CLUB MANAGERS’ ASSOCIATION AUSTRALIA - … Club Management November 2005 CLUB MANAGERS’ ASSOCIATION AUSTRALIA “Club Management in Australia” is published monthly by Jim Henry

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Club Management November 2005

CLUB MANAGERS’ ASSOCIATION AUSTRALIA

“Club Management in Australia” is published monthly byJim Henry on behalf of the Club Managers’ AssociationAustralia. All material is copyright and cannot bereproduced without the explicit permission of the Publisheror Editor. Editorial contributions relating to the club

industry are welcome. Submitted copy should be typed and double spaced. We don’taccept any responsibility for keeping and returning unsolicited material. Photographs

submitted must be captioned. Those sent without prior arrangement cannot be returnedunless accompanied by a stamped, self addressed envelope. Views expressed in thismagazine are not necessarily those of the Club Managers’ Association Australia.Although we do exercise the utmost caution, we don’t accept responsibility for claimsexpressed in advertisements appearing in our issues.Subscription rate is $55 a year.ISSN 0045-7205

Please address all business correspondence tothe Federal Secretary

The Club Managers’ Association

Australia

is registered as an industrial organisationof employees in the terms of the FederalWorkplace Relations Act, 1996, andThe Club Managers’ Association is aregistered Trade Union in the terms ofthe New South Wales IndustrialRelations Act 1996. The CMAA is affiliated with the Australian Council ofTrade Unions (ACTU) and the CMA isaffiliated to the NSW State Branch ofthe ACTU, The Labor Council of NSW.

Registered Office

67-73 St. Hilliers RoadAuburn NSW 2144

Phone (02) 9643 2300Fax (02) 9643 2400

P.O.Box 845 Auburn NSW, 1835Email - [email protected]

Office Hours

Monday to Friday 9am to 5pmSeven day telephone answering servicein operation.

OFFICE BEARERSFederal PresidentJim Henry, OAMACCMFederal SecretaryAllan Peter ACCMFederal ExecutiveMembersBill Clegg ACCMDanny Munk ACCMFederal CouncillorsDivision A -City/Eastern Suburbs ZoneLes Clarke, ACCMDivision B - St George/CronullaSutherland ZoneIan Todd ACCMDivision C -Manly/NorthernSuburbs ZoneMario MachadoACCMDivision D - Inner WesternSuburbs ZoneTo be advisedDivision E -Nepean ZoneMichael WiezelDivision F - HunterZone & CentralCoast Zone

Stephen Byfield ACCMDivision G - Great Lakes & MidNorth Coast ZoneRoy AndersonACCMDivision H -Far North Coast Zone& North West StateZoneBrad WhittakerACCMDivision I -Brisbane ZonePam Shelton ACCMDivision J -Illawarra Shoalhaven& Far South CoastZoneGary WilbrahamDivision K -ACT Zone Julie EvansDivision L -Riverina Murray Zone& Mid State ZoneDominicConnaughton ACCMDivision M -Sunshine Coast Zone& Central &Northern Qld. ZoneChris Keen ACCM

Division N -Gold Coast Zone &Ipswich Darling

Downs ZonePeter Constance

Division O -Victoria ZoneGrant Duffy ACCM

Executive OfficerTerry Condon, CCM

AdministrationOfficerGerry Sarlemyn

Industrial RelationsAdvocatePeter Cooper

Education ManagerRalph Kober B.Ed.

Student Services Co-ordinatorNarell HarrisonPeter Schmidt

AccountsPriscilla San Luis

ReceptionistCarol Quirke

TrainingAdministratorKerrie Treasure

Assistant TrainingAdministratorMaria Hudson

Life MembersHarry Walker (decd.)Norm Robinson(decd.)Arthur Justice (decd.)Len Ewart (decd.)Lou O’Neill (decd.)Peter Cameron (decd.)Bob Harbutt (decd.)Keith NolanLes EvennettJohn MilneFred Chubb, CCMAlan McDougall,MBE (decd.)George Elliot, CCMPeter Strachan,ACCMHans Sarlemyn,ACCMJim Henry, ACCMTerry Condon, CCMLew CooperBarry StevensonGreg Pickering,ACCMJohn Allan, ACCMAllan Peter, ACCMWayne Forrest, ACCM

Jim Henry OAMFederal President

Allan Peter ACCMFederal Secretary

Bill Clegg ACCMFederal Executive Member

Danny Munk ACCMFederal Executive Member

Terry Condon CCMExecutive Officer

Publisher Jim Henry, OAMEditor Peter Sharp

Phone: (02) 4274 9971 Mobile: 0410 140 036

Email: [email protected] Manager Judy Rayner, Sue Flynn

ContributorsHenri Lach, Katie Cincotta, Steve James, Paul Dean.

Photographer Barry Norman.

Advertising BookingsJudy Rayner (02) 9332 2363 & 9360 6177

Fax (02) 9361 5142

CorrespondenceThe Editor,

c/- Club Managers’ Association Australia67-73 St. Hilliers Road

Auburn NSW 2144P.O Box 845 Auburn NSW 1835

Phone (02) 9643 2300 Fax (02) 9643 2400

SPONSORS OF THE CLUB MANAGERSCAREER DEVELOPMENT CENTRE

Centre SPONSOR:

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Independent leasingfinance consultantDEBBIE ORGANcontinues with Part IIIof the series thatinvestigates the finerdetails within OperatingLease (Rental)Agreements and whatthey can potentially doto your club. By now,you’d be aware thatthere are somecompanies out thereoffering conditions onfinance leasing that canleave a registered clubexceedinglydisadvantaged. So, how do you avoidsuch conditions?

FULL REPORT: P24-26

More than 200 localbusiness people, formerand current staffmembers and clubexecutives from bothsides of the borderpacked the Stars Roomon the sixth floor of theTWIN TOWNS RETURNSERVICES CLUB for atestimonial luncheon tohonour the club’s formerChief Executive OfficerRUSSELL ROYLANCE.Staff writer Henri Lachprofiles the remarkablecareer of a club industryinnovator. FULL REPORT: P28-29

The employment teststandards are alwaysset higher for amanager. As the sayinggoes ... a manageralways falls harder onhis or her own sword. The Club ManagersAssociation’s SeniorIndustrial AdvocatePETER COOPERprofiles an unfairdismissal case thatcame before theAustralian IndustrialRelations Commissionand the subsequentAIRC Full Bench appealthat highlights theseemployment teststandards.

FULL REPORT: P32-33

The Leagues Clubs’Association recentlyannounced it is seeking torecruit a new ChiefExecutive Officer toreplace DAVIDWILLIAMS, who goeswith the Board’s blessingafter making a substantialcommitment andcontribution during aturbulent period of theclub industry’s long andrich history.

FULL REPORT: P36-37

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By CMAA Federal PresidentJIM HENRY, OAM

David Graham, sadly, passed away recently.David was a staunch supporter of the CMAAand proudly held the positions of Federal

Councillor and Federal Executive Member from 1998to 2003.

His dedication to the success of the CMAA –directly and indirectly – will always be rememberedand acknowledged for the success that the CMAAachieved during his partof that stewardship.

It has to beacknowledged David alsowill be remembered forhis tireless pursuit ofauction items – a task heundertook for many yearsfor the Association’s TedNoffs Charity FundraiserDay.

As a gentleman whopossessed a very warmsense of humour, a kindand generous spirit and astrong earthy approach tolife’s successes andfailures, David was a friend to many.

He was extremely popular with his CMAAcolleagues and trade suppliers along with his coterie offriends that would meet regularly at Rockdale RSLClub where David was the Secretary Manager for morethan 20 years.

To David’s family – his wife Noelene, his sonStewart and daughters Lisa and Linda – the CMAAextends there sincere condolences on behalf ofeveryone in “club land” who had the pleasure ofmeeting and working with David Graham.

Goodbye and thanks, old friend ... it remains a greathonour to have known you and call you my friend.

Rest in Peace.

David Graham– CMAA losesa great friendand fine man

David Graham

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Mounties has formally outlinedthe proposed amalgamationof the club with Harbord

Diggers Memorial Club Ltd, otherwiseknown as Harbord Diggers.

Mounties has recommended itsmembers approve the proposal, asoutlined to them in a letter sentrecently by the club.

The concept of the proposedamalgamation will be the merging ofMounties and Harbord Diggers as oneclub ...■ Harbord Diggers members will be

invited to become full members ofMounties;

■ Harbord Diggers will transfer all of itsassets to Mounties;

■ Harbord Diggers will transfer all of itsliabilities to Mounties.The Boards and senior executives of

both clubs already have unanimouslysupported the proposal.

Mounties President Kevin Ingram

said Mounties and Harbord Diggershave held harmonious talks and thebest interests of Mounties membershave been paramount in negotiations.

“Mounties has approached thisopportunity in a very responsiblemanner, having received advice fromits financial and legal consultants, MrIngram said.

“The process, in conjunction withthe representatives for HarbordDiggers, has been harmonious andconstructive.

“Mounties directors believe that thisis a very exciting opportunity for ourclub, which would expand our offeringin a very financially positive way.”

Harbord Diggers President, HughTighe said he was pleased with the waythat Mounties have conducted themerger negotiations.

“I am pleased to report that theMounties Board and managementteam have been forthcoming, generous

and very respectful of what HarbordDiggers have established anddeveloped,” Mr Tighe added.

“Mounties has also acknowledgedthe fine traditions of our club that ourboard and members seek to maintain.

“No jobs will be lost in theamalgamation and employees willbenefit from the many staffdevelopment and employment-basedawards and programs that Mountiesstaff currently enjoy.”

Amalgamation brings another pageof history to Mounties

Kevin Ingram

Sydney Office1 Arab RdPadstow NSW 2211 Ph: 02 9772 4377

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A change worth making!

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Rob McLoughlin will take overthe reins of Aristocrat’sJapanese operations.

Aristocrat Technologies managingdirector and chief executive officer,Paul Oneile, recently announced MrMcLoughlin’s appointment asexecutive chairman of the company’sJapanese operations - KK AristocratTechnologies (KKAT) and subsidiarycompany Aristocrat Hanbai KK.

Mr McLoughlin will report directlyto Mr Oneile and Toshio Yoshimatsuwill continue in his role as KKAT’spresident, reporting to MrMcLoughlin.

After joining Aristocrat in 1993 asgeneral manager - marketing, MrMcLoughlin played a major role in thecompany’s successful float to theAustralian Stock Market in 1996.

He has also headed the Japan projectteam and was responsible for gainingapproval for Aristocrat to manufactureand sell Pachislot product in theJapanese market.

Since the first Japanese game release,

“Triple Shooter”, in January 2001, theproduct has generated more than $1billion in revenue from that market.

“With the opportunity to furtherdevelop and diversify the Japaneseoperation and the need to aggressivelylead Aristocrat’s Japan operations

through what may well be a difficult2006 due to regulatory changes, Robwill be permanently located in Tokyo,”Mr Oneile said.

In the company’s half-year report,Aristocrat reported Japaneseoperations posted a revenue decline of41.7% to $91.8 million, while itsoverall profit contribution decreased42.1% from $37.3 million to $21.6million.

Mr Oneile said the lower number ofunits sold during the period was in linewith expectations.

The company is planning the launchof Kyojin-no-hoshi 3™ later this yearand, subject to its success, total annualunit sales are expected to be broadly inline with those of the previous twoyears.

While the near term outlook beyond2005 remains uncertain given thetransition to new “Regulation 5”games, the Company is confident ofthe longer term sustainability andgrowth potential of its Japaneseoperations.

Rob McLoughlin takes reins in Japan

Paul Oneile

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Drawing on his many years inthe hospitality industry, PhilMason identified the need for a

cost-effective, integrated softwarepackage to ease the workload andincrease efficiency for the fast-pacedvenue and event management industry.

Marketing Events & ManagementSolutions (MEMS) is an Australiancompany specialising incomprehensive software solutions forevent and venue managers.

Phil Mason is the Managing Directorof MEMS and, following extensiveinternational research, he discoveredEventPro and began distributing thispowerful software solution acrossAustralia, Asia and New Zealand.

Numerous clubs - including NorthSydney Leagues Club, ParramattaLeagues Club, the Epping Club andWyong Rugby League Club Group, aswell as major venues such as Sydney’sTelstra Stadium and Adelaide’s AAMIStadium - are experiencing theadvantages of EventPro.

The program’s many features

include: ■ a booking calendar that shows all

venue rooms on one screen; ■ the flexibility to update, copy and

move event information with theclick of a mouse;

■ catering management; ■ invoicing and payment management; ■ seamless integration with the world’s

most popular operating systems; ■ automatic reminder messages; ■ an exclusive image tool that allows

users to create floor plans fromscratch, or manipulate scannedplans on-screen. Phil said clients have likened

EventPro to having several additionalstaff dedicated solely to venuemanagement.

“The program is intuitive, timesaving and our clients are delightedwith the difference it has made to theiroperations,” he added.

As well as distributing one of themost powerful venue managementsolutions available today, MEMS alsois committed to providing set-up,installation, training support and helpdesk service.

For more information on EventPro,call 1300 661 009, or visitwww.eventssoftware.com.au

EventPro delivers event and venue solutions

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The CMA Expo moves to DarlingHarbour in 2006 with a widerange of educational sessions and

a hospitality expo promoting the best ofthe industry’s suppliers.

CMA Executive Officer Terry Condonannounced earlier this year that the Expowould move from Rosehill Racecourse tothe Sydney Convention and ExhibitionCentre for the 2006 event - March 28and 29.

Terry said the move from Rosehill tothe city was a big decision for the CMA,but one that was necessary to allow theExpo to grow and better meet the needsof club and hospitality professionals, staffand organisations servicing the industry.

“This will be a wonderful opportunityfor hospitality industry professionals,delegates and exhibitors to network andgain new information under the one roofat Australia’s premier conventioncentre,” Terry added.

The floor plan for the 2006 CMAAHospitality Expo went on display at theCMA stand at the Australasian GamingExpo in August and already has attractedinterest and bookings.

“The Gaming Expo was a good forumto announce our Expo and Judy Raynerhas been fielding plenty of bookings andinquiries about the show,” Terry added.

“We have given preference toexhibitors who have been with us overthe years at Rosehill, but we have alreadyhad interest from new companies and Ibelieve this is an interesting and excitingtime for the CMA Expo.”

Industry members, sponsors andsuppliers who are interested inparticipating in the 2006 CMAAHospitality Expo are invited to make anearly stand reservation for the event bycontacting exclusive sales agent JudyRayner, of Rayner Sales and Marketing -www.raynersalesmarketing.com.au - on(02) 9360 6177, (02) 9332 2363 [email protected]

2006 CMAA HospitalityExpo Floorplan - Pages 22 & 23

CMAA Expowheels inmotion for ‘06

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Maxgaming has launchedanother Bullionairepromotion that will be

released in time for the Christmasholiday season.

The “Xmas Stocking” promotion willtemporarily change Bullionaire’s“major” level from $2500 to $3000.

This will increase the number of hitsfor that level from an average of sevenhits per month to approximately 43hits.

The Bullionaire Xmas Stocking levelwill utilise CCCE functionality toensure rapid win transfers.

During the promotion, Bullionaire’s“maxi” level offers the chance to win$50,000 tio $60,000.

Since Bullionarie’s launch in2003, the Link has seen severalchanges, but none as successfulas the recent Bullionaire CarPromotion — the first non-monetary jackpot in NSW,which allowed players to takethe car or fixed $55,000 cash.

The promotion ends onNovember 15, 2005, whenXmas Stocking begins.

Maxgaming already has otherBullionaire promotions on thedrawing boards for 2006underlining Maxgaming’sstrategy to position Bullionaireas a complete marketingpackage for NSW clubs that isrefreshed regularly to guaranteeplayer interest.

Maxgaming’s continuouspromotional assistance andcommitment to providing linksolutions for venues of all sizes hashelped boost Bullionaire machinenumbers from 890 machines in June2005 to more than 1200.

Clubs also have the opportunity ofcombining Bullionaire’s lottery-stylelevels with in-house levels with morethan 180 pre-approved levels, rangingfrom $10 to $20, up to $1500 to $2000jackpot levels.

Bullionaire is available to NSWclubs as a package of six or moremachines for no capital cost with thepackage including state-of-the-art 17”LCD toppers (including maintenance),

connection to Statewide Link andinstallation on a 12-month contract.

Recent studies also confirmBullionaire’s bottom-line benefit toclubs.

A comparison of linked machineturnover with pre-Link performancerevealed a 54.6% average turnoverincrease — far above the 24% increaserequired to generate the same netprofit after jackpot contributions.

For more information about the XmasStocking promotion, contactMaxgaming (1800 706 221) or contactyour local Maxgaming representative.

Bullionaire promises moreXmas winners, more often

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The Sydney Cricket and SportsGround Trust recentlyannounced that Foster’s

Australia has won the rights to supplybeer and wine at the SCG and AussieStadium from January 1, for the nextfive years.

Following an extensive tenderevaluation process, the Trust appointedFoster’s Australia as the exclusivesupplier of beer and shared supplier ofwine.

Foster’s Australia Sales DirectorGeoff Jones said the tender confirmsand further strengthens the company’smulti-beverage approach.

Foster’s Australia is Australia’sleading marketer of beer with popularbrands such as Victoria Bitter, CarltonDraught, Crown Lager and Cascadealong with imports such as Corona,Stella Artois and Asahi. Boutiquebeers include Pure Blonde, Redbackand Beez Neez.

Foster’s Group is the world’s leadingpremium branded wine company andits brands include Wolf Blass, Penfolds,Lindemans and Rosemount.

The Trust has hiring agreementswith Cricket Australia (CA), CricketNSW, the National Rugby League(NRL), NSW Rugby, Sydney Roosters,Australian Football League (AFL),Sydney Swans, Football FederationAustralia (FFA) and Sydney FCparticipating in the new A-League.

Trust Chief Executive Officer JamieBarkley said the Trust was delightedwith the outcome. “Never before havespectators been given the opportunityto select from Australia’s leadingportfolio of beer and wine at twoworld-class sporting venues,” he said.

Mr Barkley said spectators and sportspartners would benefit from the newcontract. “The SCG and AussieStadium are regarded as Sydney’s bestsporting venues where spectator

enjoyment and match day experienceis paramount,” he said.

Geoff Jones said the new Trustagreement allows the company to trulydemonstrate Foster’s multi-beveragestrategy and capability.

“We are delighted the Trust hasaccepted our tender and enabled us tocontinue our long and successfulassociation” Geoff said.

“We will offer Trust members,corporate suite holders and visitors tothe SCG and Aussie Stadium anexciting range of our leading brandscovering local, premium and importedbeer and an outstanding selection ofwine across our extensive Australianportfolio.

“We will be tailoring our beer andwine offerings to reflect the vast mix ofsports at both the SCG and AussieStadium. Our multi-beverage offeringwill ensure all guests enjoy theirexperience at these two iconic stadia.”

Foster’s flows at SCG, Aussie Stadium

The Australian Human Resources Institute announcedthe 2005 winners of its annual Awards for Excellence inPeople Management last month in Sydney.

The Institute announced Mounties as winner of the“Medium Enterprise Public Sector” category.

The Institute announced awards for the Private and PublicSector in “Large”, “Medium” and “Small” enterprisecategories.

In making the award to Mounties, national judging panelmember Professor Robin Kramar said: “This organisationhas illustrated an HR department in a not-for-profitenvironment that is strongly linked with the business anduses HR tools to offer strategic contribution.

“The judges have recognised that linkage as an important

and integral contribution to the successful operation of theorganisation,” Professor Kramar added.

Mounties is the most financially and operationallysuccessful registered club in New South Wales and employs450 direct employees and approximately 500 contractors.

Mounties Employment Relations Manager Jodi Dicksonsaid Mounties was pleased with their continuedaccomplishments in the area of Human Resources.“Mounties is consistently acknowledged for the club’scommitment to staff and people management,” Jodi said.

“The club strives to provide an example of howcommitment to sound people management practices canmake a difference to the profitability, sustainability andbroader success of the organisation.”

Mounties wins medium enterprise excellence award

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1. INTRODUCTIONThis Memorandum of

Understanding (the Agreement) isbetween the NSW Coalition andClubsNSW (the Parties). It reflects thedesire of the Parties to create anenvironment conducive to thesustainability and future health of theNSW Club Movement. The Partiesrecognise the significant, growingeconomic and social contribution thatclubs make to the State.

According to the Allen ConsultingGroup clubs in 2003:■ generated revenues of $4.6 billion;■ employed 52,000 people and expended

over $1.2 billion on wages;■ paid $969 million in taxes;■ provided over $100 million to community

groups;■ maintained sporting infrastructure valued at

more than $2 billion (including 1,621bowling greens, 338 golf courses, 324sporting fields and 102 gyms).The Parties recognise that delivering

long-term sustainability for NSW clubsis essential to maintaining theircommunity contribution and allowingclubs to meet the growing needs andexpectations of the people of NSW.

The Parties recognise the role ofclubs as good corporate citizens andwill support their commitment to:■ act in the best interests of their members;■ comply with their legal obligations;■ manage their affairs in a transparent and

accountable manner;■ be responsible employers;■ provide gaming and alcohol responsibly;■ maximise contribution to the community.2. PURPOSE

This Agreement creates a frameworkdesigned to improve the operatingenvironment for clubs. The Parties will

seek to generate outcomes that help tosecure the long-term financial future ofNSW clubs and allow them toenhance their economic and socialcontribution to the State. TheAgreement formalises the cooperationand consultation that will take placein the development of all Governmentpolicy relating to registered clubs.

3. KEY COMMITMENTSUnder the Agreement, a Coalition

Government will work withClubsNSW to achieve key outcomeswhich will include the following.Gaming Machine Tax

A Coalition Government will:■ fix club gaming machine tax rates at the

levels which apply at the time of signing theAgreement, for the term of the government;

■ introduce legislation that requiresconsultation with ClubsNSW before anyfuture rate change;

■ undertake a hardship review which will giveseverely impacted clubs additional time tomeet their tax commitments.

Gaming PolicyA Coalition Government will

support a gaming policy environmentbased on shared responsibility andevidence based research, recognisingthat clubs require access to new andinnovative games and technology inorder to continue the popularity andefficiency of their gaming operations.Industry Viability

A Coalition Government will, as apriority, constitute a Task Forcecharged with establishing an industrysustainability action plan coupled witha full review of the industry'scompliance burden.Registered Clubs Act ‘Accountability’ Provisions

A Coalition Government willrescind section 41X of the RegisteredClubs Act (Royal Commission styleinvestigations into clubs) and conducta complete review of the"accountability" provisions of theRegistered Clubs Act.Central Monitoring System (CMS)

A Coalition Government willconduct a review of the CMS.Community Development SupportExpenditure (CDSE)

A Coalition Government willguarantee the continuation of theCDSE scheme.Amalgamations

A Coalition Government willsupport club amalgamations as animportant means of ensuring thecontinued delivery of criticalcommunity infrastructure. TheCoalition will examine all of theparameters under whichamalgamations can take place with aview to streamlining the processes andensuring small and struggling clubshave the best possible opportunity toaccess an amalgamation partner.

4. KENOShould the extension of the Keno

joint license agreement be unresolvedin March 2007, the Coalitionundertakes to extend the joint licensefor a further term of 15 years.

5. WORKPLACE RELATIONSA Coalition Government will

promote simplification and flexibilitywith regard to workplace relations.

6. TERM OF AGREEMENTThe Agreement binds the parties

until the end of the term of theGovernment to be elected in 2007.

New understanding on Gaming TaxThe CMAA has joined with ClubsNSW and other industry associations in signing a Memorandum of

Understanding with the Coalition of the NSW Liberal Party and NSW National Party for the clubindustry - should they be successful in the 2007 elections.

CMA Executive Officer TERRY CONDON outlines the details of the Memorandum of Understanding

The legislated gaming machine tax rate schedule at the time of signing the Agreement is ... As at 9 October 2005 Revenue Band ($)

0 - 200K* 200K-1M# 1M - 5M 5M - 10M Over 10MLegislated rate 0 10.00 17.90 20.80 22.20GST 0 9.09 9.09 9.09 9.09CDSE 0 0 1.50 1.50 1.50Total Gaming Tax 0 19.09 28.49 31.39 32.79

* Assumes continuation of rebate for GST paid on the first $200,000 of gaming revenue.# The Coalition will accelerate the legislated rate decreases for clubs in the $200K to $1M revenue band by bringingforward the rate which would have applied in 2010.

The CMAA Gala Charity Awards Dinner

Tuesday 28th March, 2006

Support the Association and purchasea table/tickets for your Club/Company andenjoy an evening of good food, good wine,

good company and sensationalentertainment.

THIS IS A GOLDEN OPPORTUNITY FORAN INDUSTRY CELEBRATION!!!

CMAA Hospitality Expo 2006Sydney Exhibition & Convention Centre,

Darling Harbour.

Tuesday 28th and Wednesday 29th March 2006.This Expo will be the premiere hospitality Expo in Sydney in 2006

- a great way to start the year!!!!

BOOK YOUR STAND NOW call Judy Rayner or Sue Flynnon (02) 9360 6177 or (02) 9332 2363.

SYDNEY EXHIBITION& CONVENTION CENTRETUESDAY 28TH MARCH, 11 AM - 5 PM

WEDNESDAY 29TH MARCH, 11 AM - 5 PM

make a note in your diary now !Entry to the expo is free ofcharge to all managers, directors and staff ofRegistered Clubs.

52 Abbacus Cash Systems Pty Ltd61 Ainsworth Gaming Technology170 AMZ Furniture Pty Ltd211 Aristocrat Technologies Australia 103 Aruze Gaming Australia164 AVS Group of Companies210 Barringtons145 Bevcon Solutions / Premier Hospitality Services110 Bounty Limited43 British American Tobacco Australia75 Cadbury Schweppes & WGA / Club Games Services58 Canterbury-Hurlstone Park RSL Club / HRT Solutions12 Cash Handling Systems Pty Ltd116 CashCode Company. Inc34 Cleanaway56 Clear Security NSW139 Club AV171 Club Managers Association Australia55 Club Plus Superannuation57 Coca Cola Amatil (Aust) Pty Ltd78 Collections Design Group111 Cootamundra Components Pty Ltd81 De Bortoli Wines138 Deane Apparel / Hyperbola15 Ebet Gaming SystemsPB18 Essential Bathroom Services204 Feastcorp Pty Ltd100 Feltex Carpets176 Finrent Pty Ltd46 Foster's Australia179 Furniture New Vogue11 Generate Group53 Global Coffee Solutions137 Global Gaming Industries Pty Ltd113 Golden Games59 Gopher Graphics58 HRT Solutions / Canterbury-Hurlstone Park RSL Club138 Hyperbola / Deane Apparel180 IGT166 i-Mobile Pty Ltd

48 Independent Gaming99 JCM Australia207 Jensen Data Systems209 Jupiters Gaming94 Karo Australia Pty Ltd119 Konami109 KPMG93 Loss Prevention Australia Pty Ltd25 Maxgaming39 Merlot Constructions (Aust) Pty Ltd60 Micros Fidelio73 Network Construction148 Osram Australia205 Paltronics Australasia102 Paynter Dixon Constructions112 Premier Building Group145 Premier Hospitality Services / Bevcon Solutions32 RaffleTV Networks51 Reed Contructions Australia175 Retail Systems Australia79 Ricmar Commercial Furniture and Upholstery14 RJ Graphics208 Screencheck Australia74 Security Plastics142 Shadola Sunscreen Systems 84 Spacebud Pty Ltd117 Sprintquip Pty Ltd10 Stargames141 Supagas101 Superior Fit114 Technoprom Pty LtdPB17 The Robin Hunt Organisation97 Thomson Playford168 Tooheys NSW91 Total Concept Projects40 Tree Creation96 Tyrrells Vineyards75 WGA/Club Games Services / Cadbury Schweppes41 WineSource82 Zig Zag Apparel Pty Ltd

CMAA HOSPITALITY EXPO 2006 EXHIBITORS LIST

Does your club currently havean operating rental lease? Did you thoroughly investigateall the issues when making anassessment on leasing financeand how it could adverselyaffect your club? By now, you’d be aware thatthere are some companies outthere offering conditions onfinance leasing that can leave aregistered club exceedinglydisadvantaged. So, how do you avoid suchconditions? In the third in a series of in-depth features, independentleasing finance consultantDEBBIE ORGAN BEc, SIA Dip,MBA investigates more of thefiner details within OperatingLease (Rental) Agreements andwhat potentially they can meanfor your club.

Last month’s Club Management inAustralia edition featurehighlighted the range of payment

options available for registered clubs,what they mean and how they work.

As a result of feature articles inSeptember and October, a number ofclubs have raised many questions ...

“Is buy and leaseback of equipment aviable option for your club?”

“What about termination ofequipment during the term of a lease?”

“Can you upgrade equipment duringthe term of a lease?”

To address these questions and issues,this month, we take a closer look intothis complex issue so your club knowsexactly where it stands. Buy and Leaseback of Equipment

Many clubs recognise that hiddencosts associated with the ownership of

some assets, such as I.T.,communications and other assets.

Under buy and leaseback options,

the rental company provides for theclub to consolidate its equipment intoa single rental plan.

Equipment is purchased for itscurrent written-down value - so noaccounting profit/loss on disposal - andleased back to the club for the balanceof its useful life.

For example, if I.T. equipment is oneyear old and perceived to have a usefullife of three years, then it’s purchasedat its current written-down value andleased back to the club for two years.

In some cases, this is an excellentoption and the main benefit is that aclub receives an immediate cashinjection which can be diverted intomore productive uses.

Costs associated with retaining oldequipment are subsequently avoided.

24


Investigating More LeasingRental Agreements

CONTINUED P25

Lessons to Learn ...■ Read and understand the consequences of any

documentation you are signing, and initial everypage.

■ Look at all aspects of the buy and leasebackoption, and ensure that it’s in the best interests ofthe club to sell your assets. Seek independent,specialist leasing advice.

■ Ensure the lease documentation sets out clearcalculation mechanisms for terminating rentalcontracts and that you seek the calculation beforeclosing out a contract. Future rental paymentsshould be discounted to allow for early repaymentand the discount rate should be easilydeterminable. Are you receiving a credit for the factequipment is worth more today than it would be atend of term? Is this credit/valuation process easilydeterminable?

■ If you think it’s likely that the leased equipment willneed to be upgraded during the lease term, obtain -in writing - the method used to allow for theupgraded items. Leasing can prove to be veryexpensive in these circumstances, so an operatinglease may not be the best alternative.

Debbie Organ

25


However, given the issues discussedin our October article, consider thefollowing example ...A club, which has suffered what itbelieved to be a short-term cash flowproblem, decided to leaseback thefollowing equipment (with cash used tomeet current commitments):Equipment:I.T. equipmentWritten Down Value: 1. $315, 500 (purchased 1 year ago)2. $94,500 (purchased 2 years ago)Rental Agreement Terms:1. Rental $39,244 quarterly in advanceTerm: 2 yearsTotal Rental: $313,9522. Rental $23,486 quarterly in advanceTerm: 1 yearTotal Rental: $93,944

Considering the sum of each rentalis less than the written-down value,this appears to be a viable option forthe club and the rental company isquick to suggest the interest rate isnegative (because the sum of eachrental is less than the written downvalue).

Of course, it only appears to benegative because the rental companyhas, by definition, taken an equityposition in the equipment and theequipment may have been depreciatedin a shorter time period compared toits useful life and current market value.

In the meantime, the club receives acash injection to meet its immediatecommitments and, at the end of oneand two years, the club plans to returnthe used equipment and update to newequipment.

The same Master Rental Agreementis signed and applies to buy andleaseback arrangements (together withadditional purchase agreementdocumentation).

So, given pro-rata per diempayments and automatic extensionsapplied, this was the scenario thatsubsequently occurred:1. $315,500 facility over 2 yearsThe club missed the rental company’squarterly payment date by one day, andwas required to make a pro-rata interimpayment of 89/90ths of a full quarterlypayment.Interim Payment payable: $38, 807Rentals payable: $313, 952The club also missed the notice period,so a one-year automatic extension also

applies: $156,976Total payable: $509,7352. $94,500 facility over 1 yearThe club missed the rental company’squarterly payment date by one day, andwas required to make a pro-rata interimpayment of 89/90ths of a full quarterlypayment.Interim Payment payable: $23,225Rentals payable: $93,944The club also missed the notice period,so one-year automatic extension alsoapplies: $93,944Total payable: $211,113

In both cases, the cost of the finaltransaction became very expensiveand, as a result, the club is still payingfor and using outdated equipment.

Any perceived benefit of the buyand leaseback was eliminated.

At the end of term, the equipmentwas still required to be returned to theleasing company in good order.

Many clubs have used buy andleaseback to alleviate short-term and,in some cases more-permanentproblems, in cash flow.

The finance is easier to obtain thanthrough traditional banking lines and,again, clubs all too often signdocumentation without reading itunder the assumption that it’s thesolution to a club’s problems.

Many clubs have used this short-term fix only to find it’s not only moreexpensive but that the club haseffectively transferred ownership ofcritical assets, such as gamingmachines, which are the source of aclub’s primary income.

Later, a club may not be in aposition to purchase new machinesand are forced to either keep payingfor the old machines or enter into new

rental agreements.Buy and leaseback may be a viable

alternative in some cases, however, youneed to assess the real cost of thetransaction you are signing, whetherit’s an asset that the club no longerwishes to own at the end of term and ifthe club will have the resources toreplace that same equipment at theend of term.Terminating Equipment BeforeRental Term Ends

Consider what happens if a clubdecides part way through a rental termthat a leased asset is not meeting theclub’s business needs and they want toreplace it.

No matter what the rental companytells you, there is a cost attached torepaying a rental contract early.

One of the advantages of anoperating lease is that on thedrawdown date your interest rate isfixed for the term so there’s no interestrate risk.

However, there is a cost to breakingthis fixed-rate transaction early.

For example ... if you are two yearsthrough a three-year contract forgaming machines and, after exhaustivescrutiny and analysis, you find that themachines are not providing the returnyou require, do you decide to returnthe equipment?

If the answer is “yes”, the club mustpay - depending on the terms of theagreement signed - the value of theremaining rental stream in advanceand possibly what is called an “EarlyTermination Fee”.

This Early Termination Fee ispayable in the event that rates on theday of cancelling the contract arelower than they were on the day thetransaction was settled.

Depending on the terms of thecontract you have signed, you mayreceive a credit for the fact theequipment is worth more today than itwould be on the original expiry date.

Many documents are unclear on howa termination will be calculated, so aclub has no method of verifying thepayout figure provided.

Some contracts are harsh in thatyou’re required to pay the full value ofremaining rentals and any othercosts/damages to cancelling thecontract at the “rental company’s

FROM P24

CONTINUED P26

Often, very largelump sums are addedto calculations on the

assumption - and,more often than not, ajustified assumption -

that a club will not“cost out” an upgrade

exercise costing.

26


discretion” - as well as returning theequipment.

Rental companies can make windfallprofits in the termination of contracts.

Some rental companies also will tryto convince you to merge all of yourrental contracts into a singleagreement on the premise that it’sadministratively easier to managethem.

By doing so, rental companiesterminate all existing agreements andagain earn windfall profits, while theclub is locked into new and more-expensive agreements.

Ultimately, the point to emphasise isthat there’s definitely a cost toreturning equipment early.

It may be, however, that due to achange in circumstance that a club isactually prepared to pay the cost and,unless the rental company is also thesupplier, a club cannot hold a rentalcompany liable for outdatedtechnology or poor purchasing.

It’s important that you make aninformed decision about the term overwhich you rent any equipment.

If you believe there’s a high risk thatthe equipment potentially will beoutdated within two years, then it’sprobably worth considering that yourent for two years and make a decisionat the end of that term as to what youwant to do.

If the equipment is still meeting aclub’s requirements and expectations,then it’s simply a matter of comparingthe cost of a renegotiated reducedrental against the rental cost of newequipment.

But, what if a supplier also providesthe rental agreement?

There have been numerousoccasions where clubs have beenautomatically signing rentalagreements for equipment such asphotocopiers, telephone systems, andaudio equipment for up to five years.

The equipment suppliers, who havegiven assurance that such equipmenthas a suitable life of at least five years,also supply their own rentalagreements.

There have also been numeroussituations where some suppliers closeout existing rental agreements a fewyears into such agreements and providequotes for new equipment - again forfive years - because equipment is either

not working or substantially outdated.This raises a number of issues. First, despite claims by sales staff to

the contrary, when a supplier rewrites anew rental contract, the existingcontract is not simply cancelled.

The sum of the remaining rentals isthen added to the cost of the newequipment, and the new rentalcalculated accordingly.

What a club ends up paying isinterest on interest on new rentalpayments, which again is contractedfor five years.

The supplier will also receive backearly the three-year-old equipment,which a club has paid for when itcancelled out its rental contract,service it and possibly resell it at aprofit.

If you were assured that suchequipment had a life of five years, asupplier should provide you withalternative equipment that meets yourneeds and requirements at no extracost under an existing rentalagreement.

There shouldn’t be any penalties to aclub.

What happens more often than not,however, is that the terms of a MasterRental Agreement will state that thesupplier has not made anyrepresentation warranty or undertakingabout the condition or quality of thegoods, or as to their suitability orfitness for your purpose.

It all comes back to thoroughlyunderstanding the terms andconditions that you are signing.

So, how do rental companies claimthat you can upgrade to newequipment during the term of a leasewith no increase in the rental cost?

What a rental company mightfrequently fail to mention is that if yousign for new equipment at the samerental payment, the term is extended -often for ridiculous terms.

So, if you do the sums, the cost ofthe upgrade is actually very expensive.

It’s advisable that you also ask yourrental company to explain how anyrenegotiated rentals are calculated andagain review the new terms andconditions as well as the rental cost ofany upgrade.

Often, very large lump sums areadded to calculations on theassumption - and, more often than not,a justified assumption - that a club will

not “cost out” an upgrade exercisecosting.

If you have undertaken such anexercise, it’s important you re-read theterms and conditions you’ve signedbecause it’s guaranteed that you can’tswap to new equipment during theterm of an agreement without achange in the rental or the term.Upgrading Existing EquipmentDuring Term

Despite the claims of some lessors,there are generally no specific clausesin any documentation regarding theupgrade of existing leased equipment.

Upgrading usually involvesterminating the existing lease - asalready mentioned - and adding thetermination amount to a new lease.

The result is often a new lease basedon substantially higher capital costs,higher interest rates and rentals basedon a new term for equipment that canalready be years old.

So, should you enter into a new leasefor the upgraded items only?

If you consider a leased gamingmachine as an example ... you decidemidway through a three-year rental toupgrade permanent software and parts,then some rental companies mayconvince you to sign a new three-yearrental for the upgrade only.

This isn’t acceptable because you areentering into a three-year rental forparts of a machine due to be returnedin 18 months.

If you need to upgrade equipmentduring the term, you need to either payfor the upgrade from other sources, orenter into a new rental agreement thatco-terminates with the primary asset.

In the example of a rented gamingmachine, you would enter into anagreement for an 18-month term,expiring the same day that the gamingmachine expires.

This may be an expensivealternative, as your upgrade benefitsthe rental company who willultimately receive upgraded equipmentat the end of the 18-month term.

For more information,assistance in reviewing yourexisting contracts, orreviewing/negotiating rentalagreements going forward, contactDEBBIE ORGAN on 02 9240 9803.

From P25

27


The ClubsNSW Code of Practiceand Best Practice Guidelinesfor NSW Clubs is now

available. The code addresses the following

areas: ■ Major Capital Works; ■ Procurement of Goods and Services; ■ Benchmarking Club Performance; ■ Remuneration of Club Executives; ■ Overseas Travel; ■ Board Operation; ■ Financial Reporting; ■ Community Support; ■ Complaints Handling; ■ Conduct of Board Operations.

ClubsNSW has appointed its CodeAuthority, responsible for overseeingthe new Code of Practice.

Its role will be to promote awarenessand understanding of the Code and toexamine instances of alleged breachesof the Code by ClubsNSW members,and to make determinations.

The Authority has three members,all with distinguished professionalbackgrounds.

The Honourable Terry Aulich hasbeen appointed Chairman of theAuthority.

A former Tasmanian Minister forEducation, Industrial Relations and theArts and State Secretary of theTasmanian ALP from 1982-83, MrAulich was a Member of theAustralian Senate from 1984-1993where he chaired many importantcommittees dealing with contentiousissues requiring skillful negotiation andmediation.

Since 1993, he has been chairman ofAulich & Co, which provides strategicadvice, media and communicationstraining and services, privacy andsecurity advice and opinion polling tomore than 50 Australian companiesand Government departments.

Bob Samarcq has spent 34 yearsworking in the public and private

sectors in key executive roles includingDirector of External Relations withTelstra and Executive GeneralManager of AusIndustry, a jointCommonwealth/State initiative.

Over the past four years, Bob hasbeen CEO of ClubsACT, the industryassociation representing the vastmajority of licensed community-basedclubs in the ACT.

In addition, he is the Canberrarepresentative of Clubs Australiadealing with national issues andFederal Government relations andissues management.

Bob also is Chairman of RhodiumAsset Solutions, an ACT- ownedcorporation that provides finance, assetleasing and management solutions toboth government and private industry.

Brett Boon is a partner of law firmThomson Playford working in theirWorkplace Relations, Hospitality andGaming Group.

He has extensive experienceadvising on the conduct of litigationfor registered clubs, incorporation ofregistered clubs and sporting bodies,Police and Director of Liquor andGaming prosecutions and complaints,Licensing Court and LiquorAdministration Board applications,workplace relations and unfairdismissal claims.

Further information about theCode of Practice and the CodeAuthority is available fromwww.clubsnsw.com.au

Industry Code ofPractice andAuthority released

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28


They came from far and wide andfrom many walks of life to paytribute to a man responsible for

arguably one of the greatestdevelopments in the history of theTweed Coast, the Twin TownsReturned Services Club and itsancillaries.

More than 200 local business people,former and current staff members andclub executives from both sides of theborder packed the Stars Room on thesixth floor of the club’s second towerfor a testimonial luncheon to honourthe club’s former Chief ExecutiveOfficer Russell Roylance.

Russell retired as the club’s GeneralManager earlier this year after anunbroken 34 years of service with TwinTowns - 30 years in the top job -during which he was awarded an Orderof Australia Medal for “Services to theClub Industry”.

It was an occasion for reminiscingand to consider the future.

Images of the former glories of TwinTowns flashed on a huge screen asguests indulged in good food and fine

wine. Talk of the club’s next stage of

development was on the lips of manyguests.

One of Australia’s leading ladies ofsong, Julie Anthony, was there and satwith Russell and his wife Rosemary.

Julie told the crowd she owed hercareer to Russell Roylance.

He had invited her to be the firstperformer in the club’s Showroomwhen it opened in 1971.

Her performance in the Showroomon that important occasion 34 yearsago has been followed by a myriad ofinternational stars over the followingthree decades, including Sammy DavisJunior, Tina Turner, John Farnham andmany more.

Russell’s ability to attract genuineinternational stars to the club put it -and established it - on Australia’sentertainment map.

Gold Coast radio executive IanCousins, in his role as Master ofCeremonies, said the Tweed wouldhave remained an entertainmentdesert without Russell Roylance andthe club had set benchmarks in theentertainment business.

“The question now asked is ... ‘Is itgood enough for Twin Towns?’ Notmany people can claim to have alasting monument to their success, butRussell can,” Ian told the star-studdedgathering.

In a short address to his supporters,admirers and friends, Russell said hehad found his niche in the clubindustry, after 10 years as a young manin the wilderness on the fringes of thehospitality business.

“What is there about the clubenvironment that sets it apart? To meit was the mateship-the mindset ofcamaraderie. We work in a fieldproviding mateship and support for ourcommunity,” he said.

Russell recalled the going was toughin the early 1970s.

When he took up duty on July 1,1971, his first assignment was acomplete inventory of the club’s stock.“I had to ensure all the club’s stock wasaccounted for,” he added. “In thosedays, we even counted the boxes ofmatches.”

He spoke of many fond memories ofthe world-class acts he brought to theclub over the years.

“The memory that still stands out isof the Showroom’s opening week whenone of Australia’s greatest performers,

History meets the future atRoylance tribute By HENRI LACH

Julie Anthony pays tribute to Russell Roylance and his wife, Rosemary, andleads the chorus of “For He’s a Jolly God Fellow”.

Russell Roylance

CONTINUED P29

29


Julie Anthony, took the stage as ourofficial opening act with her renditionof ‘Some Enchanted Evening’,” Russellreminisced.

“That single event truly opened myeyes that world-class entertainmentwas the way for the club to go.”

There were a few tears as Russellclosed his address ... “When I reflecton the challenges, on all the members,the staff, the projects we’veundertaken, I’ve enjoyed the journey.

“I’m grateful that I’ve had theopportunity to work with such brilliantcolleagues who’ve played a part in theclub’s history.

“And, most of all, I’m thankful thatback in 1971 I happened to apply for ajob at a local Services and RSL clubknown as Twin Towns, who decided totake a chance on a young man fromcountry Victoria.”

It’s now a matter of history thatTwin Towns, since those early days, hasshrugged off the onslaught of pokermachines north of the border and theemergence of Jupiters Casino on theGold Coast.

While other far-northern NSW clubsstruggled against the unprecedentedcompetition that suddenly came fromthe north, Twin Towns continued togrow and prosper under Russell’sguiding hand, with a huge expansionof the original club.

Its other major assets now are theQuality Resort across the road linkedby a walkway to the parent club; ClubBanora, a massive development acouple of kilometres to the south on

reclaimed swampland; and the TwinTown Juniors Club, rescued fromoblivion and now a positivecontributor to the club’s income.Another tower - the Harbour Tower -is about to be developed.

The club’s current operationsprovide employment for nearly 600local people.

That will increase with thecompletion of the new tower.

From turnover counted in amountsof just tens of thousands of dollars inthe ‘70s, the 2004 calendar yearproduced a record turnover of $67.5million.

Twin Towns club now rates as thesecond biggest in NSW - second onlyto the Penrith Panthers.

Russell Roylance was in a relaxedmood at his tribute luncheon.

Gone was the executive shirt andtie, replaced by a casual striped shirt ashe mixed with friends and wellwishers.

He’s not about to exit the club sceneand he will maintain his long-termCMAA membership.

Russell has formed a company, StarBilling, where he will represent a

number of Australian artists. As well, he will be looking to attract

overseas talent.“I am also involved in club

consulting in relation to operations,strategies, profiling and I’m availablefor clubs requiring a business review, aswell as project management,” he said.

Russell is positive about the future ofthe club industry in general - andNSW clubs in particular. “On thepoker machine tax issue, I think thatthe State Government eventually willcapitulate for the sake of its ownsurvival and the survival of ourindustry,” he said.

He also has a few words of advice forclub managers ... “Clubs that continueto cut costs and introduce staffreductions are planning to fail.

“Members do not wish to see drasticvisible changes to their clubs, just asthey won’t want to visit their club ifcontinually confronted by attitudes ofpessimism from management and staff.

“There is too much talk of doom andgloom.

“Managers who are seeing the cuphalf full rather than half empty willcontinue to do well.”

Russell Roylance (centre) with friends and colleagues at his farewell on the Gold Coast last month.

FROM P28

Today’s panorama from the north with the Quality Resort Twin Townsdominating the skyline.

30


Compliments - like the superbcuisine and record number ofclub delegates - overflowed at

the 2005 Fine Food Show at DarlingHarbour’s Sydney Exhibition andConvention Centre in September.

The show set its own record byfilling all six halls of the ConventionCentre for the first time in its history.

Alister Yeo, of Sanitarium, describedthe show as: “One of the best foodexhibitions we’ve ever been involvedwith ... the audience quality wassuperb.”

More than 28,300 buyers flocked tothe show, including 2000 internationalbuyers and a large contingent from theclub industry.

A group of 24 club delegates - on atour organised by Caloundra RSL ClubOperations Manager Jim Darcy fromQueensland’s Sunshine Coast, and KenBurgin, from Profitable Hospitality -joined the fray.

Following the success of the 2004Fine Food Club program in Melbourne,Ken Burgin again organised a freeseminar series and additionalhospitality events specifically for clubs.

“The growing number of clubdelegates at Fine Food is mostencouraging,” Ken said. “TheProfitable Hospitality special eventsprogram was well supported and theBack of House Tour of the SydneyExhibition and Convention Centre(SECC) a sell-out.”

An early morning start for a group of25 club managers, chefs and otherindustry representatives - some whohad driven two hours or more - gotunanimous approval when they joinedthe Sydney Exhibition andConvention Centre’s Executive ChefDetlef Haupt and Functions ManagerAdrian Slingsby for a no-holds-barredexploration of the massive operation.

The benefit of having effectivesystems and processes in place wasthrown into sharp relief when lookingat how 2000 meals can be served inone sitting - in 15 to 20 minutes fromgo to woah.

The next big challenge was the 2000after-dinner espresso coffees, servedhot!

Bribie Island RSL Club Food andBeverage Manager Janelle Barraud -one of three winners of a 2005 CMABursary, sponsored by ProfitableHospitality - described the tour as “aneye-opener”.

“While it was almost beyondcomprehension to see an operation ofthis size, it was also fascinating to see

that no matter what the magnitude,problems and experiences are universalin the hospitality industry,” Janellesaid.

“I came away with many new ideasand insights into dealing with day-to-day issues, which arise for us allregardless of the size of ourorganization.”

Nambour RSL Club Operations

Sydney Fine Food Show takesthe cake

Wests Ashfield Executive Chef Chris McIntyre (left) chats with Ken Burgin, ofProfitable Hospitality, during the six-course Degustation Dinner at Ash Blu.

Mingara Recreation Club Functions Manager Mandy Ne’Roi chats withSydney Exhibition and Convention Centre’s Executive Chef Detlef Haupt.

CONTINUED P31

31


Manager Laurie Williams and MingaraRecreation Club Functions ManagerMandy Ne’Roi attended the four-dayFine Food Show courtesy of ProfitableHospitality as part of their CMABursary and participated in a non-stopcarousel of special events.

Following a breakfastshowcasing the creativeskills of Detlef Haupt andhis team, the first seminar,“A 10-Day Kitchen ProfitProgram” presented by KenBurgin revealed how, byputting just a few ideas intoaction, catering profits canbe improved.

Next up was a thoroughlyentertaining interview asKen uncovered the tale ofthe rise and rise ofrestaurant businessentrepreneur and CockleBay restaurant WagamamaCEO Stewart Koziora.

Stewart has made arunaway success of “doing itwell with food” and hisinteresting business modelhad lessons for everyone inthe audience.

“Promote from within,work them hard, train themhard and look after them” isStewart’s recommendationwhen it comes to staff.

And it seems to work. Eight operational stores, each

serving more than 2000 meals perweek with three more expected toopen their doors by December, havekitchens run by kitchen hands whoknow the system ... there is not a chefto be seen.

A live panel discussion, “How SmartClubs are Making Money with Food”,with Geoff Long (The Galston Club),Mark Wilkie (Bankstown SportsClub), Tony Costain (Caloundra RSLClub), Marion Casey (St GeorgeLeagues Club), Peter Saez (EppingClub) and Ken Burgin attractedanother big crowd and panelistsdiscussed their individual cateringoperations and what works, or doesn’t,to maintain or improve profitability.

St George Leagues Food ServicesManager Marion Casey recommendedclubs move away from the perceptionthat club meals are a cheap option.

“At St George Leagues, the emphasisis on quality product, menus which arechanged regularly, premium serviceand the confidence that a $30 maincourse price offers great value,” Marionadded.

Caloundra RSL Club General

Manager Tony Costain supportedMarion’s advice.

The Galston Club’s GeneralManager Geoff Long said he had seenhis staff numbers increase from 7 to 50with a key ingredient the club’s successin leveraging.

“We don’t go in search of many newcustomers, instead we seek one thatknows 100 others,” Geoff said. “It’sabout smart marketing and nurturingindependent advocates who spread theword about your business.”

Befriending the local high schooland supporting its fund raising byselling a function at $45 per head,then donating $15 back to the school,has brought The Galston Club aninflux of potential new customers.

The day’s final seminar, “What DoChefs Really Want?” with a panel ofchefs, including Paul Rifkin(Campbelltown Catholic Club), Justin

Savine (Wests Newcastle) and DavidLee from Bondi’s popular Speedo’sCafé, Hospitality RecruitmentConsultant Geremy Glew and KenBurgin delivered their forthrightopinions from the hip.

Chefs are workers - not slaves ...employers need to thinkabout food service andhospitality as a “professional”profession ... employmentpackages must incorporate awork structure that supportswork/life balance ... treatchefs and other staff withrespect ... manage youngerworkers and offer themopportunities ... and, youngchefs, in particular, are keento improve their skills - ifthey are not being developedor learning, they will moveon.

A full and informative dayended with 50 guests whiskedoff to Wests Ashfield to enjoya totally indulgent six-course“Degustation Dinner” at theclub’s Ash Blu, courtesy ofExecutive Chef ChrisMcIntyre.

The lavish culinaryexperience encompassed greatfood, wine, company and thebonus of comments fromExecutive Chefs JustineSavine (Wests Newcastle),James McKenzie (Graphic

Arts Club) and Chris McIntyre. Justine was the winner, with James

and Chris receiving honourablementions at the Clubs NSW Awardsfor Best Club Restaurant category.

These three experts are proof thatyou can make money with fine dining!

Wests Ashfield Finance ManagerChris Mamarelis, who loves good foodand hospitality, added his realitycheck on the importance ofunderstanding and using “thenumbers” to keep catering on track,and successful.

Another inspiring opportunity to seethe future of your business is KenBurgin’s Profitable Hospitality NewTrends Study Tour to Chicago and LasVegas in May 2006, including a visit tothe world’s biggest hospitality show,the NRA Show.

Visit www.profitablehospitality.comfor more information on the tour.

Ash Blu ‘back of house’ tour at Wests Ashfield.

FROM P30

The Club Managers Associationhas, on many occasions,provided representation for

member charged with the offence of“Conduct Unbecoming of a Managerat the Club”.

All employees have the samecommon law employment obligationssuch as;■ To obey the lawful and reasonable

commands of the employer;■ To display due care in the

performance of his or her workand to perform it competently.

■ To account to the employer for allmoneys and property received inthe course of employment

■ To be faithful to his or hersemployers interest

These obligations are extensivelyadded to by virtue of the statutoryobligations of a club manager, detailedin our various awards in the clausescovering the Manager’s “Duties andResponsibilities”.

The NSW Club Managers Awardhas the following added provisionsunder the Duties Clause ...DUTIES and RESPONSIBILITIESStandard of ConductPolicy

Club Managers as defined in theappropriate clause are expected toachieve and maintain a high standardof work performance in order to set anexample for other club employees andensure the confidence of club membersand their elected representatives on

the Clubs governing managementcommittee. Practice

Managers should perform their dutieswith professionalism and integrity byproviding operational information tothe Club’s Board of Directors in atimely manner.

All Managers shall be responsible forthe administration andimplementation of Club policies on aday-to-day basis.

Club polices are as determined bythe Club’s Board of Directors.

If a manager finds that he/she hassome personal, financial or otherinvolvement which may lead to aconflict of interest he/she shall discussthe matter with the Club’s Board ofDirectors or the duly appointedrepresentative of the Board.

Managers shall be required to dressappropriately for the duties theyperform and in accordance with thepolicy and culture of the Club. Australian Industrial RelationsCommission decision on dismissal ofan executive employee ...

An Australian Public Serviceexecutive sacked for manipulating theorganisation’s football tippingcompetition has got his job backfollowing an AIRC ruling handeddown in May 2005.

The assistant director developed andadministered its football tippingcompetitions, which were used bysome 600 people inside and outside theorganisation.

However, the employer became

aware late last year that the directorhad logged in its system three times inAugust and changed his personal tips -after game results became available - ina number of the department’scompetitions.

The employer argued that thedirector not only changed his personaltips, but also changed margins intowinning ones.

The employer sacked him inDecember 2004, after deciding hisbehaviour breached the Code ofConduct when he failed to act withhonesty and integrity and uphold thevalues and good reputation of the hisdepartment.

He also used inside information andhis position for his own benefit.

The worker’s counsel argued that thefooty tipping competition was an “outof hours” activity and as a result wasn’tcovered by the employer’s Code ofConduct.

The Commissioner said that on thequestion of honesty and integrity, thedirector’s behaviour “left a lot to bedesired”. He also refused to acceptsome of the director’s explanations forhis actions, but noted that theemployee acknowledged his breachesof the Code of Conduct.

The Commissioner said, however,that the punishment didn’t fit thecrime. He also accepted that for thepurpose of the code of conduct,“changing footy tips is not workrelated”.

32


Managers face greater challengesin employment test standards

Peter Cooper

CONTINUED P33

The employment test standards are always set higher for amanager. As the saying goes ... a manager always falls harderon his or her own sword. The Club Managers Association’s Senior Industrial AdvocatePETER COOPER profiles an unfair dismissal case that camebefore the Australian Industrial Relations Commission and thesubsequent AIRC Full Bench appeal that highlights theseemployment test standards ...

33


The Commissioner said thatmanipulating the footy tips ... “has notbeen demonstrated by the employer tohave impacted at all on either thecommunity, or the Government”.

There was no evidence that thedirector had ever manipulated “actual”statistical or personnel data, nor washe likely to.

The Commissioner said the ABShad no valid reason for dismissing thedirector because of the range ofsanctions available to it.

Other “viable” sanctions included: 1. reduce his classification and or

salary (permitted for some Crownemployees);

2. reassign his duties; 3. deduct a fine from his salary; 4. reprimand him.

In October 2005, the ARIC FullBench - on appeal - endorsed theemployer’s approach, saying theexecutive had “deliberately cheated”and had abused his authority bygaining access to the organisation’sfootball tips database and then failingto reveal the “full extent” of hisactions in altering his tips.

It took into account the importanceof confidentiality to the department’soperations and said trust was a “criticalelement” of the employmentrelationship - particularly atmanagement level.

The Full Bench, in its ruling, alsotook issue with single Commissioner’sfinding that the football tippingadministration hadn’t been part of hiswork requirements and that there wasno evidence he’d been less thandiligent and trustworthy in carryingout his main duties.

Two things, the Full Bench said,gave the executive’s conduct “arelationship to work which is directand significant”.

First, it inferred that the otherparticipants in the competition werethe executive’s co-workers.

Second, he was an assistant directorand used his administrator privilegesfor personal gain.

It was noted that this senioremployee was afforded the appropriateprocedural fairness prior to terminationand that he had 14 years ofunblemished service.

FROM P32

Food For Thought ...

During October, we were greeted with the Federal Government’s avalanche ofmedia advertisements on its Industrial Relations reform legislation “WorkChoices”.

Reports indicate that the Government may spend unto $100 million oninforming the general public on its legislation.

Consider the following info on the campaign launch alone ...■ the Government’s four-page advertisements in national and capital city

newspapers on the Wednesday cost the Australian taxpayer more than $1million for that day alone;

■ that’s $1 million that could have paid for the annual salaries of 40 youngAustralians on the minimum wage, or the annual salaries of 30 registerednurses to help in hospitals across the nation.If this isn’t bad enough news for Australian taxpayers, consider the Howard

Government’s abuse of $1.7 million of taxpayers’ money on Sunday night aloneto pay for the first screenings of its TV advertisements.

That’s $1.7 million “up in smoke” in five hours! The Howard Government’s two-day, $2.7 million advertising spending spree

could have paid for ...■ the annual wages of more than 100 Australians on the minimum wage; ■ the annual wages of 80 registered nurses; ■ more than 165,000 petrol tank refills - including the average increase in the

petrol prices since January 1 this year; ■ more than 1750 average monthly mortgage payments; ■ almost 92,000 bulk-billed GP consultations.

Please take time to read the Australian Council of Trade Unions summarydocument of the Federal Government’s “Work Choices” campaign onPages 34 & 35 of this issue.

34


The Australian IndustrialRelations Commission (AIRC)will have no role in setting

wages. It will be replaced by a “Fair Pay

Commission” (FPC), whose majorfocus will be only to ensure theeconomy is competitive, rather thanmeeting the dual needs of a strongeconomy and wage fairness.

The FPC will set and adjustminimum rates of pay, including casualloadings, and set classification wages inawards.

Unlike the AIRC, the FPC won’thave to maintain a fair safety net ofminimum wages and conditions,having regard to living standards inthe community. While it will set thesafety net for low-paid workers, itwon’t have to have regard to the needsof low-paid workers.

The economic criteria the FPC willconsider excludes building productiveworkplaces and focuses only oncompetitiveness.

There will be a focus on ensuringjunior workers, trainees and workerswith disabilities are competitive in thelabour market, which is a euphemismfor substituting welfare payments withlow wages.

Unlike the AIRC, the FPC’smembers will be fixed-termappointments, who can be removed ifthe Government disagrees with theirdeterminations.Awards To Be Cut Back And Frozen

Federal Awards will becomeindustry-wide, common-rule awardswith State Awards effectively abolishedas awards under the new system.

Awards will be further stripped. Matters to be excluded are ...

■ Skill-based career paths; ■ restrictions of trainees/apprentices;

■ enterprise flexibility provisions; ■ independent contractors; ■ labour hire workers; ■ union picnic days; ■ tallies; ■ trade union training leave.

Annual leave, personal leave,parental leave and ordinary time hoursof work will be removed from awards,unless the award contains superiorprovisions, in which case the superiorprovisions apply and are retained.

Other matters will be pared back ... ■ all award conditions must be basic

minimum entitlements; ■ allowances must relate to actual

expenses; ■ part-time provisions must be in all

awards; ■ facilitative provisions that require

majority agreement areunallowable;

■ only public holidays declared by aState or Territory Government - notindustry holidays/union picnicdays;

■ redundancy pay is only allowablein the event of genuineredundancy, which presumablymeans changes to redundancy willexclude redundancy wherealternative employment (even atlower pay) is offered;

■ outworkers conditions retained, butpay to be removed from awardsand set by FPC.

Jury service, long service leave,notice and superannuation are notallowable and no new awards cancontain them.

They will remain in awards forcurrent and new employees

(superannuation only until 2008). Existing and new employees who are

award-reliant will continue to haveaccess to these provisions and theAward Review Task Force will ensurerationalised industry awards retainthese for relevant employers.

Classification rates, piecework ratesand casual loadings will be rationalisedand there will be fewer rates. New Minimum Conditions GuarnateeIs A ‘Crock’

Agreements will exclude awards, sothat awards no longer underpinagreement making.

The only guaranteed minimumconditions that must be in allagreements are annual leave, personalleave, parental leave and ordinaryhours.

These replace the “no disadvantagetest”.

Annual Leave ... ■ four weeks, option, exercisable at

the initiative of the employee, tocash out two weeks;

■ one additional week for certainshift workers.

Parental Leave ... ■ 12 months unpaid leave between

the parents. Personal/Carer’s Leave:■ 10 days paid leave per year,

accumulating for personalsickness, capped at 10 days perannum for caring purposes.

■ unpaid leave for casuals and thosewho have exhausted all caringleave;

■ compassionate leave of two dayspaid per occasion of death orserious illness.

WorkChoices: The Facts

CONTINUED P35

The Australian Council of Trade Unions (ACTU) has summarised its assessmentof the Federal Government’s campaign to establish the Fair Pay Commission andconcentrate workplace industrial relations to Australian Workplace Agreements

and rationalise industrial awards across the nation.CMAA Senior Industrial Relations Advocate PETER COOPER takes a look at the

ACTU document and its implications for CMAA members ...

‘Wage Setting no longer has regard to fairness’ - ACTU

35


Ordinary Time:■ 38 hours ordinary time, that can be

averaged over 12 months; ■ any additional payment for any

hours worked in excess of 38hours will be a matter for awardsand agreements;

■ the Federal Government promisesyou won’t have to workunreasonable additional hours, butworkers won’t know that they areworking extra hours until they havemet the annual limit.

The so-called “cap” on ordinaryhours is pure nonsense because there isno difference between an ordinaryhour and an hour that isn’t ordinary.

The Government is trying to conworkers into believing it has addedpublic holidays, rest breaks and mealbreaks, incentive-based loadings,annual leave loading, penalty rates andovertime rates to the minimumconditions.

These only continue to apply if theyare not expressly excluded from anagreement.

Where they are excluded, there is noobligation to otherwise compensatethe employee. Employer Holds All The Aces InAgreement Making

Australian Workplace Agreements(AWAs) can be offered at any time -even if a collective agreement is inforce.

However, collective agreementscannot override an AWA.

Bargaining to support unions in theworkplace will be banned.

The Government will be able to stopunions from bargaining around issues itdoesn’t agree with.

Unions that do bargain around issuescan be fined up to $33,000.

It will be illegal to bargain for ... ■ trade union training leave; ■ paid union meetings; ■ a compulsory role for the union in

disputes procedures; ■ that the next agreement will be a

collective agreement; ■ that there will be no AWAs offered,

to limit the use of contractors; ■ to keep unfair dismissal protection.

The Minister can regulate to includemore items in the list of banned

bargaining matters. Protected industrial action will

require a secret ballot of either theunion’s members or the employees atthe workplace.

Unions have to pay 20% of the costof the ballot.

In addition to the existing grounds,action will become unprotected if it isdeemed to be pattern bargaining.

The AIRC must either suspend orterminate bargaining if any of thegrounds are made out.

However power to arbitrate isremoved unless the bargaining isterminated due to the impact of theact on the safety of the population orthe economy.

The Minister can override the

AIRC’s role and declare action ishaving a detrimental impact on thepublic safety, or the economy.

The Minister can issue orders toreturn to work and cease action, aswell as remove protection fromindustrial action. Independent Umpire A Lame Duck

The AIRC is effectively stripped ofall powers - except the power to stopunions taking protected industrialaction.

It can only arbitrate to settle adispute if everyone agrees before handto agree to the decision.

Award disputes procedures will bereplaced with a new procedure, whichdoes not include arbitration.

The AIRC’s role will be limited todealing with issues around industrialaction, such as issuing orders to liftbans or suspending the bargainingperiod to remove protection fromindustrial action.

The AIRC cannot make orders inthe process of negotiating agreementsunless all the parties agree to acceptthe order.

Federal Awards will be effectivelyfrozen, with the AIRC only able to

arbitrate to remove ambiguity,discrimination or change the names ofthe parties.

In the few special instances where itcan arbitrate - such as when abargaining period has been terminateddue to the impact of the industrialaction on public safety or economy - itmust have regard to the FPC’sdeterminations. Unfair Dismissal Laws Are EvenLess Fair

Unfair dismissal laws are removedfrom all employees in workplacesemploying less than 100 employees atthe time of the dismissal.

To be counted in the 100, theemployee must be permanent or along-term, regular casual.

This means that permanentemployees in companies with morethan 100 employees also can lose theirprotection.

Employees dismissed on grounds ofredundancy will not be able to claim,irrespective of the size of theiremployer’s workforce.

This means workers can’t challengethe dismissal by arguing theredundancy is bogus, or by arguing thatthe employer was unfair in selectingwho should be made redundant. A Unitary System

State systems are overridden forcorporations, but the transitional ruleswill create confusion for employeesand employers.

All constitutional corporationscovered by state awards andagreements will automatically becovered by the federal system.

State agreements and state awardswill become and be treated astransitional federal agreements.

The rules relating to federalagreements will be applied, in thatthey can only contain matters thatpertain to the employmentrelationship and cannot containbanned matters.

Non-constitutional corporations inthe federal system can remain coveredby federal awards and agreements forup to five years, with their awards andagreements continuing.

After that time they will revert tothe state systems.

Updated information availablefrom the ACTUwww.rightsatwork.com.au

FROM P34

The Government willbe able to stop

unions frombargaining aroundissues it doesn’t

agree with. - ACTU

36


By PETER SHARP

David Williams has decided tohit the road, literally, so theLeagues Clubs’ Association

(LCA) is seeking a new ChiefExecutive Officer.

David’s three-year LCA contractconcludes in February and, at 57, hehas decided it’s time to change gearsand escape the pace of life in the fastlane of top-level management.

The LCA recently announced it isseeking to recruit a new CEO toreplace David, but he goes with theblessing of the LCA Board aftermaking a substantial commitment andcontribution during a turbulent periodof the club industry’s long history inAustralia.

LCA Chairman Peter Hardgrovesaid David’s decision was a personalone and he goes with the LCA’sblessing and in the knowledge of a jobwell done.

“David has held the position of CEOfor the past three years in what hasbeen possibly the most tumultuousperiod in the long history of the NSWclub movement,” Mr Hardgrove added.

“During that time, he has done agreat job in representing the bestinterests of member clubs and ourvaluable sponsors.

“The LCA is now looking for a newCEO and we are grateful to David foragreeing to stay on and assist in fullyinducting his replacement.”

The job has been advertised in themetropolitan, state and nationalmedia.

Having come through a hecticperiod with the NSW Government’spoker machine tax and smokinglegislation, David is looking for - andlooking forward to - the next stage ofhis life beyond executive managementroles, which has formed the majority ofhis professional career.

“The pressures of these two major

issues have imposed a lot of demandson club executives and boards and Ihope I have made a contribution tothe policy issues associated with thesetwo major challenges,” David said.

“I don’t believe the demands will beas great in the next few years as theyhave been during the time the clubindustry has been forced to confrontthe smoking and taxation issues.

“After being in the middle of such atesting time for so long, I can’t make acommitment to the LCA for anotherthree-year contract.

“I believe the right thing to do wasto give the LCA plenty of time toadvertise the position and recruit anew CEO.”

David is looking forward to a breakfrom the demands of executivemanagement and making time forsome relaxation and, perhaps, evenexploring yet another direction in hisalready impressive career.

But, in the short term, he willconcentrate his vast skills on his roleas vice-president of the Ulysses Clubin Sydney for motorcycle “tragics” anddevote some time to his life-longpassion for motorbikes.

David proudly owns a YamahaFJR1300 - one of the fastest shaft-driven motorbikes ever produced

capable of speeds up to 300km/h - andis planning a few trips in the nearfuture to get away from it all and enjoysome motorcycle touring with hisUlysses club mates and some solotravels.

“There are a few major motorcyclerides I’m planning and perhaps myideal scenario would be to work threeor four days a week in the clubindustry,” David said of his short-termfuture.

“I love riding the FJR and can’t waitfor a few of these upcoming trips to beable to enjoy the experience withoutthe background pressures of work.”

David is planning trips to Tasmaniain February and to the United Statesin May.

“Perhaps I’ll be able to find someshort-term work, or even squeeze insome consulting opportunities betweenthe time I finish at the LCA and takeoff on my planned motorbikeadventures.”

David lives at Winston Hills and hiswife, Joy, reminds him constantly thathe still has plenty to offer the clubindustry.

“Joy has threatened to take a job if Istop work to stay at home,” Davidlaughed.

After serving four interesting years assenior advisor to then NSW StateGovernment Gaming Minister RichardFace, David made the switch to theclub industry and the LCA seniorexecutive role.

Before the Gaming Ministry, it was asenior executive position with theNSW Harness Racing Authority atBankstown.

David had extensive internationalexperience as a Deputy Commissionerfor the NSW Government in LosAngeles and New York and worked formore than a decade in the NSWPremier’s Department, and as many

LCA seeks CEO replacement

David Williams

CONTINUED P37

Williams decides on new direction

In my entire working career, I have never enjoyed the genuine camaraderie, supportand respect that people within this great club movement give to each other. ”

“

37


more years with other Ministersincluding two former Deputy Premiersand two years for the NSW OverseasTrade Authority.

Asked what he will remember mostfrom the job, David had no hesitationin mentioning the many lastingfriendships made during his years inthe club industry.

“In particular, I want to pay tributeto other industry leaders DavidCostello, Terry Condon, GraemeCarroll and David Allen,” Davidadded. “We all worked so closelytogether to unite the industry.

“We all had our individualfrustrations on behalf of our respectiveassociations but, at the end of the day,we were all fighting for the same endresult and that was for the benefit ofthe club industry.

“In my entire working career, I havenever enjoyed the genuinecamaraderie, support and respect thatpeople within this great clubmovement give to each other.

“I was certainly the beneficiary ofthat and I will always be grateful forit.”

FROM P36

Paynter Dixon Managing DirectorDavid Macintosh has confirmedhis company will extend its

sponsorship with the Leagues Clubs’Association (LCA) until 2010.

“The relationship between PaynterDixon and the Leagues Clubs’Association has been one of mutualrespect and we value it tremendously”Mr Macintosh said.

“The LCA embraces the samequalities of personal relationships,friendship and respect which PaynterDixon prides itself on, so, it’s a naturalbond which we see remaining in placefor many years.”

The Leagues Clubs’ Association’soutgoing Chief Executive OfficerDavid Williams supported andendorsed David Macintosh’s remarks.

“Both on a personal andprofessional level, it is a delight to dealwith David Macintosh, Garry Boyd

and their team at Paynter Dixon,” MrWilliams added.

“They have been so supportive ofthe Leagues Clubs’ Association over along period of time that the LCABoard had no hesitation inreappointing Paynter Dixon as ourPremier Sponsor for another fiveyears.”

Mr Williams said that the newsponsorship agreement was asignificant development which showssupport for the Association but is astrong sign of faith by Paynter Dixonin the future of the Club industrygenerally.

“Not only does the extendedsponsorship arrangement give addedsupport to the Association, but it alsocontinues the vital link between sucha reputable building construction anddesign company and our memberclubs.”

Paynter Dixon extendsLCA sponsorship to 2010

Call Judy or Sue at

Rayner Sales & Marketing Pty Ltd

Ph: 02 9360 6177Email: [email protected]

Let us help you to book

and arrange your

advertisement in

Club Management in

Australia magazine:

Check out our website: www.raynersalesmarketing.com.au

38


ACCM AwardsRecent months have seen a host of

members achieve their ACCMAwards.

Congratulations to each of them ona fantastic achievement ...■ Karren Howe, Secretary Manager at

Barrier Social and Democratic Club;■ Craig Norman, Secretary Manager at

Narooma Golf Club;■ David Cassidy, Secretary Manager at

Katoomba RSL All Services Club;■ Nathan Hickman, Catering Manager

at Liverpool Catholic Club;■ Sharon Purnell, Secretary Manager

at Caloundra Golf Club;■ Suzanne Long, Office Manager at

Nambour RSL Club;■ Laurie Williams, Operations Manager

at Nambour RSL Club;■ Michelle Best, Office Manager at

Alex Supporters Association Inc.

ACCM AuditsAs we approach the end of the year,

it’s time for those members who holdACCM Awards to update theirindustry activity points.

A reminder to all ACCM holdersthat you are required to maintain 50points of activity in each activityperiod.

A helpful hint in this area is tocheck your ACCM Pin for youractivity period.

For recipients with the activity

period 2004-2005, members shouldensure that records are up-to-datebefore December 31, 2005.

Audit forms have been mailed to allmembers who fall into this group.

Activity points are allocated asfollows:■ 10 points for attending a CMAA Zone

Committee Meeting; ■ 15 points per year for holding a

CMAA or CMDA Office; ■ 2 points per hour attendance at a

CMAA/CMDA-accredited or non-accredited TrainingCourse/Seminar/ConferenceWorkshop;

■ 1 point per hour attendance on anon-CMAA/CMDA-accredited courseand up to 1 point for attendance onnon-accredited TrainingCourses/Seminars/ConferenceWorkshops, may be considered onapplication and subject to thediscretion of the Board ofManagement Studies;

■ Up to 1 point per hour attendance atnon -CMAA industry recognisedmeetings and holding office with anon -CMAA industry organisation,may be considered on applicationand subject to the discretion of theBoard of Management Studies.

(a maximum of 25 points will beallocated per event used as evidence)

Members should provide thefollowing details for all industryactivity: ■ Meeting organiser; ■ Meeting title; ■ Meeting date; ■ Meeting duration (in hours); ■ Meeting venue.Attach details of CMAA and/or CMDAoffice(s) held, including the followinginformation: ■ Zone; ■ Office title and duration of office.

For further information on ACCMAudit matters, please contact NarellHarrison at CMAA on 02 9643 2300or by email [email protected]

CMAA Duty Manager DevelopmentPrograms for 2006

Prepare your existing and potentialDuty Managers and Level 5/6supervisors to be ready to take on thedemands of the ever-changing businessenvironment facing the club industry. (graph next page)

This six-day program will bescheduled eight times during 2006 inresponse to industry demand at theCMA Career Development Centre atAuburn and at Forster/Laurieton,Broken Hill, Bateman’s Bay, Brisbaneand Griffith. The presenters includesenior club managers and industryexperts committed to up skillingexisting and potential Duty Managers,the leaders of tomorrow.

The program has been constructedto provide learning across essentialareas of operational management ... ■ Human Resource Fundamentals; ■ Roster Staff; ■ Cost Control; ■ Situational Leadership and

Communication; ■ Compliance and Risk Management; ■ Sexual Harassment Prevention and

Report Writing; ■ Problem Solving and Staff

Appraisals.Participants also receive a

comprehensive self-paced “EssentialBusiness Report Writing” workbookthat will assist in compilingmanagement reports, proposals, formalcorrespondence as well as KenBlanchard’s “Leadership and the OneMinute Manager” text, which describessituational leadership styles.

CMDA SummaryBy CMAA Education Manager RALPH KOBER

Ralph Kober

Nathan Hickman

CONTINUED P39

39


The cost of the program is $1298(plus GST) per person and is a smallinvestment in the future of your club.

A 10% discount applies to clubs whoplace two, or more, participants on toan individual program.

For more information, contactNarell Harrison at the CMDA on 029643 2300, fax: 02 9643 2400, oremail: [email protected] 2006 Training Calendar goesregional

Members are advised that theCMAA 2006 Training Calendar is outnow. Each CMAA member has beensent a copy of the calendar by surfacemail and can access it on the CMAAwebsite www.cmaa.asn.au and bycontacting the CMAA office 02 96432300.

A feature of the calendar will be thelisting of more than 30 regionaltraining courses, including the ACT,Victoria and Queensland.

Another 50 seminars are planned for2006 as well as the training courses

and these again will feature multipleregional sites.

The Board of Management Studies ispleased to provide increased access toclub personnel on to professionaldevelopment activities and asks forsupport in ensuring these events aresuccessful and well patronised withmore than minimum participantnumbers.In-house courses also areavailable for those clubs and zones atreasonable rates.January 2006 Courses at Auburn

Registrations are open for thefollowing courses at CMAA’s Auburn

training facility ...■ Analyse and Report on Gaming

Machine Data, Monday 30th &Tuesday 31st;

■ Deal with Conflict Situations,Monday 23rd & Tuesday 24th;

■ Monitor Staff Performance, Monday30th & Tuesday 31st;

■ Coaching Skills for ‘Buddy System’Line Trainers, Tuesday 31st;

■ Responsible Service of Alcohol,Monday 23th;

■ Responsible Conduct of Gambling,Tuesday 24th.

‘The Three Edges of Optimism’

Respected author Martin E.P. Seligman, PH.D is an expert onmotivation and in his book, “Learned Optimis)” (RandomHouse, 1990), he documents the effects of optimism on thequality of life, provides tests to determine the degree of ournegative and positive orientation, and offers a program ofspecific exercises to help break the habit of pessimism andlearn the habit of optimism for ourselves and others.

Seligman has some very interesting insights on howorganisations and individuals can overcome feelings ofdiscouragement and how to manage the difference “betweenhelplessness and mastery, between failure and success”(pp255).

In today’s club environment it can be all to easy for managersand clubs as entities to declare that it’s “all too hard” andanything we do will not make a difference so “why bother?”.

This kind of pessimism can exact a deadly toll on everyonewithin the club ranging from low staff morale, poor customerservice, a pervading atmosphere of impeding doom and yesyour customers will smell the “fear” and desert you in greatnumbers bringing about the “inevitable”.

The effort that it takes to be consistently negative andpessimistic in this regard can easily be channelled in to learningto be optimistic.

By making a conscious decision to be positive and optimistic,managers can overcome adversity and eradicate the “fear”.

So how does it happen? Seligman describes three ways - “the three edges of

optimism” - an organisation can use the optimism edge toovercome discouragement and pessimism.

The first edge is staff selection.

Your club can elect to select optimistic individuals ...“Optimistic individuals produce more, particularly underpressure than do pessimists. Talent and drive alone are notenough’ ‘without an unshakeable belief that you can succeed,high talent and relentless drive can come to nothing.” (pp256).

Research from more than 50 US companies has suggestedthat selecting for optimism is ideal for job roles that have highrecruitment and training costs and a high turnover rate.

“Selecting for optimism reduces costly manpower waste andimproves the productivity and job satisfaction of the wholeteam.” (pp256)

The second edge is placement. “Strong optimism is an obvious virtue for ‘high-defeat’ and

‘high stress’ jobs that require initiative, persistence, and bolddreaming.” (pp256)

The third edge is perhaps the most important - learningoptimism at work.

As Seligman declares ... “Only two groups of people don’tneed to learn optimism in their work settings: those who werelucky enough to be born optimists and those who occupy lowdefeat jobs.” (pp258).

Learning optimism is all about changing your internal dialogue... “What you think when things go wrong, what you say toyourself when come to the wall, will determine what happensnext: whether you give up or whether you start to make thingsgo right.” (pp259).

To explore these concepts further, consider participating inthe CMAA’s Visionary Leadership Program.

Learned Optimism is a key learning outcome of the programand it has helped more than 200 senior club managers make adifference in their clubs and in their own personal life.

Contact CMAA Education Manager Ralph Kober (02 96432300) to discuss the programs.

Great Lakes - Forster/Laurieton February 6,7,8 & March 6,7,8Forster Bowling Club/Laurieton United Services Club

CMA Career Development Centre, Auburn March 14,15,16 & April 4,5,6

Broken Hill Democratic Club May 1,2,3 & May 29,30,31

Catalina Country Club, Bateman’s Bay May 15,16,17 & June 5,6,7

Brisbane July 10,11 - July 31, Aug 1Aspley Hornets Club & August 28,29

CMA Career Development Centre, Auburn Aug 14,15,16 & Sept 19,20,21

Griffiths Leagues Club Sept 25,26,27 & Oct 23,24,25

CMA Career Development Centre, Auburn Nov 13,14,15 & Dec 4,5,6

FROM P38

40


Liverpool Catholic Club, throughthe CDSE program, has againsupported the Safe Haven house

for victims of domestic violence, runby Catholic order the Sisters ofCharity.

The club also made a donation toanother of their Liverpool projects, theParenting Support Program.

The club handed over $30,000 toSafe Haven recently following on froma $25,000 donation in March.

Safe Haven provides short-termcrisis accommodation for up to 11women and children escaping domesticviolence situations.

As well as a bed, the program givesclients meals, assistance in dealingwith Centrelink, seeking publichousing and support for courtappearances.

Most clients are women and childrenwho have not qualified for admissionto other refuges.

“Liverpool Catholic Club’s donationhelps us make life easier for our clientswho are going through difficult times,”Safe Haven Manager Glenda Robertssaid.

“Our budget is tight and donationslike these enable us to continue ourservice.”

The Sisters of Charity’s ParentingSupport Program (PSP), which hasbeen in place in the Liverpool area for12 years, also received an $18,000

donation. “We have clients from all

nationalities and we run a class toteach English to parents fromculturally and linguistically diversebackgrounds,” program coordinatorSister Elizabeth Wall said.

The PSP’s other activities include aweekly support group for parents,presentations on parenting issues andchildren’s playgroup with counsellingavailable for parents.

The club’s donation will cover

running a van for mothers, which is avital service with many experiencingdifficulties using public transport.

“We could not run our programwithout the generosity of donors likethe Liverpool Catholic Club,” SisterWall added.

Liverpool Catholic Club PresidentTony Atkins said the club is proud tosupport the Sisters of Charity. “Theydo wonderful work to help families,and our Liverpool community is muchricher for their help,” Tony added.

Liverpool Catholic Clubsupports Sisters of Charity

Epitisam Albankani (from left), Sister Elizabeth Wall, Soumya Shantier andher daughter, Sonya, in front of the Parenting Support Program’s van.

Five elite riders from the Lidcombe-Auburn Cycling Club(LACC) completed the oldest cycle race in NSW - theGoulburn to Sydney Classic - in late September.

DOOLEYS Lidcombe Catholic Club supported the teamagain this year with the team proudly wearing their new stripfeaturing the DOOLEYS logo.

On the Wednesday night before the race, the teamattended a cocktail party at Waterview, DOOLEYS atSilverwater to present DOOLEYS President Peter Ross with aframed strip to acknowledge the sponsorship.

The DOOLEYS’ board and senior management alsoattended the function, which underlined the importance theyplace on support of local sporting clubs.

On race day Darren Benson, Charles Topfer, Paul Green,Nelson Santos and Gerard Donaldson joined the field of 130competing teams, among them European and American-based professionals.

Despite the gruelling 170-kilometre course, the team helda good position throughout and were thrilled with theirresults.

Darren Benson was the best-placed of the DOOLEYSteam, finishing in 28th place - six minutes behind the winner- while Gerard Donaldson finished in 41st place.

After a hard day in the saddle, the DOOLEYS’ LACC teammembers were quickly making plans to tackle the classicnext year.

DOOLEYS takes classic ride with new sponsorship

41


Amajor Newcastle club,Wallsend RSL andCommunity Club, recently

went through a makeover and istrading under the new title, WallsendDiggers. The transformation occurredofficially on Thursday, September 1,after management and the Boarddecided a title change would representthe club’s expansion into the futureand coincide with the club’s new look.

A big aspect of the renovations isthe club’s News Café and a newoutdoor timber deck patio area at thenorthern end of the facility, whichfulfills new smoking legislation criteria.

A new club logo, which encompassesthe past, present and future of

Wallsend Diggers, also was introducedto compliment the changes.

The logo is a contemporaryrepresentation of a family-orientatedand friendly culture founded on thetradition of the Australian spirit.

Wallsend Diggers Promotions

Manager Peter Young said it was anexciting time to be involved with theclub and the News Café is a bold stepinto the bright future for a club thatmaintains its focus on providingquality dining, top-level service and anentertaining environment for thewhole family.

The News Café opened for tradingto the public on September 2, in afriendly, stylish and modern area thatcaters for up to 200 people at a time.

This area includes a front deck thatspills onto the street, inner andenclosed café, an outdoor courtyardwith a waterfall feature and barbecuefacilities, kids play gym with a soft fallarea and a kids Sony Play Stationactivity centre. The News Café offersan outdoor barbecue menu tocompliment the new facilities, aweekend breakfast menu, a-la-cartestyle lunch and dinner menu, a specialkids menu and blackboard specials.

The outdoor barbecue menu offersmembers and guests the option tocreate their own meal with steak,chicken and seafood options, whichalso encourages patrons to enjoy theoutdoor environment.

The weekend breakfast – from 9amto noon – menu is based on selectingfrom healthy and traditional options,including eggs benedict, bacon andhash browns, or a fresh fruit plate withnatural yoghurt.

While parents enjoy the extensivemenu, children can choose from steak,chicken, fish or pasta meals, whichinclude a drink and bowl of ice-creamor a colouring book with pencils.

All menus are supported with a self-serve salad bar, Bruno Rossi coffeeselection, fresh cakes, gateaux, pastries,home-made ice-creams and sorbetsalong with traditional favourites.

The News Café is open daily from11am to 3pm and 5.30pm to 9.30pmMonday to Friday; Saturdays from 9amto 3pm and 5.30pm to 9.30pm;Sundays from 9am to 9.30pm;breakfast is available Saturdays andSundays from 9am to noon.News Café chef Jacob Stone prepares one of his special dishes.

News Café opens at newWallsend Diggers

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Day Date Meeting Time Venue Zone Lunch Time

NOVEMBER

Thursday 3/11/05 09:30 Taree RSL & Golf Club Great Lakes 13:00

Thursday 3/11/05 N/A Marriott, Surfers Paradise Leagues Club Association N/A

- 6/11/05 National Conference

Wednesday 9/11/05 09:30 Dubbo RSL Mid State 13:00

Sunday 20/11/05 N/A Hyatt Hotel, Canberra Services Clubs Association Ltd N/A

-23/11/05

Tuesday 22/11/05 09:30 Logan Diggers Brisbane 13:00

Tuesday 22/11/05 09:30 The Entrance Leagues Central Coast

Friday 25/11/05 09:00 Auburn CMAA Executive Meeting N/A

Friday 25/11/05 10:00 Auburn CMAA Federal Council Meeting 13:00

Friday 25/11/05 N/A Brighton Le Sands CMAA Sponsors Luncheon 13:00

Tuesday 29/11/05 09:30 Maroubra RSL Club City Eastern Suburbs 13:00

Tuesday 29/11/05 09:30 Catalina Country Far South Coast 13:00

Wednesday 30/11/05 09:30 Castle Hill RSL Club Manly Northern Suburbs 13:00

DECEMBER

Friday 2/12/05 09:30 Revesby Workers Club Inner West 13:00

Friday 2/12/05 11:00 Collegians Illawarra/Shoalhaven 13:00

Tuesday 6/12/05 09:30 St George Sailing St George 13:00

Tuesday 6/12/05 09:30 TBA Mid North Coast 13:00

Wednesday 7/12/05 09:30 Tamworth TBA North West State 13:00

Wednesday 7/12/05 09:30 Sydney Club Industry Advisory Council N/A

Thursday 8/12/05 09:30 Mount Druitt Workers Club Nepean 13:00

Friday 9/12/05 09:30 Maroochydore Surf Club Sunshine Coast 13:00

Monday 12/12/05 09:30 Currumbin RSL Club Gold Coast 13:00

Wednesday 14/12/05 09:30 TBA Far North Coast 13:00

Wednesday 14/12/05 11:00 Cardiff RSL Club Hunter 13:00

Wednesday 14/12/05 09:30 TBA Victoria 13:00

Thursday 15/12/05 09:30 Auburn CMAA Executive Meeting N/A

CMAA DIARY DATES FOR ZONE MEETINGS & INDUSTRYFUNCTIONS IN 2005 / 2006

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ACTGreta EvansWoden Tradesmen’s Union ClubPhone: (02) 6285 1995Fax: (02) 6285 2592

CITY/EASTERN SUBURBS:Shane DollimoreBronte RSL ClubPhone: (02) 9389 7544Fax: (02) 9389 2568

MANLY/NORTHERN SUBURBS:Luke SimmonsNorth Sydney Leagues ClubPhone: (02) 9202 8888Fax: (02) 9955 7619

INNER WESTERN SUBURBS:Stuart JamiesonCarnarvon Golf ClubPhone: (02) 9649 6255Fax: (02) 9749 4240

ST GEORGE/CRONULLA:Tracey Van Rossum, ACCMClub RiversPhone: (02) 9533 3144Fax: (02) 9533 3812

NEPEAN:Joseph Bayssari, ACCMSeven Hills RSL ClubPhone: (02) 9622 2800Fax: (02) 9621 8121

CENTRAL COASTDelia WedesMingara Recreation ClubPhone: (02) 4349 7799Fax: (02) 4349 7800

HUNTER:Andrew Walker, ACCMPelican Flat RSL ClubPhone: (02) 4971 2165Fax: (02) 4972 1660

THE GREAT LAKES:Christine ShannonForster Bowling ClubPhone: (02) 6554 6155Fax: (02) 6555 6526

MID NORTH COAST:Glenn Buckley, ACCMWoolgoolga R.S.S. & A. ClubPhone: (02) 6654 1234Fax: (02) 6654 0156

FAR NORTH COASTPhillip Mallon, ACCMCabarita Beach Sports ClubPhone: (02) 6676 1135Fax: (02) 6676 1245

ILLAWARRA ZONE:Matthew O’HaraOak Flats Bowling & Rec ClubPhone: (02) 4256 1400Fax: (02) 4257 1050

FAR SOUTH COASTMichael O’Sullivan, ACCMMilton Ulladulla Bowling ClubPhone: (02) 4455 1555Fax: (02) 4454 0539

RIVERINA/MURRAY:Paul Barnes, ACCMMoama Bowing ClubPhone: (03) 5480 9777Fax: (03) 5480 9888

Southern Riverina:Craig MuirCoomealla Memorial ClubPhone: (03) 5027 4505Fax: (03) 5027 4350

NORTH WESTERN:Sharon GoodhewNarrabri RSL ClubPhone: (02) 6792 1844Fax: (02) 6792 1696

MID STATE:Andrew SpiceForbes Services Memorial ClubPhone: (02) 6852 1488Fax: (02) 6852 3227

VICTORIA:Wayne Rinaldi, ACCMSebastopol Bowling ClubPhone: (03) 5335 9146Fax: (03) 5335 5440

QUEENSLAND

BRISBANEChristine MannixSunnybank Community & Sports ClubPhone: (07) 3344 7222Fax: (07) 3344 2944

IPSWICH/DARLING DOWNS:Paul PhillipsGoondiwindi RSL ClubPhone: (07) 4671 1269Fax: (07) 4671 3330

SUNSHINE COAST:Tony Costain, ACCMCaloundra RSL ClubPhone: (07) 5491 1544Fax: (07) 5491 7101

GOLD COAST:Anne StovinCurrumbin Palm Beach RSL & Ser. Mem ClubPhone: (07) 5534 7999Fax: (07) 5534 7831

QUEENSLAND SUB ZONES:

BUNDABERGHellen RyanHervey Bay RSL & Services ClubPhone: (07) 4128 1133Fax: (07) 4124 2370

ROCKHAMPTON/GLADSTONEWill Schroeder ACCMYaralla Sports ClubPhone: (07) 4972 2244Fax: (07) 4972 6355

TOWNSVILLETo Be Advised

LONGREACHTo Be Advised

Zone Education Officers

CLUB MANAGERS’ ASSOCIATION AUSTRALIA - … Club Management November 2005 CLUB MANAGERS’ ASSOCIATION AUSTRALIA “Club Management in Australia” is published monthly by Jim Henry

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