Review of the Registered Clubs Industry in NSW - Clubs NSW

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8 Establishing a Club Viability Panel Figure 8.1 Club Viability Panel’s benchmarking and advisory functions Clubs Club Viability Panel All clubs calculate EBITDARD %. Clubs with GMR < $5 m a year calculate a suite of business efficiency and financial viability measures. Clubs submit these measure(s) to the Panel Stage 1 – Data collection and benchmarking Panel provides an automated report to clubs on how they have performed relative to benchmarks. This report would not include any analysis of implications of club performance Panel identifies and notifies clubs with EBITDARD % < 15%. By virtue of this, clubs are eligible for further review by the Panel. Stage 2 – Identification and notification Clubs decide whether they will accept the offer of further review by the Panel. Those clubs that choose not to must notify the Panel their members outlining why th e offer for further assistance has not been accepted Stage 3 –Review of clubs financial position Panel reviews financial position of clubs that accept the offer to identify whether the club is experiencing financial distress. Panel may present options to the club for dealing with any concerns such as Engaging an industry consultant Refinancing or restructuring debt Potential amalgamation Ongoing monitoring on a more frequent basis Stage 4 –Next steps for clubs experiencing financial distress Clubs can apply to the Panel for financial assistance to pursue further action on the options presented in Stage 3. Panel assesses application and can provide funding of up to $50,000. Panel will also periodically follow up and review progress of clubs in financial difficulty 132 IPART Review of the Registered Clubs Industry in NSW
8 Establishing a Club Viability Panel 8.4.1 Facilitating clubs’ transition to standardised reporting format As discussed in section 7.1, IPART recommends that the Club Viability Panel develop a standardised reporting format or formats for clubs’ financial management accounts, and recommend this format to the Minister for Gaming and Racing (Recommendation 15). Once approved, clubs with annual gaming revenue of less than $5 million would be required to use the format (Recommendation 14). To help with the transition to the new formats, these clubs would be required to submit a set of financial management accounts in their current format to the Panel so it can determine whether this format is consistent with the new standardised format, can produce the same outcomes and is therefore exempt, or whether the club is required to change to the new format (Recommendation 16). Both developing the standardised reporting format, and assessing clubs’ current reporting format would be ‘one-off’ tasks for the Panel. 8.4.2 Producing industry benchmarks and communicating them to the industry on an annual basis As discussed in section 7.3, IPART recommends that the Panel undertake the following activities in relation to benchmarking: Developing and recommending to the Minister for Gaming and Racing a suite of business efficiency and financial viability measures (Recommendation 20), which clubs with annual gaming machine revenue of less than $5 million would be required to report annually (Recommendation 21). Receiving annual data from the clubs on these measures. (Clubs themselves will be required to calculate the measures and submit them to the Panel; the adoption of the standardised reporting format will facilitate this calculation) (Recommendation 21). Using the data submitted by clubs to calculate industry-wide benchmarks for each measure, and segment these benchmarks by club size, type and location to allow clubs to compare their performance with ‘like’ clubs (Recommendation 22). To communicate the benchmarks, IPART considers that the Panel should: Issue an automated report to each participating club indicating how its performance on each measure compares to the rest of the industry. This report would not include any analysis of the implications of the club’s performance. Publish a table of industry-wide benchmarks including any segmentation by club size, type and location. While developing and recommending the suite of measures would be a ‘one-off’ task for the Panel, the benchmarking and communication process would be undertaken on an annual basis. Review of the Registered Clubs Industry in NSW IPART 133
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Independent Pricing and Regulatory
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© Independent Pricing and Regulato
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Contents 6 Strengthening the financ
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Executive Summary Executive Summary
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Executive Summary estimated the val
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Executive Summary Therefore, IPART
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Executive Summary However, IPART al
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Executive Summary List of Recommend
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Executive Summary 15 Once the stand
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Executive Summary 29 That ClubsNSW
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Executive Summary 46 That ClubsNSW
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Executive Summary 60 That OLGR deve
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1 Introduction 1 Introduction Over
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1 Introduction 1.1.2 Review’s foc
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1 Introduction 1.2 Other reviews an
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1 Introduction 1.3 The structure of
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2 The registered clubs industry in
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3 Understanding the social contribu
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4 Measuring and reporting on club c
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5 Refining the Community Developmen
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11 Making it easier for clubs to am
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12 Making it easier for new clubs t
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13 Removing unnecessary regulatory
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14 A framework for a management pla
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A Terms of reference A Terms of ref
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A Terms of reference The proc
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B Terms of reference checklist Term
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C List of submitters, roundtable pa
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D Gambling expenditure and problem
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E IPART’s methodology for recordi
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F ACG’s approach to measuring the
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G ClubsNSW - steps to establishing
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G ClubsNSW - steps to establishing
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Glossary and Abbreviations Glossary
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Review of the Registered Clubs Industry in NSW - Clubs NSW

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