Aussie Painting Contractor December 2019

PETITION Have painting removed from the QHWIS A Four Day Week It’s not about hours...

The Secret Of Variations Apprentices Worth it or not?

www.aussiepaintersnetwork.com.au

CONTRIBUTORS

From the Editor

• Angela Smith

Hey Everyone,

• Anthony Igra

Welcome to the 89th edition of the Aussie Painting Contractor Magazine.

• Jim Baker • Leo Babauta • Monroe Porter • Nicholas Smith • Richard Holden • Robert Bauman • Sandra Price

What a whirl wind couple of months since the last edition. The petition, Victorian Licencing, painters looking for staff and assistance as they come towards the silly season and APN travelling throughout Qld meeting with painters and training the next generation of our industry.

APN had hundreds of painters contact us about the Qld Home Warranty Insurance Scheme and how it effected their business and how they were getting fined for not following the legislation. So, I started a Parliamentary Petition to have it noticed by the Government on how it was affecting the industry. If you haven’t signed it already, please do it NOW! In 2022 Victoria will commence compulsory registration for painters, we have been working with the National Institute if Painting and Decorating regarding this new licencing. We will bring you more as it comes to hand.

Nigel Gorman

Once again it seems that everyone has left the painting of their houses till just before the Christmas Holidays. A lot of painters are contacting us looking for staff or contractors to assist them in their workload. There are a lot of companies booking well into the New Year already.

EXECUTIVE EDITOR

Once again it was great to catch up with painters throughout Qld and hear how they are traveling and what is working for them in their businesses.

EDITOR

Caroline Miall GRAPHIC DESIGNER J. Anne Delgado

I hope everyone has a safe break and Merry Christmas to all.

We look forward to seeing you in the New Year.

'Till next time, Happy Painting!!

Nigel Gorman

nigel@aussiepaintersnetwork.com.au

07 3555 8010

Advertise with us...

1800 355 344 07 3555 8010 info@aussiepaintersnetwork.com.au

www.aussiepaintingcontractor.com

Contents 6 How To Make Your Employees Stick Long-term

The ethics of the 4 day work week.

Is Re-hiring Becoming Routine?

It’s not about the hours...

9

PETITION TO HAVE PAINTING REMOVED Petition to amend the QHWIS.

10

Could a four day week help your business thrive?

How to Be Kind to Yourself & Still Get Stuff Done

12

Traits of a Good Manager

16

Vital Signs

31

How are variations requested?

19

A good manager requires communication, organizational skills and a desire

Does a SOLE TRADER need an ABN?

The Secret of VARIATIONS Updating your Business Plan is Good for QBCC Compliance

33

36

23

APPRENTICES WORTH IT OR NOT?

27

Industry Idiots

38

Important Contacts

39

Might straight down the middle be the source of our economic success?

Opinions and viewpoints expressed in the Aussie Painting Contractor Magazine do not necessarily represent those of the editor, staff or publisher or any Aussie Painters Network’s staff or related parties. The publisher, Aussie Painters Network and Aussie Painting Contractor Magazine personnel are not liable for any mistake, misprint or omission.

Information contained in the Aussie Painting Contractor Magazine is intended to inform and illustrate and should not be taken as financial, legal or accounting advice. You should seek professional advice before making business related decisions. We are not liable for any losses you may incur directly or indirectly as a result of reading Aussie Painting Contractor Magazine. Reproduction of any material or contents of the magazine without written permission from the publisher is strictly prohibited.

Need to find Another New Employee… again?

Is Re-hiring Becoming Routine?

Here’s How To Make Your Employees Stick Long-term If you’ve hired an employee (or many) in your time as a painting business owner, you’d be well aware that finding the right person isn’t always that simple. A lot of time and money is involved in the process. So ideally, once you’ve found the right person, you want them to stay with your business long-term.

The downside of hiring in the trade service industry is that, for prospective employees, doing their trade is the same no matter whom they work for. What I mean is that painting is painting, so as a business owner, it’s important that you do something differently to encourage employees to stick with your business over another.

To help with this in our business, we developed and implemented an employee onboarding process. It is a step-by-step process to

6 | Aussie Painters Network

setting up new team members for success and promoting long-term employee loyalty.

A structured and specific onboarding process is a must in promoting employee longevity. What you communicate verbally and visually, and how you make a person feel coming into their new role will shape their thoughts and behaviours going forward, and will have a huge impact on whether or not they will stick with your business long-term.

These steps include a combination of: Giving your new employee the necessities to do the job This includes paperwork, compliance letters, uniforms, tools, technology (iPad and phone) and a car.

Empowering them with training and understanding about the business

For the first couple of weeks, it’s a great idea to have a new tradesman in the truck working alongside the leading hand or business owner. In this time they should learn how to refer to flowcharts and gain practical hands-on experience of the tasks involved in their role. Employees should be taught not only ‘how’ to do things correctly, but ‘why’ this is the correct way of doing it.

Encourage engagement Employees are most engaged on day one, so aim to maintain this as long as possible. A great way to initiate this is by coinciding the employee’s first day with your team meetings (it’s a great way to build camaraderie), check in with them regularly, give them credit where credit is due, and listen to their concerns (this makes them feel important and heard).

The benefits of this are that employees are much happier at work, far more committed to their job/ the business, produce a higher quality of work and as a result are far more satisfied with their job.

You’ll also save time and money (because you aren’t continuously replacing employees) and you’ll develop an excellent business reputation because employee satisfaction is often reflected in the quality of work they produce.

enough. If you have found the perfect fit for a role, you have to have processes in place to keep them. Design a repeatable process to onboard your new employees that makes your business one that’s hard to leave!

Don’t miss a beat with the flow of your onboarding process. Download our flowchart at https://www.lifestyletradie.com.au/apnonboarding – and apply it to your business today.

As mentioned earlier, we developed our own step-by-step process to setting up new team members for success and promoting longterm employee loyalty. You can download this and implement it into your own painting business by CLICKING HERE. At the end of the day, the message is simple. Employing someone new and handing over a contract is not

Keen to kick goals and systemise your onboarding process for new employees?

Written by Andy and Angela Smith Co-founders, Lifestyle Tradie

Here is our system to integrate new employees into your business to ensure a smooth transition to build confidence & productivity.

2019 December Issue | 7

8 | Aussie Painters Network

PETITION TO HAVE PAINTING REMOVED

from the Qld Home Warranty Insurance Scheme!

Petition to amend the Queensland Building and Construction Commission Regulation 2018 Queensland residents draws to the attention of the House the excessive cost to Homeowners being forced to pay the Queensland Home Warranty Insurance Scheme pursuant to the Queensland Building and Construction Commission Regulation 2018 to give them a warranty for repairing their homes in the event of faulty workmanship.

The Regulation requires every private homeowner to up to pay 6% of the contract price into the Scheme.

As an example, for painting defects where the contract value is $3,300 Inc. GST, the insurance premium would be $206.95 Inc. GST.

Prior to the introduction of this legislation the Queensland Building Construction Commission (QBCC), had, and still has, the power to enforce all licensed contractors to rectify any defective work without the homeowner having to contribute to the Scheme as required by the Queensland Building and Construction Commission Regulation 2018.

The changes to the Regulation has also increased the legislative red tape for small painting and decorating business owners, causing hardship for them while they are often competing against unlicensed contractors as they do not, and are not able, to force the homeowner to contribute to the Queensland Home Warranty Insurance Scheme.

Your petitioners, therefore request the House to take all the necessary action to remove painting and decorating of residential properties from the Statutory Insurance Scheme (Qld Home Warranty Insurance Scheme) from the Queensland Building and Construction Commission Regulation 2018, which would require the following amendments to the Regulation;

1. Section 26 – add (i) work for painting and decorating of residential properties.

2. Section 27 (a) – remove the example “painting and external wall of a residence or related roof building.

2019 January Issue | 9

Could a four day week help your business thrive?

10 | Aussie Painters Network

The “overwork epidemic” is a serious problem world-wide. In Japan, there’s even a word for it; to die by karōshi is to suffer a heart attack or stroke brought on by unrelenting overtime and occupational stress.

In addition to the negative impact on health and well-being, working too much is bad for productivity. According to a recent study, employees who put in more than 50 hours a week – as nearly half of US workers do – show a sharp decline in output right around the 50 hour mark.

Read on to discover why some business owners are embracing a four hour work week – and decide whether a less-is-more approach is right for you.

The benefits of balance

A New Zealand firm found that productivity significantly improved when a four day work week was implemented; remarkably, 78% of employees reported the change helped them better manage their work-life balance.

In addition to reduced stress, improved mental health, and greater work satisfaction, one less day in the office each week can also help nurture: • greater focus, energy, and commitment to the job • a sense of empowerment at work • better overall performance and • increased loyalty and retention.

Environmental considerations

For business owners concerned about their environmental impact, moving to a shorter work week can be a win-win.

Reduce your company’s carbon footprint by decreasing heat, air conditioning, electricity, and water use three days a week – and enjoy the associated cost savings.

Both you and your employees will also benefit from reduced fuel costs (not to mention the time you’ll save commuting).

Consider the cons

Before you decide to make the switch to a four day work week, keep in the mind there may be a few downsides for your business.

Although some customers will appreciate a business that keeps longer hours and shorter days, some may feel inconvenienced and take their business elsewhere. You can make the adjustment easier for your customers by giving them plenty of advance notice.

When it comes to employees, some may find it challenging to find childcare arrangements for a shorter work week, defeating your best intentions to create greater work-life balance and a flexible work culture.

In the age of mobile devices and 24/7 connectivity, ensuring you and your employees make the

most of your extra day off by unplugging can also be tricky. It’s recommended you set a policy around online work communications when the office is closed – otherwise, an additional day off work can easily become a remote work day for you and your staff.

Final thoughts

If you decide a four day work week would be beneficial for your business, take care to involve your employees in the planning process.

Workers involved in the New Zealand experiment came up with a number of valuable initiatives that increased efficiency, such as automating tedious manual processes and taking steps to decrease nonwork-related time spent online.

When Germany officially moved to a four day work week during the 2008 recession, the impact was overwhelmingly positive – essentially saving the national economy from sliding into a depression.

If that’s not reason enough to consider implementing a four day work week, check out this infographic for more persuasive data, as well as tips for working smarter if you decide to make the switch.

Sandra Price

Mobile: 0468 944 130 VISIT US ON FACEBOOK

2019 December Issue | 11

How to Be Kind to Yourself & Still Get Stuff Done I’ve found that there are two profound changes that almost any of of us can make: Become kinder to ourselves • Build trust in ourselves • Unfortunately, because we don’t really trust ourselves, we’re very rarely kind to ourselves.

When I ask people to start being kind to themselves, they usually come back at some point with this dilemma:

“But if I’m too kind to myself, I won’t get anything done!”

This is the fear, when people start being kind to themselves — that they’ll be too soft, they won’t get stuff done, they’ll let themselves off the hook too easily, they’ll just lie around doing nothing.

It’s an understandable fear — if you have had times when you procrastinated, you probably worry about this.

Let’s talk about why kindness to self is so important, how to do it, and how to still get stuff done even when you’re kind to yourself.

12 | Aussie Painters Network

Why Kindness to Self is So Damned Important Most of us are not very kind to ourselves. We often do things like: • Come down hard on ourselves when we don’t meet our expectations.

• Let ourselves off the hook for doing something and then feel terrible about ourselves.

• Let others down and then beat ourselves up for doing so.

• Look at our flaws and see them as ugly, huge shortcomings, reasons why we are falling short.

• Harshly push ourselves to be better, to do better, judging ourselves as inadequate so far.

These are just some of the common examples — the truth is, most of us are judging ourselves, beating ourselves up, looking harshly at our shortcomings and flaws, a lot of time. It’s why we’re stressed, anxious, frustrated and disappointed so often.

A different path might be kindness to ourselves. When we see a flaw, we might see the beauty in it. Instead of always striving to be better, we can find gratitude for how great we already are. Instead of beating

ourselves up, we can be kind to ourselves and see that we have tried our best, that we had good intentions, that we have a good heart.

Kindness to ourselves, always.

This would transform our relationship to ourselves. It would remove barriers that we face right now, including: 1. If you aren’t harsh on yourself for missing a few days of a habit, you’ll just start again without making a big deal of it.

2. If you aren’t harsh on yourself for failing at something, you won’t be afraid of it, and learning and growth will become easier. You can write, start a business, code, take online courses, start a new activity, without all the burden of selfharshness and fear of failure.

3. If you aren’t constantly focusing on your flaws, you’ll start to feel more whole. This would change how you show up in the world, how you feel about life, and how you relate to others.

2019 December Issue | 13

14 | Aussie Painters Network

Those are just a few examples, but I’ve found that almost all of our barriers are self-imposed — we are harsh on ourselves, and it makes everything much more difficult.

See your goodness. Be grateful for yourself. Love your good heart. Be compassionate with yourself when you’re hurting.

Kindness to ourselves lessens barriers and anxiety and so much struggle.

How to Still Get Stuff Done, Even When You’re Kind to Yourself

How to Practice Kindness to Yourself

OK, so we’re being kind to ourselves, all the time. What about the fear of not getting things done?

The practice is actually fairly simple. In all cases, you find a way to be kind to yourself. Kindness is something most of us already know how to do, because we have done it with others. We can be kind to a loved one, a stranger, a friend, a neighbor. We just need to try it with ourselves.

So here’s the rule: kindness to yourself, always. Even when you fail at the rule, be kind to yourself for failing to be kind.

Some ways to be kind to yourself: • When you mess something up, give yourself compassion (the feeling of compassion in your heart, wishing yourself happiness), letting it sooth your pain.

• See the good heart in yourself, whenever you feel you fell short or let others down. See the good intentions, whenever you make a mess of things. See that you are basically a good person.

• When you look at your flaws (“ugh, I hate my belly”), see the beauty in them. Find gratitude for what you do have, instead of focusing on what you don’t have or don’t like. For example, isn’t it amazing to have a body? I love that I have a body that can move, breathe, see sunlight and trees, hear music and laughter, feel sun on my skin and grass under my feet. What a wonder, and we take it for granted.

In truth, I’ve never found this to be a problem, if you’re being kind to yourself. I’ve never met someone who is kind to themselves and then doesn’t do anything worthwhile.

From this place of kindness, you do amazing things because it’s the kind and loving thing to do for yourself and others.

But if you’d like more details on getting stuff done with self-kindness, here are some things you can play with: 1. Do good things because they are ways to love yourself. When we do positive habits like exercise, eating well, meditation, journaling, finding focus, etc. … these aren’t to become better people.

They are ways to be loving towards ourselves. So these good habits are forms of self-kindness.

2. Stop doing harmful things because that’s the kind way. When you’ve done things that are harmful to yourself (let’s say binging on junk food for a week), you don’t have to be harsh on yourself that you did it — you can be kind and loving. But you can also be clear that this wasn’t a helpful thing to do to yourself, without judging yourself. Just be clear that it’s not what you’d like to do going forward. Then do your best to not

keep harming yourself. This will be a constant navigation — try to do loving, non-harmful things for yourself going forward, but being kind to yourself if you mess up.

You can do both.

3. Become bigger than yourself. In addition to doing loving things for yourself and trying not to harm yourself too much … you can also look beyond yourself. Self-kindness is such an important place to start, but there is more — what can you do that is kind and loving for others as well? Can you see their concerns, feel their pain and struggle, and become bigger than your selfconcern and serve them as well?

This doesn’t exclude taking care of yourself, but it means after you’ve taken care of yourself, you can look to something bigger. That’s where you’ll find the most meaning. And it’s where you’ll find the most drive to get things done, because doing something bigger than yourself is incredibly powerful.

So a big part of this is to be kind about how your past self has acted, be kind about how you see your present self, and then take kind actions going forward. And take actions that are loving towards others as well, not only focused on yourself.

Try these ideas and see how they change your life.

---------------------------------------------

Leo Babauta

a successful ‘simplicity’ blogger and author from California, the creator of top 25 Blog,

ZEN HABITS

2019 December Issue | 15

The ethics of the 4 day work week.

It’s not just about the hours “We should work to live, not live to work,” declared Britain’s shadow chancellor John McDonnell last month, as he announced the British Labour Party would reduce the standard working week to 32 hours, without loss of pay, within 10 years of winning office.

The promise followed a report (commissioned by McDonnell) from economic historian Robert Skidelsky on how to achieve shorter working hours.

Skidelsky is a member of the House of Lords and a biographer of John Maynard Keynes, who in 1930 predicted a 15-hour working week would be possible within a few generations.

Read more: It's time to put the 15-hour work week back on the agenda

The report deals specifically with British conditions but presents an agenda with universal appeal.

It describes fewer work hours as a win-win – improving productivity for employers while giving employees what they want.

It says People should have to work less for a living. Having to work less at what

16 | Aussie Painters Network

one needs to do, and more at what one wants to do, is good for material and spiritual well-being. Reducing working time - the time one has to work to keep ‘body and soul alive’ - is thus a valuable ethical objective.

Arguments for fewer working hours usually focus on the “economic” benefits, in the sense of resource allocation that maximises satisfaction.

But Skidelsky’s report says there is a more important reason: that it is ethically desirable.

Ethical desirability is not just a matter of costs and benefits. It is also a matter of justice and realising common goods (shared goods that require collective deliberation and action).

time, will thus promote happiness (or well-being) promoting happiness (or well-being) is ethically desirable, so it is ethically desirable to reduce the number of hours a person has to work.

A variant of this argument – used, for example, by the Autonomy think tank in its proposal for a shorter working week – substitutes freedom for happiness.

On this view, less time spent on work (which is necessitated by an external reason – income) means more time to do what one wills.

An insufficient argument Reducing working hours will only promote those ends if accompanied by deeper social and cultural changes.

Skidelsky’s argument for the ethical desirability of working fewer hours is essentially this: people are generally happier when spending time on what they want to do, rather than on what they have to do to earn an income less time spent on work, and more free

Robert Skidelsky’s argument is based on people being happier when they spend time on what they want to do, not what they have to do.

From a philosophical point of view, neither argument is sufficient.

rect an injustice arising from the unequal distribution of free time.

Something more fundamental than the amount of time needs to change.

One problem is that reducing the amount of time spent in work doesn’t necessarily increase the amount of time available for doing what you want.

Studies, for example, show free time is unequally distributed between the sexes. Men enjoy a larger share of socially available free time, because women spend more time outside paid work on duties related to child rearing and care giving.

So reducing working hours has benefits, but it does not address deeper problems of inequality in the activity of work itself. It does nothing to stop the production of harmful things, or things that go against the common good.

Working fewer hours might give women more free time. But it won’t of itself distribute free and unfree time more equally. To address the injustice in the unequal apportionment of free time, some equalising redistribution is needed.

The ethically desirable goals of equality and the realisation of common goods require deeper social changes in the way work is done and what it is done for. Real progress lies in realising equality and common goods through work as much as gaining more time for non-work.

Work is not the only context in which action is subject to external constraints.

Much family life, example, involves doing things that need to be done rather than want to be done.

Another problem is that ethical desirability is not just a matter of increasing the total amount of a good (such as happiness or freedom).

It also concerns the good’s distribution. An outcome must be not merely optimal but also just.

The issue of distribution There is an argument shorter working hours are ethically compelling for precisely this reason: they cor-

It could be that men, given more free time, will do more non-autonomous activity in the domestic sphere. But that’s a presumption. If a man is putting his feet up on Saturday and Sunday, why expect something different if he also gets Friday off?

---------------------------------------------

Nicholas Smith

Professor of Philosophy, Macquarie University

2019 December Issue | 17

18 | Aussie Painters Network

TRAITS OF A

Good Manager Managing people has been and will always be challenging. Frequently, we promote our best technician to manager and then wonder why he or she doesn’t succeed. Being a good manager requires communication, organizational skills and a desire to get things done. It also requires patience and an understanding that not all of your employees think like you. Here are some thoughts on what you can do to be a better manager.

Look to control employee behavior not change personality.

Personalities are complex and a result of genetics, life experiences, habits and other beliefs. Remember that demanding teacher that took control of the classroom.

When the bell rang, little Johnny Hellion’s personality did not change. He wanted to misbehave just as much in this class as others but the teacher’s methods did not allow it. Focus on controlling employee behavior, not trying to change who they are. If you have a whiner, don’t listen. If someone is late, don’t tolerate it. If someone is a gossip, don’t participate.

Establish clear production targets and monitor job progress. Phrases such as work fast and bring the job in on time are of little value. How can the job be late when you never established what on time was? Set realistic daily and weekly production goals. Monitor results and targets.

Never set false goals or unrealistic production quotas as employees are not stupid and they know when you are lying to them. Make sure the targets are achievable. Gain buy-in at the beginning of job. Anything we measure we get better at doing.

Coach and develop employees.

Everyone likes to be helped but no one likes to be criticized. Think of how many mentors you have had in your life. I bet it’s just few. Think of how many critics you have encountered in the workplace; I bet its dozens if not hundreds. Frequently, we think we are coaching employees but they see it as criticism. Try to coach people pre-task not post-task. Post task is about what I did wrong or need to correct. Pre-task is before any behavior has actually taken place. Create a checklist of tasks employees

should learn and gradually train them. Focus on the future and what needs to be done.

Don’t make it personal.

Try to avoid comparisons. Comparisons are particularly discouraging to people who are trying to improve and may not believe in themselves. It would be fun to play basketball with Lebron James but I have no illusions I would win. As a coach it’s not about making all players into superstars like Lebron James. It’s about getting the nonsuper stars to improve. Comparing them to yourself might discourage them. Instead of “I would do it this way”, try “have you considered this”. When employees disappoint you, I doubt they were doing it on purpose. Contrary to what you are thinking, most employees are not trying to think up ways to frustrate you. Rarely is an employee driving to work thinking about how he or she going to mess with your head.

It’s a byproduct of their behavior.

Employees simply make mistakes due to work habits, lack of ability, poor communication from you as supervisor, etc.

2019 December Issue | 19

Develop a sense of urgency. A good manager is someone that sees a piece of trash in the front of the office, and he or she stops to pick it up. Work to find pride in your accomplishments and promote such an attitude with co-workers.

Focus on the end result and rejoice in the accomplishment.

Plan ahead and don’t become addicted to crisis management.

Firefighting can be addictive as you can get an adrenalin rush by being “the man.” Planning better and upping your organizational skills is the number one way to improve productivity. Set aside quiet to time think jobs thru, finish estimates and layout production goals. Have a prejob meeting on each and every job.

Use this meeting to communicate estimate expectations. Set daily crew goals. Order material before hand

and have it delivered. Supply house trips should be avoided at all costs.

Use sound conflict communicate skills. It is ok to disagree about tasks.

It is not ok to disagree about each other. Avoid “why” questions and focus on what and how questions.

Stay future focused. “Why did you do that” makes the person defensive.

Instead use questions such as “what can we do to get back on track or how can we keep this from happening again.” Talking about how something should be done is better than talking about what went wrong.

Avoid poor communication practices.

Be aware of your body language.

Don’t lean into people, fold your arms or point. Instead talk with open hands. Be aware of your tone.

We judge people by their tone, not

The portable, inexpensive method to prevent paint waste-water polluting the environment.

20 | Aussie Painters Network

necessarily the actual spoken word.

If there is a heated discussion and someone gets mad, postpone the conversation until both parties calm down. Allow the employee to state how he or she feels about the situation. Say, “I can certainly understand how you might feel that way but the situation we need to address is…”

In summary, becoming a professional manager requires learning new skills. Many of these skills are unconscious communication methods we learned from our parents and other bosses. Work at being a better communicator and planner.

Monroe Porter

is president of PROOF Management a firm that teaches seminars and runs networking groups for painting contractors.

www.proofman.com

2019 December Issue | 21

22 | Aussie Painters Network

Does a SOLE TRADER need an ABN? If you’re operating your business as a sole trader in Australia, do you need to register an ABN? Operating as a sole trader is a very popular way for tradies to structure their businesses in Australia.

It is in fact the easiest way to start your trade business.

A common question that comes up is if a sole trader needs an ABN (Australian Business Number).

First up, let’s consider whether you’re even eligible for an ABN. Can I get an ABN as a sole trader?

Although applying for an ABN as a sole trader is free, not everyone is eligible for an ABN. The Australian Business Register has an ABN eligibility tool on their website, and one of the main questions asks if your planned activities include the following: • An intention to engage in commercial activity.

• An intention to make a profit from the activity.

• The recurrent or regular nature of the activity.

• That activity is carried on in a similar manner to that of other businesses in the same or similar trades.

• Activity is systematic, organised and carried on in a businesslike manner and records are kept.

• The activities are of a reasonable size and scale.

• A business plan exists.

• The entity has relevant knowledge or skill.

They point out that whilst you don’t need to tick every single box, it is expected that your planned activities (your business) would meet several of the listed points.

You must also confirm that you have either started or are taking steps to start your business.

For the average tradie looking to start their own business, it would be fair to assume that you’re going to be ticking at least half of the points listed above.

So let’s say that you are eligible for an ABN, now we need to ask if you actually need one.

The requirements are no different regardless of whether you’re a tradie subcontracting to the same builder every week or working directly for private clients.

So if you’re invoicing the builder you subcontract to, or a homeowner that you’re doing work for, you must issue a tax invoice with an ABN either way.

If you do issue an invoice without an ABN, the entity paying the invoice by law is required to withhold tax from your payment at the maximum tax rate and forward it to the ATO. Obviously you don’t want the maximum tax rate withheld from your payment, and your clients probably don’t want to deal with reporting it to the ATO, so it’s much better to have an ABN and quote it on your invoices.

Do I need an ABN as a sole trader?

The short answer here for any “real” trade business is going to be yes.

Why a sole trader should have an ABN Regardless of whether or not you need an ABN as a sole trader, there are some important benefits in having one for a trade business.

If you want to be paid correctly for your work you’ll need to issue tax invoices to your clients, and it is a requirement that all tax invoices include an ABN.

Domain names If you want to setup a website for your business, having an ABN will allow you to register a com.au domain name.

2019 December Issue | 23

Without an ABN or a business name you’ll have to hope that your name is available in .com (unlikely) or you’ll be stuck with something like .net or .org which never looks quite as professional.

Business names Without an ABN you won’t be able to register a business name. A business name can make your business appear far more professional than simply using your own name.

Avoid withholding tax By quoting your ABN on your tax invoices you’ll avoid the risk of your clients having to withhold tax from your payments.

Withholding tax is generally at the top tax rate, so it’s definitely something you want to avoid!

Looks professional Having an ABN (and a business name if you choose to) simply makes your trade business appear more real and professional.

If you’re doing business with a builder or a client, having to give them an invoice without an ABN can make you look less like a real business.

On the other hand, having an ABN and optional business name confirms to your clients that you are indeed a real business.

What if it’s just a hobby?

If your work is considered to be more of a hobby than a trade business, then not only do you not need an ABN, but you probably won’t be eligible for one anyway.

The government has some great information on their website that talks about the differences be-

24 | Aussie Painters Network

tween a hobby and a business, and how it affects your ABN requirement as a sole trader.

single entity. As a single entity, you are only required to lodge a single tax return.

Other common questions: There are a number of other common questions that come from sole traders and the issue of ABNs, as well as GST registration.

Don’t I only need an ABN if I make more than $75k a year?

This is a very common misconception, with some tradies believing they only need to register an ABN as a sole trader if they have annual turnover of more than $75k.

So if you think registering an ABN is going to lead to extra tax returns, you needn’t worry about it.

Presumably this misconception comes from the requirements for GST registration, which is based on a $75k threshold.

If your business has (or is expected to have) annual revenue of $75k or more you must register for GST, and to register for GST you must have an ABN. If you’re a sole trader with turnover of less than $75k, you might not need to be registered for GST, but still be required to have an ABN. Do I need to complete BAS every quarter once I have an ABN? Some sole traders believe that avoiding having an ABN will avoid the need for lodging a Business Activity Statement (BAS) every quarter.

In fact, having an ABN does not mean having to complete BAS every quarter. The requirement to complete BAS only comes in once you’re registered for GST. Does having an ABN mean I have to submit a separate tax return?

As a sole trader, your and your business are considered to be a

Does being a sole trader affect my business insurance?

Regardless of whether you’re a sole trader, or do or don’t have an ABN, your business insurance is really no different to any other entity.

Your sole trader business insurance will be held in your personal name, and your ABN may also be recorded on your policy depending on the insurer’s requirements.

Can a sole trader employ workers?

Although we typically think of a sole trader as being a tradie working on their own, it is possible for a sole trader to employ staff.

Most accountants would probably recommend a different structure once you start employing staff (such as a Pty Ltd company) but it is possible as a sole trader.

More information There is plenty of free information available on the government websites of the ATO and ABR. Here at Trade Risk we specialise in tradies business insurance and can’t help with your accounting needs, but we hope you’ve found this general information helpful.

www.traderisk.com.au 1800 808 800

倀甀戀氀椀挀 氀椀愀戀椀氀椀琀礀 椀渀猀甀爀愀渀挀攀 昀爀漀洀 樀甀猀琀 ␀㐀 㜀 ⴀ 䤀渀挀氀甀搀攀猀 挀漀瘀攀爀 昀漀爀 猀瀀爀愀礀椀渀最 ⴀ 唀渀爀攀猀琀爀椀挀琀攀搀 栀攀椀最栀琀猀 漀瀀琀椀漀渀⨀ ⴀ 䌀漀瘀攀爀 昀爀漀洀 ␀㔀洀 琀漀 ␀㈀ 洀 ⴀ 䴀漀渀琀栀氀礀 瀀愀礀洀攀渀琀 漀瀀琀椀漀渀猀 ⴀ 䔀愀猀礀 漀渀氀椀渀攀 愀瀀瀀氀椀挀愀琀椀漀渀

倀爀攀洀椀甀洀 漀昀 ␀㐀 㜀 椀猀 戀愀猀攀搀 漀渀 ␀㔀Ⰰ Ⰰ 瀀甀戀氀椀挀 氀椀愀戀椀氀椀琀礀 椀渀猀甀爀愀渀挀攀 瀀漀氀椀挀礀 瀀愀椀搀 愀渀渀甀愀氀氀礀 昀漀爀 愀 瀀愀椀渀琀椀渀最 戀甀猀椀渀攀猀猀 椀渀 儀䰀䐀 眀椀琀栀 漀渀攀 洀愀渀甀愀氀 眀漀爀欀攀爀⸀ ⨀ 䄀 ㄀㔀洀 栀攀椀最栀琀 氀椀洀椀琀 愀瀀瀀氀椀攀猀Ⰰ 戀甀琀 挀愀渀 戀攀 爀攀洀漀瘀攀搀 昀漀爀 愀渀 愀搀搀椀琀椀漀渀愀氀 瀀爀攀洀椀甀洀⸀

吀爀愀搀攀猀洀愀渀 䤀渀猀甀爀愀渀挀攀 匀攀爀瘀椀挀攀猀 倀琀礀 䰀琀搀 琀⼀愀猀 吀爀愀搀攀 刀椀猀欀 ⠀䌀䄀刀 㐀㈀㈀㠀㐀㜀⤀ 椀猀 愀 䌀漀爀瀀漀爀愀琀攀 䄀甀琀栀漀爀椀猀攀搀 刀攀瀀爀攀猀攀渀琀愀琀椀瘀攀 漀昀 圀攀猀琀挀漀甀爀琀 䜀攀渀攀爀愀氀 䤀渀猀甀爀愀渀挀攀 䈀爀漀欀攀爀猀 倀琀礀 䰀琀搀Ⰰ 䄀甀猀琀爀愀氀椀愀渀 䘀椀渀愀渀挀椀愀氀 匀攀爀瘀椀挀攀猀 䰀椀挀攀渀挀攀 一漀 ㈀㌀㠀㐀㐀㜀⸀ 䄀䈀一 㠀㄀ 㤀 㐀 ㄀ 㜀㜀㈀⸀ 2019 December Issue |

25

My Hourly Rate Calculator My Paint Costing Guide 26 | Aussie Painters Network

Vital Signs

Might straight down the middle be the source of our economic success?

What do a billionaire, a former vice president, and a US democratic socialist have to do with Australia’s nearly three-decade run of economic growth?

More than you might think.

The race for the Democratic Party’s 2020 Presidential nomination is far from over – in fact voting in the first state (Iowa) doesn’t even begin until January. But Senator Elizabeth Warren has become the front-runner in betting markets and national polls, pulling ahead of former vice president Joe Biden.

Warren is running on a “democratic socialist” platform of banning private health insurance, imposing a wealth tax and more rigorously examining proposed trade agreements. Biden is much more centrist – he was Barack Obama’s vice president after all – but he is struggling to maintain the lead he once held.

This has a number of people freaked out. Among them is former New York mayor (and former Republican) Mike Bloomberg, who has filed paperwork to get himself into the Democratic primary race.

Bloomberg is a pro-market, socially liberal, three-term mayor of New York. He amassed a US$50 billion fortune by creating the categorykilling Bloomberg terminal for financial data and securities trading.

He has taken progressive stands on gun control, gay rights and women’s reproductive rights.

And on climate change he spent half a billion dollars on climate mitigation projects as well as campaigning with the environment group Sierra Club (successfully) for coal mines to be closed.

Bloomberg’s path to the Democratic nomination is far from assured, but in Australia someone like him would be in the mould of prime ministers past.

And that tells us something important about our internationally unusual long run of economic growth.

Straight down the middle Since Bill Hayden became Labor (and opposition) leader in 1977

and put to rest the economic upheaval of the Whitlam era, Australia’s two major political parties have maintained, for the most part, staunchly centrist economic policies. They’ve combined the virtues of markets with a strong social safety set.

The Hawke-Keating government famously opened up the Australian economy to the world: floating the Australian dollar, deregulating the banking system, slashing tariffs, and privatising sleepy state-owned enterprises.

John Howard not only continued this legacy but introduced the Goods and Services Tax – a much more efficient form of taxation than had existed – and successfully negotiated the Australia-US Free Trade Agreement.

And though the Rudd-Gillard-Rudd government may have lacked stability, it did not lack major economic achievements.

Rudd and then Treasury boss Ken Henry acted decisively with stimulus and bank guarantees to avoid the economic disaster that hit most of the rest of the world.

2019 December Issue | 27

where policy looked like it would veer away from the centre.

Labor opposed the goods and services tax. The current government has flirted with government guarantees for new coal-fired power plants, which was a policy more in the spirit of Marx and Lenin than Howard and Costello.

Holding the centre The current depressing state of the Australian economy (pun intended) might provide the biggest test yet to centrist economic policy.

Gillard introduced a carbon tax that had an almost immediate effect in reducing Australia’s emissions.

While the Abbott-Turnbull-Morrison government’s stance on climate change has been rightly criticised (often by yours truly), it has continued to enact free trade agreements, the most recent of which, the Regional Comprehensive Economic Partnership, might be truly transformational.

Sometimes veering to the sides Although that centrism has served Australia well socially and economically, there have been moments

28 | Aussie Painters Network

Wage growth is sluggish (Wednesday’s figures showed annual growth slipping from a historically low 2.3% to 2.2%) and unemployment is climbing (Thursday’s figures showed the unemployment rate climbing from 5.2% to 5.3%).

There’s pressure from both the left and the right to “do something”.

Cutting immigration, moving away from free trade, propping up failing

industries, or offering selective wage rises to particular sectors (such as childcare workers) are among the “somethings” that have been on the table or partially implemented.

Read more: If you think less immigration will solve Australia’s problems, you’re wrong; but neither will more The Hawke-Keating and HowardCostello governments sustained centrist economic policy for more than two decades.

They did it not only through a series of sound policy choices, but also through a narrative about the virtues of markets coupled with a social safety net.

It’s a narrative under threat. In Australia it hasn’t been drowned out yet.

---------------------------------------------

Richard Holden

Professor of Economics, UNSW

2019 December Issue | 29

30 | Aussie Painters Network

The Secret of

VARIATIONS

Today, we’re going to talk about variations the no. 1 hottest topic.

How do you deal with variations?

Okay. The most important aspect of variations is to know that it is a variation. And that comes from knowing your scope. What is in your scope and what is additional. If it’s additional, it’s a variation. If your scope is being reduced, that’s also a variation sometimes known as a negative variation. But let’s stick to the positive ones cause that’s the one everyone fights about.

You must know your scope intimately to know what is going to be additional to scope. The biggest argument in Security of Payment from clients who don’t want to pay you is it’s not a variation it’s part of your scope works. And then there will be an argument how the scope was defined. That’s a whole other talk by the way. So the important thing to know is that this is definitely additional work.

The next thing you need to know going on from there is how are variations requested. How will your client request that you do or price a variation?

That needs to be defined in the contract or otherwise reasonably agreed how that is going to happen.

All right. Now once we know how are variations are requested from your client, how are they approved?

How is your client going to approve.

Is it going to be sign of? Is it going to be oral? Is there a particular form need to be filled out or is it by email.

be doing that anymore. So to simply summarize know that it is a variation. So know that it is additional scope and understand your scope.

How are these things going to be approved?

So that needs to be agreed between the parties. And from there how are your variations valued. So who decides how much? Is the value decided by the quote that your client accepts. Is it reasonable value?

Is it the superintendent’s opinion of what the value is. Again, approval is part of the process but how your variations are valued is really the pointy end of the stick cause that dictates what you get paid.

What is the approval process and finally know and agree how variations are to be valued. If you can get your head around those things and build it into your processes with your client, the argument of the variation should greatly reduce.

So you need to understand these things are going to be valued. If you follow all those points through there should be little argument about variations. But of course we don’t, we just get told what to do and we’ll sort of it later and you’re going to all this extra work. So you don’t want to

Secondly know how variations are requested.

Thirdly, know how variations are approved.

Anthony Igra

For more great articles and video information about dealing with payment problems go to www.contractorsdebtrecovery.com.au

or call us on 1300 669 075

2019 December Issue | 31

You take the samples and send them to Sydney Analytical Labs. The lab analyses the sample and we explain the results.

32 | Aussie Painters Network

Updating your Business Plan is

Good for QBCC Compliance The countdown to 2020 is on, and we’re almost half way through the current financial year. These are good times to take stock of how your business performed in the first half, and even better times to plan for next year. When you build a house, you need building plans.

When you build a business, you need a business plan.

Looking at your business’ financial performance over the last six months is a good starting point to raise the bar or tweak your profitability strategies, such as profit margins and tax savings. That includes reviewing and updating your budget and expenditure plan as well as your tax plan for the year.

If you don’t know how healthy your business currently is, you can download the Business Profits Health Check from our Tradies Advantage website to help you understand your position.

What to include in your Business Plan update To review and update your business plan, you’ll want to cover the following items: 1. Business Profile – includes a specific description of the business you’re in, your mission statement, legal structure, SWOT analysis and business objectives.

2. Product/Service and Market Analysis – this should include description of your product/service including its position in the market, any major trends affecting the industry in the past and future, your target market(s) and expected growth rates over the next 2-3 years, and your ideal customer profile.

3. Competitive Analysis – this is where you determine your business’ competitive advantage, but also where it lacks competitive advantage.

4. Marketing Plan – here you’ll set out your objectives, develop a sales forecast, as well as determine pricing and promotional strategies.

5. Operational Plan – set out your objective, review plant and equipment requirements (including maintenance and replacements), how you implement quality control measures, and what staff and training requirements you’ll have.

6. Financial Plan – set out your overall objectives, identify the cost for establishment or expansion of your business, create a Profit Budget Schedule and Cash Flow Projection.

The last item of the business plan neatly dovetails with the regular QBCC reporting requirements which you’ll need to keep up-to-date to stay in business. However, it never exists in isolation and the context is provided in items 1 to 5.

2019 December Issue | 33

Further, if you wanted to apply for a business loan, the above items are a must to get your head around to be able to produce supporting documents for your loan application.

Updating your Business Plan helps to ensure QBCC compliance There is an important date coming up which is critical for tradies and builders holding a QBCC licence.

Self-certification categories (SC) 1 and 2 and category 1 to 3 licensees must provide the Queensland Building and Construction Commission (QBCC) with financial information by 31 December 2019.

We’ve been hearing of big companies being suspended by the industry watchdog, the QBCC for noncompliance issues. The same can happen to small business owners who fail to make their licence renewal payments on time or haven’t provided the information required by the QBCC Minimum Financial Requirements (MFRs).

Depending on your business turnover, you’ll need to submit different levels of financial information to the QBCC. As a Category 1 to 3 licensee, you’ll definitely need your financial systems in order to satisfy the MFRs.

34 | Aussie Painters Network

Here are a couple of points to remember when submitting your Self-certification documents:

5. SC 1 & 2 licensees are not able to use deeds of assurance or guarantees to meet their NTA requirements.

1. The reporting requirements for SC1 and SC2 licensees are different to Category 1 to 3 licensees.

SC1 and 2 licensees must provide a declaration and some basic financial information, whereas Category 1 to 3 licensees need to provide more detailed information (profit and loss; balance sheet; statement of cash flow, etc).

2. There is a new requirement for SC2 licensees to have Net Tangible Assets (NTA) to the value of $46,000.

3. The information doesn’t need to be prepared by an accountant; although if you already use an accountant, it will be easier to submit the latest information provided by them for your end of financial year tax reporting.

4. If you hold an individual and company contractor licences, you need to provide financial reports for both licenses.

Interested to find out more about how to update your Business Plan or set up your accounting system to help you meet your QBCC requirements? Then call my office on (07) 3399 8844, or just visit our website at www.straighttalkat. com.au and complete your details on our Home page to request an appointment.

Please Note: Many of the comments in this article are general in nature and anyone intending to apply the information to practical circumstances should seek professional advice to independently verify their interpretation and the information’s applicability to their particular circumstances.

Copyright © 2019 Robert Bauman

Construction Industry Mentoring Flyer BUSY At Work and Construction Skills Queensland (CSQ) have teamed up to offer a new and exciting mentoring program for apprentices and trainees in the construction industry.

Industry Specialist Mentoring for Australian Apprentices (ISMAA) provides individual support to Australian Apprentices and Trainees in the first two years of their apprenticeship or traineeship.

The program is aimed at industries where automation, robotics and other new technology or influences are changing the future roles of apprentices and trainees, and tradespeople.

BUSY At Work are proud to be delivering the ISMAA program on behalf of the Australian Government.

We will work intensively with apprentices to help them stay engaged, complete their training and achieve great things in their careers and to become the great tradespeople of the future.

Our ISMMA mentors have a wide range of experience and understand the changing nature of your industry.

Our Industry Specialist mentors will engage with the mentee to create a specific and individual mentoring plan to be implemented over a 6 month period.

Visits will focus on workplace and industry changes, future career options and new skills that may be required.

BUSY At Work believes this program will benefit all involved and help improve the retention rate of apprentices and trainees in the construction industry.

Tim Gillespie ISMAA Mentor - BUSY At Work 0438 869 227 Tim.Gillespie@busyatwork.com.au Visit busyatwork.com.au/ismaa

Industry Specialist Mentoring for Australian Apprentices (ISMAA) is funded by the Australian Government Department of Education and Training.

2019 December Issue | 35

APPRENTICES

WORTH IT OR NOT? By the time this article is published, my eighth apprentice will have been signed off as a fully qualified tradesperson. It is always a proud moment for me when this happens as I know I have taught them something which will have a significant impact on their future life.

You can’t predict the future though so there is no guarantee they will continue working for you, or if they choose to leave and start up their own business. They may even go on a different track and learn a completely new career altogether.

This is exactly what happened with one of my apprentices. Justin finished his apprenticeship with me in 2008 but always had the passion to work in the airline industry like his father (who is a Virgin Airlines pilot). He decided to take 12 months off to study for an Aeroskills Course (Certificate 4 Level) to become an Aircraft Maintenance Engineer.

He contacted me a few weeks ago saying that after years of applying for positions in the airline industry (and getting knocked back each time) his application for a job with REX Airlines was accepted. In all the time he was applying for those positions, he continued working in his trade as a painter. I was so proud of him as his commitment and determination, eventually paid off.

Many of you may think though, ‘Is it really worth training someone?

36 | Aussie Painters Network

It will cost me time and money and then they may leave when the apprenticeship is completed.’ Well I must disagree with anyone that taking on apprentices is not worth it to their business. If I thought that, I wouldn’t be training my ninth apprentice now. Even so if they did leave your employment (and you have treated them well in that time) you may find they will may come back. Even if they started up their own business, you can use them as sub-contractors.

This has been the case with many of my past apprentices. You know what their work is like and you can use it to your advantage.

So let’s break it down on what it approximately costs you as an employer. I’ll start with the wages which have been sourced from the ‘Queensland Fairwork Ombudsman’ website. Please note, these are only approximate rates as there are many factors to take into consideration, such as the age and education of the person, state you live in, Government incentives and many other factors that are too numerous to mention. Below is an average hourly wage based over a 52 week period.

Year 1st 2nd 3rd $/Hr $12 $14 $17 Travel $14 $15 $16 /Day (Working days only)

4th $20 $17

To get the true apprentice wage rates, go to the specific websites in your state.

The actual training of an apprentice is one of the main reasons why employers do not want to employ them. They don’t want the responsibility or they feel there is too much effort involved. I believe there is a total misconception of this. In the first few months the apprentice is only doing basic things. These are simple tasks to pick up and not really time consuming for the employer to teach and it also saves you having a qualified tradesman doing the work.

With the Government Incentive of $4,000 ($1,500 given to you at the 3 month probation period and $2,500 at the end of the apprenticeship), it literally pays for their first 6 weeks of their employment.

You could even be entitled to other incentives which is another bonus to help go towards their wage.

If you manage your apprentice correctly, you should see a monetary benefit within a very short period.

When they are into their 3rd and 4th years, they should be at the stage where they are nearly doing the same work as a tradesperson. If you look at the wage graph above (and below) compared to what you are charging per hour, you are making a nice little profit on them.

Admittingly when it comes to their ‘Apprenticeship Training’, you will lose them for approximately 15 weeks over the four-year apprenticeship. If you live in Queensland though, you have a choice to send them for ‘Aussie Painters Network’ Training. Much of the training is performed ‘online’, where the apprentice is required to answer multiple type questions from prepared video presentations. As proof that they are answering these questions themselves and not having someone else do it for them, they are required to have a ‘webcam’ so the ‘marking trainer’ can actually see them at their computer. This reduces the urge for them to cheat.

There have been occasions where the trainer has noticed a different person at the computer so the whole unit was marked incorrect. I feel myself by answering questions from these videos, you can actually ‘take in’ a lot more information. Because there are ‘multiple’ answers, if the apprentice gets one question wrong, it takes them back to another set of questions. This keeps happening until they answer correctly; therefore, they may have to watch the video multiple times to fully understand the question.

The apprentice is also required to attend ‘practical training’ for 3-4 days of the year in the APN ‘Mobile Training Wheels’. This is where they will be taught tasks that are not taught by you, as the employer, such as wallpapering, lead abatement, scaffolding, special effects, texture coating, etc. The ‘online’ work can be performed if you have ‘rained out days’ or need to send them home because of lack of work or finished the job early. If this only happens rarely, then you are required to set aside time for them

to do the tasks in working hours. In many cases though, the apprentice is so keen, they will do it in their own time. It is a benefit to them to do this as if the tasks are completed early they can be progressed to the next level of their apprenticeship, which means a higher wage for them.

In the costings, I have allowed for their Holidays, Sick Days, Rostered Days Off, Superannuation, 17.5% Holiday Loading, Travelling Time, Workers Compensation and RTO Training. There is no allowance for their ‘on-site’ learning by the employer.

Year 1st 2nd 3rd 4th $/Hr (over 52 weeks) $14-$16 $16-$18 $20-$22 $21-$23 $/Hr (Actual working hours) $18-$20 $21-$23 $26-$28 $30-$32 (Remember that these amounts include all costs).

This type of training does not suit everyone but at least you have a choice.

Now you may think that with all the training, how much does it actually cost you per hour to employ an apprentice? Through a program I developed, (My Hourly Rate Calculator) I came up with some approximate costings. Again, these are only estimated amounts and will vary with the particular circumstances of the apprentice and the ‘State’ of which the employment is held.

By taking on a new apprentice, you will be training them your methods and the way you want. Maybe they will stay with you as long as my second apprentice who has been with me for 17 years now. He does all the physical, operational running of my business, while I do the bookwork, quoting and generally spending time away on holidays.

Jim Baker www.mytools4business.com

2019 January Issue | 37

The Industry

Idiots

38 | Aussie Painters Network

Important Contacts Aussie Painters Network www.aussiepaintersnetwork.com.au

Ph. 0430 399 800

National Institute for Painting and Decorating www.painters.edu.au

Ph. 1300 319 790

Australian Tax Office www.ato.gov.au

Ph. 13 72 26 / Ph. 13 28 65

Award Rates www.fairwork.gov.au

Ph. 13 13 94

Fair Work Building & Construction www.fwbc.gov.au

Ph. 1800 003 338

Mates In Construction www.matesinconstruction.com.au

Ph. 1300 642 111

Workplace Health and Safety Contacts Comcare WorkSafe ACT Workplace Health and Safety QLD Victorian WorkCover Authority WorkCover NSW SafeWork SA WorkSafe WA NT WorkSafe WorkSafe Tasmania

www.comcare.gov.au www.worksafe.act.gov.au www.worksafe.qld.gov.au www.vwa.vic.gov.au www.workcover.nsw.gov.au www.safework.sa.gov.au www.commerce.wa.gov.au/WorkSafe/ www.worksafe.nt.gov.au www.worksafe.tas.gov.au

1300 366 979 02 6207 3000 1300 362 128 1800 136 089 13 10 50 1300 365 255 1300 307 877 1800 019 115 1300 366 322

www.actcancer.org www.cancercouncil.com.au www.cancercouncilnt.com.au www.cancerqld.org.au www.cancersa.org.au www.cancervic.org.au www.cancerwa.asn.au

(02) 6257 9999 (02) 9334 1900 (08) 8927 4888 (07) 3634 5100 (08) 8291 4111 (03) 9635 5000 (08) 9212 4333

Cancer Council Australia ACT NSW NT QLD SA VIC WA

2019 January Issue | 39