April - Club Victoria Inc.

Connect 

www.clubsvic.org 

April 2011 CLUBS VICTORIA INC

2 CLUBConnect April 2011

CLUBConnect April 2011 3

Connect 

This magazine is the official journal of Clubs Victoria Inc. 

 

Connect 


April 2011 CLUBS VICTORIA INC 

 

ClubsVIC 

PO Box 363 

Carlton South VIC 3053 

Phone: 1300 787 852 

Email: admin@clubsvic.org 

Web: www.clubsvic.org 

Editor 

Richard Evans 

Clubs Victoria Inc. Council Executive 

Peter Craig 

President 

Barbara Kelly 

Vice President, Metropolitan 

Neville Whitley 

Vice President, Country 

Byron Smith 

Treasurer 

Council Members 

Ian Robinson Metropolitan 

Ian Carlile Metropolitan 

Brendan Bell Country Area 1 

Rick Scott Country Area 2 

Michael Sweeney Country Area 3 

Jess Feather Country Area 4 

Mark Griffiths Country Area 5 

Neville Whitley Country Area 6 

Contributors: 

Steven Bowman, Julia Camm, Troy Cooper, 

Victor Hamit, Anthony Ball, Tania Paccanaro, 

Peter Vasta 

 

 

 

 

 

 

 

 

Cover Story 

 

 

Essential Reading 

10 

President’s Report 6 

When Board Members Step Over the Line 8 

Advocacy, 

Lobbying and the Role of Clubs Australia 13 

Education ... it’s not about the money, honey! 14 

Partners 

For Advertising contact Richard Evans 

revans@clubsvic.org 

For Clubs Victoria membership enquiries: 

Richard Evans 


Contents 

Blog Tips for Clubs 16-17 

From the 

EDITOR 

First Impressions Count 18 

Host Plus Leadership Series 19 

Keeping it legal in club and bars 20 

Gambler’s Help extended 21 

Member Connect Reviewed 22-23 

Where are the excellent clubs 

Payroll Tax and Stamp Duty Exempt? 24 

OUT & ABOUT 

RACV Healesville Country Club 25 

ESSENTIAL SERVICES 

Club Industrial Relations 26 

Clubs Victoria Events 27 

Recruitment 27 

EVENTS 

Achievement Awards 2010 28 

Welcome to the first edition of Connect the official magazine 

from Clubs Victoria for the clubs sector. Our intention is to publish 

6 editions a year ranging in topics and content with the purpose of 

providing members ideas and constructive advice that may help 

them in the management of their club. 

This edition we hear from the newly appointed Minister O’Brien 

who outlines his plans for the sector. This article compliments his 

address to members at the first Member Connect for the year. 

We also learn from Steven Bowman about the fine line of difference 

between management of the club and the role Board members 

should take in their duties; we learn from David Elia the CEO of 

Hostplus in their first leadership series about brand management 

and how clubs should embrace reputation at all levels of service; 

we also hear about Blogs and their importance to the marketing 

structure of clubs; and we are also challenged to think about 

education alternatives, tax and managing our licenses. The Member 

Connect is reviewed as is the industry awards and we get a look at 

the RACV Healesville Club which sets new standards. 

Clubs Victoria is restructuring with a focus on new services and 

increased delivery and we introduce the new team in IR, events and 

recruitment who are all keen to provide you a reliable service you 

can trust. 

We are keen to provide readers and members increased 

opportunities and we seek feedback and the submission of editorial 

that will promote best practice. Our next edition is planned for 

June/July and if you would like to submit editorial for consideration 

then please do so as the magazine is ultimately yours. 

AT YOUR SERVICE 

Trade Directory 30 

 

 

 

 

 

 

 


The year before us … 

LEADERSHIP 

A 

ter of 2011 and 

many issues that will 

As a group we can work 

together to face these trials but as individual clubs it seems a 

lone 

The thing that struck me during the carnage of nature over the last 

few months in regional Victoria, Queensland, Western Australia 

and even New Zealand and Japan was the sense of community 

that cranked up almost immediately to help each other. When a 

neighbour is in trouble the Australian culture responds to help 

out by working together to overcome the problem being faced. 

This is not just an Australian way of responding but it seems when 

faced with a challenge the once apathetic Aussie nature of “she’ll be 

right” is overturned and action replaces our laconic nature. 

When I view the club sector I identify a number of challenges that 

we all have which can be faced either by ourselves or together. Of 

course we have our own club interests and we are mindful of our 

members and providing maximum service and financial return 

for them. But as the club community is at threat through changes 

to legislation, increased regulation, dwindling members, reduced 

revenue, shortage of staff, operational capability being challenged I 

wonder whether we as a group should be increasing our activity to 

support each other. 

Last year a significant Victorian club was embarrassed by a 

licensing decision and now requires its Board to be trained in 

liquor licensing every year whilst paying a significant amount to an 

education fund. This case is a salutary lesson of the responsibility 

for elected club officials to be aware of the laws that affect a club. 

These laws are not just restricted to liquor but also extend to 

OH&S, Industrial Relations, Corporate Governance, Tax and 

Audit, indeed all laws that affect any organisation. The point 

though is this … elected officials are responsible and therefore 

are exposed to action should the club not meet its obligations. Yet 

it seems, as in the case of the club above, so many Boards do not 

truly understand their responsibilities. 

I therefore believe it is incumbent of Clubs Victoria to increase its 

education offerings to ensure capability is available for its entire 

membership. We recognise there is much to do within clubs and 

we want to work as a collective to ensure training and education 

is available. We therefore will launch our ClubsCollege shortly to 

allow clubs to increase their learning opportunities at a service level 

difficult to obtain as an individual. We will begin audits of clubs 

very shortly to determine need and custom potentially government 

funded training to suit each member. The point to this is that by 

working together we can access greater opportunity and funding. 

Clubs Vicoria President Peter Craig 

So to the challenges faced by those clubs with gaming operations. 

Already under a significant compliance regime the sector is under 

attack by a member of Parliament holding the federal government 

to ransom. How one person who came third in the primary vote 

with 20% but then win on preferences can reshape an entire 

national industry is beyond political comprehension but this is 

the case under the current minority federal government. Clubs 

Victoria is working hard to ensure local members of parliament 

know they will have repercussions if decisions go against the 

current compliance regime in Victoria. We are also working with 

the national club community through Clubs Australia to ensure 

our voice is heard in Canberra. This is another example of how 

working together can muster a stronger voice. 

This working together notion is the reason my club Amstel is 

a member of Clubs Victoria. We could do it alone but we also 

believe we have a duty to the sector to work together for the 

greater benefit. Clubs Victoria has been in operation for over 94 

years and has faced many challenges in particular recently through 

the restructure of gaming. We have fought and won and also lost 

battles on behalf of our members and we will continue to do so. 

Your current Council is focused on five major pillars for members: 

1. Advocacy – providing a strong and loud voice for 

members 

2. Education – providing learning outcomes that help clubs 

develop and flourish 

3. Industrial relations – providing advice and counselling 

that is the benchmarked leader 

4. Member Services – providing a buyer advantage that 

otherwise would not be available 

5. Community – providing networking opportunities for all 

clubs to grow and prosper 

To achieve these pillars we need a Council focused on strategy, 

governance and structure that will maximise a return on 

investment for our members and our supplier partners. After a two 

and half year period of hiatus we are now budgeting to allow our 

members to retain the collective strength of the club community. 

We have committed not to increase subscriptions this year and 

at the same time we will increase all aspects of our operation to 

increase our service to our members. 

This is the challenge for Clubs Victoria in the future … to provide 

a thought leader advocacy body that provides not only leadership 

on issues that are important to clubs but also services that are 

meaningful and cost effective. This is the Council’s goal and we 

hope you provide the feedback to direct us on this journey. 


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When Board Members 

STEP OVER THE LINE 

“ 

How do you successfully deal with board members stepping 

in and dealing directly with organization operational staff and disputing 

the decisions of senior managers? 

Have you ever had the situation where Board members have 

tried to directly instruct staff, or have questioned senior management 

decisions outside of the Board meeting, or have taken partial control 

of staff functions? 

Have you viewed this as appropriate and advantageous to 

the organisation, or disruptive, annoying and interfering? Or both, 

” 

depending on the situation? 

I 

m working with nonprofit 

ate night telephone 

ern about management 

Director should do if 

r expects. I have had 

emergency meetings with CEOs when they are ready to resign because 

a Board member has been “interfering”. I have seen numerous emails 

where senior executives complain bitterly about the Board becoming 

involved in “operational” matters. We have talked with many Boards 

about their concern that management is not managing. And the list 

goes on. 

These situations are not always a clear case of inappropriate 

interference by the Club Board or Board members. 

On the one hand, Club Directors have the right to have access to 

everything that goes on in the organisation (with some exceptions 

mainly related to privacy laws), as in the end, the Director is ultimately 

responsible. It is also appropriate, prudent, and necessary that a Board 

member take an interest in the operations and management of the 

organisation, and that they have conversations with staff and ask 

questions outside of Board meetings. 

On the other hand, the Board members are not staff, and have not 

been retained to develop operational implementation of strategy. 

Board members seldom have the specific skill sets required to 

implement the operational strategies, which is why skilled staff have 

been hired. 

So, what can be done to intertwine the Club Directors’ need for 

knowledge and accountability, and the executive leadership and staff 

need for operational autonomy to do the job they were hired for? 

The most common causes for these types of situations revolve 

around Club Directors and staff who do not understand the rights 

and responsibilities of Directors. Directors have no specific rights as 

individuals, other than to receive all Board information, attend all 

Board meetings, and have access to past Board papers for up to seven 

years after they have left the Board. They have no individual power to 

tell staff what to do, including the Club Manager. The power comes 

from the collective nature of the Club Board as a whole, not individual 

Directors. The Board can direct, but individual Directors can not. 

By Steven Bowman 

We have also been involved in situations where staff were using the 

well-tried strategy of “That’s operational, nothing to do with the 

Board, stay out of it”. This is used sometimes to ensure that Directors 

are not asking embarrassing questions, or are not getting too involved 

in what is seen as the domain of the executive leadership 

Here are some strategies that will be useful in achieving a balance of 

Directors rights to know and their accountability, and staff rights to 

get on with the job and be held accountable for performance. 

1. Have a Board charter that specifies these relationships. The best 

Board charters include sections such as Purpose of Charter, Purpose of 

Board, Roles and Responsibilities of Directors, Membership and term 

of Board , Relationship of Board and Club Manager, Board culture and 

Reporting Requirements. Ensure that all Board members and staff have 

a copy. 

2. Have a Standards of Conduct document for Board members that 

specify their personal standards as Directors. This forms the basis for 

any discussion to be had regarding an individual Directors behaviour. 

3. Ensure that the strategic plan is the filter behind the Board decisions, 

and that Directors use the strategic plan as their main guidance for 

decisions and conduct at and between Board meetings. Make sure staff 

work in this manner, and any approach by a Director to a staff member 

is in context of the strategic plan (this assumes you have one). 

4. Conduct Board evaluations, where Directors rate themselves, the 

Board and their fellow Directors, and this helps hugely in identifying 

rogue directors, and can provide peer advice to that director. 

5. Develop in-camera sessions of the Board, where the Board meet 

without any staff, and these types of issues can be discussed without 

staff present. In this case, the chair should raise this as an issue and 

reiterate the role of the Director 

6. Instruct all staff that if a Director approaches them, that the staff 

member report to the Club Manager or senior executive that this has 

occurred, and that the staff member instruct the Director that they will 

pass the request on to the Club Manager. 

7. Directors have the right to conduct independent investigations and 

seek knowledge outside of the Board room, but they have no right to 

instruct staff in any manner. Remind the Board member of this. The 

internal audit or compliance committee may useful for this. 

Steve Bowman is a specialist in helping Boards maximise their 

potential and can help clubs improve their governance processes. 

Steve can be contacted on 95099529 or 

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

comprehensive website www.conscious-governance.com 



“ Local clubs are terrific contributors to our state. ” 


Minister O’Brien 

TALKS SENSE 

It is a great privilege to have been appointed as Victoria’s Minister 

for Gaming and Consumer Affairs. I’m excited about the reforms 

we have planned in these areas and I look forward to working 

with Clubs Victoria to ensure our regulatory system is fair for all 

involved in the liquor licensing and gaming sectors. There are many 

challenges ahead and we want to work closely with clubs to make 

the adjustments needed to support this vital industry. 

Lower fees for low-risk licensees 

We believe liquor licensing laws should operate to target those who 

are most likely to cause harm, rather than unreasonably restricting 

the majority of licensees and patrons who act responsibly. That 

is why our first order of business this year was to deliver on our 

election promise and reduce liquor licence fees for over 11,000 

small businesses, clubs and community groups on 1 January 2011. 

High licensing fees imposed by the former Labor Government 

caused an unnecessary financial burden on those who pose a low 

risk in relation to alcohol-related violence. 

The Coalition Government believes that licensed premises that 

pose lower risk should pay lower fees. The later venues trade and 

the larger they are, the more risk there is to the community. Higher 

licensing fees reflect the higher cost of ensuring their business does 

not detract from community safety and amenity. The Victorian 

Government wants to support the activities of those low-risk 

community organisations and small businesses that contribute so 

much. 

This is why the Government reduced the base fee component of the 

renewal fee for a restaurant and cafe, restricted club, vigneron’s and 

renewable limited licence, and BYO permit, from $405.80 to $200. 

The base fee for a full club licence without gaming machines was 

reduced from $812.70 to $400. The Government also reduced the 

application fee for a temporary limited licence where the applicant 

does not hold an existing licence or permit (other than a temporary 

limited licence or a major event licence) from $92.50 to $50. 

New laws for Liquor licensing 

Liquor and its allied industries employ tens of thousands with many 

Victorians and visitors to our state responsibly consuming alcohol 

each and every day. However, as alcohol is a product that can cause 

harm, it is appropriate for the state to regulate its distribution. This 

is the task of our liquor licensing system. A major objective of that 

system is to minimise harm arising from the misuse and abuse of 

alcohol. Accordingly, the Victorian Government’s agenda for the 

operation of our liquor laws will deliver a system of responsible 

liquor licensing that contributes to a vibrant and safe community 

in Victoria. 

The Government has a strong commitment to ensuring liquor 

licensing should represent community attitudes and values, while 

respecting that there will always be a diversity of views on such 

matters. We believe licensees and patrons should be able to easily 

understand liquor licensing laws, as well as those charged with 

enforcing them. There should be measures and resources in place 

to ensure licensees and patrons take their responsibilities under the 

law seriously. 

We have proposed new laws to empower police and licensees to deter 

obnoxious, alcohol-fuelled behaviour. Recently introduced legislation 

into Parliament will see increased penalties and new powers to deal 

with drunken, loutish and threatening behaviour. 

The new changes include increasing the on-the-spot fine for drunk 

and disorderly behaviour from $478 to more than $590 for the first 

offence, and more than $1,100 for a second or subsequent offence; 

and increasing the on-the-spot fine for revellers who fail to leave a 

licensed venue when drunk, violent or quarrelsome by 150 per cent 

from $238.90 to $597.25. There will be a new offence to deal with 

drunks hanging around licensed premises after being refused entry 

or required to leave; a new offence to deal with those attempting to 

re-enter a venue within 24 hours of being denied entry or required to 

leave a venue; and new powers for licensees and police officers to bar 

troublesome patrons from entering or remaining in a venue for a set 

period of time. 

Vigorous enforcement will act as a specific deterrent to those who 

might break the law, but also provide confidence to the rest of the 

community. We want to send a strong message that antisocial 

behaviour on our streets will not be tolerated and that people who 

engaged in such behaviour could expect a tough penalty. Under these 

reforms, police and venue operators will have greater power to deal 

with people who get themselves drunk and cause trouble on the 

streets or in licensed venues. 

The new powers for licensees to bar troublesome patrons will only 

be exercised under specific circumstances by licensees themselves 

or the responsible manager, as well as police officers. Responsible 

Alcohol Victoria will be contacting licensees to communicate the 

requirements under the new laws. 

In addition to the new powers listed above, the Victorian Government 

is working on our election commitment to introduce a five-star rating 

system that will reward responsible licensees with discounts on their 

annual liquor licensing renewal fees. We believe good licensees with 

good track records should be recognised and encouraged to maintain 

the high standards expected from the industry. 

The system will be changed to give licensees discounts on fee 

renewals where they have had a number of years without incurring 

infringements relating to the presence or service of alcohol on licensed 

premises to minors or intoxicated persons. The new system will see fee 

increases for those who incur the relevant infringements and provide 

discounted renewal fees for five-star venues. We believe that clubs that 

have a good compliance history should be rewarded with discounts in 

licence fees as it will help keep down the costs associated with running 

their businesses. 

Responsible Gambling 

Like the liquor industry, Victoria’s gambling industries are significant 

employers. We are aware there are challenges facing the clubs sector 

with pre-commitment, changes to regulations governing automatic 

teller machines in gaming venues and the transition to the new 

gaming industry arrangements from 2012. We want to work with 

industry to facilitate a smooth transition to these changes. 

Gambling activities raise funds for the community infrastructure 


provided by sporting, social and welfare organisations that would 

otherwise struggle. Responsible gambling offers a legitimate 

entertainment choice. Whether it is a Melbourne Cup sweep, an 

office footy tipping competition or an occasional lottery ticket, many 

Victorians responsibly enjoy a punt on games of chance and skill. 

Yet, problem gambling can clearly lead to disastrous problems for 

families and the broader community, ranging from family breakdowns 

to criminal activity and financial devastation and ruin. Government 

must manage its dual roles as the regulator of legal gambling while 

acknowledging the economic contribution that gambling taxes make to 

funding schools, hospitals, roads and police. It must safeguard integrity 

and probity standards, while providing opportunities for Victorians to 

maximise the financial benefits and enjoy the entertainment options 

provided by gambling. 

This is why this Government has committed itself to restoring integrity, 

probity and responsibility to the forefront of gambling regulation in 

Victoria. These key principles will underpin our approach to promoting 

a responsible, sustainable and transparent gambling industry. 

Reforms high on the government’s agenda are progressing voluntary 

pre-commitment for all Victorian gaming machines and establishing 

the Victorian Responsible Gambling Foundation. The Government 

will also ban lobbyists from gambling and wagering licence processes 

and work with lottery agents and lottery operators to address undue 

restrictions on retail competition. We will also empower the VCGR 

to ensure that no gaming venue encourages parents to gamble while 

their children are on the premises. The government will progress 

implementation of these commitments during 2011. 

Pre-commitment 

The Victorian Government has been a strong supporter of voluntary 

pre-commitment mechanisms on gaming machines for many years. We 

will introduce pre-commitment technology on all gaming machines 

in Victoria no later than 2015-16. The Government opposes the “big 

brother” policy of mandatory pre-commitment. Individuals should be 

able to choose whether or not they use pre-commitment, rather than 

being forced to provide personal information in order to play a gaming 

machine. Moreover, research casts serious doubt on the effectiveness 

of Federal Labor’s mandatory pre-commitment proposal on tackling 

problem gambling. 

I have reviewed the legal advice released by the Commonwealth 

regarding its power to legislate gambling reforms in the absence of 

agreement from the States and Territories. We maintain that the 

regulation of gaming machines is a State matter and should remain that 

way. The Baillieu Government took a comprehensive gambling policy 

to the last state election. Federal Labor had no such policy at the last 

federal election. Nevertheless, the Commonwealth is now seeking to 

derail the comprehensive problem gambling policies to be implemented 

by the Victorian Coalition Government. We will continue to represent 

Victoria’s interests through the COAG Select Council process. But we 

will not back away from the policy platform on which we have been 

elected in order to satisfy the Federal Government’s need to placate a 

lone Tasmanian independent MP. 

Clubs Post 2012 

The government recognises the important contribution clubs make to 

the community and clubs will continue to have a lower tax rate than 

hotels. The tax-free threshold for clubs under the new arrangements is 

$2,666 per month per gaming machine entitlement. 

Banning ATMs 

The Victorian Government strongly believes that reducing ready 

access to cash by removing automatic teller machines from gaming 

venues is an important measure in encouraging responsible gambling 

and will assist in reducing gaming-related harm. This was a measure 

legislated in 2009 with bipartisan support from the Coalition and 

Labor. The measure is intended to operate so that a person seeking 

to access an ATM to obtain cash to continue gambling will leave 

the gaming area, providing them with an important break in play. 

It will give them the opportunity to make a decision, away from 

the gambling environment, about whether to continue gambling. 

The prohibition is yet to take effect and has a commencement date 

of 1 July 2012. We will evaluate the impact of this reform when it is 

introduced. 

The provisions contained in the Act will provide the VCGR the 

ability to grant an approval to a venue operator, not located in a 

racecourse, to provide an ATM in a venue. The purpose of the 

exemption provisions is to avoid disadvantaging small communities 

that might rely on the ATM at a gaming venue for their banking 

needs. 

The VCGR must not grant an approval unless it is satisfied that the 

community in which the approved venue is located: 

• is outside the Melbourne Statistical Division; and 

• would have no reasonable alternative access to cash 

facilities if the approval was not granted; and 

• would suffer hardship if the approval was not granted. 

I have recently issued a direction to the VCGR on the matters it must 

take into account when considering an application for approval. The 

VCGR will now develop an application process for venue operators 

to seek approval for an ATM in their venue. 

Future for Gaming and Liquor 

Over the years, Victoria’s liquor licensing and gaming systems 

have been faced with a number of challenges. In the lead up to the 

election, the government released a comprehensive plan to sweep 

away the confusion and bureaucracy. 

Currently, the Victorian Commission for Gambling Regulation is 

the peak regulator of gambling operations in Victoria. It operates 

as an administrative body, determining applications for gaming 

employee licences and gaming machine transfers. It is also an 

enforcement body investigating and determining alleged breaches 

of gambling licences or permits while providing educative support 

running industry programs to explain gaming obligations and 

requirements. Given the requirement that every gaming venue in 

Victoria must be in possession of a liquor licence, it is apparent that 

there are a number of potential synergies between the VCGR and 

the current operations of the Director of Liquor Licensing. 

Our approach to liquor licensing will see the synergies from the 

administration and regulation of gambling and liquor under a new 

commission to be named the Victorian Commission for Gambling 

and Liquor Regulation. The VCGLR will deliver more effective and 

efficient regulation of both of these sensitive areas of public policy. It 

will also offer synergies in training, enforcement and administration 

that will enable many venues to benefit from a new approach. 

Victoria’s local clubs are terrific contributors to our state. They 

provide outlets for legitimate recreation and are strong supporters 

of their local communities. I am committed to working closely with 

Clubs Victoria and its members to ensure our regulatory system 

for gaming and liquor is responsible and does not unfairly penalise 

the great majority of venues who do the right thing. I am always 

happy to hear your views and I look forward to a bright future for 

Victorian community clubs. 

Victoria’s new Minister for Consumer Affairs and Gaming 

is Michael O’Brien; a former barrister and senior adviser to 

Federal Treasurer Peter Costello. He is responsible for the 

laws and policies that regulate liquor licensing and gaming. 

Mr O’Brien was elected to Parliament in 2006; he lives in Malvern 

where he is the local member. 


Advocacy, Lobbying and the 

ROLE OF CLUBS AUSTRALIA 

By Anthon 

Industry associations have many roles, but an essential part of 

their duties is to act as a campaigner on behalf of the members 

they represent. Clubs Australia works at the federal level, 

promoting clubs, submitting detailed input into draft regulations, 

testifying before committees and influencing individual policy 

makers and legislators. Most politicians recognise and appreciate 

the valuable role clubs play in the Australian society; nevertheless, 

it is always useful to pursue ongoing engagement to inform 

them of latest information, and provide them an opportunity 

to participate in good news stories. Clubs Australia needs the 

feedback from state associations like Clubs Victoria, and its 

members, to ensure we are accurately and effectively advocating 

and lobbying on your behalf. 

So what is the difference between advocacy and lobbying? 

Advocacy is about presenting the clubs and its day-to-day 

accomplishments to parliamentarians, the media, other 

stakeholders and the general public over an extended period 

of time. As advocates, Clubs Australia highlights the on-going 

achievements of clubs, and the indispensible role they play in their 

local area in providing services to members and contributions to 

infrastructure, schools and community groups. Building broad 

public support for the importance of our clubs results in a positive 

image of our members, trust in our integrity, and loyalty to our 

association. 

• Some of the advocacy activities that Clubs Australia uses 

as a part of its ongoing strategy include:Regular human 

interest articles in local newspapers that showcaseour 

services; 

• Feature stories that illustrate how an individual, family 

or community group was helped by clubs, such as our 

fundraising for the recent Queensland and Victorian 

floods; 

• Hosting a Parliamentary Friends of Clubs function in 

Canberra to celebrate the achievements of clubs and their 

contribution to the community; 

• Inviting politicians to functions to meet their local 

constituent clubs and third party supporters, or asking 

them to speak at dinners or present awards; 

• Writing editorials in newspapers that explain in human 

terms why our services are integral to the community. 

In contrast, lobbying is intentional advocacy directed toward a 

legislator or influential stakeholder who may participate in the 

formulation of specific regulations. And right now, the most 

important specific issue currently on the table for Clubs Australia 

and Clubs Victoria is the Federal Government’s proposal to 

introduce mandatory pre-commitment for all poker machines 

by 2014. 

Clubs Aust 

other state and territory associations to plan and execute a positive 

strategy for opposing the proposal, clearly outlining evidence that 

explains why the reforms will threaten our future, and presenting 

a viable, cost effective and manageable alternative. While the 

exact model of mandatory pre-commitment is yet to be decided, 

the implementation costs for industry will likely run into the 

billions of dollars. Furthermore, the effectiveness of the proposal 

in reducing prevalence levels of problem gambling, already well 

on the decline, is completely theoretical, hampered by the ease in 

which problem gamblers can use the internet to continue gambling 

if excluded from licensed clubs. 

Each association made a submission to the Parliamentary Select 

Committee currently conducting its inquiry into mandatory precommitment, 

and Clubs Australia appeared before its members 

to present oral testimony and answer questions. We have also 

been participating in the Ministerial Advisory Expert Group, a 

22-member panel that is designed to provide expert opinion on 

the proposals and its mechanics. Clubs Australia has held faceto-face 

meetings with parliamentarians, their staffers and public 

servants to brief them on the full implications in moving ahead. 

Separately, Clubs Australia has sought the views of other 

stakeholders who will be affected by these proposals, to create 

opportunities to present a united front to legislators. Other 

licensed venues, casinos, poker machine manufacturers, operators 

and state and territory governments have been vocal and unified 

in their opposition to mandatory pre-commitment, although there 

can be nuanced differences in approach and reasoning. 

More will be announced in coming weeks about further campaign 

activity. We are encouraged by the new Victorian Government 

steadfast opposition to mandatory pre-commitment, confirmed 

to us in writing by the Minister for Gaming, Michael O’Brien 

MP. Clubs Australia is marshaling individual clubs and their 

members through grassroots lobbying, encouraging them to 

contact their local members of parliament and senators directly to 

outline their concerns and influence their position. I believe this 

would be highly effective in Victoria, where MPs are particularly 

acute to the implications of this proposal on player privacy, and 

the loss of revenue for both venues and the state government. 

Many clubs already have developed good relationships with their 

representatives, and it is often more effective for MPs to hear 

directly from their constituents. 

Clubs Victoria and Clubs Australia can provide you with more 

detailed information about the impact of these reforms on your 

club, and how to engage your local MP. The more voices that raise 

alarm, the louder our message will be. 

 

CLUB Connect 


Education ... it’s not about 

THE MONEY, HONEY! 

T 

n. At 

he 

ney 

ff and 

re you 

r team 

ance, 

on-field 

nd 

Thank you Matthew Richardson. This is the same with workplace 

training and education. The more you invest ... not just money, but 

with strategy, leadership and time ... in the performance of your 

team the greater the results. Results such as member and employee 

satisfaction and loyalty; membership and sponsorship growth; brilliant 

service and club longevity are all reliant on a highly performing team. 

Highly performing teams just don’t create themselves... they are the 

product of your Club’s Education Platform. 

For years I’ve been hearing: 

“...We don’t bother with training our staff, because they leave anyway” 

“...What’s the point? They’re casual/a uni student/this is not their real 

job/about to retire/start a family” 

“...We send them to training but it’s too expensive and it doesn’t work” 

“...We’re a community club, not a corporate and don’t need to be 

bothered with all that” 

“...We throw them in the deep end. If they can’t cope, they’re out” 

These are leadership excuses for not investing in the skill 

development of your people. Sound like tough love? Bit hard on the 

smack hand? Perhaps. I see it as respectful troublemaking. 

My philosophy of workplace education and training is best said 

in this borrowed statement from Herbert Spencer “...the great aim of 

education is not knowledge, but action.” It is what we do with our 

education and learning that is the critical factor. 

To maximise your Club’s education, training and learning 

activities and investment, we challenge you to pressure test your 

Education Platform, Policies and Practices. 

Your Education Platform answers this question: who needs to 

learn what, why and how? It is essentially a strategic plan for learning, 

education and training in your Club, aligned with your Club’s vision 

and direction. Your Education Platform consists of 

education policies, priorities, practices, measurements of 

success and an action plan. 

Education Policies set clear parameters in regards 

to your Club’s strategic and operational needs, 

including how education and training is managed in 

a systematic and consistent manner. 

established your Club’s Education Platform and 

Policies, as from there your key training priorities 

will become evident. Educational Priorities need 

By Julia Camm 

to hang off the strategic priorities of your Club. Typical educational 

priorities include:Fundamental knowledge and skill development 

across all Club operations. 

• Consistent delivery of exceptional service. 

• Effective and sustainable Club operations, management and 

leadership. 

• Adhering to legal, regulatory and governance requirements. 

• Knowledge and skills required to drive and maintain Club 

membership. 

• Capabilities required to supporting marketing activities, 

promotions and special events. 

Once the priorities are set for a period of time, Educational 

Practices need to identified. How do people learn best at your Club? 

What educational practices will help you achieve more, do more? 

How important are nationally recognised qualifications to your Club’s 

strategy and operations? Your team?Your volunteers?Your members 

and visitors? 

Your Education Platform needs to clearly outline Measurements 

of Success. Who’s accountable for education, training and assessment 

in your Club? Do you have an operational, management and speciality 

skill competency matrix? What is the percentage of individuals with 

qualifications and certifications? 

Interestingly, we are seeing a massive shift away from Measuring 

Return on Investment from attending training programs or as a result 

of workplace learning towards measuring Impact on the Business. 

Here, factors other than fiscal return are measured, such as: 

• What percentage of knowledge and skills did you find new and 

relevant? 

• Are you planning on applying the new knowledge or skills? 

How? What is your action plan? 

• How much time and money will you now save? How? 

• How will your efficiency, accuracy and accountability increase? 

• What can you do or know now that you didn’t before? What 

opportunities does this open up? 

• Did you enjoy yourself? 

Your Education Platform is now ready to be transformed into an 

Education Action Plan, outlining who needs to who needs to learn 

what, why and how? Unsure where to start? Well, I always suggest 

your start at the top ... your Board and Committees. What do they 

need to learn, why and how? 

Julia Camm is the founder and lead consulting academic with Corven. 

She invites you to contact her on 1800 65 15 45 and 

julia@corven.com.au to discuss your education needs. 

Clubs Victoria will launch Clubs College in 2011 to assist members 

in developing education platforms and bring to the sector best 

practice education. 


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Do you need a blog? 

If you don’t already 

have one, you might be 

wondering why there’s so 

much fuss about them. 

The fact is, blogging is 

beneficial for a range of 

reasons that can help 

improve your business. It 

connects you with others 

and starts a dialogue far 

better than any static 

website can. It enhances 

your virtual real estate 

and introduces more 

people to your club. 

L 

ike many areas of social media, 

the ability to achieve an online 

presence often appears relatively 

simple and is far from cost 

prohibitive (it’s often free). What we’re 

witnessing here at Social Media Now 

due to the simplicity of getting your 

brand online is that many businesses are 

flocking to social media channels without 

a plan. Rather than building a valuable 

online proposition based around a solid 

strategy, they’re instead establishing a 

presence that’s detrimental to their brand 

and ultimately to their bottom line. 

The analogy of using a road map to 

plan your trip has been overused when it 

comes to strategy and planning, however 

the core message remains crucial in 

relation to an online strategy: How will 

you get to where you want to go if you 

don’t plan where you’re going? And, how 

will you know if you’ve made it to where 

you were going if you didn’t know where 

you were heading in the first place? 

In an article, Embracing Social Media 

Now, I highlighted the importance of 

providing the necessary resources, in 

particular the time and labour to do 

things properly, along with the value 

of engaging (connecting) with your 

clients. 

These principles remain consistent across all 

social media channels and the intent isn’t 

to rehash that message. Instead, what I’d 

like to do is provide you with some areas 

for consideration in relation to blogging 

that will hopefully put you in the right 

head-space to get started in the right 

way and of course, if that doesn’t work – 

you’re more than welcome to give me a 

call to chat about what it is you’re trying 

to achieve. 

Before going any further, it might 

be useful to define the term. A good 

definition is provided by Wikipedia. It 

states that, “A blog (a contraction of the 

term “web log”) is a website, usually 

maintained by an individual with regular 

entries of commentary, descriptions of 

events, or other material such as graphics 

or video. Entries are commonly displayed 

in reverse-chronological order. Blog 

can also be used as a verb, meaning to 

maintain or add content to a blog.” 

Whilst I’m not going to cover the 

technical aspects of how to blog, the 

following is a range of principles you’ll 

need to keep in consideration in order 

for your blog to operate both effectively 

and successfully. But the best news is it’s 

as easy as remembering the acronym, 

WEBLOG. 


Weigh-Up: Firstly, who is going to write your blog? This is without doubt one of 

the key decisions you need to make; that is, will you write the blog or will someone 

else? Alternatively, will multiple people contribute to your club’s blog? Regardless 

of who and how many people post on your blog, it’s imperative that they remain 

true to your club’s ideals, vision, culture, and values – so choose carefully as the 

wrong person/people may just send the wrong message out about your brand. 

Next up, what will your blog be about? Content is one of the toughest decisions 

you’ll come up against. The subject matters you select need to concern issues that 

bloggers are passionate about, but they must also be interesting and valuable to 

your readers so they return regularly. What else, it’s extremely important the subjects 

convey who your business is and what 

your brand stands for directly or indirectly. 

 

Engage: Subject matters should be thought-provoking and stimulate 

interaction with your brand. It’s therefore important your readers have 

an opportunity to comment and engage with the blogger (writer), which 

can be achieved through various blog-software applications. 

 

Be: Be disciplined. Ensure you blog regularly and stick to your strategy. Be humble. 

Nobody likes a ‘bighead,’ particularly one that speaks on behalf of a company. 

However, don’t confuse this with not having an opinion as they count too, and 

are often what stimulates conversation. The key is to consider how your opinions 

affect others. Be honest. Real-life, genuine stories and information that reflect your 

values and give the club a personal image will be what your readers resonate with 

and therefore feel comfortable with. And finally, be open. Discuss things openly 

and honestly. An honest and sincere conversation will lead places that a dishonest 

one never will so don’t be afraid to say that you were wrong or that you’re sorry. 

 

Listen: While remaining interesting is critical to your content, it’s equally important 

to be interested. Listen to your readers as they’re your customers (and listen to 

them across a wide range of social media mediums). This is your opportunity 

to address their comments, requests, and concerns and if there’s something 

they’re interested in hearing about, ensure you cover it off in future blogs. 

 

Organise: It’s about organising your thoughts/message. Plan what it is 

you want to say and how you want to say it. And then, revisit your blog 

to see the tone of response it receives and note what worked and what 

didn’t. You may decide, based on this information, that your strategic 

direction needs to change or that your blog requires tweaking. 

 

Gather: Do your research. Blogging is something that needs to be done 

regularly and so you’ll constantly need new material and content. The 

best way to achieve this is to read other blogs/articles and remain current 

with what’s going on in your chosen subject areas. This will allow you to 

comment, add value, share information, and engage in open dialogue. 

The key to blogs and indeed all forms of social media is the opportunity 

for interactivity and two-way discussion. Unlike a static website, blogs and 

social media provide forums for people to interact with a brand and build 

a relationship with an organisation based on insights into its values and 

experiences. So, like any relationship, it’s imperative you start things off on the 

right foot and ensure you present in the best possible light, whilst allowing 

the other party/parties to shine equally. It’s a case of give and take… 

For further information across all your social media needs, contact 

Toby Kennett at Social Media Now on telephone 02 9705 2300 

or via email toby@socialmedianow.com.au 


Banking 

FIRST IMPRESSIONS COUNT 

Peter Vasta Provides Worthwhile 

Tips to Improve your Banking Relationship 

As the saying goes ‘First impressions count’. This adage 

holds true – especially in business as in life. Never has it been as 

hard to squeeze a buck out of the bank! Therefore, it has never 

been as important that you look your best on your banking first 

date (even if you’ve applied for finance before). 

In our current post GFC banking climate, Clubs may find it 

harder to obtain the level of finance they need. Banks operate 

differently these days – no longer are deals signed off by your 

bank manager, but more likely decided by the ‘faceless’ credit 

control department.Hence, each finance application is like a 

first date….. 

For Clubs looking to make their finance applications as attractive 

as possible, we explore five simple tips: 

1.Work on your Banking relationships 

• Club management should meet and engage with 

your banker to ensure that they understand your 

Club’s needs. 

• Firstly consider the following questions: 

 

 

 

Are you with the right bank? 

Is your banker at the right level of the bank 

(i.e. can the person make decisions / have 

influence over the credit process)? 

How often do you meet with your banker? 

• Help the bank to understand your organisation and 

its needs. 

• Keep them informed of trading and provide updates 

on developments (eg venue redevelopments) 

2.Provide high quality information 

• Prepare comprehensive and high quality financial 

reports, and provide these regularly to the bank. 

• Provide management reports that show trading 

trends / departmental analysis to aid the bank’s 

understanding of your venue’s trading operations 

• Put your best foot forward / use competent and 

skilled advisors to aid you in preparing these 

reports. 

3.Create / foster a high quality management team 

• Assess the skills on your Committee 

• Assess the skills of key management personnel / 

advisors 

• Beware of overreliance on one / few staff 

• Budget for the future (Profit & Cash) 

• Prepare monthly Profit & Loss / Cashflow 

budgets for the year ahead, and over longer 

periods 

(eg up to 12 years for gaming clubs) 

• Consider security - What assets can you offer the 

bank as security? 

• Prepare 3 way model (forecast that includes 

Profit & Loss, Cashflow and Balance Sheet) 

 

 

 

This is a MUST for a large finance 

application 

Banks are interested in positive 

cashflows after debt repayment 

This will demonstrate a repayment 

capacity over ten years 

Sensitise for economic / seasonal / 

political / other factors 

 

Be conservative 

5.Anticipate the bank’s reaction 

• Understand the credit process for Clubs 

• Anticipate any objections / propose solutions 

• Build a business case based on strong cashflows / 

repayments 

Whilst a number of the ‘A list’Clubs may not have a problem 

obtaining future bank funding, the other Clubs may not find it 

so easy. In particular, if your venue is on leased premises or if 

you haven’t been trading profitably in recent years, you should 

consider getting prepared. 

Club Bookkeeping Accounting Tax can assist your Club to 

financially ‘look their best’ for that important first date, as we 

have done for a number of our clients. 

To find out more about this article or to subscribe to our 

newsletter, call Peter Vasta on 03 9252 0800 

or email pvasta@cfmc.com.au or 

visit www.cfmc.com.au/club_bat 


HOSTPLUS leadership Series #1 

IMPORTANCE OF BRANDING 

 

“ 

The sum of a product’s attributes, its name, packaging, price, 

history, reputation and the way it’s advertised. 

David Ogilvy, well regarded advertising guru 

What David Ogilvy was talking about was the basics for any 

organisation wanting to increase its operation and grow. For Clubs it 

falls under the three R’s that Clubs Victoria Executive Director Richard 

Evans always talks about – Reputation, Relevance and Revenue; which 

in terms we can all understand is BRAND. 

A brand, your club brand, is more than just a name or a symbol. 

Successful brand building can help profitability by adding values that 

entice customers to buy, or for businesses like yours and mine that 

aren’t selling widgets, by adding values that attract new customers or 

motivate existing customers to remain loyal to your club. 

Your brand is influenced by everything that you do. By everything 

that your members see and experience with you. It takes time and it 

takes effort to build strong brand equity and it requires a lot of thought 

and purpose. A successful brand has to be built. Your club needs to 

ensure your product or service meets the physical or rational needs of 

members, but also that you project an image or a personality to match 

their emotional needs. People need to like your brand and who you are 

as a club, as well as like the tangible nature of whatever it is you do 

or provide. 

Interestingly enough whilst the major corporates such as Coke, 

Fosters, AON and others work hard on their brand reinforcing their 

values, many small business and indeed clubs do not consider brand 

management and its promotion important enough. 

A shoe is just a shoe but why do folks insist on a certain brand when 

they buy. It is after all only a shoe. The secret really is about brand 

and the emotional connection we have with a brand that makes a 

consumer, or a club member make a decision to purchase. 

In my view there are four important criteria of good brand 

management which leads to reputation and relevance for members 

and ultimately revenue for a club. 

“ 

• Consistency – of service to members and club 

membership offering. 

• Relevance – to members of the services and benefits a 

club provides. 

• Differentiation – to the many entertainment 

offerings that are in the market. 

• Authenticity – to have a connection with the 

community. 

So what makes a successful club brand? Is it having millions of dollars to 

spend like the major corporates? No it doesn’t have to be. 

For clubs it really should be about the experience, the experience your 

members and potential members have when they interact with any part of 

your club. It’s really about the brand promise you will provide them and if 

you have been successful as to whether they will come back. Every contact 

a member has with a club should be a positive experience and allows the 

member to emotionally engage with the club. 

I remain consistently amazed by the vagaries of inconsistency that exist 

whenever I enter some of our club clients and many other clubs; I often 

wonder whether their business strategy looks beyond the profit and loss 

results. I wonder if Boards discuss reputation and relevance as well as 

revenue at their meetings; whether the staff understand the importance of 

service standards, of dress codes and of courtesy. 

Club Boards should address reputation and relevance as a discussion 

point at every meeting; club managers should instill in their staff through 

effective training standards that reflect reputation and relevance; for if both 

governing bodies do then revenue will surely follow. 

So, how do you implement your brand strategy? 

The very first thing a club should do is reflect upon the three R’s as 

prescribed by Clubs Victoria; Reputation, Relevance and Revenue and 

place them into the strategic plan. Once in a plan they can be measured 

and thus discussed at further strategy and board meetings. 

There are a number of points club leaders should focus on: 

• Differentiate your club offering 

• Establish your brand promise to members 

• Make sure everyone is on board to the values of the club 

• Be consistent with everything a club does 

• Be relevant to members which also means adjusting to the 

changing demographics of the community 

• Be authentic to the community and participate within it. 

 

The information in this document is general in nature and does not consider any 

of your objectives, financial situation or needs. Before acting on this information, you 

should consider obtaining advice from a licensed financial adviser and consider the 

appropriateness of this information, having regard to your particular investment needs, 

objectives and financial situation. You should obtain a copy of the HOSTPLUS Product 

Disclosure Statement and consider the information contained in the Statement before 

making any decision about whether to acquire an interest in HOSTPLUS products. 

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, 

RSE No. R1000054 


Music Copyright 

KEEPING IT LEGAL IN CLUB & BARS 

P 

ay of a 

customer and encourage them to spend more. Likewise, the 

wr 

So now we’ve determined that music is a must, where should I 

get my music from? These days, music is everywhere. You could 

try your luck on the illegal file sharing sites on the internet or 

maybe just copy a friend’s CD. However, music piracy is just 

not worth the risk, especially in business. Whilst the record 

industry has to date been fairly lenient towards prosecuting 

individuals, businesses that are breaking music copyright laws 

have not been so lucky. 

In July 2010, the Phonographic Performance Company of 

Australia (PPCA) went after a Queensland club for not having 

the correct licenses in place. The Federal Magistrates Court 

issued a judgment against the club as well as the director and 

former director of that company. The Court ordered that the 

company and the directors pay PPCA $145,332.95 in tariff E1 

license fees for the venue (this included back fees for the whole 

of the three year period over which PPCA had been writing 

to the club about its licensing obligations) as well as interest 

on that sum of almost $15,000. The Court also awarded PPCA 

additional damages of $90,000, sending a clear message to 

copyright infringers that such conduct will not be tolerated. 

Many business owners assume they have the ‘right’ to use any 

music they want… who will know anyway?? Just the other 

day I was at a coffee shop and was watching as a staff member 

changed the CD (from AC/DC!), when she opened the door to 

where the CD player was stored, out popped about 12 copied 

CDs all with the telltale black marker pen description on 

the cover. 

If you run a business and use music, you need to pay for the 

‘right’ to use that music…simple. 

So what music can I use legally I hear you ask? 

Let’s run though them… 

By: Troy Cooper 

CD. These plastic coated little wonders have been around for 

most 20 years and are still going strong. If you want to play 

Ds in your venue, you must have the original CD and the 

appropriate APRA and PPCA background music licenses. 

iPod/MP3 player. These amazing devices store thousands of 

songs and are a great way to listen to music. One little known 

fact though is that any music purchased and downloaded from 

sites like iTunes or Bigpond Music is only licensed for personal 

use and should not be used in a commercial environment. 

So the only real way to use an iPod legally would be to copy 

the music from the original CD. Unfortunately it doesn’t stop 

here. To make a copy you must also have the two reproduction 

licenses needed from the copyright owners. The sound 

recording license is available from ARIA or directly from the 

record company. The musical and literary works reproduction 

license can be purchased from AMCOS. 

Background Music Supplier: Designed to take the worry 

out of using music in a business, a reputable background 

music supplier is really a one stop shop that can supply the 

right style of music for your venue as well as having the 

appropriate licenses in place to cover all the music copying 

mentioned earlier. Normally you pay a monthly subscription 

and everything is covered. Some providers also own directly 

licensed content that can be played in restaurants and bistros 

without the need for a PPCA public performance license. In 

many cases the savings made in the PPCA fee more than covers 

the entire cost of subscribing to the music service. Recently, 

a well known franchised coffee chain swapped over to using 

directly licensed music and are now saving more than $200,000 

annually in fees. 

One message is clear though… using music in business is not 

free. I’m sure most business owners would rather pay a small 

monthly amount to ensure they’re legal, rather than risking a 

fine (and the bad PR) if caught. 

Troy Cooper is a 25 year veteran of the music industry and a 

specialist in music licensing. Troy founded Trusonic in 1996, a 

company that provides music to more than 20,000 businesses 

worldwide. If you have questions about music licensing contact 

Troy by email tcooper@trusonic.com.au 


Gambler’s Help 

EXTENDED 

Launched in September 2010, the Gambler’s Help 

Venue Support Program facilitates and supports the 

ongoing development of responsible gambling practices and 

environments within the gaming industry consistent with 

approved industry Responsible Gambling Codes of Conduct. 

The program builds the capacity of staff within gaming venues 

to identify patrons exhibiting gambling behaviours that may be 

associated with problem gambling and support relevant staff to 

respond appropriately to these patrons. 

The program also raises staff awareness of state-wide and local 

Gambler’s Help Services, Self Exclusion programs and other 

support services. 

Your venue has a dedicated Venue Support Worker to provide 

support and assistance tailored to the needs of you, your staff 

and your venue. The type of training and support provided is 

established through discussion between venues and their Venue 

Support Worker. The role of the Venue Support Worker is not 

to assess compliance. Your Venue Support Worker will solely 

interact with you and your staff, not your patrons. 

Venue Support Workers (VSW) come from diverse background 

and work experiences. Some have worked in gaming venues 

while others have a training background or have worked in the 

community sector. 

VSWs have been recruited for their interpersonal skills 

and their ability to work in partnership with gaming venue 

managers to successfully train and provide assistance to venue 

staff. They work normal business hours and are employed by 

Gambler’s Help Services either on a full-time or part-time 

basis (dependent on the number of venues in their region). 

Want to know more about the VSW background and 

experience? Visit professionals.problemgambling.vic.gov.au 

VSW staff profiles 

Linda Bolton – Eastern Region 

this new program and are open to strategies that can help their 

patrons in the areas of responsible gaming.” Linda is looking 

“forward to putting the last months of learning into practice 

and forging strong and meaningful relationships with venue 

management and staff.” 

Tenille Thorburn – Gippsland Region 

Tenille previously worked with a large group of hotels who were 

committed to providing responsible gambling in their venues. Part 

of her role was to act as responsible gambling officer. 

Since commencing her role, Tenille says “I’ve learnt that what 

the program offers is an extension of good customer service. 

Responsible gambling needs to be a core component of business 

operations and in my new role I get to work collaboratively with 

venues to ensure a fun, entertaining and safe environment for our 

community.” 

Gareth Hanlon – Southern Region 

Gareth has extensive industry experience, having worked at Crown 

Casino for 13 years. For the last seven years, Gareth has been 

working out of the Crown’s Responsible Gaming Support Centre as 

a Responsible Gaming Liaison Officer. 

Gareth was attracted to the position as VSW as he saw great 

opportunity to be involved in the establishment and development 

of an integrated cross-sec 

industry. Since commen 

”so positively accepted 

the various venues at 

Gareth looks forw 

and development 

challenges that 

Linda is from a mental health background having worked 

as a nurse with drug and alcohol clients in a clinical hospital 

setting. In this role, Linda often worked with clients who had a 

gambling problem. Linda also has experience in the hospitality 

and gaming industries. Having been involved with gambling 

from both the gaming industry and mental health perspective, 

Linda felt that this was the perfect opportunity to combine her 

experiences in this new initiative. 

Of her time so far as a VSW, Linda says ”I have found that 

generally venue management and staff are very supportive of 


Opinion 

Where are the Excellent Clubs? 

Or even any aspiring to be Excellent? 

MEMBER CONNECT REVIEWED 

A Report on the First Member Connect at Veneto Club 8 

March 2011 

As a former Australasian marketing manager of a worldrecognised 

Excellent Company, Hewlett Packard, it has been 

natural for most of my life to orient my observations in search 

of excellence. And in my consulting to seek to encourage 

everyone I work with to set out to achieve the same. 

During the final quarter of last year, I participated with 13 th 

Beach Marketing Pty Ltd in a wide ranging survey of around 20 

fairly randomly selected clubs, examining Food and Beverage 

service, General Operational Management and Attitudes to 

Members, Customers and the wider Community the clubs 

served. An obvious particular assessment dealt with clubs’ 

approach to promoting their benefits, facilities and services. 

We were most surprised by the expressions of the corrosive 

relationships that actually exist out in the clubs. In almost 

every case Boards Members, management and staff regularly 

expressed the view that their members are simply greedy, 

grasping people. This was closely followed by the view that 

many of the sponsorship bodies which they are there to provide 

for, are simply ‘takers’ and not supporters. To the point that this 

view became predictable. 

So attending this first meeting of the year gave us a chance to 

calibrate our discoveries with those that manifested themselves 

on the day. It appeared very quickly. 

At the outset the Minister, a lawyer and parliamentarian, 

instructed Clubs Board Members and Managers present on 

their role in the community. In response to the first question 

directed to him, hopefully seeking the removal of sign-in 

books, the Minister made it clear this would not happen. 

His view was that Membership and interest in Community 

Development were the clear differentiators of clubs from pubs, 

and these key differences provided the basis of concessions 

granted by the Government. 

Later during the panel discussion this corrosive interaction 

appeared as a passing observation by one of the panellists 

reporting that they had effectively enforced a quid pro quo. 

A number of the clubs we surveyed also took this ‘commercial’ 

stance of effectively enforced encouragement: “You only get 

your subsidy if you support our club”. [Which by the way 

would most likely turn out to be a losing situation for the 

subsidised body] 

It would seem to be an absolute necessity that this yawning 

chasm be at least bridged, if not closed over for the Clubs 

industry to survive further Ministerial overview. 

During the panel, one of the Award-winning club Managers 

informed us he was too involved with day-to-day activities to 

have time to manage the strategic impacts of choice in gaming 

machines, such as denominations. pay-outs and geography 

within the space. And this prevailed in spite of having his 

financials fully being looked after by a senior Clubs’ CFO and 

seven qualified staff. 

I became as concerned as I was about the 2005 Telstra Business 

Woman of the Year who clearly didn’t know how her business 

operated. Quoting from the award press release: 

But it has not been all smooth sailing. She spent some money 

after her accountant told her the business had a $30,000 profit 

but then pro duced a loss. 

This Business Woman of the Year manifestly had no idea what 

was happening within her business because she could not 

discern that her accountant had sent her erroneous reports; not 

even intuitively let alone as a matter of competence. 

However from the survey, things were not much better in club 

land. We never asked for P&L’s though we saw a number of 

annual reports and revenue analyses which were sufficient 

to support similar concerns. Eg both anecdotally and from 

evidence viewed, no club recognised the connection between 

food and beverage; though their correlation may be as high as 

60%. Equally there was no apparent outcome forecasting in the 

financial systems. 

More was to come from the Round tables. 

No one attended the ‘Education is not about the money’; only 

a few worried about Food; and the eight or nine who wanted 

to sell to their community better, effectively unanimously 

concluded that advertising doesn’t work. 

This was particularly ironic because they were all offered a 

seminar the day before which could have shown them not 

only why their version of advertising does not work but also 

many clues on how to improve their compositions. Regular 

investments of $10,000 + annually in advertising are made 

in this non-performing area, but the value of a preliminary 

investment of less than $400 was forgone. 

So where are the excellent clubs? Or is it just too hard? 

What do you think? 

Can you tell us about excellent clubs? 

Do you have stories about trying to be an excellent club? 

Or, is there simply no interest? 

Write your views to 

admin@clubvic.org 

From Denis Hitchens 

22 CLUBConnectApril 2011

ROUND TABLES 

Selling your club to the community 

Eight participants, representing 

Golf, Sports or Bowling venues 

shared what they do now to sell to 

their community in the 30 minute round table 

session. 

Current practice amongst the participants 

included: 

Free newspaper publicity through creating 

newsworthy events (1 participant) 

Direct mail to the local community through letterbox 

drops, either in conjunction with the local council, or direct 

to members by post, email or SMS (3) 

Local festival participation (1) 

Radio or TV advertising (2) 

Sponsorships to local groups (8) 

Sending flyers to local schools or retirement villages (2) 

Running junior sports development programs in schools (2) 

Sending a fridge magnet to members with a year of activities (1) 

All participants placed regular newspaper advertising 

and all questioned whether it actually worked. This would 

suggest to all club managers that by August 2012, clubs 

will need to know why their advertising doesn’t work and 

how to fix it. 

 

 

 

 

 

Nigel Rawlins is the director of13 th Beach Marketing 

Services, www.13thbeachclubsandpubs.com 

Hi my name is Andrew Briese C.E.O Cooking the Books. On behalf of Clubs VIC Member 

Connect Learning Event, I recently hosted their first Round Table in March on Profitable 

Kitchen Secrets . 

The overriding topic of conversation was that “If food ends up in the bin you might as well toss 

your money in with it”. Our main points of discussion were: 

Why did the food end up in the bin? 

Could we have used the food before it was thrown out? 

How could we stop it from happening again? 

Some other points raised to help make the kitchen more profitable were: 

Menu 

Has the menu been written for the time of year? 

Are you using seasonal produces? - they're cheaper 

Does the menu allow for seasonal substitutes? 

Product price changes 

Is someone monitoring stock prices? 

Have suppliers been asked to tender or bid for supply? 

Goods received 

Are you getting what you're paying for? 

Production issues 

Portion control - not being adhered to 

Wasteage/skill issues 

Are you monitoring the weekly spend on food? 

Have you got standard recipes for all dishes? Are they being used? 

Have the recipes been costed correctly? 

Are all the specials on offer costed property prior to being offered to customers? 

What is going on with GST - is it being allocated correctly? 

Freebies / Theft 

Are foods not being paid for by customers, staff, owners? 

Front of House 

Has front-of-house been asked to help lower the food cost up-selling high-margin 

items? 

Costing the Roster before the staff see it 

Because time costs money… 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Sporting Clubs: 

PAYROLL TAX AND STAMP DUTY EXEMPT 

By Victor Hamit 

Are Sporting Clubs of sufficient benefit to the community 

to be charitable and therefore exempt from Payroll Tax? 

This is a question expected to be answered by the Supreme 

Court of New South Wales in early 2011. The case involves 

Northern NSW Football Ltd (NNFL) and the New South Wales 

Chief Commissioner of State Revenue (Commissioner) over 

a claim by NNFL for exemption from Payroll Tax and some 

other NSW Duties. The NSW Payroll Tax provisions are similar 

to Victoria. NNFL has amongst its objects the promotion, 

fostering, management and prevention of discrimination in the 

game of soccer. 

The NNFL was exempt from Payroll Tax from 2004 to 2007 on 

advice from the Commissioner. The exemption was withdrawn 

by the Commissioner with effect from 1 July 2007. 

NNFL appealed the Commissioner’s decision to withdraw the 

exemption to the Administrative Decisions Tribunal (NSW) 

and was successful in reinstating its exempt status [Northern 

NSW Football Ltd v Chief Commissioner of State Revenue 

[2009] NSWADT 113]. The Commissioner then appealed to 

an Appeal Panel and was successful in having his determination 

reconfirmed [Chief Commissioner of State Revenue v Northern 

NSW Football Ltd (RD) [2010] NSWADTAP 28]. NNFL has 

appealed to the Supreme Court of NSW. 

In essence, the decision turned on whether NNFL was charitable 

for the purposes of Australian law and therefore the Payroll 

Tax Act (NSW). Australian Law recognises four categories of 

charitable purposes, namely: the advancement of education, the 

advancement of religion, the relief of poverty and other purposes 

beneficial to the community. NNFL argued that its purposes 

were beneficial to the community in principally promoting good 

health and well being. 

apply not only to the Victorian Payroll Tax Act, but also the 

Victorian Duties Act. Such a finding may provide relief to 

Victorian sporting clubs from payroll tax and stamp duty on the 

acquisition of land. 

The Income Tax Assessment Act 1997 (ITAA1997) also grants 

exempt income tax status to organisations with a charitable 

purpose as well as clubs with a main purpose of encouraging 

sport. 

The position of sporting clubs differs under the ITAA1997 where 

income tax exempt status is granted specifically to clubs with a 

main purpose of sport. There is no similar specific exemption in 

the Victorian Payroll Tax Act or Victorian Duties Act. Currently, 

a club needs to establish that its purposes are beneficial to the 

community, and therefore charitable in order to be exempt from 

payroll tax or stamp duty. It is possible that some clubs may 

qualify whereas others may not, depending on their individual 

circumstances. 

The decision of the NSW Supreme Court will be awaited with 

great interest by sporting clubs across the country. Clubs in 

Victoria will also be keenly interested in the attitude of the 

Victorian State Revenue Office should NNFL succeed in the 

NSW Supreme Court. 

Victor Hamit Wentworth Lawyers 

Level 40 140 William Street 

MELBOURNE VIC 3000 

Email: vhamit@wentworthlawyers.com.au 

Tel: (03) 9607 8380 

NSW and Victorian State Revenue Authorities have rigidly relied 

on an 1895 English case that “a gift for the encouragement of a 

mere sport” is not charitable. That case decided that a trophy 

donated as a prize for a yacht race was not charitable. Arguably 

the State Revenue Authorities have since broadened the 

principle and too rigidly applied the decision. The State Revenue 

Authorities argue that sport cannot be a charitable purpose. The 

decision has been criticised by Australian academic writers and 

not followed by the Canadian Courts. It has been observed that 

in 1895 yacht racing was the domain of the wealthy and that 

many views of society had evolved over the past 100 years. 

If the NSW Supreme Court finds NNFL charitable for Payroll 

Tax purposes then it is expected that the same principles would 


The RACV 

 

The RACV Healesville Country Club commenced a full 

redevelopment of the 67 hectare property in June 2006, these 

works included the 18 hole Mike Clayton designed Golf 

Course, infrastructure, gardens, landscape and club house 

facilities. Previous Country Club facilities consisted of 47 

Accommodation rooms, 3 meeting rooms, 1 dining room, 

1 members lounge, reception and lobby shop, 18 hole golf 

course, tennis courts and croquet lawn. A prerequisite of this 

redevelopment project was to ensure that members continued 

to be provided with Club amenities during this time, a number 

of temporary arrangements were provided at different times 

and each transition phase was designed to ensure members and 

staff had safe access to the facilities. 

Members have access to an increased range of benefits and new 

facilities, complemented by the new welcoming atmosphere 

that has brought the new and some of the old together in a 

luxurious and tranquil home away from home. 

The new member facilities deliver a diverse choice of recreation 

and leisure options, including golf, tennis, lawn bowls, croquet, 

bocce and walking trails. The new Fitness Centre offers 

members the option of personal training, group fitness classes 

and personal fitness assessments by dedicated trainers. The Day 

Spa offers members a range of pampering treatments in both 

wet and dry treatment rooms and also caters to local members 

by providing general beauty therapies. 

Members have access to 80 fully appointed accommodation 

rooms with balcony or terrace along with interconnecting 

rooms for families or larger groups and disability friendly 

rooms mean that the needs of all members can be met. An 

increase of 33 rooms has ensured more members have the 

chance to stay over busy weekends and special event periods. 

The member’s tradition of sharing celebrations and events 

continues with fantastic new facilities available, including the 

ballroom, theatrette, 2 x meeting rooms, 6 x Syndicate rooms 

and pre function areas. 

Local members have embraced the redeveloped facilities 

with a significant increase in attendances by members, guests 

and conference delegates. Utilisation/attendance of the 

Country Club has grown 210% since opening the completed 

facilities on 8 th November 2009.A design that would embrace 

environmentally sustainable solutions which take advantage of 

the site’s natural resources and provide an operationally cost 

effective facility with minimal environmental impact. 

Increased facilities have allowed development of a range of 

member interest groups such as mah-jong, bridge, language 

studies and guest speakers among others. Modern facilities 

have encouraged younger members to embrace the Country 

Club and our new school holiday program along with the 

games room and jumping pillow has ensured children are also 

catered for. 

Food and beverage options have increased with a formal dining 

restaurant, casual dining restaurant, sports bar, members 

lounge and cocktail lounge. Members have embraced the choice 

now available and these facilities allow the provision of themed 

events and a broad range of food and wine options. 


New Staff, 

New Services 

NEW HELP 

Avoiding the tide of Unfair Dismissal and General Protections claims 

Recent statistics from Fair Work Australia (FWA) show a substantial 

increase over the past 18 months in the number of unfair dismissal 

claims lodged by employees. In the 6 months between July 2010 and 

December 2011,6,279 unfair dismissal claims were filed with Fair 

Work Australia. In the same period, FWA also dealt with 898 general 

protections disputes involving termination of employment. 

What is a General Protections Dispute? 

The Fair Work Act 2009 (Cth) protects employees against a raft of 

“adverse action” and discriminatory conduct by employers- including 

where an employee exercises a “workplace right”. Under the Act, 

concepts of “workplace right” and “adverse action”are very broad 

and can apply in circumstances other than where an employee is 

terminated. For example, an employer may be liable for taking 

“adverse action” by altering an employee’s position to his/her prejudice 

because the employee has exercised a “workplace right” by way of 

making an inquiry into his/her pay under an Award or Agreement. 

One of the difficulties for the employer in this situation is the reverse 

onus of proof under the Act, which would requires the employer to 

prove that it did not terminate the employee because the employee 

made the inquiry. 

What can you do to avoid these claims 

Two key elements to avoiding unfair dismissal and general 

protections claims, or at least to best position your Club if a claim is 

made, are fair procedures and accurate and detailed documentation. 

Even if an employee’s conduct or performance warrants termination 

of their employment, failure to follow a fair process can render an 

otherwise fair termination unfair. This can lead to the employee 

being reinstated and/or awarded compensation in an unfair dismissal 

claim. 

Maintaining accurate and detailed documentation will best position 

your Club if a claim is made. Written evidence setting the how, 

when, where, why and what of actions you take ensures you are able 

to defend claims of unlawful or unfair actions.Assistance with this 

With the changes to the Employment Relations service offering to 

Clubs Victoria members, all members can access a simple to use 

and highly effective tool for defending claims. enableHR Clubs 

Victoria sets out step by step processes for managing poor employee 

performance and conduct. The following story sets out how effective 

enableHR Clubs Victoria can be for users. 

Cast Study #1 

In late 2010 a current enableHR user (“Employer”) became aware of an 

incident which led it to believe that valuable goods had been stolen from 

the company’s stock room. After a thorough investigation involving a 

review of security footage and a rigorous stocktake, the Employer felt it 

had sufficient evidence to link a particular employee to the theft. To find 

guidance and advice on how best to approach the issue with the employee 

concerned, the Employer consulted enableHR’s Performance Management 

and Termination checklists to identify the appropriate course of action in 

dismissing the offending employee. 

The employee in question was employed on a full time basis and had been 

with the company for over 5 years. The employer knew that if a full time 

employee was dismissed unfairly or unlawfully, the business could be left 

paying a debilitating amount of compensation. Following each step in the 

checklist, the Employer created file notes where recommended, created 

and issued the relevant template letters when prompted, uploaded relevant 

documents, conducted the investigation using the ‘Investigation Guide’, met 

with the Employee, reported the theft to the police and effected the final 

termination strictly in accordance with the checklist. 

Employee Makes an Unfair Dismissal Application 

Not long after the employee had been dismissed the Employer received 

a notice indicating that the employee had made an unfair dismissal 

application to Fair Work Australia. In this instance the maximum payable 

compensation would have been $60,000. 

Employer Contests Application 

• Due to the fact that the Employer had strictly adhered to the 

enableHR Summary Dismissal checklist by way of:conducting a 

thorough investigation 

• reporting the alleged crime to the police 

• having all the relevant documentation filed; and 

• giving the employee an opportunity to respond to the allegations of 

theft. 

• The Fair Work Conciliator found that the employee was not protected 

by the unfair dismissal provisions in the Fair Work Act (2009)Cth. 

The Conciliator indicated that the Employer had dismissed the employee in 

accordance with the Small Business Fair Dismissal Code (considering the 

Employer had less than 15 employees) and because the Employee had been 

involved in an instance of serious misconduct (i.e. theft) the Employee had 

essentially disentitled themselves to the protection afforded by the unfair 

dismissal provisions. 

Benefits of Following the enableHR Checklists 

A favourable outcome for the Employer was agreed upon between 

the parties and it was the evidence of the file notes, police report and 

correspondence that was uploaded on to Employer’s enableHR system 

which proved to be critical. 

Introducing the Clubs Victoria Employment Relations Team 

Clubs Victoria are delighted to introduce the new Employment Relations Team. Clubs Victoria believes that by providing members with access to 

this expanded team of ER professionals it will enable members to access clear and accurate advice on all ER matters. . 

The team handles calls into the Clubs Victoria Employment Relations line on a broad range of ER issues. Recent call information shows that the 

key issues members are seeking assistance with are: 

• Termination of employment; 

• Wages information; 

• Complaints of bullying and harassment; and 

• Restructuring both the labour force at a Club and the contractual arrangements with employees. 

The team is also available to step you through the new enableHR Clubs Victoria tool. Members are encouraged to speak to the team about the 

system and how to make best use of it to improve their business. 

The new ER team is: Chris Gianatti, Nick Tindley, Brendan Milne, Amy Buckley, Adam Colquhoun, Nicole Tsotras, Adam Ray. 

 


Clubs Victoria 

Appoints Event Management Team 

Clubs Victoria & HR Integration – 

Working Together with your recruitment 

Baldwin Consulting Group has recently been appointed as 

the event management team for Clubs Victoria. Established in 

1991 as a training and organisational change consultancy and 

now specialising in organising outstanding conferences and 

events. 

The two principles are husband and wife team Gary and 

Liz Baldwin. Gary has over 25 years experience in training, 

organisational change consulting and event management. He 

holds a Bachelors Degree in Training & Development and 

a Masters in Organisational Change Consulting. Liz has a 

background in finance, association management and event 

management. Liz combines her professionalism with a passion 

for people and exceptional organising skills. Together they 

have managed conferences and events throughout Australia 

across a wide variety of industry sectors ranging from 100 

delegates to over 1000. They have a first hand appreciation and 

understanding of the needs of membership bodies and the 

importance of maintaining high levels of support and customer 

service. 

All organisations must undergo change to survive, sometimes 

subtle sometimes radical. Clubs Victoria is no different and 

with their extensive background in change management and 

adult education, Gary and Liz hope to bring a new perspective 

to the events being provided for Clubs Vic members. Of course, 

some events are for fun with socialising and networking, but 

these are as equally important as the more serious events 

focused on providing learning outcomes for members to 

improve their businesses and services within the industry 

sector. 

Gary and Liz, together with their event coordinators Louise 

Robertson and Mandy Whitfield, look forward to assisting 

Clubs Vic with their wide ranging events throughout 2011 and 

beyond. Gary and Liz will be in attendance at most events and 

look forward to getting to know the Clubs Vic members. Don’t 

hesitate in contacting them if you have any questions relating to 

Clubs Vic events. 

For all event enquiries , 

Please contact, 

Liz and Gary on 

Clubs Victoria and HR Integration are excited to launch 

our partnership in providing professional recruitment services 

to the Clubs sector. With over twenty years experience within 

recruitment and human resources, the Directors of HR 

Integration, Leanne Fink and Rachael Moller understand 

the importance of professional and effective recruitment and 

selection processes. These are vital for the growth and success 

of every CLUB, particularly when times have changed and the 

length of service for the average employee has dramatically 

reduced. 

A critical factor currently affecting recruitment is the near 

full employment market. It is forcing clubs to re-evaluate 

their employment practices and look to introducing various 

employee attraction and retention strategies to set themselves 

apart. As a result we are passionate about cost effectively 

assisting members to recruit the best people possible into their 

clubs and retain them with best practice workplace procedures. 

What is important is understanding the current candidate 

market as today’s candidates have adopted a more selective 

approach to seeking employment and want more from a 

potential employer. The recruitment and selection process 

of your club is literally a marketing campaign. So, it is vital 

to protect and promote your brand and club. It is to job 

seekers the first impression and a clear indication of the 

professionalism of your business. Every candidate whether 

successful or unsuccessful will walk away with an opinion of 

your club and will discuss with their others in the industry. 

In essence, all of this leads to the requirement of businesses 

to adopt of a well planned approach to all aspects of 

recruitment and selection, particularly given the legislative 

implications associated. A uniform, step by step process is 

more cost effective and productive from a timing perspective. 

It also ensures that all parties involved understand the legal 

requirements, in particular adverse action, discrimination and 

privacy legislation, which extends to all job applicants. For 

instance, always remember that candidates can request any 

information regarding their application. 

The next time you have a vacancy, need some help with 

recruitment or want to discuss your current recruitment 

practices, call us at Clubs Vic. We look forward to hearing 

from you. 

 


On Sunday 14 November clubbies from all over Victoria 

were joined by clubs from NSW, ACT & QLD at the ClubsVIC 

Achievement Awards. The night was fantastic with well over 830 

guests in attendance. 

The theme for the night was the Chef ’s Table and the room sparkled 

with table centre pieces hand made by Paulla Harmshaw and 

hampers supplied by Promotions in a Box. 

We were entertained firstly by the Wacky Chef, Knife, Fork & 

Christmas Pudding who roved through the crowd playing there own 

style of music before escorting our National Chefs Table Finalists to 

their tables. 

During the night all guests enjoyed beverages supplied by our 

corporate sponsors Carlton & United Breweries, Treasury Estate 

Wines & Coca Cola Amatil, while being entertained by the Three 

Waiters. 

As the awards section of the night came to the business end and the 

major awards the Essendon Football Club, Windy Hill Venue was 

crowned Club of the Year. 

Congratulations to Alan Burton and the team at Essendon. 

Bustagroove then took the stage, filling the dance floor and 

entertaining everyone through till the end of the night. 

Best Club Entertainment Venue presented by Jonathan Zwartz from APRA 

to Julie Shelton from Tigers Clubhouse 

Best Training Program presented by Chris Coates William Angliss Institute 

to Alan Burton from Essendon Football Club, Windy Hill Venue 

Best Redevelopment or Alteration of a Club with Gaming Machines 

presented by James Bate of Pollen Group 

to Roger Mason & Michael Phillips of the Ballarat Golf Club 

Best Redevelopment or Alteration of a Club without Gaming Machines 

presented by Justin Stewart from Staging connections 

to Brett May from the RACV Healesville Country Club 

Golden Pot Award presented by Lucas Dale from Andale Beer Dispensing 

Equipment to Jason Wallace from Lakes Entrance Bowls Club 

Best Cellar Safety & Maintenance Award presented by David Baldi from 

Project Mercury to John Dellar from Rosebud Country Club 

Best Club Bistro presented by Steve Dykes from Moffat 

to Brian Vinten from Essendon Football Club, Windy Hill Venue 

Sporting Club of the Year presented by Graham Reid of the Pago Group to 

Simon Spencer from the Bendigo Staduim 

Social Club of the Year presented by David Bourke from Coca-Cola Amatil 

to Leon Ross Mulgrave Country Club 

Occupational Health & Safety Award presented by Victor Hamit from 

Wentworth Lawyers to Richard Hewett from Sandringham Yacht Club 

Best Gaming Club 50 or less presented by Craig Allardice from 

ShuffleMaster to Sharon Grech from the Hoppers Crossing Sports Club 

Best Gaming Club 50+ presented by Matt McCarroll from Aristocrat 

to Brad Ford of the Cardinia Club 

Community Service Award presented by Mick Kelly on behalf of Intralot 

To Rhonda Tursi from the Horsham Sports & Community Club 

Club of the Year without Gaming presented by Laura Wilson from AON 

to Richard Hewett from the Sandringham Yacht Club 

NSW - Tweed 

Table Setup & Dining Room 

Clubs Australia 

Heads Bowls 


Wine & Food Matching Clubs Australia 

ACT - 

The Mawson 


Silver Winner 


VIC - Sorrento 

Golf Club 

Gold Winner 


QLD - 

Queensland 

Cricketers’ Club 

Club Employee of the Year presented by Sash Mircevski 

From HOSTPLUS to Nicole Whitehouse from Eastern Golf Club 

Club Manager of the Year presented by Janet Stuckenschmidt from Franklyn 

Scholar to Don Hester from the Maryborough Highland Society 

Club Person of the Year presented by Laura Wilson from AON 

to Kevin Shannahan from the Dandenong Club 

Club of the Year Country presented by Steven Accardo from Hamper World/ 

Promotions in a Box to Rod Bye from the Wonthaggi Workmen’s Club 

Club of the Year Metropolitan presented by Simon McShane from Treasury 

Estate Wines to Brad Ford from the Cardinia Club 

Clu 

Brew 

Best Club Restaurant presented by Christian Roche from New Creation 

Print to Mark Anderson from the Melbourne Cricket Club 

Best Wine Cellar presented by Lisa Prideaux from McWilliam’s Wines 

Group to John Dellar from Rosebud Country Club 

Racing Club of the Year presented by Michael Kelly on behalf of Intralot 

to David Sheppard from the Kilmore Trackside Club 

Bowls Club of the Year presented by Sash Mircevski from 

to Austin Gapper from Traralgon Bowls Club 

Golf Club of the Year presented by Sash Mircevski from HOSTPLUS 

to David Clifford from the Barwon Heads Golf Club 



ACCOUNTING 

Club Bookkeeping Accounting Tax 

Peter Vasta 

Ph – 03 9252 0800 

www.cfmc.com.au 

AMUSEMENTS 

Dicksons 

Andrew Lloyd 

Ph – 9544 4555 

www.dicksons.com.au 

ARCHITECTURE & INTERIORS 

Bate Architecture 

James Bate 

Ph: 03 9416 3394 

www.bate.com.au 

Hufcor Victoria 

Bruno Tassone 

Ph: 03 9338 7400 

www.hufcor.com.au 

ARTIFICIAL PLANTS 

Plant Image 

Len Thrower 

Ph: 03 9359 3177 

www.plantimage.com.au 

ATM PROVIDERS 

Customers ATM 

(inc. ATM Solutions) 

John Bakker 

Ph: 1300 305 600 

www.customersatm.com.au 

AUDIT ASSURANCE 

Accounting & Audit Solutions Bendigo 

David Pell 

Ph: 03 5444 4417 

www.aasbendigo.com.au 

BEVERAGE DISPENSING 

Andale Beer Dispensing 

Equipment 

Lucas Dale 

Ph: 03 9335 1066 

www.andale.com.au 

BOC 

Gases Supply and Solutions 

AS5034 compliance requirements 

Will Riley 

Ph: 0401 718 639 

www.boc.com.au 

BEVERAGE SUPPLIERS 

Coca Cola Amatil (Vic) 

David Bourke 

Ph: 0408 405 001 

www.ccamatil.com 

Foster’s Group 

David Clancey 

Ph: 03 9420 6470 

www.fostersgroup.com 

McWilliam’s Wines Group 

Lisa Prideaux 

Ph: 0417 046 858 

lprideaux@mcwilliams.com.au 

BUSINESS SERVICES 

Nexia ASR Consulting 

Julian Kirzner 

Ph: 03 9622 3355 

www.nexiaasr.com.au 

Wentworth Lawyers 

Victor Hamit 

Ph: 03 9607 8380 

vhamit@wentworthlawyers.com.au 

BUYING GROUP 

Club Partners 

John Monkhouse 

Ph: 0439 301 632 

www.clubpartners.com.au 

CASH HANDLING EQUIPMENT VFJ 

Peter Kaye 

Ph: 03 9761 7444 

www.vfj.com.au 

Cashtronics Pty ltd 

Rod Mason 

Ph: 1300 736 545 

www.cashtronics.com.au 

Sprintquip 

Andrew Tyrrell 

Ph: 03 9729 9288 

www.sprintquip.com.au 

CATERING EQUIPMENT 

Moffat 

Steve Dykes 

Ph: 03 9518 3888 

www.moffat.com.au 

Mariljohn 

Ian Kent 

Ph. 9439 1822 

www.mariljohn.com.au 

Perfect Fry Company 

Andrew Brick 

Ph. 9779 9344 

www.perfectfry.com.au 

CLEANING INDUSTRIAL & COMMERCIAL 

TJS Services 

John Wise 

Ph: 0412 347 705 

www.tjscleaning.com.au 

CLEANING SUPPLY SPECIALISTS 

Hunter Industrials 

Wayne Hunter 

Ph: 03 9586 2888 

www.huntind.com.au 

CONSTRUCTION & BUILDING 

REFURBISHMENT 

Johns Lyng Group 

Christie Downs 

Ph: 1300 73 6000 

www.johnslyng.com.au 

Montlaur Project Services 

Leon Lachal 

Ph:9470 1901 

www.montlaur.com.au 

COUNSELLING SERVICES 

Trauma Centre of Australia 

Peter Horton 

Ph: 03 9205 9488 

www.traumacentre.com.au 

EMPLOYMENT & APPRENTICESHIP SERVICES 

ClubsVIC Recruitment 

Sue Thomas-Mitchell 

Ph: 03 9349 2909 


ENERGY SERVICES 

Eastcoast Energy Consultancy 

Paul Horton 

Ph: 0414 247 515 

www.eastcoastenergy.com.au 

FINANCE 

IMB Banking & Financial Services 

Terese Camplone 

Ph: 1800 654 423 

www.imb.com.au 

ME Bank 

Scott Brooker 

Ph: 0434 070581 

www.meb.ank.com.au 

FLOOR COVERING CONTRACTORS 

Coveney Interlay 

Matt Smith 

Ph: 03 9314 8440 

www.coveney.com.au 

FOOD CONSULTANTS 

Food Consultants Australia 

Jo Thompson 

Ph: 03 9690 7050 

www.foodconsultants.com.au 

FURNITURE 

Cubus 

Neil Gilbert 

Ph: 03 9729 7202 

www.cubusconcepts.com.au 

SICO South Pacific 

Tim Davies 

Ph: 03 9432 7538 

www.sicosp.com.au 

James Richardson 

Lee Gonera 

Ph. 03 9428 1621 

www.jamesrichardson.com.au 

GAMING SERVICES 

AMTEK Corporation 

Tim Brcan 

Ph: 1300 788 407 

www.amtek.com.au 

Club Data Online 

Greg Hurley 

Ph. 07 3367 3858 

www.clubdataonline.com 

BSG Australia 

Shane Jarman 

Ph. 9321 8400 

www.bsgaustralia.com.au 

ShuffleMaster 

Craig Allardice 

Ph.0408 997 131 

www.shufflemaster.com.au 

HOSPITALITY SUPPLIES 

Bidvest Hospitality Supplies 

Danny O’Kane 

Ph: 0418 385 326 

www.bidvest.com.au 

INSURANCE 

Aon Risk Services 

Laura Wilson 

Ph: 03 9211 3124 

www.aon.com.au 

LOTTERIES 

Intralot Australia 

Dean Hogan 

Ph: 03 9646 9633 

www.intralot.com.au 

MARKETING SERVICES 

Thirteenth Beach Marketing Services 

Nigel Rawlins 

Ph: 1300 761 780 

www.13thbeachclubsandpubs.com 

MUSIC LICENSING 

Australasian Performing Right Association (APRA) 

Client Services Department 

Ph: 1300 852 388 

www.apra-amcos.com.au 

Phonographic Performance 

Company of Australia Ltd 

Licensing Department 

Ph: 02 8569 1111 

www.ppca.com.au 

OH&S 

Bardwell Safety Matting 

Kelvin Bardwell 

Ph: 03 9499 5991 

www.bardwellmatting.com.au 

ONHOLD & IN-CLUB MUSIC/ MESSAGING 

SYSTEMS 

1800 OnHold/ Trusonic 

Michelle Bristowe 

Ph: 1800 664 653 

www.trusonic.com.au 

OUTDOOR HEATING & FURNITURE 

Keverton Outdoor 

Kevin Smith 

Ph: 03 9889 6542 

www.kevertonoutdoor.com.au 

PAYROLL HR SOFTWARE 

Wage Easy Payroll 

Tyson Beattie 

Ph: 03 9947 9230 

www.wageeasy.com.au 

POINT OF SALE 

Bluize 

Phil Sibbons 

Ph: 1300 557 587 

www.bluize.com.au 

Positive Outcomes 

Andrew Paulett 

Ph: 03 9497 1845 

www.positive-outcomes.com.au 

PROMOTIONAL SERVICES & GIFTS 

Promotions In A Box 

Steven Accardo 

Ph: 03 9386 6647 

www.promotionsinabox.com.au 

REFRIGERATION 

United Refrigeration 

Eddy Kazmarek 

Ph: 03 9357 1401 

www.unitedrefrig.com.au 

SUBSCRIPTION SPORTS TV 

FOX SPORTS 

Michael Pellegrino 

Ph: 0438 574 964 

www.foxsports.com.au 

SUPERANNUATION HOSTPLUS 

Andrew Smith 

Ph: 0419 571 633 

www.hostplus.com.au 

TECHNOLOGY SERVICES 

The Pago Group 

Graham Reid 

Ph: 1300 PAGO 01 

www.pagogrp.com 

TRAINING 

William Angliss Institute 

Steven Bradie-Miles 

Ph: 03 9606 2203 

www.angliss.edu.au 

Franklyn Scholar 

Ken Hunter 

Ph 03 5973 2777 

www.franklynscholar.com.au 

VENDING MACHINES 

British American Tobacco Australia 

Scott Thomas 

Ph: 03 8544 3000 

www.bata.com.au 


POST 2012 GAMING 

ARE YOU 

PREPARED? 

 

 

 

 

 

 

 

 

 

MERCURY GROUP VICTORIA 

Will and Much More!!!

NOW AVAILABLE 

TO ALL 

CLUBS VICTORIA 

MEMBERS 

CALL 1300 787 852 

enabling better 

HR management 

An FCB Technology product 09 & 10 

PHONE 1300 787 852 FAX (03) 9349 4915 EMAIL ADMIN@CLUBSVIC.ORG 

EMAIL ADMIN@CLUBSVIC.ORG WEB WWW.CLUBSVIC.ORG 

32 Απριλ 2011

April - Club Victoria Inc.

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