another 10 years. The latest product to market may not be the one that has that staying power. Ensure that the provider you choose has an ongoing commitment to research and development. Make sure they have a long history of remaining innovative in the market, and constantly update their products with new functionality to enable your business to stay ahead of the game. Be mindful that many providers give the illusion of remaining innovative by connecting to 3rd party providers to add up to the minute functionality to their

SOFTWARE SOLUTIONS

What to look for in a software solution

Sylvia Johnston, Senior Executive, HiRUM Software Solutions

software. If everything they offer to enable your business to run effectively requires a 3rd party add on, you need to think twice about the impact this could have on the security of your data. Adding a mailchimp connection for marketing is just one example… Suddenly your valuable guest database is extracted from your secure software and added to a universal web-based application. The requirement for marketing in our industry is a given. If it isn’t available, you need to consider why the vendor hasn’t invested in implementing basic tools such as marketing into their offering. How can any business in the guest service arena operate without these fundamentals? Check that the vendor has effective training available, for you and your staff. Time is at a premium for accommodation managers and training new staff in software usage can be a stretch. Product support is important when it comes to the smooth running of your business. Ensure that when you encounter something new you can reach out for assistance, and that this assistance is available across all products via one point of contact. Your vendor should be able to offer a true end to end advisory service for any product they have encouraged you to use. Choice is all important. Make sure the provider can offer you as many, or as few of their software components as necessary for the smooth running of your business.

A complete solution from a single provider affords the following benefits 1.

Your business components are specifically designed to work together as they are created by the same designer to work as one solution. They will be perfectly integrated and will have been rigorously tested during their development to ensure that they are seamless.

Asking for specific changes is achievable when you are dealing with one vendor that owns and controls all the software components.

Looking to the same provider for your PMS, Channel Manager and Booking Form will ensure that they are industry compliant across their entire product suite, providing you with peace of mind that each guest touch-point is secure. Be wary of 3rd party products embedded into the PMS. You need peace of mind as to who has access to your data.

Your suite of products needs to fit in with you and not vice versa. If you want to host it on your own computers, you should have that option. Having no choice as to where your business data resides suggests the vendor has taken short cuts along the way to increase the profitability of their business, whilst risking yours.

Cost-wise, you generally find that the more you purchase from one provider, the better the deal becomes. You may find in the end that the total solution is more economical than the ‘hotchpotch’ you were tempted by in the beginning.

You may be able to access marketing and website services from the same provider. If this is offered, you can rest assured you are dealing with someone who already understands your business and has helped others in the same space become more profitable.

When choosing a Property Management Software provider to entrust your business, delve deep and ask the relevant questions to ensure your trust is well placed. How long have they been in business? Can they offer the flexibility to allow you to host your own application? Are they committed to long term innovation and development? Can they meet your business needs with the components they offer? Have they developed all the components they are selling? Armed with the answers to these questions you can make an informed, educated choice as to the provider who will partner with you, and support you and your business into the future.

MANAGEMENT

ResortNews | March 2022

Help! Mateship needed in time of close contacts

By Grantlee Kieza, Industry Reporter

The industry has been devastated by COVID and there has never been a more important time for accommodation managers to help a friend in need. The buddy system has been crucial to keeping many businesses open when managers and staff have either contracted the virus or had to isolate because they became close contacts of those who tested positive. Dougal Hollis, the General Manager of Tourism Accommodation Australia (Vic), said in his State a member survey conducted in December 2021 showed that many Victorian hotels were operating at about 40 percent down on optimum staffing levels. This challenge was initially intensified by a requirement for workers to complete a 7-day home quarantine period, if deemed close contacts of infected co-workers. The “close contact” definition has now been tightened to only include household contacts, easing the squeeze on hospitality businesses, with co-workers now able to remain at work, unless COVID positive. Mr Hollis said unsurprisingly, hoteliers were adopting an “all hands-on deck” approach to staffing, with owners and senior managers assisting in a range of operational capacities, to enable hotels to remain open and trading. “Accentuating the positives,’” he said, “hoteliers have had to be very ResortNews | March 2022

resourceful, through necessity. Employees with management potential have been entrusted with greater responsibility, fast tracking career development.” The isolation requirements through COVID, though, have been particularly tough on smaller businesses in remote areas, who do not have the luxury of a large staff. Trevor Rawnsley, the CEO of ARAMA, recounts a manager on a Queensland island property whose wife and daughter contracted COVID. “The manager didn’t have COVID but as a close contact had to isolate for seven days. All his cleaners had COVID and were in isolation, too,” Mr Rawnsley said. “He couldn’t get a relief manager to come in and run the business for him, so he had to close his apartments, shut down for a week and call his guests to say they’d have to go elsewhere for their Christmas holidays. “He should have gone out to buy a lottery ticket because he was bound to have some good luck, eventually. “I put that manager in touch with A-MAP, which is ARAMA’S Mental Assistance Program because they can always help in that sort of crisis.” Mr Rawnsley said there had never been a more important time for the management rights and hotel industries to look after their own. “As part of their COVID-safe plan which ARAMA helped to design a couple of years ago, a

lot of managers have adopted as best practise a ‘locum’,” he said. “That is another management couple down the road who can step in and help when a manager has to take a break.

principles of support from within the industry remained the same.

“It's not just COVID that crops up. A manager might break a leg or get measles or mumps or anything else, so it's good to have someone that you can ring and say, ‘can you come in and look after my property for a few days, or a week while I sleep it off?’

“It's best practise to have a backup support team with relief management, no matter the situation.”

“Likewise, that manager can provide cover for the building down the road, when there’s a problem there. “Many of these people I don't hear from with COVID concerns, because they have been able to self-manage it by using this cooperative locum basis.” Mr Rawnsley speaks from experience. “I had a building at Nobbys Beach, on the Gold Coast, once, and there were eight of us who got together and decided we would help look after each other’s properties,” he said. “I remember going up to look after Magic Mountain a couple of times while the managers were away. They’d keep an eye on my place when I wasn’t available. “The complication with COVID is that everybody is frightened of a secondary infection, and they might not want to go into that office and work where someone has had COVID recently.” Mr Rawnsley said while COVID was “a whole different beast”, the

MANAGEMENT

“People got sick before COVID and they will get sick after it’s gone,” he said.

Chris Fozard, the Melbournebased operations manager of Budget Motels, said the majority of the group’s 100-plus properties were mostly in regional areas so they had been safeguarded from the high traffic in cities. He said some of his property managers faced with the COVID crisis, though, had set up noninteraction reception areas. “They have a doorbell which is clearly signed,” Mr Fozard said. “The guest presses the button and then the key is passed through a little slot so it totally limits interaction.” Mr Hollis said it had become common for Victorian hoteliers not to sell their full inventory of accommodation during COVID, “given particular challenges in securing housekeeping staff to clean rooms and widespread linen shortages”. But he said another positive from the situation was that senior managers and hotel owners had been able to build stronger bonds with their teams, and better understand and address any operational challenges staff may face, when working closely with them.

Is OTA competitive viability waning? By Mike Parker-Brown, Industry Reporter

Having bounced back strongly from previous crises, the financial crisis of 2007 to 2008 and the impact of 9/11 to name just two, online travel agents’ (OTAs) competitive position and outlook has shifted and is now looking very different in the postCOVID environment. According to travel industry intelligence platform, Skift, OTAs have recovered robustly in the past, their revival fuelled by hotels needing them to help secure bookings, but as 2022 and life in the new normal gathers momentum, that scenario has changed. In his report, Skift senior research analyst, Seth Borko said in the current environment, hotels have maintained pricing power, and average daily rates (ADRs) are nearly 90 percent recovered. The result of that, he said, is that OTAs’ reputation for discounting has suffered as hotel direct bookings come with lower rates, and customers have more to spend.

“This time, during the pandemic, the OTAs aren’t getting the same lift they did after past crises,” he said.

direct bookings have diminished, Mr Borko warned that channel wars are coming back in the next few years.

outset, at a minimum enabling commission free upsells which subsequently increases the profitability of the hotel.”

“Although they are recovering quite fast, it has not been quite the boon to OTAs that many thought it might have been, because it wasn’t quite a repeat of the last two crises.”

“In other words, as online travel agencies try to regain their profit momentum, hotels won’t sit idly by in the contest for travellers’ eyeballs,” he said.

Ms Johnston said the rise of Google Hotels has already had a massive impact and has quickly become a prominent booking channel, the platform providing the comparison that the consumer is looking for with an abundance of accommodation options at a glance.

Mr Borko said the OTAs’ gross bookings and commissions have largely recovered relative to pre-pandemic 2019, setting themselves up to make gains. “The problem is on the cost side, they’ve driven themselves into a huge hole on profitability,” he said. “While revenue is coming back, earnings before interest, taxes, depreciation and amortisation and other profits are not coming back as quickly and OTAs margin levels won’t respond as quickly as gross bookings have.” The Skift report went on to say hotels chains such as Marriott and Hilton were very aggressive in pushing direct booking campaigns from 2017 to 2019 which Expedia countered to a degree, downgrading branded properties in favour of independents. Although the hotels’ frequent TV and other brand advertising of recent years promoting

HiRUM Software Solutions senior analyst, Sylvia Johnston said the industry shouldn’t expect a huge crisis bounce back for OTAs this time around. She said while hotels have in the past relied on OTAs to fill their rooms, alternatives in the marketplace have provided a significant shift towards direct bookings. The impact of COVID and changes in booking technology, she said, along with the rise of some very formidable competition such as Google Hotels, has created dramatic changes to the OTA landscape.

Additionally, it also offers the opportunity to book direct whilst still comparing pricing across all the available channels. “Those properties with a direct listing on Google Hotels are doing exceptionally well in overall direct bookings,” she said. “When googling for accommodation, consumers are now able to find the property’s own booking form, front and centre on page one.

“Hotels now have the opportunity to reduce their reliance on traditional OTAs to secure bookings, with the benefit of these bookings essentially being ‘Direct’ bookings, albeit via Google Hotels,” she said.

“Offering a risk- free opportunity for bookings made via Google Hotels, consumers feel confident they are dealing directly with the supplier, without the need to navigate or communicate via a third-party OTA.

“Whilst these bookings still come at a cost, the hotel is now able to communicate directly with the guest from the

“Through HiSITE, we’ve seen the dramatic growth in this channel month on month and it is definitely one to watch out for.

MANAGEMENT

ResortNews | March 2022

“The consumer no longer needs to look to the billboard comparison provided by the OTA to be confident that they have achieved the best room rate. This in turn is increasing commission free direct bookings as consumers are not being tempted to look at other hotels, once more increasing the bottom line of accommodation providers. “COVID has also seen consumer attitude change toward the OTA’s. Consumers were disgruntled by the difficulties they faced in receiving personal assistance to manage or change their bookings due to COVID. “The simplicity of dealing in person with hotel staff when managing bookings during the pandemic created a tangible point of difference between booking direct and dealing through an OTA.” Ms Johnston said it seems that consumers may now actively avoid the OTA’s paid advertisements unless incentivised and seek the hotel direct instead, simply due to their prior experience which might impact the overall profitability of the OTA if they have to offer reduced rates to secure the guest. “It should not be forgotten that most OTAs are very efficient marketing and technology platforms, that created solid businesses through opportunity,” she said. “The best of them will undoubtedly find ways to innovate through these challenges in order to provide their investors with the returns they’ve come to expect. The space ahead is interesting, and the online landscape is changing so quickly, we shouldn’t assume anything at all.” Bradley Haines, Regional Vice President - Asia Pacific at SiteMinder said the company’s list of the Top 12 Hotel Booking Revenue makers of 2021 ResortNews | March 2022

“Additional technology changes such as the development of rate comparison tools on a hotels own website, have also offered properties an opportunity to display comparative rate options without the need for the consumer to move off the property’s website.

reveals that a more holistic online commerce strategy, consisting of a greater balance between direct and indirect revenue streams, is being taken by hotel businesses to reach new customers and produce revenue. “The fact is that the conditions for travel have changed and so people have had to learn how to travel differently,” Mr Haines said. “Rather than internationally, they’ve started taking road trips. And rather than booking months ahead, they’ve started booking at the last minute to minimise the chances of having to cancel because of snap lockdowns. “For these reasons, we’ve seen homegrown distribution channels such as Hero Travel grow in popularity as domestic travel has gone from strength to strength. “Similarly, we’ve seen Airbnb climb to the eighth spot on our list of the Top 12 Hotel Booking Revenue makers of 2021, in spite of the channel being made available to traditional hospitality businesses only four years ago.”

33 percent globally year-onyear.” However, he said, it’s important to remember that metasearch is a significant driver of direct bookings.

levels, total bookings made via SiteMinder’s metasearch program, ‘Demand Plus’, which gives hotels access to all three of these metasearch sites, grew.

“It’s because of this that we’ve seen the likes of Google, trivago and Tripadvisor grow in popularity.

“As market conditions continue to change, it’s vital that hoteliers continually analyse and assess their online commerce strategies, and ensure they are educated on the distribution channels proving most effective in securing the booking of today’s dynamic traveller.”

“To give you an example, if you look at the October to December 2020 period, when hotel bookings globally dropped to 41 percent of the prior year’s

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He said direct bookings are now one of the top two revenue drivers for hotels in Australia, which comes as no surprise. “Our consumer research, SiteMinder’s Changing Traveller Report, last year revealed that 43 percent of Australian travellers expected to arrange their next trip directly with the accommodation venue, compared to 37 percent in 2020. Indeed, the first half of 2021 saw direct bookings through our platform grow MANAGEMENT

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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.

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

TOURISM REPORT

Opening international borders a welcome move By Grantlee Kieza, Industry Reporter

an assurance that our industry is on the road to recovery.

Australian tourism has taken a staggering $68.6 billion hit during the COVID pandemic but Queensland is ready to emerge from the rubble to shine again brighter than before.

“Yet the financial benefits of open international borders won’t be instantaneously felt by our operators.

After urging the Federal Government to unlock international borders for many months, Queensland Tourism Industry Council Chief Executive Daniel Gschwind welcomed the announcement that Australia was reopening to the world on February 21. Tourism Research Australia says that cumulative losses for the nation in terms of international visitors since the start of COVID have amounted to a staggering $68.6 billion. “Our state’s tourism operators have felt the financial blow,” Mr Gschwind said, “with many forced to downsize or close their doors permanently. “The reopening of our nation’s borders to international tourists has provided Queensland’s tourism industry with a muchneeded confidence boost and

Former Virgin Blue executive Tim Jordan, who is leading the Bonza venture, says the budget carrier will forgo the lucrative “golden triangle” routes between Sydney, Brisbane and Melbourne for under-served leisure locations in hopes of stimulating new demand. It will fly 20 routes not serviced by the major carriers, allowing holidaymakers in regional Australian centres to fly to places such as the Sunshine Coast and Whitsundays without having to first fly to a major city.

“As Australia is one of the last countries to open its borders to international tourists, Queensland will be competing with established holiday destinations all vying for holidaymakers.” Mr Gschwind said it was critical that the tourism industry worked in partnership with the private sector, and federal and state governments to rebuild the perception of travel as a safe activity. And he said it was vital that all concerned worked to re-establish Queensland’s tourism brand “as one of the best in the world”.

Daniel Gschwind, Chief Executive, Queensland Tourism Industry Council

Cains, Sunshine Coast, Gold Coast and Brisbane Airports have thrown down the gauntlet to the State Government.

“Our tourism industry is hopeful and looking forward to 2022 and beyond,” he said, “but we know that there is a lot of hard work ahead of us yet”.

Their combined $200 million attracting aviation program is aimed at delivering more than 5.3 million seats per year to generate almost $4 billion in international tourism revenue.

The Queensland Government says it will match a $100 million undertaking from the state’s four international airports to lure more visitors to the Sunshine State.

Australia’s new low-cost domestic airline Bonza has also delivered for Queensland by making its base at the Sunshine Coast Airport, with a secondary base in Melbourne.

TOURISM

The full route map includes 25 trips to 16 destinations across Queensland, NSW and Victoria. About 80 per cent of the routes are not currently served by any carrier, and even more are not served by a lowcost option such as Jetstar. Mr Jordan said he was confident Bonza would not launch too late to capitalise on Australia’s tourism recovery. “I think the industry has had a revolting two years,” he said. “The sooner we can bounce back as a tourism industry the better, but I think the pent-up demand built up over the last few years is going to take a lot longer to burn out than a couple of months.”

ResortNews | March 2022

Lift blanket international travel bans immediately! By Mandy Clarke, Editor

All countries should now lift blanket international travel bans and replace with risk-based policies, agreed The World Tourism Organization (UNWTO) and the World Health Organization (WHO). A growing number of countries around the world have begun to ease their rules for international arrivals, including more relaxed travel bans. These decisions are in line with WHO’s latest recommendations for safe international mobility, which highlight the ineffectiveness of blanket restrictions in controlling virus transmissions. This trend is also consistent with UNWTO’s repeated warnings of the great social, economic and development harm of restrictions. The two UN agencies agreed to collaborate on a global trust architecture for recovery of the travel sector. UNWTO Secretary-General, Zurab Pololikashvili said: ResortNews | March 2022

“Guided by UNWTO, global tourism has followed WHO advice from the very start of this crisis.” He underscored the need to “continue to do so, and to open up again, safely and responsibly, and allow tourism to deliver on its unique potential as a driver of recovery and growth”. According to the WHO International Health Regulations (IHR) Emergency Committee on COVID-19, all measures applied to international travellers should be based on “risk assessments - including testing, isolation and vaccinations”. Furthermore, the financial burden of such measures should not be placed on travellers themselves. “As countries ease travel restrictions, health must remain the key priority. By basing their decisions on evidence and a risk-based approach adapted to their specific context, countries can find the right balance between keeping people safe, protecting livelihoods and the economy, and keeping borders open”, said WHO Director-General Dr Tedros Adhanom Ghebreyesus.

Properly managed, tourism has the potential to act as a force for development and opportunity, as highlighted in the sector’s enhanced relevance in the wider United Nations development agenda. Destinations around the world report increased tourist arrival numbers on the back of easing or removing restrictions. This trend offers the potential to kickstart economic recovery and put social development progress back on track. In January a UN report highlighted the important role that tourism will play in the recovery of national economies and global trade. The 2022 edition of the World Economic Situation and Prospects (WESP) report by the United Nations. Draws on data from the World Tourism Organization (UNWTO) and underlines the sector’s importance for the world economy. The report uses key UNWTO data on international tourist arrivals and tourism receipts to illustrate how the pandemic’s impact has been felt beyond the sector itself.

TOURISM

International tourist arrivals plunged by 73 percent in 2020, dropping to levels not seen for 30 years. And while tourism did record a modest improvement in the third quarter of 2021, international arrivals between JanuarySeptember 2021 were still 20 percent below 2020 levels and 76 percent below 2019 levels. The report shows the devastating impact the crisis has had on employment, including in hospitality, travel services and retail trade. It has disproportionately affected vulnerable groups, including youth and migrant workers, as well as workers with lower educational attainment and skills. Exacerbation of the gender divide is evident, especially in developing countries, with women seeing greater declines in employment and labour force participation than men. Further analysing the sector’s role in economic recovery, the UN report notes that many destinations, in particular tourism-dependent countries, will need to diversify their tourism throughout 2022 and beyond.

DEVELOPMENT NEWS

Major hotel projects in limbo The future of Ritz-Carlton Melbourne, the W Sydney Hotel and Brisbane’s super-lux 443 Queen St apartment complex is now in limbo as work grinds to a halt following the collapse of construction giant Probuild. Deloitte has been appointed as administrator to handle the fallout from the collapse which has impacted 18 major commercial and public-sector projects in development across the country - 13 projects in Victoria, three in New South Wales, one in Queensland and one in Western Australia. Intended for opening later this year, the Ritz-Carlton Melbourne forms part of the huge West Side Place development at 250 Spencer Street. The first stage of the project includes two towers comprising 1376 apartments and 263 hotel rooms which, when finished, would see the Ritz-Carlton at 270m high in place, as the tallest hotel in the southern hemisphere.

Currently operating as Holiday Inn & Suites Bondi Junction and previously operated as Quest Bondi Junction, the 82-room hotel will undergo an extensive refurbishment of its guest rooms, lobby and guest spaces, all of which will showcase the Holiday Inn brand’s innovative nextgeneration design and guest experience.

Kimpton Margot Hotel

La Vie Hotels & Resorts is currently on a significant expansion phase across Australia and Southeast Asia.

A Gold Coast round up…

Sydney’s newest hotel, the Kimpton Margot Hotel officially opened Described by its designers as the place where heritage-listed Art Deco architecture meets modern Australian style, the new hotel is the first IHG Kimpton brand to be opened in Australia. It is located in the former Sydney Water Board building on Pitt Street in the CBD, and has been designed to evoke the spirit of the 1930's.

Also, on schedule for a Q3 2022 opening, the W Sydney Hotel forms part of The Ribbon, a $1 billion accommodation and entertainment complex to be opened in Darling Harbour. Features of the stalled property include 593 stylish guestrooms, suites and serviced apartments, an iconic pool deck, restaurant, two bars, a spa, a state-of-theart gym, and 925 square metres of event space incorporating a grand ballroom. The 443 Queen St project in Brisbane features 264 luxury residential apartments and was also expected to welcome residents later this year.

Kimpton Margot Hotel

La Vie Hotels & Resorts

In a statement, Probuild’s parent company WBHO has blamed the Australian government's "hardline approach" to managing the COVID-19 pandemic for the collapse, citing border restrictions, snap lockdowns and working from home regulations as detrimental factors. "The impact of lockdown restrictions on the retail, hotel and leisure and commercial office sectors of building markets have created high levels of business uncertainty in Australia and have significantly reduced demand and delayed the award of new projects in these key sectors of the construction industry," the statement read.

Dorsett Gold Coast

Dorsett Gold Coast welcomed guests when it opened its doors at the end of last year. The Gold Coast’s newest upscale hotel boasts 313 vibrant hotel rooms set within The Star Gold Coast’s world-class entertainment and leisure precinct in Broadbeach.

Holiday Inn & Suites Bondi Junction

IHG Hotels & Resorts (IHG) in partnership with La Vie Hotels & Resorts, has announced plans to extensively refurbish its latest Sydney property. DEVELOPMENTS

The hotel is Dorsett Hospitality International's first Australian hotel, and part of the $400 million project undertaken by The Star Entertainment Group and its consortium partners. The arrival of Dorsett Gold Coast is a sign that the international tourism market is confident in Australia’s tourism market, with ResortNews | March 2022

La Pelago A $1.75-billion mixed-use development at Budds Beach, has been approved. The four-tower project of 900 residential apartments and 200 guest rooms will be built at 112 Ferny Avenue. The Esplanade Apartment mogul Harry Triguboff purchased a site on The Esplanade to construct two 55-storey towers containing some 700 apartments. Estimated completion is 2024.

Dorsett Gold Coast

the $400 million development funded by The Star Entertainment Group and its consortium partners from Hong Kong, Chow Tai Fook Enterprises and Far East Consortium. Newbuild Dorsett Hotels are currently under construction in Brisbane, Melbourne and Perth, set to open in the coming years.

The Meriton Apartments founder filed plans with the Gold Coast City Council to build a 70-storey tower comprising 382 apartments and a 50-storey tower with 255 apartments. Tower one will offer 45 one-bedroom, 218 two-bedroom, 93 three-bedroom and 26 fourbedroom apartments. Tower two will offer 45 one-bedroom, 99 two-bedroom, 88 threebedroom and 23 four-bedroom apartments. Pacific One Melbourne developer Central Equity’s $500-million 56-storey luxury Gold Coast apartment tower is due for completion in 2024, positioned in Garfield Terrace, Northcliffe.

Brisbane news Queen’s Wharf Brisbane is set to deliver the ultimate big event atmosphere when a transformational $3.6 billion project opens in late 2022.

Dorsett Gold Coast

Queen’s Wharf Brisbane

The QWB Sports Bar promises to be the city’s premier venue to celebrate the most significant sporting showdowns from around the globe.

Queen’s Wharf Brisbane

Situated close to a suite of dining, gaming and entertainment options, the QWB Sports Bar will provide thrilling live sport experiences within the Queen’s Wharf casino, two floors above street level. “What we are building at Queen’s Wharf is a world-class entertainment precinct in the middle of a CBD with a huge and important heritage and public space component,” said Destination Brisbane Consortium (DBC) Project Director Simon Crooks. “When the Consortium was designing the precinct there was a concerted effort to lift the gaming areas above street level to allow people ready access to the public spaces, and retail and food and beverage offerings.”

Victoria & Albert Sydney-based Iris Capital has entered the Gold Coast development market with this $800-million, residential two-tower project at Broadbeach. The property will comprise a mix of one, two and threebedroom apartments on the lower levels, while the upper residences will offer a mix of three-bedroom apartments, sub-penthouses and penthouses. Royale Devine Development Group is set to deliver on their $340million Gold Coast beachfront luxury residential apartment building. Royale Gold Coast will sit on a north-east facing corner block at Northcliffe Terrace and will offer 108 luxury two, three and four-bedroom beachfront apartments, Sky Homes and Penthouses across 38 levels, with five-star amenities. The estimated completion is 2024. Luxe Broadbeach The $160 million 33-storey tower will include 28 apartments with unobstructed park, beach and ocean views. Residents’ amenities will include a 25m heated lap pool, infinity pool, residents’ lounge, sauna, barbecue area, gymnasium and ocean views. ResortNews | March 2022

Queen’s Wharf Brisbane

DEVELOPMENTS

What about Women In Management? The first Women In Management Luncheon of 2022 kicked off in the Gold Coast with a fabulous group of people gathering at the Cavill Hotel, Surfers Paradise. The stresses and hardships of the last two years have noticeably been replaced by optimism and excitement. Founder, Marisa Millane said: “It was nice to see everyone after such a long break, great to hear the industry is buzzing, and many managers reported that it’s been their best February in what seems like forever. “Thank you to those that attended, it was so nice for us to connect again. For those that would like to come along to our future luncheons but do not know anyone or are just a bit hesitant

about arriving alone please reach out, I am more than happy to buddy you up with someone.”

The upcoming luncheons for Brisbane are: Friday, March 25 Maya Mexican Friday, June 17 Evita Friday, October 21 Yot Club

The upcoming luncheons for Sunshine Coast are: Friday, March 11 Psaribar & Grill, Mooloolaba Friday, June 24 The Rooftop Bar & Garden, Maroochydore Friday October 7 Catalina Noosa

Peter Turner joins RAAS Management Rights on the Gold Coast Peter has been actively involved in the real estate industry in Australia, the UK and Asia for many years, including owning and operating a management rights business. He has extensive experience in property marketing, sales and commercial negotiations. Peter’s background includes having previously worked with one of Australia’s leading real estate agencies in the marketing and sale of residential projects to investor buyers (many of whom were from Hong Kong, Singapore, China and other parts of Asia, where he still has strong connections) and where his track record saw him recognised as a “Top 10 Performer”. Having also previously owned and operated a large management rights business, Peter fully understands what is involved in being the manager of a complex, how management rights businesses operate and how best to achieve the successful

sale of such businesses. His intimate knowledge of management rights combined with his experience in sales, marketing and successfully negotiating commercial transactions, are all very important attributes Peter uses when working with managers on the sale of their businesses and as part of building his relationships with purchasers. Peter’s view is that to be a good broker it is essential to want to help his clients successfully achieve their desired aims in a transaction. In doing so, he understands how important it is to actively listen to what vendors/purchasers tell him and to then actually deliver what he’s told them he’s going to deliver. Peter Turner 0468 350 882 petert@raas.com.au

EVENTS & APPOINTMENTS

ResortNews | March 2022

Unraveling the mystery of MR Four accommodation industry experts will gather on the Gold Coast in March to unravel the mystery behind management rights. Spearheaded by the ResortBrokers’ Gold Coast team, the “Management Rights Made Easy” seminar is designed to engage, excite, and educate new buyers to this sector of the accommodation industry. The panel of experts, including ResortBrokers’ southern Gold Coast broker Todd Warner, Paul Grant from Mike Phipps Finance, Tony Rossiter from Holmans Accountants, and Trent Pevy from Pevy Lawyers, will make the journey to management rights effortless and understandable. This expert panel will share their extensive experience,

ResortNews | March 2022

answer queries and assist new buyers in the industry on the path to success. The ResortBrokers Gold Coast Management Rights team says the industry is experiencing a “terrific amount of interest in a buoyant market” with 2022 shaping up to be a record year. “We’re seeing record enquiry rates, increases in deals transacting and a very positive outlook for both the long and short stay segments,” they say. “The effects of covid-19 on the short stay/holiday let industry are starting to fade, with record occupancy rates and

room tariffs driving significant growth back in this sector and a bright future predicted on the back of domestic tourism to fuel a very active market.

•

Magnoli, Palm Beach.

•

Surfers Palms Central, Benowa.

•

The Village at Burleigh.

“Interstate migration, low interest rates, and still a relatively lower risk investment model vs ROI, are all pointing to positive signs ahead.

“Overall, we have 56 businesses either sold, settled or under contract due to settle this financial year and nine more under offer this week,” the ResortBrokers team says.

“When it comes to long-term residential management rights, the rental market is the strongest it’s ever been with the lowest vacancy rates in history. So high multipliers plus a shortage of good stock is fuelling a strong market in this space.” Recent ResortBrokers management rights sales include: •

Kirra Beach Apartments, one of the first high net holiday businesses to settle on the Gold Coast post pandemic.

EVENTS & APPOINTMENTS

“We are seeing local southeast Queensland buyers as well as those from Sydney and Melbourne and a mixture of experienced and new operators. “This will be another record year of transactions, that indicates we are in a very active and positive market.” Join this ResortBrokers event at RACV Royal Pines Resort Gold Coast, Ross Street, Benowa on March 12, 2022, between 9am and 12pm.

Happy vendor

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

We sold our Motel in Echuca through Andrew Cronin, of Tourism Brokers, and we were very impressed with his expertise and exceptional customer service. Andrew was normally available to talk to straight away and always returned calls and emails very quickly if he wasn’t. If he didn’t know the answer to your question right there and then he would ﬁnd out and ring you back.

MANAGEMENT RIGHTS Gold Coast Sandcastles on Currumbin Beach

Larry & Mary Johns

Currumbin

The Village at Burleigh

Darren Garvin

Burleigh Heads

RB RB

Zinc Apartments

Matt & Samara Quirke

Kirra

Evoke & Motif

Kimi Ying

Mcdowall

Iceworks Residential Paddington

Sunny Han

Paddington

Langlands Close

Andrew Lin

Coorparoo

Parkside Apartments

Lloyd & Cindy Pan

Nundah

Brisbane

We would highly recommend Andrew to anyone wishing to sell their property.

Sunshine Coast / Wide Bay / Fraser Coast

And to top it oﬀ he’s a bloody good bloke!! – Kerri & Gerard Bookham Pevensey Motor Lodge Echuca VIC

Coolum at The Beach

ARM Group

Coolum Beach

Mariners Resort Apartments

Barry & Jo Elliott

Kings Beach

CRE

Noosa Crest

Eddie & Anna Cuschieri

Noosa Heads

The Waterview Resort

Ella and Jason Mackay

Caloundra

Roy Van der Meer & Philip McKimm Cairns City

CBMR

North Queensland Axis Apartments Cairns

Western Australia Riverside Gardens

Andrew Guazzo

Bayswater

CRE

MOTELS & OTHER

Andrew Cronin of Tourism Brokers

Queensland

The Majestic Motel

Horsham, Victoria

Abajaz Motor Inn

I Hunt

Longreach

Cascade Motel

J. Barnard

Rosslea

Colonial Rose Motel

S&Z Association P/L

Townsville

Coomera Motor Inn

Gebhardt Investments

Coomera

CRE

Crows Nest Motel

Aloha National

Crows Nest

CRE

Cunnamulla Tourist Park

SPH AUST

Cunnamulla

CRE

Ocean View Caravan & Tourist Park Buolo Holdings

Landsborough

CRE

Royal Hotel Leyburn

C&R Morahan

Leyburn

Tolda Country Lodge

Inglis & Dunnet

Tolga

45 Ocean Parade

Henlow Properties

Coffs Harbour CRE Brokers

Caravilla Motor Inn

D Murray

Taree

CRE Brokers

Comfort Inn Country Plaza Taree

H Liu

Taree

CRE Brokers

El Sierra Motel

K. Haskell

Barooga

Golf Links Motel

C. Kodipyaka

Tamworth

Marco Polo Motor Inn

R Vyas

Taree

CRE Brokers

Rosebourne Gardens Motor Inn

Jaya P/L

Woolgoolga

CRE Brokers

Dubbo

CRE Brokers

New South Wales

Safari Caravan & Motor Home Park J. Wallace

Victoria

Andrew Cronin with Paramjit and Sandeep

Andrew Cronin of Tourism Brokers would like to welcome the newest residents to Horsham – Paramjit, Sandeep and family, who have taken over the Majestic Motel business.

Craig and Bobbi have successfully run the motel for the last 6 years and have built the business up to a very reputable stopover in the Wimmera. Paramjit and Sandeep will call Horsham home now and welcome all travellers and locals to call in say hi and enjoy the friendly welcome.

Bristol Hill Motor Inn

Jeffrey Tian

Maryborough

CRE

Comfort Inn Western

Mathew D’Rozario

Warrnambool

CRE

Eight Spence Motel

Matt Gedye

Warrnambool

CRE

Happy Wanderer Holiday Resort

Phil & Jill Goullet

Grampians

CRE

Majestic Motel

Gurtaz Motels P/L

Horsham

Pevensey Motor Lodge

R. Sidhu

Echuca

Restaway Holiday Units

Gary Harbison

Porepunkah

Rosebud Motel

A. Lapaglia

Rosebud

A. Nguyen

Millicent

CRE

South Australia Sandpiper Motel

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 | March 2022

Sales

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South East Queensland

Sunshine Coast

Narelle Filmer & Wayne and Linda Stoll 0459 229 744 / 0452 181 505 narelle@thinkmanagementrights.com.au

Barry Alleway 0411 411 987 barry@thinkmanagementrights.com.au

M A RC H 2 0 2 2

Limitless potential

despite tight legislation Aerial panorama of beautiful coastal town Narooma, NSW, Australia

Legislation governing strata title properties in New South Wales and Victoria is far more restrictive than in the management rights goldfields of Queensland, but industry experts say the potential there is limitless. Management rights has proved to be a boom industry in the Sunshine State with an outstanding business model that is the lifeblood of the Queensland tourism industry. With 25-year letting and caretaking agreements, Queensland operators can get back up to six or seven times the annual goodwill when they sell a management rights business, plus a return of 15 percent to 20 percent per annum and sometimes more. But agreements in Victoria can be limited to just three years, and 10 in New South Wales. Tim Crooks, the Director of New Developments at ResortBrokers,

By Grantlee Kieza, Industry Reporter

Tim Crooks, ResortBrokers

told Resort News that the act governing management rights in NSW meant that “even with great preparation from the developer and full disclosure of the caretaking and letting agreements at the contract of sale” there’s still a need to get a majority vote at the first AGM of the building to approve them. Multipliers on earnings are lower than in South-East Queensland resulting in higher returns for those willing to migrate. “Uncertainty has often deterred developers from bothering with management rights because they’re at the mercy of a majority vote,” Mr Crooks said. “Despite that, we have managed to do two off-the-plan deals and to my knowledge they’re

the first two in the last decade, OneA at Erskineville and Ashfield Central, both built by Abacus Property Group.” Mr Crooks said with the recovery from COVID, rising rents and tight vacancy rates, there would soon be greater demand for large residential apartments in NSW. “At ResortBrokers, we’re very optimistic about targeting that,” Mr Crooks said, “but because of the complexities of the laws, the building needs real scale to justify the extra time and attention required to get a deal through the legislative framework.” He said the resale of existing

PROPERTY

management rights in NSW was “still very strong”. “We have a property listed in Sydney at the moment with a $500,000 return. It is one of the very few businesses that actually has a 25-year agreement because it was put together before the 10-year terms came into place (in 2003). There are not many properties like that on the market. “Todd Warner, from our office, has had some great success reselling businesses in Byron Bay with 10-year terms, including Gosamara Apartments, Byron Lakeside, the Oasis resort, Byron Quarter, as well as Smugglers on the Beach in Coffs Harbor.” ResortNews | March 2022

Tuncurry, Port Macquarie and then north of Byron, short term stuff is 3 to 4.2 depending on the net profit. It used to be that NSW was always about 0.3 or 0.5 below Queensland but I think it's more likely a whole one multiple below that now.”

Queensland for their holidays were forced to stay in NSW because of border closures. And they ended up loving the holiday in their home state and decided to do it the next year as well.

Craig Clark, CRE Brokers

Craig Clark, from CRE Brokers, has been a NSW management rights owner himself, and says lower multiples in NSW are actually a boon for buyers looking for affordable, profitable businesses. “We have Moby’s Beachside Retreat at Boomerang Beach south of Forster offering a net profit of $680,000 at a multiple of just 3.5,” Mr Clark said. “That’s great value. “NSW operators in holiday regions have reported that occupancy rates have been very good, and tariffs have increased. Business is strong as people who might have gone to

“But sales of management rights in NSW have been quiet during COVID. A lot of potential buyers from Queensland or Victoria have not been able to travel for inspections. “We expect the sales to pick up soon, though.”

Tony Johnson, MR Sales

better, as has the North Coast areas including Forster-Tuncurry.

Tony Johnson, from MR Sales, agrees. “The operators are very buoyant and from a buyer’s perspective you certainly get a hell of lot more bang for your buck in NSW than in Queensland,” Mr Johnson said.

“While there has been a lot of doom and gloom in the media, several properties that I've looked at in New South Wales have actually shown improved figures during COVID because NSW people holidayed at home.”

“The majority of our operators in NSW have had their best summers for a long time and the forecasts are extremely positive.

Mr Johnson said the 10-year modules in NSW still meant lower multiples in the State compared with Queensland.

“Byron Bay has done well but it was probably the most affected of all the coastal areas by COVID. Places such as the Tweed Coast and South Coast locations such as Narooma and Merimbula did

“Byron Bay is still the strongest in regard to multiples,” Mr Johnson said, “and you'll see figures anywhere from 3.8 to 4.8. In the other marketplaces such as the South Coast, Forster-

Lawyer Col Myers, from Small Myers Hughes, has spent more than 40 years as a property specialist, and says management rights in NSW and Victoria has been weakened by changes to legislation. He said the management rights industry in NSW started around 1999 when developer Harry Triguboff set up agreements with buildings in Sydney, after coming across the concept with his Queensland developments. “I got involved with Harry early in the piece in that I acted for most of the buyers for his management rights,” Mr Myers said. “At that stage there was no term limitation or legislation dealing specifically with management rights in NSW, so we were doing 25-year agreements for caretaking and letting.”

Specialist Management Rights Lawyers For over 25 years Col Myers and his team of specialists have been providing unparalleled legal service to the New South Wales management rights industry. Benefit from our expert practical knowledge gained from our grass roots involvement in the growth of the NSW industry. At Small Myers Hughes, it’s all about relationships! ■ ■ ■ ■ ■ ■ ■ ■

Structuring Variations Renewals Purchasing Selling Establishment of Management Rights Licences & Letting Appointments Advice on all Owners Corporation issues

COL MYERS P: 07 5552 6666 M: 0417 620 516 cmyers@smh.net.au www.smh.net.au

We act for buyers and sellers of management rights in ALL STATES of Australia

ResortNews | March 2022

PROPERTY

Mr Myers said the potential for Victorian management rights had been extremely exciting, and that Alex Cook and Tim Crooks from ResortBrokers and Rod Askew from RCA Business Brokers had done a lot of work there, in what seemed a burgeoning market. “Huge buildings were going up and the developers liked the concept of management rights,” Mr Myers said. “We were trying to make sure that the industry started off properly in Victoria, and that

Tweed Coast

management agreements were specifically tailored for each building, and not just attaching a general set of caretaking duties. We had them properly costed, so that the caretaking fee wasn't just something plucked out of the air, but rather based on time and motion studies made by professionals such as Barry Turner and Danny Little. “It was coming along really nicely, but the Victorian Government wanted to put some reins on developers about the sort of agreements they could enter into and from December 1, 2021, the government legislated a 3-year term restriction on all contracts

entered into by developers during the early period where the developer controls the Owners Corporation. This restriction applies to caretaking and letting agreements but, thanks to a campaign run by ResortBrokers, this restriction was lifted on strata complexes that are used as hotels and serviced apartments. These caretaking and letting agreements continue to have no term limitation.” Alex Cook, from ResortBrokers, led a team of management rights stakeholders in engaging the Victorian government to amend a key section (67B) of the recent Owners Corporations and Other

Acts Amendment Bill. The section sought to prevent developers from establishing anything longer than a 3-year agreement. “Without amendment, the legislation would have killed new short-stay operations in residential apartment buildings in Victoria,” Mr Cook told Resort News. “The legislation was put forward by the Consumer Affairs Minister and very much geared to protecting the little guy (the mum and dad apartment investor) against gouging developers. But the legislation went too far.

“Then on February 10, 2003, the New South Wales government brought in legislation that limited the term of caretaking agreements to 10 years and it definitely put a dampener on things.”

Alex Cook, ResortBrokers

Byron Bay

PROPERTY

ResortNews | March 2022

Rare, Permanent Sydney MR

Net $500k - 25 Year Agreement

Permanent management rights with long term agreements in NSW are incredibly rare. Positioned 12km from Sydney CBD in a prime spot with walkability to shopping centres, bus transport and entertainment. Business comprises over 240 apartments plus an external YLU[ YVSS JYLH[PUN HU H[[YHJ[P]L UL[ WYVÄ[ JPYJH This complex boasts extremely low vacancy rates, due to high tenant demand, resulting in increasing weekly rents.

This business is ideal for a two-person team or could be run under management whilst still providing a very strong return on investment. With Qld multiples on the rise, NSW MR has never represented such great value especially when underpinned I` [OL ZLJ\YP[` VM H `LHY HNYLLTLU[ 5:> [`WPJHSS` OHZ 10-year terms).

1HW SURųW ,QGHSHQGHQWO\ YHULųHG E\ Holmans - specialist accountant

Building Type: High-rise apartment complex ZLWK LQGRRU SRRO VSD J\P

Term on Agreements: Rare 25-year NSW Agreement (majority of MLR in NSW are limited to a 10-year term)

Associated real estate: 0DQDJHUŒV 2IųFH ZLWK PHHWLQJ URRP 2 Bed / 2 Bath manager’s apartment

*VU[HJ[ ;PT VY 1HJX\LSPUL [V ÄUK V\[ HSS [OL KL[HPSZ VM [OPZ ZLUZH[PVUHS I\ZPULZZ VWWVY[\UP[`

Tim Crooks

-DFTXHOLQH )HDWKHUE\

Director

Broker, Central Coast NSW, Hunter & Blue Mountains

0417 544 562

0424 497 056

tim@resortbrokers.com.au

jacqueline@resortbrokers.com.au

The town of Forster on the New South Wales north coast.

“I've already resold a fairly large permanent management rights building in Melbourne that opened two or three years ago and I got a good price on it because people know there are limited opportunities moving forward on existing buildings.

“We were trying to get letting agreements exempted and it was falling on deaf ears, but where we started getting traction was with the Tourism Minister when we said the Bill would stop new serviced apartments and hotel operators. “If operators only had threeyear tenure, they would not be willing to invest significant funds in furnishing apartments and significant time in hiring staff and marketing buildings. We said ‘you're going to have lower volume and lower quality of room stock coming online and those apartment owners who do want to rent their apartments on a short-term basis will have no option but to go with Airbnb. So, is Melbourne going to become the Airbnb capital of Australia? Do you really want that to happen? “An amendment to the Bill was made saying that the threeyear cap was not applicable on serviced apartments/ hotel-short stay buildings. “The difficulty is that the amendment doesn't

Lord Howe Island, New South Wales

really specify exactly what constitutes a hotel/serviced apartment building.

“We have secured a foothold, though, and we continue to chip away.

“It doesn't say what percentage of apartments need to be in the short-term letting pool.”

“The amendment is a bit grey and it's not watertight, so we need some working examples over the next year or two, and we need further regulation to that amendment.

Despite that Mr Cook is running a campaign for the first big off-the-plan management rights in Melbourne since the Bill was passed. Aspire is a 565-apartment building from builders ICD. “Tim Crooks and I have spent a lot of time and effort in working with developers to establish new management rights in Victoria and grow the industry, but that is only going to be possible now with buildings that have a short-term focus.

“So, we lobbied government. We worked with the Consumer Affairs Minister and got the Treasurer and the Tourism Minister involved and explained that we thought the Bill had a lot of unintended consequences.

“Perhaps we might look at going back to government and saying, ‘hey can we specify what a serviced apartment really is so everyone is clear?’ That's probably something we will look at.” Mr Cook said since the Owners Corporation Bill was not retrospective longterm agreements made before it still stood.

PROPERTY

“In the two years before COVID, and before the new legislation, we had some really big sales in Melbourne. We sold one building to the Minor group which own Oaks. They branded it Avani. We also sold Australia 108, the tallest residential building in the Southern Hemisphere, to Michael Song of Song Properties. And we sold the management rights to Collins House and Sky One at Box Hill for a developer called Golden Age. “They all had 25-year agreements that predate the new legislation.” Mr Cook said prices for Victorian management rights were understandably lower than they were in Queensland, and most of his deals were off-the-plan. They generally sell at $5000 to $7000 per key for permanent keys and $20 to 25,000 short-term keys. “In Queensland,” he said, “you're looking at $10 to 15,000 for permanent and anywhere from $30 to $80,000 for short term.” ResortNews | March 2022

NSW MANAGEMENT RIGHTS OPPORTUNITIES Mobys Beachside Retreat, Boomerang Beach

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Nett Profit: $689,989

Asking Price: $3,300,000

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South Pacific Apartments, Port Macquarie

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This is an outstanding business opportunity providing owners with huge profits and guests with a fantastic resort that continues to see a high number of repeat and new customers. A holiday-only complex opposite the beach and centrally located. The Manager’s residence provides two bedrooms, one bathroom, open plan living, modern kitchen, laundry, private outdoor patio area.

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Nett Profit: $142,048

The Manager’s residence is a spacious and well-appointed four bedroom, one bathroom unit.

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Asking Price: $1,086,000

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Waves Maroochy River

on the Sunshine Coast

By Grantlee Kieza, Industry Reporter

Angela and George Levendis have been making waves in the Queensland management rights industry for the last three years. Angela says she and her husband have been working incredibly hard to grow their business and to ensure high ratings for guest

“We took the Booking.com score from 9.2 to 9.4 in three years, this is impressive because to increase your rating when you're already in the nines is very difficult.”

Angela and George Levendis

satisfaction. The hard work is paying off. Three years after the couple took over the Waves Maroochy River apartment complex, they recently scored 13 consecutive 10-out-of-10 ratings on Booking.com.

“We are really very proud of that,” Angela told Resort News. “Our previous record was eight in a row, but to get 13 guests in a row to give us a perfect score on Booking.com is really something to celebrate with our staff.

PROFILE

Despite the setbacks brought by COVID, Angela and George are powering ahead in a business that lets them work together in a magnificent location. George told us: “I'm an Aussie and Angela is a Kiwi, but I spent 30 years in New Zealand. We’ve been at this property just over

ResortNews | March 2022

never been achieved in Taupo by increasing turnover to above $1 million within 12 months. The property’s TripAdvisor ratings went through the roof because we improved it so much.” The couple’s reputation as successful and innovative managers spread across the Tasman, and they were made a lucrative offer to run the Best Western Gateway Motel at Caboolture. “But life throws curveballs at you unexpectedly,” George said. “We had hardly arrived back in Australia when my dad sadly passed away.

three years now, and it’s our first true management rights business as owners. But we did gain experience in management rights in New Zealand. “Angela and I teamed up in 2012 and we wanted to work in an industry where we could do something together. We enjoyed meeting and interacting with people, we still do, and the accommodation/hospitality side

of things really appealed to us.

tuned skills at every place we went to, and that's how we ended up coming back to Australia.

“We worked in holiday hotspots at some of the best locations on New Zealand’s North Island – Taupo, Waihi Beach, and Cathedral Cove on the Coromandel Peninsula.”

“We've been in the accommodation industry for nine years and have done a variety of things over that time.

The couple gained valuable experience at every venue. “We started from the ground up,” Angela said, “but we gained and

“We ran a motel at Taupo that was under management rights with each of the motel rooms individually owned. We achieved something that had

“That was in 2017. So, we had to go back to Adelaide to sort everything out and that took 18 months. “While we were there, we did a number of trips to Queensland while we were deciding on where we wanted to base ourselves. We thought about going back to Taupo, but we also looked everywhere in Queensland, right up to Port Douglas. “When we found Waves Maroochy River it was like love at first sight.

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PROFILE

“The climate was perfect, with two peak seasons. There’s obviously the Christmas/New Year period, but up here on the coast you don't have a winter, so you've got all the southern states and the Kiwis coming over from July through to September.”

boom’. I'm so pleased we did. The views at our property are to die for and the location is absolutely perfect. And we have an international airport nearby that is constantly being upgraded.”

Angela said buying management rights in the Sunshine Coast three years ago turned out to be a savvy decision.

George says one of the best aspects of management rights is that it allows him and Angela to work together and live in a beautiful resort in one of the most scenic places in Australia.

“Someone said to us ‘if you're going to get in, get in now, because this place is going to go

“It’s not for everyone though,” he said. “If anybody thinks it's some kind of idyllic walk in

the park, welcome to the real world because management rights is a lot of work. “But there are great benefits including a double income, the body corporate salary as well as the holiday letting side of it. Nobody would ever have predicted it, but that body corporate salary was a lifesaver during COVID. “When you're closed and you've got no income at all from the holiday side of the business, thankfully there was still work

PROFILE

from the body corporate side. “At the start of COVID we were closed for three months but we got through it, and we were proactive, using the time to improve our business by doing things such as having our website upgraded.” George said that among the reasons for the success of the property is that “we love people, and our guests pick up on that, and we have a very high standard of what we want to present to people. Whether

ResortNews | March 2022

it was motel rooms at our previous properties or luxury apartments that we have here.” He said anyone inexperienced in the accommodation industry should learn the business before buying into management rights. “We took over this property only after six years in the industry in New Zealand,” George said. There are 59 apartments at Waves Maroochy River, and 19 in the letting pool. During COVID many owner/

ResortNews | March 2022

occupiers from the southern states bought Queensland apartments (even sight unseen) and took them out of letting pools because they wanted to move to the Sunshine State. But George believes that after the short-term pain caused by COVID, with border closures, staff shortages and decreased letting pools, management rights will only grow as an industry. “Management rights is the best model for someone to look after a holiday letting business,” he said.

“When a manager is personally invested, with money and skin in the game, they care about a property much more than an employee. Owners know that management rights is the best model to protect their investment, because the manager who buys into a scheme is really committed.” Certainly, Angela and George have brought their personal touch to Waves Maroochy River. “When people come here to celebrate a birthday or

PROFILE

anniversary, I like to bake a cake and make a fuss over them,” Angela said. “We've had a couple of instances where people have even come here near the end of their life to be surrounded by all their family in a really beautiful environment. “We've also had pregnant women come to stay. Typically the expectant mums go off to have their baby and return here to spend a beautiful time with their newborn. “It’s such a lovely place to stay.”

Beach Palms Holiday Apartments

Coasting along while running a holiday complex

By Grantlee Kieza, Industry Reporter

Julie Morris talked to Resort News about her stunning Gold Coast property, the Beach Palms Holiday Apartments, Palm Beach.

management rights, and I liked Palm Beach because I thought the location had great potential, which has proven to be true. The position of The Beach Palms Holiday Apartments complex is very convenient, it’s close to the M1 highway, close to the airport and the NSW border.

How long have you been involved in management rights?

Furthermore, the resort is surrounded by an array of excellent local restaurants and cafes.

It has been five years. Before we bought this business, I was working at Saint Vincent de Paul, but previously I worked in hospitality for a number of years. I was always keen on the idea of

Currently we do have development in the area, but even so Palm Beach is still much quieter than Surfers Paradise and it really makes for a relaxing holiday.

You're originally from Tasmania? Yes. I moved up from Launceston 25 years ago with my family. At first, we settled at the northern end of the Gold Coast, Sanctuary Cove and Hope Island. And it was only when I bought into this building that we moved to the southern end of the coast. It's exceptionally beautiful down here.

Why did you want to get into management rights? When I was living in Tasmania, we had a friend who bought management rights in Mooloolaba, and we would

Did you have a background in accommodation? In Launceston, I had a hotel for 15 years. It had accommodation upstairs, but it was nothing like a management rights complex. We leased that business out when we moved to Queensland, and we bought a restaurant located in Sanctuary Cove where we stayed for six years before moving into the food service industry. The management rights sector is very different, it offers many

meet resly

em stuck Property management syst in the dark ages? _

often stay there for holidays. That triggered an interest and expanded my awareness of the industry and how it worked.

PROFILE

ResortNews | March 2022

Julie with sons James & Trent and daughter Bronte who currently works the super yachts in Italy

opportunities. For instance, now I have my full real estate licence and I've sold three properties in this building and another at Palm Beach Apartments.

Tell us about Beach Palms? There are 17 apartments in the current letting pool with 28 apartments in the building. We have a heated pool, barbecue area, spa, sauna, games room and secure free undercover parking. It’s a big spacious property with a large garden and great views. And we’re just a three-minute walk from a beautiful beach. We get a lot of repeat business and I always encourage guests to call and book direct rather than use the online travel agents. I give guests a 10 percent discount if they call direct and I still finish 5 percent in front of what I would have to give the OTAs in commissions.

How hard is the job of running the building? I have been working really hard, overseeing a recent $160,000 facelift but the building is looking

fantastic now it’s freshly painted. I run the management rights business on my own. My two sons, Trent and James have invested in the business, and they do help out, but they also have their own careers. I employ a gardener and a handyman, and a great cleaner who lives on site which is really convenient. It works well. I just send her a text about what needs doing or a copy of the reservation list, she then does her job, and we are ready for guests.

important part of running a successful management rights business, is winning the trust of the unit owners, body corporate, and getting on with people. I would advise managers to be transparent and honest because that relationship makes life a lot easier in this business.

to ensure that I meet up with guests at some point during their stay to say hello and to find out if there is anything I can do to make their stay more enjoyable.

With you running the building solo, are you able to get away for a break yourself?

How do you relax when you’re not running the building?

Yes, because I am very organised, and I use technology. I've got a new software system, Resly, and its cloud-based, so as long as I have my iPad in my handbag, I can remotely manage the letting pool and simply slot guests into a unit, wherever I am, or whatever I am doing. I also have a self-check-in system, and a safe, which means that I can send my guests instructions on the morning of the check-in. This system was developed because of COVID, but it really suits me and so I keep using it. It’s handy when people get held up and don't arrive on time. It takes the pressure off them, and off me. However, I do try

My experience of being a lone operator is a good lesson for anyone wanting to get into management rights. I am the proof that you can run a complex by yourself!

But sometimes people just come and go and that's the way they like it.

I aim to work every Saturday because it is usually a hectic check-in day, and obviously that means it’s also a busy cleaning day. However, I have a rule that on a Sunday, unless there is a critical disaster, I have time off and I let calls go to voicemail and if I don't need to call people straight away, I won't. I make sure Sunday is my special family day. This is the day that I prioritise spending time by the pool with my three grandchildren. I have found there’s a lot of freedom that comes with this job.

10% discount for Resort News readers when booked direct

You do hear some terrible stories about managers not getting on with owners and body corporates, but that has not been my experience. I have a great relationship with everyone in this building and it’s been very beneficial to the success of this business.

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PROFILE

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Resort News - March 2022

Articles inside

Beach Palms Holiday Apartments: Coasting along while running a holiday complex

New South Wales & Victoria Management Rights Spotlight

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Opening international borders a welcome move

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Good Governance

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Thinking MR

Special Report: Improve and promote your accessible accom

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ARAMA Report

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Legal Ease