Review of the Registered Clubs Industry in NSW - Clubs NSW

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9 Improving corporate governance improving management effectiveness by encouraging a more rigorous approach to recruiting club managers and assessing their performance, and providing greater clarity about the respective roles of the club’s board and management enhancing ClubsNSW’s role in encouraging better corporate governance in clubs and assisting smaller clubs with their compliance obligations improving the existing club-specific training available to directors and managers. IPART’s recommendations in relation to these initiatives are discussed below. In formulating these recommendations, IPART took the view that government intervention should be reserved for dealing with the most critical corporate governance issues. Where possible, IPART’s recommendations use non-coercive devices, such as the Code of Practice and Best Practice Guidelines, rather than imposing new legislative requirements. 9.3.1 Improving the skills of directors through core training and performance assessments During this review, stakeholders expressed concern about deficiencies in the skills of board directors, including that some directors: do not have a strong grasp of financial concepts and lack business acumen 146 do not clearly understand their role and responsibilities 147 do not have a strategic focus, and instead opt to deal with more minor operational matters. 148 To address these deficiencies, many stakeholders suggested that directors should be required to complete appropriate training. Some also suggested that boards should be encouraged to use performance assessments, as clubs such as Wagga RSL Club do (see Box 9.3). In line with stakeholders’ views, IPART considers that to improve directors’ skills, they should be required to undertake a certain level of training, both when they nominate themselves for election and after they are elected to the board. It also considers that directors should be encouraged to use performance assessments to identify areas of their skills that they need to improve. 146 Dubbo roundtable, 12 October 2007, p 39, Wagga Wagga roundtable, 14 September 2007, p 24 and RSL & Services Clubs Association submission, 27 July 2007, p 14. 147 ClubsNSW submission, 31 July 2007, p 157. 148 Dubbo roundtable, 12 October 2007, p 35. 146 IPART Review of the Registered Clubs Industry in NSW
9 Improving corporate governance Box 9.3 Wagga RSL Club’s performance assessment process Wagga RSL Club has moved to more formally assess its directors’ performance. It surveys directors, asking them to rate themselves and other directors against statements such as: – the director understands the role the board plays in governing the club – the director actively contributes to financial discussions – the director is committed to the ongoing professional development of the board and management team. Directors then compare their self-assessed performance rating with the performance rating determined by their peers. This allowed directors to identify skills that they needed to further develop, possibly through completing training. Despite some initial reluctance about introducing this process, the directors now generally view it as valuable tool to help improve their skills. Require board nominees to undertake pre-election training IPART considers board nominees should be required to undertake pre-election training as a way of increasing their awareness of the responsibilities involved in being a club director. It notes the recently introduced requirement in the Registered Clubs Act for people nominating for board positions to make a written declaration that they have received a pre-election package of information approved by OLGR. 149 IPART understands that OLGR is in the process of approving a pre-election package developed by ClubsNSW. Once this package is approved, ClubsNSW will make it freely available to all clubs, including those that are not members of ClubsNSW. 150 IPART considers that if the pre-election package approved by OLGR is similar to ClubsNSW’s existing package (which includes a DVD that addresses issues such as the qualities directors should have, the responsibilities of a director, and the importance of understanding financial statements), the current requirement that board nominees make a written statement that they have received this package is sufficient. 149 Registered Clubs Amendment Act 2006. This provision will commence when the supporting regulations are finalised later in the year. As the provision is currently drafted, if a director does not comply with the requirement, his/her club could be liable to pay a fine of up to $1100 (Section 47 Registered Clubs Act). 150 Mr Grant McBride, Second Reading Speech, Registered Clubs Amendment Bill 2006, 14 November 2006. Review of the Registered Clubs Industry in NSW IPART 147
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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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6 Strengthening the financial viabi
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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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