Review of the Registered Clubs Industry in NSW - Clubs NSW

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14 A framework for a management plan 14 A framework for a management plan The terms of reference ask IPART to develop a framework for a management plan that supports and guides a sustainable registered clubs industry for a 10 to 15 year period. This framework will help stakeholders within the industry to develop a detailed industry management plan, by mapping out the principles, processes and issues to be considered. The framework is also a means of drawing together the range of recommendations from this review. The sections below outline IPART’s proposed framework for the industry management plan by describing what the management plan is intended to do, how it might be developed, and what it might contain. 14.1 What is the management plan intended to do? The management plan will build on the existing cooperative relationship between the registered clubs industry and the NSW Government by formalising an agreed set of principles and actions for supporting and guiding the clubs industry over the next 10 to 15 years. The plan will help guide the actions of individual clubs, club organisations and the Government. It is intended to provide a blueprint for a flourishing clubs industry which continues to provide substantial and effectively targeted community support, without attempting to ensure the future of every individual club in its current form. 14.2 Proposed content for the management plan 14.2.1 Principles IPART considered stakeholder responses to the four principles it suggested in its issues paper be included in the management plan, particularly ClubsNSW’s longer list of suggested principles. 254 IPART now proposes that the following draft list of principles should be considered for inclusion the management plan: The Government recognises the role of clubs in facilitating community involvement and building social capital. The Government should seek to create long-term certainty and consistency in policy-making that affects the registered clubs industry. 254 ClubsNSW submission, 31 July 2007, pp 164-166. 212 IPART Review of the Registered Clubs Industry in NSW
14 A framework for a management plan Gaming revenue is central to the most common registered club model. That 13 per cent of registered clubs do not operate gaming machines and that this is also a legitimate model for registered clubs that should be supported. Clubs should strive to minimise harm from the social costs associated with some of their activities, including gaming and alcohol consumption. Volunteers are important to the registered club model. Clubs should be responsive to their members’ and the wider community’s needs. Clubs should seek to optimise their financial performance, but not with the sole aim of generating profit. Clubs should operate with sound corporate governance. Club organisations play an important role in club development, education, training and leadership. 14.2.2 A Clubs Charter ClubsNSW suggested that a Clubs Charter be developed as part of the industry management plan, and that this charter should set out the overall vision, goals and obligations that are shared by both government and industry. 255 IPART generally agrees with ClubsNSW’s proposed elements of a charter, as outlined below. The charter should set out the key principles that underpin the management plan (as outlined in section 14.3.1), and the broad obligations that apply to clubs in conducting their operations and to Government in regulating clubs. The charter could state that the primary role of clubs in NSW is to provide a means for people to come together for the benefit of each other and the broader community. To this end, clubs strive to: provide a range of facilities and services according to the needs and desires of their members provide support to their communities in a targeted, effective way that meets the identified needs of those communities. Under the charter, the responsibilities of registered clubs could be to: operate primarily for the benefit of their members, while having appropriate regard for the needs of local communities adopt governance and operational strategies to achieve compliance with the requirements of the Registered Clubs Act and other applicable legislation implement best practice in corporate governance, management, training and industrial relations 255 ClubsNSW submission, 31 July 2007, p 168. Review of the Registered Clubs Industry in NSW IPART 213
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Independent Pricing and Regulatory
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Executive Summary Executive Summary
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Executive Summary Therefore, IPART
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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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1 Introduction 1 Introduction Over
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1 Introduction 1.3 The structure of
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Page 173 and 174: 10 Helping clubs better understand
Page 183 and 184: 11 Making it easier for clubs to am
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Page 215 and 216: 13 Removing unnecessary regulatory
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Page 229 and 230: A Terms of reference A Terms of ref
Page 231 and 232: A Terms of reference The proc
Page 233 and 234: B Terms of reference checklist Term
Page 235 and 236: C List of submitters, roundtable pa
Page 241 and 242: D Gambling expenditure and problem
Page 247 and 248: E IPART’s methodology for recordi
Page 255 and 256: F ACG’s approach to measuring the
Page 261 and 262: G ClubsNSW - steps to establishing
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Page 265 and 266: Glossary and Abbreviations Glossary
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Review of the Registered Clubs Industry in NSW - Clubs NSW

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