<html><body>
Not all business is good business – and not all property managers are the same.
For years now we have seen the decrease in management fees for property managers. When i first started in the industry, the market hadn’t been de-regulated and the fee structure was set, there was no negotiation. Deregulation gave people the opportunity to increase fees, provide additional services and be the professionals that they are – but somehow, everything has gone the other way.
The average management fee in Victoria has decreased, and clients want more access to their property managers. Much more than ever before. We all have smartphones, but really that’s the wrong name for them. They should be called “being on call 24/7” phones. I personally love the calls on a Monday morning that begin with, “I rang you yesterday, but you didn’t answer or you haven’t returned my call.” No, I didn’t answer, I was busy with my children. They too are entitled to have a piece of me.
While I am all for building relationships with clients, because it’s both rewarding and beneficial, sometimes the expectation is a little out of whack!
I remember growing up my parents taught me that you never made a telephone call after 8.30pm or 9, yet now our mobiles continue to ring until late into the night, on weekends and even on Christmas Day. So when is it too late to make a call?  When does it become rude or an invasion of your personal time?
With all that being said, how has the management fee we earn per property decreased when we do so much more work and are more accessible than ever before?
So how can things change?
Property managers and directors need to stand up and say enough is enough. If you want more of me than the average property manager, then you have to pay a little more. This means I will no longer be prepared to agree to low management fees. I will no longer be agreeable to providing my services time and time again and not be paid accordingly.  We are professionals, so if we don’t make a stand, we can never expect to be paid what we deserve.
Now with all that being said, there will always be someone cheaper. And that’s when you have to remember that not all business is good business. Sooner or later clients realise cheap is not always best.
I recently lost some business to a new client who elected to have their property managed by someone else. The other manager offered lower fees than we did. The funny part is, when it came to transferring the management, the new agent asked one of my team, “So what information do I need to obtain from you to take over this property?”. A perfect example of what cheap buys you. Unfortunately for that client, it will probably result in a continual change in property managers (which is an owner’s pet hate) or the rent roll being sold as that agent can no longer afford to be in business. I suppose only time will tell.
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

leahcalnan-pwE6GD6KY9

Property managers should not have to be on call 24/7

<html><body>
So Christmas has come and gone for another year.  This year again our office remained open for business between the Christmas and New Year period, and prior to Christmas we scheduled open for inspection times each day to allow prospective tenants plenty of notice to attend some inspections during that time.
Over the four days, we ran 70 inspection times and had more than 145 prospective tenants attend our properties. On January 3, we had received 35 applications, and we conducted another 17 inspections during this week and received a further five applications during the first week of January.
I wanted to share this information with everyone because I found several things fascinating over the past 10 days.
Firstly, the majority of agents close between Christmas and New Year.  And yes as a business owner, I would love to have the luxury to close and enjoy the break like everyone else, however as an investor with a vacant property, I want to know everything possible is being done to secure a tenant for me during this period that will minimise both the vacancy period and my stress levels at this time of the year.
While processing applications we found agents who simply closed their front doors.  There was no message on the main telephone line to say they were closed, no information on any of the team’s mobile numbers and nothing on their website to advise of different hours during the festive season.  One of the agents was a Mornington Pennisula agent – surely at this time of the year, wouldn’t business be booming for them?
Other agents closed before Christmas and somehow forgot to tell their tradespeople.  So what happened to those tenants who experienced the terrible storm on Christmas night or on Boxing Day? Well, they rang the plumber and he did what he could do until the agency re-opened days later.  And I while I acknowledge we all have our own way of running a business, I have to ask: how are some of these agencies still in business?
And what about rent received during this period?  Tenants continue to pay electronically and the money still comes through to the agents trust account. But the money still needs to be transferred to the owner.  So what is a reasonable timeframe for an owner to wait until they receive their money?
I have another example of a Melbourne agent who closed on December 23, 2011 and re-opens on January 9, 2012. That’s 16 days!!  How can this be correct?  What about the lost income to both the business and the owners whom have had vacant properties during this time?  If this agent managed my property, let’s just say I would be making some changes immediately as part of my 2012 resolutions.
For me, this highlights that some agents really don’t consider what’s best for their clients at this time of the year, and furthermore agents are really not all the same.
Leah Calnan is the director of <a target="_blank" title="Metro Property Management homepage" href="https://www.metropm.com.au/">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

Christmas estate agency closures leave tenants and landlords high and dry

<html><body>
Recently I spent a few weeks in America and attended the annual National Association of Realtors (NAR). NAR is the largest real estate conference in the world and had more than 19,000 people attend.  The delegates come from far and wide and whilst there were only a few Aussie', I met delegates from Canada, Brazil, Asia and England. 
When you think the largest Australian real estate conference has been 2,000 and 3,000 delegates – this is one mammoth event! 
As this was my first time of attending the conference, I wanted to look at how other countries ran and operate their property management companies and departments. Along with seeking new ideas that could be implemented within the Australian market, to see how they have implemented technology into their businesses and hear about what hasn't worked during the past 12 months. 
The American realtors have had an enormously tough market in the past few years, however did you know that up until the end of October there have been more than 4.1 million sales so far for the year? That equates to 13,452 per day and is an increase of 11.3% from the same time last year. Furthermore, in 2012 they expect real estate sales to be in excess of 6 million. 
What I found amazing about these figures was the media fails to share this.  Surely this information is a good sign of a country working albeit slowly to a recovery in the real estate market? 
Property management is undertaken very differently throughout America. Similarly to Australia, every state of America has different legislation to abide by. In some states, the property manager isn't legally allowed to attend court to claim a tenant’s bond, or take action for rent arrears. The property manager prepares the file but the owners must employ an attorney (or solicitor as we know it) to present the case. 
Some of the other differences I noted were: many companies still only disburse monies to owners once a month. Tenants all pay their rent on a common due date, the agency management fee is somewhere between 8% and 10%, and most of the agencies own the maintenance businesses that undertake the repairs for the owners. 
Over the past 10 years in Australia we have seen the growth of stand-alone property management businesses. They specialise and are seen as experts in their field – yet in the States, many of the businesses are struggling to grasp the technology available, have systems and procedures to follow or to be seen as a true expert! 
I am very proud to say property managers in Australia are certainly well ahead of the rest of the world.
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
 
</body></html>

Australia is a world leader in property management 

<html><body>
As the end of 2011 is fast approaching and Santa is less than two months away, owners and property managers should take a moment to think about the pros and cons of tenancy agreements expiring in December.  Now while in Victoria our legislation doesn’t allow us to enforce the re-signing of tenancy agreements, after the initial fixed period has expired and sometimes a tenant will be on a periodic lease or monthly tenancy and may in fact choose to vacate in December.
Having been a property manager for many years, I know we will never fully stop the above scenario from occurring or lease breaks happening or the execution of warrants during this time, but we can do something to reduce it happening.
Within my business it has always been our company policy that we don’t have fixed-lease agreements expiring in December and by that I mean, during the month of December when a property is leased, the tenancy agreement signed by the tenant and owner/agent will either be an 11- or 13-month lease.
So with my team, if the tenancy agreement is due to start anywhere between December 1 and December 10, we will prepare an 11-month lease.  Any time after December 11 will always result in a 13-month lease.  It just makes so much more sense to run a lease from the December 20 to the January 19, rather than from the December 20 to the December 19.
You will also need to consider what will happen in June each year – a six-month renewal could easily result in a vacant property just before Christmas.
So remember, December and especially Christmas time is crazy for all of us. So by implementing something so simple it will reduce any potential stress to owners and tenants alike. In my house, my husband’s motto is “happy wife, happy life!” so in business one of my motto’s is “Happy Owners = A Happy Team”! A win, win for everyone.
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
 
</body></html>

Tenants leaving in December a bad Christmas present

<html><body>
Processing tenancy applications must be one of the most important aspects of the property manager’s role.  Although things can always go pear-shaped, securing the right tenant is paramount to having a tenancy that runs well and without too many hiccups.
So often when a management is changed to another agent, you can see how poorly some agents treat this aspect of their role.
Things to check include the applicant’s current employment and previous employment and ask questions such as:
<ul>
<li>How long have they been there? </li>
<li>Are they reliable?</li>
<li>Why did they leave?</li>
<li>Would their boss rent to them if he or she had a rental property? </li>
</ul>
In relation to their current rental history and previous rental history, your questions should include:
<ul>
<li>What date is/was their rent due? </li>
<li>When were the payments made?</li>
<li>How did they look after the property? </li>
<li>Would you rent to them again?</li>
</ul>
It’s important to be very clear with your questions and take the time to speak to everyone in person.  So often I see a summary arrive on our fax asking for a reference for a tenant.  How can another property manager make a true assessment on a potential tenant when they haven’t taken the time to speak with the property manager or landlord/owner?  So often there is more to the story, but you won’t find that out if you rely on your fax summary.
I have to say I am astonished the amount of times I have heard from my team members (past and current), family and friends that they have been approved to rent a property and no one called their employment or the property manager for a reference.  How is this possible?
If your property manager / real estate agent include character references as part of the application form, then they too should be called.  Otherwise what’s the point of having it on the application form??
Make sure any attachments you ask for continue to tell the story. Are the payslips from the current employer and are the wage earnings as per the application form? What about the drivers licence – does the address match their current residence?  If not, why not?
Finally, remember in some ways the processing of a rental application is no different to the steps you would take if you were employing that person to work in your organisation.  So spend the time to get it right!
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

Checking references is paramount to securing a good tenant

<html><body>
As the rental market changes and the demand for properties reduces in some parts of the country, there must be consideration given to both the price and the presentation of the property. 
Price is always important for most investors, but what is sometimes overlooked is how much money an owner looses during a vacancy period when owners refuse to listen to the property manager and review (and reduce) the asking rent of the property. 
If the property is being marketed at $400 per week and has been vacant for four weeks with minimal enquiry or applications, isn’t it a smarter choice to reduce the asking rent to $380 per week.  As an owner of investment properties I know the $20 per week may feel like a loss, but isn’t it better to receive $380 per week rather than zero per week? 
The rental market changes from month to month , year to year and from suburb to suburb. So while you may have received $400 per week last year and the neighbour’s property is achieving a rent of $410 per week most owners would assume that their property MUST be worth between those two figures. 
Right? 
Well, no. 
It’s actually irrelevant what you achieved last year or what the house next door is achieving or because of CPI you believe you should receive a 5% rent increase this year.  What is important is what the market is doing today and what the market is telling you your property is worth today. 
We always want to believe our property is worth more.  However, when the market changes both the owner and property managers need to work together and change with it.  Together they must face the truth and yes it may hurt a little but again I ask you – isn’t some money better than no money? 
So what should you do? 
Here are some ideas:
<ul>
<li>Review your asking rent within 72 hours after the property is placed on the market and continue to review the asking rent at least once a week.</li>
<li>Have a minimum of five photographs as part of your marketing (and make sure they are current and correct).</li>
<li>Look at what demographic is best suited for your property and sell those features within your marketing description. </li>
<li>If you cannot inspect the property, ask your property manager to email you some current photographs.  Then you need to ask yourself what you can do to make your property stand out.</li>
<li>What improvements can you do? </li>
<li>Could the property do with a fresh coat of paint?  What about a feature wall?  How is the carpet?  Do the window coverings need updating? </li>
<li>What about the garden – when was the last time the lawns were cut or tided up? </li>
</ul>
So remember, be proactive and good luck!
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

You must meet the current rental market, or your property will sit empty

<html><body>
After years and years of the battle, finally we see consumer affairs and the tenant’s union get their own way.
On September 1, 2011, new legislation commenced that has changed the way tenancy databases in Victoria will operate forever. For years now we have seen on media portals such as A Current Affair and Today Tonight all the terrible stories of real estate agents and how they “blacklist” tenants from obtaining another rental property in the future.  When in fact before September 1, 2011, the databases were not “blacklists” – they were actual databases. They contained records of millions of people who have rented over the last 20 years, and the databases allowed a property manager to record one of the following;
<ul>
<li>Current tenants</li>
<li>Previous tenants</li>
<li>Recommended tenants</li>
<li>Judgment / court order</li>
<li>Left owing in excess of the bond</li>
<li>Irregular payments</li>
<li>Broke conditions of lease</li>
<li>Abandonment </li>
<li>Unclaimed monies</li>
</ul>
But now things have changed.
The databases now only allow us to place a listing against a tenant for the following reason:
<ul>
<li>The tenancy has ended AND
</li>
<li>A possession order has been granted OR
</li>
<li>An order of a breach that includes the words “rent arrears” OR
</li>
<li>The person owes the landlord an amount that is more than the bond OR
</li>
<li>An order of a breach that includes the words “damage to premises” or “malicious damage”</li>
</ul>
Furthermore, the listing is only valid for a maximum period of three years.  Previously the listing would remain for seven years.
Like with all new legislation it will be monitored over the next six to 12 months and perhaps reviewed, and in the world of property management we will learn to work with the changes to the legislation accordingly.
I suppose the most disappointing part is for years the media and public have pushed for the removal or banning of these so-called “blacklists”. As property managers we no longer have the opportunity to create a positive listing on a wonderful tenant, or make a listing on someone who made irregular payments throughout their tenancy, or someone broke their lease conditions yet received a full bond refund. This was the whole point of having a tenancy database, yet what has now been created is a database of people who owners and property managers probably won’t want to rent to.
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

New tenancy database laws create real tenant blacklist

<html><body>
So you bought a brand-new apartment off the plan 18 months ago and now it’s coming up for completion and settlement. Do you know what to do next?  Have you organised your property manager?  What experience has your property manager had with brand-new off-the-plan properties as they can be very different to your traditional brick veneer properties to manage.
Over the years I have had the pleasure to work on many brand-new off-the-plan properties and as a property manager I love nothing more than to see a property come out of the ground at construction time and then finally see the last tradie leave the site and it be ready for occupants.
But what I have learnt over the years is that there can be a lot more work involved from a property manager’s perspective than your average house.
Firstly, who is completing the pre-settlement inspection?  Does the owner even realise he or she needs to complete such an inspection?  What do you look for? Below are some checklist items I always look out for when completing inspections for my owner clients:
<ul>
<li>Grouting and caulking of floor and wall tiles in bathrooms and laundries. What about around the taps and vanities?</li>
<li>Grouting and caulking of kitchen splashbacks and wall tiling. </li>
<li>Do all doors throughout the property open and close freely? Have door stops been fitted where required? What about the kitchen cupboards and drawers?</li>
<li>Paintwork – what is the condition? Are there any areas that require re-painting?</li>
<li>What about the floor covering? Has the carpet been fitted correctly, are there any bubbles? What about floorboards? Do any squeak?</li>
<li>Have all the appliances been fitted?</li>
<li>What about the balcony, has the perimeter been sealed? </li>
<li>Has the property had a final clean?</li>
<li>Do you have a car space? Do you know where it is?</li>
</ul>
So now the property is ready for tenants to move in.  Don’t forget the owner is entitled to complete a maintenance inspection no later than 90 days after settlement takes place.  This inspection is extremely important as it allows general maintenance items to be referred back to the builder for completion.  Failing to do this inspection could result in the owner being responsible to pay.
Also don’t forget to have an understanding of the warranty conditions for the oven, rangehood, dishwasher, taps, hot water service etc.  All products have different warranty periods and conditions – so as a property manager you need to know how they all differ.
Finally don’t forget, like anything new there will be some teething problems. Buying and living in a brand-new property is really no different to buying a brand-new car. Be upfront and let your tenants know this and remember no one has lived there before, so while a thorough inspection has taken place there may be some hiccups during the first few months of the tenancy.
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

Off-the-plan properties present a special challenge for property managers

<html><body>
Suppose you have now decided on your property manager, but in the final discussions you find out that the agency hands out keys to prospective tenants.  This would mean for a $50/$100 deposit and a copy of someone’s driver’s licence, that person is entitled to take a set of keys and inspect the property on their own. 
This process has been around for many, many years.  It was around when I first started my career some 18 years ago, and it’s still around now.  Agencies elect to hand out keys for their own reasons, and I am assuming one would be to free up the property manager to do other things. Furthermore, as agencies have always run this procedure – why would they change?
However, isn’t it part of the role of the leasing specialist or property manager to meet prospective tenants and show them through properties? A leasing specialist is a great advantage to a property manager, as he or she is able to meet and greet prospective tenants on behalf of both the property manager and real estate agency, which is truly a fantastic time saver. Plus it’s all a leasing specialist does, so this alone assists with the reduction of an owner’s vacancy period, which can sometimes be rather stressful for an owner. 
Remember anyone can make themselves look fantastic on a tenancy application form – but isn’t it important to meet people? In my opinion, processing tenancy applications is no different to the interview process that businesses operate.  You want to ensure you do everything possible to secure the right person. 
I can certainly appreciate we all lead busy lives, and many people would appreciate the opportunity to meet someone at the property, whether it’s at a private inspection or a general open for inspection. 
Wouldn’t it be much easier to meet the prospective tenant, rather than have them drive to the agent’s office, collect the keys, drive to the property and then drive back to the agent’s office to return the keys and receive  their money back? A 15-minute inspection could turn into an hour round trip – now who has time for that? 
My advice for owners is to consider the “what ifs” about handing out keys?
<ul>
<li>What happens if the keys are not returned?</li>
<li>Who pays for a change of locks on the entire house? Will insurance cover you?</li>
<li>What happens if the new tenant is broken into after they move in due to the intruder using a set of keys?</li>
<li>Does your landlord insurance cover you to hand out keys?</li>
<li>What happens if <a href="https://www.propertyobserver.com.au/residential/absentee-investor-alert-nigerian-scammers-sell-%24410000-house-they-didnt-own/2011081751195" title="Nigerian scammers sell house they didn't own" target="_blank">Nigerian scammers sell your house and whisk the money away to a Chinese bank account</a>? </li>
</ul>
While handing out keys has always been around, perhaps it’s time to see that procedure disappear.
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

Why you should not hand out keys to prospective tenants

<html><body>
A property manager should be competent to look after all the day-to-day running of the property, from assisting the owner with the review of a tenancy application and subsequent tenant selection to co-ordinating maintenance. The property manager needs to make suggestions on property improvements and updates, pay the outgoings such as council, water and owner corporation accounts, collect the rent and to transfer rent money to the owner. 
He or she should have a good understanding of what the owner expects and be proactive and responsive with clients, not simply pass the problem onto the owner to make a decision. Owners appoint the services of a property manager for advice, experience and to provide direction and recommendations when it comes to making the tough decisions.  As an owner myself, I love nothing more when my property manager emails me with both the problem and solution relating to one of my investment properties – it provides me with confidence. I lead a crazy busy life, so being presented with such solutions ensures this is one less thing I need to think about in my day. 
An example of a good property manager would be someone who regularly completes routine inspections of the property, not only to see what maintenance is currently required but also to suggest what the owner needs to think about for the future. For example, when the current tenants vacate the carpet will likely need to be replaced, or perhaps the gutters need to be cleaned and window frames need repainting in the future. Forward planning is very important for owners because it allows them to budget and therefore they won’t be surprised when the tenants give their notice to vacate and all of a sudden need to find $3,000 to $5,000 to re-carpet the house. 
When looking for a property manager, I recommend investors take a few minutes to speak with someone they are looking at employing and not to base their decision on fees or location alone. Times have changed, and a property manager no longer needs to be around the corner from the property. If you don’t have the time to call, then email them and review the timeframe it takes for a reply. This will give you an excellent indication on a property manager’s communication and time management skills, which are both very important skill sets. 
In regards to qualifications and experience a property manager needs to know a lot of information – which includes the legislation requirements in your state, assisting owners and tenants with budgeting, insurance policies, an understanding of owner corporations, building requirements (which is especially important with so many people buying off the plan) and how to communicate with tradespeople to address maintenance and/or renovation issues. 
Finally in my experience I don’t believe “x” number of years makes a good property manager, as there are some who have been in the industry for 20 years and haven’t attended any type of training since the dawn of time. So when it comes to appointing a property manager to look after your property, look for someone who can think outside the square, who will go the extra mile for you when things go pear-shaped, has a passion for the industry, someone who regularly updates his or her skills and knowledge and is not afraid of technology or change.
Leah Calnan is the director of <a href="https://www.metropm.com.au/" title="Metro Property Management homepage" target="_blank" style="outline-style: none; outline-width: initial; outline-color: initial; text-decoration: underline; color: #6888b1;">Metro Property Management</a> in Victoria and is the chairwoman of the REIV Property Management Chapter.
</body></html>

What to look for in a property manager

<a href="https://www.apartments.com.au/developers/consolidated-properties">Consolidated Properties Group</a> (CPG) is approaching the launch of its latest Brisbane riverfront development, Castile, on the dress circle Skyring Terrace in Newstead.

VIP buyers are now being engaged, with a full public sales launch coming later this year.

Positioned as the final opportunity to secure a new absolute riverfront residence on the East bank of Newstead, Teneriffe or New Farm, Castile at 47 Skyring Terrace has been designed by <a href="https://www.apartments.com.au/architects/woods-bagot">Woods Bagot</a> as a timeless addition to the Brisbane skyline.&nbsp;

[smartcode_project:default project_id=150489 project_image_fid=371113]

The name Castile draws on themes of permanence, sophistication and legacy, reflecting a broader vision centred on enduring architecture and timelessness in the rarest of riverfront positions.&nbsp;

CPG Chairman and CEO Don O’Rorke said the project had been envisioned as a future Brisbane icon.&nbsp;

“With 47 metres of direct river frontage and never to be built out views, 47 Skyring Terrace is the definitive address on the Brisbane River,” O’Rorke said.&nbsp;

[smartcode_project:default project_id=150489 project_image_fid=371114]

“Rather than following trend-based apartment design, Castile draws inspiration from Brisbane’s great heritage buildings, reinterpreting classical architecture into a contemporary riverfront landmark designed to stand proudly for the next 100 years,” he said.&nbsp;

The approved development will comprise 227 apartments across a 25-storey tower alongside a boutique six-storey riverfront building of just 12 residences.&nbsp;

Construction is scheduled to commence in September 2026.

[smartcode_project_cta:default project_id=150489]

Joel Robinson

CPG unveils Castile Newstead ahead of upcoming sales launch

Australia’s online shopping habits have shifted dramatically over the last decade. As eCommerce volumes surged, so too did the frustrations that came with traditional parcel delivery: missed deliveries, long Post Office queues, parcel theft and the challenge of being home during business hours.

Australia Post’s Parcel Lockers emerged as one of the more practical responses to that changing consumer behaviour.

What started as a relatively niche delivery option has evolved into a nationwide network of more than 1,400 self-service Parcel Lockers positioned at train stations, shopping centres, supermarkets and Post Offices across the country. The system allows Australians to send, collect and return parcels 24 hours a day, fundamentally changing how many people interact with deliveries.

The appeal is relatively straightforward: flexibility.

Instead of waiting at home for a delivery driver or rushing to a Post Office before closing time, users can direct eligible parcels to a Parcel Locker location of their choice. Once the parcel arrives, Australia Post sends a notification with a collection code or QR access through the AusPost app, allowing customers to retrieve their package at any time within the collection window.

For apartment residents in particular, the system has become increasingly valuable.

Higher-density living has created logistical challenges around deliveries, especially in buildings without concierge services or secure parcel rooms. Missed deliveries are common, while parcel theft has become an increasing concern as online shopping volumes continue to rise.

Australia Post itself has repeatedly highlighted the growing issue of “porch pirates” during peak shopping periods, encouraging customers to use Parcel Lockers as a safer alternative to unattended home deliveries.

That security aspect is one of the key reasons the Australia Post Parcel Locker network has grown so rapidly.

Parcel Lockers are positioned as secure, monitored collection points that reduce the risk of theft while also improving delivery efficiency for Australia Post. Instead of multiple redelivery attempts, parcels can be consolidated into a single secure destination.

The Parcel Lockers themselves are free to use through a MyPost account and support a range of parcel sizes up to 16 kilograms and dimensions of approximately 35 x 44 x 61 centimetres.

Beyond receiving parcels, the system has increasingly become integrated into the broader eCommerce ecosystem.

Customers can now use Parcel Lockers to return online purchases, while retailers have embraced the model as a way to improve delivery success rates and reduce friction in the shopping process. Australia Post has actively expanded partnerships with major retailers and promoted Parcel Lockers as part of a broader out-of-home strategy.

The timing of that expansion aligns with broader changes in Australian shopping behaviour.

The acceleration of online retail during and after the pandemic placed enormous pressure on delivery infrastructure. Parcel volumes reached record highs, particularly during Black Friday and Christmas periods, with Australia Post delivering more than 100 million parcels during peak festive seasons.

That growth forced logistics providers to rethink the “last mile” of delivery, widely regarded as the most expensive and operationally difficult stage of the process.

Parcel Locker systems have increasingly been viewed as part of the long-term solution.

The concept itself is not unique to Australia. Parcel Locker networks have become common globally, particularly across Europe and Asia, where dense urban environments and apartment living create similar logistical challenges. But Australia’s geography and suburban sprawl made adoption slower initially.

Now, however, the convenience factor is driving mainstream usage.

For commuters, Parcel Lockers near train stations allow parcels to be collected on the way home from work. For apartment dwellers, they remove the uncertainty around access and missed deliveries.

The rise of the AusPost app has also streamlined the experience, centralising notifications, tracking and Parcel Locker access into a single platform. Australia Post has increasingly pushed customers toward app-based delivery management, partly as a way to combat phishing scams and fake delivery notifications, which have become more sophisticated in recent years.

The Parcel Locker model is also beginning to influence property development itself.

Parcel management has become a growing consideration in apartment building design, particularly as online shopping becomes embedded in everyday life. Many new residential developments are now incorporating dedicated parcel rooms or Parcel Locker systems into foyers and communal spaces.

For developers, parcel management is increasingly viewed as part of the broader resident amenity offering, alongside gyms, wellness spaces and communal work areas.

That reflects a wider evolution in how residential buildings are designed.

Apartment buyers are placing greater emphasis on convenience, security and operational functionality, particularly in higher-density urban environments. Parcel delivery, once considered a minor operational detail, has become an increasingly important part of that equation.

Australia Post’s Parcel Locker network sits at the centre of that behavioural shift.

What began as a simple alternative delivery option has evolved into a key piece of infrastructure supporting Australia’s growing eCommerce economy and changing urban lifestyles.

And as online shopping continues to expand, the role of Parcel Lockers is likely to become even more embedded in how Australians live, shop and receive goods.

How Australia Post Parcel Lockers changed parcel delivery convenience in Australia

Perth’s new apartment market recorded its strongest quarter of sales since Q4 2021, with 412 apartments sold in Q1 2026 and a record quarterly sold value of $537 million, according to Urbis’ latest Apartment Essentials results.

Urbis said the March quarter result reflects strong, highly product‑specific demand across both ends of the market, from more attainable projects delivering at scale, through to premium stock being absorbed by equity‑rich downsizers.&nbsp;

David Cresp, Partner at Urbis, said the key story in Perth is not demand, it is the market’s ability to convert demand into delivered housing.&nbsp;

“This is the strongest sales quarter since Q4 2021, and it reinforces that demand in Perth is real and it’s local,” David Cresp said. “But the task now is delivery, turning that demand into projects that can actually be built and completed.”&nbsp;

[smartcode_project:default project_id=110291 project_image_fid=302785]

<h2>Affordable product leads, premium demand remains resilient</h2>

Sales in Q1 were led by more affordable projects, with The Boulevard (SKS Group) recording 115 sales in the quarter, the presentation noting this is only the second time a single project has surpassed 100 quarterly sales. The project was able to offer more affordable housing product right next to a train station.&nbsp;

Palmyra West (Finbar) also delivered strong results with 28 sales in Q1, following 84 sales in Q4, with an average price of under $800,000, underscoring depth of demand for well‑located, attainable new stock.&nbsp;

At the premium end, Urbis said downsizer demand is continuing, with the results highlighting Romeo (Applecross, Finbar) recording 75 sales and reaching almost 50% sold in one quarter.

Jual (Shenton Park, Celsius Property) also posted a strong quarter with 28 sales, reaching 39% sold in one quarter.

Urbis noted that Perth apartment demand is not speculative, not investor‑led, and not uniform, describing it as localised, often equity‑driven and highly product‑specific, a pattern reflected in the polarisation between strong “attainable” performers and premium downsizer product.&nbsp;

[smartcode_project:default project_id=148957 project_image_fid=364102]

<h2>Prices underpinned by costs, and the delivery risk is growing</h2>

Urbis said pricing pressure is cost not demand‑driven: construction costs and delivery risk are now a central constraint, with the results noting build costs remain elevated and volatile, and that energy, fuel and labour uncertainty weigh on feasibility.

David Cresp said a growing challenge for private Build‑to‑Sell developers is simply securing a builder in the current environment.

“Developers are really feeling the pressure from a building market that was operating at capacity and securing a builder is challenging,” David Cresp said, adding that even where a builder can be secured, “trying to get to the price that makes the development financially viable is incredibly challenging in the current market.”&nbsp;

Urbis’ broader WA commentary also notes that industry remains at or above capacity with lot and housing creation, and that many builders are limiting new sales to manage stretched workforces and fixed‑price contract pressures, conditions that flow directly into apartment feasibility and delivery timing.

[smartcode_project:default project_id=108869 project_image_fid=317905]

<h2>Supply: improving later, but still constrained, and Perth lags eastern benchmarks</h2>

While near‑term supply remains constrained, Urbis’ forecast shows completions lifting “Supply is forecast to be back above 1,500 apartments per annum for the first time since 2019”, with 1,775 completions forecast for 2026, and volumes remaining above that level over the following years.&nbsp;

Looking further ahead, completions are forecast to reach 2,500 in 2028, with the report noting 32% of that total is social/affordable, reflecting the role of government‑supported delivery in rebuilding the pipeline.&nbsp;

However, Urbis said Perth remains behind comparable markets on pipeline scale. In a national comparison of projects under construction, the report shows under construction Perth Build‑to‑Sell (BTS) at 3,446 apartments versus the Gold Coast at 7,922. Mr Cresp said “The challenge for Perth is how to we grow the delivery pipeline”.

Urbis’ conclusion is that Perth’s market is increasingly defined by product discipline and delivery certainty, with the research identifying “delivery certainty is key” and calling out builder risk and procurement models as core success factors, alongside “timing and staging”.&nbsp;

Perth apartment sales hit strongest pace since late 2021 as builder capacity tightens

<a href="https://www.apartments.com.au/developers/sammut-developments">Sammut Group</a> has secured development approval for its latest Brisbane apartment project, marking the Sydney developer’s next step in expanding its Queensland pipeline following the success of its debut Gold Coast development, Coast.

The approved project at <a href="https://www.apartments.com.au/new-apartments/44-glen-road-toowong-qld-4066">44 Glen Road, </a><a href="https://www.apartments.com.au/developments/toowong-qld-4066">Toowong</a> will deliver a 15-storey riverfront apartment building with 42 residences, significantly increasing the scale of the site’s previous approval for a smaller luxury scheme. Designed by Bureau^proberts, the development will comprise a mix of predominantly four-bedroom and two-bedroom apartments positioned to maximise Brisbane River and city views.

Sammut Director Julian Sammut said the group had been actively searching Brisbane for several years before identifying Toowong as the right fit.

“Brisbane was the right step for Sammut,” Sammut said.

“With the success of Coast we thought we should definitely look to do more in Queensland alone. We then pushed up to look at Brisbane. We've been looking for I'd say two to three years actually and it was hard to find the right location.”

<img alt="Sammut makes Brisbane apartment play" data-entity-type="" data-entity-uuid="" src="https://res.cloudinary.com/dz9xllyip/image/fetch/f_auto,c_limit,w_1440,q_75/https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/field/image/Screenshot%202025-12-23%20at%203.27.14%E2%80%AFPM.png?VersionId=dYAVIL7qdcGA8ojvkslSrLjczXFejSSx" />

Sammut said suburbs including New Farm and Teneriffe were considered before the group ultimately focused on Toowong due to its strong downsizer demographic and limited supply of developable riverfront land.

The site was acquired off-market after what Sammut described as a lengthy negotiation and planning process, with the developer pursuing an uplift to the original approval.

“We are DA approved now which is very exciting,” Sammut said.

“We've had our change approval come through and we've obviously doubled the height, 15 storeys plus rooftop. We've got 42 amazing apartments that are going to be coming to market soon.”

<img alt="Sammut makes Brisbane apartment play" data-entity-type="" data-entity-uuid="" src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,dpr_2.0,q_auto:good/https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202025-12-23%20at%203.27.26%E2%80%AFPM.png?VersionId=ohkRkY0dIZlqdfME2EZePsCQavRiBadE" />

Bureau^proberts said the design responds to Toowong’s evolving urban character, balancing contemporary apartment living with the area’s established residential identity.

“A place where traditional Queensland living has taken place for centuries; Toowong is seeing a shift of contemporary influence, commercial and retail hubs mixed with well-considered residential offerings – all the while maintaining its character and charm,” the architect noted in planning documents submitted to Brisbane City Council.

The architecture practice said the project’s form was shaped by its riverfront setting, flood considerations, neighbouring building scales, and view corridors.

“They said the mix of four and two-bedroom apartments capture the ‘fundamental qualities of Queenslander living,’ translated into the context of a contemporary subtropical building.”

The development sits just off Coronation Drive within walking distance of Toowong’s retail precinct and the upgraded Regatta ferry terminal, while also benefiting from proximity to the incoming green bridge connection to West End. Sammut said the accessibility and amenity offering were central to the site’s appeal.

The approval adds to growing residential activity along the Toowong riverfront, joining nearby projects including Consolidated Properties’ Monarch Residences and Spyre Group’s ARC Residences.

Sammut secures approval for debut Brisbane apartment development in Toowong

Developer Lanevick is heading back into Sydney’s apartment market after focusing more heavily on the luxury townhouse and terrace sector in recent years.

Lanevick, founded and directed by Steve Maroun, is expecting to receive approval in the coming months for a new apartment development in Gladesville, with the aim to launch it to the market later this year.

The 51-apartment project, designed by Studio Johnston, will comprise a mix of one-, two-, and three-bedroom apartments positioned toward the Hunters Hill downsizer market.

“Traditionally it’s been difficult for people in that market to downsize because there just hasn’t been the right product available,” Maroun said.

“We’re targeting buyers who might have 30 to 40 per cent of their house value sitting in the bank after downsizing.

“They still want good spacious entertaining areas, they still want quality design, but they also want flexibility and the ability to enjoy life a bit more after working hard for a long time.”

The project sits near Boronia Park and within close proximity to the Parramatta River foreshore, an area Maroun says offers more of a Hunters Hill lifestyle than a traditional apartment precinct.

“From a lifestyle perspective, it’s really more Hunters Hill than Gladesville,” Maroun said. “You’re close to the foreshore, close to parklands, and still connected back into the village precinct.”

From level four and above, apartments will capture water views&nbsp;toward Sydney Harbour. Communal amenity will include rooftop entertaining areas, wellness spaces, and a gym tailored toward owner-occupier buyers.

“We’ve really designed these apartments around that buyer coming from the Hunters Hill LGA and what they’re actually looking for in their next chapter.”

The proposed development has also been designed to respond to the changing character of the broader Gladesville town centre, where a growing number of mixed-use and residential proposals are expected to emerge over the coming years.

“Gladesville presented a rare opportunity to deliver a genuinely design-led residential project within an evolving lifestyle precinct, just moments from the growing Gladesville town centre, and we’ve approached the project with a strong focus on architecture, liveability and long-term community value,” Maroun said.

Maroun said Lanevick saw a first-mover advantage within the precinct as planning controls continue to evolve to accommodate greater housing density.

“We think there’s a real opportunity there that hasn’t really been serviced properly yet,” he said.

“There’s going to be a broader evolution of the whole Gladesville village precinct over time, particularly with more activation and mixed-use outcomes.”

The Venus Street proposal will include a commercial and retail component at ground level designed to contribute to that evolving streetscape activation.

“A big part of the thinking was how do you activate that area properly and create more vibrancy and amenity, which is what Hunters Hill has been looking for,” Maroun said.

Lanevick’s focus since 2020 has largely been on smaller-scale luxury townhouse and terrace developments. The developer recently completed Royale Randwick, also designed by Studio Johnston, where prices reached $3.65 million. The project was featured in the UDIA NSW 2026 Professional Development Prospectus and was also named a finalist for Development of the Year.

&nbsp;

Leah Calnan

Editor's Picks

Have something to contribute?

Developments

New apartments

New townhouses

News