HSA June 2023

THE OFFICIAL PUBLICATION OF THE AUSTRALIAN HOTELS ASSOCIATION (SA BRANCH) JUNE 2023 

IAN HORNE 

RETIREMENT ISSUE 

+ Entrepreneurial young family take 

on The British Hotel Port Adelaide 

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Our Perks Hospitality specialist team offers insight, 

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We work with you to increase operational efficiency; 

streamline logistics and reporting; and maximise your 

financial position, no matter what the economic environment 

may throw at you. 

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Shortcut to Stories 

JUNE 2023 

Click here 

British Hotel 

The new operator of The British 

Hotel at Port Adelaide is ‘all in’ after 

taking over the licence. 

Click here 

Women in Hotels 

Over 100 hotel members and 

partners gathered for the ‘Women In 

Hotels Presentation and Network’. 

Click here 

Workplace Relations 

The AHA|SA Workplace Relations 

team recently held an information 

session for members on Managing 

the Disciplinary Process. 

Click here 

Ian Horne Farewells AHA|SA 

An edited version of the speech 

AHA|SA CEO, Ian Horne, gave at 

his retirement dinner in June. 

Click here 

Photo Gallery 

Photos of Ian Horne over the years - 

personal and professional. 

Click here 

Tributes 

Senior leaders from all walks of life 

pay tribute to departing CEO. 

I N T H I S I S S U E 

04 From the President 

06 From the General Manager 

08 Mounty Lofty House Wins Again 

09 SA on Show at Concierge Briefings 

10 Regional Meetings 

12 Best of British as Coulls Family 

Backs Port to Boom 

15 Women In Hotels 

16 Managing the Disciplinary Process 

20 Perks Streamlines Success for 

The Cumby & The Gallery 

22 Ian Horne Farewells AHA|SA 

32 Celebrating Ian Horne: Tributes 

47 AHA|SA Corporate Partner Directory 

48 Gaming Care 

49 AHA|SA Corporate Partners 2022-23 

50 Licensee Transfers 

New Members 

AHA|SA Office Holders & Publisher 

Your Vision. YourVenue 

Gaming Loyalty 

Experience the power of loyalty with Bluize 

Call 1300 557 587 to find out more today. 

W W W . A H A S A . A S N . A U | Hotel SA | 3

SOARING COSTS 

WILL HAVE SEVERE 

CONSEQUENCES 

From the President 

DAVID BASHEER 

The recent Fair Work Commission 

announcement of a 5.7% wage 

increase from July 1 - in addition 

to an increase in superannuation 

by 0.5% - will place a further 

burden on our operators still 

grappling with sharp rises in power 

costs, insurance, council rates, 

government fees and charges, 

food and interest rates. 

The rise comes off the back of a 

4.6% wage rise only nine months 

ago and was higher than the rise 

forecast in the recent Federal 

budget. 

Businesses and consumers alike 

are suffering from the current cost 

of living pressures. 

However, the inevitable impact 

this wage rise will have on inflation 

means hoteliers are hit with the 

double penalty of a spiraling CPI 

further increasing future alcohol 

excise increases. 

AHA|SA members are in the firing 

line of so many cost increases. 

We are a labour-intensive industry, 

so any wage rise will hurt our 

members the most. 

People are quick to point out that 

we are a lower paying industry. 

What those critics choose to 

ignore is that well over half of our 

employees enjoy penalty rates or 

are on a casual wage - or both. 

We want to make ensure our staff 

are well paid. And for many, we are 

their first job in life. An occupation 

where they learn their soft skills, 

before extending their work life. 

But right now, there appears to 

be minimal consideration of the 

huge cost impost being imposed 

on businesses like ours. 

Post-COVID-19, we have had 

increased debt to pay, as well 

as deferred rent and other 

payments requiring attention. 

Some 65% of our operators are 

family based. As the cost of paying 

staff and doing 

business spirals, 

there is only so 

much that can be 

passed onto the 

consumer. Family 

members will 

find themselves 

working the extra 

day, or cutting 

back trading 

hours. 

Make no mistake: 

you cannot 

continually drive 

up the cost of 

doing business without severe 

consequences. 

The warning signs are obvious. 

Unchecked wage rises are simply 

not sustainable, they will do little 

to ease cost of living burdens and 

continue to create a huge burden in 

our operators. 

ACTION STILL NEEDED 

TO ASSIST APPRENTICES 

The recent State budget did not 

contain several key initiatives that 

the AHA|SA has been calling for, but 

we will keep them on the agenda. 

As we continue to grapple with 

our labour and skill shortages, 

particularly in our kitchens, some 

4 | Hotel SA | www.ahasa.asn.au Back to Contents

F R O M T H E P R E S I D E N T 

very simple actions would deliver 

us welcome relief. 

It’s no secret how hard it is to get 

apprentices to complete their fouryear 

training scheme. Apprentices 

require milestone payments to 

incentivise these Gen Z chefs of 

tomorrow to stay the course. 

The most sensitive period appears 

to be around the end of their second 

year. 

It has been suggested by Federal 

Skills and Training Minister, Brendan 

O’Connor, that such payments 

should be prioritised towards the 

jobs of the future. 

After our industry was sacrificed 

for the purpose of public health, 

and lost 60,000 of our staff 

nationally, we must be a priority 

right now. Milestone payments 

would mean host venues don’t 

feel like they have wasted two 

years of training when apprentices 

abandon their apprenticeship. 

Tools of the trade and other 

measures to assist young 

apprentices were strangely 

abandoned by the Weatherill 

Government. There is no more 

appropriate time than now to 

restore those important cost 

of living concessions. 

CEO Ian Horne receives 

AHA|SA Life Membership. 

There is also an opportunity to 

explore other cost of living relief 

measures for young apprentices 

that relate to a range of Government 

fees and charges. 

None of these programs would be 

a major impost on the State budget, 

but would be a welcome relief for 

employers and our apprentices. 

UNIQUE HONOUR BESTOWED 

ON IAN HORNE 

At Ian Horne’s farewell, the 

AHA|SA State Council bestowed 

Life Membership on our outgoing 

CEO, Ian Horne. 

We know how revered and 

adored Ian is by our members. 

AHA|SA Life Membership is 

awarded very sparingly. 

Historically, it has only been 

awarded to publicans. 

In recognition of Ian being the 

longest serving CEO in our history - 

but more importantly for all he has 

done for our members, well above 

and beyond expectation - the State 

Council departed from 152 years of 

custom and in awarding award Life 

Membership. 

It will also mean we should still see 

plenty of Ian at our various events! 

David Basheer, 

AHA|SA President 

Back to Contents www.ahasa.asn.au | Hotel SA | 5

C E L E B R A T I N G I A N H O R N E 



Jump to 24-page 

feature on Ian Horne’s 

retirement 


I N D U S T R Y N E W S 

Mount Lofty House 

Wins Again 

Congratulations to Mount Lofty House , which has 

won TripAdvisor’s Best Luxury Hotel in Australia and 

the South Pacific in its Best of the Best Awards. 

It’s back-to-back success for the property, with the 

Trip Advisor judges saying: “This hotel is no stranger 

to the Travellers’ Choice Best of the Best Awards. 

Built in 1852, the historic Mount Lofty House is the 

premier destination for luxury escapes, fine dining 

and boutique day spa experiences.” 

Mt Lofty House was also ranked No.24 in the world 

in the Small Hotels category for 2023. 


I N D U S T R Y N E W XS 

SA on Show at Concierge Briefings 

Hotel concierges and guest relations teams came 

together recently as part of the AHA|SA’s ongoing 

series of Concierge Meetings. Attendees heard from a 

wide range of tourism stakeholders, with time also set 

aside to develop networks with each other. 

Presenters during the day at Mount Lofty House 

included: Illuminate Adelaide, Guitar Festival, SALA 

Festival, Cabaret Festival, Adelaide Hills Tourism 

CEO – Tanya Jarman, Grünthal Brew and Howards 

Vineyard. 

“We were delighted to host the most recent concierge 

meeting at Mount Lofty Estate,” said Rebekkah Ramsay, 

General Manager of Mount Lofty House. 

“These meetings are such a valuable resource for 

concierges to hear all the latest information about SA 

events and tourism products. It was also a wonderful 

opportunity to showcase Mount Lofty House, which 

is a tourism destination in its own right. We were very 

excited to treat guests to canapes and menu tasters 

from Chef Kaushik Aiyer ,from our newest restaurant, 

Martha Hardy’s Kitchen.” 

The Mount Lofty House team (L-R): Chris Speck - Chief Concierge, 

David Horbelt - Owner and Rebekkah Ramsay - Hotel Manager. 


REGIONAL MEETINGS 

A massive thanks to Michael and the wonderful team at the Barossa Weintal Resort for hosting the Gawler/ 

Barossa AHA|SA regional meeting and lunch on 30 May 2023. Also a huge thank you to Josie and Tony for hosting 

a wonderful meeting at the Aldgate Pump Hotel for the South Coast Hills regional meeting on 9 May 2023. 

Both meetings had a fantastic turnout from our members and corporate partners who continue to support the 

hospitality industry within these regions. 


R E G I O N A L M E E T I N G S 


P U B L I C A N P R O F I L E 

Best of British as 

Coulls Family Backs 

Port to Boom 

BY DION HAYMAN 

Ashley Coulls is part of a new breed 

that is taking take a punt at the Port. 

The new operator of The British 

Hotel at Port Adelaide is ‘all in’ 

after taking over the licence from 

previous owner Bruce McFarlane 

in September, 2022. 

But he admits, it’s one of the 

biggest gambles of his life as his 

young family embarks on a handson 

venture in a gaming-free, family 

friendly pub that also continues to 

promote live music. 

“A couple of mates who were 

accountants tried to talk me out of 

doing it because it’s not doing great 

but there is potential if you can stick 

it out,” Ashley said. 

“Another mate of mine has just 

opened a pub in the city, the Prince 

Albert, and he said it’s the best 

thing he’s ever done. 

“It’s tough but you’ve got to put 

the hours in to get the reward.” 

NOW OR NEVER 

Ashley knows The British and the 

Port intimately, having run the 

pub as venue manager for almost 

a decade. 

“When Bruce put the pub on the 

market, I thought, ‘oh, okay, I should 

probably start thinking about things 

because obviously when new 

owners come through, it means 

new management or they run it 

themselves’.” 

“It’s tough but 

you’ve got to put 

the hours in to 

get the reward.” 

By the time property developer 

Hans Ehmann took over The British, 

Coulls - a passionate Crows fan 

- had moved to the Port Adelaide 

Football Club as venue manager. 

“It was a tough gig going to the Port 

Club and putting on that shirt every 

day!”, he joked. 

But it was one he would only have 

to ‘endure’ for seven months. 

“They wanted someone to come 

back in and run The British and I 

said, ‘Well I won’t come back and 

just be the venue manager again, 

I’m on a pretty good gig where I am’. 

“The way it is, I don’t think it would 

have been easy to find someone to 

buy the lease of a pub that wasn’t 

doing so well. 

“But they put together an offer too 

good to refuse in taking over the 

lease and I thought, ‘Well you only 

get an opportunity like this once in 

a lifetime, especially with my 

financial status’. 

"I don’t know if the timing would 

ever be perfect. 

“I was like, ‘I’ll kick myself if I 

don’t give it a go, what’s the 

worst that could happen?’” 

BULLISH 

Ashley knows that doesn’t bear 

thinking about but is bullish about 

the future of the Port. 



“It’s about to go boom I think,” 

he said. 

“Everyone used to talk about ‘the 

Port’s about to take off in 10 years, 

it’s five years away from really going 

crazy’. 

“But I think it’s less than a year away 

from going boom. 

“There’s something like 1500 homes 

going up between Dock One and 

Fletcher's Slip - 1500 homes, 1500 

families. It’s a big thing. 

“Once there are people in those 

houses, it’s going to be crazy 

down here. 

“Having Pirate Life brewery coming 

to the Port has been a massive 

drawcard to the area. 

“People would have never come 

down here for a pub crawl, now 

they do. 

“The Admiral reopening is a big one 

too. There’s the Clipper Ship, that’s 

always a big drawcard to the area. 

We get a lot of people coming for 

lunch after they do a tour of that. 

“There are the museums – there’s 

so much down here to see and do 

but people just don’t realise it. 

“The Quest being built four years 

ago was a huge drawcard to the 

area because there was never any 

accommodation down here. 

“Two years later the new 

government building went up, 

both across the road from the pub. 

“There’s huge growth in the area, 

the council’s definitely behind a 

lot of things going ahead, lots of 

events, big things happening.” 

NEW QUEST HOTEL 

The building of a second Quest 

Hotel by Ehmann, adjacent to the 

pub he now owns, looms as a 

potential goldmine for Ashley. 

“The plan is to have a door going 

through from one of our restaurant 



areas into the lobby part of the 

Quest,” he said. 

Work is expected to commence in 

September, with the doors opening 

some time in 2025. 

“It’s just sticking it out until that’s 

finished, making the most of all the 

tradies that are coming through and 

it should work really well for me.” 

While The British retains its pokies 

licence, after a multimillion dollar 

renovation the decision was made 

to focus on good food, good 

functions and good staff. 

Searching for that point of 

difference, Ashley is trying to appeal 

to young families, whose numbers 

are expected to grow in the area. 

“Having a little play area inside 

has made a huge difference - just 

getting the odd booking here and 

there saying ‘can we be near the 

little kids area?’. 

“And we’re hopefully putting in a 

playground soon. 

“We want to keep the rest of the pub 

as it is, with a nice dining area down 

the other end, live music Friday 

nights and keep that clientele away 

from the families.” 

A new-look menu is a welcome nod 

to the pub’s proximity to the water. 

“A lot more seafood orientated, bit 

more of a winter-style, obviously 

going into the colder months.” 

LOCAL LIVE MUSIC 

Ashley remains fiercely parochial 

and loyal in terms of everything on 

offer at The British, which holds the 

oldest continuous pub licence in 

Port Adelaide. 

“We’re a South Australian-only wine 

list, use local businesses for our 

food, our fruit and veg and our meat 

produce. 

“All our live music is local and we 

have local artists displaying their 

artworks quite regularly, which we 

change over every three months so 

they can display and hopefully sell 

their work. 

“Live music is the big one for me on 

a Friday night. We kept live music 

going all the way through COVID-19. 

“I’d love to have Sunday afternoon 

sessions down here because until 

the Port really does go boom, 

Sunday night is a bit of a ghost 

town here. With the markets closing 

down, there are not as many people 

floating around.” 

Until that boom, Ashley plans to 

use everything he’s learned in the 

industry to keep his head above 

water in the calling he says was 

never part of his grand plan. 

“It was never on my agenda to own 

my own pub. I’ve always wanted to 

be a firey – that was my mission 

but that’s proven pretty difficult to 

get into. 

“Owning my own pub was never 

something I’d ever thought of.” 

Of course, although he knows 

the job backwards, there is one 

significant difference that separates 

licensee from venue manager. 

“I suppose it’s the bills, the bills are 

the big one. 

“Running it for Bruce, I was doing 

everything back then anyway. He 

gave me free rein of the pub, he 

was just the one paying the bills.” 

A FAMILY AFFAIR 

Like the customer he is hoping to 

attract, Ashley is a young family 

man himself - husband to Abby 

and father to two boys under 10, 

William and Jackson. 

“I don’t think she’d ever thought that 

I’d have my own business,” he said. 

“We’ve never thought about 

financials on this big a picture. 

We liked the easy life of getting a 

pay cheque and living life and not 

having the stress of 15 staff to 

worry about and bills to pay. 

“So it was a big, scary shock but 

one that we’ve come to terms with 

and we’re managing somehow.” 


WOMEN IN HOTELS 

W O M E N I N H O T E L XS 

Over 100 hotel members and corporate partners gathered for the Women In Hotels Presentation and Network on 

29 May at the Oval Hotel . The group were privileged to be joined by Hitaf Rasheed from Events SA along with 

the SA Minister for Women, Katrine Hildyard MP. Guests enjoyed wine tasting thanks to AHA|SA Silver corporate 

partners Options Craft Liquor Merchants, Samuel Smith & Son, Oatley Wines and Empire Liquor. 

NEXT EVENT – Women in Hotels biennial conference, 22 August 2023 at Eos by SkyCity. 


W O R K P L A C E R E L A T I O N S 

Managing the Disciplinary Process 

OWEN WEBB - AHA|SA WORKPLACE RELATIONS MANAGER 

The AHA|SA Workplace Relations 

team recently held a Zoom 

information Session for Members 

on Managing the Disciplinary 

Process. 

In this article we look at the key 

take outs from the session, 

focussing on those important steps 

to ensuring Members undertake 

the appropriate procedure when 

counselling and disciplining staff. 

MEASURING AND MONITORING 

PERFORMANCE & CONDUCT 

Where an employer is of the 

view that an employee is not 

performing at an acceptable level 

of performance or behaviour, it’s 

imperative that the employee 

understands what their employer’s 

expectations are. What is the 

employee being measured against? 

Is the employee aware of what the 

key requirements and expectations 

are of their position? Have they 

been given appropriate training 

and instruction on how to perform 

their role? 

In the first instance, the employer 

needs to ensure that the employee 

has a clear and transparent 

position description. Not only does 

the position description outline 

the key requirements of the role, 

but it also helps to clarify what 

the employee’s performance is 

going to be measured against. 

Aligned to the position description, 

the employer may also want to 

establish some goals/targets/key 

performance indicators. Again, the 

Key Performance Indicators will help 

to determine what the expectations 

are for the employee and employer. 

For example, for a Head Chef one 

of their Key Performance Indicators 

may be to reach a certain level 

of food revenue per month or to 

achieve a certain percentage with 

respect to their labour costs. 

Whilst an employer consistently 

monitors an employee’s 

performance on a regular day to 

day basis, the AHA|SA recommends 

that Members also undertake 

reviews of employee’s performance 

and behaviour in a more formal 



setting. One of the ways that this 

can be achieved is through regular 

performance appraisals/reviews 

being undertaken. Performance 

reviews provide a formal avenue 

for documenting an employee’s 

performance against their key 

tasks and responsibilities as well 

as establishing a framework for 

looking at any future training and 

development needs and targets for 

the next review period. 

With respect to employee’s conduct 

and behaviour, formalised policies 

and procedures are critical to ensure 

that there are clear guidelines 

around what the Hotel’s policies are 

in relation to areas such as requests 

for leave, cash handling, grooming 

and drugs and alcohol use at work 

just to name a few. 

“...it’s imperative 

that the employee 

understands what 

their employer’s 

expectations are.” 

EARLY INTERVENTION 

Where there are instances of poor 

performance or where an employee 

breaches a policy or procedure, the 

issues need to be addressed with 

the employee as soon as possible. 

It is important to address such 

issues early as failure to do so not 

only condones the behaviour but 

also means what may start off as 

a small, easily managed problem, 

grows into a large, complex and 

perhaps costly problem to resolve. 

In addition, it reduces the likelihood 

of the performance or behavioural 

issue occurring again. 

The approach the employer takes to 

address the issue(s) may be one of 

a less formal counselling approach 

or a more formalised disciplinary 

approach depending upon a number 

of factors including but not limited 

to the severity of the incident, the 

employee’s length of service and 

the employee’s employment history. 

A factor may also be that the 

employee’s performance may not 

have been at an acceptable level 

because they haven’t been given 

appropriate instruction and training 

in an area. 

INFORMAL DISCIPLINARY 

PROCESSES - COUNSELLING 

It may be necessary for an employer 

to undertake an informal disciplinary 

process, counselling, with an 

employee where for example it 

relates to initial performance issues 

that have not been previously 

addressed with the employee. It 

may also be necessary to counsel 

the employee if their behaviour or 

conduct is not appropriate but not 

to such a level that it warrants the 

issuing of a formal written warning. 

The counselling process involves 

the employer documenting a 

process (improvement plan) with 

the employee which outlines the 

following: 

• Identification of the specific areas 

of performance and or conduct 

concern (providing examples) 

• Outlining what is expected 

of them in relation to their 

performance and or conduct 

• Dissecting those factors that may 

be affecting poor performance/ 

conduct 

• Outlining how the employee 

can improve their performance/ 

conduct 

• Establishing a review period 

By undertaking such a process, 

the employee becomes aware that 

there is an issue and at the same 

time is provided with an opportunity 

to fix the problem before the formal 

disciplinary process is engaged. 

A written record of any informal 

process used should be kept on the 

employees personnel file. 

“Written warnings 

should not be 

issued at the 

disciplinary 

meeting in a 

pre-determined 

fashion.” 

DISCIPLINARY MEETINGS 

It may be necessary to undertake a 

formal disciplinary meeting where 

an employer has exhausted the 

informal disciplinary process or 

where an employee has potentially 

seriously breached a policy or 

procedure of the hotel. Where it is 

likely that an employee could be 

issued with a written warning or 

potential termination of employment 

it is very important that the Hotel 

follows an appropriate course of 

action which involves following the 

principles of procedural fairness. 

By following an appropriate 

procedurally fair process it will help 

to mitigate the impact from any 

potential litigation an employee may 

later decide to take. 

When managing the disciplinary 

meeting process, we recommend 

that Members undertake the 

following basic steps: 

1. Undertake a thorough preliminary 

investigation into the matter 

Employers prior to sitting 

down with the employee 

for the disciplinary meeting 

need to ensure that they 

have undertaken sufficient 

preparation for the meeting. 

Preparation can involve 

ascertaining a whole range 

of information dependant on 

the circumstances which may 

include: detailed examples 

of performance concerns, 

reviewing position descriptions 

& KPI’s, reviewing policies/ 



procedures if there has been an 

alleged breach, reviewing CCTV 

and any necessary transactional 

records, and other necessary 

information relevant to the 

matter. 

2. Notify the employee of the 

meeting and details of the 

allegations/concerns 

Prior to undertaking the 

disciplinary meeting, the 

employee needs to be 

notified in writing of what the 

allegations/concerns are. The 

employee should be given at 

least 24 hours’ notice of the 

meeting and the opportunity 

to have a support person or 

representative of their choosing 

present. The employee should 

also be notified of the fact 

that one of the outcomes of 

the process could include 

possible disciplinary action and 

dependant of the severity of the 

issue, potential termination of 

employment. 

3. The employee needs to be 

provided with an opportunity to 

respond to the allegation(s) 

At the formal meeting the 

employee should be advised 

of the precise nature of the 

issue(s), including the gap 

between the actual behaviour/ 

performance and the required 

behaviour/performance. Prior 

to the employer making any 

decision as to the outcome from 

the meeting, the employer needs 

to ensure that the employee 

is given every opportunity to 

respond to the allegations/ 

issues. This may require the 

employee to seek external 

advice on the matter before 

responding and may require 

further meetings once further 

evidence is obtained. 

4. The employer needs to consider 

the employees response(s) 

The employer will need to 

consider the employee’s 

response(s) to the issues/ 

allegations raised. This may 

require the employer to take 

further time beyond the first 

meeting to consider the 

employee’s responses. It may 

also require the employer to 

undertake further investigations 

such as obtaining further 

statements from other 

employees. 

5. Advise the employee of the 

outcome based on employee’s 

responses and available evidence 

Having considered the 

employee’s responses and the 

available evidence, the employer 

needs to notify the employee 

verbally of the outcome. The 

outcome will vary dependent 

upon a range of factors such 

as seriousness of the issues, 

available evidence and previous 

employment history and any 

prior warnings. The employee 

should be provided with 

confirmation of this outcome 

in writing post the meeting. 

FACTORS TO TAKE INTO 

CONSIDERATION WHEN 

DETERMINING APPROPRIATE 

ACTION 

The employer needs to consider 

a range of different factors before 

ultimately determining what 

disciplinary action (if any) is required 

including: an employee’s length of 

service, employment history, prior 

written warnings, seriousness of 

the incident/performance concerns, 

the available evidence, treatment of 

others in the same circumstances 

and any other mitigating 

circumstances. 

WRITTEN WARNINGS 

Where an employer decides to issue 

an employee with a written warning, 

there are some basic tips that 

should be adhered to. 

• Written warnings should not be 

issued at the disciplinary meeting 

in a pre-determined fashion. 

They should be issued post the 

disciplinary meeting process 

once the employee is given the 

opportunity to respond to all of 

the allegations/issues. 

• Written warnings should contain 

sufficient enough detail to ensure 

that it is clear as to the gap 

between the actual behaviour/ 

performance and the required 

behaviour/performance. 

• Employers should not seek to rely 

on a written warning that was 

issued more than 12 months ago. 

• An employee cannot be forced to 

sign a written warning. 

• Employees should be provided 

with a copy of any written 

warning issued to them. 

THE IMPORTANCE OF 

MANAGING THE PROCESS 

It is extremely important that 

employers manage the disciplinary 

process appropriately by ensuring 

they afford an employee appropriate 

procedural fairness throughout 

the process. Such a process will 

ensure that if an employee lodges a 

claim for unfair dismissal or general 

protections, the employer can 

mitigate any potential risks as best 

as possible. If the employer can 

prove that an appropriate process 

was followed, as per s 387 of the 

Fair Work Act 2009 (Cth), it will be 

of assistance during proceedings 

for such claim and may result 

in the employee’s claim being 

unsuccessful. 

Members with queries regarding the 

disciplinary process should contact 

the Workplace Relations Team at 

the AHA|SA on 08 8232 4525. 


X 

Adelaide’s Best Hotel 

Website Design Company 

boylen.com.au 

Adelaide Web Designer 

08 8233 9433 


Perks Streamlines 

Success for The Cumby 

& The Gallery 

BY PERKS ACCOUNTANTS & WEALTH ADVISORS 

In the heart of Adelaide’s CBD 

lies the vibrant Waymouth Street. 

Home to a healthy ecosystem 

of businesses and cafés during 

the day, it also boasts some of 

Adelaide’s best bars, restaurants, 

function spaces and pubs. 

Among the most popular venues 

along this strip are the heritage 

listed Cumberland Arms Hotel 

and the chic entertainmentcum-art 

hub The Gallery. Both 

establishments are owned 

by John Waltham, a 20-year 

industry veteran who entered 

hospitality straight out of school 

and rose through the ranks to 

become a publican. He now 

works alongside his business 

partner Alex Taylor, and his 

brother Tom who also has a 

small share in both businesses. 

For more than 10 years, John 

and Alex have been drawing 

on the expertise of the team at 

Perks to help manage the 

businesses, with the relationship 

now encompassing a full-suite of 

taxation , payroll, bookkeeping 

and accounting services. 

John says this relationship has 

delivered several innovations 

to the management of the 

businesses and, notably, in recent 

years, Perks has implemented 

full integration between their 

point-of-sale software and cloud 

accounting platform, Xero – a 

pioneering capability in the 

hospitality space. 

“Everything we do at our two 

venues come through the till 

system, whether that be sales, 

stock control or reporting, it’s 

essentially the management 

centre for our businesses,” he said. 

“Perks identified a need to 

integrate this system with our 

accounting platform, to ensure 

that all the data being received 

at the till flowed through to 

Perks to ensure we can access 

an accurate snapshot of all 

our sales, debtor and creditor 

records in real-time.” 

A D V E R T O R I A L 

Led by Accounting Director 

Tom Paine , Perks worked 

closely with John’s point-of-sale 

software provider to deliver a 

solution that would provide the 

integrated capability that was 

desired by both parties. 

“Tom has been with us 

throughout our time at Perks 

and he’s been really proactive in 

bringing ideas to the table about 

how we can be smarter 

in managing financial aspects of 

the business.” 

“Importantly, for us as owners, 

this has meant that we can 

focus on customer service and 

the frontline management of the 

business.” 

“I come to work everyday with 

the confidence that the financial 

side of the business is taken 

care of and the knowledge that 

if any issues do arise, they will 

be flagged before they become a 

big problem.” 

However, John says the 

management of finances hasn’t 

always been so worry-free. 

When he first started working 

with Perks, the relationship 

was focused on accounting 

and compliance only, while his 

bookkeeping requirements were 

being taken care of by a smaller 

practice that used outdated 

methods. 

“When I first branched out into 

ownership of pubs, everything 

was being done by hand and we 

were still writing cheques each 

week to send to suppliers; there 

was a lot of manual processes 

involved that were really clunky 

and inefficient,” he said. 

“Instead of having access 

to real-time data, we were 

having to estimate our weekly 

expenses which is difficult to do 

in hospitality because no two 

weeks are the same. 


A D V E R T O R I A L 

“This was where Perks played 

a critical role in recommending 

a better, more efficient way of 

managing these processes 

to streamline our reporting 

requirements and giving us 

that real-time data we need to 

manage our businesses on a 

day-to-day basis. 

“A couple of months into a fullservice 

arrangement with Perks 

we could already see the benefits 

through the efficiencies generated 

by automating the payroll and 

invoicing processes that we were 

previously doing by hand.” 

John said Perks’ has also 

provided critical guidance in 

asset management, particularly 

when making the decision to 

acquire both The Cumberland 

Arms Hotel and The Gallery as 

freehold properties. 

“We worked closely with Perks 

during that process as it wasn’t 

something any of us had much 

experience with,” he said. 

“I know my brother had a lot of 

queries he worked through with 

Tom, particularly in analysing 

the value of the properties and 

how much we wanted to pay for 

them, so it was really important 

to have Perks there to lean on for 

advice. 

“We also recently sold off a 

small share of The Gallery to a 

manager who works there, and 

Tom was really helpful in 

structuring that deal to ensure 

the process was managed 

properly and for everyone’s 

benefit.” 

Pat Hodby 

Pat Hodby and Tom Paine are Directors at Perks, South Australia’s leading privately-owned 

accounting and private wealth firm. They are the driving force behind the Perks Hospitality 

specialisation team and have both provided key advisory and operational support to a number 

of owner-operators in the sector, ranging from the structuring of their business, to back-of-house 

bookkeeping, to the streamlining and digitization of their support systems. Pat is also an active 

industry advocate for publicans and the hospitality industry and owns a successful pub in the 

Adelaide Hills. 

Tom Paine 

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Ian Horne 

Farewells 

AHA|SA 

BY IAN HORNE 

The following is an edited version of the speech 

I gave at my retirement dinner. It sums up my 

thoughts and emotions as I prepare to step down 

from my role as CEO of the AHA|SA. 

Watch Video of Speech 

I joined the AHA|SA back in November 1983 

(approaching 40 years ago), as the inaugural manager 

of what was then AHA Chef Training, which went on 

become the Hospitality Group Training Scheme. I was 

29 years old 

I was ‘poached’ from the SA Automobile Chamber 

of Commerce (now MTA) by a youthful 36-year-old 

Executive Director of the Australian Hotels Association 

SA Branch, Bill Spurr. 

Some 31 months later and after a stint as the AHA’s IR 

manager, and on Bill’s recommendation, I replaced him 

as Executive Director of AHA|SA in May 1986 when he 

resigned to establish the Adelaide Tourism School at the 

recently developed TAFESA complex in Light Square. 

Mind you, this celebration tonight almost didn’t happen! 

As you would expect with the imminent loss to 

TAFESA of Bill, the AHA President and exec committee 

rightly decided to go to market, engaged a suitably 

credentialed executive search company (such as they 

were in 1986) and advertised in both the morning and 

afternoon newspapers. As was necessary in those days, 

candidates would need to mail in their applications. 

As an AHA|SA veteran of just 29 months I naturally 

applied, ran the gauntlet of interviews and psych 

tests and even had the backing of the then Liquor 

Trades Union State Secretary Trevor Crothers who, 

at a regular IR round table with AHA President Peter 

Whalin and Vice President Fred Basheer - and prior 

Ian Philip Horne: 

A Snapshot 

Ian was born in Adelaide in 1954. 

He graduated from Henley High 

School and in the ensuing years, 

has gone on to complete an MBA 

at Adelaide Uni and journeyed 

to Stamford University to study 

Strategy Beyond Markets: 

Building Competitive Advantage 

Though Government Relations 

and Public Affairs. 

He serves on many boards, 

including the SA Tourism 

Commission, Adelaide Venue 

Management Corporation, 

Gaming Care, Independent 

Gaming Corporation, Tourism 

Accommodation Australia and 

Business Events Adelaide. 

SOME OF HIS ACHIEVEMENTS 

INCLUDE: 

• Establishing the Gaming Care 

agency as the hotel industry’s 

$1.5m annually funded response 

to early intervention with problem 

gamblers 

• Developing and managing 

the process of establishing 

the Independent Gaming 

Corporation Ltd (IGC) as the first 

industry-based, private sector 

gaming authority in Australia 

(IGC operates the centralised 

computer monitoring system 



to any recommendation by the Executive Search 

consultant declared in his deep Irish tone that ‘the LTU 

fully endorse Ian Horne as the next executive director’. 

He went further, suggesting it was in the interests of 

AHA|SA to do so forthwith. 

With the benefit of hindsight, we loved the LTU! 

I can only assume that carried some weight as the 

consultant didn’t recommend me… can you imagine! 

Apparently, my psych test results suggested I was 

much better suited and would be more comfortable 

in the arts! 

Of course, to my good fortune Bill simply ignored 

the recommendation, disappointed that the 

Consultant had seemed quite oblivious to their clients 

subtle expectations! Bill then received unanimous 

endorsement of the Executive and so my journey 

began at just 31 with the Association $10k lighter! 

I am so delighted that Helen Spurr could join us tonight. 

In acknowledgement of our great friend, ally, coconspirator 

and fellow traveler AHA|SA, in 2022, 

permanently established an annual award reflecting 

two of his passions – Hotels & Tourism. 

Its forever named the “W.T Spurr AO Award for Tourism 

& Regional Promotion” at the AHA|SA annual awards. 

PRESIDENTS 

One of the great strengths of the AHA|SA is our stability. 

To that end, since World War ll we have had just seven 

Presidents, and that is despite a requirement for them 

to run for election every twelve months. It’s generally 

worked very well. We call it guided democracy. 

“And with great affection I 

wish to acknowledge and 

thank the four [Presidents] 

that I worked with, for their 

constant and unfaltering 

support over my journey.” 

And with great affection I wish to acknowledge and 

thank the four that I worked with, for their constant 

and unfaltering support over my journey. They were: 

• The late Peter Whallin AM who, while at the end of 

his career when I arrived, was the AHA’s President 

for some 21 years and was an incredibly wise man. 

AHA|SA Council 2007. 

Former AHA|SA Executive Director, Bill Spurr AO, with AHA|SA CEO, Ian Horne. 

for gaming machines in SA) 

• Establishing Hotel-Care (now 

Pubs with Heart), the Hotel 

industry Community Projects 

Fund with annual community 

contributions now exceeding 

$.7m per annum 

• Facilitating the establishment of 

the Gamblers Rehabilitation Fund 

• Establishing the AHA – 

Hospitality Group Training 

Scheme for the employment 

and training of apprentice cooks 

and food and beverage trainees 

(over 380 in 1998). 

Ian was Executive Director, of the 

Motor Trade Association of SA 

from 1998 to 2005 September 

and Executive Chairman of that 

organisation’s Group Training 

Scheme. 

CAREER SUMMARY 

• 2005 to 2023: CEO, AHA|SA 

• 1998 to 2005: CEO, Motor Trade 

Association of SA 

• 1983 to 1998: Executive Director, 

AHA|SA 

• 1985 to 1986: Industrial Relations 

Manager, AHA|SA 

• 1983 to 1985: Manager, AHA Group 

Training Scheme – AHA|SA 

• 1981 to 1983: Group Training 

Manager: South Australian 

Automobile Chamber of Commerce 

Inc. (S.A.A.C.C.) - Now MTA SA/NT. 


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Peter was softly spoken and a diplomat, yet was 

incredibly effective in getting his message across. 

He would regularly entertain with great ease 

Premiers, politicians, the Chief Justice and heads 

of Government departments at his then Sturt Arcade 

Hotel on Grenfell Street. 

• The late Fred Basheer OAM then became the 

President. He had been a long-term Vice President 

and Chairman of Sip’n Save, our Liquor Marketing 

Group. And he was the Inaugural Chair of the 

Independent Gaming Corporation, so he was a very 

important part of the early establishment of the SA 

gaming offer. 

• He was followed on by Peter Hurley AO, who now 

holds the record as the longest-serving President 

for 24 years (17 with me). But to do that he had to 

win 24 annual elections! Which he did! 

Peter and I became very close, which happens when 

you work with someone for such a long, long period. 

One of his great words of wisdom was “the best thing 

I can do for the poor is not join them”. 

Think about it. It’s actually not a flippant response 

at all because like so many successful hoteliers, he 

and Jenny currently employ significant numbers of 

South Australians; in their case, some 700+ South 

Australians who all have dependents, families, dreams 

and ambitions. Peter and Jenny ensure they can 

pursue their dreams. The last thing those 700 need - 

or the economy needs - is for Peter and Jenny, or the 

multitude of other successful hoteliers, to join the poor. 

Peter, of course, has a lot of other sayings which are 

best not shared here. 

Under Peter’s leadership, we were able to develop the 

association into an incredibly influential organisation, 

which has paid dividends to this day in terms of an 

industry that makes such a significant contribution to 

employment, investment and the cultural and social 

wellbeing of so many South Australians. 

• And finally, the son of Fred, David Basheer. We 

identified that David was a potential leader of the future. 

Remember I talked about guided democracy! 

Peter and I literally ‘bullied’ David to come onto the AHA 

Council ,having failed to convince him of his obligations 

under the father son rule. In the end he weakened and 

joined Council and Executive, and he’s now heading 

up an organisation at a state level and is part of the 

national AHA leadership group. 

The Association success because of the legacy of 

these Presidents is reflected in our balance sheet, 

our record membership participation and our standing 

with Government and opposition. 

AHA|SA President David Basheer with CEO Ian Horne. 

INCREDIBLE STAFF 

I’m very proud to say that my replacement, Anna 

Moeller, and my last President at AHA|SA, David 

Basheer, are already a formidable team who bounce 

off each other in a most proactive and energetic 

manner… both of them in a hurry. It’s so exciting to 

see their enthusiasm. 

“We have had some 

exceptional women pass 

through employment at 

AHA|SA on their way to 

building solid careers...” 

Former AHA|SA President Peter Hurley AO with AHA|SA CEO Ian Horne. 

While mentioning Anna, in addition to being described 

by the recruiter (yes, it was a different recruiter to the 

one that almost wrecked history in 1986) as head and 

shoulders above the other contenders. As a result we 

have a woman heading up AHA|SA for the first time in 

152 years. Isn’t that just fantastic? It could have been 

sooner I’m sure, but her immediate predecessor simply 

hung around for much longer than expected. 



We have had some exceptional women pass through 

employment at AHA|SA on their way to building solid 

careers and they include Wendy Bevan, who worked 

with me closely over several years and is now the 

CEO of KESAB, and Jodie Van Deventer who was 

AHA Communications Manager in the 2000s and is 

now CEO of Ai Group. 

And Margo Hill-Smith who was my right-hand 

Government Relationship Manager with the introduction 

of gaming in the mid-nineties. Margo went on to 

become a senior manager at the then Wine Federation 

of Australia and importantly established the AHA 

Women in Hotels network with her inaugural WIH 

Chairperson, Patricia Hurley, some 30 years ago. 

Thanks for joining me tonight. 

But I would like to make special mention of Wally 

Woehlert. Wally had a unique capacity and knowledge, 

was Deputy Vice President of the Association for a 

period and then as head of a restructured Gaming Care, 

he was integral to our response to all-things liquor, allthings 

gaming, and all-things legal. 

He had discipline and wisdom in his thinking and 

application that was more valuable than two or more 

people. He was a rock that kept us grounded. 

People said, ‘Well, when Wally goes, you’ll need at 

least two people to replace him.’ True, we simply 

couldn’t replace Wally, there is only one of him. 

We also have exceptional men and women who have 

made a career at AHA|SA. With Anna at the helm, they 

will broaden our Association’s horizons even further 

with long term team members Lucy Randall, Anna 

Caretti and Didier Vollerin being in their 18th year, 

Katherine Taylor 16, Lorraine Kranz, John Hilton, 

Nicole Checker and Owen Webb at 13, and Liz Turley 12. 

We’ve been blessed with incredible staff and 

stability - and it is the staff that are the engine room 

of the association, both in AHA|SA and our parallel 

organisation Gaming Care. 

AHA|SA CEO Ian Horne with Wally Woehlert. 

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But we found Anna who has brought a whole range 

of skills, different ways and different styles. So as 

the CEO of some 30 years (over two stints), I’ve been 

blessed to have 2ICs who have been outstanding. 

PREMIERS 

Now Premiers are a bit different. I’m already on my 

ninth, the first being amicable John Bannon and the 

current equally amicable Peter Malinauskas. In his 

former life with the SDA, Peter will rightly claim some 

success in his dealings with AHA, in particular over 

part day holidays but at the very least our partial loss 

gave us the opportunity to exercise our creative skill 

with our moderately AHA/MTA funded campaign that 

went something like “You can put lipstick on a pig but 

it’s still a pig”. 

The term ‘it’s a pig of a deal’ referring to the deal 

conjured up between a then very conflicted Business 

SA, some salivating independent grocers desperate 

for all businesses to pay so they could to sell wine 

inside supermarkets, and significantly, a much more 

astute SDA secretary. We did take some comfort in 

running a Derryn Hinch inspired ‘Shame, Shame, 

Shame Business SA’ full pager ad in The Advertiser, 

expressing our disapproval at one of our own side’s 

treachery! And we dipped our lid to a strategically 

clever SDA State Secretary. 

Premier of SA Peter Malinauskas with AHA|SA CEO Ian Horne. 

PERSONAL LIFE 

It’s quite incredible that I ended up spending most of 

my career in employer associations because I had no 

natural affiliation with the business community. Some 

of you would know that I’m the son of a Churches of 

Christ Minister of Religion. Churches of Christ in that 

day were ‘anti’ several things that I now hold dear to 

my heart, namely gambling and alcohol. I was born in 

Queensland, my dad was a Salvation Army Officer who 

defected to the Churches of Christ (I suspect in pursuit 

of my mum). As a three-year-old, we moved to Adelaide 

in 1957 to take up residence in the church manse next 

to the church on Brooker Terrace in Cowandilla. 

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Ian Furby, client Director of Aon, with AHA|SA CEO Ian Horne. 

AHA|SA CEO Ian Horne speaks at the Annual General Meeting. 

I did my primary schooling at Cowandilla school and 

I signed the pledge to abstain from alcohol at eight 

years of age - because in what I considered a fair 

trade, I received a very attractive enamel “Band of 

Hope Temperance Medal”. I recall I broke that pledge 

sometime in my mid-teens. 

High school was Henley High, more famous for its 

football prowess than academic excellence, although 

prominent South Australians such as Jay Whetherill, 

John Rau, Paul Ciaca and Wayne Mathews followed 

on after me. 

“It’s quite incredible that I 

ended up spending most 

of my career in employer 

associations because I had 

no natural affiliation with the 

business community.” 

When I discovered the AHA, I immediately wanted 

to identity as Irish and become a Catholic. You see, 

Protestants accumulate and carry their burden of guilt 

to the grave, while Irish Catholics who run pubs simply 

seek forgiveness once a week and start each week 

with a clean slate! 

BIGGEST CHALLENGES 

I’m often asked what my biggest challenge or success 

has been. The truth is there have been many, many 

highs and lows. Sometimes, running the AHA is a bit 

like trying to sip water from a fire hydrant. 

Certainly the gaming legislation of May 1992 was 

transformative for an industry almost on its knees, 

with commercial lending rates as high as 21% in 

some cases. 

The choice for Parliament was essentially to pick 

one of two options. There was a model that would be 

controlled and managed completely by the Lotteries 

Commission. Or there was an industry model, where 

we would also create a central monitoring system. 

That industry’s model passed through Parliament 

about 6am Friday morning, the 8th of May in 1992. 

We remain indebted to then Treasurer Frank Belvins, 

Tourism Minister Barbara Weise and many others for 

their focus and advice, and to Rob Lucas and Diana 

Laidlaw for their support. 

Two years later, on the 25th of July 1994, the first 

gaming machines came into operation with a fully 

approved and operating Independent Gaming 

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SA Pub Burger Challenge judging panel - Bill Lindsay MLA, AHA|SA CEO Ian 

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Corporation central monitoring system, which has 

operated flawlessly for nearly thirty years and is 

currently chaired by Ben Doyle KC. 

It was the beginning of an extraordinary decade of 

growth - and controversy. However ,I am pleased that 

in South Australia we have the most comprehensive 

harm minimisation framework of any State. 

“I’m often asked what 

my biggest challenge 

or success has been... 

Sometimes, running the 

AHA is a bit like trying 

to sip water from a fire 

hydrant.” 

THE 2018 ELECTION 

It would be difficult not to mention Nick Xenophon. 

Senator Nick Xenophon was originally elected in 

the South Australian Upper House in 1997, on an 

anti-pokie platform. 

AHA|SA CEO Ian Horne delivering a speech at the AHA|SA President’s Lunch. 

He decided he could do no more in South Australia, ran 

for the Senate and was successful, which was a great 

comfort to us because he was in Canberra. But in 2017 

he announced that he was resigning from the Senate 

to come back to South Australia to contest the 2018 

election with his own party, SA Best. Three weeks out, 

the poll suggested that with enough seats, he could 

influence either party - but he also had the potential to 

be the Premier. 

Now, not only would that have been a disaster for our 

industry, but in our opinion it would also have been a 

disaster for South Australia. We would have ended 

up with something akin to Tasmania, which is almost 

ungovernable. 

We had no choice but to take him on, head-on. 

Unashamedly, we ran significant media campaigns, we 

ran significant community information forums, we did 

everything and anything we could to raise the awareness 

in the population to ‘be careful what you vote for’. 

We pushed the message, ‘Vote for anyone else but 

do not vote for him, put him last.’ 

The election result was a great success for the industry 

- but a disaster for Nick because they didn’t get a seat. 

There are several people that made up the response 

team, who will remain nameless, but they know who 

they are so I simply say thank you. 

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And of course I enjoyed the total support of the AHA 

SA Executive and Council. Peter, David, Matt and the 

executive met on an as-needs basis and not once 

failed to give anything but 100% support both personally 

and in allocating precious resources. It was an 

expensive campaign. 

PANDEMIC 

I’ve talked about many other challenges but amongst 

the greatest was COVID-19. 

Who could ever imagine that on the 23 March 2020 that 

every single pub and hotel would be closed, from the 

Indian Ocean to the Pacific Ocean and everywhere in 

between. That never happened in World Wars or in any 

natural disaster, and there was no exit date. 

It was devastating for all our members and all of our 

hundreds of thousands of employees across Australia. 

And it was a challenge for the AHA. 

The resilience of the industry was really tested. Sadly, 

there were casualties along the way, but generally we 

got through it. 

Post-COVID-19, we’ve entered an incredible growth 

period but we’re still paying a price in terms of chronic 

skill shortages, among a range of other issues. 

What did work for us was the role of SAPOL under 

the leadership of Commissioner Grant Stevens in 

communicating, sharing and, on occasions, advocating 

for better outcomes. In particular I would like to 

acknowledge Assistant Commissioner Noel Bamford 

whose direct dealing with us and our access to him 

and his team was unprecedented. Thank you Grant 

and Noel. 

“Who could ever imagine 

that on the 23 March 2020 

that every single pub and 

hotel would be closed, 

from the Indian Ocean 

to the Pacific Ocean and 

everywhere in between.” 

MY KPIs 

David Basheer and others have heard me try to 

describe what I do. I’m generally seen as unhelpful 

when I respond that ‘my KPIs at the AHA are to achieve 

nothing’. Quite simply, the status quo may be the best it 

will ever be. The word reform usually means nothing of 

the sort for hotels - but a further undermining of hotels 

and their capacity to employ and sustain communities. 

We have enjoyed an economic moat for some time, 

largely because we deal with alcohol and gambling... 

in fact, since 1836! 

Others keep kicking dirt into this moat trying to fill it 

up fill it up. It’s our job to shovel it out as quickly as 

possible. 

Finally I would like to acknowledge wonderful my family, 

my wife Lyndsay who over the journey has managed 

single handedly every important decision of our lives, 

like raising two daughters, caring for elderly parents, 

selling, buying and moving houses, and providing 

tangible, unquestioning support for me. 

Thank you all with my love and great appreciation. 

While I’m retiring from AHA|SA, I’m not retiring from life. 

It’s been a fantastic journey which I would love to start 

again but with the knowledge I have now! That’s not 

possible, so to Anna Moeller and David Basheer and the 

AHA|SA Council and members of AHA|SA, thank you for 

an extraordinary ride! 

Ian Horne, 

AHA|SA General Manager 

Aristocrat Technologies would like to sincerely 

thank Ian Horne for his more than three decades 

commitment to the hospitality industry in South 

Australia as CEO of AHA SA. 

Ian’s tireless efforts in support of his members 

were remarkable and his successes were many. 

Ian established the AHA as an effective and 

respected advocate and his wealth of knowledge 

and professionalism meant the industry was in 

safe hands right through his tenure. 

From the entire team at Aristocrat, we thank you 

Ian and wish you all the best for the future. 


Back to Contents www.ahasa.asn.au | Hotel SA | 31 

X










DAVID 

BASHEER 

President, 

AHA|SA 

“ 

Watch Video 

the lion’s share of his battles. 

PETER 

MALINAUSKAS MP 

Premier of 

South Australia 

“ 

For so many of us, the AHA is synonymous with Ian 

Horne. 

For 31 years Ian has steered the Association through 

some of the most challenging of times. But despite 

obstacles the sector has matured and thrived, and now 

generates $4 billion a year for the South Australian 

economy – a great testament to the AHA and his 

steady leadership. 

His is an enviable track record of success as a master 

negotiator, not least because history showed he won 

And on a personal level, I have always welcomed his 

insight and his candour, even when we’ve been on 

opposite sides of a dispute. 

Most of all, Ian has been respected for being a man who 

always operated with integrity, a fact recognised and 

acknowledged by both sides of politics. 

His wisdom and his counsel have been of great benefit 

to our state’s hospitality and tourism sectors, and I am 

pleased to hear that he will remain involved with the 

AHA in an advisory capacity. You can take the man out 

of the industry, but you can’t take the industry out of the 

man. 

As he moves to this next phase in his life, he has every 

reason to be proud of the legacy he leaves in this state 

and beyond. 

Thank you, Ian, for everything you’ve contributed to 

South Australia, and I look forward to raising a glass 

with you soon. 

SENATOR 

DON FARRELL 

Minister for Trade 

and Tourism 

“ 

Hotels are at the heart of our hospitality and tourism 

sectors. 

Whether it’s a charming country pub, or five-star city 

accommodation, they all make vital contributions to 

our visitor economy, and to our social fabric. 

In South Australia, Ian Horne’s contribution to our state’s 

tourism and hospitality sectors, over more than three 

decades, has been immeasurable. 

I first met Ian nearly 40 years ago and have always 

been impressed by his dedication to the industry. 

Ian has been a great leader for the industry in South 

Australia and leaves it in great shape as he hands the 

reins over. 

I congratulate Ian on a great career and wish him all 

the best in his retirement. 



PETER 

HURLEY AO 

Former AHA|SA 

Vice President, 

AHA|SA Life Member 

“ 

Ian entered the AHA family to head up our Group 

Training Scheme. The late Bill Spurr AO identified his 

talent and promoted Ian to manage our newly formed 

IR Advocacy service. 

Then, when Bill departed in 1985 to head up the school 

of Tourism & Hospitality at Adelaide TAFE, the AHA 

Council had no hesitation in replacing him, from within 

our own ranks, with Ian Horne. 

What an incredibly inspired and successful decision 

that proved to be. 

Ian’s credibility as an industry advocate has been based 

on his honesty. 

You are not taken seriously by the bureaucrats, 

regulators, media and political operatives over a long 

time, if they think you are a bull duster. 

It’s the trust that follows the perception of honesty 

that leverages your ability to influence outcomes that 

are important for the state, for AHA membership, 

and the tourism and hospitality industry at large. 

That trust and respect is why Ian was appointed to 

committees and boards in the IR domain, festival 

& event boards, training, economic recovery, venue 

management and most notably the SA Tourism 

Commission for many years. 

His major achievements over this long career 

will be well documented by others but include: 

• driving the introduction of gaming to the 

industry’s service offer 

• the creation and licensing of IGC as the sole, 

industry-funded monitoring authority 

• creation of world-leading harm minimisation 

strategies 

• seeing off the political aspirations of those who 

sought to destroy the industry 

• and much more. 

The broad tourism industry, the entire hospitality 

sector and AHA membership have been massive 

beneficiaries of his intellect and negotiating skills. 

The Hurley family have also benefited from that, 

with a close family friendship with Ian and Lyndsay 

that will doubtless transcend his tenure at the AHA. 

PETER 

BRIEN 

Former AHA|SA 

Vice President, 

AHA|SA Life Member 

“ 

The AHA|SA has evolved from being an organisation 

that was mainly worried about the price of pints, to 

being almost a political organisation. 

We’ve been very fortunate that we’ve had the right 

people at the right time. 

When the late Bill Spurr AO announced his resignation, 

I remember our President, Peter Whallin, ringing me up 

and saying ‘We’re never going to get another Bill Spurr.’ 

We didn’t. We got Ian Horne, which has been fantastic. 

But then Ian thought the grass was greener on the 

other side of the fence and went off to the Motor Trade 

Association for a while. Eventually we got him back and 

he’s been fantastic. 

Ian’s ability to appreciate the problems and issues of 

owner operators, at the same time as handling issues 

which affected the groups, was outstanding. 

Across the whole gamut of the industry, from on premise 

food & beverage, take away liquor, gaming, IR and 

anything else which cropped up, Ian had a handle on it. 

He was a confidant of publicans from city and country, 

large and small. 

The industry has been very privileged to have had the 

services of a great bloke. 



RETIREMENT DINNER 

Over 200 people gathered for Ian Horne’s retirement dinner on June 6 at Adelaide Oval , 

celebrating his enormous contribution to the SA hotel industry. In attendance were many current 

and former Members of Parliament, industry stakeholders, AHA|SA councillors and AHA|SA Staff. 

Watch Video 





MARK 

HENLEY 

Ian Horne is retiring – and about time too! 

Life Member SACOSS 

Chair of the former 

Heads of Christian 

Churches Gambling 

Taskforce 

“ 

Though I confess this is not an original response, Ian 

said the same about me last year when I (semi) retired. 

His retirement has caused me to reflect on engaging 

with Ian for the better part of 30 years, I’m no doubt 

best known by the AHA for advocacy opposing the 

introduction and proliferation of poker machines, but 

there were matters we agreed on too. 

One of my first memories of Ian, however, predates 

pubs, pokies and politics. It was a camping ground in 

Devonport, Tasmania in the Summer of 1979. There 

was a group of us one summer evening, swigging 

Stone’s green ginger wine and a local brew, who’s 

nomenclature was described by a guy in the bottle 

shop as “boags, bo-ags or bogs.” 

Still, the brew was cold and tasted OK. We were both 

travelling around Tasmania, albeit in opposite directions, 

though with many a friend in common. To both groups 

Ian, of course, was with the motor cyclists, riding his 

750 Honda. 

I’d known of Ian as son of Rev KD Horne, Director of 

Home Missions with Churches of Christ and Ian was 

one of many sons of the Manse who were great mates 

and knew how to enjoy life. It’s fair to say that they all 

retained strong values in a diversity of careers. Ian’s 

passion was motors and he trained as a mechanic. 

He was always keen to test the smoothness of the 

acceleration from the motors that he worked on! 

Fast forward to early 1990s, when there was a strong 

push from the hotels and clubs sectors to introduce 

poker machines into South Australia. I was Chair of 

SACOSS, the SA Council of Social Service and as our 

members were adamant that poker machines would 

cause harm for many people, we campaigned actively 

against their introduction. 

I vividly remember leading a delegation to meet with 

Premier, John Bannon and eloquently putting our case 

for the Government to reject the proposal to legislate 

to bring pokies into SA. I recall concluding our case and 

the Premier looking me in the eye and saying “I agree 

with everything that you have said Mark”. My pulse 

quickened momentarily thinking that our campaign 

had been successful. 

“But” the Premier continued, “we need them to help 

boost the economy.” And with the long shadows of the 

State Bank debt looming over the State Budget … my 

heart sank. Ian Horne had beaten us to the Cabinet, the 

die was cast. South Australia was going to have poker 

machines. 

I won’t re-prosecute our case against pokies, nor the 

detail of subsequent campaigns and challenges – some 

things we’ll never agree on, rather I reflect on Ian Horne 

as a fellow advocate, seeking to improve life for the 

people of our fantastic state. 

A few years later and another Premier, Mike Rann, and 

another pokies debate, I recall walking into the visitor’s 

gallery at Parliament House for the debate. The gallery 

was full of AHA members - and the Premier played to 

this gallery for the entire debate. 

Ian Horne again, impeccably organised and knowing 

which strategy to apply when. And it wasn’t just one 

element of a strategy, there were media stories from 

hoteliers in every media outlet, visits to parliamentarians 

and more. 

Ian was always meticulously organised, clear about 

what he wanted to achieve for his members, clear who 

his allies were, clear who was likely to be opposing and 

had a clear strategy obviously backed 100% by the AHA 

Board and executives. This is part of what has made Ian 

an outstanding AHA CEO. 

While I haven’t seen Ian in action behind closed doors 

at the AHA offices, I suspect that his persona with 

members, the Board and staff is much the same as his 

persona outside the AHA walls. He is always calm (or 

at least giving that impression) and clear in his role and 

plan. He is rational and methodical in executing any 

campaign. I can’t recall ever hearing Ian raise his voice. 

It’s also been my observation that Ian doesn’t mind 

a little mischief from time to time. For example, I’d 

have an interview on a social policy topic with Matt 

(Abraham) and David (Bevan) on ABC mornings and 

the interview would conclude with a question like “why 

do you like the casino so much?” I suspect that Ian 

had found a way to stir the pot, to his advantage – but 

we might never be sure. He is adept at giving the right 

words to the right people at the right time. For the 

record, I had and have no favour for any casino. 

I also reflect that, arguably, Ian’s greatest strength 

is that he has always been respectful - unlike other 

parts of the gambling industry. He has never sought 



to intimidate or to belittle people who disagree. Above 

all Ian was, is and remains a decent human being who 

treats colleagues and opponents alike with dignity and 

respect. 

The mechanic has kept the AHA engine purring with 

every part of the machinery tuned and balanced and 

the components working together in harmony. He also 

knows how the mechanics of government work too. 

Of course, apart from being a sensational advocate, 

he is good fun to be with, ideally sharing a beer, 

a Jasmin curry or a decent red. Best wishes with 

whatever comes next. Congratulations Ian. 

ROB LUCAS 

Former Treasurer 

of South Australia 

“ 

Ian Horne commenced his career with the AHA in 1983 

which was a year after I entered Parliament, which 

means I have had the pleasure of interacting with Ian 

and the AHA for about 40 years. 

So I have lost count of the number of `interactions` 

I have had with Ian and the AHA over those years. 

Whenever I saw DoubleH in the diary (Horne and 

Hurley!) I knew I was going to get the detail of the 

AHA view on some issue, or issues! 

So much has changed in that time, including the 

introduction of the casino and gaming machines, 

together with gambling regulation and taxation 

changes, smoking bans, trading regimes and the 

challenge of interactive gambling options. 

Unless you were actively involved in the 90`s debate 

on gaming machines you can`t fully understand 

the complexity, intrigue, controversy and political 

manoeuvring of that time. 

Ian and the AHA were obviously actively engaged 

throughout that debate with Clubs SA and all other 

interested parties, lobbying all MPs because it had been 

designated as a conscience vote for MPs. 

Ian and the AHA were active participants in negotiating 

amendments and seeking compromise to try and 

gather the numbers to achieve the objective of the 

AHA and Clubs SA. 

Ultimately it was a single vote in the Legislative Council 

which was finally confirmed late at night that saw the 

passage of the legislation which has meant so much to 

the hotel industry. 

This debate demonstrated clearly many of Ian`s 

attributes working on behalf of his members. He 

was always well briefed with exceptional knowledge 

of the hotel sector and together with his common 

sense, patience, sense of humour and willingness to 

compromise was a key factor in helping achieve what 

his members wanted. 

I was forever grateful for Ian sharing every month the 

monthly NGR figures which he used to remind me of 

the impact of smoking bans and other changes on the 

viability of the hotel sector! After some years when I 

stopped receiving them, I asked to be reinstated and I 

was delighted to see the significant turnaround in those 

figures which I quoted back to him whenever hotel 

sector viability was discussed! 

Ian of course also helped put the AHA view on many 

other policies which impacted all industries, such 

as workers compensation, health and safety, federal 

taxation and industrial relations changes. 

Whilst we didn`t always agree on issues I have always 

enjoyed my personal interactions with Ian over those 

40 years. Whether in opposition or government, Ian 

was always prepared to take a call or have a meeting 

to explain the AHA view on an issue. The AHA has 

benefitted from this approach and Ian`s commitment. 

At the end of those 40 years the only changes I noticed 

was that he had a lot less hair and he stopped drinking 

alcohol with me! 

I wish Ian good health and happiness in his future 

challenges and issue a cautionary note that 

grandchildren offer as many challenges as managing 

AHA members! 







CAM 

PEARCE 

Executive Director, 

Coopers Brewery 

“ 

Ian has served the AHA in SA as CEO for over three 

decades. It is an extraordinary achievement and 

testimony to his dedication and the complex set of skills 

he possesses in leading such an iconic and influential 

Association. 

He is an expert in Association management. 

He has made an outstanding contribution to the hotel 

and tourism industry and the hospitality sector as a 

whole. Wherever he travels he is well known. 

As CEO he has demonstrated both nuanced political 

and policy skills as well as tough hard campaigning 

work when needed. 

He has been a tireless worker in pursuing the interests 

of his members. 

Along the journey he has always acknowledged the 

support of the brewing industry and Coopers has 

enjoyed a very good working relationship as we have 

navigated the various overlapping challenges our 

broader industry faces together. 

He will be greatly missed and at a personal level, 

having known Ian for a long time, I will miss his 

insightful conversation and understanding of the 

political environment and his cheerful disposition. 

His retirement is well earned but his experience and 

commitment to hotels, hospitality and tourism will 

not be lost to our marvellous industry as he pursues 

other interests but still close to home. 

STEPHEN 

FERGUSON 

CEO, National AHA 

“ 

When I was lucky enough to be appointed to the AHA 

back in 2015, one of the best tips I got was to “make 

sure you touch base with Ian Horne as soon as you can”. 

From my background running two racecourses and a 

licenced club, I was familiar with the hospitality industry 

and many of the industry stakeholders. 

However, I was new to the AHA way of doing things – 

especially as it related to the Association’s own internal 

culture and processes. 

The AHA is a big complex organisation with 5,000 

members spread over eight branches and a wide range 

of issues it must deal with at the state and federal levels. 

The membership itself is diverse, with members 

ranging from small country pubs to metropolitan 

five-star hotels – and everything in between. 

So, I copped the tip early on and spent time talking 

with Ian … and the conversation has never really ceased. 

I was smart enough to realise that when I didn’t know 

something, Ian probably would – and he never let me 

down. 

There is no one else in the AHA who has a better 

political antenna or is a better people manager. 

When we set out on the path to amalgamate with the 

Accommodation Association, then National President 

Scott Leach made the inspired decision to have Ian 

assist me with all the legal, financial and cultural 

complexities. 

The amalgamated accommodation division 

commences on 1 July. 

It simply would not have happened without Ian. 

Ian certainly is a man of many talents – I wish him 

all the best – and I am glad he will still only be a 

phone call away! 



MARTIN 

FERGUSON AM 

Chairman, 

National AHA 

“ 

The retirement of Ian Horne as CEO of the AHA South 

Australia sees the departure of one of the hospitality 

sectors most outstanding leaders, at both a state and 

national level. 

Over many years, Ian has steered the industry through 

a period of dramatic changes, it being more attractive 

and community-orientated today than when he first 

took the job. 

Whilst the introduction of gaming machines into pubs 

and clubs is probably the most revolutionary change 

under his stewardship, the biggest change is in the 

culture of the industry. When Ian started, pubs and 

clubs were seen as male orientated, with limited trading 

hours including no Sunday trade and little to offer other 

than alcohol in a smoke-filled environment. 

Today, our hotels are modern community orientated 

venues that offer family and friends a range of offerings 

including high class meals, event facilities 

and accommodation. For many young people setting 

out to work they also represent their first taste of 

employment in an inviting environment. 

As you also drive around the Adelaide CBD, suburbs 

and regions the dramatic change in accommodation 

offerings is also in stark contrast to the old days. 

Tourism is now a vital part of the Australian and local 

economies with major international chains 

now aggressively pursuing local opportunities. 

Ian’s wealth of experience and wisdom was recently 

called upon to assist nationally in helping to 

facilitate the long outstanding merger of Tourism 

Accommodation Australia and the Accommodation 

Association of Australia. The success of these 

discussions will be to the long-term benefit of Australia 

and Ian’s role was instrumental in helping achieve this 

outcome. 

Ian’s standing as an outstanding hospitality leader also 

saw him appointed to a range of Board’s including the 

SA.Tourism Commission, Business Events Adelaide, 

Host Plus, Hospitality Group Training and Independent 

Gaming Corporation where he made a highly valued 

and respected contribution. 

We wish Ian, Lyndsay and extended family a long, 

healthy and enjoyable retirement. The hospitality 

sector today is more prosperous, vibrant, and 

attractive than when you first entered it. 

Ian thank you for a job well done! 

ANDREW 

DANIELS 

Chairman, Adelaide 

Venue Management 

Corporation & South 

Australian Motorsport 

Board 

“ 

I have had the privilege of working with Ian for over 

twenty years on the development of both tourism and 

major events in South Australia. This connection has 

been through his position as head of the Australian 

Hotels Association and also as a long standing Director 

of the South Australian Tourism Commission. 

Ian has always been a staunch supporter of the 

importance of major events in attracting people and 

business to South Australia, and also in ensuring that 

the hotel sector grasps the benefits that can flow from 

these events. 

Ian has been a consummate professional. Eloquently, 

(and fiercely at times) putting forward the views 

of the hotel sector on issues as they arise and, 

when necessary, standing up to governments of all 

persuasions for the benefit of hoteliers. 

While I wish Ian all the very best for his retirement, 

I do note that we are very fortunate that Ian will be 

retaining an involvement as a Member of the Board 

of the Adelaide Venue Management Corporation. In 

this position, I am sure Ian will be continuing his 

relentless push to further grow our conference and 

convention business for the continuing benefit of the 

hotel sector and South Australia as a whole. 


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GAMING CARE 

GAMING CARE works with all South Australian Hotels with gaming 

machines to reduce the harm caused by problem gambling. 

Providing the hotel industry with the capacity to respond to community concerns related 

to the harm associated with gambling by contributing to early intervention and support 

for problem gamblers and their families. 

Minimising the harm caused by problem gambling behaviour by fostering a compliant 

and proactive industry that works with regulators, gambling help services and gaming 

patrons to minimise harm caused by gambling. 

Assisting licensees and hotel staff with their compliance obligations, and supporting 

venue staff through education and training regarding the recognition of problem 

gambling indicators and assisting in accurately documenting patron behaviour. 

Providing licensees and hotel staff with the confidence and skills required to engage 

directly with patrons who are showing indicators of potential problem gambling, enabling 

them to intervene early and refer the patron to a gambling help service, or other support 

options if required. 

Contact your local Gaming Care Officer, or our Office, for 

information on how Gaming Care can assist your venue. 

T 08 8100 2499 F 08 8232 4979 

E info@gamingcare.org.au 

4th Floor AHA|SA House 

60 Hindmarsh Square, Adelaide SA 5000 

For any assistance or support 

please contact your local 

Gaming Care Officer, or our office 

for information on how Gaming 

Care can assist your venue. 


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L I C E N S E E T R A N S F E R S 

MAY 2023 

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