Review of the Registered Clubs Industry in NSW - Clubs NSW

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14 A framework for a management plan implement best practice in the responsible provision of liquor and gaming services treat club members respectfully and fairly. Under the charter, the responsibilities of Government could be to: create a legislative and regulatory environment that allows for the sustainability of the registered clubs industry consult with the industry to determine the likely impact of any proposed changes to Government policy affecting the revenue stream from gaming machines facilitate research and data collection to inform policy-making recognise the diversity of clubs by size, location and purpose and develop policy that accommodates that diversity. 14.2.3 Other components of the management plan The management plan should be constructed around IPART’s recommendations for action for the industry and could include the following sections. Enhancing clubs’ social contribution Actions should aim to encourage continuation of clubs’ social contribution, enhance it, better target it and communicate it to the community. Actions could include: the Government and ClubsNSW making a commitment to the fundamentals of the current CDSE Scheme local government and clubs enhancing their promotion of the CDSE Scheme on council and club websites, including publicising CDSE-funded projects on club websites and in annual reports ClubsNSW encouraging smaller clubs below the CDSE threshold to participate in a CDSE local committee process OLGR providing greater support to CDSE local committees through an annual conference for committees and provision of support materials on such issues as priority-setting, decision-making and conflict resolution procedures, and information to clubs on valuing in-kind contributions. Improving clubs’ financial viability Actions should aim to enhance clubs’ financial viability, in accordance with the principle that clubs should seek to optimise their financial performance, but not with the sole aim of maximising profit. 214 IPART Review of the Registered Clubs Industry in NSW
14 A framework for a management plan Financial reporting and performance benchmarking Actions should aim to improve clubs’ financial reporting and use of benchmarking as a means of better understanding their financial positions, and could include: the implementation of system that includes a standardised reporting format for financial management accounts and compulsory benchmarking for clubs earning annual gaming machine revenue of less than $5 million. Club Viability Panel Actions should aim to establish the Club Viability Panel as an advisory body to assist clubs with assessing their own financial viability and taking steps to address any weaknesses, and could include: establishing the Panel with members drawn from individual clubs, industry peak bodies, government and independent industry experts defining the Panel’s role and tasks. Corporate governance Actions should aim to encourage a strong corporate governance culture within clubs that is supported by appropriate training, and could include: ClubsNSW enhancing its director training by offering more flexible delivery options, and more extensive promotion of existing programs. All boards of clubs being required to undertake a core level of professional development training, with exemptions that recognise prior learning. All clubs being encouraged to prepare a formal succession policy dealing with board renewal. Clubs being encouraged to remove board membership and voting eligibility restrictions in their constitutions by an amendment to the Registered Clubs Act to provide for the core features of a club to be protected by legislation and by ClubsNSW developing a model constitution for members to vote to adopt. ClubsNSW developing best practice guidelines on frequency of board elections, the roles of board and management and recruitment and performance assessment of management. Review of the Registered Clubs Industry in NSW IPART 215
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Independent Pricing and Regulatory
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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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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
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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
Page 263 and 264: G ClubsNSW - steps to establishing
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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