Resort News, April 2026

Considerations for upgrading internet performance

Guest expectations are changing, the benefits of upgrading your building’s internet:

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

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

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

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

What internet upgrade options should I choose?

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

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

Option C: Fibre optic cabling to each apartment.

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

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

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

o Involves minimal disruption and cost.

o Is fully managed and warranted.

o Has proven success with existing installations.

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

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

INSIDE

The legal stuff...

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A different mix: The same questions

By April, you usually know where you stand.

What’s working, what’s not, and what’s quietly becoming a problem. By now, there’s less room for guesswork and a lot more need for clarity. For me, often clarity doesn’t make things easier, just a bit harder to ignore.

Clarity runs right through this edition.

This month, we’ve focused on the growing influence of Chinese-background professionals in the MLR sector. It’s a shift that hasn’t happened overnight, but what was once a smaller, less visible cohort has become a well-established and highly engaged part of the industry.

The most interesting part of pulling this edition together was realising it’s not about

Mandy Clarke, editor@resortnews.com.au

diff erence. If anything, it highlights how aligned the thinking is. The same questions come up every time: is the income sustainable? Are the agreements solid? Will this work long term? Regardless

of background, those fundamentals don’t change.

What’s changing is how people are entering the sector, how they’re preparing, and the networks supporting them along the way. There’s more education, more structure, and a clearer understanding that this is a business that must be actively operated.

We’re seeing broader cultural shift s play out. Diff erent communities engaging with the model in diff erent ways, new pathways emerging, and a more diverse mix of operators shaping the sector. It’s not a divide, it’s an evolution.

And yet, things feel a bit wobbly at the moment. Global conditions are shift ing (to put it mildly), fuel costs are shooting up, and operating expenses aren’t easing.

It happens to be the Year of the Horse, which feels about right. Plenty of movement, a bit of unpredictability, and no real option but to keep pace. None of that is new, but it does bring everything back to basics. Clarity, discipline and good decision-making matter, and the focus shift s to the parts of the job that ultimately determine how well a business holds up: finance, governance, communication, relationships and day-to-day operations.

Because at times like this, it’s those operators who understand the model, the relationships and the responsibilities who are best placed to navigate it. And that’s where the strength of our industry really sits.

Mandy Clarke, Editor, Resort News

A growing voice:

Chinese-background professionals reshaping management rights

By Mandy Clarke, Editor

Over the past decade, participation from Chinese-background professionals within the management rights sector has evolved from a niche presence into a recognised and influential part of the industry.

Today, bilingual operators, investors and specialist advisers are active across acquisitions, operations and advisory roles. Networks of brokers, trainers, accountants and consultants now support a growing buyer community that approaches the sector with strong commercial discipline and a long-term outlook. Like all buyers entering the sector, this cohort is ultimately driven by the same commercial fundamentals.

For many contributors to this Special Report, the shift has been gradual but unmistakable.

Jessie Shi, ResortBrokers, Specialist Accommodation Broker, based in Brisbane, says awareness of the industry has expanded significantly within the Chinese business community.

“Management rights are now quite well known and understood in this community,” she explains.

“When I started as a management rights broker in 2019, around 50 percent of my clientele was Chinese. Now, it’s more like 70 percent.”

Jessie says the structure of the industry itself holds strong appeal.

“The Chinese community values management rights as viable, stable and relatively bullet-proof businesses that provide steady income and flexible time management.”

Silvia Liu, Founder of Redy Finance, agrees, noting that this growth has also been supported by increased access to bilingual advisers.

“Having the right guidance in place helps buyers navigate what can often be a complex acquisition process,” she says.

A more informed generation of buyers

Across the sector, advisers say the profile of buyers entering the market today is markedly different from those seen a decade ago.

Jessie Shi says early misconceptions about the business model have largely disappeared.

“Over my seven years as a management rights broker, I’ve personally witnessed a significant increase in the level of professionalism among Chinese operators,” she says.

“In the past you occasionally came across buyers who believed they could rely on the caretaking salary and take a more passive approach. That’s no longer the case.”

That shift, she says, has been driven in part by stronger industry education and a clearer understanding of the operational demands of the role.

“Chinese operators today are increasingly well informed. They understand the importance of maintaining a strong relationship with the body corporate and lot owners, which becomes particularly important when agreements are due for top-up.”

Kevin Tsai, Broker at Ras360 Property Solutions, says new entrants are also arriving with stronger financial literacy and a more analytical approach.

“They are highly educated, tend to be analytical and are financially driven,” he explains.

“Their priorities centre on verifiable net profit, a stable return on investment and the longevity of the accommodation agreements, rather than emotional or lifestyle-driven decisions.”

Silvia Liu adds that buyers are placing greater emphasis on transparency and consistency when assessing opportunities, reinforcing the shift toward more structured and disciplined acquisitions.

A sharper financial lens

As buyer profiles evolve, so too does the way

acquisitions are assessed, structured and financed.

Paul Chiu, Director at CLAS Financial Solutions, says many Chinese-background buyers are drawn to the dual nature of the asset.

“Management rights offer a combination of business income and property ownership, which aligns strongly with how many of my clients approach longterm investment,” he explains.

“They are not just looking at day-to-day cashflow, but also the potential for capital growth over time.”

Paul says this mindset is reflected in how buyers approach due diligence.

“They are highly disciplined and analyse verified net income, agreement terms and body corporate history in detail,” he says.

“Many are not first-time buyers, with some building portfolios of multiple management rights businesses.”

He notes that finance is now being considered much earlier in the acquisition process.

“Buyers are engaging around lending structures, serviceability and long-term sustainability from the outset,” he says.

“They are also far more familiar with lender requirements, including how annual reviews and future loan extensions may impact the business over time.”

Lawyer Kevin Pai, Partner at Bugden Allen, says this structured approach is consistent across many transactions.

“These buyers typically undertake thorough due diligence and work closely with professional advisers

to ensure the fundamentals of the deal are sound,” he explains.

“There is a strong focus on income verification, agreement length and the overall strength of the letting pool.”

Kevin adds that clarity throughout the transaction process is critical, particularly where multiple advisers are involved.

“Ensuring legal and commercial terms are clearly understood, often with bilingual support, helps avoid misunderstandings and keeps transactions progressing efficiently,” he says.

Silvia Liu says this level of clarity is now expected by many buyers during the acquisition process.

“We often see a strong focus on verified net profit, a clear understanding of agreements and long-term income stability, along with transparent financial records and operational consistency,” she explains.

Paul Chiu says trusted networks, including platforms such as WeChat also influence how opportunities are identified and assessed, particularly from a finance perspective.

“Within bilingual communities, opportunities and insights often circulate through established networks before reaching the broader market,” he explains.

“These networks also support knowledge sharing around lending, deal structuring and operational performance.”

Despite this, he says one misconception continues to persist.

“One of the biggest misconceptions is that these buyers approach management rights purely as a property investment with a side income,” he says.

“In reality, they are highly focused on operational performance, sustainable net income and the long-term quality of the asset.”

Growth through experience and scale

While first-time buyers continue to enter the sector, some contributors say growth is increasingly coming from established operators expanding their portfolios.

“Chinese buyers remain a very strong presence in the management rights sector,” she says.

“Operators who already hold management rights businesses are expanding significantly through additional acquisitions, forming more structured and professionalised operating platforms.”

Bobo Qi, Co-founder and Director of Property Bridge notes that partnership structures are also becoming more common, particularly in larger management rights businesses where scale delivers both operational efficiencies and stronger financial outcomes.

However, Grace Pang adds that no two schemes are identical.

Grace Pang of SGM Consultants says this reflects the natural progression of a maturing market.

“One of the unique characteristics of this industry is that every scheme is different,” she explains.

“Caretaking agreements, CMS documents and committee expectations can vary from scheme to scheme, so every acquisition requires a fresh perspective.

“First and foremost, this is a business, and more specifically, a people business,” she says.

“Success in management rights relies heavily on communication, relationship management and understanding the governance structure within a strata community.”

Grace refers to this approach as maintaining a “B4B — Best for Building” mindset, where decisions are guided by what delivers the best outcome for the scheme.

She also notes that maintaining a clear distinction between personal sentiment and professional responsibility is critical, with decisions needing to be grounded in industry standards rather than emotion.

Communication and cultural nuance

Where transactions involve buyers and vendors operating across languages and cultural contexts, communication becomes even more important.

Kevin Tsai says clarity and trust are essential throughout the acquisition process.

“Engaging bilingual specialists, including brokers, accountants and lawyers, is critical,” he explains.

“They help ensure the nuances of Australian strata law and financial verification are clearly understood and not lost in translation.”

Jessie Shi also notes that English-language proficiency

remains a key factor during the assignment process, with committees placing strong emphasis on clear and confident communication.

The next wave

Trevor Rawnsley, CEO of ARAMA, says participation from Chinese-background buyers has been a strong and visible part of the sector’s growth over the past decade, although the mix is beginning to shift.

He notes that the industry has historically seen waves of new entrants as awareness of the model expands.

“Earlier on, we saw strong participation from New Zealand buyers, followed by a significant rise in Chinese-Australian operators, supported by targeted marketing, bilingual brokers and structured training pathways,” he explains.

“At one point, Chinese-Australian operators made up a substantial share of new entrants.”

However, he says momentum is now broadening once again. P10

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“In the past 12 months, we’ve seen a noticeable increase in Indian-Australian buyers entering the sector, largely driven by word of mouth rather than the more organised networks that supported earlier Chinese participation.”

Trevor says this progression reflects how different communities engage with the industry at different stages of maturity.

He also emphasises the importance of ongoing industry engagement beyond the initial purchase.

“Training is only the starting point,” he says.

Paul Shih, CEO of PRET Australia, says participation from Chinesebackground professionals began increasing significantly more than a decade ago.

“While some Chinese buyers and operators entered the sector more than 20 years ago, there was a significant increase in participation from around 2011,” he explains.

“Staying connected through industry bodies like ARAMA is critical. The most successful operators are those who continue to engage, rather than relying on secondhand information once they are in the business.”

Education providers have also played an important role in bridging these gaps.

“At the height of the market, my classes regularly had more than 30 students, with more than 80 percent intending to purchase management rights.”

Paul says that experience has shaped a more cautious and informed buyer base.

“Today’s buyers are far more analytical. They understand they are acquiring an operating business rather than a passive investment.

Chinese buyers are

motivated by exactly the same considerations as every other commercially minded purchaser

“Many now undertake licensing education and industry training before committing to a specific acquisition.”

Early operational challenges

Like all new entrants to the sector, operators must adapt quickly to the realities of managing a strata-based business.

Grace Pang says one of the most common challenges is understanding the responsibilities within the caretaker agreement and having an appreciation for inferred duties as opposed to being totally rigid in determining those duties.

“It is common to hear comments such as ‘the previous manager did it this way’ or ‘we have always done it this way’,” she says.

“But those habits may have already drifted away from the caretaker agreement or industry standards.”

Reviewing agreements, the Community Management Statement and committee meeting minutes should always be the starting point.

Managers who understand the governance framework early are better positioned to operate confidently and professionally.

Kevin Tsai adds that the body corporate committee interview process can also be challenging during the acquisition stage.

“Once operating, the challenge often shifts to mastering the soft skills required for everyday resident communication and conflict resolution,” he says.

Networks and transaction pathways

Marketing strategies and transaction pathways can differ when engaging bilingual buyer networks.

Silvia Liu notes that marketing and vendor communication

are becoming more tailored, with increased use of bilingual materials and targeted outreach through established community networks.

Kevin Tsai says relationshipbased communication often plays a larger role.

“Marketing tends to be highly targeted, often utilising platforms like WeChat and relying heavily on direct networking,” he says.

“Because these professional communities are tight-knit, there can be a significantly higher volume of off-market, referral-based transactions.”

Bobo Qi says off-market transactions are becoming more common in certain circumstances, often driven by increasingly well-qualified buyers and stronger networks, where opportunities circulate before reaching the open market.

“A growing number of highincome management rights businesses are being transacted off-market,” she explains.

“Sellers increasingly recognise the value of working with brokers who have the expertise to match these businesses with suitably qualified buyers.”

She says specialist brokers play a far more active role than many outsiders realise.

“In this dynamic industry, a specialist broker mediates commercial interests, emotional considerations and cultural differences throughout the transaction process,” she says.

“Without that capability, many transactions would struggle to reach completion.”

Looking ahead

Most contributors expect participation from Chinesebackground professionals to remain strong in the years ahead.

Migration trends, education pathways and established advisory networks continue

to support this growth.

Kevin Tsai says the management rights model remains a major attraction.

“The combination of business ownership and housing makes this model extremely appealing,” he says.

“In the Asian business community it is often regarded as one of the safest and most stable cash-flow investments available.”

He also challenges a common misconception about this segment of the market.

“They are not absentee investors; they are often some of the most hands-on, dedicated and hardworking onsite managers in the industry,” he says.

Jessie Shi believes the biggest misconception about this segment of the market is that it is somehow different from the broader buyer pool.

“Chinese buyers are motivated by exactly the same considerations as every other commercially minded purchaser,” she says.

“They ask the same question as everyone else: does this management rights business justify my time, energy and financial investment?”

Paul Shih also challenges a common assumption about this segment of the market.

“That Chinese management rights operators are purely profit-driven investors,” he says.

“In reality, most are highly riskconscious business owners who value long-term stability, mutual respect and win–win outcomes within their strata communities.”

Ultimately, that shared focus may be the clearest indication that the sector is not dividing into separate markets, but continuing to evolve as a diverse and increasingly global industry.

How to protect your letting pool from the threat of changing laws

By Trevor Rawnsley, CEO, ARAMA

Capital gains tax reform is at the forefront of the Federal Government's policy agenda.

Whether the changes occur or not, the government has shown an appetite to change laws around property investment in Australia, and it’s a powerful warning for the management and lett ing rights industry.

With a housing crisis in Australia right now and the threat of law changes targeting property investors, it has never been more important for residential managers to protect, defend and grow their lett ing pools.

Crucial to this is for you to have good relationships with your unit-owner clients so you can be involved in any sales process. Losing units from the lett ing pool can lead to a reduction in the value of your business. Don’t be asleep at the wheel if the laws change.

What the Federal Government is proposing will put some brakes on investor-owners. If they are deterred from buying rental units, it will certainly aff ect lett ing pools if those units are sold to owner-occupiers rather than other investors.

The MLR operator needs to be in a strong position to market those units to investors rather than owner-occupiers. There's a proven marketing adage that says it costs fi ve times more to obtain a new customer than it

does to keep an existing one. It’s crucial to remember that maxim in the MLR industry.

Australia has been experiencing housing shortages for many years. The capital gains tax (CGT) discount was introduced to encourage long-term investment and risk-taking so that there would be a large supply of rental accommodation. One of the dangers of CGT reform, if it occurs, is that renters, rather than investors, are likely to be most aff ected because without incentives for investors to buy rental properties, supply may shrink and place upward pressure on rents.

If MLR operators are not prepared to respond proactively to potential future law changes, they risk losing units from their lett ing pool. According to a recent ARAMA members survey, this is seen as a key threat to the profi tability of their business.

So, it’s vital that residential managers hold a full real estate licence, enabling them to be involved in the sale of units within their scheme and maintain strong relationships with their owner-clients.

ARAMA delivers the “ARM” (ARAMA Relationship Masterclass) workshops throughout the year. The ARAMA resource library features the “Community Connect Toolkit”, which is also supported by a webinar. Both industry-specific resources are designed to improve and maintain the relationship between ARAMA Members and their lot owner clients.

Improved client relationships help the residential manager maintain positive influence with their clients, which may involve influence over the composition of the lett ing pool. Valuers will tell you that “certainty = value”. So even speculating about ill-conceived legislative reform can have an adverse impact on value.

Alex McCowan from Accom Valuers points to the potential impact on lett ing pools if proposed law changes lead owners to sell their units and redirect capital into other asset classes, such as the stock market.

“If law changes cause the sale of units on a wholesale basis, it would have ramifications because there would be fewer units in the pool and less income for the business,” Alex said. “The values of the MLR businesses would drop.

“But if MLR managers have a good relationship with the unit owners, then ideally, they will be in a position to help them sell to other investors. Any changes to negative gearing and capital gains laws will put more pressure on managers to be more involved in their business, and that would not be a bad thing.

“Negative gearing laws were designed to stimulate investors into the market. If changes are made to negative gearing, a lot of investors will simply leave the property market, meaning there will be fewer properties for rent. Or they will try to make their properties cash positive and raise rents and that's not what the government wants. That becomes counterproductive.”

The term unintended consequences comes to mind.

Tony Rossiter, a leading MLR accountant and taxation

expert from Holmans, says any government measure that reduces current incentives for property investment will likely reduce investor participation.

“In isolation that would have a negative impact on MLR, which builds its business model on managing property on behalf of many investors,” Tony said.

“But I would say it's somewhat of a double-edged sword. On the flip side, any investors currently invested in property and in a management rights context are more likely to hold on to their investments, particularly if the new proposed rules are grandfathered, so that existing investors continue to enjoy the benefi ts of the current legislation.

“Those existing investors would be disincentivised to sell and lose those benefi ts going forward. I think on balance there's a definite positive from that aspect, but also a significant negative in terms of new investors coming into the market.”

In ARAMA’s opinion, this reinforces the importance of residential managers maintaining strong relationships with their clients and staying closely connected to their community of lot owners.

Cameron Wicking from Mike Phipps Finance says the removal of negative gearing benefi ts for property investors would make property investment less att ractive, which could lead to increased

sales of investment properties and a potential reduction in the size of lett ing pools.

“Even if the legislators were to grandfather the laws for existing investors, they would get the benefi t, but a new buyer wouldn't,” Cameron said.

“That would certainly mean those assets would be more att ractive to existing investors and that could actually protect a lett ing pool because current investor owners would be less inclined to sell.”

In ARAMA’s opinion, this makes it even more vital to ensure that positive relationships with existing lot owner clients are maintained.

“Looking at lett ing pools moving forward, if the government were to get rid of negative gearing, investor participation would likely drop significantly over time unless there is some other commercial benefi t to owning property. That could mean investors charging significantly higher rents to off set the loss of negative gearing.”

This will put even more upward pressure on rents.

“So many Australians have their nest eggs and retirement plans in property investment,” Cameron said, “so I think it'll take a prett y gutsy government to make any changes to laws around that.”

If the government does change those laws, MLR operators will need to be ready. It’s a crucial issue.

As mentioned earlier, ARAMA has many resources on its website to help members protect, defend and grow their lett ing pools. And that very subject will be the topic of our July Expo in South East Queensland. This will be backed by a free member webinar available nationally. Both of these events will be eligible for CPD in Queensland.

The threat of possible changes to negative gearing and capital gains tax laws come as vacancy rates across the country are at an all-time low. There is also more agitation than ever from outside real estate agents trying to take advantage of the situation. Outside agents poaching business from onsite managers has always been an issue in the MLR industry, but the housing crisis has created even more dangers.

Because of rising property values, more unit owners are selling to owner-occupiers, which immediately removes those properties from a manager’s lett ing pool. An outside agent does not care who they sell the unit to; however, a residential manager should.

Investors are looking at the bottom line with much sharper eyes these days and they are putt ing pressure on many residential managers to increase weekly rents, sometimes by hundreds of dollars. And if the manager doesn’t get that rent increase, some investors are taking their business elsewhere.

The resident manager is now the ham in the sandwich between the landlord wanting more money and the tenant having a tough time paying. It beggars belief that some investors still bypass onsite residential managers (a person on the doorstep of their property and who knows the building back to front) in favour of an outside real estate agent who has limited knowledge of the community in that complex, and more than likely has to put the address of the property into their GPS to find out where it is.

ARAMA has always encouraged resident managers to build strong relationships with all stakeholders, particularly their investors and tenants, so they remain the preferred choice when it comes to managing the investment.

Residential managers must do everything they can to galvanise the lett ing pool against outside agents. In the words of founding director of RAAS, Mike Butler, “Keep those barbarians outside the gates”.

You should work as if someone was plott ing 24/7 to take everything you have, because they are.

You should obtain your full real estate licence so you can sell

units within your complex.

And you should call your investor owners regularly for a quick chat about the property, about their expectations, and about what is important to them.

You should also let them know everything you do that goes above and beyond your caretaking and lett ing agreements via regular newsletters.

Residential managers can also build bonds by hosting community events in their complex such as regular barbecues or Christmas get-togethers for their owneroccupier clients because you never know when they are going to sell and you want them to tell you first.

It’s never been more important for residential managers to do their job well. That’s the best way for managers to impress an investor. Nowadays, though it is not enough just to do your job, you should be seen to be doing your job which is where the ARAMA's Community Connect Toolkit comes in.

Regardless of what the government does with property laws, doing a great job for your clients is the best possible way a residential manager can defend and grow the lett ing pool and protect your business if or when the government decides to change the rules mid-game.

This article is general in nature and reflects industry perspectives. It does not constitute financial or legal advice.

Using artificial intelligence (AI) in dispute applications:

What you need to know

By Jane Wilson , Commissioner for Body Corporate and Community Management

People are now using artificial intelligence (AI) for everyday tasks such as creating videos, writing content and conducting research.

While AI can be helpful, there are growing concerns about accuracy, reliability and unintended errors, particularly when AI is used for legal or legislative matters.

The BCCM Office has recently seen:

• applications containing incorrect or irrelevant legal references

• citations to legislation or decisions that do not exist

• written enquiries quoting provisions that are not applicable

This has raised concerns about people relying on AI without checking the information.

Relying on AI alone when preparing a dispute application can have serious consequences. If an adjudicator decides there is no legal basis for the application and considers it frivolous or vexatious, the applicant may be ordered to pay costs.

How AI works

Today, AI can learn tasks, make decisions and generate content based on instructions from users. It is widely used to automate

AI can produce incorrect or biased content… known as AI hallucination

work, create written material and analyse information.

Artificial content generators:

• produce written responses based on user instructions

• predict likely words to use using large amounts of online data

• draw from sources such as websites, news articles or past decisions

However, AI does not understand meaning and cannot determine what is true or false.

Limitations of AI

Even though AI has access to a lot of information, it has limits. It can struggle to understand details or special situations. Often, it repeats information instead of creating something new.

Another important factor is that AI can produce incorrect or biased content. This is known as AI hallucination. AI can only use the data it has learned from and has access to. Missing or biased data can lead to mistakes,

especially when AI generates material to try to match the instructions it is given.

Some AI programs provide citations for the websites or documents they identify as sources. Being mindful of the quality of searches allows a user to go directly to the source of the information to verify that the results are correct.

Risks of relying on AI for legal information

A recent adjudicator’s order has highlighted potential consequences when incorrect AI-generated information is used in an application.

In Sky Gardens [2025] QBCCMCmr 373 (29 October 2025), the applicant submitted that they suffered damage to their lot due to a blocked or damaged drainage pipe from the air conditioning unit within a wall. The applicant acknowledged that the pipe only serviced their lot but asserted that, due to its location within a wall cavity, it was not their responsibility to

maintain. The body corporate disagreed and said the pipe was the owner’s responsibility.

When reviewing the application, the adjudicator found serious problems with the information provided. This included:

• legal provisions that were incorrect or not relevant

• case decisions that did not exist or had nothing to do with the dispute

• claims and reports that were not supported by evidence

The adjudicator noted that some of the incorrect references suggested artificial intelligence may have been used to prepare the application, as AI tools are known to sometimes generate false case citations.

The adjudicator clarified the rules surrounding maintenance of utility infrastructure under both section 20 of the Body Corporate and Community Management Act 1997 (the Act) and section 170 of the Body Corporate and Community Management (Accommodation Module) Regulation 1997

The owner argued that the leak originated from a structural or installation defect, and not owner misuse or poor maintenance. They also did not explain how this would alter the maintenance obligations provided within the legislation. Further, they did not demonstrate that the pipe was damaged by the body corporate or because of something it was responsible for.

The adjudicator described the application as confused, repetitive and unsupported by evidence. Even after being given the chance to provide correct case references, the applicant could not show how they were relevant.

The adjudicator also stated that if AI or other sources were used, the applicant had not properly checked the accuracy of the information.

A caretaking agreement is often more than just one document

By Ben Ashworth, Small Myers Hughes Lawyers

You may have entered your caretaking agreement directly with the body corporate, but this is often not the case. If you bought your management rights business from a previous manager, it is very likely that you have taken an assignment of a caretaking agreement that was not originally entered into by you. When you take an assignment of a caretaking agreement, you will enter into a deed with the body

In the end, the adjudicator found the application was misconceived and without substance. The applicant was ordered to pay the body corporate $2,000 in costs.

Financial implications

When seeking a legally binding order, it is important that all information is correct. As the previous example shows, incorrect information can have financial consequences.

Under section 270 of the Act, if an adjudicator orders that an application is dismissed for being frivolous, vexatious, misconceived or without

corporate, often called a deed of assignment.

In simple terms, a deed of assignment swaps your name into the caretaking agreement, replacing the name of the previous manager. This means that from this point onwards, whenever anyone is reading the caretaking agreement, they also need to read the deed of assignment to be sure who the agreement applies to. This is also the case if the agreement is assigned a second time or more. To be sure the agreement is read correctly, each deed of assignment should be considered.

Similarly, any time that the duties in the caretaking agreement are changed, or the term of the agreement extended, this will usually be recorded in a deed of variation. Once a deed of variation is entered into with the body corporate, it means that the terms and conditions in the caretaking agreement have been changed in accordance with the deed of variation. Once a deed of variation has been entered, to know what your rights or obligations are under the caretaking agreement, you must also check the deed of variation.

Over the course of several years,

substance, they can also order that the applicant pay costs of up to $2,000 to another party or parties to the application.

The onus is on the applicant to ensure that they do not provide false or misleading information or documents in a dispute resolution application process. If they do, under sections 297 and 298 of the Act, a fine can potentially be applied by the Magistrates Court of up to $10,014.

Your responsibility

While this is the first incident relating to AI use in our office, reports of AI-related issues

a caretaking agreement can be assigned and varied many times over. This can result in there being numerous deeds that all affect what duties are contained in the caretaking agreement, who the agreement applies to and how long the agreement will last. I have seen a body corporate where it held over 25 different deeds all relating to the original caretaking and letting agreements.

It is important that you know what is in each of the deeds that affect your agreement and how they apply to you. This may seem daunting, but with a little effort and advice from your lawyer, you will soon find that the vast majority of these deeds are filled with legal jargon essential for “lawyer antics” that protect your rights, plus standard clauses that repeat over and over in each deed and aren’t something that applies to your day-to-day work.

A worst-case scenario, though, is when specific details about your caretaking duties are buried in a deed of variation and you have mistakenly thought that the duties were only contained in the original caretaking agreement. This can result in you failing to perform a duty or performing a duty incorrectly. Both situations

are becoming increasingly common in other jurisdictions. In some cases, lawyers have been stripped of the ability to practise after using false citations, and tribunals and courts in Queensland now have new practice directions requiring the solicitor or barrister to be named in submissions to ensure the accuracy of the information cited.

Due to the increase in the use of content-generating AI, Queensland Courts have also provided a guide for nonlawyers: The Use of Generative Artificial Intelligence (AI) Guidelines for Responsible Use by Non-Lawyers.

can lead to you being in breach of the agreement and at risk of the agreement being terminated by the body corporate.

To avoid making this kind of mistake, you should keep copies of every deed that applies to your caretaking agreement together and treat all the deeds as one giant document. In these circumstances, your caretaking agreement is not just one document, it is an agreement that is spread across several documents that have been entered into with the body corporate. Also know that if your lawyer, accountant or bank manager asks you to provide a copy of your agreement, what they are likely asking for is a copy of your agreement plus every deed of variation and assignment that affects it.

Not knowing where your caretaking duties are written is an easy way to find yourself in trouble with your body corporate. This can be avoided.

Disclaimer: This column is general in nature and is not intended to be legal advice. Every caretaking and letting agreement is different, and the way deeds of assignment and variation apply will depend on your specific circumstances. If you are unsure about your rights or obligations, you should seek advice from a qualified legal professional.

While AI can respond to prompts with what appears to be coherent legal advice, there is no safeguard against it generating incorrect material. Anyone researching information or writing an application should ensure the information they rely on is accurate and relevant. You can easily verify body corporate information and sections of legislation with our information and community education unit. Anyone who needs general information can ask questions about the legislation through our free call-back service on 1800 060 119 or write to us by making an online enquiry.

Ken Weng:

Lessons from the inside of management rights

By Mandy Clarke, Editor

Those years gave me a strong understanding of how the business works and that experience shapes how I assist buyers and sellers now, as part of the Property Bridge team.

How did that experience change your perspective?

Many people enter the management rights sector drawn by the investment opportunity. The real lessons, however, often start once the keys are handed over and the realities of running a complex become clear.

complex become clear.

Ken Weng knows that reality well. After several years operating management rights businesses onsite, he understands the operational side of the industry as well as the investment case behind it.

Before assisting buyers and sellers in the industry, he spent years running complexes himself, managing the daily mix of owners, tenants, committees and contractors that defines life onsite. Those years shaped his view of the sector and the way he now works with buyers.

Resort News spoke with Ken about his journey.

When I work with buyers, I am not only looking at the financials, but I also consider the practical side of the business, including committee relationships, maintenance responsibilities and the systems needed to run the complex smoothly.

Because I have experienced the day-to-day challenges firsthand, I try to give buyers a realistic understanding of what the role will actually involve.

What do new buyers only understand once they are onsite?

One of the biggest realities is how important communication is. You are working with owners, tenants, committees and contractors every day. Situations do not always go perfectly, so being able to communicate clearly and remain patient is extremely important. Many new operators initially see it as a property business. In reality it is very much a people business.

Let’s start at the beginning. What first drew you into management rights?

business. Over the years I’ve that management rights is not

You have worked closely with bodies corporate and committees over the years. What have you learned about managing those relationships?

Originally, it was because the sector combines property investment with running a real business. Over the years I’ve owned and operated several complexes myself, including Metro 88 and Greenvue Villas on the Gold Coast. Being onsite taught me very quickly that management rights is not just about property. It is really about people, communication and problem solving.

Patience and communication are key. Committees are made up of owners who care about their properties and the community. There will sometimes be diff erent opinions, but when you remain professional, communicate clearly and focus on solutions, most issues can be resolved.

Over time trust develops, and that trust helps the community operate more smoothly.

When working with prospective buyers, what qualities make someone well suited to management rights?

People with an interest in property and business often find the industry appealing.

Management rights is closely connected to the real estate sector and can also lead to related opportunities such as property management, maintenance services and other support businesses.

It can provide relatively stable income while still off ering flexibility in how people organise their time and lifestyle. Strong communication skills and patience remain essential.

Management rights att ract people from many backgrounds. Are there any skills that translate particularly well into running a successful MR business?

People from customer service, hospitality, real estate or small business backgrounds often transition well. Those industries teach people how to communicate eff ectively, solve problems and manage daily operations.

These skills translate directly into running a management rights business. Organisation, patience and clear communication are all important.

The industry itself is also evolving, with new groups of buyers interested in management rights.

How is the growing influence of Chinese background professionals shaping the market?

We are definitely seeing more interest from Asian investors entering the management rights sector.

These operators are often very hardworking and resourceful, and a number have built successful businesses and

The agreement essentially defines the business you are purchasing.

strong relationships within their communities. In many cases they have delivered good outcomes for lot owners and committees.

At the same time, language and communication skills are important areas for new entrants to focus on, because management rights is very much a people business.

From a broker’s perspective, what trends are you seeing in the market at the moment?

Demand for well-run management rights businesses remains strong. Buyers are generally looking for stable income, long agreements and complexes that are well maintained with good committee relationships. Properties with a solid lett ing pool tend to att ract the most interest.

At the same time buyers are becoming more careful and spending more time understanding the business before committ ing.

The strength of the broader real estate market has also brought more attention to the sector, which I believe will create further opportunities for professional operators.

For someone considering their first purchase, what questions should they ask before committ ing to a MR business?

The first step is to fully understand the management agreement and the remaining term. The agreement essentially defines the business you are purchasing. Buyers should ensure they clearly understand the duties involved and

whether those responsibilities match their expectations.

It is also important to look closely at the lett ing pool size, the relationship with the committee and the overall workload. Financial numbers matter, but the operational side of the business is just as important. What continues to motivate you?

Helping people successfully enter or exit the industry is a big motivation for me. For many buyers, purchasing management rights is a major life decision. Being able to guide them through the process and help them understand the business is something I find very rewarding.

What does a typical working day look like for you?

Every day is diff erent. Some days involve speaking with buyers and sellers, reviewing businesses and helping clients understand the details of transactions. Other days involve visiting complexes or discussing operational matters.

I also like to spend some time walking around the complex and chatt ing with residents. It is a simple way to stay connected with the community and understand what is happening onsite.

What has been your greatest achievement?

Successfully operating several management rights businesses myself. Those years onsite gave me valuable experience and a deep understanding of the sector, which I now use to help

other operators and investors. I am also proud of gaining the trust of lot owners and helping improve the overall value of the complexes I have managed.

What is one piece of advice you wish someone had given you when you first entered the industry?

Focus on communication and patience from the beginning. Many challenges in management rights can be resolved simply by communicating clearly and working through issues calmly.

Outside of work, how do you spend your downtime?

I enjoy playing golf. I would not say I am particularly good at it, but I enjoy it. It is a great way to relax and connect with diff erent people. How would friends describe you?

Probably calm, practical and persistent. Running management rights teaches you to stay patient and focused on solutions, even when challenges arise.

If you could swap roles for a day and do something completely diff erent, what would it be?

I would probably spend the day introducing more people to management rights. It is still a niche sector, and many people do not fully understand how it works. I would enjoy sharing both the positive and challenging sides of the industry.

Management rights has been a rewarding journey for me. Like any business it has its challenges, but with good communication, patience and the right mindset it can provide strong opportunities.

For Ken, the appeal of management rights has always been the combination of business, property and people. After years onsite and now working with buyers entering the sector, that perspective continues to guide the way he approaches the role.

Tax planning time 2026

By Julie Jacobson, Senior Accountant, Holmans

It’s hard to believe it’s this time of year again already, but the cooler mornings of autumn are starting to show, signalling the 2026 financial year end is just around the corner.

With June 30, a mere quarter away, it’s time to review your overall business position and implement strategic measures to optimise outcomes, including tax minimisation where feasible. Staying proactive now can significantly influence your financial health and compliance in the upcoming year, and in the current economic climate it is critical to plan ahead.

There’s no simple, magic solution to tax planning—no guaranteed way to increase profits while reducing tax liabilities. Generally, higher earnings correlate with higher taxes, which can be a positive indicator of business growth. However, unexpected tax bills can be burdensome if not anticipated and planned for. The key is strategic planning: reviewing performance, estimating taxable income, and considering strategies to minimise tax liabilities while supporting business objectives.

In this context, here are important considerations for your tax planning, focusing on cash flow management and tax strategies for the year ending June 30, 2026.

Timing capital gains tax (CGT)

If you plan to dispose of assets or expect capital gains or losses this financial year, it’s crucial to consider the timing of these transactions. The contract date, not the settlement date, generally determines the tax year in which a capital gain or loss is reported. Avoid the mistake of trying to spread sales over two years based solely on settlement dates, as this can lead to unintended tax consequences. Proper planning and timing can help manage your tax liabilities effectively.

End of instant asset write-offs for 2026

Small businesses (with less than a $10 million turnover) can immediately deduct the cost of assets up to $20,000 that are installed and ready for use on or before June 30, 2026. As of now, there has been no official extension or change announced for this allowance, which means from July 1, 2026, assets costing more than $1,000 will need to be depreciated over their useful life rather than claimed as an immediate deduction.

It’s prudent to consider asset purchases before this date to maximise deductions, especially if there is no further extension of the rules. Keep in mind that it is not sufficient to have merely purchased the asset; it must be installed and ready for use by June 30, so leaving a larger purchase that may require delivery and installation until the eleventh hour is not feasible.

Prepaid expenses deduction

Expenses paid in advance for services or goods that relate to a period less than 12 months remain deductible in the year they are paid, such as prepaid interest or insurance premiums. This allows businesses to optimise deductions by timing payments strategically within the fiscal year.

Superannuation contributions: Pay by June 30, 2026

Superannuation contributions are tax-deductible only when paid and cleared by the due date. To ensure a deduction for the final quarter of the 2026 financial year, contributions must be made and settled by June 30, 2026. This applies to employer superannuation contributions on wages paid during this period.

The concessional superannuation cap for 2025 to 2026 remains at $30,000 but will increase to $32,500 from July 1. When making lump sum contributions, consider the total concessional contributions made on your behalf, including personal and employer contributions, to avoid excess contributions tax.

If your super fund balance is below $500,000, you may be eligible to make additional concessional contributions for unused caps from the previous five years. So, if you have made no concessional contributions to date, you could potentially

contribute up to $165,000 in total, combining previous unused caps and the current year's cap.

Trust distributions compliance

If you are operating your business in a trust, it is crucial to review trust beneficiaries and ensure resolutions for profit distributions are passed by June 30, as the ATO is intensely monitoring trust distributions. Assessing your family’s estimated tax position early and documenting beneficiary entitlements that minimise your overall tax liabilities is vital. A lack of planning can prove costly with the ATO potentially taxing the trustee at 47 percent if this is missed or done improperly.

In summary, proactive planning for the 2026 financial year involves timing asset disposals, maximising deductions for assets and expenses, and staying informed about superannuation changes. Consulting with financial and tax professionals can help tailor strategies to your specific circumstances, ensuring compliance and optimal financial outcomes for the year ahead.

Disclaimer: This article contains general information only. Regrettably, no responsibility can be accepted for errors, omissions, or possible misleading statements or for any action taken as a result of any material in this guide. It is not designed to be a substitute for professional advice, as such a brief guide cannot hope to cover all circumstances and conditions applying to the law as it relates to these items.

The devil is in the detail LEGAL

By Will Kenny, Senior Associate, Mahoneys

We get asked a lot of questions about caretaking duties. Quite often clients will ask if it's not written in my agreement, do I have to do it? Or I'm not sure if the duty is specialist work, how do I know if it is my responsibility?

Caretaking agreements, particularly older versions, can lack detail and clarity when it comes to interpreting the performance of duties.

Managers are regularly faced with difficult situations when it comes to clarifying what their obligations are. Before you go running off to your lawyer for advice, there are a number of things which you should consider first. In the hope of us not sounding like bush lawyers, here are a few practical tips for you.

If a certain duty is not explicitly in your agreement, have a think before you decide not to do it. If the work will only take a short amount of time to carry out, it is definitely worthwhile performing. Don't be the type of manager who wants to do less for more. Yes, strictly speaking you may not be required to perform the work under the agreement but there are many benefits if you do a favour for your committee. We often tell clients that if the job is something which the average person would do around their own home, rather than engaging a contractor, then there is a strong chance that it is not a specialist task.

Going above and beyond the call of duty has the intrinsic effect of investing goodwill into your relationship with the body corporate. You will find that more often than not, owners will be more inclined to make your life easier. Think about the next time you want owners to support your next top-up or any other changes you wish to make to your agreements. The

hard work you have put in will no doubt help in achieving that.

At other times, the agreement may have a broader scope for you to perform certain duties that are not clearly stated. It is common that a body corporate will have the right to impose “reasonable directions” in the performance of the duties. While that might seem ambiguous, you may be required to carry out work if the circumstances require it. It's important to remember that the obligations under an agreement are not always what they appear as in writing. Quite often those obligations are inferred or implied by what the agreement says.

A lack of detail can also result in certain types of duties falling under intense scrutiny. Defining “specialist work” is always a contentious issue. The starting point is to look at what type of work is excluded under your agreement. In most cases, a caretaking agreement will not require you to perform any trade or specialist work. That might

be all well and good, however trying to determine whether or not a certain duty falls under a category of a specialist task is another matter in itself.

Take, for example, mulching. That is something which does not require any kind of specialised skills, expertise or training. However, if you need to perform the work over a large area which then becomes very time-consuming, the situation can drastically change. It is something which could easily cause a dispute with the committee. Instead of spending your time and energy arguing the issue, you should be focusing on what solutions there are or any compromise which you can make.

Managers need to take an altruistic approach when it comes to their duties. This does not mean that you should be doing much more work than your agreement requires you to do, but you should be giving back to the body corporate where it is appropriate. This will have a positive effect on you and your business. You will find that you have the enthusiasm and the support of the committee and owners. This will help build and maintain your relationship with residents and will ensure that they have your best interests in mind. That in turn will give you much more motivation and incentive to perform your duties to a high standard for the benefit of the body corporate.

Wear, tear and who’s responsible:

The reality of motel lease obligations

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

Motels, like all accommodation properties, require consistent maintenance, repair, upgrades, and refurbishment to remain competitive and operational.

Whether a building experiences low occupancy or high guest turnover, the nature of construction materials and infrastructure means ongoing attention is essential. Every asset has a diminishing lifecycle, and eventually, all components will require care to ensure a safe, comfortable, and appealing guest experience.

Ongoing maintenance, upgrades, and asset replacement are simply part of operating a successful accommodation property. When a motel presents well, it naturally draws attention and creates its own demand. Human nature ensures we are interested in and appreciate anything that looks good. In the case of motels, guests are drawn to properties that look fresh, clean, and appealing. Presentation influences perception. When something looks good, people want it. The same applies to accommodation: guests will always prefer to stay in the best presented property their budget allows.

Motels operating under a lease can easily fall into disrepair

When a motel presents well, it naturally draws attention and creates its own demand

when uncertainty arises between the lessee and the lessor regarding maintenance responsibilities. When each party believes the other is liable for certain repairs or upgrades, both may hesitate to invest in the property. Lease agreements are often unclear or ambiguous about specific obligations, or their terms may be open to diff ering interpretations. This ambiguity frequently results in confusion, delays, and unresolved maintenance issues that ultimately impact the property’s overall condition.

When both the lessee and the lessor approach their obligations reasonably and are willing to show flexibility, most repair, replacement, and refurbishment issues can be resolved without difficulty. However, when either party refuses to maintain their respective asset, whether it be the land and buildings or the operating business, both ultimately suff er financial consequences. It is essential for both parties to acknowledge that wear and tear is inevitable, regardless of fairness. A fi ft yyear-old motel will naturally require more frequent maintenance, replacement, and refurbishment than a fi ve-year-old property, and this reality must be accepted by everyone involved.

Accommodation properties experience wear and tear simply through nightly guest turnover, and it’s unavoidable

that damage will occur over time. Older motels naturally require more attention and maintenance, and both the lessee and the lessor must plan and budget accordingly. Refurbishment programs should be approached strategically. A fi ft y-year-old property may never match the standards of a newly built, high-end complex, regardless of the investment, but it also doesn’t require millions of dollars to remain competitive. Many cost-eff ective improvements can significantly enhance guest appeal and support tariff levels, such as updating soft furnishings, repainting, replacing or refreshing furniture, installing new floor coverings, recoating benchtops rather than replacing them, and regrouting tiles. These smaller upgrades can collectively deliver a strong return without large-scale capital expenditure.

Three key considerations that can help clarify the question of “who is responsible?” are as follows…

What is the purpose of the work? Determine whether the issue is an urgent repair, an upgrade to improve the property’s appearance and professionalism, or part of a major refurbishment program. What exactly needs to be done? Assess whether the task involves a simple fi x, such as replacing a single cracked tile, or whether a full upgrade

is required, such as retiling an entire bathroom to bring it up to modern standards.

Who is responsible for the cost? Review the lease agreement to identify which party is liable for the expense. Simply put, some leases clearly define responsibilities, while others do not.

If either the lessee or the lessor is unsure about who is responsible for a particular task under the lease, they should seek professional advice to clarify the interpretation of the relevant clause. The lease signing stage is the critical moment to fully understand each party’s obligations. This is when both parties must ensure they have a clear grasp of their responsibilities regarding repairs, replacements, and refurbishments, so there are no surprises once the agreement is in place.

If uncertainty exists regarding the interpretation of a clause in a new motel lease, the wording should ideally be clarified from the outset to avoid future misunderstandings. Although it is not common practice, parties to an existing lease may mutually agree to amend the document to provide a clearer definition of “who is responsible for what.” However, such amendments can be difficult to achieve once an issue has already arisen.

Reinvestment in a property of any kind is essential for those with a vested interest in its long-term performance. Open communication between the lessee and the lessor, aimed at developing a reasonable and practical plan to address necessary works, is always the most eff ective approach. Acting cooperatively ensures decisions are made in the best interests of the property and all parties involved.

What it could mean for Gold Coast management rights

By Marion Simon, MLR Manager, Boulevard North Holiday Apartments

At first glance, a conflict in the Middle East might seem a world away from the Gold Coast. After all, we are a tourism-driven coastal city on the other side of the globe. But in today’s interconnected world, global events can have surprisingly direct effects on local industries, including the management rights sector.

While the impact may not always be immediate or dramatic, the ripple effects of geopolitical conflict often find their way into tourism patterns, business costs and investor confidence.

One of the most immediate areas of influence is air travel and tourism. International conflicts can affect airline routes, fuel prices and overall travel demand. The Gold Coast has become an increasingly popular destination for international visitors, particularly from Asia, the Middle East and Europe. If global tensions cause airlines to reduce routes or travellers to delay long-haul holidays, this can influence visitor numbers on the Gold Coast.

For management rights operators, fewer international visitors could translate into slightly softer occupancy levels during certain periods. However, the Gold Coast has historically shown strong resilience and often benefits from domestic tourism when international travel becomes uncertain. During periods of global instability, Australians frequently choose to holiday closer to home, which can actually boost local tourism.

Another factor is energy and operating costs. Conflicts in the Middle East often influence global oil prices. When fuel costs rise, the effects flow through the entire economy, from airline ticket prices to freight and electricity prices. For accommodation operators, this can mean increased expenses for electricity, maintenance, transport and supplies.

Buildings with heated pools, lifts, air-conditioning systems and extensive common facilities, like many management rights complexes, may feel these increases through higher body corporate levies or operating costs.

There is also the psychological factor of economic confidence. Global conflicts can create uncertainty in financial markets. When markets become volatile, property investors sometimes take a more cautious approach. For the management rights industry, which relies heavily on investor confidence in both apartments and letting pools, this sentiment can influence purchasing decisions and property transactions.

This is especially relevant because many travel insurance policies exclude war, acts of God and terrorism. Some visitors may feel reluctant to take the risk of booking international

holidays that could potentially be cancelled through no fault of their own, leaving them with little or no financial recourse. This uncertainty can influence travel decisions, particularly for long-haul destinations where holiday costs and commitments are significant.

However, it is important to remember that the Gold Coast property and tourism markets have demonstrated remarkable strength over time. Even during global disruptions such as the Global Financial Crisis and the COVID-19 pandemic, the region has shown an ability to adapt and recover quickly. Interestingly, geopolitical tension can also drive longerterm migration patterns. Australia is widely seen as a safe, stable and desirable place to live. Periods of instability in other parts of the world often increase interest in relocation and property investment in Australia. Over time, this can support both property values and demand for accommodation.

For management rights businesses, the key takeaway is that global events remind us of the importance of flexibility and strong operational management. Maintaining excellent guest experiences, controlling operating costs and nurturing relationships with owners and guests remain reliable strategies regardless of global conditions.

The Gold Coast continues to offer something unique: a lifestyle destination with worldclass beaches, entertainment and infrastructure. While global events may influence the economic environment around us, the fundamentals that attract visitors and investors to our region remain strong. In many ways, the management rights industry has always been

about navigating changing conditions while continuing to deliver great experiences for guests and value for owners.

And if history is any guide, the Gold Coast will continue to welcome visitors long after the headlines move on.

If you have thoughts on this article or other subjects you would like to see discussed, or if you have a story or event to share, please contact me at: marion@boulevardnorth.com.au

Editor's note: The Australian Tourism Export Council (ATEC) said on March 12, 2026, that early signs of disruption are emerging across Australia’s inbound tourism sector as escalating conflict in the Middle East begins to affect international travel routes.

A rapid snapshot survey of ATEC’s inbound tour operator members found around 70 percent are already experiencing some level of booking disruption, including cancellations, postponements or increased client concern about travel, with impacts currently concentrated in markets that rely heavily on airline routes transiting the Gulf. Around 65 percent of respondents identified the UK and Europe as the markets most affected so far, due to many travellers from the area using the Middle East as a transit hub.

ATEC Managing Director Peter Shelley said the full impact was yet to be seen.

“At this stage it is too early to draw firm conclusions, but the survey highlights how quickly global geopolitical events can affect Australia’s inbound visitor economy.”

Preparing for the assignment interview:

Demonstrating caretaking capability

By Lynda Kypriadakis, The Diverse Group of Companies & DPX Projects

In the management rights (MR) industry, due diligence is typically viewed through a financial and legal lens. Purchasers expect scrutiny of profit and loss statements, agreements, and compliance obligations. However, increasingly diligent bodies corporate are shifting focus toward operational due diligence, specifically whether a prospective purchaser can competently and sustainably deliver caretaking services to the required standard.

Unlike the letting component, where a licence provides tangible proof of capability, there is no mandated equivalent for caretaking. This absence places greater importance on how a potential purchaser presents their competence and availability during the assignment interview and any pre-assignment competency assessment.

For applicants, preparation is no longer optional; it is critical. Below are key elements that prospective purchasers should have ready for scrutiny, along with insight into how committees assess risk.

1. A comprehensive business plan

A well-structured business plan is foundational. It should go beyond generic statements and demonstrate a clear understanding of the specific scheme’s operational requirements.

Importantly, the plan should include a detailed organisational structure chart outlining all roles within the caretaking operation, reporting lines and supervision arrangements, and the allocation of responsibilities aligned with the caretaking agreement.

Each role should also be

supported by position descriptions that clearly identify the specific duties from the caretaking agreement the role will fulfil, the expected standards of performance, and any required qualifications or competencies. This level of detail reassures the body corporate that the applicant has not only read the agreement but has also translated it into a workable delivery model.

2. Evidence of qualifications and experience

Committees are increasingly focused on objective evidence of competency. Applicants should be ready to provide CVs or resumes for all business owners and key staff, along with details of relevant qualifications, experience, and ongoing professional development.

Where possible, applicants should also include professional affiliations such as ABMA Accreditation (Building Manager) or membership with industry peak bodies such as ARAMA or the Facilities Management Association (FMA).

These credentials signal a commitment to industry

standards and continuous improvement, both of which are highly valued by committees.

3. Verifiable references and testimonials

References are one of the most powerful tools in demonstrating caretaking capability. Applicants should provide references from prior bodies corporate where caretaking services have been delivered, along with testimonials from committee members, chairpersons, strata managers, or other industry stakeholders such as brokers or service contractors.

If the applicant already holds management rights elsewhere, a reference from the current committee is particularly influential, as it provides real-world evidence of performance, professionalism, and relationship management.

Strong testimonials should speak to reliability, responsiveness, quality of maintenance and presentation, communication with residents and committees, contractor and budget management, and the absence of breaches or remedial action notices.

4. Police checks and professional integrity

Professional trust is central to the caretaking role. Applicants should ensure that current police checks are available for all applicants and that any relevant compliance or regulatory history is transparently disclosed. This reinforces integrity and helps mitigate perceived risk from the body corporate’s perspective.

5. Demonstrating availability and resourcing

One of the most overlooked, but critical, areas of assessment is availability.

Committees are not only asking “Can you do the job?” but also “Do you have the time and resources to do it properly?”

Applicants should clearly demonstrate their daily and weekly availability for onsite duties, whether they have other business interests or responsibilities, and how they will ensure consistent supervision and quality control.

This is where the organisational structure becomes particularly important. If responsibilities are delegated, committees will want to understand who is performing the work, who is supervising, and how accountability is maintained. It is not uncommon for applicants to be highly qualified but deemed unsuitable due to overcommitment elsewhere. Availability must be convincingly addressed, especially where the committee is absent or fatigued by prior performance management issues.

6. Mapping competency to the caretaking agreement

A strong applicant will explicitly connect their experience and team capability to the specific duties outlined in the caretaking agreement. This can be achieved

For applicants, preparation is no longer optional; it is critical

by mapping each duty to a role within the organisational chart, identifying the skills and experience that support delivery, and demonstrating familiarity with relevant industry benchmarks and standards.

This approach shifts the interview from a theoretical discussion to a practical demonstration of readiness.

7. Preparing for the competency assessment mindset

Bodies corporate and their advisers are increasingly adopting a structured approach to operational due diligence. Whether formalised or not, the assessment typically centres on two key risk areas: competency and availability. Competency considers whether

the applicant is qualified and capable of delivering the caretaking duties sustainably to an objective industry standard. Availability considers whether the applicant is sufficiently available and appropriately resourced to supervise and ensure consistent delivery.

Every document, reference, and response in the assignment interview should address one or both areas.

8. Presenting as a professional operator

Applicants should approach the assignment interview as a professional presentation, not a casual discussion. This means providing a wellorganised submission pack, ensuring consistency and professionalism across all materials, and being prepared

to clearly articulate how the business will operate day-to-day. Confidence is important, but it must be supported by evidence.

Conclusion

As the MR industry evolves, so too does the sophistication of bodies corporate in assessing incoming managers. Operational due diligence, particularly from a caretaking perspective, is becoming a critical component of the assignment process.

In the absence of a formal licensing framework for caretaking, the onus is on applicants to demonstrate capability through preparation, documentation, and professional presentation.

Those who invest the time to develop a comprehensive business plan, provide verifiable evidence of competency, and clearly demonstrate availability will not only stand out, but significantly reduce perceived risk for the body corporate.

In an increasingly competitive environment, that preparation can be the difference between approval and rejection.

AI in strata:

A helpful guide or a hidden risk?

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

Artificial intelligence (AI) has rapidly woven itself into the fabric of modern life, and strata communities are no exception.

Owners increasingly turn to AI for explanations of legislation, committees use it to help draft motions, residents rely on it to interpret by-laws, and body corporate managers are seeing AI-generated content appear in emails, meeting questions, and dispute correspondence. The att raction is obvious: AI off ers instant answers, clear explanations, and a sense of authority that feels reassuring when navigating the complexities of strata community living.

Yet this convenience comes with significant risks. AI cannot reliably interpret a scheme’s community management statement, regulation module, format plan, or by-laws without it being provided as a reference. It often blends

• Sales and Purchases of Management Rights

• Top ups and variations of Management and Letting Agreements

• Advice on Management and Letting Agreements and Body Corporate Issues

• Body Corporate Disputes and Dispute Resolution, including the adjudication of disputes and appeals

legislation from diff erent states, misquotes tribunal decisions, or invents procedural steps that may not be relevant. When owners or committees act on this information, the consequences can be costly, time-consuming, and disruptive for the entire community.

How AI can help and where it can mislead

specific situations without access to the scheme’s regulation module, format plan, by-laws or other relevant information.

When committees rely on AI without verifying the response, they risk making invalid or unenforceable decisions. AI should be used to understand broad concepts only, with procedural steps and relevance confirmed through the body corporate manager. The consequences of relying on incorrect advice can be significant, from invalid decisions to disputes that escalate unnecessarily.

Body corporate managers can benefi t from AI-assisted processes and it can be a useful educational tool. However, the benefi ts of AI-generated content are frequently overshadowed by inaccuracies AI may produce. AI draws from global data and regularly mixes Queensland legislation with laws from other states, which are not applicable to Queensland strata schemes.

As a result, body corporate managers spend significant time explaining why the response is not relevant to the specific strata scheme and resolving disputes that arise from owners acting on incorrect information. This additional workload ultimately increases administrative costs for the body corporate. Similarly, an inexperienced body corporate manager relying on AI may not know whether a response is accurate for the situation and should always confirm its relevance to the specific strata scheme with an experienced manager.

AI can help committees understand their role and the general maintenance responsibilities of the body corporate. However, it cannot guide decision-making in

AI can be an empowering tool for owners if used wisely. AI can explain the purpose of levies, the role of the body corporate, and the general responsibilities of owners and committees. In general terms, AI can help owners understand the diff erence between common property and lot owners’ property, or the general principles behind maintenance obligations.

However, AI does not know the details of any individual body corporate (strata) scheme unless it is provided with a copy of the CMS, by-laws, building format plan and any exclusive use plans. Without the relevant information, the advice is only indicative and may be incorrect, with the potential to create disputes and increased costs for the entire community.

Owners should use AI to learn general principles but verify any scheme-specific information with their body corporate manager.

How to improve the accuracy of AI responses

Although AI should never replace professional advice, users can improve the relevance and accuracy of responses by refining how they ask questions.

Providing context is essential. A vague question such as “Who fi xes balcony leaks?” is likely to produce a vague or incorrect answer. A more precise question, such as “In a Queensland body corporate under the standard module with a building format plan, what are the general principles for determining responsibility for balcony leaks?”, gives AI a clearer framework.

Users should also avoid asking AI to interpret by-laws or CMS documents. These documents are unique to each scheme and must be read directly. AI is better suited to explaining general principles, such as the purpose of a CMS or the diff erence between exclusive use and common property. Any legislative references AI provides should be verified as being applicable to your strata scheme.

AI is a helpful assistant, not a strata expert

AI has a valuable role in strata communities providing general advice and understanding. However, AI cannot replace the expertise of body corporate managers, the authority of the CMS, or the requirements of Queensland legislation. Used wisely, AI enhances communication and understanding. Used blindly, it can mislead owners, complicate committee decisions, and increase costs for the entire community.

The difficulty is that “you don’t know what you don’t know”, so most users are unlikely to include the relevant information needed to generate an accurate response for their strata scheme.

Incorrect AI advice, if not

properly verified, can mislead, fuel disputes, and create additional workload and costs for the body corporate.

Suggested topics for future comment are welcome contact

via editor@resortnews.com.au

Disclaimer: This article is general in nature and is not intended to be legal advice. Readers should seek professional advice specific to their circumstances before acting on any information.

I have no idea

By Mike Phipps, Mike Phipps Finance

Most months I have trouble coming up with something half intelligent and hopefully entertaining to say in these bulletins. This month is different. World events, the activities of our politicians and the possible impacts here in the Land of Oz leave me with much to talk about, but where to start?

Perhaps I should confine myself to the view I’m enjoying from our holiday rental apartment at Coolangatt a. The waves are breaking around Greenmount Point, there’s a volleyball festival on the beach out front, and one of my favourite bands is playing this arvo at the legendary Coolangatt a Hotel.

The managing director and I have taken my mum to Cooly for a litt le holiday after my dad passed away late last year. Many happy memories of the southern end of the Goldy revisited and a cracking outlook from Reflections by the Sea. For our money the views are the best on the coast and while some of the units are gett ing a litt le tired you simply can’t beat the location. Nice staff too.

The views do contain one sad vista. The old Greenmount Resort is now a pile of rubble to be replaced by a new residential development. Prices start at

circa $4.8M so God knows what a penthouse will be worth! If the number of mega buck residential apartment projects either on the go or in planning are any indication, there is some serious money looking for a home on the Gold Coast and in Northern NSW. You’d have to think that will put upward pressure on existing unit values and with that clever segue, it’s crystal ball time.

Let’s say values of new offthe-plan units continue to hit stratospheric numbers. It’s true that these new projects provide a level of architectural elegance and amenity mostly unmatched by existing apartment buildings. But, as the old saying goes, a rising tide lift s all boats and it’s hard to see unit values at, say Reflections, not rising as a result of the prices at Greenmount. Even if you’ve got to do a full reno, the value

proposition is hard to argue against. Of course, such a trend might not be all good news for management rights operators with expensive managers apartments. The old unit to business value ratio challenge may mean that unit values giveth and business values taketh away. Will any of this happen? I have no idea.

Let’s say our rulers in Canberra decide to tinker with negative gearing and capital gains tax concessions. In fact, let’s say they abolish both but grandfather existing arrangements. If you are already in the market, you are now a property investor with a tax arrangement that new investment buyers can’t access. While you hold the asset, and when you decide to sell, you can take advantage of negative gearing and/or capital gains concessions. The person you

sell to cannot. Therein lies a strong motive to retain the property and take advantage of tax concessions both while you hold and when you sell. Maybe such a situation would stem lett ing pool losses to owner occupiers. Almost certainly new investor demand would slow. Would that result in falling prices for traditional investor stock? Will any of this happen? I have no idea.

Let’s say there is a war in the Middle East, and the net result is constricted world oil supply. Let’s say that while our politicians say we have plenty of reserves we really don’t. Petrol prices rise and so do the costs of every service and function in our economy that relies on oil. Think the grocery stores, delivery drivers, farmers, airlines, and so on. All of this is of course inflationary, and we all know what that means. The

blunt instrument of interest rate increases comes down upon 3.3 million owner occupiers, 2.2 million investors and two million businesses. But here’s the thing. There is demand and supply side inflation, concepts that our treasurer is currently studying so he can diff erentiate. What I’m talking about is supply side and no amount of tinkering with interest rates is going to stop me from buying toilet paper, no matter how expensive. Will the RBA apply some nuance at its next board meeting or bring out the hammer? I have no idea.

Let’s say all this has you thinking about interest rates. To quote Shakespeare, “what light from yonder window breaks” … ahh, wrong one. Let’s try “To fi x or not to fi x, that is the question”. On this we can be fairly clear. Fixing is for the fearful and variable is for the brave. Throwaway line but grounded in truth. If you borrowed a few bob 30 years ago and stayed on variable the whole time you’d be, on average, ahead of the fi xed rate curve. That doesn’t mean that through fortunate timing some fi xed rate punters haven’t done well, particularly if you fi xed during a pandemic. Hope we never have one of those.

If you sleep better knowing your loan payments are locked in go right ahead. For the rest of us variable is the go. Of course, there are numerous interest rate management options the banks will try and flog you. Hedging, caps, collars and split facilities, to name a few. My advice is to take the advice of Alan Bond, legendary businessman, borrower, fraudster and sailor. If you owe the bank $1 million, you’ve got a problem. If you owe them $100 million, they’ve got a problem.

Let’s say you borrow some dough and want to preserve a few bob for emergencies. You also want to pay down debt as fast as you can. Maybe you want to park your money in an account that pays you no interest but off sets that balance against your loan balance. For you the interest rate question has been answered. It’s got to be variable. Provided your loan has a redraw facility and redrawing funds doesn’t create a tax problem there seems no need for an off set account. Just pay off more than you must and know that if a nasty surprise arrives you can redraw the funds. The banks tend to promote off set accounts which seems weird to me if a paydown

and redraw facility is available. Then I read ASIC’s annual report on areas they will be focusing on in the banking industry. Turns out some banks hadn’t been properly linking off set accounts to loans, and some hadn’t been off sett ing interest at the same rate. To be fair some banks selfreported these “discrepancies” while others got caught fair and square. I reckon these dramas are almost always related to outdated IT and rarely if ever an evil plot. Having said that, will the Australian banking industry ever sort out these dramas and cease paying fines to the regulator? I have no idea… Do they?

In closing some clarifying remarks:

RBA is the Reserve Bank of Australia, not Resort Brokers Australia. Stop it you guys.

Negative gearing is, of itself, a complete waste of time and money. Don’t do it for its own

sake.

Borrow as much as you can, make sure you spend the money on an appreciating income producing asset and pay it off as fast as you can. Debt is good but only if it builds wealth. Debt for a new TV is bad. Always trust your finance broker.

None of this is financial advice. Please consult someone who has an idea.

If you really want to be guided by Shakespeare, may I suggest Side 1, Track 2 of Making Movies. Will it change your life? I have no idea.

How did I become so opinionated and grumpy and how does the managing director put up with me?

In memory of my Dad, Ross Phipps (1935-2025), who loved these articles.

What a great role model… you have no idea.

Tech tips to make your management rights business sale-ready Selling smart:

By Sam Steel, Co-Founder, Resly

When it comes time to sell your management rights business, most operators focus on the obvious. Financials, agreements, and letting pool performance.

But there’s another factor that can have a real impact on both valuation and buyer con dence. Your tech stack.

Buyers today are not just purchasing income. They are buying systems, ef ciency, and ease of operation. A well-organised operation with clean, modern tech is easier to understand, easier to transition, and ultimately more valuable.

Here are my key tips to get your business sale-ready from a tech perspective.

1. Clean up your data

If your data is messy, your business looks messy. Before going to market, make sure:

• Guest records are accurate and not duplicated.

• Owner details are up to date.

• Letting pool information is consistent.

• Historical booking data is complete.

Buyers and their advisers will look closely at this. Clean, structured data shows the business is well run and makes due diligence much smoother.

2. Consolidate your systems

If you are running your business across spreadsheets, inboxes, and multiple tools, it creates risk. Buyers want:

• A single source of truth.

• Clear work ows.

• Minimal reliance on manual processes.

Where possible, bring everything together into one platform. The simpler your setup, the easier it is for a buyer to step in and feel comfortable.

3. Automate where you can

A business that relies heavily on the operator is harder to sell.

Your systems should show that the business can run ef ciently without constant manual input. Focus on:

• Guest communication.

• Booking work ows.

• Owner reporting.

• Task management for housekeeping and maintenance.

The more automated your operation is, the more it looks like a scalable business rather than just a job.

4. Document your processes

Even the best systems fall apart if no one knows how they are used. Create simple documentation for:

• Daily and weekly work ows.

• Owner and property management.

• Trust accounting processes.

• Staff responsibilities. This reduces risk for buyers and makes the handover much easier.

5. Show clear reporting

Buyers want visibility. If they cannot quickly understand performance, they will either walk away or reduce their offer. Make sure you can easily provide:

• Occupancy trends.

• Revenue per unit.

• Channel performance.

• Forward bookings.

• Owner distributions.

If pulling this together takes hours, it is a problem. It should be quick and straightforward.

6.

Reduce key person dependency

One of the biggest risks in any sale is how much the business depends on you. From a tech point of view, that means:

• No reliance on memory or personal shortcuts.

• Systems doing the heavy lifting.

• Processes that staff can follow.

A buyer should feel like they are stepping into a system, not trying to gure everything out themselves.

7. Bring your tech partners in early

This is something that often gets overlooked. Your technology providers need time to prepare

for a transition, especially if there is going to be a system migration or change in setup.

Speak to your account managers early and let them know a sale is coming. They can help you understand what is required and how long things might take.

Keep them updated as the sale progresses and as settlement approaches.

The more notice everyone has, the smoother the transition will be for you, the buyer, and your guests and owners. Rushed changes are where things tend to go wrong.

8. Make sure you are covered on compliance and security

Do not overlook the basics:

• Guest data is stored securely.

• Systems are backed up.

• Access is controlled properly.

• Trust accounting requirements are met.

• There is a clear audit trail.

These are all things buyers expect to see done properly.

Final thoughts

When you are preparing to sell, your tech setup becomes part of the story you are telling. You want to show that the business is easy to understand, easy to run, and easy to take over.

If a buyer can clearly see clean data, solid systems, good automation, and strong reporting, it builds con dence straight away. And con dence is what helps you achieve a better outcome when you sell.

Are big brand hotels a thing of the past?

By Chris de Closey, Director, Switch Hotel Solutions

Way back when, before the days of the internet and online travel agencies, customers found hotels through travel agencies, corporate booking centres and a number of different sources. The big brand hotels always gave a sense of familiarity in off ering and in safety of knowing that a certain standard will be upheld. In the past, these standards meant that regardless of what you knew of a region, the big brands meant that you had some understanding of exactly what you were going to get.

But is that a thing of the past now in the modern age we live in?

I’ve seen a trend in recent months where operators of branded properties have reached out, wanting to separate themselves

from big brands and go independent. Their reasons vary, but ultimately it boils down to two diff erent factors. Flexibility and profi tability.

Often, but not always, big brands have restrictions on what you can and cannot do with the distribution, pricing and marketing of your own product. These restrictions often mean that you can’t do everything you’d like to do, you may be limited in how you position your property and you are required to operate within the brand guidelines given to you.

Is independent best?

Independent properties often give you the flexibility needed to be as creative as possible for your business. You have the freedom to choose your distribution channels, you can enter into unique agreements with suppliers, greater control over your promotions and deals with wholesalers and online agents and ultimately you get the final say on exactly what you want to do with your product. You live and die by your own sword.

However, sometimes the guidelines help protect your revenue and results (not always), in many cases, big brands can provide more consistent demand and structured support, ensuring you stay with a safe option. Is it best for profi tability to

pay (sometimes) exorbitant fees for the support, visibility and distribution that these brands provide?

When does independent not make sense and where do big brands matter?

Picture this, your property is one of many inside your market. It’s crowded, your competitors produce similar reviews, a similar price point to yours. What makes you stand out against these properties and why would guests choose to book you?

If you and your competitors are similar in all the factors guests want (such as location, off ering, price point, reviews) what is making you more att ractive than them?

This is where branded properties make sense. You can achieve an edge over these competitors with the big brands behind you. In crowded markets, big brands off er a diff erentiation and help you stand out in the sea of accommodation providers.

Big brands also help with your distribution, the buying power of these brands sometimes means that their scale can improve visibility and access to online agents, get preferred inventory allocation with wholesalers and corporate bookers, helping to drive occupancy.

The happy medium?

So, you want the support of a big brand but the freedom and flexibility of an independent property? The growth of white labelling accommodation is on the rise, with some amazing, established operators in the space who are delivering strong outcomes for owners and investors alike.

White label hotel management is a third-party operating model where an external company manages day-to-day operations, marketing, and revenue strategy, but allowing the owner of the property to develop or maintain their own brand. Often, using a white label solution gives you the backing of a big support network, without having to give up your own aspirations for the long term goals of the property.

In all, big brands aren’t going anywhere, as much as we have conversations with clients about going independent, there will always be more conversations of new properties joining their ranks. They will continue to grow their ranks, as many customers value the consistency and reassurance they provide.

Customers who are confident to run their own businesses (and do it well of course!) will always maximise their profi tability. Those who are needing that extra support always have a white label option, it’s just about picking the best solution for each individual business.

The new energy equation for strata properties

By Mandy Clarke, Editor

Energy is no longer something bodies corporate can afford to treat as a background cost. It has become an active part of how buildings are managed, budgeted and positioned for the future.

With electricity prices rising and expectations shift ing, committees and operators are taking a closer look at how energy is purchased, used and, increasingly, generated onsite. What is emerging is a more considered approach, one that brings procurement, infrastructure and long-term planning into the same conversation.

It often starts with how energy is bought.

Rather than rolling over retail contracts, more bodies corporate are exploring structured procurement approaches that provide greater certainty around pricing. By consolidating demand across common property, whether that is lift s, lighting, HVAC or shared facilities, schemes can approach the market with more leverage and secure more competitive outcomes.

For larger complexes, this can make a noticeable diff erence to operating costs.

Craig Marschall, Principal Consultant from Trans Tasman Energy Group, says procurement is where many schemes are unintentionally losing value.

“Procurement is often where the real cost sits,” he explains.

“That can be due to poorly negotiated contracts, managing it without the right expertise, or simply not understanding what contract and procurement options are available, particularly within embedded network arrangements.”

He notes that without access to the right information or an understanding of market

pricing, it becomes difficult for committees to assess whether they are achieving a competitive outcome.

“It is not just about locking in a rate just before your current contract runs out. In managing pricing risk, market timing is crucial. Based on the information you provide, retailers will present pricing options, and you need to select the contract length that delivers the best value.”

Electricity prices can shift by as much as 30 percent within a year, reinforcing the importance of timing and contract strategy.

But cost control is only part of the picture. Understanding where energy is being used is just as important.

Monitoring systems are giving committees and managers clearer visibility over consumption patterns across a building. That insight makes it easier to identify inefficiencies, whether it is equipment running outside required hours or systems that are simply working harder than they need to.

Even small adjustments can have a cumulative impact when they are applied consistently.

STOP OVERPAYING FOR ENERGY

This also helps when communicating with lot owners. When decisions are backed by data, it becomes much easier to explain where savings are coming from and why certain upgrades or changes are being considered.

In practice, reducing energy costs tends to come down to a series of practical improvements rather than a single major change. Lighting upgrades, better scheduling of plant and equipment, and aligning usage with off-peak tariff s all play a role. None of these are new ideas, but they are being applied with more discipline and intent.

Craig says this is where many buildings can make immediate gains.

“Start with the basics. Make sure your current bills are accurate, including usage rates, network charges and demand components. That is often where issues are identified first,” he says.

“The cheapest power is the power you don’t use. Controls, timers and better visibility through metering all help improve efficiency. If you do not measure it, you cannot manage it.”

Alongside these measures, embedded networks are becoming part of the conversation for many schemes. In simple terms, an embedded network is a private electricity system where a building buys power in bulk and on-sells it to residents or tenants within the property.

By purchasing energy in bulk and distributing it within the property, embedded networks can deliver more competitive pricing and improve overall efficiency. For new developments, they can also streamline installation, allowing meters to be arranged without relying on electricity distributors.

For existing embedded networks, the opportunity is often in how these systems can be introduced or upgraded over time.

Craig says the benefi ts of embedded networks depend heavily on how they are structured, operated and understood.

“The cheapest power is the power you don’t use,” – Craig Marschall

“An embedded network, if correctly operated, can enable end users to receive pricing that matches or improves on the market, while also creating a financial benefi t for the owners or owners corporation,” he says.

However, he cautions that transparency and understanding are critical.

“Committees need to understand their procurement options, how pricing is set and where the value is flowing. Without that, the expected benefi ts may not be realised.”

As with any shared model, the details matter. Pricing transparency, governance and clear communication with owners remain essential to ensure the benefi ts are understood and fairly distributed.

Solar is another area that continues to gain traction, particularly as solutions become more tailored to the realities of strata.

While shared roof space and cost allocation have historically made solar more complex in multi-unit buildings, newer approaches are helping to address those challenges. Systems can now be designed to support common property loads, reducing reliance on grid power and lowering operating costs for the body corporate.

Funding models have also evolved. With options such as third-party funding and

service-based agreements, the upfront cost barrier is not what it once was. This is making solar a more realistic consideration for committees that may have previously ruled it out.

As part of this broader energy shift , electric vehicle charging has entered the conversation. For many buildings, EV infrastructure is still seen as something for the future. In reality, it is already influencing how people choose where to live, stay and spend time.

Adam Bowman from Juice Power says the impact of installing EV chargers goes well beyond sustainability.

He explains that with the right model, the infrastructure can be installed at no upfront cost, while users pay per kilowatt hour for the energy they consume. This removes the cost barrier for the building while ensuring charging remains a user-pays service.

“Unlike a quick stop at a petrol station, EV charging encourages people to stay. Typical charging times of 45 to 90 minutes mean residents, guests or visitors are far more likely to make use of onsite facilities or nearby businesses while they wait.

“This represents a shift from a transactional visit to a destination-based one, where time spent onsite translates into greater engagement. There is also a visibility factor.

“By off ering onsite charging, a

location eff ectively buys the customer’s time and loyalty. It often becomes the default choice for EV drivers planning their trip and can pull traffic away from competitors who don’t off er that option."

For mixed-use buildings or properties with retail and guestfacing elements, that creates a diff erent kind of opportunity. Energy infrastructure starts to play a role not just in reducing costs, but in shaping how a property is used and perceived.

It also aligns with a changing demographic. EV drivers tend to sit within a higher-income, tech-aware segment of the market, and their expectations around convenience and infrastructure are only going to increase as adoption grows.

All of this is contributing to a broader shift in how energy is approached in strata.

Rather than treating procurement, infrastructure and upgrades separately, more bodies corporate are taking a coordinated approach to energy planning. For committees and managers, it comes back to informed decisions and looking beyond the immediate budget cycle.

Lower operating costs, improved presentation and modern infrastructure all contribute to a stronger, more competitive asset. Buildings that act now will be better placed for what comes next.

The 2026 EV outlook and why your business can’t afford to wait Driving the future:

The Australian automotive landscape has shifted gears. As of early 2026, electric vehicles (EVs) have officially moved from a “niche interest” to the “early mainstream.” With the New Vehicle Efficiency Standard (NVES) now in full swing and a flood of affordable models entering the market, more Australians than ever are plugging in rather than fuelling up. For Australian business owners, this isn’t just a win for the environment — it’s a massive commercial opportunity.

The state of play: Australia’s EV market in 2026

The numbers tell a compelling story. In 2025, EV sales grew significantly, reaching over 150,000 units, and projections for 2026 suggest we are on a trajectory to see annual registrations exceed 250,000 shortly.

• Affordability tipping point: We’ve seen a surge in electric SUVs priced below $40,000, making EVs accessible to the average commuter.

• Infrastructure demand: While public fast-charging networks are expanding, the “convenience gap” remains. Drivers are actively seeking out destinations—gyms, cafes, retail hubs, and workplaces—where they can “top up” while they go about their day.

• The “dwell time” effect: Data shows that EV drivers tend to spend 20–30% more at businesses where they charge, simply because they stay longer.

Why Juice Powers is the game-changer for your business

While the benefits of hosting a charger are clear, the upfront costs of hardware, installation, and software management can be a hurdle. This is where Juice Powers steps in, removing the financial friction and turning your parking lot into a high-value asset.

1. Zero upfront costs

The most significant barrier to EV adoption for businesses is the capital expenditure. Juice Powers offers a free EV

charger installation program, allowing you to future-proof your site without dipping into your operational budget.

2. Attract high-value clientele

EV owners represent a growing demographic of tech-savvy, environmentally conscious consumers with disposable income. By appearing on EV charging maps (like PlugShare or Google Maps), your business becomes a literal “destination.”

3. Boost employee retention

As more staff transition to EVs, workplace charging is becoming a top-tier employee perk—second only to flexible work arrangements. It demonstrates a commitment to sustainability and helps employees save on home charging costs.

4. Seamless management via smart technology

Installing the hardware is only half the battle. Juice Powers utilises advanced software to manage:

• Load balancing: Ensuring the chargers don’t blow your building’s fuses.

• Automated billing: If you choose to charge for usage, the system handles the payments for you.

• Reporting: Track your carbon offset and usage stats for your ESG (Environmental, Social, and Governance) reporting.

Industry insight: In 2026, an EV charger is no longer a luxury—it’s the modern equivalent of offering free Wi-Fi. It’s an essential service that keeps your customers and employees connected to what matters most.

How to get started

The transition to electric transport is inevitable, but the competitive advantage goes to those who move first.

By partnering with Juice Powers, you can secure your equipment while government incentives and program spots are still available.

See www.juicepowers.com, email sales@juicepowers.com or call 0438 606 955 for more information.

More than just a clean:

Why pressure cleaning protects property assets

By Mandy Clarke, Editor

Pressure cleaning is often viewed as a cosmetic fix, but for residential towers and short-stay complexes it plays a far more critical role. Beyond improving presentation, regular exterior cleaning protects building materials, improves safety in shared spaces and helps preserve long-term asset value.

Most property managers recognise the moment when exterior cleaning suddenly becomes urgent. A committee member notes the driveway is looking tired, or the pool deck has developed that familiar green sheen after a stretch of humid weather. Pressure cleaning quickly returns to the agenda.

For residential towers, holiday buildings and mixed-use complexes, routine exterior cleaning is increasingly recognised as an essential part of long-term asset care. When scheduled consistently and carried out correctly, it helps maintain surfaces, reduce risk and extend the life of key materials.

Darrell Williams, Operations Manager at Gold Coast Pressure Washing Services says the key is understanding what is happening where you can’t see.

“Beneath all surfaces, contaminants are present and continue to build up over time, actively damaging the underlying building materials,” he explains.

“When these contaminants are left in place, they break down paint systems, coatings,

Images

While the visual improvement is immediate, the real value lies in prevention

concrete and sealants, and they trap moisture against surfaces, accelerating deterioration.”

While the visual improvement is immediate, the real value lies in prevention.

“Pressure cleaning protects the asset, reduces long-

term maintenance costs and preserves the building’s condition over time,” he says.

Focus on the areas that wear fastest

Not every part of a building deteriorates at the same rate.

In residential and short-term stay properties, areas exposed to constant foot traffic or moisture tend to accumulate contaminants more quickly.

Darrell says these spaces should form the backbone of any cleaning schedule.

“The most important external areas to include in a regular cleaning schedule are the ones that deteriorate the fastest, creating safety or compliance risks,” he says.

Walkways, stairs, driveways, entryways and car parks are common priorities, along with bin areas, balconies, façades and pool surrounds. These surfaces collect mould, algae, pollutants and organic matter quickly, which can damage coatings and create hazards if left untreated.

Safety starts with the surface

Safety remains a key consideration for building managers and committees responsible for shared environments.

“Mould, algae, mildew and built-up grime make walkways, stairs, ramps and pool surrounds significantly more slippery, especially when wet,” Darrell says.

“Regular cleaning strips away that biofilm so the surface performs the way it was designed to.”

Clean surfaces also make it easier to identify maintenance issues that might otherwise remain hidden.

“It also exposes cracks, lift ing edges and other maintenance issues that would otherwise stay hidden under dirt, allowing them to be repaired before they cause injuries,” he says.

The hidden risks of waiting too long

When exterior cleaning is delayed, contaminants continue to build and accelerate deterioration.

“Contaminants that are left unchecked create slippery surfaces on walkways, stairs and common areas, and they can break down protective coatings, concrete and sealants,” Darrell says.

This increases the likelihood of falls and may expose operators to workplace health and safety and insurance risks, while also contributing to longer-term damage.

From reactive to preventative maintenance

One of the most common mistakes is waiting until surfaces visibly look dirty before scheduling a clean.

“Waiting for a surface to visibly look bad and reacting to that is not ‘preventative’, it is reactive,” Darrell says.

Instead, he recommends identifying high-traffic and high-risk areas and establishing a cleaning frequency that prevents contaminants from building up in the first place.

Like other forms of asset care, pressure cleaning delivers the best results when it is planned and consistent.

Why professional cleaning matters

Professional exterior cleaning services bring both efficiency and technical expertise.

Darrell notes that high-pressure

equipment used incorrectly can strip paint, crack surfaces or damage coatings if the wrong pressure or method is applied.

Professional technicians understand how to adjust pressure levels, water temperature and cleaning solutions to suit different surfaces while completing the work safely and efficiently.

“With skilled technicians, reliable equipment and tailored cleaning methods, professional pressure washing plays an important role in modern property maintenance,” he says.

And the benefits extend well beyond presentation.

“Overall, a regular schedule of professional exterior cleaning is a simple but powerful way to protect property value, enhance safety and maintain a welcoming appearance.”

For operators responsible for residential buildings or short-stay properties, pressure cleaning may appear to be a straightforward task. In reality, it is one of the most practical ways to protect both the presentation and longterm value of the asset.

Taste Port Douglas 2026

Taste Port Douglas will mark its 10-year milestone in August 2026 with a four-day celebration, continuing to strengthen Tropical North Queensland’s position as a leading culinary tourism destination.

Returning from August 6 to 9, 2026, the festival brings together more than 40 events spanning dining experiences, chef-led masterclasses and immersive destination programming. This year’s line-up reflects a notable elevation in international appeal, with Michelin-starred chefs and globally recognised culinary figures joining leading

Australian talent, reinforcing the event’s growing reputation on the world stage.

Set between the Great Barrier Reef and the Daintree Rainforest, the festival leverages its natural surroundings to deliver a strong sense of place, with key events staged across waterfront and rainforest locations. Signature experiences such as the Long Lunch Series, chef takeover events and the Daintree-based Night of Fire continue to anchor the program, while new additions like the Sunrise Session highlight a shift towards more diverse and experience-led offerings.

Reina Patrick, Festival Director of Taste Port Douglas, said the

anniversary line-up reflects the festival’s evolution into one of the country’s most distinctive food and drink events.

“The 2026 program is a celebration of everything Taste Port Douglas has become, over the past decade, world-class culinary talent, unforgettable food and drink experiences, and a genuine connection to place,” Patrick said.

“To welcome such an exceptional mix of international chefs, leading Australian talent and returning favourites to Port Douglas for this milestone year is incredibly exciting. We are proud to showcase the very best of our region while giving guests

BIG4 goes four in a row as Gold Coast park takes top national title

BIG4 Gold Coast Holiday Park has taken out Australia’s best caravan and holiday park at the 2025 Qantas Australian Tourism Awards, extending the network’s winning streak to four consecutive years.

With more than 170 finalists across 26 categories, the national awards recognise the best of Australian tourism. For the Gold Coast property, this marks its first national Gold, following BIG4 Adventure Whitsunday Resort’s Hall of Fame run in 2024.

Set across 32 acres in Helensvale, the park has carved out a reputation as more than just a place to stay. With a water park, resort-style pool and a strong mix of accommodation options, it delivers the kind of experience that keeps guests returning — and raises expectations across the sector.

The result also reflects a broader shift in domestic travel, with caravan and holiday parks increasingly seen as destinations, not just a budget alternative.

the chance to experience the warmth, beauty and flavour of Tropical North Queensland in a way that feels intimate, vibrant and uniquely Taste Port Douglas.”

Supported by Tourism and Events Queensland and major industry partners, Taste Port Douglas has evolved into one of Australia’s most distinctive food and drink festivals. Its ability to attract high-calibre talent, combined with curated, location-driven experiences, highlights the growing role of culinary events in driving visitation, extending stays and strengthening regional tourism appeal.

Purchase tickets and sign up at www.tasteportdouglas.com.au

BIG4 CEO Sean Jenner said the win highlights the strength of the network, while reinforcing the growing role of experienceled travel in Australia’s tourism landscape.

The award comes as BIG4 continues to build momentum nationally, including the launch of its “BIG Aussie Review” campaign, offering a year-long road trip across the country and showcasing the network at scale.

ARAMA launches new professional development program for management rights

On Thursday, March 26, ARAMA officially launched its new professional development initiative, designed specifically for the management and letting rights industry.

The breakfast event brought together a group of industry leaders for an exclusive first look at the program, along with valuable discussion on how the sector can continue to be strengthened and supported.

During the morning, ARAMA CEO Trevor Rawnsley outlined the structure and format of the new AMROM program and shared what’s ahead, including the upcoming 5-Day Management Rights Induction Program (MRIP) and the introduction of the ARAMA Accredited Mentoring Network.

A key highlight was the level of engagement in the room. Open discussion, shared experiences and genuine collaboration reaffirmed the importance of industry input in shaping programs that are both practical and meaningful.

ARAMA extends its thanks to those who attended and looks forward to bringing AMROM to life in 2026.

From rooftop views to poolside chats:

Women In luncheons bring the industry together

Two recent Women In luncheons delivered exactly what these gatherings are known for: genuine connection, practical insight and a strong sense of community, each with its own distinct atmosphere.

The Brisbane event, held at the Iris Rooftop Bar, offered a vibrant afternoon set against sweeping city views. Familiar faces mixed easily with new connections, creating an open and welcoming environment that reflects the continued growth of the Women In network. Proudly hosted by Energy Locals, who also provided a timely update on developments in the energy sector, adding depth to an already engaging afternoon. As always, it was the people in the room who shaped the experience, with conversation flowing and connections strengthening throughout.

On the Gold Coast, the tone shifted to a more relaxed, coastal setting for the group’s first luncheon in the region for 2026. With sunshine overhead and a poolside backdrop, the afternoon unfolded with ease, blending canapés, drinks and meaningful conversation. Hosted by SSKB, who offered practical insights into the strata sector, with a focus on tools and approaches that support day-to-day management. The discussion was open and balanced, combining learning with networking in a way that felt both productive and enjoyable.

Notably, both events welcomed a number of new managers, bringing fresh perspectives and reinforcing the continued momentum of the Women In community. Together, the Brisbane and Gold Coast luncheons highlighted the value of creating space for connection, shared experience and industry insight in an environment that remains both professional and approachable.

NEW MANAGERS

Noosa River Retreat

ResortBrokers’ Sunshine Coast agent — and ARAMA’s 2025 Broker of the Year — Chenoa Daniel recently settled the sale of the management rights to Noosa River Retreat, a four-star 20-apartment boutique resort in Noosaville. The offering received huge interest with almost 40 enquiries, generating seven inspections and resulting in a sale at asking price for sellers Geoff and Kate Arscott to MJ and Didi de Bruyn who’ve been in ResortBrokers’ network since 2021.

MANAGEMENT RIGHTS

MOTELS & OTHER

Asking Price: $999,000

Tony Johnson 0433 335 679

Permanent Management Rights

Asking

He 0439 288 960

Macquarie NSW Holiday Management Rights

Asking Price: $2,665,000

Michael Philpott 0433 137 927

Holiday Management Rights ID: 8365

Asking Price: $1,050,000

Profit: $240,096

Peter Ward 0437 949 113

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

Tender: Closes 4.00pm 17th of April 2026

Kaylene Arkcoll, 1800 808 991 kaylene@leary.com.au

0416 084 693

Charlie Eames, 0416 292 659

Michael Philpott, 0433 137 927 michaelphilpott@mrsales.com.au

Bridging cultures and community at Bayside Element

By Mandy Clarke, Editor

For Jade Zhou, management rights offered the chance to bring together several interests in one role. Property, people management and business ownership all sit at the heart of the sector, and that combination was exactly what drew her in.

Today Jade and her husband Chun operate the management rights at Bayside Element in Deception Bay, Brisbane, working as a husband-and-wife team. While Jade focuses on administration, communication and business management, Chun handles many of the hands-on responsibilities including gardening, cleaning and minor repairs.

“We purchased the management rights in September 2022,” Jade explains. “The process involved several trips to the complex, business income verification, due diligence checks

and an interview process.”

During that time, they also gained an understanding of the dynamics within the complex, including tensions that had existed between the previous manager and the committee.

Jade acknowledges that it is not uncommon for relationships between committee members and caretakers to have moments of tension. In her view, what matters most is having a clear understanding of duties under the caretaking agreement and establishing clear boundaries while remaining friendly and helpful but firm.

“I am clear about what is required in our agreement," she says. “The committee may send reasonable requests over time or review the caretaking agreement, but changes or termination require proper grounds and formal process. So, it is best to deal with any matters calmly and professionally.”

She believes this is an important perspective for first-time buyers to understand. “Knowing your rights and responsibilities under the agreement helps build confidence and reduces unnecessary stress,” she says.

Like most first-time buyers entering the sector, the purchase process required patience.

“For most management rights buyers, settlement can take at least three to six months,” she says.

Bayside Element, a 55-unit complex, marked the couple’s first entry into the sector. While new to the sector, Jade brought with her a professional background grounded in communication, responsibility

and interpersonal skills, qualities that quickly proved valuable once the business began operating under their management.

Jade admits the early months were very hectic. Introducing themselves to residents, owners and investors while establishing new systems required both energy and organisation.

“We needed to introduce ourselves promptly to tenants, owners, investors and committee members while also managing relocation,” she says. “At the same time, we were setting up new administration systems, programs, templates and contacts.”

Following the change of ownership, uncertainty among some lot owners also led to the loss of a small number of investor listings during the early stages. Jade says this is a challenge many new managers encounter when stepping into an established complex.

Looking back, she believes having prior experience in real estate would have helped build confidence earlier.

“If I had started with some experience in managing rentals and handling potential sales, I would have felt more confident approaching investors and may have avoided losing some rental listings in the early stage,” she says.

The role itself required an adjustment period. “At first there was no clear routine. I was always responding to emails, calls and messages and felt like I never had a full day off.”

Over time Jade introduced a more structured system for managing the business. Common property maintenance is now scheduled on Tuesdays and

Fridays, while administration work is typically handled on Mondays or Thursdays. Nonurgent enquiries are addressed during scheduled callback times rather than responding immediately throughout the day, except in emergencies.

This structured routine has helped improve efficiency while also setting clearer expectations for residents and investors about when routine tasks and responses will occur.

Jade also credits her property management system with helping streamline operations, particularly in the early stages.

“We have been working with the REI Master’s team since starting with REI Cloud, and their support has been fantastic, especially in the beginning,” she says.

“The one-on-one sessions were incredibly helpful and walked me through the system in detail. I also use the search function to find clear, step-by-step instructions for common issues.

“If I need help, I can lodge a request and usually receive a call back within two hours. TeamViewer access was a lifesaver during the initial setup.

“Generating ABA files has made disbursements much

easier, as I can upload a single file rather than entering each landlord individually.”

Jade says the system is easy to navigate, with reports that are simple to extract and understand, as well as additional features she is continuing to explore.

Communication remains one of the most important aspects of the role. As onsite managers and caretakers, they work closely with owner occupiers, tenants, investors and the body corporate committee.

“We are the bridge between owners, tenants, investors and the committee,” she says.

“Each group requires a slightly different communication style.”

Consistency, transparency and professionalism are central to maintaining trust within the community. When disagreements arise, Jade believes calm and clear communication is essential.

“Conflict can happen in any community,” she says. “It is important to stay calm, focused and professional, communicate clearly and remain solution focused.”

Jade’s ability to speak both Mandarin and English also brings an additional dimension

to the role. Language skills can help build trust, reduce misunderstandings and support more positive negotiations, particularly when dealing with committee and property-related matters.

“People often feel more comfortable when they can communicate in their native language,” she explains. “Understanding both Western and Chinese communication styles also helps manage expectations and prevent conflict.”

Cultural understanding can

also open opportunities by connecting with a wider network of buyers, investors and residents.

Jade also credits industry mentor Paul Shih, known to many in the community as “Master Shih,” for guidance during her journey into management rights. Through mentorship and industry connections, she has been able to learn from experienced operators while developing her own approach to management.

For Mandarin and Englishspeaking professionals considering management rights, Jade believes learning Western professional culture and communication styles is just as important as understanding the business itself.

“Understanding expectations, boundaries and professional communication in the local context helps prevent misunderstandings, builds trust and fosters stronger relationships with the committee, lot owners and investors,” she says.

Looking ahead, Jade’s priorities

are focused on steady growth, improving communication skills and increasing revenue within the business. Rather than defining success through a single milestone, she prefers to focus on consistent progress.

“I focus on daily achievements,” she says. “Small, consistent progress keeps me motivated and positive.”

Her advice to others entering management rights is to stay connected with the industry and seek guidance when needed.

“Joining industry associations, learning from industry experts and those with more experience, also regularly communicating with fellow operators can provide valuable support and insight,” Jade says.

With professionalism, cultural awareness and a structured approach to leadership, Jade Zhou and Chun are steadily shaping the future of Bayside Element while building a management style grounded in both community and communication.

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