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Retirement Village Association Ltd


w w w. w a l t o n c o n s t r u c t i o n . c o m . a u

At Wa l t o n , w e r e c o g n i s e associated with projects where

the importance of quality the facility remains operational
workmanship within Aged Care during the works. We are
services and facilities, and currently working on a number of
understand the complexity and aged care and retirement
specific needs of our clients developments within both the
associated in this sector. By public and private sectors.
working closely with our clients
from project inception, we are able Contractor of First Choice for
to develop comprehensive design Aged Care and Retirement
and construction solutions for each Projects – Walton Construction.
project as well as offer construction
advice and potential cost savings
within the design parameters.

Our team at Walton are also

experienced in the complex
MELBOURNE ! SYDNEY ! BRISBANE management and logistic issues WALTON
Retirement Village Association Ltd

RVA Yearbook 2009


4 Chairman’s Report 39 RVA Manager of the Year 75 Sanctuary Energy

Award 2009
5 RVA Board Members 78 Going Green

6 CEO’s Report 41 Gareth Norman

80 The inconvenient truth
11 Standards Report 42 Andrea Riviere about change management:
Why it isn’t working and
12 Member Benefits and 44 Peter Snell what to do about it
46 Sue Loeliger 92 Achieving Culture Change
13 Advocacy and Member
Services (and Realising the Benefits)
49 Glenis Trumbich
14 National Committees 95 HVAC
53 NSW/ACT Regional Report
Opportunities for the triple
16 RVA Gold Partners
60 QLD Regional Report bottom line
18 Corporate Partners:
Supporting Research 62 SA/NT Regional Report 98 Retrogreening
A must for stability in the
24 Corporate Partners
67 VIC/TAS Regional Report commercial property sector
37 Village Charter and Code
of Conduct 73 WA Regional Report 101 Talking about Security

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RVA Yearbook 2009


Chairman’s Report
By Simon Owen

I am pleased to present my first report as villages now have their tax exempt the next forty years. But the opportunity
Chairman of your Association. status guaranteed through a specific gets really exciting if we can lift the
This year has been a challenging year clause to be inserted into the Act. The penetration rate of villages in Australia. We
for our industry with the pressures of the change will protect Victorian seniors have a great product to sell and the RVA
global financial crisis. From my discussions from paying thousands of dollars in can be at the forefront in promoting
with over 200 members during the course stamp duty. retirement villages as a great lifestyle
of the year it is evident that there are two The RVA has also been active in key choice with prospective residents,
immediate issues facing the industry— legal cases in Queensland that have the regulators and of course, the broader
access to capital and a slowdown in the potential of negatively impacting future community.
sales cycle. village operations and significantly impact Thank you to each of the RVA’s
Whilst it would appear that sales have returns. Regional Committees for the considerable
improved in the last quarter, it is still The first year of the Queensland RVA time they invest in assisting the association
evident that access to capital is a key office has been a great success, with and without whose support the RVA would
impediment to the growth of our industry. membership growing week by week, a cease to function. They are the finger on
Access to capital is likely to be an enduring stunning inaugural conference (with over the pulse of state and local issues.
problem in 2010 and it is difficult to 110 delegates in attendance) and a number I would like to acknowledge the tireless
foresee any immediate relief in this area. of well attended professional development contribution of Jane Holdsworth, the
Notwithstanding the challenges of the events. former CEO of the RVA who departed in
GFC the RVA has progressed a number of Advocacy continues to be one of the March this year. We welcome our recently
key initiatives and outcomes in 2009 that RVA’s key activities and we continue to appointed CEO, Andrew Giles, who in a
will assist the industry to move forward in a strive to preserve our freedom to operate in short period of time has already made a
sustainable manner. It has been a year of a sustainable and responsible manner. This great contribution to the association.
tremendous challenge and of great is essential for owners, operators and I would like to sincerely thank the
opportunity. developers who are looking to make members of the RVA Board for their
Key achievements for 2008/09 have investment decisions that require long-term diligence, guidance and support. They
included: legislative certainty. work tirelessly for the industry. They offer
• Working with the ATO to achieve fairer During the year the Board reviewed the their time voluntarily for the betterment of
GST treatment on village development Association’s Advocacy and Member the industry and their commitment is to be
and acquisitions and housing Services Priorities for 2008-2009. These commended.
affordability. concentrated on the key member services I would especially like to thank Tom
• Continuing to influence government of advocacy, communication, sustainability Galletta for his outstanding service as
policy through stakeholder facilitation and creating a high-performance immediate past President of the RVA. His
and contribute to the government’s organisation. The RVA is now pursuing support and wise counsel is greatly
ageing initiatives. more than 40 advocacy priorities. appreciated and the legacy he leaves the
• Having ongoing dialogue with the Earlier this year I enjoyed the RVA is truly significant.
NSW government (Office of Fair opportunity to be acting CEO of the RVA Finally, thank you to all our members
Trading) in respect to the review of the for approximately five months. This gave for your contribution to our industry. We
regulations for retirement villages. The me a tremendous first hand view of the are all responsible for ensuring that the
RVA has provided instrumental advice challenges facing the industry, the future is filled with opportunity and
to ensure a fair go for operators and opportunities ahead and innovative sustainable in its growth pattern.
maintain the standard of the industry. practices being adopted across the sector. It I am filled with great optimism about
• A major victory in respect to Stamp also filled me with great confidence about the future of our industry. We owe it to
Duty in Victoria (with proposed our future. ourselves and our community of older
amendments to the Duties Act that As President I have a specific issue Australians to provide great environments
would have negatively impacted which I am keen to focus on during the for people to live in.
retirement villages) that has resulted in course of my role. The retirement industry I look forward to catching up with you
savings of millions of dollars to has a solid future ahead based on the all at the National Conference.
operators and residents. Retirement significant ageing of the population over

RVA Yearbook 2009


RVA Board Members

Derek McMillan, Wayne Hogan Kevin Ryan Andrew Macintosh Roger Kwok
Deputy Chairman

Stuart Nicolson Dennis Chamberlain Tom Galletta Michael Fallon Angus Kukura

To be valued and respected nationally by all our
stakeholders for enhancing the viability and
excellence of the Australian retirement village industry.

As the peak body, we aim to lead the building and
growth of a sustainable and responsible retirement
village industry that will ensure our member villages
are the preferred lifestyle of older Australians.

RVA Yearbook 2009


CEO’s Report
By Andrew Giles

When we started the 2008/09 financial members in difficult times. closely with the church and charitable
year, who would have thought that our Now is the time to stick together – as sector to ensure that we can expand our
world would be turned upside down? one group with a common goal of a presence and deliver value to this group.
The economy was in full flight, strong and prosperous retirement village
Our Future
unemployment levels at historic lows, industry, creating an industry that
We have developed a Strategic Plan to
property markets bullish and our industry provides the best outcomes for our
guide the organisation in the next three
was thriving. It seemed the boom would communities and for older Australians.
years and to fulfil our commitment to our
never end. One loud voice is better than many
valued members. It will focus on four
September 2008 marked a moment small echoes in the darkness! That is why
key areas:
in history for us all – the global financial being a member of the RVA is more
• Delivering greater value to our
crisis. important than ever before.
members – with a particular focus on
Like all industries worldwide, the It is absolutely critical that for the
increasing the penetration rate of
retirement village industry has faced retirement industry to prosper and to
people over 55 into retirement
many challenges in the past twelve have freedom to operate and push back
months. However, the RVA has sought to on ever increasing consumer advocacy
• Advocacy – leading the industry on
continue its role, in the face of adversity, that there is a well funded and supported
key issues that ensure we have
to lead and support our members. association representing owners,
freedom to operate
Membership continues to increase. operators, developers and managers.
• Accreditation – ensuring that our
The RVA currently has more than 685
Our Industry industry can self regulate in the
members nationally including:
Between 2009 and 2024 the population delivery of quality living for older
• 500 village members
of people over 55 years of age will grow Australians as it has done for decades
• 125 regional associate members
by more than 2.6 million people – more • Market intelligence – providing up to
• 40 national associate members
than twice the rate of the general date cutting edge research and
• 20 industry members
population. Of this, those over 75 years information to our members
We continue to be the only
will grow by nearly 1 million people. Our goal is for it to be an absolute
organisation solely focussed on the
The need for retirement villages is must to be a member of the RVA if you
future growth of retirement villages in
massive. operate in the retirement village industry.
In Australia we currently have 1850 Key planned activities for 2009/10
The GFC has brought with it the need
villages with approximately 115,000 include:
to respond, to re-think, to innovate and
dwellings and 160,000 residents. • New professional development
to find solutions to problems we hadn’t
Currently, 5.5% of people over the activities, including more information
seen in decades. Issues like how to
age of 65 live in a retirement village. and training for the industry to
access finance for projects, how to
There is much we can do to positively achieve greater strength
manage tight budgets, how to ensure our
influence this statistic. • New exciting events, including social
industry could freely operate and grow
The top five private operators control networking and professional
without adverse legislation or
greater than 40% of retirement market. development
regulations, how to achieve sales in
These include the likes of Aveo, Lend • Overseas fact finding tours for our
sometimes difficult markets to name a
Lease Primelife, Stockland, Aevum and members to understand best practice
Australian Unity, all of whom are active in retirement villages worldwide
We have survived well so far and are
members of the RVA. • Benchmarking of the industry, to
now strongly positioned to grow again.
In addition, the church and facilitate greater information back to
The RVA (supported by a network of
charitable sector also has around 40% of operators and prospective industry
industry professionals who freely
the market and is currently growing its entrants (salaries, management fees,
dedicate their time at a regional
share through acquisitions and sales rates etc)
committee and national board level), has
expansions. The RVA continues to work
continued to achieve results for our CONTINUED ON PAGE 8

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RVA Yearbook 2009


CEO’s Report

• A planned national open weekend, • Achieved some major victories in conferences. Our congratulations go
where we will invite every respect to key advocacy priorities (as to all of the regional winners and
Commonwealth, state and local outlined in the Chairman’s report) also the 2008 National Manager of
elected member to visit and tour a • In respect to Government lobbying the Year, Kaye Dix from Parklands
village. We believe this will raise the and representation, the RVA met Village in Western Australia.
profile of villages in government and regularly with the Ministers for
the broader community and have a Ageing, Consumer Affairs and Fair
The RVA continues to deliver a high
flow-on effect in sales through Trading Ministers, department heads
quality accreditation program that
increased media coverage at a and ministerial advisory staff to
ensures best practice industry standards.
national scale. represent the interests of members
This is of significant value not only to
• Increased research on key industry and raise awareness of the industry
residents and potential residents (which
issues including economic benefits, and the market in all states in
can translate into higher sales), but in
drivers of choice for residents, Australia.
ensuring that there is no requirement for
sentiments and feedback from our • Continued to present at many
Government to take an interventionist
160,000 residents currently living in significant summits and conferences,
approach as they have recently done in
villages across Australia. contributed to federal ageing
the health sector.
• Linking in with important issues initiatives, spoke to consumer groups
The RVA is in the process of
facing our community and and made industry representative
establishing even greater value in the
government including affordable submissions.
scheme by seeking third party
living for older Australians and the • Participated in a Federal Government
certification to ensure independence and
key role retirement villages play in Ageing Advisory Committee that
international recognition of our excellent
this area. offers the industry the opportunity to
scheme. In addition, the RVA is pursuing
influence government policy in the
The organisation a quality assurance “heart foundation”
area of seniors housing.
We have strengthened the organisation tick of approval style of accreditation
• Regional offices conducted regular
with some key national appointments that will provide significant market
Managers Forums that offered RVA
and excellent Regional Managers in each benefits to operators.
Regional Managers feedback on the
state. This has translated to great Of note is that the new ARVA
industry and successful networking
achievements this year: handbook, with new standards, will be
• Continued the focus on professional released at the 2009 National
• The RVA national conference
development for operators. This Conference in Sydney.
AdvantAge08 was held in Perth on
included the roll out of a national
11th-14th of November 2008 at Member Communications
professional development series in
Burswood Entertainment Complex The development of the RVA database
respect to economic drivers and legal
and attracted nearly 450 delegates. has made member communications
issues. MacroPlan Australia and
• Regional conferences were held in easier and more frequent. We are
Gadens Lawyers workshops were
NSW/ACT, VIC/TAS, SA/NT, WA and intending for this to be an online
attended by nearly 350 industry
QLD. They provided educational and resource in the next twelve months
participants. We are seeking to
networking opportunities for which will be of great benefit to the
establish a certified manager’s course
members and associate members and organisation and industry.
aimed at enhancing the skill base of
attendances were at record levels. Communications remains a core
managers and assisting in recruiting
The RVA continues to receive great function of the RVA we have sought to
skilled and enthusiastic people into
support from sponsors at all regional provide our members with up to date
the field.
conferences and our sincere thanks information through the website
• Ran several events, industry
go to these valued partners. (fortnightly News Monitor) and regular
breakfasts and lunches that attracted
• The Manager of the Year awards were
hundreds of participants
presented at the various regional CONTINUED ON PAGE 10

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RVA Yearbook 2009


CEO’s Report

updates by the CEO and key staff on look for the ARVA logo and seal, giving I would like to offer my heartfelt
major industry issues. them confidence that a village has met thanks to the staff of the RVA in the
The RVA website has had a the 29 ARVA standards. national and regional offices for their
significant upgrade to add better value enthusiastic, committed and inspired
for members by providing increased efforts throughout 2008/09 – a year that
The RVA has been proactive in
information about RVA activities. This has been tough for all.
generating media stories to promote the
now includes a blog section and 2009/10 is shaping up to be the best
benefits of retirement living and to
dedicated member section (which will yet for both the RVA and the retirement
respond to key issues. Recent media
soon include research and information village industry. I certainly am excited
coverage has included major
only available to our members). about the prospect of assisting our
metropolitan and local newspapers,
valued members to grow their businesses
Member surveys local and regional radio, and industry
and to ensure Australia’s premier growth
Industry feedback is critical to identify newspapers and magazines.
market in property continues to thrive.
issues of concern. The RVA has and will
continue to conduct regular surveys with Andrew Giles
Finally I would like to acknowledge and
our industry to assist with the flow of Chief Executive Officer
thank the many people who have
information back to our industry. Key
contributed to the success of the RVA
issues will include sales and marketing,
during 2008/2009.
salaries, management fees and the ability
I am fortunate to have a strong and
to benchmark.
supportive Board. In particular, our
A working group and committee was
Chairman, Simon Owen, who has
established for GST lobby representation
provided outstanding guidance during
to the Australian Tax Office, which is
the year and also acted as CEO for the
now meeting regularly with assistance
organisation for five months during
from our great industry supporters like
2009. Many of the RVA’s recent
KPMG and Blake Dawson.
achievements are a result of Simon’s
During 2008 nearly 1500 residents in
vision and ability to execute successfully.
RVA member villages throughout
I would also to thank all of the
Australia were randomly surveyed as part
members of the national and regional
of the ARVA accreditation process. The
committees who dedicate their time on a
overwhelming majority of residents
voluntary basis to make great strides in
surveyed were very satisfied with all
our industry.
facets of retirement village life, which
The RVA would not exist without our
shows the great performance of our
members, and we sincerely thank you all
accredited villages.
for your ongoing support.
Resident Information Packs Thank you to our valued sponsors
In 2007 the RVA posted out over 4500 who financially supported RVA events
resident packs to seniors interested in the and promotions through the year and
retirement village lifestyle. The packs are also our industry supporters, who have
tailored to each state, including lists of been on hand to provide advice and
RVA members’ villages and consumer guidance on specific industry matters.
information booklets. The packs also Many do this pro bono, which during
contain a Questions & Answers booklet tough financial times cannot be
and information about accreditation. underestimated in respect to the
Prospective residents are encouraged to generosity shown.

RVA Yearbook 2009


Standards Report

The Australian Retirement Village Accreditation (ARVA) should translate to increased ease of interpretation of standards
Scheme has steadily grown in 2008/09, evidenced by the and facilitate higher numbers of applications.
number of applications.
A total of 69 villages were accredited during the period,
The average time for the accreditation process to occur, that is
which was up 40% on the previous year.
from application to the granting of accreditation, has remained
A 20% increase is planned for 2009/10, meaning close to
at about 6 months throughout the year. With greater planned
90 accreditations achieved.
resourcing we anticipate improving on that in the next year.
This highlights the industry’s strong interest in accreditation
and the importance of a robust self regulation process that COURSES/WORKSHOPS
ensures the quality and standard of our industry. How to Prepare for Accreditation Courses and Surveyor
2009/10 will also see an increased focus on marketing the Workshops have been successfully run back to back in most
benefits of accreditation, which should see significantly higher regions on a six monthly basis.
penetration than achieved previously. Managers about to embark on the accreditation process
have remarked how invaluable the course has been in
Applications vs Accreditations 2008-2009 FY
clarifying the process and dispelling many myths around
accreditation, particularly that it is incredibly arduous or
70 complex. Those accredited have commented on how valuable
the process was for improving business and resident outcomes.

Workshops for existing surveyors have proven extremely
50 beneficial in updating and up-skilling surveyors in their role.


Random surveys of residents of villages undergoing
accreditation have provided consistent results as in previous
years with an impressive 75% rate of return.
Responses were very positive and highlighted residents
10 feeling safe and secure in their villages, being appreciative of
staff and proud of the general presentation of villages.
Residents reported more than 90% satisfaction across more












than six service, facility and lifestyle categories. This highlights

the great regard in which accredited villages are held.
2008-2009 FY
The one to five year period remains the predominant time
Target Applications Accreditations
those surveyed had been a resident.
The ARVA Scheme Review has now been completed.
Representatives of the Standards and National Accreditation
Committees have spent many hours rationalising and
eliminating ambiguities identified in the scheme.
The Review is awaiting approval by the RVA Board and it is
anticipated that a new edition of the ARVA Handbook
incorporating the review will be launched at this year’s
National Conference. The main features of the review are that
the number of standards has been reduced from 29 to 27 and
guidelines appearing in the current edition have been
incorporated as criteria or in the text of the standard. This

RVA Yearbook 2009


Member Benefits
and Services
Why you should be an Networking Opportunities • Assistance in interpreting new
• Invaluable networking opportunities legislation
RVA member and forums at local, state, and • Responding to government
Membership of the RVA is a must for national levels discussion and issues papers
your business. The RVA is the peak • Linking your village or company with
national body representing and Industry Representation
professional industry service
promoting the retirement village industry • Providing timely information about
as a lifestyle choice, providing regulatory and legislative updates
• Regular access to meet with
leadership to the industry since 1989. • Representing the industry on
retirement village owners,
With an underlying strength of over 680 government and community panels
developers, operators, managers and
village and associate members, the RVA and advisory groups
plays a critical role in the ongoing • Facilitating access to government
growth and sustainability of the Industry Advice leaders and officers to ensure
retirement village industry and has • Advice from valuable industry members are represented with a
achieved success in lobbying for specialists on specific issues such as strong industry voice
legislative and policy changes. legal, insurance, economic, finance
The RVA provides a range of and lifestyle matters
• Discounted retirement village
comprehensive member services that • Free initial legal telephone advice
accreditation fees for village
support your business, including regarding workplace services from
advocacy, accreditation, research, one of Australia’s top legal firms
• Providing assistance and training on
promotion and communications.
Professional Development how to become accredited, and
• Seminars, workshops and business improvement
As a member, you can conferences including the RVA’s
Corporate Partnership
annual regional and national
maximise the value of conferences
your membership by • Special member rates for the RVA’s
• Providing exclusive benefits for RVA
Corporate Partners who provide
accessing the following national professional development
financial support for advocacy and
benefits: program
research priorities that will benefit
Sponsorship and Advertising the industry
Business Promotion
• Sponsorship and advertising activities
• Listing your village or company on Research
that provide exposure for your
the RVA website • Providing Industry research and
business to targeted audiences,
Communication particularly through the Member
• The latest regulatory, legislative, Services Directory. Promotion
industry and business news including • Positively representing and
publications, online newsletters, Members benefit from promoting retirement village living
research, website content and the following RVA through mainstream media
bulletins nationally.
• The RVA Year Book
Powerful Advocacy Contact the RVA today on 1800 240 080
Specialist Insurance
• Representation and lobbying on our to find out more about membership.
• Specialist retirement village
insurance through VillageWISE at members’ behalf to ensure the
competitive rates ongoing growth and viability of the

RVA Yearbook 2009


Advocacy and
Member Services
Our Vision RVA Objectives
To be valued and respected nationally by
1. Advocacy
all of our stakeholders for enhancing the
a. Fairer Taxes and Legislation
viability and excellence of the Australian
• Lobby for fairer GST treatment on village development and acquisition
Retirement Village Industry.
• Protect the legal rights and viability of the industry
• Advocate equitable Government taxes and rates for residents and village
Our Mission operations
As the peak body, we aim to lead the b. Senior Housing Affordability
building and growth of a sustainable and • Encourage more affordable housing for seniors
responsible retirement village industry • Influence Government policy through stakeholder facilitation
that will ensure our member villages are • Contribute to Federal ageing initiatives
the preferred lifestyle choice of older c. Leading Industry Voice
Australians. • Be the primary source of industry intelligence
• Be an authoritative and effective industry member representative
• Initiate and maintain liaison with consumer groups
• Prepare articulate and rational representative submissions on behalf of the
• Co-operate with industry bodies for policy change

2. Sustainable and Responsible Industry

• Provide leadership in promoting the benefits of retirement villages
• Promote industry excellence through accreditation
• Facilitate continuous quality improvement program for professional development
• Encourage excellence in the development of thriving communities that foster
enhanced wellbeing for seniors
• Set the standards of industry governance

3. Build an Environment Conducive to Business Growth and Industry

• Broaden membership base
• Promote RVA members
• Provide an information source for RVA members
• Support RVA members with professional association services
• Provide regular conferences and networking opportunities
• Obtain ‘potential resident’ referrals

4. High Performance Organisation

• Operate at peak standards of corporate governance
• Set and achieve high-level performance goals
• Resource the skills and capability to achieve set goals
• Recruit and retain professional, skilled and motivated staff
• Ensure the RVA brand is highly recognised and trusted.

RVA Yearbook 2009


National Committees

Government Committee National Office

Advises and consults with all tiers of government on industry- Retirement Village Association
related matters. Suite 4/650 Burwood Road, Hawthorn East VIC 3123
Chair: Derek McMillan Tel: 03 9804 0466
Fax: 03 9804 0048
Planning & Development Committee
Proactively seeks reforms on specific planning issues and
legislation that encourages the development of retirement NSW/ACT Regional Office
villages. Suite 3/Level 4, 162 Goulburn Street, Surry Hills NSW 2010
Chair: Stuart Nicolson Tel: 02 9261 1777
Fax: 02 9261 5899
Marketing & Communications Committee
Responsible for ensuring the effective marketing, branding and
communications by the RVA to its members and all industry SA/NT Regional Office
stakeholders. 5/259 Glen Osmond Road, Frewville SA 5063
Chair: Angus Kukura Tel: 08 8338 4500
Fax: 08 8379 8599
Professional Development Committee
Develops relevant and dynamic national professional
development programs to enhance the learning and knowledge WA Regional Office
of industry members. Suite 51 Plaistowe Mews, 102 Railway Street, West Perth WA
Chair: Dennis Chamberlain 6005
Tel: 08 9322 9909
Standards Committee
Fax: 08 9322 9077
Ensures the continuous improvement and robustness of the
ARVA accreditation scheme.
Chair: Andrew Macintosh VIC/TAS Regional Office
Suite 4, 650 Burwood Road, Hawthorn East VIC 3123
National Accreditation Committee (NAC)
Tel: 03 9882 9349
Approves accreditation for villages that have met all the
Fax: 03 9804 0048
standards of the ARVA accreditation scheme.
Chair: Bob Browne
QLD Regional Office
National Conference Committee
PO Box 9130, GCMC, Bundall QLD 9726
Oversees the delivery of the annual RVA national conference.
Tel: 07 5526 0380
Chair: Kevin Ryan
Fax: 07 5526 0304
Audit Committee Email:
Oversees the preparation and completion of the annual audit
and corporate governance of the RVA.
Chair: Michael D Fallon

my business
{because we understand the realities of the Retirement Village Industry}

At BankWest we understand the issues our clients face in this

ever evolving industry. Which is why we are able to add value to
discussions over and above tailoring your financing solution
With direct access to your own dedicated Retirement lending
specialist who understands and talks the industry language,
we work with you to finance your specific requirements.
To speak with a dedicated Retirement Specialist who really
understands your business, please call;
National Director Nick Carter (02) 8299 8285
NSW Rod Baptist (02) 8299 8385
Vic Shalain Singh (03) 9641 2964
SA Duane Cock (08) 8419 1145
WA Richard Bator (08) 9449 6163
Qld Shari Breen (07) 3004 9470
Qld Robert Franklin (07) 3623 5063

Bank of Western Australia Ltd ABN 22 050 494 454 AFSL 236872
RVA Yearbook 2009


RVA Gold Partners

The RVA wishes to acknowledge the generous support of its Gold sponsors
throughout the past year.

RVA Silver Partners

Retirement is the celebration of a job well done







Knowledge is the path to success.

Providing practical advice to developers, owners
and managers in all aspects of retirement village
development and operations.
Peter Myhill Phoebe Doolette

To discuss how we can assist you, please contact

Peter Myhill or Phoebe Doolette on 08) 8111 4000
LATH5751 or
RVA Yearbook 2009


Corporate Partners:
Supporting Research

The high cost of securing professional advocacy services and and research information to priority involvement in RVA
commissioning top-level research has led to the Retirement professional development activities. Being a Corporate Partner
Village Association offering an innovative way to seek financial of the RVA demonstrates a firm commitment to the ongoing
support. The RVA’s Corporate Partner program allows the growth of the retirement village industry, and will brand a
Association to deliver on its core objectives for 2008-2009 and business as a champion for industry development.
beyond. The program to attract Corporate Partners is an There are significant tangible benefits too, including
important initiative for the RVA, which has traditionally relied
recognition at major national RVA events, acknowledgement in
on the voluntary efforts of hard-working Regional Committees
the RVA Year Book, complimentary tickets to the Business
and the goodwill of associate members to provide technical
Excellence Awards in 2009, invitations to exclusive RVA
advice and guidance in its advocacy and research work.
However, in a dynamic operating environment, advocacy forums, and other ongoing promotional opportunities.
issues for the industry continue to evolve, and the RVA Corporate partnerships with the RVA are available on 4 levels
understands that it cannot continue to rely on this outstanding as detailed below:
voluntary support. The Corporate Partner program will assist • Platinum (limited to 2 principal partnerships ) – $50,000
the RVA to drive its strong advocacy agenda, as well as support • Gold (limited to 5 partners) – $20,000
the development of a new research database and Member • Silver (limited to 10 partners) – $10,000
Services Directory that helps members better understand trends • Bronze (unlimited) – $5,000
in the retirement village industry. Four levels of Corporate
Partnership are available, each with varying levels of Further details about the RVA’s Corporate Partner program are
engagement, ranging from exclusive access to RVA advocacy available on the RVA website –


HERNIMAN+GROUP Services: 5-7 Peel Street Collingwood VIC 3066

Architecture Property Logistics Phone +61 3 9419 7500
Interior Design Business Strategy Email
Graphic Design Urban Design Web

You’ve earned it!
RVA Yearbook 2009


Corporate Partners:
Supporting Research
PLATINUM – $50,000 GOLD – SPONSOR $20,000
Speaker opportunities Speaker opportunities
• One speaker at the RVA National Conference (attended by • One speaker at each RVA Regional Conference
over 400 delegates)
RVA Events
• One speaker at each RVA Regional Conference
• Complimentary invitation to the CEO Forum
• One speaker at the Business Excellence Awards
• A tailored RVA event or product launch
RVA Events • Complimentary invitation to all RVA ‘premium’ events e.g.
• Complimentary invitation to the CEO Forum networking breakfasts and industry workshops (excluding
• A tailored RVA event or product launch conferences and non-applicable events)
• Complimentary invitation to all RVA ‘premium’ events e.g. • Complimentary invitation to all RVA Regional
networking breakfasts and industry workshops (excluding Events/Professional Development Forums and smaller scale
conferences and non-applicable events) events organised in specific regions (excluding conferences
• Complimentary invitation to all RVA Regional and non-applicable events)
Events/Professional Development Forums and smaller scale
RVA Advertising
events organised in specific regions (excluding conferences
• Half page advertising in the Supplier Handbook – the RVA
and non-applicable events)
Associate Members Services Directory
RVA Advertising • A profile in the Supplier Handbook
• Full page advertising in the Supplier Handbook – the RVA • A listing in the Supplier handbook
Associate Members’ Services Directory • Twice a year – a company overview listing in the RVA
• A profile in the Supplier Handbook News Monitor (National send out)
• A listing in the Supplier Handbook • Company overview listing on Regional Industry Newsletter
• Four times per year – a company overview listing in the
RVA Yearbook
RVA News Monitor (National send out)
• Company profile/case study
• Company overview listing on Regional Industry Newsletter
• Company acknowledgement (Increased content)
RVA Yearbook
National Conference
• Company profile/case study
• Two delegate tickets
• Company acknowledgement (Increased content )
• Exhibitor Stand
National Conference • Satchel Company Insert
• Four delegate tickets
Packages for the RVA website
• Exhibitor Stand
• Base Listing (Name, Address, Number)
• Satchel Company Insert
• Logo
Packages for the RVA website • Website Link to your company site
• Base Listing (Name, Address, Number) • Listing plus 100 word profile linked to the soft copy of the
• Logo supplier handbook
• Website Link to your company site • Case study editorial on the RVA website
• Listing plus 100 word profile linked to the soft copy of the • Photo
supplier handbook • Priority Listing
• Case study editorial on the RVA website
Market intelligence
• Banner – top or bottom (Time limited banner displayed
• Regular updates on research and advocacy issues
• Photo
• Priority Listing
Market intelligence
• Regular updates on research and advocacy issues

Elynwood Services Group… A Complete Service Solution
Elynwood Services Group is a family owned, Quality Assured, Australian Business, established
and operating for over 20 years. Elynwood Services Group provides an extensive range of
specialised Catering, Cleaning and Associated Services to Retirement Village and Aged Care
At Elynwood Services we adopt a holistic approach and offer a tailored service that complies
with all client requirements.
Our business ethos has been to strive to achieve outstanding customer satisfaction. A focus
on improving the effectiveness and efficiency of our customer service delivery, is the prime
objective at Elynwood.
• Flexible but highly efficient and cost effective solutions for Catering,
Cleaning and Associated Services
• Convenient “one -stop shop” approach
• Food Safety Programs which are site specific supported by regular internal
and external audits
• Healthy and nutritious eating programs based on energy for life with well balanced menus
• Diverse menu range to cater for various cultures and dietary requirements
• Regular performance monitoring
• Marketing programs to increase awareness and participation
• A sustainable environmental approach
• Quality Assured Company
• Caring and highly trained Site Operators
• Available 7 days per week, 24 hours per day

For an obligation free quotation, please call

Jo Spiteri, Catering and Support Services Director
Tel: (03) 9364 8116 or 0419 189 471

Retirement Village Living.

A growing industry.

As baby boomers age and retire, many

opportunities are emerging for innovative
retirement village developments. Maddocks
understands the requirements and challenges
faced by developers in the retirement village

Our knowledge of the industry and the relevant

legislation enables us to actively assist
our clients in the acquisition, development,
operation and disposal of villages. We advise on
a range of issues including capital repairs and

We have been involved in the consolidation

of the industry undertaking due diligence,
acquisitions, finance structuring and tax advice
on a number of transactions.
Maddocks Angel Place
140 William Street 123 Pitt Street
Melbourne VIC 3000 Sydney NSW 2000
Maddocks. Your lawyers for retirement, Tel 61 3 9288 0555 Tel 61 2 8223 4100
aged care and property development. Fax 61 3 9288 0666 Fax 61 2 9221 0872
RVA Yearbook 2009


Corporate Partners:
Supporting Research
Speaker opportunities RVA Events
• One speaker at an RVA Regional Conference of your • Complimentary invitation to all RVA ‘premium’ events e.g.
choice networking breakfasts and industry workshops (excluding
conferences and non-applicable events)
RVA Events
• Complimentary invitation to all RVA Regional
• Complimentary invitation to all RVA ‘premium’ events e.g.
Events/Professional Development Forums and smaller scale
networking breakfasts and industry workshops (excluding
events organised in specific regions (excluding conferences
conferences and non-applicable events)
and non-applicable events)
• Complimentary invitation to all RVA Regional
Events/Professional Development Forums and smaller scale RVA Advertising
events organised in specific regions (excluding conferences • A logo/profile in the RVA Associate Members Services
and non-applicable events) Directory
• A Listing in the RVA Associate Members Annual Services
RVA Advertising
• Quarter page advertising in the Supplier Handbook – The
• Company overview listing on Regional Industry Newsletter
RVA Associate Members Services Directory
• A profile in the Supplier Handbook RVA Yearbook
• A listing in the Supplier Handbook • Company Acknowledgement (Increased content)
• Company overview listing on Regional Industry Newsletter
National Conference
RVA Yearbook • One delegate ticket
• Company acknowledgement (Increased content) • Brochure/Document seat drop
National Conference Packages for the RVA website
• One delegate ticket • Base Listing (Name, Address, Number)
• Brochure/Document seat drop • Logo
• Website Link to your company site
Packages for the RVA website
• Listing plus 50 word profile linked to the soft copy of the
• Base Listing (Name, Address, Number)
RVA Associate Members Services Directory
• Logo
• Photo
• Website Link to your company site
• Listing plus 50 word profile linked to the soft copy of the Market intelligence
supplier handbook • Regular updates on research and advocacy issues
• Case study editorial on the website
• Photo
Market intelligence
• Regular updates on research and advocacy issues

Our services include:
retirement villages Melbourne

Level 20 / 385 Bourke Street Level 12 / 77 King Street -FWFM&BHMF4USFFU T (03) 9670 6123
Melbourne VIC 3000 Australia 4ZEOFZ/48"VTUSBMJB Brisbane QLD 4000 Australia

Now more than ever, design excellence is critical to sustaining your industry advantage

Campbell Luscombe Folk Lichtman Architects - both recognised and awarded - are the architects for Australia’s foremost
seniors & aged care facilities, including Waterbrook Yowie Bay, Annesley Bowral, Lifestyle Manor Bondi, Treeview Gardens,
John Paul Village
with successful and thriving senior communities

RVA Yearbook 2009


Corporate Partners

CORPORATE Colliers International Minter Ellison

Royal Exchange Lvl 12/225 George Street, Level 3 / 25 National Circuit, FORREST, ACT,
Tel: 02 9257 0222 Tel: 02 6225 3211
Blake Dawson
Community Living Technologies Pty Ltd mhm - McLachlan Hodge Mitchell Pty Ltd
Locked Bag No 6 Grosvenor Place, SYDNEY,
PO Box 43, NORTH RYDE, NSW, 1670 121 Greenhill Road, UNLEY, SA, 5061
NSW, 2000
Tel: 02 9087 9562 Tel: 08 8291 0300
Tel: 02 9258 6058
Deacons National Seniors Australia
Jardine Lloyd Thompson Pty Ltd WA
GPO Box 4592, MELBOURNE, VIC, 3001 Level 7/243 Edward Street, BRISBANE, QLD,
Level 6 / 256 St George’s Tce, PERTH, WA,
Tel: 03 8686 6000 4000
Tel: 07 3233 9183
Tel: 08 9426 0434 Deloitte Touche Tohmatsu
PO Box N250 Grosvenor Place, SYDNEY, NetComm Limited
Programmed Property Services
NSW, 1220 Unit 1 2 - 6 Orion Road, LANE COVE, NSW,
PO Box 331, MT WAVERLEY, VIC, 3149
Tel: 02 9322 7697 2066
Tel: 03 9544 5777
Tel: 02 9424 2045
Russell Kennedy Pty Ltd Doctors Safety Line Pty Ltd SA
PO BOX 738, TORRENSVILLE, SA, 5031 Nilsen Networks
PO Box 5146 AA, MELBOURNE, VIC, 3001
Tel: 08 8354 0155 4/ 3 - 5 Gilda Court, MULGRAVE, VIC, 3170
Tel: 03 9609 1555
Tel: 1300 734 766
Sanctuary Energy Ernst & Young Partnership
Level 27 / 8 Exhibition Street, MELBOURNE, PoolWerx
PO Box 3378, TUGGERAH, NSW, 2259 5 Moorak Street, TARINGA, QLD, 4068
VIC, 3000
Tel: 02 4351 5599 Tel: 07 3217 7111
Tel: 03 9288 8000
Thomson Adsett Architects PricewaterhouseCoopers
PO Box 3348, SOUTH BRISBANE, QLD, 4104 2 Southbank Boulevard, SOUTHBANK, VIC,
Locked Bag 6886, WETHERILL PARK DC, NSW,
Tel: 07 3840 9999 3006
Tel: 02 9828 0200 Tel: 03 8603 1000
NATIONAL Gadens Riley Shelley Australia Pty Ltd
ASSOCIATES L13 Skygarden Building/77 Castlereagh St, 395 Tooronga Road, HAWTHORN EAST, VIC,
SYDNEY, NSW, 2000 3123
Adelaide Bank Tel: 02 9931 4873 Tel: 03 8823 5055
6th Floor 24 York Street, SYDNEY, NSW, 2000 Savills Australia
ING Real Estate Community Living Fund
Tel: 02 8282 8285 Level 25/140 William Street, MELBOURNE,
Level 11 345 George Street, SYDNEY, NSW,
Allens Arthur Robinson 2000 VIC, 3000
PO Box 7082 Riverside Centre, BRISBANE, Tel: 02 9033 1019 Tel: 03 8686 8080
QLD, 4001 INS LifeGuard Showcase Publications
Tel: 07 3334 3209 P O Box 485, UNANDERRA, NSW, 2526 26 Belmore Street, SURRY HILLS, NSW, 2010
ANZ Banking Group Ltd Tel: 02 4254 6226 Tel: 02 9211 7422
Level 11 20 Martin Place, SYDNEY, NSW, 2000 InterfaceFLOR Sodexo Australia
Tel: 02 9227 1778 101 Chalmers Street, SURRY HILLS, NSW, Unit 1 / 469 Nudgee Road, HENDRA, QLD,
Atkinson Vinden 2010 4011
Level 8/10 Help Street, CHATSWOOD, NSW, Tel: 02 8332 2400 Tel: 07 3307 8000
2067 Knight Frank National Health and Aged Care The Senior
Tel: 02 9411 4466 GPO Box 146, BRISBANE, QLD, 4000 16A Mildon Road, TUGGERAH, NSW, 2259
BankWest Tel: 07 3246 8821 Tel: 02 4351 2366
Level 11 / 45 Clarence Street, SYDNEY, NSW, MacroPlan Australia Pty Ltd Thomson Playford Cutlers
2000 Level 4 / 356 Collins Street, MELBOURNE, VIC, Level 25/264 George Street, SYDNEY, NSW,
Tel: 02 8299 8285 3000 2000
Cavalier Bremworth Carpets Tel: 03 9600 0500 Tel: 02 8248 5800
165-169 Lower Gibbes Street, CHATSWOOD, McInnes Wilson Lawyers VIEO Clipsal Aged Care
NSW, 2067 GPO Box 1089, BRISBANE, QLD, 4000 153 Francis Road, WINGFIELD, SA, 5013
Tel: 02 9932 2600 Tel: 07 3231 0600 Tel: 08 8268 0425


• Nurse Call Systems

• Self-Care Monitoring
• Back-to-Base Monitoring
• Wandering Resident Alarms
• Out-Of-Bed / Chair Sensors
• Dementia Care
• Staff Duress Systems
• DECT Phone Systems
• Security
From Nursing Homes to Retirement Villages we
have it covered, be it a building or the entire site. • Paging
Nurse Call Systems comply with

all necessary Aged Care Accreditation Standards. Contact us at:

We have the flexibility to tailor the system to
your changing needs.
Phone: 1300 669 888
RVA Yearbook 2009


Corporate Partners

Village Care Pty Ltd David Nelson & Partners JSA - Kennedy Associates Architects
Level 2 / 89 King William Street, ADELAIDE, Baulkham Hills Business Centre, BAULKHAM 51 Nelson Street, ANNANDALE, NSW, 2038
SA, 5000 HILLS, NSW, 2153 Tel: 02 9557 6466
Tel: 08 8212 0166 Tel: 02 9659 9611 Kells The Lawyers
Westpac Bank DEM (Aust) Pty Ltd Level 15 / 9 Castlereagh Street, SYDNEY, NSW,
Level 26 / 275 Kent Street, SYDNEY, NSW, P O Box 5036, WEST CHATSWOOD, NSW, 2000
2000 1515 Tel: 02 4221 9311
Tel: 02 8254 1129 Tel: 02 8966 6155 Masterton Homes Pty Ltd
Donald G Henderson Solicitor Cnr Hume Hwy & Sappho Rd, WARWICK
FARM, NSW, 2170
Tel: 02 4324 5688 Tel: 1300 446 637
ASSOCIATES Dorsal Media Meli Studio
40 Heath Street, ALBURY, NSW, 2640 Suite 5b Kirribilli Marina 1 Bradley Avenue,
Amaranth Life Pty Ltd
Tel: 0412 233 742 KIRRIBILLI, NSW, 2061
Level 36 Aurora Place/88 Phillip Street, Tel: 02 8920 3500
SYDNEY, NSW, 2000 Downsizing With Ease
Tel: 02 9252 5595 Unit 3 47 Day Street, NORTH SILVERWATER, Metropolis Group of Companies
NSW, 2128 Suite 203/410 Elizabeth Street, SURRY HILLS,
Anglican Retirement Villages NSW, 2010
Tel: 02 9748 8033
284 Castle Hill Road, CASTLE HILL, NSW, Tel: 02 9212 1201
2154 Edmonds & Associates
Suite 2D 1 Gurrigal Street, MOSMAN, NSW, Paclib Senior Living
Tel: 02 9421 5356
2088 Suite 2 Level 4/65 Epping Road, NORTH RYDE,
Australian Retirement Partners Tel: 02 9960 8244 NSW, 2113
PO Box 315, MILSONS POINT, NSW, 1565 Tel: 02 9889 5777
Tel: 0412 411 325 Emil Ford & Co
580 George St, SYDNEY, NSW, 2000 Peter Dalton Architects Pty Ltd
Australian Unity Retirement Living Services Tel: 02 9267 9800 P O Box 6243, NORTH SYDNEY, NSW, 2060
NSW Tel: 02 9955 8244
Empowered Living Support Services Limited
Level 6/88 Phillip Street, SYDNEY, NSW, 2000 Retirement Headquarters
Po Box 3247, GLENDALE, NSW, 2285
Tel: 02 9256 8715 68 Tulloh Street, WILLOUGHBY, NSW, 2068
Tel: 02 4941 7070
Baldwin Oates and Tidbury Tel: 02 9958 2488
FPA Architects International P/L
P O Box 45, GORDON, NSW, 2072 Silver Spirit Partners
Suite 501 Level 5/225 Clarence Street, SYDNEY,
Tel: 02 9499 2166 Level 29 Chifley Tower 2 Chifley Square,
NSW, 2000
Campbell Luscombe Folk Lichtman Architects Tel: 02 9299 1001 SYDNEY, NSW, 2000
Tel: 02 9238 4204
P/L Fusion Financial Solutions (Syd) Pty Ltd
10 Charles Street, REDFERN, NSW, 2016 Skyline Landscape Services
PO Box 4213 Penrith Plaza, PENRITH, NSW,
Tel: 02 9310 4211 20 Anvil Road, SEVEN HILLS, NSW, 2164
2750 Tel: 02 9674 1400
Cater Care Australia Tel: 02 4722 6971
PO Box 69, PARRAMATTA, NSW, 2124 Smart Caller NSW Pty Ltd
Gilmore Interior Design U3/585 Maitland Rd, MAYFIELD WEST, NSW,
Tel: 02 9635 5188 9 / 37 Nicholson, EAST BALMAIN, NSW, 2041 2304
Catering Industries Pty Ltd Tel: 02 8585 9200 Tel: 02 4949 2222
P O Box 456, CHATSWOOD, NSW, 2057 Graphic by Design St George Bank Ltd
Tel: 02 9411 1144 PO Box 3295, ERINA, NSW, 2250 Locked Bag 1, KOGARAH, NSW, 1485
Catholic Healthcare Limited Tel: 02 4365 6777 Tel: 02 9708 5900
PO Box 858, EPPING, NSW, 1710 Herbert Partners Pty Ltd Stan Manning & Associates
Tel: 02 8876 2100 P O Box 250, TUGGERAH, NSW, 2259 18 Leighanne Crescent, ARUNDEL, QLD, 4214
CB Richard Ellis Tel: 02 4353 5855 Tel: 07 5519 1000
Level 26 / 363 George Street, SYDNEY, NSW, Hunt and Hunt The Frank Whiddon Masonic Homes
2000 GPO BOX 4132, SYDNEY, NSW, 2001 Locked Bag 14, MINTO DC, NSW, 2566
Tel: 02 9333 3383 Tel: 02 9391 3163 Tel: 02 9827 6634
Clayton Utz Jones Lang LaSalle NSW Third - Age Living Investment Managment
Level 8/40 Marcus Clarke Street, CANBERRA, PO Box 2500 Queen Victoria Building, Level 40 Chiffley Tower, 2 Chiffley Square,
ACT, 2600 SYDNEY, NSW, 1230 SYDNEY, NSW, 2000
Tel: 02 6279 4000 Tel: 02 9220 8423 Tel: 02 8005 5785

Meli studio has been invloved in many
award winning developments, Waterbrook
Greenwich is one of our latest projects.




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Design solutions to meet

today’s seniors living needs
ThomsonAdsett understands, as you do, that retirement living developments are a ‘lifestyle’ choice in changing times. We know that lifestyle
retirement is for active people who want to enjoy their independence longer.
With over 30 years working with businesses like yours, we have the knowledge and the experience to provide the right solution for you and
for your clients.

Redmond Park
architecture | urban design | interiors
1300 304 290
RVA Yearbook 2009


Corporate Partners

TSA Management Munro Thompson Lawyers Villis Group

L16/207 Kent St, SYDNEY, NSW, 2000 Level 2/77 Mooloolaba Esplanade, 186B Pulteney Street, ADELAIDE, SA, 5000
Tel: 02 9247 7270 MOOLOOLABA, QLD, 4557 Tel: 08 8232 1145
Village Consulting Services Tel: 07 5444 3466 Vital Wireless Pty Ltd
P O Box 21, MOSMAN, NSW, 2088 Paynter Dixon Queensland Pty Ltd PO Box 314, LONSDALE, SA, 5160
Tel: 02 9969 0488 Level 3/299 Coronation Drive, MILTON, QLD, Tel: 08 8382 8866
Vision Lifestyle Projects 4064
Wallmans Lawyers
43 Gladesville Road, HUNTERS HILL, NSW, Tel: 07 3368 5500
GPO Box 1018, ADELAIDE, SA, 5001
2110 Propell National Valuers
Tel: 02 4353 6233 Tel: 08 8235 3000
PO Box 150, PADDINGTON, QLD, 4064
Vital Care Warehouse Matric
Tel: 07 3369 2277
PO Box 1484, LANE COVE, NSW, 1595 27 Gwy Terrace, BALAKLAVA, SA, 5461
Stan Manning & Associates Tel: 08 8862 2078
Tel: 02 9427 2133
18 Leighanne Crescent, ARUNDEL, QLD, 4214
Wise Products Tel: 0412 294 404
20 Dell Road, WEST GOSFORD, NSW, 2250
Westys Precise Pest Management
Tel: 02 4323 2233
Zadro Constructions 4300
Suite 4 / 16 Rob Place, VINEYARD, NSW, 2765 Tel: 07 3818 7227 APT (Australian Pacific Touring )
Tel: 02 4574 8000 475 Hampton Street, HAMPTON, VIC, 3188
Tel: 1800 630 339
QLD REGIONAL Baker and McKenzie
ASSOCIATES Level 19 /181 WIlliam Street, MELBOURNE,
Brand Partners
50 Plus Construction Pty Ltd Tel: 03 9617 4200
253 Flinders Street, ADELAIDE, SA, 5000
PO Box 3544, LOGANHOLME, QLD, 4129 Tel: 08 8232 8100 Blair Architects Pty Ltd
Tel: 07 3801 0100 9 Derby Road, CAULFIELD EAST, VIC, 3145
Earthwise Insulation Pty Ltd
CB Richard Ellis 16 Kincaid Avenue, NORTH PLYMPTON, SA Tel: 03 9569 2651
Level 33, Waterfront Place, 1 Eagle Street, 5037 Brico Living Pty Ltd
BRISBANE, QLD, 4000 Tel: 1300 166 282 101/325 Collins Street, MELBOURNE, VIC,
Tel: 07 3833 9819
Fisher Jeffries 3000
Focus Professional Group GPO Box 544, ADELAIDE, SA, 5001 Tel: 03 9629 9622
Level 5/57 The Esplanade, COTTON TREE,
Tel: 08 8233 0600 Bruce Mactier Building Designers
QLD, 4558
GB Plastics 100c Wyndham Street, SHEPPARTON, VIC,
Tel: 07 5479 2833
PO Box 44, BRIGHTON, SA, 5048 3630
Holman Webb Lawyers Brisbane Tel: 03 5822 1255
Tel: 08 8326 0044
GPO Box 99, BRISBANE, QLD, 4001
Tel: 07 3235 0100 Lynch Meyer Commercial Lawyers Burns Bridge Australia Pty Ltd
GPO Box 467, ADELAIDE, SA, 5001 Level 10/350 Queens Street, MELBOURNE,
Lewiac Pty Ltd
Tel: 08 8223 7600 VIC, 3000
Village Centre/The Sovereign Islands, GOLD
McInerney Barratt Financial Solutions Tel: 03 9691 0011
COAST, QLD, 4216
Tel: 07 5577 3255 134 Rose Terrace, WAYVILLE, SA, 5034 Caretakers Australia
Tel: 08 8272 1888 26 Cambridge Street, COLLINGWOOD, VIC,
LVO Architecture
14/220 Boundary Street, BRISBANE, QLD, O’Loughlins Lawyers 3066
4000 GPO Box 2410, ADELAIDE, SA, 5001 Tel: 03 9419 4399
Tel: 07 3832 2700 Tel: 08 8111 4000 Comms IT
McCullough Robertson Lawyers Optimum Retirement Services Unit 3 / 27 Bond Street, MORDIALLOC, VIC,
Level 11/Central Plaza Two/66 Eagle St, 5/259 Glen Osmond Road, FREWVILLE, SA, 3195
BRISBANE, QLD, 4000 5063 Tel: 03 8586 5333
Tel: 07 3233 8871 Tel: 08 8338 3344 Connect PM
Metropolitan Funerals PKF Accountants SA Level 2, 50 Queen Street, MELBOURNE, VIC,
GPO Box 665, BRISBANE, QLD, 4001 GPO Box 2505, ADELAIDE, SA, 5000 3000
Tel: 07 3013 0000 Tel: 08 7421 1400 Tel: 03 9686 4488

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(Phone and Dialler) Phone’ Benefits Care Obligations
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Specifications subject to change without notice.

&REECALL1800 810


RVA Yearbook 2009


Corporate Partners

Coomes Consulting Group Spectrum Analysis Australia Pty Ltd GV Lawyers Pty Ltd
2/24 Albert Road, SOUTH MELBOURNE, VIC, 101 Camberwell Road, EAST HAWTHORN, Level 5 / 16 Irwin Street, PERTH, WA, 6000
3205 VIC, 3123 Tel: 08 9325 6188
Tel: 03 9993 7888 Tel: 03 9882 6488 Higgins Coatings Pty Ltd
Erigo M.A.C Urban Maintenance Systems Unit 1 / 35 Guthrie Street, OSBORNE PARK,
PO BOX 2158, HAWTHORN, VIC, 3122 Level 1 /41 Miles Street, MULGRAVE, VIC, WA, 6017
Tel: 03 9818 2899 3170 Tel: 08 9263 1000
Herbert Geer Lawyers Tel: 03 9560 5811 Hotmix
Level 21/385 Bourke Street, MELBOURNE, VIC, Urban Neighbourhoods Box 446, Northbridge,WA. 6865
3000 PO Box 2039 Research Delivery Centre, Tel: 08 9227 5957
Tel: 03 9641 8615 RESEARCH, VIC, 3095 J H Wilberforce
Incolink Tel: 0409 070 997 33 - 43 Clune Street, BAYSWATER, WA, 6053
1 Pelham Street, CARLTON, VIC, 3053 Vicpole Pty Ltd Tel: 08 9340 6222
Tel: 03 9639 3000 31-35 Barry Street, BAYSWATER, VIC, 3153 Mal Atwell Indoor Leisure Group
Lewis Holdway Lawyers Tel: 03 8761 2703 34 Gympie Way, WILLETTON, WA, 6155
PO Box 138 Collins St West, MELBOURNE, Yellowstone Landscaping Tel: 08 9354 9150
VIC, 8007 PO Box 5047, STUDFIELD, VIC, 3152 Mickey Curran Painting Pty Ltd
Tel: 03 9629 9629 Tel: 0411 090 820 Unit 4 / 25 Tulloch Way, CANING VALE, WA,
Logreen 6155
7 Gilbert Road, WEST PRESTON, VIC, 3072
Tel: 1300 361 658
WA REGIONAL Tel: 08 9456 5710

ASSOCIATES Morley Davis Architects Pty Ltd

M3 Property 107 Cambridge Street, WEST LEEDERVILLE,
Level 5/114 William Street, MELBOURNE, VIC, Austronics Cable and Communications Pty WA, 6007
3000 Tel: 08 9388 7777
Tel: 03 9605 1000
3aWelwyn Ave, Manning, WA, 6152 Northerly Group
Madgwicks Lawyers Tel: 08 9313 4163 Box 180, Subiaco, WA, 6904
Level 33 140 William Street, MELBOURNE, Tel: 08 9442 3899
Barton Consultancy
VIC, 3000
PO Box Y3584, PERTH, WA, 6832 Oldfield Knott
Tel: 03 9242 4744
Tel: 08 9225 5899 PO Box 849, SUBIACO, WA, 6904
McCabe Architects Tel: 08 9381 6788
Blue Force Pty Ltd
26 Peel Street, COLLINGWOOD, VIC, 3066
Tel: 03 9415 6377 PO Box 1292, OSBORNE PARK, WA, 6916 Pagett & Co
Tel: 08 9427 5555 P0 Box 5750, ALBANY, WA, 6332
Network Energy Services
Tel: 08 9841 4816
PO Box 2296, MOUNT WAVERLEY, VIC, 3149 Broadcast Engineering Services
Tel: 03 9807 5286 17 Millrose Drive, MALAGA, WA, 6090 Perrott Painting
Tel: 08 9243 7000 52 Edward Street, OSBORNE PARK, WA, 6017
Paulding Constructions Pty Ltd
Tel: 08 9444 1200
72-76 Dandenong Rd West, FRANKSTON, VIC, Designinc Perth Pty Ltd
3199 PO Box 8587, PERTH BC, WA, 6849 PKF Chartered Accountants WA
Tel: 03 9770 6666 Tel: 08 9322 3199 PO Box Z5066 St George’s Terrace, PERTH,
Egan National Valuers (WA) WA, 6831
Proactive Complaints Management
22 Hardy Street, SOUTH PERTH, WA, 6151 Tel: 08 9278 2222
9 Merrill Street, MULGRAVE, VIC, 3170
Tel: 0418 313 303 Tel: 08 9474 1299 Seniors Own Real Estate
Emerson Stewart Pty Ltd PO Box 642, BALCATTA, WA, 6914
Retireinvest - Mt Waverley
Old Swan Brewery/110/171 Mounts Bay Road, Tel: 08 9243 1366
Suite 1/427 Blackburn Road, MOUNT
WAVERLEY, VIC, 3149 PERTH, WA, 6000 T & Z Pty Ltd
Tel: 03 9886 1844 Tel: 08 9424 9555 679 Murray Street, WEST PERTH, WA, 6872
RSM Bird Cameron Fisher & Paykel WA Tel: 08 9481 0685
Level 8/525 Collins Street, MELBOURNE, VIC, PO Box 404, BENTLEY, WA, 6102 Village Estates Management
3000 Tel: 08 9356-4500 Suite 8/36 Ord Street, WEST PERTH, WA, 6005
Tel: 03 9286 1800 Grant Thornton Australia Ltd (WA) Tel: 08 9481 3244
Safety Link Level 1 / 10 Kings Park Road, WEST PERTH, Village Support P.I.R.
PO Box 179W, BALLARAT WEST, VIC, 3350 WA, 6005 83 Aitken Drive, WINTHROP, WA, 6150
Tel: 03 5320 5410 Tel: 08 9480 2000 Tel: 08 9310 9102



The Retirement Village Association is the peak village regional and

national body. Associate Membership of the RVA is open to suppliers
who wish to be recognised as providing appropriate services, with RVA
Associate Member logo identification, print directory and web listings,
Associate Member plus exposure to events.

  9=(TLTILYZKLZPYL[V^VYR business sector for easy reference.
^P[OWYVMLZZPVUHSZ\WWSPLYZ Only RVA Associate Members are listed in the
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As an RVA Associate >LI 7YPU[+PYLJ[VY`
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will be listed in the RVA The RVA has joined THE
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From just $400 you can June -\SS^LIWHNL^P[OSPURZ
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in our Services Directory. village & care sectors
Your business will be 4HPSLK[V_[PTLZH`LHY
identified by your region 19,500 circulation
of operation and your Logo Listing + 50 words ......... $572
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P: 1300 731 716 Full web listing with links (4,500 visits per month)
A4 print directory mailed to 1,850 villages
Emergency Call Services
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Actual Size Quarter Page ............................................................................................................ $2,200 inc gst
Mercy Place – Colac Mercy Place Rice Village Mercy Place Apartments – Parkville
83-99 Queen Street 2-26 Marshalltown Road 50-62 Cade Way
Mercy Health, building on the foundation and values of the Sisters of Mercy offer Retirement Living opportunities across
3 Victorian Sites; bringing to life a vibrant village feel offering a sense of safety, security and lifestyle. Our villages are
co-located with residential aged care facilities aiming to offer residents the concept of a continuing care community.
Mercy Place – Parkville is a new architecturally designed village offering a range of accommodation options and services in a
community setting, including:
• Mercy Place Apartments, spacious, high quality, 1, 2 and 3 bedroom retirement apartments
• A community hub including activity spaces, café, retail shops and allied health services
For further information contact:
Ms Helen Hunter - Retirement Living Housing Manager – Mercy Health
50-62 Cade Way, PARKVILLE VIC 3052
Tel: 03 9261 2008 Fax: 03 5241 9007 Email: Web: www.mercy
RVA National Website - Members Web Packge
Promote your product or service to retirement village operators
and residents through:

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and promoting its members and retirement living

x A site that provides advice and assistance, products and

services to retirement villages and retirement village

Take advantage of our members only special rate web package with
the additional benefits of profiling and listing in the RVA supplier
handbook to be distributed to over 2000 industry representatives.


In just three months,

over 1.5 million hits
over 26,500 unique

A listing on the Retirement Village

Association Website will raise your company
profile within the industry.
Retirement Living Solutions
With over 40 years experience in the Retirement
Living and Aged Care Industry Stan Manning &
Associates is available to provide you with
Consultancy Services.
Your specialists in relief management

and accreditation. Our Services Include:

• Site Assessment and Master Planning
• Feasibility and Market Studies
Village Management Policy Manual • DA Documentation including Support Services
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Village Support has developed exclusively a Village • Specialist planning input
Management start up Policy Manual consistent with the • Market Surveys, Community Aged Care Needs
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State Legislation. • Retirement Village Act Compliance including
Includes: Disclosure and Residency Documentation
x Village Management Policy Manual; • Operational/Management Advice, Organisational,
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x HR forms and documents;
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Contact Village Support to arrange an inspection of this & ASSOCIATES
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Free: Base listing on the RVA Website : (name, address, telephone number)
Free: Listing in the RVA Associate Members’ Services Directory: (name, the nature of the
business, telephone number)


Your company logo included with your listing on the RVA website
A listing on the RVA website in one region of your choice
A link to your website and if you don’t have a website we can create a web page for you that is
hosted on the RVA site
A welcome and introduction to your company on the RVA News Monitor
Quarter page listing, a logo / photo and 80 words in the ‘The RVA Associate Members’ –
Services Directory


inclusive of GST
Your company logo included with your listing on the RVA website
A listing on the RVA website for all regions (5)
A link to your website from all regions
A welcome and introduction to your company on the RVA News Monitor
A case study/ editorial on the RVA website
A profile of a company founder, director, or employee
Quarter page listing, a logo / photo and 80 words in the ‘The RVA Associate Members’ –
Services Directory

To take advantage of one of these excellent value for money packages, please contact your RVA
Regional Manager or complete the request form below and return with your membership

In addition to my membership application I wish to purchase a promotional pack.

Associate Members Promotional Pack at $550

Region (Please circle) SA/NT VIC/TAS NSW/ACT QLD WA

National Associate Members Promotional Pack at $880


Cheque (Payable to the Retirement Village Association Ltd.)

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Card No: ……….. ………….. ………… ………….. Expiry ………………. Security No: …. …. ….

Name on Card:………………………………………………………………………..…………………………….

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Please invoice to: Contact Name:……………………………………………………………………………….


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RVA Yearbook 2009


Village Charter and

Code of Conduct
Village Charter Members’ Code Of Conduct
As members of the Retirement Village Association Ltd, the As a member of The Retirement Village Association Ltd, I
management of this retirement village has pledged to: should:
• Recognise and uphold the dignity of each resident. • Conduct my business in accordance with the laws and
• Respect the individuality, privacy, and beliefs of each and regulations of the State in which I operate.
every resident. • Compete fairly in the markets in which I operate.
• Always act in a manner which recognises the rights of • Work safely and apply industry best practice to the health,
residents. safety and wellbeing of employees, residents, suppliers and
• Provide the same level of care and consideration for each communities.
and every resident without discrimination. • Aim to bring long-term benefits to the industry, rather than
• Provide honest and detailed answers to questions, when short-term advantage for individuals.
requested by a resident, concerning the welfare and quality • Cooperate with the RVA to achieve its corporate goals.
of life of that resident. • Show respect for the diverse range of people and cultures
• Be mindful of the welfare and wellbeing of residents in all with whom I work and for their human rights.
matters concerning the administration of the village. • Not be involved in corrupt practices, bribery,
• Uphold the spirit and detail of retirement village legislation discrimination or similar improper behaviour.
and codes. • Act ethically and with integrity, decency and respect for the
• Take all reasonable measures to achieve Accreditation and community and the environment.
on being achieved, to comply with the Accreditation
Standards and criteria published by the Association.
• Respect and comply with the Retirement Village
Association Ltd Member Code of Conduct.

RVA Manager of
the Year Award

RVA Yearbook 2009


ow in its sixth year, the RVA Manager every year and this year the RVA received 13
of the Year Award (MOTY) has attracted more applications than in 2008. The increase in
a record number of applications since interest is attributed to the work carried out by
the award was first established in 2004. RVA regional managers promoting the awards
Sponsored by Programmed Property Services, and the incentives offered by sponsors.
the award recognises outstanding village The awards have always been a great way to
managers who have been nominated by their recognise the good work carried out by village
residents, staff or owner operator. managers, but there were also some great prizes
RVA CEO Andrew Giles said the on offer this year.
competition for the Manager of the Year Award Regional winners receive some strong
was very strong and making a decision was promotions for their village and the national
difficult for judges across Australia. winner receives a fantastic gold class trip on
“In each state judging came down to the The Ghan railway between Darwin and
wire and I think that has a lot to do with what Adelaide.

Manager Of The Year Award

everyone who enters this industry notices Candidates for the Manager of the Year
immediately – the passion and enthusiasm that Award are nominated by village residents,
the vast majority of village managers have for village operators and colleagues.
their jobs, “ Mr Giles said. Once a manager is nominated they are
Key evaluation criteria include leadership required to submit an application to be in the
style, continuous improvement initiatives, staff running for an award. The RVA 2009 Manager
development, resident satisfaction and village of the Year Award’s major sponsor is
innovation. Programmed Property Services and the media
Interest in the MOTY is getting stronger sponsor is the Australian Senior.

RVA Manager Of The Year Award Winners

• Gareth Norman of Grange Retirement Estate, Salford Retirement Estate and Unity
Retirement Village is the Regional Winner for South Australia/Northern Territory (Salford
• Andrea Riviere of Blue Hills Village and Durham Green is the Regional Winner for
NSW/ACT (Tulich Family Communities)
• Peter Snell of AVEO Lindsay Gardens is the Regional Winner for Queensland (AVEO)
• Sue Loeliger of Waverley Country Club is the Regional Winner for VIC/TAS (Becton)
• Glenis Trumbich, Thomas Perrott Village and Margaret Hubery Village (Southern Cross

RVA Yearbook 2009


Gareth Norman 
Salford Living
The Grange Retirement Estate, Salford Retirement Estate & Unity Retirement Village

How did you become involved in the What do you find most rewarding about the
retirement village industry? job?
Prior to emigrating with my family in 2005, I There is not one thing that is more rewarding
could see that retirement villages were a major than the next or the last, but to see the residents
growth industry. I understood the dynamics of satisfied is reward in itself.
the ageing population and I thought I knew
Have the industry and your job changed over
what the aged population would want and
the years? If so how?
would expect during their retirement years and
I can’t say that I’ve been in the industry long
when I saw an opening, I jumped at the chance
enough to make a substantive comment on
to join the industry.
industry changes, but what I can comment on is
In what ways do you help build the community our village/s have changed, our residents have
at your village/s? changed and our own expectations have
My three villages are all different, even though changed… all for the better.
two of them are located within the same
What do you find most exciting about the
suburb. To build a community in the village/s it
was imperative that we understood our own
No two days are the same. As the manager, you
residents, their likes and dislikes. During our
are everything to everyone; you wear a
getting to know you sessions, it was evident that
multitude of hats and sometimes all at the same
a strong community already existed. Our team’s
time; you’re an accountant, architect, engineer,
drive and enthusiasm has resulted in bringing
nurse, mentor and counsellor just to name a
our community even closer.
few. This all adds to the excitement of the job. 
What have you learned from the residents at
your village?
Every day you learn something new and one
thing is for sure, our residents are happy to
teach you!

RVA Yearbook 2009


Andrea Riviere

How did you become involved in the Have the industry and your job changed over
retirement village industry? the years? If so how?
I was working in the building industry and The management style of retirement villages has
offered assistance to my neighbour Maurice changed. We now work much closer with
Tulich to have his first villa ready for residents.
occupation. Successful managers include their residents
It was a great opportunity to work in the in the process.
building of the village and also to forge Apart from the residents committee, there
relationships with our new residents. are now finance committees, social
Village maintenance is a lot easier when committees, bar committees, house committees
you have actually worked on the construction and sales support.
and know a house from the inside out! Resident care is coming to the fore in
retirement villages with some operators offering
In what ways do you help build the community
not only independent living, but community
at your village/s?
aged care packages and co-located residential
Blue Hills Village is unique in its strong sense of
aged care.
community among our residents. From the
beginning, I have had the opportunity to What do you find most exciting about the
participate in all facets of village life from social industry?
activities, teaching art and craft, bus trips, The evolution of resident care options in
resident birthdays and celebrations. We have retirement villages.
been in it together. There has never been a The current RVA Accreditation scheme has
‘them’ and ‘us’ attitude. raised the bar and improved the reputation of
Our families have interacted with the retirement villages. This, along with the
residents and their families throughout the initiative to work more closely with the RVRA
years. (Retirement Villages Resident Association) and
I have followed Maurice’s vision where an increased transparency by management is
retirement village management is based on seeing a move away from the ‘crooked
family values and upholding this has built a operator’ attitude and improved relations in
‘community’ not just a place to live. villages.
The new building designs of retirement
What have you learned from the residents at
village residences and village community
your village?
Life is short, live every day to the fullest!
Any other points you’d like to make?
What do you find most rewarding about the
We found the accreditation process extremely
beneficial and would encourage retirement
Knowing that I can make a difference to
village operators and managers to move toward
someone’s life.
accreditation under the RVA scheme.
It is amazing to see new residents move in
It is a great way of showing your residents
with nerves and trepidation, then within a
and prospective residents that you are meeting
month they are excited about the social
high standards in the operation of your village.
activities, swept up in the fun, being included
in our community and wishing they had made
the move years ago.

Bectonn creates and manages grea
at places to live. For three dedecades
ecades we have been desig
ng and managing places that
building thaat feel like home the moment
momeent you walk in the door.
Througghout Australia, Becton hass created places where the stunning design, architecture
architectu ure
and cra
aftsmanship are only a small
smaall part of the total offer.
offerr. Places soft
Pllaces that hum with the soft
buzz off people enjoying the good life. Places where they cann enjoy an over 55’s55’s lifestyl
enricheed by the companionship of
enriched o like minded people. Places
Placees where people are free to
exploree new interests and adventures
adventtures if and how they chose.

Classic Re
sidences, Brighton VIC t 03
3 9599 2300
Classic Resid
dences Brighton has a strong sesense
nse of community and fun with lifestyle,
freedom andd flexibility afforded by a strong sense of security
security.. Classic Reside
as sserviced
erviced apartments
apartments starting
starting ffrom
rom aapprox
pprox $235,000 aand
$235,000 nd iindependent
ndependent aapartments
m $320,000.
starting from
Menzies, Malvern
M VIC t 03 9500 9297
Menzies is aan exclusive residential development
developm ment for those seeking independ
security andd a truly luxurious lifestyle. Every
ything has been thoughtfully de
with spacious,
i us, creative
ith spaciou ti areas for
f a refined
fi d lelevel
levell off living.
li i Menzies i l d lluxury
M i includes uxury
5 star accommmodations and facilities.
Waverley Country Club,
Club, Rowville VIC
C t 03 9755 8542
As soon as yyou drive through the gates you experience a thoughtfully plann
retirement eenvironment designed for peoplee who want to live active and fu ull lives.
Resident’ss enjoy
Resident’ enjoy the security of a gated com
mmunity and a commitment to sservice the
whole time they live here. 2 and 3 bedroom m Villas start from approx $365,0
Dee Why Gardens,
G Dee Why NSW t 11800
800 1155
55 1171
Imagine a pplace
Imagine lace of
of iinviting
nviting bbeauty,
eauty, w where
here luscious
luscious green
green llawns,
awns, fl flowering
owering ggardens
t t l ttrees surroundd you. A place
andd stately l whe where
here the
th living
li i isi always
l easy,, whe
easy where
here home
eally iiss yyour
our hhaven
aven and
and hhelp
elp iiss rright
ight tthere
here w
hen yyou
ou nneed
eed iit.
t. SServiced
erviced aapartments
start from $ $170,000
$170,000 and independent apart apartments
tments from $37
The Woniora,
Wonioora, Wahroonga
Wahroonga NSW t 002
2 9489 4924
Apartments for distinguished retirement living.
living. Stylish design and beautiful surroundings
make The W Woniora community.
oniora a unique retirement com mmunity. Choose from two, threee and four
bedroom apartments
apartments all with contemporary design features. Enjoy the first class
c facilities
or relax knowing
wing that staff are on hand around
know arouund the clock. Starting from appox
appoox $745,000.
Breezes Mackay
M QLD t 007
7 4968 0222
Breezes Mackay
B Mac
M ckay
k offers
ff resort-style
l living
li i amidst
id the
h welcoming
l i setting
i off beautiful
if l North
N h
Queensland.. Breezes Mackay is convenient to t stunning beaches, the magical
magical Whitsundays,
tropical rain
nforests and a world class marina
rainforests a. Breezes Mackay has 2 and 3 bbedroom
apartments starting from approx $235,000 and villas starting from approx $345,000.
Woodstocck West,
West, Bunbury WA
WA t 08 9791
9791 66199
Woodstock W
Woodstock West
est in Bunbury is located in a superb location across from thee Bunbury
Forum Shopping
Shopping Centre and close to public transport,
t town and beaches. The The community
centre is thee hub of the village life and cont
tains a range of facilities for res
idences to
y. Bunbu
enjoy. ury offers 2 and 3 bedroom villa
Bunbury as, with 2 bedrooms from $330,0
villas, 000.

*Price correct att September 2008
RVA Yearbook 2009


Peter Snell

How did you become involved in the and each individual has their own life budgeting programs giving us access to
retirement village industry? story to tell, which in itself is interesting. highly professional presentations. The
I was a paramedic for 17 years with the It is refreshing to see new residents workload and demands on the manager
Queensland Ambulance Service (QAS) excited when entering a new phase in have increased substantially due to the
and it was during my time as a working their life and to join into the activities at growth and changes within the industry.
member of the management team I the village. I have observed that many
What do you find most exciting about
became exposed to retirement villages have new, fresh and varied ideas which
the industry?
and the independent living lifestyles. The bring the resident community together
The media reminds us that we have an
aged care industry was entering a new and others work tirelessly in the support
aging population and it is gratifying to be
era and I was keen to become involved and care they render to their newly
part of this thriving industry. I can see an
and be an integral member of the formed friendships. My residents have
era of great opportunity for residents and
management team within the village taught me the finer points of positive
management in the independent living
lifestyle. negotiation and problem solving and I
lifestyle in retirement villages. The
must say constructive outcomes are very
In what ways do you help build the resident community is excellent for
community at your village? seniors to embrace as it offers friendship
I thrive on challenges and I strive to What do you find most rewarding about and support while still living and
endorse a strong, positive leadership the job? retaining full independence. The market
team. I promote high work ethics and I came from a highly professional competition makes the industry exciting
work diligently to ensure resident needs working environment where career and challenging with the standards in
are met and services provided to the development was encouraged and service delivery and saleable products
residents are approved and managed by keeping currency in training programs currently at an all time high.
appropriate qualified agencies. With vital. It was on this basis when I became
open communication and availability manager of my village that I sourced
being a critical foundation to the funding to gain suitable training
building of a happy and secure living endorsed by the government to
environment for residents, I aim to adequately train and accredit my staff.
support my residents and their family This training not only was good
members positively. As a village manager grounding for my staff but gave my
it is a privilege to promote, protect and residents confidence in knowing my
preserve the independent living lifestyle team are all qualified and trained in the
for residents at my village and I am services provided. It has been rewarding
honoured to have in some way to me as manager to know that my
contributed to their quality of life and meticulousness has ensured all staff
care whilst residing in the village members at the village are accredited
environment. and fully trained.
What have you learnt from the residents Have the industry and the job changed
at your village? over the years and if so, how?
Residents have taught me open- Since I became a village manager, I have
mindedness and I am proud to welcome witnessed first hand the rampant growth
new residents to the village lifestyle, and and advancement with this industry.
for many it is the first time they have Competition of the saleable product has
lived outside their family home. I have grown considerably along with many
learnt that approach is a major player in changes to government legislation, local
the settling of a resident’s new life. policies and procedures. Technology and
Residents have a wealth of knowledge programs available have enhanced


Bendigo and Adelaide Bank’s Retirement Village and Aged Care Unit is a major lender
to the Retirement Village and Aged Care industry and has a strong commitment to
funding the industry over the long term. Our people are dedicated to funding this
sector, representing it as their core focus, specialisation and passion.

A detailed understanding of the industry and the regulatory framework within which
it operates means we can talk the industry language and appreciate the processes
that come with being an operator. This assists in overcoming the barriers that may be
experienced with other financiers.

Bendigo and Adelaide Bank provides finance for start-up developments, as well as
established facilities. And we strive to add value in all our dealings with clients based
on our extensive experience in the Retirement Village and Aged Care industry.

Are you wondering how we developed our specialisation? Paul Sullivan

We have been active participants in this sector since 1985. The bank, through
Phone 02 8282 8285
a previous subsidiary Co-operative Retirement Services (CRS), was a pioneering
Mobile 0408 859 800
operator in the retirement village industry.
At its peak, the bank as an operator owned 14 and operated 45 retirement
villages throughout Australia. Through another subsidiary, Co-operative Retirement Robert Herbert
Services of America (CRSA), the bank was one of the largest retirement community VIC/TAS
Phone 03 5485 6612
consultants in the USA.
Mobile 0427 562 031
The bank, through its subsidiary CRS, assisted in the development of retirement Email
village legislation in both South Australia and Queensland, contributed to South
Australia’s 10 year plan for the elderly, participated in consultations with the Peter Maddigan
Commonwealth Government on industry taxation issues, and sponsored the Council WA
on the Ageing. Phone 08 8300 6306
Mobile 0488 176 379
Whilst no longer an operator, the bank maintains a substantial lending business Email
to the Retirement Village and Aged Care sectors on the basis of its extensive
industry involvement and knowledge. We also retain membership of key industry Graham Hackett
representative bodies. SA/NT
Phone 08 8300 6048
Listed right are the specialist Managers in your state. Their support staff are also Mobile 0438 800 858
dedicated to this unit for your assistance. Email

Bendigo and Adelaide Bank Limited, The Bendigo Centre, Bendigo, VIC 3550.
ABN 11 068 049 178. AFSL 237879. (S24642) (07/09)
RVA Yearbook 2009


Sue Loeliger

How did you become involved in the have learnt how to pick up lost stitches in my
retirement village industry? knitting and how to (try to) keep my lawn bowl
I had always lived with three generations in our from straying into the next lane.
home. First, with my grandmother living with
What do you find most rewarding about the
my mum and dad, brother and I, and later in
our own home with my sons having my
There is not a day when you go to work when
husband’s mother living with us. Applying for a
you can be sure of what it is you will be doing.
position with a new evolving retirement village
Work is never boring. One day you may be
felt just right. Having a bit of a technical bent I
down on your knees in a communications
studied computer science but loved being with
cabinet trying to work out why at 4.55pm on a
the older generation and working with Becton
Friday night the residents’ internet is not
to open its first village was the perfect
working and on another day you can be sharing
combination of new technologies and older
in a great grandchild’s birthday party. Another
day you will be working on the business plan
In what ways do you help build the community for the next year and the next arranging a bus
at your village/s? trip to a winery in the Yarra valley. Where else
As I have been at the villages since their can you get such diversity?
conception I have had the opportunity to spend
Have the industry and your job changed over
the time to find out the needs and desires of the
the years? If so how?
residents who were moving in. As the villages
In line with the economy I feel that I need to
increased in size, introducing activities and
strive harder than ever to ensure that every cent
functions that suited the type of resident who
we spend on behalf of the residents and of the
moved in ensured that the residents were
owner company are spent wisely. You must
comfortable in mixing with the community.
research every option when making budget
Making yourself available to everyone is the
decisions while ensuring that quality is not
best way to ensure that you understand the
compromised. Residents who are moving into
mood of the village and work towards building
our villages are looking for greater value for
the style of community they desire.
money in their every day lives and I feel that
What have you learned from the residents at this has made the job more challenging than
your village? ever.
Over the years I have learnt so much about I feel very lucky to work in a position where
village life. From little things about the way a I can enjoy the company of so many wonderful
unit should be built – lower peep holes in people, both residents and staff, and hopefully
doors, higher toilet seats, no steps at front contribute to making their lives in our villages a
doors, kitchen shelves that you can get to with fulfilling place to work and live.
reaching up too high or bending too low – to
*Sue won Manager of the Year Award when she
the optimal temperature of the swimming pool
was the village manager at Waverley Country
so that muscles relax and allow a newly
replaced hip to be exercised. I have learnt
about the importance of community spirit as
you grow older and face the challenges of an
ageing body or mind. I have learnt a lot about
the lives that have been different to my own
and in some cases harder and more challenging
and in others more adventurous and exciting. I

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RVA Yearbook 2009


Glenis Trumbich

How did you become involved in the for outings and entertainment. SCC have something that we all need. I hope that I
retirement village industry? initiated an Inter-Site Ladies or Mens Day am able to return some of that to them.
My involvement in the retirement village where our villages can be the host for a
Have the industry and your job changed
industry was quite accidental. I had left my days socialising – these days are proving to
over the years? If so how?
previous employment as a flight attendant be very popular and the host village gets to
I feel that the industry has changed
with Ansett WA to have my second child show off their village and facilities. We
tremendously since my job commenced.
and when she was old enough to start have groups of ladies who provide hand-
Back ten years ago there were only
kindergarten I wished to take the made knitted blankets for the St Vincent de
minimal guidelines and support services.
opportunity to return to the workforce on a Paul organisation to help the needy and
These days thanks largely to organisations
part time basis. My mother referred me to monies raised from their Ladies Day also
such as the RVA there is ongoing education
Southern Cross Care (SCC) where she was goes to charity. I encourage them to
and support. Life is much more fast-paced.
employed at one of their low care facilities, participate in events provided by Joseph
Residents are looking for information and
Joseph Cooke Hostel. I went for an Cooke House and have interaction
support. We are able to provide in-home
interview and took up a position as a carer between village residents and hostel
care and community support, which are all
on a part time basis. This grew to where I residents. All these things go towards a
invaluable tools. Accreditation has been a
was offered an administrative position and happy village environment where residents
wonderful innovation over recent years
eventually to what was a ‘newly created’ have the opportunity to contribute and
and I am very proud of the fact that as an
position as co-ordinator for Thomas Perrott participate in various aspects of village life.
industry we have taken onboard these
What have you learned from the residents regulations and guidelines on a voluntary
I feel that one of the most important
at your village? basis.
aspects of my work is to work towards
The residents have taught me that I think this is an exciting industry to be
enhancing the community spirit of the
retirement is an exciting time, not a step involved in. The area of retirement and
village and I am confident that this is a
towards the end of life but a new adventure aged care is a fast growing area. Services
happy community environment. I work
into a different part of life’s journey, that I are ever expanding and demand and
towards helping to achieve this through
can look forward with great anticipation to expectation have changed tremendously
constant and open communication with all
the time when I too can retire. They have over the years. I feel that the industry now
residents and working as closely as
also shown me that there are many presents itself as a life choice. The public
possible with the residents’ committee with
avenues of support in the community now embrace retirement and ageing in a
whom I have a great rapport. I organise
where we can all do our bit on a voluntary much more positive light than ever before
monthly talks for residents with guest
basis to help someone else. and I expect that this will continue.
speakers on a variety of topics which I
endeavour to make interesting, informative, What do you find most rewarding about What do you find most exciting about the
educational and fun. We always join the job? industry?
together for morning tea at these events The people are the most rewarding aspect I feel privileged to be associated with this
which I provide and in which I participate. of my job. I do also have great satisfaction industry and in particular the MOTY
I provide a monthly newsletter in which from the property side of things, in awards. Since receiving my award I have
residents can have input with items of organising building and renovation works been surprised at the feeling of credibility
interest to themselves and others and it has etc, but definitely it is the people who keep that it has given me. It has made me feel
a ‘for sale’ or ‘giveaway’ section where me working. I have recently experienced even more valued as a worker within my
they can sell or give away goods. There are the sad loss of my father and have been own organisation and within the industry
groups for exercises to music and evening warmed and comforted by the love and generally. I would be happy to encourage
bingo which are fun. Southern Cross Care support of my residents. They have become anyone within the retirement village
has provided a Nintendo Wii which has part of my extended family over the past manager group to go forward and allow
been a great source of entertainment and ten years and are a huge part of my life. them to be nominated for this award. It has
learning. I encourage bus outings and They constantly express genuine concern been most rewarding and enjoyable.
constantly supply the committee with ideas and interest in me as a person and this is

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Age matters.
Commercial. Legal. Political. Regulatory.
Aged care and retirement village matters.

The response to Australia’s ageing Gadens Lawyers can assist you with understanding and participating in this dialogue.
population is not merely a property We have developed a highly experienced aged care and retirement village team who
play to entice the sophisticated baby deal with the everyday issues that those in the aged care and retirement village sector
boomer generation to a new abode. need to consider.
Fundamentally, it is a dialogue between
governments and providers on how to We have established strong contacts in this sector, having advised some of the pioneers
shifts in human history. and retirement village industries recognise members of our aged care and retirement
village group as experts. We work closely with major industry associations to provide
ongoing advice and education to add to this continuing discussion.

Contact Arthur Koumoukelis, Partner

RVA Yearbook 2009


NSW/ACT Regional Report

New legislation in NSW and the ACT, record numbers for the Urban Development Institute of Australia and will work
sponsorship and delegates at the Regional Conference along with them over the upcoming year to establish a cooperative
with the loss of a true gentleman and pioneer of the retirement and coordinated approach between the UDIA NSW Seniors
village industry in Tony Baldwin headlined a year which saw Living Committee and the RVA Planning and Development
professionalism grow in the RVA as it consolidated its position Committee. We will do this through collaboration on
as the peak industry body. submissions and advocacy pertaining to the regulative and
New events such as the MacroPlan/Gadens seminar, CBRE legislative framework affecting seniors living and retirement
Breakfast, National Board Cocktail Party and Blake Dawson village development in NSW and on other matters as they arise
Industry Luncheon showcased a new look and new standard that encourage development in seniors living and retirement
events program from the RVA. villages.
The last 12 months have seen consolidation and growth in Through the negotiations of the Retirement Villages
NSW and the ACT with the RVA strengthening its position as Amendment Act Bill we have been able to commence and
the peak industry body for retirement villages. We were able to develop a relationship with the NSW Residents Association
demonstrate to government the need for a viable retirement which continues to strengthen with every meeting. The strength
village industry in NSW which helped achieve significant of this relationship I am sure is set to be tested in the upcoming
amendments to the Retirement Villages Amendment Act Bill. weeks and months as we push forward with negotiations in
We have forged strong alliances with organisations such as relation to the Regulations accompanying the Act.

RVA Yearbook 2009


NSW/ACT Regional Report

Membership and Accreditation Accreditation numbers have also increased in the last 12
Our Membership at 30 June stood at 126 Village Members, 45 months with the continuation of half day seminars to inform
Regional Associates and 7 Industry Members. The next 12 operators how to prepare for accreditation. 31 villages became
months will see a significant push into the Not-for-Profit sector accredited in 2008/09 which increases the total number of
as we aim to have in excess of 150 village members in the accredited villages in the region to 59. We now have 47% of
region. member villages in NSW/ACT accredited. This course will
With the launch of the Industry Supplier Directory we are continue next year in order for villages to take advantage of
set to see an increase in Associate Membership which will in this extremely beneficial marketing and management tool and
turn lower the burden and reliance on Village Membership. keep a high level of service and credibility throughout the
Associate members (eg architects, lawyers, builders, industry.
electricians, painters etc) will be featured in this directory
Conferences/Seminars/Managers Meetings
which will also be a great ready reference for member villages
Crowne Plaza Hunter Valley was descended upon for a second
and an added benefit for Associate Members.
year running for this year’s Bank West NSW/ACT Regional

You’ll love Blue Hills Village.

You’ll love our community even more.

The residents love living in Blue Hills, a contemporary lifestyle village

for the over 55s. Yet, it’s the friendly atmosphere, the continuum of
care and the sense of community that makes living here enjoyable.
Blue Hills Village 25-27 Tulich Avenue Prestons 2170
Call (02) 8784 2400 A Tulich Family Communities Project

RVA Yearbook 2009


NSW/ACT Regional Report

Conference. A welcome cocktail party on the Thursday evening Macquarie, Central Coast, Sydney, Berry, Canberra and Wagga
gave everybody an opportunity to unwind and catch up in a Wagga, with over 90 different managers attending throughout
relaxed atmosphere. the year. This will extend in the next 12 months out to Tweed
The Conference kicked off on Friday with the largest Heads and Albury as we establish cross border meetings with
number of delegates ever in attendance for a NSW/ACT Victoria and Queensland to help build the network of
Regional Conference. Over 140 people were brought up to managers in those regions. We thank Programmed Property
date with the GFC and its impact on the industry, effective Services for their continued support and sponsorship in making
management practices, how to work together with residents, these events free for managers.
key sales and marketing tips and how to effectively deal with The Managers Meetings have been a great way to stay up to
the media. The day was brought to a close with a rollercoaster date with relevant topics and a tremendous opportunity for
ride of emotion as John Anderson, the founder of Contiki managers to network. A huge thank you goes to all member
Holidays talked about turning passion into business. participants and Associate Members who contribute to the
The Professional Development Program has seen our meetings. Special mention must go to Arthur Koumoukelis and
Managers Forums go across NSW and ACT including Port his team from Gadens and Guy Vinden and his staff from

Durham Green Village. A community

that really cares about people.

Durham Green is a retirement community where the friendly atmosphere ensures

our residents feel safe and secure. We offer both independent living and a continuum
of care with our Extra Services Aged Care Facility, The Manor at Durham Green.
Durham Green Village 153 Menangle Road Menangle NSW 2568
Freecall 1800 469 838
A Tulich Family Communities Project

Seniors Housing Management, Marketing and Valuation

Over 40 years experience in the industry. Operator of 2 villages comprising

288 self care units and serviced apartments. Qualifications and experience in
strata management; valuation and marketing of villages, village sites and
retirement units; consultants to the industry providing staff selection,
procedural development, documentation and feasibility analysis.
Members of Retirement Villages Association, Australian Property Institute,
Real Estate Institute of NSW and Australian Society of Certified Practicing
Consultancy services from an experienced team offering timely service at a
reasonable cost.

Edmonds & Associates

Suite 2D, 1 Gurrigal Street, Mosman NSW 2088
Tel (02) 9960 8244 - Fax (02) 9960 8255 - Mobile 0418 251 836
Email: Web:
RVA Yearbook 2009


NSW/ACT Regional Report

Atkinson Vinden who continue to

provide speakers, advice and
assistance for our Managers
Meetings and industry events free
of charge. With the support of
members like these it greatly
assists the benefits and services
the RVA is able to provide.
Our New Investment Frontier
forums held in conjunction with
MacroPlan Australia and Gadens
saw almost 100 people gather in
Sydney for a forum that provided
invaluable insight into the
industry’s vital role in providing
senior housing, the economic
benefits, social impacts, optimum
locations, market trends, current
and future pricing, expected
growth and investment
Further to this we were able
to team up with CBRE to deliver a
breakfast seminar that provided real solutions and up to date brought up to date with all issues affecting the industry.
advice on buying and selling villages, maximising valuations, A regular newsletter for the NSW/ACT Region has allowed
obtaining finance and improving project economics. This event for regular information to be distributed to members with
was sold out. stories that are NSW/ACT specific. These newsletters have
In conjunction with Blake Dawson and Deloitte a round provided valuable information to members and will continue
table industry lunch was put together to give insight and to give members up to date information on issues affecting the
discussion on issues facing mid-sized operators. This innovative industry.
new format, which contained team leaders at each table, Legislation and Government Relations
enabled the thoughts of all participants to be aired when the
In the ACT there has been a proposal put forward to review the
room discussed the topics together.
current legislation. Over the upcoming year we will assist the
All seminars and conferences would not be possible
ACT Government in its review of the Retirement Villages
without the support of all of our sponsors. We thank all the
Industry Code of Practice (1999) with the view to enacting a
sponsors who have contributed over the past year and look
Retirement Villages Act that will strengthen operations in the
forward to working with all of our existing sponsors and new
ACT and give greater power to operators under legislation and
sponsors in the upcoming year. In times of financial
thereby support positive ageing.
uncertainty NSW/ACT was able to attain an extremely high
In NSW we will be increasing our relationship with
level of sponsorship from a broad range of occupations which
is a great reflection on the state of the industry in NSW/ACT at
We will hold a Village Open Day where elected local, state
the moment and what the industry means to our valued
and federal members are invited to member villages to meet
associate member sponsors.
operators and residents. This will provide an excellent
Communications opportunity to explain the benefits of retirement villages and
Our communication has increased with members now being showcase how important villages are to communities.

Your Care | Our Passion

Baptist Community Services (BCS)

BCS has 11 retirement villages spread across NSW and the
ACT, all with their own unique features, yet all marked by our
commitment to providing residents with a friendly, caring, safe
and secure environment in which to enjoy their retirement years.
Sydney Blue Mountains Canberra Central Coast Griffith Goulburn
Call us now to speak with one of our friendly staff 1300 ASK BCS (1300 275 227) Baptist Community Services - NSW & ACT

Zadro Constructions has a specialised Aged Care and

Retirement Living Division with experience in Aged Care
Facilities, Independent Living Units, Community Centres,
including Refurbishment and Maintenance. Since 2005 we
have constructed and delivered over 700 Nursing Home
Beds and completed 27 Retirement Village projects since
2002. Zadro Constructions has been in the building
construction industry for more than 48, we have completed
in excess of 170 retirement and specialised aged care
projects. Zadro is one of the largest providers of Retirement
Atkinson Vinden have been in practice in Chatswood for Living and Specialised Aged Care facilities in NSW.
over 30 years and are one of NSW leading law firms in
providing expert advice in the health and aged care area.
They practice extensively in the areas of retirement
villages and nursing homes. Atkinson Vinden’s
specialist team of solicitors and conveyancers have a
wealth of experience, knowledge and skill in these areas
• Implementation and continuing compliance with the
Retirement Villages Act and Regulations.
• Establishment of Retirement Villages including all
aspects of documentation such as Disclosure
Statements, Services Agreements, Condition Reports,
Leases, Strata Title conditions and finance
• Regulatory advice.
• Employment law and OH & S advice.
• Due diligence for the acquisition of a Village or Aged
Care Facility.
• Documentation for Nursing Homes, Hostel Care and
Respite Accommodation.
• Appeals to the Land & Environment Court of NSW.
Guy Vinden, Senior Partner of Atkinson Vinden heads a
team of expert professionals and would be happy to hear
from you in relation to any health industry issue you
may have. Please contact him on (02) 9411 4466 or email with your next enquiry. Tel (02) 4577 3200
RVA Yearbook 2009


NSW/ACT Regional Report

Our relationship with the Department of Planning has best of luck to all of this year’s nominees and look forward to
strengthened following Sam Haddad’s speech at the State receiving even more nominations in 2010.
Conference. We will be working together with the Department
NSW Regional Committee
of Planning in relation to items including Section 94
Our thanks go to all members on the committee for the time
Contributions, Affordable Housing in Vertical Villages and
and effort that they contribute to the RVA. Their input on top of
Leasehold Titles in villages.
their own busy lives in the industry is very much appreciated
We will also be working with the Government to ensure
and a fundamental reason why the RVA continues to grow,
that Retirement Villages can be an integral part of meeting the
develop and strengthen.
accommodation and social needs of our ageing population.
NSW/ACT has faced many challenges over the past 12
The Retirement Villages Act was passed on 4 December
months and with the assistance of the committee, the RVA in
2008. The amendments reflected a lot of hard work achieved
NSW/ACT has strengthened its position as the peak industry
by the RVA in ensuring a viable industry in NSW. The RVA has
body for retirement villages.
been promoting and will continue to promote a viable industry
Our NSW/ACT Regional Manager, Mark Eagleston, is
throughout the negotiation process of the Regulations when
greatly appreciated by all members and is to be complimented
they are released.*
for his diligence and effort in lifting the profile of the RVA
Manager of the Year throughout NSW and the ACT. Mark’s ability to regularly liaise
Every year the decision of the judging panel to determine the with government stands the region in good stead for the future.
NSW/ACT Manager of the Year gets harder and harder, and this We thank Mark and his assistant Alison Parry for their
year was no exception. continued hard work throughout the year.
Andrea Riviere from Blue Hills Village and Durham Green The NSW/ACT Regional Committee along with Mark and
Village was the 2009 NSW/ACT Tony Baldwin Manager of the Alison wish you all a Merry Christmas and a safe and
Year. Andrea is responsible for the management of two of the prosperous 2010.
Tullich Family Communities villages and after 10 years in the
industry is an extremely worthy recipient of the award. Kevin Ryan
Congratulations to Andrea and all of this year’s nominees. A Chairman, NSW/ACT Regional Committee
record 19 applications were received in 2009 showing the
strength of RVA managers. *At the time of writing the NSW Regulations were yet to be
We wish Andrea the best of luck in the National Award and released.

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RVA Yearbook 2009


QLD Regional Report

through another body. However, since the inception of the

QLD RVA office this process is now being handled for RVA
members by the QLD office as part of the RVA’s National
Accreditation Scheme. In the last financial year two villages
were accredited in QLD from a total of 16 accredited villages.
This also represents 34.5% of QLD (RVA) villages being
accredited, demonstrating the retirement industry’s
commitment to accreditation and self regulation.

Resident Referrals
The QLD office has received a steady flow of phone calls and
requests for information on listings of retirement villages in
QLD. Approximately 350 packs have been sent to prospective
residents looking at a range of different Retirement Village
options in QLD. These packs consist of QLD Village Member
lists including relevant contact details as well as a booklet
entitled ‘Your Questions Answered’ on everything you need to
know about investing in a Retirement Village.
This area of our business provides the retiree market with a
service on any questions they may have where appropriate and
2008/2009 has been a year of growth and establishing a provides leads to our members of potential new residents.
presence in the QLD Region with August 2008 seeing the RVA QLD has also established a good working relationship
establishment of the QLD office in Brisbane. with the Residents Association in QLD – ‘ARQRV’. Through
In March 2009 our new QLD Regional Manager Genell establishing this relationship RVA has included representatives
Kokokiris joined the RVA to lead the QLD Region. Genell’s of the Residents Association in our Regional conference. The
background has been predominantly in commercial business RVA also assists in other ways to support the work they do on
with 11 years at IBM in Solution Sales, Marketing behalf of all QLD residents.
Communications and Operations. We also have been actively involved with community
Following in this report is an outline of the achievements groups like the Probus Group as a guest speaker at their
and successes the RVA QLD office has had in the last financial meetings.
Government Relationships
Membership The RVA QLD committee has built good relationships with key
RVA QLD membership has been strong in its first year since the government players. This includes the following:
introduction of the new RVA QLD office. The table below gives • Office of Fair Trading
you a view of the growth over the last year. Overall the RVA • The Minister for Fair Trading, The Hon. Peter Lawlor, MP
has had a healthy increase in membership of 12%. • Deputy Brisbane City Council Mayor – Cr. Graham Quirk
Membership as at Membership as at We have also been actively involved, having a representative
Member category Increase %
30 June 2008   30 June 2009 on the Brisbane City Council’s Taskforce into Retirement and
Village 1 46 +97% Aged Care.
Associate 0 11 +100%
Professional Development Activities
Industry 0 1 +100% In 2009 we rolled out a series of successful professional
TOTAL 1 58 +98% development forums which has provided valuable information
and a great vehicle for QLD members and non members to
Village Accreditation network across a range of issues surrounding the industry.
Accreditation in QLD for villages has previously been done These are as follows:

RVA Yearbook 2009


QLD Regional Report

• December 2008 – Members Christmas Party, sponsored by This sales seminar was an interactive and intensive sales
KPMG class over two days with a total of 12 delegates.
• 11 March 2009 – National MacroPlan Forum, Retirement
The Future
Villages…The New Investment Frontier. This was RVA
RVA QLD has established itself as a strong body in the
QLD’s first forum and attracted 55 delegates with 60%
Retirement market in the past 6 months.
being non-members.
We believe the QLD region has enormous potential to
• 30 July 2009 – RVA QLD Inaugural Regional Conference.
become the retirement destination of Australia and look
This was QLD’s first Regional Conference which was a
forward to working on behalf of its members to be the
great success and in many ways put the RVA QLD office on
collective voice and leading body for the Retirement Village
the map as the leading voice in Retirement in the QLD
market. We had 115 delegates with 13 sponsors. The
I would also like to take this opportunity to thank the QLD
program was a very full day of a range of speakers with the
Regional Committee for their time and support in the last 12
theme of the conference being, Retirement Villages in the
months. The QLD Committee members are as follows:
2009 Economy – Crisis or Opportunity? The conference
• Andrew Macintosh, Aveo
also incorporated the Manager of the Year Award with the
• Javan Hollister, Keperra Sanctuary
2009 QLD Winner being – Peter Snell of Aveo, Lindsay
• Russ Dunstan, Living Choice Kawana Island
• Marco De Pasquale, Oak Tree Projects
• 8 September 2009 – RVA Networking Breakfast proudly
• Michael Winter, Allora Gardens
sponsored by CB Richard Ellis. Capitalising on a rebound in
• Justin Harrison, Villages at Yeronga
the retirement market. This event was a breakfast seminar
• Kaye Smyth, Live Life Villages
with an interactive panel sponsored by CB Richard Ellis
• Robin Lyons, Minter Ellison
with discussions around options and property opportunities
• David Netherton, Minter Ellison
in the Retirement Market, followed by banking and
In addition I would also like to give my sincere thanks on
development perspectives. We had 65 delegates attend this
behalf of the RVA QLD team to RVA’s National Partners for all
their support and I look forward to continuing our working
• 10-11 September 2009 – Bloomers Sales Training – ‘Selling
Retirement Living’. The RVA QLD office began the National
sales training program delivered by Bloomers which is a Michael Fallon
retirement living sales course directed at village sales staff. Chairman, RVA QLD Committee

Grande Pacific Retirement Resort, the first high rise retirement resort in Australia, is a five-star facility where all your
needs are met, we proudly provide a standard of retirement that stands alone in style, elegance, service and lifestyle.
Grande Pacific believes the focus of retirement is lifestyle and with the magnificent views of the parklands, the
Broadwater and the Pacific Ocean we meet our mission ‘A Lifestyle of Excellence’ with ease.
You are invited to visit our website, to contact us for further information or to call in and see this amazing concept of
retirement for yourself.
• • • Free call: 1800 450 433 • Tel: 5591 2111 • Fax: 5591 2199 •
70 Marine Parade, Southport, Gold Coast QLD 4215

RVA Yearbook 2009


SA/NT Regional Report

Regional Office SA/NT blend will take us into the future. Let’s make sure we are at the
In the past 12 months we have seen the strong commitment of forefront moving forward.
our Regional Committee Members and we thank them for their The stronger our numbers, the louder our voices, the more
continuing involvement and support of the industry. we will be heard!
The Committee meets on a monthly basis with members
participating in various national portfolios which identify, plan
The provision of increased benefits and services has added
and aid the progress of strategies devised within the RVA
value to RVA Membership and with that focus we have been
growth and development focus, both on a regional and
rewarded with a steady increase in our members.
national level.
We will continue to grow and develop the services
We believe the presence of a full-time person as state
provided by the RVA and there are exciting developments in
manager has provided a definite benefit to our Members as
the pipeline, some are already underway and some will roll out
well as allowing the RVA to develop stronger and highly
in the near future.
professional Development and Training sessions. Sandra Carle
Now is the time to become a member of your peak industry
has done a sterling job in her first year in this role, and we look
forward to an enhanced member services relationship in the
coming year. It’s pleasing to record that we have also achieved Professional Development, Presentations & Regional
our aim of providing a broader representation, support and Conference
information base to our existing members. October ’08 – ‘Are You Fire Safe?’ & ‘Risk Management/Cover
The SA/NT region welcomes and encourages involvement Limitations’ were the session topics presented by the
of its valued members with their committee and attendance at Community Education section of South Australian Metropolitan
members meetings to ensure that their voices are contributing Fire Service and JLT-VillageWISE. This PD Forum was held at
to developing strategies and encouraging growth and Kalyra Heights Village and we thank them for their hospitality.
development in our industry. February ‘09 – ‘The Art of Selling Retirement Living’, an
We are a young and vibrant industry and we need to meld introductory presentation by Bloomers to their sales
the knowledge and expertise of our ‘legends’ with the programme was held for industry colleagues. Attendees, 35 in
innovative and lateral thinking of our newer members. This all, came from 19 organisations to learn more about this

RVA Yearbook 2009


SA/NT Regional Report

integral subject during this economic period. for our members and industry colleagues. In addition, they
April ‘09 – ‘Maximising Sales Interest through Financial provide a great platform for the sharing of ideas and
Strategies’ presented by McInerney Barratt Financial Solutions. knowledge and we will develop them further in conjunction
This topic provided insights on the effect of moving into a with the national Professional Development calendar.
retirement village and the impact of Centrelink / DVA asset and Members having Expos or Open Days are encouraged to
income assessment, investing excess monies and what is the consider inviting our Regional Manager along to their event.
most financially efficient upfront payment to make for now and We will welcome the opportunity to provide service and value
in the future. An opportunity for our members to learn more whenever and wherever we can.
about the financial implications for potential residents and to
SA/NT Manager of the Year
reinforce the benefits of gaining financial advice on the ‘best
Chris Quinn of Programmed Property Services, the Award
stage of their lives’.
Sponsors, presented the winner of the SA/NT Manager of the
July ’09 – ‘Myth Busting the Act’ plus ‘Our Sales
Year (MOTY) Award, Gareth Norman of Salford Living, with his
Responsibilities’ & ‘The DMF and how do we sell it’. These
trophy at the Awards Presentation Night held on 30th July
interactive sessions were presented by Jodie Prosser of
2009. We congratulate him on his success. As usual, it was a
Optimum Retirement Services and Julia Sweeney of Fisher
challenging task for the judging panel as all participants are
Jeffries with practical activity and discussion topics that
broadened all attendees’ knowledge. This session was very well
received with our largest contingent of attendees both
members and non-members. A real example of “value-
addedness” for our industry.
The Retirement Villages Mini Expo 2009 was held on
Tuesday 12th May and attended by 140 potential residents
spread over 2 sessions. Organised by the Seniors Information
Service the RVA was asked to be involved to speak on the
value and benefits of retirement living. The Expo was a
successful event for all concerned and we thank SIS for the
opportunity to be involved. Discussion on the next Expo has
The 8th Annual RVA & ACS SA/NT Conference held in May
focused on ‘Sustainability and Viability in Retirement Living’
was very successful with 102 delegates in attendance. The
Keynote Speaker was John Brodie – Founder and Principal of
VIM Sustainability who presented on the built environment’s
impact of climate change and on future costs of electricity and
the factors contributing to this increase. The panel discussions
generated more ideas on how practical implementation can
occur in the reduction of our carbon footprint. One of our RVA
‘legends’, Jim Hazel, was a facilitator and we thank him for his
participation on the day and all other speakers and presenters
who contributed to a very successful conference.
Planning is underway for next year’s event on May 21st
2010. ‘Managing Today from Tomorrow’ is the programme title
for our 9th joint conference.
Professional Development & Training Seminars continue to
be a high priority of the RVA and we endeavour to provide
subjects and topics that will educate and broaden knowledge

RVA Yearbook 2009


SA/NT Regional Report

worthy winners in their own right and nomination is The RVA increased its commitment and sponsorship of the
acknowledgement of the esteem in which they are held by Seniors Information Service in the 2009/10 financial year,
their residents and management alike. specifically in the new format SIS Retirement Housing
Also present was Ray Wood of The Senior, the Media Directory. A valuable partnership for all Members and potential
Sponsor for the MOTY Award. residents in retirement living.
We thank our sponsors for their ongoing support of the The RVA maintains its involvement in COTA’s Every
Manager of the Year Awards and encourage you to consider Generation Festival and supports the recognition of the senior
nominating your village managers in next year’s event. population.
Our working relationships with OFTA, RVAC & ACS are of
Industry Relationships and Annual Sponsorships
communication, education, respect and mutual support.
The SA/NT office is proud of its relationships with the following
We continually assess and develop our relationships and
bodies and we continue to liaise together to ensure effective
annually review our sponsorships. We also look for other
and mutually beneficial outcomes.
opportunities where there may be partnerships that are
• South Australian Retirement Village Residents Association
mutually beneficial.
• Seniors Information Service (SIS) Professional Advice and Assistance
• Council on the Ageing (COTA) On behalf of the SA/NT RVA office we acknowledge and
• Office for The Ageing (OFTA) sincerely thank our sponsors, partners and members for their
• Retirement Village Advisory Committee (RVAC) support and participation, professional advice and assistance
• Aged and Community Services SA/NT (ACS) during the year. We look forward to continuing this year’s
SARVRA President, Joan Stone, has demonstrated success into the future.
leadership and professionalism in this role and brought a
further dimension to the table with a resident view. Joan is also Dennis Chamberlain
a long-standing member of the National Accreditation Chairperson, SA/NT Regional Committee 2009
Committee, and the RVA thanks her for her ongoing
commitment to the Australian Retirement Village Accreditation
Scheme (ARVA).

in retirement Lewis Holdway Lawyers are an
established firm of commercial

living? lawyers. We have been instrumental

in helping businesses and individuals
keep up with the ever-changing
world of regulations and legislation.

Whether dealing with new entrants

to the industry or established
retirement village operators, our
Property Team’s strengths lie in its:
• Industry experience and
• Proven track record with industry

Avoid sudden twists, • Size, which allows for timely

access to lawyers plus flexibility to
get the right business tailor our products and services to
individual clients’ needs.

In addition to our specialist aged

Adelaide David Spurritt
Brisbane Margaux Beauchamp
care activities, we provide a broad
Hobart Daniel Rands range of assistance to corporate and
Melbourne Altan Djenab
Perth Chris Nicoloff
individual clients.
Sydney Julie Hough
Phone 1300 753 222 20 Queen Street
Melbourne Victoria 3000
T: (03) 9629 9629
F: (03) 9629 9630

As you may have heard whispered in the corridors of retirement developers

across the country, the new Redmond Park development in Carlton,
Melbourne, sold out in record time, with every single one of the 61 luxury
apartments gone within 12 months. It’s the kind of result this industry
rarely sees, but as the company behind the marketing of the project,
we know how to make it happen again.
Put yourself in the picture with SAE Creative.


RVA Yearbook 2009


VIC/TAS Regional Report

2008/09 has been a year of strong growth for the Victoria and Victoria/Tasmania Manager of the Year
Tasmania region. The year’s results are even more impressive The RVA is committed to the continuous performance
considering the impact of the Global Financial Crisis and improvement, training and development of village managers—
provide a strong foundation for the region to continue to grow the custodians of the critical interface between our business
into the future. and our customers.
The RVA responds to many enquiries from RVA members The Village Manager of the Year (MOTY) Award recognises
and the general public on a whole range of issues. This report high achieving managers who exemplify the increasing
highlights just some of the many achievements through the standards of our industry operations. MOTY is a highly coveted
year. award and very competitive. The winner of the Victoria
Over six hundred information packs were sent to Tasmania Manager of the year for 2008 was Penny Lloyd of The
prospective residents during the year. The packs include ‘Your Village Williamstown. Congratulations Penny!
Questions Answered’ and accreditation information, a
Consumer Affairs Victoria booklet and letter from the Regional
Manager. RVA Membership has seen strong growth across all categories
The purpose of these packs is to: in the region, which is a positive indicator of the value that the
1. provide relevant information to assist consumers to RVA contributes to industry stakeholders.
understand the benefits of Retirement Village living Member Membership Membership
Change %
category 30 June 2008 30 June 2009
2. give prospects confidence that they are dealing with a
Village 133 145 12 +8%
professional and credible industry
3. promote the industry’s commitment to operational Associate 25 32 7 +21%

excellence through the accreditation program Industry 4 7 3 +42%

4. provide contact details of member villages to facilitate their TOTAL 162 184 22 +12%
further enquiries
5. provide links to relevant government and non-government Village Accreditation
organisations In the 2008/09 financial year there were 21 villages newly

Pianos and Pianola’s direct
from the importer

109 York Street South Melbourne 3205

Tel: 1800 282978 or (03) 9690 3444 E


Based in Shepparton Victoria

Specializing in Villages in country

Victoria & N.S.W

Design & Project

Administration available

Over 20 years experience

in the industry


PH (03) 5822 1255 FAX (03) 5831 2153
RVA Yearbook 2009


VIC/TAS Regional Report

accredited in VIC/TAS resulting in a

total of 62 accredited villages in the
region. This represents a 30%
increase in accreditation on 2007/08
financial year.
This also represents 43.5% of
VIC/TAS member villages now being
accredited, demonstrating the
retirement industry’s commitment to
accreditation and self regulation.

Legislation and Regulation

Stamp duty – impose duty on
Victorian leases
The RVA became aware of a new Bill
being introduced into the Victorian
Parliament on the 4th December
2008 to amend the Duties Act 2000.
The Bill was designed to close
certain loopholes pertaining to long term leases at the “top end members but especially for Victorian seniors.
of town”.
Amendments to the Retirement Villages Act – CPI cap for
Although the Bill was not created with the intention of
adjusting the amount of the annual maintenance charge paid
changing retirement village stamp duty on loan/leases, the
by Retirement Village residents
results would have been significant increases in stamp duty
The RVA presented a submission to Consumer Affairs Victoria
payable by the residents of Retirement Village units.
(CAV) in June 2008 regarding a review of the regulations
The RVA, in consultation with Russell Kennedy Solicitors,
supporting the Retirement Villages Act.
made urgent contact with the offices of the Treasurer, Minister
The RVA was included in the consultation process and was
for Finance and Consumer Affairs Victoria that resulted in a
invited with other stakeholders by Consumer Affairs to make
detailed submission representing the industry’s concerns.
comment on the Regulatory Impact Statement (RIS) in January
Continued meeting and lobbying occurred requesting that
retirement villages be exempt from the provisions within the
The RVA has been continually working with CAV over the
year and has provided further detailed information to assist
On 19 February 2009, the Brumby Government made the
CAV’s external Consultant.  The Regulatory Impact Statement
decision that long term leases that applied to retirement
(RIS) was released by CAV 24 December 2008.
villages did not represent the type of transaction that should be
Consumer Affairs have now released the final form of the
caught as part of the leasing provisions of the Act amendment
New Regulations, and although they did not adopt all of the
and a media statement to this effect was released.
amendments requested by the RVA, the process of engaging
The Retirement villages will now have their tax exempt
with Consumer Affairs on this project has continued to
status guaranteed through a specific clause to be inserted into
strengthen our lines of communication and our working
the Act. The change will protect Victorian seniors from paying
thousands of dollars in stamp duty.
The legislation, if it had not been amended, would have Town planning
severely limited choices for older Victorians seeking the A working party was developed in 2008/09 to open dialogue
security and support of Retirement Village accommodation. and lobby planners in both state and local government in
The RVA worked tirelessly to achieve this result and it has been Victoria. The aim of the working group will be to adequately
a great reward for these efforts, not only for the RVA and its plan for Victoria’s ageing population, ensuring appropriate and

RVA Yearbook 2009


VIC/TAS Regional Report

well located sites are made available for Retirement Village Village living in specialist publications in Victoria and
living. Tasmania such as the Retirement Living Magazine, with over
15,000 print copies distributed across Australia and The Senior
Municipal Rates on Retirement Village Units
Newspaper with 95,878 copies (CAB audited figure)
The RVA is advocating on the legislative issues for the
distributed to over 2000 outlets in Victoria.
reduction on Council rates payable by residents in retirement
villages. Melbourne Retirement & Lifestyle Expo
The RVA holds the view that units within a Retirement The 5th Melbourne Retirement & Lifestyle Expo was held at
Village should be charged less than single block properties Caulfield Racecourse in September 2008. The RVA’s stand was
because of the range of infrastructure and health type supported by 4 sponsors and brochures were distributed to
community services that are not drawn upon as with single promote members to over 15,000 potential residents.
block properties.
Retirement Village Open Day
In addition, rates have been increasing at a greater rate than
The RVA also promoted Retirement Village Open Day at
that of the aged pension which means that the maximum
Melbourne Retirement & Lifestyle Expo by distributing a
pensioner concession (currently capped at $168) is far below
brochure listing participating villages to over 15,000 potential
the 50% rebate which was the original intention of the
The public had the opportunity to visit and find out more
The RVA created a working party in 2008/2009 that has
about Retirement Village living when over 70 retirement
been working solidly over the year to compile all relevant
villages opened their doors for a weekend in October 2008
information on the issue and will soon have a draft issues
over Seniors Week.
paper completed that will be presented to the Victoria and
A half page advertisement, listing all villages, with a
Tasmania Regional Committee.
photograph and an editorial was published in The Senior.
The Working Party has also met with CAV and the Minister
for Consumer Affairs (the Hon Tony Robinson) on this Liaison with other organisations
important issue. The RVA engages with, and supports, related industry
The RVA is also working on issues such as local councils associations and continues to encourage dialogue to ensure
being stripped of their valuation duties and the state effective and mutually beneficial outcomes. The organisations
government taking over land valuations. This change is likely to include:
have significant ramifications to retirement villages and how • Residents of Retirement Villages of Victoria
units are valued. • Council on the Ageing
The RVA has also worked closely with villages that are • Consumer Affairs Victoria
lobbying their local councils to ensure a collective voice is • Aged & Community Care Victoria
heard. This, in conjunction with the draft issues paper, will lead • Housing for the Aged Action Group Inc.
into the development of a clear strategic direction for local
Professional Development – Forums and Seminars
government rates that will benefit both village operators and
A successful range of forums and information seminars were
village residents while being acceptable to state and local
held during the year and provided invaluable information to
village managers and staff, as follows:
Workcover • Essential service preventative maintenance and evacuation
The RVA have prepared a discussion paper on worksafe injury procedures in Retirement Villages, presented by Trevor Cass
insurance classification and premiums as there is not a and Leigh Fraser both of Riley Shelley and Cheryl Hambly
dedicated category for Retirement Village Managers for the of NBRC respectively September 2008
purpose of determining work cover premiums. The RVA will • Complaints Management, presented by Steve Aivaliotis, in
lobby the Victorian WorkCover Authority for a review. December 2008
Other seminars included:
Industry Promotion • How to prepare for accreditation courses
To support members, the RVA continues to promote Retirement
• How to manage effective workplace relationships

RVA Yearbook 2009


VIC/TAS Regional Report

• How safe is your workplace Professional advice and assistance

• Insurance for retirement villages The RVA acknowledges and thanks the many sponsors,
• Retirement Villages – The New Investment Frontier partners, volunteers and contributors to the continuing growth
• Continuous Improvement in Retirement Villages and success of the industry.
In particular, the RVA thanks Herbert Geer, Russell Kennedy
Annual Regional Conference
and VillageWISE for their continued advice and assistance
The Annual Regional Conference was held 31 July 2008 at the
during the year.
Hemisphere Conference Centre and the theme was ‘Leading
the Way’. The program offered a strong line up of speakers Stuart Nicolson
being experts in their field providing invaluable information on Chairman, VIC/TAS Regional Committee
duty of care responsibilities, legislative requirements,
workplace safety, employment and discrimination issues and David Bruce
complaints management. VIC/TAS Regional Manager

Madgwicks has an excellent reputation for assisting clients

in the acquisition, sale, development and management of
retirement villages and aged care facilities.

Madgwicks can offer legal advice to RVA members in areas


` Negotiating and drafting contracts for sale and purchase

of retirement village and aged care facilities, due
diligence, management services agreements, leases,
To obtain further information and advice please contact: construction agreements, profit share agreements,
marketing agreements, novation deeds, option
Accredited Property Law Specialist
agreements and resident agreements;
Lorna Gelbert
Partner ` Retirement village and aged care legislation;

T: +61 3 9242 4763 ` Structuring for joint ventures and syndications;

` Complex stamp duty, GST and other property tax
matters; and
Level 33, 140 William Street, MELBOURNE ` General property work including subdivisions, easements,
planning and environment issues;

Innovation in Retirement Living

Arcadia Group designs and builds luxury retirement communities. Modelled on their award-winning
Arcadia Waters resort-styled community in Perth, the group is currently building two new resort
communities in Geraldton and Port Denison in Western Australia and is involved in other major
residential retirement developments in Malaysia.

For further information on Arcadia Group, contact their head office in Perth on (08) 9218 8388 or visit
their website at

Perth Geraldton Port Denison Malaysia



RVA Yearbook 2009


WA Regional Report

Legislative review and education were the focus for the WA

RVA Region during 2009.

Review of the Retirement Villages Act in WA
In a major undertaking, the members of regional committee
responded to a paper released by the Department of Consumer
and Employment Protection (DOCEP) containing the findings
of a comprehensive review of the Retirement Villages Act in
WA. The paper was released following numerous public WA have also commenced. Topics covered in Forums and
forums which were all attended by volunteers of the regional Workshops throughout the year have included Transition into
RVA. Our response numbered some 80 pages. DOCEP have Formal Care, 1st 24 hours - WA Coroner’s Office and Dealing
now issued a Draft Report of recommendations (82 in total) with Challenging People. Thanks to Ali White for her work
and the regional committee are in the final stages of submitting chairing this very important portfolio.
our response. I would like to thank the committee – in COMMUNICATIONS & MEMBERS RELATIONS
particular Everard Yeo, Stephen Kenney and Adrian Pagett for
their ongoing dedication in this important and technically Best of the West
precise undertaking. One of our region’s major communications initiatives will take
place at the end of October when a 24 page stitched and
PROFESSIONAL DEVELOPMENT AND trimmed full colour magazine will be inserted into the West
REGIONAL CONFERENCE Australian paper and delivered to some 600,000 readers
(301,000 over the age of 50). Designed as a reference guide to
Education – AIM Diploma
the market, the magazine will provide information about the
As part of our continuous improvement policy the regional
role of the RVA, its member villages as well as ageing and
RVA partnered with the Australian Institute of Management in
industry trends and will have a particular focus on the
WA to develop and deliver a Diploma in Business (Village
association’s accreditation scheme. We will provide
Management) course which commenced in January of 2007.
professional editorial style copy ensuring longevity. This lift-out
Graduation took place in December 2008 and feedback from
provides an outstanding opportunity for RVA Members,
Village Managers attending was very positive. The regional
accredited members and associate members to reach their
Professional Development subcommittee chaired by Alison
target market. I am pleased that the minimum revenue required
Rogers is currently reviewing the course and will be submitting
to produce this magazine has been comfortably surpassed and
any improvements or recommendations required for regional
offer thanks to members for their confidence in supporting this
committees’ consideration prior to launching the next course.
important undertaking and in particular my fellow colleagues
WA RVA Conference Phil Simich and Linda Smith for their professional assistance.
Some 120 delegates attended a very informative regional
West Australian Retirement Pages
conference early August at the beautiful Vines Resort in the
Our key industry partnership with the West Australian
Swan Valley. More than 100 delegates attended the Grand Ball
continues and we thank them for providing the RVA with space
that evening and I am pleased to report the overwhelming
inside their Retirement Living lift-out to promote members and
majority of feedback simply praised the event organisers for
services. This is a wonderful vehicle for promoting the brand of
running a wonderful event. Thanks must go to Roger Kwok and
the RVA and moreover village members who are able to submit
Linda Smith for their efforts which were ably supported by staff
copy for inclusion. Committee will be reviewing page content
and volunteers.
with a view of ensuring it remains contemporary and useful to
Managers’ Networking Forums all readers.
Managers’ Networking Forums continue to be well attended in Newsletter – The Regional Manager has commenced a
Perth. Networking Forums in Mandurah and Regional areas in weekly newsletter to all members informing them of all topical

RVA Yearbook 2009


WA Regional Report

matters and upcoming events. Given the support for our member Noreen Byrne who heads up our Standards
monthly forums it does appear this initiative is welcomed by subcommittee. Noreen runs workshops throughout the year to
our members and complements the newsletters we receive provide practical assistance to those seeking accreditation for
from national. the first time or even members renewing their accreditation.
Face to face meetings – Our regional manager Linda Smith Noreen also assists the Association on the national Standards
has implemented a pro-active meeting schedule between herself committee and is an integral reason why the Accreditation
and members, associate members and potential members to Scheme is so robust and well regarded.
discuss initiatives and services that may be of benefit.
RVA Christmas Function – The annual RVA Christmas
The WA region welcomed two new villages and five new
Cocktail functions are well supported and provide an
sssociate members during the past five months and we look
important opportunity for members to network with other
forward to the business development initiatives introduced by
members including committee.
our CEO Andrew Giles delivering an ever wider stream of new
STANDARDS & ACCREDITATION applicants in the coming years.
Two Accreditation Surveyors Courses were conducted during
WA RVA Staff
May and October 2009 which were well attended by
Our Regional Manager Linda Smith has completed five months
interested parties wishing to become involved with the
of service at time of writing and is actively promoting the
Accreditation Scheme albeit from ‘the other side of the fence’.
services and benefits of membership to industry. Assisting
How to prepare for accreditation courses were also
Linda is Michaela Purwien who assists in the office on a
conducted in May and October 2009. The importance of these
Monday and Thursday and has become a popular member of
courses is demonstrated by the fact the Associations Standards
the team.
Manager, Gary Metcalf, now runs these with excellent
Regional Committee – The Regional Committee undertakes
feedback received.
significant voluntary work on behalf of all members and I
Accreditation thank them for the professional way in which they conduct not
14 villages were awarded with their Accreditation Certificates only themselves but the manner in which they represent the
during the financial year ending June 30 2009. Currently, just Association.
over 34% of member villages in this state are Accredited.
Angus Kukura
Accreditation Workshops WA Regional Chairperson
I would like to acknowledge the work performed by committee


Gerald Major Property Group is ready to assist you with every aspect of village management.


• Retirement Village Management • Valuation and Consultancy • Sales and Consultancy

Call Gerald or Jen today on 08 9481 3244 Members: RVA, REIWA, API, AIUS

RVA Yearbook 2009


Sanctuary Energy


Sanctuary Energy is an Energy
Retailer, and is the result of
property developers who were
searching for a better deal from
the Government Owned
Retailers. Sanctuary Energy is
currently operating in New
South Wales, Queensland, the
Australian Capital Territory and
South Australia.
Our Vision
Understanding that climate
change is something that we are
all responsible for, and we must
contribute to the solution.
Our retail focus is currently
on residential property
developments and commercial
premises that are themselves a
community – these include
retirement villages and
shopping centres. By taking
advantage of generous
government renewable
incentives such as the Solar
Bonus Schemes, participants in
their community can effectively
go green for no extra cost than Our Products and Offers
what they are paying now, and in most cases it will actually be In order to provide the resident’s energy from green sources,
at a discounted cost. we install solar cells which will provide up to 1.5KW of energy
Our History from the sun.
To date Sanctuary Energy has been able to offer great discounts The solar cells are installed at no cost to the resident or to
and a variety of energy saving initiatives which benefit the retirement village.
everybody. In addition, Sanctuary Energy is an Our current offering, known as the Community Climate
environmentally conscious company with a great focus on our Change plan, is offered to all states and includes the following:
carbon footprint, and those of our customers. Through our 1. 10% discount off your current state regulated tariff.
strategic alliances with companies who are forward thinking 2. Renewable energy at no extra cost.
and technologically savvy, we in turn are able to pass the 3. 50% share of the revenue derived from the Solar Bonus
benefit of our research and industry expertise to our clients. Scheme.
Sanctuary Energy and our joint venture partner DCM What does this mean in dollars and cents to the resident who
Sanctuary are currently in the process of installing in excess of is a conservative consumer?
9,000 solar panels. A conservative resident typically only uses at most 4,000 kWh

RVA Yearbook 2009


Sanctuary Energy

of electricity every year, i.e. approximately 1,000 kWh every 0.9000

quarter. 0.8000
0.9000 0.7000
0.8000 0.6000
0.7000 0.5000
0.6000 0.4000
0.5000 0.3000
0.4000 0.2000
0.3000 0.1000
























Consumption (kW per half hour)

Generation (kW per half hour)
Figure 2: 1.5kW Solar Generation Profile compared to a residents Consumption
Consumption (kW per half hour) Profile who uses 8,000 kWh of electricity per year.
Generation (kW per half hour)
Figure 1: 1.5kW Solar Generation Profile compared to a residents Consumption
Customer Perspective using 8,000 kWh
Profile who uses 4,000 kWh of electricity per year.
Summary of Results No Solar Panel With a Solar Panel
Customer Results
Customer Perspective using 4,000 kWh Electricity 1 $1,426.32 $1,426.32

No Solar Panel With a Solar Panel Daily Service Charge2 $168.63 $168.63
Summary of Results
Electricity1 $713.16 $713.16 Sub Total $1,594.95 $1,594.95

Daily Service Charge2 $168.63 $168.63 Discount 5%/10% 3 -$79.95 -$159.50

Sub Total $881.79 $881.79 Feed In Tariff (50/50)4 – $137.55

Discount 5%/10%3 -$44.09 -$88.18 Total Electricity Bill $,297.91 $375.88

Solar Bonus Scheme (50/50)4 – -$417.74

Total Electricity Bill $837.70 $375.88 1. The cost of electricity has been calculated using Energy Australia regulated
retail rates.
Notes 2. The daily service charge is the fee currently charged to every resident in NSW
1. The cost of electricity has been calculated using Energy Australia regulated for billing and metering, this is a government regulated fee, to avoid confusion
retail rates. Refer: the 10% discount does not apply to this fee. 3. Majority of electricity retailers provide some form of discount for being a
2. The daily service charge is the fee currently charged to every resident in NSW customer, this is in most cases 5%. The Sanctuary Energy climate change plan
for billing and metering, this is a government regulated fee, to avoid confusion discount is 10%.
the 10% discount does not apply to this fee. 4. Sanctuary Energy shares the 60c per kilowatt hour (kWh) paid for surplus
3. Majority of electricity retailers provide some form of discount for being a electricity sold back to the electricity grid with the resident equally.
customer, this is in most cases 5%. The Sanctuary Energy climate change plan Refer:
discount is 10%.
4. Sanctuary Energy shares the 60c per kilowatt hour (kWh) paid for surplus OTHER GREEN INITIATIVES
electricity sold back to the electricity grid with the resident equally.
Refer: Sanctuary Energy would also like to tell you about some of our
other initiatives that further enhance our green credentials.
What does this mean in dollars and cents to the resident who These include free solar hot water and our large scale
is a heavy consumer? initiatives that we are leading in your community.
A heavy consumer typically only uses at most 8,000 kWh of Free Solar Hot Water
electricity every year, i.e. approximately 2,000 kWh every Sanctuary Energy, as part of their commitment to climate
quarter. change, are offering eligible residents in New South Wales a
free solar hot water system so that residents can still obtain

RVA Yearbook 2009


Sanctuary Energy

huge benefits from installing solar at zero cost. in the same way a coal steam turbine plant works. The result is
Sanctuary Energy are to provide a free spilt level solar hot potentially hundreds of megawatts of clean power for a much
water system to the eligible retirement village residents. lower cost per unit of energy.
The terms and conditions would simply include:
1. The solar hot-water system must be replacing an existing
electric hot water system; SCHEME (ETS) ON EVERYONE
2. Sanctuary Energy would install a split level solar hot water The Carbon Pollution Reduction Scheme introduced by the Rudd
system; Government will set an overall environmental cap on pollution
3. The Federal and State Government would pay $2,400 to by issuing a set number of permits, and allow entities to trade
the customer; those permits, hence putting a price on carbon. This price that is
4. The $2,400 is paid from the resident to Sanctuary Energy; placed on carbon will be passed on to the end consumer which
and the customer would save approximately $300 per year will effectively increase the cost of electricity for those who have
on energy costs. taken no measures to reduce their carbon emissions.

Example of Solar Panels fitted to residential premises. Large Scale Solar Technology

Large Scale Initiatives

Many of the sustainable and renewable initiatives we provide
On a whole, we deliver significant energy savings and the offer
are very visible to you as they are changes to your dwelling or
of renewable energy to residents of retirement villages across
immediately surrounding environment. What you may not
Australia. We are also pleased to say that the message
know is that we are extremely active in changing the way in
Sanctuary Energy is delivering: “that we can work together, and
which we rely on high carbon emitting forms of power
at the same time be environmentally conscious,” is catching
generation and transmission.
While solar technology installed on your roof contributes to
We look forward to working together with our clients to
reducing our reliance on transmission infrastructure and fossil
provide a renewable source of electricity and great discounts
based fuels, it is costly to implement in large scale and is not
long into the future.
efficient when compared to other forms of renewable
generation. Large Scale Solar Thermal technology allows us to
concentrate the power of the sun by many multiples. This
energy can be used to heat water and other chemicals to
produce steam to drive large and more efficient turbines; much

RVA Yearbook 2009


Going Green
Scott Lambert, Holding Redlich Lawyers, suggests some key points to
consider before embarking on a green rating project.

Launched in 2003 by the Green Building Council of Australia, addition of innovation. Within each category, points are
the Green Star program is a voluntary environmental rating awarded for initiatives that demonstrate that a project has met
system for buildings in Australia. The program has produced a the overall objectives of Green Star and the specific criteria of
suite of tools for various types of buildings, including the relevant rating tool credits. Points are then weighted and an
commercial offices. overall score is calculated, determining the project’s Green Star
The tools rate a building in relation to its management, the rating.
health and wellbeing of its occupants, accessibility to public Partner of Holding Redlich Lawyers, Scott Lambert has 20
transport, water use, energy consumption, the embodied years experience in the construction and development industry
energy of its materials, land use and pollution. and is the only law firm partner in Queensland who is an
In April/May 2008 edition, Stephanie White, Master accredited Green Star professional.
Builders Workplace Health & Safety/Environment Advisor, Scott has put together a suggested checklist of some key
reported that under the Green Star rating system projects are issues to think about before embarking on a green rating
evaluated against eight environmental categories, with the project.

RVA Yearbook 2009


Going Green

CHECKLIST TO ACHIEVE YOUR STARS You need to carefully think

The concept of ‘going green’ is often a lot easier than a green
reality. When setting out to achieve a Green Star or NABERS
about the type of green rating
rating for a building, you need to carefully think through the to be obtained, what roles
type of green rating to be obtained, what roles each party is to
each party is to play and
play and what are the consequences if the rating is not
obtained. what are the consequences if
Here is a suggested checklist of some key issues to consider the rating is not obtained.
when becoming involved in a green rating project.
Project registration
• Who is to register the project? monitoring and data collection process to be managed?
• Has a certification agreement (Green Star) or commitment This monitoring period may extend to a significant time
to agreement (NABERS) been entered into? after PC.
• Are the obligations under the certification agreement or • How is the tenant’s fit out and use to be managed to avoid
commitment agreement understood? any adverse impact on the ability to achieve the
• What trade mark rules apply (if any)? [This is important for appropriate NABERS Energy Rating? Is there a tenant’s fit
marketing the project.] out guide specifying ‘green design criteria’?
• Does the agreement for lease and lease documents impose
Rating and rating tools
green obligation on the landlord and tenant? If so, do these
• What type of rating is to be obtained? For Green Star – is
obligations back-to-back the obligations in the contract?
the rating for design or as built? For NABERS – is it a whole
• Is additional security required to be held until the rating is
building, base building or tenancy rating?
• What version of the rating tool applies? This may depend
• At what point in time do the parties agree that their
on when the certification agreement or commitment
obligations cease? What events trigger that cessation? What
agreement was entered.
are the remedies available if the rating is not obtained?
• If the building is owned or leased by a government entity,
have any applicable government minimum green Assessment and certification
requirements been considered? • Who is compiling the rating documentation and filing with
the appropriate body and at what price?
Project cost issues
• What is the position if the assessment is unsuccessful? Can
• Has the extra cost of an ESD consultant been factored into
you re-apply?
the price?
• Have timing issues been considered? (Green Star as built
• Have ongoing green meetings, data and document
design can be achieved before PC, Green Star as built can
collection and submissions been adequately allowed for?
be achieved soon after PC, but NABERS require data over
• Who is preparing the simulation model?
12 months when the building is continuously 75%
Contractual documentation occupied)
• Has the green rating been adequately defined? Do not let the building you are working on stand as a
• Who is to control the accreditation/certification process? testament to your failure – consider the key issues and
• Who is to retain the relevant green consultant with the understand the risks so that your building will reach the stars
appropriate experience? you are striving for!
• Does the contract provide specific design criteria that
cannot be altered by the parties? For more information about the Green Star program, call the
• Do the subcontracts and consultancy agreements Master Builders Health, Safety and Environment team on (07)
back-to-back the obligations in the contract? 3225 6404 or visit the Green Building Council of Australia
• For a NABERS Energy Rating, how is the ongoing website at

RVA Yearbook 2009


The inconvenient truth about

change management:
Why it isn’t working and what to
do about it
By Scott Keller and Carolyn Aiken*

Conventional change management approaches have done little Memories come flooding back of significant time and effort
to change the fact that most change programs fail. The odds can invested in “the soft stuff” that, in the end, yielded little tangible
be greatly improved by a number of counter-intuitive insights value.
that take into account the irrational but predictable nature of The focus of McKinsey’s applied research over the last four
how employees interpret their environment and choose to act. years has been to understand why change management efforts
In 1995, John Kotter published what many consider to be consistently fail to have the desired impact and, most
the seminal work in the field of change management, Leading importantly, what to do about it. At this point in our research
Change: Why Transformation Efforts Fail. Kotter’s “call to we don’t claim to have all the answers.
action” cites research that suggests only 30 percent of change We have, however, developed and tested a set of
programs are successful.1 His work then goes on to answer the perspectives in real-life application that senior managers have
question posed in its title and to prescribe what it takes to found genuinely insightful and that have consistently delivered
improve this success rate. business results far beyond expectations.
Kotter is perhaps the most famous purveyor of change
management wisdom, but in fact he is one of many who have a
point of view regarding how managers and companies can best
manage change. In the last two decades, literally thousands of Digging deeper into why change programs fail reveals that the
books and journal articles have been published on the topic. vast majority stumble on precisely the thing they are trying to
Today, there are more than 1,800 books available on transform: employee attitudes and management behavior under the category of “Organisational Change.”2 (versus other possible sources such inadequate budget, poorly
The field has developed to the extent that courses dedicated deployed resources and poor change architecture).6
specifically to managing change are now part of the curriculum Literally thousands of prescriptions are put forward in
in many major MBA programs.3 various change management publications regarding how to
With so much research done and information available on influence employee attitudes and management behavior.
managing change, it stands to reason that change programs However, the vast majority of the thinking is remarkably similar.
today should be more successful than those of more than a Colin Price and Emily Lawson provided a holistic perspective in
decade ago, right? their 2003 article, The Psychology of Change Management, that
The facts suggest otherwise. McKinsey & Company recently suggests that four basic conditions have to be met before
surveyed 1,546 business executives from around the world, employees will change their behaviour:7
asking them if they consider their change programs A. A compelling story: They must see the point of the change
“completely/mostly” successful: only 30 percent agreed.4 and agree with it, at least enough to give it a try
Further investigation into a number of similar studies over B. Role modelling: They must also see colleagues they admire
the last 10 years reveals remarkably similar results.5 The field of modelling the desired behaviour
change management, it would seem, hasn’t really changed a C. Reinforcement systems: Surrounding structures, systems,
thing. processes and incentives must be in tune with the new
This failure to live up to its promise is why many senior behaviour
executives today recoil at the mere mention of the words D. The skills required for change: They need to have the skills
‘change management’. to do what is required of them.

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

This prescription is well grounded in the field of psychology for investing time and effort in areas that your rational mind will
and is entirely rational. Putting all four of these conditions in tell you shouldn’t matter as much as they do) on how to
place as a part of a dynamic process greatly improves the improve the odds of leading successful change. We illustrate
chances of bringing about lasting changes in the mindsets and these approaches through concrete examples of how various
behaviors of people in an organisation – and thus achieves companies have, either by conscious awareness, intuition, or
sustained improvements in business performance. simple luck, leveraged predictable employee irrationality to
One of the merits of the approach above is its intuitive great effect in making change happen.
appeal, so much so that many managers feel that, once Dealing with the human side of change is not easy. As
revealed, it is simply good common sense. And this, we Nobel Laureate Murray Gell-Mann once said, “Think how hard
believe, is precisely where things fall apart. The prescription is physics would be if particles could think.” All told, we don’t
right, but rational managers who attempt to put the four expect our advice to make your life as a change leader any
conditions in place by applying their “common sense” intuition easier. We are convinced, however, it will have more impact.
typically misdirect time and energy, create messages that miss
the mark, and experience frustrating unintended consequences
from their efforts to influence change.
Why? In implementing the prescription, they disregard a Change management thinking extols the virtues of creating a
scientific truth of human nature: people are irrational in many compelling change story, communicating it to employees and
predictable ways. The scientific study of human irrationality has following it up with ongoing communications and involvement.
shown that many of our instincts related to understanding and This prescription makes sense, but in practice three
influencing our own and others’ motivations push us towards inconvenient truths often get in the way of this approach
failure instead of success. We systematically fall victim to achieving the desired impact.
subconscious thought processes that significantly influence our Inconvenient Truth #1: What motivates you doesn’t motivate
behavior, even though our rational minds tell us they shouldn’t. (most of) your employees.
How many of us drive around looking for a close parking place We see two types of change stories consistently told in
to “save time” for longer than it would have taken to walk from organisations. The first is the “good to great” story along the
the available parking spaces? How about falling into the trap of lines of “Our historical advantage has been eroded by intense
spending $3,000 to upgrade to leather seats when we buy a competition and changing customer needs; if we change, we
new $25,000 car, but finding it difficult to spend the same can regain our leadership position once again, becoming the
amount on a new leather sofa (even though we know we will undisputed industry leader for the foreseeable future and
spend more time on the sofa than in the car)? Are you willing to leaving the competition in the dust.” The second is the
take a pencil home from work for your children to use, but are turnaround story along the lines of, “We’re performing below
not willing to raid the company’s petty cash box for the money industry standard and must change dramatically to survive;
to buy a pencil for the same purpose? These examples point to incremental change is not sufficient – investors will not
how all of us are susceptible to irrationality when it comes to continue to put money into an underperforming company. We
decision making. 8 are capable of far more based on our assets, market position,
In the same way that the field of economics has been size, skills and loyal staff. We can become a top quartile
transformed by an improved understanding of how uniquely performer in our industry by exploiting our current assets and
human social, cognitive and emotional biases lead to seemingly earning the right to grow.”
irrational decisions,9 so too the practice of change management These stories both seem rational, yet they too often fail to
is in need of a transformation through an improved have the impact that change leaders desire. Research by a
understanding of the irrational (often unconscious) way in number of leading thinkers in the social sciences, such as
which humans interpret their environment and choose to act. Danah Zohar, Chris Cowen, Don Beck and Richard Barrett, has
In what follows we will describe a number of counter- shown that stories of this nature will create significant energy
intuitive insights regarding human irrationality and implications for change in only about 20 percent of your workforce.10 Why?
for putting the four conditions for behavior change into place. The stories above all center on the company – beating the
We will also offer practical – if inconvenient – advice (as it calls

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

competition, industry leadership, share price targets, etc. – month, and the program went on to achieve 10 percent
when in fact research shows that there are at least four other efficiency improvements in the first year—a run rate far above
sources of meaning and motivation that can be tapped into to initial expectations.
create energy for change. These include impact on society (e.g.,
Inconvenient Truth #2: You’re better off letting them write
making a better society, building the community, stewarding
their own story
resources), impact on the customer (e.g., making it easier,
Well-intentioned leaders invest significant time in
superior service, better quality product), impact on the working
communicating their change story. Roadshows, town halls,
team (e.g., sense of belonging, caring environment, working
magazines, screen-savers and websites are but a few of the
together efficiently and effectively), and impact on “me”
many approaches typically used to tell the story. Certainly the
personally (my development, paycheque/bonus, empowerment
story (told in five ways!) needs to get out there, but the
to act).
inconvenient truth is that much of the energy invested in
The inconvenient truth about this research is that in surveys
communicating it would be better spent listening, not telling.
of hundreds of thousands of employees to discover which of
In a famous experiment, researchers ran a lottery with a
these five (society, customer, company/shareholder, working
twist. Half the participants were randomly assigned a lottery
team, “me” personally) sources of meaning most motivates
ticket. The remaining half were given a blank piece of paper
them, the result is a consistently even 20 percent split across all
and a pen and asked to write down any number they would
dimensions. Regardless of level (senior management to the
like as their lottery number. Just before drawing the winning
frontline), industry (healthcare to manufacturing), or geography
number, the researchers offered to buy back the tickets from
(developed or developing economies), the results do not
their holders. The question researchers wanted to answer is,
significantly differ.
“How much more do you have to pay someone who ‘wrote
This finding has profound implications for leaders. What the
their own number’ versus someone who was handed a number
leader cares about (and typically bases at least 80 percent of his
randomly?” The rational answer would be that there is no
or her message to others on) does not tap into roughly 80
difference (given a lottery is pure chance and therefore every
percent of the workforce’s primary motivators for putting extra
ticket number, chosen or assigned, should have the same
energy into the change program.
value). A more savvy answer would be that you would have to
Those people leading change should be able to tell “five
pay less (given the possibility of duplicate numbers in the
stories at once” and in doing so unleash tremendous amounts
population who write their own number). The real answer? No
of organisational energy that would otherwise remain latent in
matter what geography or demographic the experiment has
the organisation.
taken place in, researchers have always found that they have to
By way of practical example, consider a cost-reduction
pay at least five times more to those who wrote their own
program at a large US financial services company. The program
was embarked on with a rational change story that “ticked all
This result reveals an inconvenient truth about human
the boxes” of conventional change management wisdom. Three
nature: When we choose for ourselves, we are far more
months into the program, management was frustrated with the
committed to the outcome (almost by a factor of five to one).
employee resistance inhibiting impact. The team worked
Conventional approaches to change management
together to re-cast the “story” around the cost program to
underestimate this impact.
include an element related to society (to deliver “affordable
The rational thinker sees it as a waste of time to let others
housing”: we must be most affordable in our services),
self-discover what he or she already knows—why not just tell
customers (increased simplicity, flexibility, fewer errors, more
them and be done with it? Unfortunately this approach steals
competitive prices), the company (expenses are growing faster
from others the energy needed to drive change that comes
than revenues, which is not sustainable), working teams (less
through a sense of ownership of “the answer”. Consider another
duplication, more delegation, increased accountability, faster
practical example in Barclays’ Personal Financial Services CEO,
pace), and individuals (bigger, more attractive jobs created: a
David Roberts, who employed a fairly literal interpretation of
great opportunity to “make your own” institution).
the above finding. He wrote his change story in full prose, in a
This relatively simple shift in approach lifted employee
way that he found meaningful. He then shared it with his team,
motivation measures from 35.4 percent to 57.1 percent in a

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

getting feedback on what resonated and what needed further continuous improvement);
clarification. 3. when did you last get coaching from your boss?
He then asked each of his team members to “write their (emphasising the importance of people development); and
own lottery ticket”: what was the change story for them, in their 4. who is the enemy? (emphasising the importance of “One
business, that supports the bigger PFS-wide change story? His Emerson”/ no silos, i.e., he wanted to emphasise the “right”
team members wrote their change story, again in full prose, and answer was the competition and not some other
shared it with their teams. Their teams gave feedback and then department!).
wrote their own story for their area/department, and so the On a final note, many executives are surprised not only by
process continued all the way to the frontline. It took twice as the ownership and drive for implementation that comes from
long as the traditional roadshow approach, but for a five-times high involvement approaches, but also by the improved quality
return on commitment to the program, it was the right of the answers that emerge. As one CEO told us, “I was
investment to make.12 surprised how people stepped up during the direction-setting
Sam Palmisano, current CEO of IBM, in spearheading a process – I was worried about everything getting ‘dumbed
change effort to move IBM towards a values-based management down,’ but in the end we got a better answer because of the
system, enabled thousands of employees to “write their own broad involvement.”
lottery ticket” regarding IBM’s values.
Inconvenient Truth #3: It takes both “+” and “–” to create real
During a three-day, online discussion forum (dubbed
ValuesJam), over 50,000 employees were empowered literally
In 210 B.C., a Chinese commander named Xiang Yu led his
to rewrite IBM’s century-old values.13
troops across the Yangtze River to attack the army of the Qin
Other applications need not be so literal. At a global
(Ch’in) dynasty. Camped for the night on the banks of the river,
consumer goods company the CEO brought together his top
his troops awakened to find their ships on fire.
300 for three two-day “real work” sessions over three months
They rushed to the boats ready to take on their attackers,
where they created the story together. Again, this invested
only to find that it was Xiang Yu himself who had set their ships
significant time, but having the top 300 five-times committed to
ablaze. Not only that, but he had also ordered all the cooking
the way forward was considered well worth the investment. At
pots crushed. Xiang Yu’s logic was that without the pots and the
BP, to develop a comprehensive training program for frontline
ships, they had no other choice but to fight their way to victory
leaders, a decision was made to involve every key constituency
or die trying. In doing so he created tremendous focus in his
in the design of the program, giving them a sense of “writing
troops, who battled ferociously against the enemy and won
their own lottery ticket.” It took a year and a half to complete
nine consecutive battles, obliterating the mainforce units of the
the design using this model, but was well worth it. Now in
Qin dynasty.
implementation, the program is the highest rated of its kind in
The above story is perhaps the ultimate example of creating
BP. It involves more than 250 active senior managers from
a “burning platform” to motivate action – a message that says
across the businesses willingly teaching the course, and, most
“We’ve got a problem, we have to change!” This model is often
importantly, has resulted in managers who have been through
referred to as a deficit-based approach to change. It identifies
the training program being consistently ranked higher in
the problem (what is the need?), analyses causes (what is wrong
performance than those who haven’t, both by their bosses and
here?) and possible solutions (how can we fix it?), and then
by the employees who report to them.14
plans and takes actions (problem solved!). Advocates of this
At a minimum, we advocate that leaders leverage the
approach point out that its linear logic and approach to
“lottery ticket” insight by augmenting their telling of the story
dissecting things to understand them is at the heart of all the
with asking about the story. Consider David Farr, CEO of
scientific progress made by Western civilisation.
Emerson Electric, who is noted for asking four questions related
They also cite examples like that of Xiang Yu, where it has a
to his company’s story of virtually everyone he encounters in
profound effect. Given the case for the deficit-based approach,
the organisation:
it has become the model predominantly taught in business
1. how do you make a difference? (testing for alignment on the
schools and is presumably the default change model in most
company’s direction);
organisations. At success rates of 30%, however, the vast
2. what improvement idea are you working on? (emphasising

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

majority of change leaders are not enjoying the same success as positive future. But it is also clear that when it comes to
Xiang Yu did. behavioural change some anxiety is good, and that an over-
Why is this? emphasis on the positive can lead to watered-down aspirations
Research has shown that a relentless focus on “what’s and impact.
wrong” is not sustainable, invokes blame and creates fatigue We believe the field of change management has drawn an
and resistance, doing little to engage people’s passion and artificial divide between deficit-based and constructionist-based
experience, and highlight their success. This has led to the rise approaches. The best answer is an “and” answer. While it is
of what many refer to as the constructionist-based approach to impossible to prescribe generally how the divide should be split
change. In this approach the change process is based on between positive and negative messages, as this will be specific
discovery (discovering the best of what is), dreaming (imagining to the context of any given change program, we strongly advise
what might be), designing (talking about what should be) and managers not to “swing the pendulum” too far in one direction
destiny (creating what will be).15 or another. Consider Jack Welch at GE, who took questions of
Consider a study done at the University of Wisconsin where “what’s wrong here?” (poor performing businesses, impending
two bowling teams were recorded on video over a number of bankruptcy, silo-driven behaviours, bureaucracy, etc.) head on,
games. Each team received a video to study. One team’s video as well as “imagining what might be” (number one or two in
showed only those occasions when it made mistakes. The every business, a “boundaryless” culture of quality, openness,
other’s showed only those occasions when it performed well. accountability, etc.).
The team that studied its successes improved its score twice as Revisiting the University of Wisconsin bowling team
much as the other team. The conclusion is that choosing the experiment mentioned above, we suspect that a team that
positive as the focus of inquiry and storytelling is the best studied its successes and mistakes would outperform teams that
answer for creating change.16 Whereas the deficit-based change studied only either/or.
approach is well suited for technical systems, research into the
constructionist-based approach shows that in human systems a
focus on “what’s right” can achieve improved results.
So should enlightened change leaders shift their focus Conventional change management suggests leaders should take
exclusively to capturing opportunities and building on strengths actions that role model the desired change and mobilise a
instead of identifying and solving problems? We think not. group of influence leaders to drive change deep into the
Humans are more risk averse when choosing among organisation.
options framed as “gains” than when they choose among those Unfortunately, this prescription rarely delivers the desired
framed as “losses.” impact because it neglects two more inconvenient truths about
For example, what would you do if given the choice change management.
between a sure gain of $100 and a 50 percent chance of Inconvenient Truth #4: Your leaders believe they already “are
gaining $200? Social science experiments show that most the change”
individuals are risk averse and take the gain. What would you Most senior executives understand and generally buy into
do if given the choice between a sure loss of $100 or a 50 Ghandi’s famous aphorism, “Be the change you want to see in
percent chance of losing $200? If you are like most individuals, the world.”
you are risk seeking in this case and choose a 50 percent They, often prompted by HR professionals or consultants,
chance of losing $200.17 commit themselves to “being the change” by personally role
A single-minded focus on “what’s possible,” with its bias modelling the desired behaviours. And then, in practice,
towards more conservative choices, flies in the face of nothing significant changes.
achieving radical change. The reason for this is that, as humans, The reason for this is that most executives don’t see
we inherently dislike losses more than we like gains.18 themselves as “part of the problem,” and therefore deep down
The inconvenient truth is that both the deficit based and do not believe that it is they who need to change, even though
constructionist approaches to change have their merits and in principle they agree that leaders must role model the desired
limitations. It is clear that a single-minded focus on today’s changes. Take for example a team that reports that, as a group
problems creates more fatigue and resistance than envisioning a

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

and as an organisation, they are low in trust, not customer- great?” in relation to “being the change” and “What makes you
focused and bureaucratic. How many executives when asked small?” Consider the leadership coalition (top 25) of a multi-
privately will say “no” to the questions, “Do you consider regional bank who, after each major event in their change
yourself to be trustworthy?” and “Are you customer focused?” program, conducted a short, targeted 360-degree feedback
and “yes” to the question “Are you a bureaucrat?” Of course, survey regarding how well their behaviours role modelled the
none. The fact is that most well-intentioned and hard-working desired behaviours during the event, ensuring that feedback
people believe they are doing the right thing, or they wouldn’t was timely, relevant and practical.
be doing it. However, most people also have an unwarranted While seemingly inconvenient, these types of techniques
optimism in relation to their own behavior. Consider that 94 help break through the “self-serving bias” that inhibits well-
percent of men rank themselves in the top half of male athletic meaning leaders from making a profound difference through
ability. Of course this is irrational, as mathematically exactly 50 their actions to the ultimate impact of the change program.
percent of males are in the top half of male athletic ability. Note that some readers may be thinking, “But surely there
This isn’t only true for males and athletics – far more than are a few people who are fully role modelling the desired
50 percent of people rank themselves in the top half of driving behaviours – what does this mean for them?” If the purpose of
ability, although it is a statistical impossibility. When couples senior executive role modelling is to exhibit the behaviours
are asked to estimate their contribution to household work, the required that ensure the success and sustainability of the
combined total routinely exceeds 100 percent. change program (e.g., collaboration, agility in decision making,
In many behavior-related areas, human beings consistently empowerment), then the answer is “keep up the good work!” If
think they are better than they are – a phenomenon referred to the answer, however, is expanded to include role modelling the
in psychology as a “self-serving bias.”19 Whereas conventional process of personal behavioural change itself, there is more to
change management approaches surmise that top team role do. Recall that Gandhi also said famously, “For things to
modelling is a matter of will (“wanting to change”) or skill change, first I must change.”
(“knowing how to change”), the inconvenient truth is that the We often cite Tiger Woods’ reaction to his astonishing, 18-
real bottleneck to role modelling is knowing “what” to change below-par victory in the Masters tournament in 1997: he chose
at a personal level. to rebuild his swing. As he practiced many of its 270 elements,
Typically, insight into “what” to change can be created by he endured a period of awkward performance. The press
concrete 360-degree feedback techniques, either via surveys, deemed him a one-Masters wonder. Four years later, he won
conversations or both. This 360-degree feedback should not be the world’s four major golf tournaments in one year, an
against generic HR leadership competency models, but instead unprecedented accomplishment. At one point, Woods’ lead
against the specific behaviors related to the desired changes over the second-ranked player was larger than the gap between
that will drive business performance. This style of feedback can No. 2 and No. 100.21 The lesson is clear: continued success
be augmented by fact gathering such as third party observation requires critical self-examination and growth. Few senior
of senior executives going about their day-to-day work (e.g., executives would suggest they are less in need of personal
“You say you are not bureaucratic, but every meeting you are in learning than Tiger Woods.
creates three additional meetings and no decisions are made”)
Inconvenient Truth #5: Influence leaders aren’t that influential
and calendar analyses (e.g., “You say you are customer focused
Almost all change management literature places importance on
but have spent 5 percent of your time reviewing customer-
mobilising a set of “influence leaders” to help drive the change.
related data and no time meeting with customers or
Typically guidance is given to find and mobilise those in the
customer-facing employees”).
organisation who either by role or personality (or both) have
Consider Amgen CEO Kevin Sharer’s approach of asking
disproportionate influence over how others think and behave.
each of his top 75, “What should I do differently?” and sharing
We believe this is sound and timeless advice – indeed having a
his development needs and commitment publicly with them.20
cadre of well-regarded people proactively role modelling and
Consider the top team of a national insurance company who
communicating the change program is a “no regrets” move.
routinely employed what they called the “circle of fire” during
However, since Malcom Gladwell popularised his “law of the
their change program: Every participant receives feedback live
few” in his best-selling book, The Tipping Point, we have
in the room, directly from their colleagues on “What makes you

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

observed that the role of influence leaders has moved from properties of the random smoker who unwittingly tossed a
being perceived as a helpful element of a broader set of smoldering cigarette butt into a patch of parched grass in the
interventions to a panacea for making change happen (likely an middle of a forest during a drought.23
unintended consequence of Gladwell’s work which itself was The inconvenient truth is that it is not enough to invest in a
directed towards marketers versus change leaders). Gladwell’s few rather than in many as a way of catalysing desired changes,
“law of the few” suggests that rare, highly connected people no matter how appealing the idea is. We warn against
shape the world. He defined three types of influence leaders overestimating the impact a group of influence leaders can have
that are among this select group: Mavens – discerning and, in turn, overinvesting in them in a world of scarce resource
individuals who accumulate knowledge and share advice; (time, money, people). We advocate that change leader
Connectors – those who know lots of people; and Salespeople – attention should be balanced across all four conditions for
those who have the natural ability to influence and persuade change – a compelling story, role modelling, reinforcement
others. systems, and the skills required for change – to ensure they are
Gladwell famously illustrates his point with the example of reinforcing in ways that maximise the probability of the change
Hush Puppies. The footwear brand was dying by late 1994 – “spark” taking off like wildfire across the organisation.
until a few New York hipsters began wearing their shoes. Other
fashionistas followed suit, whereupon the cool kids copied
them, the less-cool kids copied them, and so on, until voilà!
Within two years, sales of Hush Puppies had exploded by 5,000 Conventional change management emphasises the importance
percent, without a penny spent on advertising.22 Compelling of reinforcing and embedding desired changes in structures,
stories such as this have been interpreted by many change processes, systems, target setting and incentives. If you want
leaders as evidence that the lion’s share of their role should collaboration, create cross-functional teams. If you want
focus on getting the influence leader equation right and – voilà! customer focus, make sure your systems give you a full picture
– all else will follow. of the customer relationship.
Duncan Watts, a network-theory scientist working for If you want just about any behavior, make people’s
Yahoo!, has conducted a number of experiments that help paycheque dependent on it, and so the logic goes. Again, these
explain why “influence leaders” are not the panacea the above are all perfectly rational until confronted with two inconvenient
example implies. In the context of the Hush Puppies story, he truths.
essentially posed the more expansive question, “Given East Inconvenient Truth #6: Money is the most expensive way to
Village hipsters were wearing lots of cool things in the fall of motivate people
1994, why did only Hush Puppies take off? Why didn’t their Upton Sinclair once wrote, “It is difficult to get a man to
other clothing choices reach a tipping point too?” His research understand something if his salary depends upon him not
shows that influence leaders are no more likely to start a social understanding it.”24 If a change program’s objectives are not
“contagion” than the rank and file. He concludes that success linked somehow to employee compensation, this sends a strong
depends less on how persuasive the “early adopter” is, and message that the change program is not a priority, and
more on how receptive the “society” is to the idea. To start a motivation for change is adversely affected. The flip-side,
social epidemic is less a matter of finding the mavens, however, is not true.
connectors, and salespeople to do the infecting and more a When change program objectives are linked to
matter of developing the “virus” that society is a fertile compensation, motivation for change is rarely meaningfully
spreading ground for. enhanced. The reason for this is as practical as it is
Watts suggests a better metaphor than a virus – a forest psychological in nature. Consider the change manager who is
fire – for the way social influence really works. There are working to link the change program with compensation.
thousands of forest fires a year, but only a few become roaring He or she is faced with existing executives’ annual
monsters. Why? compensation plan that is typically comprised of three
Because in those rare situations the landscape is ripe: sparse elements: a portion dependent on how the corporation does
rain, dry woods, badly equipped fire departments. In these (typically an earnings or return on capital number for the whole
situations, no one will go around talking about the exceptional

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

company), a portion dependent on how the leader’s specific McFarlane of ANZ Bank sent a bottle of champagne to every
business or function does, and a portion dependent on employee for Christmas with a card thanking them for their
individual goals, often related to operations or people. work on the company’s “Perform, Grow and Breakout” change
The rational change manager dutifully builds change- program. The CEO of a large multi-regional bank sent out
program impact into earnings forecasts and business personal thank-you notes to all employees working directly on
unit/functional financial operating plans. Come review time, the company’s change program to mark its first-year
however, he/she realises that with the myriad of controllable anniversary. Most change managers would refer to these as
and uncontrollable variables that influence the financial merely token gestures and argue that their impact is limited and
outcomes, the link to specific change program implementation short-lived.
becomes weak at best. Employees on the receiving end beg to differ. Recipients of
Operational (non-financial) impact from change program these “dime in the photocopier” equivalents consistently report
implementation creates a stronger link to outcomes and back that the rewards have a disproportionately positive impact
individual efforts. Unfortunately, however, the weighting of on change motivation that lasts for months, if not years.
non-financial outcomes from the change program in the context The reason these small, unexpected rewards have such
of the vast array of other metrics also “linked” to rewards (e.g., impact is because employees perceive them as a “social
compliance, safety, social responsibility, diversity, talent exchange” with the company versus a “market exchange.” To
development, leadership competencies) renders any link to understand the difference, consider the following: Assume you
compensation hardly relevant. are at your mother-in-law’s house for Thanksgiving dinner. She
The reality is that in the vast majority of companies it is has spent weeks planning the meal and all day cooking. After
exceedingly difficult to meaningfully link a change program to the meal you thank her and ask her how much you should pay
individual compensation. So why not just change the for the experience. What would her reaction be? Most people
compensation approach? This is of course an option, but easier report that their mother-in-law would be horrified and the
said than done and certainly not without risk and potential relationship damaged as a result.
unintended consequences when considering that change must Why? The offer of money takes the interaction from a social
happen in real time—the organisation must continue to carry norm, built around a reciprocal, long-term relationship, to a
out its day-to-day tasks and functions while at the same time market norm that is more transactional and shallow. Back to
fundamentally rethinking them. The good news is that there are your mother-in-law, would she have accepted a nice bottle of
easier, relatively inexpensive ways to use incentives to motivate wine for the table as a gift from you?
employees for change. Likely yes, as small, unexpected gifts indicate that social
In one study, researchers gave people a tiny gift and norms are at play.26 Consider the study of a daycare centre
measured the increase in satisfaction with their lives. where a $3 fine was imposed for parents picking up their
Specifically half of a group of people who used a photocopier children late. When the fine went into place, incidents of late
found a dime in the coin return. How much did the gift pickups went through the roof. Why? Before the fine was
increase their satisfaction with their lives? When asked about imposed, the daycare staff and the parents had a social
how satisfied they were with their lives, those with the dime contract – for the parents, feeling guilty about being late
were 6.5 on a 7 scale whereas those without were only 5.6.25 compelled them to be more prompt in picking up their kids.
Why such a lift in satisfaction for such little reward? For human Once the fine was imposed, the daycare centre had
beings it holds that satisfaction equals perception minus inadvertently replaced social norms with market norms. Free
expectation (an equation often accompanied by the from feelings of guilt, parents frequently chose to be late and
commentary, “reality has nothing to do with it”). The beauty of pay the fee (certainly not what the centre had intended!).27
this equation for change managers is that small, unexpected When it comes to change, social norms are not only
rewards can have disproportionate effects on employees’ cheaper than market norms, but often more effective as well. By
“satisfaction” with a change program. way of example, consider the AARP (American Association of
Gordon M. Bethune, while turning around Continental Retired Persons) which asked some lawyers if they would offer
Airlines, sent an unexpected $65 check to every employee less expensive services to needy retirees, at something like $30
when Continental made it to the top 5 for on-time airlines. John an hour. The lawyers said no. Then the program manager from

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

AARP had the idea to ask the lawyers if they would offer free Where possible, price over-rides were then used to show
services for needy retirees. good faith to customers and inflict retribution on the “greedy”
Overwhelmingly, the lawyers said yes. When compensation executives.
was mentioned the lawyers applied market norms and found In making any changes to company structures, processes,
the offer lacking. When no compensation was mentioned they systems and incentives, change managers should pay an
used social norms and were willing to volunteer their time.28 unreasonable amount of attention to employees’ sense of the
fairness of the change process as well as the outcome.
Inconvenient Truth #7: A fair process is as important as a fair
Particular care should be taken where changes effect how
employees interact with one another (headcount reductions,
Consider a bank which, as part of a major change program,
changes to processes such as talent management, annual
diagnosed that its pricing did not appropriately reflect the credit
planning, etc.) and with customers (sales stimulation programs,
risk that the institution was taking on. New risk-adjusted rate of
call centre re-designs, pricing, etc.). Ironically, in the pricing
return (or RAROC-based) models were created, and the
example described above, the outcome is inherently fair
resulting new pricing schedules delivered to the frontline. At the
(customers are asked to pay commensurate to the risk the bank
same time, sales incentives were adjusted to reward customer
is taking on), and therefore the downward spiral described
profitability versus volume. The result? Customer attrition (not
could have been avoided (and has been by other banks
only of the unprofitable ones) and price over-rides went through
adopting RAROC-based pricing) by carefully tending to
the roof and, ultimately, significant value was destroyed by the
employees’ perceptions of fairness in the communications and
effort. The rational change manager scratches his or her head in
training surrounding the changes.
confusion wondering, “What went wrong?”
“Ultimatum games” offer a compelling example of the D. THE INCONVENIENT TRUTH ABOUT CAPABILITY
inconvenient truth at play here. Give a stranger $10. Tell them BUILDING
they must split the money with another stranger however they Conventional change management emphasises the importance
wish. If the person accepts the offer, the money is split. If they of building the skills and talent needed for the desired change
reject the offer, no one gets any money. Studies show that if the to be successful and sustainable. Though hard to argue with, in
offer is a $7.50/$2.50 split, more than 95 percent will reject it, practice there are two more inconvenient truths that demand
preferring to go home with nothing than to see someone attention if one is to successfully build the needed capabilities.
“unfairly” receive three times as much as they do.29 You may be
thinking to yourself that with a total pie of $10 to share, Inconvenient Truth #8: Employees are what they think
unequal allocations are rejected only because the absolute Many managers believe in their heart of hearts that the “soft
amount of the offer is low. stuff” – employees’ thoughts, feelings and beliefs – has no place
Seemingly irrationally, however, the “ultimatum game” in workplace dialogue. “All that matters is that they behave in
findings are the same even when the absolute amount of the the ways I need them to; it doesn’t matter why,” they will say.
offer is equivalent to two weeks of wages.30 The inconvenient While rational – behaviours drive performance after all – this
truth is that employees will go against their own self-interest view misses the point that it is employees’ thoughts, feelings
(read: incentives) if the situation violates other notions they and beliefs that drive their behaviours. Ignoring the underlying
have about the way the world should work, in particular, in mindsets of employees during change is to address symptoms
relation to fairness and justice. In the case of the banking price- rather than root causes.
rise example described above, whether right or wrong, the Consider an analogy from operations management. When a
frontline view of the pricing and incentive changes was that motor burns out on a machine on the shop floor it is replaced,
they were unfair to the customer, a symbol of increasingly right? Effective managers will only replace the engine once the
greedy executives losing sight of customer service. Even though root causes are known: “Why did the motor burn out?” Because
it meant they were less likely to achieve their individual sales it overheated. “Why did it overheat?” Because it was
goals, a significant number of bankers vocally bad-mouthed the insufficiently ventilated. “Why was it insufficiently ventilated?”
bank’s policies to customers, putting themselves on the Because the machine is too close to the wall. The operator then
customer’s side, rather than the bank’s. moves the machine away from the wall and replaces the motor.

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

Not doing so would mean the fix would be short-lived (the new related to personality types, emotional intelligence and
motor would have quickly burned out too, due to the lack of vocational identity (recasting “sales” as the more noble pursuit
ventilation). A far better solution is achieved by addressing the of “helping customers discover and fulfill their unarticulated
root cause. needs”). This enhancement not only put the program back on
Let’s see how this applies to change management. Consider track within six months, but also ultimately delivered
a bank that through a benchmarking exercise found that its sustainable sales lifts in excess of original targets.
sales per banker were lagging the competition. “Why are sales Those skeptical of the importance of mindsets are
per banker lower?” the rational manager asks. Analysis shows encouraged to consider the Roger Bannister story. Until 1954,
bankers are not spending enough time with customers. “Why the four-minute mile was considered to be beyond human
aren’t they spending more time with customers?” Because a achievement. Medical journals of the day went so far as to
significant amount of their time is spent completing paperwork. declare it an impossible “behaviour.” In May of that year,
With this diagnosis the bank set about reengineering the loan- however, Roger Bannister broke this barrier, running the mile in
origination process to minimise paperwork and maximise 3 minutes, 59.4 seconds. What is perhaps more amazing is that
customer-facing time. Not only that, bankers are provided with two months later it was broken again, by Australian John Landy.
new sales scripts and easier-to-use tools so that they’ll know And within three years, 16 other runners had also broken
what to do with the extra time in front of the customer. Training this record. What happened? A sudden spurt in human
on the new processes and tools is administered and, voilà, evolution? Genetic engineering of a new super race of runners?
problem solved. Except for the fact that six months later, the Of course not. It was the same human equipment, but with a
levels of improvement are far lower than envisioned. different mindset – one that said “this can be done.”
What went wrong? A further investigation into “why”, with Bannister emphasises in his memoirs that he spent as much
an eye to the bankers’ mindsets, provides a much fuller view of time conditioning his mind as he did conditioning his body. He
the root causes: Is there anything about how they think and wrote, “the mental approach is all important … energy can be
feel, or what they believe about themselves and their jobs, that harnessed by the correct attitude of mind.”31
explains why they wouldn’t be spending more time with While perhaps inconvenient, when it comes to building
customers? Faced with a stalled improvement program, the capabilities required for change, we believe a balance should
bank in question proceeded down this line of inquiry. be struck between building technical skills and shifting
They quickly found that most of the bankers in question underlying mindsets (to enable the technical skills to be used to
simply found customer interactions uncomfortable and their fullest).
therefore actually preferred paperwork to interacting with
Inconvenient Truth #9: Good intentions aren’t enough
people (and, in turn, created reasons not to spend time with
It is well documented that after three months adults retain only
customers). This was driven by a combination of introvert
10 percent of what they have heard in lecture-based training
personalities, poor interpersonal skills and a feeling of
sessions (e.g., presentations, videos, demonstrations,
inferiority when dealing with customers who by and large have
discussions). When they learn by doing (e.g., role plays,
more money and education than they do. Furthermore,
simulations, case studies), 65 percent of the learning is retained.
supervisors (who had mostly been recruited from the banker
And when they practice what they have learnt in the workplace
ranks) were also insecure with their selling and interpersonal
for a number of weeks, almost all of the learning can be
skills, and therefore placed more emphasis on managing paper-
expected to be retained.32 Accordingly, effective skillbuilding
based activity, further exacerbating the problem. Finally, most
programs are replete with interactive simulations and role plays
bankers loathed to think of themselves as “sales people” – a
to ensure time spent in the training room is most effective.
notion they perceived as better suited to employees on used-car
Further, commitments are made by participants regarding what
lots than in bank branches. Efforts to create “more sales time”
they will “practice” back in the workplace (“My Monday
flew directly in the face of their vocational identity.
morning takeaway is …”) to embed the learnings. This is all
Armed with these root-cause insights, the bank’s change
well and good, except that come Monday morning, very few
program was enhanced to directly address the mindset
keep their commitments.
challenges as well as the process and tool barriers. Training for
Consider a social science experiment at a Princeton
bankers and supervisors was expanded to include elements

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

theological seminary. Students were asked a series of questions belt certification in lean. The next forum provided much deeper
about their personality and level of religious commitment and technical system design skills and project and team leadership
then sent across campus. Along the way, they met a person training.
slumped over coughing and groaning and asking for medical The fieldwork that followed involved participants
assistance. Did self-proclaimed nice people help more? redesigning entire areas of the plant floor and overseeing a
Absolutely not. Neither did religious commitment correlate to portfolio of specific improvement teams – all aspects of which
who provided help. The only predictor of the seminarians’ had quantitative targets (both in terms of financial results, and
behavior was that half were made to think they were late for an people and project leadership in 360-degree evaluations).
appointment across campus, while the others believed they had Anyone achieving their fieldwork targets then became a black
plenty of time. Sixty-three percent with spare time helped, as belt in lean. The final forum built more advanced skills in
opposed to just 10 percent of those in a hurry. When short of shaping plant-wide improvement programs in the context of
time, even those with “religion as a quest” did not stop to pressing strategic issues, applying improvement concepts to
help.33 more complex operations, and coaching and mentoring others.
Given this aspect of human nature, it is unreasonable to Fieldwork again put these lessons into practice with quantitative
expect that most employees will genuinely practice new skills improvement goals attached, resulting in a set of “master black
and behaviors back in the workplace if nothing formal has been belts” emerging from the program.
done to lower the barriers to doing so. The time and energy
required to do something additional, or even to do something
So far, we have tested the incremental impact of applying these
in a new way, simply don’t exist in busy executives’ day-to-day
inconvenient truths in practice above and beyond more
conventional approaches to influencing behavior in three
Ironically, this is particularly the case in the days following
longitudinal studies. Each study has employed control versus
training programs, when most managers are playing catch-up
experimental group methodologies (comparing impact with like
from their time away. This failure to formalise and create the
customer and employee demographics, ensuring minimal
space for practice back in the workplace dooms most training
distortions of trial over a one-year test period). In each of these
programs to deliver returns that are at best 65 percent of their
cases, the results have been profound.
In retail banking, for example, applying conventional
We advocate a number of enhancements to traditional
change management approaches in a salesforce stimulation
training approaches to “hardwire” day-to-day practice into
program achieved an 8 percent lift in profit per business banker
capability-building processes. First, training should not be a
and 7 percent per retail banker. While respectable, this was
one-off event.
below management aspirations of achieving a 10 percent lift in
Instead, a “field and forum” approach should be taken, in
both areas. Where inconvenient truths were acted on beyond
which classroom training is spread over a series of learning
conventional change management approaches, however, the
forums, and fieldwork is assigned in between. Second, we
program achieved a 19 percent lift in profit per business banker
suggest creating fieldwork assignments that link directly to the
and 12 percent per retail banker, far exceeding management’s
day jobs of participants, requiring them to put into practice new
mindsets and skills in ways that are “hardwired” into the things
In the call centres of a large telecommunications company,
for which they are accountable. These assignments should have
the results of a customer churn reduction program applying
quantifiable, outcome-based measures that indicate levels of
conventional change management approaches resulted in 35
competence gained, and certification that recognises and
percent churn reduction, falling short of management’s
rewards the skills attained.
aspiration of a 50 percent reduction. Acting on the
Consider one company’s approach to building lean
inconvenient truths, however, delivered 65 percent churn
manufacturing capabilities. The first forum offered a core of
reduction to the delight of management, employees and
basic skills and mindsets in performance improvement.
Fieldwork then followed, involving cost, quality and service
An insurance back office which had implemented lean
improvement targets over a three-month period.
operations improvements found that performance six months
Anyone delivering on these targets was awarded a green-

RVA Yearbook 2009


The inconvenient truth about change management:

Why it isn’t working and what to do about it

after the “step change” was stagnant, not fulfilling the Organizations, Berrett-Koehler, 1997; Barret, Richard, Liberating the Corporate Soul: Building a Visionary
Organization, Elsevier, 1998; and Beck, Don and Cowan, Christopher, Spiral Dynamics: Mastering Values,
continuous improvement expectations of the program. Leadership, and Change, Blackwell Business, 1996.
11. Lottery tickets study as described in, Langer, Ellen J., “Chapter 16: The Illusion of Control” in Daniel Kahneman,
Revamping the program to leverage inconvenient truths, the Paul Slovic and Amos Tversky, eds., Judgment under Uncertainty: Heuristics and Biases, Cambridge University Press,
company has now posted more than two years of 5 percent 12. See Barclays’ Personal Financial Services CEO David Roberts, “Easy to Do Business With: The Way Ahead for
PFS,” April 2002, London, England: Barclays, Reg. # 1026167.
improvement (above and beyond the step change) in cost, 13. Hemp, Paul; Palmisano, Samuel J. and Stewart, Thomas A., “Leading Change When Business Is Good: The HBR
Interview – Samuel J. Palmisano,” Harvard Business Review, December 2004.
quality and service, exceeding the 3 percent continuous 14. Priestland, Andreas and Hanig, Robert, “Development of First-Level Leaders,” Harvard Business Review, June
improvement target built into the budget. 15. This juxtaposition of the deficit-based and constructionist-based approaches to change is taken directly from
Bernard J. Mohr and Jane Magruder Watkins, The Essentials of Appreciative Inquiry, Pegasus, 2002.
As mentioned above, we acknowledge that our research 16. University of Wisconsin research as cited in Bernard J. Mohr and Jane Magruder Watkins, The Essentials of
Appreciative Inquiry, Pegasus, 2002.
into the impact of applying approaches based on the 17. Risk-taking research cited in Terry Burnham and Jay Phelan, Mean Genes, Perseus, 2000.
18. For further evidence that humans are ‘irrational’ loss avoiders, see Kahneman, D. and A. Tversky, “Choices,
inconvenient truths about change management is still in its Values, and Frames,” American Psychologist 39, no. 4 (1984): 341-50.
19. Stock Investment,” Quarterly Journal of Economics, 2001. Ross, M. and F. Sicoly, “Egocentric Biases and
relatively early days by virtue of the fact that sustainable impact Availability and Attribution,” Journal of Personality and Social Psychology 37 (1979): pp 322-336. Svenson, O., “Are
We All Less Risky and More Skillful Than Our Fellow Drivers?” Acta Psychologica 47 (1981): pp 143-148.
can only be measured over a number of years. The longitudinal 20. McKinsey & Company Organization Practice, Building Exceptional Leadership Strength, 2005.
21. Note that in an interview with Time magazine published August 14, 2000, looking back on his decision, he told
examples mentioned above, however, give us confidence and writer Dan Goodgame: “I know I wasn’t in the greatest position with my swing at the [1997] Masters. But my timing
was great, so I got away with it. And I made almost every putt. You can have a wonderful week like that even when
motivation to broadly share the thinking above. your swing isn’t sound. But can you still contend in tournaments with that swing when your timing isn’t as good? Will
it hold up over a long period of time? The answer to those questions, with the swing I had, was ‘no’. And I wanted to
*** change that.” Rankings reported by Harig, B., “Wood ‘Uncomfortable’ with his Game,”, April 26, 2004.
22. Gladwell, Malcolm, The Tipping Point: How Little Things Can Make a Big Difference, Little Brown, 2000.
David Whyte once wrote, “Work, paradoxically, does not 23. Thompson, Clive, “Is the Tipping Point Toast?” Fast Company, February 2008.
24. Sinclair recalled this statement from his 1934 California gubernatorial campaign speeches in his memoir, I,
ask enough of us, yet exhausts the narrow part of us we bring to Candidate for Governor, and How I Got Licked, Farrar & Rinehart, 1935, p 109.
25. The dime in the photocopier study, Schwarz, Norbert, Stimmung als Information : Untersuchungen zum Einfluss
the door.”35 Our research and experience has led us to believe von Stimmungen auf die Bewertung des eigenen Lebens, Springer, 1987, pp 12–13.
26. The ‘mother-in-law’ example has been borrowed Ariely, Dan, Predictable Irrationality: The Hidden Forces that
that the impact of conventional change management thinking is Shape Our Decisions, Harper Collins, 2008, p. 72.
27. Dubner, Stephen J., Levitt, Steven D., Freakonomics: A Rogue Economist Explores the Hidden Side of Everything,
held back by exactly this paradox. More activity is undertaken, Doubleday, 2005, p. 19.
28. Ariely, Dan, Predictably Irrational: The Hidden Forces that Shape Our Decisions, Harper Collins, 2008: p. 71.
less energy is tapped into, and ultimately change impact is 29. The seminal ultimatum game study is by Guth Werner, Rolf Schmittberger and Bernd Schwarze, “An Experimental
Analysis of Ultimatum Bargaining,” Journal of Economic Behavior and Organization, December 1982, 3(4), pp 367–
disappointing. 88. Note that new ultimatum game research in the field of neuroeconomics shows us exactly what part of the brain
operates the bilateral anterior insula (not part of the prefrontal cortex) in rejecting small offers (As reported by Sanfey,
By acting on the inconvenient truths discussed above, A.G., K.K. Rilling, et al., “The Neural Bais of Economic Decision-Making in the Ultimatum Game,” Science 300
(2003): pp 1755-1758.
Whyte’s paradox is at least in part resolved by tapping into 30. Cameron, Lisa, “Raising the stakes in the ultimatum game: experimental evidence from Indonesia,” Economic
Inquiry 1999,
motivations that are uniquely human. In doing so, tremendous 37(1), pp 47–59; This assumption was also tested t by having U.S. participants play the game for $100. They found no
difference between play for $100 and play for $10 as reported in Hoffman, E., K. McCabe, et al., “On Expectations
individual and organisational energy for change is unleashed. and the Monetary Stakes in Ultimatum Games,” International Journal of Game Theory 25 (1996): pp 289-301
31. Bannister, Roger, The Four-Minute Mile, Guildford: The Lyons Press, 1981, p 210.
32. IBM research; Whitmore, “Coaching for Performance.”
End Notes 33. Darley, J. M. and Batson, C.D., “From Jerusalem to Jericho: A study of situational and dispositional variables in
helping behavior,” Journal of Personality and Social Psychology, 1973, 27(1), pp 100–108.
1. Kotter, John, “Leading Change: Why Transformation Efforts Fail”, Harvard Business Review, March–April 1995, p 1. 34. Experimental and control group clusters of bank branches were chosen that matched each other and the
2. For a list of about 100 highly recommended books on change management see Nickols, Fred, 2006. organizational average on the following dimensions: Performance: NPBT (growth and average over longest coherent As of March 7, 2008, Amazon had period available), economics of customers, average income per customer, industry composition in business banks
1,861 books listed under the official category “organizational change” and 8,604 books under the category of (split between service and manufacturing industry), and characteristics of centers; Staff: performance rating, tenure
“change.” (+2.5 years min.); and Size: footings per banker. During the study we ensured no distortions of trial occurred in terms
3. Examples include Harvard: “Managing Change”, Michigan: “Navigating Change”, MIT: “Planning and Managing of change of management, restructuring of operations, test of other initiatives in an incomplete subset of trial
and Change”, Duke: “Human Assets and Organizational Change”, Columbia: “Organizational Change”, IMD participants. Performance was compared over 1 year between three groups: 1) No intervention, 2) Salesforce
(Switzerland): “Managing Change”, London Business School (U.K.): “Managing Change”, INSEAD (France/Singapore): effectiveness improvement program with “rational” change management interventions, 3) Salesforce effectiveness
“Leadership & Change”, ESADE I (France): “Change Management”, Queens University (Canada): “Strategy improvement program with “rational” change management interventions. This approach is illustrative of all
Implementation & Change Management.” longitudinal studies mentioned.
4. Isern, Joseph and Pung, Caroline, “Organizing for successful change management: A McKinsey global survey”, The 35. Whyte, David, The Heart Aroused: Poetry and the Preservation of the Soul in Corporate America, Doubleday
McKinsey Quarterly, June 2006. Currency, 1996, pp. 22
5. In 2002, D. Miller reported that 70 percent of change programs fail in “Successful change leaders: what makes
them? What do they do that is different?”, Journal of Change Management, 2(4), pp 359–68. In 2005, M. Higgs and
D. Rowland reported that, “Only one in four or five change programs actually succeed” in “All Changes Great and
Small: Exploring Approaches to Change and its Leadership”, Journal of Change Management, 5(2), pp 121–51. Scott Keller ( is a Partner in
6. Composite data from a number of sources that indicate that the reason change programs fail is due to employee
resistance or management behavior come from the following sources: ed. Michael Beer and Nitin Nohria, Breaking McKinsey & Company’s Chicago Office. He leads McKinsey’s
the Code of Change, Harvard Business School Press, 2000; Cameron, Kim S. and Quinn, Robert E., Diagnosing and
Changing Organizational Culture: Based on the Competing Values Framework, Addison-Wesley, 1999; Caldwell, Organizational Behavior Practice in the Americas and has
Bruce , “Missteps, Miscues: Business Re-engineering Failures Have Cost Corporations Billions, and Spending Is Still
on the Rise,” Information Week, June 20, 1994; “State of Re-engineering Report (North America and Europe),” CSC deep experience in counselling senior executives on
Index, 1994; Goss, Tracy, Tanner Pascale, Richard and Athos, Anthony G., “The Reinvention Roller Coaster: Risking
the Present for a Powerful Future,” Harvard Business Review, 71, 1998; John P. Kotter and James L. Heskett, Corporate organization performance and change effectiveness.
Culture and Performance, Free Press, 1992.
7. Price, Colin and Lawson, Emily, “The Psychology of Change Management,” The McKinsey Quarterly, 2003,
Number 2, Special Edition: Organization.
8. The leather seats and red pencil examples have been borrowed Ariely, Dan, Predictable Irrationality: The Hidden
Also from McKinsey & Company is Carolyn Aiken
Forces that Shape Our Decisions, Harper Collins, 2008, p. 20 and p. 218.
9. Behavioral economics and behavioral finance are closely related fields which apply scientific research on human
(carolyn_aiken@, is an Associate Principal in
and social cognitive and emotional biases to better understand economic decisions and how they affect market
prices, returns and the allocation of resources. Daniel Kahneman with Amos Tversky and others, established a
McKinsey’s Organization Practice based in the Toronto Office
cognitive basis for common human errors using heuristics and biases (Kahneman & Tversky, 1973, Kahneman, Slovic
& Tversky, 1982), and developed Prospect theory (Kahneman & Tversky, 1979). He was awarded the 2002 the Nobel
who has pioneered innovative approaches to CEO, top-team
Prize in Economics for his work in Prospect theory as a psychologically realistic alternative to expected utility theory.
10. See Zohar, Danah, Rewiring the Corporate Brain: Using the New Science to Rethink How We Structure and Lead
and organization-wide change effectiveness.

RVA Yearbook 2009


Achieving Culture Change

(and Realising the Benefits)
Jennie Sheppard evaluates the recent focus on organisational culture and
whether it marks a fundamental difference.
Organisational Culture their organisation and they will stare at you blankly. In their
• Current fad? heads they will be thinking, “What on earth are you talking
• Flavour of the month? about? We don’t have ‘norms’; we just go about doing our
• Or meaningful driver of performance? work the way we need to. How else could we possibly do
We’ve had: things?”
• TQM (aka Total Quality Management) Then ask staff who have been in your organisation less than
• Learning Organisations 6 months and they will quickly list off a host of norms they
• MBO (aka Management by Objectives) have observed – some positive, some funny and some
• Self-Empowered Teams downright scary!
• Matrix Management These norms, the reasons for which are usually long
• BPR (aka Business Process Re-engineering) and more. forgotten, create the culture of your organisation.
The past 10 years have been the era of “triple bottom-line”
Changing the Culture
and organisational culture.
So, how do we change the culture? How do we change these
• What is Organisational Culture?
norms that have developed over a long time and have a history
• Can you really change the culture of your organisation?
and life of their own?
• Will it make any difference anyway?
1. Know How You Are
It’s just not working
Firstly, you need to know how you are and what sort of culture
You developed your organisation’s Vision. It’s catchy, and you
you’re dealing with:
spent lots of time and money in “cascading that vision”
• Understand what your culture is and how it impacts
throughout your organisation to ensure everyone knows what it
performance – make the implicit and unconscious norms
is and understands what it means.
explicit and conscious.
You compiled a set of Organisational Values – developed
• Use a rigorous measure to create a baseline from which to
through a heap of workshops where everyone “signed on” to
determine any changes.
them. These Values, after extensive wordsmithing, are even
• Build a shared understanding of what you are dealing with.
framed and hung on the walls in your workplaces, used as
screen-savers and every staff member has a coffee mug with 2. Agree How You Want To Be
the values inscribed on them. • Build a shared view of the organisational culture you NEED
You even restructured the organisation to ensure the in order to maximise performance.
structure is aligned with your organisation’s vision and • Identify the gaps between where our culture is now and
direction. where it would be if we were operating in accordance with
Then you waited … and waited … and waited … all to no your values.
avail – things are pretty much the same as last year. What went • Identify and agree the consequences of these gaps and the
wrong? benefits of closing them.

The Power of Culture 3. Build a Case for Change and Engage Everyone in the
You missed the power of the culture – the way we do things Process of Change
around here – the all-powerful norms that drive the way people It is naive to want to change the culture “just because it’s a
in your organisation work and how they interact with each good thing to do”. If you want to achieve culture change it
other and your customers/clients. needs to be because it will help your organisation to realise its
Most of the time, people are not consciously aware of these potential and everyone to live the Values.
norms and whether or not they are helping or hindering their In order to create a desire for change, people need to
performance. believe that they will be better off after the change than they
Ask any group of long-serving staff what the norms are in are now and the effort in making the change is worth it.

RVA Yearbook 2009


Achieving Culture Change

(and Realising the Benefits)
Therefore, it is important for staff to understand the current It is naive to want to change
culture and the implications for their performance and
commitment. They also need to understand how they help the culture “just because it’s a
create the culture, how they can help change it and how the good thing to do”. If you
leaders of the organisation will support them to do this.
Culture change occurs when every single one of us does
want to achieve culture
what we can to achieve that change – from the way we change it needs to be because
organise our work to the systems we use to recognise and
it will help your organisation
reward performance. The little things each one of us does,
create big changes at the organisational level. to realise its potential and
4. There is No Substitute for Leadership everyone to live the Values.
Leaders are the single biggest influencers of the culture –
people look to their leaders to identify what it takes to be
successful in the organisation – they set the implicit to people. How do you know what that is? Ask them – that’s
expectations that become the norms. why Step 2 is so important.
For an organisation to successfully change its culture, By starting somewhere, anywhere, you will:
leaders need to be prepared to lead by example and open • Lead by example
themselves up to advice, feedback, development and being • Signal a change
challenged. The most common cause of failure in culture • Make a difference
change is the absence of leadership consistent with the • Build the desire and confidence in your people to do the
change. next thing
Ask yourself: 6. The Role of Values
• How does what I am doing fit with the culture we are Values are aspirational and we all agree with them – what
trying to build rather than the culture we have today? matter are behaviours – what you do and the way you do it
• How do I know this? every single day. Changing the culture is about living the
• What will I do to improve? values, even when the going is tough.
• How will I measure that improvement?
• What help do I need? 7. Sustaining the Effort
• Look at how you spend your time … what messages does it Change takes time and effort and it’s easy to become
send? disheartened. It is essential that you take time to measure and
• When under pressure, what costs do you cut first? What review progress. Both hard and soft measures are critical to
messages does that send? deriving the benefits of the change.
External support is critical here and can take the form of Celebrate your achievements – these serve as incentives for
Coaching, Leadership Development as well as frank and future effort.
fearless, expert advice. 8. Re-Diagnose
5. Keep it Simple Achieving culture change is one thing, sustaining that change
Achieving culture change is not rocket science; it’s about is a never-ending task. High performing cultures require
knowledge, persistence and keeping things simple. ongoing maintenance and finetuning. It is essential to re-
In any culture change journey the hardest part is getting measure your culture every couple of years, re-engage staff in
started. “We have the data, we know what it means and we the process and fine-tune your actions accordingly.
know we need to change but where do we start?” The Key Ingredients
So many organisations try to change everything at once or • Organisational culture is a means to delivering your
over analyse in an attempt to find the perfect place to start. organisation’s strategy and values – it is NOT a feel-good
The “perfect” place to start is anywhere – focus on tool
something you can do quickly that will make a real difference

RVA Yearbook 2009


Achieving Culture Change

(and Realising the Benefits)
• Rigorously measure and diagnose your culture • Remember it’s a long-term journey, so pace yourself
• Analyse and close the gaps between the culture you have • Change is hard work so make it enjoyable.
and the culture you believe you need
• Engage everyone in the benefits of change – WIIFM (what’s Jennie Sheppard is a Director of The Performance Architects
in it for me) principle who specialise in cultural change, leadership development and
• Engage everyone in the process of change (remember – the executive coaching. She can be contacted via email
organisation is made up of individuals – we create the or on (03) 9895 9611.
culture and we can change the culture)
• Keep it simple – make it easy to change
• Get outside help – not to do it for you, but to provide
advice and support as well as help you stay on track –
otherwise you will be subsumed by the current culture
• Track your progress and celebrate your achievements
• Learn from your successes and failures

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RVA Yearbook 2009


HVAC: Opportunities for the

triple bottom line
Residential and commercial buildings are responsible for 23 per cent of
Australia’s greenhouse gas emissions.

In fact, the United Nations Environment Programme estimates

that the worldwide built environment’s lifespan contribution to
global CO2 emissions is 40 per cent. This makes it the largest
single contributor and places it at the front line of the battle
against global warming.
While there is considerable evidence that buildings are a
major part of the problems our planet is facing, they can
equally be a large part of the solution.
The Intergovernmental Panel on Climate Change has found
that 30 per cent of the greenhouse gas emissions projected to
arise from buildings by 2030 can be avoided by investing in
energy efficient buildings. What’s more, this saving can be
achieved at a net economic benefit.
Heating, ventilation and air conditioning (HVAC) systems
are a large contributor to energy loads in buildings, and
building projects based on nine categories, which look at
comprise a large part of building operating costs. With that in
issues such as energy and water efficiency, indoor environment
mind, improved energy efficiency in this area can deliver
quality and resource conservation.
significant financial advantages at the same time as the
Green Star environmental rating tools support the property
environmental benefits.
and construction industry in reducing the environmental
According to the Green Building Council of Australia’s
impact of buildings, improving occupant health and
(GBCA’s) Green Star Executive Director, Robin Mellon,
productivity and achieving real cost savings, while showcasing
improved energy performance in buildings reduces operation
innovation in sustainable building practices.
costs, decreases levels of pollution during the production and
While traditionally most of the focus on HVAC has been on
consumption of energy, and can enhance occupant health and
minimising its energy consumption, there are additional
aspects that are considered within Green Star. The amount of
“In fact, with the increasing cost of energy, even efficiency
fresh air delivered into a space, the mix and circulation of the
measures requiring a significant capital investment can have a
air, and the capacity of the building to deliver the air effectively
rapid payback period,” Robin says. “First and foremost, systems
can all have an impact on the wellbeing of occupants, and so
and technology are not the answer alone, but coupled with
are considered within Green Star.
good passive design solutions – orientation, shading and
The design and construction of an HVAC system is also
materials choices for example – technology can have a massive
considered within a number of Green Star tools. In Green Star
impact on a building’s efficiency.”
– Healthcare v1, for instance, access to the ducting for
Holistic consideration of a building’s energy load is
maintenance purposes is assessed, as is the construction of the
essential to integrating energy efficiency into building
system. In Green Star – Office Interiors v1.1, projects are
operations, Robin says. “It’s important to consider HVAC
required to clean the existing ductwork prior to use in order to
equipment and operation procedures along with other building
reduce the amount of mould in the system itself. All Green Star
features. For example, reducing energy needs through
rating tools are available to download from the GBCA’s
improved window glazing, insulation, and use of other passive
website, for free, at
or active features can enable mechanical HVAC systems to be
All Green Star rating tools measure the proportionally large
downsized. In essence, the better the building façade, the less
environmental impact of a refrigerant’s ozone depletion
energy required inside.”
potential (ODP) and global warming potential (GWP) – as a
The GBCA operates the Green Star environmental rating
typical refrigerant molecule can contribute 1,000 times more
system for buildings, which evaluates the green attributes of

RVA Yearbook 2009


HVAC: Opportunities for the

triple bottom line
to global warming than a molecule of carbon dioxide, for meal or do some shopping.
example. Furthermore, the water use of an HVAC system is According to Adrian Michaels, Mirvac Asset Management’s
considered, if the system uses a cooling tower, as well as the Sustainability Manager, Orion Springfield was designed to use
risks that such systems pose with regards to Legionella. approximately half the energy of a similar-sized shopping
“The Green Star environmental rating system can be used centre, stores around 2,500 kilolitres of rainwater per annum
as a tool to conduct an assessment of your building’s current via 780,000 litre rainwater tanks, and has minimised or
features, help you set goals for sustainability achievement, and eliminated volatile organic compounds in all paints, adhesives
deliver equipment and operation improvements using a whole and floor coverings.
building approach,” Robin says. Condensate recovery from air handlers provides 1,950
Energy efficiency can be a challenge in many commercial kilolitres of water for reuse each year with cooling tower
building spaces – none more so than retail centres. “The size blowdown water recovery providing an additional 10,000
and scale of shopping centres can make them difficult to kilolitres of water. All landscape watering, bin wash downs,
condition – with the need to provide fresh air, natural light and toilet and urinal flushing, as well as cooling tower make-up

temperature control to large spaces often requiring a and water feature top-ups are supplied from 100 per cent
combination of solutions,” Robin Mellon says. recycled water.
Despite the challenges, energy efficient HVAC systems “Orion Springfield is the first Australian project to
helped Mirvac achieve a 6 Star Green Star rating – Shopping incorporate variable air volume air handling systems in all its
Centre (PILOT) for the Orion Springfield Town Centre. retail tenancies,” Adrian explains. “Orion’s energy use in the
Orion Springfield is considered a pioneer of world’s best air conditioning of tenancies will save 67 per cent of the
practice in environmental design for a retail centre, with its energy from the reduced fan usage and 33 per cent from
Green Star rating representing world leadership. The project reduced cooling requirements.”
was the first in Australia to achieve a 6 Star Green Star rating The standard shopping centre tenancy air conditioning
for a retail centre. design features fixed air volume systems. These systems use
Orion Springfield’s total site area is 40 hectares, with Stage dampers to create air balance in the ductwork and balance
1 of the development of approximately 35,000m2 featuring two cooling loads. The use of dampers leads to increasing static
shopping malls set around a pedestrian-friendly main street, pressure in the air conditioning ducts and back-pressure on the
which leads to a town square. Just like a traditional town air handler supply fans.
centre, Orion is a place to do business, meet friends, enjoy a “Most regular shopping centres in Australia do not provide

RVA Yearbook 2009


any air to the tenancies – they simply supply either cool water, time
or electricity, for tenants to install their own systems. This
traditional approach is quite energy inefficient, so Orion’s
solution is a great step forward,” Robin says.
The shopping centre’s common areas feature mixed mode
air conditioning in both the north and south malls.
“Depending upon the outside conditions, the air conditioning
will operate on one of the three modes. The building
management system provides the necessary decision-making
to automatically select the appropriate means of maintaining
space conditions in the malls,” Adrian explains, adding that
the malls are broken into four areas, with each of the four
areas being independently controlled.
In ‘Natural Ventilation’ mode the mall air conditioning is
completely shut down and ventilation is provided purely
through natural convection. When air conditioning is required
and ambient conditions are suitable, the air handling units are
capable of operating in 100 per cent fresh air mode to achieve
comfort levels. When outside air conditions are not favourable delivering your
and mechanical cooling is required, the use of carbon dioxide project
monitoring allows the reduction of outside air intake to successfully is
minimal levels to minimise energy use under these conditions. our business
Extensive use of natural ventilation ensures both large
reductions in energy use and improved indoor air quality.
The Orion Springfield Town Centre features a chilled water cost
system, comprising two high efficiency chillers piped in series.
The system operates at a high delta-T of 15 degrees entering
and 5 degrees leaving temperature. The higher delta-T system
reduces the required chilled water volume proportionally, in
turn reducing the pumping power required to deliver that
chilled water to the air handling system. The advanced design
of the chilled water system reduces the chilled water pumping
energy and cooling tower fan energy by over 60 per cent quality
compared to standard designs.
The result is not just an estimated 300 tonne reduction in
greenhouse gas emissions compared to similar sized normally concept
conditioned centres, but also a 62 per cent reduction in to
potable water consumption compared to business as usual completion
The GBCA’s Robin Mellon says that Orion Springfield is a
clear example of how HVAC approaches can improve the
performance of high-performing buildings.
“Sustainable green buildings are today’s smart investment.
By carefully analysing, planning and executing your HVAC
upgrades, you can deliver big benefits to the environment —
and your bottom line,” Robin concludes.

RVA Yearbook 2009


Retrogreening – a must for

stability in the commercial
property sector
Simon Morgan, FMA Australia’s Policy Advisor, explains why.
It is no secret that the
economic events of the past
year have had a debilitating
impact on most sectors in
the Australian economy. The
commercial property sector
has suffered and will
continue to feel the effects
for some time to come.
That said, every problem
is an opportunity in disguise.
With the Construction
Forecasting Council (CRC)
anticipating a sharp decline
in construction of new
commercial premises over
the next two years, the
current climate is the best
opportunity that enterprising
property owners and
managers are likely to get to
position existing buildings to
compete with new ones.
Tenants have come to
expect a lot from building
performance – and just
because construction activity Protecting Jobs & Protecting the Environment
has diminished is no reason to believe that tenant’s In an atmosphere where rising unemployment is of major
expectations will do likewise. When buoyant market concern, a concerted effort directed towards the sustainability
conditions return, as they surely will, those managing existing of existing building stock holds the key to providing
buildings will need to compete in performance stakes with employment opportunities in a sector that is otherwise set to
new constructions built to five and six star specifications. struggle for the next few years.
The environmental case for retrofitting or retrogreening With economic issues now firmly at the centre of the wider
existing commercial office stock is strong. However, in the policy debate, it will be important for advocates to stress the
current economic climate, there has been some concern that employment-side benefits of a large-scale national
property owners and managers would revert to “safe” options commitment to retrogreening of existing commercial office
and that caution in the economic sphere would naturally buildings going forward.
extend to design. Estimates vary, but a recent report undertaken by Davis
Fortunately, what is increasingly clear to many in the Langdon suggests that a large-scale national programme of
industry is that the economic imperatives for undertaking retrogreening could create over 10,000 direct job opportunities
retrofitting work are just as compelling as the environmental in the construction sector each year, with almost 27,000

RVA Yearbook 2009


Retrogreening – a must for stability

in the commercial property sector
opportunities being generated per annum across the broader federal – have a leading role to play in this space and decisive
economy. action will be enthusiastically supported by industry.
Over a ten year period, this would produce employment
US Icons Going Green
for around 270,000 people across the broader economy. In an
In the United States, two major projects are significantly raising
economic environment where new employment opportunities
the benefits and profile of retrogreening. One project is
are difficult to secure, these are numbers not to be ignored.
underway and the other is due to commence shortly. The
Environmental Benefits iconic nature of the buildings at the centre of both projects has
As well as the economic benefits that would stem from a generated mainstream media interest and will help ensure that
comprehensive national approach to retrogreening existing the practice of retrogreening isn’t something just for “industry
building stock, the strength of the environmental case is insiders”, but is a process with which the wider community is
overwhelming. A clear pathway for achieving better outcomes increasingly familiar and comfortable.
from the built environment was set out in The Second Plank In New York City, Manhattan’s most famous skyscraper, the
report produced by the Australian Sustainable Built Empire State Building, is currently undergoing a $500 million
Environment Council (ASBEC) in September 2008. upgrade. The whole project is due for completion in 2013,
The Second Plank report outlined in some detail the with building systems work due to be finished by late 2010,
additional carbon abatement opportunities that are available and represents a comprehensive approach that incorporates
by unlocking the potential of Australia’s existing buildings. improvements to the building’s existing windows, better
While the Carbon Pollution Reduction Scheme (CPRS) will go insulation, significant lighting upgrades to tenanted areas and
some of the way to reducing emissions if and when it is an overhaul of HVAC systems.
enacted, the policy can be made much stronger through the When completed, the building’s performance will be
adoption of complementary measures that further encourage carefully monitored and managed through a web-based power
abatement activity. usage systems that will allow tenants to view their power usage
In the numerous submissions FMA Australia has made to and make appropriate adjustments.
Government over the past year regarding climate policy More recently, a similarly ambitious undertaking was
matters, we have repeatedly emphasised the importance of announced in Chicago for the tallest office building in the
unlocking the abatement potential of existing buildings. United States. The 1970s era building has been the subject of
The Second Plank found that the CPRS alone, even some fiery local debate in Chicago recently, with the change of
operating at peak efficiency, will produce total annual its official name from Sears Tower (retail giant Sears haven’t
abatement of around 8 Mt (mega tonnes) of greenhouse gases. occupied space in the building since 1992) to Willis Tower
This is a long way short of the total abatement potential of (after the British insurance broker became a new tenant and
the built environment, which The Second Plank report secured naming rights).
estimated to be 60 Mt per annum – much of which could be Despite the angst of some Chicago residents about the
delivered through the introduction of more effective energy name change, the building’s owners have been more focussed
management practices and equipment upgrades. on the building’s environmental impact, pushing ahead with a
There is plenty of work being done in the background – five-year, $350 million plan to overhaul the facility’s energy
witness the recent announcement of the National Strategy on efficiency strategy and cut base building electricity
Energy Efficiency. Developed through the Council of Australian consumption by 80%.
Governments (COAG), the strategy sets out a pathway for
The Australian Experience
substantially improving minimum standards for energy
While there have certainly been some innovative retrofitting
efficiency and improving regulatory processes so that barriers
projects undertaken in Australia, including works undertaken
to the introduction of new energy-saving technologies are
on heritage buildings, we are yet to see an ‘iconic’ Australian
equivalent of an Empire State Building or Sears Tower project.
However, the time has come to move beyond discussion
This is partly because Australia’s iconic buildings tend to be
about what should be done and start to take practical action
public facilities (e.g. Sydney Opera House), rather than
that will deliver concrete outcomes. Governments – state and

RVA Yearbook 2009


Retrogreening – a must for stability

in the commercial property sector
commercial office buildings. Of course our two tallest energy efficiency measures.
structures, Q1 on the Gold Coast and Eureka Tower in While some steps have been taken at the state level in
Melbourne, are both residential buildings and, having both relation to energy certificates, the market would be far better
been completed within the last four years, are too new to be served by a comprehensive national approach. Given that the
viable candidates for retrofitting works. Commonwealth
Nonetheless, there is an opportunity for Australia’s major will soon be
cities to shine in another sense. True, most of our office legislating for
buildings lack the iconic façade of an Empire State Building, mandatory
but that shouldn’t prevent our buildings having iconic disclosure of
performance levels. commercial
The clearest signal our leaders could send to the office building
commercial sector that they are serious about promoting energy
energy efficiency is to get our existing buildings to perform efficiency, it
more effectively. Doing so will take more than the introduction makes sense to
of emissions trading – it requires Government to think more align the
broadly and attack the problem of carbon emissions from introduction of
many fronts. such a scheme
with the
Providing Additional Incentives
Undertaking a retrofit of an existing commercial building is a
of the
costly exercise. To date, building owners have been reluctant to
pursue this course because there is often a long period
between capital outlay for building improvements and a
positive financial return on that investment.
The Second Plank identified three additional opportunities
there has been
for the Federal Government to encourage green retrofit works,
some direct
each of which are supported by FMA Australia. Briefly, these
funding support
for green retrofits through the Commonwealth’s Green Building
a. A national white certificate scheme – A system of tradable
Fund and in some state jurisdictions through building tune-up
permits which commodifies energy savings. A certificate is
issued in exchange for verified improvements in energy
However, it is the introduction of some form of accelerated
efficiency – and certificates can then be sold on the open
green depreciation that remains the ultimate key to unlocking
the abatement potential of the built environment in Australia.
b. Accelerated green depreciation – This would provide an
No one is denying that it would be costly to Government in
incentive for commercial building owners to invest in
the short-run, but at a time when there is an urgent need to
improving environmental performance, by allowing for the
support job creation in the construction sector and
deferment of tax payments in exchange for improving the
simultaneously reduce carbon emissions, it is an option that
energy efficiency of their building. In effect it allows
should be pursued.
investors to shorten the payback period on environmental
Over the past year, the Federal Government has indicated
improvements made to a building.
that it is willing to spend up now to protect jobs in the retail
c. Government funding support for building retrofit – It can
and manufacturing sectors. The commercial property sector
take several decades for the investment outlay on a green
must not be overlooked.
retrofit to be recovered, which often makes building owners
In the long run, failure to take action will prove far more
reluctant to invest in the process. Provision of some
costly – to employment, to our economy and to our
financial assistance for green retrofits would provide
building owners with an additional incentive to invest in

RVA Yearbook 2009


Talking about Security

Just when you thought all had been said, done and written about security and
the technology available to deliver it, a “new” solution is developed that
redefines the industry.

What is Biometrics? measurements of the human face as captured on video to

Biometrics is the measurement of the unique physiological or compare them with an existing template of faces and make a
behavioural characteristics of the human body, such as the match. This form of biometric is growing in popularity in
finger print or iris pattern. Most often, biometrics is used to airports.
identify an individual in situations requiring high levels of Other forms of biometrics yet to make a substantial impact
accuracy or in scenarios allowing human interaction with in the commercial arena include those used to measure body
computers. odour, typing characteristics, ear shape and gait.
The different varieties of biometrics are: While some of these biometric systems are extremely
Voice Authentication: This biometric can be used to verify accurate, for a sizable number of corporations, the equipment
the identity of a person to allow an individual to interact with and IT investment involved can be prohibitive, and the means
secure services over the telephone (or other voice of securing the information needed to verify one’s identity can
communications device) such as secure call centres and be quite difficult to collect in certain circumstances such as
telephone banking or secure voice mail. high traffic – high volume situations like airport security.
Finger Scanning: This technique can be used to identify an The circumstances and need for the security information
individual from the print on the pad of their finger (or a has to be weighed against the ease of use and accuracy of
combination of their fingers). It is most often used to restrict information required to arrive at a solution or technology
physical or virtual access. suited for the purpose.
Palm Scanning: This technique takes certain measurements
What is Voice Authentication?
from the palm print of the individual. It generally requires the
Voice authentication is a biometric technology that uses the
participant to claim an identity against which the palm print
unique acoustic characteristics of a person’s voice to confirm
can be identified. This biometric is very popular for time and
that “they are who they say there are” – literally.
attendance machines.
Each person’s voice is unique. This is caused by a
Iris/Retina Recognition: This biometric measures the
combination of the way a person has learnt to speak and the
unique pattern of a person’s iris or retina by an electronic scan.
anatomical characteristics of their vocal tract. Together these
It is extremely accurate and is generally used to restrict
aspects contribute to create each individual’s unique voice
physical access.
quality. Voice authentication systems use this factor to provide
Signature Verification: Various electronic measurements
an effective and convenient process for confirming identity.
are taken from the person writing their signature to produce an
Voice authentication is a two stage process. The first stage,
accurate assessment of their identity.
called enrolment, involves processing a sample of a person’s
Face Recognition: This biometric takes various

RVA Yearbook 2009


Talking about Security

voice to extract and encode their unique voice characteristics.

The second stage, authentication, involves sampling the
speaker’s voice, processing as in the enrolment phase and
comparing the voice characteristics against those in the
enrolled sample. The user can then obtain a measure as to how
closely the speaker’s voice compares to the voice of the
enrolled sample.
Scientific evaluations undertaken for the University of
Canberra have demonstrated that voice authentication systems
are more accurate than finger, face and palm biometric systems
and offer similar levels of performance as iris recognition.
Typically, set up correctly, solutions exhibit less than 0.1%
false accept rate (that is, impostors being able to break into a
system) even if the impostor has the correct password
Contrast this with a conventional password system. Given
that an impostor has the correct password then the impostor
has a 100% chance of breaking into the system. With voice
authentication, even if the impostor has the correct information
the chance of the impostor successfully breaking in is reduced
to 0.1%, that is 1 in 1000, with some voice authentication
systems offering even higher levels of security.
Voice authentication not only offers significant security
benefits but also offers significant convenience and cost
benefits to users. Because voice authentication is based on a
voice biometric, highly secure solutions can be developed to
offer higher level of security that do not involve users having to
remember complex PINs and passwords. In fact systems can be
developed that simply use the way you say your account,
credit card or telephone number to confirm that you are the
legitimate speaker.
This is not only more secure – but from the user’s
Combating Identity Fraud with Voice Biometrics
perspective far more convenient. Furthermore, for businesses, Voice authentication is one biometric with the potential for
resetting forgotten or stolen PINs and passwords is not only widespread use, particularly in call centres and online services.
extremely expensive, it is extremely problematic from a Voice authentication authenticates a person’s identity from
security standpoint. Voice authentication solves both these their unique vocal characteristics. In a nutshell, a person
problems. records a spoken password (such as their name or some other
Multi-factor voice authentication is rapidly emerging as the easily remembered information). This is analysed to extract
high-value high-security technology to protect mission critical their unique voice characteristics, which are then compiled
applications and services. into a “voiceprint”, a matrix of parameters that encodes not
Dr Clive Summerfield is CEO of Auraya and consulting firm only the password but the way the person says that password.
3SH, and has been a driving force in the adoption of speech This is stored in a database for future authentication of the
recognition and voice authentication since the 1980’s. same speaker.
Following is Dr Clive Summerfield’s White During a transaction, to confirm an identity the person
simply says the password information originally spoken during
Paper on Voice Authentication: registration. The corresponding “voiceprint” is extracted from

RVA Yearbook 2009


Talking about Security

the database and the characteristics of each are compared. If Recent advances in voice authentication have addressed all
they match, identity is confirmed and the transaction can of these questions.
proceed. As voice authentication relies on “voiceprint” Studies by the National Centre for Biometric Studies at the
information (and not a particular password or phrase), an University of Canberra confirm research by the UK
imposter attempting to gain access to an account may say the Communications Electronic Security Group (the Information
correct password, but will be rejected as he or she will have Security division of the British Government Communications
the wrong voice quality. Headquarters) demonstrating that voice authentication
outperforms current fingerprint, hand print and face
Voice Authentication - Ubiquitous and Secure
recognition products. Tests by Edinburgh University’s Centre of
A key benefit of voice authentication is that it works over the
Communications Interface Research, also covered in the
telephone - the world’s most ubiquitous communications
University of Canberra study, showed voice authentication to
device found in almost every household and business
be 99.9% accurate, which is 1000 times better security than
worldwide. In other words, the infrastructure for the
PINs and passwords alone. The effectiveness of voice
widespread rollout of biometric voice authentication is already
authentication is further reinforced in the University of
in place, as one’s identity can be authenticated from anywhere
Canberra study for government call centre applications and
in the world simply by dialling a telephone number.
There is no need to invest in special sensors or scanners,
nor is there any need to invest in special authentication
software or data communications technology. More
importantly customers do not have to learn to operate new
equipment or systems. They simply use the telephone.
These factors all add up to an authentication solution that is
more cost effective, easier and quicker to implement, easier to
manage and faster to deploy than other security options. Voice
authentication also offers enhanced security. As the technology
is accessed by telephone, the authentication server can be
centrally located in highly secure facilities with no connection
to unsecured desktops, laptops and networks.
Hence, there is no opportunity for “hackers” to break into
the system, providing an extremely secure implementation for
identity management and authentication systems. When voice
authentication is deployed in mass market applications,
passwords and PINs become unnecessary, and call centre
agent intervention becomes obsolete. Removing call centre
agents from the identity verification process has the advantage
of closing off another avenue for identity theft to occur. An
additional benefit of this biometric deployment is that
automating a core call centre function for voice authentication Specialists in Aged Care
reduces call centre operation costs.
and Retirement Villages
FAQs on Voice Authentication
In the past, there have been numerous questions regarding the
performance of voice authentication:
• What happens if I have a cold?
• Can mimics break into my account?
• What happens if somebody records my voice? For enquiries free phone 1800 136 040
• Can my password be decoded from the voiceprint?

RVA Yearbook 2009


Talking about Security

online and automated services. In this study, the

robustness of voice authentication was also studied
to ensure secure operation for every day
deployments such as mobile telephones and in high
noise conditions.
Extensive testing has also shown that mimics are
unable to fool the technology even when they know
the passwords and PINs. The technology can also be
configured to remain relatively insensitive to colds
and flu. Unless highly sophisticated equipment is
used, recordings also cannot fool the system.
To further strengthen security, however, voice
authentication systems are usually set up to ask
questions in a random sequence, thus making each
session different from the last – preventing a
recording of previous sessions from being used to
“hack” the current session.
(In fact, speaker verification is now at the point
where it is being deployed in highly secure
government services and there are at least three
vendors certifying their technology for defence and
national security applications.)
Securing the Call Centre
The Australian Government’s Office of Strategic
Crime Assessment has stated that “critical to the
functioning of the economy is the requirement that
stronger systems of proof of identity are developed”.
By applying voice authentication to front-end
call centres and online services, there is no need for
call centre agents to see or hear clients’ personal About the Author
information, PINs or passwords. Likewise, there is no need for Dr Clive Summerfield is CEO of Auraya and consulting firm
callers to disclose such information to call centre agents. 3SH. Clive has been driving the adoption of speech recognition
Callers simply authenticate their identity using their voice, and and voice authentication since the 1980s, with a key focus on
once authenticated, can be passed on to the agent massively scalable carrier-grade projects.
anonymously. As such, the call centre agent can be certain that In 1990 Clive founded Syrinx Speech Systems where he
the caller is who they say they are but need not know any implemented AT&T’s USA based Customer Care application as
personal or security information about the caller. This is well as applications for Commonwealth Bank’s Australian
particularly beneficial for organisations using off-shore call Stock trading system. He introduced voice biometrics to
centres as it prevent agents in those off-shore facilities stealing Australian government agencies such as Parliament House and
callers’ personal identity information. has designed and calibrated voice authentication solutions for
Voice as a biometric identifier offers convenience and cost Centrelink, Vanguard (a major US financial services firm) and
effectiveness in preventing security problems discussed above. the National Australia Bank.
By protecting personal information using voice authentication,
the “weak link” in identity-related fraud in online and call Please visit and for more
centre services can be effectively addressed. information.
(adapted from material by Dr Clive Summerfield).

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