August - Club Victoria Inc.

www.clubsvic.org 

ConnectNo:8 

Club 

August 2012 CLUBS VICTORIA INC 

Gaming Issue 

Why Strategic Plans 

Don’t Work 

Minimum Wage 

Case 

Importance of Board Minutes 

Chefs Table Winners Announced

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President’s Report 

Clubs Victoria President, Peter Craig 

It’s almost 4 years ago since Clubs Victoria was forced to begin 

to make structural changes to its operations so that we could 

continue to support Victorian licensed clubs. These changes were 

brought about by an almost 40% reduction in revenue. 

Clubs Victoria needed to restructure to ensure we did not incur 

significant deficits for an extended period. We finalised this 

restructure almost 18 months ago; and after four years’ of losses 

we are now forecasting a more stable future. Clubs Victoria heard 

the message from many members to focus on key pillars that have 

seen us in good stead for over 96 years; these pillars are, industrial 

relations, advocacy, compliance advice, education and buyer 

advantage offerings. 

Over the last eighteen months, members would have an increase in licensed 

club programs relevant to the entire 1,100 licensed clubs in Victoria. 

Just to recap on these unique programs, below are just some of our increased 

offerings to members we have introduced over the last 18 months; 

• Industrial Relations: 

Our team of six specialists in club employment relations 

and advice can be accessed through the Clubs Victoria 

service centre on 1300 787 852. 

• On line education: 

As part of Clubs Victoria’s commitment to education we 

have introduced relevant on line education with plans to 

extend our offering to include Board governance over the 

next 12 months. 

• Enable HR tool: 

An exclusive offering to members is the free use of the HR 

tool which allows your team to increase its capability and 

protects you in future staff actions. 

• Communication Audit: 

As part of your membership we offer, a free annual 

communications audit which can be booked through the 

service centre on 1300 787 852 

• Club Connect Magazine: 

This exclusive industry magazine provides valuable advice 

to clubs on various important compliance matters and 

other special interest reports. 

• Fair Work Australia and Government Submissions: 

Unlike many other industry groups, Clubs Victoria is a 

registered employer group; which means, we represent your 

interests before Fair Work Australia. 

• Member Essentials: 

We now send an envelope of special offers to members 

twice a year. This allows members to receive current 

specials from our many partners wanting to ensure clubs 

get a special deal and reduce costs. 

• Member Connect: 

We arrange meetings of clubs to have access to the most 

recent information. During the year we organised a regional 

Employment Relations, gaming, compliance and we started 

the program with Minister O’Brien. 

• New Website: 

We established a new website to allow greater access to 

information for clubs. What we used to charge for in the 

past we now offer exclusively to members at no charge. We 

also have a public and members only section which allows 

greater flow of information. 

• New Team: 

Our business model allows greater flexibility to meet the 

market expectation and service to our members. Our new 

team offers increased capability and experience with a focus 

on providing timely and accurate advice. Our service centre 

on 1300 787 852 links you with the experts you need. 

These new services are just a small sample of the new initiatives from 

Clubs Victoria this last year. Since we restructured, we have not raised 

our membership subscription rates; we have divested our previous 

commercial interests in gaming; we have continued our annual Chef’s 

Table competition and the annual awards. We also retain strong governance 

process, retaining our annual financial report presented to members at our 

AGM; hold annual elections and we report to Fair Work Australia and the 

Department of Justice on matters concerning the organisation. 

Our plans for growth and greater service to the sector this year include: 

• the establishment of a new Customer Relationship 

Management (CRM) program which will increase 

competency on the way we communicate with clubs; 

• a new webinar series to allow access to update information 

at your desk top; 

• a new intranet and issues management program, which will 

allow clubs to link on matters that concern them; 

• if we get support, a State Conference is planned which will 

bring education to a more relevant expo for the market; and, 

• more education through our Clubs College will be 

launched. 

We will also continue to provide exclusively to clubs, the annual Food 

Templates; the bi annual beer pricing guide; the Excellence Awards 

magazine showcasing Victorian best practice Clubs; and, various 

social and networking events. 

Our biggest challenge this year is unification of the sector. The reasons 

for the split four years ago no longer exist and for the sake of all the 

Clubs we need to put aside our own interests for the betterment of all 

Clubs. As your president, I am working hard to get the sector back 

together again and with your support we will do it. 

CLUBConnect August 2012 3

Connect 

This magazine is the official journal of Clubs Victoria Inc. 


ClubsVIC 

PO Box 363 

Carlton South VIC 3053 

Phone: 1300 787 852 

Editor 

Richard Evans 

Email: admin@clubsvic.org - Web: www.clubsvic.org 

Clubs Victoria Inc. Council Executive 

President ~ Peter Craig 

Vice President, Metropolitan ~ Barbara Kelly 

Vice President, Country ~ Neville Whitley 

Treasurer ~ Byron Smith 

Advertising enquiries ~ 

Richard Evans, revans@clubsvic.org 

Clubs Victoria membership enquiries ~ 

Richard Evans, revans@clubsvic.org 

Erwin Nett considers a meal during Chef’s Table competition 

Minister O’Brien 5 

Why Strategic Plans don’t Work 7 

And what to do about it 

From the Editor 

It’s finally here. Transition 

day for 

our gaming clubs meaning 

a brave new world is upon us. There has been plenty 

of 

uncertainty over the last few years; 

plenty of confusion and 

frustration; plenty of promises and assurances; plenty of 

loud 

voices and plenty of stubbornness; too little understanding and 

perhaps a tad too much greed and self-interest. No matter the 

result transition day is here. 

Clubs would do well to remember the fine efforts 

of Mag Kearney 

and her Clubs Victoria team at the time which provided certainty 

and security for the club sector when others were advocating a 

different regulation system. This work has meant gaming clubs 

can focus on their own future and not be at the whim of 

others. 

Clubs Victoria of course has moved on to continue its support for 

all licensed clubs and it is now up to gaming clubs to provide for 

their own future. This month we have a number of columns from 

some of the 

industry players on the brave new 

world. 

Our chefs provide an important feature at all that provide food 

and this month we feature the winners and finalists of the highly 

regarded William Angliss Chef ’s Table 

competition. Chefs were 

asked to provide a three course meal for ten diners at a cost of 

$18.50 per diner. The winners were announced at a dinner at the 

RACV Club on Sunday 27 July. 

Partners 

Gaming Feature 8-15 

Profile 16-17 

David Baldi 

Chef ’s Table Feature 18-23 

2012 William Angliss Chef ’s 

Table Competition 

Food & Beverage 25 

Employment Relations 27 

Got a Minute 29 

Over the Bar 30 

Victor Hamit provides vitally important governance information 

regarding the writing of Board minutes; Steve Bowman writes 

about strategic plans and why they may not 

work and we feature 

Rebecca Bell of the Kyneton 

Bowling Club in our over the bar 

profile. 

It’s a new world and thank 

goodness. 

4 CLUBConnect August 2012

Message from 

the Minister 

Our Minister Michael O’Brien provides information to clubs 

2012 is a year of both opportunities and challenges for clubs. 

A number of significant changes in terms of the conduct 

of business and the regulation of the liquor and gaming 

industries are taking place. How well clubs respond and adapt to 

this new environment will determine their future success. 

The Victorian Coalition Government has been busy implementing 

a range of reforms which we expect will deliver significant benefits 

to the Victorian community and to local clubs in particular. 

I was pleased to launch the new Victorian Commission for 

Gambling and Liquor Regulation (VCGLR) in February this year. 

The new Commission is charged with administering Victoria’s 

liquor and gambling laws, while working to improve and 

streamline regulation. It is modern in its approach, engaging and 

educating industry while enforcing and ensuring compliance with 

liquor and gambling laws. Significantly, waste and duplication 

have been reduced by bringing gambling and liquor regulation 

under one roof for the first time. 

One of the Victorian Coalition Government’s first acts was to cut 

in half liquor licence renewal fees for over 11,000 community clubs 

and small businesses that presented a low-risk of alcohol-related 

harm. The Government has since implemented further election 

commitments by giving licensees the power to bar troublesome 

patrons from their venues and delivering the five-star rating 

system. 

Under the five-star rating system, licensees who maintain good 

compliance histories will be rewarded with discounts on their 

liquor licence fees. All licensees currently have a three-star rating; 

licensees who avoid specific non-compliance infringements 

for 24 months will achieve a four-star rating and receive a 5 per 

cent discount on their fees. Licensees who maintain an excellent 

compliance history for 36 months will achieve a five-star rating 

and receive a 10 per cent discount. 

In June, I was pleased to launch a new training kit for clubs – “Our 

Club: Licensee Responsibilities.” Developed with the support of 

the Collingwood Football Club, the new kit aims to provide a 

valuable resource to clubs in recognition that club committees are 

often run by volunteers who may not have a background in legal 

compliance and can therefore unintentionally fall foul of the law. 

The Government understands that committee members can need 

support to help clarify these responsibilities, and this new resource 

provides a comprehensive guide to clubs’ legal obligations and 

tools to assist clubs manage their licences. The training kit covers 

areas such as the responsible service of alcohol, community or 

charitable minor gaming activities and the requirements for 

operating gaming machines. 

In gaming, there has been a flurry of activity as the VCGLR has been 

working to assist the industry in the transition to new gambling 

licence arrangements. There is no doubt that this transition process 

has been challenging for all concerned. Both Government and 

industry have been working hard to make the transition as smooth 

as possible so that clubs and pubs can begin reaping the benefits of 

the new structure. 

Earlier this year, the Government significantly improved the 

process for pubs and clubs that wish to sell and/or purchase gaming 

machine entitlements on the transfer market. Deferred payment 

terms on entitlements can now be continued after a transfer, with 

potential buyers no longer facing the prospect of having to pay for 

entitlements in full before they can be acquired. 

Many venues will now be experiencing changing customer behaviour 

following the removal of ATMs on 1 July. This is a significant reform 

and will no doubt inconvenience some club patrons in the short 

term as they get used to the absence of an in-venue ATM. However 

the Government firmly believes that this will be a successful 

initiative that will support the measures taken by both government 

and the industry to promote responsible gambling. 

You are likely to be reading this edition of Club Connect close to 

“D-Day” for clubs with gaming – 16 August 2012. The coming 

months will no doubt be a difficult and at times stressful period 

for clubs as adjustments are made 

to accommodate the new industry 

environment. But I have every 

confidence that Victoria’s clubs will 

emerge stronger than ever and will 

continue to make invaluable 

contributions to their 

communities. 

I am always interested 

in your feedback and 

encourage you to 

contact me with any 

issues. 

Minister, Michael O’Brien 


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Why Strategic Plans don’t workand 

what to do about it? 

Let’s look at each of these elements: 

The top 5 or 6 things … 

Strategic Planning has never been more important for clubs than 

now, in an environment where world economies are under 

strain, resources are being critically re-examined, and the future 

of many non-profits is being questioned. So why does strategic 

planning have such a bad reputation out in clubs? Why do so many 

clubs shudder when the strategic plan cycle comes around again. 

Why do so many never complete or follow their strategic plan? Why 

do so many not have a strategic plan? 

Here are some of the more common reasons and justifications we 

come across, and we are sure you will be able to add to them. 

• Strategic planning is a waste of time, too complex and with 

limited outcomes. 

• Day to day predicaments require a lot of time and 

attention, leaving little time available for planning. 

• The strategic plan process is a commercial business 

technique which is not appropriate or suitable for our club. 

• Thinking about the future is difficult and very uncertain 

in turbulent times, and is particularly difficult for me as an 

action-oriented individual who derives satisfaction from 

immediate results, not an intellectual process. 

This is a chance for you to reflect where your club is with strategic 

planning. Ask yourself: 

• Is my plan truly strategic? How do I know if it is truly strategic? 

• Do we have an outward looking, strategic awareness 

emphasis, or is it operationally focused? 

• Is the plan really clear about the required actions, the start 

and finish dates for these actions, the success measures, 

allocation of responsibility for all the required actions. 

Could anyone pick it up and know what was required, by 

whom, when, and how we measure whether we have done 

a great job? 

• Is our plan clearly mapped against the vision of our 

organization, so that anyone can see how our strategies are 

creating the vision? 

• Is our planning process simple, quick, and on-going, or is it 

convoluted, complex and chews up resources? 

• Do we involve stakeholders other than staff, and do we seek 

other perspectives about what possible futures might look like? 

These are great questions to ask, and will provide you with immediate 

insight into how you can improve your strategic planning process. 

So, What is a Strategic Plan? 

By Steven Bowman 

The definition of a strategic plan we have developed that we find 

works best with a club is: 

“A Strategic Plan is the top five or six things the Board has agreed the 

club has to get right in the next two or three years”. 

There are usually five or six key “objectives/strategies/directions” that a 

club identifies as part of its strategic planning. There may be only two 

or three, or as many as seven or eight, but usually there are five or six 

“things”, which we call strategies. 

…that the Board has agreed….. 

The strategic plan is the Board’s key accountability mechanism, and it 

belongs to the Board. 

Only the Board can approve the plan, and only the Board can agree 

to changes in timelines, taking out or putting in new elements, and 

formally reviewing the plan annually. 

…the organization has to get right….. 

These five or six “things” have been identified as critical to the future of 

the club and its ability to deliver against its vision and mission. One of 

the Boards’ key accountability requirements is that it rigorously review 

the achievements or otherwise of the relevant actions under the strategic 

plan, and be willing to change any element of the plan if circumstances 

change, and there are new things that it “has to get right”. 

…in the next two or three years. 

The time frames around strategic plans seem to be around 2 or 3 years. 

There are very few 5 or 10 year plans being developed, as assumptions 

and the environment changes so rapidly that the time frame has 

shrunk to 2 or 3 years. 

There is also a growing trend for strategic plans to be formally 

annually reviewed, and the notion of “continuous” strategic planning 

is becoming more common. Gone are the days (or they should be) 

where a club waits 3 years to see if the plan has worked or not. 

Strategic Plans consistently fail because of three key issues: 

1. The lack of implementation … Great plan, shame we didn’t 

do anything with it. 

2. Poor implementation … We were so busy we got sidetracked, 

and anyway, we couldn’t see what difference it 

would make. 

3. Poor inputs during construction … Well, it was really only 

the manager’s pet projects, so let him do the plan! 

Strategic planning with strategic awareness is not rigid or fixed; but, 

they are rather continual, generative, informative, exciting and vision 

driven. We have mentioned before, and will mention again, that there 

is only one thing worse than not having a strategic plan … and that is 

having one that never changes. 

What if strategic planning was the opposite of everything that most 

people think it is? What if strategic planning was quick, enjoyable, 

truly strategic, and provided a focus for all the club, from the Board to 

staff to stakeholders? 

What would it take for this to occur in your club? 

Steve Bowman is a specialist in helping Boards maximise their 

potential and can help clubs improve their governance processes. 

Steve can be contacted on 9509 9529 or 

email: steven@conscious-governance.com or check out his 

comprehensive website www.conscious-governance.com 


Goodbye to the duopoly – 

welcome to the jungle… 

By Mark Davies 

As we all get ready to transition to independence with all the 

fan-fair of the new millennium and with a lot of the Y2K 

conspiracies as well, I would like to provide a “sobering” 

column piece on the environment we are all heading into. No 

doubt most of you have done some sort of financial projection 

about the increase in share you will receive even if you have no 

revenue growth. This would excite even the most stoic operator 

who have been used to making ends meet on the morsel that 

remained after taxes and previous operator costs. However, before 

you get too carried away with dreams of how you will allocate this 

increased profit, please consider the following. 

For many years, the market in Victoria has been controlled by two 

operators who have provided a fairly even distribution of product. 

While venues were tiered and some got the new stuff while others 

got hand me downs, the product distribution was limited and 

controlled. This has led to Victoria having some of the oldest 

machines in Australia which has inadvertently stifled growth 

across the network. What we are seeing already in the shades of 

transition is something totally different and could provide some 

insight to the environment we are about to enter. 

Some venues have taken the opportunity to purchase new 

machines, either through the staged roll-out with Tabcorp or the 

independent ordering with Tattersalls. The evidence so far for 

those who have purchased new machines is all positive. Some 

are experiencing growth after declining for some time prior to 

purchase, others are experiencing double digit growth and massive 

increase in market share. Those who haven’t purchased yet for a 

variety of reasons; limited funds, limited knowledge, reluctance 

to spend capital in shared conditions, are experiencing quite the 

opposite. Across Victoria the market is fairly flat. But venue by 

venue, growth or decline is about the haves and the have-nots. 

Those who have invested in new machines and have made wise 

selections (chosen on performance not price) are reaping the 

benefits from a market that have proven they are loyal to product 

first, venue second when it comes to their gaming dollar. 

While many venues may experience growth in bar and bistro takings 

in the last 12 months, those same venues may be experiencing 

significant downside with their gaming revenue. Their regular 

patrons are still frequenting the venue for their social activity, 

but are visiting neighbouring competitors who are providing new 

machines for them to spend their gaming allocation. This is a 

growing trend that is a timely reminder of the potential outcomes 

of the brave new world. For those of you who are looking at greater 

shares of current revenues, unless some of that share is spent on 

regular gaming product upgrades, maintaining current revenues is 

not a reality. 

We are entering an open market where every venue is going to 

receive increased share, for some that is a significantly larger sum 

than others. This environment is a great opportunity for you to 

invest in future proofing your business from the clutches of open 

competition. While the aesthetics of a facility are important, stoking 

the fire of your engine room is what pays the bills. Continued 

investment in your gaming room will ensure your core business will 

produce enough funds to deliver future changes to the rest of your 

offering. 

When choosing which machines to buy, make sure you are aware 

of how the games are performing in other markets relative to other 

games on the market. You should also know what your competition 

has purchased and ensure you have the best balance of the most 

popular games as well as those that give your venue a positive point 

of difference from your competitor. Simply investing in the same 

machines as your neighbour will not attract any of their customers 

to try your venue. 

These are exciting times as we welcome you all to the era of the 

independent operator. But this is a cautionary tale. This journey in 

other jurisdictions is littered with the remains of venues that chose 

not to grow. If you are not growing you’re dying. You may have seen 

the recent ads on television for the “Star Casino” in Sydney. They 

feature a cabaret performer twinkling on the ivories and singing a 

lounge version of “Welcome to the Jungle”. For us, at this time, with 

the challenges of an open market ahead of us, this song seems very 

appropriate. 

Mark Davies is the Product General Manager at Mercury Group. 

Contact Mark on 9008 4868 for further advice on gaming 

matters. 


The Mercury Group now has 

47 members and rising. 

So go with the strength of 

a winning team that has your 

interests at heart. 

• Mercury is a Gaming & 

Hospitality buying group 

operated by members for 

members. 

• Successful team with 

a wealth of knowledge. 

The Mercury is rising 

• Expertise and advice 

on what to buy for 

your venue 

• Expert data analysis 

and training 

• Same day repairs & parts 

• Compliance requirements 

• Venue management 

advice and recruitment 

• Recently launched new 

loyalty program Club Mix 

to draw new customers, 

and reward regulars. 

For details on our range 

of services and membership 

packages, please call 

Mick Kelly 0408 350 836 

David Baldi 0408 488 869 

Mark Davies 0417 309 442 

www.mgv.org.au 

Mercury Gaming, Unit D3 1/63-85 Turner St, Port Melbourne 3027 

Phone: 9008 4868 Fax: 9645 1124 Email: admin@mgv.org.au

Fact or Fiction 

There is a lot of policy mythology spruiked 

by the gambling 

prohibitionists. They would have us believe that poltergeists exist in all 

clubs in the form of electronic gaming machines. They say these machines 

tease and seduce citizens to rid themselves of fortunes and destroy 

Australian families. They say the odds are against a punter and that clubs 

are places of 

evil. 

Not a bad story. No wonder it attracts the media looking for a “woe is 

me” pitch to the never ending media releases from politicians seeking 

prohibition. It is too bad the facts get in the way of what could have been a 

compelling narrative. 

• There are 1,100 licensed community clubs in Victoria and 

254 clubs have gaming machines 

• All clubs are Not for Profit and reinvest their money to the local 

community and the club. 

• A gaming club is required to invest 8% of gaming revenue as a 

community benefit; the remainder goes into the community and the 

club for the benefit of 

members 

• There are 13,750 machines in licensed clubs and the largest club is 

capped at 105 machines. 

• Local Government have capped regions and is highly regulated by 

the VCGLR. 

• All gaming clubs subscribe to a Code of Conduct and all clubs 

provide self-exclusion programs paid by clubs 

• There are no ATMs in gaming clubs and all gaming club staff are 

trained in Responsible Gaming. 

This is just some of the 

story that clubs are active in. Ultimately, it is a 

choice. It is a choice to join a club; it is a choice to visit a gaming club; 

it is a choice to play a gaming machine; it is a choice to use the self-help 

programs offered; it is a choice to not play. For those that find these 

choices difficult, clubs provide support. 

Clubs are part of the solution. We are not the problem. 

Please visit partofthesolution.com.au 

for more 

information. 


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August 16 is D-day 

for venue operators. 

Are you ready? 

With new arrangements for the regulation of 

Victoria’s gambling industry coming into effect 

on 16 August 2012, the Victorian Commission 

for Gambling and Liquor Regulation (VCGLR) is working 

closely with Intralot Gaming Services Pty Ltd (IGS), the 

gaming operators and venues to ensure a smooth transition. 

In August, Victoria will enter a new era in gaming, when for 

the first time venue operators will become responsible for 

the operation and maintenance of their electronic gaming 

machines. 

The new regulatory model gives venues more control of 

their gaming business and will enable the gaming industry 

to be more connected to local communities, as well as have 

more diversity of ownership delivering greater competition. 

Venue operators will be responsible for a range of 

new 

activities, including those that were previously 

undertaken 

by gaming operators. 

But with change comes new regulatory responsibility 

and 

compliance. 

In a bid to ensure a smooth transition, VCGLR is working 

closely with IGS, gaming operators and venues to 

accommodate and support the challenges ahead. 

To assist with this information 

and education is being 

provided to support venue operators to assist them to 

comply with regulations and new 

requirements. 

Letters have been sent to gaming operators and IGS outlining 

close-down and start-up activities for 

the night of 15 August 

and following morning, and for many venues, on a technical 

level, these processes will be straight forward. 

IGS and gaming operators are also working to develop a 

schedule of activity following the start up, to facilitate when 

machines will be removed from venues, and when newly 

installed machines can be enrolled onto the new 

monitoring 

system. 

Venues planning gaming machine changes should contact 

their gaming operator (for 

changes requested for 

dates prior 

to 16 August) or IGS (for 

changes requested for 

dates post 

16 August). 

A critical element for a successful transition will be venue 

operators having a sound understanding of the regulatory 

environment and responsible gambling requirements that 

they will have to comply with in order to successfully 

operate 

gaming machines. 

Being aware of the scope of activity and costs associated with 

acquiring, installing, operating and maintaining gaming 

machines under the new gaming machine entitlements, are 

also vital so that their venues remain compliant with Victorian 

gambling laws. 

To assist venues in the lead up to transition, the VCGLR has 

prepared a venue readiness check-list outlining the key steps 

and requirements venues should complete in order to run 

their gaming businesses under the new 

arrangements. 

The check-list, available 

via the venue on-line services portal, 

is tailored to both existing and new venue, and each step 

provides links to guidance on how to complete that step. 

Over the next 12 months, VCGLR will inspect all gaming 

venues and assist venue operators who may be in breach of 

legislation by developing a plan to return them to compliance 

within a certain date. 

Venue operators can also seek assistance from a number of 

third parties in managing their operations. 

Information on key topics is regularly posted on the VCGLR 

website and on the online services portal designed for venue 

operators. This includes: 

- information on key changes to legislation 

- venue signage 

- new controls on automatic teller machines. 

- tax thresholds and marginal rates 

- contact information if you require assistance 

For more information please visit the VCGLR website, 

vcglr.vic.gov.au or call 1300 182 457. 

For venue operators further information is available from 

the VCGLR’s Online Services Portal. 


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This information prepared by HOSTPLUS is general in nature and does not consider any of 

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situation. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL No. 244392, RSEL No. 

L0000093, HOSTPLUS Superannuation Fund ABN 68 657 495 890. *Case studies are based on 

real HOSTPLUS employers however their names have been changed. 

SMALL BUSINESS 

SBA ACCOUNTING 


It’s all in the Game 

An Aristocrat’s point of view 

By Matt McCarroll 

In 2002 a fierce battle was taking place for the entertainment 

dollar between Tattersall’s and TABCORP. Both businesses 

had to find another way to grow market share. One percentage 

point was worth $5 million so the stakes were high. They both had 

chosen their venue locations and locked in the hotels and clubs to 

long term contracts. They ran exhaustive programs to drive venues 

to re-invest in their facilities and improve customer service. There 

was one thing missing. 

The game changer was Aristocrat’s Hyperlink product Cash 

Express. TABCORP took it first to market and gained market 

share with each installation. This jackpot link grabbed market 

share for TABCORP for almost a year until it was finally deployed 

by Tattersall’s to stop the slide. Under the new operating system it 

will be the venue operators and the service providers who need to 

choose the right product for their customers to move market share 

to their venue or venues. 

When gaming first started in Victoria, TABCORP had server based 

gaming that was cashless with card and keno games. Remember 

the old TABARET ads with AFL legends like Dipper, Plugger and 

Sos the slogan was “put your finger on a winner”. Slick marketing 

campaigns and the latest gaming technology, how could they go 

wrong? Tattersall’s on the other hand came out with the VLC 

machines that were multi-game and had some 5 reel games that 

looked like the NSW version Victorians used to travel hours to 

play north of the border and they used coins. Slick ad campaigns 

featuring AFL footballers could not compete with better game 

content. Players spoke with their feet giving 70% market share to 

Tattersall’s and TABCORP 30%. Proof once again that the right 

games are critical to market share. 

During my 24 years in the industry I have had the opportunity 

to work with some of the best gaming operators in the world, 

Aristocrat, Tattersall’s, TABCORP and Crown Casino. All have 

their own way of analysing and choosing gaming content. They 

have taught me many things and I have been able to guide venue 

operators using this experience. The greatest change in my career 

and I suspect yours is about to happen with the change to the 

new operator system on 16th August 2012. Will it be positive or 

negative? It’s up to you. 

I often bring interstate guests to Victorian gaming venues. They 

always ask me “how did their floors get like this?” To answer 

this question you must consider the challenge of Tattersall’s and 

TABCORP to run a network of 260 venues and 13,750 machines 

each. To do this inexpensively you need to think about the logistics 

of moving machines and boxes around while keeping your business 

partners happy with what they were given. The operator would 

select which product they wished to buy and then try and spread 

the product as wide as possible. Each venue usually got at least one 

copy of a new game and then as the game aged it would be passed 

down the chain until most venues had that content installed. This 

made life a lot more difficult for venues at the bottom of the food 

chain and did not allow for tailoring your gaming offer. 

Since the Labor Government announcement to not to renew the 

current operator licenses in 2008 little capital has been spent on the 

improving the gaming offers other than some fine tuning for the 

$5 maximum bet. This has caused a lot of product to be dumped 

into the low denomination category using product not designed 

by the manufacturers to be in that space. We now have a long tail 

of games residing in 1 cent that need a refresh. Recently clubs and 

hotels have put their hands in their own pockets to rebuild their 

floors to improve their offering. One venue operator in the west of 

Victoria paid $130K for his entitlements and still invested a further 

$130K in new gaming product from Aristocrat to improve his offer. 

He understands how competitive the new Victorian market will be. 

Competition will increase post August 2012 not only amongst 

venues with in each local government area but amongst the new 

entrants to the market the service providers and consultants. Each 

service provider will need to continually add value to their client 

base by using their product and game selection skills to keep their 

clients happy. I know it’s going to be highly competitive, I know 

gaming content is vital to compete and I know that one gaming 

manufacturer is passionate and active in the Victorian market. 

Matt McCarroll is the senior sales manager for Victoria 

and Tasmania for Aristocrat Technologies Australia in Port 

Melbourne, Matt can be contacted on 9644 1026 or 

email mccarroll@ali.com.au 


My family has always been involved in clubs and I have 

fond childhood memories of Christmas parties and 

many social celebrations. I am a member of my local 

club, the Yarraville Club, the Sunshine RSL and the Lakes Sports 

and Community Club where I am currently serving as a volunteer 

director and previously held the position of president. I enjoy horse 

racing and have been a full member of the Victorian Racing Club 

for many years. 

I particularly enjoy the sporting events and the opportunity to 

meet and socialise with members and friends, in a relaxed and 

friendly environment is a great benefit. Also it gives me great 

personal satisfaction to be able to volunteer my time as a director 

and to be able to give to the community. Clubs are full of generous 

people who do not hesitate in giving their time and energy to 

support their club and provide for their community, I admire 

clubbies and it is rewarding to work and mix in the club sector. 

Clubs provide the community with social connection, great 

facilities and hospitality to foster members and the general 

community to mix together in social and sporting events, whether 

that is at the local bowls, golf, football or other sports and community 

club. In some areas clubs provide the facilities and hospitality that 

is essential for the well being of the community which would 

otherwise be a potential obligation for government to fund. 

After years of working in club development and management, I 

believe good financial management is paramount for a successful 

club. I have seen many clubs spiral downward after losing the 

support of their members and guests who do not want to be 

associated with a failing club with poor management. So first a club 

needs to ensure that the board and management have these skills or 

seek outside consultants to assist them. 

I believe that clubs should always be striving to improve their 

offer and be able to adapt to the changing community expectations. 

Business planning is essential to ensure that the club continues to 

be financially stable, relevant to their local community and can 

retain their current members and attract new members. 

The elected volunteer takes on a very important role in the success 

of their club. They must first ensure that they at least understand the 

financial position of the club’s operations and have some knowledge 

of the complexities of this industry which for some may be a huge 

learning curve, particularly for gaming venue operators. They also 

have to ensure that they have employed a manager who has the 

required skills and can provide leadership. They may also be called 

upon to make hard decisions to make changes to ensure the club’s 

financial stability. 

Gaming has been a great asset to clubs allowing them funds to 

provide better hospitality and sporting facilities. This has allowed 

clubs to provide community support and employ managers and 

staff, instead of relying on volunteers which have been increasingly 

difficult to recruit. I would say that without gaming commencing 

in 1992 there would be a smaller club sector than currently exists 

after 20 years of gaming. 

We are about to enter an open market where every venue is 

going to receive an increased share, for some that is a significantly 

larger sum than for others. However, there are many compliance 

issues and obligations that gaming clubs will be responsible for, 

which were previously carried out by the gaming operators. This 

environment is a great opportunity for clubs but I do fear that 

some clubs will fail by not meeting the challenges as they are faced 

with the forces of open competition. Continued investment and 

strategic business planning in their gaming room will ensure their 

core business will produce enough funds to be successful. Clubs 

cannot rely on their current gaming revenue to be stable, we have 

already seen large swings in market share with the purchase of the 

correct gaming products. 

Most of the increased obligations will fall on the shoulders of the 

management and they may have a huge learning curve as they now 

may have to take control of gaming machine management. Having 

the right machines installed will be paramount to the success of the 

club and whether the club is going alone or has appointed a service 

provider the manager will need to make sure they have the right 

product and be aware of how the games are performing in other 

markets relative to other games in the market. They will need to 

ensure they have data to analysis the games and ensure that they 

have marketing programs in place. 

Mercury has delivered on its promises and built a strong team 

of professionals with the skills to assist our members to meet all 

their obligations. We are passionate and focused on ensuring our 

members are transition ready and will be successful in the new 

gaming structure. Mercury has been recognised by government 

and industry stakeholders as a major group. We have demonstrated 

our integrity and ability to build strong relationships and service 

our members with all of business assistance. “Our Members Trust 

Us” 

For clubs who may be anxious or concerned about future viability 

they should consider and focus on strong financial management, 

upgrading their gaming products regularly and ensure they have 

the ability to manage all the new requirements, if not get assistance 

from a service provider such as Mercury 


Profile 

David Baldi 

General Manager, 

Mercury Group 


2012 William Angliss 

Chef’s Table Awards 

For the first time, the 2012 Chef ’s Table competition 

was divided into two categories 

– Fine Dining being the traditional judging criteria 

– Good Food for those clubs who do not specialise in fine dining 

but are just as passionate, talented, willing and capable of 

performing to the highest credentials. 

It was a great success, especially for the judges who were able to, for 

the first time, adjust to differing levels of expectations, allowing for 

the clubs to focus on what they do well – service their members. 

Some clubs do Fine Food but most clubs do Great Food and in having 

the two categories we are able to celebrate this diversity. 

The criteria for submissions and judging remain the same for both 

categories. The difference for the Tasting Judges is the level of expectation, 

and for the Chief Judge it is the degree of skill and technicality. As Erwin 

says, “This opens the competition up so that all those wonderful chefs 

who daily cater for the special demands of their club members with 

great skill and passion are not competing with Master Chefs who work 

in the most exacting of operations.” 

The Chief Judge accounts for one third of the total score based on his 

observation of the chefs in the kitchen, and it is this score that ultimately 

decides the final winners. 

Clubs Victoria has created a much more level playing field for ALL clubs. 

- Winners - 

Fine Dining – Melbourne Cricket Club 

For the first time the Chief Judge scored 100% for skills 

Good Food – Patterson River Country Club 

A wonderful blend of traditional fare and great club food, well 

executed and presented. 

- Runners up - 

Fine Dining – RACV Country Club Healesville 

The Tasting Judges’ choice, an exceptional combination of 

presentation, cooking technique and creativity. 

Good Food – Box Hill Golf Club 

The meal reflected perfectly the philosophy of Good Food, taking basic 

ingredients to a higher level and then presenting with imagination and skill. 

- Highly Recommended - 

Degree of Technical Difficulty – RACV City 

With two types of beef preparation, other ingredients perfectly 

executed and complimentary, this dish was an excellent combination 

of presentation, cooking technique and creativity and overall taste. 

Menu Design and Description – Eastern Golf Club 

Sheets of scribble turned out to be the menu – written over 

Herminder’s planning sheet! 

Usage of Local Product – Stawell Harness Racing Club 

Eel from a local dam, veggies from a local organic grower, wine from a local 

winery and even a local “weed” (warrigal) that makes a great green puree. 

Presentation and Service – Sandringham Yacht Club 

The table showed great innovation and class with a sense of fun and 

the chicken and egg meal carried this forward. 

Food and Wine Matching – RACV Country Club Healesville 

Impeccable in every way – this was an amazing experience. 

Course Prepared “From Scratch” – Italian Sports Club Werribee 

Entree: The “snails” were a surprise and the blend of unusual flavours 

most pleasing. A delight. 



Chef ’s Table Awards 

Chief 

Judge erwin nett 

Talk to us about a 

customised solution 

E 

E info@lancerbeverage.com 

W www.lancerbeverage.com 

P 1300 146 744 

Is German born and a qualified 

chef who cooked extensively 

throughout Europe before 

arriving in Australia. As an executive 

chef he has worked in a variety 

of 

five star operations including cruise 

ships and the International Hilton 

Hotels in London, Munich and 

Melbourne. He has been training at 

William Angliss TAFE for the past 

10 years where most commercial 

cooking graduates have come across 

Erwin at some stage of their career training. 

He says a highlight of his career was twice cooking for the Queen and 

Prince Philip in Ballarat. 

Coordinating and Tasting 

Judge Trish ryan 

Our systems are in some of the biggest 

entertainment venues and organisations 

in Australia. 

Complete set-up from front of 

house 

dispensers to cellar fit out. 

Quality Certified 

AU1105-QC-EC-SC 

ISO 9001:2008 

Environmentally 

Certified 


ISO 14001:2004 

Safety Certified 


AS 4801:2001 

F O O D S A F E T Y 

HACCP AUSTRALIA 

ACCREDITATION 

P R O G R A M M E 

Grew up in a hospitality 

family where, 

by 16 she was 

running the events for the 

family 

catering business. “I had fun 

decorating the room to match the 

bridesmaids’ colours and at the time 

that was not common, but I could 

also arrange the menu, set a line for 

the barrel and make sure the staff 

knew 

exactly what was expected. 

By 

the time I was at Uni I had lots 

of work for my fellow students.” 

Qualifying with a degree in Teaching and Librarianship led easily into 

a career of industry training in the 80s. Training with William Angliss 

has led to a ten year affiliation with Clubs Victoria. 

Tasting Judge 

Craig Wilson 

Studied hospitality at William 

Angliss Institute and has 

worked in the industry 

for 

15 years managing various food 

and beverage department within 

hotels, clubs and reception centres. 

This is Craig’s fifth year judging 

the Chef ’s Table. Craig said “It is a 

privilege to once again be involved 

in the Chef ’s Table. It is a fantastic 

competition and is a great way 

to 

lift the profile of club food.” 




Gold 

Winner: 

Good Food 

patterson river Country 


John Broadley 

and 

david Krastins 

First time entrants, Patterson 

River Country Club showed 

they have what it takes. Head 

chef John 

Broadley 

brought 

his Scottishness to the Chef ’s 

Table with a wonderful blend 

of his homeland traditional 

fare and great club food. The 

menu John prepared kept the 

character of what he offers regularly in the club and used flare and 

imagination to make it a delightful dining experience. 

This is the essence of the Good Food category, and John and David 

were able to mix it with a professional team approach in the kitchen 

that tipped the scales for the Chief Judge who was most impressed 

with the discipline and technique they showed in the kitchen and 

passion for their product. 

was former Roux brothers Chef. Since then he has enjoyed stints at 

The Dava Hotel Mt Martha (Head Chef) and the Peninsula Country 

Golf Club (Chef De Cuisine). 

David Krastins has been a Chef for 12 years. Training under Chef Max 

Tangermann at the Australian School Tourism Hotel in Perth WA, he 

worked in WA for 4.5 yrs before moving to NSW south coast where 

he worked for 3 yrs. 

He moved to Melbourne 3.5 years ago were he has worked at the Dava 

Hotel Mt Martha and Doyles Bridge Hotel Mordialloc before moving 

to Patterson River Country Golf Club in late February. 

The Meal: 

A well balanced and executed meal with interesting twists that 

pleasantly 

surprised. 

Entree: Wild mushroom risotto, garlic lemon 

and basil oil 

with 

parmesan crisp. ‘Simple 

and uncomplicated ingredients, 

full of 

flavour 

and aroma 

and the crisp allowed for just enough contrast.’ 

Main: Breast of maise fed chicken, black pudding stuffing, crushed 

new season potatoes, clapshot & a 

whiskey grain mustard sauce. 

“Clapshot” is Scottish for “bubble 

and squeak” and it may be worth 

putting up with the cold over there 

if this is how they mash up veggies! 

A 

wonderful and surprising blend of texture 

and flavour, 

deliciously 

moist 

and well 

presented.’ 

Dessert: Butterscotch parfait, cinnamon apple compote with a coconut 

tuille. ‘Delightfully 

sweet but no 

flavour dominated, 

all 

components 

worked well together. 

Light and lovingly 

presented.’ 

The Chefs 

John Broadley has been a chef for 27 years. He came to Australia from 

Scotland in 2007 and started work at the 5 star Sebel Heritage Hotel in 

the Yarra Valley working as Chef de Cuisine under Mark Brown who 


Gold 

Winner: 

FIne dInInG 

Melbourne Cricket Club 

Aaron duffy and 

deniz Karaca 

For the second year in a row 

the gold award goes to the 

Melbourne Cricket Club. 

With incredible attention 

to detail, two master chefs 

each taking charge in their 

speciality field then assisting 

in the other, the dinner 

was a feast of delicacy 

and 

professionalism. Their kitchen skills were unquestionable with the 

Chief Judge, Erwin Nett, giving Aaron and Deniz a perfect score 

for skills. “I had no comment to make; it was an experience just to 

be with them as they worked together seamlessly changing from 

head to assistant as the meal progressed – a true demonstration of 

a 

professional fine dining kitchen.” 

Aaron Duffy and Deniz Karaca between them bring a wealth of Fine 

Dining experience from around the world to the Chef ’s Table and we 

wish Deniz well as he represents Australia in the World Chocolate 

Masters competition later this year. If the table centre-pieces of 

chocolate bonsai trees replete with hanging chocolate treats ready to be 

picked to enjoy with coffee are an example of his skill and imagination 

then he is sure to succeed. His reply to compliments from the judges 

was a shrug – “Oh” he said, “I just whipped them up this morning!” 

The Chefs: 

AARON DUFFY made the move from Scotland to Melbourne to take 

on the challenge of enhancing the Members Dining experience at the 

MCG. Aaron’s role includes managing the non-match day restaurant 

and the Committee Room, Members Dining Room and Long Room 

on event days. His previous experience through Scotland and England 

includes work at 1 & 3 Michelin Star Establishments, Nico@90 Park 

Lane, The Restaurant “Marco Pierre White” and Restaurant Gordon 

Ramsey. 



than previously 

experienced. 

DENIZ KARACA was born in Germany and, started his apprenticeship 

in 2000 at Cron & Lanz qualifying in 2003. In 2006 he became a Master 

Pastry Chef and left on his journey around the world working on cruise 

ships before settling in Australia in 2007. 

In 2010 Deniz joined the EPICURE team as Chef de Cuisine Pastry of the 

MCG and has used his creativity and passion teamed with his exceptional 

skills and knowledge to enhance the quality and standard of all things 

sweet. Recently Deniz received first prize of the 2012 Australian World 

Chocolate Masters where he will now go on to represent Australia at the 

international competition later in the year. 

The Meal: 

A delight! A very complex menu with high degree of difficulty, it was 

perfectly executed with well balanced strong flavour and varied textures. 

A perfect entree, magnificent main course and an absolutely 

outstanding 

dessert. The chief judge used but three words to sum it up “excellent, no 

issues.” 

Entree: Seared Hervey Bay scallops, 

truffled slow cooked free range 

Bannockburn chicken wings, apple puree, crisp potato & beetroot 

fluid 

gel. ‘The balance of flavour and texture from ingredients cooked 

simply 

and to perfection was equalled by the 

artistry of the presentation.’ 

Main: roast loin 

of Cervena venison wrapped with pancetta & morel 

mushroom, creamed purple congo, spiced red cabbage, 

braised 

salisfy 

in red wine, 

bitter chocolate 

and tawny port sauce. 

‘A 

surprise! 

Unusual 

and brave, the plate was perfectly executed in 

every 

way.’ 

Dessert: Arabica coffee delice, crunchy hazelnut layer, 

Riesling 

poached 

Corella pears, macadamia and honey ice cream. ‘A 

fitting finale to a 

well balanced meal, each element complimented the 

other right to the end.’ 

Aaron draws from this experience and background to provide a more 

refined fine dining experience for our MCC Members. This year 

Aaron has worked with Jacques Raymond and Shannon Bennett of 

Vue de Monde to take dining at the MCG to an even higher standard 




Runner 

Up: 

FIne dInInG 

rACV Country Club Healesville 

rohan McCullagh and Travis Wheatley 

RACV Country Club takes fine dining to its highest level. The chefs, 

Rohan and Travis, bring imagination and intelligence to the Chef ’s 

Table, creating a wonderful dining experience. Working together in 

perfect harmony each 

highly skilled and disciplined, Chief 

Judge 

Erwin commented that the kitchen was like a picnic – “Good and 

efficient methods and techniques, the chefs were relaxed and full of 

smiles as they calmly produced a wonderful meal.” 

Both Tasting Judges were without words at the end of the meal. 

Trish Ryan said it was a pleasure to just be there. “My expectations 

were mixed as the first two courses each had an ingredient that were 

definitely not to my personal taste. I am now a born again Roo eater – 

as long and Travis and Rohan cook it for me. It was truly exceptional 

and I just wish I could give more points for accompanying wine.” 

The chefs: 

Rohan McCullagh (Chef 

de Cuisine) and Travis 

Wheatley (Chef de Partie) 

proudly carried the flag 

this year for the RACV 

Healesville Country Club’s 

entry into the Clubs Vic 

annual Chef ’s Table Fine 

Dining category. Rohan 

and Travis have been at the 

club now for three years 

working in the members’ 

dining room since the 

redevelopment in 2009. 

The Meal: 

Planned to perfection, the meal created anticipation after each 

course as every aspect was in complete harmony, especially with the 

companying wines. A delightful dining experience. 

Entree: Vanilla butter poached yabby tails with black pudding, apple 

cloud and yabby 

bisque. A perfectly executed modern plate full of 

old 

fashioned ingredients 

that was 

most pleasing to both the palate and 

the 

eye. A treat! 

Runner 

Up: 

Good Food 

Box Hill 

Golf 


Kylie Taig and Health van den Berg 

Kylie was a most nervous first time entrant into the Chef ’s Table 

this year but showed great skill in preparing a wonderful dining 

experience with her apprentice assistant, Heath. They showed that 

they have a special working relationship, moving seamlessly 

through 

the three courses and along with their cooperation with the front of 

house team greatly impressed the Chief Judge who shook his head 

and commented “What they lack in experience they make up for ten 

fold in passion and enthusiasm, an exciting team spirit and plenty 

of 

technical skill with a great result.” 

The meal reflected perfectly the philosophy of Good Food, taking 

basic ingredients to a higher level and mixing them with well thought 

out sauces and garnishes and then presenting with imagination and 

skill. 

The chefs: 

Kylie Taig has always had a 

passion for food, she started 

her apprenticeship in 2006 at 

Victoria Golf Club & is now 

currently the sous chef 

at 

Box Hill Golf Club. 

Heath Van den Berg 

commenced his 

apprenticeship in 2010 

and is currently a 3rd year 

apprentice. 

The Meal: 

A surprise! With well thought out balance of flavours and colours the 

meal worked well, created anticipation for the diner, gave a surprise 

when the fish was presented and the “burst” of orange was a real 

flourish at the end. 

Entree: Harissa brushed poussin base camped on a pearl cous cous 

salad pinnacle 

by a 

coriander and preserved lemon salad. All 

elements 

done to perfection and in harmony, full of aroma 

and flavour the plate 

was enticing and 

interesting. 

Main: Mexican stained baby barramundi 

chillaxing in a tomatillo 

sauce with baby tomato salsa and smokey potato hasish. An 

imaginative and beautifully balanced dish, 

it was done to perfection and 

presented with flare. The fish looked like 

it was 

swimming 

away! 

Dessert: Beetroot semifredo 

dusted in pistachio with candied 

orange 

bursts and interactive chocolate vodka. Fantastic colour and mix 

of 

flavours and great crunch from the orange bursts. A highlight. 

Main: Seared kangaroo loin with chestnut puree, cavolo nero, pickled 

beetroot and Arabica jus. Beautifully presented and executed, this plate 

was an exciting mix of flavour, aroma, colour and texture with silky 

smooth puree and the 

meat exquisitely tender inside 

and crisp on the 

outer. The wine was a perfect 

match. 

Dessert: Point noir poached pear with 

dark chocolate nemesis, white 

chocolate crumbs and milk chocolate ice cream. Far from “death 

by chocolate” even though the word is 

mentioned three times in the 

description, this was remarkable delicate and tasty. A wonderful end 

to 

a well balanced 

meal. 


Finalist: 

FIne dInInG 

eastern Golf 


Herminder Khera and 

Glenn Townsend 

Eastern Golf Club keeps on 

surprising. Having won Club 

Victoria’s Club of the 

Year 

award 

last year, and numerous awards 

for their event 

management, 

the Chef ’s Table night showed us that the whole team works together 

– from management right down, to achieve their goals. The table was 

set (most attractively) beside an open fire (great ambience) and with 

what one 

tasting judge 

thought were three trays for condiments. They 

turned out to be iPads with slide shows ready to go of the chefs in action 

preparing the meal! Photos were taken during practise and pre-prep 

and the office threw together the 

show – 

a great conversation starter. 

And the sheets of scribble 

at each place setting turned 

out to be the 

menu – written over Herminder’s planning sheet – a quaint touch. 



of their roles 

working together with skill and commitment 

that 

produced an exciting dining experience. 

“It really is the team that 

counts 

in the kitchen” he said, “And it is obvious that these two are a great team, 

passionate about their trade and very skilled.” And this was carried onto 

the table with pride and professionalism in the service team. 

Finalist: 

FIne dInInG 

sandringham yacht 


Jimmy Mains and 

liam McKenna 

Finalist: 

Good Food 

Italian sports Club Werribee 

Cherie Miller and 

Kristy 

Talbot 

Cherie has been a finalist 

for five years and this year 

showed the benefit she has 

gained from her 

competition 

experience. Erwin Nett, the 

Chief Judge and Tasting 

Judge Craig Wilson have been present for all Cherie’s entries 

and were both full of praise and exuberance at the growth 

Cherie has shown in the balance and sophistication of the meal. 

Cherie said she would not have entered if Clubs Victoria had not 

introduced the Good Food category and she shows an obvious 

understanding of the high expectations of the members in her club. 

Together with Kristy and the front of house team, all of whom have 

been working at the club for many years, Cherie brings a level of 

commitment and passion for her trade that is inspirational. 

What a perfect setting the 

Sandringham Yacht Club is! As 

if the huge deck area on sunny 

afternoons overlooking the 

bay is not enough, sunset on 

a winter’s night is more than 

spectacular. And the meal presented by chefs Jimmy and Liam proved 

that the only thing to cap off nature’s 

beauty is a fun and exciting dining 

experience surrounded by warm ambience and professionalism. 

The chefs put together an interesting, innovative and clever meal, 

full of chickens and eggs, working in perfect harmony and presented 

with flare and a twist. The team was well prepared and disciplined and 

their passion was obvious to the Chief Judge who commented on the 

cooperation between the back and front of house teams that ensured 

the meal ran as planned. “Everyone shares the passion.” 

Finalist: 

FIne dInInG 

stawell Harness racing Club 

leonie Clayton and 

Wendy pascall 

Finalist: 

FIne dInInG 

rACV City 


James Blight and 

Harald nagale 

The RACV City Club brings 

its wealth of experience 

and professionalism to the 

Chef ’s Table Fine Dining 

category. If the 

saying 

“you 

eat with your eyes first” 

is true, then the meal prepared by James and Harald took this to 

its highest degree. The simple elegance of the room created an 

ambience that enhanced the same simple elegance of the meal, even 

though it was 

far from simple in it technique and presentation. 

With obvious pride and professionalism, James and Harald make a great 

team. The Chief Judge was impressed with their implicit 

understanding 

What a surprise to enter and 

have a stallion standing at the 

head of the table, draped in 

Chef ’s Table colours – a great 

way to start conversation for a 

racing club, and the effort shows 

just how far the community is behind the success of Leonie and Wendy. 

Their imagination and pride in their local delicacies was obvious and 

created an unusual menu full of twists and treats, the faces of 

the 

tasting judges dropped when told “warrigal” was a local weed “Grows 

wild on the side of the road around here!” Luckily local growers have 

perfected its cultivation and the chefs used it to perfection in the 

main. It is easy to see why they do well in so many local competitions. 


Cash Management 

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Food & Beverage 

What’s 

monstrous, hairy, crafted with 

only natural ingredients and named 

after a robust yet approachable native 

Himalayan mammal than can be raced and trained 

as a family pet? Fat Yak Pale Ale from Matilda Bay 

Brewing Company. 

A lovely golden amber colour with a small head, 

the first impression is the distinctive hop-driven 

fruity aromas, giving characteristic passionfruit and 

melon notes. To the nose, it smells slightly fruity 

with a touch of malt. The mouth feel is good – not 

too strongly carbonated – and the finish is very 

pleasant, with the citrus flavours giving way to a 

slight bitterness thanks to the hops. The taste is clean 

on the palate which leaves you looking forward to 

the next Fat Yak. 

All in all, it’s a very tasty beast, 

very quaffable and 

a good match for Asian foods, pizza or a cheese 

platter with friends. In the words of Scott Vincent, 

Matilda Bay’s head brewer, “it’s big, but it’s cuddly 

and approachable”. 

Crafted from all natural ingredients including 

premium malts, American Cascade hops and a hint 

of New Zealand Nelson Sauvin hops, Fat Yak is a 

beer for any time 

of the year. 

The GaTeway To one of 

The MosT expansive producT 

offerinGs in ausTralia 

Laura Tub Chair 



Minimum Wage Decision 

What it means for your Club 

By Nick Tindley 

Fair Work Australia (FWA) released its 2012 Minimum 

Wage Decision in early June, increasing modern award 

weekly wages by 2.9%. The increase took effect from 

the first pay period commencing on or after 1 July 2012. 

This will affect all employees of Clubs whose work is covered 

by the Registered and Licensed Clubs Award 2010 (RLCA). 

Unfortunately, with the complex transitional provisions in the 

RLCA it is not as simple as increasing all wages and penalty 

rates by 2.9%. Because the RLCA took all awards applying 

to the Clubs Industry across Australia and created a single 

award there were substantial State based differences. These 

differences are being implemented on a staged basis. 

Affect on Annual Salary arrangements and Individual 

Flexibility Agreements 

Clubs that apply annual salary arrangements for their 

Award covered employees, or engage in individual flexibility 

arrangements, will need to conduct a review of those 

arrangements to ensure that salaries do not fall below the 

minimum award rates, remembering that employees need 

to be better off overall under these arrangements when 

compared with the RLCA. 

Management Staff 

It is vitally important that Clubs review Manager’s salaries in 

light of the increase. Most Clubs pay Managers under one 

of the exempt rates under the RLCA, meaning they are paid 

an annual salary and are exempt from certain provisions of 

the RLCA. Failure to accurately apply the increase can mean 

that Managers are paid a salary that falls short of the amount 

that is required for the exemption to apply. If this occurs 

those Managers can be entitled to both the higher than award 

salary and the penalties and loadings that the higher salary 

was intended to account for. 

Affect on Allowances 

The decision will also affect penalties and loadings under the 

RLCA award. Most allowances under the RLCA are expressed 

as a percentage of the ‘standard rate’, being the level 4 wage 

rate. Because the level 4 rate has increased there is a flow on 

to these allowance provisions. 

If you have any questions about the wage increase or how 

it may affect your club, please contact Clubs Victoria on 

1300 787 852. 


Got a Minute? 

The importance of minutes according 

to the High Court of Australia 

Decision 

Recently, the High Court of Australia delivered judgments in the 

James Hardie case (see ASIC v. Hellicar and Ors [2012] HCA 17 (3 

May 2012)) which in part considered the importance of minutes of 

directors meetings. There are lessons in these decisions for directors and 

committee members of clubs, although the decisions related to a publicly 

listed company on the Stock Exchange. 

For the purposes of this Article, we use the expression “director” to include 

both directors of companies incorporated under the Corporations Act and 

committee members of Associations incorporated under the Associations 

Incorporation Act. At common law, directors are considered to owe a 

duty of good faith and appropriate care and diligence. 

The High Court found that the directors of James Hardie had failed to act 

with appropriate care and diligence. 

Facts 

By Victor Hamit 

1. James Hardie was concerned about the possible impact of asbestos 

related injury claims on the James Hardie group. The directors sought 

to restructure the group which included a strategy to separate some 

subsidiary companies which may have been liable to asbestos liability 

claims. They also sought to establish the Medical Research and 

Compensation Foundation (“the Foundation”) to manage and pay out 

asbestos claims made against the subsidiaries and to conduct medical 

research into the causes of, and treatment for, asbestos related diseases. 

2. This was a material matter that James Hardie needed to disclose to the 

ASX in a Statement (“the Statement”).. 

3. Amongst other things, the Statement claimed the Foundation was “fully 

funded”, “has sufficient funds to meet all legitimate compensation claims 

anticipated”, and after considering the long experience of James Hardie in 

asbestos “the directors ……..… determined the level of funding required 

by the Foundation”. 

4. The Statement then concluded “James Hardie is satisfied that the 

Foundation has sufficient funds to meet anticipated future claims”. 

5. The High Court found that at the time of making the Statement 

the Foundation did not have sufficient funds to meet all legitimate 

compensation claims which were reasonably anticipated and therefore the 

Statement was misleading. 

6. ASIC alleged, and the directors denied, that the directors had approved 

the release of the Statement. 

7. The directors asserted that the Statement was not included in the board 

papers, and in any event had been amended by management subsequent 

to the meeting. 

8. The High Court found that a draft of the Statement had been tabled at 

the meeting, and whilst some amendments were made subsequently by 

management, they were not material amendments. 

9. The minutes of the meeting recorded that the Statement was approved 

and those minutes were in turn approved as a true and correct record at 

the next meeting of directors. 

10. The Court considered it important in its findings that there 

was no protest from any director to the Statement (at the meeting or 

subsequently upon release) or the company minutes. 

In short, the High Court found unanimously that the directors had 

approved the issuing of the misleading Statement and therefore failed 

to ensure appropriate care and diligence. The directors had therefore 

breached the Corporations Act. 

In his Judgement, Justice Heydon, emphasised the importance of minutes 

by stating:- 

“The relevance of this consideration goes beyond legal obligations. Provisions 

of this kind correspond with a strong feeling that accurate minutes should 

be kept at general meetings and committee meetings in organisations of all 

kinds. They include businesses; educational and medical institutions; social 

and sporting clubs; cultural and religious groups; professional and trade 

associations; trade unions; community bodies and political parties [our 

emphasis]. The members of these organisations, humble as they often are, 

see it as important that minutes accurately record what took place.” 

Minutes 

Minutes are not intended to be a transcript of every word spoken in the 

meeting, but a record of the decisions reached. However, what has been 

stressed by the High Court is that the minutes need to be an accurate record. 

Directors have an opportunity to amend minutes, when considered, at 

a subsequent meeting and should be amended if they do not represent a 

“true and correct record”. 

The Centro Case (see Club Connect Issue August 2011) emphasised the 

standards of attention and focus required of directors. The High Court in 

James Hardie has reinforced directors’ obligations to focus on their duties. 

Implications for Clubs 

The practical implications for clubs would appear to be:- 

1. Ensure there is an appointed minute taker at each board meeting 

(generally, but not necessarily, a staff member). 

2. Ensure that discussions are directed to the matter at hand. 

3. Ensure that decisions and actions are clear to all to facilitate 

accurate minute recording. 

4. Ensure minutes are presented clearly, concisely and in a readily 

readable format. 

5. Ensure that minutes are produced in a timely manner. 

6. All directors have an obligation to review and consider the 

minutes before adopting them as a “true and correct record”. 

Directors really must actively consider issues within the club’s governance 

and risk protocols. A director can rely on expert advice but not to the 

extent of ignoring obvious errors that a person exercising reasonable care 

and diligence would query. 

Clubs operate in a heavily regulated environment affecting a range of 

conduct which includes gaming, liquor, occupational health and safety and 

industrial relations. If, as a director, you cannot reasonably focus on these 

issues, but would simply prefer to participate in bowls or golf at the club – 

the role and responsibilities of a director are not for you. 

Victor Hamit, WENTWORTH LAWYERS 

Level 40, 140 William Street, MELBOURNE VIC 3000 

Email: vhamit@wentworthlawyers.com.au 

Tel: (03) 9607 8380 Mob: 0408 590 706 

Disclaimer: 

These materials are provided as a general guide on the subject only, not as specific advice on any particular 

matter or to any particular person. Please seek specific advice on your own particular circumstances as 

situations and facts vary. Liability limited by a scheme approved under the Professional Standards Legislation 


Over the Bar 

7 questions with Rebecca Bell 

Venue Manager, Kyneton Bowling Club 

What is good about clubs and what do you like about 

being a club manager? 

In my opinion the best thing about a club is the social aspect. A 

lot of our club members are on their own, so being a part of a club 

such as ours is a great way for them to meet new people, this may 

be 

over a coffee or game of bowls. Another great thing about clubs is 

the positive impact they have on the local community whether it is 

through sponsorship, donations or just providing somewhere for the 

locals to go where they can feel safe. 

I enjoy being a club manager as I like the daily challenges that come 

with the job as well as the social aspect, you meet so many people all 

with fascinating stories to tell. 

Tells us a little about Kyneton Bowling Club. 

During the early cold winter months of 1876, the need for some 

amusement was felt 

by some who were “too stiff” to kick a football 

or 

wield a willow. Meetings were held between citizens interested in the 

formation 

of a bowling club in early 1876. Membership fees 

were set at 

one guinea per annum. The Kyneton 

Bowling Club now boasts 2 full 

size grass greens, a sports/members bar, Keno, gaming room, Bistro, 

function 

room, board room and a beautiful outside balcony 

area. 

The club recently underwent renovations which included building 

a second story and modernising the entire venue. We participate 

in the Active after Schools Program with Lawn Bowls. Giving back 

to community not for profit groups is a large part of our 

day to day 

operations. 

What impact did winning best regional club in 2011 

have on your staff and members? 

Winning Regional Club of the Year 

in 2011 really boosted the staff 

moral and overall member participation in the club. I guess you can 

say it put us back on the map. 

What are three things you would advise someone to 

do if they wanted to be a club manager? 

When did you first join a club and what other clubs 

have you been a member? 

As a child I was never really involved with a sporting club, however 

every New Year’s 

Eve and Christmas we would go away 

and we ended 

up at a club to celebrate with the family. When we would stay with Nan 

we would end up down at “The Club” for 

bingo, not that we could play. 

In 2003 I began work at the Maryborough Highland Society and joined 

as a member there. I am now a general member of the Kyneton 

Bowling 

Club (Not a Bowler...Yet). 

What was your career track to the current position you 

hold? 

I completed my certificate 2 in Hospitality Operations while at school 

and really enjoyed it. After deciding nursing wasn’t for me I went into 

the Maryborough Highland Society 2 weeks after I turned 18 and asked 

if they had 

any positions available. I was given an interview on the spot 

and was offered a job. I enjoyed it so much I enrolled at the University 

of Ballarat to complete my Diploma in Hospitality Management and 

a certificate 3 in Event Management. I had to complete an Internship 

which I completed at the Highland Society for 

6 weeks. I completed my 

course 2 years later and was offered the Function Managers position 

at the Highland Society. Just over 18 months ago, I was offered the 

Manager’s position at Kyneton Bowling Club, which I accepted. 

Learn from 

as many people as possible - There is always many ways 

of 

performing the one task 

Do some work experience in all areas of a clubs operations; Bar, 

Gaming, Memberships, Functions, and Accounts and with the 

manager. 

You need to have patience and be able to work under pressure to face 

the day to 

day challenges that arise 

What are the most important things for a manager to 

keep informed about? 

You need to be informed and up to date on the day to 

day 

happenings 

of your club; this includes staffing issues, stock control, financials and 

keeping your product knowledge up to date as you need to relay 

this 

knowledge onto your staff for the staff to be able to perform their job 

to the highest possible standard. 

What is the biggest lesson you have learnt as a 

manager? 

You can’t do everything yourself, no matter how hard you try, that’s 

why you need a good reliable team around you. I have also learnt that 

you need to have patience and time to sit and talk to your members. 

As I am still quite young, I am constantly learning each day and have 

many lessons to learn. 

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together with

August - Club Victoria Inc.

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