Resort News, June 2025

Considerations for upgrading internet performance

Guest expectations are changing, the benefits of upgrading your buildings internet:

Tourism Impact: Discerning visitors now view fast and reliable internet as a key factor when choosing accommodation.

Online Reviews: Guest feedback increasingly reflects internet performance, which can influence future bookings.

Real Estate Appeal: Buyers and tenants are seeking homes that support remote work — high-speed internet is now essential.

Holiday Letting Performance: Buildings with excellent internet tend to enjoy be er reviews, stronger brand recognition, and increased occupancy and revenue.

What internet upgrade options should I choose?

Option A: New CAT cabling to each room. Improves speed over traditional lines but doesn’t support gigabit performance. Installation is costly.

Option B: Wireless distribution across the building. Cost-e ective but unreliable due to interference from building materials and layout.

Option C: Fibre optic cabling to each apartment.

O ers excellent performance but comes with high installation costs and device upgrade requirements.

Option D – Recommended: Gigabit fibre delivered via existing TV coaxial cables. This solution:

o Delivers speeds up to 1.5 Gbps (1,500 Mbps).

o Involves minimal disruption and cost.

o Is fully managed and warranted.

o Has proven success with existing installations.

…with the flick of a switch our internet services moved to world class Gigabit capable internet. Resident and guest satisfaction has skyrocketed with the availability of fast, reliable industry leading internet, which allows our resort to include phone, video and streaming services never before offered. Absolutely Brilliant!”

– Eric van Meurs, Manager Atlantis Marcoola Beachfront Resort and past ARAMA President (Australian Resident Accommodation Managers Association.)

INSIDE

The legal stuff...

The views and images expressed in Resort News do not necessarily refl ect the views of the publisher. The information contained in Resort News is intended to act as a guide only, the publisher, authors and editors expressly disclaim all liability for the results of action taken or not taken on the basis of information contained herein. We recommend professional advice is sought before making important business decisions.

Advertising Conditions

The publisher reserves the right to refuse to publish or to republish without any explanation for such action. The publisher, it’s employees and agents will endeavour to place and reproduce advertisements as requested but takes no responsibility for omission, delay, error in transmission, production defi ciency, alteration of misplacement. The advertiser must notify the publisher of any errors as soon as they appear, otherwise the publisher accepts no responsibility for republishing such advertisements. If advertising copy does not arrive by the copy deadline the publisher reserves the right to repeat existing material.

Disclaimer

Any mention of a product, service or supplier in editorial is not indicative of any endorsement by the author, editor or publisher. Although the publisher, editor and authors do all they can to ensure accuracy in all editorial content, readers are advised to fact check for themselves, any opinion or statement made by a reporter, editor, columnist, contributor, interviewee, supplier or any other entity involved before making judgements or decisions based on the materials contained herein.

Resort News, its publisher, editor and sta , is not responsible for and does not accept liability for any damages, defamation or other consequences (including but not limited to revenue and/ or profi t loss) claimed to have occurred as the result of anything contained within this publication, to the extent permi ed by law.

Advertisers and Advertising Agents warrant to the publisher that any advertising material placed is in no way an infringement of any copyright or other right and does not breach confi dence, is not defamatory, libellous or unlawful, does not slander title, does not contain anything obscene or indecent and does not infringe the Consumer Guarantees Act or other laws, regulations or statutes. Moreover, advertisers or advertising agents agree to indemnify the publisher and its agents against any claims, demands, proceedings, damages, costs including legal costs or other costs or expenses properly incurred, penalties, judgements, occasioned to the publisher in consequence of any breach of the above warranties. It is an infringement of copyright to reproduce in any way all or part of this publication without the wri en consent of the publisher.

2025 Multimedia Pty

Closey, David Sawers,

Wilson, John Mahoney, Kelley Rigby, Lel Parnis, Lynda Kypriadakis, Marion Simon, Mike Phipps, Roland Franz, Sam Steel and Trevor Rawnsley.

Motel Market

Caravans, conversations and crappy mattresses

In May, I had the pleasure of attending Caravan Industry Association of Australia’s (CIAA) National Conference—an annual highlight that once again delivered big ideas, bold conversations and valuable networking.

What always strikes me is the passion driving this sector. Not just for the parties (though they’re definitely part of the fun), it’s the innovation too. From eco-initiatives to communityfirst park planning, it’s clear this industry is steering confidently toward a more sustainable, guest-focused future.

It left me thinking about the MLR sector and the parallel journey we’re on. Like holiday parks, our industry is also adapting—finding new ways to support owners, elevate the

guest experience and futureproof businesses. Whether it’s through better communication, smarter operations or investing in long-term comfort, there’s a shared drive to deliver value while staying agile in a changing market.

That’s why my recent travel experiences hit a nerve. Over the past few weeks, I stayed in three different hotels and short stay properties (in both New Zealand and Queensland), and sadly, all three missed the mark where it matters most: the bed. Sagging mattresses, scratchy linen, paperthin towels and pillows that felt like overstuffed envelopes. Not exactly the recharge I needed.

It’s easy to get caught up in the buzz around smart tech and luxury upgrades, but let’s not forget the basics. A comfortable bed with fresh, good-quality linen should be the foundation of every guest experience. Guests notice,

and so do their backs! They might forgive a clunky check-in system or dated décor, but a bad night’s sleep? That’s a dealbreaker.

So, if you’re in the business of welcoming short stay guests, let this be a gentle reminder: check your mattresses, refresh your linen, and test those pillows. Talk to your owners. Encourage them to invest. Your future reviews (and nightly rates) might thank you.

In this issue of Resort News, we take a closer look at what’s driving success behind the scenes. We chat to Jason Fu, who has carved out a reputation as both a trusted finance expert and a hands-on management rights operator. And meet new Brisbane MLR operator Rebecca Chen, who shares her fresh take on the industry.

Warmly, Mandy Clarke, Editor, Resort News

Mandy Clarke, Editor editor@accomnews.com.au

The Resort News team acknowledges Aboriginal and Torres Strait Islander peoples as the First Australians and Traditional Custodians of the lands upon which we gather, work, and publish. We want to pay our respects to Elders past, present, and future, who continue cultural, educational, and spiritual connections to Country.

Classes to master the business of management & letting rights

By Trevor Rawnsley, CEO, ARAMA

Knowledge is power and power is money, and continuing education is the smart choice for anyone wanting to succeed in the business of management and letting rights.

ARAMA off ers vital ways to assist our members in improving their knowledge of running a management and lett ing rights business, knowledge that is the foundation of a harmonious and successful tenure in the industry.

Education and training are among our most important off erings as an industry body, and ARAMA’s targeted training and education programs are designed to induct members into the business, keep our members informed about changes to the law, and off er continuing professional development across a variety of topics throughout the year.

Achieving success in the business of management and lett ing rights is all about building strong, mutually supportive relationships. Those residential managers who are the most successful are those who abide by the principles of the triangle of management, fostering great relationships with both the body corporate manager, and the committee.

They go the extra mile to

ARAMA offers a wide variety of ways to assist our members

satisfy their owners, residents and guests by putt ing aside personality diff erences and by collaborating towards the best interests of the body corporate, the committee, and the body corporate manager.

But this is not always easy and that’s why continuing education is vital for our industry members. Life is not perfect, and conflicts invariably arise. ARAMA members, having faced the tensions and pressures of COVID lockdowns, are not immune to the problems arising from an increasingly hostile and angry world. The diplomacy skills needed by residential managers are especially important in strata buildings when we have neighbours, on either side, as well as above and below us.

ARAMA offers a wide variety of ways to assist our members

We have two regular training programs that are taxdeductible and allow operators to work on their business, not just in their business. These are ARAMA's Relationship Revival

Masterclass (ARRM) and our Management Rights Industry Training Program (MRITP) both are masterclasses, deep dives into relationships in the context of strata management. They are crucial for people who are both new to the business and experienced operators. There are always gems to glean from both programs.

ARAMA sits on various consultative boards and has long-term relationships with government. This means we are the first to know of any changes that may aff ect our industry, and we pass on this knowledge immediately in our classes in ways that are easy to digest.

The MRITP is ideal for everyone across the management and lett ing rights spectrum, from first-time management rights operators who are thinking of entering the industry, new operators coming to grips with their business, and experienced operators looking to refresh their industry knowledge and improve their industry IQ with all the many law changes and conditions. The MRITP is also very beneficial for other industry

professionals, suppliers or service providers who want to understand more about this fascinating and vibrant industry and understand the issues that impact their clients, the residential managers.

The MRITP was the first of its kind designed specifically for the management rights industry. This day-long fully interactive training program will definitely help to prepare purchasers for the assignment process and help to ensure a smooth sales transaction.

The modules we cover in the Management Rights Industry Training Program include:

• Management rights legislation explained.

• Lett ing agreements/ caretaking service agreement explained.

• Understanding the role of the onsite lett ing agent.

• Understanding the role of the onsite building manager.

• Understanding the role of the government regulators.

• Understanding the role of the committee.

• Understanding the role of the body corporate manager/strata managing agent. Lunch and morning tea are provided.

Whenever our members call us regarding communicative or relationship issues they are having with bodies corporate and owners, we refer them to ARAMA’s Relationship Revival Masterclass (ARRM).

The ARRM is a half-day workshop on relationship management—specifically in strata and specifically focused on the relationships between the management rights operator and the body corporate committee.

Attendees learn to identify what bullying and harassment really are and how the way they react to a situation is often more important than the situation itself. When retaliating, it can escalate a situation that isn’t bullying and harassment to start with, but which then might turn into that.

We run 10 MRITP classes per year and one ARRM every quarter; about 14 masterclasses altogether over a year. Usually, every month there's at least one masterclass, sometimes two.

If you haven't been to an MRITP, and if you've been in our business for a while, you should come along. You will certainly come away with knowledge and skills to make your business more effective. It's a sensational program for experienced operators, as well as those who are new. Increasingly at ARAMA we are asked about how to get

the committee to agree to this, that, or the other thing. The best way to get what you want, when you want, it is to have good relationships with your body corporate. The ARRM is a deep dive into the people side of this business, where for half a day, you are concentrating on how to build and maintain positive relations with your customers and clients who you're going to rely on to give you what you want.

There is much more to management and letting rights than knowing the legislation. In this half-day interactive ARAMA masterclass, attendees join with experienced management rights experts and are guided through the background and steps you need to revive your essential strata relationships and make them work for you.

The expert workshop facilitator who has qualifications in mediation and strata uses their expertise and experience, as well as their training in communications and mediation, to give you the techniques and tricks you need to have the best possible strata relationships.

Our masterclass format focuses on small groups and hands-on learning and development.

Attendees will leave better equipped to manage the challenging people and relationship-based issues at their strata scheme.

Attendees will also possess strategies to prevent, or where necessary, address, instances of bullying and harassment. You will come away from the masterclass knowing how you can protect and enhance your strata investment.

Modules covered include:

• Essential profiling.

• Relationship glow: What makes a good strata relationship.

• Relationship red flags: Signs of relationship problems.

• Relationship balance: Transactions and people.

• Relationship revival: Owners, occupiers, committees and strata managers.

• Relationship fixes: Reviving your strata relationships.

• The best strata relationship of all.

There is a Management Rights Industry Training Program, and a Relationship Revival masterclass in July at the Freshwater Point Resort in Broadbeach and an MRITP program in Brisbane in August.

Please come along to one of our courses—you will not be disappointed and you will emerge with a much better understanding of how to make your management and letting rights business succeed.

We have other important events for you to attend which are a real education for anyone interested in management rights. These are the three Management Rights Industry Trades & Services Expos happening in July in Southeast Queensland.

At these expos we will be revealing important information about the new legislative requirements of continuing professional development (CPD).

Continuing professional development will be a compulsory requirement from the Queensland Government that requires all licence holders

to continue their education every year to renew their licence. Soon, licensees will need to undertake certain approved courses which attract units of competency or points. Each licensee is required to complete four units of competency each year.

Our Trades and Services Expos are happening at:

• Kedron Wavell Services Club in Brisbane on July 22;

• Maroochy Surf Club on the Sunshine Coast on July 23; and

• Currumbin RSL on the Gold Coast on July 24.

At these events we will reveal all about ARAMA’s CPD plans for 2025-26.

ARAMA has a wide variety of services that members can tap into, no matter what problems they are facing in their work environment.

Our masterclasses are designed for you to spend quality time thinking about your business, not just working in your business.

Knowledge really is power, and power is money.

I guarantee by taking our courses or attending the expos your knowledge of the industry will grow significantly, you will have more power in your management and letting rights business, and you will make more money. Plus. we give you a money-back guarantee—if you are not satisfied with any ARAMA training program we will refund you the full cost of attendance.

Body corporate insurance

By Jane Wilson, Commissioner for Body Corporate and Community Management

Major weather events across Queensland in recent years have brought the topic of body corporate insurance into sharper focus.

For many owners of a property, or for those who live in a community titles scheme (CTS), it can be confusing, so it is important they understand their responsibility and that of the body corporate.

There are several diff erent types of insurance policies a body corporate must take out to fulfil its legal obligations under the Body Corporate and Community Management Act 1997

The body corporate must take out insurance to cover damage caused, in certain circumstances, to the common property or body corporate assets. However, it’s important to remember not all areas of a lot are covered by body corporate insurance.

Even in the case of an insurable event, the building insurance may not cover contents or other fi xtures within a lot, including, but not limited to:

• temporary wall, floor and ceiling coverings, carpets;

• fi xtures that can be removed by a lessee or tenant at the end of a lease or tenancy;

• mobile or fi xed air conditioning units for a particular lot;

• curtains, blinds or other internal window coverings;

• mobile dishwashers, clothes dryers or other electrical or gas appliances that are not wired or plumbed in.

This is why residents of any lot within a community titles scheme should take out their

own contents insurance. In many ways, it’s no diff erent from living in a house that’s not part of a community titles scheme.

It would be an oversight for any resident to believe that the body corporate insurance would cover any damage to their contents for water ingress in a severe weather event.

To put it simply, anything that is usually covered under a house building insurance policy is covered under the body corporate building insurance policy.

But anything that is of a personal nature or is not a permanent fi tt ing or not part of the building’s structure, you should take out your own insurance policy.

Be mindful that if taking out contents insurance, ensure that the belongings of all parties living in the house

are included in the policy. If a property is rented out the owner and the tenant may need to take out separate contents insurance for diff erent items that they are responsible for.

For example, the owner would have to insure the carpet, blinds and curtains and the tenant their own furniture.

On occasions, a body corporate may be liable for the replacement or repair of contents within a lot, if it can be proved the damage was caused because the body corporate did not fulfil its legal maintenance obligation.

But providing the building has been maintained, there is no fault on the body corporate because of a cyclone.

Finally, residents and lot owners need to be mindful that it’s in the best interests of all lot owners to work with the body corporate when making an insurance claim.

While a resident may be able to directly claim under the body corporate’s insurance policy, for some successful claims, the money is paid to the body corporate as they are the policy holder.

Also, if a claim is needed for multiple lots following a severe weather event, a joint claim may only incur one payable excess and not multiple, depending on the conditions in the policy.

You can find more information about body corporate insurance on our website.

Are you allowed to issue key cards for a profit?

By Ben Ashworth, Senior Associate, Small Myers Hughes Lawyers

In the modern era, many buildings no longer use traditional keys to access areas and instead fobs and key cards are more common. Doors and access points that are on common property are themselves common property, along with the keys needed to access them. This means that those keys are an issue that falls under the control of the body corporate. The task of producing and programming replacement keys however will typically fall on the building manager. This is a process that requires special equipment and materials, which are not free. This raises a few questions.

Who provides or pays for the equipment and materials needed?

When the key card system is implemented universally across a building, the equipment will typically belong to the body corporate. The cost of maintaining and replacing the equipment will fall on the body corporate in these circumstances. When new keys are needed, this will be an expense that is payable by the body corporate and therefore paid from the levies collected by the body corporate unless the bylaws say otherwise. The bylaws for a building with a key card system will

often include a bylaw that states that when an owner or occupier requires a new key, that person must pay the costs associated with that new key. This ensures that only the owners who need new keys are bearing these costs.

If the key card system has been installed in the building by the building manager, the cost of maintaining and replacing the equipment will generally fall on the building manager unless possession of the equipment had been passed to the body corporate. If a new key is needed for a system owned by the building manager, the cost for the new key will generally be an expense under the lett ing appointment entered with the owner of the lot, or an expense payable by the guest who lost the key.

Who is authorised to perform the key replacement process?

When a building requires replacement keys made, often the caretaking agreement entered with the building manager will specifically require the building manager to provide replacement keys when they are needed. For older buildings though, where they have upgraded to key card systems after the agreement was entered, the agreement may not refer to key cards and the obligation to provide keys might just be implied or requested by the body corporate from time to time.

The bylaws for a building with key cards will often indicate who is responsible for the replacement of key cards and provide guidance to owners and occupiers on the process they should follow to obtain a replacement key.

Can a building manager providing the key replacement services earn a profi t?

The agreement that the building manager enters with the body corporate may state that the building manager is allowed to

earn a profi t when providing key replacement services. Some agreements set the amount that the building manager is allowed to charge when providing replacement keys. This means that the building manager can earn a profi t from providing replacement keys if the cost of the materials needed is less than the fee they are permitted to charge.

Some agreements will fi x the amount of profi t the building manager is allowed to earn. If an agreement does not specifically state that the building manager may earn a profi t when providing replacement keys, it is likely that it is a breach of the agreement if the building manager charges a fee for replacement keys (if it is more than the cost of materials).

Some bylaws will also dictate what amount is payable by owners and occupiers to obtain replacement keys. It is rare for any fi xed amount set in an agreement or the bylaws to change in line with CPI or other variables.

What are common problems?

Disputes can arise when:

• the building manager charges owners an amount to replace keys that is not disclosed in the bylaws;

• the building manager charges an amount for new keys that is not permitted under their caretaking agreement or the bylaws; or

• the building manager provides replacement keys without first having the correct authority to or fails to provide a replacement key when required.

If you operate a business where you replace keys for owners and earn a profi t when doing so, it is important that you ensure you are operating with the correct authority. Unless your agreement with the body corporate expressly states you are allowed to earn a profi t when issuing replacement keys there is a chance that you are in breach of your agreements with the body corporate or the bylaws when doing so. If you are unsure of your circumstances and what authority you have to issue replacement keys, you should check in with your legal advisors.

Liability limited by a scheme approved under Professional Standards Legislation.

Disclaimer – This article is provided for information purposes only and should not be regarded as legal advice.

PERSON OF INTEREST

Jason Fu: Finance with heart and a head for management rights

By Mandy Clarke, Editor

Steady, strategic, and quietly influential—

Jason Fu has built a name for himself as both a trusted finance expert and a hands-on management rights (MR) operator.

his bachelor’s degree at the University of Queensland and a master’s at QUT, Jason stepped into the professional world as an accountant before joining the Australian Taxation Office (ATO) as an auditor.

“I’ve always been someone who values structure and purpose,” Jason told me. “My time at the ATO taught me how to look at the big picture while paying close attention to the finer details—lessons that still influence how I operate today.”

His commitment to excellence saw him achieve Certified Practising Accountant (CPA) and place first in Queensland for the CPA Taxation segment. A moment he reflects on with pride, but also with perspective. “It was an important milestone, but I knew there was something more calling me.”

“The process was overwhelming. We were left to navigate complex decisions without the right support. That experience planted the seed,” Jason said. “We decided at that moment that, someday, we would set up our own finance business to help people make their dreams come true!”

As the founder of Goldenwater Finance Group, Jason brings more than just financial acumen to the table. With roots in accounting, realworld experience running MR complexes, and a deep desire to help others succeed, he’s become a respected force in both the business lending and accommodation sectors—one grounded in long-term thinking, and care.

desire to help others succeed,

That “something” turned out to be Goldenwater, a business built on a deeply personal mission to make finance feel more human. The idea took root when Jason and his wife, Penny Huyan,

bought their first home.

Jason Fu, founder and head of staffing and operations at Goldenwater Finance Group

accounting, not always the

I sat down with Jason to learn more about the path that led him here, the lessons he’s picked up along the way, and why, for him, it’s never just about the numbers. His journey began in accounting, not always the most glamorous of fields, but certainly one that instils rigour, structure, and resilience. After completing

Goldenwater Mortgage Services was born a few years later, and in 2018, it evolved into Goldenwater Finance Group. From the start, Jason and Penny’s goal was to walk beside clients, not just off er a product, but provide thoughtful, supportive guidance. "We do more than write loans. We listen, we advise, and we advocate. That’s what people remember.”

product, but provide thoughtful, supportive guidance. "We do

we advise, and we advocate. That’s what people remember.”

solid reputation in commercial lending, particularly in the management practical knowledge gives

Goldenwater has since earned a solid reputation in commercial and business lending, particularly in the management rights sector, where Jason’s practical knowledge gives him a valuable edge.

He’s managed two Gold Coast complexes and a rent roll in Logan in partnership with someone he describes as “a

He’s managed two Gold Coast Logan in partnership with someone he describes as “a trusted peer who shares the same values.”

“The MR space is a unique niche,” he explained. “It demands both financial acumen and a real understanding of the day-to-day realities of running an accommodation business. We’ve helped clients at every stage—from securing finance to managing compliance and cash flow. We don’t just understand the numbers—we understand the lifestyle.”

A defining moment for Goldenwater came in 2015, when the MR lending landscape was rocked by a well-known court case at the time. “While some shied away, we leaned in,” Jason said. “We saw the need for more tailored support, and we built our off ering around that.”

That decision not only strengthened Goldenwater’s position in the market but also sharpened its focus. “We started off wanting to help people buy their first homes. Now, we help business owners build sustainable, long-term growth. The heart of the business hasn’t changed, just the scale of our impact.”

Of course, building a business hasn’t been without its challenges. Jason is open about having to navigate shift ing regulations, lending policy changes, and broader economic ups and downs. “You have to be resilient and proactive. We’ve learned to plan ahead, stay grounded, and support our clients through uncertainty and not just react to it.”

When I asked what advice he’d give to new business owners, he didn’t hesitate. “Too many people focus on technical skills and overlook the importance of soft skills—communication, emotional intelligence, resilience. And they chase quick wins instead of building habits that support long-term success.”

His advice? “Be crystal clear on your purpose. Communicate it authentically. Show up, even on hard days. And remember, business is a marathon, not a sprint. Discipline and consistency will take you further than any shortcut.”

Jason’s leadership style reflects that philosophy. He sums it up in three phrases: lead by example, stay proactive, and support growth. “To me, leadership isn’t about being the loudest in the room. It’s about creating

space where others feel safe to learn, contribute, and thrive.”

It’s a style that clearly resonates. When I asked him about the most meaningful feedback he’s received, he recalled Goldenwater’s first 5-star review. “The client wrote about how we supported them with patience and care. That meant more than the rating. It reminded me that this work is about trust.”

Beyond the day-to-day operations of the business, Jason is deeply values-driven. Over the years, Goldenwater has contributed more than $30,000 to community projects and charities, including the Mater Foundation, Catherine’s House, and Litt le Miracles. “We believe in giving back. It’s not just about success— it’s about significance.”

When it’s time to unwind, Jason turns to running. “I run three to four times a week, and earlier this year I completed my first marathon—just me, solo. It was one of the most grounding experiences I’ve had.” He also spends time outdoors with his wife and daughters—fourwheel-driving, hiking, and relaxing by the beach. “Hearing them laugh always brings me back to what really matters.”

He credits The E Myth Revisited as one of the most influential books he’s read in business in the early days. “It taught me the importance of working on the business, not just in it. That mindset helped me build systems and lead more eff ectively.”

Looking ahead, Jason sees the finance and MR industries continuing to evolve, with more regulation, yes, but also more professionalism and transparency. “That’s where we’re headed too—not just growing in numbers, but in depth and quality. We want to serve better, lead smarter, and stay true to the values that built this business.”

Jason Fu’s story is one of quiet determination, thoughtful leadership, and unwavering care, a reminder that in the world of finance and management rights, success isn’t just about numbers. It’s about people. And with leaders like Jason, the future of the industry is in steady hands.

• Traineeships

• Small face to face classes

• Live Zoom classes

• Delivered in English and Mandarin

• Flexi Learning at own pace

• Recognition of Prior Learning

• Friendly, Experienced Trainers

• Practical Courses for MR Industry

• Qualifications issued promptly

• Competitively Priced

• Free CPD Workshops for Graduates

• Exclusive Online Support Group

Penny Huyan, founder and head of business lending at Goldenwater Finance Group

The impact of employment law changes on management rights

By Lel Parnis, Principal, Holmans

The Labor Government’s resounding election victory last month quashed the Coalition’s proposal to repeal employment law changes that the Albanese Government introduced in the past year.

With these regulations and policies here to stay, let’s look at some of the key ones and how they may financially impact your management rights business.

Three significant areas of change are:

1. Employee definitions: The Closing the Loopholes legislation alters the definitions of employee and casual employee, aff ecting entitlements and termination risks and requiring businesses to reassess their use of casuals and contractors to ensure compliance.

2. Limits on fi xed-term contracts: Employers face stricter limitations on rolling over fi xed-term contracts. This means no more using back-toback contracts to avoid off ering permanent roles. Businesses such as short term holiday lett ing that rely on seasonal workers may need to reevaluate their hiring approach.

3. Pay rises and wage growth: Labor’s push

for real wage growth includes increases for award wage workers, taking eff ect from July 1, 2025, which businesses will need to budget for.

The changes can have several financial and operational impacts on management rights businesses, including increased administrative burden, higher labour costs, and improved employee relations.

The accommodation sector’s high reliance on casual labour means compliance with the new laws will increase the administrative burden for businesses, requiring them to update employment policies and procedures and ensure they understand and implement the new regulations correctly. With the introduction of fair pay initiatives and guaranteed hours, businesses may face higher labour costs. This could impact overall profi tability and may necessitate a review of pricing models to off set these increased expenses.

On the positive side, these changes could lead to improved employee relations and higher staff retention rates. By off ering more secure employment conditions, management rights businesses may find it easier to att ract and retain quality staff, which can enhance service delivery and customer satisfaction and translate to higher occupancy and revenues.

To illustrate the potential impact of these changes, consider these hypothetical scenarios:

1. A resort management business on the Sunshine Coast has traditionally relied on casual workers during peak tourist seasons. With the new limitations on fi xed-term contracts, the business is now exploring the possibility of off ering more permanent parttime roles to ensure compliance. This shift is expected to increase their administrative workload and cost but may also lead to a more stable and committed workforce.

2. Management of a residential complex in Brisbane has been proactive in updating their employment contracts to align with the new definitions of “employee” and “casual employee.” They have engaged legal experts to review their contracts and ensure they are not at risk of misclassification. This has involved significant upfront costs but is seen as a necessary step to avoid potential legal issues down the line.

3. A management rights business overseeing holiday apartments on the Gold Coast has had to adjust its budgeting to

account for the anticipated wage increases for housekeeping staff. They are considering a slight increase in rental rates to off set the higher labour costs. Additionally, they are focusing on improving operational efficiencies to maintain profi tability without compromising on service quality.

As we approach a new financial year, what strategic adjustments should management rights businesses consider adapting to these changes?

• Review and update employment contracts to ensure they are compliant with the new regulations. This may involve consulting with legal experts to navigate the complexities of the new laws.

• Anticipate and budget for increased labour costs. This might involve adjusting pricing strategies or finding efficiencies in other areas of the business to maintain profi tability. Keep in mind that your suppliers will also be responding to their increased costs and may pass them on, so it would be prudent to also allow for expenditure increases for other inputs to the business.

• Engage with employees and communicate openly about the changes and how they will be implemented in your business.

The Labor Government's focus on fair pay and employee rights is a double-edged sword for management rights businesses. Proactively adapting to changes is key, and while it increases costs, it also levels the playing field and ensures that all businesses adhere to the same standards, which can ultimately lead to a healthier industry overall.

What rights do holiday and short term guests have?

This is the first of two articles about the rights of holiday and short term guests—and of managers. It will focus on the contractual aspects of these rights and the second part will focus on how a manager can deal with problem guests.

There are many pieces of legislation which apply to these arrangements including the Residential Tenancies and Rooming Accommodation Act (RTA), the Property Occupations Act and the Body Corporate and Community Management Act.

The RTA seeks to carve out holiday lett ings from its application and does not apply if the right of occupancy is given for holiday purposes.

The RTA also provides that if the right to occupy is given for six weeks or longer it is taken

The first of two articles about the rights of holiday and short-term guests

not to be for holiday purposes unless the contrary is proved.

Managers therefore need to be very careful if a guest proposes to stay longer than—or extend their stay beyond—six weeks. The manager should confirm, and the guest should be asked to confirm in writing, that the property is being occupied for holiday or temporary purposes and is not their place of residence.

Short term accommodation is not a lease or a tenancy—it is a right or licence to occupy. In addition to any legislation, what is known as common law also applies to such an arrangement (such as the guest being responsible for damage caused by the guest's negligence) as does contract law.

A contract for short term accommodation does not have to be in writing to be enforceable. Where there is nothing in writing, or where the contractual conditions are deficient, conditions needed to give the arrangement business eff ectiveness will be implied. From a guest's

perspective, these would include an obligation to:

• pay for the accommodation in advance;

• take reasonable care of the unit;

• not create a nuisance or undue disturbance to other guests;

• comply with bylaws for the complex;

• comply with reasonable directions from the manager; and

• not use the unit for any unlawful purpose.

A written contract might consist of correspondence between the manager and the guest leading up to the stay, some acknowledgement by the guest of having read the conditions on a website or a registration card sett ing out the conditions of the stay. If you as a manager do not have any of these things, I suggest you put at least one of them in place.

A manager will also have specific contractual

obligations as well as any implied obligations to give the arrangement business eff ectiveness. This could include an obligation to:

• provide accommodation to a standard in keeping with the reasonable expectation of an average guest having regard to the tariff paid; and

• ensure that the guest is not subjected to undue noise or nuisance.

A manager must not discriminate against a guest on the basis of age, religion, race, gender and so on but a manager would be entitled to refuse accommodation to a person adversely aff ected by drugs or alcohol.

A manager also has fiduciary duties to the unit owner— in simple terms to act as though you are representing yourself. In basic terms, that means acting as though the accommodation you are providing is your own and taking all reasonable steps to protect the owner's interests.

By John Mahoney, Partner, Mahoneys

Remember when motels had restaurants? Some still do

By Andrew Morgan, Motel Broker/Partner, Qld Tourism & Hospitality Brokers

I recently stayed at a motel I had not stayed at for more than 20 years.

I thought it would be good to try an alternative and have a look around. One of the other reasons I stayed there was that it was one of the few in town that still had a restaurant, and I knew I wouldn’t feel like getting back in the car and going out

after a long day. It seems that all or at least most of the other motels in town over the years had closed or repurposed their onsite restaurants.

Unfortunately, when I arrived, it was obvious that the restaurant was now being used as a storeroom rather than a food and beverage outlet.

Heading back out to look for somewhere to eat, there was no shortage of options within a few minutes’ drive, from pub or club fare, fast food and restaurant venues. Historically, a lot of these options were not plentiful years ago.

Today it is clear that for different reasons, including more competition, guests’ employment demands, higher operating costs and operators wanting to simplify their lives and limit their working hours (and so on), there are

far fewer restaurants or food outlets within motels.

However, I recently saw two formerly closed motel restaurants reopen since the start of the year. This is interesting as there must have been an opportunity identified to endeavour to recreate this former income-producing area of the business.

To expand further, one included the owner being so impressed with the skills of a particular chef that they employed them to reopen the restaurant.

The other leased the restaurant to a chef who has reopened the former restaurant. Both have the opportunity to appeal to the in-house motel guests and build a following of a local nature, which good chefs often achieve.

There have been many changes to the way motels operate

over the last 25 or so years, particularly regarding their income sources. Food and beverages was an extremely busy and lucrative part of the business model. Travellers for business purposes surrounded the bar whilst others dined alone or as part of a larger group, often entertaining their local customers. Families who travelled all day were glad to be out of the car and happy not to go elsewhere to get hungry kids fed. The motel owners ran the reception at the same time as waiting tables, all the while getting to know their customers and entertaining them from behind the bar. A full multitasking session, that occurred five or six nights a week.

That was then, and today we see a different operation being more commonplace. One where the dining side of things

is not as prevalent. Many have been closed and sit dormant or have been transformed into alternative income-producing areas, such as additional units or meeting rooms.

As mentioned above, there are probably four main changes that have occurred over the years that may help to explain this:

1. increased competition,

2. higher operating and compliance costs,

3. guest’s changing work life,

4. the motel owner/manager’s requirement for more of a work/lifestyle balance.

There are far more dining options available today than there were 25 years ago. Large pubs and taverns, sporting clubs, speciality restaurants and fast-food options have grown exponentially over recent years.

In many towns you can often find half a dozen or more eateries within walking distance of an accommodation. This makes it extremely difficult for a motel to retain its guests to dine onsite. It is often not the case however in smaller

towns, where dining options may be more limited. In towns with smaller populations, the motel restaurants without that high level of competition are often very strong food and beverage operations.

The second change is the increased cost of operating a food and beverage business. Several factors contribute to this, including the rising cost of groceries. Other pressures include the overall cost of living, more stringent government and council compliance requirements and their associated costs, as well as higher employment expenses.

The third change is today’s employment requirements and changing work life, largely with technology. The increased mobility of people and being able to work more eff ectively outside of the office means more opportunities to work from a motel room at night. Every work-related traveller has a portable office wherever they go. A mobile phone, tablet, or even a “bulky” laptop allows one to be just as productive outside the office as in, thereby

changing the way travel, accommodation, dining, and evenings are spent whilst away from home. Guests can have a quick meal, then start working from their iPad back in their room instead of remaining in the restaurant through the night. This limits the social side of things, travellers could meet new people in the restaurant or bar and stay on to network and socialise (in person). Technology today means everyone wants everything immediately, so gett ing back to the iPad and punching out those emails demanded by the customer now takes priority.

The final change is an owner/ manager’s work/lifestyle balance. Many motel operators have changed the way their businesses operate by focusing on accommodation and moving away from the food side of the industry. The higher profi t margin from accommodation over food and beverage is a catalyst for this change. Also, the added requirements of additional employees and the motel operator’s increased labour and involvement in the dining area take away

from that desire for a better work and lifestyle balance.

Although I have outlined why things may have changed, there will continue to be a strong demand for food and beverage operations within certain motel and other accommodation facilities, based on location, clientele base, larger corporate-based properties, and others. The mix of accommodation, dining, and conferencing within the one facility does have its appeal for segments of the market.

Those looking to acquire a business of any kind do not buy unless they see some level of upside they can build upon. Motel buyers within the market are always looking for something that can off er added value, and the opportunity that an under-utilised area within a motel presents, such as a closed or non-profi table dining area, can be a great way to add value without a massive capital outlay. This makes a vacant area within the property (such as a former restaurant) an asset to have.

Should the “right to disconnect” apply to the body corporate/strata industry?

By Roland Franz, General Manager, Body Corporate Headquarters Strata Consulting Services (Qld)

The modern workplace is defined by constant connectivity, allowing professionals to collaborate remotely across time zones, respond to emergencies, and meet deadlines with unprecedented efficiency and collaboration. This connectivity brings challenges, particularly in industries where work-life balance is already precarious.

One such sector is the body corporate/strata management industry, which relies heavily on building managers or caretakers, and body corporate managers to ensure the seamless operation of shared residential and commercial environments, and shared facilities that enhance the strata living experience.

This article explores the need for the “right to disconnect” in the strata sector and highlights why owners and residents must respect boundaries for the wellbeing of strata professionals who support the strata community.

Understanding the “right to disconnect”

The right to disconnect refers to a policy granting employees the freedom to unplug from work communications outside official working hours without fear of negative repercussions.

Owners and residents must respect boundaries for the wellbeing of strata professionals

The right to disconnect is crucial for combating burnout and promoting mental wellbeing.

In the body corporate/strata industry, where emergencies can arise, implementing such a policy requires thoughtful consideration.

The unique challenges of body corporate/ strata management

Building managers and body corporate managers shoulder significant responsibilities within community living frameworks. They provide essential services such as property maintenance, dispute resolution, financial management, and operational oversight. Their duties frequently involve coordinating contractors, responding to tenant complaints, and ensuring compliance with local regulations—a set of tasks that can be both rewarding and demanding.

The nature of shared living spaces means issues can arise outside of standard business hours. Broken elevators, burst pipes, and security breaches are examples of problems requiring immediate attention, often affecting more than one resident. In such cases, the expectation for managers to be reachable is understandable. However, striking a balance between availability and overwork is critical to maintain their mental and physical wellbeing.

Why the “right to disconnect” should apply to building managers/ caretakers and body corporate managers

The need for the right to disconnect in the body corporate/strata industry

stems from the human toll of constant availability. Managers often bear the brunt of stress and unrealistic expectations from residents and owners, which can lead to burnout and diminished productivity. Here’s why this right is essential:

Promoting mental health and job satisfaction: Constant connectivity blurs the boundaries between personal and professional life, leaving managers perpetually "on call." Without proper downtime, the risk of mental fatigue and burnout increases, affecting their ability to perform effectively. Granting the right to disconnect allows managers to recharge, fostering both mental health and long-term job satisfaction.

Increasing productivity during work hours: When strata professionals are given time to rest, they tend to be more productive during their working hours. Building managers and body corporate managers who are not burdened by afterhours expectations will be sharper, more focused, and better equipped to make sound decisions during the day.

Fostering mutual respect:

Recognising the “right to disconnect” is also an act of respect for the professionals managing shared spaces. It acknowledges their humanity and underscores the importance of boundaries. When residents and owners respect these limits, it builds a healthier and more collaborative environment for all parties involved.

A community that values the mental and physical health of its managers sets a positive example of mutual respect. This fosters a more harmonious living environment, where both

managers and residents feel appreciated and understood.

When contacting managers “afterhours” is appropriate

While the “right to disconnect” emphasises boundaries, there are scenarios where contacting a building manager or body corporate/strata manager outside regular hours is reasonable.

Emergency situations: Emergencies warrant immediate communication. If a building’s fire alarm malfunctions or water mains burst at midnight, residents should be able to contact their building manager or body corporate manager to initiate repairs or alert emergency services. These situations threaten safety or infrastructure and require swift action, often necessitating managers' involvement.

Critical infrastructure and facilities failures: If communal facilities such as elevators, heating systems, or garage doors fail outside of business hours, escalating these concerns might be necessary.

When contacting managers is not appropriate

While emergencies or critical failures do justify after-hours communication, there are instances where contacting managers outside their working hours crosses the line.

Non-urgent queries: Managers often receive numerous enquiries that, while important, are not time-sensitive. These matters can easily wait until standard business hours.

Routine maintenance requests: Routine issues, such as replacing a light bulb in a hallway or scheduling lawn mowing, do not demand immediate attention. Contacting managers during their off-hours for such matters disrupts their ability to rest and recharge.

Personal complaints: Building managers and body corporate managers are accustomed to handling disputes, but nonurgent grievances—such as issues with a neighbour’s noise levels—should be addressed via proper channels during regular hours. Constant availability for such concerns sets unrealistic expectations and undermines the principle of work-life balance.

Balancing boundaries and responsiveness

The question then becomes: how can the body corporate/ strata industry balance the “right to disconnect” while ensuring responsiveness to critical situations? Several strategies can help:

Implementing clear guidelines: Creating clear guidelines for

after-hours communication is essential. These guidelines should detail the types of issues warranting immediate contact versus those that can wait. For example, emergencies affecting safety and infrastructure might call for immediate attention, while general inquiries should be deferred to business hours.

Emergency hotlines or call registers: Establishing emergency hotlines or call registers can alleviate pressure on individual managers. By providing residents with a dedicated number or specific list of contacts for urgent issues, managers can delegate responses to trained staff or specific contractors equipped to handle emergencies. This approach ensures critical needs are met without compromising personal boundaries.

Technology solutions: Digital platforms can streamline communication. For instance, apps allow residents to log maintenance requests or report concerns, which managers can review during working hours. Emergency alerts can be flagged separately to

ensure timely action. These tools foster efficiency while respecting employees’ time.

Emphasising mental health: Education on the importance of mental health and work-life balance should be integrated into industry training programs. Managers need to understand that setting boundaries doesn't equate to neglecting their duties but rather enhances their ability to perform effectively in the long term.

The road ahead

As conversations about the “right to disconnect’ gain traction, the body corporate/strata industry must adapt thoughtfully. Building managers and body corporate managers play a pivotal role in maintaining harmonious shared living environments. Recognising their need for personal time while ensuring responsiveness to emergencies is a challenge, but it is one worth addressing.

Ultimately, the industry must strive for a model that respects the humanity of its professionals while meeting the needs of residents. By implementing

clear guidelines, leveraging technology, and fostering a culture of balance, the body corporate/strata industry can set an example for other sectors navigating the complexities of constant connectivity.

Conclusion

The right to disconnect holds significant potential for improving the wellbeing of body corporate and building managers. Emergencies and critical failures justify after-hours responsiveness, but setting boundaries for non-urgent issues is crucial. Owners and residents must respect these boundaries to maintain a positive atmosphere and support managers' long-term health. The industry faces the challenge of creating policies that balance individual needs with community interests—a balance that, when achieved, will benefit both managers and residents alike.

Appreciate your managers— never abuse or take for granted their availability and remember to respect their… “Right to disconnect”.

Chargebacks, bodies corporate, bullying, illegally parked vehicles, noisy guests… the list is endless!

By

Our lives as management rights owners/operators are certainly not boring, bland or bashful.

Instead, each day is peppered with variety, resourcefulness and resilience.

We need to be everything to everyone and often find ourselves wearing many different hats—all at the same time! I often feel like the ringmaster in a huge circus who also takes on the role of the lion tamer, the horse rider, the acrobat and, not to forget, the clown—all in one, and very often at the same time. Talk about multitasking!

And added to this is the tightrope walker, attempting to balance the very delicate line between offering an amazing service to our range of publics (body corporate committee, body corporate managers, owners, letting pool owners, government, council, service providers, guests, media… need I say more?) while trying to generate an honest income for ourselves and the owners.

Behind the glitz and glamour of the “big top” are the underlying challenges that we all deal with constantly. And so, I decided to delve into a few of these. I researched the following

Behind the glitz and glamour of the ‘big top’ are the underlying challenges that we all deal with constantly

topics and have summarised my findings, which are simply that—my findings and opinions. Nothing more. I reached out for guidance and was fortunate to hold discussions with…

Chris Irons, director and founder of Strata Solve, a Brisbanebased consultancy specialising in strata dispute resolution and prevention. He served as Queensland’s Commissioner for Body Corporate and Community Management (BCCM) for over five years.

Chris is also a nationally accredited mediator, a member of the Mediation and Conciliation Panel with the Queensland Building and Construction Commission, and serves on the board of the Owners Corporation Network. Additionally, he contributes to the strata community through articles and webinars, sharing insights on effective communication and conflict resolution strategies. What I love

about chatting to Chris is how practical and intuitive he is.

Also, Acting Superintendent Scott Knowles, who is a senior officer within the Queensland Police Service (QPS), serving in the Gold Coast Police District. He has been involved in community engagement and the induction of new constables into the service.

In September 2024, he welcomed ten new first-year constables to the Gold Coast region, emphasising the importance of a strong and responsive police presence in the dynamic and growing community. Scott and I work together on the Broadbeach Collective, encouraging local Broadbeach businesses, residents and people working in the area to become involved and active.

Both were generous with their time, knowledge and experience—and for this, I say thank you. We discussed several topics that I will share with you.

Body corporate

One of the most frustrating challenges that management rights owners often face is a body corporate that expects an all-encompassing, 100 percent perfect job, but is only prepared to pay the absolute minimum. Confusion and resentment often arise when additional work is requested or required. Added to this, your contract may be linked to a CPI-driven increase, which simply does not keep up with the constantly rising costs that directly impact our industry. The consensus received was a very clear: “Get a concise and precise description of all caretaking duties, along with the remuneration paid for these duties.”

Highly respected management rights law firm Hynes Legal suggests: “If people are serious about understanding the cost of providing a caretaking service,

Marion Simon, MLR Manager, Boulevard North Holiday Apartments

what needs to be done is a time and motion study. The duties need to be broken down and given a time to perform them, and then that time referenced to dollar amounts. Only in that way can you be sure that the remuneration paid under the caretaking agreement is representative of the work required to be performed.”

Getting your body corporate to agree to a study, however, can in itself be troublesome, if not impossible—despite it being the most equitable way of determining a fair arrangement for all concerned. If all else fails, you can seek mediation or conciliation through the Office of the Commissioner for Body Corporate and Community Management (BCCM) in Queensland. They will facilitate a conversation that may help the body corporate understand its obligations and best practices. However, if you decide to take this step, you risk the chance that any positive relationship may be ruined. Before taking this step, it is recommended that you consult with an expert in the industry.

How do we deal with people who bully and harass us?

All too often in our industry, we become the “punching bag” for committee members, owners and guests.

My research on this subject led me to believe that this could be a topic for an article entirely on its own. However, to try and condense my findings, the major complaints listed in a strata/community title context include: repeated verbal abuse or aggressive communication, public undermining or shaming, intimidation or threats (verbal, written, or via email), sabotaging your work or access to facilities, gossip, false allegations, or micromanagement. It should be noted that a single incident is seldom considered bullying—it must be repeated, unreasonable behaviour that causes a risk to health and safety, as defined under the Fair Work Act 2009.

The first step suggested is to take a very long and in-depth look at yourself and what you may be doing to trigger this behaviour. The solution may be to take a step back, regroup

and find a creative manner to manage the offender. If this fails and further action is needed, ensure that you keep written records showing dates, who was involved, what was said or done, the time, location and whether there were any witnesses.

Communicate in writing to confirm discussions and always respond calmly and professionally. If this is difficult in face-to-face meetings, immediately ask for a recess. If responding in writing, think carefully about your response. As difficult as it is, try to keep emotion out of all correspondence and stick to the facts.

If you are dealing with a single committee member, consider requesting a private meeting to attempt to resolve the matter, with a couple of other committee members present. If this proves unsuccessful, escalate the matter to the full committee in writing, requesting it be added as an agenda item at the next committee meeting. Try to communicate that the lack of positive communication is not proactive or productive for the complex as a whole and is detrimental to everyone involved. If these internal steps fail, then consider engaging the BCCM Office. You will be expected to provide evidence of the bullying and harassment, hence the need for written documentation.

If things escalate or your work becomes untenable, you may have to consider seeking legal advice from an experienced management rights solicitor or consultant.

Please remember: in times like these, your mental and physical wellbeing is paramount. Reach out to ARAMA (Australian Resident Accommodation Managers Association)—they offer advocacy and support.

A great proactive suggestion is to, while on good terms with your committee or while negotiating a new agreement, include a code of conduct for committee members and management rights owners. Include clear dispute resolution clauses and a respectful communication guideline in your agreement, because this may save you time, money and mental anguish down the line.

Cars parked in incorrect parking spots

This is an ongoing saga that causes major challenges. As hard as we try to manage this, it continues to occur. The right to tow vehicles has changed recently, but bodies corporate remain reluctant to incur the cost or face possible legal implications.

Discussions with Scott Knowles highlighted a new trend, especially in older buildings where keys are still used for access. Car thieves will stay at a building and leave with the keys, happily paying to replace them. They’ll then steal a vehicle in the local vicinity, use the “lost key” to enter the car park and park the vehicle there for a couple of weeks, returning later to retrieve it and anything else they can take.

To check if any vehicles are stolen, Scott recommends using this website: https://www.police. qld.gov.au/stolen-vehicles. He also suggests checking the TMR (Department of Transport and Main Roads) website. While it no longer provides ownership details, it can confirm whether a vehicle is correctly registered.

He adds that if the vehicle doesn’t match the plates, that’s something to raise with police via PoliceLink, as offenders often use mismatched plates to avoid automatic number plate recognition systems.

The bane of my existence— chargebacks!

Chargebacks seem to be growing daily, and for some, it’s become a career. I’m still at loggerheads with banks and online agents, with no end in sight. There’s no foolproof way to prevent chargebacks—only vigilance. Check, check and check again. Ensure the booking name matches the ID and bank card used for payment.

Scott advises that if it can be proved that someone is doing this regularly, it could constitute fraud and should be reported to police via their online service. Thanks to regular updates and using Good To Book, which uses guest intel for short-term accommodation providers, we’ve prevented several chargebacks

by professionally informing guests that their booking has been cancelled due to previous chargebacks at other properties. To date, we’ve had no pushback on this, but it’s certainly saved our business and our owners from the costs and damage caused by these “free stays.”

Noisy guests and stolen keys

Scott strongly recommends escalating noise and disturbance complaints to the police. Higherpriority crimes will be handled first, but it’s worth reporting. Private security companies are another option—they’re trained and better equipped to manage these incidents.

After hours check in pitfalls

One that has come up a few times. As hard-working onsite managers, we do after-hours check-ins to try and avoid having to be up and about at all times of the night. So, we place a sealed envelope in the safe that the guests open with the code that they are given and remove the keys, letting themselves into the complex and the apartment. It seems simple—and usually is.

But occasionally, Mr Guest sees other keys and decides to “upgrade” himself. He books a two-bedroom hinterland apartment and helps himself to a three-bedroom, ocean-facing one. When asked to vacate and return to his assigned apartment, he refuses.

Scott says that while this may be considered trespassing, you have technically given the guest access. Without clearly unlawful removal of keys, police intervention becomes tricky.

A potential solution? Try using smaller lock boxes or labelled bags. Each bag could include the guest’s name and a unique code. That way, every reasonable effort has been made to prevent misuse. If the guest still misbehaves, it may then qualify as fraud—worth considering?

There are many more questions and challenges that we face every day in our varied, busy positions. Share with me, which ones you would like me to research and discuss. email marion@boulevardnorth.com.au

Landslide!

By Mike Phipps, Mike Phipps Finance

According to psychologists and counsellors there are five stages of grief: denial, anger, bargaining, depression and acceptance.

Since the evening of Saturday May 3, 2025, and much to the managing director’s annoyance, I have been experiencing the emotional roller coaster that grief provides. I have discovered that denial is not actually the first emotional hurdle when a confronting event impacts one’s life. No, shock comes first. Then you skip denial and move

We have a possible property firestorm brewing, driven by restrained supply and increasing demand

straight to anger. Not anger with the punters and the winners. No, anger that the conservative side of politics managed to drop the ball so spectacularly that a bunch of political hacks have another three years to further erode our economic prosperity, sow disharmony, and run up the national debt to breathtaking levels.

Bargaining. A bit late for that and to what end? Better to move on to depression and hope for some small mercy that might bring a ray of sunshine into the gloom. The MD had suggested that if the gloom doesn’t pass soon, I will most certainly be experiencing a ray of something, and it’s unlikely to be sunshine.

I was ready to move to acceptance when a miracle sent me straight to happiness. The leader of The Greens had lost his seat. I could scarcely believe it.

The Greens' votes had seemingly transferred to Labor and the

LNP’s principled stand to preference them last had an impact. The stages of grief were dispatched, and a lightness of mood prevailed. Just in time, as it turned out, as the MD’s web browser history suggested research into the effects of a pillow held firmly to a sleeping face. Never use a down-filled pillow as an autopsy may find traces of duck feathers!

Given the truly frightening prospect of a Labor/Greens minority government, it is the case that things could be worse. That said, I expect the next three years will not be great, albeit if you take one look at The Greens' housing policy, I suspect you will conclude that we’ve dodged a bullet.

So, what of Labor policy as it may affect property markets, interest rates and housing more broadly. Well, maybe nothing if the past three years is anything to go by. In its first term, Labor promised to preside over the construction

of 1.2 million homes over five years. At the end of their first term, they were looking to be about 400,000 short. Current estimates suggest we can’t build much more capacity than previous years, given labour constraints (no pun intended), appalling productivity standards, and massive input cost increases.

My feeling is that new construction will simply fail to keep up with demand and that demand will be turbo charged by immigration and the first homeowners policy settings due to come into effect in January 2026. It is in the collision of increasing first homeowner demand, diminishing supply, and favourable government and lender policy that I see potential for challenges. We have already seen politicians suggesting that lenders relax credit standards for first home buyers. Oh, what short memories they have. Banking commission, what banking commission?

From January 1, the First Home Guarantee Program is due to take effect. That’s a five percent deposit scheme backed by a government guarantee. With circa 130,000 first home buyers in the market at any given moment the numbers are not inconsequential. Research suggests that these buyers will be hunting in the $500K to $1M space and it gets better. The government has signalled that it intends to allow the banks to ignore student debt when assessing first home loan applications. This is on top of a 20 percent discount to be applied to HECS related student loans. I’ll bet all your older degree holders out there who worked three jobs, scraped and saved and lived on spam sandwiches are feeling really good about all this, but I digress.

As you can see, we have a possible property firestorm brewing, driven by restrained supply and increasing demand. That demand will be supported by government policy and I expect, to use a fire investigators jargon, we are about to see an accelerant introduced.

At the time of writing, the RBA cash rate is 4.1 percent. The NAB predicts the rate will be 2.85 percent when the First Home Owners Guarantee kicks in on January 1, 2026, and will fall to 2.6 percent soon after. Other lenders and economists have a variety of predictions, but they are all reflecting falling interest rates. It’s worth pointing out here that while low interest rates are helpful to a point, they can also be a sign of a stalling economy, so be careful what you wish for.

All of this points to pressure on home and unit prices after January 1. If you are in the market for a purchase, I reckon get in

now. If you are a seller maybe cool your heels until January 2.

There are a few other sleepers lurking within the housing policy landscape that are worth keeping an eye on. None are conducive to property investment as an attractive option. The first is creeping tenant rights legislation, which appears to be focused on making the tenant more powerful than the landlord. For a glimpse into the truly nutty end of this spectrum, I urge you to visit the aforementioned Greens housing policy. I’m all for tenants having rights but when those rights marginalise the property owner the whole investment becomes less appealing. God help the property managers who have to deal with this dynamic.

Secondly, I expect to see tax policy associated with property investment to be “reviewed” by the legislators. Opportunities to tinker with negative gearing and capital gains tax concessions will be hard for the politicians to ignore, with any changes almost certain to disincentivise investors.

And last but most certainly not least is a piece of tax policy the likes of which we have never seen in Australia. The federal government is contemplating legislation to tax unrealised capital gains within superannuation funds. Sure, there are benchmarks, and the tax would only apply to fund values over a set value ceiling, but the whole concept is just plain scary. This is a proposed tax on money you don’t have and have not earned.

If you invest wisely in your SMSF and the assets within the fund grow in value, it is the case that you may need to sell assets to pay a tax bill predicated on what

the tax man says they are worth. As most SMSFs have property assets you can see where this might end. Oh, and the value ceiling is not to be indexed, so as asset values grow more and more, people saving for their retirement will be impacted. How long before this insidious scheme escapes the superannuation environment and is applied to all investments and maybe one day, the family home.

Let’s circle back to where I’m trying to head with all this. Owner occupation in permanent management rights schemes

is already a clear and present threat to the stability of letting pools. It ain’t gonna get any easier after January 1.

In closing, I note the more hysterical in the press are calling the recent federal election result a landslide. Labor picked up 34.7 percent of the primary vote and the LNP landed at 32.2 percent. In North Korea the ruling party holds 87 percent of the seats with aligned minor parties holding the rest. That’s a landslide.

Disclaimer: The views expressed in this article are those of the author and do not necessarily reflect the views of the publisher, editor, or publication.

What would I do if I bought an MLR business?

By Kelley Rigby, Managing Director, Letts Group

It is hard to believe that this month's article will be my last under the Letts Group banner, as we officially closed our doors on June 1, 2025. Don’t worry, though—for those who, for some crazy reason, enjoy reading what I write about every month, I'll still be here, now as Rigby Property Group. You didn’t think you could get rid of me that easily, did you?

Let’s jump into this month’s article…

What would I do if I bought a management rights business?

1. Know my numbers and know my owners

Within the first month, establishing myself as the new manager (the captain of the ship) would be my top priority. I'd create a comprehensive

spreadsheet documenting every unit, owner details, and relevant information that could prove useful down the track. This intelligence gathering phase is crucial, knowing exactly who comprises my letting pool, distinguishing between owner-occupiers and external investors, and understanding their individual needs and preferences.

This data becomes your operational foundation. I'd use it to personalise my approach with each owner, remembering their preferences and history. When an owner calls with a query about their unit, nothing builds confidence faster than immediately knowing who they are without having to ask for their unit number.

2. Strategic visibility during peak hours

I would deliberately schedule my external office tasks, garden maintenance, pool servicing, and general common area upkeep between the hours of 7.45 am and 9.30 am, and/or 3.30 pm to 5.45 pm. This isn't about optics—it's about smart community management.

These specific time windows serve two crucial purposes. First, they ensure the community sees the work being done. There's little benefit in handling these tasks during midday when most residents are at work or otherwise occupied.

SMALL MYERS HUGHES

Management Rights Specialists

Second, these times provide natural opportunities for casual interaction with residents coming and going, creating regular touchpoints for communication.

These informal chats are often where you'll learn about small maintenance issues before they become major problems or hear about community concerns that might never make it to a formal complaint. They're also opportunities to build rapport and trust, commodities that become invaluable when challenging decisions need to be made later.

3. Review and rehabilitate the letting pool

Inheriting someone else's business means inheriting their problems too. I'd make it a priority to personally ring every owner of my letting pool to introduce myself, ensure their satisfaction with current arrangements, and address any lingering issues left by previous management.

This proactive approach serves multiple purposes: it demonstrates your commitment to service, identifies potential problems before they escalate, and gives you invaluable insight into what's working and what isn't. These conversations often reveal patterns that point to systemic issues requiring attention.

I'd document every call meticulously, creating action items for any concerns raised, and follow up promptly to show owners their feedback is valued and acted upon.

4. Build strong committee relationships

The relationship with your body corporate or owners committee can make or break your management experience. I'd begin by connecting with the chairperson one-on-one over coffee or a beer, whichever suits their style, to establish

a personal rapport before any formal business discussions.

Once that foundation is laid, I'd arrange a meeting with all committee members to understand their perspectives, priorities, and pain points. Different committee members often have different areas of focus or concern, and understanding these individual priorities helps navigate committee decisions more effectively.

These early meetings aren't just about getting the lay of the land, they're about establishing yourself as a collaborative partner rather than just a “service provider”. I'd come prepared with questions rather than answers, demonstrating that I value their institutional knowledge and insights.

Let's not forget about your body corporate manager. If they're local, I would arrange a coffee meeting to introduce myself and demonstrate that I genuinely understand and appreciate their crucial value to the scheme. This early investment in building a collaborative relationship with the person who often holds significant influence over your operational success can pay dividends throughout your management tenure.

5. Establish agent relationships

Even if my long-term plan included establishing my own sales business, I'd immediately connect with a reputable local agent who understands your community. This relationship provides a stopgap for sales opportunities while you're establishing your operations, and potentially a long-term partnership if you decide to focus exclusively on management.

I'd invite them to visit the property, thoroughly briefing them on community bylaws, unique selling points, and typical buyer profiles. The more intimately they understand

From trust compliance to owners' confidence:

Why the future of owner relationships is performance-driven

By David Sawers, General Manager, GuestPoint

Trust accounting was once the backbone of property owner satisfaction, but today, it’s only the beginning. As technology continues to reshape accommodation management, modern property managers are recognising that true owner confidence comes not from compliance alone, but from performance.

In last month’s edition of Resort News, we looked at how Queensland’s accommodation industry is moving beyond outdated trust accounting systems. The

your business, the better they can match it with appropriate buyers, reducing the likelihood of mismatched expectations and future management headaches.

A good agent relationship is reciprocal, they provide sales expertise while you provide property insights that help them close appropriate sales.

6. Expand the letting pool

Only after establishing solid operational foundations would I turn my attention to growing the letting pool by attracting external investors. This deliberate sequencing is important—you

shift to integrated, digital-first platforms has already improved accuracy and efficiency, but the conversation is quickly evolving. Trust compliance is no longer the benchmark of success—it’s the baseline.

Compliance is expected, not celebrated

For years, being compliant was enough. Reconciliations were completed, reports were submitted, and regulatory boxes were ticked. But in 2025, owners aren’t just looking for legal peace of mind, they want results.

“Is my property being managed legally?” is now followed closely by “Is my property performing?”

That’s where the new generation of property technology plays a bigger role. These platforms don’t just help you meet your obligations. They eliminate the manual processes and reduce admin so you can focus on delivering better returns for owners and for your business.

Owner trust is built on outcomes

Today’s property owners expect transparency, but they value traction even more. They want

want to ensure you're delivering excellence to your existing pool before expanding it.

I'd develop targeted marketing materials highlighting your management strengths and the property's investment advantages. Current owners who are satisfied with your management often become your best advocates with potential investors.

7. Implement modern systems early

One addition I'd make to my plan is implementing efficient, modern management systems

clear, accurate reporting but they also need to see their investment working harder.

A modern trust cccounting system should absolutely produce detailed statements and automate payments. But it should also give you back the time and clarity to focus on bookings, improve occupancy, and develop growth strategies.

With the right systems in place, managers can turn trust compliance into an invisible function that simply happens in the background, while property managers focus on delivering high-value outcomes in the foreground.

Let the technology take care of trust

Integrated trust platforms are designed to do more than reconcile figures. They manage bulk transactions, reduce errors, automate routine tasks, and help you present information to owners in a clean, professional way.

This means fewer delays, less financial friction, and more confidence from your owners, especially in competitive or multi-property environments.

from the outset. Whether it's property management software, maintenance tracking tools, or financial management systems, establishing these foundations early prevents the pain of transitioning legacy systems later.

The initial period, when you're still learning the property, is ironically often the best time to implement new systems, as you're not yet entrenched in "the way things have always been done."

The first six months set the tone for your entire tenure. By focusing on these fundamentals

And while these systems are often chosen for their compliance credentials, their real benefit lies in what they allow you to do with your time, your data, and your resources once the admin is off your plate.

Nowadays, owners don’t just want transparency—they want traction. Performance is the new trust.

Raising the bar

In hospitality, relationships really matter especially the one between a manager and a property owner. A reliable trust accounting system sets the foundation, but it’s consistent ongoing performance that builds long-term loyalty.

As the industry evolves, so too must our expectations of what technology should deliver. It’s time to view trust compliance not as the goal, but as the enabler, clearing the path for stronger, smarter, and more profitable owner partnerships.

Forward-thinking solutions are emerging to meet this exact shift, putting performance, automation, and owner confidence at the core of trust management.

early you create a solid foundation for a successful and hopefully less stressful management rights experience. While every management rights presents unique challenges, these principles have changed the lives of some of my clients. Before I sign off, I want to thank everyone in this industry who has supported me over the last five years at Letts Group. I hope that, in some way or somehow, I have helped you or your clients realise that relationships are at the core of any successful business.

Thank you.

A shared responsibility for strata harmony

By Lynda Kypriadakis,

The Diverse Group of Companies & DPX Projects

In strata communities across Australia, the caretaking agreement is a pivotal document that governs the duties and responsibilities of the building manager or caretaker.

These agreements are typically between the body corporate (or owners corporation in some states) and a caretaking services provider, often forming part of a broader building management structure. Central to the eff ective implementation of this agreement are the appointed nominees (also referred to as liaison representatives) from both the body corporate and the caretaker. Their roles are

more than ceremonial; they are integral to maintaining a functional, respectful, and collaborative working relationship that underpins the smooth operation of a strata scheme.

This article explores the responsibilities, standards, and conduct expected of both nominees under a caretaking agreement, particularly in Queensland under the Body Corporate and Community Management Act 1997 (BCCMA), and the broader obligations stemming from workplace and safety legislation. The focus is on fostering mutual respect, transparency, and cooperation—critical ingredients in delivering the outcomes intended by the agreement and ensuring the longterm success of the strata community.

Understanding the role of the nominee

A nominee is appointed by each party to the caretaking agreement. For the body corporate, this is usually a committee member or designated owner, while the caretaker’s nominee is typically the onsite building manager or a senior team member of the caretaking company.

The nominee's primary role is to serve as a conduit for communication, ensuring the expectations and concerns of their respective parties are clearly and constructively conveyed. But this role is not merely about representing a side; it’s about facilitating a partnership. The nominee is expected to engage in discussions, resolve conflicts, monitor performance, and maintain a professional relationship grounded in fairness, transparency, and goodwill.

Acting in the best interests of the lot owners

Under Queensland’s BCCMA and similar strata legislation in other jurisdictions, the body corporate nominee has a duty to act reasonably and in the best interests of the community. This responsibility means representing the collective decisions, directions, and longterm goals of the lot owners, not imposing personal preferences, prejudices, or vendett as.

The body corporate nominee must therefore ensure their conduct is aligned with formal resolutions passed by the committee or general

meetings. They should resist the temptation to engage in micromanagement or to escalate minor issues without attempting resolution through calm dialogue. Ultimately, their role is to advocate for the strata community’s interests in a way that is respectful and grounded in the principle of mutual respect.

Caretaking nominee obligations and accountability

On the other side of the agreement, the caretaker’s nominee is accountable for delivering services in accordance with the contractual obligations set out in the caretaking agreement. However, mere adherence to contract terms is not enough. There is an expectation—both from a legal and professional standards perspective—that the services are performed to an objective industry standard. One widely recognised benchmark in this regard is the ABMA Building Management Code, which outlines performance and delivery standards across the spectrum of building and facilities management. A caretaker who adheres to the code

demonstrates a commitment to best practice, safety, and quality service delivery.

In addition, the BCCMA’s statutory Code of Conduct for Service Contractors requires caretakers to perform their functions honestly, fairly, and with reasonable care and skill. This includes being responsive to valid concerns, proactive in communication, and respectful in all dealings with committee members and lot owners.

Regulatory framework: Beyond the BCCMA

Beyond strata-specific legislation, there are overarching obligations under workplace health and safety laws. Caretakers and their nominees operate in environments where compliance with WHS/OHS legislation is mandatory. This includes upholding codes of practice relating to physical and psychological health, ensuring that the workplace is free from harassment, bullying, and undue stress.

An increasingly important focus is on managing the risk of psychological injury— something that can arise when working relationships become toxic or combative. Nominees on both sides should be aware of their duty of care to not only ensure physical safety but to contribute positively to a respectful and safe working environment. This responsibility is reciprocal, and failure to manage workplace relationships constructively may expose the body corporate or caretaker to legal and reputational risks.

Other Australian jurisdictions, such as New South Wales (Strata Schemes Management Act 2015) and Victoria (Owners Corporations Act 2006), also impose obligations on managers and committee members to act in good faith and in the best interests of the strata scheme, further supporting the need for responsible and ethical conduct from nominees.

The need for mutual respect and constructive engagement

A healthy strata scheme relies on a foundation of

trust and cooperation. The relationship between the body corporate and the caretaker can significantly influence community satisfaction, property value, and operational efficiency.

Nominees should approach their roles with emotional intelligence and a commitment to resolving issues collaboratively. Miscommunication, personality clashes, or rigid attitudes can quickly spiral into formal disputes—diverting resources, damaging morale, and undermining the delivery of core services.

Each nominee bears equal responsibility for preventing this breakdown. A defensive or combative posture from either party not only risks breaching contractual or statutory obligations but ultimately harms the very community they are meant to serve.

Stepping aside or seeking help: When relationships deteriorate

It’s important to recognise that not every individual is suited to the interpersonal demands of the nominee role. If a nominee finds that they are unable to maintain a constructive and professional relationship with their counterpart, the responsible course of action may be to step aside or seek professional assistance.

There is no shame in acknowledging the need for help, whether through mediation, facilitated meetings, or committee support. What is unacceptable, however, is allowing a dysfunctional

relationship to fester to the point where it compromises the execution of the caretaking agreement or harms the community’s wellbeing.

Conclusion: Shared responsibility for community success

At its core, the role of the nominee is one of service to the agreement, to the community, and to the principle of collaboration. When exercised with diligence, humility, and integrity, the liaison function

can bridge the gap between differing perspectives and ensure that strata communities are well-managed, harmonious, and resilient.

Both the body corporate nominee and the caretaker’s nominee have a duty to act not as adversaries, but as partners in service of the community’s shared interests. By prioritising communication, accountability, and fairness, nominees can help transform the caretaking agreement from a legal formality into a framework for genuine and enduring partnership.

Chief Everything Officer: The onsite manager’s role in 2025

In 2025, the role of the onsite manager is no longer just about ensuring the property is running smoothly. Today’s managers are even more vital to their property’s success, juggling a variety of roles, many of which are outside their traditional roles.

As the industry continues to develop and technology continues to improve, the modern manager must wear multiple hats: they are marketers, revenue managers, gardeners, receptionists, reservations agents, caretakers, tech troubleshooters and more!

The evolving role of onsite managers

Our industry is undergoing a transformation, driven by the shift in guest expectations, technological advances, and evolving business models. In response, the onsite manager must evolve as well. The “Chief Everything Officer” of a property now must manage more than just housekeeping and check-ins.

A significant part of the job involves marketing the property, driving bookings,

The “Chief Everything Officer” of a property now must manage more than just housekeeping and check-ins

and optimising revenue. These new expectations can be overwhelming, especially when combined with the traditional operational tasks of managing a team, handling guest requests, and ensuring a high standard of service.

The burden of juggling multiple roles

For many onsite managers, this expanded role can be exhausting. Managing the day-to-day operations of a resort, ensuring the guest experience is top-notch, and at the same time managing marketing eff orts and revenue strategies, can quickly lead to burnout. This is especially true for smaller properties or those with limited support staff, where the manager is often wearing multiple hats at once.

At the same time, the need for managers to stay ahead of the curve is essential. The landscape is constantly changing with evolving guest expectations, new technological developments, and shift ing market conditions. To remain competitive, managers must be agile, quick to adopt new technologies, and proactive in adjusting strategies. But how can they do all this eff ectively while also managing their usual duties?

Outsourcing and automations: Timesaving strategies

Outsourcing is one way that managers are buying themselves more time. By delegating certain responsibilities, such as marketing, revenue or even

the caretaking duties, onsite managers are giving themselves more time to focus on the core aspects of their role

As our technologies begin to develop and the speed that these systems are implemented into our daily lives becomes even faster, automation of mundane tasks becomes a cost eff ective and time saving investment. Automating your daily duties through workflows and AI tools, your business can begin to run on autopilot with minimal input, whilst you reap the rewards of this.

Have you ever thought about outsourcing your caretaking duties?

Finding a cleaner, gardener or handyman can help take the pressure off. Chances are, you are already outsourcing some of it, such as your pool care. You could do this yourself, but it is a specialist role now.

You can think of your other caretaking duties in the same light. Be mindful of optics when outsourcing this, however, as each body corporate can react diff erently when they are made aware of this. Your answer to this is simple: you are investing in their building by gett ing specialists in!

Outsourcing marketing eff orts can be especially beneficial. Nowadays, marketing requires expertise and time—two things many onsite managers simply don’t have. A specialised marketing agency can handle social media management, pay-per-click advertising, SEO, and content creation, allowing the manager to focus on more immediate

concerns. With the right marketing strategy, outsourced experts can drive traffic to the property’s website, boost direct bookings, and improve the property’s online presence. When it comes to revenue management, outsourcing can make a huge diff erence. Revenue management isn’t just about sett ing rates; it’s about optimising occupancy, analysing market trends, and using data to forecast demand. Without the right tools and knowledge, this can be a full-time job. By working with a third-party revenue management company, onsite managers can benefi t from expert insights and dynamic pricing strategies without having to hire additional staff or learn new systems themselves and earn maximum revenue.

The role of the onsite manager in 2025 is complex and multifaceted. While managing operations will always be a priority, the growing demands of caretaking, marketing and revenue management mean that managers must evolve and adapt. outsourcing and automating these functions is a practical and eff ective solution, enabling managers to save time, reduce stress, and optimise their property’s performance.

By embracing this “Chief Everything Officer” role and leveraging the expertise of third-party specialists, onsite managers can remain focused on delivering outstanding guest experiences while ensuring their property thrives in an increasingly competitive marketplace.

By Chris de Closey, Director, Switch Hotel Solutions

Where has the year gone? EOFY considerations for operators

By Sam Steel, Co-Founder, Resly

Someone once told me, “The older you get, the shorter the years feel.” And honestly, nothing has ever rung truer. It feels like we were just welcoming in the New Year, yet here we are—with the end of the financial year (EOFY) already looming on the horizon.

For those of us in the accommodation and resort sector, this time of year isn’t just about balance sheets and budgets—it’s an opportunity to take stock, reset, and plan with intention. Whether you’re managing a boutique complex, a holiday park, or a multi-property portfolio, here are some EOFY considerations to help you finish strong and start the new financial year on the front foot.

1. Get ahead of your compliance obligations

The EOFY is a critical time for reviewing trust account reconciliations, auditing processes, and general financial compliance. If you operate under a real estate license, now is the time to ensure your records are audit-ready and aligned with legislative requirements. Don’t leave it to the last minute—preparing early can save you from EOFY headaches and unexpected surprises.

Your accountant is likely about to get very busy. Reach out now, start those conversations early, and give yourself the space to be proactive rather than reactive. Your future self will thank you.

2. Take a good look at your tech stack

Your property management system should be doing the heavy lifting—automating tasks, simplifying trust accounting, and delivering real-time insights. If it’s not, maybe it’s time for an upgrade. With many software providers aligning contract renewals to the financial year, this is the perfect time to reassess whether your current systems are still fit for purpose.

3. Reflect on performance, not just profit

Yes, the numbers matter. But so does the experience you deliver to guests, owners, and

your team. Use EOFY to review more than just your bottom line. Look at occupancy trends, guest satisfaction scores, staff turnover, and operational bottlenecks. These insights are invaluable when setting goals and budgets for the year ahead.

4. Maximise your deductions

EOFY is prime time to speak with your accountant about eligible deductions—especially any major purchases, technology investments, or upgrades made throughout the year. From new booking platforms to eco-friendly infrastructure, some of your recent spending could offer tax advantages. Don’t miss out on what you’re entitled to.

5. Explore available grants and funding

Don’t overlook the support available to help you upgrade and innovate. Right now the Queensland Government and QTIC (Queensland Tourism Industry Council) are offering grants to help tourism and accommodation operators modernise their tech stacks and improve operational efficiency. These programs often cover software upgrades, system integrations, and digital tools that enhance guest experiences.

Grants like these can significantly offset the cost of new technology, making EOFY the perfect time to

explore your eligibility and submit an application.

6. Plan for the year ahead

Once the books are closed, take a breath and look forward. What’s your strategy for the new financial year? Are you planning to expand, invest, diversify, or consolidate?

Whether it’s revenue growth, staffing, or enhancing the guest experience, now’s the time to set a vision and budget to match.

The EOFY might come with some paperwork and pressure, but it’s also a chance to reflect on how much you’ve accomplished and prepare for an even bigger year ahead. Blink, and it’ll be Christmas again, right?

Get in early, be prepared, and give yourself the best chance to thrive in the year ahead.

And if your tech stack isn’t pulling its weight, it might be time to explore a smarter solution. Resly helps resort and accommodation operators simplify trust accounting, streamline operations, and stay on top of compliance—all in one intuitive platform.

Please note: At the time of printing, the QTIC Tourism Business Digital Adaptation Program is fully allocated. A waitlist is now open for tourism operators who wish to be considered if additional funding becomes available. For any questions or further information, please contact digital@qtic.com.au.

Sunshine Coast operators shine in Best of Queensland Experiences Program

More than 300 Sunshine Coast hotel and tourism operators have been recognised as Best of Queensland Experiences 2025, Tourism and Events Queensland’s (TEQ) official stamp of excellence.

The prestigious Best of Queensland Experience Program recognises hotel and tourism operators that consistently deliver exceptional visitor experiences, measured through independent criteria such as glowing online reviews, professional digital presence, secure online booking capabilities, social media engagement, RTO membership

and formal accreditation.

In 2025, a record 310 Sunshine Coast operators were accredited Best of Queensland experiences, up from 284 in 2024. In the auditing process, 59 Sunshine Coast tourism businesses scored a perfect 100 percent, up from 42 in 2024.

Visit Sunshine Coast CEO Matt Stoeckel said that the program not only benefitted individual businesses but also enhanced the entire Sunshine Coast brand.

“This accreditation reflects our industry’s unwavering commitment to high standards, innovation, and authentic Sunshine Coast hospitality,” he said.

“Our operators’ success reinforces the Sunshine

Coast’s position as one of Queensland’s premier regions for unforgettable, quality travel experiences.”

Mr Stoeckel said the operators, who had scored a perfect 100 percent deserved special congratulations, and the fact that the number had increased from 43 to 59 in just one year was reflective of the passionate operators who strived to be the best of the best.

The 100 percent accommodation operators

include major hotels such as Sofitel Noosa Pacific and The Sebel Maroochydore, boutique properties including Spicers Clovelly, Narrows Escape and Montville Misty View Cottages, and holiday parks including Ingenia Holidays Rivershore and Mooloolaba Beach Holiday Park.

“Congratulations to all these operators for leading the way and ensuring the Sunshine Coast has the best of Queensland experiences on show”, said Mr Stoeckel.

Expedia report reveals what matters most to travellers in 2025

Travel is still a top priority for global consumers, with 88 percent planning a leisure trip this year, according to Expedia Group’s new 2025 Traveller Value Index

Social media continues to shape decisions, with 61 percent of travellers turning to it for inspiration and 73 percent saying influencers have directly influenced their bookings. Among travellers under 40, that figure jumps to 84 percent.

While price still matters, trust is just as important. Three in four travellers

are willing to pay more for accommodation with better reviews. Loyalty is also shifting—83 percent want to use travel points and 82 percent are open to booking through rewards programs tied to credit cards or retailers.

Flexible travel options are on the rise too, with younger travellers leading the charge as they blend work and holidays.

For operators, the message is clear: today’s travellers value trust, flexibility and digital connection more than ever.

The Sebel Maroochydore. Photo: Jesse Lindemann

Oceans Mooloolaba Beach. Photo: Jesse Lindemann

Spicers Clovelly Estate. Photo: Spicers Clovelly Estate

Narrows Escape Rainforest Retreat

Cruise day is here!

By Stephen West, Business Development Manager, Interline Travel

In this article, I wanted to discuss how the best-laid plans can go awry if simple things are overlooked.

The old joke is, "We should have brought the piano—the airline tickets are on top of it!”

Electronic documents have alleviated a lot of this, but there are many situations where this method does not resolve the problem.

You’ve been dreaming about this cruise for months, and now, finally, embarkation day has arrived! The excitement is real, but let’s be honest: gett ing on the ship can come with a few hiccups. I’ve had embarkation days slowed down by computer issues that made check-in feel like standing in line at the motor registry... and let’s just say, not everyone kept their cool.

But good news—there’s a lot you can do to make boarding day a breeze. So, take a deep breath, pack a litt le patience, and follow these laid-back tips to start your cruise off on the right foot.

Stay in the port city the night before

Trying to travel and board a cruise on the same day? That’s

a risky move. Delayed flights, traffic jams, flat tires you name it can all mess with your schedule. It's much smarter to arrive on the day before and book a nearby hotel. A good night’s sleep and a stressfree morning? Yes, please.

Many hotels near major cruise ports off er shutt le service to the terminal. Even if they don’t, a quick taxi ride or Uber will still beat the clock on cruise day.

Stick to your assigned arrival time

Cruise lines now stagger check-in times to keep things moving smoothly. Show up at your scheduled slot—not earlier, not later. It helps prevent crowds and keeps the whole boarding process more relaxed. At many ports, you can drop your suitcases portside and remain outside of the check-in area, but it is worth checking this out before arriving.

Keep important docs handy

You’ll need your passport (or accepted ID for a domestic cruise), boarding pass (print or digital), and any health forms, which you will fill out before check-in. Keep those within easy reach—no digging through luggage needed. I usually carry mine in a small folder or zip pouch in my carry-on.

Don’t skip breakfast

You might be tempted to rush out the door and get to the port ASAP, but please eat something first! The check-in process can be slow, and you might not get onboard until afternoon. A decent breakfast can save you from gett ing “hangry” before the fun even starts.

Carry-on bag = Your best friend

Pack your meds, cruise docs, valuables, and anything

else that you might need immediately in a small carryon. Big suitcases go to the porters and will be delivered to your cabin later. There is no need to haul them around the ship yourself (unless you're into heavy lift ing on vacation... yeah, didn’t think so).

Don’t show up late

You don’t need to arrive hours early, but whatever you do, don’t be late. If you miss the ship, you’ll have to catch up at the first port at your own cost. That’s a pricey mistake. Set a few alarms and leave plenty of time to get to the terminal.

Prepare for security checks

Similar to the airport, you’ll go through metal detectors and bag scanners. If you’re bringing wine or bott led water, declare it. Check your cruise line’s rules ahead of time each one is a litt le diff erent. Bring too much, and it’ll get taken away (and nobody wants to see their chardonnay confiscated).

Smile for your onboard photo

Yes, you’ll get your picture taken. Yes, it might feel awkward. But that photo’s going on your cruise ID card, and staff will see it every time you get on or off the ship. So why not flash a happy “I’m-on-holidays!” grin instead of a grim mugshot?

Sort out dinner plans early

Planning to dine at a specialty restaurant on night one? Reserve your table as soon as you can either through the cruise app or at a reservation desk onboard. Or, if you're in full holiday mode, head to a casual eatery or order room service. It’s your cruise—do dinner your way.

Watch the safety video

Muster drills are now mostly

digital, which is awesome. But you do still need to watch the safety video in your cabin, and you’ll probably have to check in at your muster station too. It’s quick and painless, and it’s for your own safety so don’t skip it.

Switch your phone to aeroplane mode

As soon as you board, put that phone into aeroplane mode. International roaming fees at sea are very expensive. Even if you’ve bought a wifi plan, aeroplane mode helps you avoid accidental data charges.

Wait to go to your cabin

If your cabin isn’t ready, give your steward space to finish prepping it. Popping in early only slows them down and let’s be real, they’ve got a tough job. Hang out in a lounge or grab lunch while you wait. The room will be worth it when it's sparkling and ready for you.

Wander and explore

Now that you’re onboard, go explore! Find the pools, the spa, the gym, the bars—whatever floats your boat. Skip the buff et crowds and check if the main dining room is open for lunch. It’s often quieter and more chill, with full-service options.

Join the sailaway party

Don’t miss this! The sailaway party is the unofficial kick-off to your cruise—drinks flowing, music playing, people dancing, and the ship slowly pulling away from port. It’s pure magic. Grab a cocktail and get ready to leave real life behind.

That’s it! With a litt le planning, embarkation day can be smooth sailing. Now go enjoy your cruise—you’ve earned it!

PS leave the phone number of the ship and your cabin number with your relief manager, though email is always the easiest method of communication.

Kelley Rigby and SSKB

Kelley Rigby and SSKB joined forces on Friday May 9 to host a "Luxe Sip and Paint" event for 26 building managers. All ticket sales went to the Tara Brown foundation, with more than $1100 raised for this cause. The event was full of laughter, bonding and a few bubbles. The Gold Coast building managers have a tough job so it was nice to see them take some time to relax with a paintbrush in hand.

Images courtesy of Tania Stewart, SSKB

What about Women In?

What a beautiful sunny day at The Pink Hotel in Coolangatta for the Gold Coast Women In Luncheon held in May. The venue was stunning, the atmosphere warm, and it was so special to reconnect with familiar faces while welcoming new ones to the group.

A heartfelt thank you to Chris de Closey and the incredible team at Switch Hotel Solutions for sponsoring the event. Another memorable luncheon filled with laughter, sunshine, and inspiring company. Thank you to everyone who joined us!

Images courtesy of Marisa Millane, founder of Women In

Caravan Industry Association of Australia (CIAA) National Conference 2025

Held in May at RACV Royal Pines on the Gold Coast, the 2025 Caravan Industry National Conference delivered three vibrant days of insight, innovation and connection. Resort News, AccomNews and AccomProperties were among 120 exhibitors and more than 1000 delegates at the event, which continues to lead the way as Australia’s premier gathering for the caravan and camping sector.

This year marked Donna Cocking’s first as CIAA Chair. A respected voice in the

industry, Donna used her opening address to highlight the importance of regional tourism, training and strong leadership.

A standout moment was the release of the 10th State of the Industry Report.

Australians took 15.2 million domestic caravan and camping trips in the past year, generating $10.6 billion in visitor spend. Despite economic headwinds, travel remains a priority, particularly for the 30 to 54 age group. Encouragingly, 69 percent of Australians plan to travel again this year.

The trade exhibition was buzzing with activity, featuring hands-on activations and the ever-popular Trade Passport Program. The speaker line-up delivered both inspiration

and practical insights—from KOA CEO Toby O’Rourke’s discussion on sustainability to Paralympian Curtis McGrath’s moving story of resilience and transformation.

CIAA CEO Stuart Lamont praised the industry’s growth and direction. “To stay competitive, we must embrace technology, raise standards and unlock new efficiencies,” he said.

The conference closed on a high with a spectacular gala dinner, complete with drone displays, live entertainment and recognition of industry excellence. One message rang clear: the sector is moving forward with confidence, creativity and purpose.

MOTELS & OTHER

Asking Price: $1,549,000

Profit: $315,000 Michael Philpott 0433 137 927

Asking

Peter Ward 0437 949 113

Profit: $315,090

Phil Trimble 0418 478 966

$280,252

Bill He 0439 288 960

Rosslyn

Gold

Milton QLD

Property Bridge and team are honoured to receive the ‘Sales Brokerage of the Year’ award for 2024, as presented by the Australian Resident Accommodation Managers Association (ARAMA).

We are a proud ARAMA supporter, and recognise the immense contribution in supporting, educating and advocating for the Management Rights industry.

Be our partner in success and contact us now should you be entering the market to sell or purchase Management Rights

Contact: Tim Crooks, 0417 544 562 tim@resortbrokers.com.au

Contact: Craig Johnson, 0493 108 073 craig@hotelresortsales.com.au

Contact: Michael Philpott, 0433 137 927

Contact: David Jiang, 0481 500 278 davidjianghui@nextrealty.com.au

Coolangatta,

Mount Gravatt, QLD

ID18144

Contact: Syd Douglas, 0427 973 537 syd@ras360.com.au

Contact: Gavin Mattig, 0409 608 854 admin@gavernproperty.com.au

Rebecca Chen: The new face of management rights

By Mandy Clarke, Editor

How one Brisbane mum turned her knack for multitasking into a thriving dual-site management career, without living onsite.

Managing two boutique residential complexes is no small feat, but for Brisbane-based building manager Rebecca Chen, it’s a role that fits like a glove. With a calm, efficient and practical approach, Rebecca oversees both Ascot Residences and Huntington Residences, keeping everything running smoothly with the kind of care and communication that residents genuinely appreciate.

With over 15 years of business experience behind her, working alongside her husband in the packaging distribution and property investment industry, Rebecca built a strong foundation in customer service, logistics, and operational management. While the field was very different from management rights, the skills she developed, clear communication, strategic problem-solving, and the ability to stay calm under pressure, proved invaluable when she stepped into the world of building management.

Rebecca first heard about the management rights industry more than a decade ago. At the

time, the requirement to live onsite made it an unsuitable choice for her family lifestyle. But as the industry evolved, and with more flexible models now in place that don’t require onsite residency, she saw a renewed opportunity to take the leap. That shift, she says, made all the difference. “Not having to live onsite suits our

lifestyle so much better now, especially with school-aged kids and the balance of running our family and businesses. It allows me to stay close and present without sacrificing flexibility.”

When the opportunity arose to take on two boutique complexes, both close to home, Rebecca saw not only a promising business venture, but a chance

to build strong community ties in places she knew well. Both Ascot Residences and Huntington Residences were built by Hutchinson Builders, a company renowned for quality and craftsmanship. Now just over seven years old, these high-standard developments have proven themselves to be as durable as they are thoughtfully designed. Ascot Residences is located in one of Brisbane’s most prestigious suburbs, surrounded by leafy streets, boutique shopping, and the iconic Racecourse Road dining precinct. Huntington Residences sits in nearby Lutwyche, a well-connected inner-north suburb experiencing a quiet boom, offering easy access to transport, major shopping centres, and green spaces, all just ten kilometres from the CBD.

“The location of both buildings is a huge asset,” Rebecca says. “It’s easy for residents to commute, shop, and enjoy the best of Brisbane living.”

She purchased the management rights in 2022 and settled in 2023. Like many operators, she encountered a few surprises, particularly when the letting pool dropped due to market shifts. But she navigated the early days with the help of respected industry professionals, including Sharon Flood from Flood Legal, Kelley Rigby from Rigby Property Group,

Ascot Residences & Huntington Residences. Flood Legal are proud to partner with you as your trusted legal advisors. Thank you for your kind words.

I highly recommend Sharon Flood and her team at Flood Legal to anyone entering the management rights business or seeking expert MR legal advice. Sharon’s deep knowledge and tireless work gave us not only peace of mind but real reassurance throughout the process. I have no hesitation in recommending Sharon and her invaluable team!

– Rebecca Chen, Resident Manager

Rebecca Chen, property manager, sales principal, management rights owner, building manager and founder of MBSA Property. Image supplied.

Frank from ResortBrokers, and support from ARAMA and SSKB.

Rebecca’s days begin early, often at 5.30am. She starts with banking and admin, moves on to site visits and routine inspections, and uses the afternoon for contractor coordination and any urgent matters. Evenings often include another check-in with her inbox. With two buildings to juggle, staying on top of priorities is critical.

“If it’s related to compliance, like fire safety, that comes first, always,” she notes.

It’s clear that Rebecca’s strength lies in her remarkable ability to multitask. As a mother of two children, aged 11 and 7, she’s had plenty of practice keeping multiple things running at once. “Being a mum teaches you how to adapt, solve problems, and think ten steps ahead,” she says. “That ability to multitask makes a huge difference in this business, I always try to be ahead of the game.” While her husband is busy running his own business, he’s always willing to lend a hand when needed. “It’s a real team effort,” she adds.

Rebecca believes the secret to a well-run building lies in strong, clear communication. She keeps residents and owners informed through regular email newsletters, check-in calls, and an open-door policy. With her

committees, she makes a point of being present and available, something she believes builds trust and transparency.

“You’re managing someone’s life investment and their home.

I always treat each unit as if it were my own,” she explains. When conflict arises between residents, she aims to remain neutral and facilitate harmony, often leaning on building by-laws to help guide the resolution.

She also takes a proactive approach to maintenance, conducting regular walkthroughs of each level and the surrounding areas. She tracks tasks through a combination of Excel spreadsheets and PropertyMe software, and stays on top of industry changes through updates from the RTA and REIQ. Rebecca is always present when external contractors are onsite to ensure quality, safety, and adherence to scope.

One of her proudest moments came during a recent cyclone that caused significant water ingress across several units and common areas. Rebecca quickly stepped in, coordinating emergency restoration teams, liaising with insurance providers, and maintaining clear communication with residents and owners throughout the process. Her calm, hands-on leadership made all the difference.

Huntington Residences. Image supplied.

Photo: Mandy Clarke

“The feedback I received during that time reminded me why I do this. In a crisis, people need someone dependable, and I was proud to be that person.”

Rebecca sees the management rights model as a unique blend of real estate, hospitality, and community management. While the role can be demanding, it’s also incredibly rewarding. Looking ahead, she sees a shift towards greater professionalism, tighter regulation, deeper integration of technology, and rising service expectations from owners and committees. While larger operators may bring more structured systems to the market, she believes the hands-on care of smaller managers will continue to be a key differentiator.

As for why residents choose Ascot and Huntington Residences, location certainly plays a role, but Rebecca believes her dedication and

management style are just as important. “People want to feel looked after. They want issues resolved quickly and respectfully. I take pride in offering that kind of service.”

She knew early on that she had found her calling. Helping residents feel at home, navigating maintenance issues, and being that reliable point of contact all gave her a sense of fulfilment that no other job had.

“It stopped feeling like just a job, it started to feel like something I was naturally built for.”

Her advice to new managers is grounded in experience and heart: be present, be proactive, and build strong relationships.

“You won’t have all the answers on day one, and that’s okay.

What matters is that you stay organised, communicate clearly, and follow through. A well-managed building speaks volumes. And those small wins? They really do add up.”

Ascot Residences. Image supplied.

Considerations for upgrading internet performance

Guest expectations are changing, the benefits of upgrading your buildings internet:

Tourism Impact: Discerning visitors now view fast and reliable internet as a key factor when choosing accommodation.

Online Reviews: Guest feedback increasingly reflects internet performance, which can influence future bookings.

Real Estate Appeal: Buyers and tenants are seeking homes that support remote work — high-speed internet is now essential.

Holiday Letting Performance: Buildings with excellent internet tend to enjoy be er reviews, stronger brand recognition, and increased occupancy and revenue.

What internet upgrade options should I choose?

Option A: New CAT cabling to each room. Improves speed over traditional lines but doesn’t support gigabit performance. Installation is costly.

Option B: Wireless distribution across the building. Cost-e ective but unreliable due to interference from building materials and layout.

Option C: Fibre optic cabling to each apartment.

O ers excellent performance but comes with high installation costs and device upgrade requirements.

Option D – Recommended: Gigabit fibre delivered via existing TV coaxial cables. This solution:

o Delivers speeds up to 1.5 Gbps (1,500 Mbps).

o Involves minimal disruption and cost.

o Is fully managed and warranted.

o Has proven success with existing installations.

…with the flick of a switch our internet services moved to world class Gigabit capable internet. Resident and guest satisfaction has skyrocketed with the availability of fast, reliable industry leading internet, which allows our resort to include phone, video and streaming services never before offered. Absolutely Brilliant!”

– Eric van Meurs, Manager Atlantis Marcoola Beachfront Resort and past ARAMA President (Australian Resident Accommodation Managers Association.)