Business Resource & Lifestyle Magazine - Issue #47 by Norwest Advertising - Archive

GWP M a g a z i n e s

Sydney

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B u s i n e ss

SYDNEY - Issue 47

M a g a z i n e

Sergio &

Martin Lopez, MSR Services Australia: Transparency and Honesty

S i n c e

| September 2012

2 0 0 5

Some Leadership Observations Page 18

Good Management is the Key to Business Success Page 22

Discipline and Termination Page 26

Publisherâ&#x20AC;&#x2122;s Guest: Yasmin King, NSW Small Business Commissioner

Business Resource & Lifestyle | Issue 47 | September 2012

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Editor and Publisher: Dmitry Greku Cover Story: Adrian Payne Editing: Leonie Seysan Contributing Writers: Charlie Lynn Adam Goldstien Angry Anderson Rob Cliff Rod Towers Adrian Payne

Kris Cilia Stephen Frost Steve Sebbes

Art Director: Svetlana Greku Executive Officer: Daniel Moisyeyev Cover Design and Cover Story Layout: Xabier Goñi, XDesigns Photography: Francesca Surace, Stilz Fotografika Printing: Pegasus Print Group Business Resource & Lifestyle Magazine® is published by GWP Media® and GWP Magazines® ABN: 82 096 352 064 www.gwpmagazine.com.au Norwest Office: Unit 8, 7 Inglewood Place Baulkham Hills NSW 2153 International Standard Serial Number ISSN 1837-199X Advertising Enquiries p | 1300 889 132 e | info@gwpmagazine.com.au To Subscribe w | www.gwpmagazine.com.au

Dural Business Park Get Stuffed Catering Copyright GWP Media® and GWP Magazines® 2011. The opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents. All information contained within this journal is provided for general information purposes only and on the understanding that none of the content herein constitutes professional advice. The editor, publisher or their agents accept no responsibility for any claim, loss or damages arising out of or in connection with any materials contained in this journal. Readers should not rely on the publications in the journal and seek appropriate professional advice in respect of their own circumstances.

Business Resource & Lifestyle | Issue 47 | September 2012

CONTENTS

CONTENTS 30 14 Cover Story 8 Sergio and Martin Lopez, MSR Services

Australia: Transparency and Honesty Adrian Payne

Publisherâ&#x20AC;&#x2122;s Guest

14 Yasmin King,

NSW Small Business Commissioner

Regulars

Business Advice

Australian Sport

40 Panthers Play Their Own for Training

Good Management is the Key to Business Success Louise Godwin

24 Ground Hog Day

Planning for a Different Outcome Adam Goldstien

26 Discipline and Termination

Kris Cilia

28 Volunteering Can Lead to Strategic Regulars leadership

Partnerships Stephen Frost

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Business Simpler Steve Sebbes

Charlie Lynn

Society & Life Local Government

20 The Sydney Hills is Growing and Changing The Hills Shire Council

Features

30 And Let the Renovation Begin! Robert Cliff

34 Who is Davson - the $5.2m artist? Rod Towers

32 Telstra Digital Business : Making

18 Some Leadership Observations

with a Difference Penrith Panthers

Good Written English Really Matters! Adrian Payne

42 Classifieds

People You Meet Along the Way (Part 3) Angry Anderson

Business Resource & Lifestyle | Issue 47 | September 2012

editor’s letter

New Guys on the Block Dmitry Greku, M. Sc. - Editor and Publisher - GWP Magazines®

What an exciting month it’s been at GWP! Last month we enhanced our distribution model. In addition to delivering the magazine to our 70+ magazine floor stands and via mail to our subscriber database, we commenced delivering our magazine, along with our clients’ flyers straight to the reception of thousands of offices.

Our aim was to achieve the highest possible response rate for clients who opted to include their flyers with our delivery, so rather than outsource the task, we hired our own representatives/ walkers to hand deliver. I have to say, we are exceptionally pleased with the excellent response rate clients are reporting. We wanted to provide an affordable and effective flyer delivery, which we did by including the flyers with the magazine delivery, and placing a tight limit on the number of flyers we would include with each distribution. Not surprisingly, some clients were unsure about the level of response they would get from the delivery of their flyers - however, the excellent response has sent clients rushing off to print more flyers in readiness for next month’s distribution. We’d encourage any of our clients who might like to try our monthly flyer distribution to get in early – we will continue to limit the number of flyers we include for the simple reason that including too many can have an adverse effect on the response rate. With major events like the Melbourne Cup and Christmas coming up soon, now is the time to plan your marketing for those events. The approach to Christmas is of particular importance – for the next few months businesses will be looking to purchase wine, hampers, corporate gifts, diaries, promotional materials, holidays and the like. As time poor individuals, our business readers will also be looking for

Business Resource & Lifestyle | Issue 47 | September 2012

all manner of services in the busy lead up to Christmas, from cleaners and gardeners to dentists, accountants and financial advisers. If you are a B2B enterprise, we, in GWP Media, offer effective means of reaching your target market via the opportunity of advertising and becoming a contributing author in our business publication and now, the opportunity to have your flyers delivered with our magazine. Why spend

stands. Perhaps one of the reasons we’ve been so successful is that we have a lot in common with our clients and readers - we’re a growing business too. We’re always looking to get our name out there, enhance what we are able to offer our clients, and improve the way we do things. In fact,

Perhaps one of the reasons we’ve been so successful is that we have a lot in common with our clients and readers - we’re a growing business too. money advertising in publications that target the general public when you can reach out directly to prospective business clients in a well-read B2B magazine that is delivered free to thousands of business decision makers every month? Speak to me or my team now for assistance in planning your Christmas marketing. The season is almost upon us. We’re always looking for ways to improve our distribution model and attract new readers. As many of our longstanding readers and clients might know, our model began with deliveries to unaddressed PO Box drops and addressed mail outs. This was followed by the addition of magazine floor stands in strategic locations offering free magazines in the business community. This proved to be very popular, and we now have over 70 of these stands. The number continues to increase as we seek out new locations and also receive requests for the

what I love most about our business is that while we’re doing that, our services are helping others in our business community to do the same. By the way, if we haven’t met yet, don’t be shy about getting in touch and arranging a meet up. We love to meet other business people and talk about everything from marketing strategies to how to survive and thrive in tough times. We enjoy networking too so feel free to invite us along to your next gathering! Have a great day and take care of yourselves and your clients. G

e | editor@gwpmagazine.com.au

Business Resource & Lifestyle | Issue 47 | September 2012

Proudly Presented by

Sergio & Martin Lopez, MSR Services Australia: T r a n s p a r e n c y

a n d

H o n e s t y

by Adrian Payne

By 1972, a young Sergio Lopez had completed his agricultural qualification. He was working in Chile in the wine industry, when a close friend was approached by Australian Immigration Department ‘talent scouts’. At the time Australia was looking for young, qualified people to migrate and take up a new life Downunder.

Business Resource & Lifestyle | Issue 47 | September 2012

After careful thought, both Sergio and his friend decided they would take up the offer, especially as Australia was providing free transport and accommodation to get them settled. He arrived without even a trace of English, speaking only the Spanish language that he had learned from his parents. Upon his arrival in Australia he spent his first nights at an Immigration Department hostel in Sydney’s Villawood. At the time Australia was flush with work and needed new hands to get things done. The Australian Immigration Department sent out requests for people all around the world to come work, enjoy and live in Australia. Sergio joined this movement and began working when he arrived.

In Chile he had received qualifications as a Agriculture Technician, but his first job in Australia was to set the course of his journey for the next 39 years. He worked for Repco where he used a pressure cleaner to clean up used Holden engines in preparation for reconditioning. After working in a few factories in Sydney, he moved to Canberra where he was offered a casual cleaning job. Though he started in Australia cleaning engines, he had never done any office or domestic cleaning work and was still struggling with his spoken English. He was given the task of cleaning the toilet floors in the Treasury building, three of them. After the first few hours he had been given to do the work, he had only cleaned one

great australian Business People

(l-r) Sergio and Martin Lopez

Business Resource & Lifestyle | Issue 47 | September 2012

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Professional Carpet Steam Clean and Shampoo

of the toilets, but as he says... it was “so clean”! A friend translated for Sergio and his manager, but Sergio was firm that he wouldn’t clean three entire floors of toilets in the time given.. The next day the manager called him back, and explained that he thought that Sergio should give it another try, because he could see that with the standard of work he delivered, there was a big future in the industry for him. Sergio was sceptical; he was concerned that with such an opportunity his poor English might let him down. But so keen were they to have his service, they promoted him to a leading hand position and employed someone to work with him as an interpreter. He worked in this way for 6 months, before being asked if he would like to move to Sydney... He said, in perfect English: “Why not!” His first responsibility there was for the cleaning of Trinity Grammar School at Summer Hill in Sydney’s inner West. His next assignment was Esso House near the Harbour Bridge where he led a team of 18 people,

Business Resource & Lifestyle | Issue 47 | September 2012

before being asked to take on the role of Area Manager. In 1981 Sergio was unaware that a certain young woman from Uruguay named Mireya had recently moved to Australia. A few years later they were destined to meet. Of course though they came from different countries, they shared Spanish as their ‘native’ language and they soon discovered that they shared many ideals and values. They decided to share their lives and were married. After more than a decade of working within the industry and through various companies, being in charge at one point of up to 600 staff, Sergio came to a realisation: he wanted to start his own business.

beginning Sergio and his wife were the owners, managers, and the employees, often working from 5 in the evening to 9 o’clock the following morning, fulfilling the promises of their early contracts. In those days, Sergio would grab a couple of hours sleep, then put on a suit and tie and venture out to secure more contracts so they could grow. In rare spare time he had, he was out studying and receiving qualifications for his industry: Cleaning Contract Management, Carpet Steam Clean accreditations, Pest Control Courses and various other builders’ courses at institutions such as TAFE.

In 1988, he had been in Australia for fifteen years, he had learned to speak English, to lead teams of people and to put his stamp of quality and fair dealing on the work he had done. So he left the security of a good employer to open his own business, which he called MSR Services.

They were still working hands on, especially Sergio, when their first son Ronnie was born. Then, when he was only 5 years old, he was going ‘to work’ with his parents, where he began to learn the ways of a great cleaning team – mum and dad! Sergio sums up the next 18 years or so by saying that when their second son Martin was born, he too was going to work at an early age with Dad and learned the tricks of the trade. Both boys attended school and university, and now Martin has his own role in the business.

He was keen to grow the business, but at the

Sergio now reflects on the time he worked for the

great australian Business People cleaning contractor. He resolved at the time, to carefully observe everything going on around him, to see the good things and the bad things, so when he was in a position to apply what he had learned, his results would always be good because of the choices he would make. And so it was. One thing he observed was how badly cleaning people are treated, as if they’re at ‘the bottom of the ‘food-chain’. His belief to this day is they deserve the same respect due to everyone who works for an employer and their employer’s customers. As a hands-on cleaner he was expected to show both of these respect and perform to a standard that everyone would be happy with. Including himself.

transparency in his business dealings has set him aside from others in the industry. Through this and complying to insurance, government, Fair Work Award Wage and other regulatory bodies, he has become known as an honest trader. He believes in the saying ‘If you are going to do something, do it well or don’t do it at all’... he expects the same loyalty from his customers, suppliers and business partners – and usually he receives it having proved that he delivers on his promises. MSR’s cliental base consist of customers who have been loyal and understanding in all aspects of their business dealing – knowing and appreciating the

ained Jose – Fully Tr d an ne for machi e us t en pm ui eq

Specialist Cleaning

Today, he treats all his employees with respect. In return he has a work force that gives him loyalty and delivers a high quality service that his customers all appreciate. As a result they have had very little industrial difficulty and keep staff longer than average for the industry. As part of their service they have a policy of projecting a professional image as ‘Service Providers’, successfully resetting the old perception that they’re ‘just the cleaners’. Part of their strategy is to keep up with technology, using modern equipment and demonstrating everimproving efficiency to their customers, building respect for a team that is no longer just a ‘mopand-bucket’ brigade. Sergio’s passionate emphasis on truth and

Business Resource & Lifestyle | Issue 47 | September 2012

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his parents to do cleaning work at 2 or 3 o’clock in the morning, only to finish the shift and go to off school. Late in the afternoon he would often go to help mum and dad again before bed. For a while he felt a bit cheated that his school friends went home and ‘that was it’ for them, until school again next morning. But today he really appreciates that time of learning. He spent 13 years at the Hills Grammar School in Kenthurst and he studied Human Resources Management & Organisational Development and International Business at the University of Western Sydney. He graduated after 3 years. Today, Martin with his HR skills dedicates his time at MSR working on systems that help make the business more efficient. Martin’s role in the company has increasingly been in the design and management of operations and logistics. At the core of what he does are his father’s principles of caring for staff and making sure that their customers can see the value of the service they provide.

Caption

way they work and do business.

He reckons that of his age group only 1% would probably want to be cleaners! He says: “It’s not going to be like that forever.” He is finding new mopping systems that don’t require harsh chemicals, using recyclable materials and always looking to show that something new and simple can work so much better – for the customer, the business and the environment.

Similarly when he does business with his suppliers and they maintain the service to his business that he wants, he will stay with them, not seeking to change on price alone. This is especially so if they are pro-active as he is in keeping up-to-date with new services and techniques and using up to date technology.

He has been at the forefront of the introduction of on-line and other hi-tech systems. Gone are the

One of the pro-active services that MSR offers their business customers is in the collection of Waste and Recyclable materials. Recyclable rubbish is collected at no extra charge. Rubbish that cannot be recycled has to be collected and disposed of for a fee. MSR provides nice bright blue bins in their customer’s offices for the recyclables, thus encouraging recyclable material out of the general rubbish and saving customers money. The policy is seen to be responsible ecologically, but more than that, it’s good business, reducing customers’ costs and recycling materials while recovering collection costs. Martin graduated from University with an HR qualification, now working in MSR Services, he recalls his school years when he would go with

Business Resource & Lifestyle | Issue 47 | September 2012

Office Recycl

ing Bins – on

e of many MSR

options for re

cycling

great australian Business People Martin has also led the business in gaining ISO (International Standards Organisation) accreditation for their Quality, Environmental and OHS standards of policy and practice. This attests to the highest standards that can be examined by any business who may be considering using MSR’s services. Martin’s dream is to continue to refine their business systems, and further expand operations in Australia and New Zealand. He also plans to ease the pressure for his parents, hoping that soon they will be able to oversee the business, but not have to spend so much time ‘hands on’. He feels that it’s time for them to have something back... Sometime of their own. Knowing that it is always a growing journey, he says: “Nothing worthwhile in life is Easy”, so you have to keep moving forward.

Workhorse – one of the MSR fleet

Fidel – Recycling Team Member

days of paper timesheets and rosters, and because much of their work is on customers premises, they need ready access to a central store of information, like schedules rosters and special instructions. They have also found value in having members of their cleaning teams electronically ‘tag’ sections of their work as it is done. This process helps with transparency for team members, for management, and customers. Similarly they track their fleet of trucks which collect rubbish from clients’ premises, by GPS. Just by varying the route taken, at times they are able to be more efficient. They also have an accurate minute by minute ‘map’ of truck locations so they can be responsive when the schedule needs to be adjusted to meet unexpected demand. Customers have a dedicated email portal through which they can get an emergency clean-up response. If for example they need to

contact the supervisor who handles their work, with a request to deal with an urgent, perhaps unexpected issue... Just an email that goes directly to the right person on 24 hour call can get something done quickly Even in the middle of the night. In the morning, the customer’s staff wouldn’t know there had been an issue at all. It’s that kind of flexibility and responsiveness that is setting MSR apart from ‘the rest’.

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Martin has sought out other like-minded young business people and has found support in the ‘The Entourage’ Business Networking group. Here, people from diverse business operations gain knowledge and share ideas about customer service, business growth and ethics and many other matters that affect all businesses regardless of their product or service.

When asked to look back and offer general business advice, Sergio goes back to his two strongest tenets... transparency and honesty. Believing that when these are applied to business dealings among management, staff and customers, success can be built on firm foundations. G

Business Resource & Lifestyle | Issue 47 | September 2012

publisher’s guest

Publisher’s Guest

Yasmin King NSW Small Business Commissioner with Dmitry Greku, Publisher/Editor, GWP Magazines

DG: When I spoke to the Minister for Small Business she mentioned the idea that the new NSW Government will go ahead with the Small Business Commissioner idea and it would be interesting to know why this idea turned up and what was the necessity and conditions surrounding it for a start. YK: The position was created because organisations like the NSW Business Chamber argued that there just wasn’t an independent voice within government to put forward the perspective of small business. There was the sense that a lot of the decisions made by government agencies were done with big business in mind. Then of course a regulation or a new law would be applied, and it would have a much greater impact on smaller businesses than on large businesses. In addition, for small businesses to interface with government and for them to be heard, was very difficult because it meant they had to know how to navigate their way around government. They had to spend their time working out where to go and who to speak to. So the intention was for the Office of the NSW Small Business Commissioner to become an entry point for small business to navigate government more easily and solve problems more efficiently. My office has three main streams: Dispute Resolution, Advocacy and Small Biz Connect. If a small business has a problem, either with another business, a government body or with a landlord or tenant, they can call our Dispute Resolution Unit and we will try to resolve the dispute. That doesn’t mean we tell people what to do – instead we broker a solution. We bring the two parties together and give them the opportunity to resolve their dispute rather than going through an expensive legal process. 80% of disputes are resolved informally,simply by making phone calls and talking the situation through with both sides. About 20% go on to have a formal mediation with an external mediator who will sit down with the two parties. Our success rate is more than 90%. The second area is the Advocacy Unit, which deals with unfair practices against small business. We are able to see the problems which small businesses are reporting to us, and the systemic

Business Resource & Lifestyle | Issue 47 | September 2012

publisher’s guest

things we see over and over inform us about where the issues lie so that we can take steps to address them. For example, there may be a market failure in the way a government regulation is being applied or in how regulations are being interpreted. In this sort of situation we’re able to argue, from an informed position, for a change to the policy or administrative practices so that it better represents the interests and needs of small businesses owners. The Small Biz Connect program is the third area. Last year the Minister asked me to review all of the small business programs because she felt that they were not addressing the needs of small business effectively. She was very clear that she wanted the NSW Government to play in the space where the private sector wasn’t currently involved – not to do the same things the private sector was doing, but to work where there were gaps.

DG: Coming back to the first point where you mentioned that businesses can seek help from your office. Personally, I didn’t know about that. What’s the mechanism of approaching your staff? People should know that and it wasn’t really well explained yet among businesses, at least the ones I know. YK: We obviously don’t spend a lot of money on advertising. We are going out and speaking to people as much as we can to get the message out and we also have a website: www.smallbusiness.

DG: No. It’s a really important piece of legislation, however, nobody knows about it, and when you’re busy running a business you don’t have time to seek out information and apply complex legislation. So my role is about representing the perspective of small business operators so that government can be more responsive to their needs. DG: Absolutely. YK: The small business sector is so fragmented and people are so busy that it can be difficult to reach them. A lot of them are out there on their own, and often feel so alone, and overwhelmed. They often don’t join associations, which can help alleviate some of the isolation. Sadly it’s often not until the problems have become very serious that they seek help from us. If they had come to us sooner, we might have been able to help them more and prevent them from losing their business. We might have been able to help them work out a way that they could stay in business. I think a lot of people think that the role of government is to give grants, and we don’t give any grants. There are no grants - not one cent. And that’s because there are more than 650,000 businesses in NSW that are small. What makes one more deserving than another for a grant? Using funding to provide high quality programs for everyone is a much better use of resources.

The intention was for the Office of the NSW Small Business Commissioner to become an entry point for small business to navigate government more easily and solve problems more efficiently.

We saw that a high number of small businesses in NSW were failing and many were not even starting. We recommended to the Minister that putting on events was not the best solution, because the private sector already coordinated many of them very effectively. Instead we saw that the resources were best directed towards encouraging businesses to implement strategies and to have a plan. We saw that being properly prepared gives operators a better chance of having a sustainable business. We also wanted businesses to understand the benefit of having a good accountant and a good lawyer and other professional advice. To help small business achieve this, we’re rolling out a network across the state called Small Biz Connect. It will have a very regional focus, to help people who want to go into business accelerate their growth and be sustainable. That’s what we’re most interested in, making sure that somebody can set themselves up and a year later still be in business.

nsw.gov.au But it’s mainly through engaging with industry associations and other organisations.. With small business, the biggest challenge is actually getting the message out, because small businesses are so busy and they’re often difficult to reach. To give you an example: the Commonwealth put in a new piece of legislation – the Personal Properties Securities legislation – which impacts businesses that are selling goods because you effectively now have to register your title interest. Did you know that?

DG: There were some problems with grants. Not any more? YK: No, we’re spending all the money on advice. If people want some help, they can see a qualified, experienced advisor for assistance. DG: But how can people find out about where to go and who to see?

Business Resource & Lifestyle | Issue 47 | September 2012

publisher’s guest

YK: They can contact my office for details about the new program, which is called Small Biz Connect and will launch in September 2012. YK: The program will be launched by 1st September. Additional funding for small businesses was announced under the last budget, which is great news for small businesses. So there’ll be more than 50 advisors across the state providing assistance for business. We are making sure the focus is on outcomes. So if a business advisor needs to spend 5 hours with a business to get them where they need to be, and they think that’s going to be enough to help them improve their profitability or to set up right, then they can spend the 5 hours with that business. DG: So those people will be full time employees? YK: They’re going to be employed through not-for-profit providers, people who are experienced in providing expert advice. They are professional, experienced advisors who are dedicated to this program. DG: And they will be funded…

DG: Do you have the proper structure, or are you still in the developing process and you need more help, maybe even more help from the business community? YK: I would love for the Small Biz Connect service to be overwhelmed! Because I think this is what’s needed. I think this is what people want. People

Business Resource & Lifestyle | Issue 47 | September 2012

not always be possible, so what we’re doing is putting forward proposals which give me certain powers to ask questions and seek information, so that if a business is really up against it we can say: “No agency! You can’t just fob me off, you have to comply with the legislation.” DG: So what would be the final thought, your advice to small business and maybe watch this space message for September. YK: Look I think the important thing for small businesses is to understand that it’s about establishing yourself so that you have a really solid foundation, so that you can survive and thrive. That’s really what we want to help small businesses do.

My role is about representing the perspective of small business operators so that government can be more responsive to their needs.

YK: 100% funded by the government. It means that when a small business says: “I’m struggling, I don’t know what to do”, we can say: “Here’s the phone number for your local Small Business Connect provider; give them a call. Or we’ll ring them to tell them to go and see you and they’ll come out to you and sit down with you to work out what you need to do.”

want to talk to people. They don’t want to go to a website; they don’t want to download information off the web; they don’t want to have to go and sit in seminar after seminar. They want someone to sit alongside with them and show them what they need to do. Rather than focussing only on helping business which want to grow big, if you look at international experience it shows that helping smaller businesses become sustainable and maybe grow by just one person has a much greater economic impact than focussing on a few bigger corporations.

That’s really where we’re saying: “What we’ve got to do is try to educate.” Educate not regulate as one of my colleagues said. We also have the proposed Small Business Commissioner legislation for which I have just finished a state-wide public consultation. At the moment I trade on good will, so when I contact an agency and say “look, this business has got a problem I want to know what’s going on”, they assist out of good will. But I recognise that might

DG: How many people are in your office now? YK: Our full complement will be about 20. DG: Do they all play the role of business advisors?

YK: No. Some are in policy and a large number are involved in dealing with problems on the phone. Most of those 80% of disputes that we resolve informally are handled by phone. The difference is that the people who are involved in that are not junior; a number of them are solicitors. They’ve all done mediation training so they’re highly skilled. It’s not just somebody who will refer you on to another person in government. Our staff spend an average of 45 minutes on the phone for each case. It’s about giving small businesses a high quality and indepth level of support, so that they can be economically sustainable and continue the great work that they do. DG: That would be an interesting thing to see…

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Business Resource & Lifestyle | Issue 47 | September 2012

Leadership

Some Leadership Observations The Hon. Charlie Lynn - Member of the Legislative Council

I never thought much about leadership as a young bloke in a small country town in Gippsland. My conscription into the army during the Vietnam War changed all that. It was a brutal introduction which began with our section corporal then progressed to our platoon sergeant. We then met our Sergeant-Major, a veteran of three wars who struck fear into the hearts of anybody who didn’t meet the demands of a disciplined force. He was not a bloke to be messed with.

Over the next decade I served in Vietnam, was posted to the ANZUK Brigade in Singapore, and served as an exchange instructor with the United States army. We trained in jungles, jumped out of planes, rappelled from helicopters, abseiled over cliffs and ‘survived’ survival training. The leadership qualities of those who led us through these challenges were outstanding. None ever asked us to do what they had not done or were not prepared to do themselves. A year’s sabbatical at the Army Staff College was designed to prepare us for higher rank. I then joined the 1st Brigade at Holsworthy. My commander, Brigadier Mike Jeffery, a former SAS officer and decorated Vietnam Veteran, went on to command the 1st Division and was appointed Governor of Western Australia after he retired and later, Governor-General of Australia. He was the most inspirational leader I ever worked for.

of the major parties. It is not a profession for the fainthearted. Every now and then one with outstanding leadership qualities will emerge. Gough Whitlam and Bob Hawke were charismatic leaders. Paul Keating was bold and brave. John Howard was dour in comparison but his humble sincerity earned the respect of the nation’s battlers. Howard was replaced by a maniacal nerd who was eventuality garrotted by a socialist hack. Both were idolised by a fawning media. Both betrayed the trust of the office they were elected to and have since lost the respect of voters. All eyes are now on our next leader-in-waiting, Tony Abbott - Labor’s worst nightmare. Abbott has all the credentials required of a leader. Labor’s acolytes in the commentariat, the intelligentsia and cafe societies are now united in their desire to discredit his credentials and paint a false picture of the real man.

He is happily married to Margie and has three beautiful daughters which he adores. Those of us who pedalled with Tony on long distance bicycle rides for charity can attest to his love for his girls as he held long conversations with them in our campsites each night. Tony was elected to Parliament in 1994. John Howard recognised his potential and kept his restless young protégé on the backbench as part of his apprenticeship for an inevitable Ministerial appointment. Tony has since held senior Ministerial posts and his performance in those roles are a matter of public record. His work ethic and his sense of fairness are unquestioned.

So who is the real man? Tony Abbott graduated from the University of Sydney with Bachelor degrees in Law and Economics. He then became a Rhodes Scholar at Oxford in Politics and Philosophy. He won a boxing blue whilst at Oxford and returned to study for a higher calling in the priesthood.

In the early 90s I worked with the Australian Rural Leadership Program in the Kimberleys and later established my own adventure business leading people across the Kokoda Trail in Papua New Guinea.

Celibacy was probably a bridge too far for such a red-blooded young scholar who loved a beer with his mates, a hard game of rugby and the joys of the opposite sex. He switched to journalism and became a writer for The Bulletin and the Australian. He trekked the Kokoda Trail before it was fashionable to better understand the psyche of the Australian digger. As a scholar he had studied all the great battles of ancient empires and the strategies of heroic leaders.

Over the past 16 years I have been part of the political process in NSW and observed the game at close quarters. Politicians are not highly regarded by the general public because their flaws and mistakes are amplified by a competitive media who have to feed a 24/7 news cycle. Most are dedicated to their profession and to the people they represent. Anybody who doubts the robustness of the system should throw their hats in the ring for pre-selection as a candidate for one

He later became a plant manager for Pioneer Concrete then moved into politics as press secretary for the then Opposition Leader, Dr John Hewson. He learned a valuable lesson for opposition during this period. Keep the Government accountable and keep your own powder dry until you see the whites of their eyes. ` Tony’s personal commitment to serving his community continued after he left the priesthood.

Business Resource & Lifestyle | Issue 47 | September 2012

He enlisted as a volunteer with the Rural Fire Service and never reneged on his volunteer roster, even when serving as a Minister of the Crown in very demanding portfolios. He is an ironman triathlete and a long-term volunteer surf-lifesaver. He has also worked as a volunteer teacher in remote aboriginal communities to better understand indigenous issues.

While he cops a bit of flack for not being the most polished media orator he is more than a match for the best of them on issues of substance. He also has the ability to connect with dinkum people because he is dinkum. Next time you hear a whinge about Tony Abbott’s suitability for the Prime Ministership you might like to ask the whinger about the qualities they expect of a leader and then discuss his credentials with them. G

For more topics and to contact Charlie Lynn, please visit www.charlielynn.com.au/blog.

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www.bartercard.com.au Business Resource & Lifestyle | Issue 47 | September 2012

LOCAL Government

The Sydney Hills is Growing and Changing New construction figures from Compelling Economics show construction is booming in The Sydney Hills with a number of multi-million dollar projects driving future growth. This activity is supported by new early Census data showing growth in many areas in The Hills Local Government Area.

Site of new hospital, Norwest

Development approvals reach $1.2 billion Council, in the last 12 months, has approved local building projects with an estimated value of $824,293,741 while the Joint Regional Planning Panel approved a further $402,000,000 of construction projects. Construction output tips $2 billion New buildings, redevelopments and large scale commercial purchases all reflect a high level of growth and confidence in The Sydney Hills. Generally, a healthy construction sector is a good indicator of a healthy local economy, and a range of high-value developments are either under consideration or under construction, signalling strong optimism.

• Residential subdivision, Baulkham Hills: $51 million • Residential complex, Northmead: $8 million • Residential complex, North Kellyville: $55 million

Construction activity acts as an economic stimulus, creating jobs and a positive flow-on effect for the local economy through increased local spending.

Making sense of the Census Since the last Census in 2006, the changing face of The Sydney Hills is emerging as the Australian Bureau of Statistics (ABS) begins to release the initial results from the 2011 Census.

The Sydney Hills has a range of advantages that encourage construction activity including green field sites for new housing estates, areas for large scale commercial development and a number of urban redevelopment opportunities in the more established suburbs.

According to the new early data, the region enjoys low unemployment rates at 4.42%, with a labour force of 101,856. The area is becoming better educated with students completing Year 12 coming in at 66.3% in 2011, up from 57.3% in 2006.

The estimate of total construction output in 2011/2012 in The Sydney Hills is $2 billion, and the sector employs around 4,500 people.

The region is becoming an increasingly diverse and multi-cultural area with Asian languages spoken at home at 25.4% - up from 16.2% in 2006.

Major local projects • Baulkham Hills Town Centre residential complex: $80 million • North Rocks residential complex: $51 million • Carlingford residential complex: $10 million • Norwest Business Park, Council’s new administration centre: $20.5 million • Home Improvement Centre, Rouse Hill: $18 million • Retirement Village Glenhaven: $45 million • Industrial Complex Winston Hills: $16 million • Stage 3 Castle Towers: $285 million • Residential complex Baulkham Hills: $6 million • New hospital, Norwest: $26 million

Housing figures indicate the area is growing with a total of 57,166 private dwellings in 2011 compared with 54,369 in 2006 and 46,255 in 2001. A high proportion of the population, 84.4%, are ‘connected’ with figures for those with broadband at home up from 56.6% in 2006.

Business Resource & Lifestyle | Issue 47 | September 2012

An average Sydney Hills mortgage costs $2,600 per month in 2011, up from $2,039 month in 2006, while the 2011 average household monthly income was $9,910 per month up from $5,876 per month in 2006. Transport figures reflect a high reliance on cars in the region with 123,000 vehicles registered in

the LGA, putting the average number of motor vehicles per household at 2.1. The North West Rail effect The impending construction of the North West Rail will act as a stimulus to growth, raising demand for increased housing close to new stations. Both Castle Hill and Rouse Hill town centres have stations planned adjacent to their major shopping centres, and each has additional stages planned for the future, stimulating growth in the retail and service industries. This will bring future local jobs and new business opportunities. The rail will mean the entire region is more accessible and desirable, and more new homes will be built in North Kellyville, Box Hill, Rouse Hill and Balmoral Road in the future. In 2011, locals travelled more than 7 million kilometres per year. Of the 675,000 average trips per weekday, only 17,000 were made by train, indicating the North West Rail link will be welcomed by many commuters. G Call for a consultation Do you know how you can use census information to better understand your target market? Make sense of the census by emailing your contact details to enquiries@investsydneyhills.com.au

NEW IDEAS FOR HOME BUSINESS OWNERS Did you know that there are over 20,000 home-based businesses in the Sydney Hills?

Council understands how important home-based businesses are to the local economy, and how good information can lead to more informed decision making. The two most frequently asked questions by home-based business owners are: where can I get a list of businesses in the area, and how can I find out about new local business activity? And many more people ask: do I need a permit to run my business from home? Council has a range of FREE business information that can answer these questions and more... AN INITIATIVE OF

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www.businesssydneyhills.com.au

HOW’S BUSINESS? Tell us what you think. SYDNEY HILLS BUSINESS CLIMATE SURVEY • Are you a local business person? • What do you think are the benefits of operating a business in the Sydney Hills? • Which business workshops would assist you and your employees in the future? Take the Sydney Hills Business Climate survey and have your say. VISIT www.thehills.nsw.gov.au and follow the links from the home page.

 9843 0555 | www.thehills.nsw.gov.au Business Resource & Lifestyle | Issue 47 | September 2012

Business Advice

Good Management is the Key to Business Success Louise Godwin, Director Education for TAFE NSW - Western Sydney Institute

Few people would be startled to learn that there is a strong link between highly skilled managers and happy, productive employees. What is startling however is the extent to which the quality of management affects the performance of businesses.

A report into the link between management and productivity1 found that managers’ adoption of best practice techniques was linked more closely to market share, market valuation and productivity than other factors such as location, industry or government policy. The study showed that it was the best managed companies which achieved the highest scores for performance such as sales per employee, rate of revenue and market share growth. The study also showed that ‘good management’ was about the methods, style and skill of the managers, not the hours that managers worked: “In the better-managed companies we studied, managers worked an average of less than one hour a week more than managers in other companies. The implication is that supervisors in well-managed companies work smarter rather than harder.” 2 Developing these ‘smart’ management skills is therefore a great investment for businesses due to the significant influence that managers have over business success. Successful managers demonstrate a variety of skills. Being a good manager is not just about balancing a budget or thinking creatively. It is also about channelling and leading the people who work with and for you, and creating a productive work environment. It is no coincidence that managers who have the knack of enabling collaboration, boosting team creativity and promoting innovation are also the ones with the most productive teams. Their employees are motivated and tend to stay in their jobs for longer and staff retention we know saves businesses time and money. Great managers are intuitive and accountable and communicate effectively with their teams.

Business Resource & Lifestyle | Issue 47 | September 2012

To some people these management skills come naturally, but for all managers there will always be something new to learn. That is where Western Sydney Institute (WSI) can make a positive difference. WSI has many management courses which can be undertaken by individuals or customised to suit businesses. Courses range from short Statement of Attainment courses through to high level qualifications such as Advanced Diplomas and the degree in Applied Management offered in partnership with the University of Ballarat. The Negotiation Skills course helps participants to develop the vital skills needed to put across their ideas, present a case, persuade others and finalise agreements. This short course is run over four hours per week for three weeks. The Diploma and Advanced Diploma of Management are highly practical qualifications which provide participants with skills for developing strategic plans, managing employee relations, establishing strategic networks and much more. These courses enable participants to work as senior managers across a range of industry sectors. The Diploma and Advanced Diploma of Management, along with a number of other Diplomas and Advanced Diplomas provide direct entry into the third year of the Bachelor of Applied Management. Courses which train participants in enterprise application software such as SAP are also becoming popular choices for managers who are looking to remain on top of their game and ‘work smarter’. Many companies in Australia are now opting to use these systems which streamline

inventory, accounts, logistics and other systems of business management. This training allows management to make quick gains for efficiency. WSI also offers training focused on specific management skills such as business administration, logistics, work health and safety, human resources and much more. The links between good managers, happy and productive employees and flourishing enterprises are too strong to ignore. We are inviting anyone looking for a return on investment through management skills training to discuss their needs with us. G To discuss management skills training with WSI, please call David Crispe on 9865 1189 or email david.crispe@det.nsw.edu.au. 1 Stephen J. Dorgan, John J. Dowdy, Thomas M. Rippin, “The link between management and productivity”, Centre for Economic Performance, 2006. 2

Ibid., Implications for managers

Suggested training for developing ‘smart’ management skills: • Negotiation Skills TAFE NSW Attendance Certificate • Diploma of Management • Advanced Diploma of Management • Diploma of Business Administration • Diploma of Management (Human Resources

The deep end doesnâ&#x20AC;&#x2122;t have to be so deep

Get knowledge Get skills Get equipped TAFE NSW - Western Sydney Institute offers a range of business management courses ranging from short Statement of Attainment courses through to high level qualiďŹ cations such as Advanced Diplomas and the Bachelor of Applied Management offered in partnership with the University of Ballarat.

For more information (02) 9865 1189 david.crispe@tafensw.edu.au www.workforcedevelopment.edu.au Business Resource & Lifestyle | Issue 47 | September 2012

Business Advice

Ground Hog Day Planning for a Different Outcome Adam Goldstien, Wealth Adviser - Skeggs Goldstien

It’s February 2 1992 and an obnoxious appallingly self-centred weatherman is sent to Punxsutawney, Pennsylvania where a groundhog named Punxsutawney Phil will supposedly determine the length of winter by his ability to see his own shadow. The weatherman played by Bill Murray finds himself living the same day over and over and over again, each day being fine-tuned and altered over the last, until he eventually changes the situation that he is in and finds the love of his life.

When we left last month’s ‘Back to The Future’ article our businesses cash-flow was -$100,000 after posting a $100,000 accounting profit. So before we go running off to the bank to increase our line of credit facility, let’s review what alternative options are available during the planning stage. Through what is known as ‘What if’ or ‘Goal Seek’ scenario planning, we can identify what strategic changes are required to achieve our goal of a zero net cash position in 12 months’ time, without having to increase debt or sell assets. Essentially there are two key areas that we can focus on: 1. Increasing Profitability, and/or 2. Reducing Working Capital.

Step 1 Profitability Increased profitability can occur by focussing on the following attributes: • Price (charging more) • Volume (selling more) • COGS (buying better) and • Expenses (spending less)

This is the ‘ground-hog’ moment; it’s time to go back to the P&L spreadsheet that we drafted last month and start fine-tuning, over and over and over again. Start by reducing unnecessary expenditure, allow for a small price rise of say inflation and contact suppliers to reduce COGS (if you don’t ask you won’t get).

The table below summarises the results from our initial ‘Goal Seek’ exercise and shows the mutually exclusive changes necessary to eliminate the cash-flow deficit from profitability alone.

At step 1 make very small adjustments to profitability:

Of all these attributes a price increase is the most sensitive to change, meaning that a 5.88% price increase is equivalent to selling 15.15% more product. In other words it has three times the impact. The reason is simple; a price increase goes straight to cash-flow because you do not incur an equivalent increase in cost commensurate with the increase in revenue. If an increase in price of that level is not an option then the next most sensitive strategy is a reduction in COGS. We can achieve this by buying smarter, perhaps importing as opposed to local manufacturing, alternative suppliers or volume discounts. Finally, reducing expenses by 10.42% will also produce the desired outcome. I generally find that it will be a combination of all the above that will be required to meet the objective or at least part-way thereof.

1. A 2% increase in prices in-line with inflation 2. A 1% reduction in expenses 3. A 1% discount on our COGS through better buying Our new Net-Cash position would be as follows: $

Revenue

2,040,000

100

COGS

930,600

Working Capital (last year)

200,000

Working Capital (this year)

(405,000)

Expenses

950,400

Cash Flow

(46,000)

As you can see these very small changes have more than halved our cash-flow deficit, but at the same time has increased our Working Capital by $5,000. We now need to review our Working Capital to enhance further our cash position. Step 2 Working Capital Reduced working capital can occur by focussing on the following attributes: • Debtors, (how quickly we collect our payments) • Stock (how quickly we turn-over our stock) • Creditors (the time taken to pay our bills) The table below summarises the results from our initial ‘Goal Seek’ exercise and shows the mutually exclusive changes necessary to eliminate the cash-flow deficit from working capital alone (without any changes to profitability).

Business Resource & Lifestyle | Issue 47 | September 2012

business advice from the 80s and 90s we have successfully planned our year ahead. The last thing to do is to document it, be held accountable and stick to your plans.

The reason this step is left to last is that large changes are difficult. Using the ‘Goal Seek’ analysis above we would need to either collect our payments 18.25 days quicker (unlikely), turn-over our stock 38.83 days quicker or pay our suppliers 38.83 days later (never going to happen). However, after the small changes to profitability in Step 1 this will now allow us to ‘fine tune’ our working capital .

1. Collect our payments 8.23 days quicker 2. Turn-over our stock 18.04 days quicker, or 3. Extend our payments by the same.

Finally, if you would like any further information on any of the software that is available for business please let us know. I wish you all the success for 2013.

Again, it will more than likely be a combination of all three and just like the profitability calculations small changes have a huge impact. For example if we were to collect our payments 4.75 days earlier, turn-over our stock 7.66 days quicker and extend our payment terms by a small 1.17 days – our forecast cash position would be approximately $3,000 positive. Skeggs Goldstien Associates p | 1300 753 447 e | admin@sgapl.com.au w | www.sgapl.com.au

As can now be seen in order to fund the $46,000 cash-flow deficit all that is required is any of the above changes:

skeggs golds ien

So there you go, no need to increase debt or sell your assets. With the help of two famous movies

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Business Advice

Discipline and Termination How to do it Fairly and Minimise the Risks to the Business Kris Cilia, Consultant - The HR Department

Many people find having to discipline or terminate an employee highly stressful particularly if the employee is long serving. This is due to the anxiety that normally accompanies such an act and is exacerbated because of the risks to the employer from the labyrinth of protections found in legislation designed to ensure that the employee is treated fairly and lawfully.

Done properly a disciplinary interview should present minimal risks to the employer and, while it still may be stressful, it will ensure that the employee is treated with respect and the employer and employee get a ‘fair go all round’. There are a number of common mistakes that employers fall into when terminating an employee. They include: • Failure to define performance expectations for the employee • Inconsistent treatment of similar employee behaviour • Employer fails to listen to employee’s response or to take it into account The key to avoiding unfair dismissal claims is to follow a strong and fair disciplinary process. If your employee is not performing the job to a standard that is acceptable to you, you have grounds for disciplining (and even terminating) the employee provided you follow a few easy steps. Step 1 - Verbal Counselling • Investigate the matter before the session • State the specific problem and the desired performance or behaviour • Give the employee a chance to respond • Ensure the employee understands what is required Step 2 - Written Warning Follow all Step 1 procedures plus tell the employee that they are receiving a written warning and failure to produce the required change in their performance or behaviour may jeopardise their employment.

Business Resource & Lifestyle | Issue 47 | September 2012

Step 3 - Final Written Warning Same as for Step 2. Make sure final written warning states that if performance or behaviour has not improved to the required standard, their contract of employment will be terminated. Step 4 – Termination Review copies of all supporting documents. Ensure you have all relevant information about legislative and award obligations dealing with termination e.g. notice required. During All Sessions Have someone else from management with you. Speak to the employee in your office or some other private area. Allow them to bring a friend or, if relevant, a union delegate who will be a support person and not an advocate. Keep records of meetings. What are grounds for instant dismissal? Whether or not misconduct will justify instant dismissal will depend on the circumstances of the case and the degree of misconduct. Examples of Misconduct: Stealing Breach of Safety Procedures Violence Sexual harassment Neglect of Duties Breach of Trust Criminal Offences Being under the influence of alcohol or illegal drugs Notice or pay in lieu of notice is not required in cases of serious misconduct. However, dismissal without notice is a serious step for an employer to take. To deal with a situation that will potentially lead to instant dismissal you need to: • Act immediately - this is a priority situation • Inform the employee of the allegations and that you are investigating the matter • Inform the employee they can have a friend or union delegate present during the discussions • If possible, stop the employee working while you investigate the allegations • Undertake the investigation immediately you become aware of the problem • Discuss the allegation with the employee concerned and ensure you have a witness present • Give the employee the opportunity to respond to the allegations without interrogating them • Take time to consider both sides of the story

• Terminate only if you can confirm that the major points of the allegations in all probability occurred When should I not terminate employment? The following are examples of when termination of employment would not be appropriate and when unfair or unlawful dismissal action could be commenced by the employee: • Temporary absence from work because of illness or injury • Union membership or participation in union activities • Non-membership of a union • Race, colour, sex, sexual preference, age, physical or mental disability, marital status, family responsibility, religion, political opinion, pregnancy, national extraction or social origin • Absence from work during maternity leave or other parental leave • Whilst absent on workers compensation • Filing a complaint or participation in proceedings against an employer involving alleged breaches of laws or regulations G Remember • Set agreed performance parameters • Have an agreed discipline process • Be consistent and fair • Keep records

If you are having problems with employee performance, are confronted with an instance of potential serious misconduct, or you are uncertain as to how to approach poor performance, The HR Department is able to assist you. Call us on 02 8850 7124. The HR Department Suite 515, 2-8 Brookhollow Ave Baulkham Hills NSW 2153 e | elly@thehrdepartment.com.au w | www.theHRdepartment.com.au

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Business Resource & Lifestyle | Issue 47 | September 2012

Business Advice

Volunteering Can Lead to Strategic Partnerships Stephen Frost, Managing Director – BREED Inc

Recently I was invited to assist with the quality validation of a product and was most impressed at the openness and transparency of the process.

The product was the Vocational Education and Training (VET) courses delivered to year 11 and 12 high school students and the businesses were the Western Sydney Regional Office of the Department of Education and Communities and the Catholic Education Office – Parramatta Diocese, both Registered Training Organisations (RTOs) overseeing schools across Western Sydney. In line with the Australian Government’s “Australian Skills Quality Authority” (ASQA), RTOs have to ensure that the staff, facilities, equipment, and training and assessment materials to be used meet the requirements of the Training Package or VET accredited course. In addition applicant’s own training and assessment strategies must be developed through effective consultation with industry. This is where I was invited to assist. In partnership with our colleagues at SIP and AusSIP, we invited a variety of industry representatives across Western Sydney to work with teachers, Regional Vocational Education Consultants, RTO Compliance Managers and Work Placement Coordinators to review course content. This was to ensure that the content, matched industry requirements and expectations, was appropriate for the level of study, and practical and relevant to their industry, whilst being challenging but achievable. They spent the day working in subject groups reviewing the current process. Teachers asked questions of the industry representatives and industry asked questions of the teachers. They challenged each other, made some changes to the processes and reached agreement, validating the assessment process. Observing the process, I was impressed that groups that could be considered “competitors”, Government schools V’s Catholic schools, were openly sharing teaching resources, ideas and contacts with each other and industry, ensuring the quality of the educational outcome of their students. I don’t know who learnt the most from the day, the teachers or industry representatives, and these relationships have extended beyond the day

Business Resource & Lifestyle | Issue 47 | September 2012

with teachers making arrangements to visit work places and industry representatives visiting the classrooms. One businessman identified a product that he made in his factory that he would be willing to pay the students to manufacture in the classroom, providing “real work” that the students could be assessed on. Another representative offered the opportunity for students to come to their factory where they could gain experience using machinery that is not available at the school.

Stephen Frost is the Managing Director of BREED Inc, managing the School Business Community Partnership Broker initiative of the Federal Government. If you would like assistance to work with your local youth to improve their educational attainment and transition through school to further education and / or work, contact your local Partnership Broker.

Schools taught “real” vocational courses, with content “the same as an apprentice is taught at TAFE” One representative commented that he did not realise that schools taught “real” vocational courses, with content “the same as an apprentice is taught at TAFE”, whilst another did not realise the “state of the art” equipment available within some of the schools, especially the Trade Schools and Trade Training Centres. This example of industry representatives volunteering their time to assist local schools with their assessment validation has planted the seed for strategic and on-going partnerships between local schools and local industry. Industry is assisting and influencing how courses are being taught and assessed, and have the opportunity of working with local students who may well become their employees of the future. They have the opportunity of to work with and observe students in the classroom and in their industry as part of a work placement program. There is even the opportunity to have students working for them whilst at school as school based apprentices and trainees. G

For more information on Partnership Brokers, please contact your local office listed below.

Members

Blacktown admin@breedcp.com.au p | 9853 3247

Parramatta info@aussip.com.au p | 9633 7100

Aus SIP

explore.inspire.engage

Penrith info@schoolsindustry.com.au p | 4725 0310

Business Resource & Lifestyle | Issue 47 | September 2012

LOCAL Government Feature

And Let the Renovation Begin!

by Robert E Cliff F.G.A.A., JP

After 12 years at Castle Towers, I am so excited to announce that we have decided to undertake not just a shoprefit, but a complete Renovation of our Showroom. Yes, we are demolishing the lot and starting from scratch! The word excitement is simply not enough to describe our feelings about the changes. Oh, and yes, I think there might be a bit of terror there too!

We have been in the design phase now for nearly two years. There were much discussion, roundtable meetings to the early hours of the morning, drawings, more drawings, trips to Hong Kong, Melbourne and Adelaide for design ideas and discussions with suppliers, and after collating all our thoughts, finally launching into the actual Design. May I tell you, the Design Phase was a Marathon? Sourcing and then interviewing Architects and Designers, so many of whom existed for us to interview that I think we were all giddy in the end. However, we did plant our foot on one and they have helped us to come up with a design that I just know you are going to love! Decisions on colours, textures, tiles, carpet, wood finishing, cabinets, and light fittings and even down to the positioning of many power-points, this phase finally came to an end – so to speak. From here we moved on to choosing our actual shopfitter. This was extremely important as the finish of our showroom had to reflect our beautiful product – this was a very difficult and nerve racking decision. “Would they, could they, will they be good enough” were questions we asked over and over for every shop fitter we met. The company that we have chosen for this has a proven record and after many meetings in their Office and workshop we settled on one that certainly has produced for others a beautiful finished product. So, here we are, closing our old showroom that we have loved now for over 12 years. It has been such a familiar face of Castle Towers. However, it will not be long before we will be thrilled to share our new flag-ship showroom with everyone. During our Renovation – you will still be able to find us in our “Mini-Me RCMJ” right outside our existing showroom. Yes, we are going to have a lot of fun with this, so come on in and have a look and check it out! G

Business Resource & Lifestyle | Issue 47 | September 2012

You can follow our Renovations on our Website and Facebook – some very special incentives will help you take the time to check us out, so don’t miss out! Robert Cliff Master Jewellers Middle level, Opposite Myers Castle Hill Towers, Castle Hill

p | 1300 721 400 w | www.robertcliffmasterjewellers.com.au

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NO BOND - NO OUTGOINGS - NO HIDDEN COSTS Business Resource & Lifestyle | Issue 47 | September 2012

Business Advice

TELSTRA DIGITAL BUSINESS®: Making Business Simpler Steve Sebbes, Director - Telstra Business Centre Hills/Northern District

For small business owners, the real value of technology should be measured by its contribution to your bottom line, and its ability to let you focus solely on your business. In effect, the right communication technology should make running a business simpler.

The new Telstra Digital Business® Packages offer your business a simple way to bundle technology services. What’s even better is that they give you the freedom to mix and match the services your business needs - rather than paying for something it doesn’t. With just one account, one bill and one point of contact, your Telstra Digital Business® Package combines fixed lines, mobiles and broadband, as well as giving you access to a range of useful software applications. Too easy. BUILD YOUR OWN BUNDLE Start by choosing your Core Plan, which gives you your Internet service and your main telephone line. Then you can add the services that best suit your business structure. Choose from: • Office Plans – for those who primarily work in a fixed location • Mobile Plans – for those who primarily work on the move • Unified Plans – for those who work both in the office and on the move • Telstra Mobile Broadband® Plans – for fast Internet access in more places. On top of all this, there’s also a whole range of extras you can include in your bundle, like business back-up, and fax and EFTPOS lines. KEEP YOUR BILL DOWN Take advantage of plans that include unlimited standard national calls and free MessageBank® retrieval and diversion and see how easy it is to keep your bill down. Add shared data allowances across your different Digital Business® plans, plus free calls between users on your account and you have a communications solution that means you can grow your business without growing your bill.

Business Resource & Lifestyle | Issue 47 | September 2012

REVOLUTIONISE YOUR CUSTOMER SERVICE Now missed calls and lost opportunities can be a thing of the past. Whether it’s a virtual receptionist to direct calls to the right staff member, or simultaneous ringing so no call goes unanswered, you can be sure you’ll have the right tools to respond first and fast and improve your customer service. G To find out how a Telstra Digital Business® Package can help your bottom line and make running a business simpler, talk to the local experts at Telstra Business Centre Bella Vista.

Telstra Business Centre Bella Vista Suite H137, Lower Level, Lexington Corporate 24 Lexington Drive Bella Vista NSW 2153 p | 1300 721 400 e | enquiries@business-connect.com.au

Business Resource & Lifestyle | Issue 47 | September 2012

FEATURE

Who is Davson the $ 5.2m a r tist?

by Rod Towers

A 1985 painting titled Points of View by Sharon Davson recently re-sold for $5.2 million (US $5.4). It well and truly became the highest price for a painting by a living Australian artist.

Davson is not necessarily a ‘house-hold’ name. The sale even took many art dealers and auction house experts by surprise. However, the new owner has been repeatedly reported as “very happy with his new painting”, and his lawyer Boyd Nelson has publically validated the sale.

her professional (and staffed) studios with private galleries since the early 1980’s. Her career evolved in that way. You see, in late 1980, she set out on a journey across much of Australia with her dog in an ex-government bus

Q. What kind of prices did her early commissions achieve? A. Her first commission in 1984 was for a 9ft by 18ft painting in three panels for $5,000. The next large commission was in 1985 – half the size, 4½ft by 18ft for $12,000; the following year in

Pat Farmer with Davson and “Point of View”

So who is Davson and why is her art so valuable? I spoke with a collector and investor in her art, Tony Lawder, to gain a better insight. Q. How many works by Davson do you own? A. Five. I purchased two works in 2006 for my superannuation fund; the others since then were for my home. Q. How did you find out about her art? A. I met her through a business function. Got curious, and proceeded to conduct appropriate due diligence. I discovered that the values of her art had been doubling better than within a five period for thirty years; and I looked into how and why. She is rather unique, and unique tends to pay dividends from a whole range of perspectives. It is pretty extraordinary for an artist to be successful and financially independent from any requirement to teach or have another income; and stay out of the main-stream sales mechanisms of commercial galleries or auction houses. Q. Why buy her art? A. For both the love of it and investment. Investment came first.

pulling a horse-float with her horse and motorbike. To help fund the venture, she met with numerous corporate leaders selling them sponsorship’ in the form of advertising on the side of the bus.

1986 – 6ft by 10ft for $22,000.

So she saw the inside foyers of many buildings, and decided she wanted to create art in the method of the old masters – that is on commission. Knowing then that her art would have a ‘home’ and purpose before it was created; rather than do paintings and put them in an art gallery and ‘hope’ they all sell. Working on commission also gave her financial stability.

Since 2003, almost all of Davson’s art has been sold for investment with significant paintings being in six figures, and more recently seven.

Q. What would you say to someone considering acquiring art by Davson? A. I recommend a painting over other works; and ‘sit on it’ for a little while. Her art is continuing to gain momentum. Many dealers are just becoming aware of her Australian and international credentials.

Davson set up studios with formal art galleries included to showcase her drawings, etchings and other original prints, as well the finished commissions prior to delivery. Some of these galleries also held exhibitions for other artists.

Q. Why do you think this is the case? A. Davson hasn’t been part of the usual art sales industry because she didn’t need to. She has run

By 1985, she was completely independent of the mainstream art dealer system; and through art commissions, the values of her art rose steadily.

Business Resource & Lifestyle | Issue 47 | September 2012

And prices for her paintings have kept rising, doubling frequently.

Q. Why then has she created so few paintings and lived ‘reasonably modestly’? A. Well, Davson has followed her passions. Creating art and selling it has been erratic for her. She has started two not-for-profit organisations and mostly financing them by sales of her art. Davson also voluntarily dedicated literally years of personal time to these causes. Her creativity and generosity attracted celebrities and very notable people from all walks of life to be associated with her work and initiatives. ‘Hands Up’, which she initiated in 1992 with singer Neil Diamond, has been copied in almost

FEATURE every country on the planet to assist most conceivable causes. Her “Artist For Life” initiative through its Blue Mountains Branch and the National Parks & Wildlife Service created the very first education kit in Australian schools for endangered species education. They also gained a State Tourism Award for their festival. Through her “48 Hours to World Peace” initiatives, she helped establish free New Year’s Eve concerts in many local council municipalities in Australia lowering delinquent behaviour, hospitalisations and vandalism. In Newcastle, she and her group of volunteers ran the concert for several years until it became institutionalised by the Newcastle City Council as an annual event under its jurisdiction! Recently, Davson was recently a significant

sponsor of an international sporting event with Pat Farmer’s run from the North Pole to the South Pole through the Americas. The book, Pole to Pole Run, immortalises his venture and acknowledges Davson. Q. What do you think of her relative to other artists? A. Davson has achieved way above most artists on the local and global arenas, for both the quality of her art and also for her international influence across environmental and charitable initiatives. Her jig-saw puzzle motifs and water patterns have been widely copied, and she has inspired the makings of a new Spiritual movement in art.

art tour in public regional art galleries, is represented in major galleries in Japan and Australia, and has sold her art in Australia, the USA, New Zealand, Japan, China and Malaysia. She is represented in two Royal Collections and many other public, corporate and investment collections. And, she even has an arts museum named after her!

Yes, Davson is an “inspirational” artist who has achieved well outside of what we normally think of for an artist. She has had major retrospective exhibitions of her

Neil Diamond and Davson with Echidna

Q. Any comment on about those who doubt her value? A. Everyone is entitled to their opinion. Besides, it is mostly the artists who are at least for some of their art careers ‘outside’ or ‘criticised’ by the art establishment that we ultimately read about in the art books. You can start with Rembrandt and just keep going. Add Davson to the list! Q. Any further advice for someone considering investing in art. A. What you buy is up to your own preferences, and acquiring art by ‘safe’ artists known through all the ‘established’ circles is fine.

Pat Farmer with Davson & art she is working on re Pole to Pole run

You could also acquire art with a little more ‘edge’ by a world leading female artist who has so far created less than 100 paintings in her professional career. This is the work I choose. “Her work is rare and valuable.” G

Photography by David Wallace Contact Davson Art management to acquire her art from $5,000 and upwards; to learn more about why Davson’s art has experienced better than approximately 20% per annum growth for collector / investors for more than two decades; or to find out more about the Artists of the Ark. Enjoy the benefits… m | 0416 026 426 e | sharon@davsonart.com w | www.davsonart.com

“Together We Can” in the James Fairfax AO collection

Business Resource & Lifestyle | Issue 47 | September 2012

Society & Life

People You Meet Along the Way (Part 3) Angry Anderson

People often ask me to tell them about the moment or event that changed my life. They ask that in reference to my leaving the bad old days behind and starting a new life, my new life. Most people know that for a long time I led a life of alcohol and drug dependency – the Rock and Roll lifestyle of abuse, self indulgence and very little, if any, responsibility.

crime and drug addiction. He was a heroin addict and now was finding his peace with his maker. He was forming a relationship with the God he had found.

There was ‘A Moment’ that changed my life from being one thing to another – and that was when I first met my daughter. She was two weeks old by the time I got to meet her, but from the moment I looked into her eyes I knew that my life would not, could not, ever be the same again. I knew that from that moment on I had to be a different person. So I made her a promise: that I would try my hardest to be the kind of dad that she deserved.

The idea came out of left field, as they say, and at first I really didn’t know what to make of it. I did go the house on several occasions. I just sat with the boys smoking, drinking and swapping yarns and I do, now, think that we helped some of them.

1983...life began again. The Divine made me an offer I just could not refuse. I was introduced to an idea that frightened, thrilled and inspired me to greatness. The challenge was to be the father that this perfect little human being deserved and needed, and I have been working at that ever since. The birth of that little girl led me into the next major phase of my life. It was a new beginning that offered me opportunities that I could never have previously imagined. When Roxanne was born I realised several fundamental truths for myself: firstly, that there was a God, or to be more precise that there was a purpose to everything under Heaven. I realised that amongst all the chaos that had surrounded me and sometimes engulfed me, there was a purpose and a meaning. The meaning of all that was to follow revealed itself to me slowly, unfolding before me almost on a daily basis, like a tapestry or a painting being created just for me, just as I needed it to. In the early eighties I was visiting a bloke in goal, as a favour for friend. I knew this bloke and I liked him. He had always looked after me and was a big fan of “The Tatts”. Anyway, he was telling me how he had been turned around by the Reverend Ted Noffs. He had turned away from his life of

Business Resource & Lifestyle | Issue 47 | September 2012

He told me that when he got out of goal he was going to open a halfway house for young male offenders and that many of the young male offenders in prison were fans and followers of the “Rosie Tatts.” He thought that if I was to come down to his “house” I could, just by sitting and talking and listening to the young men’s stories, be of some help to some of them.

About that time, the early eighties, I was experiencing the change that was forced upon me. I was beginning to grow in a completely different direction. I was travelling in a direction that I had never travelled before and it was exciting and frightening. At least I knew I was alive. Mike Walsh was the live, daytime television King at that time and for some reason that remains a mystery he asked me to come onto the “Midday Show” and talk about the very things that I was dealing with or trying to deal with. What was the “baddest boy” in rock and roll doing working with “street kids” and what was it all about? Well they gave me free rein and I just grabbed the bit between my teeth and ran with it as fast and for as long as I could. That was Mike’s last year as compere and the following year the chair was occupied by the man who was to be instrumental in giving me a new audience to perform for, a new audience to entertain. He was going to introduce me to the lives of all mainstream Australians by the power of Television. Weekly I was to be beamed into thousands and thousands of family homes via their TVs. The man I speak of is Ray Martin. Ray believed in me - and no one blossoms more that when someone believes in them. I blossomed in my new role. I took to being on TV like a duck

takes to water. I don’t think I ever became good at it, but I was good on it. Television can be a great communicator and educator and I was bursting at the seams to communicate all that I thought I was vital and important. The segments we put to air were to become some of the show’s most popular and influential moments. I was fast becoming very widely known and people, for some strange reason, took to me just as I took to them. I had found somewhere that I fitted in and where I could really do some good. I had my first taste of feeling really worthwhile. I began to feel that I was part of something that was doing real good for so many people. I tasted what it was like to feel good about myself in a real and meaningful way and I loved it. We did “The Midday Show” from 1985 until 2000 and then Ray was offered “A Current Affair” and he moved on up to night time TV. He took me with him. Working for night time TV was vastly different to daytime “Midday” and I was soon to be offered my next really big moment. I was to become the “Challenge Man”. Ray Martin was one of the major influences in my life. It was he who introduced me to my biggest audience. It was he who encouraged me to speak out and communicate my opinions and feelings; and his support was instrumental in giving me a phase of my life and career that changed and shaped me for all the bigger and better things to come. One of my last shows for the Nine Network was based on the idea that we would walk across the Kokoda Trail to commemorate and honour those brave young men that fought the Kokoda campaign. This was my introduction to the next major influence in my life. A man destined to help change me and shape me further. He was to take me through one of my life’s greatest experiences and in doing so prepare me for what has now become my life and purpose. His name is Charlie Lynn, but more of that next time. Until next time, your friend, Angry

Business Resource & Lifestyle | Issue 47 | September 2012

Feature

Good Written English Really Matters! We all do something particularly well, often it’s what we do for a living ...

Educated in the UK, editor and Journalist Adrian Payne writes really good English - do you? He offers an English editing service to business managers, for the hourly rate of a domestic tradesperson. All by email. Easy! He says: “To be honest, poor written English frequently comes from people who did their schooling here. People who came to this country with another language often get their texts checked with us, even if now they are well able to communicate in spoken English. However many Australian-educated business managers think what they write is ok, but often they don’t realise their meaning is lost in a muddle of poor grammar, faulty spelling and bad punctuation”. It’s a sad fact too that some people don’t effectively proof-read their own texts. And some people don’t think it’s important. The casualty here is the professional image of an otherwise competent business. As an example, these few words were found printed on an advertising card set on a table at a good Hotel/Restaurant: “Like us to find out about our specials”... You may guess that what it probably means is ‘Would you like to find out about our specials?’ But that’s not what it says! That one’s harmless, but it’s sloppy... What else in the hotel is presented with that lack of care?... Short messages on signs are frequently badly written and don’t say what they mean. Also being such short texts there are little or no clues as to what the sign might really mean!

few minutes to read and make minor changes. But then it’s right and won’t let the business down. Sometimes an English editing project needs to be done quickly to meet a deadline. The Village Scribe has an editor in London. This means that work can be done overnight while we sleep in Australia... at no extra charge. Similarly clients in the UK can receive the same service from editors in Australia. Another service that couldn’t be offered without the advent of the internet! Some texts need to be written from scratch with information supplied. This activity is really ‘copywriting’ rather than English Editing, but it’s another valuable professional service that most businesses don’t have in-house.

Adrian’s company name ‘The Village Scribe’ comes from English history. Many years ago most people couldn’t even write their name, but sometimes they needed to communicate over distance, so they would call upon the village scribe to present their ideas in written form. A scribe in another village could then read the message to the intended recipient. The Village Scribe’s advice these days is ‘Run it past us... and you’ll be right!’ G

Many years ago most people couldn’t even write their name, but sometimes they needed to communicate over distance, so they would call upon the village scribe to present their ideas in written form. Another facet of the services offered by The Village Scribe, is research and report writing. These skills are rooted in journalism which always has an element of research. They use a combination of internet sites, otherwise published sources and interviews, depending on the work in hand. The information collected then gets collated and written up in a report. Or written as a story, for a magazine or newspaper.

Check out the website: villagescribe.com.au for additional information or email Adrian on adrian@ villagescribe.com.au He’s available to discuss how he and his team can help your business on 0425 204 815.

The Village Scribe

In conversation, we are constantly checking that we understand what’s being said. If we are doubtful we might say “do you mean the power has been disconnected?” or “sorry I don’t quite follow you, would you explain it in more detail please”. We hardly know we’re doing it, but there are no easy opportunities to check mid-paragraph when we are reading.

On a recent trip to China, Adrian observed a difficulty that some tourist destinations there have with signage for English speaking tourists. “We’re guessing that they sometimes use a ‘machine translator’ (like Google Translate)” he said. This kind of computer translation software works quite well with very plain language, but will falter if the information fed in is at all tricky or needs interpretation.

A good English editing client for Adrian’s business is one that as a matter of policy, emails written texts to be checked and edited before publishing. Whether it’s for leaflets, brochures, website copy, instruction books or even business letters. It often takes only a

We don’t know how true this is, but it’s said that a test was done to translate a phrase into Chinese and then to get the software to translate the result back into English. The line that was fed in was the English expression ‘out of sight out of mind’.

Business Resource & Lifestyle | Issue 47 | September 2012

When the Chinese version was translated back into English, it came back something like ‘blind lunatic’. It’s a good story anyway, but one which highlights the need for interpretation as well as literal translation.

p | 0425 204 815 w | www.villagescribe.com.au

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Business Resource & Lifestyle | Issue 47 | September 2012

Australian Sport

Panthers Play Their Own for Training with a Difference The Panthers are training hard heading into the final few weeks of the season, and this month took a different twist on training in preparation for their clash against the Roosters.

The players visited Patrician Brothers’ College in the western Sydney suburb of Blacktown, for a special opposed training session with the school’s A-grade rugby league side. The college is well-known and highly respected for turning out some of the country’s best rugby league talent, with the Panthers’ own Luke Lewis among its former students. Panthers players at OAK factory

The majority of the Patrician Brothers’ players are Panthers juniors, who were excited to take on the first graders in this unique challenge. Among these were Robert Jennings, younger brother of Panthers star Michael Jennings, NYC players Bryce Cartwright and Chris Smith, and incoming NYC player Halauafu Lavaka. Chris and Halaufau are also among the students from Patrician Brothers’ who have been selected for this year’s Australian Schoolboys’ team, along with team mate Matthew Lodge from Terra Sancta College at Quaker’s Hill. The Australian side will play England Academy in two matches in Canberra and Queensland in August. Panthers Captain Kevin Kingston said “It was great to play against some of the future stars of

Business Resource & Lifestyle | Issue 47 | September 2012

the game in our local area, and especially those who are already a part of our club. Having the whole school turn out to support us was also a lot of fun. The boys gave us a run for our money today, and really helped psych us up for the clash with the Roosters.” Taking some time out together after a recovery session, the Panthers were treated to a behindthe-scenes look at the OAK factory, to see how our Major Sponsor makes its delicious OAK milk from start to finish. The players and coaching staff took a tour of the Parmalat production plant at Lidcombe, where everyone’s favourite OAK milk is made and distributed from. The players popped on OAK Panthers hi-visibility vests made especially for

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Business Resource & Lifestyle | Issue 47 | September 2012

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