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January-February 2016

ArchiveAssociationsJanuary-February 2016Supply Chain and Logistics

Supply Chain and Logistics Association of Australia – Serving Australian Businesses

by BVO
written by BVO

The Supply Chain & Logistics Association of Australia (SCLAA) is a not-for-profit member-based organisation run by volunteers. Its main purpose is to provide guidance and direction to professionals working in this sector.

The membership of the association includes supply chain and logistics practitioners working in organisations of all sizes from SMEs through to large corporates. The SCLAA organises a number of events at the state and national levels to serve and advance the interests of professionals in this field.

The association adopts various methods for the development of the profession. It regularly collaborates with industry stakeholders to promote best practices. The SCLAA has the distinction of organising the greatest number of logistics and supply chain events at the state and national level amongst all associations in Australia.

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The SCLAA has a national footprint with representation from across the country. It actively promotes women in the supply chain and in 2015, many of the State Division Presidents nominated were women.

Amanda O’Brien, CEO of Australian Worldwide Logistics Pty Ltd and National Board member of the SCLAA describes the functioning of the association, “The SCLAA gives a voice to the supply chain. It’s about the network, people and their collective experiences aimed to drive development of the highest standards in the industry. We have very professional corporations that contribute to the knowledge base of supply chain professionals. The association is known as one of the most influential National Associations delivering the best benefits for networking, expanding knowledge and driving excellence in the Supply Chain & Logistics Field end to end.

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“The supply chain is growing and becoming far more complex.  It is more demanding and more IT-focussed than ever before. We have aligned ourselves to various organisations that we work for and with. We offer logistical solutions to clients both large and small by advising them not only what they should do to improve their transport costs but what VAS will enhance their productivity with the aim of achieving a very high level of service with good ROI.”

Certified Professional Logistician certification

The association’s Certified Professional Logistician (CPL) course is a popular certification recognised by Australian industry. The CPL program, which was launched in 2007 has become a benchmark of excellence for measuring capability and proficiency within the profession of logistics and supply chain management.

The CPL program was conceptualised and formulated by a committee comprising representatives from The Chartered Institute of Logistics and Transport and the SCLAA. It provides those undergoing the course with knowledge and training on various topics including warehousing, freight, transportation and distribution through to supply chain management.

The program is highly regarded by employers as it brings together the breadth and depth of skills required of a modern logistician. Individuals undergoing this course gain in-depth knowledge in several areas that are crucial to the management of a supply chain. These include training in IT, transportation, economics and business areas.

The CPL is also recognised globally and can be upgraded to an international certification through the tie-up that the SCLAA has with the Asia-Pacific Logistics Federation.

Membership

The SCLAA has over 8,400 members and industry contacts. It has been in existence for over five decades and has a proven history and governance framework to deliver valuable inputs to both SMEs and large corporates.

The association’s footprint covers the entire country. Committees have been established in ACT / Southern NSW, New South Wales, Victoria / Tasmania, South Australia / NT, Queensland and Western Australia. Each committee is led by a Division (State) President and organises regular events in its area.

Each division elects a committee member who forms part of the National Board. This Board, in turn, elects a Chairman to head the organisation. The SCLAA has a depth and breadth that cannot be matched by any other supply chain and logistics association in Australia.

Members benefit in several ways including getting the opportunity to upgrade their skills through the continuing education programs offered by the association. The regular events organised by the SCLAA offer them the opportunity to share ideas and knowledge with fellow professionals.

In its endeavour to provide focus to its efforts to promote the growth and development of the profession, the SCLAA has constituted various committees amongst its members. These include committees that work on education, awards, social events and regional development. Additionally, there are sub-committees for projects on Women in Logistics, Mentoring, career development, Future Leaders and school-based training.

For over 50 years the SCLAA has been running the Australian Supply Chain & Logistics Awards, the most prestigious and influential recognition in the country’s supply chain, logistics and transportation industry. In addition to this, it has been organising the Supply Chain & Logistics Conference for the last 16 years. This national event attracts professionals and practitioners from across the country.

Increasing importance of the supply chain and logistics function

In Australia, there are over 1.4 million companies with supply chain / logistics functions. Speaking about the great relevance of this function for the efficient working of organisations that range in size from SMEs to large corporates, Amanda O’Brien says, “Technology has changed things because people want real time results.

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“Business partners want to know how their freight has been moved at every stage of the supply chain cycle. Time is very important and we really do have to look globally for solutions because in Australia we can become a little bit myopic in our view. We are working to increase our efficiencies and our productivity. There are a lot of benefits we can derive by looking outside our shores.”

The SCLAA has entered into affiliations with a number of international associations to give its members the opportunity to be involved in events and information sharing opportunities. It has tie-ups with the Asia-Pacific Logistics Federation (APLF), Council of Supply Chain Management Professionals (CSCMP), Supply Chain Management Association-Canada (SCMA), China International Logistics and Transportation Fair (CILF), Global Supply Chain Council (GSCC), Vietnam Supply Chain (VSC) and Supply Chain Council (SCC).

Speaking about the SCLAA, Amanda O’Brien says, “We are the largest association for supply chain and logistics professionals and we have a proven history of value for money and strategic reach in looking after professionals and practitioners who work in the supply chain industry. More and more employers are expecting professionalism in the industry and we enhance and advance the interests of supply chain professionals in Australia.”

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ArchiveAssociationsJanuary-February 2016

Motor Trades Association of Australia – Proactively Representing the Automotive Industry

by BVO
written by BVO

The Motor Trades Association of Australia (MTAA) represents its member associations and has as its primary objective the task of educating and informing government and industry about the role of the automotive sector. It proactively participates in the development of sound public policy on issues affecting or impacting the retail motor trades, small business and consumers.

The automotive sector in the country has an annual turnover of over $208 billion and is an important component of the national economy. It employs in excess of 310,000 across 52 trades and skills categories. The sector comprises enterprises that service, repair, fuel and sell to Australia’s 17.2 million strong motor vehicle fleet.

A large part of the automotive sector is comprised of small to medium sized businesses. Government policies play an important role in determining how this sector fares. From the time it was established almost 30 years ago, the MTAA has played a pivotal role in influencing government policy. The policy inputs that it has provided have played an important role in the development of the automotive downstream sectors in Australia.

MTAA receives directions and overall guidance from its Board of Directors, who are supported by a National Secretariat in Canberra. The directors are nominated by the respective member associations. The day to day operations of the MTAA is managed by the association’s chief executive officer, Richard Dudley. He is assisted in this task by the National Secretariat, with specific skills in stakeholder relations, government affairs, communications and statistical analysis

Speaking of the establishment of the MTAA Richard Dudley said, “The MTAA was formed in 1988 as a result of the state and territory motor trade associations determining that there was a need for national representation to deal primarily with advocacy and lobbying at a Commonwealth level. Prior to that, it had been done in an ad hoc fashion by some members through an entity called the Australian Automobile Chamber of Commerce.

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“But it was not really a national organisation reflecting all of the views of all the states and territories. The MTAA established headquarters in Canberra. It established a secretariat and then later down the track built a new headquarters building in the parliamentary zone.”

The MTAA represents the Motor Traders’ Association of New South Wales, the Victorian Automobile Chamber of Commerce, the Motor Trade Association of South Australia, the Motor Trade Association of Western Australia, the Motor Trades Association of the ACT and the Motor Trades Association of the Northern Territory.

As a national-level body, the MTAA presents a unified voice primarily to the federal government and plays a key role in influencing government policy. The work carried out by the association includes identifying and monitoring issues affecting the automotive sector and taking up appropriate matters with the government.

Role played by the MTAA

The National Secretariat of the association acts as a liaison between the Federal government, Commonwealth departments and industry. It receives specific inputs from National Industry Sector Committees that sit underneath the MTAA umbrella.

These committees provide detailed inputs on matters specific to each of the components of the automotive sector. These sectors include the Australian Motor Body Repairers Association (AMBRA), Australian Motorcycle Dealers Association (AMDA) and several others representing parts dismantlers and recyclers, service stations and convenience stores, tyre dealers and retreaders, and farm and industrial machinery dealers.

The inputs that are received from these bodies is consultative in nature and provides the MTAA with the technical advice required to create effective policy responses to a wide range of issues including regulations.

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Describing some of the issues that the MTAA takes up with the government, Richard Dudley says, “The key issues that we look at include competition and taxation policy. In addition to that, there are issues that crop up from time to time, particularly in regulation standards.

“A recent example of this are the government investigations into whether it should relax the restrictions on parallel imports of motor vehicles. Clearly that is of significant interest to various sectors and consumers.

“So we gather the information and technical input from our members and their business constituents and then form a view which is then expressed on to the government as it considers an issue.”

Change in the automotive industry

The Australian automotive industry is undergoing sweeping changes. A stark illustration of this is the closure of domestic car manufacturers Toyota, Holden and Ford in Australia by 2017.

These changes will affect the communities where these companies and their supplier companies have operated for many years and also result in the automotive industry undergoing a fundamental shift. In a marked departure from the past, the industry will have to rely almost totally on automotive vehicles and parts from overseas manufacturers.

Over a period of time, many businesses will close down and others will get amalgamated into larger companies. The MTAA is taking a number of steps to ensure that the transition that takes place is helped by appropriate government policies that provide the correct type of support to the affected parts of the automotive industry.

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Recently, the MTAA organised a summit in Canberra to discuss issues affecting the automotive sector. It has been pursuing the issue of a more holistic policy from the government since 2013. At that time, it became obvious through analysis and investigation that the retail, service, repair, recycling and associated sectors of the automotive supply chain were undergoing important changes.

Speaking about this issue, Richard Dudley says, “Some of those changes were being driven by technology. Others were being driven by changing business circumstances due to changing relationships.

“For example, the vertical integration of the motor vehicle insurance market was taking place whereby insurers were not only selling policies, but they were building facilities to conduct their own repairs. There is nothing wrong in that, it is just that it is a sign of vertical integration that has an impact on independent motor body repairers.”

While the automotive industry will continue to adapt and evolve, the MTAA is playing an important role in ensuring that federal policies are in the interest of the trade and the Australian consumer. Its strong linkages with its member associations across the country and the experience that it has gained since its inception in 1988 puts it in a unique position to offer the government advice and guidance.

 

 

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ArchiveAssociationsJanuary-February 2016Public Sector

Local Government Association of Tasmania – Protecting the Interests of Councils

by BVO
written by BVO

The Local Government Association of Tasmania (LGAT) plays a key role in promoting the efficient administration and operation of the state’s 29 Councils. It was established over a hundred years ago, in 1911. LGAT has a statutory role and its activities revolve around advocating for the state’s councils, working to improve their efficiency and providing services to councils.

Strategic direction to LGAT is provided by a General Management Committee of eight members who are elected by LGAT member council representatives every two years. The committee comprises the popularly elected president, the Lord Mayor and six other members elected by regional groupings of councils.

Dr Katrena Stephenson, Chief Executive Officer, Local Government Association of Tasmania, explains the association’s role, “We really are the voice of local government in Tasmania. We undertake advocacy on a number of levels. At a state level, we work directly with bureaucrats on specific legislative or policy or project issues.

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“But we also have in Tasmania, a Premier’s Local Government Council which is a regular forum between the elected board of LGAT and the Premier and Minister for Local Government. It is something that was started under the previous government but has been maintained under the current Liberal government. It really is a very fortunate situation to be in as it gives us a very close dialogue with the government so that we can collectively tackle issues of concern.”

As a means to give direction and focus to the LGAT’s activities, a strategic plan is developed every five years by the General Management Committee in conjunction with the CEO and Secretariat. A critical function that the Association performs is that it serves as a link between the Commonwealth, Tasmanian State and Local Government on matters of policy, finance and legislation.

LGAT fulfils this role by consulting with the state’s 29 councils and communicating with the different levels of government.

LGAT’s role in the reform of councils

LGAT plays an active part in ensuring that the reforms proposed by the State or Federal governments are implemented in a manner that is fair to all. Currently, an important item on the State’s reform agenda is improved efficiencies in the Local Government sector through the implementation of strategic resource sharing between councils and council amalgamations which would deliver economies of scale and scope.

Amalgamation of councils or even resource sharing will entail great changes to be incorporated by councils if they are to be implemented. The process of this change will be extremely complex and it is also bound to be time-consuming. LGAT has worked hard to ensure that councils have access to all the information that they need to take decisions regarding this reform.

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The Association has provided councils with data on how this process has worked in other states and arranged for speakers with knowledge of the subject to educate councils on the issue.

The State Government is providing finance to councils to undertake feasibility studies to either implement strategic resource sharing models or to undertake voluntary mergers. Under this scheme, the government bears 50% of the cost of the study and requires the councils to bear the remaining portion.

The current government has also started moving to a single planning scheme for the state in respect of land-use planning. This is a significant reform that will impact how councils and communities interact with the planning scheme.

LGAT has been involved at every stage of the planning reform process. The association has a representation on a government task force constituted for the purpose of determining the impact of this reform and how it can be best implemented. In addition to this, the LGAT successfully advocated for the establishment of a technical reference group provide advice on implementation practicalities.  The Association also co-funded an expert local government planner to support the State Government reform team.

Financial viability of councils

LGAT has done extensive work on understanding the gap in capacity in councils in terms of how they are managing assets. After studying this matter in detail, the Association designed a programme to assist councils in addressing this issue. LGAT conducted a number of training programs on the subject to help councils upgrade their skills.

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Federal funding was received to promote the skill of councils in managing assets and linking that to long-term financial planning. All the efforts that were taken by LGAT bore very positive results. Recently the Auditor-General issued a report in which it was declared that all Tasmanian councils are financially sustainable.

Referring to the Auditor-General’s report, Clarence Mayor Doug Chipman who took over as the new president of the Local Government Association, Tasmania, in September 2015, said, “We have seen consistent improvement over the past few years and the Auditor-General has found that all Tasmanian councils are financially viable. While there is still room for improvement in some areas, this is a great result.

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“It reflects the strong emphasis councils have placed on financial and asset management. For the first time in nine years, the sector has a surplus. Councils continue to build on the improvements made under the Commonwealth funded Local Government Financial and Asset Reform Project which was managed by the Local Government Association of Tasmania.

“All councils want to ensure cost-effective and sustainable services, with no single generation wearing a disproportionate cost burden. LGAT will continue to support our members to implement best practice, long-term planning and financial management practices through the provision of tools and training.”

Key benefits of being a member of the LGAT

Councils benefit immensely from being LGAT members. One of the principal advantages they enjoy is that their interests are represented to the State Government in a common voice. LGAT also speaks on behalf of councils to other government bodies and to other interest groups and the community.

Additionally, LGAT’s General Management Committee, General Meetings, working groups, workshops and committees play an active role in developing and advocating on local government policies.

Another important function that the Association performs for its members is that it develops tools and resources that the whole sector can use. Councils do not need to duplicate this effort. As part of this function, the LGAT has developed a range of tools to help implement work, health and safety legislation. The Association has also developed practice notes on the subject of financial and asset management.

LGAT offers a number of professional development opportunities to both elected members and officers. It has instituted a rolling program of development opportunities that address local government issues and functions.

In the recent past, the LGAT ran a forum for finance and asset officers around integrating financial and asset management and one on the implementation of the heavy vehicle regulations. Programs such as these are regularly held throughout the year.

Essential role played by LGAT

LGAT has provided great help and support to Tasmania’s councils over the years. In addition to representing them at the State and Federal level, the association provides training to council staff and a host of resources to assist them in the performance of their functions.

The work that the association does assumes greater importance as the local government sector is undergoing important changes.

Mayor Doug Chipman sees a major role for the association in the days ahead. He said, “This is a time of significant proposed reform to the sector and I intend to ensure the voice of local government is heard clearly by those in power. I would like to see LGAT on the front foot in regards to issues such as planning reform, amalgamations, shared services and financial reform.”

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ArchiveJanuary-February 2016Manufacturing

Versace Timbers – Accredited Queensland Timber Merchant

by BVO
written by BVO

Versace Timbers is a family owned and operated business located in Virginia, Queensland that has built up a strong reputation for being a quality supplier of construction timber in its 60 years of existence. The business began operations in 1956 on a small scale milling timber logs, but has subsequently increased its level of operations and is now a well-regarded Brisbane timber supplier and manufacturer to the residential market in South East Queensland.

Graham Leddy, the current Managing Director, has been in the family business for the last 17 years. Initially, he worked under the guidance of his father, Peter Leddy, and learnt the intricacies of running a timber merchandising company over a period of seven years. Subsequently, he took over the running of the day to day operations and with the assistance of his three brothers and a great team, has built upon the strong foundations of the business and taken it to new heights.

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Versace Timbers has a staff of 45 and operates out of a reasonably large premises measuring 6,000 square metres. The company is known to deal only in high-quality sustainable timber and building materials. It provides an outstanding level of service to its customers and is also highly regarded by its suppliers.

In addition to selling timber products, the company manufactures roof trusses and wall frames. This allows its customers to buy all their timber related requirements from a single source. Versace Timbers supplies extensively to the renovation market and this niche has been the mainstay of its business.

Some years ago, Versace Timbers began to make an entry into the new home build market. This foray met with great success and today the construction industry holds Versace Timbers in high regard and the company is now a regular supplier to a number of new home builders.

About a year and a half ago, Versace Timbers became part of the Accredited Queensland Timber Merchant Network (AQTMN). This is a group of Queensland owned and operated businesses with the aim of growing Queensland’s forest and timber industry.

AQTMN members stock and sell Queensland produced timber at a fair price. This association has provided a boost to Versace Timber’s business volumes in addition to providing its staff product knowledge training delivered by peak industry body, Timber Queensland and TABMA Australia.

Products

Versace Timbers supplies a wide range of products to the renovation and new home build market. It also fabricates high-quality trusses and wall frames that can be used in the construction of new and renovated homes. A number of their builders find the use of these pre-fabricated products as a more economical alternative than to build the house from scratch.

Trusses are also easier to erect and even the most complex roofing requirements can be met through their use. Versace Timbers has the added advantage of being a MiTek fabricator. This technology enables the company to manufacture roof trusses and wall frames efficiently and accurately while maintaining high standards of quality and service.

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The timber cladding provided by Versace Timbers provides homes with natural insulation that is attractive and can be easily redecorated or rejuvenated. Timber cladding is also environmentally friendly as the timber is taken from sustainable sources and requires a lower amount of fossil fuels to manufacture.

Nothing is more Queensland then a timber deck. Versace Timbers has been providing Brisbane Builders with plenty of homegrown Queensland decking over the past 60 years and helped transform many homes by creating an extended living space.

Timber flooring is another well sought-after product and has become a feature of many South East Queensland homes. Versace Timbers stocks a number of species of timber flooring such as mixed hardwood, pine and cypress and also has access to a wide variety of other timbers in various colours and grades.

Versace Timbers’ core business is merchandising and manufacturing timber, however they certainly aren’t limited to selling just timber. Gone are the days of the basic brick veneer or timber chamfer house. A lot of today’s modern builds and renovations are looking for an edge, something different. Versace Timbers are able to offer a number of alternative cladding options such as Weathertex or fibre cement based products from the BGC Fibre Cement range of building products or even some composite decking choices such as Modwood. If a customer is chasing a particular product, Versace Timbers will do its level best to source it or at the very least guide them to where they can get it.

Marketing of products

The company’s sales representatives actively market Versace Timber’s wide range of products. The company also advertises regularly to create awareness about itself. The majority of Versace Timber’s sales are the result of word of mouth references and from repeat business.

For the last three years, Versace Timbers has been facilitating a “Charity Golf Day”. In 2015, this event was held at the Virginia Golf Club and over 100 players consisting of clients, staff and supplier sponsors participated. The event was a great success and has become a much-anticipated yearly event in the calendar of all those associated with Versace Timbers.

The company also uses this occasion to raise funds for charity. An auction and a number of raffles are held throughout the day, with the proceeds donated to the Prostrate Cancer Foundation of Australia (PCFA). In 2015, a sum of $6,800 was collected. Over the last three years close to $20,000 has been raised by the generous customers, suppliers and staff who participate on the day and presented to the PCFA.

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Active role in timber industry

Graham Leddy plays an active role in Queensland’s timber industry and is a director of the Timber and Building Materials Association Ltd (TABMA). This association is an industry body with offices throughout Australia. It represents timber and building material merchants, suppliers, manufacturers, frame and truss fabricators, wholesalers and timber importers.

TABMA members receive access to a range of benefits including government representation at the state and national levels, industry representation, networking opportunities, development of labour resources through group training divisions, group buying discount arrangements and also permanent and part-time staff placements through the recruitment division.

Versace Timber’s participation in TABMA has given it greater exposure and kept the company abreast of developments in the timber industry.

In 2012, Versace Timbers was declared to be the Best Building Material Centre (Metro) at the Queensland Timber Industry Awards.

Emphasis on training

Versace Timbers growth can be attributed to a number of factors. The company lays great emphasis on training its employees. One of Versace Timbers’ staff members recently won the Trainee of the Year Award. Six years ago the company was adjudged Best Training Culture at the Queensland Timber Industry Awards.

Employees are regularly sponsored for courses on various topics including management, warehousing and merchandising. Several staff members have done technical courses on the design of trusses and frames.

Family is important

Versace Timbers know the importance of family and aim to treat their staff like family. In the early days, the staff Christmas get-together was held at the home of Peter and Kerry Leddy, with staff, partners and kids all invited and the children each given a present. As the company expanded it became difficult to continue this tradition, so the party was moved to a catered venue, such as the local bowls club or Victoria Park putt-putt.

In 2009, it was decided to have a staff and partner-only function and then every second year have the kids as the main focus of the event. In 2012, when the construction market wasn’t quite as buoyant and getting a sale was very challenging, the morale amongst the staff wasn’t the best, so in an effort to boost the spirits of everybody, all staff, partners and kids were treated to a night at Sea World Resort on the Gold Coast, a dinner get-together and entry into their theme park for the weekend.

This was well accepted by all and a huge success. Funnily enough, this was the turning point to what has now been three fantastic years. In 2012, 70 people attended the event, including partners and children. In 2014, the event was again held at Sea World with a total of 95 in attendance. A few more kids had been born over the past couple of years, as well as the addition of a few more staff, so numbers could be tipping 100 this year.

Growing business volumes

In 2013, Versace Timbers had an annual turnover nearing $10 million. Sales turnover in the past 12 months has now surpassed $20 million. It is currently in negotiations to purchase a second site and set up its manufacturing arm to cater to the growing demand for its products.

AT A GLANCE

WHO: Versace Timbers

WHAT: Versace Timbers specialize in experience and supplying products for renovations and new build projects.

WHERE: Virginia, QLD

WEBSITE: versacetimbers.com.au

Supporting Partners & Preferred Vendors

Auswood
auswoodtimber@bigpond.com

Gympie Sawmill
www.gympiesawmill.com

Lindsay Meyers
www.lindsaymeyers.com.au

Mitek Australia
www.mitek.com.au

Tilling Timber
www.tilling.com.au

Sponsored Advertorials

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Aged CareArchiveJanuary-February 2016Series 2015-2016: Best Managed Firms – Assisted Living

TLC Aged Care – Changing the face of Australian aged care

by BVO
written by BVO

A leader in its field, TLC Aged Care has grown rapidly since it started operations in 1991 with the purchase of two aged care facilities in the Geelong area. Shortly thereafter, TLC developed a new facility outside of Geelong and relocated its residents there.

Over the last 25 years, TLC Aged Care has added a number of new residential care homes and currently provides services at 10 locations. Over 1,000 highly motivated and trained employees work together as a team to ensure that every resident enjoys a comfortable and healthy lifestyle and is provided with the most appropriate level of care.

Each home has been designed and built to provide high-quality facilities for its residents. The rooms are bright, cheerful and impeccably maintained. Currently, TLC Aged Care has homes located in Altona North, Belmont, Whittlesea, Hallam, Noble Park, Frankston, Wallington and Donvale.

New Corporate Identity

In 2014, TLC Aged Care started implementing plans to provide primary care services and industry training in addition to residential aged care services. In its endeavour to provide focus and direction to this new strategy, the organisation introduced TLC Healthcare as its new corporate identity. Under the umbrella of TLC Healthcare sits its operating brands: TLC Primary Care, TLC Aged Care and TLC Learning.
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TLC Primary Care started operations in October 2015, by launching its services from its Noble Park location. The new community healthcare hub provides medical care to both residents and the wider community. A wide range of services available includes general practitioners, chronic disease management nursing, physiotherapists, pathology collection, telehealth, rehabilitation and allied health services.

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At the time of the launch of the new community healthcare hub, Lou Pascuzzi, the chief executive officer of TLC Healthcare explained the organisation’s decision to diversify into this sector, “I am delighted to see our first community healthcare hub open in Noble Park. This centre is testament to TLC’s ability to recognise a need in the community and respond to that need with an integrated service offering.

“Integration of healthcare services is the way of the future for both aged care and the Australian healthcare system in general, with relative clinical and commercial benefits on multiple levels. The Federal Aged Care Minister, Hon Sussan Ley, has been championing an integrated approach to healthcare and this centre is a working example of integration in action.

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In February 2016, TLC opened its second community healthcare hub at Belmont in Geelong and is on schedule to open additional hubs at Donvale, Altona North and Frankston North in early 2016.

In February 2016, TLC Learning, the aged care training division of TLC Healthcare, was granted registration as a training organisation. TLC has a state-of-the-art training facility at St Kilda Road in Melbourne and on-site wholly owned training facilities in Donvale, Noble Park, Frankston and Geelong. This division will play a key role in the TLC’s expansion and in ensuring that the skills of its employees are continually upgraded so that they are able to provide the best possible care to residents.

Lou Pascuzzi explained why TLC places great importance on training, “The training and development of our team is paramount to the success of our organisation. In-house training of our staff not only provides TLC with a highly skilled workforce but also opens up training opportunities to team members who may not otherwise undertake career development.”

 

International Recognition

Lou Pascuzzi - Awards Image Retouched No.1-webLou Pascuzzi was recently named ‘The Global Most Outstanding Chief Executive Officer in the Care Home Sector in 2015’ at the Over 50s Global Housing Awards. TLC Aged Care was also presented with ‘The Most Innovative Global Aged Care Housing Design in 2015’ for the proposed development in Clifton Hill in Melbourne.

 

Accepting these awards at a gala dinner in London, Lou Pascuzzi said that industry recognition was a validation of TLC Healthcare’s $120 million investment strategy to take the Australian healthcare industry to the next level.

Sponsorship in the community

TLC engages in a wide-ranging philanthropic program that benefits local communities, charities and sporting teams. TLC Aged Care is a major sponsor of Alzheimer’s Australia VIC and has worked with them to develop a range of specialised dementia services for its aged care residents.

Lou Pascuzzi believes all organisations that benefit from the support of their local communities should give back. “In 2016, we will continue our strong relationship with Alzheimer’s Australia Vic by sponsoring their fundraising ‘Afternoon Teas to Remember with Ita Buttrose’ in Melbourne.

“This association has also resulted in TLC Aged Care introducing a highly innovative ‘supported living’ program into its homes, which includes daily lifestyle activities to help people living with dementia return to more independent living.”

Alzheimer’s Australia VIC also advises TLC Aged Care on dementia-friendly design and best practices in care for their existing and future homes in addition to training TLC’s staff in specialist dementia care.

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Expansion & development plans

TLC’s expansion strategy includes the establishment of two new homes, one at Armstrong Creek between Geelong and Torquay and the other at Clifton Hill in Melbourne.

Speaking about the application made by TLC to Geelong City Council for the facility to be set up at Armstrong Creek, Lou Pascuzzi said, “Geelong City Council has been very receptive to our plans for the Armstrong Creek facility that lies within a growth corridor of 22,000 new homes. Not only will the facility offer aged care and primary care services to this growing community, but will also employ over 100 people.”

A 121-bed development is planned at Clifton Hill, which is within the jurisdiction of the City of Yarra. A number of community consultation meetings have been held and it is expected that final approval for the new facility will be received soon. TLC’s proposal to introduce significant vertical infrastructure in densely populated areas has been well-accepted and is seen as a means to avoid displacement of residents from where they have lived.

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TLC is also in the process of building a 125-bed extension at its existing facilities at Wallington near Geelong. A community healthcare hub is also planned here. When completed, this development will result in a 260-bed integrated healthcare site.

A major Brownfield development, which includes a 60-bed extension and renovation is underway at TLC’s Homewood home, located in the Melbourne suburb of Hallam. When completed, the facility will have 180-beds and include a community healthcare hub that will be accessible from a new entrance with additional parking. The City of Casey has already given its approval for construction and it is expected to be completed by December 2016.

In addition to seeking new avenues in which it may expand, TLC Healthcare is constantly renovating its existing locations and upgrading its facilities with innovative services. In a unique first, the homes in Noble Park and Belmont have been provided with virtual reality cinemas. It is proposed that this technology will be rolled out across all locations.

In November 2015, Lou Pascuzzi was invited to participate in the Australia-China International Aged Care Summit as a panellist on the Aged-Care Facility Design and Operation Forum. The insights gained during this visit have presented TLC Healthcare the opportunity to understand how it may participate in China’s aged care sector.

TLC Healthcare has developed a focussed strategy to become a leader in providing innovative services in the areas in which it operates. The organisation’s highly trained and motivated staff exemplify the best in healthcare services. As TLC’s expansion plans achieve completion it will be in a position to provide care to an even larger number of people within the communities that it serves.

AT A GLANCE

WHO: TLC Healthcare

WHAT: TLC Healthcare mission is to be leaders in innovative and integrated healthcare renowned for providing wellbeing to our communities.

WHERE: VIC 3004

WEBSITE: http://tlcagedcare.com.au/

Supporting Partners & Preferred Vendors

ACD
www.agedcaredev.com.au

Baldasso Cortese
www.bcarch.net

George and ARB Electrical
www.geoarb.com.au

Quality Pharmacy
www.qualitypharmacy.com.au

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ArchiveInfrastructureJanuary-February 2016Public SectorSeries 2015-2016: Infrastructure, Sustainability & Economic Development – TAS

Southern Midlands Council – Blending Old-Fashioned Values with Modern Ideas

by BVO
written by BVO

A rural local government authority covering the southern part of the Central Midlands, the Southern Midlands Council was created in 1993. It comprises the territories of what were earlier the municipalities of Oatlands, Green Ponds and Northern wards of the municipalities of Brighton and Richmond.

The Southern Midlands Council has a population of about 6000 persons and its economy is rural based. The district is steeped in history and contains a number of Georgian farmsteads, three jails and a number of early industrial sites. These include timber stations, sandstone quarries and limekilns.

There are several towns and localities within Council area with the major ones being Oatlands, Campania, Bagdad and Kempton. The Midland Highway (Heritage Highway) and the north-south rail route bisect the municipality.

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The Southern Midlands Council’s Mayor is Tony Bisdee who was first elected to the former Green Ponds Council in 1972 and has been a Councillor and Mayor continuously for the past 40 years. He was the first Mayor of Southern Midlands Council when it was established in 1993.

In the Annual Report for 2014-15, Mayor Bisdee describes the role Council plays in providing infrastructure facilities to its residents, “Council has maintained its focus on asset renewal / replacement during the past year. This included replacement of two significant Bridges: Brown Mountain Road Bridge and Rotherwood Road Bridge and the commencement of other smaller bridge renewals.

“Considerable funds were expended on re-sheeting of gravel roads and a number of sealed road reconstruction projects were completed …the installation of new ground lighting at both the Campania and Oatlands Recreation Grounds was completed during the financial year.

“This was a major infrastructure project for Council, and whilst some preliminary planning had occurred, it was necessary to expedite the project following receipt of a report that the existing wooden poles had deteriorated. Council were firmly of the opinion that this level of investment was required to support local sporting teams in both the Oatlands and Campania areas.”

Infrastructure projects

Tim Kirkwood, General Manager of Council and Jack Lyall its Manager of Works & Technical Services, discussed the various infrastructure projects that Council has recently completed. Council management uses its asset management systems, physical inspections and other means to determine the assets that need to be upgraded or renewed.

Speaking about the process utilised for allocation of the funds available to it, Tim Kirkwood explained, “We identify the important projects for asset renewal or asset replacement.

“Every council is in the position that there is insufficient money to do everything that they want, so we initially go through a prioritization process and then it goes to the elected body of the Council who approves the budget.

“Now, as part of our budget process, we also have some discretionary capital funding for projects that are identified by the community. These may be projects that the community has identified as being a safety issue or a community want or desire.

“These are primarily new asset projects. From an asset management or financial management perspective, we do tend to focus on renewal or maintenance of our existing assets without spending too much money on new assets.”

Rec Ground lighting - Campania Oatlands-web

Road project

The total urban and rural road length in Council’s area is 803 kilometres. An important road project that was recently completed at a cost of $245,000 was the realignment of the junction between Church Road and Elderslie Road at Broadmarsh.

The intersection of these roads was at an angle of 30 degrees and the project entailed converting this into a ‘T’ junction. The project met its stated objective of maximising sight distance and improving parking facilities in the vicinity.

The junction is critically located as it is a School Bus Stop Area. The work on realigning the junction was initiated in response to the lodgement of a petition by the local community with Council. As the project served to enhance safety levels for school children it received Government funding in the form of $90,000 from the Road Safety Black Spot Program.

Bridge projects

There are 152 bridges and major culverts within the municipal area. Three important bridge projects that were completed are:

Elderslie Road Bridge: This required total replacement as the condition of the existing structure had deteriorated to a point where it could not be repaired. During the process of putting up an entirely new bridge at a cost of $871,000, a slight realignment was done to eliminate a sharp bend on the south-eastern approach.

The reconstruction of this bridge was essential as it provides access to the Broadmarsh / Elderslie area. The contract was undertaken by AusSpan, who did an excellent job of completing the project in an extremely competent manner.

Elderslie Road Bridge-web

Brown Mountain Road Bridge: The timber structure of the bridge, which had been in existence for many years, needed to be replaced. When the new bridge was constructed in its place, it was designed in a manner that a centre pier was removed. This facilitates the passage of water during peak flow periods.

There are a number of orchards in the area and the bridge is important as it provides access to them. The project cost was in excess of $440,000.

Rotherwood Bridge: The old bridge had a timber deck and timber rails on a steel sub-structure. A relatively inexpensive project was executed at a cost of $208,000 where a pre-cast segmented concrete deck was installed on the existing steel sub-structure. The new deck allowed a steel guard rail barrier to be installed, which provides a much higher degree of safety compared to timber rails.

Planning for the future

Council has formulated a 10-year plan to ensure that its municipal area is provided with constantly upgraded infrastructure and amenities. It has devoted a great deal of energy and time to co-ordinate its activities with the Department of Infrastructure, Energy and Resources to improve the safety and standard of the Midland Highway and other State Roads along with road junctions.

The leadership and direction provided by Council have made the municipality one of the best managed in the state.

AT A GLANCE

WHO: Southern Midlands Council

WHAT: Southern Midlands Tasmania is a blend of good old fashioned values and modern ideas co-exist.

WHERE: TAS 7120

WEBSITE: http://southernmidlands.tas.gov.au/

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ArchiveJanuary-February 2016Series 2015-2016: Best Managed Firms – Supply Chain & LogisticsSupply Chain and Logistics

Rocke Brothers – Synonymous with Melbourne’s Waterfront

by BVO
written by BVO

The largest independently owned wharf carrier in Melbourne, Rocke Brothers, offers a range of services. These include container transport, storage and handling, cold rooms to store temperature controlled inventory, warehouse storage and inventory management, customer warehouses and container parks.

History

The Rocke family has been associated with the transportation business since 1857 when Martin Rocke saw an opportunity to cart supplies for gold miners. The family tradition continued with the third generation of the family switching from horses to a truck soon after World War I.

World War II saw the business thrive after it was awarded a number of government contracts. The fourth generation of the family, headed by Peter Rocke went on to become the largest waterfront carrier on the eastern seaboard of Australia in the 1980s and early 1990s.

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Peter’s sons, Michael, Matthew and Paul decided to branch out on their own and in 2003 started Rocke Brothers, a company that specialises in waterfront transport and associated services.

The fifth generation of the family represented by the three brothers, Michael, Matthew and Paul were honoured at the 2013 Australian Freight Industry Awards with the Personality of the Year Award for the strong contributions that they have made to the transport industry.

Facilities

Rocke Brothers has two depots, one in Brooklyn and the other in Geelong. It has outgrown its old depot in Lara and will move out of it by the middle of 2016. The depot in Brooklyn is about 10 acres in size with most of the area being hardstand. The company has a total of about 130 employees and it shifts approximately 80,000 containers per year.

It has a large fleet to cater to the requirements of its customers and owns 50 prime movers and 210 trailers in a range of configurations. The availability of different types of trailers allows Rocke Brothers to execute jobs of various specifications. Among the trailers that it owns are 5 ‘A’ Double combinations, a ‘Super B’ Double combination, 25 ‘B’ Double combinations and 12 Sideloaders for placing of containers on the ground at customer’s warehouses.

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The company also owns a full range of skeletal trailers including tipping, retractable, roll back and low profile. For delivery of unitized cargo, Rocke Brothers owns Tautliners and Flat Bed trailers. In addition to these assets, it has a team of 40 to 50 dedicated subcontractors.

Adrian Booth, Business Development Manager of Rocke Brothers describes the operations, “Currently we are constructing a purpose-built facility in Geelong. It is partially in conjunction with the City of Geelong council. The facility’s size is 10 acres with 50% being dedicated hardstand. The remaining 5 acres gives us room to grow, should the demand require it. We are, and will continue to be the largest carrier in the area.

“We deliver things like timber, grain, beer and cotton, we also work for a number of freight forwarders, some of whom are the biggest in the country. Freight forwarders move everything so we could be carrying various types of goods.

“We now offer quarantine unpacking inspection. We offer fumigation as well. We have three warehouses on the Brooklyn site where we unpack containers for clients’ and redeliver their goods as many customers do not have the capability of unloading a container so we do it for them.”

At the time the decision to shift to Geelong was taken, Rocke Brothers Managing Director, Matt Simmons said, “Rocke Brothers is committed to being part of rebuilding economic enterprise in Geelong and looks forward to being a part of a vibrant enterprise community.”

Strong Information Technology capabilities

Over the years, Rocke Brothers has steadily developed its information technology capabilities so that it can provide an enhanced level of service to its clients. This initiative has been spearheaded by the company’s managing director and back in May 2014, all the information stored on the company’s servers was transferred into a new computer system.

The new software package, which went live in August 2014, has worked very well and clients have benefitted from a number of reports that the system is capable of generating. The next phase of systems upgradation includes live container tracking, a facility that will provide clients with complete transparency.

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Pick-up and delivery locations will be geo-fenced allowing every container to be date and time-stamped as it passes through the fence. In addition to this, clients will have access to several new report formats that will supply information in real-time.

Adrian Booth explained the company’s approach, “Out IT is supplied by Container Chain who specialise in container transport software. We are trialling live tracking at the moment where the client can log in and just see where their containers are. The system is based on the IPad that is sitting inside the truck.

“The job is sent by the Fleet controller through the IPad and the driver accepts it. At that point, the container number attaches itself to that IPad and this allows the client to track the container rather than them having to send an email enquiring about its location.”

Customer service

Rocke Brothers’ greatest strength is its customer service capability. It has developed a procedure according to which each of its clients is allotted to a specific customer service representative. This ensures that the customer has a single point of contact when dealing with Rocke Brothers. That one person will always address every issue that the client has.

Customers have found this facility to be extremely useful as it saves them a lot of time and allows them to communicate quickly and efficiently with the company. The customer service person is also the one who invoices out the job once it is complete. It helps the client find answers to its queries quickly and results in a high degree of customer satisfaction.

The appointment of dedicated customer service teams has also helped in another way. Fleet controllers, who earlier used to also reply to customers, now concentrate on their primary task.

A recent survey commissioned by Rocke Brothers found that its clients ranked the company’s customer service capabilities very highly. Many customers deal with more than one transport company. The survey asked these clients to rank Rocke Brothers against its competition. The results of the survey revealed that Rocke Brothers is well ahead of its rival transport companies.

A high percentage of clients also rated Rocke Brothers as an ideal business partner for their organisations and considered the company a supplier with whom it is easy to do business. Additionally, a large percentage of customers said that they would recommend Rocke Brothers to other organisations.

Caring for the environment

Recently the EPA conducted tests at a few schools that are at some distance from Rocke Brothers’ premises and found the dust and pollution readings to be quite high. The company worked on a program to completely resurface its yard. This exercise entailed an expenditure of about $3 million.

This measure resulted in the site becoming EPA compliant. Now the amount of dust that emanates from Rocke Brothers’ site is minimal.

Growth plans

Rocke Brothers will seek to open another facility in the Dandenong region, which would result in the company having a triangle of depots. This would allow them to provide even more efficient service to customers.

Adrian Booth speaks about what drives the organisation, “The most important thing for us is the respect that we get from our clients – that is paramount for us. The customer survey that we recently conducted showed the amount of trust that they place in us and how important we are to them.

“We were very gratified with that. We were especially happy that our clients saw us as being far ahead of our competitors. That augurs well for the future and gives us a base to continue to grow. We pride ourselves on our customer service.”

AT A GLANCE

WHO: Rocke Brothers

WHAT: Rocke Brothers has 1.3 quarantine accreditation, offering full quarantine unpack service and Container fumigation

WHERE: Victoria 3051

WEBSITE: http://rocke.com.au/

Supporting Partners & Preferred Vendors

QP Lubes
www.qplubes.com

Sponsored Advertorial

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ArchiveCouncilsJanuary-February 2016Public SectorSeries 2015-2016: Infrastructure, Sustainability & Economic Development – TAS

Kingborough Council – Turning Challenges into Opportunities

by BVO
written by BVO

The municipal area of Kingborough Council is located just south of Hobart and covers 717 square kilometres.  Kingston is its commercial, retail and administrative centre and the Council area includes Bruny Island. Kingborough had a population of about 34,000 in 2011 according to the Australian Census. The largest number of inhabitants resides in the Kingston/Blackmans Bay area.

The population in the municipality has a high growth rate with the Census records showing that between 2006 and 2011 the number of residents in Kingborough grew by 9%. The comparable figures for Tasmania and Australia as a whole are 4% and 8.3% respectively. The growth in population in Kingborough is the largest of any local government area in Tasmania.

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Council has done a commendable job in catering to the requirements of the growing community and many of its programmes are in direct response to the increased demand for infrastructure and other facilities. The rapidly growing population puts a strain on its resources but Council has risen to this challenge and initiated a number of projects that have resulted in making Kingborough the first choice of many home-seekers.

The Mayor of Kingborough, Cr Steve Wass has successfully steered Council in achieving many of its goals and encourages a can-do attitude within the organisation which has enabled it to take up a number of ambitious projects. He says, “It has been a rewarding year as my first year as Mayor and I am excited by the new developments and initiatives happening in Kingborough.

“Our community continues to expand and is projected to grow by a further 40 percent over the next two decades, which is the strongest population growth in Tasmania. I am confident the future of Kingborough is bright as we have one of the strongest footholds of any Tasmanian Council when it comes to community service delivery and business partnerships.

“The building blocks are in place and we have the people, the ideas, the service platform and the desire to embrace our challenges and turn them into opportunities.”

Kingborough Bistro 2015-web

There are a number of industries in the Kingborough Council area with fish processing, tourism and civil engineering being the most prevalent. The activities practised on a smaller level include sawmilling, quarrying, building and joinery.

Kingborough also houses Australia’s headquarters for the Australian Antarctic Division, as well as a dedicated fisheries and aquaculture centre at the Institute for Marine and Antarctic Studies. It is home to the Kingborough Sports Centre, the State Gymnastics Centre and the Twin Ovals and function centre.

Tony Ferrier, Deputy General Manager, Kingborough Council, and David Reeve, Executive Manager Engineering Services, explained the details of the various projects that Council has undertaken.

Former Kingston High School site

Describing this project Tony Ferrier says, “Council is currently trying to upgrade the central business district through a number of projects and the most important one is the redevelopment of the former Kingston High School site. Council is in the process of purchasing that site from the government.”

The Kingston High School was formerly located at a site that is immediately adjoining Kingston’s central business district. The land is now vacant and available for development. The former school buildings have been demolished and it is proposed that the area will be converted into inner city residential housing and commercial units.

About 40% of the available space will be used for gardens and parks. A community health centre and a community hub will also be constructed. The project is an integral part of the CBD and Council is currently in the process of doing the traffic analysis and road design to provide it with better linkages.

The Kingston High School site is the most important development opportunity in Kingborough and its success will give a fillip to the whole Kingston CBD. Council has structured the project in a manner such that it supports further private investment within the rest of the central Kingston area rather than competes with it.

Twin Ovals & Function Centre-web

It has done this by ensuring that a number of additional community facilities such as public parks and health services are provided in the immediate vicinity. This will bring more residents and visitors into the area, resulting in greatly increasing the viability of local businesses.

It is estimated that once the Kingston High School site redevelopment project is completed it will help create about 600 new jobs for the local community. New business activity will result with an additional $80 million being injected into the local economy. In the 10 year construction period, a sum of $90 million will be expended for on-site development resulting in 70 jobs being created each year.

Referring to the Kingston High School site development project Mayor Steve Wass says, “Kingston has an important role to play as a key employment centre in Southern Tasmania and this development will secure increased job opportunities for our community going forward.

“The site will also incorporate significant components of public open space, which will add to the overall appeal for businesses, tourists and residents; it will be our heart and soul.”

“I am particularly thrilled by the architectural competition to design the Community Hub on the site. This competition is in accordance with the Australian Institute of Architects guidelines and will be open to architects Australia wide.”

Kingston Beach

David Reeve explained the importance of Kingston Beach to Kingborough Council and the steps that have been taken for its renewal, “It is a popular beach used by a variety of users. In 2005, there was a master plan that was developed, which looked at a vision for that area. It did not consider just the foreshore portion but looked at the whole Kingston Beach precinct.

“Council developed an overall vision that incorporated the buildings and businesses that we wanted to have along the beachfront and in its immediate vicinity. We put a great deal of emphasis on developing open spaces that would support all the varied uses for the area. We also analysed the current and future traffic demands and the car parking requirements.

“Landscaping and foreshore redevelopment has been key to supporting the vision for the area. Kingston Beach is a treasured location, important for not only the local people but also a large number of visitors who frequent it. We maintain the quality of the beach and enhance it to make it an enjoyable experience for all users. The design continues to be developed in consultation with the local community and other visitors and we will be reviewing our progress throughout the implementation of the plan.”

A fair amount of work has been completed on enhancing the beach foreshore itself and on the connecting roads. Council is now developing the remaining sections. Most of the financing for the work has been provided by Council itself although it did receive a recent grant from the state government that has helped facilitate a small part of the redevelopment.

Sports Precinct

About 40 years ago, Council purchased a large property and subsequently built a sports centre on it. At that time, it was a large investment and a substantial amount of debt had to be incurred for the acquisition of the land. The sports centre proved to be very popular with large numbers of local residents using its facilities.

With a number of other stadiums becoming available in Hobart, the sports centre’s popularity began to wane. About six years ago, Council received some grants and carried out extensive refurbishment. At the same time, the Kingston High School site was acquired and the school shifted to the Kingborough Sports Centre site.

Now there is a new High School adjacent to the sports centre. A new stadium has been constructed along with a gymnastics centre. Having the school located near the sports precinct is a great advantage as a number of facilities can be used both by students and the local residents. This has also helped finance the expansion of the sports centre.

The sports centre includes the “twin ovals”, one for cricket and the other for Australian rules football. These have been built to extremely high standards and a number of international-level players have remarked that the surface is one of the best that they have ever played on. A well-appointed Pavilion services both these grounds.

The facilities at the Kingborough Sports Centre include basketball, volleyball, squash, badminton, netball and table tennis. A fitness centre is also available with new and interactive machines and classes for all abilities. All the facilities are maintained in excellent condition and local residents use the sports centre extensively.

On the future

Kingborough Council has met with great success in meeting the demands of its rapidly growing population. The prospects of the area and its residents is best summed up by Mayor Steve Wass, “Kingborough is a vibrant and growing community, situated in the midst of a beautiful and natural environment with a peaceful lifestyle and expanding commercial centres, with strong services and facilities.

“The best interests of our community are the priority in evaluating our future and making sure that we continue to provide the best service for ratepayers.”

AT A GLANCE

WHO: Kingborough Council

WHAT: Kingborough Council continues to expand and is projected to grow by a further 40 percent over the next two decades, which is the strongest population growth in Tasmania.

WHERE: TAS 7050

WEBSITE: http://kingborough.tas.gov.au/

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ArchiveFranchisingJanuary-February 2016Series 2015-2016: Spotlight on Franchising Opportunities

Houseproud Cleaning – Delivering Professional Cleaning at Affordable Rates

by BVO
written by BVO

Houseproud Cleaning is the premier provider of domestic and commercial cleaning to customers who place a value on excellence and attention to the minutest detail. Ever since it was established it has adhered to the highest standards both in its service levels and the quality of cleaning materials that it uses. Its core values of honesty and integrity have resulted in rapidly increasing business volumes and the trust of customers.

Each person who wears the Houseproud uniform is trained to provide cleaning services of the highest order. Additionally, every cleaner is selected after a thorough process of checks and references. The company has a wide coverage area and its services extend to Sydney, Brisbane, Melbourne, Adelaide, Perth, Gold Coast, Newcastle, Hunter Valley, Central Coast and Wollongong.

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Houseproud Cleaning’s founder and director, Paul Mitchell, has built the business from scratch to a level where it is now possibly the most sought-after cleaning company in the areas in which it operates. He describes how he got into the business and the steps that he has taken to achieve success, “I started in 1999 and went cleaning myself. We started the business with nothing and 17 years later we have got a hundred thousand customers on the database.

“We have 115 franchises. Every dollar that we made we put back into marketing and training. In the first five to seven years we were growing at 40% a year and then for the next five years we grew at 30% a year. Now we are growing at a rate of about 20%.

“We went after the high-end market. When I looked at the overall market at that time there were 350 cleaning companies in Sydney. Most of them were in residential cleaning. People care about their house in a way that they don’t care about their office and they are prepared to pay.

“I say to my staff that we can’t bid against $25 an hour. We charge $40 and $50 for once-off cleaning. Essentially what it comes down to is providing the best service in the market and then people will pay.”

Types of Cleaning on offer

One of the main reasons for the success of Houseproud Cleaning is that the company offers a wide range of cleaning services. Although they are certainly not the cheapest in the market, they provide services that give the most value for the money that a customer is spending. The company cleaners are extremely prompt and will arrive at a client’s house precisely at the appointed time.

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Most cleaning work is done with non-toxic, chemical-free citrus-based products that ensure that the customer’s family is not exposed to anything that may cause harm. Work is completed well within the timeframe that is committed and always meets the expectations of the customer.

The range of services includes carpet cleaning, spring cleaning, pressure cleaning, moving cleaning and strata cleaning. An important reason for the high degree of customer satisfaction is that Houseproud Cleaning does not have any hidden fees. The feedback that the company consistently receives says that clients are pleasantly surprised to learn that Houseproud Cleaning charges an extremely low amount for the excellent quality of cleaning work that it delivers.

Houseproud Cleaning franchise

The company has rapidly built up its franchise network and this has resulted in its rapid expansion. It offers a system of success to people of all backgrounds and experiences. The brand loyalty that Houseproud Cleaning enjoys is unparalleled in the cleaning industry.

Many of the company’s franchisees have never owned a business before and have done very well financially after joining the Houseproud family. Prospective franchisees find the low fee of $17,990 to be very attractive as it enables them to get an entry into a business that assures them of consistent work and a regular income.

On an average, franchisees earn $ 1400 per week. This figure is based on franchisee sales figures for October 2015 and for franchisees that range from part-time operators to a business with over five contractors. Another attraction is that Houseproud Cleaning charges a single monthly fee, which is a percentage of income. Other cleaning agency franchisors charge separate administration and marketing fees that can add up to a substantial amount and eat into the franchisee’s income.

The franchise contract is for a period of 5 + 5 years and there is no contract renewal fee.

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Houseproud Cleaning provides its franchisees with exclusive territory rights. Any work that is available in the geographical area is first allotted to the franchisee who is responsible for that particular location. The right of first refusal is available for the first two years of the business.

Franchisees also receive uniforms, cleaning equipment, and cleaning products. They are able to save on costs by ordering supplies of cleaning products through the company’s head office as this entitles them to a substantial discount.

Houseproud Cleaning allows franchisees to purchase a second franchise if the first one has done well.

Franchisee training

Houseproud Cleaning has devised a two-week training program that offers a detailed insight into usage of cleaning equipment. Franchisees are also instructed on how to run their business successfully.

There are specially designed modules that provide details on how to quote for a job, the way to market the cleaning service in the allotted territory and customer service. Many franchisees who are first-time businesspersons find the courses on bookkeeping and administration provided by the company to be especially useful.

An added benefit that franchisees receive is that the training does not end after the initial two-week period. The management of Houseproud Cleaning closely monitors each franchise and provides regular feedback and support.

Speaking about the success of the franchise program of the company, Paul Mitchell says, “People go to Houseproud because of our branding. I interview our franchisees directly. Everyone in the franchise network has a relationship with the franchisor. I go out and see them every three to six months personally as well. For example, I had five meetings out in the field yesterday.

“In our business, it is very important to know what is going on. We are able to make a success of our franchise business because they trust us and find us easy to deal with.”

AT A GLANCE

WHO: Houseproud Cleaning

WHAT: Houseproud Cleaning offers weekly cleaning, fortnightly cleaning and once-off cleaning service at surprisingly affordable rates.

WHERE: Australia

WEBSITE: http://houseproud.com.au/

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ArchiveCouncilsJanuary-February 2016March-April 2016Public SectorSeries 2015-2016: Infrastructure, Sustainability & Economic Development – TAS

Glenorchy City Council – A Leader in Local Government

by BVO
written by BVO

The City of Glenorchy is a vibrant business district and suburb in the northern part of greater Hobart. Glenorchy City Council manages an area of approximately 120 square kilometres, which contains a population of approximately 45,000. Southern Tasmania’s second largest shopping district falls within the municipality’s territory and the City’s three main commercial areas are Moonah, Glenorchy CBD and Claremont.

Glenorchy City Council has a strong commitment to sustainable practices and recently this was recognised at Keep Australia Beautiful Australian Sustainable Cities Awards 2015. Glenorchy was declared the national winner in the Youth Leaders category.

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Glenorchy is benefiting from the management and leadership of the Council’s General Manager, Peter Brooks, a highly experienced local government and financial executive who continues to drive the city administration to achieve great outcomes for the Council and the community. Undoubtedly, this continuing effort is now achieving nationally recognised results.

One key factor that led to this national recognition by Keep Australia Beautiful is that the youth of Glenorchy is instilled with a commitment to sustainability and caring for the environment from a young age. The City of Glenorchy supports a range of sustainability programs and projects for young people and has an extremely strong commitment to youth development.

The City’s Derwent Park Stormwater Harvesting and Industrial Reuse Project also gained recognition at the Australian Sustainable Cities Awards 2015 and was ‘Highly Commended’ by the judges.

Derwent Park Stormwater Project

This project is a superb example of the impact that an innovative Council can have in the area that it manages. The Brooker Highway running through the suburb had a history of flooding and there was an urgent need to find a solution to this problem.

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The $22 million project will not only solve the flooding issue, it will save about 476 megalitres of water a year at the nearby Nyrstar Hobart Smelter and Moonah Primary School. This will be achieved by harvesting and treating the stormwater that usually plagues the Brooker Highway. Stage 1 of the project is already complete and Stage 2 is nearing completion with only about 30% of the work remaining to be done.

The project is the first of its kind in Tasmania and one of the largest in Australia.

Some of the other projects that Council has taken up are:

Replacement of street lights with energy efficient lights

This project was carried out along with Hobart City Council. General Manager Peter Brooks outlined some of the benefits of the project: “The Project took up the replacement of old streetlights. We received funding of $3.4 million in conjunction with Hobart City Council to undertake this energy saving innovation.

“Called The Accelerated Energy Efficient Street Light Roll Out project, the positive news is that not only does it have a really good environmental outcome from a greenhouse gas point of view, but there are also ongoing operating and energy cost savings of about $300,000 a year. Part of the project has also replaced some sports floodlights for one of our community facilities.”

As part of this project, the replacement of lights at the Abbotsfield Park sports precinct has provided community benefits by enabling greater usage of the facility for sport and recreation.

As the project was undertaken jointly by Hobart City Council and electricity distributor Tas Networks, it yielded several additional benefits. A single contractor, Lend Lease, was engaged for the complete installation. Initially, a pilot project was taken up when four different types of energy efficient lights, all of which were approved by Tas Networks, were tested in different streets of both cities. This testing process involved approximately 30 lights of each type being tried out over a three month period.

The subsequent review process included visual nighttime inspections, light level measurements, assessment of glare, technical assessment of maintenance issues and resident surveys in both council areas.

It was only after the receipt of a positive response from the residents that steps to complete the project were taken. A total of 2600 new LED lights has been installed as part of this project.

Moonah Arts Centre

Since its opening about a year ago, this community arts centre has become extremely popular and both develops and presents about 60 events and activities annually. These include a variety of exhibitions, concerts, art and craft workshops, a school holiday program and special events including contemporary dance and theatre.

The Glenorchy City Council’s Annual Report for 2014-15 stated as follows: “In March, the doors of the wonderful new Moonah Arts Centre (MAC) officially opened! MAC was made possible by a Commonwealth grant and has become known as an iconic community arts space.”

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Peter Brooks said there was already healthy evidence of the new MAC revitalising the Moonah business district, with more shops and restaurants opening up on Main Road.

“Increasingly, people from outside the City are seeing Moonah as a destination, and this means more visitors and increased spending in the City. It is great to have such a venue in Glenorchy, and this will certainly continue to add to the City’s growth and development.”

The project was financed by a $4 million grant received from the Australian Government through the Department of Regional Australia, Local Government, Arts and Sport in June 2012 to “provide a new facility for the performing and visual arts in Glenorchy to replace the existing Moonah Arts Centre”.

Morrison and Breytenbach, Architects, were selected to design the building and the selected builder, Vos Constructions commenced work in December 2013. The Moonah Arts Centre was officially opened in March 2015.

A large number of residents of Glenorchy and Hobart visit the new centre. While the number of visitors to the old centre averaged 6,000 to 8,000 annually, the new centre received 21,000 visitors within six months of its opening.

The Moonah Arts Centre was also ‘Highly Commended’ in the Australian Sustainable Cities Awards 2015. The building in which the centre is housed is almost carbon neutral and has achieved the equivalent of a 5 Star ‘Green Star’ accreditation. Its key design features include a 10kW solar panel installation and a passive wall heating system that incorporates the use of solar radiant heat to heat the two main spaces within the building.

The building has been constructed using low-impact ecologically sustainable materials and uses double glazed windows linked with high-quality window furnishings to promote energy efficiency. Natural lighting has been used in the display galleries and in several other parts of the structure.

As a result of incorporating all these features, the energy efficiency of the building has surpassed Council’s expectations. Conventional construction and energy saving practices would have resulted in an annual energy bill of about $60,000. Instead, the first six months energy consumption indicates that the annual bill will only be $20,000.

In addition to the commendation from the Australian Sustainable Cities Awards 2015, the centre has won a number of other awards. The architects, Morrison and Breytenbach received the Alan C. Walker Award for Public Architecture and the Colorbond Award for Steel Architecture.

Vos Construction received the 2015 Master Builders Tasmania Housing and Construction Excellence Award in the new construction valued between $2 million and $5 million category.

King George V Sports and Community Facility

In June 2012, Council was given a Federal Government grant for refurbishment and upgrading of the KGV Sports Precinct. Describing this sports facility, Peter Brooks said: “King George V Sports and Community Facility is the major sports facility ground right in the middle of Glenorchy. It houses a football club, grandstands, cricket club, soccer club and a Council swimming pool.

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“We received $8.7 million to undertake five projects in the precinct and we wanted to change it from a sports precinct to a sports and community facility. We replaced a well-used soccer field with a multi-purpose synthetic soccer field, which was valued at $1.3 million and that’s now become the focus for Football Federation Tasmania as their headquarters and we have had A-League side Melbourne Victory come down because of the quality synthetic nature of the pitch.”

In July 2013, Council engaged JAW’s Architects to design the KGV Sports and Community Facility. Construction is in the hands of Macquarie Builders.

Construction activity at the project is progressing well and it is expected to be completed by the end of April 2016. When the facility is ready it is expected to attract major sporting events to the City as well as provide ongoing support for community organisations.

Glenorchy City Council’s vision

The Glenorchy City Council has a strong commitment to community consultation and working with its community for the betterment of the city, its people and businesses. As General Manager Peter Brooks says: “We are continuing to develop our vision as a vibrant, progressive and community-orientated city and we are working with our community, business, non-government organisations and other levels of government to make this happen.

“Importantly, we want Glenorchy to be a sustainable City – financially, economically, socially and environmentally – and as a result of this vision and the policies, practices and structures we have put in place, we are well on the way to achieving this,” Mr Brooks said.

The comments made in this article are the personal opinion of Peter Brooks, not the opinion of the Council.

AT A GLANCE

WHO: Glenorchy City Council

WHAT: Glenorchy is a business district and suburb in the northern part of greater Hobart, capital of the state of Tasmania, Australia.

WHERE: Tas 7010

WEBSITE: http://gcc.tas.gov.au/

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