B2B in Canberra January 2010 (Issue 44)

January 2010 Issue 44 $5.95 PP 255003/09169

read more pages 18–19

feature pages 14–17

Great Thinc-ing at the Museum

Young Canberra tradies win gold

Ben Aulich & Associates criMinAl lAw prAcTice on The risepages 20–21

Ben aulich & associatescriminal law practice on the rise

B2B in Canberra | January 2010 3

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COVER Ben Aulich & Associates L-R: Ben Aulich, Peter Woodhouse, Bridie Devlin-Glass, and Sarah Avery.

EVERY MONTh

04 UPFRONT Read about local business success

08 OPINION hear from people in the know.

22 ADVICE Advice from business experts

36 NETWORKING See who’s out and about in Canberra

FEATURES

14 WORLDSKILLS AUSTRALIA Young Canberra tradies and apprentices win gold

18 ThINC Managing museum collections needs clever Thinc-ing

20 coVer story Ben aulich’s criminal law practice on the rise

2BUSINESS

26 G2B Chief Minister Opposition Leader ACT Government ACT Work Safety Commissioner

30 A2B ACT & Region Chamber of Commerce & Industry Canberra Business Council ACT Exporters’ Network

34 U2B The University of Canberra

35 C2B Canberra Southern Cross Club

January 2010 issue 44

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a breakfast not to be missed: christine nixon

Advisory and assurance firm Ernst & Young is thrilled to welcome Christine Nixon APM, Chair of the Victorian Bushfire Reconstruction

and Recovery Authority to its Women with Ambition Breakfast on 16 February.

This is a rare opportunity for Canberrans to hear from a leader who is often credited with breaking new ground for professional women.

When B2B asked Christine whether it was still hard for women to break through the glass ceiling, she said: “I think it’s easier in govern-ment than in the corporate world. We’ve seen a significant change in the public sector, seeing politicians like Julia Gillard and public servants soar to great heights. The last ceiling we need to tackle is corporate boards and once that is broken through women will really be able to achieve what is possible.”

As Chair of the Victorian Bushfire Reconstruction and Recovery Authority, Christine Nixon has overseen the largest recovery and re-building operation Victoria has ever undertaken.

Under Christine’s leadership, the Authority has worked with communities, businesses, chari-ties, local councils and other government depart-ments to help people rebuild.

Christine’s priority is to help communities re-cover and rebuild in a way that is safe, timely, ef-ficient, cost effective and respectful of each com-munity’s different needs.

Prior to joining the Authority, Christine was the Chief Commissioner of Victoria Police leading 14,000 staff, who operate across more than 500 locations and oversaw a budget of $1.7 billion.

Christine joined Victoria Police in April 2001, after serving with the New South Wales Police from 1972.

She is a Fellow of The Australian Institute of Police Management, The Australian Institute of Management and The Institute of Public Administration Australia.

Christine is also an Advisory Board mem-ber for the Alannah & Madeline Foundation and a patron of the Blue Ribbon Foundation, Onside Soccer – Victorian Soccer Federation Incorporation, Operation Newstart Victoria and Phoenix Club Inc.

Men and women are encouraged to attend Ernst & Young’s Women with Ambition break-fast on Tuesday 16 February 2010 and hear Christine speak of her professional experiences. Seats are $35.00 per person and tables of 10 receive a 5% discount. It’s a breakfast not to be missed in 2010.

Contact 6267 3810 or [email protected] for further information and to secure your place.

Business.gov.au has a new look website with resources you can use to start, grow and develop your business.

Here's a sample of what is available:Grant Finder

A new interactive tool has been developed to help businesses locate grants. Grant Finder lists federal, state and territory government busi-ness grants and assistance. An example of the most popular grants and assistance available in-cludes the Small Business Online Program, that helps small business go online and develop their e-business activities.

Starting your Business ChecklistThe checklist contains a series of questions

to guide people through the various stages of starting a business. Visit business.gov.au to download the latest version.

Directory of government and business associationsWhen you need contact details for local,

state, territory or federal government depart-ments – or research business associations rel-evant to you, visit the Directory of government and business associations.

Business ConsultationWant to find out what policy changes and

regulations will affect your business? Want to

have your say about those changes? You can use the Business Consultation website to register your interest to be consulted, and find out what public consultations are currently open.

Events calendarFind out what business training, workshops

and networking events are happening in your area by searching the business events calendar.

SyndicationYou can publish business.gov.au news and

business information on your website for free using its syndication service. This can be a great resource for any business clients you may have.

new-look business.gov.au website

To find out more about syndicating the web-site's content, please contact [email protected].

Small Business Support LineSince its launch a couple of months ago, the

Small Business Support Line has been a valu-able resource for businesses needing assistance and advice. You can contact the Small Business Support Line with your business questions on 1800 77 7275 or email [email protected].

To find out all the ways business.gov.au can help your business, visit www.business.gov.au today.

"High expectations are the key to everything."Sam Walton


a breakfast not to be missed: christine nixon

Growing a business in the construction industry is demanding. Big hardware means big decisions such as buying or leasing of a new plant and equipment.

It’s critical to have specialist business advice. Federal Cranes has relied on RSM Bird Cameron to deliver this specialist expertise and innovative solutions to their business.

When Rick bought a new crane, RSM Bird Cameron was there to advise.

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draft sustainable energy policy released for public commentCanberra could source 25% of its total power

from renewable energy production by 2020, and ACT Government operations could be carbon neutral under a major new draft policy released for public comment by the ACT Minister for Energy, Simon Corbell.

"The Draft Sustainable Energy Policy 2010-2020 is an important policy frame-work for achieving emission reductions, which will play a pivotal role in meeting the Government's target of carbon neutrality by 2060," Mr Corbell said.

The draft policy contains an indicative list of 10 potential policy outcomes to be achieved by 2020. These are:

Energy efficiency measures to reduce ACT •greenhouse gas emissions by at least 10 per cent.Small scale localised generation to •reduce ACT greenhouse gas emissions by 5 per cent.Transport initiatives to reduce ACT •greenhouse gas emissions by up to 3 per cent, representing a 10 per cent reduction in transport-based emissions.Waste initiatives to reduce ACT greenhouse •gas emissions by up to 1 per cent, representing a 25% reduction in waste-based emissions.

ACT Government operations to be carbon •neutral, which will reduce ACT greenhouse gas emissions by up to 5 per cent.Renewable energy to account for at least •25% of all electricity consumption (with an interim target of 15% by 2012).Customer information and choice to be •significantly enhanced.Low-income and vulnerable energy •customers to be assisted.Energy supply to be secure, reliable and •diverse.Clean job growth and industry •development to be promoted in a diverse low-carbon economy.

“The final energy policy, due to be released in mid-2010, will affect every single household-er and worker in Canberra so it is vital that peo-ple take the opportunity presented with the release of this draft to have their say,” Minister Corbell said.

"Consultation closes on Friday, 5 March 2010 to allow people who may be away for the sum-mer break to have their say," Mr Corbell said.

The draft policy can be downloaded at http://www.environment.act.gov.au/ and comments submitted by emailing [email protected].

Steve Jamieson, Executive Officer of the Capital Region BEC, is enthusiastic about their successful 'Intro to Business Workshops' that will continue to run throughout 2010.

The Capital Region BEC is a not-for-profit or-ganisation that assists the start-up and growth of small businesses in our region. It is part of a network of around 130 Business Enterprise Centres across Australia.

The Intro to Business Workshops have been running for many years and are facilitated by Colin Emerson. With more than 25 years man-agement, business, sales and customer service experience, Colin is a specialist in helping people achieve excellence, personally and in business.

“These workshops will give you the knowledge and confidence to take those important early steps in business,” Steve said. “The workshops are for business intenders and those who are in the early stages of their first business venture.”

The workshops are free with no obligations and run for two and a half hours. They are held in the morning, afternoon and evenings to en-sure there is a time that will suit everyone.”

The workshops cover the following areas:Identifying your competitive advantage•Traits for successful entrepreneurs•

Compliance and regulatory requirements•Conducting market research•Capital requirements•Calculating breakeven•Preparing cash flow forecasts•Handling skills deficits•Elements of a Business Plan.•“One of the biggest issues for people con-

templating going into business is identifying their competitive advantage and knowing the areas where their personal or professional skills are lacking,” Steve said.

The Intro to Business course will help people identify their competitive advantage and show them how to minimise areas where their skills are lacking.

"Although partly funded from government funds, the Capital Region BEC is largely free from traditional limitations and bureaucratic control so we can provide you with impartial and confidential services," Steve said.

If you would like to find out more or book into an Intro to Business Workshop for 2010 contact Helena on 6297 3121, visit the website at www.crbec.com.au or call into the Capital Region BEC at the Queanbeyan Visitors Centre 1 Farrer Place Queanbeyan.

Kick-start your business idea in 2010


draft sustainable energy policy released for public comment

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By Rodney Miller

audit relief for the not-for-profit sector

After a long wait there is finally some welcome audit relief proposed for the not-for-profit sector.

OPINION: rsm bird cameron


where it is required in order to synchronise the financial years of a parent and its control-led entities. The proposed reforms would al-low an entity under certain circumstances to have a financial year of up to 18 months which effectively allows them to change the year-end.

This change will allow organisations to align their financial year-end with their operational cycle. Having a July to June financial reporting period when your natural business cycle runs from January to December creates additional reporting challenges and can result in a con-siderable increase in the cost of meeting ASIC reporting requirements. An added bonus of changing your year-end to a date other than the traditional 30 June is that it takes you out of the busy audit period of July to October. This will make it easier to engage an audit firm and potentially at a lower cost. Other proposed changes include:

Tier 2 and 3 companies could prepare a •simplified directors’ report.

Tier 2 and 3 companies would only be •required to write to members to inform them that an annual report has been prepared and how they can obtain a copy. Members can then elect to obtain a hard or electronic copy free of charge. This election would remain in place in subsequent years until changed by the member.

It is expected that these reforms will be avail-able in the financial year ending 30 June 2010.

It is anticipated that these reforms will be welcomed by the not-for-profit sector and the audit profession. The reforms will reduce regu-latory burden for not-for-profit entities as well as other companies.

Currently not-for-profit sector enti-ties set up as a company limited by guarantee are required by the Corporations Act 2001 to prepare

and lodge audited financial statements. This means in some cases that small commu-

nity-based organisations are required to prepare financial statements on a similar basis to com-panies listed on the Australian Stock Exchange. A substantial investment of time and resources is needed to produce complex financial state-ments that often provide very little benefit to the organisation and its stakeholders.

Most people would agree that financial re-porting is an important component of an or-ganisation's governance framework. However over recent years the burden of preparing financial statements in accordance with the

requirements of the Australian Accounting Standards has outweighed the benefits for many small not-for-profit entities.

For example some small not-for-profit en-tities devote two to three pages of their finan-cial report to comply with the disclosure re-quirement of the financial instruments stand-ard. In many of these cases they have nothing

more exotic to report than a term deposit and a cheque account.

To help relieve some of this burden the federal government recently released the Corporations Amendment (Corporate Reporting Reform) Bill 2010.

The draft bill proposes amendments in a number of areas, the most significant of which relate to introducing a differential reporting framework for companies limited by guarantee. The aim of the reforms is to reduce regulatory burden and improve disclosure requirements for companies.

The proposed new legislation would intro-duce a three tiered differential reporting frame-work for companies limited by guarantee. This would be structured as follows:

Tier 1 companies would be exempt from preparing a financial report under the Corporations Act 2001, unless directed to do so by ASIC or by at least 5% of members. Tier 1 companies would be those with annual rev-enue less than $250,000 which do not have de-ductible gift recipient status under the Income Tax Assessment Act 1997.

Tier 2 companies would be required to prepare a financial report, which they could elect to have reviewed rather than audited. Tier 2 companies would be those with an-nual revenue of between $250,000 and $1 million or less than $250,000 but are a de-ductible gift recipient.

Tier 3 companies, being those with annual revenue of $1 million or more, would continue to prepare and lodge an audited financial report.

Changing the reporting period

It is currently difficult for an entity to change its year-end other than in situations

Over recent years the burden of

preparing financial statements

in accordance with the

requirements of the Australian

Accounting Standards has

outweighed the benefits for

many small not-for-profit entities.


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Yet this perception of separation as a battlefield is in many cases inaccurate. As contradictory as it may sound, many couples are able to achieve an amicable

separation and are in agreement regarding how their property should be divided.

So how can you separate ‘amicably’? Consensus Family Law offers Out-of-Court so-lutions including the Collaborative law process and facilitation. These have been covered in earlier articles. This article looks at options for formalising an agreement, some pitfalls to be aware of and tips for achieving a more cost and time-effective settlement.Options for formalising an agreement1. Consent Orders: In very simplistic terms, this

is a document that embodies the agreement you and your former partner or spouse have reached regarding who retains what, and the actions each needs to take to achieve the division. The Consent Orders are filed at the Family Court, together with an Application for Consent Orders and your Marriage Certificate. You do not have to go into a Courtroom – the Court usually deals with the Application on the paperwork

2. A Financial Agreement: This can be a Binding Financial Agreement or, if you separated before 1 March 2009, a Termination Agreement. Again, in simplistic terms, the document sets out the history of your relationship and the agreement you have reached regarding the division of your property. You are both required to obtain independent legal advice regarding the advantages and disadvantages of entering into the Financial Agreement.

3. A combination of the above documents may be required especially if you need protection from any future claims for spouse maintenance.

Information you need to know1. Find out which option is the best for you:

You should seek the advice of a lawyer regarding which option is most suitable for you. There may be some complicating issues, such as spouse maintenance or care arrangements for the children, which make one option or a combination of both the most appropriate for you.

2. Writing it down doesn’t make it ‘legal’. Just because you and your former spouse or partner have agreed between you what should happen, written that agreement down on the back of a napkin and signed it, and then taken the necessary steps to implement that agreement does not mean that you have legally formalised your property settlement. The ‘napkin agreement’ is not final or enforceable. It does not prevent a second bite of the property settlement cherry. Nor will you

receive the benefits of a formal property settlement, such as stamp duty exemption for the transfer of the home to one of you or rollover relief from capital gains tax.

Tips for a cost and time effective property settlement1. Do your homework to ascertain the value

of your collective property pool: This means obtaining valuations or real estate appraisals for your home, investigating the

By Olivia Gesini

leaving the separation battlefield behind

Mention the word ‘separation’ and the film ‘The War of the Roses’ springs to mind. One has visions of the separating couple throwing dishes and ornaments at each other, ramming prized cars and hanging from chandeliers while observing the wreckage they have made of their home.

second-hand value of your motor vehicles, knowing the extent of your share portfolio, obtaining recent bank statements for your bank accounts, home loan accounts and credit cards, and tracking down your latest superannuation member statements. The more you know about the extent of your property pool the easier it is for a lawyer to give you advice regarding what a fair settlement means in dollar terms and the faster you can formalise your agreement.

2. Find out your borrowing capacity: You may be proposing to re-finance the joint home loan into your sole name and pay your former spouse or partner a lump sum. Before you can enter into an agreement embodying this proposal, you need to know whether it is possible! Make enquiries with your lending manager or a mortgage broker.

3. Don’t despair: you are not alone – your lawyer can help you with working out what is relevant to your settlement and focus you on how best to protect yourself and your family in the process. Getting advice from an experienced family lawyer early on or even before you decide finally to separate can save you a lot of heartache, uncertainty and costs.For an Out of Court solution, contact

Consensus Family Lawyers.

OPINION: Farrar Gesini & dUnn

Just because you and your former spouse or partner have

agreed between you what should happen, written that agreement

down on the back of a napkin and signed it, and then taken the

necessary steps to implement that agreement does not mean that

you have legally formalised your property settlement. The ‘napkin

agreement’ is not final or enforceable.


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Introducing Certus, Canberra’s new specialist law firm in the areas of superannuation, estate planning, wills and trusts.

We have a certain approach towards preparing for your future. Our comprehensive, collaborative solutions protect your valuable assets from any and all eventualities, no matter how complex your situation. With our expert guidance, you can always be certain that the fruits of your life’s labour are handled in exactly the way you want.

For your family, for your children, for your future. Be certain with Certus.

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Your future just got more certain.While the issues facing boards at

the moment are many, and the solutions to them require hard thinking, hard work and concrete

action, some of the factors on which directors must focus are far less tangible in nature. In the end, it boils down to some qualities which are within the directors themselves: courage, wis-dom and judgement.

Each of these are, of themselves, incredibly important. However, none of them individu-ally are of much use. They must be employed in combination, otherwise, like a three-legged

stool short of a leg, our decision-making will not stand up when put under pressure.

For the board to function properly, each member must be able to bring value, insight and intellectual rigour to get a decision that solves the problem – or at least minimises the harm – and maximises the potential return to the company. In other words, directors acting in the best interests of the company and exercising good judgement.

Once this has been achieved, a board often faces some difficult choices. Some will be the right ones for the economic environment but may cause greater difficulty for the internal and external political environment. Conversely, choices which might be easier to 'sell' may be the wrong ones in light of market and econom-ic circumstances and for the medium or long-term interests of the company. This is where

wisdom – knowing when something is funda-mentally important to a business and when it is more ephemeral – comes into play.

While it is not necessarily a function of age, there is no doubt that experience in dealing with many issues over a long period (and sometimes making mistakes) assists in gaining wisdom. This is why tribal societies throughout history have had 'tribal elders' who help guide them. It is the same for boards. While boards are sometimes criticised for being too 'old' and dominated by 'grey heads', there is a correlation between hav-ing had the experience and having the wisdom

needed to deal with today’s problems, especially when those issues, or ones similar to them, have been faced before.

Of course, simple experience does not neces-sarily bring with it wisdom. And, sometimes even being a wise director is, of itself, not enough. This is true, too, when boards need to exercise 'col-lective wisdom' to get to a prudent, practical decision in the best interests of the company. It does not necessarily follow that this 'wise deci-sion' will actually be implemented.

As discussed before, if the political environ-ment is such that any decision may be criticised – particularly on the front page of a newspaper – then boards may retract quickly given the possibility of reputational damage, even when it is known a decision is in the long-term inter-ests of the company. This is where the courage

By John h C Colvin FAICD

courage, wisdom and judgement

Looking back over 2009, it appears there have been many issues for directors that have been difficult, whether intellectually, from an economic perspective, politically or, possibly, in terms of board dynamics.

of individual directors and collectively of the board, as opposed to its general wisdom and judgement, is paramount.

What looks good today may, as we all know, look fairly poor very shortly. But in these circumstances, having the courage of our convictions and the belief that our judge-ment will be proved right in the longer term is doubly important and is often justified with the passing of time. It was not so long ago that boards were being criticised during the boom for having 'lazy balance sheets'. Those courageous enough to say that prudent capi-tal management was the best strategy have proved to be wise in hindsight in a more dif-ficult world. Those swept up by the political correctness or financial fashions of the time have had less success in the downturn.

These things are easy to say, but difficult to implement. You often only know with the ben-efit of hindsight whether individuals or boards have successfully blended the three critical elements of courage, wisdom and judgement. They are, however, probably the three most im-portant and relevant qualities of a board, and of a board member, regardless of whether you serve as a director of BHP Billiton, a small or medium enterprise, a not-for-profit or charity or any other organisation.

They are also three of the elements of di-rectorship which are the most difficult to teach. Nevertheless, the education courses, briefings and other information services offered by AICD can help directors develop and hone those quali-ties and learn from our highly qualified course fa-cilitators, speakers, mentors and senior directors. All have learnt the value of courage, wisdom and judgement and pass these on to other members.

This article was first published in the December 2009 edition of Company Director and is reproduced with the permission of the author, John H C Colvin and the Australian Institute of Company Directors (AICD).

OPINION: aUstralian institUte oF company directors

While boards are sometimes criticised for being too 'old' and

dominated by 'grey heads', there is a correlation between having

had the experience and having the wisdom needed to deal with

today’s problems, especially when those issues, or ones similar

to them, have been faced before.


Introducing Certus, Canberra’s new specialist law firm in the areas of superannuation, estate planning, wills and trusts.

We have a certain approach towards preparing for your future. Our comprehensive, collaborative solutions protect your valuable assets from any and all eventualities, no matter how complex your situation. With our expert guidance, you can always be certain that the fruits of your life’s labour are handled in exactly the way you want.

For your family, for your children, for your future. Be certain with Certus.

Level 5, 28 University Avenue, Canberra ACT 2601 P 02 6268 9090 www.certuslaw.com.au

Your future just got more certain.


young canberra tradies and apprentices win gold

VETiS CompetitionsCanberra held four WorldSkills Australia VET in

Schools (VETiS) Competitions in the following categories and locations: Commercial Cookery at St Edmunds College; Automotive at the Motor Trades Association of ACT; General Construction at the Master Builders Association of the ACT; and Information Technology at Lake Ginninderra College. The competitions consist of projects to be completed within a set time frame by school students completing a VET subject.

Post School CompetitionsThe 2009 WorldSkills ACT Regional Competitions

were held across Canberra during October. Twenty four industries participated in the competitions including bricklaying, cabinet making, refrigeration, business services, plumbing, restaurant service, landscape construction, retail bakery and garment production.

Well-deserved accoladesThe best of Canberra’s young apprentices, trainees

and VET school students were awarded medals for their success in the 2009 WorldSkills ACT Regional Competition at an awards ceremony held at the Ainslie Football Club in early December. B2B spoke to gold medallists Amy Goldstraw (18) and Rhys Browne (20) and their respective supervisors about their well-earned success.

A second-year apprentice at the Yowani Country Club, Amy won gold in the Cookery category. She competed in a culinary cooking competition which involved designing and preparing a four course menu for four people within a set timeframe.

Amy said the ACT WorldSkills Competition gave her the opportunity to compete against other apprentices in Canberra including those not in her year. She was able to see what other apprentices’ skills were, and then learn from the WorldSkills experience. Amy credits the Competition with teaching her how to manage better under pressure and further developing her time management skills.

Through a series of competitions at the regional and national level, WorldSkills Australia, a national not-for-profit organisation provides all Australian Apprentices and vocational education and training (VET) students with the opportunity to gain new skills, meet and

work with industry leaders, and compete against peers in their chosen trade. WorldSkills Australia regional competitions flow into national competitions and winners, if eligible, can compete on the international stage in the Skill Olympics. National competitions are held every two years with the next competition to be held in Brisbane in May 2010 and the 41st Skill Olympics to be held in London in 2011.

In the ACT, WorldSkills Australia competitions were held at the school level as well as the post school level in 2009 and were supported by major sponsors including the Department of Education and Training and the Canberra Institute of Technology.

Late last year, many young Canberra tradespeople, students, and Australian Apprentices stepped up to the dais to receive their medals as victors in the ACT regional finals of the WorldSkills Australia Competitions.

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According to Amy, the ACT WorldSkills Competition was “the best experience you could ever have. It was hard work but so worth it in the end.”

Yowani Country Club’s executive chef, Simon Smith, said the Club was very proud of Amy’s achievements and fully supported her efforts to develop her culinary skills and professionalism.

Queanbeyan company, Control & Electric, has had its fair share of success last year. Third-year apprentice electrician Rhys Browne won gold in the category of Electrical Installation Systems in the ACT WorldSkills Competition and colleague Joe Zappulla took out the National Electrical and Communications Association National Apprentice of the Year.

Control & Electric director, Peter Hart, said that he had encouraged Rhys to participate in the competition because he had competed as an apprentice and had drawn a lot out of the competition. Rhys had to plan and build a small domestic installation – a project which took eight hours..

“WorldSkills tests your ability to plan, and not only carry out the project but to complete it within a certain timeframe,” Peter said.

Rhys said, “It was good to see how I compared with other apprentices in Canberra in a test environment and how I handled the pressure. There is a fair bit to do on the day, and you don’t think you are going to get through it all, but once you plan everything out, it actually didn’t seem too big a job.”

Looking AheadThe WorldSkills Australia Competition provides

an excellent opportunity to young Australians to maximise their employment, lifestyle, training and higher education options. For further information on WorldSkills, contact Tim McNevin on 6205 8463 or via email at [email protected]

The WorldSkills Australia Competition provides

an excellent opportunity to young Australians to

maximise their employment, lifestyle, training and

higher education options.

2009 WorldSkills ACT Regional Competition gold medal winners Restaurant Service Christopher Lewis IT Software Applications Rachel Andrews VET in Schools Information Technology Year 12 Casey Fallon VET in Schools Information Technology Year 11 Tina Gioffre Automotive Mechanics Cameron Heslehurst VET in Schools Automotive Declan Clark Bricklaying Ash Harris Business Services Mel Duff Cabinet-Making Matthew Corey Carpentry Justin Poidevin VET in Schools General Construction Year 12 Morgan Jackson VET in Schools General Construction Year 11 Andrew Van Dartel Cookery Amy Goldstraw VET in Schools Commercial Cookery Hayden Kremmer Electrical Installation Systems Rhys Browne Landscape Construction Thomas Ramsey Painting and Decorating Mark Parsons PC Support Damien Kopernick Plastering - Fibrous Bradley Irby Plumbing Gerard Allen Refrigeration Andrew Fisher Wall & Floor Tiling Michael Croker Web Design Stephen Moore Welding Sam Bingley Carpentry Team Competition Matthew Egle Marshall, Justin Poidevin, Brendan Watt, Brys Glasson

Previous page: Many of the victorious ACT WorldSkills

medallists at the Awards Ceremony.Below centre: Gold medallist Rhys

Browne, silver medallist Geoff Hepburn (left) and Ray Janssen,

bronze (right) and below right: Amy Goldstraw accepting her gold medal

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18 January 2010 | B2B in Canberra B2B in Canberra | January 2010 19

feature

Most recently, the Canberra office of Thinc has been working with the National Museum of Australia to develop a detailed business case for a new Centre, which if

successful, will revolutionise the way the Museum’s col-lections are accommodated and managed.

The policy proposal and business case for the es-tablishment of a Centre for the National Museum of Australia Collections (CNMAC) will need to gain gov-ernment approval before the Centre will become a re-ality. The aim of the proposal is to place the Museum at the forefront of museum world’s best practice, en-

hance access to, and en-sure the long term future of the National Historical Collection.

According to CNMAC Project Manager, Greer Gehrt, “The establish-ment of the Centre would effectively con-solidate the four facilities

where the Museum’s collections are currently held into one facility in Canberra.”

“Within the Museum’s off-site collections, we are caring for the most significant collection of bark

paintings in the world, the Sir Douglas Mawson Antarctic Proclamation, Phar Lap’s Heart, and our large technology collection which includes items such as Prime Minister Menzies’ Bentley and the double-decker ‘Peace Bus’ used by the People for Nuclear Disarmament Party,” she said.

“Some of the benefits of having such a centre would include reducing the amount of movement of the Museum objects, enhancing access to the indigenous collections, providing state-of the-art collections man-agement facilities for Museum staff and researchers, and housing the collections in an ecologically sustainable fa-cility which would include low energy climate control technologies and passive design elements,” Greer said.

The Thinc team of Associate Director Ben Mackey, Design Manager Peter Bicevskis and Senior Consultant Tara Kooloos, first collaborated with the National Museum of Australia in 2007 when Thinc was engaged for the Stage 1 development of a preliminary proposal for CNMAC.

“The major challenges included understanding the needs of the objects, and the departments which would operate in the proposed facility such as repa-triation, registration, curatorial and conservation, ad-dressing the environmental needs of how objects need to be stored, and then working out how to minimise the overall environmental footprint of the proposed Centre and its daily operations,” Tara said.

1 & 2: Ben Mackey, Greer Gehrt, Tara Kooloos and Eric Archer

discussing the Museum’s collections requirements

3: Clockwise from top left: Greer Gehrt, Eric Archer,

Tara Kooloos and Ben Mackey

“The establishment of the Centre would

effectively consolidate the four facilities

where the Museum’s collections are

currently held into one facility in Canberra.”

managing museum collections needs clever thinc-ingCanberra is home to many clever business thinkers whether it’s individuals or companies who harness the intellectual potential of their staff. The Canberra office of consulting project management firm Thinc is one such company which is generating great ideas and delivering outstanding results for its clients. By Liz Lang

2


Thinc, Level 9, CPA Building, 161 London Circuit T: 6122 1000 www.thincprojects.com [email protected]

Drawing on the functional and environmental re-quirements, Thinc led a consultant team to develop the functional design brief and budget for the project.

Head of Conservation, Eric Archer said that the Museum was committed to the principle of sustainabil-ity in its collections management practice ranging from the construction of the proposed Centre through to the way business is conducted within the new building.

Museums have stored their collections within strict parameters of both temperature and relative humidity for optimal longevity of objects. A slow and controlled annual drift in temperature and relative humidity is now considered as the way forward by museum profession-als around the world. This annual drift can be achieved through a passive design solution which delivers a pre-determined temperature and relative humidity range without the need for any active cooling, heating, and humidification or de-humidification equipment.

Advice on world’s best practice for the passive design of stores for museum and archive collections was sought from the Royal National Museum of Denmark – a recognised leader in this field. Poul Klenz Larsen from the Museum visited Canberra for a series of workshops. As a result, a proposal was developed for the construction of a passively designed build-ing which would rely on minimal mechanical plant

intervention to protect the collections within suitable environmental parameters.

“The passive design challenge associated with the Centre was significant because we were looking to avoid active conditioning of the space so as to mini-mise the environmental footprint,” Ben Mackey said.

In August last year, Thinc was engaged by the Museum for Stage 2 of the proposal which was to develop a detailed business case for various options. Thinc assembled a team which included architects and urban planners Denton Corker Marshall, engineer-ing consultants Arup and Taylor Thompson Whitting and quantity surveyors Altus Page Kirkland.

One exciting development with respect to the pro-posed CNMAC design was that it was considered to be at the leading edge of its field and likely a world first in terms of scale by experts who gathered to discuss best practice in passive design museum buildings at a workshop held by the Royal National Museum of Denmark in Copenhagen in October 2009.

The business case for the Centre for the National Museum of Australia Collections has been finalised. According to both Thinc and Museum staff working on the proposal, it was been a successful example of collaboration, consultation and leading-edge thinking.

The Centre for the National Museum of Australia Collections is a bold plan to future-proof the Museum’s collections and one which has drawn on the clever thinking of companies including Canberra’s Thinc Projects.

About ThincThinc was established in the 1980s and has offices

in all mainland Australian states and territories. Its Canberra office opened in 2005. Thinc also has offices in the Middle East, United Kingdom and North Africa.

Thinc is a management consultancy specialising in capital works projects, providing both advice and delivery to its clients. Services range from strategic advice such as feasibility studies, business cases and master planning to advisory services around public private partnerships, to delivery via project direc-tion, project and design management and con-struction superintendency.

Thinc works closely with clients in both the pub-lic and private sectors and has worked on projects in Canberra in health, defence, Australian embas-sies, affordable and indigenous housing, civil infra-structure and sporting facilities. It has a staff of 20 in Canberra as part of a national business with ap-proximately 200 consulting staff.

Photos: Andrew Sikorski1

3


cover story

“I don’t think there has been a significant growth in crime in Canberra. It has always been there,” Ben said. “I am not sure that crime is affected by factors such as

the economic downturn or whether the Raiders win on a Saturday night like people may believe.”

“What we are seeing is a definite swing to internet crime, particularly child pornography,” Ben said. “This is due partly to the fact that investigating authorities are becoming better at tracking down internet crime and catching people but also because it’s a matter of two clicks and people can access illegal material if they’re that way inclined.”

Ben Aulich established himself as one of Canberra’s leading criminal lawyers practising with one of Canberra’s largest law firms, Meyer Vandenberg. His success drove him to set up Ben Aulich & Associates in 2007, a specialist legal firm, practising exclusively in criminal law.

“We are the only legal practice in town which is completely dedicated to criminal law. I work in crimi-nal law because it’s what I enjoy, it’s what I am good at, and there is an on-going stream of clients who need quality representation in the courts.”

The legal team at Ben Aulich & Associates compris-es of Principal Ben Aulich, Sarah Avery who also has a commercial law background, Peter Woodhouse who came to Ben Aulich & Associates from the Aboriginal Legal Service in Wagga Wagga, and Bridie Devlin-Glass who was recently admitted to practice in the ACT. The legal team is supported by two administrative staff, Kirsten Hammond and Virginia Fielding.

“The business has grown enormously in a year due to the fact that the three solicitors that we’ve taken on board proved to be excellent lawyers and have contributed significantly to the overall success of the firm,” Ben said.

“Our solicitors are committed to protecting the rights of clients in matters involving both police and non-police prosecutions, they’re smart, they work hard and above all they relate well with clients who are often under much stress.”

Ben aulich’s criminal law practice on the rise

Ben Aulich’s criminal law practice has doubled in size over the last year. has this been matched by an explosion in Canberra’s crime rates? Liz Lang reports.

Top: Ben Aulich. Above: Sarah Avery, Peter Woodhouse, Bridie Devlin-Glass, and Ben Aulich.Facing page: Sarah Avery, Peter Woodhouse, Bridie Devlin-Glass, Kirsten Hammond and Virginia Fielding

“We provide straight down the line advice to clients so we know what to expect, including what the legal fees will be as this is an important consideration for most people,” Ben said.

Ben Aulich & Associates’ expertise includes: non-police prosecutions such as prosecutions involving the Australian Securities and Investment Commission, Australian Taxation Office, WorkCover and Centrelink; white collar crimes such as fraud, theft and deception; drug offences including con-spiracy and importation; sexual offences; assault; protec-tion and domestic violence orders; drink driving and other criminal offences.

“I’ve always wanted to be the firm of choice when it comes to criminal law matters,” Ben said.

Ben Aulich & Associates undertakes legal work in Canberra and New South Wales and has also represented clients in Western Australia and Victoria.

With a team of solicitors behind him, Ben now concen-trates on handling the larger legal matters.

Ben says that ‘winning’ is what drives him in criminal law. “Sometimes winning can mean obtaining a good sentence for a client and ensuring they do not go to gaol.”

At 36 years of age, Ben Aulich has the runs on the board both for clients and within legal circles. His close colleagues include Archie Tsirimokos, Managing Partner of Meyer Vandenberg, and barrister Jack Pappas, who now practises in Queensland.

“I regard Archie as a close friend and colleague and he is certainly one of those responsible for the success of Ben Aulich & Associates. He has proved to be a great sound-ing board for my ideas for Ben Aulich & Associates and regularly provides ad-vice to me on a whole range of is-sues includ-ing business strategy and direction, staffing issues as well as client matters,” Ben said.

“It has been very pleasing and exciting to see Ben Aulich & Associates develop into the pre-eminent specialist crimi-nal law firm in the ACT and surrounds. The success of the firm is testament to Ben’s vision, passion and hard work,” Archie said.

“The qualities that I have learnt from Jack Pappas are fearlessness, the willingness to fight as hard as I possibly can for clients, a firm focus on ethics, and advocacy skills,” Ben said.

Ben has assembled a legal team that will take the busi-ness forward over the years to come. His aspiration is to continue to work hard but to have a balance by spending quality time with his young family. Ben is married to Gillian and father of a six months old son and two and a half year old daughter.

While Canberra crime rates are not on the increase, the legal practice of Ben Aulich & Associates is on the rise.

Ben Aulich & Associates, Level 2/1 Farrell Place, Canberra City T: 6279 4222 [email protected] www.benaulich.com.au

“Our solicitors are committed to protecting the

rights of clients in matters involving both police and

non-police prosecutions, they’re smart, they work

hard and above all they relate well with clients who

are often under much stress.”

Phot

os: A

ndre

w S

ikor

ski

estate planning Protecting your assets

By Stephen Bourke

When the Family Court is required to divide property between two parties, it conducts the following four step analysis:

1. Identify the assets to be divided2. Assess each party’s contribution, both financial and non-financial,

to those assets3. Consider each party’s current circumstances and future needs4. Ensure the result is just and equitable.

Usually, the first step is quite simple – include all property owned by each party, and obtain a valuation of any property that the parties cannot agree as to a value of.

One useful mechanism for asset protection is the creation of a tes-tamentary trust – a trust that has been created by a Will. A key fac-tor of a testamentary trust is that it remains discretionary – meaning, the Trustee has full discretion about who the beneficiaries are and how trust assets are distributed.

Testamentary trusts are often drafted to give beneficiaries the benefit of a discretionary entitlement to income derived from trust assets, but no fixed entitlement to trust assets or income. In those circumstances, if a claim was made against an estate beneficiary un-der the Family Law Act, the income deriving assets contained in the testamentary trust would be protected, and excluded from the mat-rimonial assets for division.

In some cases, clients are particularly motivated by ensuring that a testator’s asset stays within their family (and in particular their direct lineage) after their death. This is an option that can be used to protect assets of personal and financial significance.

Testamentary trust assets can also provide protection to benefici-aries where the beneficiary is likely to be subject to other legal claims, such as creditors in bankruptcy situations.

One other option is to create an ‘education trust’ to provide ben-eficiaries with a steady income stream that can be used exclusively to fund education until the asset is exhausted.

Establishing a properly drafted testamentary trust in a Will has many advantages. As well as protecting the asset from legal claims – family law, bankrupt, or other – the trust offers considerable tax advantages to the beneficiary in that the beneficiary receives the full tax free threshold of $6,000 and the ordinary marginal rate of tax on any amount above that threshold.

Testamentary trusts are an excellent mechanism to structure an es-tate in the safest and most financially effective form. This is particularly so in situations involving blended families or complicated relationships. People considering a new Will should give careful consideration to the benefits provided by a testamentary trust.

advice

accountingBarriers to SME growth

By Andrew Sykes

SME owners are typically restrained by a lack of resources and capital. These create barriers to growth. Breaking out of this resource constraint cycle is difficult. The first step is to un-derstand what the barriers are – and then plan how to get

around them.Barriers to growthLack of resources 33%•Lack of capital 23%•Time stretched 10%•Market saturation 18%•Other 3%•No obstacle to growth 13%•

A recent survey by RSM Bird Cameron indicated that these factors are considered to be the major barriers to growth in the small business environment. It is interesting to note that only 13% owners surveyed felt that there was no obstacles to growth! This means that 87% felt that their business was not on the growth path that they wanted.

Another inference that we can take from these results is that only 18% of business owners responded that market saturation was a con-straint to growth – this is the only one of the factors that we cannot really exert any control over. All the others, even lack of capital can be influenced by the decisions of the business owner.

Failure to address barriers to growth can be a major constraint to remaining competitive and moving your business to the next level. As mentioned above, 56% of business owners responded that ac-cess to resources and capital was a barrier to achieving growth. This can be understood when we look at the funding alternatives used by small business. Big businesses access shareholder capital, private equity funding, bank debt etc to produce a return. Small businesses seem determined to go it alone with approximately 71% of funding obtained from the owner.

The growth of SMEs seems to be constrained by this very narrow view held by owners of funding options. This limited awareness of capital raising alternatives is preventing SME owners from achieving their wealth creation goals.

Few have considered venture capital or private investment. In our practice we generally note a reluctance on the part of SME owners to bor-row to fund their business and the response to the survey supports this.

The most common reason for not borrowing is a lack of un-derstanding of financing principles, which leads to risk aversion. Creative financing however can supercharge business performance and improve profitability. One of the ways to accelerate growth is through the use of leverage. We will discuss some basic principles of leverage in next month’s article.

andrew Sykes is a partner at rSM Bird cameron. for information on business improvements, contact the experienced team at rSM Bird cameron, 103-105 northbourne avenue canberra, t.6247 5988. www.rsmi.com.au


Stephen Bourke is a director in the boutique firm, certus Law, specialising in superannuation, trusts and estate planning. He also consults to other practitioners through the consulting practice, SuperSplitting. Level 5, 28 university avenue t: 6268 9090 www.certuslaw.com.au

AICD MEMBERSHIP

AIC

D#7

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Inspiring small businessto take the next stepThe Australian Institute of Company Directors(AICD) is Australia’s membership institute fordirectors delivering knowledge and continuinglearning in the field of directorship.

For more information, contact LauraTierney on 1300 764 633 or visit thewebsite at companydirectors.com.au

phil Butler is state manager of the australian institute of company directors’ act division. for more information about aicd's course programs and events, call 6248 5954.

corporate goVernance

Taking action on board diversity

By Phil Butler

Since the independent advisory board to the federal govern-ment, the Corporations and Markets Advisory Committee re-leased its report regarding board diversity (August 2009), there has been much discussion about the percentage of women on

boards and in executive management and – more importantly – what can be done to address concerns of underutilised female talent.

While anecdotal evidence suggests there is a higher portion of female directors in the ACT, largely as a result of progress made in the government sector, there is more which can be done to continue improving diversity on boards.

The Australian Institute of Company Directors (AICD) believes that all organisations should adopt an open approach to the selec-tion of new board members. Above all, the aim is to select the best possible directors from a diverse range of candidates.

Often, consideration of board diversity as a governance issue tends to be focused on gender. AICD has long advocated, however, that the true meaning of diversity in a board context encompasses age, relationships, experience and professional background.

When boards are seeking to fill vacancies, directors should be cho-sen from a broad candidate pool. Achieving diversity on a board adds to the collective skill set, and enables an organisation to tackle chang-ing circumstances.

The current composition of many boards demonstrates that there is a need to be more proactive, so that the number of women on prominent boards can be increased.

The AICD announced a range of new measures late last year to help focus on the value of a diverse board and, in particular, to in-crease the pool of women available for board positions.

These measures include:New recommendations for boards to adopt, and report on, •diversity policies and goals for the board and senior management.Recommendations for greater transparency in board selection •processes and reporting.A new mentoring program bringing together senior company •chairmen and emerging women directors.A new scholarship program and other educational initiatives. •Enhanced database and information services for current and •aspiring women directors.Briefings, seminars and other events tailored to the needs of •aspiring women directors.A new publication providing guidance for directors and executive •search professionals on board appointmentsThe AICD believes that supporting efforts to achieve greater rep-

resentation of women on boards and in senior executive positions will have an impact both in the short term and in the longer term and address the so-called ‘pipeline problem’.

AICD DIRECTOR AND BOARD DEVELOPMENT

AIC

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How to add value andguide your organisationtowards successAICD’s Governance Programs for NewDirectors offers a practical introduction andoverview to the strategic planning and riskoversight management duties andresponsibilities of a director and board.

As a director you need to know your roleand perform it well from day one. Thiscourse is the start you need.

Course detailsGovernance Programs for New DirectorsThursday 25 February 2010

For more information or to enrol onthis course, contact Renee Heins on1300 764 633 or visit the website atwww.companydirectors.com.au

Foundations of Directorship

Guide yourcompany toprosperity



corporate healthInvesting in

performance coaching

The world's best athletes have a coach – and so do many of the world’s best business athletes. They frequently employ their coaches to help them think, re-think and challenge their ac-tions and thoughts in a constructive and supportive manner.

Personal performance coaching keeps you accountable and pro-vides you with a specific plan to implement and achieve your major business and personal goals, without needing to crash and burn.

It is ideal for the high achiever who needs accountability to keep stretching and growing; or for employees who are identified as being 'tal-ented' yet may not be reaching their potential for a number of reasons.

A coach doesn't give you all the answers and in many cases just pro-vides a fresh set of eyes to keep you accountable and search for con-gruence between your actions and your goals. Performance coaching supports you to maintain focus, motivation and momentum as you work towards achieving your personal and professional goals.

For corporate buyers, such as HR departments, one of the most difficult aspects of executive or performance coaching is defining the benefits an organisation can expect to gain from the coaching. The results of a 2001 American study of 100 executives, mostly from Fortune 1000 companies, showed an average ROI of almost six times the cost of coaching. The coaching programs typically lasted from six months to one year.

Successful coaching programs should offer major elements including:Initial personality profiling•Identify your values •Discover your life’s purpose and define your blueprint for fulfilment.•Learn key time management and productivity strategies.•Look at communication as an interaction rather than a one-•way message. Set goals to maximise your chance of success.•Break through any blockages that have stopped you in the past.•Raise your self discipline through accountability and congruence.•Understand your physiology and how it impacts your psychology.•Understand the communication differences between men and women. •Replace self-destructive behaviours with positive actions. •Focus on what you want rather than what you’re afraid of. •Get motivated and stay motivated. •Understand, identify and use the four different communication styles. •Create the remarkable life you’ve always dreamed of.•

For more information on performance coaching contact [email protected]

By Chris MalesBy Jerome de Rose

Business training Be flexible with study

Enrolling into a business course is a very smart decision. Whether you run your own small business or simply want to improve your career prospects with additional qualifications, further ed-ucation can help you develop the skills you need to get ahead.

All businesses value employees with sound business skills. Courses in accounting, business, business administration, project

management and sustainability all aid your business in its long term success, with new techniques, computer programs and strategies making your business more creative and efficient.

Find a training provider that offers accredited, nationally-recog-nised courses and has a good track record in producing quality gradu-ates. Aside from cost, flexibility and relevance of the course should be also be considered.

Not all registered training organisations are the same. Larger or-ganisations like the Canberra Institute of Technology (CIT) have cam-puses in multiple locations, fully staffed and equipped student sup-port services and quality teachers and trainers. CIT also recognises existing skills and previous education, reducing time and cost in gain-ing a qualification.

But how does a business run while its employees are off training? A large number of business qualifications are available in a flexible self-paced environment at the CIT Learning Centre. Flexible courses are not tied to semesters or timetables and provide participants with the oppor-tunity to study at their own pace where and when it is most convenient for them. Participants can begin courses at any time during the year.

Support is available either from online tutors, tutorial sessions or a combination of both. The CIT Learning Centre has four locations across Canberra – Bruce, Reid, Southside (Woden) and Tuggeranong.

But what to study? This depends on any gaps or missing skills sets that your business or employees may have. For example, someone who may not have had any formal training in finance but is now involved in that role in your business would benefit from an accounting or MYOB course.

Updating your software? Microsoft Office 2007 is a world away from its predecessor and some training is worthwhile for its efficient use.

A skill lacking in many businesses but one that is often vital is project management. Run online, staff can study and use their new skills directly on the project at hand.

Finally, sustainability is the new buzzword but what does it really mean for your business, and what would happen if you applied sus-tainability concepts to the work environment?

Businesses who value their staff invest in their training and edu-cation, keeping morale high and encouraging fresh thinking – which is always good for business.

advice

Jerome de rose is the director of the cit centre for Business. call 6207 3542 to find out how cit can work with your organisation to up-skill your staff. http://www.cit.act.edu.au

chris Males is one of the country's freshest corporate speakers on the topics of health, stress management and productivity. He is also the managing director of pro-fit corporate Health, a national corporate health and wellbeing provider. to contact chris please email [email protected] or phone 02 62915902.


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weBsitesBoost efficiency

through your website

You can increase business efficiency, save costs and improve customer and employee satisfaction through business proc-ess automation which can be integrated with your website.

Why not use online technology to replace many manual tasks or processes and transform your business to work more effi-ciently. Below are some examples of business process automation.

Integrated customer relationship management systemCRMs are designed typically to help businesses effectively man-

age prospects or customers. In many cases CRMs are integrated with websites and do far more than simple reminders and client follow-up that we typically associate with these systems.

Quotation builder For some companies, building a quote can be an extensive, time-

consuming, manual process. These quotation systems can also be au-tomated. Furthermore, they can be integrated with online payment systems to reduce accounts receivables.

Job allocation/staff management Job allocation or staff management systems can be auotmated.

Automated emails or SMS can be sent to staff or contractors when jobs are allocated to them. Staff or contractors can login to their panel and change the job status and update their information and details.

These programs can be built to enable you to walk your new employees through your business processes which results in reduced training costs and leaves less room for error. Report generation can be automated which enables staff efficiency to be reviewed and poten-tial bottle-necks identified within a business.

Online project management For many small businesses, project management is a critical task.

Retail software cannot always be customised to suit individual business processes and in many cases it is just too expensive to do so. To manage a project online, it is not enough to merely assign tasks or jobs accord-ing to resources. It is also necessary to have the ability to drill into tasks as they are being carried out. Further, in most cases clients will want to be regularly updated on progress and associated charges.

These tasks can all be integrated through your website’s client login panel. Taking your project online enables you to delegate the follow-up on dependent tasks to your employees and facilitates bet-ter information flow within the business.

Such online components can be built into your website and can offer a highly interactive and rewarding experience for all users. Best of all, it enables management of your business to move from short-term tactics to long-term strategic planning.

By Sam Gupta

Sam Gupta is the managing director of Synapse Worldwide.if you would like to boost business efficiency through your website, contact Sam on [email protected] or call 1300 785 230.

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G2B act GovernMent

Jon stanhopeACT Chief Minister

Zed seseljaACT Opposition Leader

T he need for better infrastructure in Canberra is clear to anyone who struggles along the gridlocked GDE each morning, who limps along the airport roads, or who wonders how the Cotter Dam has blown out its cost by a quarter of a billion dollars.

One of the significant problems is the inherent conflict between the political cycle that rewards short-term thinking, and infrastruc-ture planning that requires long-term planning.

The question then becomes; is legislation required to address this obvious need?

The federal government came to an unequivocal conclusion. Prime Minister Kevin Rudd said legislation was essential to ‘ensure fu-ture projects are determined by economic, social, and environmental needs - not short-term political interests.’

Based on our local experience and past performance, the need for legislation in the ACT is even more compelling.

Not many years ago, journeys over 40 minutes to work were un-thinkable. Now they are daily occurrences. In 2001, a four lane GDE was estimated as costing $53 million. By 2008, it was just two lanes and cost $120 million. This decision was revealed in Estimates hear-ings to have cost the ACT taxpayers at least $20 million.

The Cotter Dam is another example. For years, the ACT Labor government argued against the need for increased dam storage at all. When they finally acted, ACTEW Corporation’s Future Water Options Report in 2005 estimated that the cost to enlarge Cotter would be $120 million. By September 2009, it was announced the cost would in fact be $363m. That’s a $243 million blow out and construc-tion has only just begun.

It’s clear that urgent structural reform is needed to ensure that the litany of mistakes and neglect in infrastructure are not repeated in the future. That is why I am introducing the Infrastructure Canberra Bill.

Key elements of the draft exposure include: The establishment of an Infrastructure Plan; a broad, strategic •look at the infrastructure requirements, both immediate and long term The creation of an Infrastructure Commissioner, an independent •position backed by an expert board Regular audits of infrastructure and progress of the plan•Consultation with the community on their priorities, •The ability to refer public works work over $10 million to the •Auditor-General. I have presented an exposure draft of the Infrastructure Canberra

Bill for comment. We have already received many supportive and constructive comments, and I hope to receive more as we plan for better infrastructure in the ACT. The exposure draft can be found at http://www.legislation.act.gov.au/ed/db_36290/default.asp

Major reform is needed to address the problems of which the GDE gridlock, the Airport roads, the dam blow-out, and the prison debacle are examples of the current failures of foresight. Our Bill is a key part of that reform.

On behalf of the ACT Government I wish all Canberra busi-nessmen and businesswomen a happy, fulfilling and pros-perous new year in 2010.

The business community is the economic backbone of our town and will continue to be the source of most of our new jobs, the source of most of our innovation, and the main source of our ever-improving quality of life.

When we look back at the economic prospects we were all antici-pating at this time last year, there is room for a collective sigh of relief. We have not escaped the GFS unscathed, by any means, but nor has our local economy taken the battering we feared it might.

Indeed, in terms of government working shoulder to shoulder with industry and the business community to confront the chal-lenges of the financial crisis, it has been a year of significant activity and achievement.

We kicked off 2009 with a buy-local campaign and followed up during the year with a $450,000 domestic tourism campaign target-ing Sydney and surrounding regions and a $100,000 marketing cam-paign to promote Canberra’s fantastic national attractions.

Other activity during the year aimed at directly benefiting the business community included the implementation of a Payroll Tax Concession Scheme and some significant changes to the Government’s own procurement processes, in response to business representations.

Procurement quotation and tender thresholds have been raised and changes to prequalification rules have been made. A Goods and Services procurement forecast is now published on the Procurement Solutions website and updated weekly.

We’ve introduced e-tendering for many low-value, low-risk pro-curements and businesses can now quote online.

Many readers of B2B would have participated in the first Business on Focus Month, held throughout September.

I recent received a briefing on feedback from participants – much of it extremely positive.

A total of 3,756 Canberra businessmen and women attended events during the month, with events running at an average of almost 70% of capacity – a great result for an inaugural event. Many individuals attended more than one event. Total attendances topped 7,700.

Almost 50 event partners presented activities, and feedback shows that more than 90% of attendees were satisfied or very sat-isfied with the events, and 90% felt that they had gained a direct benefit for themselves or their business.

A real feather in the cap for our enthusiastic Event Partners. Thank you to all concerned.

The feedback will allow the Government and the business com-munity to ensure that the next Business on Focus Month is an even greater success, and of even more value to Canberra businesses, large and small.

Again, all the best for another year of doing what each of you does so well.


It anticipates that within the next three years it will begin establishing charge spots at private homes, workplaces and public loca-tions such as retail and other commercial areas, car parks and streets.

The company proposes to build an electric ve-hicle network capable of supporting the switch of Australia's 15 million cars to zero emission vehicles.

Its Australian rollout is also in the only coun-try chosen so far with a domestic vehicle manu-facturing capability.

Switch stations will also be built so that drivers can exchange batteries during longer journeys in less than the time it takes to fill a petrol tank.

AGL will provide all of the renewable energy needed to power the electric vehicles from wind and other sources.

Work with developers and suppliers of re-newable energy is the key to ensuring delivery of zero emissions driving to customers.

The ACT Electric Vehicle Council has now been established to promote EVs as a viable and sustainable transport alternative in the ACT and surrounding region.

The Council—industry, science, business, community and government representatives—is the first Electric Vehicle Council in Australia.

Ivan Slavich, the founding Council Chairman and ActewAGL Executive, said the Council

envisages that the widespread adoption of EVs can and will occur in the ACT with effective support and direction from appropriate stakeholders.

He said ActewAGL was able to source re-newable energy through AGL, Australia’s largest generator of renewable energy.

"ActewAGL is also the only utility in the coun-try to own both a distribution and retail network, making the rollout of electric vehicle infrastruc-ture a much more straightforward exercise than it will be in other cities", Mr Slavich said.

Chief Minister Jon Stanhope has shown that the Government wants to encourage the transi-tion to electric vehicles recently announcing the ACT Government is considering the introduc-tion of EVs to the Government fleet.

This would not only reduce the impacts of government business on the environment, but also help foster wider adoption of EVs in the Territory and encourage car manufacturers and EV infrastructure companies to invest in the ACT market ‘sending a signal that there is a vi-brant market in the Territory for new, zero emis-sion vehicle technology’.

During a recent trade mission to London Mr Stanhope met with representatives of London City Council which has made a firm commit-ment to the uptake of EVs and the installation of charge points.

Canberra is well known for its use of cleaner gas-fuelled buses. Now it is the turn of cars and other vehicles to contribute to a lighter carbon footprint for the city. This will be done not with gas or biofuel, but by using electricity from re-newable sources.

While motorists in the ACT have been early adopters of hybrid vehicles such as the electric and fuel powered Prius, widespread develop-ment and adoption of pure electric vehicles has been stymied here and around the world by a lack of an effective charging infrastructure.

Global company Better Place has now an-nounced that Canberra has been selected with two other cities around the world as the first where it will develop its new electric car infrastructure.

Better Place has the support of ActewAGL and the ACT Government for its launch of the ACT city-wide roll-out.

ACT Chief Minister Jon Stanhope is a strong supporter of the project saying the design of Canberra as a city built for motor vehicles presents many environmental challenges.

"We are well-placed to support this exciting new technology which will use renewable energy to power electric vehicles on Canberra's roads.

"The ACT Government remains committed to leading the nation in reducing greenhouse gas emissions and the announcement shows we are well placed to attract both new investment and new green jobs to Canberra," Mr Stanhope said.

Better Place proposes a regional network of charge spots and switch stations which will pro-vide convenient, reliable opportunities to charge electric vehicles (EVs).

"The ACT Government remains

committed to leading the

nation in reducing greenhouse

gas emissions and the

announcement shows we are

well placed to attract both new

investment and new green jobs

to Canberra."

greener transport future in sight for act

The ACT is well placed to lead the introduction of more environmentally-friendly vehicles. Find out what the future holds for motorists of electric vehicles in the ACT.

G2Bact GovernMent


G2B act WorK Safety coMMiSSioner

ACT Work Safety CommissionerP.O. Box 158Canberra City ACT 2601T: 6205 0333F: 6205 0168E: [email protected]

For health and safety information and guidancewww.worksafety.act.gov.au www.safetyforum.org.au www.safeworkactawards.com.au www.actsafetyshow.com.au

Mark McCabe ACT Work Safety Commissioner

The Act reflects contemporary best practice in work safety and addresses emerging safety is-sues and contemporary work arrangements. It sets out a general framework for the health,

safety and wellbeing of people at work and is sup-ported by detailed Regulations, Codes of Practice and other guidance material on particular subjects for em-ployers and their workers.

The Act introduces some important changes to what was required of employers under the previous legislation in terms of consulting with their workers

about health and safety is-sues. Most importantly, all employers have to consult their workers regardless of the number of workers they have. Employers who have existing arrangements can carry them over to the new system.

Why is consultation needed?The new Work Safety Act requires employers,

workers and other people at workplaces to ensure work safety by managing risk. Work safety includes health, safety and wellbeing. Workers often have high-ly valuable knowledge and experience about these is-sues and can contribute to improved safety outcomes. Consultation usually results in higher worker morale and job satisfaction, increased productivity and an overall cost saving to employers.

What is consultation?To consult their workers an employer must share

information with the workers, give them a reasonable opportunity to contribute information and express their views and must also consider the workers’ views before they make a decision that affects work safety.

When does an employer have a duty to consult?After 1 October 2009, all employers in the Territory

have to consult their workers. This consultation should allow each worker to contribute to matters which di-rectly affect their health, safety and wellbeing in rela-tion to work at the workplace. Consultation includes:

identifying and assessing risks to work safety•

measures to manage those risks•

the adequacy of facilities•

proposed changes that may directly affect work safety•

all other work safety issues.•

There is no longer an exception for employers that have less than 10 workers – all workers deserve to be consulted about their health, safety and wellbe-ing at work.

Failing to consult with workers is an offence (with a maximum penalty of $10,000 for an individual or $50,000 for a corporation).

Who are my workers? Who is an employer for consultation?

You are someone’s employer for consultation if you are the person most directly involved in engaging or directing them to carry out work for a business or undertaking. It does not matter if that person is paid to work, so long as you have a mutual arrangement. This may include employees, contractors, outworkers, labour hire workers, students and some volunteers. A worker must be consulted by more than one employer if they work for more than one business.

What should employers do?Employers that don’t currently have consultation

arrangements need to put arrangements in place be-fore 1 October 2009.

Details regarding what constitutes valid consultation under the Work Safety Act can be found at www.worksafety.act.gov.au

From 1 October 2009 the Work Safety Act 2008 operates to protect the health, safety and wellbeing of residents at work in the Territory.

engage your workers in work safety

Failing to consult with workers is an offence

(with a maximum penalty of $10,000 for an

individual or $50,000 for a corporation).


THERE HAS BEEN A CHANGE TO THE SCHOOL LEAVING AGE: WHAT EMPLOYERS NEED TO KNOW

HOW CAN EMPLOYERS HELP?

Employers can continue to help young people by providing employment opportunities including work experience and Australian School-Based Apprenticeships.

The ACT Chamber of Commerce also supports employers to engage with schools and young people on an ongoing basis, and is launching a new program to develop relationships between businesses and schools. For more information, contact the Chamber’s Partnership Brokers on 6283 5200 or [email protected]

WHAT ABOUT STUDENTS WANTING TO DO PART-TIME WORK AFTER SCHOOL AND ON WEEKENDS?

Students enrolled in full-time education are allowed to work part-time in conjunction with their studies.

Employers are advised to check with students and/or their parents that the students applying for part-time work are also enrolled in full-time education.

WHERE CAN I GET MORE INFORMATION ABOUT THE CHANGES?

The ACT Department of Education and Training website at www.det.act.gov.au, email [email protected] or call 6205 2254 for more information.

ARE YOU AWARE OF THE RECENT CHANGE TO THE EDUCATION ACT 2004 (ACT)?

From 1 January 2010, a new compulsory education age will replace the previous ACT compulsory school age, which allowed students to leave school at 15. All young people will now be required to participate in education until completing a year 10 program of study and then participate full-time in education, training or employment until completing year 12 or equivalent, or reaching age 17, whichever occurs � rst.

WHAT DOES THIS MEAN FOR EMPLOYERS?

Students who have not turned 17 and who are looking to undertake full-time employment or work-related training after year 10 will need to seek an Approval Statement from the ACT Department of Education and Training to do so.

This is required to ensure the training or employment meets the new legislative requirements and the Department’s guidelines.

Employers should check the student has an Approval Statement from the ACT Department of Education and Training to take part in full-time work.

The changes do not a� ect students who are already aged 15 or older and who left school at the end of 2009.

B2B full pg advert.indd 1 12/23/09 1:26:44 PM


roles that have no direct correlation to the qualifications they hold. And if we genuinely value the idea of lifelong learning, workers must be able to move between training and working, or combine the two throughout their adult life, including post-‘retirement’. The notion of a pathway from school to training and then into work is a myth that is slowly being busted. After school, people need to be able to move freely between training and work, as ap-propriate for their changing circumstances.

This understanding is one that career development practitioners have been grappling with for some time. There was a time when career advice simply meant se-lecting an occupation you liked and working out what you needed to do to get a job in that field; metaphorical-ly mapping out a ‘pathway’. The reality has been some-what different. These metaphorical career ‘pathways’ are complex and somewhat random, they’re heavily in-terconnected, and the travellers on these pathways are prone to noticing other opportunities as they progress, and redefining their destinations or routes as they go.

I spend a lot of my time working with schools and one thing that always strikes me about the generation of people coming through them at the moment is their optimism. Whereas my classmates would have been happy to land a job, these young people are highly mo-tivated and don’t like to waste time. They don’t have any difficulty making decisions, even if they do change their minds more often! So the changes being made to our system are positioning us well to take advantage of this generation’s strengths.

It is encouraging to see the national training sys-tem being adjusted to match reality, but it does mean there will be readjustments for many employers. The ACT Chamber provides a range of services to sup-port employers on staff development issues. We are also increasing our engagement with schools, both to support those industries that need to engage with the next generation of staff, and to help improve the employability and decision-making capacity of young people in our region.

To become a member of the Chamber please call 6283 5200 or visit www.actchamber.com.au.

a2B act and reGion cHaMBer of coMMerce & induStry

Corporate SponsorsacteWaGL, 104.7 / Mix 106.3, prime tv, the canberra times, the Good Guys tuggeranong, duesburys nexia, Synapse Worldwide, B2B in canberra.

Associates and Affiliatesretail traders association, australian industry defence network

Foundation Memberaustralian chamber of commerce & industry

Our traditional conceptualisation of a career

is that of a pathway leading from school

into training and then to work. What people

actually do, however, is quite different. Some

experts estimate that as many as 80% of

those currently in the workforce who hold

qualifications work in roles that have no direct

correlation to the qualifications they hold.

None of last year’s changes in education and training have been particularly earth-shattering, but many of them will have a significant impact on the way we think

about life and work.Take, for instance, the changes to the school leav-

ing age for young people. While young people can still leave school at the age of 15, new legislation requires

school-leavers to par-ticipate in the labour market until the age of 17. They can move on to tertiary education if they find a course without minimum educational requirements, they can work, or they can contin-ue with school; but they are required to make a decision between these three options. This legis-lation doesn’t change life for many young people. Most will make the same decisions they would

have made without it, but it does strengthen values about work and education that we have long held.

So too does the Council of Australian Government’s (COAG) agreement to establish a new, national regula-tor for the vocational education and training sector. In much of the documentation surrounding this change, the rhetoric surrounds whether students can manoeu-vre between qualifications without losing ground. While proponents of this change also discuss economic and social benefits, it seems what is most highly valued is the capacity for students to learn what is most relevant for their work and aspirations. While this may seem an ob-vious objective for the vocational education and train-ing sector, it has not always been so.

Our traditional conceptualisation of a career is that of a pathway leading from school into training and then to work. What people actually do, however, is quite different. Some experts estimate that as many as 80% of those cur-rently in the workforce who hold qualifications work in

I keep hearing how significant the last twelve months have been for the education and training sector, and how exciting it is to be working in this sector at this time. While it’s starting to sound like a bit of a cliché, like all clichés, it’s said because it’s true.

career paths – changes for young people

Sam Andrewartha, Executive OfficerACT & Region Chamber of Commerce & Industry


insitec A4 Ad B2B Nov09.indd 1 22/12/09 1:12:43 PM


a2B

Affiliated with

By Chris Faulks Chief Executive Officer

As is so often the case at this time of year, we set a New Year's resolution for ourselves in order to improve some aspect of our lives and thus live up to our full potential.

canBerra BuSineSS counciL

Principal Members

actew corporation, actewaGL, Bank West, Bega cheese, Bluestar printing Group, clayton utz, cre8ive, ernst & young, eWay, Health for industry, Hindmarsh, Holistech, KpMG, Master Builders association, national australia Bank, national Museum of australia, nec australia, Staging connections, the village Building co, thyssen Krupp Marine Systems australia

tourism: a valuable investment

In that spirit, this year Canberra Business Council calls upon the ACT Government to resolve to work hard-er in supporting the tourism industry in the ACT.

The importance of tourism to the economy has been highlighted in a recent report by the Sustainable Tourism Cooperative Research Centre entitled The Economic Contribution of Tourism to Australian States and Territories 2007-08.

The report confirms that tourism provides a range of benefits to the ACT economy, including over $730 million in direct contributions, and another $557 mil-lion in indirect contributions, not to mention $170 million in direct and indirect net taxation revenue.

Tourism in the ACT makes up more than 5.5% of our Gross State Product (GSP) and employs over 13,000 people.

In many ways this is not surprising; you would ex-pect tourism to be a major contributor to the ACT economy given the National Capital is home to a range of renowned tourist attractions. Questacon, the National Science and Technology Centre, had almost 420,000 visitors in 2008-09 and over 300,000 people visited the Floriade spring flower festival last year.

There is no better example of the potential of cultural and tourism events than the National Gallery of Australia’s blockbuster Masterpieces from Paris exhibition, tipped to exceed 250,000 visitors by April. Not only will this exhibition attract visitors to the gallery, but it will also bring more people into our cafes and restaurants, our hotels, our taxis and buses, and our shopping centres. The positive eco-nomic return of this for business in the ACT is esti-mated at $58 million.

The Masterpieces from Paris exhibition was brought to Canberra through funding by the Australian Government and the ACT Government, who contrib-uted $500,000, and shows how investments in unique, once-in-a-lifetime cultural experiences can have a very significant impact on the local economy.

More broadly, Tourism Research Australia data shows that a total of 159,000 international visitors came to the ACT in 2008-09, and in terms of visi-tor nights spent in the region, 56% of these were for educational purposes.

Interstate visitors formed the bulk of our tour-ist numbers in 2008-09, with 1.4 million day visi-tors and 1.9 million overnight visitors from within Australia, of which 81% of visitor nights were for recreational purposes.

Clearly a combination of our award-winning na-tional attractions, world-class educational institu-tions, and a variety of accommodation, and high quality restaurants and cafes all play their part in making the ACT a desirable destination for both do-mestic and foreign visitors.

However upon closer examination, tourism’s con-tribution of 5.5% to the ACT economy is well below the national average of 6.3% of GSP.

Of all the jurisdictions, only WA lags behind the ACT in terms of its tourism contribution; tourism provides over 6.5% of NSW’s GSP for example, and in the Northern Territory over 11%. This provides evi-dence that the ACT, despite being better positioned than most other states in terms of desirable tourism assets, is not achieving its potential.

Worse still, the data shows that tourism's con-tribution to the ACT economy has been in decline since 2006-07.1

In particular, the economic downturn in 2008-09 impacted on the industry's ability to maintain its sig-nificant contribution, due to higher unemployment and the strong Australian dollar.

Now is the time for the ACT Government to step in and further bolster the Territory's tourism indus-try. To that end, Canberra Business Council and its kindred organisations are committed to working with the ACT Government to achieve strategic in-vestment in our valuable tourism industry.

Many times when we set a New Year's resolution, we eventually fall short of our goal and regret that we did not try harder.

When it comes to investing in the tourism indus-try in 2010, this is one resolution that we do not have the luxury of breaking.

1 Sustainable Tourism Cooperative Research Centre The Economic Contribution of Tourism to Australian States and Territories 2007-08

upcoming events

connect with the brumbiesAn opportunity to network with the local business community, CBC members and the CA Brumbiesbrumbies rugby offices, austin st, griffith5.30pm – 7.30pmthursday 28 January 2010

February 2010 – outlook 2020With Guest Speaker Geoff Zippel – Better Place – Electric CarsHotel realm, barton12.30pm – 2.00pmthursday 25 February 2010

employment and oHs WorkshopDetailed discussion on OH&S policies and your businessmeyer vandenberg, Level 5, 1 Farrell place, canberra7.30am– 9.00amWednesday 24 February 2010


a2B

In the fast-moving world of sports performance tech-nology, staying ahead is the main game. Managing director of GPSports, Adrian Faccioni knows this only too well. Every 12 months or so, the Canberra-based com-

pany needs to come up with a new or improved product to stay ahead of international competitors.

The company’s first product was the SPI 10 – a GPS device about the size of a mobile telephone, which measures an athlete’s heart rate, speed, dis-tance and position.

The two latest offerings are SPI Touch, a real time mobile application, and RTI (Real Time Infrastructure) which gives every coach in a training facility real time access to every player anywhere in that facility.

“We have been approached by broadcasters inter-ested in using our technology for the NRL, and Sky TV is interested in using the technology for horse racing in Australia.

“Our technology was used to broadcast details, such as a player’s heart rate and acceleration, during the 2007 International Cricket League in India,” Adrian said.

The main market currently is high profile sports teams from all around the world, including 2009 AFL premiers Geelong, and the NRL's Melbourne Storm. All up 12 NRL teams, 8 AFL teams, the Australian Wallabies, New Zealand All Blacks and United Kingdom Lions rugby teams, several European and UK football teams, including Real Madrid and Manchester United, use systems available from GPSports.

With such a large investment in research and develop-ment, GPSports is registered for the R&D Tax Concession.

Adrian says research and development is the sta-ple of the business and the concession helps it remain at the cutting edge of the international performance management technologies market.

The sports performance devices have also made a huge difference to coaches and players, who can use them to gain a greater insight into the physical de-mands and capabilities of players and to identify ways to individualise training.

The devices also accurately assess training based on player performance such as speed, impacts, accelera-tion rate, body load, recovery time and can even de-tect injury concerns, player fatigue and overtraining.

Adrian Faccioni is currently providing support and advice to a number of ACT sport and fitness export-ers. This advice includes information on trends tak-ing place across the international sporting industry, intelligence on emerging markets for sport and fit-ness companies, and the day-to-day practicalities of exporting for both service and product-based sport and fitness companies.

La Bella Creations is one of the ACT Exporters’ Network’s newest members and counts celebrity mum, Catriona Rowntree and Lipstick Queen, Poppy King among its strong supporters.

La Bella Creations is an online fashion boutique spe-cialising in attractive, durable jewellery. All jewellery is nickel and lead-free and tested for quality, wearability and durability.

As a busy working mum of two, Kylie Watson found it difficult to find dependable fashion jewellery that lasted more than a few wears, was comfortable, attrac-tive and practical. A particular issue was her baby and toddler tugging at her necklace and bangles and having beads fly all over the floor.

The idea of durable and playful jewellery for mums of small children has been so successful that late last year she opened her market to New Zealand after an approach from New Zealand newspapers and repeated requests from potential neighbouring customers. Kylie aims to open up to the UK in early 2011.

La Bella jewellery is designed to be strong and sas-sy. In other words its owner/director Kylie has found a niche and a need in the fashion jewellery market for necklaces, bangles and rings that not only look great but are more durable than average jewellery.

In addition to designing the jewellery, Kylie also stocks the Chewable jewels & Marzio Fiorini ranges. She manages to keep a good work/life balance by out-sourcing the bulk manufacturing of the more popular necklaces she has designed to India, the Philippines, Indonesia, China, and Fiji. Kylie then imports the neck-laces back to Australia and puts them through rigorous testing and quality standards.

For more information on La Bella Creations visit www.labellacreations.com.au

sassy jewellery and sports technology– more export success storiesCanberra is home to an incredible community of exporters. This month, we showcase GPSports and La Bella Creations.

act exporterS' netWorK

the act exporters’ network would like to thank its platinum sponsor, the act Government, its silver sponsor the centre for customs and excise studies and its bronze sponsor ausIndustry for their ongoing support and commitment.

If you would like more information on the ACT Exporters’ Network mentorship programs please visit www.actexportersnetwork.com.au or contact Brooke Anderson on 6247 4199.


Professor John H HowardPro Vice-Chancellor (Development)

u2B tHe univerSity of canBerra

universities and canberra's economic development

To many the image of a University is students sitting in large classrooms listening to faculty lecture on esoteric subjects in science or the arts, or undertaking research projects that reflect the interests and motivations of academics looking for advancement through publication in scholarly journals.

In reality modern universities are very complex inter-national conglomerates of highly diverse businesses. They manage very large budgets with increasing amounts of discretion. They are far more complex

than most industrial enterprises, undertaking many activities—some for profit, some publicly regulated, and some operating in highly contested markets.

In Australia, universities are major exporters—in 2008 international education brought $260m to the Canberra economy, more than double the $110m con-tributed by tourism.

The contribution of higher education institutions to economic development has been receiving increasing overseas attention. The linkages between higher educa-tion policies, skills and workforce policies, and regional innovation and industry policies is coming under closer scrutiny as businesses, industries and regions address the challenges of competiveness and in a globalised knowledge based economy.

Many regions have undertaken economic impact as-sessments of higher education. Drawing on these stud-ies, the contribution of higher education to regional economic development occurs in a number of ways:

Building the regional skills base through the •education and training of students who subsequently work in, or create businesses within the region.The existence of talent is a key consideration for •businesses seeking to change location.The education and training of international •students who live in a region and create increased demand for goods and services.Salaries paid to academic and administrative staff •who live in the region and who also purchase goods and services from regional suppliers.Research partnerships, collaborations and joint •ventures between tertiary education institutions, business and government.Commercialisation of research in the form of •technology licensing to local businesses and creation of start-up companies.Investment in the construction of new buildings •and facilities, which create building and construction employment.Universities also contribute to community

development through the use of facilities and serv-ices and the involvement of staff in a broad range of community activities. And perhaps most signifi-cantly, universities educate the people who become leaders in business, commerce, government and community organisations.

The tertiary education industry is global in nature and highly competitive in terms of recruiting world class faculty, attracting top students, and securing ac-cess to national and international competitive research funding. Canberra’s universities are very much part of this global structure.

At the same time, Canberra’s universities have a com-mitment to local community service in terms of taking on a range of social, cultural, and environmental respon-sibilities in Canberra and the region and providing access to education for students who are disadvantaged by geo-graphic location and low socio-economic status.

Canberra’s universities continue to look for ways they can become more actively involved in indus-try and regional development through participation in business forums such as the Canberra Business Council, the Canberra Convention Bureau, and Regional Development Australia (ACT). Members of Faculty par-ticipate in the community as members of boards and take leadership positions in the health, education, arts, cultural, and recreation arenas.

The OECD is currently undertaking a Review of the role and contribution of higher education institu-tions to the Victorian economy as part of a peer re-view process including 14 regions in Europe and the Americas. The Review is addressing the contribution of teaching and learning to labour market and skills development, the contribution of research to regional innovation and capacity building for intra-regional cooperation. The Review is also addressing the con-tribution that universities make to social, cultural and community development outcomes.

There is growing interest for a similar peer review process to be undertaken for Canberra and the Capital Region. We can all learn from what others are doing. The future of Canberra and the Capital Region remains very much dependent on the contribution of our uni-versities to building the knowledge economy.


c2BcanBerra SoutHern croSS cLuB

With memories of the festive season lingering, the heat of summer still with us and staff slowly trickling back into offices and workplaces after holidays, it can be a good time of year to make plans and make sure all staff know where the year will take them.

It is important to any business to start the year with a positive attitude, with well defined goals and strong organisational plans in place. Planning, organisation and motivated staff are key ingredients for a suc-

cessful business – whether it’s small, large or medium, private or government.

At the Canberra Southern Cross Club we have on-going planning meetings, training days and also incen-tives to help ensure staff are aware of what is going on. We believe it’s extremely important to take time to do this because we have staff with such varied skills and working hours.

Our clients from all sectors, government and pri-vate businesses, agree it’s also often more productive to hold planning meetings and training days away from the office. This way the disruptions from phone calls and the ever-present urge to check what email may have lobbed in, is decreased.

Workshops, training days, planning meetings, team building days, networking seminars, product launches and even industry conferences, are just some of the business-building activities that can be hosted at Southern Cross Club venues across Canberra.

Just as good planning , clever organisation and well trained staff are key to an organisation’s success, so is making sure that any events provide value for money and quality facilities.

The purpose-built Southern Cross Events Centre at Woden has hosted more than 200 business events since it opened in March last year – from workshops of 15 people, to sit-down dinners for 700 guests, and seminars for over 1,000 delegates.

In Canberra, Commonwealth and ACT government department event organisers are required to seek out value for money options when they are choosing con-ferences and other event sites.

Private sector business also demands quality and the same balance between dollars spent and the outcomes achieved. Repeat conference business at Southern Cross Club Tuggeranong from government departments is exceptional and also proof that we are delivering the quality required.

“Our workshop was one of the most productive we have had. Everything that we asked for and even

some things we didn’t think of were available. The function organisers were quick to pick up on our needs and made sure nothing was missing,” Claire from Centrelink said.

“At the Canberra Southern Cross Club, we under-stand it is essential to guarantee the best options and de-livery, and that each client has a unique need. We aim to deliver a package that meets these needs both in price and quality,” Events Sales Manager, Sian Lovekin said.

Obviously in government there are limits to the staff incentives that can be awarded, but here we can also offer several options.

Some businesses have held team building days at our lawn bowls and pitch n putt facilities. This is a great way for staff to mix in a less formal setting and helps team members to see the importance of com-bining their different skills.

Making a positive start to the year, with all the key elements of planning, organisation and motivated staff in place, helps deliver business goals as well as imple-ment any extra challenges that come along.

As a business that looks forward to helping the Canberra economy prosper by working with the com-munity and business to create employment opportu-nities, the Canberra Southern Cross Club hopes you enjoy the year ahead.

For more information: Canberra Southern Cross Club Woden T 6283 7200 Tuggeranong T 6293 7200 www.cscc.com.au

a positive start helps achieve business goals

Carol SawyerGeneral Manager

“Our workshop was one of the most productive we

have had. Everything that we asked for and even

some things we didn’t think of were available. The

function organisers were quick to pick up on our

needs and made sure nothing was missing,” Claire

from Centrelink said.


netWorKinG

Thuyvan Mellor, Frankie Lun, Barbara Wilson, Olivia Mitchell and Nicolle Keyes @ Pro-Fit Christmas Party

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LeGaL notice reLatinG to copyriGHt, WarrantieS and LiaBiLitieSMan Bites dog public relations (‘MBd’) owns the copyright in this publication. except for any fair dealing as permitted by the copyright act 1968 (cwth), no part of this publication may be reproduced without the prior written permission of MBd. MBd has been careful in preparing this publication, however: it is not able to, and does not warrant that the publication is free from errors and omissions; and it is not able to verify, and has not verified the accuracy of the information and opinions contained or expressed in, or which may be conveyed to readers by any advertisement or other publication content. MBd advises that it accepts all contributed material and advertisements contained in this publication in good faith, and relies on various warranties and permissions provided to it by the persons who contribute material and/or place advertisements. those warranties and permissions include that neither the material and/or advertisements are misleading, deceptive or defamatory, and that their use, adaptation or publication does not infringe the rights of any third party, or any relevant laws. further, MBd notifies readers that it does not, nor should it be understood to endorse, adopt, approve or otherwise associate MBd with any representations made in contributions and/or advertisements contained in the publication. MBd makes no representation or warranty as to the qualifications of any contributor or advertiser or persons associated with them, and advises readers that they must rely solely on their own enquiries in relation to such qualifications, and be satisfied from those enquiries that persons with whom they deal as a result of reading any material or advertisement have the necessary licences and professional qualifications relating to the goods and services offered. to the maximum extent permitted by law, MBd excludes all liabilities in contract, tort (including negligence) and/or statute for loss, damage, costs and expenses of any kind to any person arising directly or indirectly from any material or advertisement contained in this publication, whether arising from an error, omission, misrepresentation or any other cause.

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Documents

B2B in Canberra January 2010 (Issue 44)