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APRIL / MAY 2012
Leadership important
for success
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NEW SINGLE
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Innovation edition
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FEATURE: LEADERSHIP
Leadership
important
for success
Words by Gabriella Hold
Leadership is probably not a
concept that is given much
thought in the day-to-day
workings of a strata management
business where getting through
another annual general meeting
or organising an insurance
valuation is often the focus.
But as well as good people skills, financial
savvy and the ability to multi-task, leadership
qualities are not only important for success,
but can be sacrosanct to your career, according
to strata industry experts.
“Leadership to me is probably the most crucial quality to have
within the strata industry,” says Queensland industry veteran
Ric Culpitt.
“All the other qualities may be essential, like financial knowledge,
and negotiation skills but underpinning a strata manager should
be leadership in all its forms.”
Culpitt should know. He has been focused on leadership qualities
throughout his career in strata, from setting up his own business
to helping establish a registered training organisation (RTO). And
now instilling management and leadership values to the students
he teaches in the Certificate IV in Property Services (Operations).
“I teach about leadership to all the students, because it is an integral
part of the course. Every strata manager requires a proficiency in
leadership because they are required to have when it comes to
communication with their committees and owners corporations,”
he said.
“We assist [our students] by providing a vision to take their
organisation from here to somewhere that they are proud of
going, and in all of that, leadership comes into play.”
So, what makes a good leader? Culpitt says it is someone “who can
get his team to pursue his objectives.”
“Leadership comes based on your ability to encourage and induce
people in a nice and positive way and get them to follow you
willingly,” he said.
“As an example of that, I proposed the RTO to the board four years
ago. The RTO has grown incredibly with the product on offer and
the spread beyond Queensland to the rest of Australia. We are still
going through transitional phases but underpinning all of that is
the strength of leadership and I didn’t do it on my own, I had other
people who I convinced and agreed with me.”
Michael Darby, Managing irector of Quantum United Management
and winner of the SCA (Vic) Specialist Owners Corporation
Manager 2011 and SCA (Vic) Large Scale Manager 2011 Awards,
agrees that motivation and encouragement are key to good
leadership.
“[A good leader] is someone who has really got that power and
presence to motivate a team or friends or others to achieve their
own goals, it is simply that,” he said.
Thus leadership involves not just charisma and technical skills, but
a good dose of solid interpersonal ability. Darby notes that leaders
need “to be understanding and patient of others.”
“You need to keep people interested and motivated, maintaining
communication with the team is important and not isolating
yourself from them,” he said.
“I like to think I lead by example… creating an environment where
others feel comfortable to grow and develop their skill set. From
my perspective, it is important that I make sure I motivate them to
do their best and challenge themselves.”
6 INSIDE STRATA
STRATA COMMUNITY AUSTRALIA
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Feature: Leadership
Culpitt agrees. And he says while leaders can sometimes employ
specialists to do the more technical areas of their role, they can’t
outsource interpersonal skills.
“To maintain a happy workforce not only requires sensitivity but
understanding and communication,” he said.
“They are components of leadership. If you are failing on those
fronts, then your leadership isn’t going to be worth much.”
Reena Van Aalst, General Manager of Portfolio Management at
Dynamic Property Services and winner of the 2011 NSW Strata
Industry Awards for Excellence in the category of Strata Manager
of the Year, also says a good mix of personal and social skills is vital
to leadership.
In her eyes, good leaders have the following traits: good people
and communication skills, being accountable and leading by
example and empowering staff to perform successfully (includes
appropriate training and development), being a team player putting the good of the team as a whole before one’s personal
agendas/ambitions and having a thirst for knowledge to improve
skills and experience.
“My leadership style is hands on, face-to-face, situation specific and
highly consultative to get the best from my team,” she said.
“Good leadership at a senior
level, as a member of an
executive team, as opposed
to the role of being a leader
of people who report to me,
requires an additional corporate
approach that consistently
demonstrates support for other
members of the executive
team as well as supporting
and implementing corporate
decisions even when one may
not personally agree with a
particular decision.”
What is clear is that there is no straight career path to becoming
a good leader, but different career experiences can be invaluable
in learning about leadership. Van Aalst graduated from Sydney
University with a Bachelor of Pharmacy and Diploma in Business
Management (Real Estate Management) and obtained her strata
manager’s licence before joining the industry.
“I joined Dynamic in 2003, from the position of General Manager
and licensed strata manager with a well-known inner city
strata firm. I brought with me a strong background in business
management and trust account supervision as well as strata and
specialist company title knowledge,” she said.
STRATA COMMUNITY AUSTRALIA
INSIDE STRATA
7
Building innovation
The next
generation of
residential
building
Words by Gabriella Hold
But a number of companies are building new developments that
are not only delivering innovative solutions on these fronts, but
also at a low cost and with tangible benefits for occupants.
One such example is the Square One residential development
in Perth, built and managed by local building and development
group, Colgan Industries. It is a four-storey project, comprising
35 residential apartments, an office and café, located in the State
Heritage-listed MacKay Aerated Waters Factory.
It features a number of environmentally friendly and communal
living features, such as rainwater harvesting, public art and safety
features whilst also preserving the industrial heritage of the site.
The development has won a number of awards including the
2010 Master Builders Association award for Energy Efficiency and
Sustainability and the 2011 HIA Green Smart – Development of
the Year.
But Colgan Industries owner Daniel Colgan, said the most
pleasing aspect of the development was not only successful in
12 INSIDE STRATA
Leighton’s Hamilton Harbour development in Brisbane is one
example. It aims to be ‘urban village’ with three residential towers,
two commercial, an integrated retail pedestrian strip and an
open public park. The first two towers have just been completed
and it has been awarded Queensland’s first green star-rated
residential building.
Incorporating sustainability features and creating better
communal spaces is also a key maxim for development group
Leighton Properties. It is using its expertise in the commercial
arena to pioneer these initiatives in residential projects.
“Some of the things we are doing up there on the sustainability
front include natural ventilation on both sides of all the lobbies
that reduces the requirement for air conditioning and artificial
light,” Tonnet said.
“One of Leighton’s key strategic objectives as a company is to be
a leader in sustainability,” said Gavin Tonnet, National Head of
Residential for Leighton Properties.
“And all of the water is captured and used, the clean rainwater is used
to top up the pool and we collect all the grey water for irrigation
purposes and ‘sell’ it to the adjoining commercial buildings.”
“The residential part of our
business is reasonably new, but
our DNA in commercial building
is long and deep and we’ve been
pretty well awarded leader in
sustainability, so we bring some
of that intelligence into the
residential space as well.”
The company is also part of a joint venture to build the Green
Square Town Centre in south Sydney - a residential, commercial
and general urban project that aims to be a flagship for
sustainable development, creating a clean and green community,
integrating water management, energy efficiency, good public
transport accessibility, the provision of community facilities
and long-term economic viability. As part of the development,
Leighton is working with the City of Sydney’s sustainability
program.
“We are working with Sydney City on a green transformer
program that would basically be a gas fired generator… and
those types of systems reduce inefficiencies and losses in the
existing electricity network grid by about 80% and produce a lot
of electricity very cheaply.”
incorporating a number of innovations in these areas, but that
these unique elements had actually persuaded people to
live there.
“There are a lot of people who say we would never have
considered living in an apartment block before, but this is just
so completely different. People really love living there and I
actually live there myself with my family,” he said.
“People have come up and said to me: ‘We were going to live
down by the coast and buy a house but we have decided
to live here’. That message has been pretty consistent: that
it is a really different place to live. Ultimately when you build
apartments or houses or office blocks, it’s about how people
use them and how they feel there and I think people really
enjoy the space.”
Putting a face to strata insurance.
Square One includes features such as solar panels, a ‘U’
shaped footprint based around a sunken central garden
courtyard to maximise the northerly aspect of each
apartment, and rainwater harvesting, whereby a tank in the
central courtyard collects water from the complex roof, saving
approximately 530,000 litres of water per annum from mains
sources.
“In themselves, if you look at all the technologies in isolation,
there’s no rocket science there. But we wanted to incorporate
all of the sustainability features but not have them in your
face,” Colgan said.
In fact, we’ve put over 160 friendly faces into our local branches across Australia. That’s because at WFI, more than 90 years in the
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Call 1300 934 934 or visit wfi.com.au
GC_WFI1162
Residential developments have traditionally
lagged behind their commercial counterparts
in terms of sustainability and community living
features due to regulatory issues, higher costs
and the fact that these aspects are often not
valued by potential investors and residents.
“So for instance, other than seeing an inverter on someone’s wall
on their balcony …you really couldn’t tell that all these things
were designed in there, and I am pretty pleased that we were
able to do that. For instance, people could be standing in the
courtyard and not realise that they are standing on a rainwater
harvesting tank.”
WFI is a trading name of Wesfarmers General Insurance Limited ABN 24 000 036 279 AFSL 241461.
Contact WFI for a Product Disclosure Statement to help decide if our policies are right for you.
WFI1162_apr_may_june 210x148.indd 1
STRATA COMMUNITY AUSTRALIA
NATIONAL
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Building innovation
27/03/12 5:42 PM
STRATA COMMUNITY AUSTRALIA
INSIDE STRATA
13
Tonnet recognises there are difficulties involved in green and
urban innovation on a residential scale - the costs involved with
water and energy reduction and those initiatives are not valued
by investors and residents as there are no penalties for over-use
of resources - but he says things are changing.
“There are a number of significant things happening. One is
that 70% of the housing growth and housing demand will be
in urban peninsular areas and a big portion of the future market
is going to be older people and younger people. We have also
got a lot of people coming in from overseas who are used to
apartment-style living and we think there is a very strong social
sustainability story to be told,” he said.
“And the way we are going to live our lives in the future will
be a lot less introverted in terms of the home and a lot more
extroverted in terms of the amenities and the community
around it. We think people are going to want to and try to
engage a lot more with their communities and that is where we
see a big change.”
As a result, Leighton’s sustainability aims encompass not only
energy and water efficiency but also public safety, amenities and
health.
“You have got to get all of those five things right to create good
communities and good sustainable design,” he said.
“People increasingly want to feel secure in their community and
their environment, so community programmes and anti-crime
programmes and devices are going to be important in the future.
[We also] think there is going to be an increasing focus on health,
so we look very hard at things like LED lighting, maximising lowtoxic material use and natural ventilation.”
Colgan also agrees that while there were costs involved in
prioritising environmentally friendly and community features at
Square One, there were also some significant financial benefits.
Some of the residents have their electricity bills in credit, he
said, while changing the angle of the roof to fit the solar panels
resulted in enough loft space for additional bathrooms and
bedrooms to be added to the site.
He adds that part of the company’s success, in both capturing
the benefits and lowering costs was due to its integrated
A word from our sponsor: CHU
approach to the development: designing features into the
development from the beginning and managing things step-bystep.
“And we are really only small developers and builders. And if we
can do it, the bigger developers can definitely do it,” he said.
“With the numbers they have
got in terms of buying power
and in-house design teams.
In my mind, it was just about
commitment. I would like to
think that other companies that
produce a lot more apartments
will take a look.”
At the larger end of town, it is not only Leighton Properties that
is innovating in these areas. Property giant Lend Lease has also
chalked up some significant successes when it comes to creating
green communal residential spaces.
Its Victoria Harbour project in Melbourne is a precinct
development including commercial and retail space, over 2,000
residential apartments, 20,000 square metres of community
and mixed-use land, six hectares of parkland and public space,
child care facilities and Australia’s first ‘green’ supermarket. It also
boasts the highest concentration of green buildings in Australia
and is one of only 16 projects worldwide to be included in the
Clinton Climate Initiative’s global program, supporting large-scale
sustainable urban projects.
“Victoria Harbour is an integrated urban solution that respects
the existing environment, minimises the short and longterm environmental footprint and provides a socially and
economically sustainable community that performs now and
into the future,” said Claire Johnston Lend Lease’s Project Director
for Victoria Harbour.
The Serrata apartment block on the site was awarded a Green
Star residential v1 rating from the Green Building Council of
Australia, and features include rainwater harvesting, Low-E
glazing double glazed windows to reduce the use of heaters and
air conditioners and the use of smart meters in all apartments.
The Convesso apartment block was awarded a 4 Star Green Star
– Multi Unit Residential Pilot Rating. Convesso was also Australia’s
first residential development to include smart meters, and visual
display panels in each apartment to provide residents with real
time information about water and electricity consumption, Lend
Lease said.
In addition, the Safeway supermarket on the site includes a
number of innovative green features. A cascade refrigeration
system produces around 25 per cent less greenhouse gas
emissions, automatic night blinds on the upright refrigeration
cases reduce carbon dioxide emissions from the store by up
to 100 tonnes per year, and waste heat from refrigeration
compressors is used to heat air in the air-conditioning system.
14 INSIDE STRATA
STRATA COMMUNITY AUSTRALIA
NATIONAL
NATIONAL
Building innovation
Forward thinkers
are better prepared
Strata buildings may be static but the
obligations and regulations surrounding them
are always influx. Building Code of Australia
(BCA) requirements change, new statutes are
introduced and strata schemes are obligated to
undertake greater responsibility.
In insurance and risk management, the most innovative strata
managers and strata schemes are forward looking - anticipating
future needs and requirements and adapting the management
techniques and business practices to meet these.
Innovative strata managers and schemes are usually aware of the
risk they carry. Risk awareness is about preparation and having
the foresight to understand future risks and liabilities.
To become more risk aware, strata schemes can undertake
practices which take into account the obligations of a building
today and in the future. Examples include:
• BCA updates
• Full insurance valuation reports (based on current
guidelines and zoning requirements)
• Comprehensive sinking fund reporting
• Work Health and Safety (WHS) reporting
• Condition reports (or on new buildings defects reports)
All of these processes will ensure that the strata manager and
the scheme is aware of the future or current obligations or laws
which may impact on each lot owner’s assets and liabilities as
well as those of the strata manager. We explore these processes
in more detail below.
BCA updates
New BCA requirements are regularly introduced and are based
on discoveries around inadequacies within the current guidelines.
They are designed to protect occupiers and ensure safety and
integrity for which the building was designed. Awareness
of any changes ensures that strata schemes can adequately
insure the correct rebuilding values taking into account new
obligations, or implement changes to their sinking fund, which
enable adequate funding of future maintenance or rectification
obligations.
Some example of future cost increases are:
• Greener buildings
• Labour cost increases
New standards include:
• Green star ratings
• Fire safety requirements such as sprinkler systems
• Zoning law changes
Sinking funds
Accurate and true analysis of ongoing building costs ensures that
future maintenance and rectification is undertaken and ensures
that works are not delayed and costs don’t blowout.
Works that are put off invariably cost more and lead to other
problems. Risk aware buildings that accurately monitor and
manage such issues will be better served in the long run.
WHS
WHS reporting is important and many prudent and risk aware
executive committees are working through this. Such measures
lead to identification of problems which can be accounted for
and managed by the executive committee thereby reducing any
risk – foreseeable or not.
Conditions reporting/ defects reports
Strata schemes are responsible for common areas and building
defects which may cause injuries. Failure to identify, manage,
maintain and repair any such problems may open owners and
strata managers to liability. While negligence may be covered
by the insurer, potential fines, or even worse, criminal actions,
are not. Risk aware buildings identify and deal with these issues
before they manifest into greater problems or evolved into
litigation.
So what does this all really mean?
Being proactive and innovative in the management of a strata
scheme can have the added benefit of reducing the exposure to
risk for all those living and working in the building. This leads to a
better living environment and protects the asset and individuals
against any potential damage or exposure to financial loss.
Valuations
Full valuations will not leave owners with a costs shortfall in the
event of a total loss. Strata schemes must be aware of the true
cost and obligations associated with upgrading the building to
conform to current or future cost increases or standards.
STRATA COMMUNITY AUSTRALIA
INSIDE STRATA
15
Software
solutions
for strata
managers
Words by Peter Jordaan and Jennifer Ross
Identifying the ideal management software is
always a challenge. The right decision begins by
first identifying the precise needs and goals for
every point of interaction with your clients.
The most important factor is to consider what features will
make your business run efficiently so you can deliver on the
expectations of your clients. Other criteria to consider are:
• Functionality - ensure the software addresses your
process, management and reporting needs.
• Total cost of ownership – calculate whether the total
cost of the license or subscription fee, training, ongoing
support, and any additional modules, customisation
or third party software in addition to the core program
(eg document management) is within your budget.
• Cost savings – consider what cost savings the software
may provide. For example it may enable your clients to
more easily self service from an online portal, or it may
reduce staff overheads or other costs in the business.
• Usability – it may require additional training
or may be intuitive and simple to use.
• Data conversion – think about how your existing data
can be transferred across to the new system.
• Compatibility – does it link seamlessly with your other
office productivity and database applications?
• Reliability – check out the reputation of the
program, talk to customers and see if they are
satisfied with the software and the supplier.
• Supportability – what support is offered?
To help you decide what software might be right for you, Inside
Strata spoke to three software solutions companies to find out
what they offer:
16 INSIDE STRATA
STRATA COMMUNITY AUSTRALIA
Business solutions
StrataMax
StrataMax has always been at the forefront of software
development with one of its primary goals aimed at increasing
ease of use and efficiency.
It lists 39 functions of STRATA Master ranging from levy
processing, bulk BPay, GST reporting, web access for owners and
executive committees, integration with Microsoft products and
more.
“We are constantly introducing innovative ‘industry first’ features
that revolutionise and streamline the complex process of
managing and maintaining strata buildings. Automating
repetitive tasks that chew up manpower is just one more benefit,”
Daniel Borin, StrataMax’s Executive Director said.
What’s now, what’s next
Strata management software is increasingly building in more
social networking functionality. At the end of the day, it’s all
about building, maintaining, and strengthening communities.
And that begins by creating effective and trusted connections.
StrataMax provides a single, comprehensive integrated software
solution that contains nine business tools or modules. For
example, the core BCMax module is a complete Community
Management system that has been continually developed and
enhanced over the past 20 years. It looks after all the day-to-day
needs of a strata management office.
The next phase of strata management client web portals will
be the integration of more online systems, such as energy
monitoring, and meeting tools.
“Its features are wide and varied, ranging from basic accounting
features through to comprehensive financial reports and
budgeting,” Daniel said.
“Plus it’s incredibly robust, BCMax allows users to setup internal
procedures and utilise as much or as little of the system as
needed.”
Other modules include the StrataMax Owners Portal which
allows owners and committee members to keep up to date with
their property. Each owner is issued a unique login and password
and can access information pertaining to their lot. The StrataMax
Invoice Hub module allows committee members to approve
invoices online, anytime or anywhere.
What’s certain is that sophisticated strata management systems
will further liberate managers from more onerous tasks so they
can concentrate on the more rewarding aspects of their role,
including counseling, mentoring, and problem solving. The
future of strata management has never looked brighter.
However, those managers whose business plan incorporates a
clearly defined and continued online strategy will be optimally
placed to make the most of the great opportunities ahead.
For more information visit www.stratamax.com.au,
www.mystrata.com, www.rockend.com.au
CASE STUDY
Creating portals
Determined to streamline its client communications,
a Brisbane-based strata management company chose
to develop its own customised web-based community
portal system for each of the buildings they manage.
Called ‘Collaborate’, typically of such systems it
provides an easy way for owners and committees to
stay in touch, express opinions on issues, and upload
and download documents.
While all owners have access, different privilege levels
are assigned to committee members such that their
communications can remain “committee confidential”
if they wish. One of the system’s benefits is that all
comments by contributors are grouped with the
relevant topic, so easy historical reference is possible.
Subscribers to the system can elect to receive an
‘alert’ e-mail whenever a new topic or comment has
been added.
The company has found that enhancing community
dialogue through these portals has significantly
eased the email flow back to their strata managers, so
enabling greater time and office efficiencies.
Strataware provided by Mystrata.com
Mystrata.com CEO David Bugden says his software – Strataware
– helps managers, property owners and residents communicate,
collaborate and interact in innovative ways.
“Strataware is a powerful online community management and
accounting system,” David said.
“Covering all aspects of community management from statutory
record keeping, accounting, bank interfaces and electronic
reconciliations, e-mailing and full document management,
Strataware is an end-to-end solution for a professional
management business.”
The software is delivered using state-of-the-art “cloud”
technology, which means Mystrata.com host, maintain, back-up,
upgrade and support one version of Strataware. This technology
model significantly lowers the total cost of IT for Mystrata.com’s
clients.
The company’s latest offering ‘MyCommunity’ is a web portal
system linked to Strataware. This product enables committee
members, owners and residents to communicate and share
information and to “self-service” the administration of their home
or investment.
body corporate specialists
PKF’s specialist Property and Construction Team includes experts in
auditing body corporate/strata plans. Our extensive experience includes in
excess of 200 body corporate clients currently. We understand the relevant
reporting and tax requirements and can provide you with the support and
services you require.
Other products and services provided by Mystrata.com include
an electronic payment gateway and bespoke web portal sites for
individual buildings or real estate communities.
STRATA Master
According to the Rockend website, the providers of STRATA
Master software solutions its product is scalable to any business
size with advanced features designed by industry professionals.
The software is regularly upgraded to keep up-to-date with the
changing requirements of customers and the industry.
For more information please contact:
Kim Colyer Audit & Assurance, Partner
T (07) 3226 3561
E [email protected]
www.pkf.com.au
NATIONAL
NATIONAL
Business solutions
skills shortage
Industry
skills shortage:
what needs
to be done
Words by Gabriella Hold
working with managers to ensure that they can be upskilled. We
definitely focus on upskilling and promoting internally rather
than externally when we can.”
Case study:
Darby said in terms of developing existing staff, a fantastic tool
that is probably underutilized is online training.
Retaining Staff
“I think a large number of businesses find it hard to have their key
staff attend seminars,” he said.
“[With online] you could run large webinars with questions and
answers and it can be recorded and people can watch them in
their own time.”
But as well as education, what’s required is better promotion of
strata management as a career, according to Reena Van Aalst,
General Manager of Portfolio Management at Dynamic Property
Services.
“Unfortunately being a strata
manager is not a profession
with high public regard due to
the nature of the job itself and
public perception,” she said.
“This needs to change to attract more people into the profession.”
One way of doing this, she said, would be to offer courses at a
university or higher education level.
More education, retention of quality staff and
better promotion of strata management as
a profession is required to overcome skills
shortages in the industry, according to market
experts.
The fast growth of the industry, coupled with more complex
strata title properties means that better training facilities and
courses are needed to fill growing knowledge gaps.
“The industry is growing, so you get things like shortages in
facilities management and shortages in project management
because strata schemes are getting bigger and bigger and with
that comes a requirement to have specialised services,” said Ric
Culpitt, a former Director of SCA’ s state board in Queensland.
“People just don’t have the skills to look after huge high rises such
as ones on the Gold Coast with 4,000 or 5,000 lots. They require a
level of professionalism that the industry at the moment just can’t
match. The industry should be training, and the strata companies
should have within their organisation people that are qualified in
those areas.”
However, Michelle Cummins, General Manager of Human
Resources at Body Corporate Services (BCS) said the real issue is
obtaining candidates with the right skills in the first instance.
“When we put ads out … even if it is just for a strata assistant - we
get hundreds of applications but it is definitely the skills that are
lacking. We are finding it difficult to find anyone with the skills to
do the role,” she said.
Skills that BCS looks for in potential applicants include previous
18 INSIDE STRATA
STRATA COMMUNITY AUSTRALIA
strata experience first and foremost, or experience in a similar sort
of industry, such as banking, legal and hospitality.
“We also look for people who have stability in a work
environment… and we look to see whether they have things
like time management, good customer service skills, good
communications skills, those are the types of areas we focus on.”
Michael Darby, managing director of Quantum United
Management, said while a skills shortage exists, the “industry is
doing the right things” and it will just “take some time” before the
issue is resolved.
“I think the Certificate IV [in Property Services (Operations)] is the
right format at the moment,” he said.
“And the federal grant is going to help with that, sparking some
interest in businesses to develop their staff and get them to do
the traineeships.”
Cummins agrees that the responsibility for training also comes
down to the individual company level, noting that BCS has
provided its entire staff company-tailored training in Certificate IV
in Front Line Management, Business and Business Administration.
“We also do leadership training, we do mentoring through
external providers as well as internally, so we provide lots of
functions,” she said.
“We also identify people that we think have the potential to be
leaders within our business and we put a lot of focus on upskilling
them, right down to the personal assistant level.”
“If we think that they would be a good portfolio manager, we start
putting some training around them; give them a small portfolio,
“As developments become highly complex in structure, (and as
statistics show) there is an increasing trend of people living in the
strata schemes, the skills and qualifications of those managing
these types of developments need to be at a much higher level
than has previously been required,” she said.
“I [also] believe psychology should be included as a subject in any
course due to the high interaction with lot owners, contractors
and other professionals.”
Another important factor is putting efforts into retaining
quality staff once they have joined the organisation. Cummins
said that BCS puts a lot of effort into things such as employee
benefits, flexible working arrangements and an assistance
program. One of the most important elements is an anonymous
employee survey which assesses whether the staff understands
BCS’ purpose, its structure and its systems. An action plan
is implemented from the results and forms part of a branch
manager’s key performance indicators, she said.
“We believe the survey has added value to all staff,” she said.
“They can see that we are making steps to make the company
a better place and listening to them and listening to what they
want to say.”
Having a very open and honest culture is also essential, right up
to the chief executive officer and senior executive level.
“Part of the reason we are a successful organisation is because we
have a fantastic leader who genuinely cares about staff and that
is reflected in our retention rates,” she said.
“We have quite a lot of staff that have been with the company for
almost 25 years. People don’t stay around that long if they are
not happy and I think that’s indicative of the strong leadership
we are trying to display, especially in this type of market.”
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skills shortage
One way to combat the skills shortage is to find ways to
retain your staff. After all you’ve invested time and money
into recruitment and training so it makes sense that you
want to find ways to keep them engaged and loving
their jobs (and you the employer).
Daniel Linders, Group Managing Director at Strata Choice
said that for him the first step was to recruit the right
people.
“Having the right cultural fit is essential and the way we
achieve this is through internal promotion,” Daniel said.
“When staff outgrow their current roles there is
potentially an opportunity for them to be promoted
internally. We always advertise to internal staff first and
then if we don’t have staff who fit the role we look
externally.”
“Everyone from the new junior staff member knows that
there is a career path and what the next step is for them.”
Another way of retaining staff is to involve them in
operational decisions. Daniel said that Strata Choice has
work groups which work on a variety of areas.
“One work group decides on the direction that our
education plan will take. They decide on the topics that
need to be delivered, frequency of the training and what
different types of training are needed.”
Indeed the education runs on a points system where
staff plan and discuss with their manager what they
need to do and then what educational topics are suited
to their learning level. Putting staff in control of their
own education demonstrates that the company trusts
them to make the right decisions for their personal
development and for their role.
A recognition program also operates with staff firstly
given recognition for performance and then secondly
provided with a reward.
“Each year we hold a company conference where staff
attend a formal dinner in the evening. Those who have
been nominated for excellent performance are awarded
at the dinner,” Daniel said.
“The most important thing to remember is that
recognition and reward are things that have to be
achievable both for the staff and for the employer.”
Daniel also points out that placing accountability on
people who are comfortable in their roles and especially
the high achievers thrive from the pressure to perform.
There is also a good mix of the generations in the
company with under 2 percent from the silent
generation (those currently aged between 67 to 87), then
17 percent baby boomers, 18 percent Generation X and
11 percent Generation Y.
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19
BEST PRACTICE
I was recently in my basement rummaging through our family
history box for material relevant to an impending wedding
anniversary of some importance. I was surprised to find a 1974
brochure for Residential Unit Management (a company started in
Sydney by my mother and I back in 1973). The brochure listed the
strata management services provided for an annual fee of $52 per
unit per year, plus the additional charges for out-of-scope work.
The division of work was much the same as is offered today by
strata managers.
Innovative
Strata Management
Words by Gary Bugden
Historically, the words
‘innovation’ and ‘strata
management’ have not
sat very well together;
but history is not always
an indicator of the future.
Little has changed
As regards fees and services, allowing for inflation, not much has
changed for the better in the past 40 years ($52 then equates
to $430 today). Sadly, the same can be said for the way strata
management is practiced today by many (although not all)
management companies. Some managers still see themselves as
secretaries and book-keepers, which fits the profile of the 1970’s.
They deny the relevance of asset management, community
building and diversified services and prefer to “keep to the
knitting”.
That mindset does not sit well with innovation, particularly if we
look at it in the modern context. Wikipedia (today’s authority on
everything) defines innovation as “the creation of better or more
effective products, processes, services, technologies or ideas that
are accepted by markets, governments and society”.
Of course, innovation is not easy in any sector of business. It
requires time and resources and (because it depends heavily on
knowledge and experience) it demands the undivided attention
of the organisation’s most talented people. The capital investment
involved often fails to produce the desired commercial outcomes,
thus making it a risky undertaking.
While the emphasis in the above definition is on “better or more
effective”, successful innovation has another component – it
must provide a positive outcome to the business that sponsors it.
Many executives pursue innovation without proper regard to the
outcomes. Something that is better or more effective does not
necessarily improve the business. For example, doubling the staff
on reception may improve the customer service but at the same
time decrease the profits.
Types of innovation
In the strata management business innovation can be strategically
or operationally focused. It is always directed at improving ones
business or service offering, rather than developing a business to
business (B to B) product.
Examples of strategically focused innovations are:
• Client communication and education programs
• Driving clients to serve themselves via real time web
portals as an alternative to “face to face” service
• Devising ways to tap the self-management
segment of the market
• Expanding service offerings (eg asset
management, building maintenance, building
specific or generic concierge services and project
management services for major undertakings)
• Specialisation, such as a 5 star management
package priced accordingly.
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BEST PRACTICE
• Replacing paper mail with electronic
communications (eg E-mail, SMS and web links)
• Streamlining internal labour intensive and
time consuming work-flow processes
• Geographically centralising the customer service centre
• Departmentalised service delivery
• Increasing competitiveness by outsourcing
tasks other than core competencies
• Introducing a flexible working environment for
staff (using such things as part-time work, jobsharing and work from home) – many of which
can significantly improve productivity
• Using Voice Over IP instead of PABX telephone systems
• Becoming quality certified
• Using an intranet to enhance internal communications,
training and standardisation throughout the organisation
• Introducing the Balanced Score Card
approach to performance management
• Using “job tracking” technology so owners and tenants can
determine the status of their maintenance requests on-line.
Some strata management companies will already have tried some
of those initiatives, with varying degrees of success. Others may
be considering them as I write. And yet the thinking of others
may be way ahead of the game. The most important thing is for
the industry as a whole to recognise that there is potential for
innovation in strata management and now is the time embrace it.
Importance of Research and Development
When considering innovation, remember that Research and
Development can be an important factor. If a company is looking
to improve its revenue model, R&D can help determine the various
types of work undertaken and the costs of undertaking them as
an indicator of where revenues need to be focused. It can also
provide a range of revenue models for consideration. Similarly, if
a company wants to use technology to improve efficiency and
reduce costs, a detailed study of the various operational areas of
the business will quickly determine the priorities.
Technology itself is an important factor in innovation for business.
Many business innovations have been achieved through the
use of technology, and given the labour intensive and repetitive
nature of many strata management tasks, technology is a logical
tool of the innovator. Indeed, if you believe a study undertaken
by Dr. Will Venters and Dr. Edgar Whitley from the London School
of Economics and reported in the October 2011 edition of Forbes
Magazine “cloud computing now makes it easier (and cheaper) to
innovate”.
Finally, a cost sensitive and hyper-competitive market combined
with conservative providers is a great incubator for innovation. If
you agree that those are the features of the strata management
market today, then the time is right for management companies to
start innovating. Now is the time to lift the game.
* Gary Bugden is a commentator on strata titles and Chairman of the
technology company, Mystrata Pty Ltd.
Examples of operationally focused innovations are:
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25
green pages
The next level
in sustainable
apartments
Words by Ollie Hogue.
Australia, The Commons has the potential to reduce heating and
cooling energy consumption by up to 90 per cent. Combating
rising energy costs as well as the carbon footprint.
“The Commons will have all you would expect of an 8-star
energy rated building including solar hot water, solar photovoltaics, grey water system for toilet flushing, rainwater tanks and
hydronic heating”.
And the commitment to sustainable living will not fade once
the building is complete, with the project team taking steps to
ensure initiatives are maintained for the life and operation of the
building.
“We have taken the standard owners corporation rules and added
a decision making protocol, so that critical decisions made by the
owners corporation pass through a sustainability filter.”
Each open plan apartment has been carefully designed to
promote high-levels of natural ventilation and eliminate the
need for air-conditioners.
Playing an important role in the ongoing sustainability of The
Commons is not-for-profit organisation Moreland Energy
Foundation (MEFL).
To reduce the embodied energy of the building, finishes
will be raw and exposed. Recycled floorboards and bricks
will contribute to the target of 60% waste recycling during
construction.
“MEFL have created a comprehensive document outlining how
the project will deliver sustainable outcomes from design
through to construction and ongoing operation”, says MEFL
coordinator urban development, Peter Steele.
“The exposed finishes and use of recycled materials is really
exciting and groundbreaking. We have demolished the old brick
warehouse that was on the site previously, and we will be using
some of the old bricks as cladding for the new façade.” A rooftop
garden promoting shared activities has been chosen over typical
inner city apartment luxuries like gyms, pools and tennis courts.
“We advocated strongly for the project to look beyond design
initiatives, to ensure strong consideration was given to how
people would be supported in living sustainably once the
project was operational.”
“The green roof on The Commons is unique in that it will act to
naturally cool and insulate the building, whilst providing a space
for residents to interact, BBQ and grow their own produce”.
The rooftop will also house a communal laundry of eight energy
efficient washing machines, contrasting the one per unit of
a typical modern inner city development. Residents will use
external clotheslines rather than clothes dryers.
But it’s the approach to transport that is perhaps the most
intriguing.
“All residents receive yearly
public transport passes and a
car-share membership as part
of their owners corporation
fees.”
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green pages
MEFL will hold workshops for residents in the first year,
introducing key sustainability ideas and guidance to make the
most of the buildings features.
“Our support will provide residents with a sense of impact about
the day-to-day decisions they make, including what appliances
and other products they buy, where they shop and what they
eat. These elements are just as important as the design features
of the building.”
The owners corporation will also be required to consider
contractors and suppliers that address sustainability and social
issues in their operations.
The off-the-plan project is due for completion in 2013. Tasked
with marketing the project is Onder Ozmetin from Fitzroys Real
Estate.
“With just a few units left there’s clearly been an amazing
response from the market. More and more buyers are seeking
developments which consider sustainable living,” he concluded.
Car parking spaces have also been traded for an inviting ground
floor environment of bike racks and visitor showers.
A residential apartment building that combines
eco-friendly living with a sense of community
might feel like a rare find for the average inner
city dweller, but a development in Brunswick is
about to change all that.
Featuring highly efficient building design, stacks of energy
efficient technologies and unique transport options, The
Commons is expected to set new standards for sustainable city
living when completed in 2013.
“At the heart of the project is the idea of building a community
for the residents in an environment that pushes the boundaries
of sustainability”, says the building’s designer, Jeremy McLeod,
director of Breathe Architecture.
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“It’s a zero carbon, zero car project providing social, economic and
ecological benefits.”
Located six kilometres from the CBD, the 24-unit apartment
block is being developed by Adam Borowski of Melbourne
company Small Giants.
“The project offers a more sustainable way of constructing
medium density housing in Melbourne without losing
commercial viability”, says Borowski.
“The development is close to Anstey bike path – a key
thoroughfare for commuters into the city. We’re adding
landscaping and rest areas along the bike path, to be enjoyed by
residents and daily commuters.”
“It really is a car-free development, which is rarely seen outside of
the CBD”.
“The intention is that residents will have an ecological footprint of
one-quarter of a typical two bedroom suburban house.”
With an 8-star energy efficiency rating – among the highest in
Correction
An article titled “It’s an emergency – or is it?” appearing on page 26 of the Queensland edition of Inside Strata for February/March
2012 was incorrectly attributed to Michael Kleinschmidt as author. Since the article was printed it has been brought to the editorial
team’s attention that the article was in fact written by Jane McDonnell. This was not clear on the original copy.
STRATA COMMUNITY AUSTRALIA
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29
Insurance
update
In late March the Federal Government tabled its second report
into the affordability of residential strata insurance following
a series of public hearings in far north Queensland and one in
Canberra early in the new year.
SCA Chief Executive Officer, Mark Lever said at the time that the
report demonstrates the urgency of the matter and highlights
the serious impact these costs are having on communities in
north Queensland.
“We welcome the recommendations which back SCA’s call for
urgent government action to deal with the issue. Any relief for
apartment owners would be very welcome at this point in time,”
Mr Lever said.
“As the report states it is clear from the evidence received that
residential strata title insurance increases are seriously impacting
people’s livelihoods and that any further premium rises will
exacerbate the situation further.”
Throughout the inquiry, the Committee was moved by personal
stories of the hardship and fear caused by successive insurance
premium increases. The large number of people who attended
the hearings confirmed the magnitude of community concerns
and the extent to which people are being financially and
emotionally impacted.
Mr Lever said that the recommendations also put pressure on
the Federal Government to provide a whole of government
response.
Amongst the recommendations are calls for a number of
agencies such as the Australian Competition and Consumer
Commission (ACCC) and the Australian Prudential Regulatory
Authority (APRA) to conduct reviews into the behavior of insurers
to look at why there have been insurance premium increases and
ensure there is no anti-competitive behavior taking place.
The report also challenged Queensland’s political leaders to
agree to a 12 month moratorium on the 7.5 percent stamp duty
charged on strata title insurance for properties to provide some
short-term relief. New Queensland Premier Campbell Newman
claimed in mid-April that market forces would correct high strata
title insurance premiums. SCA denied this citing evidence that
suggests the current insurance renewal cycle is tougher this year
than last.
SCA will continue to engage with both the Queensland and
Federal Governments on this issue as well as working with
the various agencies as they undertake the recommended
investigations.
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NSW Executive Officer’s & PRESIDENT’s report
New
Tasmanian
Chapter
SCA (Tas)
Best of breed and innovation
David Ferguson, SCA (NSW) President
A Symposium in Launceston in late March marked the first
Annual General Meeting of the new Tasmania Chapter and the
election of the first Executive. Congratulations to Craig Terry,
Nigel Burridge, Mike Steele and Kym Keane on their successful
appointment to the Chapter Executive and in particular to Mike
Steele on his appointment as the Chapter President.
New Northern
Territory
Chapter
SCA (NT)
by the NSW Government. This is certainly
something that every strata manager needs
to have in his or her tool kit and while it is not
definitive it does provide some good initial
answers.
Of course the first thing that comes to mind is
this magazine. We started this some time ago
and quickly moved it from a newsletter to a
magazine thereby giving it some value which
advertisers would be quick to recognise and
want to be a part of.
Finally the development of the online
training course for executive committees is
another example of best of breed. Certainly
it is something that we can provide as a
framework for the other states so assist them
provide the education to lot owners and
executive committees that is both needed
and wanted.
Another which comes to mind is the “Who’s
responsible?” guide which has been adopted
We are on the verge of something great with
national licensing and I for one am looking
forward to sharing the best with the rest.
Until next time …
Strata law review begins
Suresh Manickam, SCA (NSW) Executive Officer
The first phase of the NSW strata law
consultation closed at the end of February.
The Minister for Fair Trading, Mr Anthony
Roberts, MP, reports that the online
consultation, which was managed by public
policy think tank, Global Access Partners (GAP)
through its ‘open forum’ website, received
more than 1,200 comments.
GAP is currently preparing a report to present
to the Minister in April. The report will cover all
issues raised, including various problems and
proposed solutions.
The Northern Territory has also moved to create a new Chapter
with all states and territories now having SCA representation.
SCA (NSW) has been advised that the topics
range from day-to-day community living
problems people experience, like noise and
parking, through to governance matters
including meeting procedures and conflicts
of interest.
In mid-April, SCA director Colin Archer and CEO Mark Lever
hosted a well-received briefing in Darwin for more than a dozen
strata managers and business principals who agreed to join the
new chapter. Once all membership applications are in, they will
form a committee and choose a president.
The market in the NT is all about coping with rapid growth in
a place that has embraced strata living like no other. Darwin’s
skyline now looks like that of a city many times its size with
medium and high density development providing well over half
of all new housing for the past decade. Scheme renewal is high
on the agenda of the NT government, which has welcomed the
creation of the SCA chapter and the opportunity to tap into the
collective expertise of a national industry.
The theme for this edition of Inside Strata
is innovation which got me thinking about
what SCA (NSW) has achieved over the past
few years which we can share with the other
state bodies.
It was this innovation that has led to the
magazine becoming the one national
edition which you are reading now. It also
demonstrates that we can take our best of
breed – those tools we have developed
over time and refined – and share them. This
creates a benefit for all.
By all accounts the Symposium was a great success with 30
delegates attending to hear keynote speaker MP Attorney
General, Brian Wightman, Minister for Justice, Minister for
Environment, Parks and Heritage. The Attorney General
welcomed delegates to the Symposium and to Launceston, and
discussed the status of the Tasmanian strata industry.
Mr Wightman noted in particular that Tasmanian strata managers
are to remain unregulated with Tasmania not adopting national
licensing at this stage. Industry figures show that Tasmania has
8.65% of strata housing, 7,857 bodies corporate and 28,909 lots.
NSW
NATIONAL
National update
The report will also cover questions about:
how to promote urban renewal while
NSW BUSINESS PARTNERS
protecting individual owners’ interests;
reducing unnecessary red tape for
owners corporations, at the same time
as strengthening executive committee
accountability and improving the systems for
enforcing by-laws and chasing up overdue
levies.
Information from the report will be fed into
the government’s review, with a discussion
paper due for release in mid-2012 to provide a
more formal consultation process on potential
reforms to the laws. SCA (NSW) will have more
exciting information for members on this
mid-year release soon.
SCA (NSW) is privileged to be holding a
special lunch at NSW Parliament House on
Tuesday, 19 June 2012 hosted by the Minister
for Fair Trading, Mr Anthony Roberts, MP. The
Minister will make an announcement about
the next stage of the NSW strata law review.
NSW GOLD SPONSORS
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37
working together
Member update
Words by Ollie Hogue
Around NSW
Strata Owners Chapter – now recruiting
SCA (NSW) is focusing its efforts on boosting the membership
of the new Strata Owners Chapter, which is a new category of
membership for people who own one or more lots in a strata
or community title scheme and especially those who sit on the
executive committee of their scheme.
Benefits include:
• Free online executive committee training
• Invitations to events at special SOC member rates
• Networking opportunities with other lot
Riddled with concrete issues, the 1960s apartment block in Sydney’s Eastern
suburbs of Maroubra was calling out for repair.
Riddled with concrete issues, the 1960s apartment block in
Sydney’s Eastern suburbs of Maroubra was calling out for repair.
But rather than fix the problem and move on, the owners
corporation chose to completely reinvent the building, and
in turn, redefine the way owners corporations treat remedial
projects.
“Although the building was structurally sound there were external
areas that needed treatment”, says Dallas Bromley, Secretary of
Lurline Bay Apartments Executive Committee.
“So, at the owners corporation AGM, it was approved that
architects be engaged to advise on the various levels of work for
the owners to consider”.
An executive sub committee was also established to act
on behalf of the owners and David Terry from GK Strata
Management was engaged to financially manage the major
building works.
Three options were proposed but only one offered increased
amenity and value to the owners, says Bromley. The other two
options would have returned the building to its original state.
“One of the key elements was having a group of owners who
were open to maximising the building’s potential”.
“But it was still a lengthy process of consultation, regular
communication and meetings to get all the owners to approve
the cost plan and scope of works”.
The new design of the building included all 21 lots, each of
which faces the ocean. A special levy was raised to achieve
the work.
“One of the main difficulties was the interface between the
old building structure which would remain, and the new
construction of the additional area which ran the entire length of
the building”.
But once a design that reflected the waterfront location was
agreed, demolition of the entire front facade was carried out and
construction began.
“When the scaffold was finally removed and the new look
building was revealed, owners were astounded”.
40 INSIDE STRATA
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The end result was a fully renovated exterior, including new
terraces facing the ocean and wall-to-wall sliding glass doors in
all apartments, new entry and foyer, newly constructed lift shaft
and lift to all floors, a new roof, and remote garage doors.
“The building is completely reinvented, owners have significantly
enhanced lifestyles and the long term maintenance will be
minimal”.
“The executive committee deserve a lot of credit for what’s been
achieved. It’s just a fantastic example of an owners corporation
working together to invest in their building,” said Terry
“The project is already inspiring other owners corporations in the
area”.
owners, strata managers and suppliers
• Invitation to the complimentary Christmas party
• ‘Around the Grounds’- fortnightly
e-newsletter from SCA (NSW)
• Copy every two months of Inside Strata magazine
• Access to the online directory of
suppliers and strata businesses
• Access to fact sheets
• Use of the strata ‘Works Agreement’ template
• Membership certificate (electronic)
• Input into strata policy development
• Voting rights pursuant to the NSW Constitution
NSW
NSW
Harmonious
living with
construction
Further IPART strongly supports measures that will help to limit
electricity prices increases while maintaining the viability of the
electricity retail industry.
Water charges also up
IPART has also released a draft determination on the prices that
Sydney Water can charge for providing water and related services to
its customers during the four years from 1 July 2012 to 30 June 2016.
Of particular interest to strata schemes is the price restructuring
which will affect lot owners with a shared water meter.
IPART considers that all residential customers receive equal
benefits from the availability of a water supply service in their
home, and so should all pay the same price for this availability,
regardless of the legal property status of that home.
Sydney Water charges customers who share a meter a share of a
meter based charge while those with individual meters pay the
same standard charge as a stand-alone house. On average, those
customers on shared meters pay around $70 per year. However,
some pay as little as $5 to $10 a year. This imbalance influenced
IPART’s decision to introduce a standard water service charge for
all residential customers. As a result, many households in units
with a common meter will now pay a higher water service charge
than before. Those in houses and individually metered units will
pay a lower water service charge.
A final decision on this will be released in June 2012.
SCA (NSW) is encouraging its strata manager members to
sponsor the first two years membership fee for the entire
executive committee of some of the larger schemes they
manage. The modest fee of $100 for two years for the
committee is certainly within the budgets of most companies
and an excellent way of giving something back to the schemes
they manage.
Individual memberships are $50 for two years and are also
welcome.
The benefits for strata managers include better communications
between themselves, their executive committee and SCA (NSW).
A spin off is that by SCA (NSW) having more direct ties with lot
owners it can better represent consumer issues to government
policy-makers.
More information and access to the online application form are
available at www.sca.stratacomunity.org.au
Electricity charges up
The Independent Pricing and Regulatory Tribunal (IPART)
announced recently that electricity charges in NSW would be
increasing from 1 July 2012 by around 16 percent.
IPART said that price increases were necessary because in recent
years, electricity retailers’ costs have increased significantly and
are expected to continue to rise in coming years. This is being
driven primarily by the continuing rise in electricity network
charges and the costs associated with green schemes. These
costs must be passed on to consumers in the form of increased
electricity prices, if the retailers are to remain financially viable.
It says that it recognises that the percentage rise in average
electricity bills is likely to outstrip the percentage rise in average
household income and therefore many households will spend
an increasing proportion of their income on electricity bills,
particularly those in low income, high consumption households.
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41
Around
Victoria
National licensing of strata managers
The Council of Australian Governments (COAG) reform of national
licensing is a regulatory rationalisation and reform program that
will remove inconsistencies across jurisdictional borders and
allow for a much more mobile workforce. The occupation of
strata manager is one of the priority occupations for reform and
was originally set to commence from 1 July 2012 however that
date has now been abandoned and we are waiting on a new
date to be announced by the Federal Government.
Currently the proposal is that strata management will be a
separate license category - not an endorsement of a generic real
estate licence. Licensing will be for the business and required
only for principals or nominees in effective control of a practice.
There will be no individual practitioner licences for strata
managers working in a business. The Certificate IV Property
Services (Operations), developed specifically for the strata
and community title management industry, will be the strata
qualification. There will be no requirements for experience.
Tasmanian news
The COAG decision to establish national licensing agreed that
all current holders of state and territory licenses would be
transitioned appropriately into the new licensing structures to
ensure that they continue to be able to undertake their current
work. The details of these transitional arrangements are still
being developed.
The current Victorian proposal is to grandfather existing Business
Licensing Authority registered strata managers. All new licence
applications received after the implementation date will be
required to meet the eligibility requirements for a National
Occupational Licensing Scheme [NOLS] licence.
Regarding the separate and parallel project underway that
complements the national licensing project, it aims to harmonise
the conduct provisions that apply to businesses that are part
of national licensing. One of these relates to Management &
Supervision. The proposal that there be a requirement that a
licensed person would be needed at every “place of business” is
now off the table. So a corporate branch office would not need
a licensed person. However, franchising is a different story and
each franchise will need a licensed person.
Consumer Affairs Victoria (CAV) Real Estate practice
round table
SCA (Vic) is represented at the CAV convened Real Estate practice
round tables, along with other peak and statutory bodies.
These forums aim to improve the operation and practice of laws
and policies that regulate the sale and transfer of real estate
in support of the Government’s key policies on real estate
regulation and practice. This meeting covered a number of
issues, as well as the progress on delivering Government policy,
and developments in the policy and regulatory area.
Law Institute of Victoria (LIV) teams up with SCA (Vic)
The LIV’s Property & Environmental Law Section has an Owners
Corporation (OC) Working Group that has developed an OC
Position Paper. Using the SCA (Vic) Policy Position as a starting
base, this culminated in these peak bodies jointly making
submissions to and meeting with Consumer Affairs Victoria on
OC law reform.
In particular, favourable progress was made on the
following issues:
• Proxies for committee meetings
• VCAT default judgements in undefended matters
and enabling adjudication on the papers
• The ability to levy extraordinary fees when
expenses are created by owner(s)
• Maintenance plans and maintenance funds
• Removing the antiquated requirements of common seals
• The level of public liability insurance for
prescribed owners corporations
• The power for owners corporations
to bring legal proceedings.
44 INSIDE STRATA
STRATA COMMUNITY AUSTRALIA
VIC / TAS
VIC / TAS
Victorian news
Hobart capital city
plan 2011-2040
The Tasmanian Planning Commission (TPC)
has released a draft Hobart Capital City Plan
2011-2040. The draft plan sets out the short,
medium and long term planning strategy for
Hobart, including land use, public spending
and the direction of private investment and
planning reform.
Tasmania overall has an estimated population of approximately
500,000 people, divided almost equally between the north
and south of the state. It is the smallest of Australia’s six states
with much of the population living in regional centres. Greater
Hobart’s population is about 220,000.
When it comes to housing, Greater Hobart is one of the least
densely settled capital cities in Australia with one of the highest
proportions of single, detached dwellings. Although the average
household size is decreasing, and the population is ageing, the
majority of residential developments continue to occur at the
urban fringe.
As for housing choice, the plan notes that Hobart is a
geographically dispersed city with a low level of housing density.
The majority of new residential development continues to occur
on ‘greenfield’ sites at the city’s periphery.
Tasmanian strata sector
For our Tasmanian members, have you ever wondered at the
composition of the Tasmanian strata sector? These two charts
estimate the split between strata scheme types – one for
schemes and the other for lots. The charts are based on data
sourced from a “National strata & community data” report
by the City Futures Research Centre of UNSW, which used
information provided by the Land Titles agency.
Establishing a settlement boundary and changing the housing
paradigm to emphasise infill and inner-city development will
support greater housing choice and improve affordability.
The figure shown, from the Australian Bureau of Statistics
2006 Census data, shows Housing Stock versus Household
Configuration.
Despite a higher than average percentage of sole occupancy
households, Tasmania continues to have the highest percentage
of separate housing stock in Australia creating stress on
household budgets through a higher cost of living associated
with such stock.
Tasmania has 25.9% of households as sole occupancy, but only
12.8% of its housing stock is conjoined. Comparatively, Victoria is
more balanced with 23.3% of households as sole occupancy, and
22.6% of housing stock conjoined.
In terms of dwelling density for Greater Hobart, in order to
develop a more sustainable model of development, the Regional
Land Use Strategy for Southern Tasmania imposes a minimum
density of 15 dwellings per hectare in existing built areas and 25
dwellings per hectare for new development.
STRATA COMMUNITY AUSTRALIA
INSIDE STRATA
45
government update
STRATA MANAGER PROFILE
QLD
QLD
Simon Barnard
Update from the Office of the
Commissioner for Body Corporate
and Community Management
COMPANY: Hartley’s Body Corporate Management
POSITION: Principal and Managing Director
YEARS IN THE INDUSTRY: 11 years
Robert Walker, Commissioner for Body Corporate and Community Management
I remember watching a DVD of a
leadership Forum in QLD and saw James
Freestun as MC and Kerri Anthon giving a
talk on how she started from her kitchen
table and how she had got to where she
was today. This inspired me that it could
be done and the only barriers would be
ones I put in front of myself.
New practice directions for dispute resolution service
In early April I will issue 11 new practice directions for internal
dispute resolution and the dispute resolution service. The new
practice directions will join the 22 practice directions issued in
2009.
Details of the seminars are as follows:
Sunshine Coast
Date: Monday 23 April 2012
Practice directions may be made by the Commissioner
pursuant to section 233 of the Body Corporate and Community
Management Act 1997.
Time: 10:00am – 12:00pm
The 11 new practice directions cover a range of issues including
internal dispute resolution, debt disputes, the process for seeking
authority for alternative insurance arrangements, complex
disputes and standing of parties. Once issued, the practice
directions will be available on the Justice Department’s website
at www.justice.qld.gov.au/bccm.
Gold Coast
Information seminars
I am pleased to announce details of the BCCM Office’s 2012 body
corporate information seminars. The seminar program will be
conducted around Queensland in late April and early May 2012.
As well as providing general information about bodies corporate
and how to avoid and resolve disputes, the free seminars will
also give an overview of the Body Corporate and Community
Management (Specified Two-lot Schemes Module) Regulation
2011 (the two-lot module) which commenced on 28 February
2012, and the 11 new practice directions mentioned above.
Current and prospective owners, occupiers, committee
members, and anyone else involved in community titles
schemes, are invited to attend.
Please email the Commissioner’s Office on [email protected].
au or call 07 3227 7899 to register your interest in attending one
of these seminars, or for more information.
Of course you don’t need to wait for a seminar to get more
information on body corporate issues. Our website has a
wide range of publications and online training modules. And
our knowledgeable Information Service staff can respond to
individual queries about the body corporate legislation on free
call 1800 060 119 or in writing.
50 INSIDE STRATA
STRATA COMMUNITY AUSTRALIA
Most memorable moments in the
industry?
Venue:Maroochy Surf Club, 36 Alexandra Parade, Maroochydore
Date: Friday 27 April 2012
Time: 10:00am – 12:00pm
Venue:Currumbin RSL, Currumbin Creek Road, Currumbin
Cairns
Date: Monday 30 April 2012
Time: 10:00am-12:00pm
Venue:Holiday Inn, Cnr The Esplanade & Florence Street
Townsville
Date: Tuesday 1 May 2012
Time: 10:00am – 12:00pm
Venue:Jupiter’s Townsville Hotel, Sir Leslie Theiss Drive
Brisbane southside
Date: Thursday 3 May 2012
Time: 10:00am – 12:00pm
Venue Carina Leagues Club, 1390 Creek Road, Carina
Brisbane northside
Date: Friday 4 May 2012
Time: 10:00am – 12:00pm
Venu:eKedron Wavell Services Club, 375 Hamilton Road,
Chermside
Tell us about your first job in the strata
industry:
As the Chairman of a body corporate
committee I remember going to a
meeting and the committee were
discussing how they wanted to change
managers and I innocently said I would
be happy to step in and take it over
to help out. After the meeting when
everyone had left I realised what I had
just committed to. Thankfully I have not
looked back since.
What motivated you to join the
industry?
Following my decision to manage my first
scheme I was exposed to the diversity
of the industry and saw an opportunity
to use my skills gained from working in
retail for 23 years while at the same time
embarking on a new career path.
It was exactly the change I had been
looking for. After establishing Hartley’s
Body Corporate Management I joined
what was then the CTIQ - now SCA
(QLD) - and was hungry to get as much
knowledge as possible through seminars
and training.
This is hard as there have been so many
but ones that always come to mind are
attending the NCTI (now SCA) national
conference in Darwin and the United
States’ Community Association Institute
conference in Las Vegas two years ago.
What do you love most about the
industry?
The feeling of encouragement and
mateship amongst people within the
industry that compete commercially
against each other every day but can still
get together, socialise and create events
for the industry as a whole. It’s like a
second family when you need support
and help there is always someone there
for you.
Most useful piece of advice you’ve ever
received?
It’s about the way you ask the question.
How has the industry changed since
you first joined it?
One word Government Compliance.
Oh! That was two sorry. Over the last
three years there have been at least five
significant changes to regulations covering
strata in QLD alone.
What changes would you like to see?
More regulation and controls over the
professional standards within the industry
and the removal of restrictive legislative
red tape that burdens owners and
managers.
What is your vision for the future of the
industry?
Strata is such an exciting and constantly
changing industry. I am committed to
ensuring we continue to educate and train
our members and stakeholders to improve
professionalism and industry standards.
Who has been your greatest influence
in your working life?
Franklin Covey and my fiancé Wendy.
In what state is your work/life balance?
Great! I have a fantastic team I can rely on
in the business and we support each other
to ensure we all have the work life balance
we need.
How do you unwind outside of work?
When you run your own business it’s
hard to find a work life balance but it’s
important you find time to enjoy the
company of friends and family. We love
camping and find this a good way to stay
grounded and appreciate what we often
take for granted in life.
When was your last holiday, and what
did you do?
Thailand last November: just relaxed and
lazed around the pools and beaches.
STRATA COMMUNITY AUSTRALIA
INSIDE STRATA
51
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56 INSIDE STRATA
STRATA COMMUNITY AUSTRALIA
STRATA COMMUNITY AUSTRALIA
INSIDE STRATA
57
Get noticed in
the strata industry
in your state or
across Australia
IS
NSW
Inside Strata Booking form
Inside Strata is distributed to around 5,000 people in
the strata and community title industry - from strata
managers to industry suppliers and now increasingly to
owner occupiers and investors.
& ACT
Advertising booking details
_________________________________
_________________________________
_________________________________
_
_________________________________
______ Classified Title ___________
Postcode ________________
______________
___________
State
__
_________________________________
_____________
Address ______________________
___________
___________
____ Fax ______________________
_________________________________
Phone ______________________
_________________________________
_________________________________
_________________________________
_
Email ______________________
_________________________________
___ Date ______________________
_________________________________
Signed ______________________
Company Name ___________
_________________________________
Contact Name ___________
ta
Inside Stra
Advertisement deadlines
WEEK 2
ING KIT
ADVERTIS National
EDITION
TICK
February
April
June
August
October
December
Full page
Half page
Full page
- Inside front cover
Quarter page
11 March
4 March
13 May
6 May
8 July
1 July
9 September
2 September
11 November
4 November
SIZING
(WIDTH x HEIGHT)
NATIONAL
(TICK)
NSW & ACT
(TICK)
210mm x 297mm
- Inside back cover
- Back cover
- Inside magazine
Half page
Third page
Quarter page
Classified
Classified
22 January
15 January
Artwork specifications
PAGE SIZE
Third page
WEEK 1
Advertorial – full page
Advertorial – half page
Advertorial – third page
The only other way to potentially get that sort of coverage
is to take out an advertisement in The Australian or
Australian Financial Review but that would cost 10 times
the price and not be guaranteed to get you before 10,000
of the right eyeballs.
210mm x 148mm
210mm x 100mm
100mm x 138mm
51mm x 55mm
210mm x 297mm
210mm x 148mm
210mm x 100mm
Inserts
cations
Artwork Material Specifi
files with all fonts
as: High-Resolution PDF
Artwork files are to be supplied Please outline any non-postscript fonts
only.
only, 300dpi at
embedded. Post script fonts
Images are to be CMYK colour
including those in eps files.
3mm bleed required.
to process. No RGB colours.
100%. Convert spot colours
ons may result in
SCA in the above specificati
Material not supplied to
d for quality.
and cannot be guarantee
additional production charges
required.
if
produced
be
to
SCA can arrange for artwork
policy
Payment and cancellation
must be paid at the
for all advertisements and
Payment in full is required
will only be held for a
is due. Advertising space
ns on all contracts
same time as the artwork
a signed contract. Cancellatio
for all cancellations.
maximum of 24 hours without
requires two (2) weeks notice
will incur a 50% charge. SCA
If your business operates in two or more Australian states
or territories then consider taking out an ad in Inside
Strata. Alternatively, advertising within your state is also
available but be quick.
February 2012 edition advertising closes soon and could
cost you from as little as $1,511.40 for a national ad - that’s
a tiny 0.3 cents per person you are reaching.
Simplify your life and make the
switch to StrataMax software.
Why do more and more companies
continue to switch to StrataMax?
The reasons are simple:
One: We are the leading provider of software and financial services to
Over 300,000 lots are now managed
using StrataMax software.
“We recently moved our entire
portfolio across to StrataMax
Services.The highly experienced
and knowledgeable StrataMax
training team gave us great
support throughout the transition.
The ongoing support and training
that our staff have been receiving is invaluable.”
DAVID TERRY, DIRECTOR,
GK STRATA MANAGEMENT
Ask us about special deals on block bookings.
the strata industry - and have been for 20 years.
Two: We don’t rest on our laurels. Our aims are always the same. We
not only seek to automate repetitive tasks that chew up manpower, we are
constantly introducing innovative features that revolutionise and streamline
the complex process of managing and maintaining strata buildings.
Three: We make the transition to our proven software and service a
breeze - with dedicated support and training teams, and free online training.
Four: You don’t have to shop around for extra software. It is all
included in the one integrated package. Nine integrated business tools
or modules together provide the most powerful, cutting edge software
available to strata managers.
Enjoy an obligation-free demo: Like to see StrataMax
SCA as follows:
For more information contact
community.org.au
Email: insidestrata@strata
02 8904 0490
Phone: 02 8904 0450 Fax:
Contact SCA on (02) 8904 0450 or
email [email protected]
and ask for our rate cards and booking forms.
in action, and find out how you could streamline your business and make it
more cost effective? Simply phone us on 1300 624 890. If you’re attending
the SCA National Convention in Adelaide you can also drop by our display
booth for a demo.
We can even help you design your ad for an additional fee.
Our innovative Invoice Hub lets
committee members approve invoices
online anytime, anywhere.
Phone: 1300 624 890
Email: [email protected]
The complete strata management solution.
58 INSIDE STRATA
www.stratamax.com
STRATA COMMUNITY AUSTRALIA
O F F I C E S I N N S W, V I C T O R I A & Q U E E N S L A N D