what’s happening In the Zone - p26-33 · Publication No PP227838/003 IN AUSTRALIA image: Leeroy...

IN AUSTRALIAPublication No PP227838/003

image: Leeroy Petersen - twistedliquid.com.au

➣ what’s happening In the Zone - p26-33

➣ CMAA Strategic Plan update - p8-9➣ Armed Robbery … the risk is real - p20-21

➣ Green & Smart Solutions - p34-36

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Finding new staff – and keeping them

1www.cmaa.asn.au Club ManagementSeptember 2007

CMAA FEDERAL EXECUTIVE

WILLIAM CLEGG, ACCMPresidentRandwick Labor Club

ALLAN PETER, ACCMFederal SecretaryForster Tuncurry Golf Club

DANIEL MUNK, ACCMVice PresidentPenrith Rugby League Club

DAVID O’NEIL, ACCMExecutive MemberCastle Hill RSL Club

TIM McALEER, ACCMExecutive MemberTradies

CMA NSW STATE EXECUTIVE MEMBERDEBORAH FEENING, ACCMClub Marconi

ADMINISTRATIONTERRY CONDON, CCMExecutive Officer

FEDERAL COUNCILLORSDivision A – City/Eastern SuburbsZone and Manly/Northern SuburbsZoneMario Machado, ACCMAssistant Chief Executive OfficerHornsby RSL Club

Division B - St George/CronullaSutherland Zone and Inner WestZoneIan Todd, ACCMGeneral ManagerKingsgrove RSL Club

Division C – Nepean ZoneMichael WiezelSecretary ManagerSt Marys RSL Club

Division D – Hunter Zone, CentralCoast Zone and Great Lakes ZoneStephen Byfield, ACCMChief Executive OfficerDiggers @ The Entrance

Division E – Far North Coast Zone,North West State Zone, Mid StateZone and Mid North Coast ZoneGordon Rhodes, ACCMChief Executive OfficerSouth Tweed Sports Club

Division F – Illawarra ShoalhavenZone and Far South Coast ZoneDavid Hiscox, ACCMOperations ManagerDapto Leagues Club

Division G – Gold Coast Zone,Brisbane Zone, Ipswich DarlingDowns Zone, Sunshine Coast Zone,and the Central and NorthernQueensland ZoneStephen CondrenGeneral ManagerSouthport Workers Club

Division H – Victoria Zone, RiverinaMurray Zone and the ACT ZoneGrant Duffy, ACCMSecretary ManagerNumurkah Golf & Bowls Club

Executive OfficerTerry Condon, CCM

Administration OfficerGerry Sarlemyn

Senior Industrial RelationsAdvocatePeter Cooper

Education ManagerRalph Kober, B.Ed.

Career DevelopmentAdministratorNarell Harrison

Training Course AdministratorsBrad Jones, CCMEstelle McDonald

Communication Services ManagerPeter Sharp

Accounts OfficerPriscilla San Luis

ReceptionistCarol Quirke

Training & Venue CoordinatorMaria Hudson

Assistant Reception and Venue CoordinatorRosalinda Fell

Life MembersHarry Walker (decd.)Norm Robinson (decd.)Arthur Justice (decd.)Len Ewart (decd.)Lou O’Neill (decd.)Peter Cameron (decd.)Bob Harbutt (decd.)Keith Nolan (decd.)Fred Chubb, CCM (decd.)Alan McDougall, MBE (decd.)John Milne (decd.)Les EvennettGeorge Elliot, CCMPeter Strachan, ACCMHans Sarlemyn, ACCMJim Henry, OAM, CCMTerry Condon, CCMLew CooperBarry StevensonGreg Pickering, ACCMJohn Allan, ACCMAllan Peter, ACCMWayne Forrest, ACCM

CLUB MANAGERS’ASSOCIATION AUSTRALIAOFFICE BEARERS

Bill Clegg ACCMFederal President

Allan Peter ACCMFederal Secretary

Danny Munk ACCMVice President

David O’Neil ACCMFederal Executive Member

Tim McAleer ACCMFederal Executive Member

Deborah Feening ACCMNSW State Executive Member

Publisher CMAAEditor: Peter SharpPhone: (02) 9643 2300Mobile: 0410 140 036Email: [email protected]:Henri Lach, Katie Cincotta.Advertising Manager:Judy RaynerAdvertising Bookings:(02) 9332 2363 & 9360 6177Fax (02) 9361 5142Printing and Design:Daily Press Pty LtdPhone: (02) 9558 8419Correspondence:The Editor, c/- Club Managers’ Association Australia67-73 St. Hilliers RoadAuburn NSW 2144P.O Box 845 Auburn NSW 1835Phone (02) 9643 2300Fax (02) 9643 2400

Please address all businesscorrespondence to the FederalSecretary

The Club Managers’ AssociationAustralia is registered as an industrialorganisation of employees in the terms ofthe Federal Workplace Relations Act,1996, and The Club Managers’Association is a registered Trade Union inthe terms of the New South WalesIndustrial Relations Act 1996. The CMAAis affiliated with the Australian Council ofTrade Unions (ACTU) and the CMA isaffiliated to the NSW State Branch of theACTU, The Labor Council of NSW.

Registered Office67-73 St. Hilliers RoadAuburn NSW 2144Phone (02) 9643 2300Fax (02) 9643 2400P.O.Box 845 Auburn NSW, 1835Email - [email protected]

Office HoursMonday to Friday 9am to 5pmSeven-day telephone answering servicein operation.

“Club Management in Australia” is published monthlyby the Club Managers’ Association Australia. Allmaterial is copyright and cannot be reproduced withoutthe explicit permission of the Publisher or Editor.Editorial contributions relating to the club industry arewelcome. Submitted copy should be typed and doublespaced. We don’t accept any responsibility for keepingand returning unsolicited material. Photographssubmitted must be captioned. Those sent without priorarrangement cannot be returned unless accompaniedby a stamped, self addressed envelope. Viewsexpressed in this magazine are not necessarily those ofthe Club Managers’ Association Australia. Although wedo exercise the utmost caution, we don’t acceptresponsibility for claims expressed in advertisementsappearing in our issues.

Subscription rate is $55 a year.ISSN 0045-7205

SPONSORS OF THE CLUB MANAGERSCAREER DEVELOPMENT CENTRE

Centre Sponsor

4 Club Management

Inside your September edition

www.cmaa.asn.au September 2007

PAGES 16-17The CMAA’s Strategic Planis the Association’s blueprintfor refining and expanding allplatforms of professionaldevelopment, education andindustrial standing for theorganisation. At the CMAA’sMid Year ExecutiveLeadership Conference atConrad Jupiters in early July,the Federal Executive – BillClegg, Allan Peter, DannyMunk, David O’Neil andNSW State ExecutiveMember Deborah Feening –sat down to advance theStrategic Plan by identifyingshort-term and long-termgoals for the Association andhow best to deliver on thoseobjectives and priorities.

PAGES 8-9 PAGES 20-21

How to attract the best staff- and hang on to them -continues to challenge theClub Industry and theHospitality Industry ingeneral. ABS figures showunemployment fell to 4.6%in 2006 – the lowest level in30 years. Faced with thetightest labour market in ageneration, wide-spread skillshortages and the restlessenergy of “Generation Y”workers, many clubs arestruggling to find and keeppassionate workers – thekind that drive a successfulclub. KATIE CINCOTTAtalks to industry expertsabout this perplexingchallenge …

PAGES 34-36There’s no way to “sugarcoat” the issue - armedrobbery is one of the majorsecurity risks faced by clubsand the liquor and gamingindustry across Australia.Statistics from the NSWBureau of Crime reportedthat, in 2006, there were atotal of 7735 robberies inNSW. Almost 336 of thoserobberies occurred inlicensed premises.Barringtons armed robberyexpert BLAYNE WEBBtakes a look at the problem,the responsibilities and themeasures that could helpclubs avoid theexperience…

Companies andorganisations worldwide aretrying to reduce escalatingoperational costs, whilebeing mindful ofenvironmental constraintsthat are being enforced onan ever-increasing basis.Whether it’s saving moneythrough electricity, findingsmart ways to reducetelephone accounts orsimply installing a newwaterless wok can save aclub up to 8,000 litres ofwater per day per wok.Three companies – SydneyWater, NUS ConsultingGroup and ENSAVEInternational – take a lookat the cost and benefits –environmental and financial –on making subtle changesto the way organisationsoperate in ‘Green & SmartSolutions’ …

In this month’s Club Management inAustralia (CMA) magazine, the CMAA’sFederal and State Executive membershave detailed their portfolios in theCMAA’s Strategic Plan. As anExecutive, we have determined that thisStrategic Plan will be the cornerstoneon which the CMAA will build on in thenext two years to move forward. TheCMAA’s Strategic Plan five priorities are:➣ Member Development ➣ Increase Relevance➣ Sponsorship ➣ Values ➣ RTO StatusTo focus our energies in achieving ourgoals, each of the Federal and StateExecutive members are developingtheir own portfolio areas. While actingcollaboratively across the all fivepriorities, each will be responsible fortheir own respective strategic priorities.The following are the strategic prioritiesthat each Executive Member will beresponsible for … ➣ Bill Clegg - Sponsorship and Finances

➣ Allan Peter - Industrial Relations ➣ Danny Munk - Strategy and Policy

Development ➣ David O’Neil - Education and CMDA ➣ Tim McAleer - Member Development ➣ Deborah Feening – Zone Development“The CMAA develops (and grows) thepeople who grow your business”

At a recent Club Industry AdvisoryCouncil meeting, Office of Liquor,Gaming and Racing (OLGR)Department officers presented anoverview of the workings of theResponsible Gaming Fund (RGF) toCMAA Federal Council members.The RGF is administered by one of thefour branches in Policy and Research ofthe OLGR and has an annual budget of$11 million to $12 million - being 2% ofStar City Casino’s gaming revenue.Public Awareness, Education andTraining is a key focus area of the RGFand from some of the results detailed -including,10,000 calls annually to G-Line (NSW) and 5,000 clients being

provided with face-to-face servicesbeing provided by 51 counselingservices in over 150 locations.The programs can take credit for thesignificant reduction in problemgambling. With the imminent taxationreview of the casino, the 2% levy issubject to renegotiation. It is certainlyhoped that the Responsible GamingFund is strengthened by increasing thelevy that is proving to be so effective.

All CMAA members now areoperating under the smoking bansintroduced across the variousjurisdictions. Advice received fromVictorian and Queensland members, inparticular, has been useful in theintroductory stages in NSW. Thankyou to all those that have providedfeedback in all the various forms …your advice has assisted greatly inmanagers meeting yet anotherchallenge. In NSW, the SmokingRegulation - Regulatory ImpactAssessment is under way and hasattracted the expected mediaattention. This review is to assess theimpact of the legislation has had on allstakeholders. The CMAA watcheswith much interest the outcome of theAssessment.

6 Club Management

President's Perspective with CMAA Federal President BILL CLEGG, ACCM


Federal Executive membersstep up to new portfolios

INDUSTRIALRELATIONSEquipping CMAAmembers with the bestpossible support andinformation in aconstantly changingindustrial relations (I.R.)environment continues

to be my Strategic Plan portfolio.As the CMAA’s Federal Secretary, I amclosely involved with the work that our SeniorIndustrial Relations Advocate Peter Cooper isdoing with members in negotiatingemployment contracts.My position as Federal Secretary andperception of my Strategic Plan portfolio iswell matched as my aim is to provide thebest possible information, advice andsupport to Association members as theytackle the challenging and onerous task ofarriving at the best possible outcome –financial, industrial and personal – with theirwork contracts.My philosophy in both roles remains constant… to protect the rights and interests ofmembers in these often difficult negotiationsand circumstances.While the CMAA’s policy is for members tonegotiate a Management Service Agreementwith a Referral Agreement, it’s understoodthat some managers will prefer an AustralianWorkplace Agreement (AWA) … that is their

right and prerogative.The CMAA’s advice to members consideringan AWA is to seek advice from Peter Cooperin these matters to ensure that membersunderstand all aspects and implications ofthe contract.The CMAA’s policy and philosophy is basedon the Association’s ability to assist membersin any legal matters arising from a contract orworkplace dispute – an AWA is likely toexclude the CMAA’s support andparticipation in a dispute.Also, the CMAA’s Common Law Contractand legal support is free as part ofAssociation membership, while contractsand AWAs written by solicitors will costthousands of dollars.Our current strategy of providingManagement Agreements will not change -regardless of who wins the upcomingFederal Elcction – because we believe this isthe best possible arrangement for ourmembers.Throughout all consideration of a workplaceagreement, the CMAA’s ultimate goal is toprotect and support its members.Our I.R. record is exemplary and I amconfident that with feedback from memberswe can further refine and improve thisservice. ➣ ALLAN PETER, ACCM,

CMAA Federal Secretary

8 Club Management

CMAA Strategic Plan 2007


The CMAA grows the people that grow The CMAA’s Strategic Plan is the Association’s blueprint for refining and expanding all platforms of professionaldevelopment, education and industrial standing for the organisation. At the CMAA’s Mid Year Executive LeadershipConference at Conrad Jupiters in early July, the Federal Executive – Bill Clegg, Allan Peter, Danny Munk, DavidO’Neil, Tim McAleer and NSW State Executive Member Deborah Feening – sat down to advance the Strategic Plan byidentifying short-term and long-term goals for the Association and how best to deliver on those objectives andpriorities. The group identified five key areas for development and each Executive Member has accepted a portfolioto deliver on the Strategic Plan. This series of briefing notes, examines the portfolios and associated goals …

STRATEGY &POLICYDEVELOPMENTThe role theCMAA is lookingat is to beproactiveregarding theAssociation’sdirection.

As part of that, in the last twosignificant planning sessions, theAssociation’s strategy and policydevelopment has been looked at overtwo-year and three-year periods.We are looking at the fact that allstrategies and policies being putforward to the membership must bemonitored and performance managed.More importantly, long-term strategiesand, in turn, the Association’s long-term policy direction is to becommunicated clearly to themembership.The express objective of this initiative isto make our members - and non-members – fully aware of theimportance of our Association and thebenefits of belonging to ourAssociation.The keynote within everything that theFederal Executive has discussed in ourStrategic Planning Meetings is aboutthe relevance of the CMAA andmanagement at all levels within theClub Industry of NSW and Australia. This is an exciting and challenging timefor club executives around Australiaand the CMAA’s Strategic Plan – andthe implementation of that plan - is anintegral factor in a coordinated andsound blueprint for the future.I’m sure that in our various portfolios,the Executive members will find plentyof feedback overlapping, but this canonly benefit our goal of identifying themost important and relevant issues forthe CMAA and its membership.➣ DANNY MUNK, ACCM,

CMAA Federal Vice President

FINANCE &SPONSORSHIPFinance andSponsorship are twostrategic prioritiesidentified as critical forthe Association toachieve its long-termgoals.

Financially, the Association is to bemanaged to the same high levels ofgovernance and accountability thatmanagers are expected to manage theirbusinesses.The primary object of this priority is toensure the Association’s short-term andlong-term financial viability, while providingthe staff with the financial resources to meetthe needs of the membership.It is also clearly acknowledged that theresources required for the Association togrow is by increased services anddeveloping educational products – andcannot be met by fees imposed on themembership alone.

The sponsorship of the CareerDevelopment Centre has been central tothe development and growth of theAssociation over the past 17 years. To maintain the best level of services, theAssociation needs to develop strongpartnerships with the Industry to supportthe goals of the Club ManagementDevelopment Australia (CMDA).The partnerships developed in support ofthe Career Development Centre have to beof value to both parties and thecommitment of the Executive is to satisfythe expectations of our supporters.The Executive also acknowledges thatcommercial relationships have to bedeveloped to provide alternative incomesteams.The Executive is extremely mindful of thevalue of the CMAA and CMDA brands andhave adopted various policies to ensure thatany commercial alliance results in becominga management tool for members.➣ BILL CLEGG, ACCM -

CMAA Federal President

ZONEDEVELOPMENTListening will be myfocus as I work withZone Committeesand members tobetter understandthe needs,expectations andaspirations of the

membership as the Association and ClubIndustry moves towards ever-challengingtimes.Communication at all levels will be vital inassessing and delivering the type andquality of support, education andinformation that members requirethrough their Zone system.I plan to attend as many Zone meetingsand events as my schedule will allow todeal first-hand and speak with membersabout CMAA issues and how best thesecan be addressed.It’s not a case of fixing something that’snot broken, but the input from membersat Zone level will be the differencebetween the CMAA being able to deliverthe educational, career development,industrial relations and services thatmakes the Association relevant andeffective in members’ working lives.Each Zone carries a specific set of needs

criteria and, although there is probablyno “one size fits all” solution to eachindividual’s needs, a clear understandingof the issues is essential.I am keen to investigate and, hopefully,re-establish a forum for Zone EducationOfficers to get together, perhaps annually,to examine their role and assess theCMAA’s role in delivering the bestpossible program for career developmentand reaching the important ACCM status.Again, each Zone has specificexpectations from the CMAA’s educationprogram, but it is important to properlyidentify those expectations to properlydeliver the best and most appropriatecourse, workshops and presenters.From our meeting at Conrad Jupiters inearly July, much of what we are trying toachieve through our individual portfoliosmeans that we will be crossing into eachother’s “territory”, but this can only helpto strengthen and reinforce ourknowledge and understanding of whatthe membership requires.My role in Zone Development will overlapwith Tim McAleer, Danny Munk and DavidO’Neil, but this can only benefit theoverall outcome of delivering on theStrategic Plan.➣ DEBORAH FEENING, ACCM,

CMAA State Executive Member

CMAA Strategic Plan 2007


your businessEDUCATION &CMDA As Chairman of theBoard of ManagementStudies (BMS) for thepast few years andapproximately 14 yearsas a Board member, thenatural portfolio for mewas in training and

education through the Club ManagementDevelopment Australia (CMDA).The CMDA is the education arm of theAssociation and was formed in 1984. It is responsible for the design andimplementation of Club ManagementTraining Systems incorporating career pathsand training requirements, nationalqualifications, management traineeships andindustry recognised awards. The CMDA is a Registered TrainingOrganisation (RTO) and is authorised todeliver nationally approved courses. The BMS comprises a number of active clubmanagers who represent the experience anddemographics of our industry. Board members provide invaluable feedbackand direction to Education Manager RalphKober and his team on the issues andrequirements of the industry. Managers, his team and himself thendevelop and implement relevant trainingprograms and courses to address the needsof the industry.As the Federal Executive’s representativeoverseeing the activities of the CMDA myfocus is to ensure that the CMDA continuesto deliver our objectives: ➣ Increase awareness and the benefits of

training ➣ Increase access to training ➣ Implementation of nation education

systems ➣ Linking of training to identified career

paths from entry to management level ➣ National industry recognition of training

and competence.The CMDA has performed these serviceswell in the past and we are continuallylooking at new and innovative ways in whichwe can achieve our efficiency andeffectiveness in providing resources andservices to the members. A recent initiative is the Affiliate Programwhich provides a link and training to non-management employees within the industry.The CMDA is fortunate to have such aprofessional, dedicated and capable team inRalph and his team and – with their skillsand enthusiasm – together with the input ofthe BMS we will continue to deliver the typeof initiatives expected and required by themembers.➣ DAVID O’NEIL, ACCM,

CMAA Executive Member, Board ofManagement Studies Chairman

MEMBERDEVELOPMENTAt this year’sStrategic PlanningDay, I was asked bythe CMAA FederalExecutive to takeon the responsibilityfor the key area ofMember

Development - growing ourmembership. I relish this challenge as I see it as anopportunity to get out and into theZones.It offers the opportunity to hear theideas of our members who are active,our members who are not active andthose managers who have chosen notto join our Association.In conversation with active members, Iam lead to believe that the CMAA’sapproval rating is well over 90% - whichis great! But I believe we can work on that other10%. This group has already shared someconcerns regarding WorkChoices andAustralian Workplace Agreements(AWAs).In the coming months, these issues -and others - will continued to beaddressed in our magazine as well asZone meetings.For those members who are not active,I see my role as an encourager … somemight suggest an urger.

I hope to tap into what I believe is asignificant reservoir of talent, ideas andorganisational potential to strengthenour Association. The more people we can get along toZone meetings, conferences andindustry events, the more ideas webring to the table and the better ournetworking opportunities.As for those club managers who, forwhatever reason, have chosen toremain outside our professionalAssociation, my goal is to at least makecontact and, hopefully, give thesepeople an opportunity to be heard tosee if there is any way the CMAA canaddress any issues which may becausing them to feel alienated ordisaffected. If their preference is simply to do theirown thing in their own way and in theirown time, then, of course, we willrespect their wishes and wish them well. If, on the other hand, we can allay theirmisgivings and bring them back onboard, then, again, our Association willbe so much the stronger for theirparticipation and support.When out and about, the mainobjective of my exercise is to listen andbring feedback to the Executive and,where possible, to convey a very simplemessage … “the CMAA grows the people that growyour business”

➣ TIM McALEER, ACCM, CMAA Federal Executive Member

The Australian Club EntertainmentAwards will celebrate a decade ofhonouring talented artists at the annualpresentation dinner at Canterbury-Hurlstone Park RSL Club next month.Over the past decade, the ACE Awardshave become Australia’s mostprestigious recognition of excellence inclub entertainment.In 1998, the inaugural ACE Awardskicked off before a packed house at thesame venue that has hosted the eventannually since that spectacular start.

ACE Awards CommitteeChairman and FraternityClub General ManagerCraig Fantom said the2007 Awards are open toentertainers who have

worked in the Club Industry during thepast 12 months and will beacknowledged in 25 categories tohighlight the diversity and quality ofperformers. The judging panel will include clubentertainment managers, club bookingagents, house bookers, club managersand entertainers.Nominations closed on August 24 withthe first round of voting already startedand the category winners to beannounced on Wednesday, October 31.“As this year marks an importantmilestone for the ACE Awards, we are

planning an extravagant event, so I’madvising people planning to be at theawards night to make their bookingsnow,” Craig added.Master producer Mark Lloyd will be atthe helm of the presentation and morethan 600 people are expected to packthe Starlight Auditorium to celebrate thehistory and quality of entertainment inclubs.Tickets – available on (02) 9559 0000 -went on sale on September 1.

10 Club Management

ACE Awards 2007


Celebrating a decade of excellence

MELINDA SCHNEIDER … 2006Country Female Performer winner.

PETER BYRNE‘Forever Diamond’

… 2006 TributeShow winner.

ADAM SCICLUNA … 2006 MaleVocal Performer winner.

More than 210 exhibitors displayedtheir latest gaming and hospitality-related products at Darling Harbourduring AGE 2007 last month.The Australasian Gaming Expo (AGE),presented by the Australian GamingMachine Manufacturers Association(AGMMA) was a sell-out event staged

across three halls at the SydneyConvention and Exhibition Centre fromAugust 19 to 21.Organisers of the 2007 event said itwas yet another resounding success,attracting more than 11,000 peopleover the three days of conference andtrade show.

In addition to the trade show, industryrepresentative Associations in Australiaand New Zealand united to present arange of plenary discussions andconference sessions to over 200registered delegates on the firstmorning of the Expo.Executive Officer Ross Ferrar saidAGMMA was very pleased with thehigh quality of the equipment andproducts on display, the creativity of thestand presentations, and the industryrepresentation including key executives,senior management and other tradevisitors from the Gaming Industry.“There were some 780 gamingmachines on display, and AGMMA’sseven members alone featured theirproducts and services over a record4,000 square metres of the 15,000square metres of exhibition space,”Ross added. “The 17th annual AGE is securelypositioned as a world-class gamingevent, and a strategically importantindustry show for the Australian region.” Overall, the trade show and conferenceoffered solutions for a sustainable andsuccessful Gaming Industry, includingthe release and development of newproducts. Revenue decline due to the impact ofsmoking restrictions on venues wasdiscussed among visitors andexhibitors along with the effect onindustry suppliers.Key gaming companies believe thatglobal, technological, demographic andsocietal influences – together withchanging consumer preferences – willimpact the gambling landscape.For the future, the recent approval ofticket-in ticket-out (TITO) technology forNSW, will stimulate and energise the

12 Club Management

Australasian Gaming Expo 2007


AGMMA celebrates 11,000patrons at AGE 2007

“The 17th annual AGE is securely positioned as aworld-class gaming event, and a strategicallyimportant industry show for the Australian region …

The CMAA’s booth at the Australasian Gaming Expo at Darling Harbour last month.

development of products and servicesfor casinos, clubs, hotels, bettingoutlets and other gaming operationsover the coming years.AGE 2008 again will be staged at theSydney Convention and ExhibitionCentre from August 24 to 26.

Australasian Gaming Expo 2007


CMAA staff members (from left) Carol Quirke, Estelle McDonald-Birch and Gerry Sarlemynattended to inquiries at AGE 2007.

The winner of the 2008 CMAA Bursarysponsored by Profitable Hospitality willjoin the six-day Profitable HospitalityNew Trends Study Tour to the UnitedStates for an experience of a lifetime. Taking in the National RestaurantAssociation Hotel-Motel Show inChicago in May 2008, this bursaryincludes return airfares, six nightsaccommodation, educational content,sightseeing tour and full mealallowance. The winner will join other hospitalityprofessionals for a unique opportunityto visit behind the scenes, discovernew trends and keep ahead of thehospitality game.North Ryde RSL Club MarketingManager Michael Borg was one of 37industry colleagues who joined the2007 Profitable Hospitality New TrendsStudy Tour to the Chicago NRA Showin May. “The National Restaurant Association(NRA) Show in Chicago is immense. “With more than 10 kilometres ofaisles, I was pleased to take time outto attend some of the educationalseminars.

“These were very informative and Itook something out of each one.”Michael said that the extra-curricularactivities organised by ProfitableHospitality opened doors and offeredbehind-the-scenes visits and insightsthat otherwise would not have beenpossible. “The group learned a lot about theoperations in the United States, and itwas very interesting to see howdifferent areas of operationsinteracted, and supported each other,”he added. “Some of the areas were

very relevant to our own workenvironment in Australia.”

Finally, the people on the tour were ahighlight for Michael.

“Being able to mix – professionally andsocially – with industry colleagues fromdifferent industry segments and allaround Australia was superb … wehad a great time together,” he said.

“Friendships were formed andnetworks forged that will continue foryears to come.

“The trip truly was a great experience.”

14 Club Management

Profitable Hospitality New Trends Study Tour 2007


Value pays off in experiences and the future

Michael Borg (seated front and centre) with Profitable Hospitality tour group members atCharlie Trotter's, a Chicago institution regarded as one of the world’s finest restaurants.

Michael Borg (right) with Profitable Hospitality tour group members Tony O'Donnell andAlistair Drayton atop Chicago's John Hancock Centre.

By KATIE CINCOTTA

BILL Gates once said that if you tookaway his 20 best staff, Microsoft wouldbecome a mediocre company - virtuallyovernight. That dilemma – how to attract the beststaff and hang on to them – continuesto challenge the Club Industry and thehospitality industry in general. AustralianBureau of Statistics (ABS) figures showunemployment fell to 4.6% in 2006 –the lowest level in 30 years. Faced with the tightest labour market ina generation, wide-spread skillshortages and the restless energy of“Generation Y” workers (aged 14 to25), many clubs are struggling to findand keep passionate workers – thekind that drive a successful club.Danielle Peters, of Total HR Solutions,agrees with Gates that the right staff iswhat truly defines business success.“What makes one club better thananother … the people make thedifference,” Danielle says. “Everybody isgetting expensive fit-outs but

customers really go because they likepeople, and the feel.”With so many work opportunitiesavailable, she says, the power hasshifted to employees who are now in aposition to judge a potential employer. “Because it’s such a competitivemarket and staff can be very choosy,clubs have to sell themselves in therecruitment process,” Danielle added. “That means a consistent interviewprocess in place for all managers tofollow, so that you’re not ever in aposition where you have to wing it.”Danielle, who has several club clients,says while a more casual approach tohiring may have worked in the past,attracting outstanding staff nowinvolves strategy. “To win the war fortalent you need to be prepared andthink about that first impression.”An interview “guide” – such as thesoftware her company produces – canbetter prepare club managers,especially those new or youngmanagers who may be nervous inhiring staff for the first time. The guide details open-endedquestions such as … “How have youcontributed to a team environment inyour last role?” … which promptscandidates to demonstrate past workperformance. Danielle says the latest buzzword of the“HR Plan” involves inductions, positiondescriptions, performance initiativesand confidential staff surveys to nurtureand retain top performers.

Since implementing a HumanResources overhaul, club managerssuch as Steve Edgar at Gaythorne RSLClub in Brisbane have even managedto increase revenue.“In the six months we’ve been workingwith them, they have seen a 104%turnaround in their bottom line,”Danielle Peters said. “Staff morale hasimproved which has reduced the staffturnover. Once your people are happy,they provide better customer serviceand there are less ‘sickies’, thereforeyou improve productivity whichincreases profitability.” Profitable Hospitality Managing DirectorKen Burgin says new training optionsare another way of attracting risingstars to clubs.“The smart clubs use these - not forthe subsidy, but as a magnet,” Kensaid. “It works best when you reallyembrace the training culture throughoutthe club.” John Holt, General Manager of TheMawson Club in Canberra – whichtargets 25 to 40-year-old females –says deportment lessons and cocktailbar training has done wonders tomotivate young staff.“This year, we introduced bar flairingand brought the Australian ChampionBar Flairer to Canberra and gave staffthe opportunity to do a show … weencourage them to have fun behind thebar,” says Holt, whose speed pouringtactics also include overhead sub-woofers to keep the music pumpingand energy levels high.Training school leavers to understandevery part of the club has also beenpart of The Mawson Club’s staffingstrategy – moving trainees througheach department in eight-weekrotations.“That way, when they reach dutymanager level they’ll have an attentionto detail,” John added.Danielle added that “Gen Y” employeesalso need constant feedback andresponsibility to stay motivated andproactive.“They’re smart, switched on, and wantto be valued so it’s positive if you canharness that energy,” she said. “They need feedback, to be challengedand to feel like they’re having fun andare part of a good team.”

16 Club Management

The Recruitment Challenge


Good staff … it’s finders, keeper

“What makes one club better than another … thepeople make the difference …

Danielle Peters

Bar Flairing is a motivationalopportunity for young staff

Image: Leeroy Petersen - Twisted Liquid

Ken Burgin says technology is anotherattractor for the “digital natives” whohave grown up with computer gaming,the web and mobile gadgets such asiPods.“The more they get the chance tointeract with technology at work, thehappier they are,” Ken added.

“Everything from P.O.S. systems toweb-based rostering and applicationforms – it’s easy for them and makesthe club look modern and up to date.” John Holt says his club has also foundsuccess in the older demographic,focusing on multi-skilled parents re-entering the workforce.

“We’ve tapped into the enormousamount of talent sitting at home whowould be happy to work 10 to 15hours a week,” he added.Danielle Peters urges clubs not to becomplacent about their staffing - evenwhen they feel like they have a goodcrew on board.

“Don’t think that everything you have inplace is good enough,” she said.

“Even if you feel that your staff is okay,

you never know what’s going onbeneath the surface.”She says finding and keeping thosestaff members that really shine requiresa concerted effort – and are the truefoundation of a successful and growingclub.“We need to surround ourselves withpeople who are better than us,” sheadded. “Give them the education and theopportunity and they will be yourbiggest asset.”

The Recruitment Challenge


rs – just ask Bill Gates Ken Burgin

The Club Industry, in particular CMAAmembers, again are showing theirgenerosity to young sportingchampions from around Australia.This time, CMAA Executive OfficerTerry Condon, CCM, has contactedmembers to enlist their support for theNational Junior Games for DisabledAthletes, which will take place at theSydney Academy of Sport fromSeptember 30 to October 7.Wheelchair Sports NSW is a charitableorganisation responsible for thedevelopment, promotion and deliveryof wheelchair sport across NSW and,since 1960, has offered sport topeople affected by spinal injury, spinabifida and similar disabling conditions. In 1981, the first Junior NationalWheelchair Games were held in SouthAustralia and this changed sport forchildren with disabilities in Australiaand internationally. “Many young people with disabilitiesare financially disadvantaged becauseof prolonged illness and the additionalstrain this puts on their families,” Terrysaid. “These young people haveenough challenges in life without tryingto find the large entry fee to take partin this great event, so the CMAA isasking members to support thisworthwhile event.” Wheelchair Sports NSW set afundraising target of $350,000 to hostthe 2007 National Junior Games.Wheelchair Sports NSW is based atRyde in Sydney and conducts a widerange of wheelchair sporting eventsand programs for athletes of all agesand skill levels. The organisationcaters for 14 sports, includingathletics, tennis, basketball and rugby. The first Junior Games was staged bythe Wheelchair Sports Association ofSouth Australia in 1981, and startedwith 100 young athletes. Over the years, this initiative has seensome outstanding athlete's progressthrough junior ranks into elite level,

including Australian Paralympicrepresentatives such as LouiseSauvage, OAM (athletics), Kylie Gauci(wheelchair basketball), Kurt Fearnley(athletics) and Tristan Knowles(wheelchair basketball).The Day of Difference Junior Gamesallows young people – aged 12 to 20- with a wide range of disabilitiescompete in several different sports. Some will participate for their first time,while others will compete in their lastJunior Nationals before seniorcompetition. Young athletes will be able to competein archery, wheelchair basketball,powerlifting, swimming, table tennis,tennis, track and field. The Opening Ceremony will be held atthe Sydney Academy of Sport andRecreation on October 1. It will be one of the highlights of theGames where all the lead-up, nerves,tension and excitement will culminatein a night of celebration and reunionwith fellow juniors from aroundAustralia and the world.Sponsors and supporters will beinvited to join the festivities andwitness first-hand the joy andcelebration of participants as theygather for a week of friendly rivalry.

18 Club Management

Day of Difference Junior Games


Wheelchair champions tacklenational sports challenge

“Many young people with disabilities are financially disadvantagedbecause of prolonged illness and the additional strain this puts ontheir families …

Official statistics might show a general decrease, or“stabilisation”, of armed robbery incidents for all categories,but the harsh reality is that clubs, hotels and liquor stores areexperiencing unprecedented incidents of robbery - particularlywithin the Sydney Basin. Additionally, the degree of violenceattributed to these robberies is increasing. The focus of criminals in targeting licensed venues can beattributed to the perceived wealth associated with the GamingIndustry, a general lack of security deterrents and easieraccessibility to cash holdings.

*Source: NSW Bureau of Crime Statistics and Research -Reference: sew07-5601

Unofficial statistics show there have been a total of 92 armedrobberies within the liquor industry from January to March2007 and – averaged - will show an increase for the 2007calendar year.

This current increase in robberies the industry is experiencingis a timely reminder for managers to re-evaluate systems andprocedures to strengthen overall security and provide the safeworkplace for staff as required by law. There is no single solution to prevent an armed robbery. A systems approach in security risk management is requiredto ensure vital safety of staff and protection of assets.

Are you providing adequate protection for your staff?

Weighing Up Your Risk …In weighing up the “risk” associated with armed robbery it’simportant to consider not only the monetary value of the theft,but also other associated consequences of the event… ➣ trauma to staff ➣ workers compensation claims ➣ civil litigation ➣ increased insurance premiums ➣ statutory fines ➣ loss of trade ➣ police involvement ➣ unwanted media attention ➣ reduced patronage ➣ financial burden of post-event management. These factors combined will add significant cost andheartache to to any manager and business affected. While it’s virtually impossible to eliminate the armed robberyrisk, the implementation of sound risk management strategieswill provide some degree of comfort in working towardsproviding a safe workplace for your staff in accordance withOccupational Health and Safety legislation. It might seem fine to say, “it won’t happen to us”, but thereality and the probability is that it will happen to your venue atsome time - unless precautions are adopted and the riskregularly reassessed. Do nothing and risk incurring the wrath of WorkCover.

Types of Robbers …In general terms, there are three categories* of armedrobberies and robbers … ➣ the opportunist ➣ the amateur ➣ the professional *(Australian Institute of Criminology, An Exploratory Analysis ofArmed Robbery in Australia, 2003)

The difference between the opportunist and amateur armedrobber to the professional armed robber is the professional willknow or estimate the amount of cash expected to be clearedon any day.The professional usually has conducted observations of thepremises, looking for the venue’s security strengths andweaknesses. Additionally, current or former employees with knowledge ofcash holdings might make or might have made – innocently, orotherwise - this information known. This calibre of criminal conducts his/her own intelligenceoperation before committing a hold-up. In real terms, the liquor and gaming industry is susceptible toall three categories of armed robbery.However, given increased gaming revenue, the professionalarmed robber has the industry in sight. The financial sector, traditionally the traditional hunting groundof the professional armed robber, systematically has improved

20 Club Management

Armed Robbery Special Report


There’s no way to “sugar coat” the issue - armed robbery is one of the major security risks faced by clubsand the liquor and gaming industry across Australia. Statistics from the NSW Bureau of Crime reportedthat, in 2006, there were a total of 7735 robberies in NSW. Almost 336 of those robberies occurred inlicensed premises. Barringtons armed robbery expert BLAYNE WEBB takes a look at the problem, theresponsibilities and the measures that could help clubs avoid the experience …

January to December 2006

Licensed Premises Robberywithout aWeapon

Robberywith a

Firearm

Robbery witha Weapon -

not a Firearm

TotalRobberies

Bottle Shop 8 7 60 75

Club 12 24 21 57

Hotel/Pub 46 75 69 190

Licensed Restaurant NA 2 3 5

Nightclub 4 1 1 6

Not Further Classified NA NA NA NA

Other 1 NA 2 3

Wine Bar NA NA NA NA

Total Licensed Premises 71 109 156 336

January to March 2007

Licensed Premises Robberywithout aWeapon

Robberywith a

Firearm

Robbery witha Weapon -

not a Firearm

TotalRobberies

Bottle Shop 6 7 5 8

Club 7 4 1 12

Hotel/Pub 16 26 17 59

Licensed Restaurant 1 NA NA 1

Nightclub 1 1 NA 2

Not Further Classified NA NA NA NA

Other NA NA NA NA

Wine Bar NA NA NA NA

Total Licensed Premises 31 38 23 92

Don’t ignore the risk ... armed rob

security to a degree that offenders have generally moved on toother sources of revenue. Unfortunately, the club and hotelindustry has become that focus.

Implement Secure Risk Management Strategies …There is great importance in “target hardening” a venue. Within the context of implementing target hardeningapplications, Barringtons strongly advises that clubs instructan experienced and qualified risk management company toassess the venue from a security risk perspective and align allareas of the operation to appropriate OH&S obligations. A Treatment Plan also should be developed to ensureappropriate treatments are adopted, maintained andcontinuously monitored.In applying sound risk strategies to prevent an armed robbery,a manager can reduce the risk of becoming the victim of suchan incident. A systematic review incorporates the assessment of: ➣ electronic security ➣ security manpower levels ➣ cash-holding facilities➣ cash-handling practices ➣ cash minimisation ➣ policy and procedure➣ armed robbery survival skills training ➣ general security awareness by staff

Police Task Force Insight …Barringtons regularly meet with a Police agency tasked withthe investigation of armed robberies within the liquor andgaming industry. The ongoing focus of discussion revolvesaround current and emerging crimetrends, modus operandi and investigationprocedures being implemented by theTask Force and other Police units acrossthe state in response to the growingnumber of robberies on licensedpremises.Similarly to Barringtons philosphies, TaskForce Police have identified the followingconcerns that impact on all licensedpremises in NSW: ➣ Risk v Reward Ratio …In layman’s terms, the “risk v reward”ratio is the potential risk verses thepotential reward. Robbers - of any type -target their victims by taking into accountthe risk required by them as opposed tothe potential reward for their efforts. Inthese circumstances, it’s essential thatprospective targets “harden” their security measures to reducethe risk of becoming a victim. Offenders will look for easiertargets. ➣ Cash Management …Police advise licensed businesses to adopt cash managementsafeguards as a security measure. Cash handling processesminimising cash exposure is a proven deterrent for would-beoffenders when considering a target. Recommendationsprovided within any Barringtons review are designed and inline with these desired principles. ➣ Trading hours / staff presence on premises out of hours…Police intelligence deems that venues are more at risk of an

armed robbery when trading is at its lowest level andpatronage is minimal. Staff should be advised to remain onpremises after trading for no longer than is absolutelynecessary to conclude their duties. The Police Task Force alsorecommends licensed establishments should consider closingbusiness earlier when there are only a small number of patronswithin the premises. ➣ CCTV standards …

Police believe the standard of CCTVcoverage is “poor” at the majority ofvenues where armed robberies haveoccurred. As a consequence, muchof the evidence gathered by thesesystems has failed to assist Police intheir investigations and offered therobber a good chance of evadingcapture. Police advise that allpremises have CCTV systems inplace that produce high-qualityimages that can later be used asevidence.

Conclusion …If you only address one or a numberof the security areas you may not bedeemed to have satisfied your Dutyof Care. Remember … security riskmanagement is a process by whicheach individual area cannot be

isolated and must be viewed “holistically” in the context ofproviding the safe workplace.Barringtons has been in the business of risk management andassessment within the liquor industry for more than 16 years. During that time, Barringtons have been able to document andimplement “best practice” security assessments to enable riskreduction and management.

For more information about services or to speak with asecurity risk expert, contact Blayne Webb at The BarringtonGroup - (02) 9899 9391 or visitwww.barringtongroup.com.au

Armed Robbery Special Report


PROFILE … Blayne Webb – National Director, Barrington Corporate Risk Blayne Webb is the Barrington Group’s National Director –Corporate Risk tasked with the national co-ordination ofcorporate and civil inquiries/investigations and security riskmanagement. He is a licensed investigator and securityconsultant. Blayne’s duties include coordinating security riskmanagement projects, corporate fraud investigations andloss prevention, implementing training and emergencyprocedures, conducting covert operations in corporatevenues to identify corrupt activities, andassisting with implementing safeworking practices at our clientsbusinesses. Before coming toBarringtons in 1996, Blayne had abackground as a NSW PoliceService Detective and holds aBachelor of Arts (Communications)degree, Advanced Diploma inRisk Management, Certificate IVin Government Fraud Controland various other industry-specific qualifications.

bery threat is real

By HENRI LACH

Coolangatta, on the southern end of theGold Coast, is experiencing the biggestdevelopment surge and highestpopulation growth in recent history.Heading the building boom are the twintowers of the Reflections Coolangattaproject on the suburb’s Marine Parade,where traditional sea-side shops andholiday shacks have made way forluxury apartments and trendy retailoutlets. The second tower is nearingcompletion.Disposable incomes are healthy in anarea where retirees are buying into new

high-rise developments with a startingprice tag of around $700,000, and thefight for their entertainment dollar isfierce. Bryan Jones, Manager of The Surf ClubCoolangatta, as it’s known, is amongthe competitors for that dollar. On his record, it’s obvious that he hasdevised a formula to succeed againsttough competition. Lunch on the busy balcony restaurantof his club provides an insight into thatsuccess. Visitors are met by courteous, smilingstaff who inquire whether the potentialcustomers require a menu. The meals are excellent, and keenlypriced ... pan-grilled barramundi withlemon butter sauce, chips and salad atless than $17 is as good as anywhereon the tourist strip.Staff members are attentive and everpresent. The dining experience has all thetrappings of a five-star restaurant, at abudget price.Not surprisingly then, food is the club’sbig earner.The dining area can accommodate 180,and the in-house kitchen producesabout 2,700 meals each week.Gaming has become of almostsecondary importance to the club’sfortunes, as Bryan explains … “Thereare 309 machines in Coolangatta. “The average daily metered win is about$52. “But when you go to Tweed Heads,there are around 2,000 machines.

22 Club Management

Club Profile


Surf club finding the goldin Coolangatta’s boom

“With all the competition around, the only way wecan succeed is by having great service …

The Surf Club Coolangatta has apleasant north-easterly outlook, withthe Surfers Paradise high-riselandscape dominating the horizon on aclear day. A $1.1 million refurbishment21/2 years ago provided a much-needed facelift that included a visitor-friendly foyer and attractivemurals on the upper level.

It’s an active and successfulclub today, popular withlocals and visitors alike.

When Bryan Jones took overas Manager in mid-1999, thisclub was a financial trainwreck and close to closing itsdoors. It had a poorreputation among the locals.

Within two years, Bryan turned it into aprofitable and desirable family-orienteddestination. Income escalated in alloperations areas. Importantly, thedonation to the Surf Lifesaving Clubincreased dramatically in those first twoyears, to more than $10,000 a month.

Bryan Jones is proud of hisclub’s commitment to thesurf lifesaving movement atCoolangatta … the placereferenced as the spiritualhome of Australian beachculture and where themovement in Queenslandbegan on February 21,1909, according to therecord books.

“As well as our financial contributions,we help the lifesavers wherever wecan,” Bryan said. “We donate thegoods and the meat trays for theirFriday and Saturday raffles. “All the proceeds go to them - that’sabout $30,000 a year.” Bryan has a life-long love of the surfand an affinity with lifesaving, gaininghis bronze medallion as a lad with theNewcastle Surf Club in 1977.He came to Coolangatta from theMooloolaba Surf Club on the SunshineCoast and before that had a spell withthe nearby Marcoola Surf Club.Bryan Jones’s early working days werespent in the rough and tumble of theHotel Industry. That, he acknowledges, provedinvaluable experience for running asuccessful club. – HENRI LACH

‘Train wreck’ back on track

The view is grand from The Surf Club Coolangatta’s balcony restaurant.

The twin towers of Reflections Coolangattaare fuelling a development boom.

Bryan Jones

“There are Twin Towns, Seagulls, TweedBowls, South Tweed Sports, ClubBenora, Twin Towns Juniors, so that’swhy its so hard to get the gamingdollars in this area. “We’ve got four pubs, all within walkingdistance of here, and three other clubsbefore you get to the border. “And there are seven food outlets underthe high-rise just across the road fromhere.“But I see that as opportunity, notopposition.“I’ve got a fantastic bunch of guys in thekitchen and that’s where we’re makingour money – 48% of our income comesfrom food. “Our net profit was 31.1% in the pastyear … and it’s getting better.”Bryan recalls that the total smokingbans that came into effect inQueensland in July last year hit hard,but he had anticipated the negativeeffects.“I knew we were going to gethammered, so I sat down and put a lotof thought into how I could improve thebusiness,” he said. “Our gaming revenue went down by17.5%, but didn’t impact on us asmuch as some of the other clubs,because of our rising income from food.“The answer is service, quality andhaving the right staff. “I hire staff on their temperament andexperience.

“If they can’t work as a team, then I’mnot interested in having them.“I want them to treat each other withrespect, where everyone is part of ateam and they all work together.“That’s the key … friendly, keen, goodvalue.“I expect a high level of productivity. “With all the competition around, theonly way we can succeed is by havinggreat service.“Modern technology - with the bells andwhistles - is all very well but, if youhaven’t got cold beer and good service,you’re not going to succeed.” If customer feedback is any indication,Bryan’s approach is working.

“We’re often getting letters from visitorsthanking us for looking after them,” hesaid.

“We had some people fromCootamundra here for three weeks andthey said they kept coming back herebecause we were so friendly.

“Visitors often have a hug and kiss forstaff when they walk out.

“You smile when you see that happen,because you know you’re doing thingsright.”

Americans, New Zealanders andBritons are among The Surf Club’s3,000-odd members, but this too is acompetitive area.

“It’s hard to compete for membershipwith the big clubs that are giving awaycars and $20,000 membership draws,”Bryan said with a smile.

Tourism, obviously, is important andBryan Jones and his club get a goodspin-off from the tourist industry throughsome judicious marketing.

The club has a good relationship withlocal high-rise building managementand provides food and drink vouchersfor tourists, visitors and building staff.

Club Profile


Bryan Jones in front of murals that greet visitors on The Surf Club Coolangatta’s upper level.

Food is a major income generator for the club.

I have just returned from South Africawhere I was invited to facilitate avalues-based leadership workshop forBidvest’s first Graduate LeadershipAcademy. The participants were generalmanagers and senior executives ofvarious Bidvest companies who wereprevious participants of pastacademies and selected to be part ofthe graduate academy. There were people of African,Afrikaans, Indian, English and Dutchorigin … wonderfully diverse.Bidvest* is a true example of a“visionary organisation”, committed togrowing visionary leaders.

The leaders openly declare that peoplecreate profit, companies only report it.

Employing more than 93,000 peopleacross four continents, Bidvest isseriously successful.

Bidvest is committed to developingleaders at all levels and believes thatbuilding relationships, improving livesand empowering people is the key totheir success. As I got to know the group leaders,what struck me most was how wellthey modeled the key drivers ofvisionary leadership – courage andhonesty, passion and enthusiasm, andgreat interpersonal skills**. Despite having reached the mostsenior positions in their respectivedivisions, where they could have restedsmugly with their MBAs, their seniorroles and their comfortable salaries,they were committed to continuouslearning – not only technical skills, butalso to building emotional capacity. They were open to feedback, andengaged in regular formalmeasurement processes to ensurethey were on track. So, what does it take to transformorganisations?

Organisational transformation requiresvisionary leadership.Organisational transformationhappens through individualtransformation. Consider what makes an individualgrow? Invariably, individuals grow throughlearning. Make learning your highestorganisational priority. Instead of asking: "What did I dotoday?" ask: "What did I learn to dodifferently today?" When every employee asks thisquestion, an organisation willspontaneously transform itself. Transformational leadership is notabout one leader among many, butabout many leaders who act towardone purpose. In a transformed organisation leadersdo not lead followers, they leadleaders. Chinese philosopher Lao Tzu says:"To lead people, walk behind them." What excites me about working withvalues is that regardless of race,education, gender, position ornationality, when we meet at a valueslevel, we find unity. It is only in the language of values thatconversations for change can be had,and organisations can truly transform.* www.bidvest.co.za**these are the key drivers of highperforming companies according tothe latest research of QuantaConsulting, a boutique researchconsultancy whose ground-breakingwork has increased the profitability ofcompanies in Denmark, Greece,South Africa, New Zealand &Australia. Values Connection is thepartner of Quanta for Asia/Pacificregion.

24 Club Management

CMDA Update – Visionary Leadership Karynne Courts


Values are the key to transformational leadership,customer satisfaction, increased profitability and high-energy organisations. Do those around you share yourpassion? Are your organisation’s values relevant to youremployees? How do those values and passion translate toyour customers? Are you committed to learning andgrowing? Visionary Leadership Program FacilitatorKARYNNE COURTS examines the dynamic or success …

Understanding and communicatingvalues the key to success

Karynne Courts is one of Australia’sleading values specialists, activelycoaching executives, and designingand facilitating values-basedprocesses for large groups andindividuals. She is a popular speakerat conferences and is frequentlyinvited to address community groups,organisations and business forums.She facilitates the highly acclaimedVisionary Leadership Program, whichhas over a thousand graduates fromdiverse industries.Karynne has worked with diverseorganisations including AGL, IBM,AMP, QBE, Club ManagersAssociation Australia, Centrelink, TheBenevolent Society, The DefenceMateriel Organisation (DMO),Westfield, Bidvest, South AfricanAirways, Tradies, Sydney AussieRules Social Club, Singleton RSC &SMEs in a range of industries. The next Visionary LeadershipProgram is scheduled for September18-19 and October 17-18 at “Lilyvale”- www.lilyvale.com.au - in the RoyalNational Park, Sydney. Program feesare $3,600+gst. If CMAA membersmention this article, Karynne hasoffered a special rate. Places arelimited, so enroll now via email:[email protected] call (02) 4268 5555.www.valuesconnection.com

It was a full agenda and full house forthe Manly/Northern Suburbs ZoneMeeting at Pittwater RSL Club at MonaVale on Sydney’s northern beaches.There was a strong contingent ofCMAA representatives with ExecutiveOfficer Terry Condon, CCM, FederalExecutive Member and Board ofManagement Studies Chairman DavidO’Neil, ACCM, CMAA CommunicationServices Manager Peter Sharp andDivision A Federal Councillor andManly Northern Suburbs ZoneExecutive Member Mario Machado,ACCM.Zone President Ray Agostino openedthe meeting of 48 members, who hadstarted the day with a one-hour freeworkshop - “Creating Effective Teams –For Quality Service and Performance” –presented by Brian Churchill, whichwas well-received by the 28 members.Ray reported that the Zone golf day atBayview Golf Club had raised almost

$4,000 to support the Zone’seducation and bursary program.Ray spoke positively about all aspectsof the CMAA’s Mid Year Executiveleadership Conference at ConradJupiters, particularly the guestappearance of Beaconsfield Minedisaster survivors Todd Russell andBrant Webb, the comprehensiveeducation program and encouragedmembers to apply for the National andZone bursaries for the 2008 event.Ray confirmed the Zone Bursarywinners – David Kim (norths LeaguesClub), Angela McDonald (WestsAshfield – formerly Gladesville RSLClub) and Kim Blackburn (AsquithLeagues Club) – along with AndrewVeldon (Asquith Leagues Club) as thewinner of the One Stop PromotionBursary.Ray also thanked the luncheonsponsors – Foster’s, Tooheys, Coca-Cola and Pernod Ricard – along withZone Sponsors – Independent Gaming(platinum), Goldcrest Security (gold),Castle Hill RSL Club (silver) andNetwork Interiors (bronze).Terry Condon then presented theCMAA Head Office Report,congratulating Mario Machado on hiselection to the restructured FederalCouncil and touched on developmentsin WorkChoices legislation; the CMAA’sElectronic Salary Survey and Members’Survey; the CMAA’s Strategic Plan andportfolios for the CMAA Federal andState Executive members.Castle Hill RSL Club CEO David O’Neilthen addressed the meeting about thechange in accreditation criteria forachieving and maintaining an ACCMAward and the CMAA’s new CMDAAffiliate program, which was launchedat the Mid Year Conference in earlyJuly.Member Tony Snowsill also provided athought-provoking address to themeeting about club issues surroundingthe responsibilities attached toproviding a TAB service to clubmembers.

26 Club Management

In The Zone Manly/Northern Suburbs Meeting


Full agenda and full houseat Pittwater RSL Club

There were two pre-lunch presentations by BenKent, NSW State Manager for Energy Action PtyLtd and by Steve Blackburn an Inspector ofCharity Investigations for the NSW Office of LiquorGaming and Racing (OLGR).Kath Nelligan, sponsored by Independent Gaming,provided superb entertainment before and duringlunch with her guitar and beautiful voice.More than 150 people – club managers, directorsand industry trade representatives - gathered onthe vast outdoor deck at Pittwater RSL Club fordrinks and finger food before the superbluncheon.The Manly/Northern Suburbs Zone ChristmasLuncheon will be held on Wednesday, November29 at a venure to be decided.

In The Zone Manly/Northern Suburbs Meeting


Queensland rugby leaguelegend Trevor Gillmeister andlocal legal high-flyer PaulBrennan shared the spotlightat the Sunshine Coast ZoneMeeting in August.Nambour RSL Club GeneralManager Chris Keenwelcomed more than 75members to a packedmeeting room - then morethan 150 for lunch - for theZone event.Host club Assistant Managerand Zone President LaurieWilliams, ACCM, convenedthe meeting with ExecutiveMembers Ricky Cole (VicePresident – Alexandra Surf

Supporters Club),Suzanne Long

(Secretary – NambourRSL Club) andGerard Casey(Treasurer –Tewantin-Noosa RSL& Citizens Club).

Laurie’s report coveredseveral topics, includingthe CMDA RegionalEducation program forthe area and the

important Zone Bursaryprogram.He emphasised theimportance of supportingthe CMDA’s regionaleducation initiatives and thesuccess of the Mid YearConference.CMAA CommunicationServices Manager PeterSharp caught an early flightfrom Sydney to attend themeeting and present theCMAA Head Office Report.Peter acknowledgedGordon Rhodes’s election tothe Federal Councillor rolefor Division E,encompassing the Sunshine

Coast Zone, and covered many mattersin the Zone Newsletter, including theongoing WorkChoices legislationchanges, the CMAA’s Strategic Plan andthe portfolio role of the Federal Executivein delivering on key priorities identified atthe Gold Coast meeting and the CMAA’sAffiliate (CA) Program. Between the Zone Meeting andluncheon, Mooloolaba-based solicitorPaul Brennan presented the humorousside of a serious topic when he talked hisaudience through “The Law is and Ass –Make Sure it Doesn’t Bite Yours!”

English-born, bred and educated, Paulhas practised law in Europe, NorthAmerica, Asia and now, Australia.The workshop is a spin-off from a book –of the same name - Paul has written towhich is a, easy-to-read way to becomemore knowledgeable about the law.Zone members, local club directors andindustry trade representatives then movedto the auditorium for a luncheon thatfeatured a humorous and entertainingsession with former Queensland State ofOrigin, Brisbane Broncos and EasternSuburbs forward Trevor Gillmeister.Now and assistant coach to JohnCartwright at the Gold Coast Titans,Trevor had the room laughing along withhis yarns – particularly about Allan Langer– and answered questions from the floorto end his hour-long chat.The next SunshineCoast Zone event willbe the annual Golfday at Horton ParkGolf Club on Friday,October 12, withthe ChristmasLuncheon atMaroochydoreRSL Club onFriday, December 7.

28 Club Management

In The Zone Sunshine Coast Zone Meeting


League legend and legal eagle bring ray of sunshine

There was an unofficialfarewell and the ZoneCommittee was re-electedunanimously at the Far SouthCoast Zone Annual GeneralMeeting in early August.Twenty-two membersattended the AGM atMittagong RSL Club onAugust 9 where theincumbent Zone Committeeof President Mark Bellette,Secretary Treasurer CraigClark and Education OfficerMichael O’Sullivan were re-electedunanimously.More than 80 CMAA members, clubdirectors and industry traderepresentatives sat down to good foodand conversation at the two-coursedinner, hosted by Mittagong RSL ClubGeneral Manager Craig Madsen and theClub Board, on the Wednesday night tokick off the packed meeting schedule onAugust 9.The dinner also became an impromptufarewell for Goulburn Railway Bowling

Club General ManagerGeoff Knight.Geoff, and his wifeChris, are headed toBundaberg to becomeOperations Manager atAcross The WavesSports Club.At the AGM, DavidHiscox, ACCM, theCMAA’s FederalCouncillor for Division F- covering the IllawarraShoalhaven Zone and

Far South Coast Zone – attended withCMAA Communication ServicesManager Peter Sharp.

They shared the Head Office Report withDavid speaking about changes to the toACCM program with increased points“weighting” for CMDA, CMAA-endorsedZone Meeting seminars and thatadditional points would be awarded tomembers travelling more than 100kilometres to attend courses. He alsodiscussed the CMAA’s new Affiliate (CA)program.

Peter encouraged members to completethe CMAA Electronic Salary Survey sothat the Association has a clear and up-to-date picture of industry pay rates toassist in negotiating contracts formanagers and the CMAA MemberSurvey to properly assess and deal withthe needs and requirements so that theFederal Executive can ensure theAssociation remains relevant formembers.

Peter also reported on the Mid YearConference at the Gold Coast, theCMAA Federal Executive’s StrategicPlanning session and the fully-attendedFederal Council Meeting where all eightof the newly-elected representativesattended.

Also at the Wednesday dinner, NormJones and Dennis Simpson, fromTechnoPROM in Wollongong, made thetrip over the mountain to provide adisplay of new club-specific technology.

The next Far South Coast Zone eventwill be the Christmas Luncheon atMerimbla on Thursday, December 13.

Far South Coast AGMZone dinner an impromptu farewell for CMMA stalwart

Chris Keen Paul Brennan

Laurie Williams

Michael O’Sullivan

Distance was no challenge for thespecial guests at the Mid North CoastAnnual General Meeting in late July.Twenty members attended the AGM atCoffs Harbour on July 31 where theincumbent Zone Committee ofPresident Bill Larkey, SecretaryTreasurer Daphne Parker andEducation Officer Glenn Buckley werere-elected unanimously.Workshop facilitator Paul Lyons andCMAA representative Peter Sharp alsogot an early start to travel from Sydneyto attend the Park Beach BowlingClub events.Recently elected Division E FederalCouncillor, Gordon Rhodes, ACCM, hitthe road at around 5am for the almostfour-hour trip south from Tweed Headsto attend the meeting and speak tomembers.Zone President Bill Larkey, in hiswelcome, noted that it was almost 11years since a CMAA Federal Councillorhad been able to attend a Mid NorthCoast Zone Meeting and thankedGordon in congratulating him on hiselection to the position.Bill also welcomed Sharon Small fromthe Coffs Harbour Catholic Club to herfirst Zone Meeting.Secretary Treasurer Daphne Parkerreported that the recent Golf Day atSawtell Golf Club had bolstered theZone finances by more than $6,000 tosupport the bursary and educationsubsidy program. The 2008 golf eventis likely to be staged at WoolgoolgaGolf Club.Education Officer Glenn Buckleyreceived unanimous support from themeeting for his proposal to offer aceiling subsidise of $800 per club toencourage members to attendmeetings and enhance the prospect ofattending CMDA-organised

conferences and workshops.Glenn also spoke about the CMAAAffiliate (CA) Program along with theCMDA Education schedule for thearea and the Zone Bursary program.Zone Communication ServicesManager Peter Sharp presented theCMAA Head Office Report,congratulating Gordon Rhodes on hiselection to the Federal Councillor rolefor Division E and speaking to theZone Newsletter covering ongoing I.R.issues, the success of the Mid YearExecutive Leadership Conference, theCMAA’s Strategic Plan and theportfolio role of the Federal Executivein delivering on key priorities identifiedat the Gold Coast meeting.Gordon Rhodes, who hasresponsibility for the vast Division E,covering Far North Coast Zone, NorthWest State one, Mid State Zone andMid North Coast Zone, spoke abouthis determination to give somethingback to the CMAA through his FederalCouncillor role. He encouraged members to bringalong Supervisors and juniormanagers to Zone meetings to offeran insight into a career path for the

next generation of club executives.

Gordon also emphasised theimportance of supporting the CMDA’sregional education initiatives, thesuccess of the Mid Year Conferenceand feedback from Zones to FederalCouncillors and on to the CMAAFederal Executive.

Before a first-class luncheon, whenindustry trade representatives joinedCMAA members, high-profile CMDApresenter Paul Lyons facilitated aninformative and interesting 90-minutefree workshop, “How to Attract theBest Young People – Working withGeneration Y”.

Paul spoke about the many strategiesthat can be implemented to attract andretain quality young staff, about thecharacteristics of a workplace that isattractive to young staff and being an“employer of choice” for Generation Y.Paul also outlined the managementchanges and leadership style that willbe required to run a successfulbusiness in the future.Mid North Coast Zone’s final meetingfor 2007 will be at Park BeachBowling Club on November 13.

In The Zone Mid North Coast AGM


Executive returned as meeting guests hit the road Glenn Buckley, Gordon Rhodes, Daphne Parker and Bill Larkey.

There’s not too much happens in andaround Port Kembla that Darcy Martindoesn’t know about. Darcy retired on July 4 after more than35 years at Port Kembla RSL Club –the past 26 years as SecretaryManager.He was adamant that there would beno formal farewell … a black forrestcake with staff a few days before he leftthe job was to be his curtain call.What Darcy, 69, hadn’t reckoned onwas a resourceful group of mates,headed by his successor GerdZaremba, and their determination tosend him off in an event to properly

acknowledge his life’s work andcontribution to the Port Kemblacommunity.Darcy’s wife of almost 50 years, June,was in on the plan and, so he wouldn’tfind out, Gerd sold tickets for thefarewell at Port Kembla Leagues Clubuntil Darcy finished at Port RSL.So, when he turned up for lunch with afew mates at his home club on Friday,July 13, and found more than 180people in the auditorium, Darcy waslost for words – briefly.He spent more than 90 minuteswalking and talking to family, friendsand colleagues before Master of

Ceremonies Daryl “Dasher” Winnellcould round up Darcy and sit him downso that lunch could be served.As shocked as he was that the farewellcould have been organised without hisknowing, it wasn’t his only surprise thatday.Darcy has a passion for greyhoundtraining and, during the 1970s and ‘80sowned and trained some quality andsuccessful “Mink” dogs – SpanishMink, Swedish Mink, Azurine Mink andGlamorous Mink.As his life filled up with work and familypriorities, the greyhounds took a backseat until Troy Primmer asked Darcy ifhe’d train a dog for him.With retirement on the horizon, Darcywarmed to the training idea and wentwith Troy to the Dapto Greyhound ClubPup Auction in May to help him pick apotential champion.The other surprise for Darcy’s farewellwas that the pup he had selected forTroy was, in reality, his own farewell gift.“We had no idea what to give a manlike Darcy for his retirement but, to seethe look on his face at the luncheon, Ithink we did okay,” Gerd said.ClubsNSW Chairman Peter Newell,OAM, was one of the special guests atthe luncheon where Darcy thankedfamily, friends and Club Industrycolleagues for their support andfriendship.Darcy’s new “mate” doesn’t have aname yet, but has good breeding andis eligible to compete in a $60,000event at Dapto.

30 Club Management

In The Zone


Plenty of surprises forDarcy at secret farewell

“We had no idea what to give aman like Darcy for hisretirement but, to see the lookon his face at the luncheon, Ithink we did okay …

Darcy enjoys a laugh with friends at his retirement luncheon.

Darcy’s wife June helps him cut the retirement cake at his farewell at Port Kembla RSL Club.

Darcy Martin and his new “mate” to keephim occupied in retirement.

The CMAA’s North West StateZone Meeting provided memberswith an array of activities whichwere well attended and receivedpositively.The meeting, at Inverell RSM inearly August, started with a freepre-meeting education workshoppresented by one of the hospitalityindustry’s food specialists, NinoZoccalli from Red Hot PearsConsulting. Nino replicated his presentationform this year’s CMAA DarlingHarbour Conference where hespoke to delegates about the latestfood and equipment innovationsand trends in Australia and acrossthe world.Clubs are continually focusing theirattention on the food side of theiroperations in acknowledging that ithas become increasingly importantto project to members and gueststhat clubs are not just solelygaming destinations. Patrons are more aware of theimmense variety and quality of foodoffered in the marketplace and,unless clubs work actively to keep up - and lead - in theirlocal area with a food operation that meets and exceeds theneeds of the customer base, they will fall behind and suffersubstantial lossesto potentialrevenue.Nino’spresentationincludedexamples of thelatest in chillblasting fridgesand storagecabinets, quickgrilling andheatingappliances and

menu design.Later that day, CMAA members,their directors and suppliers weretreated to an evening ofcamaraderie and fun hosted byInverell RSM Club General ManagerTim Palmer and his team. The entertainment showcased localyouth, martial arts and dancinggroups, topped off with a talk byBalmain and Australia rugby leaguestar Steve Roach, who reminiscedabout his playing days in the ‘80s.The Zone Committee are to becongratulated on their efforts inraising more that $27,000 from theauction held during the dinner forthe zone’s bursary program andspecial thanks are extended toGunnedah RSL Club GeneralManager “Colonel” Jamie Gallan,whose wit and auctioneer expertiseresulted in the increase in fundsraised over the 2006 event.Again, the Zone demonstrated itsstrength the next day with 38 of its45 CMAA members attending theZone Meeting where Division EFederal Councillor Gordon Rhodes

and CMAA Education Manager Ralph Kober presented theHead Office Report. There was robust discussion about several local and

industrial issuesand theconsensus wasthat the meetingand activitieswere well worthattending. North West StateZone’s nextmeeting will be atWest TamworthLeagues Club onDecember 4 and 5.

In The Zone North West State Meeting


Food innovation and trends on menu at Inverell

Nino Zoccalli from Red Hot Pears Consulting.

CMAA North West State ZonePresident Phil Wheaton.

Gunnedah RSL boss andauctioneer Jamie Gallan

Inverell RSM Club GeneralManager Tim Palmer.

Illawarra Shoalhaven welcomed anothertwo new members to its Quarterly ZoneMeeting.Gerringong Bowling Club SecretaryManager Nick Condell and Port KemblaRSL Club Operations Manager JoelMason joined 23 members atBomaderry Bowling Club for the July27 meeting.The Zone Committee of PresidentDavid Hiscox, Secretary Treasurer PhilBoughton and Education Officer DennisSkinner convened the meeting withCMAA Executive Officer Terry Condon,ACCM, and CMAA CommunicationServices Manager Peter Sharp alsoattending.Terry presented the Head Office Reportand responding to members’ questionsduring his presentation.David Hiscox also is the CMAA FederalCouncillor for Division F covering theIllawarra Shoalhaven Zone and FarSouth Coast Zone.In his President’s Report, David spokeabout changes to the to ACCM

program with increased points“weighting” for CMDA, CMAA-endorsed Zone Meeting seminars andthat additional points would beawarded to members traveling morethan 100 kilometres to attend courses.David also spoke about the CMAA’snew Affiliate (CA) program.

Huskisson RSL Club Duty ManagerRita Muscat and Bomaderry RSL ClubAssistant Secretary Manager Brett Hillsprovided reports on their bursary tripsto the CMAA’s Mid Year ExecutiveLeadership Conference at the GoldCoast, while David announced WarillaBowling and Recreation Club HumanResources Manager Leigh Wagstaff aswinner of the Zone Bursary to attendthe World Gaming Expo in Las Vegas. Phil Boughton reported that theShoalhaven leg of the Zone golf dayshad raised more than $30,000 Zonemembers’ education and local charities.Phil congratulated Peter Thorncroft,Gary Wilbraham, Julieb Ryan andStuart Christison for their work on theevent.In his Head Office Report, TerryCondon encouraged members tocomplete the CMAA Electronic SalarySurvey so that the Association has aclear and up-to-date picture of industrypay rates to assist in negotiatingcontracts for managers and the CMAAMember Survey to properly assess and

32 Club Management

In The Zone Illawarra Shoalhaven Meeting & Golf Day


More new members at Quarterly meeting

Illawarra Shoalhaven Zone Education Officer Dennis Skinner (left) andZone Secretary Treasurer Phil Boughton (second from right) withnew members Joel Mason (second from left) and Nick Condell. Joel Mason chats with Collegians Secretary Manager John Wilkins.

Zone President and CMAA Division FFederal Councillor David Hiscox with LeighWagstaff, who won the Zone Bursary toattend the World Gaming Expo in Las Vegas.

deal with the needs and requirementsso that the Federal Executive canensure the Association remains relevantfor members.Terry also reported on the Mid YearConference at the Gold Coast, theCMAA Federal Executive’s StrategicPlanning session and the fully-attendedFederal Council Meeting where all eightof the newly-elected representativesattended.The next Zone Meeting will be held atSussex Inlet Bowling Club on Friday,September 21 starting at 10am.The Zone’s Illawarra “leg” of the charitygolf day program was held at TheGrange Golf Club on August 6 when afull field of 130 players – CMAAmembers, club and industry traderepresentatives packed the course.

Again, the efforts of organisersWiseman Park Bowling Club GeneralManager Paul Mack, The Grange GolfClub General Manager Michael Villaand their support teams producedmore than $32,000 for Zone educationprograms, bursaries and local charities.More than 128 CMAA and localcorporate supporters and eight Illawarraclubs sponsored the event, providingraffle and auction items. CMAAsponsors included Foster’s Australia,Tooheys, Coca-Cola, Keno andBarringtons while auction itemsincluded gaming machine conversionsfrom Aristocrat, IGT, Konami,Stargames, Aruze and Ainsworth.Coca-Cola donated a framed andautographed St George IllawarraDragons football jersey, while CadburySchweppes donated sagned and

framed Cronulla Sharks jersey andBarringtons donated a security RiskAssessment package worth $5,000.Local radio personality Greg Vincentwas master of ceremonies for theluncheon, auction and raffle withassistance from Chelsea Anderson andSamantha Coker, who also manned thedrinks vans around the course.“Like the Shoalhaven golf day, ourevent was a great success due to thewonderful support of our sponsors, TheGrange Golf Club and the people whopaid their money to support the Zoneand our charities,” Paul Mack said.“It seems we have built a very strongsupport base for both golf days and themoney we raise makes it possible tocontinue the Zone’s education andprofessional development bursaryprogram and help our local charitieswith major donations.”

In The Zone Illawarra Shoalhaven Meeting & Golf Day


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Companies and organisationsworldwide are trying to reduceescalating electricity costs, while beingmindful of environmental constraintsthat are being enforced on an everincreasing basis.ENSAVE is an international companywith head offices in Sydney andmanufactures a range of EnergyReduction Units (ERUs) to reduceharmful emissions, lower electricityrunning expenses and extend motorlife.ENSAVE’S mission is to save money forcustomers while significantly reducingharmful emission by providingtechnology that recycles wastedelectricity.ENSAVE International is registered andaligned as an “Energy Smart Ally” withthe NSW Department of Utilities andEnergy Sustainability (DUES). ENSAVE’s clients include McDonalds,Subway, IGA Supermarkets, OneSteel,Hogs Breath Café, various councils,clubs and liquor stores.A product with almost universalapplication, the “ENSAVER” reducesthe energy wasted by all types of ACmotors (machines, air-conditioning,refrigeration etc). This is achieved without reducing thehorsepower or RPM of the motor andreduces wasted electricity by aligning

the phase angle of the current andvoltage at a motor. The increased power efficiency allowsthe motor to operate more efficiently,drawing less current through thedistribution lines in a building. The reduced current draw translates toreduced kilowatt line losses due toresistance in the wires. These line losses are significant and area part of an electricity account. The technology is similar to that usedby electricity companies to reduce lineloss in transmitting electricity tocustomers. ENSAVE International provides a no-cost energy audit that pin-pointselectric energy losses, provides acustom-designed rental program forbusiness and reduces electricityaccounts.Depending on the size of a premises,the survey will take several hours toseveral days and can be worthhundreds to thousands of dollars insavings to a business. The audit supplies information aboutelectrical loads in a premises andsavings.

There is no charge for this survey audit.First, electricity accounts are analysedand explained in easy-to-understandterms and includes highest and lowestconsumption rates that reflects the totalamount of electricity used, providingawareness of daily and seasonal peaksand could help reduce them.Account errors also may be identified,which could lead to substantial refunds. A detailed survey of a premises will takestock of electrical loads, includingproduction equipment, air-conditioning,refrigeration, lighting and other loadsthat may be specific to a business. These loads are broken down intousage percentage, which highlights theareas of a premises that consumes themost electricity.

Finally, an audit/rental proposal willspecify an energy conservationprogram for savings on electricityaccounts.The program has no effect on thebusiness operations, requires noemployee involvement and operatesaround the clock.The concept achieves 10%-plusreduction in energy use and around40% to 60% in greenhouse gasemissions.By installing ENSAVE at the load -instead of the main switchboard -greater savings can be achieved.The application techniques are passiveand require no changes to the workenvironment and requires no employeeparticipation.For more information, contact ENSAVEInternational (02) 9676 2666, BusinessManager Craig Izzard (0410 332 164)or online at [email protected]

34 Club Management

Green & Smart Solutions


Innovative technology for a better planet

E lectricity consumption, reduction every time No matter what type of businessS aving you money while your electricity loads run more efficientlyA utomatic and requires no employee involvementV irtually every area of electricity consumption is attacked E nergy audit will show energy losses and increase your profit

“ENSAVER” …➣ Reduces KWH consumption and

KW demand➣ Extends the life of motors and

inductive lighting➣ Eliminates power factor penalties➣ Improves facility power factor➣ Increases electrical system

capacity➣ Improves voltage➣ Cools over-heated lines and panels

Australia’s clubs are facing manychallenges - and the drought hasthrown in an additional challenge. Electricity pricing in Australia has beenboth cheap and easy to budget forbecause the price rises have been bothconsistent and gradual. This has all changed. As a result of the drought, electricityprices have risen dramatically over thepast nine months. Prices for the energy component ofthe electricity bill - about 60% of thetotal - have increased by more than100%.As a result, any club where theelectricity contract expires this summerwill be faced with a first-year increase of60% to 80% on the total bill.The impact of this increase can besoftened by entering into a three-yearcontract at a fixed price. This is because the second-year andthird-year pricing is significantly lowerthan the first year - retailers havefactored in the likelihood of the droughtbreaking in the next three years whencalculating their forward pricing. Entering a fixed-price, three-yearcontract should reduce the first-yearincrease to around 30% to 40% of thetotal bill.For clubs with contract expiry datesbetween now and 2009, the level of theprice negotiated for the next supplyagreement will depend on the amountof resources devoted to tracking themarket and the timing of fixing the newcontract. Apart from the drought, there are anumber of factors adding uncertainty. “Green electricity”, carbon trading andnew power stations using either cleancoal (when it exists), or nuclear power

and privatisation all make it very hard toforesee future pricing. It will almost certainly follow the pricingpatterns that have existed for someyears in Europe and the United Stateswhere pricing is volatile.As an example, pricing for a July 2008start is 25% below current pricing. If you decide not to forward contractnow, then you are taking a position thatthe market will decline by more than25% in the next year. This may be the correct decision. However, unless you are constantlymonitoring forward pricing you willprobably miss the opportunity tominimise this significant exposure. Simply waiting until the end of thecurrent contract to tender means thatyou are gambling that the low point inthe cycle coincides with the end ofyour contract. This is a maximum risk position.Tracking the market and identifyinglow points in the cycle is the onlyeffective risk management strategy forthis newly volatile market. The problem facing building managersis how to obtain current effectiveinformation on an ongoing basis. This is compounded by the fact thatthere are six major retailers. At any given time, one retailer will beoffering better pricing than the others. This "pecking order" changescontinuously as traders take forwardpositions in the wholesale market andadjust their retail pricing accordingly.The first thing that managers need todo is to prepare a schedule of contactexpiry dates. Any contracts due for renewal in2007, need to be dealt with as amatter or priority.

Those sites which renew in 2008 or2009 need to start tracking forwardpricing and develop a strategy foridentifying the optimum point at whichto contract. It is just not possible for clubs to signan electricity supply contract, stick it inthe drawer and forget about it until therenewal notice arrives.NUS Consulting Group is based atNorth Sydney and can be contacted at(02) 9922 7676 or visit the company’swebsite athttp://www.nusconsulting.com.au



NUS tackles national electricity cost challengeNUS Consulting Group, the world’s oldest and largest costmanagement group was founded 73 years ago in New York. NUS hasexpanded to Australia, Canada, South Africa and throughout Europeworking with clients to help control costs in gas, electricity, water andtelecommunications. The company’s 30,000 client base globallyincludes Dell, Panasonic and Boeing. NUS started in Australia in 1964and the 3,000-business client base in Australia includes Panasonic,Fairfax, David Jones, McDonalds, GWA, The Australian Institute ofChartered Accountants, RSL Life Care, Wagga RSL Club, Boral,Anglicare and the AFL. NUS Consulting Group National Sales ManagerKEN BOND examines the company’s role with clubs in Australia …

Detailed studies have shown that theaverage daily water use of aconventional wok stove is 5,500 litresper day. In Chinese restaurants, which accountfor up to 50% of all Asian restaurants, itcan be as much as 8,000 litres per day. Research has shown that of thisaverage usage only 500 litres per day(less than 10%) is required for cleaningand food preparation … the rest iswasted due to inefficient design. Sydney Water ran a pilot scheme tolook at new waterless wok stoves thatdidn’t need to be water cooled. The stoves also has a knee operated“joy-stick” on a timer tap to limit flowand flow duration to the tap for water to“top up” dishes and a valve in the tapused for cleaning the wok that onlyturns on when over the wok itself,turning off when pushed away from thewok. The results were impressive. By installing a more-water-efficient unit,there is the potential to save 5,500 litresper day per wok stove, a total of morethan two million litres per year, andachieve savings of up to $4,500 peryear. There are approximately 2,000 wokstoves in Sydney Water’s area ofoperation. If 5,000 litres of water can be savedfrom each unit each day by convertingto a waterless wok stove, therestaurant industry profitability couldincrease by $9 million per year andSydney would save approximately3,600,000,000 litres (3,600 megalitres -ML) per year. One of the major benefits of thewaterless design means that the face ofthe stove is cooler, and chefs using thenew woks have anecdotally reportedlower incidental burn rates and found itto be cooler in general. Sydney Water have teamed up with the

Ethnic Communities' Council of NSW(ECC) to run information sessions andprovide awareness and informationservices with multi-lingual translators.The ECC have received funding fromthe NSW Government Water SavingFund and Wollongong City Councils toconduct the Saving Water in AsianRestaurants Project (SWARP) all acrossSydney and the Illawarra, as well asfunding to expand the project in theCentral Coast. North Ryde Golf Club installed three,two-burner woks with two hotplates toupgrade their kitchen facilities inNovember 2006. The club had been looking to updatetheir lower-temperature woks and tookadvantage of the ECC subsidy offer tosave water at the same time. Of the $18,000 they spent theyreceived a subsidy of $6,000 and thechangeover took place in a day. They have found that the cooking timesare reduced as the woks have a higherburn temperature then the old woks,but the water consumption in thekitchen has dropped by 85%. “My chef kept asking for a new turbo-charged hotter woks, these waterlesswoks kept him happy and helped us todecrease cooking times and savewater,” North Ryde Golf Club GeneralManager Brenden Ellam said.

The ECC has employed two Chinesebilingual environmental educators tovisit restaurants to explain theeconomic and environmental benefit ofreducing the amount of water used inthe restaurant kitchens. They will provide a package ofinformation about how water can besaved in the kitchen in general, andexplain about the waterless wok stove. A DVD demonstrating a Chinese chefusing the waterless wok stove also ispart of the package. They also offer a subsidy to restaurantowners as an incentive for the purchaseand installation of “waterless” wokstoves and take away the old wok forrecycling.To date, 97 restaurants have beenvisited and 58 stoves replaced inSydney and Wollongong saving 68MLof water per year. On the Central Coast, 23 restaurantshave been visited and 19 stovesreplaced saving 22ML of water perannum. The success of the program hasresulted in the NSW Governmentfunding the ECC to expand the projectinto the Thai and Vietnameserestaurants communities in 2007.Shellharbour Workers Club recentlyreplaced 12-year-old woks with two,two-burners woks. “I’d been planning an upgrade toreplace the old woks, and this workedwell. Club Catering Manager MalcolmRamsay said. “It cost $2,000 more butI got a $4,000 rebate, and cut mykitchen consumption by 65%.”There are three Asian chefs who workin the main kitchen area and Malcolmnoted the wok’s new design has forcedthem to be more water saving. “It was too easy with the old design tojust let the water flow,” he added.For more information about waterlesswoks, go to the Sydney Water websitefor facts sheet on saving water …www.sydneywater.com.au/SavingWater/InYourBusiness/

36 Club Management



Wok’s wrong with savingmegalitres of water?Installing a new waterless wok can save a club up to 8,000 litres ofwater per day per wok, and have significant OH&S benefits forcooking and kitchen staff. When Sydney Water first started doingaudits of clubs and restaurants, they were shocked to find wok stoveshad water flowing continuously - sometimes up to 8,000 litres perday. Traditional woks use water flowing across the surface of thestove to take the heat away and have water spouts to rinse and top updishes that run all the time, no-one having a hand free to turn themon and off. WENDY HIRD, from Sydney Water takes a look at thewaterless wok phenomenon …

CMAA Diary Dates Zone Meetings & Industry Functions


Tuesday 4/9/2007 09:00 Tradies @ Gymea St George Cronulla Sutherland Zone Meeting 13:00

Tuesday 11/9/2007 12.00 Wests Leagues Club Ashfield Inner West Zone Meeting 13:00

Tuesday 11/9/2007 07:30 Kogarah Golf Club St George Zone Neville Worton Golf Day

Tuesday 11/9/2007 07:00 Fox Hills Golf Club Nepean Zone Annual Golf Day

Thursday 13/9/2007 09:30 Redlands Sports Club Brisbane - Gold Coast Combined Zone Meeting 13:00

Tuesday 18/9/2007 09:30 Maroubra RSL Club City Eastern Suburbs Zone Meeting 13:00

Wednesday 19/9/2007 10:00 Diggers @ The Entrance Central Coast Zone Meeting 13:00

Thursday 20/9/2007 09:30 Smithfield RSL Club Nepean Zone Meeting 13:00

Tues – Sat 25-29/9/2007 Gold Coast Convention Centre ClubsNSW Annual Conference

Thursday 27/9/2007 09:30 Auburn CMAA Executive Meeting

SEPTEMBER 2007

Wednesday 3/10/2007 09:30 Ballina RSL Club Far North Coast Zone Meeting 13:00

Friday 12/10/2007 11:00 Horton Park Golf Club Sunshine Coast Zone Golf Day

Sunday 21-24/10/07 Hyatt Hotel, Canberra RSL & Services Clubs Association Annual Conference

Thursday 25/10/2007 09:30 Auburn CMAA Executive Meeting

Friday 26/10/2007 11:00 Dapto Leagues Club Illawarra/Shoalhaven AGM 13:00

OCTOBER 2007

Thursday 1 - 4/11/2007 Sheraton Mirage Surfers P’dise Leagues Club Association National Conference

Monday 6 - 19/11/2007 Las Vegas Global Gaming USA Tour www.ccmtravel.com.au

Tuesday 13/11/2007 16:00 Park Beach Bowling Club Mid North Coast Zone Meeting 19:00

Wednesday 14/11/2007 15:00 Bathurst RSL Club Mid State Zone AGM 19:00

Wednesday 21/11/2007 09:30 Logan Diggers Queensland Bursaries Presentations 13:00

Tuesday 27/11/2007 09:30 Randwick Labor Club City Eastern Suburbs Zone Meeting 13:00

Wednesday 28/11/2007 09:30 North Sydney Leagues Club Manly Northern Suburbs Zone Meeting 13:00

Friday 30/11/2007 09:00 Brighton Le Sands CMAA Executive Meeting

Friday 30/11/2007 10:30 Brighton Le Sands CMAA Federal Council Meeting

Friday* 30/11/2007 13:00 Brighton Le Sands CMAA Sponsors Luncheon

NOVEMBER 2007

It’s that time of year … when the annualCMAA National Bursary Program kicksoff, inviting eligible CMAA members toapply for bursaries offered by ourgenerous sponsors.This year’s program offers numerousoverseas study and conference toursincluding the IGT Bursary where tworecipients can attend the 2008 WorldGaming Congress in Las Vegas andstudy for one week - full tuition paid - atthe University of Las Vegas Nevada(UNLV).New to this year’s program is theChicago

National Restaurant Hotel-Motel ShowStudy Tour bursary sponsored byProfitable Hospitality.This bursary allows the winner to attendone the world’s great industry showsand take in the fantastic food andbeverage operations that Chicago isfamous for.The past Asian Study Tour Bursary –when six CMAA members visited HongKong and attended the GE2Conference and Expo in Macau - wasa huge success. Six bursaries are offered again 2008,thanks to the support of our generoussponsors … True Blue Chemicals,Russell Corporate Advisory, LPKCleaning, Stargames, Creating Synergyand Global Coffee.Other bursaries offered included studytours to attend the Club Managers’Association America 81st WorldCongress on Club Management,offered by Coca-Cola and KPMG; paidtuition for CMDA courses offered bymaxgaming, Enterprise DevelopmentNetwork, and Non ExecutiveManagement, Scott and Broad; tuitionfees for units offered at Southern CrossUniversity within the Bachelor ofBusiness degree program sponsoredby the Barrington Group; and bursaries

to attend the CMAA’s 2008 Mid YearExecutive Leasdership Conference atConrad Jupiters on the Gold Coast.If you haven’t applied for any of thebursaries offered in past years, thenyou are encouraged to do so. Less than 20% of the CMAAmembership applies for the bursaries,so the odds are in the favour of anyonewho takes the time and makes theeffort to apply.* Please note that contrary to theinformation listed in the brochureincluded with your September editionof CMA Magazine, the official closingdate is Friday, November 2, 2007.The CMAA’s 2008 Bursary Brochurecan be downloaded from the CMAAwebsite www.cmaa.asn.au

38 Club Management

CMDA Update with RALPH KOBER, CMAA Education Manager


2008 National BursaryProgram applications open

CMDA Training Program


October - November 2007 For full content details of each of the programs contact the CMDA or refer tothe 2007 calendar on our website. Phone: (02) 9643 2300 www.cmaa.asn.au Email: [email protected]

Courses featuring a code prefixed by either BSB or THH are nationally recognised & accredited training units. Upon successful completion of assessment requirements, participants will be issued witha Statement of Attainment and/or a Qualification. For further information contact Estelle McDonald-Birch at the CMDA, either; Phone: (02) 9643 2300 or Fax: (02) 9643 2400.

Regional Training

COURSES OCTOBER NOVEMBER

Provide Responsible Service of Alcohol (THHBFB09B) (LAB approved) ACCM Unit - 1 Day T 2 & M 29 W 14

Provide Responsible Gambling Services (THHADG03B) (LAB approved) ACCM Unit -1 Day M 8 M 19

Armed Robbery Survival Skills 1/2 Day Delivered in conjunction with Barringtons Th 1

Business & Report Writing 1 Day Th 1

Coaching Skills for ‘Buddy System’ Line Trainers 1 Day (Coach Others in Job Skills THHGTRO1B) Ideal for supervisors & managers who areresponsible for on-the-job training of other staff members. Deals with planning & preparing for coaching sessions, conducting sessions in theworkplace and following up to monitor participant progress.

W 3

Deal with Conflict Situations THHGCS03B - 2 Days For anyone who has to lead teams, resolve conflict with staff, customers and their peers. W 3 & Th 4

Plan & Establish Systems & Procedures THHGGA08B - 1 Day This unit enables participants to identify, plan, develop, establish and reviewworkplace systems and procedures assisting in operational requirements for their club.

T 9

Duty Management Development Program 2 x 3 Day Sessions Content includes: HR Fundamentals, Cost Control, Leadership,Compliance/Risk Management. Participants receive a self paced Computer Skills CD-ROM and a comprehensive Effective Business Writingworkbook. This program targets Duty Managers and Senior Supervisors.

(S1) M 29 – W 31 (S2) T 13 – Th 15

Food & Beverage Management Development Program - 2 x3 Day Sessions For Supervisors & Managers who want to learn about F&BMgt, Cost & Stock Control, Menu Design, Preparing Tenders, F&B Reporting, Managing Food Safety, Managing Wine & Espresso Coffee Service,Combating F&B Fraud, Managing Poor Customer Service and more.

(S1) M 22 – W 24 (S2) M 26 – W 28

Gaming Management Development Program - ACCM Unit - 2 x 3 Day Sessions (Develop & Manage Gaming Activities THHADGO2A) Idealfor Gaming Supervisors and Managers. Covers; EGM install and floor layouts, LAB, Gaming, HR issues, gaming promotions, advanced analysis,poker machine fraud and minor gaming activities.

(S1) M 19 – W 21Cont. December

Roster Staff THHGLE05B -ACCM Unit - 1 Day Assists Managers in creating cost efficient base rosters that utilise the flexibility the awardprovides. Ideal for all managers.

T 30

Manage Physical Assets THHGLE16B ACCM Unit 2 x 2 Day Sessions (S1) M 26 & T 27Cont. December

Develop and Implement a Business Plan THHGLE19B -ACCM Unit - 3Days. Assists Managers to understand the process of strategicmanagement and shape their Club’s business plan.

(S1) W 17 & Th 18(S2) W 24

OHS Risk Management for Supervisors and Managers (Implement Workplace Health, Safety & Security Procedures THHGLE02B) Ideal forall supervisors and managers. Meets the training requirements for supervisors and managers as stated in the OHS Regulation 2001.

W 28 & Th 29

Legal Knowledge Required for Business Compliance THHGLE20B ACCM Unit - 5 Days Covers the range of legislative compliance issuesincluding; Trade Practices, OH&S, Privacy, RSA, RCG and more.

(S2) M 15 – W 17

COURSES OCTOBER NOVEMBER

Armed Robbery Survival Skills 1/2 Day Delivered in conjunction with Barringtons ACT M 8

Business & Report Writing 1 Day Illawarra W 3 Great Lakes M 19

Coaching Skills for ‘Buddy System’ Line Trainers 1 Day (Coach Others in Job Skills THHGTRO1B) Ideal for supervisors & managers who areresponsible for on-the-job training of other staff members. Deals with planning & preparing for coaching sessions, conducting sessions in theworkplace and following up to monitor participant progress.

Mid State Th 1Riverina F 9

Deal with Conflict Situations THHGCS03B - 2 Days For anyone who has to lead teams, resolve conflict with staff, customers and their peers. Riverina W 7 & Th 8

Plan & Establish Systems & Procedures THHGGA08B - 1 Day This unit enables participants to identify, plan, develop, establish and reviewworkplace systems and procedures assisting in operational requirements for their club.

Mid State W 31 Great Lakes T 20

Duty Management Development Program 2 x 3 Day Sessions Content includes: HR Fundamentals, Cost Control, Leadership,Compliance/Risk Management. Participants receive a self paced Computer Skills CD-ROM and a comprehensive Effective Business Writingworkbook. This program targets Duty Managers and Senior Supervisors.

Cairns (S1) M 8 – W 10

Townsville(S2) M 19 – W 21

Analyse & Report on Gaming Machine Data THHADGO1B ACCM Unit 2 Days Mid StateT 9 & W 10

Central Coast M 12 & T 13

Financial Fundamentals (THHGFA06A & THHGLE13B) 2 Days (Prerequisite for Financial Management THHGLE14B & THHGLE15B) Central Coast M 26 & T 27

Marketing Fundamentals 1 Day (Prerequisite for Develop & Manage Marketing Strategies THHGLE12B) Mid North CoastM 15 & T 16

Roster Staff THHGLE05B -ACCM Unit - 1 Day Cairns T 7

Monitor Staff Performance THHGLE06B ACCM Unit 2 Days Deals with the skills and knowledge required to monitor staff performance,includes skills in performance appraisal and counselling.

Sunshine Coast T 20 & W 21

Recruit and Select Staff THHGLE07B -ACCM Unit - 2 Days This unit deals with the skills and knowledge required to recruit and select staffwithin the framework of overall human resource plans.

North West StateM 22 & T 23

OHS Risk Management for Supervisors and Managers 2 Days (Implement Workplace Health, Safety & Security Procedures THHGLE02B) Far South CoastT 2 & W 3

OHS Consultation – (Workcover Approved) ACCM Unit 2 x 2 Day Sessions (Establish & Maintain a Safe & Secure Workplace THHGLE04B) Great Lakes (S1)W 3 & Th 4 (S2) M

22 & T 23

Brent Williams is widely acknowledgedacross the NSW corporate andhospitality industries as a specialistdedicated to communication, workplaceand general counselling, humanresources and service excellence. Some of his previous positions inclubs …➣ Operations Manager at Cronulla

Sharks; ➣ Assistant Manager at the Illawarra

Yacht Club; ➣ Human Resource Manager/Food and

Beverage Manager Five Dock RSLClub;

➣ Human Resources Department atCastle Hill RSL Club (current)

As a coach, consultant and trainer in theareas of leadership, communication andcustomer service, his experience spans15 years of senior management roles inthe hospitality and corporate arenas. Brent has also completed extensivestudies in business/commerce,hospitality, human resource managementand counselling and has steered all ofthese paths into a journey of helpingpeople and organisations to move

toward harmony, purpose and balance.He has developed and facilitatedspecialised training modules for bothmanagement and employees and is anaccredited trainer and assessor fornumerous Registered TrainingOrganisations. As Director of his own company, Face 2Face Training and Consulting, Brentspecialises in human resourceconsulting, communication training,business and life coaching, andcounselling. He also works - voluntarily andprofessionally - in the life developmentfield for community organisations. He is a member of Australian LifeCoaching Society and AssociateMember of the Australian CounsellorsAssociation (ACA).One of the many courses Brent Williamsdelivers for the CMDA is “Roster Staff”. This accredited unit helps RosterCoordinators and Managers developeffective and efficient rosters from theground up. Course participants regularly commentthat they take away meaningful and

practical tips they can implement in theirworkplace to help streamline the rosterprocess. “Roster Staff” also develops knowledgeabout the Key Performance Indicators(KPIs) that Coordinators can use to helpcontrol the outcomes with discussionaround industry benchmarks.As well as “Roster Staff”, Brent alsodelivers units in the “Duty ManagersDevelopment Program”,“Cost Control”,“CoachingSkills”,“Monitor StaffPerformance”,“ManagingConflictSituations”,“RSA” and“RCG”.

CMDA Presenter Profile Brent Williams


Brent spreads communication message

Brent Williams, Human ResourcesDepartment, Castle Hill RSL Club Limited“Taking Personal Responsibility In DeliveringExcellence”.

Mounties has loaned its considerablesupport to The House of Welcome atCarramar.To assist production and distribution ofa bi-monthly newsletter - published inthree languages: English, Arabic andDari - Mounties has donated $10,000.The House of Welcome is a non-denominational drop-in centre thatprovides services to refugees andasylum seekers. House of Welcome Coordinator FatherJim Carty said Mounties’ generousdonation has been extremelybeneficial. “Without this assistance, we would nothave been able to continue as ourcopier was on its last legs,” FatherCarty said. “Thanks to Mounties, we were able topurchase a new commercial copier,digital camera for newsletter photosand pay our translators.”The newsletter reaches more than1,000 men, women and children tohelp their integration to life in Australia.

It features issues relating to Australianculture and values including rules oflaw, health and education, socialevents and legal referrals targeted atrefugees.

Father Carty said a combination ofpoor English skills and/or culturalissues can lead to isolation for manypeople and could become a majorbarrier to integration and anunderstanding of Australian society. Written in three languages tospecifically reach refugees fromAfghanistan, Iraq and Iran, thenewsletter encourages participation inthe House of Welcome’s many servicesand general community activities. “Our community comprises a largenumber of cultural groups, each withspecific needs,” Mounties PresidentKevin Ingram said. “The club is proudto support groups such as The Houseof Welcome who extend the hand offriendship to make people’s liveseasier.”A project of the NSW EcumenicalCouncil, The House of Welcome issituated at 140 Wattle Avenue,Carramar. It operates as a day drop-in centre(9am to 4pm) weekdays and can becontacted on 02 - 9727 9290.

42 Club Management

Clubs in Our Community


Mounties extends welcome to refugees

Mounties President Kevin Ingram

Bankstown Sports Club has steppedinto the classroom to boost studentspeech development. An initiative to improve student literacylevels prompted Picnic Point PublicSchool to launch a complimentary

program to improve student talkingand listening skills.Bankstown Sports Club’s financialassistance will allow educationalspeech pathologist Nazli Ahsanullah toassist teachers during terms 3 and 4.Picnic Point principal Helen Wardegasaid Nazli would work with teachers toidentify children with languagedevelopment issues and providepractical strategies to address them.“There is a growing need in theeducation sector to further develop

student oracy skills,” she said. “This will be a long-term project andbenefit children with difficulties andimprove student language abilityacross the board.”Bankstown Sports Club SecretaryManager John Murray said the clubwas proud to continue its support ofPicnic Point Public School. “It’s vital that students are given everyopportunity to enhance their educationand it’s an honour to provide this to thePicnic Point Public School students,”John added.Picnic Point already has held aninformation session for teachersexplaining the new initiative with similarsessions for parents ahead.“The response from our teachers hasbeen positive,” Helen said. “They identify the need for this, Nazli’sstrategies click with the teachers andthey’ve responded well.“Although there is a need for additionalclassroom services such as this, thereis no allocated funding so we use ourown resources or seek communitysupport.“We are grateful to Bankstown Sportsfor their continued support andfinancial assistance … without it, wecould not extend student skills anddevelopment with these programs.”

BankstownSports goesback to school

Excited children and cricket fansfrom Father Chris O'Reilly's Youth offthe Streets program got a thrill whenAustralian cricket legend and three-time World Cup winner GlennMcGrath visited Mounties.The special session also involved acricket clinic with equipmentsupplied by CricketNSW. Learning from one of the bestplayers the game has seen, thechildren were shown batting andbowling techniques and playedgames to improve their cricket skills.Fans posed for photos with Glen,who signed autographs andmerchandise that included actionposters and mini cricket batsdonated by Sommers International. After the clinic, Glen chatted to fansabout the game, his career and hisrecent retirement as they enjoyed afree barbecue. Meantime, Mounties wasalso on the spot byraising $9,403 for cancerresearch as part of'Australia's BiggestMorning Tea'.Mounties hosted theevent for the sixthsuccessive year, withParramatta Eels starsLuke Burt, IanHindmarsh, Feleti Mateoand Fuifui Moimoi joiningmembers and guests fora “cuppa”, signautographs and supportthis important cause.

The Eels players also posed forphotos, with the $5 fee going to thefundraising appeal.Hosted by 2GB's Pete Graham,Mounties management matched theeffort dollar-for-dollar with many localorganisations and businessesdonating prizes and items for theauction."The club is committed to assistinggroups who help address one ofAustralia's most common diseases,”Mounties President Kevin Ingramsaid. “Many people have relatives orknow somebody who has beenaffected by cancer at some time intheir life, and everybody who hasdonated to the cause should beproud of their efforts".Australia's Biggest Morning Teastarted in 1993 as a Cancer Councilof Australia initiative.

Clubs in Our Community


McGrath king of the kids

M1 winner atWestern SydneyIndustry AwardsM1 Mounties, the world-class health club atMounties was recognised at the WesternSydney Industry Awards (WSIA).M1 took out the Highly Commended Awardin the Best Regional Product category. M1 Mounties Manager Kerry Sharpaccepted the award at the Gala Dinner inThe Grand Foyer of Acer Arena earlier thisyear, which was attended by a diverserange of industry representatives fromWestern Sydney.The 8th annual WSIAs are recognised asthe most prestigious regional awards inAustralia, acknowledging and rewardingexcellence, innovation and leadershipacross Western Sydney’s diverse range ofindustry sectors.Kerry Sharp said she was thrilled by theaward.“We are all proud of our achievements atM1 Mounties,” she added.“Our first year has been a steep learningcurve but, with excellent facilities and theamazing attitude of our staff, it has been afantastic ride. “Our centre is the best in Australia and rivalsgyms throughout the world for its innovativedesign and product offering.”

Father Chris O'Reilly from the Salvation Army’s Youth off the Streets (from left), cricketlegend Glen McGrath with Mounties President Kevin Ingram, Directors Marilyn Priceand Chris Murphy and Cricket President John Araco at Mounties.

Former Test cricket champion pace bowler GlenMcGrath signs autographs at Mounties.

Scarpantoni takeswine industry’sbiggest ‘gong’There is no doubt that the JimmyWatson Trophy means sales. The list ofpast winners reads like a “who’s who”of the Australian Wine Industry …Penfolds, Seppelts, Rosemount, WolfBlass, Peter Lehmann and Hardy’s …the list goes on.For the third consecutive year, arelatively small South Australianproducer has taken home the memorialprize - the most eagerly sought wineaward in Australia. Awarded annually to the producer ofthe best one-year-old dry red wine inthe Royal Melbourne Wine Show, the2007 Jimmy Watson Memorial Trophywent to McLaren Vale’s ScarpantoniEstate Wines for its 2006 BrothersBlock Cabernet Sauvignon. The winner was announced to apacked audience of industry luminariesat the media launch for the award lastmonth.Michael and Filippo Scarpantoni,second-generation owners of the familyestate built in 1979, accepted theprestigious trophy from JimmyWatson’s son, Allan Watson.

The winning wine took the prize fromtough competition, with almost 800wines vying for the 2007 trophy - arecord entry from an outstandingvintage year.Royal Melbourne Wine ShowChairman, Stephen Shelmerdine, AM,said the Royal Melbourne Wine Showremains Australia’s mostcomprehensive, rigorous andprestigious wine show.“The annual awards are recognised bythe wine producers as an importantcompetition forum to benchmark theirproduce,” Stephen said.“The judges, this year, assessed over atwo-week period more than 3,845entries from more than 490 wineries,across 79 individual classes of wines.”Other wineries to excel this year at theMelbourne show were perennialwinners Peter Lehmann and Hardy’s,along with boutique Victorian producersGiant Steps from the Yarra Valley, andZilzie from Karadoc. Capel Vale, from the south-west cornerof Western Australia, collected a majortrophy for Best Merlot for a new-releasewine which sells for around $15 – agreat wine and easy to access. Calltheir distributor, Negociants Australia on1800 424 383, or get in touch with methrough the CMA Magazine.

Bremerton Steps UpThe small Langhorne Creek wineryBremerton has known for a long timethey could play with the big boys inquality - now it’s official. Australia’s most eminent wine writer,James Halliday, has rated the 2004Bremerton “Old Adam” Shiraz fromSouth Australia the equal top-ratingwine in the country over the past 12months.That sits it alongside Penfolds Grangeand Henschke’s Hill of Grace.

In the James Halliday 2008 WineCompanion, a much-anticipated journalreleased each August, these threeoutstanding wines received top billingand rated a startling 97 points out of100. The anomaly lies in the price. While you can expect to pay well overthe $300 mark for most bottles ofGrange and Hill of Grace, theBremerton Old Adam was last retailingaround $45. Note the term “last” ... by the time thejournal went to press, the wine hadbeen well sold out and is now rare ashen’s teeth.The ranking prompted a comment fromBremerton’s winemaker RebeccaWilson: “We had nine of our winesreach 90 points, or more, in this year’sHalliday book. What you can lookforward to are some outstanding redsright across our wines in the yearsahead.” Can’t wait to see what comes through– watch this space for more detail onBremerton.

44 Club Management

Bate’s Vintage


* Brendan Bate Wine Agencies ABN : 29 811 255 207 [email protected] - 0408 683750 (M)

This Month’s PickThe reality is that wine companiessend me plenty of wine to try, hopingthat it might make it’s way to a reviewin this article. A few weeks back I wassent a new range from Clare Valleyproducer Kirrihill … three lovely redwines packaged under the “SingleVineyard” series. I love Cabernet –“Cabernet is for kings”, an old mateonce stated to me – and theCabernet in this series is simplybeautiful. It’s the Kirrihill SingleVineyard 2005 Clare Valley CabernetSauvignon and it’s packed with ripe,black berry flavours and a lovelychocolate smooth mouth feel. It mightbe hard to come by, but hunt it down(kirrihillwines.com.au) and put a fewin the boardroom for a specialoccasion.

Boag’s Premium andLight freshen-upJames Boag’s Premium and PremiumLight beers have undergone a labellingmakover.The change in packaging for bothJames Boag’s Premium Lager andJames Boag’s Premium Light comes inthe wake of the successful launch onthe latest chapter in the “Who is JamesBoag?” series of commercials. “This is a packaging evolution for ourflagship brand, and we have paid

careful attention to maintainingwhat consumers consider to bethe key attributes of their beer,”Sales and Marketing DirectorLyndon Adams said. “Whilekeeping these core elements,

we have refined the designsto produce what we believeto be the most stylish andsophisticated beerpackaging in themarketplace.”The re-labelling comes at atime when J. Boag & Son isexperiencing greatinternational success,

having recently been the first Australianbrewery to be awarded the CrystalPrestige Award at the Monde Selectionin Brussels – the world’s mostrenowned beer awards.The new packaging arrived in storesduring July and August and includesrevisions to single bottle, six-packs andcartons.Meantime, J.Boag & Son has launchedWizard Smith’s Ale, a traditional Englishale, while helping to cure what ails theTassie Devil.Wizard Smith’s Ale celebrates thedistinctiveness of English ales beingbrewed with East Kent Golding hopsimported from England.This finely crafted ale is named afterWizard Smith who, as a Boag’sdrayman during the 1929 Great Floodof Launceston, risked his life swimmingthrough the floodwaters to rescue thebrewery’s draught horses. For hisheroism, James Boag III rewardedWizard with a job for life.J.Boag & Son is using the launch ofWizard Smith to help save anotheranimal, the Tasmanian devil. Anincurable facial tumour disease iscurrently having a devastating impact

on the Tasmanian devil population.J.Boag & Son will make $1 donation foreach carton of Boag’s Wizard Smith’ssold for the first 8,000 cartons. All proceeds will go to fund a devilenclosure at the Devils’ Heaven WildLife Park, a sanctuary devoted to aprotection program to breed uninfecteddevils in Northern Tasmania.Wizard Smith’s Ale is available in 375mlbottles and on tap in Tasmania with alimited number of cases released intothe national market on August 20.

46 Club Management

What‘s New


Perfect Hair everywherewith coin-op GlideHair Most women know thedisappointment of being out on thetown when that special hairstyle turnsinto a frizzy mess. There's been nosolution but to accept it or go home,re-style and start again. But a newproduct, GlideHair, could be thesolution to such moments – day ornight. GlideHair is a coin-operatedhair-straightening system, beingintroduced into clubs, hotels,restaurants, gyms and shoppingmalls across Australia. GlideHaircomprises straightening tongs andmirror in one unit. It's easy-to-useand makes it possible to "de-frizz"and restore a hairstyle as easily andconveniently as being at home.GlideHair is the first and only coin-operated hair-straightener to beintroduced into public facilities inAustralia. The unit is manufactured in Australiaand uses industry-leading,professional grade tongs that heat to220*C, so the ceramic plates aresterile for every use. GlideHair is being installed in facilitiesacross Australia and costs only $2per use.For more information, visit theGlideHair website atwww.glidehair.com

Generate helps Cowboyslasso beverage wasteNational Rugby League teams are soevenly matched that a 6%improvement in on-field performancecan transform wooden-spooners intopremiers.Off-the-field, a 6% productivity gaincan be equally dramatic, as CowboysLeagues Club will attest.Given the large start-up expensesincurred by the club, the Townsvilleclub’s management were well awareof the need to be extremely efficient inall areas of its operation. Beverage was one area that wasscrutinised after the first few years oftrading as it struggled to achieve itsdesired outcomes. All this changed with the installation ofa metering and management systemfrom the Generate Group in the club’sthree bar areas. Within weeks, the club’s gross returnsfrom beverage rose by threepercentage points - from 50% to 53%- which translated to a 6% profitabilityincrease. This improvement adds tens ofthousands of dollars to the club’sbottom line each year - many timesthe capital outlay of the system - and

helped Cowboys win the Best Club inNorth Queensland Award in 2005 and2006.Cowboys has established itself asTownsville's premier recreation venue,with membership topping 18,000,and management acknowledges theGenerate Group’s significantcontribution.Generate Group’s “smart” technologykeeps a computerised “eye” on allbeer, spirits, wine and post-mixdispensed, then compares it tomoney collected. It pinpoints wastage and pilfering,maintains accurate stock levels,streamlines inventory and orderingprocedures, and dovetails into theCowboys loyalty programs - anotherprofit source. Just like a barcode, the systemautomatically captures informationabout an outlet’s beverage products -and the system can handle anunlimited number - then provides thisvital information to management in auseful and understandable way.The result is less wastage,streamlined stocktakes, greater staffproductivity, accurate sales andfinancial reports, and improvements inrostering – and that adds up togreater profits.

Design breakthroughmeans less breakageImagine a fine, elegant, long-stemmedwineglass that, thanks to an innovationin glassware composition, that offersadded strength and pliability to helpresist mechanical shock and alleviatedamage from twisting the stem.Italian glassware innovator LuigiBormioli has developed such a glass -made from its new, trademarked, lead-free crystal blown glass compositioncalled SON.hyx®.To be unveiled by Crown Commercialto the hospitality trade at Restaurant 07and Hotel Australia this month, the newLuigi Bormioli Magnifico collection isfirst to feature this innovation.

Stylish looks and generous sizecapturing worldwide trends, Magnificocombines capacious bowls with tall,slender stems and a deep epicure(the tapered “V” in the base of thebowl). The Magnifico glass clarity and purity isself-evident with a distortion-free view,while a regular glass will produce a fish-eye view.Adding to its longevity, this clarity hasbeen proven to last through the rigoursof 4,000 cycles in a commercialdishwasher. Made and designed in Italy, the LuigiBormioli Magnifico collectionencompasses flutes, wine glasses insizes M (460ml), L (590ml) and XL(700ml) and a matching decanter.

Crown Commercialexhibits at Restaurant 07 The latest in hospitality glasswarefrom Luigi Bormioli and CrownGlassware was unveiled atRestaurant 07.Crown Commercial presented thenew stemless Atelier glasscollections, the new Atlas Plimsolland a selection of lead-freecrystalline glasses from famedItalian glassware designer LuigiBormioli.Atelier bids a temporary farewell toits “legs” with the Atelier Stemlessrange. Simple, yet elegant, the AtelierStemless range is part of LuigiBormioli’s Accademia collection isdesigned to enhance the differentwine varietals. The latest from Crown Glassware isthe Atlas toughened wine glassreleased with a Weights &Measures approved 150ml plimsollline to assist hotels and clubs tomore accurately control portionswhen serving wine by the glass.Crown Commercial is the leadingsource in Australasia to supply ➣ five-star restaurants with fine

dining crystalline drinkware ➣ the bistro with every-day

drinkware➣ the bar with Weights and

Measures-approved glassware – and have that available locally forvenue operators through a nationaldistribution network.Restaurant 07 was staged at theRoyal Hall of Industries, MoorePark, Sydney on August 13 and 14.

What’s New Glass With Style


Viva takes beer drinkersto new heightsDrinkers of quality beers willappreciate the stylish Viva Tall Pilsenerbeer glass by Crown Glassware, nowavailable from Crown Commercial.Designed for presentation of premiumand specialty beers, the Viva TallPilsener has a conical, sophisticatedshape that adds to the ambience ofthe venue.With a footed base, it is a sturdyoption for high capacity bars, clubsand restaurants where the stability ofthe glass is not compromised by theextra height.Viva, meaning an exclamation ofapproval in Spanish and Italian, is afitting name for this pilsener glass thatis sure to be appreciated by drinkersof premium beer. Contact Crown Commercial 1800252 360 for your nearest distributor.

Ken-ya make a greatliqueur coffee? Offering a fresh look for liqueurcoffees is the Kenya Coffee mug(320ml), new to the Crown Glasswarecollection by Crown Commercial.The Kenya has clean, contemporaryand quite elegant conical lines, yet issturdy and designed for heavy use. Its higher density glass offers heatand cooling insulation, making Kenyaan attractive service option for all hotand cold drinks including teas, hotchocolates and iced coffees. The thicker base of the coffee mugoffers heat protection for surfaceseliminating the need for a saucerproving this glassware to be aneconomical and space-saving choice.Kenya (320ml) and the Irish CoffeeMug (225ml) complete CrownGlassware’s liqueur coffee glasswarecollection.

HOSTPLUS, the national industrysuperannuation fund for hospitality,tourism, recreation and sports industries,has shown its support for theaccommodation industry by signing into anational partnership with the Hotel, Moteland Accommodation Association (HMAA)for the next three years. It is one of thebiggest super funds in Australia with morethan 820,000 members, more than 43,000employers and funds under managementof more than $6.6 billion.HMAA is a leading authority in Australia’saccommodation sector, representing

establishments ranging from five-starhotels and motels to bed-and-breakfasts,adding up to a membership base of morethan 2000 properties. HMAA provides aprofessional service to the industry toencourage excellence in service.

HOSTPLUS CEO David Elia said this wasanother significant partnership for the fundin its 20-year history. “We have mutualgoals in our desire for members to prosperand grow via our services and relationshipswith like-minded organisations,” he added.

HOSTPLUS maintained a previous

relationship with HMAA but this enhancedpartnership, which gives HOSTPLUSfurther access into the Queensland market,will mean more involvement with memberson a national scale.HMAA CEO Greg Holmes said hisorganisation was pleased to strengthen itsalliance with HOSTPLUS. “This partnershipprovides our members with moreopportunities to engage with HOSTPLUSand increase awareness of the associatedbenefits available to themselves and staff,”Greg added.The HMAA Awards for Excellence eventswere staged in Brisbane, Melbourne andSydney last month.

Aristocrat Leisure Ltd hasannounced the company’sresults for the half year endedJune 30, 2007.Aristocrat’s Chief ExecutiveOfficer and Managing DirectorPaul Oneile and Chief FinancialOfficer Simon Kelly presentedthe results at Sydney’s StarCity Casino on August 23.Key points of the report: ➣ Net profit after tax and

minorities of $125.9 million- a 20.2% increase on the$104.7 million profit for the first half of2006. This is despite overall market andregulatory conditions across thecompany’s three largest regions -Australia, North America and Japan -remaining difficult during the period.

➣ The company’s businesses in emergingmarkets - Asia-Pacific, Europe and SouthAfrica – posted strong operating revenueand profit growth as gaming markets inthese regions continue to grow anddevelop.

➣ The strong Australian dollar reducingreported earnings by some $10.7 million(7.8%). At like-for-like exchange rates,earnings per share increased 31.1%.

➣ The ongoing commitment to investment inresearch and development sawexpenditure increase $10.5 million (24.2%)to $53.9 million - spread across games,systems and server based gaminginitiatives.

➣ Operating cash flow246.6% higher than theprior correspondingperiod.

➣ A 16.7% increase in theinterim dividend to 14cents per share (fullyfranked), representing a52.0% payout of first halfprofits.

Mr Oneile said that, overall,he was pleased with thecompany’s progressdespite issues in keymarkets and thestrengthening Australiandollar.

“To post growth of 20% inthese circumstancesdemonstrates the strength ofour underlying business andglobal operating model,” MrOneile said. “I am particularlypleased with our results inemerging markets where wehave captured a significantshare of new opportunities.This provides us withconfidence about thecompany’s potential, given theexpansion we anticipate in

these regions. We are determined not tocompromise our future for short-termprofitability and have increased ourinvestment in research and developmentwith spend rising $10.5 million [up 24.2%]during the half. This investment is focusedon ensuring we are well placed to capturea large share of the anticipated expansionof global gaming markets.”Operating sector key points include: ➣ Australian revenue increased 1.3% after

sustained decline over the previous threeyears, while profits increased 3.9% to$40.1 million. These improvements reflectimproved product mix and pricing in amarket where operator expenditure hasbeen largely directed towards dealing withthe impacts of smoking legislation.

➣ North American revenue improved 5.7%,while profit was flat when measured in

local currencyterms. This resultreflects improvedpricing on lower volumes due to asubdued replacement cycle and minormarket expansion opportunities.

➣ Japanese revenue improved by $30.3million, with 11,063 units sold. This is asignificant improvement on the priorcorresponding period, but substantiallybelow earlier expectations of 20,000 unitsdue to a shortfall in sales of Danceman™in a highly uncertain marketplace.

➣ Strong growth was generally reportedfrom businesses in emerging markets, inparticular Asia-Pacific, Europe and SouthAfrica, where in overall terms (in localcurrency) revenue more than doubled andprofits were up almost 200%.

The Board has approved an interimdividend for the year ended December 31,2007 of 14 cents per share - a 16.7%increase on the prior year interim dividend.

The interim dividend, payable onSeptember 18, 2007 will be fully franked.

The Dividend Reinvestment Plan will applyto this dividend on a basis similar to thatapplying for the 2006 final dividend, withshares acquired on-market to satisfyobligations under the plan.

Mr Oneile said Aristocrat remainedconfident that momentum in the businessis positive and its business fundamentalsremain intact.

The operating environment in the secondhalf, although on an improving trend, will

remain difficult in each of themajor markets, he said.

The key factors influencing theoverall result for the yearremain the continuinguncertainties in the Japanesemarket, the level of successof the Company’s five-reelstepper product in NorthAmerica and exchange rates.

The catalysts for the next stepof gaming expansion arefalling into place and thecompany continues to seestrong growth potential asglobal gaming markets openup.

48 Club Management

Market Forces


Aristocrat lifts net profit 20% in first half

HOSTPLUS forms national alliance with HMAA

Paul Oneile

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