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your business, your lifestyle











And the WINNER is… Wanderers for sale

Business chamber backs Western Sydney airport


THE campaign for a Western Sydney Airport at Badgerys Creek has been backed by the NSW Business Chamber which claims the expected jobs shortfall of 320,000 jobs by 2036 won’t be realised without significant attention to creating jobs in Western Sydney. Deloitte’s Kate Hill’s provides a detailed analysis of the benefits of a Western Sydney airport.

Forget Hollywood, we now have Parrahood


THE rolling out of the red carpet by Parramatta City Council to the movie and TV sectors is paying off with a spectacular increase in the number of films, TV shows and commercials shot in the city. The city’s popularity can be attributed, in part, to a drive by council to transform it to a creative city.

Are you personally up to owning a franchise?


MANY people see money to be made from owning their own business. Some people have the idea franchising means making a lot of money with minimum effort. Successful franchisees tend to leverage their own abilities and those of the system, say experts. Lawyer, Steve Brown examines the personal qualities that can lead to franchisee success.

WSABE 2013 Commonwealth Bank Business Of The Year

Matthews Folbigg

Special 20 page commemorative edition inside



Book a FREE business consultation and have a coffee fee RZ ZLWKWKH(FRQRPLF'HYHORSPHQWWHDPWRoQGRXWKRZ

Less than three months to NSW Open at Hills


THERE is less than three months until the 2013 Gloria Jean’s Coffees NSW Open kicks off at Castle Hill Country Club. Some of Australia’s leading professional golfers will return from their overseas commitments in readiness to perform in front of home crowds. Organisers are busy preparing a range of family activities .for this iconic event

Discuss how your business can gain access to market intelligence, local economic and demographic information, population forecasts, business workshops and networking events. For more information call the Economic Development team at The Hills Shire Council on 02 9762 1108 or email


Outstanding service delivery, a regional standout! By Mike Walls HE wait is over! The winners of the 2013 Western Sydney Awards for Business Excellence have been decided at a special gala event held at the WatervieW in Bicentennial Park on September 10. This year’s coveted Business of The Year Award goes to Parramatta law firm, Matthews Folbigg, in particular the Workplace Solutions practice headed by Fay Calderone. In deciding the winner the judges paid tribute to Matthews Folbigg’s outstanding growth over the last three years which was built upon a client focussed model. The firm has demonstrated an intimate knowledge of the Western Sydney market and have demonstrated outstanding service delivery, the judges said. “Matthews Folbigg has consistently showed a commitment well beyond being a normal corporate citizen, demonstrated by their longstanding commitment to the Salvation Army’s efforts in Western Sydney,” the judges said. “Matthews Folbigg is a standout in their field in Western Sydney. President of Parramatta Chamber of Commerce, Roger Byrne said Matthews Folbigg had demonstrated the hallmarks which had seen the WSABEs develop into the region’s premier business awards over the past 23 years. “The Parramatta Chamber of Commerce congratulates all the entrants in the 2013 Western Sydney Awards for Business Excellence (WSABE’s) which are now in their 23rd year,” Mr Byrne said. “There is a long and proud history with these awards of helping and supporting business in Western Sydney and we would encourage all the finalists and winners to make the most of the exposure that the awards will bring them.



Parramatta Chamber of Commerce president, Roger Byrne.

Fay Calderone from Commonwealth Bank Business of the year, law firm, Matthews Folbigg.

Mr Byrne said businesses that achieved finalist and winner status had attained a competitive advantage within their industry sector. “Even the process of applying for the awards provides and (out) the chance to objectively look at your business which many owners might not get the time to do in the normal work environment. We would encourage all finalists and winners to make the most of this exposure. The WSABEs are the only awards run by business for business. Currently in their 23rd

year of success, the awards showcase dynamic small, medium and large businesses from across Sydney’s Greater West, and beyond. They give recognition to businesses that strive for excellence and have achieved sustained growth as a result. Originally named “The Parramatta Regional Awards for Business Excellence” the awards were established in 1991 and in the last three years have grown to include the Greater Western Sydney Region.

The awards recognise excellence in those areas of business practice that are shared by all business, such as: • Business standards. • Business operations or quality management. • Customer service. • Advertising, marketing and sales. • Corporate/environmental/social responsibility and sustainability. • Innovation. • Corporate/business culture and/or staff training development. In 2010 Minister for Western Sydney David Borger welcomed the expansion of the Awards for Business Excellence program to the greater west and this support has continued with The Premier and Minister for Western Sydney, Barry O’Farrell. Companies and businesses of all sizes across the region are eligible to enter the awards program to demonstrate that they are strong players in Australia’s third largest regional economy. This year, once again, winners of the Western Sydney Awards for Business Excellence, in aligned categories, progress as North Western Regional finalist’s directly to the NSWBC State Awards. The WSABEs are known for uncovering outstanding and innovative companies that collectively generate millions of dollars’ worth of investment in the region, bringing with them significant exposure and recognition.  This Awards program pays tribute to the businesses whose contribution is vital to Western Sydney. These companies are propelling the continued economic prosperity of Western Sydney. Western Sydney is a region bursting with talent, opportunity and potential. As a key growth region in NSW with over 1.9 million people, it is the home to more than one in 11 Australians. Continued on page 3



Winners are grinners: a selection of the finalists for the 2013 WSABEs celebrate their success. PHOTOS by Milestones Photography.

Continued from page 2

Parramatta Chamber of Commerce is committed to making Western Sydney the powerhouse of the Australian economy, a place where people can find jobs, progress careers and raise families. Congratulations to the participating companies whose drive for excellence provides great rewards for the on-going prosperity of Greater Western Sydney and we urge all Western Sydney companies to consider taking up the challenge to enter the 2014 Western Sydney Awards for Business Excellence”. Mr Byrne paid tribute to the WSABE’s major sponsor Com-

monwealth Bank of Australia and also to the WSABE’s media partner, Western Sydney Business Access (WSBA). “CBA who has partnered with us for a number of years in helping the awards grow and we look forward to working with them in the years to come,” Mr Byrne said. “We would also like to thank all our category sponsors for their contributions and our media partners for providing ongoing coverage of the event and raising the profile in Western Sydney. “We are especially proud to be able to collaborate with WSBA on this awards special feature which is a tribute to the finalists and winners of the 2013 Awards.”


Client tributes to the Commonwealth Bank 2013 WSABE Business of The Year, Matthews Folbigg “As a leader of the firm’s Workplace Solutions practice, Fay advises clients ranging from SMEs to large employers on all issues affecting the workplace including employee entitlements, performance counselling/ disciplinary matters, management of discrimination, OHS, bullying and harassment in the workplace and has extensive experience assisting clients with workplace change projects and advising on risk minimisation strategies.” “Matthews Folbigg have always been dependable, straightforward and honest and consistently provide sound

legal advice. They readily grasp relatively complex workplace issues and their legal research is done thoroughly and efficiently and is delivered in a timely manner. They also routinely provide well-written, wellstructured and well-reasoned legal opinion and advice which we are able to act on in practical situations.” “At all times in dealing with Fay and the Workplace solutions Team I have found their support and guidance to be extremely professional in nature and they always present a balanced view for consideration to ensure the best decision

can be made depending on individual circumstances.” “We have a deep sense of trust and confidence in the services Fay and her team provides. Fay brings a breath of fresh air to employment law and is very transparent in all her dealings. She is also an excellent communicator regarding letting her client know the timeframes to receive advice.” “Fay and the team strive to always add commercial sound legal advice in a timely and accurate manner. They have the ability to see the issue from our side and work with us to find the most suitable solution.”



By Anthony Stavrinos

Parramatta College’s new CEO relishes the challenge

ERVICING one of Australia’s largest and most diverse migrant communities and a CBD that rivals central Sydney, was an opportunity The Parramatta College’s CEO Christine Cordingley just couldn’t pass up. And when the college’s board of councillors, chaired by high-profile administrator and author, Paul Dillon, went on the search for a leader who could drive the respected institution’s offering to a new level, the chance to secure Cordingley was also an opportunity not to be missed. Her experience and success in marrying the hopes and aspirations of skilled - often tertiary-qualified migrants - with the needs of the local business community through tailored educational programs in Parramatta area, spans eight years. “The Parramatta College is essentially a community college, so it’s a college for Parramatta and it’s been in existence for quite some time and I knew about it well before I came here – through business dealings with the college in my previous role,” Cordingley explains. “I managed the Professional Community Programs Unit at UWS College in Westmead for four years and that’s where I had my association with The Parramatta College through the college’s skilled migrant mentoring program. “I ran a program called Skillmax for jobseekers, which was a government-funded program and The Parramatta College was the only one that offered the value-add course that UWS College referred its clients to after they did the intensive program there.” Before starting work at UWS College, Cordingley spent four years in a training and development role at the NSW Aboriginal Land Council head office in Parramatta. Her experience working with professional migrants in the area with residency, but struggling to get a foot on the employment ladder, will be invaluable to her plans to reinvigorate The Parramatta College. The Parramatta College has also received federal government funding to offer peripheral training activities for the migrant community in and around Parramatta, including skills in resume writing, pronunciation skills, interview techniques and a little bit of cultural emersion to show them what it’s like to work for an employer in Australia as opposed to the country they’ve left. “They’ve all got tertiary degrees and they’re frustrated,” she says. “Assisting professional migrants is very much the focus of what we do here because we have English support programs and we’ve got the Overseas Professional Mentoring Program She cites a range of different aims for the college to realise its potential into the future, including offering more blended learning opportunities, engaging more with local businesses with a view to tailoring courses to meet their needs and adding value to the college’s already-vast offering. ‘We run nationally accredited vocational programs and we offer them in a certain way, but I think there’s a lot to be said for blended learning and online learning and self-paced learning opportunities for participants,” she says “I prefer blended learning where possible because I think it’s really good for the participants to meet the people who are leading them through the training programs. “My plan is also to develop as much of it as possible online and allow students to enrol at any time, without having to lock themselves into scheduled classes during a day or evening, it’s whenever they want to do it.” Cordingley says a new streamlined website showcasing the college’s courses, venues and options is now live, and this would be followed up in the New Year with a concerted effort to engage with Parramatta’s business community. She says the college has formed a closer relationship with the Parramatta Chamber of Commerce with the college coming on board as a sponsor of the 2013 Western Sydney Awards for Business Excellence (WSABEs). “We’ve got a lot on offer here on our scope, in the management and business skills area, which I’d like to take to the Parramatta businesses, to see what we can do to tailor programs for them,” Cordingley says. “There’s a lot of contextualised training or skills sets we could put together for businesses.



August 2013, Christine Cordingley, Chief Executive Officer The Parramatta College. Photo:

We could manage to, for example, go in and do a capacity assessment on their staff and just find the learning gaps and develop a program that suits any particular type of enterprise.” She says the college is proud to provide Certificate IV in Training and Assessment, an essential standard for training in Australia, and the Diploma in Vocational Education and Training qualification is a must for any enterprise training organisation. The Diploma course in vocational education and training, Cordingley says it is the type of qualification that would be taken up by a lot of businesses in Parramatta who may have their own internal enterprise training function. “It’s only recently been upgraded and changed, so it’s fairly new and the diploma in vocational education is a new mandatory requirement going forward for people offering enterprise training within an organisation,” she says. “So we’re offering that. We’re one of very few people around town who’ve got both qualifications on our scope, so we’re unique in that way. And we have that locally, offered to Parramatta.” Approaching local business about the course offering would assist the college with its strategy of leveraging the various value ads it could offer. But bolstering the college’s business and vocational and professional development programs would not come at the expense of an impressive variety leisure courses it continues to make available. “We do aqua-aerobics and Zumba and ballroom dancing, Ukulele lessons and all sorts of wonderful things where the local community can get involved with each other, so there are several strings to the bow,” Cordingley says. “My aim is to continue engaging with Parramatta’s migrant community to look at their needs and their aspirations and how the college, through its programs, can realise them.” She believes it’s important to take maximum advantage of government funding available to make those courses available to migrant communities because members of the rich and diverse ethnic communities in the area “felt a little bit isolated” from the mainstream activities in Parramatta only because of the language barriers. “Our aim is to try and find the opportunities and run programs to break down the barriers, to assist, because it helps everybody,” Cordingley says. “If the community is engaged, they’re happier community, they’re a healthier community and they’re an employed community.”

August 2013, The Parramatta College. Photo: WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2013

9Supporting local business 9Supporting Local Community Proud sponsor of the Western Sydney Awards for Business Excellence in the category of Education. Congratulations to all the finalists and winners!

Since 1987 we have provided your: ¾Professional development ¾Local training and development needs ¾Career pathways and lifetime learning The Parramatta College offers

a range of high quality and sustainable business and career development solutions through accredited training, professional development and short courses.

We are a registered training organisation (Provider no. 90276) and a member of Community Colleges Australia. We deliver face-to-face sessions, blended on-line delivery and we can visit your workplace to assess your capacity development needs and tailor a flexible and self-paced training program to suit your employees. We can also offer government funded programs for social inclusion. Or perhaps you would like to learn the “art of welding”! We offer that too amongst the 80 or so leisure courses people have enjoyed for years. All our face to face classes and accredited courses are Head office: Level 1, 410 Church St DELIVERED LOCALLY IN: (Ross St Entrance), ¾ Church Street, North Parramatta North Parramatta 2151 ¾ George Street, Parramatta CBD Ph 02 9687 207

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Visit our website to see the full range of our courses: 5


Lifestyle approach the key to community care USTRALIAN Unity is a national healthcare, financial services and retirement living organisation providing services to more than half a million Australians. Australian Unity Retirement Living offers a broad range of community care, consumer-directed care, day respite, in-home respite and residential transition care places, retirement villages and residential aged care facilities across Victoria and New South Wales. Client Services Manager, Nick Jones has a background in hospitality and facilities management He has previously held management positions in properties ranging from boutique regional retreats to luxury CBD hotels to large-scale corporate facilities operations Nick started with Australian Unity at Constitution Hill 18 months ago and has drawn on skills and experience to enhance the service delivery culture He takes a collaborative approach to deliver projects such as improvements to the community centre, implementation of hospitality offerings such as events catering, and the establishment of a community garden which included help from a local high school. “Our resident’s wellbeing is high priority. Whether it be ensuring safety and security or providing access to health services or promoting social interaction, it all contributes to positive wellbeing. We are very proud of our village community and to be recognised as a finalist in these prestigious awards only builds on that pride,” Nick said. Constitution Hill Retirement Village in Northmead is the flagship property in the Australian Unity collection of retirement communities throughout NSW and VIC.



Constitution Hill is a vibrant and welcoming retirement village that offers a relaxing and social lifestyle including access to an indoor heated pool, bowls and cinema. Prices start at $385,000 for a one bedroom unit. Contact 8868 9090 for details.

Features at a glance • Constitution Hill Retirement Village in Northmead is the flagship property in the Australian Unity collection of retirement communities throughout NSW and VIC • The village features 437 independent living units and is adjoined by a 121-bed aged care facility, and a wellbeing centre encompassing day respite, home care and allied health services – all accredited businesses and all operated by Australian Unity

• This integration of accommodation, services and facilities on the one site makes Constitution Hill a wellbeing hub for senior Australians in Western Sydney • From the spacious, contemporary units to the beautifully manicured gardens; from the ever popular bowling green to the indoor swimming pool and spa; from the cinema to the hobby shop; from the social buzz to the friendly, helpful staff… the residents of Constitution Hill really do feel they can come home to something special. • Open Days are held throughout the year; for more information about our next event please contact Zuzana Nevidal – Sales Manager on 02 8868 9090 or 0417 263 798, or




Profiles of the 2013 WSABE finalists

cademia Literaria has been providing invaluable academic support for primary and high school students for two and a half years. Ozan Angin believes that English can be both rewarding and insightful for students, and strives to deliver a tutoring service that is engaging and fun for them. Academia Literaria provides a kind of learning that

Kathy Memovic and Cheryl Wigmore from Young Achievers Early Learning Centre.

is different from the average school classroom, inspiring and motivating students to reach their full potential. Australian Investigation Security Management (AISM) offers individually tailored services relating to security, investigations and training, supporting a variety of client industries. The aim is to ensure community safety

Ozan Angin (Academia Literaria).

whilst guaranteeing the highest compliance with security industry standards. Various departments work together to ensure client needs are met without outsourcing, thus minimising costs. AISM promotes a proactive approach, offering needs analysis and risk assessment, as well as security services. Amada-Amavic P/L provide a complete range of industrial, domestic, automotive and promotional first aid kids to clients. With a history spanning more than six decades, AmadaAmavic has a flair for exceeding clients’ expectations through exceptional customer service and high quality products. The business continues to source Australian products for its own manufacturing and is committed to mentoring its valued staff in order to provide expert service. Australian Unity Retirement Living Services manages several retirement villages in Victoria and New South Wales, including Constitution Hill Retirement Village in Northmead. The company, which was first established in 1948 and has been trading in NSW for nine years, aims to be Australia’s leading wellbeing provider. The team aspires to provide services within the community that meet the needs of residents, whilst promoting dignity, independence and wellbeing. Berry Web Designs Ally Minatsis is the talented, multi-tasking mother of two behind Berry Web Designs, a web and graphic design studio based in North Parramatta. Berry Web Designs works closely with boutique and medium sized businesses from around Australia and internationally to create website and branding solutions that embody the visions of its clients. The studio’s creative and strategic web and graphic design services have helped many new businesses to flourish. BrandManager is a creative solutions company dedicated to helping businesses carve out a niche with their branding and marketing.

Louise Smith (The Australian Thyroid Foundation).

BrandManager provides creative design, production and management services for corporate identities, including marketing materials, websites, TV, radio and print advertising, social media platform design and strategy, corporate DVD production and business development. BrandManager’s aim is to create value and opportunities for clients. BREED is a not-for-profit organisation that specialises in providing support for young people to achieve their best possible results as they leave high school and transition into further education, training and employment. By enhancing and transforming skills and attitudes, Breed strengthens the employability of young people and also assists small businesses to develop by providing them with low-cost Continued on page 8

Partners and sponsors – 2013 WSABE




WSABE 2013

Ferial’s mission is to help men and women achieve their full potential by empowering, inspiring and transforming them to SHINE. Ferial Youakim has been in the fashion and image industry since 1986, working as a fashion, etiquette and makeup adviser in Australia, the Middle East, and in the USA.

œWe are all touched when it comes to beauty. Being beautiful is not about being young and slim; it’s about feeling great about how you look, no matter what size, shape, age or budget you have.µ Ferial Youakim, AICI CIP f Founder and Director; ByFerial AUS + 61 413 094 773

ECS® International Security and Investigations Headquarters: 100 Victoria Rd, Parramatta NSW Ph: 1300 767 105 (24hrs) Fax: 02 9630 7541

Your One Stop Security Provider Proud Holders of: AS/ANZ ISO 9001-2008

Security Protection Engineers Armed Special Operations Armoured Value in Transit Security Officers Mobile Patrols Risk management Risk Consulting Investigations


Branches New South Wales Australian Capital Territory Fiji Islands

Our assignments are carried out to military discipline; Accurately Methodically Professionally On time

Quality Management Certification

Proving to the world that ... Success = ECS International = Quality Stephanie Dale Guest Speaker at Board Meeting Stephanie Brown Secretary Riz Akbar Director

Grace Condon (Amada-Amavic P/L), left and Claudia Warda (Crazy Kids Disco Party).

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“ Power, Protection, Peace of Mind”

Business Communication Skills. Infinite Possibilities. Endless Opportunities. Infinite Growth provides: • Customised workshops and coaching sessions that are delivered at a time and location to meet the client’s timetable. • Business Communication Packages to assist individuals and teams to excel in their roles. • A practical self-study Business Writing Program that teaches skills that can be immediately applied to workplace documents. Promotion for September To celebrate being a WSABE Finalist, Infinite Growth is offering a free copy of Maria Pantalone’s latest eBook: Presentation Preparation ~ The 5Qs when you book a Business Communication Package. T: 02 9687 7084 E: W:

operational solutions. Butterfly Skye’s is a unique business that grew from Skye Blackburn’s fascination with bugs and her subsequent expertise in the field of entomology. The business provides fun and interactive educational experiences (such as school excursions), and supplies relating to all kinds of creepy crawlies. As well as offering a variety of insect kits, bug decorations and preserved insects, Butterfly Skye’s also coordinates live butterfly releases for weddings and other special events. ByFERIAL Image Consulting & Training provides training in a broad range of topics relating to personal image. It is one of the few organisations in the world that is accredited by the Association of Image Consultants to provide ongoing educational units in the field of image consultancy. Based in Sydney, Dubai and Florida, ByFERIAL offers online training as well as global seminars to assist men and women in expressing themselves through their personal presentation for both business and social situations. Castle Hill RSL is a not-for-profit hospitality business that encompasses business units for food and beverage, events and functions, gaming and entertainment. The business’ aim is to become one of the top ten club groups in

NSW with brands known nationally. This will be achieved by supporting local sporting clubs, charities and community groups, and focusing on profitability and modernisation of buildings and infrastructure. Chutney Indian Restaurant is a fine dining restaurant situated in close proximity to Parramatta CBD. A short stroll to Parramatta and Harris Park railway stations, Chutney offers a mix of traditional, authentic vegetarian and meat-lovers menus, with over 140 choices available. Chutney also caters for functions, weddings, birthday parties and other special events and makes home deliveries. Condon Associates is a Chartered Accounting practice with a group of professionals dedicated to the provision of quality advice and guidance in the fields of Forensic Accounting, Insolvency and Turnaround management (FIT) for both individuals and corporations. Condon Associates provides creative solutions to distressed situations. They focus on assisting their clients through their financial distressful situations and developing achievable constructive alternatives for their future business of personal endeavours. Crazy Kids Disco Party works hard to create the perfect happy atmosphere for any child’s celebration. As an experienced proContinued on page 9

Nepean Regional Security Starting from scratch as a home based business in 1998, Nepean Regional Security has grown to be one of the most awarded and recognised security companies in NSW. Founder, Gina Field is a multi-business award winner.

Phone: 1300SECURITY (24 hours


ML 405714685

Ben Cowled from Rydges Parramatta.

Maria Silvestri from Heavenly Curves. WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2013


Continued from page 8

vider of children’s entertainment, the business coordinates music, games, prizes, lights, fog and bubble machines as well as face painting and many other fun activities for kids. Their vision is to deliver party entertainment that brings joy to every child’s face. Dive Action – SCUBA Warehouse is a PADI 5-Star Instructor Development Centre that has been in the business of training divers and providing adventure to people with busy lifestyles for 19 years. The Parramatta based business offers luxury day cruises on Sydney Harbour, shore diving, a club for scuba divers and snorkelling programs for families. The business has won more awards for business excellence than any other scuba training facility in Australia. Dooley’s Lidcombe Catholic Club is a premium leisure and entertainment destination providing members and guests with a range of food and beverage outlets, live entertainment and promotions. Dooley’s has strong and simple values based on providing a family friendly environment, cultural diversity, service excellence, member satisfaction and market leadership. The club has improved its ranking in NSW from 27th to 4th in the space of the last five years. ECS International Security and Investigations is a certified security provider offering integrated security services such as risk management, cash in transit, electronic security and investigation. The company, which has been running for 23 years, aims to provide clients with ‘power, protection and peace of mind’ through security services. The team has always adapted to change and complexity in the business whilst maintaining professional integrity and independence. Excel Group is a specialist provider of property restorations for residential, commercial and industrial properties. The business delivers services on behalf of the insurance industry in the event of claims for repairs and restoration. Excel Group values its positive professional environment which allows the team to respond

Neena Chadha (Chutney’s Fine Dining).

swiftly and effectively, delivering expert results and peace of mind for customers. Free Accounting Software is a free and feature rich online accounting software program. Aimed at small and micro businesses, the software is easy to use and freely accessible on the Internet. Users can also access CPA accounting and tax services through the software at excellent value. The business has been running for nine years and continues to provide an important and excellent service for its customers. Glenorie Bakery Café Delicatessen has long been celebrated for its award-winning pies, pastries, cakes, bread and quality coffee. A family-run business now in its third generation, Glenorie Bakery is committed to customer service and delivering great products to its many new and loyal customers. Recent investments have allowed for an increased capacity for production, creating the potential for the business to expand into wholesale supply. GovReports is an innovative online busi-

Amada-Amavic Pty Ltd has been assembling First Aid Kits and manufacturing First Aid products since 1946. We provide a complete range of Domestic, Industrial, Automotive, General Purpose and Promotional First Aid Kits, as well as Pharmaceutical, Safety and associated First Aid items. Amada-Amavic Pty Ltd is proudly 100% Australian owned and remains committed to marketing quality and economical products at competitive prices. We pride ourselves on being customer focused and strive to continue meeting customer satisfaction by surpassing expectation.

Amada-Amavic are suppliers of the highest quality hospital grade medical supplies. We are manufacturers of quality first aid kits and specialize in customized kits for all occasions and situations. With this in mind customer focus is our opportunity to excel and grow in our business.

Dianne Hart (Wesley Apartments – Parramatta Mission).

ness reporting software. It allows small businesses to go online, fill out and lodge forms to a variety of government agencies such as ASIC, ATO and the State Revenue Office. GovReports provides a way for small and medium sized businesses to save time and money whilst complying with obligatory reporting requirements. Heavenly Curves is a family owned business giving women professional bra fitting services for style, support and comfort. They also provide a breast prosthesis fitting service. Their goal is to properly fit women for their underwear in order to alleviate pain and discomfort, allowing women to look and feel better in their clothing. Infinite Growth has been providing business communication services for seven years. The business excels at presentation skills, business writing, customer service and leadership development. These services are delivered through workshops and coaching sessions at the

Michelle Burgess (Workers Health Centre).

client’s site. InterMEDIATE Dispute Management provides a variety of mediation and conflict resolution services. Its accredited practitioners are experienced in handling all kinds of conflict, from personal and family disputes to financial and business related issues across a range of industries. Its priority is to facilitate respectful communication in order to resolve problems peacefully and efficiently for clients, whilst avoiding the stress and cost of litigation. InterMEDIATE Dispute Management also provides workplace training to help businesses optimise their capabilities. Kuber Indian Restaurant and Sweets is a 100% pure vegetarian restaurant located in the heart of Harris Park. It serves exquisite and authentic vegetarian cuisine from the Punjabi, South Indian, Chinese and Goan vegetarian traditions. The restaurant also specialises in sweets Continued on page 10

Excel Group is a Sydney - based restoration firm that specialises in property & contents restoration. We have been looked upon as the trusted specialists in disaster recovery proudly assisting the insurance community, re-active building services and property / strata managers for 20 years.

Our technicians are trained & qualified through IICRC and management personnel have a qualified background in the consulting and construction industry. When dealing with water, fire or storm damage the restoration efforts are time sensitive and require immediate action to minimize the disastrous impacts of the loss. Excel Group Sydney recognizes that a timely response is an expectation not an option and as such, our service delivery has a clear focus on time sensitivity and efficient work methods and systems. Our fleet of specialist disaster-response vehicles service the entire Sydney metropolitan region around-the-clock, and our team of certified technicians are trained to methodically mitigate & restore loss of a variety of proportions. In the instance of an emergency contact our 24/7 Emergency Response Team on 1300 965 400 to commence imitative measures and prevent further damage from occurring.



WSABE 2013 - COMMEMORATIVE EDITION tion, Non-Destructive Excavations Australia is an important contributor to the successful construction of new infrastructure in Sydney. Norwest Recruitment is a provider of premium-level recruitment services for the North, West and South-West Sydney areas. The business specialises in IT, accounting and finance, administration and business support, customer service, sales and marketing, management and executive, human resources and logistics. They are committed to providing quality candidates, and offer a money-back guarantee for finding the right person, every time. Onroad Driving School is the fastest growing driving school in Sydney, with over 16 driver trainers providing lessons throughout the region. The instructors understand their duty to teach drivers to care about others on the road and are committed to teaching safe driving skills. On Road Driving School offers results driven and affordable packages. The school also facilitates corporate and low-risk driver training to encourage a safer community on our roads. Pacific College of Technology is a registered training organisation providing vocational and technical education to local and international students. Offering Certificate 1 through to Advanced Diploma level courses, the college aims to become a centre of excellence in the provision of vocational education in Western Sydney. Precision Metal Group is a provider of specialist mechanical engineering services. The company deals with onsite machining, machinery maintenance, relocation and welding, and a variety of other industrial services and products. As they are working in a specialised area, Precision

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and desserts. Kuber is fully licensed and also provides home delivery. The team takes pride in customer service and enjoys many loyal repeat customers from the local area. Matthews Folbigg, based in Parramatta, is one of the premier law firms in Sydney. With over 50 years’ experience, they have accredited specialists in business, commercial litigation, property, personal injury, compensation and family law. The Workplace Solutions group in particular is very highly regarded in the Western Sydney area for its From left: Hakki Hassan, Jon Gillingham, Schon Condon, Lyn Dong, Kevin Cotter from Condon Associates. expertise in employment law. Matthews Folbigg’s clients include many SMEs, research and product development combined and ensures each of her customers’ complete high-net wealth individuals as well as some of her love and passion for candles, aromatherapy satisfaction from their initial measure and quote Australia’s largest businesses and ASX listed and natural and organic ingredients into one through to installation. Highly regarded by companies. innovative product. She believes the secret lies many of Sydney’s best interior designers, More MBE Parramatta is primarily a printing within her recipe whereby the mind and body Than Curtains has a fully stocked business but also provides specialist services work together in harmony to balance wellbeing. mobile showroom to assist each for business clients. Its core product set is high Montessori Merrylands is an early child customer in finding the perfect, quality digital printing and finishing. MBE’s care centre catering for children up to six years custom made product for their array of services for clients includes express of age. Its aim is to provide a developmentally window coverings. international couriers, mailing house services, appropriate environment for young children MWLP – Linking Youth office services, stationery and office supplies, that is stimulating, and promotes each child’s so- is an independent, not-foroffset printing and virtual offices with a virtual cial, emotional, physical and cognitive developprofit community organisation receptionist. They are committed to growth, em- ment. The Montessori belief is that every child servicing the Macarthur area. ploying additional staff and equipment to reach is unique, and brings to child care a specific set Its primary goal is to assist their goal of being in the top ten MBE franchise of capabilities and interests. The centre values, young people aged 13–19 with centres world-wide (by revenue) by 2015. protects and respects each individual child. vocational education, transitionMind to Body™ is an ethical, family-run AusMore Than Curtains is a boutique coming and career development. The tralian company. The ‘Candle Chef’ and CEO of pany providing personalised window coverings organisation works with a range Mind to Body™ Renna Danelutti, made her first such as curtains, blinds and shutters. Director, of stakeholders including busicandle at the age of 15, and after many years of Lucia Van Gerwen, is a design professional, nesses, schools/TAFE and other education providers, industry bodies, parents and community members in order to provide this support for young people. Nepean Regional Security supplies security personnel and Est1995 was established in 1998. The business provides a range of services including static guards, event security and crowd control, alarm installation and servicing, corporate security, mobile patrols, cash in transit and traffic control. NRS has a strong customer base and is regularly employed by NSW government bodies. The company has high staff and customer retention rates Ally Minatsis from Berry Web Design with her children. and has been repeatedly acknowledged for its superior service. Metal Group is committed to training new apNon Destructive Excavations Austraprentices into their niche for the next generation. lia is the leader in its industry, with a highly Pro-Lamps is a professional and competiexperienced team that is dedicated to safety tive distributor of energy-efficient replacement 123"#,21(-30,#72&0-3%&*'$##,!-30%',% Tania MacLeodand environmental preservation. The company lamps and lighting products. Servicing the !-,9"#,!#,"1#*$ #*'#$2&2,72&',% safely identifies and protects Sydney’s underhospitality, medical, performance and design inTania’s Strictly Dancing '1.-11' *#-0-4#0 7#01,'1 ground utilities such as optical fibres, gas mains, dustries, the business aims to re-lamp for energy '0#!2-0,'120'!2*7,!',% %3'",!#&1*#"2-!0##01',",!# electrical conduits and water pipes during the efficiency in a cost-effective manner. -05#1231',#110) 2#!&',%,".#0$-0+,!# processes of excavation and development. Using Continued on page 63 the latest technologies such as vacuum excava  ',,#0 &'0+,1&-'!# ,!),-5*#"%',%,'1.#0$-0+,!#

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Forget Hollywood, we have Parrawood film destination


By Red Dwyer HE rolling out of the red carpet by Parramatta City Council to the movie and TV sectors is paying off with a spectacular increase in the number of films, TV shows and commercials shot in the city. Applications to council to film in Parramatta have risen from 25, in 2002/10, to 85, in 2011/2012 – and increase of 240 per cent. TV shows and movies using Parramatta as a backdrop have included Packed to the Rafters, Home and Away, Make Me a Supermodel, Underbelly, Cedar Boys, The Combination, East West 101, Brothers in Arms and Crownies, Janet King, an ABC TV legal series, a sequel Crownies, is yet to be aired, while a Channel 9 production, Love Child, is currently being shot in the CBD. Toyota, Woolworths and Volkswagen have used Parramatta in TV commercials Parramatta’s popularity can be attributed, in part, to council which aims to transform Parramatta into a “creative city” and has, in a joint venture with the Parramatta-based Information and Cultural Exchange (ICE), published SCOUT!, a free online resource for filmmakers containing photographs of a range of locations and information required to get screen projects up-and-running in Parramatta. While these mainstream productions are financed by public and private organisations outside Parramatta, a Parramatta-based notfor-profit organisation has been responsible for producing hundreds of promotional videos, short films and a feature film for local, national and international audiences. This is ICE, which operates from a non-de-


Why kids should be taught philanthropy? Understanding the value of influencers

Why we are a Picture of wealth? Dwelling values continue to rise Business Referral Group guide.. page 12 Ease Liverpool brain drain ......... page 13

The cast of Home and Away.

scripted, two-storey building in the Parramatta Art and Recreation Precinct, in the CBD Over the years, ICE has used scores of aspiring artists, photographers, technicians, camera operators, scripted writers and the like,

from Western Sydney, of life and the issues in the region, with the guidance of the professional teams at ICE. Hollywood, Bollywood, Nollywood. Parrawood? Why not? Watch this space.

Give us justice, where are the judges................................... page 17 Pirtek wins global accolades .............. 18 Tournament golf comes home ... page 19 Unease over Wanderers sale ..... page 20 GWSRR: Issues of leadership.... page 28 Ultimate cinema experience ...... page 54 Visit Fiddler for all occasions .... page 52 I found a gem in Toongabbie ..... page 51 How to create budget branding.. page 46 Navigating Google Adwords ...... page 44

The iconic Featherdale Wildlife Park.

New managers take the reins of iconic Featherdale after $15m sale NTHOLOGY Collection will manage the iconic Featherdale Wildlife Park, at Doonside, following its sale by Amalgamated Holdings to Moss Capital in a deal estimated to be worth $15 million Featherdale first opened in July 1972 as a family owned business that has evolved and grown to be known as one of Australia’s preeminent wildlife facilities with over 270 species of birds and animals on display.


The park was purchased by Amalgamated Holdings Limited in 1996 which maintained ownership until the sale to Moss Capital. Anthology is a specialist manager of nature-based tourism assets including Wildman Wilderness Lodge in the Mary River Wetlands region of the Northern Territory and the iconic Wilpena Pound Resort in South Australia’s Flinders Ranges. BREED, a work place service provider

in the Nirimba Business Centre, which has been working with Featherdale for a decade or more, manages 80 work experience and primary industry work placement students at the venue. “We often find that students will bring a fresh perspective and new ideas which they share during their week at Featherdale,” said Kellie Ames, a former work experience student herself and now the park’s marketing manager.

Major retail projects could create 4,000 jobs AJOR retail and development hubs at Penrith, Narellan and Liverpool have the potential to generate more than 4000 jobs The Department of Planning and Infrastructure has approved three rezonings which have a combined value of more than $1.1 billion and provide about 100,000 square metres of extra retail floor space. The Penrith Panthers rezoning allows for the $850 million development of up to 12,500 square metres of general retail development, a 25,000 square metres brand outlet centre along with offices, hotels and apartments creating up to 2,100 new jobs.


The rezoning of the Narellan town centre in Camden will enable the $300 million expansion of the existing retail centre, roughly doubling its size to more than 90,000 square metres and generating nearly 1,700 permanent jobs and 1,500 jobs during the construction phase. The rezoning of the 19,000-square-metre Orange Grove retail centre, at Liverpool, currently used as a weekend market, will allow the operation of discount outlet stores up to seven days a week creating 400 permanent jobs. “These rezonings will allow retail development to provide the capacity needed to service


the strong population growth as more suburbs are developed,” said Richard Pearson, deputy director of the department. The rezonings pave the way for the lodgement of detailed proposals for each of the sites, which would need to be approved before any construction can begin, he said. Sydney’s south west, home to Liverpool and Narellan, is one of the fastest-growing regions in NSW, with nearly 500,000 more people expected to live in the area by 2031. The population of Penrith is expected to rise by 27 per cent by 2031.

VIEW EACH EDITION ONLINE AT Western Sydney Business Access (WSBA) ABN 9336 7098 582 Publisher/editor: Michael Walls M: 0407 783 413. E: Journalist: Anthony Stavrinos M: 0411 188 111 Sales manager: Rose Settembri M: 0422 158 946 Printer: New Age Printing, Rydalmere Design: Website: Email enquiries: Phone: 02 4572 2336 Fax: 02 4572 2340 DISCLAIMER: The publisher, authors and contributors reserve their rights in respect of the copyright of their work. No part of this work may be reproduced or copied in any form without the written consent of the publisher. No person or organisation should in any way act on the information and content of Western Sydney Business Access or without first seeking professional advice. The publisher, contributors and agents accept no responsibility for any actions that may arise from the contents of this newspaper or website www. The opinions and views expressed by contributors are not necessarily those of the publisher. Advertisements are published in accordance with WSBA terms and conditions published in the media kit downloadable at au. Advertisers agree to indemnify the publisher and his agents for any actions that may arise as a result of published advertisements.


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Why should you join a Business Referral Group? HE average small business without retail presence has several channels for generating new customer leads. Namely websites, print advertising and word-of-mouth referrals. Of these methods of lead generation, word of mouth referrals are the most cost effective. American sales guru Anthony Robbins claims that one personal referral is equivalent to 16 cold enquiries. If this is true, why is that so few of us take advantage of either joining or developing a business referral network? Not only are networking groups great fun, but are also a great opportunity to tap into a powerful referral stream. There are five main advantages for becoming a member of a business referral group; 1. Throw boomerangs, not sticks. One of the key aspects of belonging to a networking group is that you get the chance to establish a close, formal and strategic relationship with other like-minded business people in your area. Most people in business refer to other businesses on a daily basis. However, how would you know if the solicitor you regularly refer business to isn’t referring business to your competitor? Belonging to a group that has a structured and supportive environment is a sure-fire way of ensuring the business you send comes back to you. 2. Industry exclusivity. Most networking groups offer their members industry exclusivity. That is, they only allow one member per profession. Through joining a group in your local area you can not only lock out your competitors, but also position yourself as the preferred provider or spokesperson for your industry. This ensures every opportunity to receive prospective referrals from all members within the group. 3. Establish closer relationships. The key to networking is fostering and developing better business relationship. Belonging to a networking group


provides you a platform to better understand how other businesses in your marketplace function. The advantage to you is that the better people understand your business and how it operates, the more effective others can help you grow your business by referring potential customers to you. 4. Sharing of ideas. A danger of operating a small business is that you can fall into the trap of becoming an industry reclusive. This type of recluse reads only relevant trade journals, attends only relevant trade conventions and talks only to relevant associates. The problem with this is that you are reading, attending and speaking the same information your competitors are receiving. Alternatively, networking groups provide a forum for open discussion and exchange of ideas with a wide variety of professions with a vastly different outlook. It has been said that just one idea can revolutionise a business overnight. 5. It’s like acquiring a large sales team. Joining a business referral group is like acquiring a sales team - they constantly hunt out opportunities to recommend your product or service. If you join a group in your local area that has 20-30 members, that’s 20-30 people who should have no hesitation in referring you to friends, relatives and customers.

How many people do you have now that are eagerly awaiting any opportunity to whip out your business card? The Business Referral Group (BRG) provides small business owners and managers with a platform to establish formal and strategic relationships with like-minded local business people. The central purpose being to give and receive businessto-business referrals/leads. Becoming a BRG member is like acquiring a mid-sized sales team who constantly look for an opportunity to recommend your product or service. Our structured business networking gives you the opportunity to generate word of mouth referrals and also share ideas, knowledge and experience with members of your chapter. We have chapters throughout Greater Western Sydney. You are welcome to come along to a meeting as a guest, should we have a position available for your industry in the chapter you choose. There is no obligation to join, we would love to meet you and discuss with you how we could potentially refer business to you. Should you wish to come along to a meeting for any one of our networking groups or would like more information, please call Carolyn on 1800 058 567 or email

A successful partnership is built on respect, trust and collaboration and it is these traits that Markson’s builds with our clients to ensure that we increase the probability that our clients will achieve their financial and retirement goals. We believe the role of financial planner, extends further than just advice. We want to challenge and be challenged by our clients, to think beyond the easy option and short term wins. Our approach to financial planning extends beyond the next 20 years. We develop financial plans that account for and will accommodate the needs of future generations. Tel: (02) 8007 6244 Fax: (02) 9449 7845

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Liverpool works to ease the brain drain By Red Dwyer

IVERPOOL City Council to aims reduce the brain drain of regional people, in the professional services sector, from making long and tiring commutes to CBDs such as Sydney and Parramatta. An aim of council’s Economic Development Strategy, 2013-2018, is the creation of more diverse and innovative jobs to draw these highly skilled and highly paid men and women back to Liverpool. This will enable them to work closer to home and boost the local economy. Some 70 per cent of over 7700 professionals in Liverpool and 32,000 elsewhere in the south west, in fields such as legal, accounting, financial, insurance and real estate, make this journey daily from the region. The situation which Liverpool City Council seeks to correct is that the city’s economy has traditionally had a lower proportion people in the professional services sector. Council sees it as a key industry sector with considerable opportunities for future growth and investment. The current situation in council’s Liverpool Economic Profile 2013 is that the sector contributes 9.7 per cent of the industry value add (2010-11), 5.9 per cent of the city’s employment and accounts for 26.7 percent of the businesses in Liverpool. “Diversifying the economy through boosting the high value-adding professional services sectors would assist in broadening the base of local economic activity and making the local economy more sustainable,� the document said. Liverpool’s economy, while relatively more diverse than neighbouring local government areas including Fairfield and Bankstown that


are more industrial, underperforms in comparison to the wider Western Sydney region. Health care and social service is another key industry for growth and opportunities in the city and the region. Currently the sector contributes 8.5 per cent of the industry value add, 14.6 per cent of employment and accounting for 4.3 per cent of the businesses in the city but the growth of the South West Growth Centre will drive demand for additional. The sector, underpinned by Liverpool Hospital, is the focus of the evolving Liverpool Health and Education Precinct (LHEP) Council and the Parramatta-based Regional Development Australia-Sydney identified the precinct as an opportunity to promote the economic development of Liverpool through building on the education and health assets and surrounding amenities that are concentrated in the city centre, in a study dated February 2013. The study noted the significance of the sector – a key economic driver in the CBD – accounting for 5300 jobs, or 41 per cent, to the total jobs in the centre (2011). The growth of the LHEP, which includes the Ingham Institute of Applied Medical Research, will offer a wide range of employment opportunities including highly skilled medical, engineering, technical, science and health education personnel, according to the economic profile. Other key industry sectors with considerable opportunities for growth and investment are advanced manufacturing, building and construction, retail and transport and logistics, all contributing to a more vigorous, sustainable and competitive local economy. Council believes it has the ability to encourage economic growth and attract investment to the area.

Opening event of yhe new Luxe Lounge.

Castle Hill RSL opens classy Luxe Lounge for functions ASTLE Hill RSL has launched the opening of the Luxe Lounge. The Luxe Lounge is situated on Level 1 of Castle Hill RSL, above Jin Yan Asian Cuisine. Sydney Hills Business Chamber members attended the recent opening along with business leaders and representatives from Hills Businesses, Councilors from the Hills Shire Council and


Alex Hawke MP, Federal Member for Mitchell. The Luxe Lounge is a classy pre-function lounge for events in the Lyceum and can also be used as a separate function room. The lounge is themed black and white with crystal lighting features that can be changed to different colours. The Luxe Lounge will be used for cocktail style events offering a range of cocktail food.



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Summit shows depth of business relationships

By Dr Michelle Byrne Hills Shire Mayor

N the Sydney Hills, we’re lucky to have such an active, engaged and valuable business community. This is mirrored by the wonderful work of the Sydney Hills Business Chamber. Around various pockets of Sydney, the relationship between Councils and Business


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Chambers is often strained. But The Hills Shire Council and the Sydney Hills Business Chamber enjoy a strong working relationship that has created a positive culture of communication and has led to many regular, successful events that are of great benefit to the business community. The Sydney Hills Business Chamber held its biggest event yet on August 14: the Greater Western Sydney Small Business Summit was hosted by the ChamAbove and below: scenes from the 2013 Small Business ber at Norwest Business Park. Summit. Sky News reporter Janine Perrett kept three groups of panellists on their toes with a attend, but the call of the campaign trail was series of questions from the audience about how too loud elsewhere. we can do better business in Western Sydney. The event underlined the ambition of the Panellists included Federal Mitchell MP Sydney Hills Business Chamber. In four short Alex Hawke, Western Sydney Wanderers weeks, Chamber Chairman Tony Eades and a Chairman Lyall Gorman, Hills Businessman team of dedicated volunteers spent countless Jim Taggart and myself, to name a few. hours trying to pull everything into place. Prime Minister Kevin Rudd and OpThe event was a success and they’ve vowed position Leader Tony Abbott were invited to to go bigger and better next year.

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An active, engaged and enthusiastic Business Chamber is a good barometer of the local economy. I’m proud to say that business is going strong in the Sydney Hills and Council will do all it can to assist the business community. Our Economic Development and Marketing Department offers one-on-one consultations with local businesses in the Sydney Hills, offering them demographic information, local databases and a summary of the area. This service better equips both new and old businesses with the tools to start targeting new markets in the area. Council will continue to support local businesses and the Sydney Hills Business Chamber as our region continues to enhance its reputation in Sydney, Australia and the World. To arrange a consultation with Council’s Economic Development and Marketing Team, call (02) 9843 0324 or email

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REGIONAL ROUND UP NORTH WEST Award for excellence LEND Lease’s Ropes Crossing was named the best community development in NSW at the state’s Urban Development Institute of Australia’s awards for excellence. Ropes Crossing is a fully masterplanned community and the first village of Lend Lease’s St Marys Project.

ment. This brings the total commitment of the joint venture to $378 million out of a targeted investment of $450 million. Discussions are currently underway with GIC to increase the targeted investment size of the joint venture, according to. Australand Holdings Limited’s half yearly report, 30 June 2013.

Objection to plan

$22m hotel opens in October

PENRITH councillors have voted unanimously to reject a concept design by Parkview Penrith for the former Panasonic site. The design was for a mixed-use development including residential, neighbourhood shops and a Masters Home Improvement store.

AMALGAMTED Holdings Limited’s $22 million, 122-room Atura Hotel, at Prospect, is timed to open in October. The company owns the Royal Cricketers Arms and Blacktown Drive-In, both of which will both undergo refurbishments.

Link road opened

Nepean River Village sold

THE $48 million Erskine Park Link Road has been officially opened enabling trucks to be redirecting trucks from residential streets onto the M7 and M4 motorways.

INGENIA Communities, a retirement village provider, has bought the Nepean River Village, at Emu Plains, for $10 million. The company proposes to add a further 26 homes to the 101 homes and 50 tourist cabins on the site

Acquisition of assets THE Australand Logistics Joint Venture with GIC committed to acquire $42 million of assets comprising the Clifford Hallam Healthcare and Office Max facilities at Eastern Creek in NSW, which are currently under develop-

Company leases warehouse KELE formwork and Scaffolding has leased a 1830-square-metre warehouse for $170,700 a year gross on a 4770-square-metre site, owned by Endeavour Energy, in Blacktown.

SOUTH WEST Marina proposed BENEDICT Industries Pty Ltd Property proposes a marina at Moorebank including a dry berth facility providing 250 berths for small craft, wet berth facility for 186 small craft and a function centre and associated kiosks, tourist, entertainment, recreation and club facilities. The consent authority is the Sydney West Joint Regional Planning Panel

Quest Campbelltown, stay a night, a week or longer Quest Campbelltown offers a range of quality 4.5 star accommodation solutions from studios, one, two and three bedroom serviced apartments. Our brand new accommodation also features on-site conferencing

Ramping up production QUICKSTEP Holdings says, with its Bankstown Airport facility up and running, the company is focussed on ramping up production and delivering on its contracts with major aerospace leaders Northrop Grumman and Lockheed Martin.

anchor tenant of the five-hectare site currently under development by Vaughan Constructions

Bulk goods outlet leased BWP Trust has purchased a portfolio of 11 retail warehousing assets and projects in a sale and leaseback agreement with Bunnings, including a 26,753 square-metre bulky goods outlet, at Hoxton Park, for $40.7 million, on an initial yield reflecting 8.25 per cent.

Site for 3000 homes STOCKLAND has obtained approval for earthworks on its 350-hectare Willowdale development, in Leppington, for the construction of 3000 homes.

Salmat to relocate

Gym leases space

SALMAT Limited is expected to relocate from Moorebank to the Bernera Road Estate in Prestons, by mid-2014, where it will be

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PARRAMATTA City Council has been recognised as an employer of choice and a leader in workplace practices after taking out the 2013 Local Government Employer of the Year Award. Council beat more than 80 councils across the country to claim the award for the first time.

expects the total raised for homeless young people at its annual charity ball to be more than $150,000 this year. The money will go towards building a house in partnership with Parramatta City Council and Marist Youth Care. The PIF House will provide housing and support for homeless young people.

Development bought for $38.7m

Energy efficiency funding

BWP Trust has purchased a portfolio of 11 retail warehousing assets and projects in a sale and leaseback agreement with Bunnings, including a 13,434 square-metre development, at Rydalmere, for $38.7 million, on an initial yield reflecting 7.25 per cent.

NORTHCOTT has received funding of $133,990 from the Australia government’s Community Energy Efficiency Program to improve its energy efficiency in its headquarters, in North Parramatta, which has an average monthly power bill of $17,000.

Panel approves 13-storey project

Lease of warehouse space

THE South West Joint Regional Panel has approved a 13-storey mixed-use project, at 6468a Phillip Street, overlooking the Parramatta River, at the rear of the former Barnaby’s restaurant. The panel also approved a modification to a 19-storey mixed-use development, under construction, at 109-133 George Street.

SOLAR power company, Inverter Solar, has signed a five-year lease for $105,000 annually, on a 782-square-metre warehouse, in Millennium Court, Silverwater.

Funds for house for homeless THE Property Industry Foundation (PIF)



Council wins top award

$2.3 million childcare centre THE University of Western Sydney proposes the construction of a 47-place childcare centre within the university campus at Rydalmere. Estimated construction cost: $2.3 million

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Give us justice! Shortfall of judges hurting region By Red Dwyer GROUP of prominent people and organisations say Western Sydney is being â&#x20AC;&#x153;short changedâ&#x20AC;? by poor access to the justice system â&#x20AC;&#x201C; at a mounting cost and inconvenience to the regional community. â&#x20AC;&#x153;We have plenty of court facilities, plenty of lawyers and barristers here to manage cases, we just need judges sitting in Parramatta to hear the cases,â&#x20AC;? said well-known Parramatta lawyer, Geoffrey Roberson, managing director of Champion Legal, chairman, of the Access to Justice for Western Sydney committee (see box). Why should Greater Western Sydney people be forced to travel long distances into the clogged Sydney CBD to get justice? That was a question asked by the committee comprising members of Champion Legal, DeVries Tayeh, Parramatta Chamber of Commerce, Parramatta City Council, Parramatta & District Law Society, Sydney Business Chamber-Western Sydney and the University of Western Sydney. Mr Robertson, the driving force behind the formation of the committee following a meeting in his companyâ&#x20AC;&#x2122;s board room late last year, said the region has been overlooked for far too long. â&#x20AC;&#x153;We have over 30 courts available but only a few judges; so many of these court rooms [13] remain empty; they are â&#x20AC;&#x153;significantly underutilised,â&#x20AC;? he said. â&#x20AC;&#x153;Taxpayers should be concerned about this underutilisation.â&#x20AC;? The committee is seeking the appointment of at least six Supreme Court judges to be permanently based in Parramatta and


Geoffrey Roberson, managing director of Champion Legal, chairman, of the Access to Justice for Western Sydney committee.

the addition of another six Family Court justices to the Parramatta Family Court. â&#x20AC;&#x153;We also want the Federal Court to hear cases across all its areas of responsibility here in Western Sydney, making Parramatta a permanent location for the full Federal Court,â&#x20AC;? Mr Roberson said prior to the launch of a campaign hosted by the NSW Business Chamber-Western Sydney Mr Robertson subsequently told 70 members of the Parramatta professional

services, sector, local politicians and others that a successful campaign would benefit the community and help Parramatta to be acknowledged as a professional centre of excellence. A document tabled at the launch noted that hundreds of residents and business people in the region were required to travel into the Sydney CBD, weekly, to have their matters dealt with in the Supreme Court. â&#x20AC;&#x153;This imposes huge additional financial and time costs on these people and businesses, which is inefficient and uneconomic,â&#x20AC;? the document said. Professor Michael Adams, dean of the Faculty of Law, at the University of Western Sydney â&#x20AC;&#x201C; the faculty has existed for 15 years â&#x20AC;&#x201C; said the university was happy to be involved in the campaign. â&#x20AC;&#x153;With over two million people in the Western Sydney region, representing almost one-third of NSWâ&#x20AC;&#x2122;s population, there is an overwhelming case for a fully functioning justice system located in the main centre of the region to service this populationâ&#x20AC;&#x2122;s needs,â&#x20AC;? said David Borger, Western Sydney director of the NSW Business Chamber.. Garrie Gibson, senior consultant, Advocacy & Issues Management, who has been retained by the committee and acted as MC for the launch, said additional financial support would be sought to fund the development of a detailed business case for presentation of the federal and state governments. The case will be based on four key factors, one of which was the availability of law chambers and barristers in the region; there are two barrister chambers in Parramatta with over 40 barristers, supported by over 200 hundred law firms in Parramatta.

BRIEFS Council funds CCTV at Westpoint BLACKTOWN City Council presented a $22,000 cheque to Westpoint Shopping Centre in Blacktown to fund the installation of seven additional CCTV cameras in areas around the shopping centre precinct. The presentation secures a new partnership between Blacktown City Council, Westpoint Shopping Centre and Blacktown Local Area Command Police, who stand together in a combined effort to in a combined effort to improve community safety in and around the shopping centre. â&#x20AC;&#x153;Public safety is a central priority for Blacktown City Council. By introducing additional cameras, the shopping centre is able to increase its supervision of various areas of the Centre and advise security and the police of any situations that may arise,â&#x20AC;? Blacktown Mayor, Len Robinson said.

Light rail to deliver vital jobs PARRAMATTA City Council has revealed final details on the first stage of a proposed Regional Light Rail Network to service Western Sydney. Parramatta Lord Mayor, Cr John Chedid said Part Two of Councilâ&#x20AC;&#x2122;s $1 million Feasibility Study into a Western Sydney Light Rail Network had revised the estimated cost of delivering the project to $1.5 billion, for 30 kilometres of network and 21 light rail vehicles. â&#x20AC;&#x153;The study shows that a Regional Light Rail Network will be fast and frequent, with services coming every 10 minutes and every five minutes for stops within the Parramatta CBD,â&#x20AC;? Cr Chedid said. To access Unlocking Western Sydneyâ&#x20AC;&#x2122;s Potential with Light Rail â&#x20AC;&#x201C; Part 2 Feasibility Report, visit www.parracity. sydney

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Pirtek recognised as one of the world’s top franchises By Anthony Stavrinos ESTERN Sydney success story Pirtek is a familiar brand to many Australians, and now a top US business magazine is celebrating the successful business model, underpinning its globally-renowned fluid transfer solutions. Within a diverse selection of industries, including mining, automotive, manufacturing, printing and sea vessel maintenance, Pirtek’s products and services continue to enjoy solid demand, driving an expansion in the company’s global footprint. Pirtek’s excellence has now been acknowledged by US magazine Entreprenuer, which has ranked the Kings Park-based company as 64 in a ranking of the world’s top 200 franchise opportunities. Stephen Dutton, now six months into his role as Pirtek’s new CEO, says since establishing


its operations in Rydalmere in Sydney’s west, the company has grown to almost 400 locations in 22 countries using a well-planned franchising strategy. In Australia, it has 94 franchises and the company hopes it can soon break through the 100 barrier. “The franchising started in 1985 and we were one of the first in an industrial franchising perspective,” Dutton told Western Sydney Business Access. “Franchising was known probably more predominantly with the likes of McDonald’s and those sorts of companies back in those days. “It was considered the right vehicle to expand the business under one common business platform, while giving people ownership in the brand because they’d take care of the customers as owners of a business.” Still proudly Australian-owned, Pirtek’s international footprint takes in the United States, UK, Europe, New Zealand, China, Singapore,

The familiar branding of Pirtek.


Mongolia, Canada and South Africa. Having started with Pirtek in 1994 as a Brisbane-based area sales manager, Dutton admits it can be a challenge explaining what the company does to those unfamiliar with the applications for its products and services, but over his 19 years at the company, he’s refined his ‘elevator pitch’. “We supply products and services to convey a medium from a to b. And the medium can be anything - air, gas, water, chemicals, steam, oil, petrol concrete, food, you name it - any conceivable medium. And that pretty much covers any industry on the planet,” Dutton explains. And while Pirtek continues to conquer international markets, he agrees many Australians are unfamiliar with its trajectory of success and the determination of its founders to remain based where it is, as well as family owned and operated. “That’s true. A number of years ago we did a little bit of a campaign saying how we’re proudly Australian, the toughest Australian, all those sorts of things, to just reinforce that it’s an Australian organisation,” Dutton says. “It is a family-owned business and still owned 100 per cent by the founder, who’s executive chairman of the business today and I guess it’s a personal crusade for him to continue to grow the business. It’s not about off-loading it or taking on investors, or those sorts of things.” But many Sydneysiders, especially those in the western suburbs, will be familiar with the Pirtek name emblazoned across the front of jerseys, as major sponsor of the region’s beloved Parramatta Eels in the NRL. Earlier this year, Pirtek ended its nine-year association with the club, choosing to not take up a three year option, after the Eels reportedly floated a 50 per cent hike in the annual $1 million price tag for its principal sponsor. Commenting at the time, Eels CEO Ken

Pirtek’s CEO, Stephen Dutton is overseeing a growing international footprint.

Edwards said: “I think it is important to celebrate what has been a wonderful association between the two parties.’’ Fantastic Furniture is reportedly poised to fill the void on the Eels sponsorship roster. Pirtek has, meanwhile, been extremely active over the last 12 months in establishing new partnerships that ensure it remains connected with sporting heroes on a national basis. Pirtek also provides financial support to worthwhile community organisations, including St Vincent’s Hospital and the Prostate Cancer Foundation of Australia. Dutton says Pirtek cannot afford to be complacent or “rest on its laurels” in the face of increasing competition and challenging economic climates and technological innovation over the last two to three years had allowed the company to remain a market leader. One of the keys to the company’s success has been an aggressive expansion in its Mobile Service Fleet which now numbers 350 units, providing an advantage in locality of its services. A significant upgrade to Pirtek’s global inventory forecasting system, fully integrated into its supply chain system, was recently completed ensuring representatives would have the right product in the right location, every time the customer needed it.

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Experience tournament golf in your own backyard W ITH less than three months until the 2013 Gloria Jean’s Coffees NSW Open kicks off at Castle Hill Country Club, tournament organisers Golf NSW is delighted that planning for the championship is well on track. Gloria Jean’s Coffees has been announced as the title sponsor for the event. Having such an iconic name to headline sponsorship has given the historic golf event a much needed boost as we head into the traditional schedule of professional tournaments which include the Australian Masters and the Australian Open. Gloria Jeans has their worldwide head office located in the Hills. Many of Australia’s leading professional golf-

ers will return from their overseas commitments in readiness to perform in front of home crowds. Spectators attending the Gloria Jean’s Coffees NSW Open will enjoy the chance to watch some of these well-known names up close and experience tournament golf in their local community. Whilst the final player field is yet to be confirmed, organisers have been liaising with some of Australia’s leading players and several overseas players, to participate in the event. Past winners include Peter Thomson, Kel Nagle, Jack Newton, Greg Norman, Craig Parry and more recently, Peter O’Malley. Players also compete for World Golf Ranking points, which assist with their efforts in

The course at Castle Hill Country Club.

securing playing rights on the lucrative overseas tours, so a good result can have quite an impact on their future earning potential. “To be able to bring a world renowned golf championship to one of metropolitan Sydney’s major growth areas, is a great opportunity for sport fans to be able to see tournament golf at its best,” said Golf NSW, CEO Stuart Fraser. “We have been overwhelmed by the tremendous support including many locally Hills based businesses, as well as the wonderful involvement and assistance provided by the Hills Shire Council, who have all recognized the opportunity such an event presents through forming an association with the event. “Not only are we expecting some exciting golf on the course, but we are providing a range of activities around the clubhouse including a children’s entertainment area, some promotional stalls including official event merchandise, gourmet food and on-course cafes where spectators will be able to relax and experience the first class hospitality Castle Hill Country Club has to offer. “There are still some fantastic opportunities for corporate partners to access unique benefits such as Pro-Am spots which may include playing with one of the marquee players, signage on course, VIP hospitality and more. “For spectators, together with Castle Hill Country Club we are investigating a number of on-site parking options so that when coming to the course this can be easily accessed from Windsor Road, and we will make an announcement on this shortly. We want to ensure the experience of attending the event is an enjoyable one for players and spectators alike.” A key factor to ensuring the success will be through the valuable assistance of volunteers. Many expressions of interest to be involved have been received, with duties range from assisting with listing scores, operating the courtesy vehicles, marshaling duties on course to managing

Golf NSW CEO Stuart Fraser.

the driving range, controlling fairway crossovers and assisting with player requirements. If you would like to offer your services, Graeme Hayton is overseeing the volunteer program – contact details are on the event website Castle Hill Country Club General Manager, Melissa Ellis, said: “The enthusiasm is certainly growing, which is exciting for our members, local community and entire region as our club will be showcased to a much broader audience.” “We are encouraging all local businesses and families to come along and be part of a memorable event for the entire Hills district, and watch some of Australia’s best golfers up close, and see our magnificent course at its finest.” The 2013 Gloria Jean’s Coffees NSW Open will be held at Castle Hill Country Club from November 21 to 24. Go to for more information. Come and watch some of the best golfers on one of NSW best golf courses – Most importantly, spectator entry is FREE.

New oncology unit doubles current capacity at Westmead ARRAMATTA Lord Mayor, Cr John Chedid has opened Ramsay Health Care’s new Oncology and Infusion Centre at Westmead. Cr Chedid said the new centre is a welcome addition to Parramatta and that it would go some way to meeting the growing demand for Oncology and Infusion services in Sydney’s West. “The new centre doubles the capacity of the current Private Oncology and Infusion services at Westmead Private Hospital. It will give patients more comfort and space as they deal with what is a very challenging time in their lives,” Cr Chedid said. As Australia’s population ages and the demand for health care grows, Westmead will become increasingly vital to meeting the nation’s demands for health care. Already, Westmead treats more than a mil-


lion patients each year and its 16,000-strong work force is set to double within the next 20 years. “As a member of the Westmead Alliance, Council is calling on the government to invest now to provide the precinct with vital transport links and infrastructure it needs to service the people of Sydney,” Cr Chedid said. The Westmead Alliance brings together major health and research institutions in Westmead and Parramatta City Council to advocate for infrastructure investment in Westmead. The Alliance includes Parramatta City Council, the Western Sydney Local Health District, The Sydney Children’s Hospitals Network, Westmead Millennium Institute, Children’s Medical Research Institute (CMRI), Westmead Private Hospital and the University of Sydney.




Unease and denials over Wanderers sale By Anthony Stavrinos OR what’s meant to be a confidential process, the sale of the Western Sydney Wanderers is generating an impressive number of sensational headlines. While officials are not updating media throughout the process or providing any comment, a steady flow of leaks and exclusive stories provide updates on which potential buyers are in the running. The Australian Financial Review reported that Manchester City – considered one of football’s wealthiest clubs and owned by Sheikh Mansour, whose family rules Abu Dhabi - and another English Premier League club had investigated making a bid for the Wanderers. Manchester City denied any interest in the Wanderers sale but a report since claiming cross-town rival Sydney FC rejected a recent


There are indications that sections of the Wanderers’ vast fan base is beginning to feel uneasy with the handling of the club’s sale, especially after learning of several potential buyers through media reports.”

bid by Manchester City to acquire a stake in it, suggests the EPL outfit may have more than a passing interest in the A-League. But Western Sydney Wanderers executive chairman Lyall Gorman said he had received no confirmation of EPL clubs expressed interest in the sale. “My opinion is if there was, I would be aware of it. We speak with UBS regularly and I think we’d be aware of those organisations that have currently expressed an interest,” Gorman told the Tribal Football website. German powerhouse, Borussia Dortmund, was also a potential suitor after a senior club official told local media of plans to purchase a ‘feeder’ club in the Asia-Pacific and confirmed his club had discussed with Football Federation Australia officials the potential acquisition of an A-League team. The FFA, which owns the Wanderers, has engaged investment bank UBS to find a suitable buyer willing to meet the $15 million price tag, that can also consolidate the club’s phenomenal debut season success. David Hagger, heads of Deloitte’s Corporate Finance team for western Sydney, says a UK or European club acquiring the Wanderers could be a smart business move. “You’ve got the potential for example with the connection between the European clubs and Australia for an owner to maybe, for example, have a UK Premier League club and a feeder club in the A-League in Australia, through which merchandise from the UK club could also be marketed,” he says. “Why wouldn’t someone who owns a Premier League club, potentially buy an Australian A-League club? They can bring the corporate knowledge and ideas from a more mature market into an undeveloped market. “Potentially also there’s quid pro quo, because if I own both clubs and I’ve got the next Tim Cahill down here, maybe I can secure him for my Premier League club before someone else does.” Hagger says he’s not aware of such an idea being floated, but in the globally-focused sport-

ing world, it made complete sense and there was no reason it couldn’t happen. The behind-the-scenes excitement began around mid-August, in the lead-up to UBS calling for expressions of interest in the Wanderers, when news emerged that a rival code had launched an audacious bid to buy the club. Penrith Panthers declared an early interest in buying the club, but the FFA’s decision-makers responded with a swift, reflex-like rejection of its bid. FFA chief executive, David Gallop, refused

the Panthers access to a 50-page document prepared by UBS, titled Project Ono, which details all aspects of the club including finances, playing roster, sponsorships, staff and community engagement plans. “Why would we contemplate selling the Wanderers to a club from another code?” Gallop told News Limited. “And while we are posing these questions, why would a club from another code want to Continued on page 21

BRIEFS $14.2 million proposal A DA, lodged by J A Khoudair proposes the construction of a 17-storey mixed use development containing a retail tenancy and 59 residential dwellings over 2 levels of basement car parking, at 22 Parkes Street, Harris Park. Estimated cost of construction is $14.2 million.

Minto Mall renamed WOOLWORTHS and Kmart will be the major drawcards at the renovated Minto Mall, to be renamed Minto Marketplace, and expected to re-open in December, following its purchase by a group of local investors last year. Parking will be for 950 vehicles.

Industrial site sold for $4.8m KAROVEL Nominees has sold a4960square-metre industrial site, in Steel Street, Blacktown, for $4.8 million to a private investor. CSR Industrial Products has a lease on the property until 2015 at $402.4 annually.

Centre bought for $22.6m PROPERTY fund manager Haben has purchased the 4667-square-metre Woodcroft Shopping Centre, in Woodcroft, for $22.6 million, on a yield reflecting 8.91 per cent. When

fully leased centre could provide an income stream of around $2 million annually

Projects win awards STOCKLAND Development’s Waterside Terraces, at Cranebrook, won the Design and Innovation category, in the UDIA Awards for Excellence. UrbanGrowth’s Thornton estate, in Penrith, won the Affordable Development category

DA for a 7-storey building L. Liskowski has lodged a DA for construction of a 7 storey mixed use building with ground floor retail and car parking and 6 storeys of childcare centre for 92 children, at 12 Palmer Street, Parramatta. Estimated construction cost: $2.3 million.

Council best employer PARRAMATTA City Council has been recognised as an employer of choice and a leader in workplace practices after taking out the 2013 Local Government Employer of the Year Award. Held at the Best Practice in Local Government Conference in Melbourne, in August Parramatta City Council beat more than 80 councils across the country to claim the award for the first time.

Come and watch some of the best golfers on one of NSW best golf courses

Castle Hill Country r Club




Continued from page 20

invest their money and build up a rival?” Penrith Panthers CEO Warren Wilson criticised the FFA’s swift rejection of his organisation, suggesting it potentially turned away the top bidder. “Personally I can’t believe soccer was silly enough to say no to us,” Wilson said. “They should have at least let us in the door and put a price on the table. We might have been the biggest bidder yet they’ve shut it down.” But Gallop said the highest offer was not necessarily the best for the future of the club and A-League and the FFA would be careful to avoid selling the club to “anyone who we believe can’t align the community interests with the business interests.” While Gallop has been roundly applauded for his handling of the Panthers bid, Fairfax Media revealed the FFA’s previous administration had unsuccessfully approached the Mounties Group to buy the club, but the asking price was over its budget. The same report also revealed that former NSL club, Marconi, were interested in acquiring the Wanderers to enable the proud club’s return to top football competition. Marconi president Vince Foti confirmed the club would bid for the Wanderers and was was “investigating what the possibilities could be”. It’s understood that Marconi’s proposal would see no changes to the Wanderers’ name, brand, identity and colours and the team would continue playing its matches at Parramatta Stadium, while training at Marconi Stadium at Bossley Park. There was a possibility the club could permanently relocate to Marconi Stadium if it was significantly redeveloped to increase its capacity and overhaul existing facilities. There are indications that sections of the Wanderers’ vast fan base is beginning to feel uneasy with the handling of the club’s sale, especially after learning of several potential buyers through media reports. In a post titled ‘FFA Efforts To Sell Wanderers Miss The Mark’, ‘Mack’, who runs the popular unofficial Wanderers supporters website and discussion forum (www.westsydneyfootball. com) urges the FFA to revisit the concept of an

“German powerhouse, Borussia Dortmund, was also a potential suitor after a senior club official told local media of plans to purchase a feeder club in the Asia-Pacific.” ownership structure which offers fans a collective stake in the club. “The Western Sydney Wanderers must not be sold to a group who will use the club as a pawn to improve the bottom line of elements outside the Western Sydney Wanderers Football Club,” he writes. Further down in his post, Mack urges Gallop and the FFA to consider an ownership structure which offers supporters a stake, to protect the interests of the club. “If David Gallop and the FFA are looking for a group of people who will have the best interest of the club in mind then he need look no further than the Wanderers supporters,” he writes. “If not the Wanderers supporters as a collective, then David Gallop must sell this club to a person or persons who have the sole interest of making the Western Sydney Wanderers the biggest sporting club in Australia. “To do otherwise would betray the ideals this fledgling club was built upon.” You can read Mack’s full post at: http://

Drums are sounding for the possible sale of the Wanderers and fans are feeling uneasy with the process.

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What drives Aussie workers to return from foreign jobs?

The future of office space supports worker’s lifestyles HE traditional office space is being reshaped. According to a study by the Australian Bureau of Statistics, Working Time Arrangements 40% of Australian workers expect expecting flexibility and having a say in the hours they work. As a result offices are being downsized due to rising rental costs and the corporate industry is embracing a new dimension of


Examples of the modern office.

open plan spaces complete with multiple connectivity points that allow employees to have the ability to work from anywhere, at any time. According to FDC Construction & Fitouts managing director, Ben Cottle, employers are benefiting from these new spaces, with an increase in employee morale, productivity and engagement. This futuristic lifestyle workplace has been used as inspiration for the recently completed CBRE office, located in George St in Sydney’s CBD. This style of progressive office fit out could soon be making its way to Western Sydney. The employee feedback has been overwhelmingly positive and the impact on the overall business has been significant, says Mr Cottle. Productivity has increased while the environmental impact has been minimised, with a decrease in energy consumption of 61% (based on a comparison of April 2012 and April 2013) and a drastic reduction in paper usage. Altogether, the George St office has a space saving of almost 30% while staff has access to a 65% increase in meeting rooms.

EW data released by SEEK shows that almost one in four Australians have recently worked overseas but the appeal of the Aussie lifestyle and opportunity to earn a good income closer to home soon draw those that are overseas back. The main reason people consider moving overseas is to broaden their experiences (44 per cent) and for a change of scenery (42 per cent). When considering the move, men are more financially driven (48 per cent) in comparison to women (28 per cent). This was particularly the case for young Australians, with a whopping 62 per cent of people aged 1824 stating that a reason for wanting to move overseas


is for a larger pay cheque. “Many Australians are intrigued by the prospect of working abroad, but when it comes down to it, there is no place like home and the dream of living and working overseas is often short-lived,” said Head of Recruitment at SEEK, Sarah Beck. The results show that nearly half of those who have worked overseas, simply move back home when they have had enough. But the desirable Aussie lifestyle (34 per cent) and local career opportunities (23 per cent) are also high on the list, suggesting that in many instances the earning potential overseas might not be what we once thought.

Hills coding firm secures Saudi medical training deal EMBER for Baulkham Hills and Chair of the NSW Economic Development Committee David Elliott has helped secure a breakthrough into the lucrative Saudi market for a Sydney business. The Coding Company, based at Winston Hills, has negotiated an agreement with the Bait Al-Batterjee Medical Education Company Ltd (BAB) based in Jeddah, for the supply of the TAFE OTEN ICD-10AM training courses throughout Saudi Arabia, and has established a business presence in Dubai and Jeddah. Mr Elliott said this success will open the way for thousands of businesses in NSW to grow their export sales into the future. “Saudi Arabia represents a lucrative export market, and with a focus on trade in Asia and the Middle East, economic opportunities for Australian businesses in the region will only increase,” Mr Elliott said. “I am delighted that The Coding Company now has such a unique opportunity and, through their cutting edge technology and hard work, has the prospect to become a major player on the world stage in




the provision of Health Information Management professional services and technology.” Mr Elliott said the adoption of Australian technology and standards by Saudi Arabia was an important factor in creating this export opportunity. “The Saudi Government decided, in the interest of patient wellbeing, to adopt the Australian standards for clinical coding for use in Saudi Hospitals,” Mr Elliott said. “The TAFE ICD-10-AM Training Course is a distance education course relating to the training of Clinical Coding personnel, and for the Kingdom of Saudi Arabia addresses the need for education services across a large geographical area. The expertise of the TAFE teaching staff can be delivered efficiently and economically to thousands of Saudi students,” Mr Holden said. “The Government of Saudi Arabia has mandated that all hospitals, public and private, and Health Insurance Companies adopt the WHO organisation standards in International Classification of Diseases (ICD-10) and to follow the Australian Modification of that standard (ICD-10-AM).”



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Parramatta shines bright as business destination of choice P arramatta’s reputation as a cityof-choice for business has been strengthened in recent months by a number of high-profile firms announcing plans to open new offices or expand an existing presence in the City’s CBD. Multinational property group Lend Lease is set to open a new office in Phillip Street, taking out a 1,100 sqm lease for a new 85-strong workforce. Lend Lease staff working from the new Parramatta office – which is set to be fully operational by the end of this year – will focus on new residential communities planned for Western Sydney as well as the ongoing management of already-established developments. The staff will include Regional General Managers, Regional Development Managers, Development Managers, Marketing, Design, Finance and Operations and Administrative Support. Paul Melrose, Lend Lease’s Design Manager for NSW and ACT, said: “Parramatta was seen as an obvious choice for our new regional office, given its central Sydney locality on a major public transport hub, and excellent access to our existing development projects across various locations in Sydney and surrounds. “Our staff are looking forward to relocating to our new office and being part of Parramatta’s growing economic and cultural environment.” Elsewhere in the CBD, the Department of Fair Trading is significantly expanding its presence in Parramatta, with as many as 200 staff relocating to new offices in the Eclipse building, in addition to existing offices on Phillip Street and at The Barrington on Smith Street.

Lord Mayor of Parramatta Cr John Chedid visits staff from the new Parramatta law firm Shine Lawyers.

High-profile compensation law firm Shine Lawyers will locate seven staff in a new office in the Parramatta

CBD, and could add five more in the near future, while global servicedoffice provider Servcorp is set to

Servcorp’s Barry Griffith and Danielle Campbell share the company’s expansion plans for the Parramatta CBD.

open a second office in Parramatta in coming months. Liane Gorman, Servcorp’s

General Manager Australia and New Zealand, said: “Parramatta is becoming an epicentre of Sydney as more businesses choose to have a base here. “Servcorp supports small firms in their early phase to create a foothold in the market as well as providing larger corporations with an office hub in Parramatta to later expand from. The benefit of both options is that they drive employment, and that goes a long way towards improving the work/life balance of local residents who no longer need to make the long, daily commute into the Sydney city.” Alongside its growth in importance as a centre for commerce, Parramatta’s place in the media landscape is set to increase as the ABC will soon locate four full-time staff at the Information and Cultural Exchange (ICE) in North Parramatta, covering news and current affairs across the Western Sydney area. Lord Mayor of Parramatta, Cr John Chedid, welcomed the news and said this underscored Parramatta’s growing reputation as one of the premier centres of business in Australia. Cr Chedid added: “Council is absolutely focussed on making Parramatta a great place to do businesses and in recent weeks we have seen some of Australia’s most innovative and successful companies announce that they want to call Parramatta home. “With the exciting plans for the CBD such as Parramatta Square, the future of Parramatta as a place to live, work and invest looks extremely bright. We’re really proud that these fantastic businesses have decided they want to be a part of that.”

Content on this page is sponsored by Parramatta City Council in the interests of informing residents and businesses of council initiatives and events. Any views expressed on this page are not necessarily those of WSBA, nor does WSBA accept any responsibility for claims made on this page.




Fresh branding moves WSBA to new ground W ESTERN Sydney Business Access (WSBA) has been given a makeover thanks to one of the region’s leading branding specialists. Publisher, Michael Walls said WSBA has developed successfully over the past five years and was in need of fresh ideas to help reposition it for the rapidly growing Greater Western Sydney region. “The time had come to invest in refining the brand so that the new brand reflected the paper’s maturity and strength and married these values with a renewed sense of vitality and purpose,” said Mr Walls. “We are delighted with the branding strategy that Mode Media developed because it organises our newspaper and creates an appealing and sophisticated environment that will deliver outstanding results for our clients. “Already, the response from our clients to these changes has been extremely positive. Chris and the team at Mode Media have been a pleasure to deal with and have the unique ability to understand instinctively how brands interact with their markets.” Chris Hekeik, Campaign Director of the Parramatta-based agency, Modemedia said he approached the new branding for ACCESS knowing that this is much more than a newspaper for business in the west of Sydney. “Michael Walls has developed a unique business portal - a communication hub which combines print media with digital media, motivational and educational events as well as high-level round table discussions,” said Chris. “He looks at the entire spectrum of news and issues, from the biggest stories to the opening of a new store, and he complements it with very practical business information - from taxation and cloud computing to social media and marketing. “The brand we developed expresses the

Mars Rover linked to Sydney Olympic Park ARTS found in the Curiosity Mars Rover currently trekking slowly to its primary target, Mount Sharp, were developed and manufactured in Sydney Olympic Park. Since landing on the planet in August 2012, the six-wheeled rover has travelled a little over 1.6 kilometres on a mission due to continue for at least another 11 months. This could be extended if it remains in good working condition. Silanna Semiconductor, a manufacturer of high reliability integrated circuits for the aerospace and defence industry, has also provided parts for other deep-space probes and satellites.


The Mars Rover.

WSBA publisher Michael Walls, left and Mode Media’s Chris Hekeik with the new WSA brand.

strength and maturity of ACCESS. It embodies a clean, crisp style which is sophisticated and modern. “It has the power to attract iconic business brands to it and a vitality which appeals to the growing audience of dynamic young business leaders and entrepreneurs. “The use of colour coding alongside the main brand emphasises the holistic approach of ACCESS.

“It extends beyond the business world of the reader to their lifestyle, family, health, finance and more. From a practical point of view the colouring makes it easier to reference the various sections. “We believe ACCESS is a champion of micro through to corporate businesses and we have positioned it as the premier businesslifestyle communication medium in the greater west of Sydney.” 

Down on Earth, the company’s product can be found in the mobile phone market; its components are included in Nokia, BlackBerry and iPhone devices. A state-of-the-art technology R&D centre houses the latest equipment for producing high purity, high uniformity compound semiconductors, the company said.   A fully equipped analytical lab that includes a range of materials characterisation tools supports the research activities. Silanna is the only company outside the US to achieve the Accreditation of Trust by the US government’s Defence Microelectronics Activity (DMEA). The company has offices in Brisbane, San Diego and London supporting various business development activities and a number of sales representatives in Europe.


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Come and watch some of the best golfers on one of NSW best golf courses

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How to conduct a future financials analysis

Using an appropriate powerful software tool and with the right knowledge, an enormous benefit can be gained in the analyses of the possible alternatives, quantifying them, as well as in choosing the most appropriate steps/ actions.”

By Eric Tjoeng ESIDES personal freedom, possibly fun and self-satisfaction, one of the key reasons for owning a business is to provide financial rewards for the owner in term of profits and business value, both for the personal effort and also for the risk the business owner is taking. At the same time the business needs to be able to pay employees, bills and other obligations when they fall due, which is the issue of cash flow management.


Future financials For business owners who want to target a better profit, a better cash flow or a better cash position, one of the effective tool to use is “what if” analysis or Future Financials, where you know the current business position and want to target a future (better) business position. The Future Financials identifies the desired goals in your business, and then shows how to fix it by focusing on seven key business drivers (price, volume, margin, overheads, inventory, accounts receivable, accounts payables). Typically a current position for a business may be that it has say: An overdraft of $100,000 or:

Planning and implementation part

It makes a small profit but it should be a bigger one or: It has a poor cash flow. With this process, with the right what if analysis or Future Financials tool and knowledge, it can effectively show you the best options to say: Reduce or eliminate the overdraft completely. Double or triple the profit if that is your objective. Fix the negative cash flow problem and give you positive cash flow. The Future Financials procedure has two parts. It has a diagnostic part and a planning part.

Diagnostic part In the diagnostic part, it adjusts and

balances the seven Key Financial Drivers to show you what has to be done to achieve your financial goals, such as increasing your profit or eliminating an overdraft. It might be a combination of actions required to improve the direct costs (labour efficiency and material costs), small price increases where appropriate, and overhead reduction to improve the profit. It could be reducing inventory turnover, reducing accounts receivable days and stretching accounts payable days to improve cash flow and bank balances. Using an appropriate powerful software tool and with the right knowledge, an enormous benefit can be gained in the analyses of the possible alternatives, quantifying them, as well as in choosing the most appropriate steps/ actions.

In the planning part, it is critical to plan the steps a business needs to take to target that future business position. Finally, it is important to be able to effectively execute such a plan and the deployment and utilization of an effective business system will certainly help. The result The value delivered by this effective and powerful process can be enormous. It literally can improve the business hundreds of thousands of dollars a year in profit and cash flow by knowing what actions you (a business owner) need to take to achieve the desired goals. It can change the situation of a business owner from: “What do I have to do to get to the desired next step?” to “Now there is no doubt what I have to do to get to the desired outcomes!” Eric Tjoeng is the Joint CEO and Senior Practicing Partner at CAD Partners CFO On-Call ( au). He can be contacted at

WatervieW in Bicentennial Park for Special Olympics Australia welcomes your support to join us for a very special Melbourne Cup experience to be held on Tuesday 5 November, 2013

Entertainment - Boys in the Band celebrates the world’s greatest hits from the most iconic bands of the 20th century! The show features some of the most talented, versatile, handsome and hip young guys in the entertainment industry today. The day will commence at 11.30am for registration networking drinks followed by a sumptuous three course lunch including beer, wine and sparkling.

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Welcome to the Round Table THE Greater Western Sydney Regional Roundtable (GWSRR) is an initiative of Adjunct Professor Jim Taggart OAM and Western Sydney Business Access (WSBA) that brings together people of influence in the region to discuss and share insights that impact upon the region for the purposes of public education. GWSRRs are held bi-monthly. This GWSRR was held at the Parramatta Parkroyal Hotel in August on the subject of: Leadership: Definitions and Challenges.

Following is an edited transcript of this GWSRR. All photos by Milestones Photography. Attendees: Dr Jim Taggart OAM (chairman), Karl Gessner (Deloitte), Luke Coleman (Parramatta Stadium), Steve Phillips (3-steps Consulting), Michael Edgar (Hills Shire Clouncil), David O’Neil (Castle Hill RSL), Chris Hekeik (Mode Media), Michael Walls (WSBA), Lyall Gorman (Western Sydney Wanderers) and John Robertson (Leader of the NSW Opposition).

Leadership: Definitions and challenges Dr Jim Taggart OAM: Well good morning everyone and on behalf of ACCESS I’d like to welcome you all here today. Today’s subject is very exciting one. Let’s start with introductions around the table please. Karl? Karl Gessner: Karl Gessner. I have been with Deloitte for 15 years and with Deloitte Private for the last four years in Australia. I am originally from South Africa and have been in leadership roles just about my entire career. Essentially I look after private and family-owned businesses. Luke Coleman: Luke Coleman. I’m Director of Parramatta Stadium. I’ve been there for seven-and-a-half years. About two years ago, there was a transition of the three trusts that actually ran the three stadiums at Wollongong, Parramatta, and Newcastle, and we’re all under one umbrella called Venues NSW now. The stadium has had quite an interesting history. Steve Phillips: Steve Phillips is my name, from 3-Steps Consulting. I was previously General Manager of a commercial planning franchise for around 13 years, called Jani King, and also the premium sponsor of the Round Table events. 3-Steps is a fairly new company that’s formed, I guess, to fill a little bit of a gap in the market as far as those budding entrepreneurs that have all the ideas and not necessarily the grunt or horsepower at street level. Michael Edgar: I’m Michael Edgar and I work at The Hills Shire Council as Group Manager Strategic Planning. Our challenge as we know, is about population increase. We know that Sydney will attract another 1.1 million people over the next 20 years, and The Hills Shire is expected to accommodate around 100,000 of those people. So we’re dealing with issues surrounding a population base of 175,000, growing to about 275,000 over the next 20 years. We look after several billion dollars of community assets such as roads, parks, open space networks, community buildings, and draining systems throughout the shire. David O’Neil: Dave O’Neil General Manager at Castle Hill RSL. I’m married with two children. For a bit over the last ten years now I’ve been at Castle Hill RSL Club and through the whole transition, the redevelopment, and also the repositioning of the business and the

The GWSRR in action.

organisation within our community. I’m a local resident, lived in the Hills when I very first moved to Sydney. My role in my organisation is to build an organisation that’s relevant to the community. Chris Hekeik: Hi Chris Hekeik. Jim, Mike, thanks so much for the privilege. I’m just totally honoured to be here. I’ve got a design and marketing company called ModeMedia; “The Branding Experts” We’re a branding company, specialising at taking businesses to the next level and making sure that their brand stands out and is effective in the marketplace. What we ultimately do is, help businesses look great.

People call us, the “image doctors”. Since 1999 we have created and managed 100’s of successful brands. I am married with three children and live locally in the Parramatta area. I have a heart for the greater west of Sydney and Love seeing businesses proposer. Michael Walls: My name is Michael Walls; I’m the editor and publisher of the newspaper, Western Sydney Business Access. We’ve been doing that for about five years now, and over the last 20 months it has evolved into a Western Sydney brand. Before, it was Parramatta-centric. We saw the opportunity to, I suppose, connect with the expansion of the area with a regional

business newspaper. I’d like to thank everyone here for coming today. Lyall Gorman: Lyall Gorman, Executive Chairman, Western Sydney Wanderers. Proud westie; born and grew up in Bankstown, and loved the west. I think we’ve been incredibly privileged to be able to work in this economic and social and diverse powerhouse. I’ve been much driven by legacy and making a difference, and making a contribution, over very much a karma philosophy; what we put out there comes back in bucket-loads. If we can make a difference Continued on page 29

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“I see leadership as being able to direct people to follow you without you necessarily leading them: that is very powerful.” - Karl Gessner.

Continued from page 28

to this region, and you know, the rising tides mentality, we’ll all grow together. So I’m not driven by the football club that I happen to be the Chairman of; I’m more driven by the region, and how the football club can be an influence, not an asset, and make a difference, and make a real contribution to the region holistically. Dr Jim Taggart OAM: Fantastic. Thanks, Lyall. Okay. Let’s start. Walter Bagehot says this: “One of the greatest pleasures in society is doing what others can’t do.” What’s leadership, in your mind? I really want to get some really robust debate – in this room; Lyall Gorman doesn’t employ 30 or 40 people or 50 people. He employs 20,000, when they come to the stadium. David O’Neil does employ 550 staff; he employs another 45,000 people who make a conscious decision to come to that club. You’ve got 100,000 people you employ, because they make conscious decisions. So the magnitude and diversity amongst this room about leadership; you are really in big roles. Who’d like to start? Michael Walls: Well, I’ll just put a couple of thoughts out there if I can Jim. I think a lot of leadership can be situational, and I think the model of a leader being born or genetically or intrinsically skilled up with a certain amount of ability to be able to lead, set a vision and lead, I think that’s a bit of a myth. There are pragmatic forces at play and in different situations, people lead differently. I mean, look at the situation with the Wanderers. Could another person other than Lyall be able to do what he has done with the Wanderers? Lyall Gorman: Yeah, yeah. But the interesting concept there, Michael, is that it wasn’t me. Michael Walls: It wasn’t you? Lyall Gorman: It wasn’t me. It was everyone around us. And the leadership component of that was being there. But we were able to unite a massive group of people, not just in our office, but our playing group and the community at large. So it wasn’t just about one person as a leader – I think that’s a really critical point of difference about leadership. I saw a definition the other day at an Australian Business Congress where they were saying leadership is the capacity to have people follow you when they don’t have to, when they’ve got a choice, got a real choice, not to have to follow. Karl Gessner: I think that’s a very important point to make. Because I see leadership as being able to direct people to follow you without you necessarily leading them: that, is very powerful. And using the Wanderers as an example, it’s not just one man; it’s the sum of all of the different leaders doing their different things, and pulling people along to follow them. If you look at Deloitte a couple of years back, I mean, it had a pretty bad image as image goes, in terms of a professional services firm. And with our CEO stepping up and saying, “Listen, we need to change this because we’re falling further and further behind in the market,” it takes courage to basically say, “We are going to change this,” and then actually take real steps

to get rid of what doesn’t have to be there. But ultimately, there needs to be authenticity. If you don’t believe what your CEO is saying or what your leader is saying, then you’re not going to achieve anything. What is important, is having authenticity in terms of what you’re doing and your message that you’re delivering. And credibility comes from that. Steve Phillips: I think you’re right; but the thing is, there has to be a decision made at the forefront. Someone’s got to make a decision as far as, “Okay, this is where we’re going.” The fact is that this person must be believable and respected. One of the biggest things is the buy-in; and then from that, the culture and the development will then flow over. Because if people aren’t happy to be there or be with you, then really, doesn’t matter what you say. David O’Neil: I actually don’t believe the leader actually has to be the most intellectually intelligent in the room. I actually think they need to be the most understanding and astute. They have to actually recognise the people in the street. I mean, we spoke about the size and diversity of our business – you cannot possibly run every single department. I mean, we’re operating five restaurants, bars, entertainment venues, sports complexes, gymnastics – I can’t be an expert over all those fields. However, what I actually have to be able to do is make somebody responsible, empower them to make the decisions; but more importantly, at the end of it, I actually need to give them the acknowledgement and the recognition of what they’ve done and they’ve achieved. And my role as a leader, for want of a better term, is to actually bring those people through as part of the success story. And the strength of that relationship of how they will work with you is how they feel engaged, they feel recognised, they feel … from that point of view. And that doesn’t always go back to dollars. I mean, I’ve had lots and lots of people over the years actually work within an organisation that I’m leading, for less money than they get somewhere else, but have stayed for an awful long time because for the work environment, the work culture is so strong. But that’s that time where they deliver, because they know they’re going to get the recognition. Dr Jim Taggart OAM: So can I ask a question, David? What part do you believe that you play in that whole process? David O’Neil: Mine is actually co-ordinating and developing the organisational culture. And what I mean by that is, we’re full of human bodies; we’re not four walls. Every single one of them has a different emotion and a different feel. And they’re there for a different reason. I see my role is to actually work out what my managerial team is, what drives them. And I’ve used it in reverse over the years. I have to understand what someone’s Achilles heel is to understand what their strength is. Steve Phillips: We all have our own ways to understand people, don’t we? David O’Neil: I think the key with anyone I work with is family. I mean, if they’re not happy in their personal life, they’re not going to be happy in their professional life. Steve Phillips: What you’re saying


Dr Jim Taggart OAM.

makes total sense. But obviously over the period of the time that you’ve been there and the respect you’ve earned, you’ve shown an example. One of the biggest problems in today’s world is that leaders need to lead. David O’Neil: Yeah. I mean, I get paid more than anyone else because I’m the guy they throw in gaol. I’m the one that lies awake at three o’clock in the morning and go, “We’ve had a 2% downturn in a certain part of our business.” We also try and carry that through into our philosophies about our staff. We introduced an acronym around about seven, eight years ago, which is called “PRIDE”. And that’s Michael Walls, right and Lyall Gorman. our staff awards. And it’s Personal Responsibility in Delivering on Excellence. I can’t control what Lyall has talked about some of the attributes of you do; you can only control what you do. So what leadership is, and I think we’d all come up if I set the environment up where you want to with the same 10. They might be in different give me your personal best every single day, and priority, but I think we’d kind of come up with everyone’s doing a PB, then we just can’t help to those. Who are good leaders, in your mind? Just succeed. as a role model. It could be your grandmother. Lyall Gorman: That’s right. And that’s Many parental figures have had a big influence our philosophy. We’ve got a simple underlying on which we are today. You know, Lyall and philosophy that organisations grow when the Luke … I’m involved in sport – nowhere the people within them are growing. And for us, level you are – but I notice people who know that’s our core leadership responsibility and when the game’s over, are just there, taking the accountability, is actually to understand and tap corner posts, doing those, just those little iminto that. And this is where I think the quantum portant jobs that most people don’t want to do. shift in leadership today has moved away from They want the glory. But all of those little jobs, the old traditional roles of setting business plans. they do them for you and for the culture and the You know, you can’t build a business through an organisation. And it’s just really interesting. So Excel spreadsheet anymore. You can’t. You’ve I’m just asking you, who do you think is a good really got to liaise and understand people. This leader and why? whole emotional intelligence is what you’re Michael Edgar: I thought in sport, as an talking about, as being the shift in leadership to example. You could compare and contrast me significantly. Go back in time and I pulled a Steve Waugh with others. Steve Waugh is the few examples out. I just thought I’d give a few bloke that you’d really want to have beside you examples if I can ….. because of his intrinsic qualities of depth, courDr Jim Taggart OAM: No, by all means. age, drive, passion and belief. He also had that Because it’s a question I was going to ask. ability to have people follow him.. So I think Lyall Gorman: Historically, there are seven someone that shows those qualities, those same critical traits of effective leaders – integrity, viqualities we talked about, Stave Waugh to me in sions, supportive listening skills, open-mindedsport would epitomise a good leader. ness, strong communication skills, inspirational Dr Jim Taggart OAM: So what about comintelligence. This is where we came from. This paring and contrasting just to test leadership? is where we came from. Integrity, willingness to I watched the debate three weeks ago that, you take risk, optimism, enthusiasm, commitment know the famous debate. And then two days to great vision, pragmatism, responsibility, selflater, I was at a luncheon where John Howard confidence, courage, integrity, humility, strategic spoke. And the comparison there in our leaderplanning, focus, and all that sort of stuff. And ship – someone with presence and class and on it goes. But I think the real shift today is this style, who’s statesman-like. self-awareness that you’re talking about, that Karl Gessner: I have to agree with you. emotional intelligence. And that’s what the You look at the two political leaders – I’m not critical role of a leader is, is be self-aware and having a political debate – neither are they, to understand that organisations will grow and actually – but if you look at the two leaders, blossom when the people within them are. I don’t think they inspire anybody to follow Dr Jim Taggart OAM: Let me ask you a them. I mean, it’s a case of…they’re both pretty question: In your mind, who are good leaders? average speakers. I know not everybody can be a great oratoror be a statesman. But ultimately, if you get picked by your party to lead the party, because you’re going to be governing the country, you’d want some charisma and be able to actually bring people to follow you, because you’ve got the conviction in what your policies are going to be. And I find that’s quite poor at the moment in terms of political leadership across the spectrum. Michael Walls: Charisma is often mentioned as being beneficial to leadership. Is charisma overrated? Karl Gessner: I don’t think so. David O’Neil: I think it’s really, really hard. Like the generic question of, “Who do you consider a great leader?” I mean, you consider a great leader of what you’ve actually seen the public persona of what’s actually been put out there. And we’ve spoken about Steve Waugh, and whatever else. People say to me, “Is so-andso a good Manager?” I go, “I don’t know, I’ve never worked with them.” So until I work with somebody, and the personality and whatever else comes through it’s hard to know. I believe a good manager is the manager that actually has the ability to influence an outcome with what they’re actually dealing with. Continued on page 30



“I actually don’t believe the leader actually has to be the most intellectually intelligent in the room. I actually think they need to be the most understanding and astute.” – David O’Neil. Continued from page 29

Michael Walls: You mentioned about environment. If you try to change the environment, that’s the hardest thing to do; you change yourself first don’t you? David O’Neil: Change the culture, yeah. Yep. Michael Walls: Change yourself first, then the environment will follow. So are you looking to change you’re … just fascinated by that process. You’re changing the environment of a Board? A lot of people, lot of people I come across, and I think that’s a very misunderstood thing; they think they have to change the environment. And they spend all their time trying to change the environment, and the environments just don’t change. They’re better off to change themselves, so their attitudes grow. Michael Edgar: The fundamentals of our democracy are that, we choose someone to represent us in the houses of parliament and Councils. A person who we believe takes the values and leadership into that forum to make decisions on our behalf. We can’t all end up at Parliament House. Being represented is a key and our sporting teams are no different. I was at Lyalls talk at the Western Sydney Business Connection, and what really resonated with me was that you saw the Wanderers as a cultural asset to the community of Western Sydney. There is a big void … Western Sydney’s a powerhouse, no doubt about it; full of very good and diverse people. But as a region we need our representation, and I think the Wanderers filled that void wonderfully. Parramatta Eels can, the Penrith Panthers can as well. The Wanderers is a success story in representing a region, that people in that region were happy to pin your brand or your name to. Steve Phillips: It’s ingrained into the culture now. Karl Gessner: Just a question for Lyall. The Wanderers went through this thing, and everyone got behind them. Was it because we started winning that everyone started getting behind it? Or did you, did you feel as a leader that there was a following behind this thing? Because I think there was a certain – we used the “charisma” word – there was a certain charisma about what you guys were doing, that the culture built prior to even starting; there was already that following. Am I correct in saying that? Lyall Gorman: No, you are, you are. So the reason we do it comes back to a word that I like and David used when he first spoke, and that’s “relevance”. You just can’t come upon something somewhere; it needs to have relevance to where it is. And the relevance that we talk about is being a community asset to the region, and that’s how you position yourselves. I was just going to say – sorry, if I could just illustrate your



Steve Phillips.

Michael Edgar.

point – leadership’s very complex. There’s no one silver bullet that makes you a good leader. And similarly, with the Wanderers story as I see it, I mean, you know, it’s your DNA; I just see it from the outside. And I saw what happened in our office, with the Wanderers moving as well. I don’t think it was just the winning; there were a whole lot of planks. Now, those three values – stand up for us, make us proud, and be competitive – every signing, whether it be a recruitment in the back office or a recruitment on the field or the orange peeler, I don’t care who it is, would have been scrutinised for those values, as to how they would, not so much contribute, because there is a difference between contribution and commitment; I think there’s a commitment to those values, and if you don’t commit to them, you don’t survive, you’re not part of it. Michael Edgar: I often say to some of the Managers that report to me when they come up with an idea they’ve read it in a textbook “Now do you believe it, or do you believe it just because you’ve read it and someone else believed it?” “The trick is translating from a textbook theory into real life applications and the suc-

Luke Coleman.

cessful ideas are those where the theory is understood, believed and applied. If you don’t believe it, you won’t carry it off and people won’t follow you. Chris Hekeik: Leaders create the atmosphere. One day I met Sir Richard Branson, it was a setting like this, we had an opportunity to meet him … there was probably about 40 people in the room. And all of us got our suits on, and ties. Casually, he walked in, pair of jeans, T-shirt, sandshoes; the most relaxed guy. And everyone thought he was going to come through the front door where the stage was, and everything else; he walks through the back door. No security, no one around. And I thought, “Wow.” He is a great example of a leader who is dynamic and effective yet his relaxed approach to doing things has created a culture of fun that can not only be used by the team but enjoyed by his customer’s every day. Michael Edgar: I think one of the best messages for organisations that I’ve seen recently was a piece written by the Sydney Swans coach after last year’s premiership. John Longmire was referring to what happens next

and from memory it was the day after the grand final and his message was our season starts today and we are busy looking for ways to improve. We can’t expect to be in this position next year without changing or doing something different to this what we did this year. I think that’s a takeaway for all organisations, you must be looking for ways to improve and be different. Karl Gessner: Yeah. That’s, that’s a very good point. I mean, our organisation … the world is moving so fast that if you don’t change every day, you actually go backwards. Your result might be the same as what you had 12 months ago, but in reality, you’ve actually gone backwards, because everyone else has moved forward. So the Swans, for example, the Wanderers this next season will have to do something different to be able to compete with what their result was last year. And one of the things that we do in our leadership of the firm that is very strong; they basically instil in part of our culture that innovation is just part of what we do every day. And we have to come up with ways of doing things differently every day, compared to what we did the previous day. In terms of our service offerings, we need to generate about 30% new service offerings that we didn’t have in our arsenal of offerings last year for the next year. Chris Hekeik:  As leaders we need to ‘lead by leading’ – the most impressionable leaders ever will always lead the way into any victory. The Leader is the most important figure in an organization, business, team or family. They will make or break the result of what is to happen. They are the director and producer of the set. John Maxwell says it like this: “A leader is one who knows the way, goes the way, and shows the way” Dr Jim Taggart OAM: You mentioned an offering, Karl? Define an offering. Karl Gessner: Difference of work or audit work or tax work, consulting work. So things like that. Cloud technology becomes a gamechanger for us as an aspect of our business. Social media and digital becomes something that we have to focus on. And we want to try and stay ahead of the curve by developing products faster than what they’re actually developing in the market, to be able to stay relevant to our clients. Because our clients aren’t always in a position to say, “Well, what do we do? We want to know how to get ahead in business.” And we can’t tell them, “Well, you do this,” if we don’t try it ourselves. So the philosophy and the culture of innovation is that we are trying to instil with everybody, from top to bottom within Deloitte. Steve Phillips: How do you do that from the identification of new offerings? Is it by going, looking at your competitors, looking at external industries and things of that nature, to Continued on page 31



“We’ve got a simple underlying philosophy that organisations grow when the people within them are growing.” – Lyall Gorman.

Continued from page 30

see what type of things are there, and then try and relate it back to what you do? Karl Gessner: It’s a combination of all of those things. Our senior leadership spend a lot of time in other countries learning about new innovations. For example, they spend time in the United States, at some of their Universities, and work with some of the Universities to develop young leaders. Deloitte Digital started off with a group of five or six people thinking, “How do we take digital and make it part of our DNA?” And they created Deloitte Digital, which is focussed purely on social media, digital innovation, and designing service offerings / products that are client-based. Dr Jim Taggart OAM: If we could take a pause for a minute, I’d like to welcome John Robertson, Leader of the NSW Opposition who has just joined us. Thanks so much for coming John and make time from your busy schedule. Let me ask you, what are the qualities do you think are as a good leader? Because you are the Leader of the Opposition, and that’s a very prestigious role. And you’ve been put up there for a reason. I don’t want to get into the politics of the reason. But what do you think you’ve got as good leader qualities? John Robertson: I think a good leader’s got to be able to inspire people. A good leader will never ask anyone to do something they wouldn’t do themselves. You’ve got to be, as a good leader, prepared to listen and then make a call, and not keep searching around for someone else to give you the answers that you might be looking for. You’ve also got to have enough confidence in yourself to do two things: one, to back your judgement, but secondly, be prepared to admit when you get it wrong. And in doing that, be conscious of not making those same mistakes again that led you down a particularly wrong path. You’ve got to be accessible, you’ve got to be open, and people have got to feel comfortable in your presence. You do need to have a certain gravitas about you, but people need to feel comfortable in your presence. Now I think if you can encapsulate all those things and do that effectively, you’ll do very well. I think in politics, to be a leader, you’ve got to be a bit odd. “I think to do this job; at whatever level it is, on either side, you’re not quite normal.” And I genuinely say that, because it’s a view I’ve held long before I had this job, but it’s a view I hold because I think most normal people, and in particular I think successful businesspeople, sit back and watch politics and go, “Why would I do that? Why would I give up my life? Why would I put myself and my family under the microscope in the manner that our media do?” And so I think we’re all a bit odd in politics. I look at some people who’ve just come into the Parliament on both sides, in the 2011 election, and I watch them at various points, particularly in Question Time. In New South Wales the Parliament’s called the bear pit for a reason; it’s pretty rough and-tumble. I watch their faces and their body language, and I’d like to read their minds, because I’m pretty certain they’re sitting there going, “What the hell am I doing here?” Michael Walls: You think you can grow into that, John, or you think you have those skills? Or do you think you’ve grown as a leader since you’ve had the leadership job? John Robertson: I think you do grow into it. I was fortunate. I ran the union movement for seven years in New South Wales. And it took me about 12 to 18 months to recognise certain things that you have to do as a leader. And you obviously bring a set of characteristics and traits that give people confidence that you can make that transition, but in the end you’ve got to realise that you can do it. I would say in this job, it’s taken me slightly longer. That might sound odd considering that’ve had a leadership position before. But the demands and the issues that you’re juggling in this job are much greater than anything else I’ve ever known. Dr Jim Taggart OAM: That’s what I was going to ask, because people mightn’t know but John came from a trades background, as an electrician. And I think it’s an incredible story – working class, all of that, to end up like many of the other leaders who have taken on roles, and like many of us here. It’s an incredible story. What did you think you had at that time, though? Because you don’t get catapulted into the leader of the union movement, like do you know what I mean?

Chris Hekeik.

John Robertson: My father says now, which I was completely oblivious to when I was a kid, which I was like the leader of the pack. And he only said that to me probably in the last five or six years, and it was something until then I was completely oblivious of. So I think there must have been something there that you can’t talk about now. Someone once sat with me and said, “Robbo, you have “it”. “It” is not something you can learn, it’s not something you can acquire; you either have it or you don’t.” Maybe that’s right, maybe it’s not. I guess my peers saw something in me and selected me to do that job, and subsequently selected me to do this job. Could I put my finger on it? No. Michael Walls: Do you want to? John Robertson: It’d be all right for a conversation like this, and in my next life, I could write books on leadership. Dr Jim Taggart OAM: I was going to say, it’ll be a bestseller. Can you read people? John Robertson: I’m relatively good at that. I had a good mentor at a very early age. There was a bloke who only just passed away last year, called Joe Owens, who used to run the BLF with Jack Mundey years and years and years ago. He mentored me in some ways about reading crowds. And I remember watching him at big meetings. How he’d watch, Joe could read the meeting, and read the mood of the meeting. And in the union movement, you often go to meetings with anywhere between 200 and 800 people. And contrary to popular opinion, a lot of the time you’re actually encouraging people not to go on strike and accept particular arrangements, and those sorts of things. And so being able to read the mood of a room is absolutely critical in the way you deliver your message to get the outcome that you’re aiming to achieve. Dr Jim Taggart OAM: Sorry, John. You haven’t been sitting out there for the last half hour, have you? Because that’s exactly what … sorry, it’s fantastic, because that’s really what we were talking about. Luke Coleman: I think the point also that John’s making there, it actually goes back to some of our conversation earlier. We’ve been talking about emotional intelligence, humanistic work environments, and things of that nature. However, the key message is, you don’t need to be airy-fairy. John Robertson: Most people – go out of their way to avoid conflict. And I would argue that, it probably goes back to the Stone Age, where genetically we avoid conflict as much as we can. And so to sit across the table


Lyall Gorman.

and have to have a pretty serious conversation with people, most people go out of their way to avoid that. You have to treat the action in the Parliamentary Chamber like a football game. Play hard, but outside, shake hands, sit down and have a meal.” And the other thing is, for all the hype that you see on TV … and we have schoolkids visit, Parliament run the leadership programs, and the school students from Year 12, the local leaders in the school communities, come in. I always make the point that 90% of the legislation that passes, passes by consensus. There’s no divisions, there’s no votes, there’s no screaming across the Chamber; it’s all done by agreement. On the really big issues, that’s how you make stuff happen. Dr Jim Taggart: I mean, that’s really refreshing to hear. And I had an awareness it was happening. But I sort of … coming in today, thinking about leadership, and your mind naturally wanders to political leadership. And I’ve got to say, I don’t know whether to feel sorry for politicians or just get angry, but … John Robertson: Never feel sorry for a politician, we do it by choice. Part of the problem today is, no one’s prepared, to stand up and say, “Hey, you’re wrong.” I’m concerned that we’re actually losing what I think made us so proud of who we were. But it’s what we do now to show we’re good people, but we don’t actually open ourselves up to the people who are trying to escape conflict. And I think there’s a real cultural shift as well going on. A lot of it is associated with, everyone’s just dumbed down. And secondly, at the point where … there’s been a political consensus that breaks down, there’s this mad race to the bottom. Michael Walls: That said, are politicians simply reflecting what people want? John Robertson: Well this is always the conflict with politicians. I remember I had a discussion one day in Blacktown, when someone said to me, “Aren’t you elected to represent our views?” And I said, “Well that’s part of my job, absolutely. But it’s also my job to lead. So part of my job is to engage people in a conversation, and actually take you to a place where I think we should be.” So I don’t sign up to this, “You voted for me, therefore I have to do exactly what you say.” And I said, “You can exercise your right at the ballot box in a couple of years’ time, if you don’t like that.” My job is to actually go out and say, ‘Here’s my vision for New South Wales. This is how good this state can be. Here are the opportunities. This is how I think I can deliver these things.’

Michael Walls: Having a background in media I have always believed the relationship between politicians and media is not a healthy one. It’s essentially a game where each uses the other in a game scenario. Nothing wrong with that except that I believe that people in suburbia – the voters - are simply not as obsessed with politics as those in the game believes them to be. Media is too pre occupied about politics and politicians are too obsessed with media. The result is that the public is no better off in many cases. There are far more interesting things and people out there beyond what happens in Canberra or Macquarie St, with respect. I think there needs to be a real understanding from politicians what the media’s role is; what they do and vice versa. And I don’t think that’s there. John Robertson: The worrying part is the people who read the newspapers and still believe they’re gospel. The best thing those newspapers could do is say, “We’re selling entertainment; we want you to buy the paper. So we’re not going to tell you news, we’re just going to give you things that are attractive to read.” Dr Jim Taggart OAM: John, I’m conscious of your time, sorry to interrupt. Any other questions that you want to ask John? Luke Coleman: I was just going to ask John – we talked today about leadership and what have you. And I mean, in your position, I mean, I’m sure you’ve seen a whole lot of things. What’s been the biggest challenge in leadership for you with people? John Robertson: To stare down your opponents when you want to back your own judgement. Being prepared to back yourself in those circumstances. And I think that’s the biggest challenge for any leader, is to be prepared to back yourself. And I’ve had to do that on a few occasions, just recently. Dr Jim Taggart OAM: Well John, on behalf of Access and our colleagues and friends, thank you. Particularly in your position, did you hold a New South Wales … in my humble opinion, the second-most important position, if I can just say – that’s my own personal view. And for you to give us your time this morning, says that you have respect for us. And we equally have respect for you. John Robertson: And I’m very happy for you to do that. There’s not too much to enjoy in Opposition, but one of the things is actually, to come back next time and listen to you rather than you listen to me. Dr Jim Taggart OAM: We’d be delighted. We might do something along that line.





The chambers argue that a Western Sydney Airport (‘WSA’) at Badgerys Creek would help meet Sydney’s future transportation needs and also stimulate job creation, investment and economic growth.”

The case for a Western Sydney airport By Kate Hill, Partner, Deloitte Private

LTHOUGH Western Sydney is one of the fastest-growing economies in NSW and Australia, it has a jobs deficit that means many residents have to commute long distances to the Sydney CBD on congested roads and transit. I’m fortunate to have my office in Parramatta now, but I certainly know what it’s like to sit on a busy train or be stuck for ages in rush-hour traffic. The NSW Business Chamber and Sydney Business Chamber (‘the chambers’) estimated that in 2006 there was a shortfall of over 180,000 jobs in the region and this is expected to increase to over 320,000 jobs by 2036 without significant action. The chambers argue that a Western Sydney Airport (‘WSA’) at Badgerys Creek would help meet Sydney’s future transportation needs and also stimulate job creation, investment and economic growth. That’s why they commissioned Deloitte Access Economics to investigate the potential economic impact of a new airport in Western Sydney. Another thing to consider is access by Western Sydney residents to Kingsford Smith Airport (‘KSA’). As the chambers point out: “The residents of Western Sydney deserve an airport. Despite the population of Western Sydney being greater than that of South Australia and greater than the combined populations of Tasmania, Northern Territory and the Australian Capital Territory, it does not reap the benefits of having the same level of air transport access residents of Adelaide, Hobart, Darwin and Canberra enjoy.” I’ll second that! One thing is certain, an airport expansion will have to take place in the not-too-distant future, with the least urgent estimate coming from the Sydney Airport Corporation, which estimates that KSA can meet demand until 2045. Other studies, however, are less optimistic and expect an expansion is needed as early as 2025. The chambers say that Western Sydney businesses and residents cannot afford more delay and uncertainty surrounding this issue. They are calling for bipartisan political support for an airport at Badgerys Creek from all levels of government, and they point out the urgency of commencing planning now, given the long lead times needed to obtain all approv-


als and design and build a new airport. Deloitte Access Economics’ report (available on shows that an airport would have great benefits for Western Sydney. Between a potential commencement of operations in 2027 and 2050, a Western Sydney airport would generate about 30,000 jobs and $9 billion in economic output across Western Sydney (with further benefits for the rest of the city). The report lays out three possible scenarios: • ‘Scenario 1’, assumes the WSA expands only as required to accommodate demand unmet by a constrained KSA • ‘Scenario 2’ allows for demand growth of between 5-20 per cent and • ‘Scenario 3’ explores a greater degree of freight activity in the earlier stages of the airport, with the same passenger movement numbers as used in Scenario 2. The two tables (i and ii) accompanying this article, which come from the report, compare the increase in employment for Western Sydney and Sydney, and on employment and aggregate wages in various areas of Western Sydney under the three scenarios modelled. All scenarios showed a large increase in the airport’s economic contribution, with the 2050 figures ranging from $11.6 billion in gross regional product under Scenario 1 to $15.2 billion under Scenario 3. Meanwhile, Western Sydney gains more additional economic value than the rest of Sydney. In addition, by 2050, additional employment generated by the WSA is estimated to range from 35,216 jobs (of which 21,655 are in Western Sydney) under Scenario 1 to 46,285 (28,590 in Western Sydney) jobs under Scenario 3. Table i also shows the breakdown between construction jobs that would be created and direct airport employment. The Liverpool local government area (LGA) would receive a significant portion of direct airport employment – between 16,251 and 20,013 FTE positions in 2050. Aside from Liverpool, the most significant beneficiaries from a WSA would be Blacktown LGA and Parramatta LGA. Aggregate wage income would be fairly evenly spread, with the top five LGAs in Western Sydney receiving more than $200 million in additional aggregate wage income by 2050. The impact on aggregate wages is to increase the number of jobs, but also to increase wages overall, including the wages of existing jobs, since labour would be in higher demand. Not surprisingly, the air transport sector is anticipated to benefit the most from the WSA, growing to $6.4 billion. Aside from this, business services (i.e. car hire, travel agency services, etc.) would see an additional $1.7 billion in output, as well as an additional 1,312 small and 101 medium businesses. Other beneficiaries include the communications, finance and investment, and manufacturing sectors. The additional tourism expenditure, freight


transported and reduced surface travel resulting from the airport would also have a significant effect on the output of the regional economy in 2050, as follows: • Scenario 1: a positive impact of $6.6 billion in Western Sydney and $11.6 billion in Greater Sydney • Scenario 2: $8.2 billion in Western Sydney and $14.7 billion in Greater Sydney • Scenario 3: $8.7 billion in Western Sydney and $15.3 billion in Greater Sydney. Given the controversy around the idea of an airport expansion and the political positions taken by all levels of government, I wonder what the WSBA’s readers think of this plan. Is it the right option for Western Sydney businesses and

future jobseekers? Would it be welcome to have an airport nearby, so that Western Sydney families are less inconvenienced by having to travel to Botany to use the Kingsford Smith Airport? Are critics of the plan right to be concerned with issues of aircraft noise and potential pollution, or is this simply NIMBYism at work? Whatever your view, with the federal election on, now is the time to consider what a new airport might mean to your business, your own and your children’s job prospects, and even your neighbourhood, and to make your views known to your local candidates. Kate Hill is a partner at Deloitte Private, Western Sydney. Contact her at 02 9840 7049 or email

: Overall employment figures Construction Employment

Phase 1 (2020-27)

Phase 2 (2032-33)

Phase 3 (2037-40)

Scenario 1




Scenarios 2 and 3




Direct Airport Employment




Scenario 1




Scenarios 2 and 3




Total Employment




Scenario 1 - Western Sydney




Scenario 1 - Total Sydney




Scenario 2 - Western Sydney




Scenario 2 - Total Sydney




Scenario 3 - Western Sydney





: Localised effects (employment and aggregate wages) - 2050 Scenario 1

Scenario 2

Scenario 3


Emp. (FTE)

Total wages ($ m)

Emp. (FTE)

Total wages ($ m)

Emp. (FTE)

Total wages ($ m)




































Other Western Sydney

















Top urban activation duo support Parramatta’s urban renewal

Among the first priorities is the long-awaited reconception and redevelopment of the Church Street Mall.”

By Cr John Chedid Parramatta Lord Mayor

OUNCIL’S commitment to breathing new life and vigour into the city’s public spaces has received an added boost with the involvement of two of the world’s best urban renewal specialists. We are extremely pleased to announce the appointment of Professor Dr Ed Blakely of the University of Sydney (famed for restoring life into post-Katrina New Orleans) and another famed American, Ethan Kent from Project for Public Spaces who is an authority in Place Making. Prof Blakely will co-chair council’s Urban Activation Committee with me, and will actively work with Council to progress the development. Among the first priorities is the longawaited reconception and redevelopment of the Church Street Mall.


A mammoth world figure in public renewal, Prof Dr Ed Blakely joins Lord Mayor John Chedid to co-chair Council’s new Urban Activation Committee.

Parramatta Stadium announcement Parramatta Council has joined forces with the Parramatta Eels, Western Sydney Wanderers and PCYC to support the development of a Sport and Recreation Precinct for the region.

Together the four organisations have committed $24 million toward the development of a Regional Sport and Recreation Centre as part of the larger Sport and Recreation Precinct for Western Sydney.

Congratulations to UWS for their city move

University cities are dynamic and youthful environments that draw students into their centre – like Boston a university city with close links to the prestigious Harvard University, University of Massachusetts and Massachusetts Institute of Technology. “

By Geoff Lee State Member for Parramatta

NE of the hallmarks of great cities is that they have great universities. For this reason I applaud the news that the University of Western Sydney (UWS) will soon open its own campus in Parramatta’s CBD. This is another step towards building Parramatta into a world class knowledge hub – broadening opportunities for lifelong learning. University cities are dynamic and youthful environments that draw students into their centre – like Boston a university city with close links to the prestigious Harvard University, University of Massachusetts and Massachusetts Institute of Technology. UWS joins the University of New England (UNE) and TAFE in establishing its own campus in Parramatta CBD. Each institution offers a complementary but different delivery model. UNE’s FutureCampus in Church Street leverages technology to deliver learning ‘to anyone, anytime, anywhere’ with a reported 80% of their students living in GWS while TAFE offers training and support services tailored to individual company needs, often in the workplace. Alternatively, UWS is expected to provide undergraduate and postgraduate teaching facilities in the heart of Parramatta. Geographically, Parramatta’s CBD is well positioned to service the 640,000 who work in Western Sydney and predicted population growth of one million people over the next 25 years. For students, Parramatta offers the convenience of public transport with the busiest bus-rail interchange outside Sydney’s CBD.



Also actively involved in the development are the YMCA, Parramatta Cricket Team, Parramatta Stadium Trust and Parramatta Park Trust to ensure the new Regional Sport and Recreation Centre meets the community’s needs. Parramatta City Council’s contribution to the development is three million dollars, a worthwhile investment to ensure our future sporting talent has the support and services they need to perform at the top level, and provide the wider community with the inspiration and resources to get healthy and active.

Geoff Lee shares some time with UWS students.

For many post-graduate students, Parramatta is ideally located between their work and home. UWS’s new campus has the potential to drive economic and social benefits to our city as well as being easily accessible for students. The need for more teaching, research and administration space will drive demand in the commercial market and stimulate new office construction. Spin-off economic benefits will energise firms that service and co-locate with universities. The buying power of students and employees working and studying in the CBD will drive a lifestyle economy and deliver social benefits. Increased student and staff populations will energise Parramatta’s retail, food and entertainment venues. Students bring vibrancy to the mix of office workers and families in any city. Students who study in Parramatta are more likely to stay in Parramatta - helping

redress the brain-drain as graduates seek employment in Sydney CBD at the expense of local firms. Parramatta legal and accounting businesses often lament the difficulty in attracting new graduates who are enticed by Sydney city employers only to face long commute times. Parramatta offers Western Sydney residents the opportunity for a sustainable work-life balance. University cities open up greater opportunities. They led to increased engagement between the universities and the business community and they enable the intellectual horsepower of academia to be better harnessed to drive business innovation. The business community and universities ought to work seamlessly as partners to deliver students with industry-ready skills and knowledge. This can be achieved by working closely with industry, through an industry informed

curriculum and having industry-relevant academics. Industry must provide the opportunity for authentic ‘real-life’ learning environments by hosting students as an integral part of their studies. Universities have a significant depth of academic knowledge and research capabilities. In contrast, businesses can find it difficult to afford quality research and development to drive innovation. The ‘holy-grail’ is to match these sectors together to drive innovation and business growth. It is widely acknowledged that this alignment is desirable and there remains significant opportunity for further collaboration between academia and industry to drive commercial enterprise. As Boston is to New York, Parramatta can be to Sydney. Not competing, but complementary powerhouses of economic development with their own competitive strengths. I look forward to seeing UWS open its campus in the CBD, as another step in driving significant socio-economic benefits in Parramatta. This is one more piece in the global-city puzzle that makes Parramatta the “Capital of Western of Sydney”.


September 2013, Issue #4

Ten years on, Australians are a picture of wealth By Roger Wilkins NEW statistical snapshot paints a fascinating picture of wealth in Australia. According to the Household, Income and Labour Dynamics in Australia (HILDA) Survey Annual Statistical Report released recently, Australian households on average have managed to increase their wealth over the last decade – but the results show we have not escaped the effects of the global financial crisis. Wealth inequality has decreased in the past decade as the rich lost some of their affluence – but the wealthiest Australians have remained that way. Meanwhile, there have been significant shifts in the composition of household wealth between 2002 and 2010 – notably the flight from shares to the time-honoured investment favourite of property, and superannuation. The study of wealth in Australia is relatively recent, with almost no data on the distribution of household wealth existing before 2002, when the HILDA Survey included a series of questions aimed at measuring the assets and debts of households, while the ABS included a similar set of questions in its 2002-03 Survey of Income and Housing (SIH). Both the HILDA Survey and the SIH have periodically contained wealth collections since then, but as a nationally representative longitu-


dinal survey of Australian households, HILDA has the unique advantage of providing longitudinal data on wealth. This snapshot of wealth and dynamics in Australian households draws on longitudinal HILDA Survey data to show that direct share ownership has dropped from 4.1% of household asset portfolios in 2002 to only 2.7% in 2010: 15% of households exited share ownership between 2002 and 2010, while only 9% entered share ownership. Instead, investors have concentrated on their superannuation and returned to housing – the proportion of households with investment properties rose from 16.1% in 2002 to 20.1% in 2010. The flight away from equities is, at first glance, surprising given that access to direct investment in shares has never been better, with online trading in particular making it very easy for anyone to invest at low cost. But the global financial crisis and continuing market volatility and poor returns are an obvious explanation for why smaller investors may be put off direct shareholding. Instead, Australians have substituted indirect share investment through superannuation. Incentives to make additional superannuation contributions introduced by the Howard Government in the early to mid 2000s is likely to be an important driver for this. HILDA provides a unique opportunity to examine the dynamics of household wealth,


and a perhaps surprising degree of dynamism is evident. While average wealth increased substantially in real terms, from $495,000 in 2002 (at December 2010 prices) to $684,000 in 2010, significant numbers of people experienced declines in household wealth. Some 27% of individuals experienced a decline in household wealth between 2002 and 2006, and 39% experienced a decline between 2006 and 2010. Nonetheless, an analysis of the wealthiest 10% of Australians highlights that high wealth is persistent over an eight-year period – that is, the wealthy have remained so. For example, while approximately 40% of those in the top decile in 2002 were no longer in the top decile in 2010, more than half had fallen only to the eighth decile. But the figures do show a considerable degree of upward mobility in the wealth distribution, with nearly 10% of those in the top decile in 2010 starting in the bottom half in 2002. The report also shows that there has been considerable growth in household debt between 2002 and 2010, with much of this debt attributable to growth in home loans and rising house prices. Median home values have increased by 86% in real terms from $259,000 in 2001 to $482,000 in 2010. Associated with this rise in housing debt has been a small increase in households with negative housing equity – that is, housing debt

There have been significant shifts in the composition of household wealth between 2002 and 2010 – notably the flight from shares to the time-honoured investment favorite of property, and superannuation.” greater than the value of the home. Despite this, it appears that the debt burden is mostly within income-earning capacity, with only 6% of households at “dangerous” debt-toincome ratio levels, of more than of 6:1. The decade to 2010 was, broadly speaking, one of considerable growth in the wealth portfolios of Australian households. This was, however, very much underpinned by the strong performance of housing over the period. This should sound a warning of vulnerability of future household wealth to house price movements. Indeed, the March ABS House Price Index shows real house prices have on average fallen since 2010, and prices may continue to fall for some years to come, suggesting growth in household wealth will be slowed, and possibly reversed, over the near term. ARTICLE COURTESY OF WWW.THE CONVERSATION.COM.AU Roger Wilkins is Principal Research Fellow and Deputy Director (Research), HILDA Survey, Melbourne Institute of Applied Economic and Social Research at University of Melbourne.


Australia’s dwelling values continue to rise T HE value of dwellings in and around capital cities is continuing its onward and upward trend, albeit at a slower pace, according to the latest statistics from RP Data and Rismark International. This is great news for Australians with investment properties! In July, dwelling values rose by an impressive 1.6 per cent across the country. This follows an increase of 1.3 per cent in June. This positive outlook continued in August, with an increase of 0.5 per cent. While this jump isn’t as impressive as those seen in previous months, Tim Lawless, director of RP Data, says it’s welcome. “The half a per cent gain over the month of August is a much more sustainable rate of growth and will be a welcome turn of events for policy makers,” he said.. The dwelling values in Sydney and Melbourne saw relatively low increases of 0.6 per cent and 0.2 per cent, respectively. Those looking at buying investment property in New South Wales might be interested to hear that the Reserve Bank of Australia has decided to retain last month’s official cash rate for the rest of September. This means it is sitting at 2.5 per cent - which is still impressively low, and may encourage those who are currently on the fence about purchasing self-managed super fund property (SMSF property) to take the plunge. Though it might seem like the housing market is slowing down, Mr Lawless believes Australia is heading for a spring season with “strong housing market conditions”. “Housing market conditions are looking set to provide what could be described as a near-to perfect spring season with the number of homes currently available for sale around 15 per cent lower than a year ago,” he said.

In July, dwelling values rose by an impressive 1.6 per cent across the country.”

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For applications received from 23 April 2013 and settled by 30 August 2013, for loan sizes from $100,000 up to $2,000,000. Comparison rate based on a $150,000 loan amount over 25 years up to 80% Loan to Value Ratio. Warning: This rate is true only for the example given and may not include all fees and charges. Different terms, fees or other loan amounts might result in a different comparison rate. Variable rates subject to change, approved using standard credit assessment. No discounts for Construction loans and loans approved under Expanded Income Verification. Terms, conditions, standard fees and charges apply. Savings based on a $300,000 loan over 30 years at current variable rates. Credit services from Yellow Brick Road Australian Credit Licence 393195. Credit provided by Perpetual Limited.



RBA’s decision to leave cash rate is welcomed T HE Reserve Bank of Australia (RBA) has announced that its board members had decided to leave the official cash rate at 2.5 per cent throughout September. The official cash rate was decreased by 0.25 percentage points in August, taking it to the historically low 2.5 per cent. This ruling was welcomed by people interested in buying investment property all over Australia. The last time Australians saw the official cash rate lowered was in May 2013, when it also went down by 0.25 percentage points. The RBA’s decision to leave the official cash rate alone and not decrease it any further has been welcomed by various industry bodies, including Master Builders Australia. In a media statement released on September 3, Peter Jones - chief economist at Master Builders Australia - said the RBA should “retain its bias toward low interest rates”. “The RBA’s decision to leave rates on hold at 2.5 per cent was expected given the recent run of partial indicators including housing finance and building approvals that show the previous rate cuts are gaining traction,” explained Mr Jones.

F you’re new to the world of property, you may not be aware that there are many different types of home loans available. These all have pros and cons attached, and some will suit your current and future plans better than others. If you’re unsure which option might be best for you and your family, speak to one of the investment planning experts at ZAC Investments. We can help you, for instance, understand the difference between a fixed-rate and a variable home loan, which are two of the most common types. A fixed-rate home loan has an interest rate that doesn’t change, which means you will be paying the same amount for a certain period of time. You can decide on this period of time, and may be able to alter your fixed rate or change to a variable loan when it is over. The advantage of this type of loan is that no matter what’s


However, he went on to say that the unpredictability of the market, as always, means that sustained housing recovery is “by no means a done deal”. He said the RBA should not completely rule out some kind of “additional monetary policy stimulus,” in case widespread hopes that confidence in the


market will boom after the election do not pan out. If you are interested in finding out more about investment properties and the important part they can play in your wealth creation strategy, get in touch with a property consultant today.

Have you thought about your home loan?

going on in the property market (e.g. whether the Reserve Bank is raising or lowering the official cash rate), the amount you have to pay will not go up or down. A variable rate home loan is exactly what it says on the box. Basically, the amount you’ll have to pay will fluctuate depending on trends in the property market, such as interest rates. The Reserve Bank of Australia announced earlier this month that it would be reducing the official cash rate to 2.5 per cent - a historically low number that is 0.25 less than it was in May. So, those with investment properties who have variable rate home loans could be paying less at the moment. However, if the Reserve Bank of Australia should decide to raise the official cash rate, chances are those with variable rate home loans would have to pay more.




Why kids should be taught philanthropy By Jackie King Research Associate, Australian Centre for Social Investment and Philanthropy at Swinburne University of Technology

HILANTHROPY is usually a word we associate with the world of adults and rich people. Increasingly though, children from a spread of socio-economic backgrounds are participating in and learning about what it means to be philanthropic, both at home and at school. As well as helping those in need, the evidence shows getting children involved in philanthropy has positive effects for the children, their families and society more generally. It might just be the key to helping your children be happier, smarter and more successful. Why should we teach philanthropy? The younger the child is when the discussion begins about giving, the more it becomes a matter of practice and habit that continues into adulthood. According to developmental psychologist Marilyn Price Mitchell, children who perform acts of kindness experience increased wellbeing, popularity and acceptance among peers. This, in turn, leads to better classroom behaviour and higher academic achievement. There is a place for both families and schools to teach philanthropic values and encourage related actions. A recent UK Study, Growing Up Giving: Insights Into How Young People Feel About Charity, found that young people are interested in and positive about charities and have “great charitable expectations”. Interestingly, the report finds that schools “lie at the heart of the bond between young people and charities” and is the primary means by which charitable giving is encouraged. However, the report found that amongst 9-11 year olds, three times as many children felt that discussing philanthropy with their parents would encourage their increased philanthropic engagement. Where to start How do we start teaching children about philanthropy? There are a plethora of causes, activities and means by which children can become involved in philanthropic acts, regardless of financial means. Beyond individual acts of volunteering and fundraising, families are increasingly becoming involved with groups of like-minded families in “giving circles”. Earlier this year, the Australian Council for Educational Research’s dialogue series on Leading, Learning in Education and Philanthropy cited Kids in Philanthropy (KIP), as one of a number of innovative programs to encourage family based giving. “Giving circles”, like KIP, offer an opportunity for member families, who may not necessarily be able to afford large donations, to combine their funds with other members to create a single or series of impactful grants.


Children who perform acts of kindness experience increased wellbeing, popularity and acceptance among peers.”

Giving circles necessarily promote discussion, as decisions about what cause to support, how much to give, what activities and workshops to organise, are made jointly by all members in consultation with their children. What are children learning? Through the experience of family based philanthropic organisations donor children are benefiting, just as the recipients are. They learn about worlds beyond their own experience. They also learn confidence in public speaking, how to make a case, how to choose a charity, research skills, fundraising and entrepreneurial skills, tolerance and empathy. They also learn how to organise through setting up cake stalls, garage markets, bike-a-thons and walk-a-thons. Through this experience they can then define what philanthropy means to them and what


change they would like to see in the world. They learn, just by small acts of giving, how to become a change maker, what it means to be a good person and citizen as well as learning from and teaching others how to collaborate and make a difference. They learn about the multiplier effect of small acts and the large impact that can have on their communities. From an educational perspective, these skills reflect what children learn at school and fit squarely into the priorities of the newly released Draft Years 3–10 Australian Curriculum: Civics and Citizenship. The ACARA document states that the curriculum encourages the development of “personal and social capability” via the application of personal, interpersonal and social skills and behaviours; through working collabora-

tively and constructively in groups; developing their communication, decision-making, conflict resolution and leadership skills; and learning to appreciate the insights and perspectives of others. There are many valuable models for encouraging children’s involvement in philanthropic activities. Time will tell how these programs impact individual donor children and beneficiaries. But it is clear that beginning at a young age in the family context will have positive flow on effects for the world in which these children live and give. Jackie King is Research Associate, Australian Centre for Social Investment and Philanthropy at Swinburne University of Technology. Article courtesy of


Positive influencers can be uncles or aunties.

Understanding the power of positive influencers By Denise Taylor S children grow and develop they encounter situations and people who will influence their decisions and actions. From a very young age human beings strive for recognition and acceptance. This need makes us vulnerable to the influence of others both positively and negatively. This can be observed in young children in the preschool or school playground who observe that one or more children or adults are paying attention to an activity or action undertaken by one child or a group of children. When other children see this they will often join in or copy what the child or group is doing. This need can also explain fads for certain toys, gadgets or clothing as children pester parents for the new “must have”. The power of influencers is well known. Most of us can reflect on someone who has had a positive influence on our lives. Speaking to people about this they will usually nominate a teacher, work colleague or boss, grandparent, relative or friend. Some of these influencers are role models; that is people that that you aspire to be like or have skills you would like to have. Others are great listeners and supporters who take the time to listen, and when rapport is established to coach and mentor if that is desired. With increasing numbers of women not raising families of their own and teenage girls suffering from self esteem issues a new trend has emerged of “aunty influencers”. These aunties can be relatives or family friends. They are typically single and of a similar age to the teenager’s parent. They have time to spend with teenagers and



The power of influencers is well known. Most of us can reflect on someone who has had a positive influence on our lives.” can often take them on outings to the shops, movies etc that provide some one on one time away from the usual family dynamics and often confrontational pattern of behaviour that teenagers set up with parents. Through listening and positive encouragement aunties can build self esteem and provide an outlet for expressing teenage fears and hurt – being heard plays an important part in understanding issues and developing an understanding. Having an aunty influencer can be a turning point for a teenager going through a very negative stage. Equally, an uncle can also be a positive influencer. Denise Taylor is a regular contributor to WSBA’s Childscene and is general manager of A Grade Training and Education, a western Sydney based education business. Visit:



What courses does A Grade Education and Training offer? FIRST AID COURSES A Grade Education and Training offers first aid training for both work and home purposes, perfect for parents, grandparents, guardians and baby sitters. Perform CPR HLTCPR211A Provide Basic Emergency Life Support HLTFA211A Apply First Aid HLTFA311A First Aid Management and Anaphylaxis 22099VIC Course in Emergency Management of Asthma in the Workplace 22024VIC

CHILDREN’S SERVICES COURSES Completing an A Grade children’s services course can lead to a career in a long day care, preschool, outside school hours care, family day care, in home care or as a nanny or au pair. Certificate III in Children's Services CHC30712 Certificate IV in Children's Services (Outside School Hours Care) CHC41212 Diploma of Children's Services (Early Childhood Education and Care) CHC50908 Diploma of Children's Services (Outside School Hours Care) CHC51008 A Diploma qualification makes you eligible to be a Director of a preschool or long day care service. A Diploma in Children’s services can lead onto a Degree in Teaching (Early Childhood) with advanced standing to a Degree in Teaching Primary Teaching).


Our Children's Services training supports: the National Quality Framework for Early Education and Childcare; the Approved Learning Framework; the Early Years Learning Framework; and the Middle Years Learning Framework.

What assistance does A Grade Education and Training offer? A GRADE EDUCATION AND TRAINING Can offer a practicum at a local preschool or child care service. Can deliver individualised training for Year 10, 11 and 12 students and assist them in organizing an apprenticeship in a preschool or child care service. Offers online training which allows students to work at their own pace and to study while working or travelling. For example, students who complete a Certificate III in Children’s Services while studying for their HSC can work overseassand study on line for their Diploma, which can then lead to a degree qualification.



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Never give up the fight to market your brand webinars. Publishers find it harder in tough times to fill their advertising space which means you can pick up very competitive discounts. 3. Generate: as you continue to market and promote your product and service, indirectly you are generating interest and a top of the mind thinking that keeps your company at the forefront. People are continually in preparation to purchase mode. They want information and they want to know why they should purchase your product or service over the others, so keep informing them and giving them reasons why. This will help you survive the tough times and put you in a good position in your market when the economy improves. Investing for tomorrow will always allow for the business channel to be full and looking healthy.

By Craig Hingston Brand & Communication Strategist Modemedia

Surprise me

HE first word of advice is…don’t stop. Brand building, advertising, incentive campaigns, lead generation and public relations often become casualties when a business owner is looking to reduce expenditure. But it must be remembered these are the activities which are building your profile, positioning you ahead of your competition and preparing people to make a buying decision. Keep your guard up and punch on!


Don’t waste what you have already achieved! There is enough evidence to show that businesses which continue to promote themselves in the tough times experience better long-term growth than those which do not. Marketing is a long-term activity and it is important that you maintain momentum. Consumers need to see and know a brand and its message multiple times before making a purchasing decision. It is more cost effective to continue your campaigns - even at a reduced rate - than it is to pull back or stop altogether and then have to work extra hard to re-establish yourself at the same time as your competitors come back from their hiatus.  Rather than see these tough economic times

as a negative, consider them to be an advantage; a time when, as others in your market “take a back seat” on their advertising and special offers, you can accelerate your presence and market share.

Evaluate, valuate and generate 1. Evaluate. Don’t panic about a changing market; instead take the time to understand where it is going and what the key drivers are. Sometimes in a depressed economy consumers will change their expectations and their buying habits. Know what they want. Is it still the same product or service as before? Is it a variation of that product or something totally new? How much are they willing to pay for it and how often do they need it? You can find this out by simply talking to your customers - you’d be surprised how helpful people can be when


you ask for their input, an online questionnaire, via your social media followers or by asking Modemedia to conduct focus groups or market research. The worst thing to do is blindly continue as you were before the market slowed down.   2. Innovate. If your research shows that the market wants a different solution…go and create it. A quiet market is a good time to announce a new product or service when there is less “noise” coming from your competitors. It shows consumers that you understand their needs and you are an innovator - which is a strong brand building statement. Also, be innovative about your marketing. Look at different ways of maintaining your awareness activity for less spend. For example, the Internet provides lowcost opportunities such as responsive websites, e-newsletters, apps, social media, videos and

Often during tough times the levels of customer service drop. The mentality seems to be that if the consumer is going to spend less they don’t deserve the same degree of care as before. This is a big mistake. We are all emotional beings. People like to be treated professionally and respected. They want the purchase to be pleasant and enjoyable and if you take good care of them there is a very real chance they will refer you on to their friends. Surprise your customers; be the business offering more incentives and specials than anyone else; when they arrive to make their purchase “love on them” even more. 

Find a friend Consider collaborative marketing with a complementary business. It could be a dress shop combining with a shoe shop, or a car mechanic combining with a tyre business. This way you share the costs and, by combining your incentives, the consumers have a bigger reason to buy from you. Remember, even though the amount of money being spent by consumers is less when times are tough there are still a lot of products and services that people want. Clothing, 3D TV’s, travel, cars and houses and many thousands of other items are still being sold.



Navigating your way through Google Adwords What do consumers understand?

Organic search results

Google Ads

by Elizabeth Godfrey VER done a web search for your business and found a competitor ad further up the list than your site? Optimising your visibility on the results pages of search engines such as Google, has become a core component of online marketing strategy. But how can brand owners protect themselves when competitors are using their trade marks, business names and domain names as AdWords or keywords to increase their ranking on search engines such as Google? Equally, what checks and balances can advertisers using the Google AdWords program put in place to avoid allegations of misleading and deceptive conduct and trade mark infringement? My trade mark is being used by a competitor in a Google Adwords program Before April 23, 2013, if your trade mark was being used as a Google Adword in Australia, the first avenue was to file a Google Adword Complaint. However since April 23 2013, Google’s Trademark Adwords policy has been updated so that Google no longer restricts advertisers purchasing and using trademarks as keywords in Google Ads (previously known as sponsored links), provided those trademarks do not appear in the text of the resulting Google Ad. Despite this policy change, trade mark


owners still have the following options if the ad includes unauthorised use of the trade mark in the text of the ad: • Complain to Google about unauthorised use of their trade mark in ad text. Google will restrict this use; • Seek recourse against the advertiser for breach of the Australian Consumer Law 2010 (Cth),for example, if the advertiser’s use of the trade mark is likely to mislead or deceive the public into believing that when they click on the Ad they will be taken to the trade mark owner’s website, or that the advertiser is somehow associated with the trade mark owner or its goods and/or ser-

vices; and • Seek recourse against the advertiser for trade mark infringement under the Trade Marks Act 1995 (Cth). As there are significant consequences for making unsubstantiated allegations in relation to trade mark infringement and breaches of the Australian Consumer Law, you should consult your legal adviser before making allegations against an advertiser. Australian Courts are yet to consider whether the mere bidding and purchasing of a competitor’s trade mark, in circumstances where the trade mark is not visible in the resulting Google Ad, constitutes misleading or deceptive conduct or trade mark infringement.

Business crisis time: You can panic, deny or act...

By Kevin Cotter EOPLE often ask me how I ended up in accounting after being a constable in the NSW Police Force. For me it has not been that much of a change. Granted it is no gang and drug war on the streets of Cabramatta in the late 90’s but there are a lot of similarities which I am willing to chat about to anyone that cares to listen. Basically it all relates to helping others in their time of need. With this background I bring a fresh approach which is different to the typical insolvency specialist when dealing with minimising loss and recovering efficiently from unforeseen challenges they face. Ask yourself: what would you do if there is a fire in your home or office? Would you ignore it and hope it goes away? Of course you wouldn’t. You would do something about it be it fighting the fire or getting out and calling in the professionals to help. You might be wondering why I am even asking you this. Well, believe it or not, managing



a business is pretty much the same. However, I and every other insolvency practitioner have witnessed time and time again directors and business managers ignoring their house burning down around them until it is too late. They ignore the signs and wait until it is too late to save their business. Crisis management goes out the window because they refuse to acknowledge the events occurring around them. One thing I learnt during my time in the Police is that when faced with a crisis there appeared to be three common responses people were prone to take. These were to panic, to deny or to take action. Regardless of the crisis being faced these three responses could regularly be seen. This is the same in business. Let’s face it, panicking gets you nowhere and ignoring a problem does not make it go away. So we should focus on taking action but how you may ask. You need to create a plan which recognizes, contains and resolves the issue. That is how you take action. Every business should have some form of basic crisis management plan or procedure in place as a starting point to respond to any adverse event. Even if it is a list of advisers or those that can help in your time of need. If you don’t then it is not the end of the world. An accountant or

Based on recent High Court of Australia authority, it appears that the public understands the difference between Google Ads (formerly sponsored links) and organic search results. As such, consumers appreciate that the Google Ads that appear at the top or to the right hand side of organic search results are just that, paid advertisements and that the organic search results are those of the trade mark owner. 

What if I have a Google Adwords program? Based on the current law in Australia, advertisers using the Google Adwords program should not use a competitor’s trade mark, trading, product or domain name anywhere in the text of a Google Ad including, as the headline, in the text of the ad or in the link to your website (URL) when the ad text links to a website which does not contain any information about the competitor or its products/ services. Doing so may constitute trade mark infringement, and it is likely to be in breach of the Australian Consumer Law 2010 (Cth) on the basis that the conduct is misleading or deceptive and/or constitutes a false or misleading representation that the advertiser (and/or its goods and services) has an association or affiliation with the competitor, when that is not the case. It is not clear whether the mere bidding and purchase of competitor’s trademarks as invisible Google Adwords (that is, where those Adwords do not appear in the Ad text) may breach Australian consumer protection or trade mark laws. Whilst Google is taking a more relaxed approach to its Adwords policy, trademarks owners can still take advantage of other avenues for recourse against advertisers. Advertisers also have more guidance now on what they can and cannot do in their Google Adwords programs. Elizabeth Godfrey works for Davies Collison Cave, Intellectual Property Specialists. Visit

One thing I learnt during my time in the Police is that when faced with a crisis there appeared to be three common responses people were prone to take.” business advisory can help you prepare one in advance or in response. Firstly, with any crisis you start with working out the issues. By recognising it you have a starting point. This brings back the old adage: ‘you can’t fix what you don’t acknowledge.’ The next step is to contain the issue and minimise the damage. If it can be stopped, stop it. Once you have contained the fallout it is easier to minimise its impact on your business. Finally, you take action to resolve the issue. If you don’t have the experience or knowledge you should consider calling in the experts as soon as possible. If the crisis you face has financial consequences you should consider consulting with an accountant or business advisory. When you’re faced with a crisis help is available. All you need to do is ask. For me, seeking help is not a sign of weakness but a show of strength that one is willing to take on the problem head on. So seek the help early and improve your business’ chances of survival. Kevin Cotter is Manager, Insolvency Division, Condon Associates at Condon Associates. Visit WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2013


What type of personality is best suited to be a franchisee? By Steven Brown Chairman, Etienne Lawyers

ANY people see money to be made from owner your own business. While this can be true, money and rewards come from hard work. Of those who have the notion that a business brings you wealth many people have the idea that in franchising a lot of money can be made with minimum effort. This is a serious misconception. As with any business, the person in a franchise system that works the hardest with the right goods and or services profits the most. Franchising is a method of marketing and distributing a company’s goods or services. It involves a contract of fixed duration between two parties, the franchisor and franchisee. The franchisor grants to the franchisee a license to market the franchisor’s goods or services using the franchisor’s business getup and systems. Franchisors are to provide continuing management support and advice, know-how and brand identification. Franchisees enjoy the right to profit under what is hopefully a proven business system and for the benefit of being involved in a proven system the risk of them losing their investment is less than if they were to start a small business on their own. It is not impossible to view what McDonald’s, KFC, Pizza Hut and the other franchisors do and seek to emulate that for yourself. But to do the research and establish an unknown brand of fast food is riskier than joining a known franchise operation.


• Receive training on manufacturing, preparation skills, accounting, business controls, marketing and merchandising and management; • Assistance in managing employee relations, setting of wage standards and employee training; • Access to initial and on-going market research from the franchisor and the fellow franchisees; and • The franchisee is an owner operator not an employee. Taking up a franchise on paper seems to have a lot of benefits and is suitable for anyone but is it? The Final Report of the Beddall Franchising Task Force (December 1991), gave as two of the six main reasons for franchise system failures as:

Entrepreneurs are the franchisors not the franchisees. These people do not have the necessary traits to work quietly within a system.”

Poor franchisee selection and greed The Beddall Report concluded that one of the major weaknesses of franchising to date was poor franchise selection. The report read: there is a “tendency, particularly in small franchise systems, where capital is tight, to take people with the money, but who do not necessarily have the appropriate skills or personality” to be a franchisee. Another main cause of franchise failure was the greed of franchisors. Instead of franchisors seeing their income from a win – win with the franchises, too often, franchisors see their income not from the long term receipt of royalties where the franchisor benefits from the growth and success of the franchisee, but greedily seeking excessive up-front fees or taking excessive on-going royalties, “thus depriving franchisees of working capital”. Franchisees must lay the same foundations as with any business. You must be prepared to work long hours, do the hard jobs, and to a certain extent accept that your employees will disappoint you on occasions. Etienne Lawyers has 35 items for you to consider but the initial and main questions to ask yourself to see if you are the right stuff to be a franchisee are: • Will your franchise be taking a considerable amount of your time away from your family? • If so, how do you feel about that? • Is your family enthused about the franchise? • Will you enjoy working with them if

Sir Richard Branson: the stereotypical true entrepreneur may not be the best selection for becoming a franchisee.

they will be employed in the franchise? • Have you the skills to manage and supervise employees? • Do you have the necessary capital resources for working capital? • Can your life style accommodate you making financial sacrifices should the need arise? • Are you emotionally prepared to work long, hard hours? • Do you have the character traits or background to succeed in owing a business that is constrained by rules and systems not of your making? • How much do you want the business to reflect your own individuality? As you can see most of the ten questions are about you. The reason for this is that empirical research reveals that those better suited to franchise ownership are ex-military, public servants and middle management personnel of large organizations. The reasoning behind this is that those people have succeeded in these backgrounds have the right traits of adhering to the operational guidelines of a franchise system whilst

being able to introduce within those guidelines innovations and new ideas. Such people do not want or need to have the business they own and operate being a reflection of them. They are able to succeed within the rules of the franchise and accept that their success is due both to their own abilities and those of the system. Whereas, a person who wants to have their business reflects them, true entrepreneurs; find succeeding in a franchise system difficult; if not impossible. Entrepreneurs are the franchisors not the franchisees. These people do not have the necessary traits to work quietly within a system. Their desire to introduce change makes them unsuitable to be a franchisee. The rule breakers end up in dispute with the franchisor and court cases abound to the high cost of both franchisor and franchisee. When considering a business venture, be it a franchise or not, don’t be afraid to seek advice from a number of your family and friends about to get their answers to the questions, to see if you are fit to buy and run a franchise or start your own business. Steven Brown is Chairman of Etienne Lawyers. Contact him at 02 8845 2400.

Franchisees must be prepared to work long hours, do the hard jobs, and to a certain extent accept that your employees will disappoint you on occasions.” The advantages of franchising • Payment of a sign on fee; • On-going franchise fees; • Larger advertising budget from the contribution of all of the franchisees advertising contribution fees; • Reduction in middle management costs; • Savings from workers compensation, lease, employee salaries and over outlet operating costs; and • The benefit of the enthusiasm of the franchisees being owner operators receiving a profit on their efforts and not just being employees. The advantages of franchising to a franchisee include: • Right to use an established and known trade mark; • Right to use the goodwill of the existing franchise operation; • Participate in increased buying power of a group; • Use a proven business system; WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2013



How to create a brand on a budget Purpose

By Tony Eades Chairman Sydney Hills Business Chamber

UGUST has been Small Business month at the Sydney Hills Business Chamber featuring the giant ‘Small Business Too Big To Ignore’ campaign by the NSW Business Chamber ahead of the Federal Election. Individually small business doesn’t have much of a voice in mainstream politics but collectively (over 90,000 have joined the campaign so far) we are a little more noticeable. When it comes to branding, small businesses are often on their own. Creating a brand, let alone building one, can sound like a mighty expensive task for any small business and something that should left to established firms with deeper pockets. But branding itself has changed and is no longer the measure of how often your logo is displayed on giant billboards, splashed across TV screens or featured in full page press ads. Nowadays branding is about owning your space in the market place and that can be as small as the five km radius that surrounds your business or as big as the globe itself. Thanks to our digitally connected world you can now own your niche more cost effectively than ever before. So let’s explore the six P’s to ‘branding on a budget’ that if implemented could make your small business the market leader in its space.


For a brand to survive and thrive it has to have purpose and that purpose has to be shared and supported by both the organisation and its customers. Innovative thinker, author and adjunct staff member of the RAND Corporation, one of the most highly regarded think tanks in the world, Simon Sinek talks about the Golden Circle – a three ring circle with the outer circle named ‘what’, the inner ‘how’ and the centre ‘why. He says that businesses need to discover the ‘why’ they do what they do and then formulate this into the true meaning of their brand so that it will inspire others. Jim Collins, author of the best seller Good To Great adds to this theory by stating: “The next wave of enduring great companies will be built not by technical or product visionaries but by social visionaries - those who see their company and how it operates as their ultimate creation and who invent entirely new ways of organizing human effort and creativity.” So step one is to get together with your team, an outside strategist and a creative agency to delve deep into the heart and soul of your business to uncover the ‘why’ you do what you that can empower others to follow.

Positioning As a business you need to decide where you are right now and where you want to be in the future. The McDonald’s brand has changed somewhat over the years from just another takeaway, fast food outlet to more of a family restaurant. They identified that Australians were fast becoming the ‘coffee-set’ meeting and socialising at café’s so they introduced their McCafé. You need to decide what part of the market you want your business to own – we call this ‘creating your space in the market place’. It’s not about being the number one brand for the mass market unless of course you’ve struck gold and have an unlimited marketing budget. It’s about owning your local market – the five kilometres around your store by being the best at what you do, or creating a niche product offering that people can’t easily get elsewhere or identifying

an industry ‘performance gap’ and filling it with your service. An eatery in Birkdale, Queensland decided to create a niche by offering authentic English style, fish and chips. They imported the traditional fat fryers and fly in Atlantic Cod, Plaice and Scampi direct from the UK – not to mention the cockels, muscles, mushy peas, traditional pork pies and even deep fried, English Mars Bars also on the menu. Chumpley Wumley’s is not just another fish and chip shop – they’ve created a point of difference that now enables them to franchise into other parts of Queensland and New South Wales. What do you do differently to others in your field that can set you apart from your competitors?

Promise In a market that’s increasingly more competitive than ever before it’s vital that you not only identify the single reason why customers would

choose your business or product over that of a competitor – but you promote it too through a single tagline called your USP (Unique Selling Proposition). We call this your ‘brand promise’ and it needs to be measurable, memorable and mean something tangible to the customer. As customers we often value our time even more than our money. Time is really turning out to be money because one who has time has money. Your product or service will make a big difference to people’s lives if it can save your customers time. Next month we’ll look at the last three ‘P’s to ‘Branding on a Budget’ for small business. In the meantime, retail small businesses are invited to a special event on Wednesday, September 25 at Event Cinemas, Castle Hill featuring the ‘Retail Miss Fix It’, Nancy Georges. More details at


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32-Court Regional Tennis Centre to be constructed by Council T he Mayor of Blacktown City, Councillor Len Robinson has welcomed the recent announcement by the Deputy Prime Minister Anthony Albanese of a $9.5 million contribution from the Federal Government towards the development of a 32-Court, $20 million Regional Tennis Centre to be constructed by Blacktown City Council. The announcement compliments an approved masterplan prepared by Council proposing a 16 tennis court facility. The injection of funding from the Federal Government will see a $20 million regional centre for tennis developed, attached to the existing Blacktown Leisure Centre, Stanhope. Featuring 32 courts, including a show court with seating for around 1,000 people, and a clubhouse, the Centre is expected to attract 85,000 visitors each year. The Regional Tennis Centre at Stanhope Gardens will become a facility able to host State and Regional tennis tournaments and assist in the development of young players. It will add to the array of existing sporting venues across Blacktown catering for elite competition. “This announcement is a tremendous boost for our local and sporting communities and the local economy”, said Mayor of Blacktown City, Councillor Len Robinson. It will allow Western Sydney to compete for high profile tennis tournaments and become the destination for growing the sport, one of the most popular in the country”. “We have been working in collaboration

with Blacktown Tennis Incorporated, Tennis New South Wales and Tennis Australia for some months to plan. “The additional funding announced today will ensure we are able to deliver a facil-

ity of this nature and beyond what we had originally planned”. “On behalf of the people of Blacktown City, I thank the Federal Government for their contribution and commitment to sport

in Western Sydney”, Mayor Robinson said. The Regional Tennis Centre will be adjoined to Blacktown Leisure Centre, Stanhope located on the corner of Stanhope Parkway and Sentry Drive, Stanhope Gardens.

Marsden Park creating diversity of employment for Western Sydney T he official opening of the Sydney Business Park in Marsden Park in July is further evidence that Blacktown is an employment hub creating diverse employment opportunities for the people of


Western Sydney. Key employers including Bunnings, IKEA, and Masters Home Improvements have all secured sites at Sydney Business Park. The 551 hectare Marsden Park employ-

ment precinct was first rezoned in November 2010. The first stage of this redevelopment is well underway, including the upgrading of Richmond Road, the major arterial into the area.

The Precinct has the potential to provide up to 17,000 jobs in Sydney’s growing North West and will add another dimension to Blacktown as an emerging Regional City. Marsden Park Employment Precinct will feature 70 hectares of commercial land, 40 hectares of bulky goods retailing and 206 hectares of industrial land. It is situated adjacent to the proposed Marsden Park housing estate (currently in planning) and the proposed Marsden Park Town Centre just to the north of the Precinct. Combined there will be in excess of 10,000 dwellings to support this area. Marsden Park is expected to become a major centre and employment hub for Blacktown and Western Sydney. Further commitments have been made to set aside land for a dedicated transport corridor that will enable the North-West Rail Link to be extended to Marsden Park. It also provides opportunities for other modes of transport like light rail or for a more integrated bus network to serve the City and region. Blacktown City Mayor Councillor Len Robinson said “the employment opportunities at Marsden Park are massive with the potential to attract a range of industry, professional and business services”. “This employment and economic hub is important because of the likely diversity of jobs available not to mention allowing more people to work closer to where they live. “It will improve the operation of labour markets and show that there is a demand for new jobs and business activity in the Region.”


New transport announcement for Eastern Creek/Huntingwood Industrial area are just the start B lacktown City Council remains focussed on its commitment to fight for improving public transport around its employment lands. After the NSW Government announced it would commit funding for 65 new buses in Western Sydney. Council hopes that this funding may lead to improved bus services to the Eastern Creek/Huntingwood industrial area via Blacktown and Mount Druitt as the area creates substantial employment within Blacktown City and Western Sydney. For those without a car though, frequent public transport is essential. “Public Transport services should be improved during peak periods to what is a very large and important employment area in Blacktown”, said Blacktown City Mayor, Cr Len Robinson. “I call on the State Government to be looking at this funding commitment as only one-step for improving public transport to major employment destinations. Further investment, particularly in the establishment of additional public transport corridors is essential”. Currently the Bus Route 723 service during morning and afternoon peak periods provides a 30 minute frequency service to the Eastern Creek/Huntingwood industrial area. The introduction of new buses to 9 existing routes (including Bus Route 723) may lead to extra services to this area. However, detail on how many extra buses will be provided are unclear. For Blacktown City, with its expanding population, areas like Mount Druitt, Riverstone and Schofields will continue to be car dependent for accessing employment. A key component of any City is to integrate land use and infrastructure particularly by investing in urban passenger transport, to improve accessibility and reduce dependence on private vehicles. “This announcement supports that

premise because it creates smaller links that could be expanded into viable north/south

links across our City and the wider region”. Council is seeking clarification from

Transport for NSW on this matter and is hopeful of a positive outcome.

Information Computer Technology sector to stimulate economic growth in Blacktown B lacktown City Council is undertaking research on how the development of Information Communication Technology (ICT) industries can be used to facilitate economic growth in Blacktown and Western Sydney. Australia is clearly moving from a production based economy to one which is more services based. In the 1960’s around 50 per cent of the Australian workforce was employed in the services sector. Today, the proportion is over 75 per cent. For not just Blacktown but for Western Sydney in general this creates many challenges notes Blacktown Mayor, Councillor Len Robinson. The annual GRP of Western Sydney is $95 billion. It is the industrial engine room of the Sydney economy. While manufacturing contributes 16% of total industry value for Sydney, the sector is experiencing negative growth.


“A critical aspect of a services economy is the need for high levels of education attainment. Looking at international trends, it is likely that in the economy of the future, employment opportunities will continue to exist in ‘industrial’ and ‘manufacturing’-type activities. “Such opportunities will potentially be in much higherskill, higher value-adding occupations”. “The need to diversify the economic structure of Blacktown is critical if the economy is to grow and remain resilient to the future economic downturns should they occur. In this context it is appropriate to look at industry sectors that can help make that shift”. The Information Computer Technology (ICT) sector is an area of critical importance to Australia. ICT contributes around 6% to the Australian GDP and underpins operations in all critical sectors of the economy. Studies undertaken by

the OECD, Productivity Commission and ABS have shown that around 50% of all business productivity can be attributed to the application of ICT. Interestingly, the Australian Workforce and Productivity Agency (AWPA) has reported a growing ICT skills gap. This presents an opportunity for the growing economy of Blacktown to capitalise on this skills gap. “The purpose of the research project is to identify potential areas in the ICT sector that could be developed in Blacktown by assessing the demand for ICT related activities amongst the industry sectors that could address skill shortages in the ICT sector”. This research and the findings will be reported to Council in early 2014 as part of the progression of its Economic Development Strategic Plan, which was adopted by Council in June 2013.





I found a little gem in downtown Toongabbie By Kim Wilkinson Founder – Go West Gourmet

ET’S be really honest, for many years we’ve had to search pretty hard to find a great coffee place in the Blacktown area. A place that you can call your ‘local’, where you can be guaranteed of taste and quality every time – a place where they even know your name! Finally, there is such a place! The Blend at Toongabbie is an ‘Oasis in the Desert’ for coffee lovers in Western Sydney, offering coffee so good, that former PM, Kevin Rudd stopped in for a ‘morning cuppa’ on the recent election campaign trail! Located opposite the railway station, this compact cafe looks as if it has been directly transported out of Newtown’s King Street into Portico Place, Toongabbie. With its eclectic furnishings and inner city cool, this little gem is a bit out of place in the local area. The Blend derives its’ name from combining the age-old partners of coffee and art. Owner, Greg Bridges, is one of Australia’s prominent artists and illustrators, and his artworks feature notably throughout the cafe. Situated in the Toongabbie railway station precinct, the atmosphere inside is much better than outside. However they have done a great job of setting up a nice outdoor area.  Space is limited, but it’s more than worth your while to drop by for takeaway if you can’t get a seat.


The Blend derives its’ name from combining the age-old partners of coffee and art. Owner, Greg Bridges, is one of Australia’s prominent artists and illustrators, and his artworks feature notably throughout the cafe. “

The focus is on their boutique coffee blends of ‘Dark Angel’ and ‘Bright Angel’, and for any true ‘coffee snob’ – the brew is no less than utterly awesome! They will also satisfy your food cravings with a range of light bites sourced from local

produce. Scrambled organic eggs, toasted sandwiches, bacon and egg wraps, and home cakes and slices are a delicious accompaniment to your coffee of choice. Last, but by no means least, are the fabulous staff. Greg and his team are so friendly you will

feel like a long lost cousin the minute you walk in the door – even if it’s your first visit! With the excellent combination of coffee, food and service, it’s easy to see why many Western Sydneysiders are choosing to make The Blend their ‘local’. The Blend Open for Breakfast, Brunch and Lunch Monday-Friday - 7.30am to 4pm Saturday - 8.30am -2.00pm 17 Portico Parade Toongabbie NSW 2146 P: 0451 994 265 W:



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THE MEAN FIDDLER Entertaining Since 1826

pril Gillies has been appointed as the new marketing manager at the iconic Mean Fiddler Hotel at Rouse Hill. April has been assigned the task of developing and implementing a new brand and marketing strategy for the business which includes developing a consistent approach regarding branding all the venue’s activities. She is very excited to take on the challenge of marketing an iconic small business in the Hills region. April grew up in the region and continues to live in the local area. One of her priorities is to see the venue maximise its potential in the local community. “I’m really passionate about being able promote this business not only with targeting advertising and customer focused promotions but with a commitment to supporting the local community through relevant sponsorship activity and charity partnerships,” April said. “Being actively involved with local businesses and building strong working relationships is so important in local communities because we rely on each other to operate eff effectively, we don’t work in silos, especially in small business. “That’s what’s important to us here at The Mean Fiddler, making sure the local community is at the forefront of everything we do. Whether it’s providing consistent, quality good value food and beverage service to patrons or the professional facilities to hold functions and business meetings, our aim is to give the local community what they want from a local small business”. Prior to joining the Mean Fiddler, April at 31 years of age, spent 8.5 years with national supermarket retailer, Woolworths, after completing a Business Management degree at the University of Western Sydney in 2004. She has been involved with all types of marketing in a combination of head office roles ranging from catalogue, press, TV & radio production, magazine editorial & sales management, media and finance management as well as brand campaign management and in her most recent role as sponsorship and events manager. She has executed major events like Woolworths Carols in the Domain and The Sydney Royal Easter Show at Sydney Olympic Park both for two years running. “Brand event activation through project management is a passion of mine because you get to actually see the fruits of your labour having worked on a long term project, from planning through creative design management and finally to execution stage, April said. “It is so rewarding to see customer’s reac-



Fiddler has something for everyone tions nd engagement in the activity that you’ve worked so hard on. Hopefully your brand values resonate with them enough to see a return on investment, whether that’s by customer perception changes and, or increased revenue”. April and the rest of the relatively new management team at The Mean Fiddler, including General Manager, Tony Williams and Operations Manager, Mitch Rose, have big plans for the venue and are excited to be working at a venue that has so much potential and offers such a variety to patrons from $10 weekly food specials to mid-week trivia, dance classes and poker nights. Whether you’re looking to soak up the history of this iconic local pub, which has been providing great food and great entertainment since 1826, bask in the sunshine on the Woolshed veranda or catch up your friends for a meal, coffee or a drink The Mean Fiddler has it all. No other pub in Sydney offers so many options from family dining and live music in the courtyard and now also in the Woolshed on Saturday nights, to exciting nightlife and contemporary function facilities. The bistro is a must try with a new chef on board and new menu, which includes traditional pub meal favourites and contemporary modern Australian dishes.

The Mean Fiddler has been supporting local kids sporting teams, charity partners, community organisations and business forums for years because they’re proud to be a part of the local community. Teams like the Hills Bulls rugby, Hills Eagles AFL and Hurricanes cricket clubs have benefited from an investment of around $52k over the past 12 months, which goes towards funding their activities. They are also a proud supporter of the Royal Institute for Deaf and Blind Children at North Rocks and they make sure that they do everything they can to encourage patrons to donate to the cause, whether it’s through donation boxes at registers, meat raffles or as simple as management staff donating their time to help run a weekend BBQ. “We have lots of activities and events coming up this year at The Mean Fiddler, something for everyone, so it’s worth coming down and checking it out” said April; “October Long Weekend is going to be big with a Brazilian Fever night on Saturday, chill out with live music and entertainment and the NRL Grand Final on Sunday then recover and relax on Monday with live music and dj’s, great food and drinks!” “Don’t forget to book your Melbourne Cup and Christmas Party functions with us as well. We have great value buffet luncheon packages available”. For more information on upcoming activities at The Mean Fiddler, visit www.meanfiddler. or call (02) 9629-4811.

The Fiddler’s new marketing manager, April Gillies.


THE MEAN FIDDLER Entertaining Since 1826




Get a feel for the ultimate cinema experience OYTS Blacktown is renowned in the local community for their welcoming and friendly staff and state of the art facilities. The team has a passion to provide the ultimate in movie going experience for local residents and corporates alike. With one of the largest multiplex screens in Australia, Hoyts Blacktown boasts a state-ofthe-art Xtremescreen Cinema. This cinema experience allows you to enjoy all the latest movie releases at the peak of sensory perception, plus with the latest digital sound technology and a record-breaking 28m wide cinema screen. That’s 2.5 times the size of a standard cinema screen! Hoyts Blacktown is very community focused and often gets involved in local events. A favourite with the kids, Hoyts Jnr is the only dedicated cinema program for families with pre-schoolers. Hoyts hold ‘Play Day’ session every Sunday morning with fun playtime and a screening! School holidays are always buzzing, with activities for kids in the foyer before seeing the latest family films.


Hoyts Blacktown boasts a 28.5m wide cinema screen with the latest in 7.1 digital sound technology which is guaranteed to make any blockbuster larger than life!”

Samantha, Amilee, Stefan, Montanna, Amanda, Callan.

Cinema manager, Kirsten La.

They also have regular ‘Mums and Bubs’ sessions where mums and carers can enjoy the latest releases at a special price, with babies and prams welcome. Visit Hoyts Blacktown for events of all types, including corporate cinema hire for staff presentations, product launches and client rewards nights through to small groups looking for a great night out as a team. “If you’re looking for a great day out for the family, Hoyts Blacktown offers amazing value Birthday Party packages, plus a variety of ‘Hoyts Jnr’ features to keep the kids entertained” said cinema manager, Kirsten La. “We are really looking forward to meeting you and we truly hope we can exceed your expectations as your local cinema. We hope to see you soon.” Hoyts is located at the heart of Blacktown’s entertainment, restaurant and shopping precinct ON FOUR at Westpoint, Hoyts Blacktown boasts a seating capacity close to 2600 and 10 auditoriums. Visit: locations/blacktown.aspx or phone 9003 3810.



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Access to river with revitalised land T HE Department of Planning and Infrastructure today released draft plans to revitalise 18.6 hectares of government land at Wentworth Point, close to Sydney Olympic Park, over 20 years. The rundown industrial area is currently owned by the NSW government and is either vacant or contains industrial activities such as machinery storage and a truck depot. The aim of the draft plans is to transform the site into a new residential community with 2300 homes in a range of low, mid and high-rise residential buildings. Residents would have access along 1.2 kilometres of the Parramatta River foreshore. Other elements of the plan include a new 3.9-hectare peninsula park along with three new pocket parks, foreshore cycling and walking paths at least 20m wide,

an 18-classroom school with playing fields by 2017 and new maritime uses adjacent to Homebush Bay for rowing/kayaking facility, dry boat storage and supporting retail and businesses “These plans will help turn this site into a vibrant community and open space close to transport, infrastructure and jobs,” the department planning strategy, housing and infrastructure’s deputy director-general, Stephen McIntyre, said. “Wentworth Point is close to both the Sydney and Parramatta CBDs, providing residents with good access to jobs and transport.” Residents will be able to walk to expanded Sydney Harbour ferry services and take advantage of an approved $43 million, 300-metre bridge across Homebush Bay to access Rhodes railway station.

Work starts on $30m corporate centre ONSTRUCTION has commenced on the $30 million Werrington Park Corporate Centre, on the University of Western Sydney’s Penrith campus, with a completion date expected in early 2015. The centre is the first step to establishing a health and education precinct in the city. The cutting edge centre will have the capacity to generate 6000 “knowledge jobs of the future” over the next 20 years, in areas such as health, engineering, digital communications and education. The building has been designed to minimise energy and water use and maximise the creativity of its occupants. Flexible workspaces, informal meeting zones and dynamic interior


spaces will encourage the free exchange of ideas and collaborations between the knowledge-based businesses based at the site The building will seed the longerterm plans to create a 58-hectare business park The project is jointly funded ($13.5 million) by the Australian Government through the Suburban Jobs Program and the University of Western Sydney, and is also supported by the Penrith City Council and the Penrith Business Alliance. Elsewhere in the city, council has published a masterplan for the public domain in the Penrith CBD – the focus of the eight-kilometre economic corridor running from St Marys to the Nepean River, which includes the Penrith Health and Education Precinct as a strategic asset.

Vacant industrial stock accounts for 65% of total available ACANT industrial stock in Western Sydney accounted for 65.4 per cent to the total available in the metropolitan area, according to Knight Frank’s Sydney Industrial Vacancy Analysis, July 2013. Vacant stock in the Outer West totalled 344,416 square metres, or 48.5 per cent of the total Sydney figure. “The amount of vacant stock was considerably lower compared to a year ago, during which time vacancy had declined by 77,864 square metres, albeit with this figure boosted by some recent leases of relatively short duration,” the report noted.

V Sydney Olympic Park


Prime vacant stock amounts to130,477 square metres however 69 per cent of this consisted of either completed speculative stock or speculative stock under construction. “Several large leasing deals amounting to gross take-up of 85,513 square metres saw vacant stock in the South West decline by 53,397 square metres during the quarter.” South West vacant stock amounted to 119,639 square metres, or 16.9 per cent of the Sydney total, of which 54,438square metres was prime quality, the report said.


For Lease 81-85 Flushcombe Road, Blacktown

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Once in a lifetime opportunity 3 Bedroom, Dual Key Apartments $290K less 30% Interest FREE deposit 2 Oaks Lagoons Langley Road Port Douglas Qld 4877 MODERN THREE BEDROOM RESORT DESTINATION Modern dual key properties with featuring professional on-site management, lush gardens and fantastic facilities. Ideally positioned with-in the popular Oaks Lagoons Resort this attractive property could be your own Port Douglas holiday retreat or the next addition to your investment portfolio. Comprising three genuine bedrooms with built in robes, modern kitchen over looking meals and living room, main bathroom, European laundry and outdoor entertaining area overlooking resort pools. Additionally the studio apartment features an open floor plan, bedroom, kitchenette, bathroom and private balcony with luxurious spa bath. Other features include split system air conditioning, modern decor, stone bench tops, stainless steel appliances, feature lighting, tiled living areas, Austar TV and plenty of storage. Located in close proximity to the stunning Four Mile Beach; and with local shops, cafe, supermarket and two golf courses just minutes away this modern property won't last long and is priced to sell today.

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Drugs in sport: what constitutes ‘unfair advantage’? By Gary Wickham

T the heart of growing concern about performance enhancing drugs in Australian sport is the very basic matter of sport as an even contest. As Roy and H.G. used to put it, no one is particularly interested in an exhibition of a man kicking a dog. Sport is the pursuit (and the industry) it’s become because those who play it and those who watch it desire, and now expect, a close contest between relatively equally matched teams or individuals. While some fans might wish to have their team win every game by a street, this outcome would be a turn-off for other fans, broadcasters, sponsors, administrators, and many others. The same is obviously true for a mismatch in boxing or tennis. So, the idea that some teams or individuals are using drugs in a bid to defeat not just their opponents but the contest itself needs to be confronted. Punishments need to be meted out. But are we overreacting? Before I go further, let me stress that I’m dealing here only with the use of drugs in sport deemed by officials to be performance enhancing to the point of creating an unfair advantage. My comments do not apply to any drug use that is illegal under Australian law (federal or state), which is a matter for the police and the courts (and for commentators qualified in that area). When we leave illegal drugs out of the argument, it is vital that we answer a doublebarreled question: what advantages are unfair and, at the other end of the problem, what is to count as a level playing field? On the first issue, should we treat what’s regarded as a fair advantage in some domains as unfair in sport? If someone playing in the Tasmanian badminton championship, for example, has taken cold tablets for the two days before the tournament to help them get through their job as a librarian (a fair advantage, surely), should we regard this as a step down the Lance Armstrong path the minute that player takes

In other words, how are we to measure the difference between Armstrong winning the Tour de France seven times and a team used to losing coming third last in the NRL 2011?”

Professor of Sociology at Murdoch University


the court, or should we treat it as we would treat any of us taking a cold tablet as we head off to work – not be tested and not to be frowned upon? And what if the attempt to gain an advantage doesn’t work? Should the investigation into Cronulla’s supposedly enhanced performance in the 2011 NRL season take into account the fact that they finished 14th of 16 teams that year? Or the fact that in 46 seasons in the top flight they’ve never won anything? In other words, how are we to measure the difference between Armstrong winning the Tour de France seven times and a team used to losing coming third last in the NRL 2011? Are the present proposed penalties too harsh for such (alleged) offences? Why are we considering punishing fans and entire competitions for the sort of offences being investigated in this case (wherever the investigation ends up going)? Is Lance Armstrong’s systemic doping as bad as an individual footballer being un-

knowingly administered a substance? AAP/ Zealotry, in my opinion, is not the sign of a healthy society, but one too obsessed with perfection and too keen to punish those who aren’t perfect. Think Salem witch hunts, or their McCarthyist equivalents. I doubt that most Australians want their sport to be absolutely pure. Sure, they don’t want it rigged, but there are many degrees of minor adulteration before one gets to “rigged” or “corrupt”. Some of these minor adulterations are treated as folklore. The matter of defining a level playing field is even more complex. Are we hankering for contests between teams or individuals that rely only on their “natural” abilities, free from the “taint” of money and the drugs and other advantages it can buy? If so, this could be another case of wrongly aiming for a mythical standard of perfection, putting us in danger of basing our system for determining unfair advantage on the old ideal

of amateurism, which reigned in an era when television was barely interested in sport. Surely it would be better if we could sort out the unfair advantage problem more sensibly, so that we can continue to enjoy access to sport in ways we couldn’t dream about even in the sixties and seventies. And if we are going to be purists, why should we stop at drugs? Doesn’t unequal access to training facilities and expertise create what some might consider an unfair advantage? Shouldn’t we make sure every athlete and every team has equal access? What about access to good food? Should Olympic athletes from poor countries be given the same access to the performance boosting diets enjoyed by those from rich countries? I’m obviously being ridiculous here in a bid to drive home my point. It would be madness to try to equalise absolutely everything. It would be like insisting every cricket Test be played at a neutral venue with wickets scientifically tested and adjusted hourly to make sure conditions are the same for both sides. Life just isn’t like that. Sport in a complex modern society like Australia requires complex modern procedures, procedures which acknowledge differences and issue punishments in a spirit of tolerance and with a determination to be reasonable to the sportsmen and women who give so much pleasure to the rest of us, sometimes for big rewards, often not.

Sex before sport: does it affect an athlete’s performance? By David Bishop ROM the ancient Greeks to modern soccer World Cups and the Olympics, there has been an enduring belief by some athletes and coaches that engaging in sexual activity before athletic competitions may be detrimental to performance. But is there any truth in this? Rocky Balboa’s gnarled boxing manager Mickey once stated: “women weaken legs”. The origin of this belief probably relates to the idea that semen contains a cerebrospinal substance – (as proposed by the ancient Greeks) – or divine energy, as suggested by traditional Chinese medicine. In the 1st Century AD, Greek physician Dr Aretaeus went as far to say a man’s strength could be enhanced by the retention of semen. Some 2,000 years later, it’s not uncommon to hear of coaches and athletes who still believe avoiding sex can improve performance. During the 1998 World soccer cup, the then English coach, Glenn Hoddle, famously forbade his players from engaging in sexual intercourse for the month-long event. Unfortunately for the English, the misery of a poor world cup Cup campaign was compounded by no sex for a month! But it’s not just tyrannical coaches banning sexual activity: many athletes



practise self-abstinence and believe they can conserve strength and energy levels by not having sex before a competition. While it seems unlikely that there is essential energy in a teaspoon of semen, some athletes have been known to avoid sex as a means of increasing

frustration and consequently aggression. As stated by the 1,500m and one mile runner Marty Liquori: “Sex makes you happy. Happy people do not run a 3:47 mile.” For this reason, some boxers and athletes have been known to avoid sex for up to a month

before a big fight/competition. Women weaken legs, Mickey? Really? But, what does the science say? Not surprisingly, there is very little scientific research on the effects of sex on athletic performance. On one hand, it is not seen as a subject for serious study, and; on the other, it’s difficult to impose the strict controls necessary for rigorous research – how does one ensure that every participant performs their sexual activity at the same duration and the same intensity every time?! I am only aware of four studies – including this one relating to cycling – that have tried to scientifically investigate the effects of sex on subsequent athletic performance; interestingly, all have investigated male performance (despite the participation of females in the sex!). These studies have investigated factors ranging from six days of sexual abstinence to sex the night before competition, and all have concluded that there is no detrimental or beneficial effect of sexual activity before competition on subsequent athletic performance. While sex itself is unlikely to be problem for athletes, chasing sex may be! It’s well known that sleep deprivation and alcohol/drug consumption can affect athletic performance. Placing curfews on athletes, and avoiding late night/early morning socialising, is probably a wise strategy to maximise athletic performance.


It’s not just tyrannical coaches banning sexual activity: many athletes practise self-abstinence and believe they can conserve strength and energy levels by not having sex before a competition.” But we must always take into account the important effects of belief on athletic performance – if an athlete believes sex will harm athletic performance, there’s a good chance it will. But most athletes can be confident there’s no “divine energy” in semen and that, as long as they’re getting plenty of sleep and not performing hours of sexual gymnastics, a little sex is very unlikely to impair their athletic prowess. ARTICLE COURTESY OF WWW.THECONVERSATION.COM.AU By David Bishop is Research Leader, Sport, Institute of Sport, Exercise and Active Living at Victoria University.



He’s the man with the game in his hands

From the outset the new board was committed to implementing a professional strategic direction for NSW football.”

By Roger Sleeman HEN Juan Antonio Samaranch, the former President of the IOC, uttered those famous words, “The winner is Sydney” on September 24, 1993, the life of Eddie Moore, the current CEO of Football NSW, changed forever. The man with a passion for triathlons who worked on the Sydney bid was also retained for the seven year Sydney Olympics program prior to 2000 and was the head of the triathlon, cycling and marathon events in Sydney’s finest sporting hour. Moore was also employed by Rugby Australia as Head of Operations for the 2003 World Cup and has since held other prominent senior management roles in Australian sport. However, Moore who has been at the helm of one of the most difficult roles in Australian sport since May, 2011, faces a challenging path in attempting to lift the profile of the sleeping giant of NSW sport. In this interview with WSBA’s Roger Sleeman, Eddie Moore explains FNSW plans to engage the junior football and wider sporting community to support senior competitions, the promotion of the IGA NSW Premier League, youth development and FNSW‘s alignment with the FFA to grow the game in NSW. Roger Sleeman: Why did you decide to be-


come involved with a sport which has a history of political infighting and factions, particularly prior to your appointment? Eddie Moore: I saw an opportunity when the dust settled with the Commission of Enquiry which ended the reign of the previous board to apply my administrative and management skills in a game which has such potential and to make a difference working with the new board. From the outset the new board was committed to implementing a professional strategic direction for NSW football. R.S.: Can you describe your working

Eddie Moore has a vision for Football NSW. WESTERN SYDNEY BUSINESS ACCESS SEPTEMBER 2013

Obviously it’s a great challenge when you’re competing with the three major codes for coverage in the winter.” relationship with the FFA because to the average supporter, it appears it is only concerned with the A-League? E.M.: It is very positive and connected at all levels which was exemplified two weeks ago when a community development meeting was conducted at FFA headquarters. Amongst other matters, I discussed youth development with National Technical Director, Han Berger, in plotting the progress of development for players to u/16 levels for boys and to u/17 for girls, the AIS and National Youth League. With the establishment of the National Premier League this year, a footprint has been embedded so there is a pathway for players to graduate from the state Premier Leagues to the A-League. At the moment 40% of A-League players come from the IGA NSW Premier League and hopefully the new structure will provide even greater numbers. R.S.: How is the FFA assisting in promoting the Premier League? E.M.: There are new horizons, with the first NPL final series to be staged at the end of September and the final to be played on the weekend of October 12/13, coinciding with the start of the new A-League season. Hopefully, the final will be played as a curtain raiser to an ALeague fixture. The FFA is also currently sourcing a national sponsor and developing website activity to promote the series. R.S.: Although football has by far the largest grass roots participation in NSW, crowds are small at Premier League matches and there is little or no coverage on television or in the popular press. What is FNSW doing to address this situation? E.M.: Obviously it’s a great challenge when you’re competing with the three major codes for coverage in the winter. Also, a lot of our amateur competitions are being played while the Premier League matches are being staged so ironically our largest source of support is at the same time our greatest competition. We do have edited on line coverage which is available on Monday afternoon, podcasts interviews during the week and you tube coverage has increased. R.S.: Well, can you explain how Sydney grade rugby union still maintains its weekly Saturday afternoon broadcasts on the ABC and the Premier League has nothing? E.M.: The NSWRU pays in the vicinity of

$50-60,000 per week for this coverage so it’s not a cheap exercise by any means and I’m not sure how they manage to fund this investment. R.S.: Could part of the problem with drawing larger spectator support also be the lack of star quality emerging? E.M.: The NPL format, whereby players from 9-11 participate in the Skills Acquisition Program(SAP) and  from (12-16) boys, (13-17) girls in the NSW Institute at FNSW has been designed to produce the best coaching outcome for young players and create that important pathway from Youth League to Premier League and to higher levels in the game.  I have no doubt with this framework, and now that we have Ian Crook as coaching co-ordinator to work with NPL coaches and players as well as technical directors at every Premier League club, we just won’t be producing the best athletes,  but players who will be coached to produce high level technical and tactical performance. This increasing level of talent on view will naturally attract the attention of fans and I’m confident in time, the NPL will command a higher public profile. R.S.: There has been criticism in the last few years that the cost of playing elite football at youth league level ($2,500- 3000 per season) is prohibitive for some young players when their counterparts in the other codes are heavily subsidised by their ruling bodies. Consequently, the sport is potentially losing a lot of young talent. What is FNSW doing to address this image problem? E.M.: If you do the sums, for a forty week season it costs $12-15 per session and under the NPL the best coaching development outcome is guaranteed. It’s stating the obvious that the other codes don’t have the playing numbers football has, so their ability to fund their juniors is a much smaller financial commitment. Ultimately, one of our major aims is to reduce the cost of football, particularly at the elite level. If there are players who have financial constraints, the clubs should certainly assist with talent which should not be lost to the game and FNSW will also help in finding programs for these players to participate in. R.S.: What is the short term to medium term plan of FNSW? E.M.: We must define the pathways for coaches, players and referees so they are aware of the opportunities available for them to participate and realise their objectives. Ninety per cent of our playing population will still enjoy grass roots football and we want to ensure they have a safe environment to do that. We can help them invest in their facilities, especially grounds, and ensure they always enjoy their football experience whether they become referees or play o/35 or 0/45 in the future Importantly, we want them to consume the game, whether it is watching EPL on television, attending an A- League or Premier League game and sharing the total experience with their children. Also, alignment of the national pathway, from a technical perspective with players progressing to A-League, strengthening youth programs and women’s league are major priorities This must be achieved within our economic means to make these opportunities available to as many people as possible We’re just about to commence a $20 million redevelopment at FNSW headquarters at Parklea, comprising 2 synthetic fields, new athlete facilities, upgrading accommodation and a futsal court which will provide a workable asset to run programs for country children, development opportunities and funding for unidentified talent. This will be completed by September, 2014 and there wouldn’t be a state governing body in the country which would own and run a facility like this.


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RBK Nutraceuticals manufactures a wide range of natural health supplements which are marketed under their own brands: Mother Nest, Blue Gum, True Blue and Kiwi Harvest. As a Therapeutic Goods Administration licensed manufacturer, the business strives to provide only the highest quality health supplements. RBK Nutraceuticals supplies many local reputable retail outlets; however the business’ focus is exporting overseas, including the USA, China, Singapore, Greece and New Zealand. RBK Nutraceuticals is a pioneer in its industry, continually developing new products to meet market demands. Rejuven8 Penrith Cosmetic Clinic incorporates a group of highly trained and experienced doctors and nurses specialising in facial and body reshaping. With a focus on great results and customer satisfaction, they provide a range of quality world-class procedures to improve the appearance of the face, skin, hair and body. Residential Gardens for Spanish Speaking is a not-for-profit organisation that was established in 1993 as a hostel for the Spanish aged community. It is the only organisation of its kind in Australia, with the aim being to provide an aged care service to meet the needs of the elderly people of Spanish speaking backgrounds. The facility fills a vital need in the Spanish community, assisting the elderly to lead an active and happy life amongst others of their age and culture. Ruth Fattal Haute Couture is a boutique retailer of designer gowns for women. At only 22 years of age, Ruth Fattal is the sole designer of all of the store’s ready to wear cocktail and evening dresses. She also provides design services for bridal wear that are personalised from the initial sketches through to completion. Ruth Fattal Haute Couture offers luxurious, specifically sourced fabrics and intricate, oneoff detailing, with all gowns and accessories designed and manufactured in Australia. Rydges Parramatta is located across from

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Maria Pantalone from Infinite Growth.

the Rosehill Gardens Racecourse, near the heart of the Parramatta CBD. Opened in 1991, Rydges Parramatta’s 151 rooms are modern and luxurious, in keeping with the reputable Rydges brand. The hotel boasts three bars and a range of dining options. Star Combo Australia is a manufacturer and distributor of premium natural health and beauty products. Established in 2001, the company aims to provide products that are made with locally sourced natural ingredients, not only to locals but for the international market, too. Founder, Su Zhang, has a background in biology and a passion for promoting natural products which strengthen the body without the side effects of other conventional products. STARStv creates quality learning experiences for kids by engaging them in active living within a healthy environment. The STARS are

involved in and organise a variety of great events with something for everyone, from table tennis to group games, singing, dancing, mentoring programs and camps. STARStv provides an opportunity for kids of all ages to have a go and channel the positive energy that comes from being active. Storage King Penrith is a purpose built storage facility which provides superior solutions for all of its customers’ storage needs. The storage units boast 24 hour access, undercover loading areas, full lighting and alarm systems as well as a receive and dispatch centre. Storage King Penrith provides great customer service, expert advice, and also manages customers’ packing and removalist needs. Sydney Heaters and Pizza Ovens provides a range of stylish and environmentally friendly options for indoor home heating and outdoor heating and cooking. Established in

2005, Sydney Heaters and Pizza Ovens looks after everything from purchase and installation, to servicing of their quality heating and cooking products. Tania’s Strictly Dancing has been teaching performance art for 16 years. Styles of dance at the school include ballet, jazz, hip-hop, tap, contemporary and adult Zumba. The school also teaches drama, singing, piano and acrobatics for cheerleading. In a happy, encouraging environment, students develop confidence, commitment, persistence and self-discipline. TechFlare Solutions provides consultancy, project management, and ongoing technology services to businesses of all sizes. They design technology strategies for their customers in order to create business advanContinued on page 69

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Family owned Precision Metal built on values RECISION Metal Group Pty Ltd is a family owned and run Mechanical Engineering Services business with industry experience in excess of 50 years under its belt. The company came about after a jump in work across Australia and its ventures in overseas markets. Founded by Jason Elias who originally began in this industry as an apprentice. Jason’s passion for this industry and commitment to customer service has helped him strive and build his business to where it is today. Jason’s achievements in the Mechanical Engineering services sector include; • NSW Training Awards for most improved Apprentice awarded by the Department of Education. • Certificate of Achievement awarded by Hunter Valley Training Company. • 1st place in the NSW Boilermaking Teaching Association. • Awarded 8th position in the WorkSkill Olympics for Australia. • 1st place, 3 years in a row from the Granville TAFE College for Outstanding Achievement in Fabrication Engineering. • 2013 Onesteel Finalist in Excellence in Safety & OH&S.


Jason’s passion can also be seen throughout his business whether it is in his product or, the people he hires. Jason’s philosophy is to not only love what you do, but also to always show respect are ways he achieves success. Precision Metal Group P/L displays commitment to the local community by sponsoring the Guildford Raiders local junior footballers, Westmead Children’s Hospital, Royal Institute of Blind & Deaf Children, Rural Fire Services Association, Care Flight Australia, Camp Quality, Bear Cottage, Make a Wish Foundation and the Leukemia Foundation – World’s Greatest Shave for a Cure. By looking at the needs of his clients he has slowly made Precision Metal Group a one stop shop, by creating a Mechanical Drafting department and an Electrical department, as well as purchasing machinery to enable a job to get done without sending it offsite – in turn reducing the buildup of cost to the client.  The sales and Hire team can offer machinery and components to the


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Residential Gardens 420 Woodstock Avenue, Rooty Hill, NSW 2766. Ph: 02-8887 5555. Fax: 02-8887 5500 Email:

Our Vision To promote and encourage the highest possible quality of life, independence and dignity for our frail aged community. Residential Gardens realises this vision by: Our Mission • Encouraging participation from our residents and their families • Providing quality care that recognises the holistic needs of individuals • Ensuring excellence in the provision of loving care and services • Employing qualified and dedicated staff who recognise and are committed to the value of teamwork • Providing an quality, safe and homelike environment Our Values, residential Gardens believe in: • Welcoming – by recognising that our residents need to feel that they are part of our family and are welcome in it. • Respect – by recognising that people need to be valued as individuals and be treated with dignity, respect, privacy and confidentiality. • Integrity – by recognising that in our dealings with other we will foster openness, transparency and honesty. • Consultation– by recognising that we are accountable to our residents, staff, volunteers and the wider community, we will actively engage them in the planning, development and implementation of our services • Service Excellence – by taking pride in our work we are dedicated to making a difference to our residents’ quality of life. Our service delivery is continuously improving as we actively participate in learning and educational opportunities. • Teamwork – by recognising the different contributions and efforts of our team we seek to involve and work with each other in a professional and co-operative manner. Residential Gardens is accredited by the Aged Care Standards & Accreditation Agency 66



Residential Gardens benefits

Finding feedom and quality individual care By Robert Aquino Operations Manager

ESIDENTIAL Gardens offers ageing in place accommodation including dementia care and respite care. This allows residents to “age in place”, remaining onsite as their care requirements change, maintaining the highest quality in lifestyle and care. Each of the 84 spacious private rooms is well equipped, climate controlled and finished with high quality interior design and furnishings. Large windows and spacious areas allow residents to fully enjoy the facility grounds giving a sense of space and freedom. Residents enjoy the privacy of spacious rooms with a modern ensuite bathroom, and provision for private phone and television. Friendly, caring staff is on call 24 hours and rooms have an intercom nurse call system, Spanish channel. There are double rooms for couples available. Several bedrooms also have their own external terrace with access to the court yard. The facility also incorporates many features which ensure the comfort and security of all residents. There are several common areas accessible to residents and their families. A first class chef, working in a commercial kitchen with a professional food service team, ensures quality meals made with the freshest food are available. The laundry service also ensures resident’s clothing does not leave the facility. An on-site hair and beauty salon ensures residents can always look their best. The building been designed to ensure comfort and quality service delivery in a home-like


environment for every resident. And it offers an atmosphere of community and family. There is easy access to shopping centres and community services. Residents can also relax and enjoy the peaceful enclosed courtyard or a variety of quiet sitting areas. Family members and friends are always welcome. Residential Gardens is committed to respect your privacy and choices at all times. We are available to assist you in your freedom of choice of activities and life interests that will promote optimal enjoyment throughout your stay. Residential Gardens is committed to recognising and respecting the cultural diversity of our residents. Our aim is to provide the best care possible, taking into consideration the cultural and linguistic needs of our residents. Residents are able to practice their religious, personal and cultural customs with the support of the aged care facility staff. Residential Gardens has arrangements in place for all religious requirements. Catholic mass is organized monthly with weekly visits from church representatives every month and visits for pastors from other religions welcomes everybody and is sensitive and accommodating to all cultural needs, working with the local community to have arrangements in place for all religious requirements. Our range of leisure and lifestyle programs is designed to encourage participation and engagement of all our residents, there are also activities on site such as arts and crafts, bingo and exercise classes arranged by our leisure and lifestyle team members. At Residential Gardens we believe in quality individual care. As the operations manager at Residential


Gardens I have the responsibility of organising and managing the non-clinical aspect of the facility. Human resources is one of key facets in the role and one which gives the greatest satisfaction. To do this we must find quality personal care assistants that are able to provide the level of service we have established for the residents. As a manager this was one of the reasons I moved to this industry, you can gain so much move job satisfaction due to the end result. Being a part of a resident’s golden years and making those years dignified and fulfilling is so rewarding. Don’t hesitate to contact us at any time with your enquiry. Phone 8887 5555 or email

• Safe, caring and support environment. • Welcoming and friendly atmosphere. • Quality care provided to meet individual needs. • Individualised care plans that are developed in consultation with family and medical practitioner. • 24 hour quality nursing care, and we have qualified and trained registered nurses. • Qualified care staff, most of them holding certificate III and IV in aged care. • High and low level care. • Respite care. • Well balanced, varied and nutritious meals. • Leisure activities. • Oral/dental service. • Dietician. • Choice of medical practitioner. • Physiotherapy assessments and management of physio program. • Lifestyle activities staff on duty Monday to Friday putting in place a program of activities designed for each resident. • Hairdressing salon. • Cafeteria for family and friends to enjoy when they visit. • Church services. • Residents’ and Relatives’ meetings. • Respite care.





Continued from page 63

tages for them, solving IT problems and delivering stable systems. TechFlare Solutions is also developing applications and helping to upgrade networks around Australia, performing a lot of work remotely from Western Sydney. The Australian Thyroid Foundation is a not-for-profit organisation and registered charity, Ferial Youakim from ByFerial. The team at Intermediate Disputes. working to raise awareness about thyroid disorders and iodine deficiency and skin care products. Sales and marketing Property Consultants also works as a ‘buyer’s in the community. The ATF also sells a thyroid strategies include online retailing as well as agent’, liaising with clients to determine their medication travel pack, and provides many selling via non-employee sales ‘associates’ wants and needs before helping them to find one-on-one member services and patient sup- who work on commission. USANA Health the perfect property. Core values of honesty port services for those with thyroid disorders. Sciences prides itself on providing a seamand integrity are maintained through high The Coffee Galleria is a specialty coffee less direct selling experience and aims to be a standards of communication with clients. roaster, providing premium coffee beans world class market leader, where every team Wesley Apartments (Parramatta Misto private label clients as well as for its own member feels like a partner. sion) provides a home away from home for brand, Adore Estate Coffee. The business Versatile Group has more than 30 years’ the families of sick children at The Children’s sources beans directly from farmers around experience in providing quality stone and Hospital at Westmead. On offer are fully the world and roasts them in Sydney so as tiling solutions. The group sources only the furnished two bedroom units and the asto provide a product with the true flavour of best stone from around the globe in order to sistance of a support worker. The apartments tradition and excellence. ensure excellence. Versatile Group uses the are directly across the road from the hospital, Urban City Consulting is a diverse build- most advanced technology in stone cutting enabling entire families to be at the bedside of ing and development consultancy practice that equipment and the team are all highly skilled their children. They are offered at a low cost provides a range of services, including building and dedicated. They promise not only quality to an average of 50 families per year, travelcertification, inspections and approvals, legal workmanship, but competitive prices and ling from all over Australia and surrounding compliance reporting and consultation, asexcellent customer service as well. islands. sistance with development applications, and Vogue Real Estate Australia is a boutique Workers Health Centre is a not-for-profit town planning. Trading for ten years, Urban real estate agent that assists people across all organisation located primarily in Granville. City Consulting has strong foundations of pro- areas of property, whether buying, selling or The organisation provides WorkCover accredfessional, reputable service and expert advice. renting. The agents strive to always achieve the ited rehabilitation/injury management serUSANA Health Sciences offers a range of market price for a property and to obtain qual- vices to ill and injured workers, independent nutritional supplements as well as weight loss ity, reliable tenants for their vendors. Vogue research to the community and government

Nick Jones from Australian Unity.

on occupational illness, and support and advocacy to those unable to represent themselves in the community. Yelle Styling has been operating for three years, providing an alternative for fashion and styling advice for young women who are larger than the standard sizes 6–14 that most shops cater for. Yelle Styling believes that beauty comes in all sizes. Its goal is to foster self-confidence by empowering young women to express that beauty through fashion regardless of their dress size. Young Achievers Early Learning Centre is an early learning centre for child care and long day care for children 2–5 years. The centre delivers the early years’ learning framework, assisting children to develop early literacy and numeracy skills and other school readiness skills. The centre opened in February 2007 with only two students and is now licensed to accommodate 39 children. It took over 12 months to build up enrolments but did so through the satisfaction of the families they serviced.

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MBE Parramatta 29 Smith Street, Parramatta E: W: P: 02 9891 1144




Hotel icon at the heart of Parramatta YDGES Parramatta is an icon of Greater Western Sydney. The hotel is at the heart of what to do and see in and around Parramatta. Rydges Parramatta offers CBD style without the hustle and hassle of the city. The hotel is modern, spacious, relaxed and welcoming to both the vacationing family and busy corporate guests. The bright, open plan lobby leads to bars, restaurants and is an impressive first glance at what’s to come from the 151, 4.5 star modern guest rooms. Rydges staff have a passion for creating an unforgettable culinary and entertainment experience. The knowledgeable and helpful staff are on hand to assist you with an experience you won’t soon forget and whether you choose to dine or entertain in the lively Stock Café, or the award winning Steeds Club Grill & Bar, you will not regret the choice. Unwind and network in Champs Bar at the end of the workday, or shout your mate a beer whilst enjoying some big screen sports action in The Winning Post Sports Bar. Rydges Parramatta has something for everyone, and will exceed your every expectation.


Restaurants Open for breakfast, lunch and dinner why not relax and enjoy the atmosphere in Stock Cafe, starting with the RISE buffet breakfast. With a fresh and wholesome approach, quality espresso coffee available and free range eggs as you like them, the all new RISE is proving to be a huge hit. Or for a dinner experience you won’t forget try the new look Fire & Ice buffet. Fire and Ice is a concept mixing ‘A la Carte’ dining with traditional buffet and features a live cooking the restaurant! Simply choose from the extensive range of seafood, freshly prepared meats and poultry and watch while it is cooked to perfection right before your eyes. Rydges Parramatta is also lucky enough to boast the multiple award winning Steeds Club Grill and Bar. Steeds is the pinnacle in hotel dining in Western Sydney and specialises in market fresh Seafood, Prime Australian Beef, International and Australian wines and a vast array of mouthwatering desserts. This elegant Restaurant has a menu that changes seasonally with a variety of flavours to suit all palates. Steeds is the perfect meeting place for either a quiet drink or an intimate dining experience. Steeds now boasts another feather in its cap – A coveted “Glass” in the wine list of the year awards for 2013. Come and experience this extensive and well matched wine list for yourself. Rydges Parramatta is also excited to announce the introduction of our High Tea. It’s the perfect place to gather with the girls or celebrate that special occasion, with a delicate three tiered stand of delectable sweet and savoury treats, accompanying teas and sparkling wine. Specialising in tailor made Baby Showers, Bridal Showers and Hen’s Parties as well as

Steeds is the pinnacle in hotel dining in Western Sydney and specialises in market fresh Seafood, Prime Australian Beef, International and Australian wines. “ The well known outside view of Rydges Parramatta.

Mother’s Groups and Children’s Parties. Remember, bookings are essential, so contact the hotel for further information.


Join us in Champs, our trendy hotel lobby bar and unwind after a long hard day with a cold beer or a glass of wine paired with a delicious tapas offering. Why not indulge in one of our delectable cocktails, available every day? Or if you’re looking for a quick drink with friends or a social evening out, enjoy the lively atmosphere in the Winning Post, our popular sports bar located underneath the hotel. Try your luck on the races, watch the game on one of the big screens, or enjoy a pub style meal. The Post caters for all tastes. Join us for live music every Friday night, with some of Sydney’s best young talent on show, playing your favourites from 5.30pm.

Conference & Events Rydges Parramatta is not only a 4.5 star hotel, but the market leader in the area for corporate meeting facilities. With 18 function venues of various styles and capacities with the flexibility to cater from 2-600 people, Rydges Parramatta is the venue for all your next meeting and conference or event requirements. From Christmas parties with dodgem cars and Christmas Day Buffet spectaculars to intimate weddings and number crunching conferences, come to Rydges Parramatta. Contact the hotel and ask for the Events team. With a dedicated team to assist you at every step along the way, your event will be a raging success. Come and experience what the food, staff and atmosphere at Rydges Parramatta have to offer. Rydges Parramatta – Not Just a Place to Sleep. Rydges Parramatta is located at 116 James Ruse Drive, Rosehill, Sydney NSW 2000. Phone: 02 88637600. Function Email: Reservations Email: reservations_parramatta@ Web: Internet: www.rydges. com/parramatta

From left: Ben Cowled (Front Office Manager), Lyndall Hemara (Area Director of Sales – Western Sydney & Northern NSW), Aman Prasad (Executive Chef) and Kathryn Fleming (Conference & Events Sales Manager).

One of the several bar and function offerings at Rydges Parramatta.

Rydges staff have a passion for creating an unforgettable culinary and entertainment experience.”

Rooms offer spectacular views of the region.




+RQH\PRRQ Book your wedding with Rydges Parramatta and we will pay for your romantic honeymoon to QT Port Douglas!

Boo B ook yyou our nnext ext m meeting eeting orr eve o en nt at Ry Ryd dges. ges.

FREE iPad mini with bookings over $5,000 FREE MacBook Air with bookings over $10,000 Boo ok now w rry yd le


TERMS & CONDITIONS: Subject to availability and applies to new bookings and events only made between 1 May 2013 and 31 December 2013 and held by 31 January 2014. Bookings with a total eligible spend of $5,000 or more will receive an Apple iPad mini or bookings with a total eligible spend of $10,000 or more will receive an Apple MacBook Air. Reward will be provided for eligible conference & event bookings at participating Rydges Hotels and Resorts based on the total combined spend on day delegate packages, room hire, event foods & refreshments, ancillary event services including AV, staging and theming costs and group accommodation bookings. For full terms and conditions visit



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