Business Resource & Lifestyle Magazine Issue #49

Business Resource & Lifestyle | Issue 49 | November 2012 1

Line Up SUrf AUStrALiA:Set to Win

Controlling the Dialogues about

Your Business Page 20

rising to the top… How does

Your Business Compare?

Page 22

performance Management –

Getting the Best out of Your Staff

Page 24

SYDNEY - ISSuE 49 | NovEmbEr 2012

S y d n e y B u S i n e S S M a g a z i n e S i n c e 2 0 0 5

GWP Magazines®

2 Business Resource & Lifestyle | Issue 49 | November 2012



GWP Magazines®

DistributionKey locations for a free pickup

editor and Publisher:Dmitry Greku

cover Story:Adrian Payne

editing:Leonie Seysan

contributing Writers:Charlie Lynn Robert Cliff Craig McCallum Daniel MoisyeyevDarryn Fellowes Angry Anderson Stephen Frost Kris Cilia

art director: Svetlana Greku

executive Officer: Daniel Moisyeyev

cover design and cover Story Layout:Xabier Goñi, XDesigns

cover page: Tara Ryan, Line up Surf australia, family business ambassador

Photography:Francesca Surace, StiLz Fotografika

Printing:Pegasus Print Group

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the opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents.

All information contained within this journal is provided for general information purposes only and on the understanding that none of the content herein constitutes professional advice. the editor, publisher or their agents accept no responsibility for any claim, loss or damages arising out of or in connection with any materials contained in this journal. Readers should not rely on the publications in the journal and seek appropriate professional advice in respect of their own circumstances.

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Cafe Pinnacle Cafe 31

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Just Catering

Presse Cafe Rhodes CoRPoRate PaRkduRaL Business PaRk Caterez

Get Stuffed Catering Cafe Rhodes

Lane Cove west Business PaRk CastLe hiLL tRading Zonewickedfoods.com Hillz Kitchen

La Kantina CBA Branch - Home Hub Hills

noRwest Business PaRk CBA Branch - Castle Towers

Nexus Cafe Westpac Bank

Servcorp Café Gionta

Crowne Plaza Norwest Cafe Tsakali

Lexin Kebabs Hills Lodge

The Hills Shire Council BRookvaLe Business PaRkWestpac Bank Cafe 20

Telstra Business Centre Espresso ItaliaNorwest Business Information Kiosk FRenChs FoRest Business PaRkIC Frith Forest Cafe

QCafe Equinox Café

Caterez - Resmed austLink Business PaRkCaterez - Woolworths HQ Cafe LoccoBrothers Cafe wetheRiLL PaRkJazzveh Woodfired Pizza Cafe Wetherill Park Bakehouse

Century Cafe BLaCktownCafe Peregrine Lander ToyotaRave Cafe RosehiLL Business PaRkKitchen Inc. Cafe Grand

Parkview Cafe Rouse hiLLMorsels Cafe CBA Branch - Town CentreThe Original Frango BauLkham hiLLsSushi Culture CBA Branch - Stockland Mall


CONTENTSWESLEY MISSION Communications and Fundraising 220 Pitt Street Sydney NSW 2000 PH. (02) 9263 5555 FAX. (02) 9267 1022 DIRECT. (02) 9263 5330JOB No. VV2282FILE NAME: VV2282_ChristmasParty_230x300_v1.inddPROJECT MANAGER: Gemma GarrattCLIENT: Jessica WarnerDESIGNER: JanineDATE: 8.10.12VERSION: 1COLOUR: CMYK SIZE: 230x300

21

26

34Cover Story

8 Line Up Surf Australia: Set to Win Adrian Payne

RegularsLeadeRshiP

16 Political Power Vs People Charlie Lynn

LoCaL GOVERNMENT

18 How do We Deal with Future Growth? The Hills Shire Council

Business ADVICE

20 Controlling the Dialogues about Your Business Craig McCallum

22 Rising to the Top... How does Your Business Compare? Darryn Fellowes

RegularsBusiness ADVICE

24 Performance Management – Getting the Best out of Your Staff Kris Cilia

30 Pollution in IT and Online Industries Daniel Moisyeyev

soCiety & LIFE

32 People You Meet Along the Way (Part 5) Angry Anderson

austRaLian SPORT

34 Panthers Honour 2012 Stars as the Club Looks to a Stronger Season Ahead

Penrith Panthers

Features

26 Open for Inspection! Robert Cliff

28 Post HSC – for Some, the Stress is Just Beginning Stephen Frost

38 CLassiFieds

CONTENTS


EdITOr’S LetteR

In our January-February 2012 issue I exposed some of the “secrets” of the publishing industry to help you spend your advertising dollar wisely. I tried to explain some technical terms of the industry and the role of certain processes in your marketing campaigns. Unfortunately figures show that too many business people fall into the hands of media/marketing scammers who work very hard on their ”professional” dictionary and come up with “innovative ideas” – in their case those being ideas on how to pull as much money out of your pockets as possible.

The Department of Fair Trading together with the ABA (the Audit Bureaux of Australia) has identified the approximate amount defrauded from Australian businesses as more than $29 million each year. More than 150 ‘fake’ publications are estimated to have been operating in Australia in the past year alone.

As Don Jones, Assistant Commissioner, Compliance & Enforcement, NSW Fair Trading, stated: “We are not talking immediately obvious scams - often the people behind them are using real business processes as a template, to appeal to business sense. The scam figures we have are very conservative, given that many businesses are not even aware they’ve been scammed and many prefer not to acknowledge it.”

Recently I visited one of the government websites developed with a sole purpose to protect Australian businesses from scams. The goal was great but the result is poor. They provide examples which are far too obvious. From my experience, scammers, unfortunately, are not that

dull, at least in most cases. They often don’t run around with booking forms or contracts - instead they prepare a legitimate looking copy of their publication. They can even organise an illusion of a legitimate publication distribution process that serves as bait for unsuspecting advertisers.

How can you find out if they are trying to scam you?

Media scammers generally operate on a very calculated basis.

A lot of scam operators claim a myriad of false statistics, including but not limited to: print run, circulation, readership, distribution, use of databases, frequency, demographics, coverage, false associations with well-respected and known organisations etc. They often have their corners well covered, but commonly have false claims, such as showing email distribution as hard copies delivered to individuals.

We know of a publication that claims to advertisers to have a bi-monthly release however, it first came out in January, the second edition occurred in April and the third one we’re still waiting for in November.

Once a young marketing manager told me that they pay only $200 for a full page advertisement in a newspaper. You should pay attention to what your marketing managers do, no matter how experienced they are. Ask them how anyone can deliver results in publishing, printing and distributing your information in this medium for $200 a page. That’s the cost of someone doing nothing.

The rise in online media is making it even easier for scammers to fool businesses.

It costs about $35 a month to host a well-developed website with a legitimate business web hosting provider. This means it will cost

them $35 a month to show you a magazine published online - where you are supposed to spend hundreds if not thousands of your advertising dollars every month. In this case, they might give you the feeling that you’re being “progressive,” that you’re joining a new digital world, and exposed to the whole international business community. But how do you know how many people visit the site and how many read the publication?

I think it’s a must do for a decent media business to have publications available online in a choice of a number of different formats. There is nothing special or unique about online “magazines” – they are just ordinary websites with an array of information.

Don’t make a decision based on what people tell or even show you. Take the time not only to consider the offer, but about whether the results they seem to be promising are possible or realistic in light of what you will be paying. And be sure to do your homework before you part with your valuable marketing dollars.

You’re a business person. You know what it costs to run a business, to buy a simple printer and paper, build and run a website, distribute a flyer, find a good professional for that position, etc. Don’t be tricked by nice smiles, smooth talk and great looking offers – they can be dangerous and cost a lot of money, sometimes your reputation and even business.

Have a great day. Take care of yourselves and your clients. G

e | [email protected]

media scams and your Business

Dmitry Greku, M. Sc. - Editor and Publisher - GWP Magazines®



PrOudly PRESENTED BY

Business Resource & Lifestyle | issue 49 | November 2012

Wayne Ryan taking a late drop surfing the Maldives

Line Up SUrf AUStrALiA: Set to Win

Wayne Ryan maldives


grEaT AUStRALiAN BUSiNeSS PeoPLe

“The website boasts – “All we do is surf”... It sounds like they’re just living the dream for themselves, but today Wayne Ryan’s business is making dreams come true for thousands of weather-beaten old surfies, ‘wannabes’ of the future and every board-riding bronzed Aussie in between.

Almost twenty-five years ago it was a small surf shop among 40 others along a 30 kilometre strip on the Northern Beaches of Sydney. At first the competition looked daunting, but now it’s a highly successful ‘family business’ marketing everything for fans of this iconic Aussie sport.

‘Line-up Surf’ offers surf retail products at their Dee Why store, custom-made surf boards, among the best in the world, surf coaching and uniquely, surf travel. Today ‘Line-Up Surf Australia’ owns and operates 6 popular surf camps, one in Samoa, two in The Maldives one in Indonesia and one in Sri Lanka. They also offer surfing trips to their Paradise Island Resort, also in the Maldives, as well as surf charters around beautiful local atolls.

Wayne Ryan and his wife Donna bought the store

in 1990 because Wayne knew a thing or two about surfing but he wasn’t the average well-qualified retail entrepreneur... at least not qualified by too much book-learning and time spent at Uni.

Wayne was born in 1961, in Sydney’s Crown Street Women’s Hospital. His mother was only 16 years old when he turned up – unexpectedly! It was tough, they were very poor. His uncle came to buy milk to feed the new baby, because his mother was too immature to breast-feed him. His parents were forced to marry, but, though he says his father wasn’t a bad person, the relationship was soon to fail. But not until his brother Steve was born. His grandfather had died around the time Wayne came into the world. He remembers times when his grandmother would go down to Circular Quay to catch fish to feed the family.

by Adrian Payne


Ryan Family from left to right: David and Tara Ryan, Teagan Ryan, Mandy Ryan, Wayne and Donna Ryan at a recent trip to the Maldives at the opening of their private island. The island is exclusively for Beacons

clients only and features perfect snorkelling, diving and swimming. Clients will soon be able to hire the island exclusively for private get aways.

Line Up SUrf AUStrALiA:


His mother married again. This time to someone he remembers as a “good, young man”. This relationship gave Wayne and Steve a new brother Craig and sister Cheryl. All too soon, the ‘young father’ was conscripted to go and help the Americans fight in the Vietnam War which was raging then in the tropical jungles of Vietnam and Cambodia. Sadly his mother was unable to withstand the separation and fell for another more accessible partner. Her new husband-to-be though, said that he was happy to marry her, but didn’t want responsibility for the children. So they were sent off to live with their maternal grandmother Bertha (Betty) Jones on a Housing Commission estate in Western Sydney

Today he remembers her as a strict but loving person and their time in her care were happy years, even though they were very poor. He and his brother Steve were passionate about soccer and would wile away many hours together just kicking a ball. They would go and watch the local team play, so long as it didn’t cost any money! But their dream was to one day become registered with the club and train to play for the side.

His uncle came to the rescue and paid for their registration. As Wayne put on his first soccer boots, shorts and jersey, he felt like ‘a million dollars’. At the time, he didn’t realise that he was already a good player and soon became a member of what was in fact a very good team. He

became player of the year after his first 12 months and was captain of the side in his second year. The club was so impressed with him that realising he had no secure financial resources behind him, they offered him a contract when he was just ten years of age. They included money which was paid to his grandmother so Wayne could eat properly and maintain his fitness.

Wayne’s team coach Harold Green, was a ‘landmark’ influence. Harold taught his team to

win, not just to play. His team didn’t lose a match including the ‘Campion of Champions’ until in the third year when they played in the Grand final... they lost two goals to one. He remembers their feeling of complete devastation. Today he believes that the determination ‘to win’ has been a driving part of his business success as well as his success in sport.

His grandmother accepted five responsibilities for the children, to clothe them, feed them, house


Living room in Line Up luxurious Maldivian Dream Catcher. This boat is used for surfing and diving charters.

Chefs in the kitchen on the Dream Catcher 2. This boat has one staff for every two guests including surf guides, surf coaches, chefs, waiters, photographers and boat captain.

Dream Catcher 2, Maldives



them and discipline them. She was simply too poor to give anything else but the unconditional love she could readily afford and willingly gave. Although he does remember her buying him and Steve their first soccer ball, with the last of her weekly money. For anything else they wanted it was understood they would have to get a part-time job and pay for it themselves.

Wayne managed to get a paper run which ended at the local pub. He noticed that as people there

had a few drinks, they would be more generous with their money. He did well selling papers at the pub and saved his ‘paperboy’ tips, for things he wanted. With some of those earned savings he bought his first battered second-hand ‘Shane’ surf board for which he paid twenty dollars.

Despite knowing that he was a very capable student at school, he decided in year 10 that he wouldn’t go on to year 12. He felt then that he had a responsibility to get a job and make a

contribution to the fortunes of the family who had done so much in poor circumstances, to raise him.

He saw an advertisement and was accepted to undertake a course in banking. He studied and passed out of the course successfully, but his uncle who had always watched his progress questioned his decision saying... “You won’t like it! - being a banker is not for you!” So he went for a trainee manager course at Safeway Supermarkets. He was earning $78 a week... he had saved ‘a fortune’ (around $180!) so joined up with a mate and headed north.

They came back when the money ran out and Wayne was persuaded to go and do some study at TAFE. He doesn’t know how it happened but somewhere in his application for a course... he ticked the wrong box and in a public waiting area was called to sign up for a typing and secretarial course, rather than the motor mechanic training he had intended. Not being game to publicly admit his mistake, he simply did the typing and secretarial course. As the only male in the group, the possible opportunities for a young bloke in this position didn’t escape him!

He was living away from home by this time and after doing the course was in desperate need of an income. A friend told him about a foundry job. Never before having considered a factory-style job he went along to apply and meet the boss... who promptly proclaimed “I hate young people!” “They‘re lazy, not punctual and they don’t turn up”. Wayne quietly said: “But I’m not like that, and I can prove it to you, sir, if you give me a go”. So he got a start and although he was working for a ‘fearful’ boss, he would often ask Wayne if he had any mates like him. Wayne’s foundary-job boss had four year’s hard work out of a young bloke who had set himself a ‘high bar’ to prove his worth. During these years he met and worked with many people from diverse ethnic backgrounds, and came away eventually with another valuable life-experience that he would later draw upon in business.

When he was about 11 the family took a trip to Bondi for a picnic. Wayne remembers coming over the hill and catching sight of the ocean... He was mesmerised as he watched a lone surfer out there among the waves. He wasn’t a rebellious child, quite disciplined in fact, but on another day, without permission, he took a bus ride back to Bondi Beach. He spent some hours floating around on the ocean and relished the experience. He went home late that afternoon, still going up


Line Up Surf Australia offers more than surfing including fishing, diving, weddings, partys and anything.

Wayne finalising the land deal with Fiori Island President Mohammed for Beacons Surf Villas in the remote southern Maldives which is an area known for some of the best diving and surfing in the world.

TaRa Ryan

samoa



and down on the waves as he went to bed and decided that he wanted to surf – the passion was born. So much so that when he was 16 and earning his own money, he decided to move to the Northern Beaches... the ‘mecca’ for young surfers where all the ‘best waves’ were. So in 1981, with a friend from the foundry he moved to the peninsular, which has been home for him ever since.

Soon after the move, Wayne was on holiday in Coffs Harbour, and so was Donna Cox from Wollongong. They spent time during the holiday getting to know each other and with opportunities to get together over the next two years they decided to get married. In 1983, Wayne brought his bride back to live in Dee Why. He was still working at the foundry and the money wasn’t too bad, but they questioned whether if they had children and Donna was no longer working, would Wayne’s foundry wage be enough. He decided to make a change.

He landed a job with National Mutual, a finance institution, later to merge with AMP. Despite having to wear a suit – not the most ‘comfortable’ gear for a passionate surfer. He sold financial services and became among the top ten representatives for the company within 2 years. The company

was offering him all kinds of incentives, but Wayne knew that he didn’t want to be tied down too tightly and continued to drive the faithful old Holden turning down the company’s offer of a spanking new Mercedes.

At the same time he was touring the world representing Australia as an elite surf champion and was getting so close to winning championships, but not quite making it, he was also missing the family while away living in strange hotel rooms. He realised that he wasn’t enjoying all the international travel so he gave competitive surfing away to concentrate his professional efforts with National Mutual and began to take on some community work in his spare time. Notably with local board rider clubs in particular at the Christian Surfers Youth Cub. At the time drugs were on offer everywhere, but Wayne managed to avoid them getting high on his surfing life instead! He started coaching courses to help the kids who wanted to surf. This experience was later to generate really good business opportunities.

Donna and Wayne were assessing their future, and decided to look at buying a house somewhere

along the Northern Beaches. They were brought up sharply, when at a Real Estate agent’s office, they realised that a home there was out of their reach. So they headed north looking for a more affordable place somewhere close to a surf beach. Disillusioned, they came back to Dee Why to re-think. Wayne spotted a surf shop for sale on the beach, and the owner was keen to sell. But they had no security to borrow the full $63,000 from a bank. The owner was impressed with them and decided that if they had a deposit of one thousand dollars, he would go out on a limb and give them vendor’s finance. They got a modern shop right on Dee Why beach for not much more than the value of the inventory.

They took possession just before Easter 1990, when Wayne had undertaken to go away to a


Paradise Island water sports, Maldives

Lazy Sunday afternoon at Maninoa Surf Fales

PaRadise island




conference, so Donna would have to mind the store alone for the first few days of their new venture. The first night he rang to see how much she had taken, and was ‘freaked out’ when she reported “nearly a hundred dollars”. The next night Donna reported that the sun had come out and they had sold some extra sun-cream and had taken just over a hundred dollars. Their budgets had shown they needed much more turnover than that to make a go of it.

Wayne began almost instinctively to apply many of the things that he had learned in his life so far. He recalled particularly the invaluable training that National Mutual had provided, the concepts of fair dealing, after sales service and building loyalty. They discovered that some of the major brands were not keen to sell their product to just any old surf shop. A second established surf business they purchased in Top Ryde was ultimately unsuccessful losing them around a hundred thousand dollars, but it already had accounts with the top brands and it was possible to transfer those accounts to the Dee Why store.

They had an experience with a Hawaiian supplier along the way where their own staffer managed to bond a stronger relationship with the supplier than Wayne, unexpectedly they took a step backwards when the staffer turned into competition.

Donna and Wayne decided that they would create their own brand, one that nobody could take away from them. Wayne knew that if the product was good, it would sell, and only their shop would have the brand so they set about having a label designed around the name of their business ‘Line-up’... A senior graphics artist Damien Lands from Billabong designed their logo and their label. From his years in high level surf competition

Tara Ryan about to enjoy a Samoan barrel at Maninoa Surf Fales

Surfing guests at Paradise Island

Wayne with his staff at Cokes Surf Villas Maldives

samoan baRRel



Wayne knew who could build a good board who the best shapers were and how it was done, so soon their own brand of surfboard appeared in the Dee Why shop along with the ‘Line-up’ range of beachwear... board-shorts and shirts, the gear worn by more than just the surfing crowd on the beaches of sunny summertime Sydney.

The move was so successful that a Japanese surfer discovered and loved riding a Line-up board. Later, with unexpectedly little effort on their part, they found they had an export market for their brand in Japan. This export market slowly expanded to seven or eight countries around the world. In the meantime they had been working tirelessly with the local board riders clubs, freely giving time and knowledge through coaching programs, knowing that they were building loyalty with many young surfers living on their own doorstep.

Wayne also began to teach disabled people to surf, working out ways to get someone with only one leg or a blind person to be able to handle a board, and enjoy the experience. Wayne has gained a serious reputation as a surfing coach over the years, having taught actors on movie sets and coached surfing professionals to add that little bit more to their already elite performances.

When he was 17 he and a mate watched a surfing film set in Bali. At the time they had a few dollars saved and went to the travel agent to see if they could get tickets to this place. It’s hard to believe today, but the travel agent hadn’t heard of Bali, and said: “Come back tomorrow, in the meantime we’ll look it up!” So they came back next day and were able to buy tickets, which took them way out of their ‘culture zone’ and to beaches where there were waves like they had never seen before.

This experience led to another passion... travel, especially if they could match it with finding more surf-ready waves on some deserted beach somewhere else on the planet. They had a saying then... ‘If you can get to Mascot... you can go anywhere!’... and they did! To Hawaii, the Philippines, Samoa, Indonesia and many other far-away places... places they had heard whispers about where there were great waves crashing onto sun-drenched deserted beaches.

Donna had been in child care for many years but felt like a change. She took a course so she could work as a travel agent. Around the same time, (the early 90’s) a surfing friend, Mick, experienced a stressful marriage break-up and went off with another surfing mate to hide away for a while.

They packed a bag or two and checked in their surfboards for a flight to Samoa. Mick’s mate was Samoan and had family there.

Wayne didn’t hear from Mick for some time, Mick rang Wayne eventually and told him of the great waves that were in Samoa, and that he needed a job... could he help? Seeing a way to use Donna’s


Luxury water bungalows at Paradise Island Maldives

Aqua suit Maldives this is not part of our business

Dream Catcher 2 where Line Up clients enjoy personalised

luxury service, sailing the Maldives looking for perfect

waves and adventure.

Line Up offers all sorts of special packages including all girls charters as seen where the

girls are having fun in the Maldives.




new skills as a travel agent, Wayne undertook to do some marketing if Mick would be the Surf Guide there, in exchange for ten percent of the turnover. It was slow to get started, but soon people began to talk and the surf magazine stories began to bite.

The government of Samoa realised that while their country is actually the birthplace of surfing they had no international surfing team to compete in the sport that their ancestors had invented! Quite simply, they had forgotten how to do it. They invited Wayne to go to Samoa and set up a competition to find some potential Samoan surfers, and train them in their own tradition.

Mick and Wayne were advised that they would have to lease some land to set up a proper business if Mick really wanted to stay. The short story is they did acquire a strip of lagoon-side land, and built a surf camp. Not long after that a developer offered a quarter of a million dollars for it – Walk away! Wayne was having none of it and today just ten years later, the Maninoa Surf Fales Resort in Samoa is worth rather more than that but is never to be sold because part of its success is due to having partnered with a local Samoan family. They are very conscious of the need to respect local culture. So much so that the resort

plays an active role in helping the local community with health and education, providing jobs and promoting prosperity in the district.

Next, Wayne’s nose for good waves overseas took them to the Maldives off the south western coast of India. They met a guy called Tony in 1992 who had been shipwrecked on the islands, he liked the place so much, he never left. The Maldives then was a very quiet place being a Muslim community and there was no tourist industry then. Later as tourism came along there were two ‘kinds’ of island in the Maldives. Those for tourists and others for the local people. Following a change of Government things became more liberal and Wayne was able to set up a boat charter operation on Paradise Island, this led to partnering with local people to establish their Cokes Surf Villas business and Beacon Surf Villas in the remote south. They continue to find these deserted strips of beach around the world, that deliver surfers the perfect wave. Most recently, a camp in Sri Lanka, “Cuckoo’s Nest” at Hikkaduwa and a small guest house in Bali.

In the midst of a busy business life, Wayne and Donna have been bringing up a family of three girls Tara, Amanda and Teagan. Donna insisted that

Wayne take them all out one by one and show them how to kick a ball properly. They all play Soccer and they all ride the surf, Tara does so competitively, while Amanda studies Psychiatry.

Wayne has a strong conviction that without his Christian belief, he wouldn’t have had the strength to endure the bad economic times and other business disappointments that have occasionally interrupted his otherwise highly optimistic approach to life. He admits that he is an over-achiever, punching ‘way over his weight’. He puts it down to the confidence that people in his past had in him. They encouraged his passion to win.

When Wayne was a young ‘surfie’, he noticed a seemingly arrogant attitude among some surf shop operators. Another lesson! Today he listens to his customers, especially the younger ones, making sure that whatever Line-up sells them, is ok. Even to the extent of taking a young customer out for a surf, because the board wasn’t somehow working out and letting him change it as part of their after sales service philosophy.

This is the hands-on customer service style that is making traditional surf-supply businesses ‘line up’ behind the Ryan example. G

Tara Ryan at Coconuts Surf Spot right out of the front at Maninoa Surf Fales

Maninoa Surf Fales in the early days

Maninoa Surf guide Franni

showing Wayne a bit of Samoan

strength

TaRa Ryan maninoa suRf fales



lEadErShIP

The Hon. Charlie Lynn - Member of the Legislative Council

Political Power vs People

Politics has been sullied as a profession in the light of the Craig Thompson affair. If the fate of the Gillard government didn’t hang on the legal outcome of his indiscretions he would have been dispatched without ceremony. As it stands he is but one of a passing parade of apparatchiks who have brought the once great Labor Party into disrepute. Amongst his ilk self-interest and personal enrichment trumps ideology at every turn.

NSW voters reacted with a vengeance against this ideology in the March 2011 election. They were fed up with the grubby relationships between shady ministers, crooked developers and corrupt councillors. These dealings were laid bare during the ICAC inquiry into how business was conducted in Wollongong. Developers knew who to pay off, who to seduce, and who to standover in their quest to rort the planning system.

There is more to come. ICAC inquiries into mining leases awarded by two former Ministers for Minerals and Energy and a separate one into the former Treasurer will see Labor’s political entrails laid bare. These will continue to validate the voters’ decision to send NSW Labor to Coventry until the crooks and spivs are purged from their Party.

We also know that approvals for local developments were often dependent on attendance at Labor Party fundraisers during Labor’s time in office. Developers were expected to pay exorbitant prices for tables, auction items, and privileged seats with Ministers to stay in favour. It was a brutal and shameless form of political extortion designed to escape the scrutiny of the Electoral Commissioner.

Incoming Premier Barry O’Farrell vowed to clean up the stench by banning developer donations to political parties and reassembling the planning system. He is determined to restore the integrity of the system which was trashed by Labor and their mates.

Unfortunately O’Farrell’s zeal for reform has not

yet registered with his own State Liberal Party. The number of political lobbyists and developer ‘sleepers’ on his State Executive, together with their ruthless use of ‘special powers’ to rort the constitution, is causing serious concern within the wider membership of the Liberal Party. They know voters have little tolerance for people who use political power for personal enrichment.

Tony Abbott knows the repercussions better than most. The failure of his NSW Executive to put the national interest ahead of their own cost him the Prime Ministership. Candidates in winnable seats were not put into the field early enough as factions of self-interest positioned themselves for the spoils of Federal Government.

Neither Tony Abbott nor Barry O’Farrell believe that business lobbyists or those associated with developers in the fields of real estate or conveyancing should occupy positions of influence on decision making bodies within the Liberal Party. They also harbour deep reservations about such people representing the Liberal Party in Local Government. Indeed, Barry O’Farrell does not believe the Liberal Party should contest Local Government elections because of the disproportionate amount of time and effort involved in trying to ‘keep the bastards honest’. He is acutely aware of the potential for the Party to be embarrassed by opportunistic councillors linked to developers, real estate agents and conveyancing lawyers.

O’Farrell knows the game and the players better than most. His apprenticeship includes sixteen years in Opposition and a stint as State Director. Rather than create a factional bloodbath he is more likely to undermine the incentive for personal enrichment in Local Government by removing or diluting their influence over planning decisions. A

shift to regional planning authorities would be an interesting test of political altruism for developers and their shady mates who profess to want to ‘serve their communities’. It might also herald a reversion to political decision-making based on traditional Liberal values.

In the meantime momentum is growing for the introduction of plebiscites into the Liberal Party to allow the wider membership a say in the election of local candidates. Former Prime Minister John Howard has always valued a broad representative membership of the Liberal Party. He has also witnessed the impact of the demise of democracy in the Labor Party over recent years. It is therefore no surprise that he

supports a plebiscite system of voting as the most effective deterrent towards democracy by proxy where a select few on a State Executive are able to misuse ‘special powers’ to engineer outcomes for their own benefit.

A plebiscite system would restore the most fundamental privilege of membership of a political party by empowering members with the option of choice. The future relevance of major parties could well depend on its adoption. G

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

Incoming Premier Barry O’Farrell vowed

to clean up the stench by banning developer

donations to political parties and reassembling

the planning system.


For more information

wsi.tafensw.edu.au

[email protected]

TAFE NSW - Western Sydney Institute (WSI) is a nationally recognised Vocational Education and Training (VET) provider and award winner at the 2010 and 2011 Australian Training Awards. TAFE WSI has colleges located in Blacktown, Blue Mountains, Mount Druitt, Nepean, Nirimba, Richmond, The Hills and the Open Training and Education Network (OTEN), our specialist distance and on-line education provider.

TAFE WSI products and services have continued to evolve to meet and support the changing needs of the Western Sydney region and beyond in the provision of highly skilled workforces.

In light of recent state government education reform announcements, TAFE WSI is reviewing its range of products and services. There is no doubt that this is a challenging time for TAFE WSI. Delivery and service options are being considered in consultation with our staff, industry and the community.

TAFE WSI is engaging with our stakeholders to identify the best way the Institute, in partnership with industry, can respond to the state government reforms. For example, it may mean

that we need to consolidate some of our courses and delivery locations to maximise the use of resources. Our customers are demanding fl exible delivery methods that will provide them with a wider range of accessible learning options including online, distance, in the workplace and/or face to face.

Effi ciency measures for TAFE NSW mean that TAFE WSI is focussing on reviewing its learning products, workforce development offerings, central support functions and offering selected products on a commercial fee-for-service basis. Where there is high skill priority within a specifi c industry, other products may be expanded to meet that increase in demand.

Some enrolment information for 2013 is already available on our website and more will be available in November 2012.

In 2013, VET Fee help, similar to the Higher Education Contribution Scheme (HECS) in Universities, will become increasingly available to TAFE NSW students enrolling in fee-for-service programs.

Programs in Fine Arts including sculpture, visual arts and ceramics,

while valued, are considered by the NSW state government to be a low employment growth area. A range of Fine Arts courses are expected be offered on a full fee-for-service basis from January 1 2013.

Our strong links with industry, business and the community will ensure our programs continue to be responsive to market demands, relevant to the workplace and provide real skills for real jobs in Western Sydney and NSW.

By embracing the challenges evident in the current competitive environment, TAFE WSI will adjust its business model to deliver the best possible outcomes for students now and into the future.

These changes provide the impetus for us to reinforce the Institute as a prominent provider of Vocational Education and Training that will provide the skills required by industry in Western Sydney and NSW.

Susan Hartigan, Institute DirectorTAFE NSW - Western Sydney Institute

TAFE NSW - Western Sydney InstituteEvolving to meet and support the changing needs of the Western Sydney region


Sydney is growing. At The Hills Shire Council, we are aware that we will need to accommodate our share of this growth. But what will it mean for our Shire?

I’d like to make you an honorary Council Planner and pose the following questions to you.

1. How will you deal with The Hills Shire’s share of Sydney’s future growth?2. How will you house new residents and create new jobs while maintaining the quality of life for those already here?3. And how will you make the most of the opportunities that come with the arrival of the North West Rail?

Let me give you a ‘Sydney context’ of our growth, challenges and opportunities.

Sydney is a liveable cityRightly, Sydney is recognised as a liveable and pleasant city. Our geography is stunning and our climate is desirable. On any world measure of quality of life, Sydney rates highly. So it is no surprise so many people want to share our city.

So should pull up the draw bridge and let no more people in? I don’t think that’s realistic and not surprisingly, nor does the Federal or State Government. The reality is that you need economic and population growth to fuel and grow a healthy city.

The people are comingState Government estimates suggest Sydney will grow from approximately 4.2 million to 5.6 million people by 2031. They estimate that as a city, we will need to find around 600,000 more jobs and 560,000 new homes over the next 20 years.

So what does this tell us? It tells us the people are coming. It’s not a question of if we accommodate housing and jobs growth, but how and where.

Here’s what we know about Sydney households:

• Eachhouseholdaverages2.7occupants(inTheHills it’s 3.1)• Eachhouseholdaverages1.6cars(inTheHillsit’s 2.1)

For The Sydney Hills, we need to come up with 36,000 new homes (to house around 100,000 people). We need to create 35,000 more jobs by 2031.

We can’t ‘do nothing’Conventional thinking says you have three choices to manage growth:

1. More green field sites in outer areas (very expensive for infrastructure like sewerage, transport, roads)2. Medium density like low-rise town houses and apartments spread across all existing suburbs changing the character of our suburban quarter acre blocks; or3. High density living around transport infrastructure like railway stations and bus routes (with less impact on existing suburbs)

The question is: ‘what is the correct mix of these choices for us’?

Densities are not something to be feared. However they require careful planning and management.

I’d like to point out that higher density living choices do not have to be second rate. High density buildings can be well planned and attractive. They can have good access to services. They can be planned in a way that will benefit existing communities.

We need to choose our locations wisely. We need to ensure developments provide high quality living and the built form must contribute in a positive way to how our Shire looks.

What’s in store for the future?We know we have to make good decisions about how Sydney will grow over the next 20 years. Growth by urban sprawl does not seem to be the answer.

If you choose further urban sprawl, it will doubtful that Sydney could ever afford the road and transport networks to support it.

Our current approach is to place higher densities around town centres. We know we need to get the built form right, because it’s difficult to redevelop an office or apartment in the future.

We are fortunate. The NSW Government has made delivery of the North West Rail Link a priority. It is estimated the project is an investment of around $9 Billion. The North West Rail Link is a valuable transport asset that will provide choice to our residents.

There is a debate we need to have. How best do we utilise the coming of the rail? Could we argue for greater densities and greater building heights around some of the new stations?

If we did, would this increase the supply of new homes and take pressure off finding more land and more suburbs to convert to higher density development sites?

Would that ensure our suburbs maintain a desirable low density character while we accommodate increased housing supply?

Would urban consolidation around stations contribute to vibrant centres with shops, cafes and recreation facilities that contribute to attractive living and neighbourhood safety – but are only financially viable through higher local populations?

If we allow higher buildings near stations could that ease congestion? Could it ensure at least a high proportion of our new residents use the T-way or rail?

Our challenge is to find the right balance. Our challenge is to ensure any higher density living is exceptional and to make the most of areas with high natural amenity and great access to transport and services.

We must ensure developments have an emphasis on quality design, in-house services and facilities to ensure a great quality of life for new and existing residents. G

Call Council’s Economic Development team today on 9762 1108 for a confidential business visit.

lOCal GoveRNMeNt

how do we deal with Future growth?An interview with Michael Edgar – Group Manager, Strategic Planning for The Hills Shire Council


Council has a range of FREE business information that can answer these questions and more...

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And many more people ask: do I need a permit to run my business from home?

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Did you know that there are over 20,000 home-based businesses in the Sydney Hills? Contact us today for

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VISITwww.thehills.nsw.gov.auandfollowthelinksfromthehomepage.

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BRL - Full Page Business Adver[2]t.indd 1 7/05/2012 12:25:30 PM


There has been much talk in recent months about the rights of Australians to freedom of expression. Free speech is one of the five fundamental freedoms of Australian life, protecting us from being taken to court because we have expressed our opinions. But when does this private freedom find itself within the dominion of the employer?

In a world where the ‘code of silence’ is no longer upheld and where comments made for a specific audience can now be broadcast instantly, indefinitely and irreparably to just about anyone, the individual must now more than any other time consider the weight of his or her words.

It is no longer just the individual’s reputation as a private citizen which is at stake. An individual is a representative – of perhaps a family, community, religious group, and a workplace. These groups that the individual represents are easily aligned with comments made, regardless of their original intent.

There have been cases in Australia and elsewhere in which employees have been dismissed due to their comments in the public domain. Negative or misleading comments made by employees have the potential to cause damage which is not easily undone.

A landmark unfair dismissal case before Fair Work Australia recently delved into the implications of commenting on fellow employees or employers through social media channels. The organisation in question argued that “there was an intersection between social networking sites and employees’ obligations.”1 Although in this case the employee’s dismissal was ordered to be revoked, Fair Work Australia issued a warning that ignorance may no longer be a legitimate excuse for an employee.

It is therefore in the interests of businesses to consider their policies especially in the murky waters of social media. While a social media policy may be beneficial in defining some boundaries, reminding staff regularly of their need to be reasonable and respectful in the comments

that they make regarding your business but also public figures and other organisations may also be necessary.

From a marketing perspective, it makes a lot of sense to protect the brand reputation which your employees are representing within the social media realm both on their personal and the organisation’s social media mediums.

Customers are now highly savvy about how they research and choose their products and the brands that they support. Disillusioned about

‘push advertising’, customers are turning to social media for objective information about brands and can see through any marketing hype. They may not trust your newspaper advertisement but they will give weight to the comments made by the person who bought a product last month, or the employee who ‘likes’ a rival brand. Within this environment it has become vital that your employees are projecting the right image and that their words and actions cannot be used against your business. In the current marketplace, every employee is a customer service representative, both on and offline.

The current era is one of high engagement with customers. Gone are the days of the marketing monologue – a dialogue has become the norm, with customer interactions now an essential part of the engagement. Customers are vocal about the services and products they receive. There are those who, if impressed, will take it upon themselves to advertise and review your product. To make the most of this ‘word of mouth’ marketing, and to ensure that their brand reputation is in good health online, businesses need to ensure that customers are getting the best service.

Traditionally, customer relationships were managed by sales-based business units, but the

modern experience of customer service is much broader, focussing on each of the ‘touch points’2

that a customer has, including the final product as a part of the overall customer experience.

The realm of social media and freedom of speech may seem ephemeral and daunting because of the inferred lack of control that a business can have over it. But if the resulting online reputation is seen as an extension of the customer experience then businesses need to employ a culture of online engagement and interaction with ‘experimentation within boundaries’ that teaches

employees to respond to real life customer issues, in line with real online protocols.

Businesses would not tolerate unacceptable behaviour in person, and would have guidelines in contracts, or company guidelines, outlining what is acceptable company behaviour. Online representation requires such guidelines also.

Within the dialogue which characterises modern marketing, it is important that all employees use their freedom of speech with common sense. G

1 Papadakis, M, 2012, ‘Linfox loses appeal over FWA order’, The Australian Financial Review, 4 October, p. 9. 2 Tom French, Laura LaBerge, and Paul Magill, 2011, We’re all marketers now: Engaging customers today requires commitment from the entire company—and a redefined marketing organization. McKinsey Quarterly.

TaFE NSW - Western Sydney Institute (WSI)

p | 02 9208 9304e | [email protected] | wsi.tafensw.edu.au

BuSINESS ADviCe

Controlling the dialogues about your Business Craig McCallum, Director, Strategic Marketing and Media Relations, TAFE NSW - Western Sydney Institute (WSI)

A landmark unfair dismissal case before Fair Work Australia recently delved into the

implications of commenting on fellow employees or employers through social media channels.


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BuSINESS ADviCe

Let me take you back a few months...It is July 2012 and over 10,000 athletes representing 205 countries converged on London for the games of the 30th Olympiad. They were there to test their ability against the best in the world with the ultimate prize being that elusive gold medal. Some athletes were regarded as favourites for their event, others were regarded as outsiders. But at the end of the 14 day competition we would all know who was the fastest, the strongest, the fittest and the best in their chosen event.

At the Olympics our 4 x 100 Mens Freestyle Swim Team learnt an important lesson. Even though you may be regarded as the benchmark athlete or team (the favourite) in a particular event, the expected outcome doesn’t always transpire. They were regarded as the hot favourite to win gold… the team to beat. But under the weight of expectation in the biggest event of the past four years, they failed to deliver. In fact they didn’t even make the podium.

You may be regarded as the best, you may think you are the best at what you do, but is that the truth? Whether it is in sport or business, the best will always rise to the top through hard work…there will always be an athlete or business that finds the extra edge to achieve success against their competitors.

So how are we tracking against our competitors? Do we even know or know where to find out?

In last month’s article we used the example of a café owner and listed a number of non-financial KPI’s we could use to measure the effectiveness of the activities required to drive business growth. This could then be measured with the use of technology, a business dashboard that collates financial and non-financial data to give us a snapshot and see if we are on track to success. But is that the only place we should look for information?

Another complementary tool that can be used by business to measure performance is by Benchmarking. Benchmarking our performance

against our competitors. This can give us valuable insight into assessing our performance against others in our industry or an industry that implements similar processes.

Benchmarking is a concept that was first introduced by cobblers to measure people’s feet for shoes. Benchmarking is used to measure performance using a specific indicator which results in a metric of performance that it is then compared to. It is now used universally by business management to identify and compare business processes and performance metrics against industry best practice.

As per our example above, for our café/restaurant owner, once understanding the key measures within the business, what are some of the key indicators we would measure our performance against and what would they look like? From the sample of actual café’s we have data on, below is a summary of some of our key financial data broken up into four categories of comparable benchmarking information:

1. Growth Benchmarks – What is our average change in sales, are our sales growing above or below industry average and benchmark sales growth rates? The sample results are as follows:

Industry average Industry Benchmark

Sales Growth 9.20% 35%

2. Profitability Benchmarks – Where is our business performing well and where can we improve when compared with industry profitability benchmarks? The sample results are as follows:

Ind. aver. Ind. Benchmark

Gross Profit 57.80% 69.70%

Salaries, Wages 31.70% 23.10%

EBIT 12% 25.50%

Return on Capital Employed 123.60% 515.10%

3. Cash Flow and Finance Benchmarks – What can we do to improve our business cash flow? The sample results are as follows:


Stock Turnover Days 12 4

Trade Creditor Days 20 0

Interest Cover 5.5 16.6

Current Ratio 3.9 14.1

Total Debt to EBIT 1.5 0

4. Business Valuation Benchmarks – What can we do to improve the value of our business? The sample results are as follows:


Profit $121,857 $318,406

Capitalisation Rate 2.87 4.18

Business Value $379,533 $1,104,001

Once our performance has been assessed where does our business sit? Where are we when compared to our competitors? Are we:1. Below Average Performers 2. Average to Benchmark Performers 3. Above Benchmark Performance

With all of this information at hand we now have all of the essential tools to help us first identify and then plan our priorities to change our business’ strengths and weaknesses for increased profit and value.

So whether you are a café owner, or the coach of the 4 x 100 Olympic Freestyle Swim Team, having all of the essential information and data on hand is necessary to ensure our team performs at its absolute best. G

Skeggs Goldstien, through its network of advisers, has built up significant benchmarking knowledge across a range of industries. If you would like to obtain the “VIP” Treatment for your business please let us know.

Skeggs goldstien associates

p | 1300 753 447e | [email protected] | www.sgapl.com.au

Rising to the top... how does your Business Compare?

skeggsgolds ien

Darryn Fellowes, Wealth Adviser - Skeggs Goldstien


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Performance management – getting the Best out of your staff Kris Cilia, Consultant - The HR Department

Having great employees who enjoy their jobs, engage with their peers and contribute to the overall success of a business does not occur by chance; rather it is the result of a planned and consistent approach to managing employee performance.

Good performance management recognises and rewards an employee when they are performing well and also supports an employee to improve if their performance is not achieving the required standard.

Performance Management should be an integral part of the ongoing communication between management and employees. Performance Management is more than just the annual appraisal; it’s ensuring the employee has continual feedback throughout the year thus fostering an environment of open communication between the manager and the employee. The annual appraisal should be the formalisation of this ongoing communication.

Most managers will agree that performance management is very important but other pressures and commitments can sometimes overshadow this. Managers are often unsure of the process, their role and lack confidence in managing the performance of their employees specifically when performance does not meet expectations. An effective and robust performance management system provides managers with tools to facilitate appropriate communication and should include the following elements:

1. Job description Tasks/responsibilitiesThis is the starting point of any performance management system. Employees need to be sure of the performance expectations the organisation has of them in any given job. The job description should clearly state the areas of responsibility or tasks, the desired outcomes and a quantifiable measure for each. This will ensure certainty for both the manager and employee and will be used as the catalyst to commence and continue feedback between the manager and employee.

2. Behaviour and attitudeThe second key component in performance management is behaviour and attitude. An

employee can technically be fully competent at their job but may exhibit inappropriate behaviour and/or poor attitude. This can have detrimental effects on teamwork, morale, productivity and innovation. Behaviour and attitude are even more important than job skills as skills can be learned by the employee whereas changes in behaviour and attitude need to come from a fundamental change within the person.

Rather than focus on inappropriate behaviour or attitude, the appraisal should focus on the behaviour or attitude the organisation wants from its employees. This behaviour or attitude should initially be based on the organisation’s mission, vision and values statement through a Code of Conduct policy. A Code of Conduct establishes the guidelines for employee behaviour and clearly articulates the organisation’s expectations.

However any policy on its own does not create a great workplace culture. Management must consistently be living examples of the behaviour and attitude an organisation wants. Employees will remember what managers do rather than what managers say.

Positive behaviour needs to become part of the organisation’s ethos and should form an important part of the annual appraisal.

3. annual goalsEach year, prior to appraisal time, management should determine the major goals that need to be achieved to fulfil the organisation’s strategic and business plans. These major goals are then broken down into smaller department goals. At department level these goals are further refined into individual tasks and responsibilities. These task and responsibilities are then discussed with the relevant employees and form part of the annual appraisal process where goals are set for the individual for the coming year. Besides fulfilling the strategic and business plan objectives, these annual goals will ensure the employee has direction and certainty, both of which are important aspects in the employee’s work life.

4. Training and developmentThe final step in the appraisal process is to determine the training and development needs for each employee. When determining these training needs the manager should take into

account:a. Any skills deficiencies in an employee’s current job skills set;b. Any skills which are needed for an employee to progress to the next level;c. Any skills needed to fulfil the next set of annual goals;d. Any skills which can assist in improving efficiency of everyday processes.

The most critical step in any training and development program is application of the knowledge or skills acquired. Managers and employees alike need to determine how the new skills can be incorporated into the current processes to improve efficiency and have a positive impact on the workplace.

The key to effective performance management is open and honest communication between managers and employees. This is underpinned by certainty in job direction and employee behaviours and attitudes. To maximise its chances of becoming more efficient the organisation must adopt a culture of continual feedback and improvement through a structured performance management process.

A robust performance management process empowers managers. It supplies them with the tools and training to enable them to effectively manage their employees consistently and fairly and to maximise their performance for the benefit of the organisation and the employees. G

If you would like to discuss strategies to maximise the performance of your employees please contact The HR Department.

The hr department

e | [email protected] | www.theHRdepartment.com.au


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FEaTurE

I am thrilled to announce that our beautiful new showroom is finally “Open for Inspection”.

1984 saw the opening of our first Showroom in Phillip Street Parramatta (4 days before the birth of our Twin sons), later another in Castle Towers and a third in Beecroft. Finally, combining all three and re-opening again in the year 2000 in Castle Towers, on the middle level, opposite Myer.

For 12 years our showroom stood in this premier shopping centre, ahead of itself at the time in design, service and product. However, to walk into our new one, in 2012, complete, was just breathtaking and a very proud moment for my wife and I. Proud, not the least because of the spectacular finish, but especially in the knowledge that it was the combined input by our extremely loyal and professional staff and especially our sons James and Daniel that made this a reality – a new generation of Robert Cliff Master Jewellers, and a new Journey for us begins!

I would love to have you come and visit and it will be my pleasure to show you around our new Showroom, to introduce you to our wonderful Team, and to have your feedback! G

robert Cliff Master JewellersShop 380A Castle TowersCastle Hill, NSW 2154

p | 02 8850 5400e | [email protected] | www.robertcliffmasterjewellers.com.au

OPEN FOR INSPECTION!

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

ThE JOuRNEy

Phillip Street Parramatta - 1984

Our first Shop in Castle Towers - 2000

Our New Showroom - 2012



Thousands of our local youth are anxiously awaiting the release of their Higher School Certificate (HSC ) exam results. For many, they are also awaiting their Australian Tertiary Admission Rank (ATAR) to see if they secured a ranking required to enrol in their preferred university course.

Those students who get the desired results will be able to enjoy a happy and relaxed Christmas. Students who do not achieve the desired results, may be disappointed and become distressed about their future.

As parents, friends and employers, it is important to support them through this period and keep the results in perspective. It’s not the end of the world, nor does it mean that life will be easier. Leaving school and moving into adult work or study is a challenge, and they’ll need your support (even if they don’t admit it).

It is important to be aware that there are many pathways to a desired career, including:

• Secondroundofoffersintothechosencourse,• Enrollinginacomplementarycourseandapply to transfer to the preferred course,• EnrollinginTAFE,theunitsstudiedoftengive credits into a university course, and• Seekemploymentinafieldrelatedto the chosen career, to support a mature-age entry application to further education.

For employers, there is an opportunity to support our youth by employing them as an apprentice or trainee. This way, they not only get on the job experience, they also get accredited theoretical training that complements job performance and provides a qualification that may give them credits and advanced standing in related courses.

Parents and friends need to be supportive and provide proactive encouragement. It is alright to take a break after 12 years of hard work at school, but it is important to note, there are deadlines for enrolments in courses and post HSC is a competitive time to be seeking employment. There will be a number of young people in a similar situation competing for the same position. It is essential for any job seeker to have their résumé

up to date and well presented. It is also essential to ensure that the cover letter is personalised to the job being applied for whilst addressing the selection criteria.

There are many organisations available to offer assistance and support. Councillors and career advisors at the TAFE’s and universities and government funded job network providers can assist people in securing employment. However, many jobs do not get advertised or listed with

employment agencies; they are promoted via word of mouth and increasingly by social network sites.

For businesses, this is an opportunity to recruit local youth into your organisation or provide them with some practical work skills by employing them on a part time or casual basis. We have all been there, facing the anxious time of transitioning from school to work. Formal partnerships can be established with schools to provide students with work experience whilst they are still at school.

As a parent, friend or employer, we should be aware of the stress and anxiety the HSC places on the students, and do whatever we can to assist them in their transition from school. G

Stephen Frost is the Managing Director of BREED Inc, managing the School Business Community Partnership Broker initiative of the Federal Government.

If you would like assistance to work with your local youth to improve their educational attainment and transition through school to further education and / or work, contact your local Partnership Broker.

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

Members

[email protected]

p | 9853 3247

[email protected] | 9633 7100

[email protected]

p | 4725 0310

Post hsC – for some, the stress is Just Beginning

For businesses, this is an opportunity to recruit local youth into

your organisation or provide them with some practical work skills by

employing them on a part time or casual basis.

Ausexplore. inspire.engage

SIP

Stephen Frost, Managing Director – BREED Inc

FEaTurE


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In this article I would like to expand on a serious issue that affects a range of online industries. This issue is what I regard as “pollution” of the market place due to the low barrier of entry that comes with operating an online business. I would also like to highlight how business owners can protect themselves and their hard earned dollars.

What do I mean by “low barrier of entry”?

Barrier of entry is a term used to describe and measure the difficulty of starting a business in a particular sphere. High barrier of entry can exist where a significant investment is required into infrastructure, certification or any other prerequisite to operating a particular business. Low barrier of entry refers to a business where minimal or no investment is required.

As a crude and extreme example, starting a new free-to-air TV channel could be considered as a business with a very high barrier of entry in Australia.A web design company could be classed as a business with a very low barrier of entry. This is where the problems arise.

Which industries am I talking about?

During the last decade, most small business owners have encountered quite a number of these characters:

• The web designer – triggered by the rise of the World Wide Web and advent of DIY website development tools• The search engine optimisation expert – triggered by popularisation of Google• The social media “guru”/“social media marketing” expert – triggered by popularisation of Facebook and Twitter• Experts focused on “webinars” and online video – triggered by popularisation of YouTube• QR Code Experts – triggered by popularisation of QR Codes in mainstream• Blogging Experts – triggered by popularisation of Wordpress

All of the above mentioned areas of expertise can be quite genuine at helping your business. However, the ease of getting into these areas means that only a small percentage of these professionals are in fact genuine.

This is a list of professions in the IT industry with a high barrier of entry. It is very rarely that you will find someone falsely proclaim themselves as one of these:

• Software Developer / Engineer – requires years and years of independent study to become proficient in multiple programming languages. When was the last you have picked up a business card for a software developer at a local business function?• E-commerce Developer – there are not many software developers in this profession. Writing software to do live transaction processing is a skill possessed by the few.• System Administrators – experts in keeping computer and networking systems working smoothly.• Mobile App Developers – applications for mobile operating systems are quite difficult to develop. Experts in this field are genuine software engineers with a specific area focus.

Why do business owners have to be careful?

There is no official accreditation for the typical “social business guru”, unlike in the case of the clearly defined education and legitimate certification for financial advisors, lawyers and accountants. The reality is that for the “guru”, the only one goal is to get into your pocket. Your business will not be getting any results. Just needless expenses.

how do I separate the “guru” from a legitimate professional?

When you hire a personal trainer, would you prefer to be trained by a professional bodybuilder or an out-of-shape individual that scores worse on the health scale than you do? The exact same test can be applied to the typical “guru” out there.

If it is a web designer or web developer, simply review their work. The websites the company produced for their clients should be attractive, well thought out, functional, and above all – deliver results. The bottom line in business is king. If your web designer produces websites that deliver results, hire them. Ask for signed testimonials.

For a search engine optimisation expert, ask them to show you some real results. Put them in front of a browser with Google and ask them to demonstrate what they have achieved. And be sure to double check that they are in fact showing their achievements.

In terms of social media, I have yet to see any experts that delivered any kind of measurable,

real results (hint: “Likes” don’t feed your accounts receivable). I keep hearing of millions of dollars to be made and millions of potential clients “out there”, but nothing concrete. Is it worth the effort? Unless your business is in the entertainment industry, please forget about this. If you really want to, do the Facebook page yourself and sign up for a Twitter account. That is all there is to it.

In terms of QR Codes, login to “qrcode.kaywa.com” and you can have one for yourself in about 2 minutes.

There is nothing special or chaotic about online video either or blogging. There is no requirement for online video experts to even exist – you just need to have a legitimate professional video editing company film for your business and YouTube will take care of the hosting. Blogging applications are available as pre-packaged open source applications, such as Wordpress. Your web developer would be able to add one to your site without too much effort.

The best course of action is to ask for signed testimonials with results expressed in dollar figures. And then double check them.

Be wary of the self-proclaimed expert and their toxic promises. G

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SOCIETy & LiFe

We have dealt with loss in previous days so I won’t dwell too long on that subject now. Suffice to say that in June last year the love of my life decided that we needed to have a trial separation of sorts - we would still see one another to see how it would go but we were for all intents and purposes “breaking up”. We did see each other for a while but I placed no great faith in the process and eventually we predictably broke up for good - or so I thought, but more on that later.

Separation from a loved one is a sobering experience on many levels and it certainly was in my case as well. So I embarked on my new lone journey with some new objectives in mind. Loss demands that we reflect, re-evaluate and reassess all that has gone before in an effort to make some sense of the pain we are going through to learn from our mistakes and hopefully correct them and in doing so ensure that we don’t ever make the same mistakes again…hopefully.

Sometime before losing her I had planned a trip back to Kokoda for both of us. It was to be a bonding and awakening journey to take together. I knew that if we could survive the rigours of Kokoda we could endure anything that life would throw at us. We could and would survive anything that life had in store for us.

After the parting I knew instinctively that I must complete that particular mission because it was also to prepare me for my new life, the part of my life that would see me through to the Winter of my days. The next adventure that would include, among other things, my foray into politics; also I knew that I could put all that remained of us to rest and be free to give all of my energies to the task ahead. So back to the jungle I had to go!

My first trip to Kokoda was in 1996 when I was still working in television. Little did I know that it was to be one of my last trips working in that industry.

I was involved with “The Challenge” series then and we went to Papua New Guinea to film a trek across Kokoda trail as a tribute to those

magnificent young men who gave so much in defence of a planned invasion of our beloved Australia.

The trek leader was a man called Charlie Lynn. Charlie entered my life in the capacity of trek leader. We soon became the best of friends and have remained as such to this day.

1996, Kokoda, a life changing experience. During that trip my whole life changed and I was ‘guided’ and supported by a man who was to endear himself to me in that special way that some people do, if you are lucky enough. We bonded man to man, brother to brother, much I imagine, in the same way as those young men did in those terrible days of war so many years ago. A special kind of relationship was born then - the kind of fusing together that can only take place under those kinds of conditions or circumstances, the kind of bond forged by mateship, courage, endurance and sacrifice.

During that trip I experienced life changing transformations. I decided to leave my dysfunctional marriage; to no longer live a lie for the sake of the children - a mistake made, well intentioned, by so many men and women. That in itself was enough but there was more, much more. I regressed back to my childhood and became, through hallucination, a five year old again, to face what I had been running away from for so many years - my childhood abuse and the abuser. Sadly I cannot remember the face or name of that abuser but I know that I saw and knew him then out there on that jungle track.

I cried out to my mother and all those around me for help and comfort but was left wanting as there was no-one to hear me. I now realise that like so many survivors of abuse, I shouldered the pain on my own and it was only later that I was able to express it, albeit in the wrong way.

Out there in the jungle I was finally able to face my abuse, my sense of having been abandoned, my fears and my anger, and to finally begin to put them to rest. I was able to assign them to the past where they so rightfully belong. I came out of the jungle a man free of his demons; a man able to embrace a new life, whatever that might include. I was free of that terrible weight.

And so it was that I planned to go back to that

cleansing jungle to free myself, to purge myself, to wash away all the residue of a life that no longer served me but was holding me down. I was going back to Kokoda to find salvation, re-birth just as the Phoenix tattooed on my back symbolises. I was going back to Kokoda with Charlie Lynn.

Charlie Lynn is a great friend and one of the most extraordinary characters it has been my privilege to meet in the course of my life. He is one of those people that some either love or hate but for my money even if I didn’t like him I would, without doubt, admire or even respect him for who and what he is. He is a straight shooter. He is an honourable man and above all one of the most decent human beings it has been my fortune to know.

He is a generous and loving man - he loves his country and his fellow man with a passion that is seen all too frequently these days. But his real strength, or part of it, is that he can help you find or discover yourself. This he did for me back in 1996.

He helped me reveal and discover things about myself that I was unaware of. He helped me to uncover the real me, but more on that later when we travel together back into the jungle, back to Kokoda....

Your mate, Angry. G

Angry Anderson AM is available for the following public speaking.

Angry is also available for corporate or public and private engagements, musical entertainment – acoustic performance detailing the history in song and story of Rose Tattoo; electric performance with cover band playing a selection of rollicking rock and roll and assorted R+B favourites.

e | [email protected]

People you meet along the way (Part 5)

Angry Anderson


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The Panthers celebrated the end of the 2012 NRL season with a glittering presentation night at the Panthers Pavillion, honouring those who shone brightest both on and off the field this year.

NSW Sports Minister Graham Annesley was among the 530 guests, which also included the Panthers Board and Life Members, newly-elected Penrith Mayor Mark Davies, our sponsors, players and their partners. The Harry’s Café de Wheels Pantherettes opened the show with an energetic performance, before comedian Mick Meredith had the guests laughing along to his clever signature songs. Performers ‘The Boys in the Band’ later got everyone on their feet with their rendition of songs from supergroups including the Beatles and the Jackson Five.

Panthers Captain Kevin Kingston was the biggest winner of the night, taking home both the John Farragher Award for Courage and Determination, and the Merv Cartwright Medal for Player of the Year. Kevin was extremely humbled by the recognition, telling the crowd he was “very proud and very grateful to be a part of the Panthers. We are a great club with a great tradition. The staff, the players, the fans…I love all of you.”

After a strong finish to the season in the five-eighth position, Lachlan Coote was rewarded with the titles of Members Player of the Year, and Tackle of the Year. Josh Mansour also bagged a double as Panthers Rookie of the Year and for Try of the Year, while Arana Taumata was named Windsor Wolves Player of the Year. NYC captain and Toyota Cup 2012 Team of the Year member Vaipuna Tia Kilifi rounded out an amazing season by being named NYC Player of the Year, while Clubman of the Year went to Panthers Recruitment Manager Jim Jones.

Head Coach Ivan Cleary spoke of his strong belief in the club and players, despite the difficult season. “People here are dedicated to each other. I am so lucky to be here at the Penrith Panthers. Any time there’s change it can be a little bit painful, but I’d like to thank all the boys who put their heads down and did their best,” Cleary said.

While the NRL season is over, there is still plenty of representative action over spring and summer. Kevin Kingston, Lachlan Coote and Michael

Jennings were all selected in the PM’s XIII side which took victory over Papua New Guinea’s Kumuls in Port Moresby on September 23. The match was a representative debut for Kingston, Coote’s first call-up to the PM’s XIII side, and Jennings’ fourth time in the team.

Panthers prop Sam McKendry was also named to play his 7th test for New Zealand as they take on Australia, with incoming Panther Dean Whare also set to make his debut. Panthers NYC star Tom Eisenhuth will also don a green and gold jersey for the first time, after getting the call-up for the Junior Kangaroos. Eisenhuth made his first grade debut with the Panthers earlier this year against the Warriors in Auckland.

The players enjoy their annual holiday over the month of October, before heading back to training on November 1st as they compete for the most coveted spots in the 2013 NRL and NYC teams. With seven new players heading to the club, there’s sure to be plenty of excitement on the cards for Panthers fans. Watch this space!

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