Club Life October 2014

OCTOBER 2014 | VOL.31 | NO. 09

MASTER BUILDER

10 CLUBS10 AMAZING

TRANSFORMATIONS

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GAMING GOES GLOBAL

A NIGHT TO REMEMBER WITH FIONA O’LOUGHLIN

WE TALK TO THE MAJOR PLAYERS

A GUIDE TO NAVIGATING THIS DIFFICULT PROCESS

UNFAIR DISMISSALS

COMEDY CLUB

THINKING OF BUILDING OR RENOVATING?WHAT YOU NEED TO KNOW

What do you do for your community?The 2015 Clubs & Community Awardsare an opportunity to share your stories and to celebrate them as an industry.

Story Submissions Open6 Oct–15 Dec 2014clubsnsw.com.au/clubsandcommunity

4 Club Contents

CONTENTSVol. 31 No. 09

p77

October 2014

Super Mega family fun day More than 13,000 people, 2,000 prizes and 1,000 showbags. Everyone had a ball when Sharkies Leagues Club held a carnival that fans will never forget.

Master Builder10 clubs, 10 amazing transformations. p34

On the cover: UTS Haberfield Club. Photo by Ben Symons.

5

Club Building and Construction

34 UTS Haberfield Club36 Future Village: Harbord Diggers Club38 Armidale City Bowling Club40 Before you build 42 Mittagong RSL 43 Kiama Golf Club44 Cabramatta Bowling Club45 Ourimbah-Lisarow RSL Club46 The Lakemba Club48 Canterbury League Club50 Twin Towns Clubs & Resorts52 Child’s play

Club Member Services

55 In Touch with Anne Fitzgerald56 Working with veterans58 Get qualified: directors62 Club Law: construction contracts64 Club Safe: helping problem gamblers66 Tell us your story: 2015 Clubs

& Community Awards

Club Community

69 Unity walk & run: supporting parkinsons disease

72 Partying with your mates: Revesby Workers’ Club working with teens

73 Silver City: spotlight on Broken Hill74 ANZAC Youth Essay winners75 Camera on Gallipoli exhibition76 St Johns Park at Commonwealth

Games76 Ryde-Eastwood raising money for

Amyloidosis77 Sharkies super family fun day

Club News

80 Wollongong Golf Club snares top award

80 Food handling safety breakthrough81 Tabcorp leads gambling sustainability

ranking81 New Research: Don’t keep your

customers waiting81 Win movie tickets!

Club Entertainment

82 Comedy in Clubs: A night to remember with Fiona O’Laughlin and friends

Club Food & Beverages

86 Green Thumb: Kitchen gardens90 Cuppa tea?

Regulars

8 Editor’s note Ready for a makeover?

10 From the Chairman What goes around, comes around

12 From the CEO Clubs and Childcare

Club Government Relations

14 Upfront with Josh Landis: New CMS16 Q&A Troy Grant 18 The power to appoint: Directors 19 The impact of gambling

Club Workplace Relations

20 Unfair dismissals

Club Gaming

22 Global gaming24 Q&A CEO GTECH International

Walter Bugno26 Q&A CEO Scientific Games

Gavin Isaacs 30 ACCC takes action against Bet36530 AGE Wrap-up

Green ThumbFrom tiny vertical herb gardens to sprawling allotments, restaurant kitchen gardens are cropping up all over the place.

p82

Comedy ClubA night to remember with Fiona O’Laughlin and friends.

p86

6 ClubsNSW Partners

Corporate Partners

Community Partners

DIAMOND

PLATINUM GOLD

GOLD SILVER

BRONZE

Providing a range of industry partnerships for approved organisations to directly engage with clubs, the ClubsNSW Corporate Partnership Program creates influential and long-term links between key suppliers and our industry across New South Wales.

ClubsNSWCommunity Partnerships

For more information about ClubsNSW Community Partners, visit

www.clubsnsw.com.au/community_support

P R I N C I P A L C O M M U N I T Y P A R T N E R S

C O M M U N I T Y S U P P O R T

C O M M U N I T Y P A R T N E R S

2015 Coo-ee March Re-EnactmentAustralian Club Entertainment (ACE) Awards

Broken Hill St Patrick’s Race Day Cooly Rocks On

Grandparents DayKokoda Youth Leadership Challenge

Max PotentialNorthern Inland Academy of Sport (NIAS)

NSW Seniors WeekParkes Elvis Festival

Parkinson’s NSW Unity WalkQueen’s Diamond Jubilee

Sport & Tourism Youth FoundationThe Mo Awards

Wheelchair Sports NSW

























































MAJOR COMMUNITY PARTNERS

COMMUNITY PARTNERS

The Community Partnership Program is another unique industry alliance that allows key charitable organisations to actively connect with our industry to develop direct relationships that enhance the role and value of clubs within our local communities.

7ClubsNSW Credits

OVERBUSINESSESAT T H E C L I C K O F A M O U S E

visit clubsnsw.com.au/directoryor turn to page 84

Ad BusDIRECTORY 121x236 0914.indd 1 8/13/2014 4:24:32 PM

CHAIRMAN Peter Newell OAMCHIEF EXECUTIVE OFFICER Anthony BallBOARD OF DIRECTORS Paul Barnett: CEO, Mingara Leisure Group Martin Bullock: Director, Western Suburbs Leagues Club (Campbelltown)Rod Desborough: CEO, St Mary’s Leagues ClubMichael Fraser (Deputy Chairman): Chairman, Twin Towns Services ClubKeith Gomes: Director, DOOLEYS Lidcombe Cath. Club

MANAGING EDITOR Clare Joyce [email protected] AND COMMUNICATIONS MANAGERCarissa [email protected] Jane Gordon 02 9268 3039 | [email protected] ART DIRECTOR Katerina SalievaDESIGNERS Louise Heyer, James Truong, Laina BarracloughPRODUCTION Brigid Amato, Corinne HuetPRINTING Rawson Graphics Lachlan Finch 02 8873 2500 | [email protected] AGENCY ApolloNation 02 8094 7765 | [email protected] The Pack Factory Adam Tooth 02 9585 1144 | [email protected]

CONTRIBUTORSMichael Adams, Anthony Ball, Ella Brodie-Reed, Steve Brown, Ron Browne, Rowan Cameron, Samantha Engel, Tim Escott, Anne Fitzgerald, Olivia Graham, Josh Landis, Daniel Mitchell, Sara More, Sara Potts, Peter Newell, Yasmin Newman, Simon Scott, Carissa Simons, Ben Symons, Anthony Trimarchi, Peter Willink.

SPECIAL THANKSTim Escott, John Hewitt, Sara More, Tess Salmon, Sarah Youssef.

REPRESENTATIVES OF AFFILIATED ASSOCIATIONSStuart Fraser: Golf NSW Edward Camilleri: Fed. of Community Sporting & Workers’ Clubs Ltd Garrie Gibson: RSL & Services Clubs Association Greg Helm: Bowls NSW Peter Turnbull: Leagues Clubs Australia

STATE COUNCILLORSMatt O’Hara: Illawarra and Shoalhaven Andrew Bell: Riverina and South West Jon Chin: Newcastle and Hunter Valley Ken Murray: Eastern Metropolitan and Sydney CBD Mathew Dover: Central West Leonard Sargant OAM: Central Coast Patrick Crick: New England Tablelands /North West Carl Guy: Far North Coast Jim Buckley: North Western Metropolitan Bryn Miller : Western Metropolitan Bruce Chisnall: Northern Metropolitan Toni Mitchell: Southern Tablelands/Far South Coast Michael Free: Southern Metropolitan Region

Vol. 31 No. 09 October 2014

CLUB LIFE IS PUBLISHED MONTHLY.Views expressed in this magazine are not necessarily the views of the publisher. Liability howsoever as a result of use or reliance upon any advice, representation, statement, opinion or conclusion expressed in Club Life is expressly disclaimed by ClubsNSW and all persons and associates involved in the preparation of this publication. Reproduction in whole or in part is prohibited without ClubsNSW's prior permission.

CLUBSNSWLevel 8, 51 Druitt Street, Sydney NSW 2000Tel: 02 9268 3000, Fax: 02 9268 3066clubsnsw.com.au

u

8 Editor’s Note

Ready for a makeover?

It is the first club in over a decade to be completely redeveloped. I think you’ll agree that the decision to close down for 12 months was worth it.

By Clare Joyce

St u n n i n g is the word that best sums up our cover star this month. UTS Haberfield Club is

breathtaking and all the people who contributed to its transformation from an old rowing shed to the beauty it is today should be congratulated. It is the first club in over a decade to be completely redeveloped. I think you’ll agree that the decision to close down for 12 months was worth it.

Our building and construction feature also showcases many other clubs from the ambition of Mounties Harbord Diggers village-within-a-club development to the glamour of Twin Towns new meeting facilities to the sleek restyling at clubs like Armidale City Bowling Club and Kiama Golf Club. Goodbye 1970s! These clubs are an inspiration. Thanks for sharing Armidale City Bowling Club, Cabramatta Bowling Club, Canterbury League Club, Harbord Diggers Club, Kiama Golf Club, The Lakemba Club, Mittagong RSL, Ourimbah-Lisarow RSL Club, Twin Towns Clubs and Resorts and UTS Haberfield Club. We have a few more clubs up our sleeves to showcase so watch out for more fabulous makeovers in the coming months.

And if you are thinking of refreshing your club or taking on major works, we have some sage words of advice. Many of you know from personal experience that building or renovating a home can break the bank and strain even the best relationships. Usually this happens because we fail to plan properly and we cannot stick to a budget because we just have to have that granite benchtop, or that limited edition wallpaper, or those gold taps you saw in a movie star’s mansion in Architectural Digest. Perhaps I exaggerate but you get the (expensive) picture.

When it comes to renovating or rebuilding your club, you need to be even more vigilant. If you get it wrong then it is not just you or your disgruntled spouse at risk – many, many people rely on your clubs. That’s why we spoke to Greg Brandtman, senior partner at Mitchell Brandtman, and asked him what clubs need to consider when contemplating a renovation or building project. You can find that interview and Greg’s many tips on page 40. Speaking of tips, if you and your club has lived through a renovation project we’d love to hear your feedback and advice so we can share it with other clubs.

In this issue we tackle some serious topics such as unfair dismissals and getting your board right. Remember directors, it’s never too late and never a waste to get more training. Your club will thank you for it. And looking beyond our shores, a flurry of mergers and acquisitions has changed the face of the gaming industry in a very short space of time to create global giants. Club Life talks to two of the big players, Gavin Isaacs and Walter Bugno of Scientific Games and GTECH International. They both hold the title “President and CEO” and both are Australian born and bred. See what they have to say about the global gaming industry and our place in it starting on page 24.

And as earlier we were on the subject of movie stars, we have two in this issue. Well, tickets to their movies anyway. To win a double pass to Before I Go to Sleep starring Nicole Kidman and Colin Firth turn to page 81. It’s a thriller and I’ve actually read the best selling book it was based on – very creepy. But hurry – it’s first in first served.

The Club Life team would love to hear from you. To contact both myself and ClubsNSW Media and Communications Manager Carissa Simons, please email [email protected].

GAME DESIGN WIZARDRY

Subject to regulatory approval

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10 From the Chairman

Peter Newell OAM Chairman

What goes around, comes around

month or so. The Nova Scotia Government has announced it is dumping MPC, now convinced that it has not helped problem gamblers and was driving recreational gamblers away, with revenue down by more than 20 per cent. Gee, where had we heard that before? Guess we knew what we were talking about all along.It cost a lot of time, effort and money to defend our clubs, their employees, members and all who rely on them in the face of this opportunistic and discredited folly. It’s time, effort and money that could have been put to more positive use in communities around Australia.

As you read this column, the 2014 ClubsNSW Annual Conference and Annual

General Meeting will be ready to kick off at the Gold Coast Convention and Exhibition Centre in Broadbeach.Under the theme “Engage” I’m sure this year’s conference will be enjoyable, informative and stimulating. We may have a couple of significant announcements to make at the conference, and one particular acknowledgement that I will be pleased to make on your behalf. Socially, a welcome party on the Saturday afternoon and conference dinner on the Sunday night will be highlights. As we have announced, the Trade Expo will now be held next March in conjunction with ClubsQueensland and Clubs Managers Association Australia. I understand all exhibition space already has been filled.I look forward to catching up on the Gold Coast from 10–13 October.

I’m a great believer in that old saying about “what goes around, comes around”. That certainly has been the

case for the anti-club brigade who tried to force mandatory pre-commitment (MPC) on the industry and the hundreds of thousands of law-abiding Australians who enjoy a flutter on poker machines. The likes of World Vision Australia CEO the Rev Tim Costello, Senator Nick Xenophon and Tasmanian MP Andrew Wilkie shouted their support of MPC from the rooftops, damning our clubs and pubs for having the hide to launch our “Won’t Work, Will Hurt” campaign in opposition to this folly.We said at the beginning that this frightfully expensive dalliance – born of a hung parliament when Julia Gillard was desperate to gain the support of independent Andrew Wilkie – would not help problem gamblers and in fact would drive away recreational gamblers who would refuse to have anything to do with it. We were damned as everything from slave traders to blatant liars.At the same time, you might remember the same brigade placed full-page advertisements in a daily newspaper circulating in my home city (and which I edited in a previous life) that called on me to tell the truth about the issue. An industry supplier was quick to try and cash in on the fracas, giving comfort to the haters by claiming it could install MPC functionality for as little as $1.50 a machine a day. (We’ve not heard much of that particular claim since).You will remember at the height of this dispute, the MPC advocates were desperate to find an offshore jurisdiction where these ridiculous measures were in force so they could point to it to try and

Anti-club activists and MPC advocates silenced by failure of system in Nova Scotia.

We said at the beginning that this frightfully expensive dalliance would not help problem gamblers and in fact would drive away recreational gamblers.

By Peter Newell OAM ClubsNSW Chairman

discredit our arguments. They found the Canadian province of Nova Scotia where the government, which owns all 2,000 machines in the province, had introduced an MPC system known as My-Play. Here was proof positive you could hear them say; how dare clubs and pubs campaign against such a sensible reform in Australia!Well, what “went around” then, has now “come around”, although you would not have heard so much as “boo” about it from the anti-clubs brigade in the last

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12 From the CEO

By Anthony Ball ClubsNSW CEO

Anthony Ball CEO

Clubs and Childcare

Imagine a world where families had access to high quality recreation and entertainment facilities, safe and

comfortable, affordable and only a short drive away from home. Then imagine that these same families could also access, at the same place, other things that improve their quality of life, like a gymnasium or pool, playing fields and playgrounds, accommodation or even child and aged care. Imagine not having to travel to Sydney’s central business district or its inner suburbs (well known for trendy fashion outlets, coffee shops and hole-in-the-wall small bars) to enjoy all this but instead you only had to go to your local club.

But hang on a minute. You and I, and everyone else that inhabits the real world, knows you don’t have to imagine that world – it is real life and happening every day in and around our fantastic clubs that are dotted all around NSW.

Unbelievably though, there is a small group of people including the staff of The Sun-Herald, Greens politicians and a collection of well known anti-gambling advocates who are blind to the reality of the silent majority. For them, judging by The Sun-Herald front page story a few weeks back, the fact that clubs are even contemplating action to alleviate the acute shortage of high quality and affordable childcare places in NSW is offensive and a threat to civilisation.

There was a lot not to like about the Fairfax piece, including the fact that the Daily Telegraph had run a balanced story on the same subject only three months ago, but the main beef I had was that the piece did not give both sides of the story. It deliberately let the reader form a view that childcare facilities would be contained within clubs and, by extension, adjacent to gaming

Recent attacks on clubs’ efforts to contribute to the community and alleviate childcare shortages only tell half the story.

The main beef I had was that the piece did not give both sides of the story. It deliberately let the reader form a view that childcare facilities would be contained within clubs and, by extension, adjacent to gaming areas and bars.

areas and bars. An episode of extremely poor journalism at best, more likely a continuation of the paper’s campaign against clubs and a reflection of its thorough contempt for the people that live in the city’s outer suburbs and treat clubs as a modern day town square.

At a business lunch a couple of years ago I remember a former editor of The Sun-Herald saying that the paper was intent on spreading its reach to the Western suburbs. This statement was met with raised eyebrows and scepticism, not surprising given the paper’s inclination to look down its nose at the average working person and family on “struggle street”. In stark contrast, the pages of the Daily Telegraph and the Sunday Telegraph reflect the concerns of and celebrate the lives of average people.

Back to Fairfax’s story. You need only go as far as Revesby Workers’ Club to see how satisfied parents and children can be with club-provided childcare. Go out a little further to St Mary’s Leagues and the same goes, with Go Bananas delivering a fully accredited, high quality and affordable service to locals that includes before and after school care and gives parents the flexibility they need to re-enter or stay in the workforce and support their families. The McKell Institute picked up on this in its recent report Meeting the Shortfall. It recommended that state and federal governments should consider using clubs’ physical and social infrastructure to address shortages in both child and aged care and provide incentives for this to happen. Go to our website to read the report, it makes a lot of sense – not though it seems to the team at The Sun-Herald.

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14 Club Government Relations

ClubsNSW Executive Manager – Public Affairs

WITH JOSH LANDIS

and the Northern Territory, where machines are the same price as X-series machines and there are no suppliers or product not already in NSW. Other providers talk about open protocols but they really mean proprietary software, which would have the same impact as QCOM – excluding access to international technology and keeping technology prices high.

ClubsNSW has spent considerable time investigating this and now fully supports the G2S protocol for the next CMS, together with legacy support for the X-series machines so clubs do not have to replace their installations.

G2S works a bit like the Apple app shop. Suppliers can create new apps for gaming and provide them en masse to clubs through the CMS because the CMS is linked directly to every gaming machine. As a popular international protocol, it would remove barriers to entry and allow new gaming machine suppliers to enter our market. It would also save development costs for suppliers already manufacturing G2S. This will reduce costs for clubs and improve speed of access to gaming innovation.

G2S offers clubs free business intelligence/analytics and a loyalty program (if they do not already have one), as well as remote game configuration, downloadable games, on-screen service windows, harm minimisation tools and a range of other features that are currently either unaffordable or unavailable.

We believe the CMS license is a game-changing opportunity that would become a true backbone for the gaming installation – enhancing the most important asset clubs have.

More than 60 per cent of club revenue in NSW is dependent upon gaming machines. This

proportion has fallen over the last decade as some clubs have diversified their revenue streams, but gaming remains pivotal for the overwhelming majority of clubs. That’s why the industry constantly requires new and innovative gaming products that appeal to a variety of demographics.

To that end, ClubsNSW has sought to influence the technology underpinning the backbone of the gaming industry: the Central Monitoring System (CMS). Most clubs only know about the CMS for two reasons – because it is hideously expensive and provides literally nothing in return. Clubs pay more than $40 per machine per month, which equates to about $45 million per year statewide for technology that exists for the sole purpose of telling the government how much tax it should collect. This is not only a gouge by international standards, the technology actually limits the competitiveness of NSW gaming.

Because the CMS was built 15 years ago and has never had a major upgrade, the technology is now outdated. It is built on a platform called X-series that is unique in the world. Imagine competing with Apple or Microsoft with technology that only exists in NSW. The uniqueness of our CMS prevents gaming machine manufacturers from bringing their product to NSW without totally re-writing the software, which adds to the cost for clubs to buy machines. It also means many international gaming suppliers choose not to operate in NSW. So clubs face gaming machine costs up to three times higher than the rest of the world and limited purchasing choice.

The outdated CMS underpinning the gaming industry in NSW is due for an overhaul, saving clubs money and giving them access to international innovation.

A bit of backbone

Clubs face gaming machine costs up to three times higher than the rest of the world and limited purchasing choice.

To remedy this, the board of ClubsNSW set a strategic directive that the next CMS should be cheaper for clubs, should open up our market to the world, and should give clubs the option to pay extra if they want the CMS to deliver them value-added technology. ClubsNSW have signed an agreement with the Australian Hotels Association (AHA) to work together ensure the next CMS delivers these outcomes.

So what is the best CMS technology and why? Some technology suppliers want the new CMS to move to the QCOM platform, arguing it will be a cheap upgrade. But QCOM only exists in Queensland, Victoria

15

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Q: You’ve been in the role for around six months now. How have you found it so far?A: I don’t say this loosely, but every day I feel privileged to have the role. When Mike Baird and Andrew Stoner made me part of the Cabinet, the Premier made it very clear to me that he wanted to transform NSW and it wasn’t just words. He made it very clear that the portfolio I was inheriting was a big part of that transformation. So to have the opportunity to work with the industry to achieve that transformation is very exciting and it is very humbling as well.

Q: What has been your experience of clubs prior to taking on the portfolio, and has your view of them changed since taking on this portfolio?A: I think I’ve gained a greater appreciation. My previous experience has been through sporting bodies associated with clubs. I was a club director at Tenterfield Golf Club back around 2002 where I was the captain of the club, so I understood the operations of a small country club and the challenges they faced. We were out of town and RBT and the like made it difficult to maintain a crowd. But also there were opportunities presented to us as a board – we put accommodation on course and used it more as an event centre as well.

Then I obviously had a relationship with the clubs in my role as a police officer of country towns and then as a licensing sergeant. I’ve had a fairly broad relationship with clubs over the years but I think my

appreciation for the reach they have in communities has extended, particularly the assistance of the ClubGRANTS program and how big an impact the clubs do have across each of their communities.

Q: You mentioned there that you were a licensing sergeant. With that background do you see clubs as generally safe venues?A: I do and I think across the industry they’re as safe as they’ve ever been. They definitely take their responsibilities seriously, whether it be alcohol or gaming. They’re like any industry and anything in general, you’ve got people that are at the top of their game – the outstanding performers – and then there are those that need to lift their standards. It doesn’t matter what you look at, you’ve got good teachers, bad teachers, good police, bad police. That fluctuation is true in the club industry as well.

I think there’s an overarching vision from clubs as a community to do business as best they can and that’s often seen with the [Clubs & Community] Awards. I was proud to attend the awards at Fox Studios in, I think, week two of being the Minister. So you get to see how much buy-in they have and how much really good work they do. They’re setting the bar high for those that aren’t meeting the standards and I think there is some industry pressure on those that are below the performance levels to lift their game.

The Minister for Hospitality, Gaming and Racing on his new role, his average golf game and providing certainty and stability to the club industry.

Q&ABy Carissa Simons ClubsNSW Media and Communications ManagerMinister Troy Grant

17Club Government Relations

Q: Did you enjoy the Clubs and Community Awards?A: It was a great evening. Plenty of old faces and a bit like a reunion in some regards because I’ve lived across most of regional NSW so I know a lot of people from different parts of the world. It was good to have a bit of a catch up with a few of them as well.

Q: What are your key priorities for the portfolio in regards to the club industry and what changes do you want to see made?A: I want industry to have a level of certainty. I’m very conscious of what happens to any business or any industry when the goalposts keep moving and shifting. While we live in a world where things need to change because community expectations change or new pressures come about, I think that as government we have a responsibility to create as stable an environment as we can and overall facilitate such an environment so that clubs can operate sustainably and keep contributing back to the communities that they serve. That’s a key challenge that we have.

There’s always ongoing pressures on the industry and government to find a balance of how they operate with the potential concerns sections of the community have about the risks of gaming or alcohol and the like. We’ve got to try and mitigate those collectively as best we can. That’s something that I’m keen to pursue with the clubs and I meet with the representative body regularly to do exactly that.

Q: You mentioned stability and certainty. Do you regard the previous MoU between the Coalition and ClubsNSW as a success, and does the government plan to continue that approach of working with ClubsNSW to resolve industry concerns and provide that certainty and stability?A: The figures from the MoU’s economic contribution is something in the order of $66 million economic benefit already, so from an

economic base I think there’s been a big, obvious return in that regard.

From a clubs and community engagement level I think there’s been significant ground made there as well, primarily again through the ClubGRANTS program. Just a better, broader awareness of the role clubs play in the community – I think that the MoU has certainly helped with that.

The MoU tackled a few issues from both sides of the equation about the challenges that clubs needed to address, and I think they’ve

invested a lot more in their restructuring and structural adjustments to things like the smoking legislation and the like.

The MoU sets a groundwork for those parameters moving forward. Opportunities in the future to do that and/or have a proper policy and legislative setting is where we can provide that certainty.

Q: The former Minister, George Souris MP, was in the portfolio for a long time in both opposition and government. How do you, or will you, differ from him?A: I think I’ve made it pretty clear to the whole industry that I operate on an open door policy, so they know that they can ring my office and get a meeting quickly on any pressing issues. I wasn’t in George’s office, so I can’t speak to that, but I operate on a very open and honest environment.

I think the industry knows that I work off an “honest, hardworking and integrity is key” approach. That’s the expectations I have of myself, that’s the expectations I have of my own office, it’s the expectation

I have of all the industries I deal with, and I’ve made that clear. The relationship has been extremely positive to date and I see no reason why that won’t continue.

Q: I hear around the traps that you’re quite a keen golfer. Does that mean clubs can expect to see you at their charity golf days? A: I’m a sports nut first and foremost, and being the captain of a golf club would indicate that I was mad on golf, and I certainly was

for a period of time. But I haven’t played a lot in the last couple of years after I did a charity event. I’ve done barefoot bowls, twilight bowls, I’ve done plenty of that over the years. I’ve also run a fair few charity golf days and bowls days and the like in clubs over the years.

I’m not sure time will permit me many more golf games, only because I’m a pretty average golfer and that generally leads to unnecessary frustration when I keep whacking it into the rough. My son’s keen on it now, so I’ve been out to the Dubbo Golf Club more frequently recently than I had for a little while. But yeah, I’m a pretty ordinary golfer…

Q: Well there’re plenty of twilight bowls opportunities around the place now…A: Barefoot bowls in the regional areas is a massive sport, and that’s another way you’ve got kids and families coming along in a club environment and having a great time together. I know in my own area that they’re massive supporters of junior sport. Without them the community would be much poorer.

“I think I’ve made it pretty clear to the whole industry that I operate on an open door policy, so they know that they can ring my office and get a meeting quickly on any pressing issues.”

Succession planning is a critical element in improving board effectiveness and club viability, yet finding qualified directors to join the board can often be a challenging – and at times

frustrating – process. Many clubs struggle to find and encourage suitable, qualified

candidates to step forward and replace directors who have resigned or announced their intention to step away from the board. There are a number of reasons for this but the most common barrier to getting new directors on the board is not a lack of willing candidates but the club’s constitution.

Constitutional provisions that limit board positions to members of the RSL sub-branch in RSL clubs or full bowling members in bowling clubs, or requirements that a director must have been a member of the club for a lengthy period of time, serve to disenfranchise sections of the membership, limit the available director pool and ward off would be candidates.

Club boards stuck in this quandary should consider removing these barriers or amending their constitutions to take advantage of recent regulatory changes that allow boards to directly appoint up to two directors.

These appointments should not be confused with the powers most boards already have under their constitutions to appoint a person to fill a casual vacancy on the board due to the death or resignation of a director during his or her term of office.

Achieving the right balance of board members is a challenge for any club – not just in terms of background and demographics, but also in personality, skill sets, and even interests and attitudes. The direct appointment method gives clubs the opportunity to not only fill vacancies, but also to promote diversity on the board or to trial a future possible director as part of the club’s succession planning.

It also allows boards to attract and appoint directors with specialist skills or knowledge as needed. By appointing an unelected director with general business expertise or professional experience in a specialised field (eg, legal, finance or project management) a club can supplement the existing skills and knowledge residing on the board. In doing so the quality of analysis and decision-making around major board decisions could be improved.

For example, a club planning to embark on a major capital works project but lacking the right skill set on the board could invite an appropriately skilled individual onto the board for the duration of the project. The ability of the appointed director to participate fully in board decision-making sets him or her apart from a consultant who can only advise directors.

Although it may be possible for some clubs to utilise the board appointment provisions straight away, most will have to amend their constitutions. And it’s important to note that additional appointed directors must not increase the size of the board beyond the maximum number permitted by the club’s constitution, which as of 1 January 2017 must be no more than nine. That means clubs may have to limit the maximum number of directors directly elected by members to no more than seven. Clubs who wish to amend their constitutions should obtain legal advice about the form of the amendments and the drafting of the notice of meeting and special resolution.

No board can afford to be complacent in the hope that the perfect director will one day waltz through the front door and stand for election. Nor should it be expected that current directors continue in service because no suitable candidates exist. In the interim, clubs should consider the advantages afforded by the direct appointment method.

By Anthony Trimarchi ClubsNSW Policy Officer

Boards can now directly appoint directors to fill gaps in expertise, promote diversity and bring on new members for specific projects.

TO APPOINT

Appointment of directors The Registered Clubs Regulation 2008 has been amended to allow club boards to independently appoint up to two directors in addition to those who have been elected directly by the members, subject to the following requirements:

The term of appointment is for a period of no more than three years.

The person must be a full member of the club.

The person is not eligible for re-appointment after the end of the term.

Within 21 days of an appointment, the board must notify members by placing a notice on its notice board and website of the reasons for the appointment, including the person's relevant skills and qualifications and any proposed honorarium.

POWERTH

E


Club Government Relations 19

By Anthony Trimarchi ClubsNSW Policy Officer

On 14 August 2014, the NSW Legislative Council Select Committee on the

Impact of Gambling released its final report. The report contains a range of recommendations for government on improving harm minimisation in the state. The government has until 16 February 2015 to issue a response.

The Committee, chaired by the Hon Rev Fred Nile MLC, was established in November last year to inquire into the impact of gambling on individuals and families in New South Wales. The inquiry received 35 submissions from a broad range of industry, local government and welfare groups, and held three public hearings in May and June 2014.

ClubsNSW made a submission and gave testimony at two of the public hearings. The ClubsNSW message was that gambling is an enjoyable recreational activity for many millions of NSW residents and that providing gambling through a member-based, not-for-profit club model maximises the social and economic benefits to the community. Moreover, the club industry is a world leader in responsible gambling and has worked cooperatively with successive NSW governments to implement a range of harm minimisation measures. As a result, NSW has the lowest problem gambling prevalence rate in Australia.

It was acknowledged that problem gambling remains a significant issue for a small number of individuals and their families, and that the industry needs to continue to improve support available for these people. In this regard, clubs have actively engaged in self-regulation, constantly improving our ClubSAFE responsible gambling program to ensure that it represents global best practice.

The Committee’s final report acknowledged some of excellent advances in responsible gambling practices made by the club industry including the development of the world leading Multi-Venue Self-Exclusion scheme and the outstanding public awareness campaign involving Nathan Hindmarsh.

The Committee also commended clubs on their willingness to work with a broad range of stakeholders to improve support for problem gamblers and to foster a culture of responsible gambling in our venues. They were particularly impressed with the partnership with the Salvation Army to deliver chaplaincy services in clubs, recognising that in many cases problem gambling is a manifestation of other life issues.

The Committee’s report makes 30 recommendations for improving gambling policy in NSW, with very few surprises. It is testament to

clubs’ commitment to responsible gambling that a large number of the recommendations are mirrored in the industry’s own Part of the Solution responsible gambling policy. Recommendations for tougher restrictions on credit betting, proper enforcement of online gambling laws, better research, family interventions and school-

based education programs are all measures that the industry has been advocating for a number of years.

There are of course recommendations to revisit issues raised at the federal level over the past few years including ATM withdrawals limits, maximum bet limits and maximum jackpot limits. Hopefully, the NSW Government recognises that these issues have already been the subject of rigorous public debate at national level and there would be little benefit in rehashing that debate at a state level.

In responding to the recommendations in the report, the NSW Government is likely to seek to balance the possible harm minimisation benefits against the need to ensure the sustainable development of the industry. Clubs can take some comfort in the fact that the NSW Government has historically managed that balancing task effectively.

An inquiry into how gambling affects individuals and families has released its findings.

By Daniel Mitchell ClubsNSW Senior Policy Officer – Gambling

THE IMPACT of Gambling

The ClubsNSW message was that gambling is an enjoyable recreational activity for many millions of NSW residents.

20 Club Workplace Relations

by Peter Willink ClubsNSW Workplace Relations Advocate

BACK TO BASICS:

UNFAIR DISMISSAL

21Club Workplace Relations

If you have ever been dismissed or you have dismissed someone else, you know that it is a very difficult and

emotive issue. A person’s job is part of their identity and social status. Losing your job not only affects your income, but also has personal and social consequences. Therefore it is unsurprising that many employees (or their representatives) threaten unfair dismissal action when faced with losing their jobs. It is essential that all employers understand what the law is in relation to unfair dismissal and the process involved.

When can an employee access unfair dismissal?As employees in the club industry are either covered by an enterprise agreement or the Registered and Licensed Clubs Award 2010, they can access unfair dismissal jurisdiction once they have completed the minimum employment period. This applies even if they earn a salary in excess of the high income threshold. The minimum employment period is either 12 months continuous service in a small business (a business which employs less than 15 employees) or six months if the business employs 15 or more employees.

Employees in other industries not covered by an award or an enterprise agreement are not covered by unfair dismissal laws if they earn over the high income threshold (currently $133,000 per annum).

What are the initial stages of an unfair dismissal claim?Any employee who is dismissed (or in some cases even when they resign) can make an unfair dismissal application. Once an unfair dismissal application is made to the Fair Work Commission (FWC), the FWC will forward the application and several other documents to the employer. Importantly, the FWC will send a notice of listing that sets the time and date for conciliation. The employer has

seven days from receipt of the application to file a response to the applicant’s assertions.

What is conciliation?Conciliation is an informal method of resolving an unfair dismissal application and is a fundamental requirement of the unfair dismissal process. It is usually held via a teleconference with the employee and employer as well as a member of the FWC. Both parties can have representation during this process. A representative can be a union representative, an employer association or in certain circumstances a lawyer.

The conciliation commences with both parties being given an opportunity to provide their version of events. The conciliator will usually ask both parties to clarify certain details of the case. The conciliator will then hold private discussions with both parties.

The aim of conciliation is to try to settle the matter before it proceeds to arbitration, which can take up a significant amount of time and resources. Usually a monetary amount settles an application. However, other outcomes include the employer changing the termination of employment from a dismissal to a resignation and providing a statement of service. Most applications settle at this stage but if conciliation fails the application will proceed to a formal hearing.

Do unfair dismissal laws cover casuals?Casuals are covered by unfair dismissal laws provided they have completed the minimum employment period and they are regular and systematically employed with a reasonable expectation of continuing employment.

What are jurisdictional objections?Jurisdictional objections are where the employer argues that the employee, for a particular reason, is not covered by the unfair dismissal laws and therefore the FWC does not have jurisdiction to hear the application.

There are many grounds which constitute jurisdictional objections. The most common basis in the club industry is that the employee lodged his or her application 21 days after termination or that the employee did not have the required length of service. Other

common grounds include that the employee was a contractor, that it was a case of genuine redundancy or that the employee resigned of his or her own volition.

When is a dismissal unfair?If the application fails to settle at the conciliation stage and there are no jurisdictional issues, the application will proceed to a hearing with a FWC member. In determining whether a dismissal is fair or not, the FWC must take into account the criteria set down in s 387 of the Fair Work Act 2009 (the Act).

The criteria includes, among other things, whether or not there was a valid reason for termination, if the dismissal is related to poor performance whether or not the employee had been warned, whether the employee had been given a chance to respond to any reason related to capacity or conduct, and very broadly whether or not the procedure the employer followed was fair given the size of the business. The purpose of these criteria is to make a concept that is arguably very subjective more objective and consistently applied.

What orders can the Fair Work Commission make?The FWC’s primary remedy if they find a dismissal unfair is reinstatement of the employee to the position they held immediately prior to termination or to a position no less favourable than the one the employee held prior to dismissal.

If the FWC considers reinstatement is inappropriate it can consider financial compensation. Again the Act provides criteria for determining the appropriate amount of compensation. These include whether or not it would undermine the viability of the business, the employee’s length of service, if the employee has gained similar employment since the dismissal and what steps he or she has taken to mitigate the loss.

The maximum compensation the FWC can award is the lesser of either the total remuneration received by the employee in the 26 weeks prior to termination or half the high income threshold (currently $66,500).

Dismissal is a stressful and potentially damaging event for both employee and employer. Understanding the unfair dismissal process is crucial for clubs.

Gaming is becoming a truly global business that demands global players. Local economic and regulatory

challenges have always weighed heavily on gaming technology businesses, even more so with recent increases in competition and reduced margins. Gaming companies can no longer risk being tied too closely to a single market or single product category. This need for diversification has paved the way for a number of significant mergers and acquisitions in the industry in recent times.

US lottery giant Scientific Games got the ball rolling in January 2013 when they announced their acquisition of slot machine manufacturer WMS Gaming. The deal, valued at US$1.5 billion, was the biggest in the global gaming market in some years. Strategically the deal seemed to make a lot of sense for Scientific Games and its majority owner billionaire Ron Perelman. With limited opportunity for organic growth in the lotteries market, adding a product vertical in the closely related gaming market provides enough overlap for Scientific Games to share production, software and customer services with

WMS. Cost savings from the acquisition are expected to be US$90 million.

This acquisition was followed closely by a similar sized deal from Bally Technologies. Bally, a leading supplier of gaming machines and casino systems in the US, announced a US$1.3 billion acquisition of rival gaming machine manufacturer SHFL Entertainment. This move was designed to increase Bally’s presence in the Asia-Pacific region, a market in which they had historically struggled to gain penetration. It also meant they added SHFL’s leading electronic table games to their portfolio – a product category that is proving extremely popular in the burgeoning Asian casino market.

The gaming technology industry saw two of the biggest acquisitions in its history in the space of a few months, but it was nothing compared to what was to come. Sitting on the sidelines, but no doubt feeling the pressure of the growing size of the competition, were two behemoths – the world’s largest lottery company GTECH and the world’s largest gaming machine manufacturer IGT, each with market cap of more than US$4 billion.

Given its large market share, IGT was suffering from the downturn in that US market. As well as a general decline in sales volumes there was also increased competition from a growing number of gaming machine suppliers creating significant downward pressure on prices. This caused

IGT’s share price to tumble some 33 per cent over a 12-month period, increasing their attractiveness to potential suitors.

In the other corner, GTECH had a healthy balance sheet and was looking to increase its share of the US gaming machine market. The result was that GTECH announced the purchase of IGT for US$4.7 billion in cash and stock, creating a true giant in the global gaming industry. The announcement includes planned synergies of some US$280 million.

But the wave of industry consolidation didn’t stop there. Almost as if not to be outdone by GTECH’s acquisition of IGT, within days Scientific Games announced the US$3.7 billion acquisition of Bally Technologies. Bally, SHFL, WMS and Scientific Games had in the space of less than two years been merged into a single entity. Almost flying under the radar was Aristocrat’s $1.3 billion acquisition of VGT, a leading supplier of gaming machines in the US tribal casino market, which now sees its business split evenly between the US and the rest of the world.

With increased diversification and consolidated cost structures, this new stock of gaming companies should be more robust in the face of economic shocks or competitive pressures on their sales margins. For clubs that should mean a more predictable stream of new gaming content and consistent customer service.

22 Club Gaming

By Daniel Mitchell Senior Policy Officer – Gambling

A few key acquisitions have changed the face of the gaming industry in just two years. This is good news for clubs.

24 Club Gaming

Q: How will GTECH’s acquisition of IGT impact its strategy?A: We’re awaiting the final regulatory approvals and all the shareholder approvals, and during this period we are legally obliged to continue operating as completely independent organisations. As a result, it’s business as usual for both companies until the early part of 2015 when we expect the transaction to be formally completed.GTECH’s strategy has always been very clear, which is “putting customers first.” It’s a mandate that’s been very successful for us, and we certainly see that continuing following the integration of GTECH and IGT. IGT has been an extremely successful organisation in the sector in which it has traditionally operated, and in more recent times in the social interactive space. Once the merger is completed, our strategy will be to leverage our combined capabilities and strengths and look to further enhance our position in the marketplace.

Q: You’re from Australia, born in Wollongong. What, if anything, will that background bring to your role in shaping the global organisation?A: I’ve been out of Australia now for about six years and the one thing I’ve noticed is that Australia generally, because of its distant and isolated geographic location, has always been open to embracing the world and fostering a global approach to business. Across a range of industries, Australia has always kept an eye on the latest trends, developments and innovations around the

world, and tends to be an early adopter. In many other markets and countries around the world, which are much larger than our market here in Australia, people have always prioritised their own local market as opposed to internationalisation, at times missing real gems of opportunities. I think I’ve been able to lead the international region of the GTECH organisation with that same openness to embracing global trends. I think probably many Australians around the world have experienced the same thing.

Q: How does the NSW market differ from the rest of the world?A: The NSW market is a very significant market in global terms and the operators within in it are extremely efficient and knowledgeable about what is happening around the world. However, regulations that currently apply here in NSW have somewhat inhibited the ability of operators to bring the latest technology to this market. So whether it’s the latest software solutions applicable in gaming, whether it’s the latest content, titles, games or machines, the current regulations have made the Australian market economically unviable for many manufacturers to bring their products to this country. Here in NSW, there are good products, but not necessarily the latest products, from all the manufacturers. So I think that’s the biggest difference between NSW and the rest of the world; it hasn’t yet opened up to all that’s available from the rest of the world, and with it, the ability to drive even more efficiency, effectiveness, control and innovation than it does today.

As President and CEO of GTECH International, Walter Bugno is responsible for business in Asia-Pacific, the Middle East, Africa and Europe (except Italy). GTECH is expected to acquire IGT – a move that will give the company a larger footprint in the Asia-Pacific region. Club Life spoke to the Wollongong native about the company’s plans for the future and the state of the market in NSW.

Q&ABy Carissa Simons ClubsNSW Media and Communications ManagerWalter Bugno

25Club Gaming

Q: What do you think this merger will bring to customers of the combined company?A: We are on record at the time of the announcement as saying that once this transaction is concluded we will have created the world’s leading end-to-end gaming company, with the most diversified product portfolio and an unmatched global footprint. Whether you’re in the government-sponsored sector or in a commercial operations or gaming sector, and no matter where you are in the world, it means we will be able to provide best-in-class products and services for any channel or any market. It means that because of our respective positions in our existing markets, whether it’s in the lottery solutions sector, in the interactive gaming sector, in the supply of video lottery systems and VLTs, in content or commercial gaming, the kind of scale that we have can make a real difference in delivering powerful and innovative gaming products that will help drive revenue for all of our customers.

Q: The AGE has wrapped up for another year. What did you see as the major trends for the coming years and what trends do think will come from overseas?A: There’s certainly an appetite in the marketplace here for new content, and for support in driving your business more efficiently and effectively through improved data gathering, analytics, and consumer understanding. I think the products and solutions being offered in systems will help tremendously with analytics and

performance; these solutions provide real-live performance data that will help you drive your business better. The ability to expand the multi-game offers and have the latest content that appeals to customers – these types of product trends were attracting interest and are evidenced by success in other markets around the world. In the longer term, and again as regulations adapt and open up,

internationally we are seeing the growth of mobile gaming both in the areas of sports betting, social gaming and even real-money gaming on mobile devices. By fastest-growing mobile devices, I don’t just mean tablets, but also mobile phones. I’d be surprised if we don’t see that eventually also in Australia.

Q: The Centralised Monitoring System license is coming up in December 2016. Do you see opportunity there?A: I hope so! I see opportunity for both GTECH and the NSW market. As GTECH, we are a leading provider of central systems globally. We’ve successfully deployed more than 24

central systems over the last five years in many markets around the world that have had similar requirements to the NSW centralised monitoring system. We think we are ideally placed to offer a very good and competitive solution to the NSW Government and to clubs and hotels here in NSW. We believe we can offer the latest technology with improved results for all stakeholders by adopting our INTELLIGEN™ central

system. It’s a system that goes beyond simply being a monitoring system by adding significant value to operations.

Q: Any final words?A: GTECH has been operating in Australia for a long time, primarily in the lottery sector. With the privatisation of lotteries here in Australia, we took a smaller position in this marketplace. Today, Australia for GTECH is a very interesting and priority market for re-entry. Of course with the IGT transaction and IGT’s existing position here in Australia, we really look forward to building our business and making it a major opportunity to bring our great content to the marketplace and help drive business further for all the stakeholders in NSW and Australia.

The NSW market is a very significant market in global terms and the operators within in it are extremely efficient and knowledgeable about what is happening around the world.

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26 Club Gaming

Q&AQ: You’ve entered into an agreement to buy Bally and have recently acquired WMS Gaming. How do you see these acquisitions providing value to your customers?A: When we close the Bally acquisition we’ll have every part of gaming effectively covered, be it lottery and gaming systems, slot and poker machines, electronic tables shufflers, utility products, lottery tickets, or lottery products. We’ll keep the multiple brands alive and our sales people have a variety of options for our customers. We are not a one-trick pony. When you make a purchase, you’ll have peace of mind that there are multiple product lines coming in behind it. I think that’s why it works well for a customer.

Importantly, the combination of Scientific Games and Bally Technologies gives us the greater scale to enable us to innovate for the future. To continue to struggle on in a very competitive market, just keeping up with your R&D needs doesn’t give you growth. We have an avenue for the future.

Q: So those brands, WMS and Bally, will stay separate?A: Yes, they’ll stay separate. They’ll have the same back end but the brands will retain the distinctive look and feel that players and customers have come to love and appreciate. So a player who likes a WMS game will still be able to play a WMS game, players who like a Bally game can still play a Bally game.

Q: Those aren’t the only recent acquisitions or mergers. What do you think is behind the merger and acquisition movement in the gaming market globally?A: As I said, if you don’t have the scale it’s very difficult to invest in R&D for the future. I think the companies who have the foresight to invest in those kind of deals, by virtue of the consolidations and the positive synergies, have set themselves up for future growth.

Q: You’re from Australia and now an increasing number of Australians are popping up in senior positions in gaming internationally. What do you think that is? Do you think it gives you an advantage in the NSW and Australian markets?A: So dealing with the last part first, I think that customers tell me the same thing: “We love you dearly, we love you like a brother, but if your games aren’t any good we’re not going to buy them.” So at the end of the day, unless your games are any good it doesn’t matter, right?

But from an Australian’s perspective, there are very few industries in which Australia can actually say it’s a world leader. Gaming is an exception, and it’s great to see lots of Australians popping up in positions like mine, and it’s something we should be proud of. I know down here there’s trepidation to be proud of the fact that we’re a

Gavin Isaacs was appointed CEO and President of Scientific Games in June this year. He was previously the CEO of SHFL entertainment, Executive Vice President and COO of Bally Technologies and has held senior roles at Aristocrat. Club Life sat down with Gavin in Sydney after the Australasian Gaming Expo to discuss the company’s plans for the future and where he sees the industry heading.

By Carissa Simons ClubsNSW Media and Communications ManagerGavin Isaacs

27Club Gaming

You look at our club model, I think that’s revered around the world. People look at it and admire it and wish they could emulate it.

leader, but it’s fact. You look at our club model, I think that’s revered around the world. People look at it and admire it and wish they could emulate it. I think it’s just a phenomenal model.

Q: What do you think are the next trends in gaming?A: Clearly in Australia you’ve had a lot of progressives, stand-alone progressives – still very popular [but] I think a little bit of variety in that space won’t hurt. I think some of the non-progressives may gain a little bit more traction. It’s cyclical. I think that Australia’s leading the way in terms of payback percentages. In America the games are a lot tighter. I think here they’ve loosened them up again. It’s helping keep the players engaged. Clearly iGaming, and maybe ultimately downloadable, could work. But it’s not going to take over the world straight away. We’re seeing that with the innovation overseas, but I don’t think it’s changing quickly.

Q: What about open standard technology? What’s behind the push towards that?A: In the computer world if you’ve got an Apple, a Dell or an IBM, you can plug it into the wall and it talks the same

protocol. NSW is X-Series, Queensland is QCom, some parts of the world are G2S, some of them are SAS, some of them are VLC – you have all these different protocols that are expensive to adhere to all the time. From a manufacturer’s perspective, I would much rather spend my money developing great games than

trying to meet the protocol standards. Having said that, it’s expensive to change all your equipment and it takes time. I think the idea behind G2S is that there’s an open standard technology, which if adopted universally would make it easier for industry participants to buy equipment. The issue is that because of the slowdown in the world economy over the last five years or so, and the fact that people like to keep their games longer, it’s just not happening as quickly as some would like. But is it a good idea? Of course it’s a good idea. Could it have been done better? Yes, it could have been done better. Will it take over in the future? It’s going to take

a while to do it, but sure. And I think it’s just reducing another barrier to entry.

Q: Any final words?A: I think it’s important that one of the reasons for this acquisition was the presence that Bally SHFL has in the region. We see this as a very important, very vibrant marketplace

in the world. In fact, Australasia was called out in our acquisition filing as a major factor in increasing our global presence. I think that’s good for the club industry, because another active participant who really focuses on the industry is only a good thing.

In our lottery business we do get revenue in every state. We provide instant tickets and CMS and systems in every state. It is a market where we were and where WMS was investing, and we’ve expedited that with this acquisition. We’re going to maintain our customer focus and make sure that we become a preferred partner of choice to the clubs and other participants in the industry down here.

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28 Club Gaming

TAB’s busiest time of year is without a doubt the Spring Racing Carnival. The pinnacle of the carnival is the

Melbourne Cup on Tuesday 4 November, but Sydney racing also contributes to the carnival atmosphere and club members can take advantage of some great offers at TAB.

TAB’s 2014 campaign is centred on the Spring Racing Carnival as “Betting Season” and encouraging customers that “It’s time to shop at TAB”. To celebrate the 2014 carnival, TAB has created an inclusive campaign featuring great offers.

The insight behind the “Betting Season” campaign is that the spring carnival provides social approval for punters to have a bet. It is a time of year when racing is at the forefront of people’s minds.

Research commissioned by Tabcorp shows that 73 per cent of people in NSW and Victoria who bet on the Melbourne Cup do so with TAB. The “Betting Season” campaign seeks to ensure TAB is the number one choice for all Spring Carnival betting.

Although the Spring Racing Carnival is at its peak during Melbourne Cup Week, the campaign seeks to provide customers with

value offers in the lead-up events and on exciting group races. NSW TAB customers will be privy to exceptional offers in the month of October. The availability of TAB’s loyalty program, TAB Rewards, in retail outlets allows TAB customers to take advantage of exclusive TAB price offers in their venue of choice. This was previously only available to TAB account holders and is a great benefit to Club TAB customers.

Tabcorp National Partner Manager Lloyd Robson said clubs should be making the most of the Spring Carnival and capitalising on the once-a-year punters coming to their club to place Melbourne Cup bets. “Melbourne Cup is always TAB’s busiest day of the year. We expect to take in excess of 11 million bets on Melbourne Cup Day across all of our channels and brands and at peak our systems will process up to 2,000 transactions per second,” said Robson.

“This prime betting day provides clubs with the opportunity to create a real atmosphere around their venue and potentially sign new members. Showcasing your club in its best shape with carnival theming, offering customers special racing promotions, and ensuring staff are well prepared will help ensure a successful Melbourne Cup Day.”

for betting seasonIt’s time to shop at TAB for the Spring Racing Carnival. Spring Racing

Carnival OffersCustomers who place a fixed odds win bet with a TAB account or TAB Rewards card on the Epsom Handicap, the Metropolitan or the Flight Stakes at Randwick on 4 October or the Spring Champion Stakes at Randwick on 11 October, will receive a bonus bet up to $50 or equivalent TAB Rewards points if their selection runs 2nd or 3rd.

Customers who place a trifecta on the Caulfield Cup on 18 October, the Manikato Stakes on 24 October or the Cox Plate on 25 October who lose but select two of the three placing’s correctly will also receive a bonus bet up to $50 or equivalent TAB Rewards points.

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30 Club Gaming

The 25th annual Australasian Gaming Expo (AGE) has closed its doors for another year, after

a busy three days on a show floor that featured everything from Tarzan’s snakes to a real-life Delorean – complete with Doc Emmett and Marty.

ClubsNSW made sure to catch up with member clubs from across the state at the event, with over 200 clubs visiting the ClubsNSW stand. As one member club attendee said: “It is great to see ClubsNSW give back to their members with a presence at the expo.” The ClubsNSW Member Enquiries Centre team also fielded many questions face-to-face and found the experience invaluable.

On the second night of the show, around 40 staff from several exhibitors

attended a cocktail party to celebrate 25 years of the AGE. Representing 18 companies in total, these exhibitors all shared a common bond; they have exhibited continuously since the inaugural Expo held at Darling Harbour in 1990.

Event owner and operator, the Gaming Technologies Association, offered a trip for two to Las Vegas for visitors at each day of the Expo. Tony Mathew from Wests Campbelltown Leagues Club was the first name to be drawn from all the visitors on Tuesday. Riccardo Callegari from Easts Group Bondi Junction and Danielle Burston from Collingwood Football Club are also shouting “Viva Las Vegas!” thanks to each winning a trip for two at the AGE.

AGE 2014 wraps up foranother year

ACCC takes action against Bet365

The Australian Competition and Consumer Commission (ACCC) has instituted

proceedings in the Federal Court of Australia against three Bet365 Group companies alleging that the online betting agency made misleading representations in breach of the Australian Consumer Law in relation to offers of “free bets” and “deposit bonus” to new customers who joined up online.

The ACCC alleges that Bet365’s free bets and deposit bonus offers conveyed the dominant message that new customers would be entitled to up to $200 in bets without limitation or restriction. In fact the offers were subject to a number of such conditions that were not prominently displayed.

“The online betting industry

is a growing business sector. The Australian Consumer Law applies to this sector in the same way that it applies to other industries and sectors,” said ACCC Chairman Rod Sims. “The Consumer Law also requires that any conditions, limitations or restrictions should be made clear to the consumer before the purchase rather after a consumer has been unfairly enticed into a transaction. Consumer issues in online trading are an enforcement priority for the ACCC.”

Bet365 has changed its website since the ACCC contacted it about its concerns. The ACCC is seeking declarations, injunctions, pecuniary penalties, corrective advertising, a compliance program and costs. The first hearing will be held in October.

Bet365 conditions included:

• Consumers would only receive a $200 free bet or deposit bonus if they paid and gambled $200 of their own money first.

• To be eligible for the offers, consumers must have gambled three times the value of their deposit and bonus within 90 days before being able to withdraw any winnings, ie a consumer who made an initial deposit of $200 and received $200 in bets was required to then gamble $1,200 before being able to withdraw any money.

• To meet the free bet or deposit bonus terms and conditions, consumers were required to bet at odds of no less than 1.5, meaning that they were required to bet on higher risk transactions.

31Club Gaming

Tabcorp Gaming Solutions (TGS) signed its third NSW club in early September, with Maitland

Leagues Club joining the TGS family. The 76-machine club has undergone hardship in recent times and will now have a chance to thrive again with the backing of TGS.

Jay Riddle, TGS New Business Manager said he had noticed Maitland Leagues Club was seeking amalgamation opportunities and knew his team could help. “TGS provide solutions for venues and work in partnership with the board and management to bring these opportunities to life,” said Riddle.

“Areas of focus at Maitland will include refurbishment of the gaming room and bistro supported by the introduction of a state of the venue loyalty system to reward patrons of the club. The TGS golden opportunity we currently have on offer is allowing clubs across the state to take their venue to the next level. As we will see at Maitland Leagues Club.”

TGS is backed by Tabcorp’s years of expertise in the gaming machine industry and is NSW’s only full service, end-to-end gaming services provider. Mr Riddle said TGS has $20 million to invest in the NSW gaming market with selected venues. “TGS can make a real difference in NSW clubs. We are continuing discussions with a number of venues and we’re really pleased to have signed the new partnership with Maitland,” he said.

The TGS team helps venues with their gaming performance across services such as gaming machine supply, the exclusive Diamond Rewards loyalty program, venue design, local area marketing, responsible gambling services and reporting and analysis.

TGS successfully services almost one third of the gaming market in Victoria, where the business first launched in 2012. The business launched in NSW in late 2013 and Maitland has become the third club to join the family following Kogarah RSL and Auburn Tennis Club.

Kogarah RSL and Auburn Tennis Club have undergone complete transformations and Mr Riddle said the TGS team can’t wait to get started at Maitland.

Auburn Tennis Club relaunchedThe refurbishment at Auburn Tennis Club wrapped up in early July and in late August the club officially relaunched to its members with huge celebrations.

Sky Sports Radio’s Big Sports Breakfast was on site hosting its popular breakfast program with a panel including former Australian cricketer Stewart Clark and former NRL player Jimmy Smith. Auburn Tennis Club General Manager Glenn Fraser joined the show and discussed his club’s strong partnership with Tabcorp.

By mid-afternoon the celebrations saw 350 patrons at the club and the club renewed memberships and registered 50 new members on the day. TAB and Keno ambassadors were on hand with giveaways in addition to the mega giveaway with over $2,500 worth of prizes and exciting raffles.

Auburn Tennis Club President and the Board of Directors were in attendance for the official ribbon and cake cutting and thanked the community for its support.

MAITLAND takes up the Golden Opportunity

A new club joins the TGS family while another celebrates its relaunch.

During the Spring Racing Carnival (5 October – 11 November) clubs can take advantage of

triple commission on all Trackside sales.Tabcorp’s animated racing game,

Trackside, is an essential part of the overall wagering product suite and complements traditional club TAB facilities. The game combines the excitement of thoroughbred, harness and greyhound racing with all major bet types available in an exciting virtual racing game every four minutes.

Clubs are encouraged to take advantage of the special commission offer and optimise their Trackside facilities. Trackside Product & Marketing Manager Dale Kaine says a strategic and thought out Trackside setup is crucial to the success of the product in venue. Trackside vision in line with the main wagering racing screens provides customers with the best experience to view the game. Multiple screens showing the game and positioning screens near EBTs are crucial to maximising turnover.

Secondary to an optimal setup, employee knowledge and customer education are key. “Every venue has the ability to create a great Trackside experience for their

members and customers,” said Dale.“Employee knowledge and customer

education come hand in hand. If an employee is well versed on all things Trackside, they will easily be able to answer customer questions and help customers where needed.

“Customers are also attracted to big payouts that can come from Trackside exotic bets when outside runners win. Trifectas can pay over $33,000 and a First 4 over $720,000! Promoting these is a great way to encourage customer interest.”

Trackside also pays the highest commission rate of all wagering products at three per cent and all ClubsNSW members receive rebates. Forestville RSL leads the way with TracksideForestville RSL in northern Sydney is a long-term supporter of Trackside and is an excellent example of an optimal Trackside offering.

The club’s commitment to providing the best possible Trackside offering to its members has paid off with patrons investing over $10,000 per week in the game, delivering great wagering returns to the club.

Chief Executive Officer at Forestville RSL Denis Sullivan said that in his club Trackside is shown with equal prominence to Sky Racing 1 and Sky Racing 2. “We found that when we moved Trackside onto a 70-inch screen and promoted it similar to normal TAB racing we had a dramatic increase in

sales,” said Sullivan. “We have also seen that the large returns available to customers from the Trifecta and First 4 create a lot of interest leading to further sales.”

The club notes that over 90 per cent of bets are placed on the EBT, which has been strategically placed immediately adjacent to the racing theatre. Sullivan said his staff are very dedicated to their jobs and have an excellent understanding of all facilities on offer at the club, including Trackside.

Enjoy the excitement of thoroughbred, harness and greyhound racing and win big.

Trackside gets an upgradeTrackside recently introduced a harness racing game to complete the suite of racing codes the product offers. Improvements have also been made to the graphics to make the game more appealing to customers. The graphics allow a customer to easily track their runner and now feature:

Simplified runner colours

Same colour silks across all racing codes

Larger numbers on the runners

Closer camera angles

Position indicator bar to reflect the same colour as the runner which will update every 100 metres

TRACKSIDE OFFERS TRIPLE COMMI$$IONDURING SPRING

32 Club Gaming

Think! About your choices. Call Gambling Help services 1800 858 858. www.gamblinghelp.nsw.gov.au. Gamble Responsibly. Available to NSW residents only.

TRACKSIDE

$4 FAVOURITESGAME EVERY 4 MINUTESFIXED ODDSEXOTIC BET TYPE OPTIONS BIG DIVIDENDS ON OFFERGREAT UPCOMING PROMOTIONS

34 Club Building & Construction

photos by Ben Symons

START DATE June 2013

END DATE March 2014

COST $8.5 million for Stage 1

ARCHITECT Hassell

CONSTRUCTION Lipman Group

“Previous to the reconstruction of the club, the membership base was approximately 1,200 members. We are now approaching 5,000 members and there has been an amazingly positive response to the new building. The new building has been developed to not only provide an exceptional registered club, but it has also been built to provide a world class rowing facility for the UTS Rowing team.”

Damien PhelpsGeneral Manager

THE WORKS Harbourfront beauty

After closing the doors for 12 months, the UTS Haberfield Club re-opened in March

2014 as the first fully redeveloped NSW licensed club in 10 years.

The University of Technology, Sydney (UTS) began its association with Haberfield Rowing Club in 1992. The facility was acquired to provide a sporting facility for the UTS rowing club while retaining the upstairs licensed club for the broader community. In need of refurbishment, $8.5 million for the redevelopment of the site was approved to address tired fixtures and mounting compliance issues, including all abilities access.

The board wanted the refurbished venue to have an open, welcoming atmosphere and become recognised as a destination that serves fresh, seasonal food in a unique location.

The works also focused heavily on sustainability, with responsibly sourced materials used in the new club building. Former timber from the old boat shed structure was recycled and used as joinery and dedication plinths, while the majority of the secondary structure is sustainably managed hardwood timber certified by the Forest Stewardship Council.

Low use water fixtures were chosen to reduce the amount of potable water used on site. Harbour water is now used for the fire hydrant system while a rainwater harvesting tank was installed for boat washing. Succulents, which require little water, and other plant species local to the coastal region were chosen for landscaping elements.

A mixed mode ventilation strategy was adopted to facilitate natural ventilation and minimise the need for air-conditioning. The club used ceiling fans, motorised window louvres and fully opening doors and windows to compliment a plenum space circulation system.

Shading devices, roof overhangs and first floor glazing were introduced to minimise glare and solar gain. High efficiency lighting and controls were installed including an intelligent lighting control system, day lighting and occupancy sensors.

Finally, an assortment of products with low volatile organic compounds (VOCs) and formaldehyde content were procured for internal finishes.

Since re-opening, the club has seen a flurry of activity, particularly around the provision of food and beverages. This coupled with the venue’s unobstructed water views and state of the art rowing facilities have resulted in memberships more than doubling but diversifying as well. Younger families are enjoying the club’s atmosphere and patrons are using the venue to celebrate birthdays, anniversaries and other special occasions.

UTS HABERFIELD

CLUB

36 Club Building and Construction

F ollowing a year that included the construction of a multi-million dollar refurbishment of the food

and beverage offering at Mt Pritchard, Mounties Group also secured approval for the biggest single project in Australian club history at the Harbord Diggers Club.

Mounties Group is planning on creating the first true inter-generational lifestyle village in Australia. A registered club surrounded on three sides by ocean and co-located with a fitness centre, retirement village, child care, swimming centre, respite care and member services. A village that brings the best of active club life and uses natural synergies to blend it with the community.

Spread across a 15,000m2 site on Sydney’s northern beaches, the new Harbord Diggers is an ambitious plan based on member and community needs that combines services for the youngest child in the community through to the ageing population.

According to Mounties Group CEO Greg Pickering the plans will see a significant benefit to local people: “It’s about getting back to why clubs were originally created and that is to meet a need in our local communities. This concept is the direct result of more than three years of intensive community consultation and research that identified what it was that our community wanted to see in the club of the future and then formatted a plan to deliver to those needs.”

As an indicator of how popular the concept is with local people, it is the first time that Warringah local council received less than 60 opposing submissions but over 8,000 people writing in support of the development application.

The investment, not including land, is well in excess of $100 million but it’s the difference it will make in people’s lives that has people truly impressed. Research has indicated that people involved in the project could enjoy reductions in hospital admissions, a reduced need for nursing home care and even improved levels of health and wellbeing.

At the same time, the club itself will see a new lease of life and offer one of the most unique and amazing locations available.

Harbord Diggers will offer state of the art technology and design with three restaurants, two cafes, bars and function facilities overlooking amazing ocean views.

Directly attached will be a fitness centre offering classes and programs for all ages. The club already teaches 3,500 children a year how to swim at their current centre and offers classes for all ages including weight loss, Vietnam veterans and cardiac rehabilitation. The new aquatic centre will take this even further in encouraging an active and healthy lifestyle for club members.

The addition of services such as long day care for 90 children will meet strong demand and the development of a retirement village on the same site as the club and other services will see a safe and comfortable home for local people over the age of 55 years.

When asked why clubs seem to be moving towards retirement living, General Manager Dale Hunt explains it simply by saying that while Australia is addressing the needs of an older population by delivering services such as meals or nursing care directly into a person’s home, the problem is that it can isolate people from the rest of the community.

“Clubs in Australia are in a unique position to address the isolation in our community because we are really about social inclusion and social engagement. We are about bringing communities together,” says Hunt.

“Instead of being isolated because of location or transport, our elder members will now be able to live as an integral part of club life. A simple step outside your front door will deliver a range of activities, a choice in dining experiences and an immediate connection to those living in the area.”

With Stage 1 approval received last year and the development application for design now lodged with council, the club could begin construction within 12 months and be fully completed within three years.

As Greg Pickering says: “Times have changed from when our clubs were first created and we need to change along with the needs of our customers. This type of development allows us to spread our investment into different sectors without losing sight of our core purpose of meeting our members’ needs.”

37

One Sydney club has embarked on an ambitious development project that may change the look of the industry.


39Club Building & Construction

START DATE May 2014

END DATE Early 2015

COST $2 million

INTERIOR DESIGNER Split Watermelon

CONSTRUCTION A number of local builders and tradespeople

“Our success is like a wheel, its spokes are strong. Governance procedures and the momentum on which we roll has built our ability to reinvest whether it be directly to our local community or in the development of member services. Without these two processes our ability to ride to success is limited.”

Patrick CrickCEO

THE WORKS Local heroes

The club recently underwent a major interior renovation as part of an ongoing capital

works development strategy. The major goal was to provide a seamless contemporary design throughout, tying previous renovations together giving the perception of flow between spaces.

To reflect the local community with which the club is intrinsically linked, the design brief was to provide the club with an interior that celebrates the unique aspects of Armidale.

Once the design focus was agreed upon, a scope of works was developed and the club project-managed the work internally. This model was chosen so that the club could exclusively engage local builders and trades people to complete the works.

Stage 1 covered the main trading areas and stage 2 will encompass the club’s banquet spaces.

Design elements include woven rope features, wood floors, furniture colours that resemble the seasons of Armidale, New England elm cladding, tree-shaped lighting and screen features as well as unique textured wallpapers such as layered suitcases and studded walls.

ARMIDALE CITY

BOWLING CLUB

photos by Simon Scott

“It is at this point that the club should consider the involvement of experienced consultants (architects, engineers and of course quantity surveyors) and/or contractors, to assist with the proper planning of any proposed works. A master planning exercise should also be considered to assist in the forecasting of long-term financial and service objectives as well as management of the business as a whole,” says Brandtman.

Experience counts when considering the engagement of any consultants or contractors as work in most cases is generally carried out within the confines of an operating business. Hence there is a need to understand the ramifications of such works to the club management and patrons along with the subsequent costs that are introduced above and beyond what would normally be expected in a building project.

“An experienced quantity surveyor should have an effective broad knowledge of all disciplines involved in the procurement process, the engagement of such a professional in the process forms a key element in the effective management of the exercise. Furthermore, an experienced quantity surveyor can not only act as a construction cost expert, they are also in a position to act on behalf of the club board as a Client Project Manager or Superintendent,” says Brandtman.

The final event of the process is obviously the construction stage where there are a number of contracting alternatives available including lump sum contract (build only), lump sum contract (design and construct), and construction management (see box). Of those three approaches, design and construct is the most popular due to the fact that most club projects involve major renovation works, which are often difficult to fully document leading to an increase in risk by way of variation claims. “The proper management of

Whether it is a seemingly simple renovation of your restaurant or gaming room or a new build,

there are number of steps a club must take to ensure that the project runs smoothly. The very first step is to identify a need.

“Before they can step into a program for any redevelopment works to their property, the club’s board and management must recognise that there is a realistic need for improvement to the venue as well as giving consideration to

the long-term benefits such works will provide to the facility and, importantly, its members,” advises Brandtman.

Once a club has identified a need, a preliminary appraisal should be undertaken which looks at all the financial aspects of any capital works proposal, business planning to establish both long and short-term objectives and a draft scope of works schedule to allow a notional figure to be placed on capital costs necessary for procurement.

“This process will set up the financial parameters and business model prior to moving on to a second stage which involves a more detailed approach including definition of objectives, formulation of a more formal scope of works document accompanied by proper reporting on the existing facility. Consideration of existing building services elements and necessary compliance with the statutory requirements of the Building Code of Australia (BCA) is also essential.

What should clubs consider when contemplating a renovation or building project? Club Life talks to Greg Brandtman, senior partner at quantity surveyor Mitchell Brandtman.

Before

YOU BUILD


Cabramatta Bowling Club

TYPES OF CONSTRUCTION CONTRACTSLUMP SUM CONTRACT (Build Only)

The project is fully documented by

consultants as agents of the club and

the client takes responsibility for the full

documentation and approval process

prior to issue for formal tender to a

select group of pre-qualified contractors.

This method is generally only applied to

new build exercises as the client takes

the risk on the adequateness of the

documentation.

LUMP SUM CONTRACT (Design and Construct)

In this system the majority of

construction documentation and the

approvals process is carried out under

the direction of a qualified contractor

who may have gained a preferred

contractor status by taking part in

a tender process that incorporates

design ideas as well as capital costs.

This tendering process can be actioned

at any stage during the design phase

always ensuring a level of competition

in the marketplace. This method best

suits renovation works as the Head

Contractor takes on design risks.

CONSTRUCTION MANAGEMENT

Under a construction management

contract, the client takes full responsibility

for all design and approvals with a

nominated construction manager

working to control and coordinate

all site activities. Generally the client

administers all individual progress

payments to the various subcontractors

and suppliers along with the consultants

and enters into an agreement for a fixed

price construction management fee.

This method only suits projects where

no outside funding is necessary and/or

where the club has an internal capability

to be fully involved in the process.

risk is a key element when considering which construction contract best suits the purposes of the particular client,” says Brandtman.

To be effective, the procurement process has to be a team effort and if a quantity surveyor is involved on a level beyond just assessment of costs, it is their job to guide the entire process by working with the other consultants to ensure all aspects of the project are properly considered prior to making recommendations to the club’s board.

“Basically, the quantity surveyor should be placed in a position to act as the board’s eyes and ears during the whole procurement process and beyond into the defect liability period,” says Brandtman.

Providing clubs do their homework and adopt the correct procedures, Brandtman believes everything should fall into place to ensure the successful and effective delivery of any capital works exercise. He also stresses that it is imperative that any club thinking about refurbishment or construction of a new

facility should reference the brochure on Best Practice for Capital Works in the Code of Practice available on the ClubsNSW website.

“Those guidelines are well structured so that people can understand how the whole process can be effectively implemented,” says Brandtman.

That said, the responsibilities placed on club directors seeking to become involved in the redevelopment of their premises is somewhat onerous and Brandtman is firmly of the belief that expert advice is essential if club members are to receive the best possible outcomes in design and financial viability.

Mitchell Brandtman was launched in 1970 with a mission to provide clients with comprehensive, hands on Quantity Surveying and Construction Risk Management services. The company has worked on over 14,000 projects, including clubs such as Cronulla RSL, Cabramatta Bowling Club and Griffith Ex-Servicemen’s Sports Club.


Griffith Ex-Servicemen’s Club

Cronulla RSL


START DATE August 2014

END DATE Late 2015

COST $8.5 million for Stage 1

ARCHITECT Abeo Architects

CONSTRUCTION Meridian Construction

“The club has initiated a program to continuously improve and re-engineer the business base and has always operated a diversified business, offering on-site accommodation and large functions and conference facilities. In 2013 only 56 per cent of the club’s revenue was derived from gaming machines. With its investment in food, beverage and functions facilities, the master plan will continue to underwrite the contribution of non-gaming revenue over the next decade.”

Craig Madsen General Manager

THE WORKS Planning for a new demographic future

Mittagong RSL completed a number of major building works and

renovations between 2008 and 2013. Some of these works were made in response to changes to smoking legislation, while others were made in preparation for Stages 1 and 2 of the club’s master plan.

In 2008 an outdoor gaming terrace and smoking breakout area were added adjacent to main bar. In 2010, the club upgraded the members’ lounge and made modifications to the foyer and terraces. In 2011, air-conditioning and other services were re-located and in 2012 the construction of new back-of-house facilities and refurbishment of the gaming area, sports bar and main bar were completed.

A brief for the club master plan was developed at the club’s 2010 Strategic Planning Workshop and Abeo Architects was commissioned to finalise the design of the master plan in two stages.

The plan for both stages is to embrace contemporary hospitality design incorporating fresh air, natural light and natural materials to create an innovative food, beverage, entertainment and gaming precinct. This will enable the club to reposition itself from a traditional suburban RSL club to a more dynamic entertainment venue aligned to the changing market demographics of the Southern Highlands.

Stage 1 includes a new brasserie, café and associated bar areas, wood-fired pizza dining, outdoor dining/cafe terraces, family-friendly dining, a kid’s activity area, improvements to the main entrance and reception areas as well as an extension to the club’s current function facilities.

Stage 2 comprises extensions to the completed function facilities, with construction commencing in 2018. It will include extra bars, meeting and function areas, and an extension of the function and events lounge area.

MITTAGONG RSL


START DATE May 2014

END DATE September 2014

COST $900,000 for Stage 1

ARCHITECT Cullinan Ivanov Partnership

CONSTRUCTION Meridian Construction

“We are positioned a little bit out of town so we have to work that bit harder to make people want to come out and visit us. We had seen fairly static growth in club revenues, which when inflation and price rises are taken into account means we were going backwards. The Board saw this as the time to act to give the club real ability to compete for the leisure dollar, provide a better facility for our community and create a wonderful working environment for our staff.” David Rootham General Manager

THE WORKS A master stroke

The Kiama Golf Club board is committed to making the club a leading golf and

recreation venue by providing a fun, safe and enjoyable facility. This commitment began on the club’s golf course some years ago with the implementation of a full course irrigation system and the upgrade of most of the major course equipment.

In 2010, the board decided that that works were needed to bring the club up to modern standards to ensure the club remained competitive in both the golf and hospitality stakes. The club commissioned a master plan to transform the existing clubhouse into a functional, warm, friendly and inviting environment that would provide a great meeting place for the community and a fun stopover for tourists visiting the area.

Working with Cullinan Ivanvov Partnership, the club reviewed the venue as a whole and developed the master plan, which was broken into three stages and incorporated coastal, golf, holiday and country themes.

The plan also took into account the needs of club staff, whose performance had been impeded by the bar layout, storage and old or improper equipment.

The board decided on a construction management model and engaged Meridian Construction to manage the project. This model was chosen specifically to allow the club to tender work to local trades people within the community.

Stage 1 included a new layout and design and new walls, ceiling, décor and furniture. A gaming room upgrade included touchscreen wall sheets and self-service Keno. Works also included a new reception area, a floating sports theatre and a new bar, which went from an old-style semi-circle cocktail bar to a more modern straight set up with a many staff efficiencies including service points with nothing more than 1.5 metres away. Other additions included a new smoking area, unisex toilet and a new trophy and memorabilia cabinet.

An upgrade to the club’s electrical and data systems will save the club approximately 10 hours per week in energy.

The new use of the space has created the feeling of a much bigger venue, giving members and guests an enticing experience. Stage 2, which includes the kitchen and dining facilities, is set to commence in mid-2016.

KIAMA GOLF CLUB

Phot

os b

y Ri

char

d G

love

r


START DATE January 2014

END DATE March 2014

COST $840,000

ARCHITECT Bergstrom Architects in conjunction with Paynter Dixon

CONSTRUCTION Paynter Dixon

“Refurbishment of our auditorium completed another stage of our 10 year master plan which has now refurbished the total interior of our club. This function room, which was constructed in 1993, has now been modernised with state of the art technology, lighting systems and furniture and is actively sought after for weddings, parties and business seminars. Our board, management, members and guests have been very complimentary of the results achieved in this project.” Barry Watkins General Manager

THE WORKS Bringing the wow factor

Cabramatta is a multicultural hub. Designing within this context requires an aesthetic

that will appeal to a wide demographic. When deciding to transform the function room, the club also needed to ensure that the room would work for everything from a corporate function to a luxury wedding venue and everything in between. The approach was based on a simple colour scheme that would serve as a neutral backdrop to any function with touches of luxury for the more dressy occasions.

A colour scheme of gold and greys, a custom designed carpet with a subtle floral pattern with a dark base colour, and blond veneers used on the wall cladding were introduced to lift up

the aesthetics of the room. The wow factor comes in the feature ceiling, which is a dynamic combination of circular bulkheads and custom lights by Satelight. New stackable furniture and fold away tables offer flexibility in the room’s setup and an acoustic treatment to ceiling and window openings satisfy the practical requirements of the room.

The function area is easily serviced from the kitchen and bar as it opens onto the bistro, adding to the flexibility of the room. It can now be used for private functions or as overflow from the bistro during peak periods.

Construction was carried out during normal business hours with minimal disruption to club operations.

CABRAMATTA BOWLING

CLUB


START DATE May 2014

END DATE August 2014

COST Just under $1 million

INTERIOR DESIGNER Split Watermelon

CONSTRUCTION SKM Constructions

“The final result is stunning. The change is warm and inviting, with a range of spaces to sit back, relax and enjoy. The members were stunned with the finished result. Even the diehard

“tables of knowledge” conceded how terrific the club looked compared to previously. People who have not been in for a while simply stood in shock with their jaws wide open. I keep hearing people say ‘Wow! I’m in the wrong place.’”

Robert Heinrich General Manager

THE WORKS A modern makeover

The board identified a need for change to provide a modern offering where members and

visitors could be very comfortable and enjoy their experience. This led to a makeover which saw a full kitchen refit as well a refurbishment of the lounge, bar, dining and TAB areas.

Before the makeover, some compared the club to a venue from the 70s and 80s, sporting tired and worn out furniture and carpet and a dining area that was institutional. There were also an array of structural issues and roof leaks. Remedial works were required including extensive work on the roof, drainage diversions, floors and other structural works.

An architect was not engaged but rather General Manager Robert Heinrich managed the process from start to finish with assistance from a board sub-committee. Robert and the board went to great lengths to source high quality outcomes and equipment for the best price. They worked with Split Watermelon to determine the scope of the works and then prepared briefs for the plumbing and electrical works required to complete the refurbishment.

A key improvement was the full

kitchen refit, allowing the club to move from a buffet service to a full table service a la carte restaurant.

To combat the claustrophobic nature of the club, a number of the walls were removed and replaced with feature slats. Patrons now have a full view of the club from the moment they arrive. A full height glass-walled dining area, which was previously a solid painted wall, was also removed to open the club up further.

In the main lounge seven of the eleven columns were removed along with the dance floor to make way for lounge space that is now used much more than the dance floor.

The bar received a major makeover including the removal of enormous bulkheads while a kid’s area was also created using full height glass to better accommodate young families in the area.

New carpet was laid throughout the club and new furniture purchased for the coffee shop, lounge and dining areas.

A mixture of feature wallpaper and lighting were used brilliantly in a number of areas to ensure that the “refresh” flowed throughout the entire club while keeping costs to a minimum.

There are planned future works to repaint the exterior of the club.

OURIMBAH-LISAROW RSL CLUB



START DATE September 2013

END DATE March 2014

COST $2.5 million

ARCHITECT Altis Architecture

CONSTRUCTION Parkview Group

“The Lakemba Club is located right in the middle of a high-growth area with easy access to public transportation, and has significant community value as a site for Anzac Day Services. Small clubs are the heart of the neighbourhood and are important meeting points but in today’s competitive club market they find it hard to stay afloat without support from the community. The renovations have increased profitability and made Lakemba more relevant to the needs of our members and guests.” Dave Brace CEO

THE WORKS A new heart

The first stage of construction, completed in October 2013, unveiled a brand

new sports bar and café area with all new furniture, TAB and television screens as well as the refurbishment of the entertainment lounge.

The second stage, completed in January, included the building of a brand new Asian restaurant with new kitchens, floors, walls and ceilings, and updated furniture.

The inclusion of a dumpling and noodle bar in the Asian restaurant is in response to one of the hottest dining trends in major metropolitan areas. Seating is a mix of tables, chairs, high benches and stools.

The club’s reception area was also refurbished and now includes a small modern display for the club’s historical memorabilia collection.

Remodelling the TAB included building a large new full service outlet with the latest technology including electronic race sheets and full sports betting functionality. The gaming and showroom also got their own makeover.

Externally, the club had a revamp with the dated brickwork rendered and new signage installed giving the club a modern fresh new look.

THE LAKEMBA

CLUB

photos by Steve Brown Photography


START DATE Early 2015

END DATE 2018 (approximately)

COST $100 million (approximately)

ARCHITECT Altis Architecture

“The club’s long-term aim is to become one of Sydney’s iconic destinations and make its mark as a popular food and entertainment hub. We feel that we have been a really successful club for many years but that there is also blue sky in regards to functions, lounge space, cafes and entertainment. The planned works, which include a 600-person auditorium, will allow the club to offer better entertainment propositions than ever before and help the club maintain its position as a premier location.”

Dave Brace CEO

THE WORKS Building an iconic destination

To provide a platform for future growth, Canterbury League Club plans to upgrade

and improve the venue’s existing infrastructure, through the addition of a new underground 450-space car park (taking their total car parking capacity to almost 1,500), along with a large central underground loading dock, a large underground production kitchen and a smaller production kitchen. New office space will also accommodate the administrative team in a single area.

The club plans to transform itself into an iconic dining destination with a new 24-hour casual dining restaurant which will serve a range of cook to order meals and seat approximately 200 people in a mixture of internal, outdoor and lounge seating areas. An intimate new cocktail style bar serving a range of premium beverages and with internal and external lounges will be built above the new restaurant.

Existing restaurants Flame Pizza + Grill and The Banyan Brasserie will be expanded and, with the growth of family dining, Galaxy Play Area will be reconfigured and rebuilt. The expansion of the play area will incorporate additional seating for an improved family dining experience.

A new, larger and improved

theatre will ensure Canterbury meets its commitment to providing quality entertainment to members and guests. The new theatre will have flexible seating arrangements that can be configured in table or theatre-style depending on show requirements. This will help the club attract higher calibre performers.

The Paragon Room will be opened up and converted into a new lounge and bar with its own outdoor area. This lounge will have a small stage for casual entertainment. To maintain the club’s existing show market, this area will be one of the last areas to be built.

The existing Bulldogs Sports Bar will also receive a makeover with a larger outdoor area. The bar’s existing snooker tables will be relocated to the basement sports bar, which will also be refurbished to cater for a full suite of indoor sports.

Finally, the club’s function room, Blueberry Hill, will be redeveloped to provide a number of smaller spaces that can be joined to make one larger room. these changes will make the club more competitive in the business function space and provide a more modern, comfortable room for member functions such as birthdays and weddings. The rooms will be fitted with the latest audio-visual technology and will have access to pre-function areas.

CANTERBURY LEAGUE

CLUB



START DATE Mid 2013

END DATE End 2013

COST $7 million

ARCHITECTURE AND INTERIOR DESIGN Bayden Goddard Design Architects

PROJECT MANAGER GMP Management

CONSTRUCTION Hutchinson Builders

“Reinvesting and continual improvement to our assets and offerings plays a significant part in Twin Towns success and the Level 3 Tweed Events redevelopment is another great example of this. This refurbishment has allowed the club to reinvent our events and conferencing offer and take it to a whole new level. We have transformed an underperforming premium floor space with amazing views and created further diversification to our income streams into the events market, where we see significant growth potential. The feedback from members and events clients has been overwhelmingly positive. The new facilities on level 3 provide a multitude of options for all types of events and conferences.”

Mike Fraser Twin Towns Chairman

THE WORKS A luxurious place to meet

Twin Towns management believes the key to its long-term success in the conference

industry has been its commitment to maintaining its leading edge through an ongoing schedule of refurbishment, redevelopment and upgrades.

While Twin Towns hosts many large events, management identified a need within the region for sophisticated meeting spaces for smaller groups, especially those from government agencies as well as the private sector. Specialist strategic planning meetings or budgeting sessions, where privacy is a must, are also now perfectly suited to the club’s additional meeting spaces.

No expense has been spared in the interior design and build of five new meeting rooms. The rooms have ocean and harbour views, floor-to-ceiling glass, state-of-the-art audio-visual equipment and latest soundproofing technology.

The additions bring the total number of event venues to 12, with room capacities to cater for 10 to 1,000 delegates or guests.

Twin Towns has also refurbished its dining and bar areas with chic, upmarket decor and luxurious furniture and fittings.

TWIN TOWNS CLUBS & RESORTS


52 Club Building & Construction52

Central Coast Leagues - Monkey Mania

Child’s Play

By Tim Escott ClubsNSW Digital Communications Officer

53Club Building & Construction 53Club Building and Construction

Ask any parent and they will tell you it is great to get the kids out of the house (especially toddlers) to

have a run around and burn some energy. Clubs across NSW are answering the call of parents and carers to construct specific areas for children. This could be building indoor or outdoor playgrounds, purpose-built parent

rooms with feeding and change room facilities, or designated child play zones run by outside operators. Done right you can provide your community’s children with a fun, safe environment to play in and give their sleep-deprived parents a well deserved break.

For clubs that have built family-friendly areas, the dividends have been worth it. Indeed, many clubs have built a “home away from home” within their communities.

Kurri Kurri Bowling Club has witnessed a strong take up of its family-friendly facilities among its 5,000 members. Their playground area is being rebuilt with a fresh, enhanced look on the way. CEO

Victor Dobing believes the children’s area adds a visual representation

that the club is welcoming to families – essentially, that the club is actually delivering what it says it will as people look around the facilities.

“It has 100 per cent changed the way our club was portrayed in our town. It’s one thing to say

you are a family-friendly club, but you have got to have some visual

aspects with it. There is a feeding room and a little kid’s play area and it’s all near the food offering. It’s best to be near the food.

“After their meal, parents can have a half hour to have a coffee

and a chat within the club and relax and there are indoor facilities for the little kids,” says Dobing.

The renovations are part of a multi-million dollar refurbishment. Where once the club was serving 80

meals a night, that has now increased to 200 to 300 meals, which Dobing

says has been driven by the family facilities and services on offer. “This has actually been a massive boost for us.

These areas and the

food have changed our club completely. There are a lot of new houses and new estates in these areas, and I couldn’t speak more highly of these changes,” says Dobing.

In the Albury area, Barooga Sports Club has a range of indoor and outdoor equipment after renovations in December 2012 completed by ClubsNSW industry supporters ABEO Architects and Whitcon Constructions. Promotions Manager Michael O’Dwyer said it is important clubs keep in mind a range of factors when designing a children’s/family area.

“It should have easy access for parents to be able to supervise children,” says O’Dwyer. O’Dwyer also recommends keeping the kid’s area away from the gaming area and the main entry for security reasons while ensuring it is in a position with good access to outdoor areas, dining areas and public conveniences.

Indoors, a technological bonanza awaits children at Barooga, including six iPads, two Xboxes and two Wii consoles. Old favourites such as colouring books, pencils and crayons are available, kids get a little nipper bags free with a kid’s meal and the club holds a kid’s disco. As if that is not enough, there is children’s live entertainment in the auditorium, a school holiday program and annual grandparents’ day celebrations.

Outdoors there is a lovely area backing on to the scenic fairways of the Sporties Barooga Golf Club Resort. “It has also proven to be a family-friendly space with children’s gatherings for birthdays becoming more popular,” says O’Dwyer.

Over on the NSW Central Coast, the board and management of Central Coast Leagues Club decided a kid’s area was a good way to deal with idle, unprofitable space that consumed significant sums in electricity and maintenance. In March this year they outsourced some space on the first floor to Monkey Mania, a well known company in Sydney with operations in Bankstown Sports Club, Casula and Top Ryde Shopping Centre.

A baby boom in your area could also be a boom time for your club.

54 Club Member Services

Determining what your market will pay for such an area is the first step says Operations Manager Daniel Brian. “Gosford CBD had very few kid-friendly places available and together with Monkey Mania it was a good fit for the area. Now a profitable venue, the club enjoys visitations of over 1.2 million patrons a year and a strong relationship with the Gosford community,” says Brian.

The club worked closely with Monkey Mania to determine what was needed for the venue, including a parent room with feeding facilities, a large, comfortable seating area for parents to relax while watching their children play, vinyl flooring for ease of cleaning, a colourful, open, bright and inviting space with no dark areas and no places where children could hide, and good lift access for strollers.

The club’s existing facilities contractor was hired for the build. “They knew the inside of the building intimately and were able to identify issues with the plans before the construction phase began,” says Brian. “They knew where cabling was located, could explain air conditioning issues and rectified play structure issues which incorporated power.”

As Monkey Mania is on a different level from the main operational floor, the club is now inviting non-members to see what the club has to offer. “Next time they might come without the kids and enjoy a meal at one of the club restaurants,” says Brian. “We are working closely with the Monkey Mania marketing team to offer ‘drop and dine’ opportunities to families and cheaper entry for patrons that dine within the club on weekends. It’s early days but is looking promising for the future on these nights.”

Building a children’s area seems to be working – club membership has gone up almost five per cent to over 53,500 since Monkey Mania opened its doors.

Not far away, The Entrance Leagues Club has an outdoor play area for 3 to 9 year olds. Location of your kid’s area is important says Operations Manager Edward Schubach. “It has to be in an area of the club where it does not affect the enjoyment of other guests, especially in regards to the noise that kids can generate. There has to be a comfortable area nearby for parents to watch kids play,” adds Schubach.

Introducing kids and parents meal deals is also a great way to get patrons

spending. “It definitely has increased business especially in food sales and given us access to the family market in comparison to the other clubs around us. The family area has been a resounding success,” says Schubach.

Not all family areas have to cost a fortune – a little ingenuity can go a long way. Bar Beach Bowling & Sporting Club, a small club in Merewether in the Hunter region, transformed an old bowling green into a popular putt putt course.

“It was our third bowling green and we had no further use with the cost of maintaining it,” says the club’s Honorary Secretary Gordon Wallis. “The volunteers did it together and the greenkeeper at the time was instrumental in building [it]. It is another attraction for us at the club and is booked out until Christmas now. We keep it neat and we are fortunate with our location that we are near the sea with a nice view up in an elevated area.”

A family-friendly area may be just the right approach to broaden your membership base and create yet another reason for people to step foot in your club and keep coming back. Get it right and children really can be your club’s future.

“This has actually been a massive boost for us. These areas and the food have changed our club completely.” Kurri Kurri Bowling Club CEO Victor Dobing.

54

Central Coast Leagues - Monkey Mania

Kurri Kurri Bowling Club

55Club Member Services

I look forward to catching up with many of you at our Annual Conference and AGM in October and a fabulous

line-up of keynote speakers, education and entertainment is promised. Although we no longer have an Expo associated with this event, we certainly have all of our Corporate Partners, Community Partners and many Industry Supporters joining us for the educational sessions and also the Welcome Party and the Conference Dinner featuring iconic band, Hot Chocolate. I would like to acknowledge and thank Conference and Dinner sponsor, IGT, and Welcome Party sponsor, Keno. Without their investment this event would not be possible.

Our conference will also be an opportunity to meet new ClubsNSW Corporate Partners and the most recent of those is Toll Secure – part of the Toll Group. Toll Secure specialises in a range of cost effective and secure cash logistics services and there are two in particular that will certainly be of interest to our member clubs: cash handling services

including cash room management offered within the club; and cash in transit using the latest in ink dye protection technology

for the cash collected in secure bank note transport cases. Toll Secure’s innovative Intelligent Banknote Neutralisation System (IBNS) means the Toll system will eliminate unauthorised access to the cash by activating ink protection technology which permeates the bank notes rendering them unusable. Clearly this technology offers unprecedented benefits to clubs and the general public in terms of safety and efficiency of service and we all know that clubs greatly value the safety of their clubs and their duty of care to patrons and staff.

As part of our relationship with Toll, they guarantee that comprehensive standard operating procedures are in place to ensure compliance with mutually agreed KPIs (with the individual club venues). These have been developed in line with approved cash handling practices, safe and secure on-road operations, and auditable controls to ensure reliability and service excellence. Toll’s standard operating procedures meet the requirements of major banks, large retailers and the regulatory bodies that govern their operations. To find out more about their services please contact Ms Kerry Roberts, National Manager – Business Development on [email protected] or 0401685544.

I know it seems like some time before we hold our Clubs and Community Awards celebration on 8 May 2015, but we are inviting your stories now. Many clubs in the program this year suggested we invite stories sooner rather than later so clubs don’t have to compile these submissions in the new year when club employees (and

especially club directors) are often taking a well deserved holiday. We at ClubsNSW also need time to read the many submissions, get them to the review panel, film as many stories as we can and organise as much media for clubs as possible. So with this in mind, please start thinking about the story or stories you would like to

submit that highlight the genuine impact you are having on your local community – some clubs submitted seven or eight last year which is totally fine. We are also considering a new category to be included this year which is arts and culture as many clubs work hard in this area and it is an important core community value.

TOUCHClubsNSW Executive Manager, Member Services and Marketing

WITH ANNE FITZGERALDInMeet Our New Corporate PartnerWe welcome Toll Secure and it is time to start thinking about the stories your club has to tell.

Inviting your Clubs and Community Stories

The Toll system will eliminate unauthorised access to the cash by activating ink protection technology which permeates the bank notes rendering them unusable.

Today there are lower numbers in our armed forces than a few years ago (although that may change

with escalating military strife in various parts of the world after a period of relative peace) and our service men and women have better career path expectations than they did in the past. That said, when they are done serving their country, where do ex-service men and women go? Even though many of them qualify for a military pension, they are often still young, fit and keen to remain involved in the workforce.

In 2013 ClubsNSW and the RSL and Services Clubs Association, with support from the NSW Government, launched a program to assist veterans and their partners transition from military to civilian life. The program “Securing our Veterans’ Future” aims to facilitate access to employment opportunities in clubs, especially in RSL clubs. The program is building up a head of steam and I can happily report that we have placed a few applicants in clubs around the state in casual and permanent part time roles.

Clubs provide great employment opportunities for veterans and their partners due to the combination of flexible working hours and the wide variety of skills required in modern clubs. Depending on the size of the club, roles can be as diverse as procurement, logistics, marketing, human resources, admin and finance, facilities maintenance, information technology, functions and events and even audiovisual

support. And of course there are the standard roles that most people associate with clubs – chefs and cooks, food and beverage attendants, gaming attendants and front of house staff.

Ex-service men and women and their partners bring many great attributes to the workplace including punctuality, attention to detail, the ability to follow procedures and create procedures where none exist, strong commitment to teamwork and leadership skills. In today’s world, the ability to receive and follow instructions is a highly valuable skill in an employee. Military personnel are also well trained to provide good instructions to peers and subordinates, which can enhance operational efficiencies in your club.

So who and where are some of our success stories? Nikki, the partner of a reservist, is employed by Bexley RSL on reception, initially for three days a week. Nikki has an arts and theatre background, which is a bonus for the club as they have a theatre group that utilises the club’s facilities. Nikki has settled in well – the club members love her Canadian accent – and she is training to also take on some food and beverage tasks, which will lead to additional hours.

Nikki’s CEO Anton Dworzak says: “Nikki has fitted in really well with both the club members and her staff peers with a bright and bubbly personality. She does her job well and so now we are looking to develop her further and utilise her in other areas in the club. The theatre group is in recess right now but when they come back we’ll be looking at how to utilise Nikki’s theatre and drama qualifications in working with them.”

Werner is a veteran transitioning back to civvy street after 17 years distinguished service in the army including active service

in Timor-Leste. Werner is in the Southern Highlands and has been offered work at the Goulburn Soldiers Club in all operational areas including food and beverage, cashbox, gaming and some admin.

Goulburn Soldiers Club CEO Toni Mitchell says: “Werner is a real asset to the club bringing maturity, dedication and focus to all tasks he is given. We are giving him additional training to move him into a Duty Manager role in the near future.” Werner is very regimented (pardon the pun) in his role and this brings a level of attention to detail that is second to none.

After initially registering with the program Andrew found employment by good, old fashioned door knocking. He is happily employed at South Hurstville RSL where he started out as casual Bar Attendant before being promoted to Duty Manager.

South Hurstville RSL’s General Manager Simon Mikkelsen says: “Andrew impressed us greatly within the first few shifts, so we knew we were on a winner with him. We have already promoted him to Duty Manager and added more hours to his roster. He is absolutely fantastic, so we would encourage other clubs to seriously consider taking on an ex-service man or woman transitioning out of the forces.”

As applications come in for the program, we send out an electronic communication to the region where the candidates are looking for employment. Currently we have candidates looking for roles in Parramatta, Sydney’s Eastern Suburbs, the Central Coast, Nelson Bay/Port Stephens area and south western Sydney. For further information contact Ron Browne on 9268 3000 or via [email protected].

By Ron Browne ClubsNSW Professional Development Manager

When it comes to the skills and experience that your club needs, veterans can be a great addition to your team.

Working with Veterans



A brighter future

At KPMG, we look at the past, so we can find ways to do things better in the future.

Then we tailor our services to suit your Club’s individual needs.

To discuss how we can tailor our audit, tax and business advisory services to suit your

Club, please contact Cameron Roan on (02) 9335 7480.

kpmg.com.au

© 2014 KPMG, an Australian partnership. All rights reserved. January 2014. VICN11577PE.


By Ron Browne ClubsNSW Professional Development Manager

Even directors with years of experience will benefit from training and your club will thank you for your efforts.

Qualified

Photo by Ella Brodie-Reed


Many directors are asking why they need to “get qualified” when they have already been

running their clubs for years. Others ask why they need to get qualified to run for election to their club board when they have been running successful businesses for years. The answer is simple – ensuring that directors know and understand the specific issues relating to the club industry, its regulations, legislation and optimum performance indicators.

I won’t go so far as to say “oils ain’t oils” when it comes to comparing clubs to other businesses, but clubs are one of the most highly regulated industries, with five separate pieces of state and Commonwealth legislation to comply with. All incorporated Australian businesses need to comply with the Federal Corporations Act 2001 and the Work, Health and Safety Act 2011, but for the NSW club industry we have to add in the state managed Registered Clubs Act 1976, the Liquor Act 2007 and the Gaming Act 2009.

Add to this the NSW Government’s regulations under the Registered Clubs Act for mandatory director and manager training and you have a fairly strong argument that the days of the most popular members of the club landing board positions are behind us. Many businesses that directors have run are relatively small compared to the commercial operations that clubs have become – many clubs have multi-million dollar turnovers, oversee millions of dollars worth of community assets and provide employment for over 100 people.

Many directors may not have the detailed knowledge of corporate governance required to satisfactorily oversee the operations of a club. If you have never been exposed to budgeting (especially cashflow budgets), strategic planning, succession planning, work health and safety management and, critically, risk management, then your input to corporate governance will be severely limited. Good corporate governance in clubs is not about operational issues – the price of beer, schnitzels and how staff behave – this is the realm of your secretary manager/CEO and his or her management team.

Educated directors understand the value they add by developing a strategic vision and setting the direction of the club, creating and inculcating the culture of the club, carrying much of the burden of risk management, and

ensuring that all the required policies and procedures are in place (usually through legislative compliance).

The latest trend in corporate governance, both locally and overseas, is the separation of governance (strategic) from management (operational). As highlighted by the Centro case, there is increasing emphasis on directors not only shouldering liability for their decisions but being educated to ask better questions before making those decisions.

Everyone is aware of the drive behind improved education of directors, stemming initially from the Independent Pricing and Regulatory Tribunal (IPART) inquiry into the club industry in 2008, and becoming legislation from 1 July 2013. We are the first industry to have minimum governance training required by law. Personally, I think every person who signs up to be a company director should take these “driving lessons” to ensure that they can safely and efficiently steer their organisation to sustainable success whether it be publicly listed, private or not-for-profit.

As in any trade or profession, the more you know the better you get the job done. I often hear the rebuff “I’ve been on the board for 15 plus years. What am I going to learn?” or “I am 75 years old, I don’t want to go back to school.” All I can offer is the feedback of experienced directors who attend (often under duress) our mandatory training courses and say, “I wish I had done this before I started on the board, it would have made life much easier.”

I regularly refer to the sports coach analogy – even elite athletes have a coach. A coach keeps them on their game and brings the latest training or execution techniques to their attention so they can continue to improve, or at the very least not fall below par. Indeed, when I was a young executive in the agricultural chemical world I undertook my first postgraduate educational qualification, a Graduate Diploma of Marketing. I learned a few things I didn’t already know, but the greatest benefit was that the program formalised the knowledge I already had into a more useable structure. It explained the background of the knowledge I had acquired by observation, assimilation and dumb luck. It helped me understand why we needed to do certain things, how and where best to apply strategies, and how to maximise my efforts in that area.

Qualified directors understand how

“When asked why Dooleys has been so successful, my response is: It starts at the top, professional directors demand professional management.

Dooleys’ directors understand their key functions relate to strategy, governance and oversight and allow management to execute and run the operation. Educated and experienced directors drive sound strategy and performance by enabling management.”David Mantle, CEO, Dooleys Lidcombe Catholic Club

“As Chair I have noticed more commitment and involvement by those directors who have completed the Cert IV Governance Course, as well as the directors now having a better understanding of their role governing the efficient management of the club.”

Neville Barnier, Chair, Penrith RSL

“Informed people make informed

decisions, l could not begin

to list the benefits to the club

of having the board trained

up about the club industry

through CDI and keeping in

touch with trends and events

through ClubsNSW meetings.”

Tony Casu, CEO, Club Narooma

to provide input and then step out of the way so the operational team can effectively manage the day to day running of the club – under the educated and knowledgeable eye of the directors.


YOUR CLUB’S ATM THERE IS ANOTHER WAY Say goodbye to inflexible ATM contracts with an exciting new offering.

In response to feedback from the club industry around inflexible and confusing contract terms from key

ATM suppliers, Community First has come up with an ATM solution that firmly puts clubs in control of their ATM requirements. The ATMs will be branded as the MoolahATM network and will be operated by Community First.

Under the Moolah ATM model, the club will own the current state of the art ATM outright (or very competitively finance it if required) and so can set and change the direct charge fee for withdrawals at its discretion, therefore providing the club with greater opportunity to generate more revenue per ATM. The purchase of the ATM

includes the cost of software, installation and a high quality branded network surround. Dependent upon transactions volumes, we estimate the payback on the ATM can be as little as 3–4 months!

Most current ATM arrangements have the clubs carrying the risk, with the club needing to commit to minimum transaction volume hurdles and other restrictive clauses. Our agreement is based on the new clubs template contract so clubs will enjoy much more freedom under Moolah than they previously experienced.

Clubs will get a best in class NCR ATM uniquely branded with the option of a lobby or through the wall model. Community First can also provide higher interest earning

cash management and operational services based upon each individual club’s specific requirements. Put simply, clubs now have simple and very price competitive options.

Partnering with Community First, a like-minded, member-based organisation will result in a mutually beneficial model, not one driven solely by provider profitability. A key example of this philosophy is that there will be no minimum transaction volume requirement, so clubs will not face any penalty for low transaction performance of any ATM. Additionally, at any point during the contract clubs have the flexibility to change their direct charge.

Community First, as a customer-owned banking institution, has owned and

managed its own fleet of ATMs since the early 1980s and is currently part of the rediATM network – one of Australia’s largest ATM networks with over 3,000 ATMs.

We believe all clubs will now have a very competitive option. For the first time clubs will have control over their ownership of ATMs and more flexibility in their operation!

If your club’s ATM contact is up for renewal or to discuss your ATM options with Community First please contact Alliance Development Managers Duncan Cassar and Marianna Kinsey. Email Duncan Cassar at [email protected] or call him on 0409 625 963. Email Marianna Kinsey on [email protected] or call her on 0409 811 484.

60 Club Community

For the first time clubs will have control over their ownership of ATMs and more flexibility in their operation!

Community First Credit Union an existing Silver Sponsor of ClubsNSW is launching its own branded ATM solution just for clubs. MoolahATM puts your club in control of its ATM.

Why choose Moolah ATM...

• Flexible and simple contract terms based upon the ClubsNSW template contract

• Ability to set your own direct charge fee for withdrawals and balance enquiries

• Option of best in class NCR lobby or through the wall ATMs

• No minimum transaction volume penalties

To find out moreContact our Alliance Development Managers

Duncan Cassar Mob: 0409 625 963 [email protected]

Marianna Kinsey Mob: 0409 811 484 [email protected]

Gain controlover your

ATM

Moolah ATM_Full Page_Club Life_draft_190814.indd 1 19/08/2014 3:29:00 PM

62 Club Law

When it comes to construction there is no “one size fits all” contract for building

works. Every project is different and additional provisions will almost always be required to amend the standard terms of most building contracts.

The boards and management of clubs should ensure that when entering into a building contract, the proposed contract properly protects the club’s interests. Solicitors experienced in both construction law and Registered Clubs Act requirements should be engaged to review the contract documents and advise as to the reasonableness of the contract provisions. This should apply even if a project manager has been engaged.

Whilst the practical aspects and the main commercial terms of a contract can usually be understood by most, it is the legal effect of contractual and relevant statutory provisions that can be confusing. As with any contract it is not only what appears in the pages of the document that is important, but what topics or issues is the contract silent on? Amongst

other things, a competent construction lawyer will be able to anticipate potential causes of dispute and insert provisions to protect the client against such events.

Significant issues which should be addressed in construction contracts – but are often not – include assignment and ownership of intellectual property, specific builder’s warranties as to how the builder must carry out the works, adequate work health and safety obligations of a builder and exclusion of any apportionment of liability pursuant to the operation of Part 4 of the Civil Liability Act 2002 (NSW). Many older contracts do not have provisions dealing with GST.

In particular, if not dealt with in sufficient detail, the unamended provisions of standard building contracts dealing with site conditions and latent conditions may lead to dispute. Responsibility for identifying the nature, extent and location of existing services and other site conditions should be set out in detail.

A project that completes with little or no dispute is not simply the result of good luck. It is the result of having the detail worked out before the project begins. Legal detail is critical to ensuring the building contract and the subsequent process of the building works is, as far as possible, seamless.

BUILDING CHECKLISTFor any major building works, boards and management of clubs should carefully consider:

v Engaging a solicitor to prepare and respond to tenders.

v Obtaining legal guidance on the most appropriate form of contract for the building works.

v Obtaining pre-contract advice including identifying and dealing with issues in the building contract that may lead to dispute.

v Engaging a solicitor to draft, negotiate and finalise contract documentation including the head contract, sub contract and any consultancy agreements.

v Obtaining advice on dealing with claims, particularly with respect to the Building and Construction Industry (Security of Payment) Act.

v Obtaining advice on issues relating to workplace health and safety.

If your club is thinking of embarking on major works, it pays to get a watertight contract.

By Audra Olivera-Ben Pigott Stinson

ONE SIZE DOES NOT FIT ALL

CONSTRUCTION CONTRACTS

We get a lot of questions from clubs who are entering or considering entering

into construction and refurbishment projects. Tendering is often the trickiest part of the equation – particularly given the focus on transparency in the highly regulated NSW club industry.

This has become more important as we are finding that the quality of tenderers’ responses are of a higher and higher standard. This applies to clubs both as the recipients of tenders and also where clubs are tendering for an amalgamation themselves. We have noticed that the scope and quality of successful tenders in amalgamations has risen significantly in recent times such that many of the other tenders are not worthy of consideration.

Clubs need to have a proper understanding of the tendering process and the documentation required for a tender to achieve their desired outcome. The tender itself may be an open tender

(ie, advertised to the public) or a closed tender (ie, issued to a limited number of organisations selected by the club, which for construction is the usual form of tender).

The documentation making up the invitation to tender should be as comprehensive as possible to ensure that the responses from tenderers meet the club’s requirements and that the tenderer has the ability to carry out the works or provide the relevant services.

The better the quality of the documentation comprising the invitation to tender, the better the response to the tender and the better the final outcome for the club.When assessing any tender responses a club should always comply with the conditions of the invitation to tender, always assess the tender against the assessment criteria (to avoid being accused of misleading and deceptive conduct), never divulge information provided from one tenderer to another tenderer (ie, don’t play one tenderer off against another

in negotiations). Failure to comply with any of these could lead to action against the club by an aggrieved tenderer.

All tenders should be conducted in a transparent manner so that each tenderer is responding on a level playing field. This means all tenderers should be notified of changes to the tender documentation, all responses should be deposited in a locked tender box, never accept a response after the closing time for the tender to avoid the perception that a late tenderer might have gained an unfair advantage, and never open the tender box until after the closing time (with it being good practice to have a third party present when it is opened to verify the probity of the process).

Please feel free to contact either Brett Boon or Phillip Wade of Thomson Geer for information. Brett can be reached on (02) 8248 5832 or [email protected]. Phillip can be reached on (02) 8248 5822 or [email protected]

TENDERING YOUR PROJECT Let's get it right!

63Club Law

Front: Brett Boon (Partner); Back: (left to right) Sherif Mouakkassa (Senior Associate), Phillip Wade (Special Counsel), Vivienne Young (Senior Associate)

A detailed description of the works or services being tendered for (with, for instance, plans being annexed in a lump sum contract and design specifications specified in a design and construct contract).

The criteria by which the responses will be assessed (such as the financial capacity and previous experience of the tenderer and the costs of carrying out the works or providing the services).

The tender process (ie, tender programme), enquiries and lodgement details.

The conditions of tender (which should give the club the maximum amount of flexibility in evaluating and negotiating the tender responses as well as providing for non-conforming responses to be submitted with a conforming response (which could ultimately lead to a better outcome than simply relying on conforming tenders).

The club’s preferred form of contract, which should be at the tendering stage on terms and conditions which protect the club’s interests to the fullest extent possible so that the club starts the process from the most favourable position.

DOCUMENTATION YOU NEED FOR A TENDER

By Brett Boon and Phillip Wade Thomson Geer

64 Club Safe

ClubsNSW has committed to a three-year program of independent research by The University of

Sydney into the effectiveness of our various gambling harm minimisation initiatives – including our Multi-Venue Self-Exclusion (MVSE) program. A research outcome of particular interest to me will be the extent to which MVSE supports those within our indigenous communities struggling to overcome issues with gambling.

The Responsible Gambling Fund (RGF) recognises that gambling is a problem for many Aboriginal Australians and dedicates a significant proportion of its annual funding to an education, counselling and support program for Aboriginals across NSW. The Aboriginal Safe Gambling Program is run by former Newcastle Knights player Ashley Gordon. Ashley travels to communities throughout the state and his

status as a former league star, gambling counsellor and member of the Indigenous community opens doors to parts of the state that others might struggle to open.

Ashley’s statewide work is complimented by funded services in fixed areas such as the Mid North Coast and Broken Hill where the local populations have a high proportion of indigenous folk. Lifeline Broken Hill’s gambling counsellor Greg Pearce knows all too well that traditional counselling methods and tools rarely work when assisting our first Australians. Self-exclusion is clearly an exception – with Greg being one of the biggest users of the MVSE system – especially for assisting Aboriginals. Greg has filled very substantial shoes when it comes to servicing this part of the state as a gambling counsellor. This month marks the seventh anniversary of the death of Sue Durrant, taken by cancer at age 54. Sue was a remarkable counsellor and a true trailblazer in working with Aboriginal communities.

I met Sue Durrant in 2001. An expat Pom, she had recently been appointed as the funded Gambling Counsellor for Lifeline in Broken Hill. Nothing could have prepared me

for our first encounter. Sporting very short, spiky hair, Sue enjoyed self-dying her pelt in a myriad of colours. As I was to learn, any occasion could potentially influence the colour choice for her dome. Christmas could see her hair lit up like the lights on a tree. Easter brought with it the festive egg look. Australian flags would appear when moments called for it. Sue’s hair was a source of wonder, amazement and amusement wherever she travelled – except in Broken Hill. In that edgy and colourful part of the world, people barely noticed Sue’s eccentric look. Added to the overall effect was a big pot belly and, noticeably, only one breast. Sue had battled breast cancer some dozen years earlier and had balked at the idea of wearing a prosthetic. “If I’m a one-titted lady, that’s what I am

PROBLEM GAMBLERSBy Rowan Cameron ClubSAFE Manager

A new research initiative is a reminder of the great work done by the late, great Sue Durrant.

65Club Safe

and the world can like it or lump it”. As for the pot belly, Sue professed to a long, slow gestation period that would ultimately see her give birth to a baby Guinness.

As a gambling counsellor covering the largest chunk of the state, Lifeline provided her with a four-wheel-drive vehicle, a satellite phone, a laptop and the challenge to get out and cover the most remote parts of North Western NSW. Whereas counselling most people involves direct eye contact, many indigenous people are profoundly uncomfortable with this. It didn’t take long for Sue to develop her own approach to building the trust and rapport essential for therapeutic intervention. She started to involve herself in the local customs and rituals of these communities. Weeding and tending to the graves of their relatives, helping to bake food for special gatherings and even organising “The Self-Exclusion Club”. The club was available to anyone who’d entered into the program and it served as a support group. I was invited one year to attend one of Sue’s get-togethers,

which was held along the banks of the Menindee Lakes. Sue and the members had roasted a kangaroo on an open fire pit. It was so obvious, the respect, trust and affection the 30 members had for Sue – “that lady with the coloured, funny hair!”

Dodging emus and covering thousands of kilometres every month – White Cliffs, Tibooburra, Menindee, Wilcannia – were all familiar territory for Sue as she single-handedly attempted to ensure that these parts of NSW, with a well-deserved reputation for being under-resourced, were catered for in the treatment of problem gambling. Sue was the first counsellor to act as an agent for facilitating self-exclusions. It became a common sight in dusty one-pub/club towns to see Sue’s four-wheel-drive parked out the front of the local watering hole and my friend conducting self-exclusion meetings out of the back of her vehicle. She even had a battery-operated printer to produce the deed documents at a moment’s notice. When she arrived

in town, the word spread quickly that the self-exclusion lady with coloured hair was back and people would seek her out for a chat and a fresh self-ban.

As a gambling counsellor, Sue shared my belief that it is vital that all stakeholders collaborate to evolve effective strategies for the prevention and treatment of problem gambling. This was at a time when not too many stakeholders subscribed to this view. Sue knew that there was always going to be some gaming operators who were slow graspers of collaborative relations out there, but like me she recognised that the majority of operators are good people who genuinely care about the wellbeing of their patrons and their community. Heaven help the publican or club manager who wasn’t committed to minimising harm who crossed paths with Sue. They were certainly in for a verbal lashing! Sue Durrant, one of the pioneers in our field.

I hope this research will bring as much help to those struggling with gambling problems as Sue did.

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Planning for the 2015 Clubs & Community Awards is already underway and clubs

are encouraged to think about stories they have to share, what contributions they have made to their communities and what impact they are having.

Perhaps you are a small club who thinks your stories are insignificant? Or a large club who believes your activities in the community are just part of the everyday and have no special meaning?

The truth is, every one of the 1,400 clubs across NSW has an uplifting story to share. All of these stories underline the enormous good that clubs do thanks to the dedicated people who contribute to their meaningful place in the community. From helping those who are seriously ill to keeping our country beautiful and everything in between, clubs right across NSW – metropolitan and regional, large and small – are making an extraordinary difference to the lives of all Australians.

Perhaps you even have more than one story you would like to share. ClubsNSW is encouraging all clubs to think of at least one of these stories to share with us. You can contribute stories related to any of the nine core community values, including the new arts and culture category.

TELL US

YOUR STORY By Samantha Engel ClubsNSW Events Executive

It’s time to start thinking about submissions for the 2015 Clubs & Community Awards.

a

67

AWARD CATEGORIES

ARTS AND CULTURE Recognising initiatives that cultivate leadership, participation and expression in the cultural life of communities including literature, multimedia and film, visual and performing arts, and public programming such as festivals and events.

EDUCATION Recognising educational and vocational advances that enhance the lives of those living in the community including initiatives such as computer training, cooking classes and learning how to swim.

EMERGENCY SERVICES Recognising leadership and resourcefulness in a community during times of need including disaster recovery.

ENVIRONMENT Recognising positive outcomes of environmental projects that have measurable benefits such as water saved, waste avoided, reduced greenhouse emissions, and non tangible benefits such as raising awareness of members/staff, better staff training, community education or increased membership.

HEALTH Recognising approaches to sustain and improve quality of health and wellbeing in the community including mental health, problem gambling, research and clinical support.

OUTSTANDING REGIONAL INITIATIVE Recognising the combined efforts of a region for the development and

implementation of projects that impact across communities.

SPORT Recognising encouragement of amateur sport by a club through the provision of facilities, coaching clinics, training programs, financial support and/or the contribution of club staff to assist sporting groups.

WELFARE AND SOCIAL INCLUSION Recognising outstanding dedication to working with community organisations or disadvantaged groups including social disadvantage, aged care and special needs.

YOUTH Recognising opportunities for young people to develop leadership, life skills and teamwork abilities through a range of activities, events and experiences.

Submissions are now open and will close Monday 15 December 2014. So get your thinking caps on and visit www.clubsnsw.com.au/clubsandcommunity to submit your stories now.

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SYDNEYSIDERS UNITE for health & hope69Club Community

ClubsNSW, along with many individual clubs and thousands of Sydneysiders united on Sunday 31 August in

Sydney Olympic Park to take part in the Parkinson’s NSW Unity Walk & Run. The event, which was first held in 2008, officially launched Parkinson’s Awareness Week. So far $1.2 million has been raised to fund important research and increase the support services provided for people living with Parkinson’s, their families and carers.

The Parkinson’s Unity Walk & Run also featured what most participants called the best prize for a fun run in the country! The

winners of the men’s and women’s 8km race, Richard Roberts and Jenny Blundell, and the men’s and women’s 8km wheelchair race, Rosemary Little and Bradley Pemberton, were rewarded with a seven-night holiday to Fiji. Georgia Winkcup and Ali Najem took out the men’s and women’s 4km race.

If your club would like to participate in next year’s event and help raise money for a great cause, your valued contributions will help give a voice to all those living with or touched by Parkinson’s. For further details, jump online and visit parkinsonsnsw.org.au.

In Australia, EVERY HOUR of every day someone is DIAGNOSED WITH PARKINSON’S DISEASE.20% OF PEOPLE living with Parkinson’s are of working age (15-64).PARKINSON’S DISEASE IS A SURPRISINGLY PREVALENT CONDITION In 2005, the estimated prevalence of the disease was higher than prostate cancer, lymphoma and leukaemia, kidney and bladder cancer, and uterine, cervical and ovarian cancer. It was also more prevalent that breast cancer, colorectal, stomach, liver and pancreatic cancer for people aged over 55 years.

For someone living with Parkinson’s for 12 years, the AVERAGE LIFETIME FINANCIAL COST IS AROUND $144,000 which is on par with the lifetime cost of cancer ($165,000).

Photography by Sherry Lea.

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BUSINESS TRANSFORMATION

Is it possible to see into the (FINANCIAL) FUTURE?

It's been talked about for a long time that clubs need to continually reinvest in their businesses to maintain

standards and remain competitive. There has also been much talk in recent years about the need for clubs to diversify, to reduce their reliance on traditional revenue sources, and introduce new revenue streams.

Of course these strategic initiatives involve significant investment, and it is vital that a detailed feasibility assessment of the financial impact of an investment is carried out. If the club is borrowing money to fund capital projects, prospective financiers require detailed cashflows before funding approval is given. Even if the club is using its cash reserves, it should still complete financial forecasts as part of a financial feasibility study to determine return on investment and impact on future cash flows.

A sound and thorough financial model should be used as the basis of this financial assessment. Ideally, the financial model should include an integrated, month-on-month departmental profit and loss statement, cashflow and balance sheet. It should also include annual summaries that provide an overview of the outcomes of the financial modelling. These summaries, combined with a covering report of outcomes, are most useful for review by the board of directors and the club's prospective financier.

So how many years should be projected? It needs to be for a length of time that is adequate to demonstrate the period of construction/investment, then a period of time for stabilisation of the new or

altered business units, and then a period of time following that which demonstrates stabilised financial performance and debt servicing capability where relevant. The period for investment and stabilisation will vary depending on the size and type of projects undertaken. Usually a period of at least five to seven years would be ideal. At Russell Corporate Advisory, the longest financial forecast we have prepared was for a 14-year period – this was for a project with multiple significant stages involving a $90+ million investment.

A financial projection model usually produces at least two scenarios, including a low case and high case scenario with a range of results that the project is expected to produce. The level of revenue growth required in order to meet minimum debt servicing parameters may also be necessary. Or perhaps the maximum level of debt/capital expenditure the club can afford based on a certain projected revenue level. There are numerous possible iterations and, once the base case financial model for existing trading is established, the ability for a well-built financial model to produce scenario analysis can be very powerful.

An important part of financial forecasting is communicating the detailed results in a more summarised fashion, particularly using key performance indicators. These indicators include the typical KPIs in clubs such as gross profit percentage, wage percentage, net poker machine revenue per machine per day, and the all-important EBITDA percentage. Where the club is borrowing money to partially or fully fund the proposed project(s), there are two other KPIs that are very important – interest cover and principal and interest cover. The financial forecast should calculate

these on a monthly and annual basis.The forecasting process involves obtaining

information from a variety of sources. Start with an assessment of the club’s existing trading levels using the club's own historical financial data. Information about the proposed capital works can be obtained from the builder, architect and quantity surveyor. It is also important that the market for new or altered business units is assessed so that projected revenue streams can be incorporated into the financial model.

Depending on the human resources that the club has at its disposal, the preparation of financial forecasts could be completed by the club's own financial team or you may need to source external assistance. Either way, the modelling needs to produce the sort of detail referred to above to gain an accurate assessment of the feasibility of the intended project.

And once the initial financial model is created, it can and should be updated periodically to reflect more recent trading data, the clubs current circumstances, and to incorporate any new initiatives that a well-run, continually evolving club will inevitably be required to undertake.

One final but significant benefit such modelling creates is the ability for board and management to demonstrate compliance with the business judgment rule. The process of documenting the rationale for significant decisions is important and can be overlooked. However, detailed feasibility studies and financial projections clearly assist in achieving this objective.

If you have any questions about this article or need assistance with seeing into your club's financial future, please call Harry Harris or Greg Russell at Russell Corporate Advisory on 02 9957 6700.

Funding a capital project requires a sound financial feasibility study.

By Harry Harris Russell Corporate Advisory

www.russellcorporate.com.au

02 9957 6700 Level 5, 53 Walker St North Sydney NSW 2060

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72 Club Community

Partying with your mates

KNOW THE FACTSA new initiative launched to help teens deal with alcohol and drugs.

In August Revesby Workers’ Club helped the Bankstown Liquor Accord and the Bankstown Community Drug Action Team (CDAT) launch “Partying with your Mates: Know the

Facts”, a program to educate local high school students about alcohol harm-minimisation and other drug related issues.

The idea came about after the Bankstown Liquor Accord and representatives from the Bankstown City Council formed a sub-committee relating to drug and alcohol-related issues in the local community.

The Accord funded the project with the assistance of Revesby Workers’ Club, which offered free room hire. Michelle Pasco from Oops donated her time to MC the event.

The forum attracted almost 150 local students and addressed important issues such as how to recognise signs and symptoms of drug intoxication, how to respond to an overdose, safe partying messages, creative thinking and positive messages to reduce harm, rights and responsibilities of patrons at licensed venues, how to act responsibly in a licensed venue and the use of fake IDs.

Several police officers addressed the students, including Bankstown Local Area Command Superintendent Dave Eardley. A local youth service promoted services available for young people and the Red Cross held a basic first aid course called “Save a Mate Training”.

Revesby Workers’ Club Senior Duty Manager and Bankstown Liquor Accord representative, Nicole Hendley, said the event was extremely rewarding and highlighted the club’s community involvement. “Hopefully we were successful in getting our message across to most, if not all of the students there on the day.”

The project aligns with The National Drug Strategy 2010-2015 and aims to prevent uptake and delay onset of drug use, support efforts to promote social inclusion and resilient individuals, families and communities, and reduce harm to community and individuals.

The event shows how Liquor Accords and the 83 volunteer-driven CDATs in NSW can proactively create safer neighbourhoods without

LESSONS LEARNEDAt the end of the session, 100 students completed evaluation forms showing what they had learned.

Will any of the information you heard today change the way you socialise, celebrate or party?

Yes 69%

No 29%

Maybe 2%

Did not answer 2%

What did you learn from the seminar presentations?

“I have learnt how to help people if they are unconscious and/or vomiting.”

“They fine you for a fake ID.”

“The laws and effects of drugs.”

“The standard drink size is small.”

“That one punch will actually change your life, because I never knew it’s that effective.”

“I learnt not to do drugs.”

“I’ve learnt that the choices you make are important.”

Bankstown LAC Superintendent Dave Eardley.

the need to resort to regulation, enforcement action and ultimately court sanctions after problems have occurred.

The Bankstown CDAT comprises members from NSW Police, Australian Red Cross, Bankstown Community Resource Group, Bankstown City Council, Mission Australia and Youth of the Streets.

73Club Community

Ask any traveller and they’ll attest, there’s nowhere on earth like the far remote NSW city of Broken Hill.

Always a welcoming place, Broken Hill sits more than 1,100 kilometres west of Sydney, or a 13-hour drive. With a population of about 19,000 people, the “Silver City” is the largest regional centre in the western half of the state.

Australia’s most famous mining town has inspired generations of artists. The iconic artist Pro Hart was born there and the town has a thriving arts scene. Broken Hill was the inspiration for the fictional mining town in Kenneth Cook’s 1961 novel Wake in Fright that, along with the 1971 film adaptation starring local actor Chips Rafferty, is an Australian classic. Director George Miller made the location (and Mel Gibson) world famous in the post-apocalyptic Mad Max 2. Fans of The Adventures of Priscilla, Queen of the Desert know that the famous pub scene was filmed at the Palace Hotel.

Sydney visitors will notice that Broken Hill operates on Central Australian time – half an hour behind Eastern Standard. Oh, and one cannot miss the huge mountain of dirt, or to be more precise the mullock heap of mining waste, that sits in the middle of town.

Observations of the compelling landscape aside, profound change has occurred over the past few decades, as is the case in many large regional centres. There has been a seismic shift in the town’s demographic profile, employment opportunities and economic situation, all of which have had major flow-on effects for the popular local clubs.

Decades ago, locals will tell you there were an astounding 72 pubs and 10 clubs in Broken Hill, which exemplifies just how popular going for a drink at your local was back in the day after a hard day’s yakka. Today, a strong brand loyalty exists with people choosing a local and sticking to it for many years.

One club travelling well is the Broken Hill Sturt Club, which has drawn a steady stream of punters thanks to thoughtful enhancements including an upgrade to the club’s outdoor

area, a new bar and a quirky TV advertising campaign. The “rib challenge” is popular with foodies – consuming the monster serving of ribs will give you celebrity status and your name on the wall (only three have completed the challenge to date).

Discussing the situation facing clubs in the area, the Sturt Club’s General Manager Douglas Coff says the market recently had been “tight” yet he remains optimistic about opportunities in the area.

“When you have a club that is going bad, it doesn’t take much to go under water,” says Coff. “There have been about six or seven clubs go down in the past 20 years including the RSL and the Masonic Club. With the current conditions, people are becoming more reliant on us as clubs to provide the services, the cheaper drinks and the events here.

“But when you have got lemons, you have got to make lemonade. The town has a lot of loyalty for clubs and we have got to provide that adequate service as long as no one does anything silly and there is good management and a good board.”

The largest club in Broken Hill is the Barrier Social Democratic Club on busy Argent Street. The club has found its niche in town as it goes from strength to strength and is looking to expand into neighbouring premises.

Three blocks down the road you’ll find the oldest club in town, the Silver City Workingmens Club, which first opened its doors in 1901. Still going strong, the club is in a sound financial position with a positive outlook for the future.

A few streets away on the Silver City Highway is the Broken Hill Musicians Club, which is in a rebuilding phase after a tough few years. It is now implementing major changes in operations after an administrator was appointed.

There are also two golf clubs in the city – the Broken Hill Golf & Country Club and South Broken Hill Golf Course. Unfortunately the Legion Club recently lost its battle for survival, but its historic façade is still very much visible in town.

Despite the tough times, Coff says clubs enjoy trust and respect in the area and are very much part of the fabric of the community. “There is a culture in town that is very adoptive of clubs and we are very lucky that the general populous understand what clubs are about,” says Coff.

CITYBy Tim Escott ClubsNSW Digital Communications Officer

Broken Hill once boasted 10 clubs and 72 pubs. Things have changed over recent years with some clubs thriving while others struggle.

74 Club Community

Over many years, ClubsNSW has proudly supported young people to engage and learn

more about Australia’s military history. This year, to commemorate the Anzac Centenary, ClubsNSW has sponsored the 2014 ANZAC Youth Essay Competition.

In the last week of August at Parramatta RSL, Premier Mike Baird announced the six winners along with Parliamentary Secretary to the Premier David Elliott MP and ClubsNSW CEO Anthony Ball.

The winning writers are Emily Frey from Quakers Hill High School, Jack Jeffries from Parramatta Marist High School, Madison Thompson from St Columba’s Catholic College, Lihini de Silva from Baulkham Hills High School, Samuel Lewis from St Columba’s Catholic College and Dan Nguyen from Hurlstone Agricultural High School. They will visit historical sites in Istanbul, Gallipoli, Paris and Ypres and attend the Westminster Abbey Remembrance Day Service in London

Premier Baird and Mr Elliott both paid tribute to ClubsNSW for financially supporting this once in a lifetime opportunity. ClubsNSW CEO Anthony Ball said that the experience would also be something that Emily, Jack, Madison, Lihini, Samuel and Dan will keep with them forever. “ClubsNSW is proud to sponsor this scholarship and we look forward to hearing what they have learnt

from this incredible journey,” said Mr Ball.Selecting the winners was not an easy

task for the judges. Mr Elliott, who will be accompanying the winners on the trip, said the calibre of essays was so high that they had to appoint Castle Hill RSL President Major General Warren Glenny to make the final decision. One thing that stood out to all judges was that one third of the essays were from students who came from non-English speaking backgrounds.

“Over the next two months the six students will be preparing for the trip, trying to get ahead of their studies and meeting the various media and community obligations,” said Mr Elliot.

“As ANZAC Ambassadors these young Australians will now serve the club industry through visits and talks about their experiences and why they believe the centenary of Anzac is important for modern Australia.”

During their visit to London, the winners will meet with the High Commissioner, the Honourable Alexander Downer AC. When they return, the ANZAC Ambassadors will tour Western Sydney clubs to talk about their experiences and discuss what they learnt on their journeys.

Those interested can follow the six winners on Twitter at @AnzacTour2014 or by following the Your Local Club Facebook page.

By Sara Potts ClubsNSW Media Officer

The winners of the 2014 ANZAC Youth Essay Competition have been announced and are preparing for the trip of a lifetime.

The WRITE STUFF

The winners of the 2014 ANZAC Youth Essay Competition

Clubs right across the country are currently planning various events over the next year to

commemorate the Centenary of Anzac. The Royal Automobile Club of Australia (RACA) is no exception. Earlier this year the club decided to do something special to mark this occasion.

In the last week of August, the private club, itself more than a century old, opened its doors to the public for the very first time to host the exhibition “Camera on Gallipoli”. The exhibition showcased 39 amazing images by Sir Charles Ryan, a surgeon with the Australian Imperial Force who served in Gallipoli in 1915.

The RACA was established in 1903 and in 1986 incorporated with the Imperial Services Club. The club is very proud of that history and it was a great privilege for the club to exhibit Ryan’s work.

“It was important for us to host this

exhibition because it allows us as a club to play our part in keeping the Anzac legacy alive, as well as the opportunity to display the work of a man that had such a rich past,” said CEO Mark Friedler.

Sir Charles Ryan was a man of many talents, a gifted photographer and a highly distinguished medical professional. At one stage in his career he was tasked with making sure Ned Kelly was well enough to stand trial. The raw images he took while serving his country depicted the reality of what soldiers fighting in Gallipoli went through.

The exhibition, which is on loan from the Australian War Memorial, was first launched on 15 August by the Director of the Australian War Memorial, the Hon Dr Brendan Nelson.

At the launch, Dr Nelson discussed the importance of coming together to commemorate and remember the Centenary

of Anzac and what it means to Australians today. The figures he presented really brought home the immense impact WWI had on Australian society and why it is important the story continues to be told.

“Australia in 1914 had just over 4.5 million people, one million men were of an age who could volunteer and 417,000 did,” said Dr Nelson. Of those, 330,000 went overseas including 1,300 Aboriginal and Torres Strait Islander Australians, 350 of whom did not come back. “At the time [they] lived in a very unequal society and even though they weren’t allowed to enlist, they did,” said Dr Nelson.

As Dr Nelson put it “we are who we are by virtue of our story” and part of our story is the Anzac tradition. It is great to see clubs from around the state opening their doors to house amazing exhibitions like this one and preparing to commemorate the Centenary of Anzac.

A CAMERA ON

GallipoliBy Sara Potts ClubsNSW Media Officer

A powerful exhibition of photography went on display at The Royal Automobile Club of Australia.

75Club Community

76 Club Community

St Johns Park teammates united by silver

Two teammates from St Johns Park Bowling Club returned from the recent Commonwealth

Games in Glasgow with very different experiences but united by the fact that they are now both silver medallists. Kelsey Cottrell was skip of the women’s triples bowls team, which faced favourite England in the final. Sharyn Renshaw swapped playing bowls for commentating.

Sharyn was part of the silver medal winning triples team from the 2010 Commonwealth Games in Delhi. This time she was an expert commentator with her observations on key matches relayed around the world. Sharyn, who had no experience, was recommended by a friend who was head commentator at the Delhi Games. A resume and one interview later, Sharyn was hired by the host broadcaster to join the commentating team.

Sharyn was thrown into the deep end from Day 1 of the bowls events. “We had very little

rehearsal so I was very nervous,” she said. “We worked in pairs and had eight matches to commentate on for the first two days. It was all a bit overwhelming to begin with as the headsets enabled you to hear the producer, director and of course your fellow commentator. It took a while to get used to that, but when I did I really enjoyed the experience.”

“I was put on most of the Australian and NZ matches including gold medal matches so that was fantastic! It was so exciting and I had plenty of fun with a great crew! I have had good feedback following the event so who knows… maybe more broadcasting opportunities in the future. I hope so!” said Sharyn.

Kelsey’s silver medal joins the bronze she won at Delhi four years ago. “My experience in Glasgow will be one of my most memorable! What made it for me was working alongside such a great crew who gave me so much encouragement and support,” said Kelsey.

Ryde-Eastwood Leagues Club and The Adam Gardiner Fund held a charity luncheon earlier this year

to raise funds for research into Amyloidosis. Amyloidosis is a life threatening disease that causes abnormal protein build up in tissues and bodily organs. Very little is known about this incurable disease, which claimed the life of sports enthusiast Adam Gardiner at only 35 years of age.

Adam loved rugby league and his name lives on in the form of the Adam Gardiner Memorial Trophy for Balmain Tiger’s Jersey Flegg Player of the Year.

The State of Origin Sportsmen Charity Luncheon was hosted by the “Big Marn” himself, Darryl Brohman, and included special guests ex State of Origin players Michael

Crocker, Greg Florimo, Garry Jack, Brett Kenny, Andrew Ryan and Ryan O’Hara. Comedian Kenny Graham (as seen on The Footy Show) entertained the attendees.

The Adam Gardiner Fund raises money to support the treatment of amyloidosis. It has joined forces with Westmead Hospital’s Immunology Department and its Institute for Immunology & Allergy Research to establish a lasting legacy in Adam’s memory through the development of a specialised clinical service for patients with amyloidosis. The Westmead Amyloidosis Centre will be the first of its kind in Australia and will work closely with the National Amyloidosis Centre in the United Kingdom.

The luncheon raised nearly $12,000, which will be donated to Westmead Hospital to support the Amyloidosis Centre.

Ryde-Eastwood raising money for Amyloidosis

Kelsey Cottrell (left) and Sharyn Renshaw.

77Club Community

When the Sharks played the Raiders in the final home game of the season, the Cronulla

Sutherland Leagues Club created a family event that Sharks fans will never forget – the Super Mega Family Fun Day held at the Sutherland Shire’s iconic Remondis Stadium.

“We’re so fortunate at Sharks to own our own Stadium. Remondis Stadium is a great venue and backdrop for community events and offers something unique for the Sutherland Shire community. Not only do our Cronulla Sharks call Remondis Stadium their home, but the Stadium has meaning for all of our fans, members and wider community. It’s wonderful to see everyone unite and celebrate,” said Marcelo Veloz, CEO of Sharkies Leagues Club.

On 24 August, unite and celebrate they did. A crowd of 13,496 enjoyed the game (kids got in for free), a pre-show by The X Factor contestant Shanell Dargan and the carnival. The scale of the undertaking was huge. According to Stadium Operations Manager Amy Irwin, 32 tonnes of gravel was required to get the rides up on the family hill! As well as riding the dodgems, a train and jumping around around a bouncy castle, kids enjoyed a petting zoo, face

painting, balloon artists, and trying to win one of the 2,000 prizes on the amusement machines or scoring one of the 1,000 free showbags put together by club staff.

There were also some great prizes to be won. De La Salle Junior Rugby League Club won $2,500 care of Enzed, one lucky Sharks fan won $5,000 in the Tradies Treasure Hunt and a very happy family won a holiday for four to the Gold Coast, including flights, accommodation for three nights and a family pass to Dream World.

Club staff worked hard to create an event that families would never forget. “The staff worked tirelessly to put on a great day for the Shire Community. While the score didn’t go the Sharks way, kids were still leaving with smiles on their faces, and that gets me excited to create something even bigger and better next season,” said Jess Goddard, Group Manager, Community.

Fans appreciated the effort and had a fantastic day. “My son has not stopped singing the “Up Up Cronulla” song. He’s been doing it while also holding the Sharks scarf he won on an amusement machine above his head!” said a local Sutherland Shire mum. On Facebook Kim Hobson posted: “Thanks for a great day at the footy, the kid's had a ball and very lucky the sun was shining!”

Perhaps fan Tony Mora summed it up best: “I came down from Brisbane, my son and mate came from Canberra, had a great day out... Sharks rule.”

SUPER MEGA Family Fun Day

Everyone had a ball when Sharkies Leagues Club held a carnival families and fans will never forget.

78 Club Business Directory

Corporate Partners, Community Partners & Industry Supporters

COMMUNITY PARTNERS

Life Education NSW 02 9673 3222 Little Wings 04 9907 2916 NSW Institute of Sport (NSWIS) 02 9763 0222 Regional Academies of Sport (NSW) 02 4725 6466 Surf Life Saving NSW 02 9471 8000 The Salvation Army Club Chaplaincy 02 9268 3068 Talent Development Project (TDP) 02 9320 4245 The Centre for Volunteering 02 9261 3600 Youth Off The Streets 02 9330 3500

CONSTRUCTION & DEVELOPMENTConstruction

Paynter Dixon Constructions 02 9797 5555

Abeo Architects 02 9331 6664 Bergstrom Architects 02 8920 1499 C I Partnership 02 8090 3320 Network Refurb & Construction 02 9808 5673

Artazan Property Group 02 9452 5333 Boden Projects 02 9554 7967 Fugen Constructions 02 9289 3700 James Clifford Construction 02 9601 5177 Meridian Construction Services 02 9599 0399 Merlot Constructions (Aust) Pty Ltd 02 8850 0078New England Constructions 02 9369 1241 Premier Building Group 02 9979 8377 Rohrig Hospitality 02 9695 1668 Whitcon Pty Ltd 02 9525 5554

Design

Paynter Dixon Design 02 9797 5555

Abeo Architects 02 9331 6664 Bergstrom Architects 02 8920 1499 C I Partnership 02 8090 3320 Network Refurb & Construction 02 9808 5673

Altis Architecture 02 9364 9000 EJE Architecture 02 4929 2353 Nicholas Associates Architects 02 9369 3546 Robertson & Marks Architects 02 9319 4388 Scott Carver 02 9957 3988

Indoor/Outdoor Plants Plantscaping Solutions 02 4959 8877

Project Development Planning Urban Earth 02 9713 4180

Quantity Surveyors Madden & Associates 1300 110 359 Mitchell Brandtman (NSW) Pty Ltd 02 9525 8000

FINANCIAL & STRATEGIC MGT

Accounting

PKF Lawler 02 8346 6000 Russell Corporate Advisory 02 9957 6700

BDO 02 9251 4100 Bishop Collins 02 4353 2333 DFK Crosbie 02 4923 4000 Kilpatrick Lake Mackenzie 02 4908 0400 McGrathNicol 02 9338 2600

Booth Partners 02 4421 4344

Evolution Advisers 02 4959 1733 Moore Stephens Sydney West 02 9890 1111 Pink Pear Professionals 1300 733 923

Advisory & Consulting

KPMG 02 9335 7480 Russell Corporate Advisory 02 9957 6700

BDO 02 9251 4100 Domina General Insurance Brokers 02 4255 2855 McGrathNicol 02 9338 2600

Campbell Advisory Pty Ltd 02 8281 6616 Hayden Consulting Pty Ltd 02 9529 0040 RT Hospitality Solutions 02 9986 3166

Audit Services

KPMG 02 9335 7480 PKF Lawler 02 8346 6000

Bishop Collins 02 4353 2333 DFK Crosbie 02 4923 4000 Kilpatrick Lake Mackenzie 02 4908 0400

Berger Piepers Chartered Accountants 02 4721 8552 Bryan Rush Co. 02 9267 9227 Cutcher & Neale 02 4928 8500 Daley & Co 02 4229 6477 Forsythes 02 4926 2699 Fortunity 02 4304 8888 McEwan & Partners 02 4963 2200

Banking

Community First Credit Union 1300 132 277

Finance Brokerage Consulate Financial Services 02 9634 8550 Warren Saunders Insurance Brokers (Aust) 02 9587 3500

Insurance

Club Employers Mutual 02 8251 9253

Cartwright Insurance Brokers Pty Ltd 02 9387 6677 Domina General Insurance Brokers 02 4255 2855 Warren Saunders Insurance Brokers (Aust) 02 9587 3500

Leasing Consulate Financial Services 02 9634 8550

Legal

Pigott Stinson 02 8251 7777

Thomson Geer Lawyers 02 8248 5832

Colin Biggers & Paisley 02 8281 4555 Adam Jones 0427 880 501

Payroll Wage Easy 02 9884 4025

Procurement The Buying Pool 0490 059 458

Superannuation

Club Plus 1800 680 627

GAMING

Ainsworth Game Technology 02 9739 8000 Aristocrat 02 9013 6000 Aruze Gaming Australia 02 8332 6000 Bally Technologies 02 9773 0299 eBet Gaming Systems 02 8817 4700 IGT 02 8345 3000 Independent Gaming 02 8858 1000 Keno – ClubKENO Holdings 02 9268 3000 Konami Australia 02 9666 3111 TAB Wagering 13 17 85 Tabcorp Gaming Solutions 03 9868 2482

Grays Online 0408 758 862 maxgaming 1800 706 221

WWRacing 02 4684 3587

HOSPITALITY

Accommodation & Travel

CCM Travel 02 8405 5903

Choice Hotels Accommodation 03 9243 2400

Beverages

Asahi Premium Beverages 1300 133 122 Carlton & United Breweries (CUB) 02 9217 1200 Coca-Cola Amatil NSW 13 26 53 Diageo Australia 02 9126 7134 Lion Beer & Cider 02 8120 4000 Treasury Wine Estates 13 48 93

The Lemon & Lime Guys 0404 212 909 Global Coffee Solutions 1300 552 883 Island2Island Beverage Company 02 9672 6440 Robert Oatley Vineyards 02 9433 3255Ruggito Coffee 02 9612 0000 VOK Beverages 08 8182 1888

Equipment

Global Food Equipment 1300 627 627

Food

Fonterra Foodservice 1300 738 484

The Lemon & Lime Guys 0404 212 909

INFORMATION TECHNOLOGY

Computing

Brennan IT Pty Ltd 1300 500 000

HD IT 02 8007 7040 Secom Technology 1300 781 224

Micropower 07 3123 6904 Pulse Club Computers 02 4929 7822

Electronic Sign-in Systems Circle Solutions 02 4342 9717

Technology

Fuji Xerox Australia 02 8235 7702 JB Hi-Fi Commercial 1300 746 752

CrossPoint 02 8338 5400 HD IT 02 8007 7040 Jem Computer Systems Pty Ltd 1300 JEM COM

Secom Technology 1300 781 224

79

World Smart Future 1300 738 324 Professional Advantage 02 9466 8900

Telecommunications CrossPoint 02 8338 5400 Trusonic 1800 664 653

Next Telecom Pty Ltd 1300 006 398

MARKETING

Advertising Innuendo Advertising 02 9528 0366

Liquidspace.com 02 8239 3555

Communications Prodocom Pty Ltd 02 9882 2449 The Pack Factory 02 9585 1144 Trusonic 1800 664 653 YourTribe 02 8222 6288

Consulting Mystery Customer 02 8907 3888 Rawsuga Loyalty 02 9838 3005

Design Innuendo Advertising 02 9528 0366 The Signcraft Group 02 9755 4466

Modemedia 02 9648 8111

Distribution/Mailing D&D Mailing Services 02 9725 2114 The Pack Factory 02 9585 1144

Marketing Rewards Club Australia 1300 305 690 Your Marketing Mentor 02 9698 6531

Mobile Apps YourTribe 02 8222 6288

Printing Rawson Graphics 02 8873 2500

Colorcraft Print and Media Services 02 9632 2066 One Print Solutions 02 8783 0664

Promotions

Sky Racing 02 9451 0888

D&D Mailing Services 02 9725 2114 Prodocom Pty Ltd 02 9882 2449 T&C Visual Displays 02 9810 1188 Xcite Media 1300 550 995

Pallister's 02 9570 4955RaffleLink 0428 734 714

Signage Allpride Signs & Marketing 02 4942 3099 B&N Changeable Signs 02 9810 1188 Programmed Property Services 02 9748 7088 The Signcraft Group 02 9755 4466

OPERATIONS

AGM/Elections Election Solutions 0431 529 856NSW Electoral Commission 02 9290 5999

ATM CashPoint ATM 1300 286 626 Next Payments 1300 659 918

Banktech 1800 080 910 ecash 02 9887 8600

Auctions Grays Online 0408 758 862

Carpet & Flooring Interface Hospitality 1800 804 361

Cash & Coin Handling Next Payments 1300 659 918

Cleaning & Maintenance Challenger Services Group 02 9993 0562 Command51 0478 782 575 Dynamic FM 0433 722 732 Quad Services 02 8425 6900 Sunblest Cleaning Services 02 8095 6650

Compliance Safeguard Compliance Solutions 02 9683 4700

Electronics

JB Hi-Fi Commercial 1300 746 752

Entertainment

FOX Sports Venues 1300 301 415

ClubMUSIC 1300 730 001 Merlin Entertainments 02 8251 7800

Facility Management/Property Services Integrity Locksmiths and Security 1300 366 488 Programmed Property Services 02 9748 7088

Furnishings Karo Australia 02 9980 1431 Nufurn Commercial Furniture 02 9609 2233 Ricmar Commercial Furniture & Upholstery 02 9604 0641 Sico South Pacific 1300 117 378

Gas & Energy Energy Brokers 1300 737 832 Ilum-a-Lite 02 8850 1405

NUS Consulting Group 02 9922 7676 Skycool Pty Ltd 02 9477 4095

Human Resources HR Balance 0408 458 058

Lighting Ilum-a-Lite 02 8850 1405

Haron Robson 02 9819 6611

Music Licensing ClubMUSIC 1300 730 001

Phonographic Performance Company of Australia 02 8569 1100

Music & Media Management Trusonic 1800 664 653 Xcite Media 1300 550 995

Point of Sale World Smart Future 1300 738 324

H&L Australia (NSW) Pty Ltd 02 9555 4480 Sharp Electronics Group 02 4962 1313

Senior Living Consultants Vision Lifestyle Projects (02) 8539 7710

Sustainability Consulting Clubs’ Sustainable Futures 02 9797 5533

Technology Circle Solutions 02 4342 9717

BBC Digital Sydney 02 8394 4950

Workplace Relations Indrele Workplace Consulting 02 9604 5986

RECRUITMENT

Challenger Services Group 02 9993 0562 HTN Hospitality Employment Solutions 1300 139 108

peoplefusion 02 4929 1666

SECURITY

Allied Risk Solutions 02 9635 0477

AISM 1300 944 997 Exact Security 02 8603 5000 Integrity Locksmiths and Security 1300 366 488

Gold Crest Security 1300 137 339

Toll Secure 03 9339 4800

Fraud Investigations

Barringtons 02 9899 0600

TRAINING & EDUCATION

Allied Risk Solutions 02 9635 0477 Barringtons 02 9899 0600

AISM 1300 944 997 e3Learning 1300 303 318 Exact Security 02 8603 5000 Workbehindabar.com.au 1300 640 616

Management Consultancy International 1300 768 550 OOPS 1300 466 677

As outlined in the Club Code Of Practice, ClubsNSW highly recommends that clubs conduct their own due diligence when purchasing goods and services from suppliers, including those that are within our business partner programs.

Corporate Partners

Community Partners

Premium Industry Supporters Industry Supporters

Business Directory Key

Club Business Directory

80 Club News

WOLLONGONG GOLF CLUB SNARES TOP AWARD

Wollongong Golf Club General Manager Leigh Hingston was recently named the 2014 Golf Management Australia NSW Club Manager of the Year. This award recognises the positive outcomes that Wollongong Golf Club has achieved through course redevelopment, strategic planning and the drive to promote the viability of the club and the contributions that Hingston made in these endeavours.

Other finalists were Andrew Casey (Royal Canberra Golf Club), Paul McAra (Coffs Harbour Golf Club), Richard Simmer (Hawks Nest Golf Club) and Ian Taylor (Morisset Country Club).

In accepting the award Hingston said: “This recognition is for all the staff at Wollongong Golf Club who work tirelessly with passion, supporting our vision and purpose. The effort and contributions of our team in ensuring that Wollongong has some of the best club facilities within NSW and the ACT has been nothing short of remarkable. We are extremely pleased with the outcomes of our recent redevelopments and to be recognised in this way is quite amazing.”

Hingston will travel to San Antonio, Texas to represent the Wollongong Golf Club and Golf Management Australia at the World Conference and Club Business Expo in March 2015.

OxyBAC a food industry antibacterial hand cleanser won the Food-Safety and Innovation in Non-Food Award at the annual Food Magazine Awards. Developed by the Deb Group, the hand cleanser kills 99.999% of common bacteria. OxyBAC does not leave any toxic residual environmental contamination and it doesn’t taint food – after use it breaks down into oxygen and water.

Deb’s Australian CEO Steve Saboune said: “Deb is delighted to be acknowledged for its innovation. We continually strive to improve food safety through the provision of effective and innovative hand hygiene solutions.”

In Australia food safety statistics estimate that there are:

• 14,800 food poisoning cases per day

• 5.4 million food poisoning cases per year

• 14,700 food poisoning-related hospital admissions per year

• 76 deaths from food poisoning per year

• $3 billion per year in associated costs

• And 60-80% of all cases come from commercial food premises

(Source: Food Safety Information Council)

One of the principle causes of food poisoning bacteria is via food handlers and primarily via their hands. This can be direct transfer of pathogens or from cross contamination transported via the hands from food, utensils, surfaces, equipment, cloths etc. Personal hygiene – and specifically hand cleanliness and hygiene – are the first lines of defence in reducing food bacterial contamination.

Leigh Hingston accepting the GMA NSW Club Manager of the Year Award from Paul Paterson, President GMA NSW.

Food handling safety breakthrough

81Club News

TABCORP LEADS GLOBAL GAMBLING SUSTAINABILITY RANKINGTabcorp Holdings Limited is ranked as the global gambling industry leader in the 2014 Dow Jones Sustainability Index (DJSI). Tabcorp has received this recognition for nine out of the last 10 years.

The company received a 100 per cent rating in the “Promoting Responsible Gaming” category, a maximum rating it has received in this category for eight successive years.

Tabcorp Managing Director and CEO, David Attenborough said Tabcorp is committed to operating sustainably. “Tabcorp’s continued global leadership in the Dow Jones Sustainability Index is a testament to our commitment to a high standard of governance,” he said.

“Tabcorp operates its businesses with utmost integrity for the benefit of our many stakeholders, including investors, the racing industry and hotel and club partners. We are proud to lead the way in responsible gambling in Australia and globally.”

Competing against 23 companies from across the globe in the casino and

gaming sector, Tabcorp received the top score in 11 of the 19 measures

assessed by the DJSI. In addition to promoting responsible gambling,

Tabcorp’s other leading measures in its sustainability ranking include

stakeholder engagement, anti-crime policy/measures, brand management,

corporate governance and talent attraction and retention.

Don’t keep your customers waiting New research on Australian sentiment around customer service reveals that businesses need to work faster if they want to impress consumers. The research found that inefficient service was more of a concern to consumers than value for money. The online survey of 962 Australians was carried out by TrueLocal, an online business directory and review website.

“This suggests that Australians are less concerned about value for money and more focussed on getting things done in time. As a time-poor nation, consumers are seeking efficient services that match their busy lifestyle,” says Bradley Taylor, spokesperson at TrueLocal.

When it comes to gender, women are least concerned with costs. More men (18%) selected hidden costs and fees as their worst gripe compared with only 12% of women. Women appear to be more emotionally involved in customer service experiences. Nearly twice as many females (23%) than males (12%) selected rude service as their number one gripe.

Win Movie Tickets! Club Life has 10 double passes to give away to the new movie Before I Go To Sleep.

Oscar winners Nicole Kidman and Colin Firth star in this psychological thriller in which a woman must piece together her past after a terrible accident has left her with no memory each day she wakes.

Based on the best-selling book by S. J. Watson, Before I Go To Sleep is in cinemas on 16 October. The first 10 Club Life readers to email us at [email protected] will get a double pass!

TOP 6 CUSTOMER COMPLAINTS:1. Long waits or being

ignored (27%)

2. Getting the run around on the phone (26%)

3. Rude service (19%)

4. Hidden costs (14%)

5. Incomplete work or a job left in a worse state (9%)

6. Being given an apprentice or underqualified person to do the job (4%)

82 Club Entertainment82 Club Entertainment

With a marathon monologue and the support of a slew of emerging talent, the queen of Australian

comedy Fiona O’Loughlin gave one club audience a very funny night to remember.

By Michael Adams

83Club Entertainment

It’s a Friday night and Matty B, aka the “Philosophical Bogan”, has the 200 or so comedy fans at Katoomba

RSL eating out of his hand with his droll observations on everything from drugs and IVF labs to pizza delivery and hipsters.

“I really like Melbourne,” he drawls. “Melbourne’s the only place I’ve ever been where I’ve seen a soy latte wearing a scarf ride a fixed-gear pushbike into a used record store to buy a vinyl LP it’ll only listen to once before turning it into a handbag.”

The audience erupts with laughter.As emcee for the first-ever Mountains

Comedy Mayhem event, Matty B is warming up the crowd who have come out on a cold mountain night to see him and three other rising stand-ups before headline act Fiona O’Loughlin takes the stage.

So far the longhaired 35-year-old from Newcastle is doing brilliantly. Part of his success lies in his up-close-and-personal interaction with the club audience.

“There’s this old bloke at the front who just whispered to me, ‘You’re a sick, sick man’. Thanks for sitting up the front mate,” he says delighting in his first heckler of the night.

Matty B gets the crowd roaring with his bogan confessions – “I have a going-out flanno” – and bits about pretentious café customers and council clean ups. His parody

of impulse buying at Aldi brings the house down.

“The other day I went in there and all I wanted was a saxophone, a thousand litres of motor oil and a Scandinavian hat stand – and I ended up walking out with bread, milk and cheese. What am I going to do with those?”

With the audience primed, Matty B welcomes to the stage Dane Hiser, a 35-year-old from Penrith who mercilessly lampoons himself for being unable to drive and having no luck with the ladies. The self-deprecating comic begins his act by saying his lack of health and fitness is such that “I consider high-fiving to be a contact sport.”

The crowd love him.Matty B returns with another hilarious

set before introducing Alex Wasiel – “it’s good to remember it rhymes with unreal”– a thirty-something former lawyer from Sydney who does gags about using lesbian dating apps, her best friend’s insane midnight walks and relationship dealbreakers like cappuccino art and weird kissing.

Wasiel, who was a finalist in the NSW 2013 RAW Comedy competition, leaves the crowd hooting with her rant that depicts “morning people” as monsters from a horror film. “They’ve been up since five doing… yoga,” she says in a spot-on trailer

voice. “Now they’re covered in dew and eating… home-made bircher muesli!”

After another routine from Matty B – “Have you ever been checking yourself out naked in the mirror… only to realise you’re standing in the middle of Target?” – 38-year-old Doug Suiter takes the spotlight with his rapid-fire barrage of jokes about the crappy state of Aussie TV, the problems of compulsory voting and recently breaking up with his fiancée.

“Engagement is such a lovely institution,” he says, “I don’t know why anyone would ruin it with marriage.”

After an intermission, Matty B wisecracks with the audience about the duration of their marriages before welcoming the headline act to thunderous applause.

“My mother’s, well, she’s mean and she looks like ALF,” O’Loughlin begins, before unleashing a riff about her love-hate relationship with her mum. The audience is in stitches.

“I just feel like talking to you,” O’Loughlin says to the crowd. “Is it okay if I do before I get into some material?”

It is and for the next 90 minutes – a full hour longer than expected – it’s


Fiona O’Loughlin

84 Club Entertainment

what the 51-year-old does in a hilarious routine about herself and her family that has that rare quality of appearing to be ad-libbed and tightly structured.

For the crowd, it’s a rare chance to see the “Queen Of Australian Comedy” up close and personal as she let her talents run free and wild. A marathon monologue like this isn’t what audiences at Melbourne and Edinburgh comedy festivals get for their premium-priced stadium-show tickets.

After the gig, which provides nearly three hours of hilarity for just $25 a head, fans line up to chat with Matty B, who’s selling his CDs, and O’Loughlin, who happily signs copies of her memoir “Me Of The Never Never”.

“Smaller venues are generally more easy-going,” says O’ Loughlin of the freedom she felt to do her unplanned marathon set. “I feel like I get to know the audience personally. I like coming off stage feeling I’ve had a chat with a good friend.”

Known nationally for her stand-up shows and TV appearances on Good News Week, Spicks And Specks, Dancing With The Stars and Celebrity Apprentice,

O’Loughlin has been on the Australian comedy scene since she made her debut at the Harold Park Hotel in 1999.

“No guffaw laughs,” she says of that first night, “but I knew that they loved my style and I was hooked.” O’Loughlin’s most memorable club experience, she says, was “headlining for the first time” though she professes she still gets nervous before taking the stage. “Yes!” she laughs. “Always.”

Given that NSW has only a few dedicated comedy venues, the club circuit is vital for aspiring and veteran comedians, not to mention fans who love a live-show laugh. And while it’s fun for audiences, it also builds a stronger comedy culture. “Stage time is essential [for new performers] and there’s no way of getting around that,” O’Loughlin says.

Mellow Matty B rates his Katoomba RSL experience as “9.5 out of 10 on the stoked-o-meter”. The high score, he explains, has a lot to do with crowd. “Club audiences are usually very warm and up for a good time,” he says. “Their willingness to relax

and enjoy themselves is important.” And that vibe helps Matty B take each show in new directions. “The improv is different every night, but good jokes are good jokes everywhere.”

Dane Hiser is similarly happy with the show. “Fully stoked,” he says. “Awesome venue, awesome line-up, awesome crowd — what’s not to love?” He says that a good club audience helps shape his comedy, making for a funnier night, even if he doesn’t always get it right.

“I tend to be able to work out what type of humour they like, and I also adjust references to suit the locality,” he says. “Sometimes, though, your reading of the room can be off and you just have to fly blind, which can be fun too.”

Hiser says clubs offer a perfect environment for bringing the funny. “What helps is the size and enthusiasm of the audience, who often come in big groups, ready to laugh,” he says. “You get nicely polished and well staffed

84 Club Entertainment

Doug Suiter

Dane Hiser

Matty B


venues, equipped with all the proper staging, sound, lights. It feels like you’re playing a really big, important show.”

Doug Suiter loved the size of the audience and how they responded to his routine. “When you hear the crowd react to a joke on a scale like that it’s like driving a monster truck!” he says. “A lot of the smaller gigs can be like trying to kick start a moped.”

Working clubs also helps Suiter refine his act, keeping the material fresh and relevant. “These days I tend not to lock in a set until I’ve looked at the audience that file into a room,” he says. “I have a bunch of material but sometimes the best sets are the ones where the vibe of the room guides the topics.”

For Suiter, the show was also a chance to learn how O’Loughlin connected with the club’s audience. “A less experienced comedian can be so focussed on their material that they forget it’s all about connecting and that’s something that has to be done from scratch each and every gig,” he says.

That connection, he says, starts the

moment he walks on stage. “There is a crucial moment in the first 10 seconds where the chemistry between you and the crowd either happens or it doesn’t,” he explains. “For me that sets the tone. If those first 10 seconds feel good it’s going to be OK and you can move right into the zone. If not, it’s my job to win them over.”

Suiter certainly succeeded with Mountains Comedy Mayhem. “I’m what they call an emerging comedian, so Katoomba was one of the bigger venues I’ve done,” he says. “I wanted it to be a great show and it was.”

The audience certainly agreed. A week after the show, The Joke’s On Me, the Sydney company behind Mountains Comedy Mayhem, received a heartfelt email from one of the delighted punters. “I would like to thank you for bringing Fiona O’Loughlin to the Blue Mountains,” the woman wrote. “Rarely do we get to see such a recognised talent in our own backyards. My friends and I had a fantastic time and had a much-needed laugh.”

Club embracing events like Mountains Comedy Mayhem and the touring

Sydney Comedy Festival are certainly putting a lot of smiles on a lot of dials.

“If it’s too hard for people to come to big cities, I’m happy to go to them,” O’Loughlin tells Club Life, “Live comedy is an experience that can’t be captured on TV.”

Mountains Comedy Mayhem with Fiona O’Laughlin was the first of a series of comedy shows presented by The Joke’s On Me. For more information and to book an act got to http://thejokesonme.tv/.

Photography by Doug Suiter & Alex Wasiel

Fiona O’Loughlin

Alex Wasiel

86 Club Food & Beverage

From tiny vertical herb gardens to sprawling allotments, restaurant kitchen gardens are cropping up all over the place.

Green THUMB

By Yasmin Newman

87Club Food & Beverage

It is cropping up in restaurants across the state, with appearances increasing daily. No, it’s not kale.

But you can grow some yourself if you get one. It’s a kitchen garden and much like the leafy green is synonymous with health, GIY (grow it yourself) has become a symbol of sustainability. And diners are figuratively – and literally – eating it up.

Beyond the marketing potential of a kitchen garden and the feel-good effects of social responsibility, chefs list numerous other selling points for restaurant veggie patches, from a teaching tool for apprentices and an open-air respite from a stuffy kitchen to inspiration for menus and a connection to what they cook. Let us not forget the taste either. Nothing compares to the flavour and freshness of just-picked produce.

Although a longstanding tradition in some countries (we’re looking at you France and Italy), here it is considered a new trend. And while kitchen gardens may have been more common at country venues or fine diners that have the space for one or the coin for an offsite location, today you’ll find them in small courtyards, back alleys and rooftops as inner-city chefs get their green thumb on too.

So you’ve decided you want to grab hold of the proverbial wheelbarrow. Where to next? We spoke to a range of experts, from horticulturalists and hatted restaurants with thriving gardens to club chefs who have already taken the plunge to suss out what to consider and where to begin when selecting, planting, harvesting and cooking with your first crop.

Dial a green thumbHorticulturalist to food world stars, Peter Hadfield, who consulted on and maintains the kitchen garden at fine-dining restaurant Chiswick in Sydney’s Woollahra, among others, believes seeking expert advice greatly increases your chances of success. He’s not biased – he has plenty of business already – he is speaking from experience. Hadfield has seen many gardens fail due to what he calls “chef fantasy” about what they can grow and he has been brought in to fix flailing patches caused by poor planning.

“You wouldn’t start a restaurant without a chef or build a house without a plumber,” he states sagely. “Find someone who has experience in the area.” Hadfield says this

can be as simple as picking the brain of the old bloke down the road who has a knockout garden. Or a horticulturalist such as himself, who cost around $70–$90 per hour, and can help set up the garden with options for monthly visits for upkeep. It needn’t be expensive and Hadfield reckons it will be money well spent. The cost, while upfront, may also reduce the amount you spend on labour and materials and will save you from forking out more down the track from decisions that did not pan out (selecting plant varieties that don’t grow well in your locale for example). At the very least, do your homework by reading a good gardening book.

Location, location, locationExperts agree that the position of your kitchen garden is the most important thing to get right. Start with the sun – you want north facing and with at least six hours, including morning sun, of direct light. It’s pretty obvious – not enough sun (or too much of it) means your plants won’t grow – but some people fall into the trap of using a particular plot because it’s the only area available or they like the location.

“Be aware of prevailing winds,” warns Yanni Barthelmess, F&B Manager at The Shellharbour Club. “We get screaming Westerlies and a lot of vegetables suffer during winter as a result.” Barthelmess says understanding first hand why market prices are affected by weather is also a good lesson for the young chefs.

Proximity and easy access are other factors. “Make it as close to the kitchen as possible,” recommends Barthelmess. If you can see and get to it easily, you’re more likely to use it regularly. “Ours is quite a distance away, but it’s near our smoker so the chefs are always down that way.” Finally, consider the geographical location of your club and the surrounding climate. How much rain you get and how hot or cold each season is will affect the kind of produce you can grow and how well it will do.

The right patch for youWhile clubs set on sprawling grounds have their pick of location for a kitchen garden, all you need is a single wall. Hip new Italian restaurant, Sagra, in East Sydney uses a wall set in a shoebox-size courtyard for a thriving

vertical herb garden. Your available space (size and location) does, however, dictate what kind of kitchen garden you can have. Award-winning regional restaurant Biota Dining in the Southern Highlands sits on acreage and has ample space for their three gardens. In one, a 15m x 10m plot, they grow vegetables such as Jerusalem artichoke, rhubarb and broad beans, as well as citrus. Their second is an 8m x 8m raised bed for produce like garlic, fennel and cabbage.

What’s the cost?Your kitchen garden can be as big or small as you want (or have space for). When calculating costs, here’s what you’ll need to factor in.

ADVICE $70–$90 per hour for an expert. Allow several hours for an initial consultation, then a few hours per month for upkeep if desired.

MATERIALS AND LABOUR It all depends on the kind of garden, but you’ll need housing for the patch, netting for protection from the elements, tools for planting and upkeep, and possibly muscle to get things going.

SOIL An expert can advise you on the best type for the produce to grow. As a guideline, you’ll need nutrient rich soil, an enricher such as blood and bone, and straw to cover the ground. Also, decide if you want to be all organic and choose fertiliser accordingly.

IRRIGATION A watering can or hose will do the trick. An automated irrigation system will cost more but can be operated with the flick of a switch.

SEEDS OR SEEDLINGS Seeds cost surprisingly little, even for heirloom varieties (starting from $3 a packet), but you will need to germinate them in small containers, which takes more time. Seedlings will set you back a bit more (from $5 for herbs), but being established means less time before you can start harvesting.


The third is a 2.5m x 4m hot house where they propagate oats, chickpea shoots, pea tendrils and other sprouts and leaves.

“All these gardens help us to be as self-sufficient as possible,” says Biota’s head chef Joel Bickford. The gardens are also on display for diners, who are free to view them up close. “I often find our guests around the gardens asking questions about how to grow this and that,” says Bickford, who believes the gardens are a selling point for their Sydney and interstate visitors. “There are a million restaurants of this calibre; it’s having that point of difference.”

Biota, which is built on a garden-to-plate philosophy, is at the opposite end of the spectrum to Sagra in terms of scale. Sitting in the middle are modest-size herb and vegetable gardens constructed in wood or housed in styrofoam containers depending on if they are for display or not. Budget will also determine what approach you take. Just remember, a kitchen garden can be as simple (and cheap) as pre-fabricated metal housing or elaborate (and more expensive) with a bespoke design, irrigation system and organic materials used such as wax wood.

Get seriousMat Pember, founder of The Little Veggie

Patch Co and co-author of the best-selling book of the same name, says kitchen gardens fail when their owners aren’t dedicated. He’s seen many restaurants that begin with good intentions but the garden drops off when staff get too busy with other day-to-day tasks. “People get caught thinking that everyone will pitch in,” says Pember. “The restaurants that I’ve seen succeed have allocated someone to manage it. It requires effort.”

At The Shellharbour Club, a watering calendar is used to assign the daily task to a particular staff member who signs off after he or she has completed it. At Castle Hill RSL Club, a horticulturalist turned apprentice chef is responsible for tending the garden as part of his salaried role. Pember says being realistic is as important as being serious. “Don’t get carried away and bite off more than you can chew. Concentrate on getting one or two things right, then go from there.”

Prime producePember also thinks restaurants get carried away trying to decrease their produce bills and end up planting the wrong kinds of produce. He gives an example of a one-and-a-half metre box-shaped vegetable patch shared by a number of restaurants in

which radish, carrots and kale were planted. They got a few vegetables out of it, but not enough to make a dent in their daily produce needs. “Eventually, they planted parsley and other herbs, and suddenly got a lot more value from it,” says Pember, who sees herbs as great options. “They are easy to grow and regenerate easily after harvesting.” They also look good. Unlike perennials that produce fruit and then die back, herbs look good year round, which matters if your garden is on view.

Richie Dolan, Head Chef at Chiswick restaurant, agrees you’ll get great mileage out of herbs. He makes them go further by having unusual varieties in addition to your basic rosemary, chives and oregano. “We can grow things here that people can’t get commercially,” he explains. “We hammered through purple basil last year, while there was none at the markets.” Edible flowers are also money savers. “We have so many pots with edible flowers. They usually sell for $9 a punnet but we can supply our needs with our own plants. Bought edible flowers are a rip-off.” Dolan also makes syrups for desserts and cocktails out of flowers such as lavender and herbs like lemongrass – a smart tactic to make fresh produce last even longer. They grow veggies at Chiswick too,

Castle Hill RSL

89Club Food & Beverage

but they stick to seasonal crops and hard-to-find or heirloom varieties, such as coloured kale. “We’re such a busy restaurant – we serve 600 people per weekend. It’d be stupid to think that the produce could service the people here.” Instead, they use seasonal pickings in specials. “I just go outside and have a look at what’s ready to harvest. The garden is such good menu inspiration.”

Costs and benefitsKitchen gardens aren’t just great for growing produce, they help dispose of waste too. Paul Klyne, Executive Chef at Castle Hill RSL Club, says vegetable scraps are composted and then used to enrich the garden soil, while crust from old bread is fed to the chickens in their coup. At The Shellharbour Club, they feed green leftovers into a worm farm.

While you may not be able to greatly reduce your food costs with a kitchen garden, especially if you only have a small patch, you will see certain reductions, particularly with herbs. That said, it’s the ancillary benefits, such as green waste

disposal, and the unquantifiable costs, such as staff engagement, that ensure you’ll recoup your initial outlay by the time you harvest your first or second crop. Five months after starting, Klyne believes they have recovered, in one way or another, what they spent to build their gardens. In a club context, he says the support of club management has ensured the success of the project. Now the garden inspires the whole club not just the kitchen staff. For prospective kitchen gardeners, remember to take failures in your stride. Growing produce is a learning process and much like anything worthwhile and real, GIY takes time, patience and a little TLC.

Tips for top produce

• It depends on the produce, but as a rough guide, water daily, with fortnightly boosts of liquid food.

• Make sure soil is well-drained and has a loose, crumbly consistency.

• Select the right fertiliser for the job: leafy vegetables need nitrogen-rich fertilisers; fruit and root vegetables want phosphorus.

• Look for organic options, such as chilli-infused water spray or traps, to protect crops from snails and slugs as chemicals can be toxic to local animals.

The Shellharbour Club

From the herbal mint tea of Morocco and South America’s yerba mate to Indian chai, tea, in its varied

guises, has transcended myriad cultures. Even the Aussie tradition of afternoon tea or a cuppa was inherited from the Brits by way of China. Its long, vivid story continues to this day, but at some point in the late 20th century, flavour and quality were superseded by convenience. Tea bags replaced loose-leaf in teapots and coffee took the front seat in cafes. No more. Over the last few years, tea culture in Australia – and globally – has been enjoying a revival.

Confusion sometimes surrounds tea terminology. The word is an all-encompassing term for leaves steeped in warm water. Technically, however, tea refers to beverages made from the leaves of the tea plant. So black, oolong, green and white teas are all derived from the same plant. The difference is how much they have been dried and fermented and their corresponding flavour profiles. Black, which is fermented the longest, has the strongest taste and highest caffeine content. White, which is unfermented and simply sun-dried, has a delicate flavour, little caffeine and is rich in antioxidants.

Teas are also categorised by provenance (like Darjeeling from India), by style (such as Japanese sencha and Chinese gunpowder, mild and robust green teas respectively) or by blend (typically leaves

from multiple areas mixed with dried fruit or flowers). Earl Grey, Orange Pekoe or Russian Caravan are classic blends but each tea producer will have a slightly different recipe. The list of blends is endless.

Then, there is herbal tea, also known as tisane, which draws on herbs, flowers and dried fruits. Think peppermint, mixed berry, rooibos and lemon verbena, to name a few. Herbal teas, which contain no caffeine, are popular with pregnant women and the health-conscious. Some teas also tout specific qualities like cleansing lemongrass and ginger or calming chamomile, which enhance their appeal to certain customers.

Tea’s healthy image compared to coffee or iced chocolate is another reason we’ve seen its popularity soar. Bar milk and sugar-laden teas, they’re mostly calorie-free and green and white teas are also rich in healthy antioxidants.

Much as you would never offer just red wine in your club, it’s important to provide a range of teas for your customers. As a minimum, a few classic blends like English Breakfast and Earl Grey, a green tea like genmaicha, and a few herbals are a good starting point. Tea bags versus loose-leaf tea is another hotly debated consideration. Proponents of loose-leaf tea argue for its enhanced flavour. It’s easy to understand why once you know how it is is produced. Loose-leaf teas have been handled with great care

and contain bigger leaves that uncurl in the spacious teapot to release all their flavour. Tea bags contain crushed, damaged leaves – often the remains after full leaves have been taken out. The small particles brew more quickly but flavour is compromised.

Tea bags may offer convenience, but customers are now looking for superior quality. They are also after an experience. A teapot and matching cup looks better (and so is more enjoyable) than a bag in a mug. It also says a lot about your venue – if you’re putting effort into tea, your food, wine, cakes etc must be good too, right?

That said, if you’re not going to take the time to serve loose-leaf right – this means training staff on how to brew (black, green and herbals require water at various temperatures and different steeping times) and sourcing attractive tea pots and separate cups to those used for coffee (it stains) – you’re better off sticking with bags. If you take this path, look for “pyramid” style, which combine loose-leaf tea in wide-based bags.

At roughly 10–20 cents wholesale per pot of tea (plus minimum labour costs required to prepare it) tea represents incredible opportunity for additional profit with little risk of wasted stock (if stored correctly, tea stays fresh for up to 18 months). So what are you waiting for? It’s time to brew a top-notch cup of tea.

Cuppa Tea?

By Yasmin Newman


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Club Life October 2014