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Industry Top 5 is a new online business directory established in 2019. Unlike other Australian directories,

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Orbs aren’t easy to get in Path of Exile. They serve as a form of POE Currency . So, you can trade some rare orbs for powerful equipment or other kinds of orbs that you might need later. To get the full potential of a character, you need to combine different factors.

For some, getting orbs for their characters involve lots of searching and trading. But if you are smart enough, there are ways by which you can ensure that loot drop odds favor you and farming becomes easier for you.

If you want to farm Chaos orbs faster, you will need a rare gear caliber or better equipping quality. Having better equipment will increase your chances of farming Chaos orbs successfully. You should also know that you can’t farm orbs in Path of Exile in mere minutes or seconds. It takes some time.

Gear Up

Equipping stronger gear at any time is a must in any RPG; it’s fundamental to boosting your orb drop rates. The caliber of gear you should be aiming for is the highest quality and rarity you can find. Rarity positively influences drop rates, therefore: the higher rarity, the more Chaos Orbs you’ll be able to find.

The best places to farm for blue/rare items are the Church Dungeon, followed by the Fellshire Ruins. Only pick up the blue/rare items, for efficiency. Fellshire is not the only place to farm Chaos Orbs, but it’s the safest area for all builds and classes. Chaos Orbs tend to drop more frequently in higher level areas (60+)

IIQ and IIR

IIQ (Increased Item Quantity) and IIR (Increased Item Rarity) are modifications (or mods) you can find on certain items that will help you progress further along the line in your orb farming endeavours. For example, look for the suffix “of Excavation” on rings, amulets and breastplates. This is an IIR mod that will give you (21-26)% increased rarity of loot.

If you’re looking for increased quantity, items such as Eber’s Key will grant you a 5% bonus to the amount of items you find in that area. Make the most of these mods to ensure that you get as many orbs as possible.

Please note! IIQ mods will not affect the drop rate of currency. This is best for if you’re farming gear to sell, not if you’re tryin to collect Orbs from mobs.

Boost Your Damage

The more mobs you can kill at once, the better chances you have of getting the item drop you’re after. Therefore you should concentrate on high-damage skills and area-of-effect (AOE) skills to maximise your damage output and ensure you get your kills. Tackle mobs en masse and use your strongest AOE skills. Curse gems are entirely AOE; use them to your advantage.

Be careful not to become overrun with too many mobs during this stage. If your Defense is not up to par, you will be knocked out and this will set you back in your farming journey.

Watch Your Level

There exists a currency penalty in all PoE zones based on your character’s level. If you have a level difference greater than 2 from the level of the area, you receive a penalty of 2.5% for every level after 2. For example: In a level 60 area a level 63 character will experience a 2.5% penalty.

However, take note that the penalty does not carry on in zones higher than level 66. In a level 72 character in a 60 zone will therefore only receive a 10% penalty, the same as a level 66 character.

Farm Silver Coins

Silver coins are an underestimated source of orbs. Orbs tend to trade for 9 or 10 silver coins. This is applicable to all characters and is therefore accessible for those at lower levels who perhaps can’t manage to grind higher level maps.

Save your silver coins! Don’t use them to seal a Prophecy. Save them for your orbs if you need them more.

Farming Orbs of Alteration

A reliable way of farming Chaos Orbs can be done as early as Act 1. The current going rate is 75 Orbs of Alteration for 5 Chaos Orbs.

 

Generally speaking, in order for you to really play for fun, we have thought of many methods, such as posting POE farming tips and strategies from time to time, facilitating POE trade, providing special offers of POE Items on the site – https://www.igvault.com/POE-Currency . So you can Buy Exalted Orb to help you enjoy your adventure throughout Delirium expansion.

 

Iwantja Arts is the beating heart of Indulkana Community, offering its artist members opportunities for artistic and professional development as well as sustainable income and economic independence. Iwantja Arts is a not for profit, Aboriginal owned and run corporation managed by a board of directors. Through strong governance, the art centre encourages and fosters artistic excellence and cultural development within the community by providing opportunities, training, and career development for artists.

“I started this place a long time ago, with my sister, she’s passed away now. We knew the community needed an Art Centre. A place where Anangu could work, make money, teach our young people, and keep our culture strong. I’m still working, still painting – I’ve been working here a long time. I can’t do this forever though, I might be finished soon. We need to make sure that this place is really strong for our grandkids, it’s their turn next. The art centre has to be ready – ready for our future.”
MR.ALEC BAKER – FOUNDING DIRECTOR, IWANTJA ARTS

Regarded as one of the premier Indigenous owned and governed art centres in Australia, Iwantja Arts is renowned for its innovative projects that celebrate Anangu cultural strength and artistic excellence.  Iwantja Arts is the community’s cultural and creative hub, with older people passing on traditional knowledge to young people every day.  Iwantja Arts was founded in the early 1980s (dec.) and was set up in an old Community Centre within the tiny Indulkana  Community.  Iwantja Arts continues to operate from this building today and while the  Iwantja Arts business has grown steadily over the years, the art centre building is currently in an unfortunate state of disrepair. Today the art centre continues to support innovative studio artists working across a variety of mediums, encompassing both individual and collaborative contemporary arts practice. Artworks from Iwantja Arts are held in many private and public collections throughout Australia and internationally.

The APY Art Centre Collective is a group of 10 Indigenous owned and governed enterprises.The Anangu Pitjantjatjara Yankunytjatjara Lands (APY Lands) seven art centres operate in the APY Lands, they facilitate and market the work of 500+ Anangu Artists with a united vision and voice on strategic business initiatives and collaborative artistic projects. Our vision is to increase capacity for APY art centres and support their important work in APY communities, through:

1) Creating and exploring new markets;

2) Increasing art centre income and supporting business development; and

3) Supporting innovative collaborative regional artistic projects, including the industry acclaimed Kulata Tjuta project, and the APY Photography initiative.

Art centres are powerful places, and vital to community. They are professional art making studios where culture is celebrated, maintained, and carefully instructed to younger generations by Aboriginal elders. These art centres are home to some of the best-known and most collectable Indigenous artists in the country, as well as a host of young and emerging artists. The art centres of the APY Lands are unique by way of their prestigious position within the Indigenous art industry, and their commitment to collaborate across the region on large-scale artistic projects and events.

We know the Indigenous art industry can be a tough space to navigate for collectors, art lovers, tourists and the general public. Sometimes people who want to make a well-intentioned contribution to social challenges in our communities look to the purchase of art as the vehicle of their contribution. Without access to reliable information about industry regulations and how the two prevalent business models function, sometimes these people have been disappointed, discovering too late that they have supported an unethical model. Here you can learn about the differences between the two business models and understand why buying artwork from art centres is the best way to guarantee you are supporting an ethical business that returns income to APY artists and the art centres we own – to the benefit of our families and the whole community.

APY ART CENTRE MODEL VERSUS PRIVATE DEALERS: WHAT’S THE DIFFERENCE?

 

Providing dialysis in the most remote parts of Australia

We first heard about Purple House, when Richard of Two Men and a Truck, donated money to Zibeon Fieldings marathon run, raising funds for a dialysis machine to be used on the APY Lands. What we discovered was a service that has been dedicated to bringing facilities to remote communities, in order to preserve a culture.

 

Remote Indigenous people in Central Australia are up to 30 times more likely to suffer from kidney disease. Families must move off their country and go to Alice Springs or Darwin for dialysis treatment. Communities are left without elder leadership, families are broken and culture is weakened. Patients suffer from isolation and depression, restricted by a dialysis machine for their foreseeable future.

Purple House is an innovative Indigenous-owned and run health service operating from its base in Alice Springs in the Northern Territory. Purple House is a home away from home for these Indigenous dialysis patients. Now operating 14 remote clinics and a mobile dialysis unit called the Purple Truck, Purple House is getting patients back home so that families and culture can remain strong. The centres are located in three different state governments, which means that the Purple House is dealing with three state governments and the federal government.

After 15 years of hard work, this year’s budget has buried in it, a measure that will make remote dialysis a dedicated Medicare item, providing $590 for each treatment.

Mr Wyatt – Minister for Indigenous Health said he knows just how difficult and debilitating dialysis can be, particularly for those who need to travel into regional centres to access treatment. “We’ve seen senior Aboriginal people make the decision to disengage from dialysis in regional hospitals and go back to country and die on country, this now changes that,” he said. Mr Wyatt said the expansion of remote and mobile dialysis treatment options will really help.

“I was in Darwin and I heard an Elder talk about living life and enjoying it fully until he had to go to Darwin and he said when he had to go to Royal Darwin Hospital he thought he was going to get a prescription and some tablets to return home,” Mr Wyatt said. “He said he never realised he would be married to a machine and would never return to country.”

On top of this injection of funding is the honour of Purple House being named the 2018 Telstra NT Business of the Year for providing a new model of care for dialysis patients in remote Central Australian communities. Chief Executive Sarah Brown said Purple House gave indigenous people with end-stage renal failure hope, by providing an in-community health service for people, who would otherwise have to move hundreds of kilometres from home.

“Families stay united, and traditional owners can look after their country,” she said. “We’re not just saving people, we’re saving a way of life.”

Purple House also took out the Telstra NT social change maker award. Telstra chief executive Andy Penn said Purple House had introduced a “game-changing model” to dialysis services nationally.

”Purple House has made a significant impact on the healthcare system, and on the lives of the population living in regional communities,” he said.

For further information or to learn how you can help please contact: www.purplehouse.org.au

 

The Indigenous Literacy Foundation (ILF) is a national, not-for-profit charity focused on improving literacy levels in remote Aboriginal and Torres Strait Islander communities.

“Can you imagine not being able to read a newspaper, a road sign or directions on a bottle of medication? Sadly, this is a reality faced by many Aboriginal and Torres Strait Islanders living in remote communities today.” – Karen Williams, Executive Director, ILF

Only 34% of Indigenous Year 5 students in very remote areas are at or above national minimum reading standards, compared to 95% for non-Indigenous students in major cities, according to the 2017 National Assessment Program for Literacy and Numeracy (NAPLAN). The situation is improving but there is still a long way to go and the challenges are immense.

Apart from the historical, health, social, and educational challenges, many remote communities don’t have many, if any, books. Most of the remote communities that the Indigenous Literacy Foundation work with report there are less than five books in family homes.

The ILF’s approach in raising literacy levels, is at a community level with supplying appropriate, quality books to organisations operating in remote communities.

“By reading the books with the parents in playgroup, the parents feel more confident about reading to their children when they get their copies to take home. They love them! Wonderful service! Great book choices!” – Claire Levy, Child Health Nurse, South Australian Health, Amata in the APY Lands, South Australia

The Australian Publishers Association, the Australian Booksellers Association, the Australian Society of Authors, and the Children’s Book Council of Australia support the ILF. Its team of ambassadors, volunteers and seven full-time staff get no government support to run their core programs, which give away tens of thousands of new books annually, run literacy projects and organise major fundraising events, including Indigenous Literacy Day.

To help close the literacy gap please go to:

www.ilf.org.au/donate

Your donation helps provide books and literacy programs to remote communities, where they are needed most.

In 2014, women made up just over a third of all Australian business operators (34%).
 
(A Profile of AUSTRALIAN WOMEN in BUSINESS Report prepared by the AUSTRALIAN BUREAU OF STATISTICS for the OFFICE FOR WOMEN, 2015)
 
Cara Nitsos from Cara Jane talks about what it’s like running a business with your husband and having a family.

Our journey began in 1996 where we decided to start our own business initially selling home wares and then moving into children’s dress ups. I work closely with my husband, we share roles in the business. We have learnt that we each need to have separate, defined areas that we are responsible and accountable for.

This has worked well as it pushes to exceed our own (and each others) expectations. Working together can be difficult sometimes, I have to remind myself that a colleague might not necessarily act the way a husband or wife would and vice versa. For example, when I do something that accelerates the business most people get to go home and share this with their partner and get a pat on the back or a congratulations, but we see each other working on it day in and day out and we can forget to celebrate the wins. This can lead to feeling unappreciated and that feeling can be hard to leave at the office. However, we have learnt that having strategies in place to discuss these wins is paramount to our business having longevity. Various systems allow us to shift the focus back onto the business and the goals we are working towards. Learning how to agree to disagree within a business partnership is different than in a personal one. In our personal relationship we are better at doing it because we want a peaceful home life, for each other and our children, in business, as both of us are passionate about what we think the best thing to do is and sometimes we can caught up in this, once again we implement the systems we have in place and go back to our business goals to see how best to solve it.

Our path has had lots of turns and obstacles, when we started our business 22 years ago we had a niche product that was in demand, throughout our journey we have seen the major retailers bring in their own rivalling ranges and this has had a huge effect on our business. During our experiences there have been changes in retail where it has gone from physical stores to online. Social media is now a valuable tool across most industries and this is something we have had to learn to keep up with the changing scene in our industry.

We decided to move our family and therefore our business from Sydney to the Central Coast to be able to offer our children and us a better work/life balance. This required us to move our warehouse and business, in doing so we were able to get by with less staff, which for us has made it easier. Staffing is something we have struggled with, partly I believe due to the dynamics between my husband and I , sometimes staff would be privy to disagreements we were having and while we were able to move on and let it go (as you do after 20 years together) staff would find it harder to do this.

I am a mother of 3 children with the youngest being 2, so it is fair to say the last two years have been a challenge. It is tough to keep focused on customers and business when you are exhausted and running on empty. The focus has lapsed over this period, and I see it in the figures. It was so hard trying to pack orders, invoice, restock shelves, product design, freight logistics etc with a new-born. I’m so glad I am over that period of my life, having said that it is those manic moments where I performed at my most passionate and best .The pressure was intense and after 2 years of doing this, he and I were ready for day care. I still take him in to the office/warehouse sometimes and end up cleaning up water mess, playing games trying to keep him entertained and sometimes I feel like my time there is wasted but I love having him with me, and as I did this with my older children and can the positive results in them by doing this, I know it is worth it in the long run. I guess this is the key to dealing with the pressure in the moment, knowing that it pays off in the future.

“The woman business owner is at the centre of a network of various relationships that include family, community, and business. In other words, when a woman starts or acquires her own business, in her view she is not creating/acquiring a separate economic entity, rather she is integrating a new system of business-related relationships into her life. Australia’s women business operators are more likely to be married and more likely to have children (and dependent children) than any other employed people, except for women who work without pay in a family business. Being in a family may be seen as providing support to women business operators. Studies have found that family support and encouragement helped women cope with the stresses of running a business, and were positively related to women’s entrepreneurial success.”

A Profile of AUSTRALIAN WOMEN in BUSINESS Report prepared by the AUSTRALIAN BUREAU OF STATISTICS for the OFFICE FOR WOMEN, 2015

I enjoy seeing my children involved in the business, they have confidence and are assertive. Both of our older children have been involved in all facets of the business, helping pack orders, being models for our catalogue, helping out at trade fairs or even just doing their homework in the office while I am working. I feel this exposure has opened their minds and eyes to what mum and dad are doing, how we keep them fed and a roof over their heads, building in them a work ethic and an appreciation for material goods. It has also made them realise they can achieve anything they want, if they put their mind and energy into it.

“…becoming an entrepreneur appears to provide a solution to the problem of maintaining a balance between work and family responsibilities. It not only allows women to have careers that are vital and challenging, but it also gives them the power to decide when, how, and where their work gets done. Note that it is not a decrease in hours worked that women seek, but rather the flexibility to accomplish goals on their own terms.”

A Profile of AUSTRALIAN WOMEN in BUSINESS Report prepared by the AUSTRALIAN BUREAU OF STATISTICS for the OFFICE FOR WOMEN, 2015

I have learnt is that you need to find the best balance for your business, your relationship and your family for it to all work. Sometimes it means one thing will get more time or energy than the other, but they are all entwined. A typical day for me now is that I have built my business where I can leave my office every day at 3pm so I can be home for my children, I can cook, clean and be the mum I want to be. This keeps me feeling fulfilled. The pressure is always present from when I wake to when I finally fall asleep (for those crazy 3 hrs I manage to get). I have really loved running my own business and I feel as a family we respect challenging work. It is nice working with my husband, together building something for our children. I also appreciate having flexibility and control in my life.

We are very positive for the future of our business and have learnt to enjoy every day.

 

 

 

 

 

Sometimes working with family can get messy, everyone brings their own strengths but also the dynamics within the family arise in the workplace…not always a helpful thing. That’s where Family Business Australia can step in! FBA’s core focus is family. They focus on helping families generate an advantage through support services to ensure the health of the family and the business. Their members succeed over non-family competitors, and non-member family businesses, which have not recognised the ability to leverage ‘family business’ as an asset they guide and educate Advisers who are seeking to engage and work with family businesses.

FBA represents the interests of family and advisers to family businesses, sometimes individuals on both sides are there for the wrong reasons and as such as an organisation they are required to make difficult decisions about how they manage those relationships.

“The genuine approach and community aspect that comes with family is second to none and how could you not get inspired by that.” States Greg Griffiths – CEO of Family Business Australia.

Greg’s experience in his individual family business in hospitality, (that didn’t work out as well as he was hoping) coupled with extensive senior management experience, focusing on marketing ensures his approach at the FBA is second to none! He was the group CEO of Dairy Famers Milk Cooperative & Australia Dairy Famers Cooperative; a 1500+ member owned business and in its heights, collected over 1 billion litres of milk annually, CEO of Destination Melbourne Ltd in the tourism industry and held GM positions at the Melbourne Football Club (AFL) and the Victorian Famers Federation as the Executive Sales and Marketing Manager. His time and skills and come from time, trial and error, he makes sure to surround himself with great people that he turns to for advice.

“I have made mistakes along the way, however the key is to recognise and admit when you have made a mistake, talk to others and get advice so it doesn’t happen again. I have a mentor and we talk regularly. I have also formed an advisory committee to help or guide me of specific areas.” Says Greg.

Growing up in a family business he was quite envious of those people who have the opportunity to work with their family, he just had to get involved. When an advert for the CEO position came across his desk, he applied, 3 interviews later with members of the National Board including a presentation member, he secured the role. He looks at the competitive advantage that family businesses have over their corporate competitors, as he knew he could help FBA’s members leverage that advantage.

FBA has a bright future and is on a journey of growth whilst ensuring their members are getting great service and value for being member. Talking to a lot of members, the appreciation for the work that FBA has done in assisting to be better operating families and in turn be better businesses is just awe inspiring (family business in Australia represent 70% of all businesses, employing 50% of the workforce).

The usual mechanism for referrals to the FBA is word of mouth, however, the marketing strategy is moving to a ‘pull’ strategy where social media, Google, Facebook, LinkedIn etc will play a huge role in allowing family businesses and advisers to find FBA based on a information topics of interest that are pertinent to them.

Every business would/should be careful of ethical side of what they do.  At FBA, they have a Finance, Audit and Risk committee. A risk matric, is utilised and is reviewed on a regular basis, they never make a decision without the committee discussing the subject in length to ensure they have a balanced opinion. A number of policies and procedures are in place such as a code of conduct etc that helps guide the CEO and the board on how FBA and its members behave.

I would encourage any family business out there who want to learn how to leverage their family business advantage and are not members of FBA as yet, to call and find out how we can make a difference to them.

 STATE GOVERNMENT LETTING DOWN MILLENNIALS

AGAINST THE TIDE is a mobile tattoo family business.

It is the brainchild of husband and wife team Trent and Zimarra Goldsmith.

Trent dabbled in a number of jobs before he found his true talent and passion. After 5 years in the tattoo industry, he wanted to be able to spend more time with clients and apply an enhanced lens to designing. Zimarra has a background in mechanical engineering, she does the marketing/promoting, bookkeeping and general admin and is mum to their young son, Cave. They have converted a 1970’s Viscount Caravan to a mobile Tattoo Studio with all the mod-cons to make their clients as comfortable as possible. They travel from town to town delivering high quality tattoos to people who otherwise wouldn’t have access.

Against The Tide successfully use social media, creating posts, seeking interest coming through the towns, deciding on whether to work full time or to holiday depending on the feedback. They promote the beauty of the towns they travel to, the local businesses they frequent and participate in the communities they are in. Not forgetting they have a young child with them, they attend community playgroups, seek out other young families so the kids can play, all the while building their own unique community.

The idea sprang from a fear being “stuck”. They were sick of giving half of their earnings to bosses, tired of setting alarms in the morning, bored of waking up in the same old house, in the same old town. They needed something tailored to them, working, travelling and exploring, where they can do what they love every day, in an environment that’s comfortable for both client and artist. “We get told a lot how lucky we are that we’ve found a job that allows us to travel and work, when really, we think anyone can do it if they want it bad enough, sometimes it’s better to just take the leap and fail, rather than not do anything at all.” says Against The Tide. Their clients range from a broad spectrum of the population, the changes in attitudes towards tattoos means they see everyone from women in their 40’s who want to “live a little” to those who have secretly always wanted to have one but have never felt brave enough.

Meeting new people and hearing why a particular image is important to the client, means Against The Tide get to see their clients when they are vulnerable, allowing them to respond with kindness. This is an underlying ethos for Against the Tide, they want their clients to leave feeling like have had an experience; creating artwork for people to permanently wear on their skin is an honour, therefore the people they attract are not just people who want a picture on their skin, but people who are also seeking to connect with others.

They are both fresh to the business world, neither really having any experience in management or leadership roles, as such they are constantly learning this side of the business and turn to family members for advice. When beginning the business, there was a lot of research put into the rules and regulations both through the local council and statewide (QLD), wanting to make sure they ticked every box in every council so that they wouldn’t have any problems while travelling.

They journeyed down the East Coast of Australia, regularly booked out; promoting the towns they visited, as well as local businesses. The welcome they have received from the towns is evidenced in the high turnover they have had and the response from local media, they have been featured in the news and radio, praising their ingenuity and approach to business. Being so successful allowed them to expand their dreams to take their work overseas. Until they hit NSW. It seems they hadn’t done thorough enough research or as can be the case the local regulations and the NSW State laws contradict each other. They have been pipped at the post.

They are not allowed to run the business as a mobile tattoo studio in NSW.

“It is deeply frustrating to function successfully, to then have to put a halt to that due to an external restraint, if it was through our own mistakes then fine we would deal with that, but knowing we are doing well, being innovative, supplying something people want and it is the NSW State Laws that will not allow us do what we do, really bothers us. As young people we are constantly told to get out there and try things, don’t leave it too late, work hard and be inventive etc well we have done it and we have done it well BUT we are being stopped in our tracks.” Zimarra stated.

So for now they will operate a shopfront on the NSW Central Coast until they head overseas next year. However, I believe the sheer determination and focus that bought Against the Tide into existence will mean they put their creative minds together and work out some way around this barrier.

It is their dream and they aren’t going to stop until they’ve succeeded.