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Voice of the Club Community



The bi-monthly newsletter for WA’s Club Industry

Practical steps for clubs wanting to engage with multicultural groups with Fadzi Whande










CLUBS WA PRESIDENT Wally Maker Royal Fremantle Golf Club

REGIONAL VICE PRESIDENT Greg Hadlow Burekup & Districts Country Club


TREASURER Chris Richardson Dalkeith-Nedlands Bowling Club

METRO BOARD MEMBER Wayne Barrett Thornlie Football and Sports Club

REGIONAL BOARD MEMBER Geoff Mitchell Ledge Point Country Club

REGIONAL BOARD MEMBER Michelle McDonnell Kellerberrin & Districts Club

METRO BOARD MEMBER Ray Mansfield Willetton Bowling Club

Clubs WA - The peak body for licensed and community clubs since 1957



Karen Giles

Therese Bemet -



Linda Soerianto -

Samantha Parrotte -



Bob Shanks -

Scott McMahon -



Ian Dang -

Peter Mazanec Tarquin Bateman -




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CEO REPORT Karen Giles Clubs WA CEO

Dear Member, Recently I attended the Clubs Australia National Governance workshop. The topics ranged from committees to the future of the industry and the following are my highlights, which I would like to share with you. Top 10 Tips for High Performing Boards (Graham Bradley AM FAICD Non-Exec Chair GrainCorp, HSBC Bank Australia and EnergyAustralia Holdings) 1. An effective Chair who encourages inclusivity for the whole committee. 2. Effective agendas and high-quality board papers. 3. Diligent and constructive directors. Encourage “cognitive diversity”. 4. Effective board minutes which contain Action Items. 5. Concern for culture and concern for the customer. 6. Appropriate relationship between the manager and the Chair. 7. Time Outside the Boardroom. 8. Equality of Information around the Board Table – directors to ask whatever they need to ask in order to do their role. An “effective collective”. 9. Respect for Board Confidentiality (eg avoid external comments). 10. Present a United Front, with the Chair as the sole spokesperson on governance matters. Ways to Reduce Bullying and Harassment (Evelyn Field OAM, Psychologist, Author, Speaker) • Improve work culture and management (The main causes of bullying and anti-social behaviour are: Poor Management; Toxic Culture; and Cliques/Clubs). Consider a constructive Code of Conduct with input from all in your team. • Be collaborative not adversarial. • Intervene and resolve issues ASAP. • Treat everyone with respect and equity. • Support, counselling and mentoring for all employees. • Audit your improvements. 4

Mental Health and Resilience (Anthony Hiscox, Senior Consultant KPMG) • Consider the impact of “presenteeism” compared to absenteeism – where people come to work but do not give 100 percent. • Add Psychological Safety as an agenda item for Board meetings • Look at options to assist those in your club – either through an Employee Assistance Program (EAP) or providing support for those with mental health issues to go and see their GP for a referral for a Mental Health Plan. • There are a lot of free training resources available such as: Disruption and Exploitation (Dr Robert Kay, Co-founder and Executive Director Incept Labs) • We currently have many disruptions occurring, from climate change to a predicted depopulation post 2050, and most notably automation. • Automation will be the fourth industrial revolution in the next decade, with technology replicating a lot of what clubs currently provide. • Clubs need organisational resilience – we need to start testing the concept of ‘disruption’ now. There will be a rise in non-routine cognitive roles and a strong decrease in roles characterised by routine tasks. Clubs need to shape/create the environment instead of just changing and adapting. • We need to change strategic thinking from just “exploit” to include “explore”. “Exploit” deals with working through the variables you have in front of you and focus on making decisions for today. “Explore” allows you to pursue opportunities with a focus on tomorrow. Consider a committee focused on “explore” and provide a protected

budget for this to allow for reinvention. • Good governance is a team activity. It is important to discuss the “weak signals” – which individuals pick up on but they tend to be ignored in team discussions which tend to be focussed elsewhere instead. These “weak signals” are often snippets of information that point to change. I am sure this will provide you with some good discussion points for your next meeting!

On that note, congratulations to our great examples of clubs that have become finalists in this year’s Awards for Excellence! These awards are a great way to review your club governance as well as provide deserved recognition to club teams that have worked tirelessly throughout the year. Tickets are now on sale for our “night of nights” and I encourage your club to support this event as we showcase our industry to government and the community of WA. For more information please contact Sam in the office on 1300 640 616.

Clubs WA will be focusing on change management, building diversity and creating awareness at our Best wishes, next Industry Forum and welcome your input. If you would like to provide examples of these, please contact Ian in the office. Karen Giles


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Fadzi Whande on Embracing Diversity and Inclusion PETER MAZANEC, WRITER - CLUBS WA Embracing multiculturalism presents an opportunity for clubs to attract and engage with new members, strengthen their reach and presence in the community while creating positive, mutually beneficial relationships. Perth currently rivals Melbourne in terms of cultural diversity, with some suburbs in Perth now comprised of up to 60 per cent migrant populations. Internationally renowned speaker Fadzi Whande is currently the Inclusion and Diversity Adviser for the University of Western Australia. Through her work as a social justice advocate, Fadzi has won many awards including the 2016 International Racial Equity Leadership Award, was a finalist in the 2016 Australian Human Rights Awards, and served on the 2015 Australian National Committee for UN Women’s delegation to the Commission on the Status of Women (CSW), held at the United Nations Headquarters in New York. This month, Clubs WA spoke to Fadzi to find out how local clubs can truly make the most of multiculturalism and diversity. Why is it important to not just embrace diversity, but work on being inclusive? There’s a saying that I came across on the internet that says diversity is being invited to a party and inclusion is being asked to dance. I like that saying because a lot of the time when we talk about diversity, we’re actually taking about inclusion. Diversity is what you have: How many people with black hair; how many people with red hair; it’s just really a demographic. Inclusion is the how. How do we enable all of those different characteristics to be in one place and feel like they can fully participate? I think our challenge a lot of the time is inclusion, because you can be in a room where it’s all females and there will be diversity in age, in hair colour, there will even be diversity in where they were born. Diversity is always there but inclusion isn’t. Inclusion, then, is the extra piece that says anyone can come into this room and feel that they belong. 8

What can Clubs do to promote inclusion? The reality is, we attract who we are. If you think about our social circles, it’s people who have something in common with you. Either you work together or you know there are different things that we do in a common place. So, oftentimes when we have clubs and associations, we tend to have people that look like us or have something in common with us. I always say that it’s not a fault to have clubs that do that, because that’s human nature and on the other side it will be the same. A challenge for a lot of people is the engagement with people who are not like them. One of the first things I say to people is that if you want to have an inclusive company, organisation or club, what do your friends look like as an individual? It’s about encouraging people at an individual level to also be willing to embrace difference, whatever that looks like. Oftentimes, I find that we create policies or community engagement strategies where we want to engage with people, but we want to engage with them based on what we want, not based on what they want. That requires us going to those communities that aren’t part of a club. For example, let’s say one of the aims in the club was to make it more inclusive and get more diverse people involved. Well, where are the diverse people? Are they at multicultural events that are happening? Start by engaging there and seeing what they do. Sometimes it’s also about partnering so, instead of reinventing something, is there a multicultural group somewhere that you can partner with? It could be over an event and saying, “Hey, Harmony Week is around the corner. Can we do something together to embrace that?” People then see you’re not just interested in diversifying the club, you’re actually interested in engaging. I always say to people; community events are the perfect way to start to engage with groups. Harmony week is always a good week to look around, see what’s involved, engage with them. Have you seen any great examples of this community engagement at work? I recently spoke at Beaufort Rotary, and I was actually surprised because the demographic of that group was younger than a lot of other groups I’ve spoken at. When I asked them, they were very strategic in terms

of what they wanted and they basically came up with their own agenda that appealed more to a younger demographic.

make sure that people have an understanding. It also helps you all be on the same page and recognising that everyone has a bias.

Fadzi offered several practical steps for clubs wanting to begin engaging with multicultural groups:

4) Seek the diversity you want. This may involve some time and effort on behalf of the club in order to engage with the group you want.

1) Be more involved in community events that are run by your local council. You don’t even have to host them. All you have to do is be involved and you will get to see a lot more things happening

5) Unite with different groups over a social issue. Let’s say a club wants to tackle the issue of homelessness. If it’s promoted as a social issue, you are bound to get people who are attracted to that as opposed to, “we’re looking for 18-25 years old who are passionate about this.” If it’s around an issue, you attract a different group of people.

2) For those clubs who can, utilise school groups. A lot of schools have newsletters that go out frequently. Advertise whatever it is you’re doing there, because you are bound to get a lot of interest, particularly from diverse groups. 3) Hold seminars to talk about this topic. I’ve gone around to quite a lot of clubs and finding out where they’re at and talking about the importance of diversity just to make sure that there’s effort on a club’s side to


6) Partner with someone who has expertise in diverse communities. Maybe you have experience in running a club and someone else has a background working in mental health. Work with them to come up with programs where everyone benefits; you get the diversity you want and they get the expertise of how to run an organisation. A good way forward is partnerships and

Andrew Ross, Janet Holmes A Court, Greg Hire, Diane Smith-Gander, Ron Alexander and Fadzi Whande. Winners and finalists of the West Australian of the year 2018. Picture: Simon Santi The West Australian 9

Committee Restructure Restores Volunteer Enthusiasm TARQUIN BATEMAN, WRITER - CLUBS WA Three years ago, Coogee Beach Surf Life Saving Club (SLSC) decided to completely restructure the way their club was run.

Each side of the business has a Vice President (VP), three Directors under each VP and a team of officers under each Director, totalling over 60 committee roles.

They cut three positions from the board, introduced an immediate past president mentoring program and created role profiles for each job within the Club.

While 60 may seem like too many, it is important to remember that Coogee Beach SLSC has a membership base of over 1,200 and requires roles like age-group managers, competitions coordinators, lifesaving captains and training officers in addition to normal club management.

The end goal was to avoid volunteer burnout, engage their rapidly growing member base and maximise the potential of their new Integrated Community Facility. Coogee Beach SLSC President Nick Neal drove the change, recognising an opportunity to avoid the pitfalls of traditional Club Management Structure and restore the solid foundations the Club was built upon.

“The intent was still to have a management committee at a board level, but also to have each director have a sub-committee of their own working on issues in their specific departments before it goes to the relevant committee meeting,” said Nick.

“I could see where the club was going, and they needed someone who could sit back with perspective and help create a strategic approach for bringing it into the future successfully,” he said.

“Once issues have already been worked through by sub-committees, they can go to the Board meeting for a final decision, or the sub-committees can resolve it on their own.

Prior to the restructure, the Club had a problem with distribution of responsibilities. Volunteers in senior management roles were getting discouraged, losing enthusiasm and burning out quickly.

“The whole restructure is really about finding out what the members want, and then having those ideas and criticisms go through each level all the way to the top.”

The main problems arose from a sudden increase in the Club’s membership base which increased pressure on Committee members. Initially the Club tried creating new positions on the board each time a new job needed to be done. “The board grew to 13 people with the directors still trying to run everything in the club by themselves,” said Nick. “People were doing odd jobs all over the place, it just didn’t work.” Instead, Coogee Beach SLSC split all Club roles into either ‘wet’ or ‘dry’ sides of the business. ‘Wet’ being beach operations and ‘dry’ being club operations.

Nick also developed the idea of nominating members with relevant skillsets and giving them specific responsibilities, instead of filling positions as they came up. “We looked at what each person did for us at the club and then broke down their role into its core elements and said right, that’s what you’re responsible for,” said Nick. “It took us nearly two years to get the role profiles fully developed to a standard we were happy with, and we worked with the people in those jobs to set fair expectations. “By simplifying and defining leadership roles, we reduced pressure on our volunteers and also the conflict that arose from leaders with different goals for the Club’s future.” Continues Page 12...


President Vice President of Club Operations

Director of Finance

Immediate Past President

Member Protection Officer

Human Resources Advisor (Third Party)

Life Membership Committee Chair

Vice President of Beach Operations

Vice President of Club Operations Director of Admin

Venue Manager (Paid Staff)

Director of Marketing

Director of Club Development

Fundraising Coordinator

Director of Admin Historian

IT Officers


Coogee Beach Surf Life Saving Club

Admin Coordinator

Development Officers

Membership Officer

Director of Club Development Development Coordinator

Maintenance Coordinator

Development Officers

Maintenance Officers

Afilliated Clubs Officer

OHS Officer

Legal Advisor (Third Party)

Director of Marketing Sponsorship Coordinator

Grants Coordinator

Grants Writer

Merch Coordinator Merchandising Officers


At the beginning of the restructure, Coogee Beach SLSC’s Board still met monthly. Three years on, they meet quarterly. “Naturally there are some things that need Board endorsement, like finance and sponsorships, but the Club has really got it down now so that the subcommittees can make the decisions themselves without waiting for approval at the board level,” said Nick. The restructure has also been beneficial to the Club Culture by breaking down the stigma between the board and members, and in opening up opportunities to utilise their Integrated Community Facility. “The reorganisation was also about breaking down those communication barriers and cliquey social groups that tend to form when the same senior club members make the decision for years at a time,” said Nick. “It happens in every club, but you need to have your management team be approachable, open minded and adaptable to change. “We are a club, but we are really trying to be more of a community hub that represents the common goal of building better lives.” In Nick’s view, the success of an organisational restructure depends on: 12

1. Having a clear vision for your club’s future, and setting and meeting goals 2. Getting the right people in the role 3. Giving volunteers a clear role profile with set expectations and boundaries 4. Creating open lines of communication all the way up the chain 5. Not expecting volunteers to give you more hours than they can manage 6. Taking feedback and using it to improve upon current operations 7. Becoming inclusive of your community 8. Providing members with conflict resolution strategies While overall the restructure has been extremely successful, Nick admits there are still a few teething problems. “People are still learning to let go and just steer the ship in the right direction,” he said. “It’s something that takes time. “The best thing that’s come out of it is that it’s not a burden now to take on a role and be expected to do everything yourself. There’s a support network and sub-committees to help you sort everything out.”

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PUTTING MEMBERS FIRST Recent feedback survey offers interesting insights.

With current media attention focussed on the superannuation industry, we thought we’d share some insights from our recent annual member feedback survey. Our survey is designed to measure how well we support our members to make decisions about their super. Whilst we were pleased with the positive sentiment expressed by our members, there is still a lot of work we can do to improve the community perception of an industry that potentially impacts the life savings of many individuals. Trusted Brand Despite the adverse publicity surrounding superannuation, industry super funds have maintained the respect and trust of the general public. In our survey, the results confirm that our fund is perceived as a highly trusted fund by 9 out of 10 members which is well above the industry average of 6 out of 10 members*. Meeting Members’ Needs 4 out of 5 members said they would recommend Club Plus Super to others. In addition, members are also confident (88.9%) that our fund meets their needs. These results acknowledge our commitment to meeting or exceeding member expectations.

Moving with You Having more than one super account results in duplicate fees that may not be the best outcome for the member. Typically, this occurs when a person changes jobs and joins another fund without assessing the overall benefits of staying with their existing fund. We’re pleased to report our survey results indicate that over 80% of our members recognise the benefits we offer and are likely to stay with us if they change jobs. Investment Performance In terms of performance, 7 out of 10 members agreed that they are very satisfied with the return on their investments. Our MySuper or Balanced investment option delivered a 10.8% return for the 2017/18 financial year** which placed us in the Top 5 SuperRatings best performing balanced fund for the second year in a row***. The survey results reflect the optimism of our members and we’re committed to ensuring we will continue to maintain the high level of trust they have in us to look after their hard-earned investments. For more information, visit

*CoreData, Industry Superfunds, Member Engagement Survey August 2018. **Past performance is no indication of future performance. ***Based on SuperRatings SR50 Balanced (60-75) index for the financial year ending 30 June 2018. https://www. Read the PDS issued by Club Plus Superannuation Pty Limited ABN 26 003 217 990, ASFL 245362, the trustee of the Club Plus Superannuation Scheme, ABN 95 275 115 088 before making a decision.

New motorcycle safety campaign urges riders to Ride to Arrive In 2017, 346 people lost their lives or were seriously injured while riding motorcycles on WA roads.

in their brain how ridiculous some of these products were,” said director Paul Komadina.

The State Government has ramped up its community safety education to make Clubs WA members and the wider community more aware of the risks involved in riding a motorcycle and highlight the safety features that are now available on bikes to improve the safety of riders and their passengers.

“But they knew we were there to highlight safety and they were all really on board with that message.”

The digital series “The Serious Sale” uses humour to promote a serious road safety message and features real customers at a Perth motorcycle showroom. “Many riders still let safety take a back seat, so we thought we’d do something about it,” said art director of the series Niall Stephen. “We want to show people that there are easier ways to be safe on a bike.” The Brand Agency art department created some farfetched safety devices, installed them on motorcycles and an actor masquerading as a sales clerk then demonstrated the phony products to real motorcycle riders to get an authentic reaction. The safety devices include the Sudden Stop Impact Protection System airbag installed between the motorcycle handlebars, Anti-Slip Stability Enhancement or adult training wheels and the Carbon Fibre Exo-Suit which is 400 per cent stronger than human skin. “The second we told them it was a set up, it clicked

The MotoCAP website now puts Australian motorcycle protective gear through a rigorous testing regime and gives ratings for protection and comfort to help riders choose the safest pants, jackets and gloves for riding. The results of independent testing of motorcycle helmets can be found on the Consumer Rating and Assessment of Safety Helmets (CRASH) website, with a star rating from 1 to 5 awarded for safety and comfort. From November 2019, a new Australian Design Rule requires all new motorcycles sold in Australia to be fitted with an Advanced Braking System (ABS), which according to an evaluation into the effectives of ABS on motorcycle safety, could result in a 31% reduction in death and severe injury in a crash. “It’s actually quite simple to be safe on a motorcycle,” said Motorcycle Riders Association of WA President Dave Wright. “You need to be aware of your surroundings, of your own abilities and aware of the capability of your motorcycle.” For more information on how to stay safe on your motorcycle, visit the Road Safety Commission’s safety pages on motorcycles and motorcyclists.


PETER MAZANEC, WRITER - CLUBS WA The pressure was on at Armadale Senior High School as some of the Club Industry’s top chefs and cooks competed for the Clubs WA Chef’s & Cook’s Challenge crown on the 25th March 2019. This year, Club chefs and cooks were tasked with making their tastiest burger followed by a main course in the mystery box challenge. The mystery box challenge required the challengers to plate a dish using one or more of the five ingredients from the mystery box which included fennel, two-minute noodles, Coke, jaffas and last but not least, coco pops! The challengers did not fail to deliver, with delicious burgers and incredibly creative main courses served up to the competition judges, Brendan Dugan, Rohan Wills, Gerhard Steiner, Brian Dunnage and Michelle Tilly. Clifton Phillips from Gosnells Golf Club and Dean Williams from Lake Karrinyup Country Club were the big student winners on the day, with the chefs taking out the Student Choice Award in their respective rounds.


The overall winner will be announced at the Clubs WA Industry Awards for Excellence night on 29th June. Clubs WA would like to say a big thank you to all our challengers for their contributions and to our wonderful sponsors, Stoddart, Birch & Waite, and Armadale Senior High School for making this event a huge success.

Ready to Serve Cocktails

Lexington Hill Cocktail Club is the largest draught cocktail brand on premise in Australia, and we’re bringing Espresso Martini & Margarita on the Rocks to off premise to continue to drive the growing wave of cocktail culture. No mixing required, simply grab your glassware and garnish for a perfect cocktail every time.

ESPRESSO MARTINI Ingredients: Melbourne roasted cold drip coffee, quadruple distilled grain vodka, Continental Crème De Cacao sugar syrup. Tasting Notes: An inviting coffee/mocha aroma gives way through the firm crema to a creamy palate of more pure cold drip coffee, cacao vanilla notes and warm spirit undertones. Serving Suggestion: Serve in a coupe glass with 3 coffee beans rested on the crema. Serving Ritual: •

Pour half the bottle evenly into two martini glasses

Shake the bottle hard until entire liquid is a latte crema colour

Pour crema into both glasses and garnish

MARGARITA ON THE ROCKS Ingredients: Blue agave tequila blanco, Continental Triple Sec, lime juice Tasting Notes: Tropical lime aroma balanced with sweet, smoky tequila notes. The first sip builds with lime, balanced with juicy 100% blue agave tequila and cut with sea salt freshness on the glass rim. Serving Suggestion: Serve in a tumbler glass over ice, with flaked salt rim and fresh lime wedge. Serving Ritual: •

Lime and salt the rim of two tumblers, fill with ice

Fill both glasses with Lexington Hill Margarita

Squeeze and add a fresh lime wedge

Clubs WA presents the Grecian themed

Saturday, 29th June 2019 The Astral Ballroom, Crown Perth For more information please contact Samantha Parrotte at or call 1300 640 616

Oatley Fine Wine Merchants is thrilled to maintain their long-standing partnership with Clubs WA. We are a family owned wine partner committed to providing an exceptional beverage experience for your members. With over 600 products to range from ‘first pour’ wines to fine wines, glassware and water.

Oatley Fine Wine Merchants is Australia’s fastest growing wine business, partnering with some of Australia’s most successful family owned wineries, who all share the same philosophy and commitment to quality. Our support programs include wine list design and production, reward programs for members, staff training, community support initiatives and themed promotions. Robert Oatley Vineyards has over forty years - experience in wine making in Australia. The vineyards are tended organically where possible and wines made with minimal intervention. Wines are crafted for varietal clarity and focus, reflective of their ‘sense of place’, are modern, fashionable, and are “Wines of character and integrity”.

CONTACT US Fiona Patmore (CBD / Central) - State Sales Manager e: p: 0416 244 809 Damian McCague (South) - Sales Manager e: p: 0488 770 975 Clay Faulds (North) - Sales Manager e: p: 0450 646 210 5 STAR WINERY JAMES HALLIDAY - AUSTRALIAN WINE COMPANION 2018

Clubs WA giving graduates invaluable experience MELISSA WARLARD, WRITER - CLUBS WA Whilst the struggles of university may end when you graduate, when you finish your degree, your focus shifts toward getting a job. With so many people graduating and limited jobs available, it’s likely that finding your place may take some time. Landing that first job is stressful, and can make many people feel uncertain and anxious. I have lost track of how many times I was told that applying for jobs will become a full-time job in itself after graduation. As a writing student, I was told early on in my degree that it would be challenging to find employment. I was told that it could take months, or even years, and that many of the opportunities in my field were based over east. As the end of my degree approached, I’d be lying if I said I wasn’t worried about the future. So how do you make yourself stand out amongst a plethora of other hopeful candidates? Internships and volunteer opportunities! Internships are a fantastic way of gaining experience in your field and figuring out which direction you want to steer your career towards. Being an intern at Clubs WA allowed me to have a number of experiences that were not only be useful in helping me find a job, but also taught me the day-to-day skills I needed to succeed in my chosen career. Some of the work I did as an intern included interviewing people, researching potential content and getting my work published. I was able to implement the skills I had learnt at university and further develop them in disciplines like marketing and business. Throughout the internship, I was also able to meet many different communities of people and get an insight into how the club system works. Clubs WA allowed me to hit the ground running. I was writing content straight away, and I really enjoyed having control over the features and projects I was involved in. It was also super flexible which meant that I was able to fit it in around my other commitments

(including full time study!). I have since managed to get a full-time job as a digital content manager, and I truly believe that completing an internship with Clubs WA gave me the experience that helped me stand out from the crowd. I would recommend that university students and graduates in the areas of writing, journalism, marketing, business and communications get on board with such a great opportunity. I can’t thank the team at Clubs WA enough for offering such a fantastic experience and I am very grateful for the role that this internship played in kickstarting my career.

The future of club licences and the trend of clubs converting to taverns In speculating on the future role of the club licence and the trend of clubs converting to tavern, one is aided by reflecting on the past. Historically, club licences were very different from all other types of licences. They were also distinctly different from what they have become today. Going back as far as the early days of the 1911 Licensing Act, persons enjoying the privileges of membership of a members’ club which was registered under that Act could be supplied and were permitted to drink liquor at the club. However, strictly speaking as the law then stood, there was no sale of liquor. In those early days registered club premises did not become licensed premises within the meaning of the Act. To be registered, they could not be ‘proprietary’ ie, commercial in nature. The drinking times were limited. Further, the part of the premises into which ‘strangers’, ie non-members, could lawfully access was very restricted.

Dan Mossenson

Over the decades, the nature of club licences progressively changed and the privileges slowly expanded. Despite that, the rules and regulations preserving the underlying private element coupled with the membership requirement still remained. By so doing there were obstacles initially in obtaining and thereafter in maintaing liquor licensing approval.

Emeritus Partner Liquor, Hospitality and Events +61 8 9288 6769

With the introduction of the 1970 Liquor Act, licensed clubs became clearly defined in their roles. This has continued ever since as the essential or inherent difference compared to other liquor licences has remained. They continue to be private rather than public facilities. This aspect is in contrast to the tavern licence which was a new concept introduced in the 1970 legislation. In the decades since 1970 it has become apparent to a number of clubs around the State that not only would the interests of their members but also elements of the local communities be better served with a more flexible licence. This is where the tavern licence has become very relevant as has the special facility sports arena licence in some cases. The most recent amendments to the Liquor Control Act have again further loosened some aspects of visitor and guest use of licensed club premises. But despite the ongoing relaxation of visitor usage, there continues to remain the same inherent complications of addressing the two key prerequisites to any club licence. One is the need to maintain a common interest amongst the users of the facility. The other is the quite complicated statutory requirement as to the rules of the club. The trading hours of clubs compared to taverns these days do closely resemble each other. Increasingly, clubs are seeking more flexible licence conditions which only a tavern licence can offer. These factors have in some cases motivated change.

Jessica Patterson Partner Liquor, Hospitality and Events +61 8 9288 6946

As the differences between licensed clubs and tavern licences diminish as to usage and continue to blur, one can confidently speculate that the trend of some traditional licensed clubs wanting to convert to taverns will increase. The commercial appeal of a tavern licence coupled with the ability of avoiding some of the obligations of complying with the cumbersome rule requirements do add to the attraction of a tavern. The conversion is not always simplistic, however firstly, it is necessary for club members to agree. It also requires appropriate zoning of the site and the ability to make the change which will be dependent on the wording of the lease. Those clubs incorporated under the Associations Incorporation Act would still need to comply with that Act. In order to obtain a tavern licence, a club would need to establish that it has exclusive tenure over the licensed premises at all times. That means, clubs that share their facilities with other clubs or organisations will need to resolve their tenure issues before applying for a tavern licence. Finally, the change in licence would still need to pass the public interest test to gain licensing authority approval.

The Quadrant, 1 William Street Perth Western Australia 6000

Tel +61 8 9288 6000 Fax +61 8 9288 6001

Alec Weston Senior Associate Liquor, Hospitality and Events +61 8 9288 6873


$10,000. The Road Safety Award, Safety In Numbers, Look Out for Each Other program has now ended. We have received amazing nominations, wishing all the With the looming deadline for associations to update nominees best of luck! Not only we are organising their constitution by 30 June 2019, we understand our biggest event the Clubs WA Industry Awards many of our member clubs have been approached for Excellence in June, we’re now planning for the by independent consultants who offer assistance in Industry Forum and Expo happening in October, if you have any suggestions for the forum topics please constitution review, update and rewrite. do not hesitate to contact me at marketing@clubswa. To assist with constitution updates, Clubs WA provides the following services to member clubs for free or at heavily subsidised rates (depending on your Partnering up with Stoddart we’ve organised a competition called, ‘Simply SNAP, SEND & WIN’. membership): Simply follow the requirements to be in the chance • Constitution review - free or $110 inc GST. to win $3,000 worth of fantastic kitchen products for • Constitution rewrite - $330 inc GST. your club, competition closes 30th September 2019. • Step by step process for changing the constitution Please see page 27 for more information. including Schedule 1 Requirements – free. • Provision of templates such as: AGM notice, Special Resolution schedule and others – free. • Meeting attendance for AGM/SGM/Members SAMANTHA PARROTTE, EVENTS OFFICER meeting – POA. For more information please contact Clubs WA office on 9417 7149 or email FALSE BILLING SCAM ALERT FOR CLUBS WA MEMBERS Border Promotions Pty Ltd recently contacted Gosnells Bowling Club sponsors claiming to be the club’s sponsorship coordinator, and subsequently invoiced sponsor businesses for false products. Gosnells Bowling Club has no relationship with Border Promotions. Information stolen by the scammer was taken from the Club and sponsor business websites. Consumer Protection has been notified, and the Club is seeking further advice on the matter. IAN DANG, MARKETING MANAGER A big thank you to the Road Safety Commission for their ongoing support. This year there will be a new Road Safety Award category with a cash prize of 22

Our annual Chef’s and Cook’s Challenge was held on the 25th of March at Armadale Senior High School, where our chefs were put to the test to cook the best hamburger and mystery box main course possible. The challenge tested their ability to perform under time pressure, their creative abilities, and their overall cooking skills. Every single Challenger did an incredible job, somehow managing to make palatable main meals from ingredients such as Coco Pops and Jaffas. The winner will remain a secret until the Industry Awards for Excellence ceremony… The Industry Awards for Excellence are approaching rapidly and I would love to thank everyone for sending in their amazing nominations. We are so excited to celebrate these achievements with you all on the night and I can’t wait to see everyone there. Tickets are available online at; alternatively, message for a registration form.

EXCERCISING DUTY OF CARE AND THE RESPONSIBLE SERVICE OF ALCOHOL PETER MAZANEC, WRITER - CLUBS WA Responsible service of alcohol is an important issue for any licensed club, as the legal repercussions for breaching liquor laws can be severe and life changing. Exercising duty of care is critical to protecting your club from the implications of a night out gone wrong. While the High Court of Australia ruled in 2009 that Licensees are not generally required to take care to prevent harm to patrons who become voluntarily intoxicated, the line between exercising duty of care of the premises and personal responsibility involving alcohol can still be a blurry one, as the following case illustrates. In 2002, Tandara Motor Inn staff came under scrutiny for knowingly allowing an intoxicated patron to drive home, ultimately resulting in his death. The patron, Shane Scott, was more than five times over the legal blood alcohol limit when his motorcycle crashed into a bridge. Around 6pm, Scott had handed over his keys to staff and agreed he would telephone his wife in order to pick him up when he was ready to leave. His motorcycle was to be locked in a storage room and collected the next morning. After becoming intoxicated around 8pm, staff refused Scott service. He became aggressive and demanded his keys be returned. The Licensee attempted to call Scott’s wife to pick him up, but Scott would not give them her number. Despite the bar staff’s efforts to reason with Mr Scott, he insisted several times he was ‘right to drive’ and took his keys back. After leaving at 8.30pm, he lost control of his bike just 700m from home and tragically passed away.

The Licensee then sought leave to appeal to the High Court of Australia, which ruled in favour of Tandara Motor Inn and found that the premises discharged its duty of care to Mr Scott by offering to call his wife to come pick him up. The court noted that while the premises had no legal right to withhold personal property, it was unclear as to whether the duty of care or lack thereof was the cause of Scott’s death. This case demonstrates how difficult it can be to determine when a premises duty of care ends and a patron’s personal responsibility begins. The best defence against potential fines, lawsuits, injuries or a death due to alcohol caused by negligence is thorough training. RSA training is vital to protect patrons, management and staff from legal repercussions, and quality RSA training provides staff with the knowledge and strategies to avoid negative outcomes. A practical way to support your RSA trained staff in fulfilling their duty of care towards customers is by keeping a breathalyser on your premises. A breathalyser can be utilised by patrons to check if they are okay to drive, or to simply monitor their own drinking. Not only can breathalysers enhance your club’s image when it comes to promoting patron safety, it can also be a source of revenue for your club. If you would like to know more about acquiring a breathalyser for your premises, Clubs WA can help. We are currently offering a special rate on a wall mounted breathalyser, the Andatech Soberpoint 3 (RRP $3200) for only $1650 plus GST. Soberpoint breathalysers are easy to install and use, come with the convenience of Paywave software, and have low maintenance requirements.

The Supreme Court of Tasmania ruled the Inn did not owe Mr Scott a duty of care, but in appeal the Full Court of the Supreme Court of Tasmania overturned the ruling. 23

Alcosense Soberpoint 3 Wave Prevent drink driving Easy to read results Exceptional accuracy within 0.005% BAC Long lifespan for high volume testing LCD screen can display ads with audio Wifi connectivity for result transfer

The revenue stream that will keep your staff, patrons and members safe.

Just Makes Sense For bookings and enquiries please contact Ian Email: Phone: 08 9417 7149

$1650 plus GST

Good Governance Guide Separation of Authority between Board and Management FRANCIS A JONES, DANIEL PAPAPHOTIS

It is considered good governance for an association to have clear guidelines determining the boundaries between the duties of the board/committee and the managers of dayto-day activities. It is good practice for an organisation to adopt two documents to provide clarity regarding the definition of board and management activities: a ‘statement of matters reserved for the board’ and a ‘delegation of authority’ policy. An organisation following good governance practice will also have a board charter or terms of reference accompanying these two documents.

• • • • • • •

approval of policies approval to purchase, dispose of property and invest funds establishment and maintenance of insurances authority to open and close bank accounts entitlements to accept gifts or bequests approval of leave requests for all employees approval of marketing and fundraising campaigns

Setting out a delegation of authority policy is a fundamental component of a risk management framework. Interaction between the board and management

When drafting these documents, consideration needs to be given to the association’s constitution.

Guidelines should be developed to ensure that the association considers:

Statement of matters reserved for the board • The statement of matters reserved for the board identifies those decisions which are to be made by the board and not delegated to management. This may include:

• • • • • • • • • •

holding responsibility for the overall leadership of the association and setting the direction, culture and values setting the risk appetite for the association approving strategic aims and objectives of the association as a whole appointing and removing the CEO overseeing day-to-day management reviewing performance against strategic plans approving any significant changes in accounting policies approving annual budgets, major projects and any material unbudgeted expenditures determining the objectives of the CEO and remuneration for all key staff periodically reviewing the governing documents formal reporting to members

Delegation of authority policy The ‘delegation of authority’ policy describes those matters delegated by the board to management, it is important for the board to understand that, while it can delegate authority to make decisions, it cannot delegate its responsibility. Policies generally can be stated in either of two ways; specifying what management can do, or specifying what management can’t do. A delegation of authority policy may include the following matters, depending on the size and complexity of the association: • authority to enter into material contracts

• • •

defining the role of chief executive officer (general manager) in a job description ensuring that key performance indicators (KPIs) are in place to measure the performance of the board, and management team ensuring that financial reports are prepared and reviewed by the board including: - Statement of income and expenditure - Statement of assets and liabilities - Statement of cash flows ensuring adequate internal control frameworks and risk management systems ensuring that succession plans exist for key staff within the association ensuring that to the extent possible within the requirements of the constitution, succession plans are developed for board members.

It can also be useful to ensure some associations, board members may be involved as volunteers in operational matters. In such circumstances, board members need to be aware of which ‘hat’ they are wearing and consider their responsibilities accordingly. In such circumstances, careful consideration should be given as to how they report to the board, which is best done through management. For more information on good governance and how it may affect your association, contact Daniel Papaphotis at FAJ Auditing - email or call 9335 5211.


Business Directory

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Liquor Specialists

Legal Partner

Lion Ph: (08) 9350 0407

Lavan Ph: (08) 9288 6000

Carlton & United Breweries Ph: 132 337


Oatley Fine Wine Merchants Ph: 1800 628 539 The Alchemists Ph: (08) 9755 5007 Samuel Smith and Son Ph:1300 615 072

Crown Perth Ph: (08) 9362 7777 *Promo code available

Metro Hotel Perth Ph: (08) 9367 6122 *Promo code available

Gaming Specialists

Pagoda Resort & Spa Ph: (08) 9367 0300

TAB Ph: 13 23 68

Gas & Energy

Mal Atwell Billiards and Bingo Ph: (08) 9354 9150

Finance & Strategic Management B&C Finance Michael Saunders M: 0427 548 871 Club Plus Superannuation Ph: (02) 9376 9422 Francis A Jones Ph: (08) 9335 5211

*Promo code available

Trans Tasman Energy Group Ph: 1300 118 834 WA Energy Ph: (08) 6141 3252 Website:

Hospitality & Venue Specialists Stoddart Manufacturing Ph: (08) 9414 1343 *Discount available for Clubs WA Members

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AV Partners Ph: (08) 9362 7653

Gallagher Ph: (08) 6250 8300

Training Specialists

Signs & Flags

Hospitality Alliance Training Ph: (08) 9417 7149

WA Flags & Banners Ph: (08) 9467 4646

ATI-Mirage Training Solutions Ph: (08) 9218 9059 *Promo code available


Ask our sponsors about their special deals for Clubs WA members

Music Licensing & Entertainment PPCA Ph: (02) 8569 1111 MooV Music Ph: 1300 139 913

Technology 21st Century Business Equipment Ph: (08) 9321 8902

Health, Safety & Community Road Safety Commission Ph: 1300 999 772 St John Event Health Services Ph: (08) 9334 1311 U.G.L.Y Bartender Fundraiser Leukaemia Foundation Ph: (08) 6241 1010 Act, Belong, Commit Ph: (08) 9266 4648

Gourmet Food Birch and Waite Ph: (02) 8668 8000

Stoddart is Australia’s leading commercial food service equipment provider and they are giving Clubs WA member clubs the chance to win $3,000 worth of fantastic kitchen products. For more information, please contact Ian at

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Industry Supporters

PO Box 5101 South Lake WA 6164 • 2/12 Hammond Road Cockburn Central WA 6164 Email: • Telephone: 1300 640 616 • Facsimile: 1300 503 907 • Website:

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