The new <a href="https://www.apartments.com.au/new-apartments/yarraville-green-42-stephen-street-yarraville-vic-3013">Yarraville Green</a> development in Melbourne's inner west is showing that landscaping can be just as influential as architecture, with buyers responding strongly to the garden-first approach adopted from the outset by developer Excelon Projects and the project's design team.

Excelon appointed Six Degrees Architects and landscape architects SBLA to work collaboratively on the development, with a brief to create "a sustainable, design-led building with a focus on community."

That approach has resonated with buyers. According to Next Chapter Director Tom Hirini, who is leading the sales campaign, the landscaped communal garden has become one of the project's defining features, alongside its boutique scale and European-inspired cluster housing concept.

Local downsizers, right-sizers and established families already living in Yarraville and surrounding suburbs have accounted for the majority of purchasers.

[smartcode_project:default project_id=144913 project_image_fid=297740]

Yarraville Green will comprise 53 homes, including apartments and townhomes, arranged around the shared central garden to maximise connections to the landscaped open space. Parking has been moved underground, allowing the ground plane to be dedicated to greenery, pedestrian movement and communal spaces.

The landscape extends well beyond passive planting. Productive garden beds, a pergola, communal gathering spaces, garden sheds and a pet wash have all been integrated into the masterplan, creating spaces designed to encourage everyday interaction between residents.

[smartcode_project:default project_id=144913 project_image_fid=297741]

The interiors continue Excelon's focus on craftsmanship, incorporating bespoke elements by Melbourne artisans including leadlight detailing by Adadaz, hand-turned timber hardware by Auburn Woodturning and blown-glass lighting by Ruth Allen.

Sustainability has also been embedded throughout the project, with Yarraville Green targeting an average 7-star NatHERS energy rating through passive design principles, rooftop solar servicing common areas and rainwater harvesting for landscape irrigation.

[smartcode_project:default project_id=144913 project_image_fid=297735]

Construction continues to progress at Yarraville Green, with structural works well underway and framing works approaching completion under builder Balmain &amp; Co. The project remains on track for completion in mid-2027.

Apartments at Yarraville Green are currently priced from $625,000, while townhomes start from $1.4 million.

[smartcode_project_cta:default project_id=144913]

Joel Robinson

Garden-led design drives buyer demand at Yarraville Green

National diversified developer Fortis has officially launched Crest &amp; Walker, its latest Brisbane apartment development, with construction now underway on the 20-storey Newstead project.

Award-winning builder BINAH has commenced construction on the Bureau^Proberts-designed building, which will deliver a limited collection of 65 two and three-bedroom apartments on Kyabra Street.

[smartcode_project:default project_id=145922 project_image_fid=373556]

The project marks Fortis' fourth active residential development in Brisbane, following River House, which is nearing completion, alongside projects in New Farm and Hamilton as the national developer continues to expand its South East Queensland pipeline.

Fortis General Manager – Development Queensland Dan Boman said Crest &amp; Walker reflects the developer's long-term commitment to delivering design-led residential projects in Brisbane's established inner-city suburbs.

"We're proud to be strengthening our presence in Brisbane with Crest &amp; Walker, particularly in such a sought-after lifestyle destination as Newstead," Boman said.

"Every Fortis project is shaped by its context, and we approach each one with the respect and care it deserves.

"Our focus is always on creating places that feel connected to their neighbourhood and elevate the everyday experience for residents. Newstead continues to evolve as one of Brisbane's most sought-after urban communities, and Crest &amp; Walker reflects our ambition to contribute meaningfully to that story."

[smartcode_project:default project_id=145922 project_image_fid=373559]

Positioned between Gasworks Plaza and James Street, <a href="https://www.apartments.com.au/new-apartments/crest-walker-newstead-12-kyabra-street-newstead-qld-4006">Crest &amp; Walker</a> has been designed as a boutique residential address offering privacy and generous living spaces within one of Brisbane's most established lifestyle precincts.

The building features a contemporary brick podium softened by integrated landscaping, while the upper levels are characterised by restrained architecture and enduring materiality. Interiors have been designed to maximise natural light, acoustic performance and long-term liveability.

[smartcode_project:default project_id=145922 project_image_fid=373583]

Residences comprise spacious two and three-bedroom floorplans, with two-bedroom apartments priced from $1.55 million and three-bedroom, half-floor residences from $3.95 million.

Residents will have access to a wellness-focused rooftop featuring a swimming pool, sauna, steam room, landscaped dining spaces and outdoor lounge areas overlooking Newstead and the Brisbane CBD.

[smartcode_project:default project_id=145922 project_image_fid=373571]

Sales are being managed by Slaite Projects, with Fortis expecting strong demand from owner-occupiers seeking a high-quality, design-focused apartment in one of Brisbane's most tightly held inner-city suburbs.

Completion of Crest &amp; Walker is slated for late 2028.

[smartcode_project_cta:default project_id=145922]

Fortis expands Brisbane pipeline with launch of Crest & Walker in Newstead

The enormity of delivering a true skyscraper in Australia's new development market is often overlooked.

It has taken the best part of a decade since plans for Chevron One were first unveiled, but the 41-storey tower is now complete, with residents collecting their keys and moving into what has become one of the Gold Coast's most recognisable new landmarks.

Rising 127 metres above Chevron Island, Chevron One stands almost twice as high as any other building on the island. Its scale places it alongside the trio of towers at Jewel, arguably the last truly significant addition to the central Gold Coast skyline when they were completed around six years ago.

While there are several developments underway around a similar height to Chevron One, they are more concentrated within clusters of the highest towers in the city. The fact Chevron One sits within a developing precinct, looking back at the other high-rise developments in Surfers Paradise and Broadbeach, makes it a different proposition altogether. It will certainly become a reference point on the Gold Coast skyline.

[smartcode_project:default project_id=6515 project_image_fid=68833]

Developer Bensons Property Group is behind the 41-storey tower, which has 229 apartments, along with an exhaustive list of resident amenity spread across what is the largest development site ever assembled on Chevron Island.

The tower has been the talk of the town for years, says Ray White Projects Gold Coast agent Caitlin Rosenboom, who is selling the remaining apartments.

"People have been watching Chevron One go up for years," Rosenboom says, adding that many prospective buyers have been surprised by the scale of the views once they step inside.

"It's only when they walk through a completed apartment that they truly understand the position of the building," Rosenboom says.

"The views are jaw-dropping. Whether you're looking east over the ocean, across Surfers Paradise, along the river systems or out to the hinterland, every level offers something different but equally impressive."

[smartcode_project:default project_id=6515 project_image_fid=360215]

One of Chevron One's defining advantages is its location on the eastern side of Chevron Island on Stanhill Drive, a position which protects the views forever.

"There's only one row of houses between Chevron One and the water, and the height restrictions along the river means views from Chevron One can never be built out,"&nbsp;Rosenboom says.

While new apartment developments continue to emerge across the Gold Coast, Rosenboom says opportunities to secure a completed apartment with this level of outlook are becoming increasingly rare.

"The size of the site is something that would be incredibly difficult to replicate today," she says.

"That's allowed Chevron One to deliver the sort of amenity, open space and resident facilities that very few projects can offer. There are not many completed apartment buildings on the Gold Coast right now that can compete with the combination of scale, quality and amenity."

[smartcode_project:default project_id=6515 project_image_fid=68839]

There's around 2,000 sqm of amenity solely for the use of residents of Chevron One. Club One features a uniquely shaped swimming pool that mirrors the footprint of the building itself, set within a extensively landscaped gardens. There's also an indoor pool and spa, a fully equipped gym with a Pilates room, a yoga garden, a bookable private dining area and lounge that can host up to 30 people, and a 24-hour concierge service.

As for the buyers, Rosenboom is fielding enquiry from everywhere: Sydneysiders and Melburnians looking at the new and off-the-plan market following the changes in the Federal Budget, as well as those looking to relocate, through to South East Queenslanders seeking either a permanent home or a weekender bolthole.

"The Gold Coast lifestyle continues to resonate with people relocating from the southern states, and when they see the views and the quality of what's been delivered at Chevron One, it becomes very easy for them to understand the appeal," Rosenboom says.

A diverse mix of one, two and three-bedroom apartments remain available, with each offering "something a little different", be it the orientation and views, configuration, or level, to suit a wide variety of buyers.

The remaining apartments are ready to inspect in person, by appointment.

[smartcode_project_cta:default project_id=6515]

A decade in the making: Residents to move into Chevron One as construction wraps up

A general rule of thumb in new apartment developments is that the penthouses get the rooftop.

It's a formula that's become commonplace across Australia's apartment market. Residents might have access to a pool, gym or barbecue facilities on a dedicated lower level, but the most desirable outdoor spaces are typically reserved for the highest-priced homes at the top of the building.

<a href="https://www.apartments.com.au/developers/sherpa-property-group">Sherpa Property Group</a> has taken the opposite approach.

Rather than dedicating the rooftop to a handful of buyers, the Gold Coast developer has made it the centrepiece of its Flourish collection, creating expansive shared spaces from the best vantage point in the building.

The philosophy has reached its most ambitious expression at <a href="https://www.apartments.com.au/new-apartments/flourish-soleira-palm-beach-1150-1160-gold-coast-highway-palm-beach-qld-4221">Flourish Soleira</a> in Palm Beach, where two rooftop precincts connected by a skybridge will deliver one of the most extensive lifestyle offerings seen in a residential apartment project on the Gold Coast.

[smartcode_project:default project_id=150017 project_image_fid=374053]

"We're seeing a clear move toward developments that offer more than just an apartment," Sherpa Group founder Christie Leet said.

"People want spaces that support how they actually live, whether that's working from home, staying active, or spending time with family and friends.

"That's where amenity becomes critical. It's not just about what's included, but how those spaces are designed to be used every day."

[smartcode_project:default project_id=150017 project_image_fid=374052]

The breadth of amenity has already attracted buyers across multiple demographics. Younger first home buyers have been drawn to Soleira's one-bedroom apartments, a product rarely delivered in Palm Beach, while families have responded to practical inclusions such as the shallow children's pool adjoining the main lap pool and the extensive communal recreation areas.

Instead of a single rooftop, Soleira delivers two distinct lifestyle zones.

[smartcode_project:default project_id=150017 project_image_fid=372547]

The southern rooftop has been dedicated to wellness, featuring a gym, yoga and Pilates studio, work-from-home facilities, a wellness centre, spa, and hot and cold plunge pools.

The northern rooftop focuses on recreation and entertaining, incorporating a heated resort-style pool, private dining rooms, pizza ovens, barbecues, a golf simulator, children's recreation areas, and what is expected to be the Gold Coast's first rooftop basketball court, which will also double as a squash court.

[smartcode_project:default project_id=150017 project_image_fid=374054]

Beyond the rooftops, Soleira will introduce 1,500 sqm of curated retail beneath the towers, creating one of Palm Beach's first genuinely mixed-use lifestyle precincts where cafés, restaurants and convenience retail become part of residents' everyday lives.

Sherpa has also retained management rights across the development, allowing it to oversee the long-term operation of the building through a 24-hour concierge model. The developer is also exploring additional revenue streams within the precinct aimed at helping offset ongoing body corporate costs for residents.

[smartcode_project:default project_id=150017 project_image_fid=370962]

While Soleira is the largest project Sherpa has delivered, the rooftop-first philosophy has been evolving for several years.

It began with <a href="https://www.apartments.com.au/new-apartments/amargo-6-12-sixth-avenue-palm-beach-qld-4221">Flourish Amargo</a>, the first project released under the Flourish brand. Rather than competing at the ultra-luxury end of the market with oversized half-floor and full-floor residences, Sherpa focused on creating lifestyle-driven apartments supported by resort-style shared spaces.

Amargo introduced more than 800 sqm of rooftop amenity, combining wellness facilities, heated pools, entertaining areas, cabanas, pizza ovens and private dining spaces into what was designed as an extension of residents' homes rather than a facility used only occasionally.

[smartcode_project:default project_id=146527 project_image_fid=366550]

That approach continued with Flourish Oasis, where the same amenity-led philosophy was refined into a more boutique development. Strong demand from Sherpa's growing VIP database saw much of the project sold before it reached the broader market, reinforcing buyer appetite for apartment communities centred around shared lifestyle experiences.

Flourish Amargo is slated for completion mid-way-through next year, with Oasis to be delivered by late 2027. Flourish Soleira is expected to complete in 2030.

[smartcode_project_cta:default project_id=150017]

Sherpa takes amenity to the sky as Flourish Soleira captures booming Palm Beach demand

As apartment living continues to evolve across Sydney's growth corridors, the quality and distribution of shared spaces is increasingly shaping how residents experience home. Rather than functioning as add-ons, amenities are being embedded into the daily rhythm of a building, supporting everything from quiet retreat to social interaction, often within a single vertical community.

At <a href="https://www.apartments.com.au/new-apartments/aeris-melrose-park-nursery-street-melrose-park-nsw-2114">Aeris</a> in Melrose Park, this approach is resolved through a layered amenity offering that unfolds from ground level through to its upper podium. Developed by <a href="https://www.apartments.com.au/developers/sekisui-house-australia">Sekisui House Australia</a> in partnership with Hankyu Hanshin Properties, the project introduces 468 apartments across two towers and a mid-rise building, positioned at the highest point of the broader masterplan.

[smartcode_project:default project_id=426 project_image_fid=359199]

The amenity experience begins at street level, where two courtyards sit within a landscaped setting that connects residents to the wider network of parks and green spaces. These green spaces are not isolated pockets but part of a wider pedestrian network that links Aeris to the surrounding <a href="https://www.apartments.com.au/developments/melrose-park-nsw-2114">Melrose Park</a> precinct, including Central Park, future schools, and the Town Centre opening in July 2026. The result is a transition that moves from public to private without abrupt boundaries, allowing residents to pass through shaded, tree-lined environments before reaching the building itself.

Moving upward, the focus shifts to the level five podium, where the primary communal facilities are concentrated. This space brings together a 16-metre swimming pool, outdoor seating areas, and a communal BBQ zone arranged to take advantage of elevated outlooks. Seating is positioned beneath pergolas, creating pockets of shade that extend the usability of the space throughout the day. The pool edge aligns with views toward the wider district, reinforcing the sense of elevation that defines the project’s positioning.

In the adjacent building, this is complemented by quieter, more contemplative spaces, including an outdoor cinema set within the same level. Positioned to operate primarily in the evening, it introduces a different tempo to the shared environment, shifting from daytime activity to after-hours use without requiring separate zones.

[smartcode_project:default project_id=426 project_image_fid=360299]

The podium also accommodates an intimate private resident gym. Located on the lower levels, it gives residents convenient access to fitness facilities without leaving the building.

Above, the elevated podium sky deck extends the amenity offering, providing additional open-air spaces with elevated outlooks across the surrounding landscape. While more restrained in program, this upper level reinforces the project’s vertical progression, from ground-level greenery to elevated outlook, allowing residents to move between distinct spatial conditions within a single address.

This distribution of amenities reflects a deliberate response to how residents use space across the day. Sekisui House Australia Sales and Marketing Director Peter Kalaf points to the role these shared areas play in shaping buyer demand. Aeris has been conceived as more than a collection of apartments, with the podium pool, gym and outdoor cinema forming part of a broader lifestyle offering that extends the home beyond each individual residence.

[smartcode_project:default project_id=426 project_image_fid=360300]

What distinguishes Aeris is not the inclusion of these elements individually, but how they are arranged in relation to one another. Active, social, and passive spaces are layered vertically rather than separated, allowing residents to choose between them without leaving the building or moving far from their apartment. This proximity supports both routine use, such as a morning swim or evening workout, and more occasional gatherings, whether around the BBQ area or within the cinema setting.

The amenity design also sits within a broader framework of connectivity across Melrose Park. The Melrose Park Town Centre, anchored by Coles and Dan Murphys, features a mix of retail, dining, health and lifestyle offerings, bringing everyday convenience closer to residents. By the end of the year, more than five hectares of parks and open space, equivalent to around seven football fields of green space on residents' doorstep, will further enhance the precinct, allowing the internal facilities at Aeris to operate as an extension of the wider neighbourhood rather than a substitute for it.

Construction at Aeris continues to gather momentum, with ground floor slabs expected to be completed in late 2026 before the first sections of the buildings begin to rise above ground.

[smartcode_project_cta:default project_id=426]

Elevated amenity anchors daily life at Aeris, Melrose Park

Real Estate

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GUEST OBSERVER
Consumers lose out when a real estate agent acts fraudulently. This includes actions such as false and misleading advertising, deceptive conduct and misappropriation of trust funds.
So what is behind the increase in white-collar crime and fraudulent behaviour? And are there are any preventative measures that could be implemented to reduce the impact on consumers?
<h2>The scale of the problem</h2>
There are various property agency laws and codes of ethics that set out appropriate standards of behaviour for property agents.
In New South Wales, occupational licensing for property agents and certificates of registration are mandatory if working in the property industry. Occupational licensing for this category is managed under the auspices of individual state and territory Fair Trading offices.
My research concluded that education plays a pivotal role, coupled with industry experience, in combating white-collar crime in the property industry.
From 2003, the NSW regulator diminished the existing higher educational requirements and abolished the need for industry experience. This has been followed by significant increases in consumer and trader complaints in real-estate transactions.
These complaints include non-disclosure of a vested interest, misrepresentation, unethical conduct and fraud.
<a href="/images/2016/04/01/Screen%20Shot%202016-04-01%20at%209.00.35%20AM.png" target="_blank">Click to enlarge</a>
<img src="/images/2016/04/01/Screen%20Shot%202016-04-01%20at%209.00.35%20AM.png" alt="">
The table above indicates an increase in complaints from 1756 to 3754 in a decade.
In 2012-13 Fair Trading reported only 1,444 complaints, which represented a decrease of 17.77 percent. However, there does appear to be an anomaly with the following year, which reported an increase of 113.78 percent. Therefore, it is possible that the complaints for 2012-13 could have been partly accounted for in the following financial year – hence the disparity.
If this is the situation, then an average calculation would indicate that complaints increased in 2012-13 and 2013-14 by an average of 48% for each year. This appears more in line with trends during the earlier years.
My 2013 study identified ten randomly selected court cases from 2010 to 2013 that related to trust accounting fraud. Of these, five cases disclosed the amounts misappropriated – which totalled A$2,107,261.
I undertook further research on five court cases that occurred during the 2013-14 financial year. The misappropriation of trust funds ranged from $813,936.00 to $1,434,111.43. The penalties ranged from jail sentences, extending from a bond for good behaviour to 18 months’ imprisonment, to disqualification from holding a licence or certificate and working in the property industry.
<h2>The way forward</h2>
Consumer complaints and trust accounting fraud continue to increase. Over the last decade, the property industry has continuously lobbied the regulator for an improvement in the educational requirements for the certificate of registration and licence categories.
My research developed a model of occupational corruption. Based on this, it recommends the following preventative measures be implemented:
A major overview of the educational course curriculum and associated mandated qualifications. All certificate of registration holders should complete a Certificate IV qualification. All licensed holders should complete a diploma qualification, both within the property services training package and the relevant category of employment.
An increase in the mandated units and training hours required before starting work in the property industry. The previous industry experience of a minimum of two years should be reintroduced.
A points system where agents must submit their business and personal financial details to Fair Trading in order to obtain or renew their property licence. This will identify the agents whose businesses are not trading profitably and who might be considered high risk in trust accounting ethics and processes. The issuing of the licence should be linked back to obtaining a nominated minimum point score that reflects the financial viability of the licence holder or business.
An interview system, where agents applying for their licence are required to undertake an oral examination. In Australia, the Australian Property Institute and the Royal Institution of Chartered Surveyors have for decades successfully applied this method of assessment to the valuation profession.
 
<a href="https://theconversation.com/profiles/hera-antoniades-229521" rel="author">Hera Antoniades</a> is senior lecturer, School of Built Environment, University of Technology Sydney and author for The Conversation. She can be contacted <a href="https://theconversation.com/profiles/hera-antoniades-229521" target="_blank">here</a>.
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jchancellor-FAypfDUnLy

How can we arrest the rise in white-collar crime in Australia’s property industry?

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Foreign property investors are claiming more than $200 million a year of negative gearing tax deductions, a News Corp Australia analysis of latest Australian Taxation Office data shows.
It concluded there were almost 56,000 foreign real estate investors in Australia in 2014, up from 52,700 the previous year.
More than 40 per cent of them used the negative gearing rules, which allow investors to claim a tax deduction when expenses exceeded rental income from their invstment property.
A spokeswoman for Treasurer Scott Morrison said “tax changes to be made by the Government will be announced in the Budget”.
The new ATO data shows 22,529 foreign investors claimed almost $208 million of net rental losses in 2013-14.
Based on Australia’s tax rates for foreign residents of between 32.5c and 45c in the dollar, those negative gearing losses are estimated to have saved them more than $76 million in tax.
Real estate experts say any savings from banning foreigners from using the tax breaks would have little impact on the Federal Budget and may be counter-productive.
Foreign real estate investors in Australia: almost 56,000
Foreign investors using Australian negative gearing rules: 22,529
Amount of net rental losses claimed: $208 million
Total tax saving: more than $76 million
Tax rates for foreign residents: between 32.5c and 45c in the dollar
Source: 2013-14 Australian Taxation Office data
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40 percent of foreign investors make negative gearing property claims

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Richardson &amp; Wrench, one of the oldest real estate groups in Australia, has been bought by Andrew Cocks, its managing director.
The sale concluded negotiations between Cocks and the Wong family which has owned Richardson &amp; Wrench Group since 1988.
Mr Cocks, who was appointed to the group in 2009, became a R&amp;W director last month along with his wife, Allison.
It has independently owned offices in NSW and Queensland of 98 franchise territories, the two most recent being Goulburn and Maitland.
The mainstays of the network founded in 1858 are its offices at Noosa, Double Bay, Elizabeth Bay and Mosman.
No sale price has been given on the business which had 123 offices when last sold for $11 million by businessman Neil Collins to the Malaysian interests, associated with the WTK Group of Companies which has timber, mining and shipping interests in South-East Asia.
It was the first Australian investment by the Malaysian-based group directed locally by Maroubra resident Mr K.C. Wong from 1988 until 2013. 
At the time Richardson and Wrench was the fourth largest Australian franchise network behind the 400-office L J Hooker chain, the 180-office Raine and Horne network and the 170-office ERA-Ray White group.
Established in 1902, in the small Queensland country town of Crows Nest, Ray White has evolved into Australasia’s biggest group with over 1,000 individual offices across Australia, New Zealand, Indonesia, India, Malaysia, Papua New Guinea, China, the Middle East and Atlanta USA. Last year, Ray White sold over $40 billion worth of property.
The 1988 R&amp;W consortium aimed at doubling the numbers of franchise offices, according to then Australian-based consortium member, Michael Sanchez.
The Wong's have decided on "a refocus of the group’s investments."
Prior to 1988 the business had traded in 1982 when Lend Lease Corporation sold it after 21 years ownership for just under $2 million on a turnover of about $100 million.
Turnover was boosted to $250 million by 1985 and around $750 million in 1988 with its then base of 78 offices in NSW, 34 offices in Queensland, seven in Western Australia and four in the ACT.
Its then owner Neil Collins secured $11 million then going into partnership with the Southern Pacific Hotel Corporation in developing the Travelcourt chain of 30 economy hotels around the country.
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Richardson & Wrench group has new owner

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The One Agency Real Estate group, which helps agents set up their own agency for a fee without the traditional franchise model, is targeting 160 offices by end-June, placing it within the top 10 networks in Australia.
It has more than 120 offices across Australia and New Zealand since opening its doors in 2008, with another 20+ businesses scheduled to open their doors before the end of March.
Founder &amp; CEO Paul Davies launched the business model after more than 30 years as a real estate business owner, across both franchise and independent agencies.
“In the real estate industry it’s almost impossible, as an independent agency, to compete with the big franchises in your local marketplace,” said Davies. “But buying into an established franchise is both constraining and costly, so I set out to create a model that helped business owners to keep as much of their profit in their own back pocket and one that allows them to choose how they operate and grow.”
Members of the group have the flexibility to promote their brand with less restrictions than a traditional franchise. 
“The modern world of real estate is forever evolving and One Agency is at the forefront of that evolution which is why I chose to join the group,” says Grant Baker, from One Agency Noosa in QLD, member since 2013. “The business model is perfectly geared towards the self-motivated agent wanting to achieve personal success and retain all the profits of their labour.”
“The whole process, including the initial discussions, the changeover and the ongoing support, reinforces our thoughts that One Agency is the place to be,” says Stephen Johnston, ex-major franchisee, now an owner of One Agency Dunedin in NZ.
“I had a 23 year association with LJ Hooker brand and in April 2014 we made the leap to join One Agency after careful consideration and research into the One Agency Brand. We have saved a lot of money in franchise fees and have the ability to do business in a more flexible manner, no fees on the rent-roll is a great bonus,” says Andrew Johns, the owner of One Agency South. “The transition has been great and the support from the team at One Agency operations team has been efficient, friendly and impressive.”
“When we were setting up in business, we were approached by some big name franchises and the set up costs were horrific,” says Michael Lister from One Agency The Forest in the Sydney suburb of Frenchs Forest, operating since 2010. “We figured ‘why are we going to work so hard for somebody else’s benefit?’ and so we decided to go with the One Agency model which suited us much better and allowed us to steer our own ship.”
According to a recent REB Employer of Choice Report, 65.4 per cent of respondents identified culture as their main motivation for joining their current network or company.
“We attract very motivated agents, some are new to business ownership and others who are already experienced and bring their established franchise agency to us, often because the costs of a traditional franchise suck up their profits. Our members are also able to react far more autonomously and make changes to suit their business in a far more nimble way, without having to jump through the restrictive hoops that a traditional franchise demands.”
Davies says One Agency is growing organically, and not through acquisitions. 
“We don’t use our cheque book to buy members, like some franchises do, and have no financial interest or partnerships with any of our members businesses. They pay us a one off membership fee and then a low monthly fee, regardless of their commission and in return we offer great branding, marketing tools, systems and a supportive culture.”
Despite such rapid growth, the group retains a boutique feel, yet offers the strength of an international brand, he says. 
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jonathanchancellor-7SQnKwU6yx

One Agency targets 160 franchises by end-June through its new business model

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One of the life’s most stressful events is buying or selling your first home – it’s said to be up there with getting married. 
The REIQ offers several tips to first home buyers and sellers that will help you navigate one of life’s trickiest transactions with confidence and with a degree of certainty that you’ll achieve a great outcome, whatever you want that to be.   One of the keys to success is engaging a real estate professional that you can trust to be your guide throughout the process. You need to find that person who you can connect with; that person who is experienced and can help you with the many decisions that you are about to make.    Choosing your agent:
Interview the experts and get their views. Meet with two or three agents and talk to them about what you want to achieve from the transaction. If you’re buying your first home a buyer’s agent is a very good idea and if you’re selling for the first time then speak to a few agents from different offices to get a feel for how they each will approach the sale of your home.   Ask questions:   1. What is your area of expertise? Many people don’t realise that real estate agents can engage in a broad range of activities, including selling residential property, auctioneering, commercial property sales, leasing and management, along with business broking. So you need to choose someone whose background is in the area that you’re seeking guidance in.   2. Feedback: You need an agent who has experience in giving feedback and having tough conversations with clients. Sometimes it can be difficult to give honest feedback to vendors who don’t want to hear that the price they want is unrealistic or the renovations are not a good idea. You want an agent who will be honest and up-front with you, so ask them about their style of feedback for vendors and what they do when they have to have the tough conversations.   3. Do you have professional indemnity insurance? This is not a statutory requirement so not all agents will have it, which is a problem if something goes wrong. All REIQ accredited agency members are required to carry a minimum of $1 million in PI insurance. It gives an added peace of mind. After all, you don’t want to be embarking on one of the biggest transactions of your career without a safety net, do you?   4. What is your dispute resolution process? Nobody wants to think that something will go awry in their property transaction but if it does, what options are available to you? If your agent doesn’t have a simple, accessible dispute resolution policy in place how will you know what to do in the event of a dispute?   5. How do you stay up-to-date with legislative changes? Not all agents maintain their professional knowledge and this can be concerning when you consider that property transactions are very heavily regulated by government legislation. You really need to make sure that the agent you choose keeps their knowledge up to date. All REIQ members are required to maintain their continuing professional development as a requirement of their membership and this gives you peace of mind to know that they are up to date.
ANTONIA MERCORELLA is CEO of the <a href="https://www.reiq.com/" target="_blank">REIQ</a>.
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Property 101: How to take the stress out of property purchasing and selling: Antonia Mercorella

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ASIC has remade two class orders that were due to expire in 2016. 
Class Order [CO 00/213] Real estate companies and Class Order [CO 05/1243] Licensing relief for valuations of real estate companies have been remade and consolidated into ASIC Corporations (Real Estate Companies) Instrument 2015/1049.
ASIC Corporations (Real Estate Companies) Instrument 2015/1049 provides relief for vendors, licensed real estate agents and valuers from the licensing and disclosure requirements of the Corporations Act 2001 with respect to real estate companies,
ASIC remade and consolidated the previous class orders without significant change before they sunset in 2016. 
The new instrument will continue the substantive effects of [CO 00/213] and [CO05/1243] with some minor amendments. These minor amendments include:
<ul>
<li>clarifying that the disclosure relief applies to general advice and dealing and the licensing relief applies to general advice only; and</li>
<li>combining the relief provided under [CO 00/213] and [CO 05/1243] into one instrument, giving relief from s707 and 911A(1) and covering vendors, real estate agents and valuers of real estate companies.</li>
</ul>
The repeal of the class orders follows ASIC consultation in August 2015 (refer: <a href="https://www.asic.gov.au/regulatory-resources/find-a-document/consultation-papers/cp-237-remaking-asic-class-orders-on-real-estate-companies-co-00213-and-co-051243/" target="_blank">Consultation Paper 237</a> Remaking ASIC class orders on real estate companies: [CO 00/213] and [CO 05/1243]). Only one submission was received.  This submission supported ASIC’s proposals and no concerns were identified.
ASIC’s policy on real estate companies is set out in Regulatory Guide 67Real Estate Companies (<a href="https://www.asic.gov.au/regulatory-resources/find-a-document/regulatory-guides/rg-67-real-estate-companies/" target="_blank">RG 67</a>), which has also been updated.
Background
Under the Legislative Instruments Act 2003, legislative instruments such as class orders sunset after 10 years unless action is taken to exempt or preserve them. This ensures that legislative instruments like class orders are kept up to date and only remain in force while they are fit for purpose and relevant.
A real estate company is a company formed for the purpose of owning and managing land and buildings. Shares in the real estate company are held by persons who wish to have an exclusive right of occupation and use of a particular area within the land or building owned by the real estate company.  A real estate company is less common than strata title and has historically been used where owners wish to exercise control over occupiers, or where conversion to strata title is not practicable.
The Corporations Act 2001 regulates interests in real estate companies because they involve ownership of shares in a company. Therefore, without relief, vendors of shares in real estate companies, real estate agents who regularly market or sell shares in real estate companies, or valuers who provide valuations of real estate companies would be subject to a regulatory burden that is unnecessary and disproportionate to the need for consumer protection. 
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ASIC remake real estate companies class orders

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The prospect of Squiiz becoming a successful property sales portal has been dismissed by estate agent John McGrath at an REB Leadership Series event for network bosses.
“The electronic classified game is over. REA has won and Domain is a strong second competitor,” he said.
“REA is making hundreds of millions of dollars, and they’re reinvesting it in technology, people, branding and marketing," said John McGrath, who is a non-executive director of REA Group.
The evidence from around the world suggested industry-owned portals such as Squiiz were unable to compete with specialist businesses.
"I don’t think Squiiz was ever going to work,” he said.
Century 21 chairman Charles Tarbey told the event it was too early to dismiss Squiiz, which was fighting for recognition in the same way that the two big portals did in their early days.
“We’ve got to remember that we’re the ones who control the data and we’re the ones who feed that data to REA and Domain,” he said.
“It’s a very hard battle, but Squiiz was never designed to compete with REA or Domain.
"It was designed as a platform for us to consolidate our data as an industry.”
Squiiz, which has just released an app, is confident it can capture 100 per cent of national listings by the end of 2016, its chief executive Nick Christian said.
The site was launched last November with the <a href="https://squiiz.com.au/" target="_blank">Squiiz</a> site having almost 200,000 listings on day one.
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Squiiz future queried by John McGrath

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New Zealand Sotheby’s International Realty real estate agency has purchased Auckland-based Milne &amp; Co.
NZSIR’s licensees and administrator will shift from NZSIR’s Herne Bay offices to the larger Milne &amp; Co space nearby. 
NZSIR managing director Mark Harris said by combining the unique attributes of the Sotheby's International Realty brand and the local experience and credibility of Pene Milne, we will create a very strong team in this key area of the Auckland market.
Founded in 2005 by Mark Harris and Julian Brown, the NZ branch of the global company has 11 offices – in Herne Bay and Parnell in Auckland, Matakana, Hawke’s Bay, Wellington, Nelson, Christchurch, Wanaka, Arrowtown and its head office in Queenstown.
Pic: New Zealand Sotheby’s International Realty (NZSIR) co-owner Julian Brown with Pene Milne.
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New Zealand Sotheby’s International Realty acquires Milne & Co

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The former LJ Hooker CEO and industry icon, Grahame Cooke, passed away peacefully this morning in Hobart following his 18 month battle with cancer. 
Grahame commenced his career in real estate in October 1968 by walking into LJ Hooker Hobart and asking for a job.
They took him on as an assistant property manager, and he remained with LJ Hooker for more than 36 years.
Following his stint in property management, he became state manager in Tasmania and then moved north to take the role of state manager in Queensland, before moving to Sydney in 1990 where he was appointed executive general manager of franchising.
In 1994, Grahame was appointed LJ Hooker CEO and helmed an era of growth and geographic expansion until his retirement in late 2004.
Author Peter Lightfoot, in his book ‘Laugh and the World Laughs with You’, referred to Grahame as the “man who brought franchising to LJ Hooker - and to adulthood".
During his time Grahame saw huge changes including the advancement of technology and its impact on the real estate industry.
He rode out booms and recessions and guided the company through its challenges for it only to emerge strong and triumphant, the current CEO Grant Harrod said today.
"Grahame was an exceptionally passionate man and he always saw people as the greatest asset of our brand and would often say the LJ Hooker family would inspire him everyday." 
Grant Harrod listed some of Grahame's indelible achievements as:
<ul>
<li>Formed the national marketing fund so we could launch the incredibly successful ‘nobody does it better’ television campaign and launched community based marketing.</li>
<li>In 1994, despite strong opposition he commenced development of the LJ Hooker System (E2), and I know he’d be very proud of NextGen today. He was also the visionary behind the <a href="https://ljhooker.com/" target="_blank">ljhooker.com</a> website.</li>
<li>Under his leadership, in 1996 LJ Hooker acquired the Challenge Realty Group in New Zealand. They were re-branded to LJ Hooker in 1998.</li>
<li>In 1997 he launched LJ Hooker Commercial.</li>
<li>And, he created the Captains Club.</li>
</ul>
On October 2009 he was invited to join the LJ Hooker Limited board of directors retiring in May 2014. 
"I had the privilege of sitting with Grahame, affectionately known as 'Cookie', on the LJ Hooker Board for almost five years," LJ Hooker Chairman, L Janusz Hooker said today.
"When I asked him if he would like to join the Board to help revitalize LJ Hooker, after having retired as the group CEO five years prior, he didn't hesitate.  
"Yes, absolutely, was his answer.  
"Having earned his LJ Hooker stripes over a very long and successful career, he was a formidable force in the boardroom and was fearless in his mission to protect the brand and the extended LJ Hooker family.
"He sincerely loved the brand and everyone in it.  
"Grahame was blood and custard through and through and his legacy is the enduring strength of LJ Hooker and its family culture which we all enjoy today.  
"Grahame's passion and business acumen has been an inspiration to me and my family for generations. 
"On behalf of the LJ Hooker family, our thoughts are with his wife Lynne, his family and friends," he said.
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Vale LJ Hooker chief Grahame Cooke

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Some 125 foreign investors have taken up an amnesty from the Australian Tax Office to declare their unauthorised ownership of real estate in Australia, according to documents obtained by Guardian Australia under a freedom of information request by the website.
The 125 investors have declared their status ahead of the FIRB deadline expiring on 30 November, the documents show.
A spokeswoman for the ATO repeated it had separately identified about 500 potential breaches of foreign investment laws it was investigating, a number of them from these disclosures.
Breaches of Australia’s foreign property investment laws prompted former Treasurer Joe Hockey to announce in September five forced sales of properties purchased by overseas buyers.
The former Treasurer then said 500 FIRB investigations are underway into more than $1 billion worth of residential real estate.
Tax commissioner Chris Jordan announced the investigations at a press conference with Joe Hockey.
They advised the properties to be sold are in Labrador on the Gold Coast, Ardross in Perth, <a href="/news/inside-darnley-hall-joe-hockeys-latest-forced-firb-trophy-sydney-divestiture-home">Sydney’s Elizabeth Bay</a>, Underdale in Adelaide and the Brisbane suburb of Stretton.
They were acquired unlawfully by foreign nationals from Singapore, Indonesia, the UK and China.
They voluntarily came forward under the amnesty announced in May.
The highest purchase price was $8.1 million, understood to be a penthouse in Elizabeth Bay.
The cheapest was a $265,000 property.
They have 12 months to sell the properties under the amnesty that ends of November, Joe Hockey said.
 
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