annual report - clubsnsw · 74 corporate partners 75 industry supporters credits ... clubs for...
TRANSCRIPT
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CONTENTS
OVERVIEW04 Our Purpose & Values
06 Chairman’s Review
10 From the CEO
12 Board of Directors
16 Public Affairs
18 Workplace Relations
22 Member Services & Marketing
24 Finance & Administration
28 ClubKENO Holdings Board of Directors
28 Life Members
FINANCIAL REPORTS29 Introduction
30 Directors' Report
32 Accounting Officer’s Report
33 Statements of Comprehensive Income
37 Notes to the Financial Statements
61 Independent Auditor’s Report
SUPPLEMENTS
62 State Councillors
64 Member Clubs
72 Affiliated Associations
73 Community Partners and Sponsorships
74 Corporate Partners
75 Industry Supporters
CREDITSEDITOR
Carissa Simons
AGENCY
ApolloNation
PHOTOGRAPHY
Ben Symons Photography
Canterbury Leagues Club
Jason Loucas Photogrpahy
Kat Stanley Photography
The Greens
PRINTER
Rawson Graphics
DISTRIBUTION
The Pack Factory
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OUR PURPOSE AND VALUES
VALUES
PURPOSE
WE TREAT members equally, and their well-being is our
main concern.
CLUBSNSW’S PURPOSE IS TO LEAD A SUSTAINABLE INDUSTRY THAT MAKES A GROWING
CONTRIBUTION TO THE NEW SOUTH WALES COMMUNITY. IN FULFILLING THIS PURPOSE, THE
ASSOCIATION UPHOLDS THE FOLLOWING VALUES.
WE RESPECT the views of clubs and
other stakeholders, and value their contributions.
WE PROMOTE teamwork and diversity
among our staff to leverage experience,
knowledge, and skills.
WE ENCOURAGE our people to show
initiative, exhibit leadership, and think progressively.
WE MAINTAIN high standards of honesty and integrity in our work
and in dealing with others.
WE COMMUNICATEopenly with each
other, our members and stakeholders.
WE TAKE RESPONSIBILITY
for our performance, decisions and actions.
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CHAIRMAN’S REVIEWPETER NEWELL OAM
CHAIRMAN
I ended my Chairman’s review last year by noting
that “the coming year should be a time of relative
stability and confidence, encouraging clubs to invest
in their future and that of their communities”.
Pleasingly, that prediction largely came to pass in the
12 months just ended.
While some economic bumps in the road remain,
and we still see some club closures occurring for various
reasons across NSW, the industry environment generally has
been stable. That stability should remain in place throughout
the year ahead, particularly with another agreement with the
NSW Government now in force after the March election.
At the ClubsNSW Annual Conference last October, I signed
a Memorandum of Understanding on behalf of the industry
with the Premier, Mike Baird, and then Minister, now Deputy
Premier, Troy Grant. That agreement covered many club-related
issues, headlined by a commitment to retain gaming machine
taxation at its current levels. This means that at the end of the
Government’s new term of office, the same sustainable level
of taxation will have remained in place for eight years, with
such certainty helping enhance club decision-making
and confidence.
The Federal environment generally also remains stable. At
both NSW and Australian political levels, we are pleased to note
an overarching bipartisanship by the major parties, with both
the Liberal/Nationals Coalition and Labor acknowledging clubs’
key roles in their respective communities and encouraging
their ongoing activities. This was particularly evident at the
Clubs & Community celebration in May, attended by the
Premier, Deputy Premier, and Opposition Leader – all of whom
acknowledged the great job clubs do.
And while continuing this work, clubs once again have been
acknowledged as safe, family-friendly venues. In late May the
Government issued its latest list of venues prone to incidents
of violence and no clubs appear in the two most serious
categories. Unfortunately, some media outlets continue to refer
to hotels and “clubs” in such reports, failing to recognise that
these are in fact nightclubs and not among more than 1000
registered community clubs we represent across the state.
Notwithstanding clubs’ undisputed safety, during the year
our venues were included in a risk-based licensing scheme
along with all other liquor licence holders.
Throughout the year ClubsNSW has communicated with
Member Clubs at regional meetings, via circulars and our
website, with regard to the Central Monitoring System (CMS).
The CMS, first introduced in 2001, is the technology that
connects and monitors all poker machines in clubs and hotels
(some 2716 venues), and allows the NSW Government to verify
taxation and network integrity across the state. The current
licence term is due to expire on 30 November 2016. The
Government has commenced a competitive market process for
a new licence to operate the CMS.
Over the past two years ClubsNSW has carried out
extensive investigations and believes the next CMS will present
opportunities for clubs on a number of fronts. We are convinced
a “best of breed” system would not only carry out the required
monitoring functionality, but have the potential to influence the
pace of industry development over the next two decades.
On the Keno front, ClubsNSW and joint licensee Tabcorp are
nearing completion of negotiations with the NSW Government
to extend the Keno licence past its current date. An industry
announcement will be made when this process is complete.
On April 25, clubs across NSW played key roles in
commemorating the Centenary of the Anzac landing at
Gallipoli. These activities will continue until 2018 as the
centenaries of other WWI events are acknowledged. At the
Clubs & Community Awards, the Minister for Corrections,
Emergency Services and Veterans Affairs, David Elliott,
announced that with ClubsNSW’s support, the Premier’s Anzac
Scholarship program, initiated in western Sydney, would be
expanded to cover greater NSW. This project offers high school
students the opportunity to visit WWI battlefields and other
Anzac sites of significance. Details will be made available to
clubs for distribution to members during the latter half of 2015.
The first Keno Australasian Hospitality and Gaming Expo,
presented jointly by ClubsNSW, Clubs Queensland and the
CMAA, took place at the Gold Coast Convention and Exhibition
Centre in March. The Expo attracted a strong response from
exhibitors and visitors, and reports from both sectors were
extremely positive. The Expo will move to Brisbane for 2016.
This year’s third Clubs & Community celebration at
Sydney’s Royal Hall of Industries in May was another
outstanding success, with clubs of all sizes from across NSW
telling their great stories of unmatched community support
and involvement. Importantly, this recognition took place
before the NSW Premier, the Deputy Premier, the Minister
for Corrections, Emergency Services and Veterans Affairs, the
Opposition Leader, the Shadow Treasurer and other MPs who
all acknowledged clubs’ community contributions and positive
ongoing role in their various towns and cities.
Congratulations to all award category winners and
nominees, noting that the four independent judges named
both regional and city clubs among the worthy recipients.
The Heart of the Community Award went to Captain Nesan
Kistan of the Auburn Salvation Army, nominated by Dooleys
Lidcombe Catholic Club. In accepting the award, this fine and ê
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unassuming man who assists untold numbers of people,
noted with a smile: “A great man once said ‘Whatever you do
for the least of these my brothers you do unto me’”.
Congratulations also to Mr Warren Glenny AO, the President
of the Castle Hill RSL Club Group, for receiving the Outstanding
Contribution to the Club Industry award, presented by Club Plus
Super in memory of former ClubsNSW Director Charlie Gibson.
The Outstanding Regional Initiative Award brought
together Club Forster, and a combination of a big city club
in Bankstown and a small regional bowling club at South
Lismore. Club Forster was recognised for spearheading a
terrific community effort in support of badly injured young
footballer Curtis Landers, who currently is making what doctors
have described as a miraculous recovery from a fractured
vertebrae that many feared would result in him being unable
to walk again. Bankstown Sports and South Lismore Bowling
and Recreation Club were recognised for their early efforts in
support of Little Wings. Meanwhile Avalon Beach RSL Club was
voted the People’s Choice winner.
The 2013/14 Chef’s Table competition winners were
announced at Campbelltown Catholic Club early in the year,
with Revesby Workers’ Club Executive Chef Hung Le and Chef
de Partie Daniella Digby taking out the top award. The 2014/15
winners will be announced at Revesby on 20 July.
ClubsNSW also maintained its strong community
partnership program throughout the year, headed by a
$1 million-plus contribution to the NSW Institute of Sport as
the state’s elite athletes prepare to represent Australia at the
Rio Olympic Games next year.
The ClubsNSW Learning and Development Team had
another busy year as more directors, managers and future club
leaders took the opportunity to enhance and develop their
skills. This program continues to be a work in progress and
will be expanded and enhanced even further in response to
demand over the next year.
In the workplace relations field, ClubsNSW and Clubs
Australia have continued contributing to the Fair Work
Commission’s four-year review of industrial awards which
continues into the New Year. We have surveyed clubs on their
attitude to public holiday pay and other penalties and, without
seeking dramatic change, will be putting submissions to the
Commission as well as seeking roster flexibility that benefits
both employees and club operations. These issues should
be determined in the coming 12 months. The ClubsNSW
Workplace Relations team has established a quality WR
conference on the annual calendar and this year’s event was
held at the Kirribilli Club in North Sydney on 10-11 August. In
2014/15 the team opened 148 case files with eight matters
going to an arbitrated hearing. The Member Enquiries Centre
handled almost 20,000 queries – 18,232 telephone calls and
1,567 emails.
ClubsNSW this year continued to operate on a sound
financial footing, with a net surplus for the Association of
$285,844. Subscriptions for the game of Keno in registered
clubs finished 5.5 per cent up on the previous year. Club
Employers Mutual, our industry-based workers’ compensation
scheme, and Club Plus Superannuation, our industry super
fund, continued to operate in the best interests of members.
We are pleased to note the formation of a unified industry
representative body south of the border in Community Clubs
Victoria and look forward to working co-operatively with them
for the common good on national issues.
Many people dedicate their combined time and talents to
supporting ClubsNSW every year and I thank you all. Thank
you to the team well led by CEO Anthony Ball, Josh Landis,
Anne Fitzgerald, Brandon Punter and Richard Tait, as well as
my Board colleagues in Deputy Chairman Michael Fraser,
Paul Barnett, Rod Desborough, Keith Gomes and Martin
Bullock, noting that members saw fit to re-elect Paul and
confirm Martin’s appointment to the board at an election in
October. Thanks as well to our fellow ClubKENO holdings
directors Anne Munro and Bryn Miller, as well as State
Councillors, our affiliated associations and CMAA colleagues,
Member Clubs, Corporate Partners and Industry Supporters.
Thank you as well to Anne Formby, Nicole Harvey, Laura
O’Brien and Judy Newell for their support in another busy year.
The industry – and many of us personally – lost a number
of good friends and club stalwarts during the year. Former
ClubsNSW Chairman and Life Member Pat Rogan died on
10 February. Pat, a former long-term NSW Labor MP, led a
team that was successful in ClubsNSW board elections in
1999 and remained as Chairman until October 2004 when
I was privileged to succeed him. At no doubt great personal
distress, he led ClubsNSW through the opening 18 months of
a bitter three-year dispute with the Carr-Egan Government
over unsustainable gaming tax increases. Pat had a long
association, including a period as Chairman, with the Revesby
Workers’ Club. Another of the 1999 team, Charles Eason,
passed away on 14 March. Charles, also a ClubsNSW Life
Member who served on the Board for almost 10 years, was
closely associated with lawn bowls in the Newcastle and
Hunter district. ClubsNSW Life Member John Whittle OAM also
passed away in July. Hailing from Dubbo RSL Memorial Club,
John was the first country-based President of the Association
and spent six years in the role before, in his words, retiring at
the pinnacle of his popularity. Other good friends who died
during the year included Maureen Mackey, Geoff Meston of
the CMAA, Frank Marzic and Greg “Bluey” Mackey. I extend
the ClubsNSW team’s sympathy to all in our clubs family who
have lost loved ones during the year.
On a happier note, I am pleased to confirm that following
recommendations from the State Council, the ClubsNSW
Board has resolved to confer Life Membership on two worthy
recipients. All will be revealed at the Annual Conference and
AGM on the Gold Coast in October. ♣
“CLUBS NEED REGULATORY STABILITY TO CONTINUE THEIR WORK.
YOUR CONTRIBUTION IS MAGNIFICENT.”NSW DEPUTY PREMIER, TROY GRANT
“THE NSW CLUB INDUSTRY HAS A GREAT BIG HEART AT ITS CENTRE.”
NSW PREMIER, MIKE BAIRD
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CEOANTHONY BALL
CHIEF EXECUTIVE OFFICER
Compared to the tumultuous years of our recent
history, 2014 was relatively sedate, especially
in terms of club politics and policy. This was
welcomed, mainly because it allowed clubs
to pursue their business strategies free of the
threat of shocks and unpredictability that
plagued us earlier this century.
This more predictable environment is vital to the growth of
our economic and social contributions, and is underpinned by
the Memorandum of Understanding with the NSW Government
signed by Premier Mike Baird and Deputy Premier Troy Grant in
October 2014. This contract sets out our policy agenda for the
four years of this Parliament, elected in March 2015 and ending
in 2019, and delivers the certainty that our businesses need
to make plans and invest. It is extremely encouraging that the
NSW Opposition indicated it too seeks a constructive and stable
relationship with our clubs and recognises the importance of
delivering policy that encourages club participation in everyday
life in NSW. When you add to this the stability of the federal
parliament on our issues, it is apparent that our efforts to no
longer be a political football are paying dividends.
This recent improvement reflects a change in the perception of
our industry which I am glad to say is not limited to the political
class. Improving the public's opinion of clubs is a vital part of
ClubsNSW’s strategy and it is heartening to see that the needle
has moved in the right direction due to the substantial efforts
of ClubsNSW and its members. As an industry we have become
more progressive and more understanding of the concerns
and needs of our most important stakeholders, including our
members. This year we have helped problem gamblers by
conducting independent research through the University of
Sydney and continuing the rollout of our world’s best-practice
Multi-Venue Self-Exclusion system. Furthermore, we have
deepened our community engagement in partnership with our
family of Community Partners, including the Salvation Army
which now has five chaplains situated in clubs providing members
with pastoral care and a friendly shoulder to lean on. We have also
heavily promoted the great things clubs are doing, and
the opportunities they provide to people in the suburbs and
towns of NSW.
As a result, I’m pleased to say that among our patrons,
members and the public in general, clubs are now held in higher
regard, and it’s evident that we have a unique and evolving
connection to the lives of NSW citizens. This year ClubsNSW
commissioned a major piece of work through respected research
firm UMR, and it found that nearly 85 percent of people visit clubs
during the year and more than half of the NSW population are
club members. Clubs are seen as playing a positive role in society
and are considered generous donors, especially in comparison to
private companies. We in the industry obviously feel this way, but
is gratifying to hear that “Mr and Mrs Smith” do as well. Without
this growing positivity about the way we operate and recognition
of the good things that we do, it would be more difficult to
maintain our social licence, and hold government and broader
community support.
Importantly, UMR found that in the last 12 months there has
been an increase in the number of people holding a positive view
of clubs. People put this down not only to improvements in the
standard of club facilities, the quality of club food and beverage
offerings and a friendlier atmosphere — but importantly a growing
appreciation of the charitable and support activities of clubs. There
is strong evidence that the responsible, generous and diligent work
of clubs themselves is improving the already strongly held view that
we play a positive role in the community.
This understanding and appreciation of the work of clubs
links directly to another interesting finding in the research – that
a clear majority of people believe that there is no-one able to fill
the gap left by clubs should they close or be unable to continue
performing their role. Government and charities and other not-
for-profits were cited as entities that could take up the slack,
but overwhelmingly when forced to consider the issue people
understood that we need clubs. It’s sobering to think of NSW
without our more than 1,200 clubs, or with a diminished industry,
and the burden that would be placed on government and others.
We also asked UMR to look at ClubsNSW itself and to ask
Member Clubs for their opinion of our work. I am pleased to say
the findings were positive and that our directors and managers:
• hold the services we provide in high regard;
• agree that it is important for their club to remain a member;
• view membership fees as value for money;
• have high levels of satisfaction with ClubsNSW services and
especially lobbying services;
• strongly support for ClubsNSW’s code of practice;
• appreciate the communications they receive; and
• support our efforts to promote clubs to the broader
community.
We are fortunate to have such a supportive and engaged
membership and it is encouraging to hear that the work we do on
their behalf is valued.
Looking forward, the 2015/16 financial year will see ClubsNSW
continue to pursue its strategic objectives of providing leadership
on challenging issues, enhancing the public standing of clubs,
stabilising the regulatory environment, delivering relevant and
affordable services to clubs, building capacity among industry
participants and maintaining sound financial and governance
footings for the Association. In particular, we will re-double our
efforts to manage the process of industry consolidation, which is
seeing our smaller and less viable clubs look for creative ways of
securing their futures and we will await with extreme interest the
outcome of the NSW Government’s competitive market process
for the next NSW Centralised Monitoring System (CMS), and
respond in the best interests of our members.
In closing I must thank my amazing team. Our people
are passionate, talented and know ClubsNSW exists only to
advance the interests of clubs, and this is reflected in their many
achievements. I would like to make special mention of Executive
Managers Anne Fitzgerald, Josh Landis, Brandon Punter and
Richard Tait, as well as Anne Formby, Nicole Harvey and Laura
O’Brien who help me navigate each day. Finally, thank you to the
Board of Directors, State Council and Chairman Peter Newell for
his constant support and leadership. ♣
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BOARD OFDIRECTORS
Peter Newell is a retired newspaper editor
and CEO who has been associated with
registered clubs since he was “old enough to
join a bush golf club as a kid”. He has been a
Director on the board of the Illawarra District
Rugby League Football Club (The Steelers)
since 1989. When Peter Newell became the
Chairman of ClubsNSW in 2004, he was also
appointed as the Chairman of ClubKENO
Holdings and a Director of the NSW Institute
of Sport. In October 2007, Peter was elected
as the Chairman of Clubs Australia, the club
industry’s national representative body.
In 2009, he was elected as the Patron of
the NSW Academies of Sport, and as the
Employer Representative Director of Club
Plus Superannuation in 2011. Peter Newell has
held a myriad of other committee positions
within the community over the last 35 years.
In 2003, Peter was awarded an Order of
Australia Medal, for the role he played in
the merger of the Steelers and St George to
form the St George Illawarra Dragons and for
service to the community.
PETER NEWELL OAM, CHAIRMAN
MICHAEL FRASER, DEPUTY CHAIRMAN
PAUL BARNETT KEITH GOMESMARTIN BULLOCK ROD DESBOROUGH
In February 2014, Martin Bullock was
appointed to the Board of ClubsNSW,
following the resignation of long-standing
Board Member David Doyle and was
subsequently elected in October 2014.
In addition to being a Director of Wests
Leagues Club Campbelltown for the past
seven years, Martin Bullock acts as the Club’s
Sports Secretary, chairs the Club’s Sports
Management Committee, and has previously
served on the Club’s membership and
finance committees. He also brings with him
an extensive background in business and
sports management, with more than 20 years
of senior management experience in both
the public and private sectors. Currently he
serves as the Chief Executive Officer of the
Western Sydney Academy of Sport, a position
he has held for a decade since establishing
the Academy in 2004. He has also been
Chairman of the NSW Regional Academies
collective body for the past four years.
Fulfilling the position of a retiring board
member, Michael Fraser was first appointed
to the Board of ClubsNSW in June 2009,
and subsequently re-elected in 2009 and
2012. Michael has served on the board of
Twin Towns Services Clubs and Resorts for
over 30 years and for the last seven years
he has also held the position of Chairman.
Having run a number of small businesses
in Tweed Heads and Coolangatta Michael
gained broad business experience, actively
contributing to the Coolangatta and Tweed
Chamber of Commerce, Rotary at local and
District level and the Twin Towns Services
Club. Michael Fraser brings to the ClubsNSW
Board a clear understanding of the challenges
confronting all clubs, as well as the industry’s
opportunities; whilst possessing a passion for
and commitment to the industry. Michael is
up for re-election in 2015.
When Rod Desborough was first elected to
the Board of ClubsNSW in 1999, he brought
with him a wealth of knowledge and
experience from a club manager’s perspective.
Having been involved in the industry for 35
years from the grassroots to CEO level, Rod
Desborough truly understands the meaning
of club life. During the last 28 years, he’s held
the position of CEO at Illawarra Leagues Club,
Mittagong RSL, and is currently CEO of St
Marys Rugby League Club. Rod Desborough
has an Associate Diploma in Business
Management, is a Graduate of the Australian
Institute of Company Directors, was previously
a member of the Gaming Council of Australia
and has served on the Board of ClubKENO
Holdings since 1999.
Elected to the Board of ClubsNSW in 2010, to
serve the remaining 12 month term of the late
Charlie Gibson, and subsequently re-elected
in 2011 and 2014, Paul Barnett brings with
him more than 25 years’ industry experience
backed by post-graduate qualifications from
the University of Newcastle. Paul is the Chief
Executive Officer of the Mingara Leisure
Group, which includes a number of successful
clubs: the Mingara Recreation Club on the
Central Coast, The Westport Club in Port
Macquarie, the Lantern Club in Roselands
and the Pearl Club Chatswood. Having held
various roles within the industry, including
at Castle Hill RSL Club and Parramatta
Leagues Club, Paul brings extensive practical
experience to the role and in 2014 became
a Graduate of the Australian Institute of
Company Directors. Prior to his appointment
to the Board, Paul Barnett served as the State
Councillor for the Central Coast Region for
five years and was last year appointed to the
Board of ClubBIZ. Paul has been a member
of the Salvation Army Central Coast Advisory
Board for several years.
As a Director on the Board of Dooleys
Lidcombe Catholic Club since 2004,
Keith Gomes has developed a strong
understanding of the club industry, and
brings decades of strategic and operational
management knowledge and experience.
Elected to the Board of ClubsNSW in 2009
and again in 2012, his professional experience
includes several years in management
consulting, running his own small business,
and with KPMG’s Risk Advisory Group. He
also has over 30 years in a variety of executive
roles with Singapore Telecom, Optus, and
IBM. Keith Gomes is currently at Oracle
Corporation as a director, with an Asia-Pacific
responsibility. In addition, he is the current
Chairman of the Institute Advisory Council of
the Northern Sydney Institute of TAFE NSW,
board member of the Telecommunications
Universal Services Management Agency
and past NSW Chairman of the Australian
Information Industry Association. Keith
Gomes is also a Director of ClubKENO
Holdings and the Club Directors Institute.
Keith is up for re-election in October 2015.
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PUBLIC AFFAIRS
JOSH LANDISEXECUTIVE MANAGER,
PUBLIC AFFAIRS
It has been a year of consolidation for clubs, but
for different reasons: while small clubs continue to
close, big clubs are using historically low interest
rates and regulatory certainty to grow and diversify.
The Federal Government has had more pressing
matters to deal with than gambling
so clubs have enjoyed a relatively quiet time
nationally, allowing ClubsNSW to focus on state matters
and the development of a number of regulatory and
commercial opportunities.
At a state level, the concerns of clubs are now managed
at the highest levels of Government and Opposition, with
portfolio responsibility for clubs held respectively by Deputy
Premier Troy Grant and Leader of the Opposition Luke Foley.
This indicates the respect for the industry by both sides
and underpins the necessity for clubs to build and maintain
strong political relationships.
Premier Mike Baird and Deputy Premier Troy Grant
signed a Memorandum of Understanding (MoU) with
ClubsNSW in October 2014 and were re-elected in 2015.
Many clubs took the time to thank Government MPs for
the MoU, and to congratulate their MP on being elected or
re-elected, as is proper. The highlight of the 2014 MoU is a
commitment to certainty on club gaming tax for the next
four years. Importantly this commitment was also given by
the Labor Party.
The challenge for the Public Affairs Team at ClubsNSW
is to work with the Government to implement the
commitments in the MoU within this term. While some
were comparatively easy to implement, such as amending
the Gaming Machines Regulation to increase the cheque
issue limit from $2000 to $5000, others involve detailed
and complicated reviews. This includes a review of the
Local Impact Assessment (LIA) process for transferring
gaming machine entitlements. Recognising there may have
only been one successful LIA2 transfer to date, despite
significant money and effort being spent on applications,
the need for reform seems obvious. However, the anti-
gambling lobby is pressing for transfers to be made even
harder so this review will require a concerted effort.
To my mind the opportunities created by an entitlement
leasing scheme are manifold. It is a policy where all
stakeholders win; small clubs, big clubs, gaming machine
players and the Government. It will be good to see
this implemented.
It is encouraging that Government has seen the case
to support clubs playing an even greater role during
emergencies. This has come about through the good work
of so many clubs, including through highlighting such
service at the outstanding Clubs & Community Awards
night. It is hoped more clubs can receive grants to improve
their ability to serve the community in hours of darkness.
The big news to report this year is commercial. As
foreshadowed in last year’s Annual Report, the benefit of
political peace is the ability to get on with ‘business’. I am
delighted to report ClubsNSW has received an award for
Best Government Relations Campaign by an Association in
2015, for our Resilient Clubs, Resilient Communities MoU.
This is great recognition for our team.
The re-brand and re-launch of Keno is also exciting and
will hopefully be a shot in the arm for the game.
In addition, the NSW Government has launched a
competitive market process for the next NSW Centralised
Monitoring System (CMS). Over the past two years
ClubsNSW has carried out extensive investigations and
believes the next CMS will present opportunities for clubs
on a number of fronts.
Once a licensee is announced, ClubsNSW will provide
advice for clubs about the opportunities the new CMS
offers, as well as coordination with gaming suppliers and
regulators to ensure the industry maximises the benefits
from new technology and games.
Our online and social media activities have continued
to strengthen, with more than 5,300 followers of the Your
Local Club Facebook page and more than 1,000 followers of
the @ClubsNSW Twitter handle.
An exciting new service delivered for clubs this year is
ClubSTATS. This tool, available for free on the ClubsNSW
website, allows clubs to analyse their local demographics
using a series of simple, visual tabs. Underpinned by data
from the Australian Bureau of Statistics and modelled by
KPMG, it will help clubs plan strategically for the future.
The work of the Code Authority is seen by relatively
few, as it is a confidential process, but it is designed to
ensure the industry self-regulates and avoids potentially
embarrassing club issues being dealt with by the courts,
media or politicians. The Authority members – former
Senator Terry Aulich, former CEO of Clubs ACT Bob
Samarcq, former Office of Liquor, Gaming and Racing
Executive Director Michael Foggo and Club lawyer Brett
Boon – provide wise counsel that balances the rights of
complainants with the law and a healthy dose of common
sense. They are ably assisted by ClubsNSW’s Emily Perry.
The ClubsNSW Public Affairs Team has experienced very
little turnover in recent years, but there have been some
recent movements. New recruits include Ryan Bondar as
Manager of Policy and Government and Siobhan Barry as
Manager of Government Relations (Victoria). Sara Potts has
left the media unit to join the office of the NSW Minister for
Corrections, Emergency Services and Veterans Affairs, David
Elliott, which I believe exemplifies how well we train our
people. Replacing her as Media Officer is Caterina Polistina.
In the year to come, clubs will continue to see leadership
from the Public Affairs Team and a range of new services.
This will include a new Club Census that offers even greater
insights into our industry, a focus on corporate social
responsibility including advice on how clubs can do it better,
emphasis on grassroots political engagement, a drive to
show how much clubs do to help people with disabilities,
and further effort on the most pressing need in our
consolidating industry – proactive mergers.
As we look towards 2016, there are some compelling
opportunities for clubs that can help to transform our
industry – if we grasp them. ♣
18 19
The 2014/2015 financial year was another
busy 12 months for the Workplace Relations
and Member Enquiries departments at
ClubsNSW, with the four yearly modern
award review taking up a significant amount
of time and resources.
The Member Enquiries Centre (MEC) was
the focal point for the industry’s queries with almost 20,000
enquiries answered, including 18,232 phone calls and 1,567
emails. The MEC is often described as the one-stop-shop for the
smorgasbord of issues that face the industry and their expertise
includes the gambit of workplace relations issues, the Registered
Clubs Act, club constitutional matters, corporations law, the
ClubGRANTS scheme and the responsible service of alcohol
and gaming. I would like to acknowledge the leadership of Scott
Higgins in ensuring the timeliness and high quality of the advice
provided by a very qualified and talented team of Viki Gnjatic,
Lena Bertuccio and Alex Bonello.
The Workplace Relations Team has opened close to 150 cases
over the past year with unfair dismissals leading the way followed
by disputes, adverse action and underpayment claims. Re-
negotiating enterprise agreements has been a focus of this year’s
work as many clubs look to secure stability around part-time
work, rates of pay including penalty rates, and the cashing out of
annual leave and sick leave.
ClubsNSW continues to promote the need for clubs to take a
proactive approach to workplace disputes. A significant amount
of matters that end up in formal litigation can be prevented
by proactively attempting to resolve workplace issues with an
independent party, and I urge clubs to consider our mediation.
Mediation is one alternative dispute resolution model in which
ClubsNSW has represented many clubs in the last financial year
with a 100 per cent success rate.
From a Clubs Australia Industrial (CAI) perspective, we have
again spent significant time lobbying for a better regulatory
environment for both clubs and their employees. CAI provided a
substantial submission to the Productivity Commission inquiry
into Australia’s workplace relations framework. CAI submitted
that while we did not need another major change in our workplace
relations system and stability in this area is essential for all
stakeholders, the current system could be improved in specific
areas. In particular, CAI focused on three key points; the need to
reduce the duplicity of federal and state public holiday laws; the
need to simplify the transfer of business laws to make it easier
for employers when amalgamating and acquiring businesses;
and for the legal avenues surrounding issues such as bullying,
discrimination and termination to be streamlined. CAI believes
that the Fair Work Commission (FWC) should be a one-stop-shop
in this area in order to provide a system which is effective, clear
and cost-effective for both employers and employees. Whilst it
remains unclear as to whether any changes will be made to the
framework as a result of the review, we urge the Government to
consider some of the issues highlighted in our submission and to
implement changes in the best interests of all stakeholders.
As stated above, the main focus of both ClubsNSW and CAI
has been the FWC four yearly review of modern awards. The
Registered and Licensed Clubs Award 2010 (Award) has not yet
been considered despite the review kicking off in 2014. However
the industry has significant interest and involvement in the
common issues matters of part-time work, annual leave, public
holidays and penalty rates (which is technically not a common
issue but is being dealt with in a similar manner).
The FWC’s final decision on part-time work is not expected
until next year, however on the 24 December 2014 the FWC
handed down its interim decision in regards to part-time
employees under the Award. This decision allowed clubs to roster
part-time employees in accordance with the clause 25 roster
provisions, allowing for changes to the roster to be made at any
time by mutual consent or with seven days notice. This means
that the roster can be changed according to operational needs
per roster cycle, provided the conditions of clause 25 are met.
Overtime is only payable if additional hours are required to be
worked in circumstances where the roster hasn’t been changed in
accordance with those conditions.
This essentially allowed clubs in NSW to continue to roster
part-time employees in a similar manner to the flexibility allowed
under the old NSW NAPSA. It should be noted that persons
employed from 1 January 2015 will need to be employed on the
substantive part-time provisions, with set days and hours of
work determined at the time of engagement which can only be
varied by agreement in writing. It will be surprising if many clubs
continue to engage part-timers on this basis.
The issue that has attracted the most amount of media
attention is penalty rates. CAI has a fundamental view that
penalty rates are needed by clubs, in order to attract the best
quality of workers available, and employees, who rely on the
loaded rate. The penalty rate issue has to consider both these
issues in balancing the right incentive for employees to work on
weekends and public holidays, as well as the right incentive for
clubs to be open and maintaining parity with our competitors.
Accordingly, CAI has sought moderate penalty rate relief on
public holidays and weekends. Traditionally the Commission has
not lowered rates, however we are hopeful that the industry will
provide evidence which compels the FWC to determine some
change in this area.
Public holidays (which are distinct to penalties on a public
holiday) is another area in which CAI is looking for change. As
highlighted in our submission to the Productivity Commission,
this area is unnecessarily complex with the combination of
federal and state laws, as well as the Award impacting on the
conditions for clubs and their employees. The four yearly review
only considers the impact of the Award, and in this aspect we are
seeking that employees are to be entitled to be paid for absences
on a public holiday only if they would have ordinarily been
employed on that day. Currently the Award allows for a degree of
double dipping.
In the only major decision in the four yearly review to date,
CAI was successful in two key areas, namely the cashing out
of annual leave and the granting of leave in advance. With respect
to the cashing out of annual leave, the FWC accepted CAI’s
submission that the ability for clubs and their employees to enter
into cashing out arrangements should be available under the
Award, and not reserved simply for those who have the resources
to enter into enterprise agreements. The FWC also accepted CAI’s
submission that the Award should contain provision for the taking
of annual leave in advance, provided that clubs have the right to
deduct from any monies owing to the employee on termination
if the cessation of employment occurs before the annual leave
entitlement has accrued.
Finally, I would like to acknowledge the work of CAI Workplace
Relations Special Counsel, Helen Carayannis, for her work on the
submissions to the Productivity Commission and her evidentiary
work across the multiple areas the industry has an interest in with
regard to the four yearly review. ♣
WORKPLACE RELATIONS
RICHARD TAITEXECUTIVE MANAGER,
WORKPLACE RELATIONS
22 23
MEMBER SERVICES & MARKETING
ANNE FITZGERALDEXECUTIVE MANAGER,
MEMBER SERVICES & MARKETING
Building upon and forging new relationships
has been a major focus for the Member
Services and Marketing Team, and
indeed for all our Member Clubs, as we
communicate the significant role the
industry plays in the overall well-being of
the community.
The Clubs & Community Awards Celebration on 8 May
2015 was clear evidence of the collaboration and effort that
the industry demonstrates each and every day as clubs meet
the diverse needs of their communities. Over 200 stories were
received from over 100 clubs, all of which were shared with more
than 900 guests who attended the gala celebration including
the leaders of the state’s three main political parties; The Hon.
Mike Baird, Premier and Minister for Western Sydney, The Hon.
Troy Grant, Minister for Justice and Police, Minister for the Arts,
and Minister for Racing and Luke Foley, NSW Opposition Leader
and Shadow Minister for Racing and the Arts.
A new category, Arts and Culture, was added this year in
response to member feedback. This new award joined the
existing categories for Emergency Services, Sport, Welfare
and Social Inclusion, Health, Environment, Education, Youth,
Outstanding Regional Initiative, Heart of the Community,
People’s Choice and Outstanding Contribution to the Club
Movement. Acknowledging and commemorating the Centenary
of Anzac was also a major feature of the evening, as it has been
in clubs across the state right throughout the year. I would like
to thank each and every club and individual who contributed to
the success of the 2015 Clubs & Community Awards as every
story received was special in its own way.
Congratulations also to all those talented club chefs
who made the finals of this year’s Chef’s Table Competition.
The quality and standard of food on display through this
competition continues to improve year-on-year, and the 2015
competition was certainly no exception.
For the first time, ClubsNSW partnered with News Corp's
Annual Pride of Australia Awards, run by The Daily Telegraph,
The Sunday Telegraph and 20 NewsLocal publications across
the state. The Pride of Australia Medal program acknowledges
the remarkable contribution and achievements of members
of our community, who generously act without fear or favour.
Our role as the peak body has been to encourage Member
Clubs to look within their club community to nominate worthy
members, colleagues, mentors, teachers, coaches and students,
who deserve to be recognised for their support, time and
contribution. We see this new relationship as a great fit for clubs
to be able to nominate their own members and recognise the
unsung heroes in their communities, especially since there is no
industry more involved in the everyday life of Australians than
the club industry. This program culminates in a special awards
ceremony in September 2015.
A number of our larger clubs, through our ClubSAFE
Responsible Gambling Service, have joined the Mingara Leisure
Group in employing chaplains through the Salvation Army Club
Chaplaincy Program in order to provide a pastoral service to
club members and visitors in need. I have no doubt that this
important chaplaincy program will continue to grow to meet the
needs of ever-changing community expectations.
Building capacity across the industry continues to be a major
focus of my department. We successfully held our
first ClubsNSW Annual Conference and AGM (without a
trade show) in October 2014 and followed up with the first
Keno Australasian Hospitality and Gaming Expo (AHGE) in
March 2015 (held jointly by ClubsNSW, Clubs Queensland
and the CMAA). The AHGE boasted over 3,000 national and
international delegates visiting over 160 exhibitors over two days
and our own Clubs Australia Governance Symposium held prior
to the Expo also attracted a solid audience.
There have been many other new initiatives that we have
been working on under the Learning and Development banner
including the pilot of a new industry mentoring program called
ClubConnection, the further strengthening of our Memorandum
of Understanding with the Australian Institute of Company
Directors (AICD) including work to enable clubs to list Board
vacancies on the AICD portal, and supporting the two new
cohorts of Future Club Leaders that are undertaking our full
diploma program which has this year been expanded across
four major streams. In order to support the efforts that we are
making with these new services, our two Member Services
Managers, Marita Barron and Tyne Macmillan, continue to visit
over 20 clubs per week across the state to explain to our clubs
all that they can access via their ClubsNSW membership and to
support our members in any way they can.
I would like to acknowledge the directors and CEOs of a
small group of clubs that have worked hard to support two
other pilots we have been running under the Club Directors
Institute (CDI), which continues to go from strength to
strength. Firstly, Dooleys Lidcombe Catholic Club, Cronulla RSL,
Orange Ex-Services Club and Dapto Leagues Club have been
instrumental in the development of our Board Performance
Assessment Tool and Barooga Sports Club, Penrith RSL,
Gosford RSL, Orange Ex-Services Club, Dooleys and Cronulla
RSL have also helped us develop a sensible Continuing
Professional Development (CPD) Recognition Program that we
are hoping to introduce as an option for our clubs later in 2015.
Finally, this year we conducted two key pieces of research
via independent research company UMR Research, as we do
every two to three years. We rely on the feedback of Member
Clubs through the first piece of research in order to plan our
own activities and services. Similarly, through our second piece
of research we gain an insight into what the community thinks
about registered clubs in general. As always we will be sharing
this very recent data with Member Clubs to assist them in their
own planning.
In closing, I would like to thank all of our Corporate
Partners, Community Partners and Industry Supporters for
the investment and support they give to ClubsNSW. I would
also like to thank my own dynamic team of people for their
enthusiasm and passion for the club industry and for the many
successful projects we deliver to our loyal Member Clubs. ♣
24 25
With a stable political and
economic environment
enabling the club industry
to flourish over the past few
years, the ever-changing
nature of the industry has
created many opportunities
and in turn brought a new set of challenges. This has
placed demands on the Association to continue to evolve
with the industry to ensure that we can continue to meet
its diverse range of needs for both the industry and the
Association alike.
These demands, along with a positive industry outlook
and the prospect of pursuing industry strengthening
initiatives, has meant that there has been no shortage of
projects that the Association has progressed over the past
financial year. The result being a strengthening of not only
its own financial footing, but also that of the industry at
large for the foreseeable future.
The Finance and Administration team concentrates
on the core objectives of monitoring and managing the
financial position of the Association to ensure its long-
term capacity to both fund key industry initiatives and to
improve the service delivery and quality of our interaction
with key stakeholders.
Over the past financial year, the team has been
focused on the enhancement of systems across a wide
variety of projects and initiatives, including our digital
platform and presence, industry communications
campaigns, responsible gaming programs, education and
training, statistical analysis, as well as industry research.
Significant improvements to these have been achieved,
as well as the infrastructure platforms that these systems
rely upon.
Whilst it may not be immediately apparent,
considerable resourcing has been invested in the
enhancement of systems that will ensure improved
service delivery over coming years. This includes
significant improvements to the Association’s database
and its related digital communications channels, as well
as the infrastructure platforms that these systems reside
upon. Many months of planning and implementation
have been necessary in order to obtain the most
appropriate outcome for our diverse range of customers,
but the result will be a digital infrastructure that is better
equipped to provide targeted and direct member contact,
which will provide all members greater value for their
membership dollar. These results will become more
evident toward the latter part of the new financial year.
I would like to thank the entire Finance and
Administration team for their efforts in delivering,
supporting and driving these initiatives. These efforts
will not only ensure that Member Clubs gain even
greater benefits from their membership, but will also see
ClubsNSW and the club industry continue to grow from
strength to strength, well into the future.
FINANCIAL OVERVIEWDuring the financial year, the Association has placed emphasis
on investing resources into many industry initiatives, including
continuing industry wide multi-media advertising campaigns,
key community sponsorship programs, and other targeted
projects. The resultant financial performance of the Association
derived a modest surplus of $285,844 with the Consolidated
Entity declaring a surplus of $953,734.
The primary sources of revenue for the Consolidated Entity
continues to be from the game of Keno, our comprehensive
membership programs including ClubSAFE, our Corporate
Partner and Industry Supporter Partnership programs, as well
as Club Employers Mutual.
The use of funds over the past year has been directed
towards industry-wide advertising campaigns, the promotion
of the game of Keno including the brand’s recent revamp,
operational enhancements to the ClubSAFE program’s
Multi-Venue Self-Exclusion system and compliance support,
as well as other general industry initiatives that are deemed to
enhance and shield the industry.
The comprehensive financial reporting requirements for
both the Association and Consolidated Entity are contained
within this Annual Report.
KENO OPERATIONSThe performance of the game of Keno is integral to the
financial well-being of the Association. As a joint licensee of
Keno, via wholly owned subsidiary ClubKENO Holdings Pty
Limited, considerable resources are applied to grow the game.
The overall performance of Keno has been very pleasing,
having reached a record high during the past financial year.
A rebrand of Keno and several new game initiatives, along
with enhancements to the structure of the operating company,
provides confidence that the game will continue to grow and
remain a valuable source of revenue for many years to come.
CLUB EMPLOYERS MUTUAL (CEM)Club Employers Mutual, a club industry-specific workers’
compensation insurance scheme, has become well established
within the industry and continues to provide an important
component of the Association’s diversified revenue streams.
Almost 500 club venues are now customers, accounting for in
excess of two-thirds of the industry wage-roll.
The competitive environment created by the introduction of
CEM and its far superior return to work performance outcomes,
combined with other WorkCover reforms, have seen industry
rate reductions of approximately 20 per cent since inception.
That equates to reduced industry premium in the vicinity of $10
million dollars per annum.
The return to work performance outcomes of CEM also
exceed the traditional scheme rates by more than 20 per cent,
reducing the claims rated experience component of annual
premiums. These results, coupled with enhanced preventative
practices at a venue level, can reduce premiums even further. ♣
FINANCE & ADMINISTRATION
BRANDON PUNTEREXECUTIVE MANAGER,
FINANCE & ADMINISTRATION
28 29
FINANCIAL REPORTS
The Board of Directors of the consolidated entity are responsible
for the preparation and presentation of the annual financial reports
in accordance with Australian Accounting Standards and under
Section 510 of the Industrial Relations Act 1991. This responsibility
includes establishing and maintaining internal control relevant to
the preparation and presentation of the annual financial reports that
are free from material misstatement, whether due to fraud or error;
selecting and applying appropriate accounting policies; and, making
accounting estimates that are reasonable in the circumstances.
In addition, an independent auditor is appointed to carry out an
audit and express an opinion on the annual financial reports based on
their audit. As the appointed independent auditor, KPMG conducted
their audit in accordance with Australian Auditing Standards.
These auditing standards require they comply with relevant ethical
obligations relating to audit engagements and plan and perform the
audit to obtain reasonable assurance whether the annual financial
reports are free from material misstatement.
The assessment of the risks of material misstatement of the
financial report, whether due to fraud or error considers internal control
relevant to the entity in order to design audit procedures that are
appropriate in the circumstances.
The audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting
estimates made by the Board of Directors.
It is the auditor’s opinion that satisfactory accounting records were
kept by the Association and its controlled entities during the year,
including records of the sources and nature of income, and records of
the nature and purpose of expenditure.
The Annual Report contains reliable financial information pertaining to the Association’s financial position, financial performance of operations, and cash flows. The Board of Directors present the Annual Report, together with the annual Financial Reports of The Registered Clubs Association of New South Wales and of the consolidated entity, being the Association and its controlled entities, for the year ended 30 June, 2015.
CLUBKENO HOLDINGSBOARD OF DIRECTORS
1. Peter Newell OAM (Chairman) 2. Michael Fraser (Deputy Chairman) 3. Paul Barnett 4. Martin Bullock
5. Rod Desborough 6. Keith Gomes 7. Bryn Miller 8. Anne Munro
Mr Len AinsworthMr Jack Ball AMMr Peter BracherMr Roger Cowan OAMMr Robert J. FerrisMr Jack StewartThe Commercial Travellers Club
DECEASEDMr Robert ‘Bob’ M. CookMr Charles EasonMr Bernard Harley OAMMr Brian O’DonnellMr Ron Pearson MBEMr Pat RoganMr W. ‘Wally’ WardMr John C. Whittle OAMMr John ‘Mo’ Wilson
ClubsNSW Life Membership represents recognition of those highly valued individuals and/or registered clubs which have made a significant and distinguished lifetime of contributions to the New South Wales club industry through their valued and continued support for and of the Association. Life Membership of ClubsNSW is only achieved through peer nomination and Board endorsement.
LIFE MEMBERS
30 31
DIRECTORS’ REPORTThe Directors present their report, together with the financial report
of The Registered Clubs Association of New South Wales
(the Association) and of the consolidated entity, being the Association
and its controlled entities, for the year ended 30 June 2015 and the
auditor’s report thereon.
BOARD OF DIRECTORSThe Directors of the Association at any time during or since the
financial year are:
PETER NEWELL OAM DIRECTOR SINCE 19 OCTOBER, 2004
PAUL BARNETTDIRECTOR SINCE 12 OCTOBER, 2010
ROD DESBOROUGHDIRECTOR SINCE 12 OCTOBER, 1999
MICHAEL FRASER DIRECTOR SINCE 25 MAY, 2009
KEITH GOMESDIRECTOR SINCE 13 OCTOBER, 2009
MARTIN BULLOCKDIRECTOR SINCE 24 MARCH, 2014
The Board of Directors is the principal policy body for the Association,
with State Council acting in an advisory capacity only.
DIRECTORS MEETINGSDuring the financial year 11 meetings of Directors were held.
Attendances were: Attended Eligible
P Newell 11 11
P Barnett 11 11
R Desborough 11 11
M Fraser 11 11
K Gomes 10 11
M Bullock 11 11
PRINCIPAL ACTIVITIESThe principal activities and results of operations of the Association and
the consolidated entity during the financial year were as outlined in the
Reports of the Chairman, the Chief Executive Officer, and the financial
overview immediately preceding this report.
There were no significant changes in the nature of the activities of
the Association or the consolidated entity during the year.
The Board of Directors report in accordance with the Industrial
Relations Act 1996, in respect of the financial year ended 30 June 2015
that, in the opinion of the Board of Directors of The Registered Clubs
Association of New South Wales:
i. during the financial year to which the financial report relates,
meetings of the Board of Directors were, in the opinion of the
Board, held in accordance with the Rules of the Association;
ii. to the knowledge of any member of the Board of Directors
there have not been, during the financial year to which the
financial report relates, instances where records of (the
Association) or other documents, or copies of those records
or other documents, or copies of the Rules of the Association
have not been furnished, or made available to members of the
Association in accordance with the Act, the Regulations, or
the Rules of the Association as the case may be; and,
iii. in relation to the report prepared in accordance with Section
514 of the Act by the auditor of the organisation in respect of
the financial year immediately preceding the financial year
to which the accounts relate and in relation to the accounts
and statements prepared in accordance with Section 510(1)
of the Act to which that report relates, (the Association) has
complied with Section 517(1) and (5) of the Act.
DIVIDENDSThe Registered Rules of The Registered Clubs Association of New
South Wales provide that no dividends can be paid and no surplus
assets can be distributed to members in the event the Association or
consolidated entity is wound up.
OPERATING & FINANCIAL REVIEWThe Association’s mission for the year has been to continue to
consolidate its financial position whilst ensuring service delivery to
members is maintained at a consistently high standard. A summary of
financial highlights is as follows:
• Total revenue for the consolidated entity was $28,877,691 and
for the Association was $15,868,884 (2014: $28,100,104 and
$15,353,983 respectively).
• Net profit after taxation for the consolidated entity was
$953,734 and for the Association was a net profit of $285,844
(2014: net profit of $840,314 and $107,124 respectively).
• Accumulated funds at 30 June, 2015 for the consolidated
entity were $9,937,840 and for the Association were
$6,658,080 (2014: $8,984,106 and $6,372,236 respectively).
STATE OF AFFAIRSIn the opinion of the Directors, there were no significant changes in the
state of affairs of the Association or the consolidated entity during the
financial year.
LIKELY DEVELOPMENTSInformation about likely developments in the operation of the
Association and the expected results of those operations in future
financial years has not been included in this report because disclosure
of the information would be likely to result in unreasonable prejudice to
the Association.
EVENTS SUBSEQUENT TO REPORTING DATEThere has not arisen in the interval between the end of the financial
year and the date of this report an item, transaction, or event of a
material and unusual nature likely, in the opinion of the directors of the
Association, to affect significantly the operations of the consolidated
entity, the results of those operations, or the state of affairs of the
consolidated entity, in future financial years.
INDEMNIFICATION AND INSURANCE OF OFFICERS AND AUDITORSSince the end of the previous financial year, the Association and its
consolidated entity has not indemnified or made a relevant agreement
for indemnifying against a liability for any person who is or has been an
officer or auditor of the consolidated entity.
INSURANCE PREMIUMS During the financial year the Association has paid premiums on behalf
of the consolidated entity in respect of Directors’ and Officers’ liability
insurance. The insurance is in respect of legal liability for damages
and legal costs to a maximum of $20,000,000 arising from claims
made by reason of any omission or acts (other than dishonesty) by
them whilst acting in their individual or collective capacity as
Directors or Officers of the Association and its controlled entities,
including the Association.
This report is in accordance with the Rules of the Association in relation
to the matters to be stated in the report and is signed on behalf of the
Board of Directors by the Chairman.
Dated at Sydney this 17th day of August 2015.
Signed in accordance with a resolution of the Board of Directors:
PETER NEWELL OAMCHAIRMAN
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
32 33
ACCOUNTING OFFICER’S REPORTI, Brandon Punter, the Accounting Officer of The Registered Clubs
Association of New South Wales, hereby report that to the best of my
knowledge and belief there were 1,013 (2014: 1,039) members of the
Association across 1,151 (2014: 1,175) licensed premises at the end of the
financial year ended 30 June, 2015 and in my opinion:
i. the financial report shows a true and fair view of the financial
affairs of the Association and consolidated entity as at the
end of the financial year;
ii. a record has been kept of all money paid by, or collected
from, members of the Association, and all money so paid or
collected has been credited to the bank account or accounts
to which the money is to be credited, in accordance with the
Rules of the Association;
iii. before any expenditure was incurred by the Association,
approval of the incurring of the expenditure was obtained in
accordance with the Rules of the Association;
iv. no payment was made out of a fund referred to in Clause
57(b)(xiii) or (xv) of the Regulations for a purpose other than
the purpose for which the fund was operated;
v. all financial benefits granted to persons holding office in the
organisation were authorised in accordance with the Rules of
the Association; and,
vi. the register of members of the Association was maintained in
accordance with the Act.
BRANDON PUNTERACCOUNTING OFFICER
17 AUGUST 2015
NOTICE TO MEMBERSSubsections (1) and (2) of Section 512 of the Industrial Relations Act
1996 provide as follows:
(1) a member of an organisation, or the Industrial Registrar,
may apply to the organisation for specified information
prescribed by the Regulations in relation to the organisation.
(Industrial Relations Regulation 1992, Clause 60); and
(2) an organisation must, on the making of such an application,
make the specified information available to the member or
the Industrial Registrar in the manner, and within the time,
prescribed by the Regulations.
The specified information prescribed by the Regulations relate
to accounting information most of which is provided in the attached
financial report and supplementary information.
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
Consolidated Entity Association
Note 2015 2014 2015 2014
$ $ $ $
OPERATING REVENUE
Advertising 725,901 861,791 724,901 861,791
Apportionment of Keno subscriptions 17,368,485 16,413,996 - -
Event ticket sales and trade stands 688,678 945,516 675,175 930,777
Interest received 331,609 346,445 163,468 190,406
Keno royalties 15 - - 5,289,818 4,865,417
Management fees 210,000 180,002 330,000 315,000
Member subscriptions 3,970,740 3,858,026 3,970,740 3,858,026
Other subscriptions 2,466,707 2,485,585 2,077,537 2,094,170
Sale of goods 45,896 44,617 45,584 44,333
Share of profit in equity accounted investee 11 536,247 805,000 - -
Sponsorship 1,850,354 1,719,098 1,850,354 1,719,098
Sundry revenue 338,240 113,236 338,110 92,705
Training and seminars 344,834 326,792 403,197 382,260
Total revenue 28,877,691 28,100,104 15,868,884 15,353,983
OPERATING EXPENSES
Additional commission 4,690,659 3,936,082 - -
Advertising 3,155,924 3,771,171 11,015 10,157
Communications 168,619 211,175 168,619 210,775
Consumables 880,665 908,927 845,798 872,890
Depreciation 6 344,232 340,429 - -
Directors’ remuneration 333,921 325,629 150,712 146,540
Equipment and IT 319,445 299,591 379,335 359,591
Insurance 107,950 96,268 95,950 84,268
Interest expense 91,406 121,772 - -
Keno communication network fees 2,489,257 2,359,752 - -
Keno duty contribution 515,000 351,230 - -
Keno promotion support 518,595 491,615 - -
Marketing and promotions 1,464,591 1,970,776 1,422,307 1,881,233
Motor vehicle expenses 109,144 120,579 221,874 199,297
Occupancy 207,910 207,748 37,390 39,420
Other 495,046 531,278 469,642 509,015
Professional fees 864,281 564,789 713,394 451,484
Rent - - 555,600 460,002
Salaries and on costs 2 5,216,895 5,174,019 5,189,877 5,148,294
Sponsorships 625,592 559,381 22,092 -
Subscriptions 178,534 242,130 178,534 242,130
Transfer to CMDF 14 4,512,527 4,107,748 4,512,527 4,107,748
Travel and accommodation 633,764 567,701 608,374 524,015
Total Expenses 27,923,957 27,259,790 15,583,040 15,246,859
The Statements of Profit or Loss and Other Comprehensive Income are to be read in conjunction with the notes to and forming part of the
financial statements set out on pages 37–59.
STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2015
34 35
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
Consolidated Entity Association
Note 2015 2014 2015 2014
$ $ $ $
OPERATING PROFIT BEFORE INCOME TAX 953,734 840,314 285,844 107,124
Income tax expense attributable to operating profit 10(i) - - - -
Net profit for the year 953,734 840,314 285,844 107,124
Other comprehensive income - - - -
Total comprehensive income for the period 953,734 840,314 285,844 107,124
The Statements of Profit or Loss and Other Comprehensive Income are to be read in conjunction with the notes to and forming part of the
financial statements set out on pages 37–59.
Consolidated Entity Association
Note 2015 2014 2015 2014
$ $ $ $
RETAINED EARNINGS
Retained earnings at beginning of year 7,984,106 7,143,792 5,372,236 5,265,112
Net profit for year 953,734 840,314 285,844 107,124
Retained earnings at end of year 8,937,840 7,984,106 5,658,080 5,372,236
RESERVES
The Club Awareness Fund 1,000,000 1,000,000 1,000,000 1,000,000
The Statements of Changes in Equity are to be read in conjunction with the notes to and forming part of the financial statements set out on
pages 37–59.
STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
STATEMENTS OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2015
Consolidated Entity Association
Note 2015 2014 2015 2014
$ $ $ $
CURRENT ASSETS
Cash and cash equivalents 4 15,750,998 13,815,852 9,081,584 8,972,430
Trade and other receivables 5 1,397,664 1,312,360 1,334,239 1,334,405
Total current assets 17,148,662 15,128,212 10,415,823 10,306,835
NON-CURRENT ASSETS
Property, plant, and equipment 6 5,288,030 5,518,153 - -
Investments in controlled entities 7 - - 5,380,645 4,889,528
Investment in equity accounted investees 11 5,568,366 5,764,118 - -
Investment in joint venture entities 12 3 3 - -
Total non-current assets 10,856,399 11,282,274 5,380,645 4,889,528
TOTAL ASSETS 28,005,061 26,410,486 15,796,468 15,196,363
CURRENT LIABILITIES
Trade and other payables 8 8,476,950 6,782,981 2,885,932 2,650,254
Employee benefits 9 836,223 674,640 836,223 674,640
Loans and borrowings 13 940,272 710,856 - -
Fund balances 14 347,916 453,307 347,916 453,307
Total current liabilities 10,601,361 8,621,784 4,070,071 3,778,201
NON-CURRENT LIABILITIES
Employee benefits 9 153,634 122,823 153,634 122,823
Loan and borrowings 13 2,397,543 3,758,670 - -
Fund balances 14 4,914,683 4,923,103 4,914,683 4,923,103
Total non-current liabilities 7,465,860 8,804,596 5,068,317 5,045,926
TOTAL LIABILITIES 18,067,221 17,426,380 9,138,388 8,824,127
NET ASSETS 9,937,840 8,984,106 6,658,080 6,372,236
EQUITY
Retained earnings 8,937,840 7,984,106 5,658,080 5,372,236
Reserves 1,000,000 1,000,000 1,000,000 1,000,000
TOTAL EQUITY 9,937,840 8,984,106 6,658,080 6,372,236
The Statements of Financial position are to be read in conjunction with the notes to the financial statements set out on pages 37–59.
STATEMENTS OF FINANCIAL POSITIONAS AT 30 JUNE 2015
36 37
1. SIGNIFICANT ACCOUNTING POLICIESThe Registered Clubs Association of New South Wales (the
Association) is an Association domiciled in Australia. The address
of the Association’s registered office is Level 8, 51 Druitt Street,
Sydney. The consolidated financial report of the Association for the
financial year ended 30 June, 2015 comprises the Association and its
subsidiaries (together referred to as “the consolidated entity”).
The financial report was authorised for issue by the Association’s
Board of Directors on 17th August, 2015.
(A) STATEMENT OF COMPLIANCE
The consolidated financial report is a general purpose financial report
which has been prepared in accordance with Australian Accounting
Standards (AASBs) adopted by the Australian Accounting Standards
Board (AASB) and the Industrial Relations Act 1996.
(B) BASIS OF PREPARATION
The financial report is presented in Australian dollars.
A number of accounting standards and amendments with
application dates commencing subsequent to year end were available
for early adoption. The consolidated entity plans to adopt the relevant
Accounting Standards and amendments in future financial years.
The initial application of those standards is expected to have an
insignificant impact on the consolidated entity.
The following standards, amendments to standards, and
interpretations are available for early adoption at 30 June, 2015 but
have not been applied in preparing this financial report.
• AASB 9 Financial Instruments includes requirements for the
classification and measurement of financial assets resulting
from the first part of Phase 1 of the project to replace AASB
139 Financial Instruments: Recognition and Measurement.
AASB 9 will become mandatory for the consolidated entity’s
30 June, 2016 financial statements. The consolidated entity
has not yet determined the potential effect of the standard.
The financial report is prepared on the historical cost basis.
The preparation of a financial report in conformity with Australian
Accounting Standards requires management to make judgements,
estimates, and assumptions that affect the application of policies and
reported amounts of assets and liabilities, income, and expenses.
The estimates and associated assumptions are based on historical
experience and various other factors that are believed to be reasonable
under the circumstances, the results of which form the basis of making
the judgements about carrying values of assets and liabilities that are
not readily apparent from other sources. Actual results may differ from
these estimates.
The estimates and underlying assumptions are reviewed on an
ongoing basis. Revisions to accounting estimates are recognised in the
period in which the estimate is revised if the revision affects only that
period, or in the period of the revision and future periods if the revision
affects both current and future periods.
The accounting policies have been applied consistently to all
periods presented in the financial report and by all entities in the
consolidated entity.
(C) CHANGES IN ACCOUNTING POLICIES
Except for the changes below, the consolidated entity has consistently
applied the accounting policies set out in Note 1 to all periods
presented in these consolidated financial statements.
The consolidated entity has adopted the following new standards and
amendments to standards, including any consequential amendments
to other standards, with a date of initial application of 1 July 2013.
AASB 10 Consolidated Financial Statements (2011)
AASB 11 Joint Arrangements
AASB 12 Disclosure of Interests in Other Entities
AASB 119 Employee Benefits (2011)
The nature and effects of the changes are explained below.
(i) Subsidiaries
As a result of AASB 10 (2011), the consolidated entity has changed
its accounting policy for determining whether it has control over
and consequently whether it consolidates its investees. AASB 10
(2011) introduces a new control model that focuses on whether the
consolidated entity has power over an investee, exposure or rights to
variable returns from its involvement with the investee and ability to
use its power to affect those returns.
In accordance with the transitional provisions of AASB 10 (2011), the
consolidated entity reassessed the control conclusion for its investees
at 1 July, 2013. There were no changes in control conclusions in respect
of group entities.
(ii) Joint arrangements
As a result of AASB 11, the consolidated entity has changed its
accounting policy for its interests in joint arrangements. Under AASB 11,
the consolidated entity has classified its interests in joint arrangements
as either joint operations (if the consolidated entity has rights to the
assets, and obligations for the liabilities, relating to an arrangement)
or joint ventures (if the consolidated entity has rights only to the net
assets of an arrangement). When making this assessment, the Group
considered the structure of the arrangements, the legal form of any
separate vehicles, the contractual terms of the arrangements and other
facts and circumstances. Previously, the structure of the arrangement
was the sole focus of classification.
The consolidated entity has re-evaluated its involvement in its
joint arrangements and there has been no change in classification of
existing arrangements.
(iii) Disclosure of interests in other entities
As a result of AASB 12, the consolidated entity has expanded
its disclosures about its interests in subsidiaries and
equity-accounted investees.
(D) BASIS OF CONSOLIDATION
Subsidiaries
Subsidiaries are entities controlled by the Association. The Association
controls an entity when it is exposed to, or has rights to, variable
returns from its involvement with the entity and has the ability to
affect those returns through its power over the entity. The financial
statements of subsidiaries are included in the consolidated financial
statements from the date control commences until the date that
control ceases.
Consolidated entity Association
Note 2015 2014 2015 2014
$ $ $ $
CASH FLOWS FROM OPERATING ACTIVITIES
Keno operating receipts 19,041,491 18,023,632 - -
Keno operating payments (9,132,213) (8,083,173) - -
Keno royalties - - 5,782,545 5,360,444
Subscription income 6,667,661 6,326,414 6,356,118 5,895,858
Other income received 4,339,125 4,013,550 4,955,244 4,690,766
Interest received 164,416 449,873 (1,100) 267,145
Payments to suppliers and employees (19,048,690) (23,309,987) (16,940,121) (17,877,744)
Net cash from operating activities 16 2,031,790 (2,579,691) 152,686 (1,663,531)
CASH FLOWS FROM INVESTING ACTIVITIES
Proceeds from disposal 6 18,576 7,545 - -
Payments for property, plant, and equipment 6 (132,683) (818,463) - -
Investment in joint venture entity - (2) - -
Net cash from investing activities (114,107) (810,920) - -
CASH FLOWS FROM FINANCING ACTIVITIES
Proceeds from repayment of CMDF loans - 16,341 - 16,341
Repayment of interest bearing borrowings - - (491,117) (222,867)
Borrowings with controlled entities/other entity 17,463 180,210 447,586 (389,467)
Net cash from financing activities 17,463 196,551 (43,532) (595,993)
NET INCREASE /(DECREASE) IN CASH AND CASH EQUIVALENTS HELD
1,935,146 (3,194,060) 109,154 (2,259,524)
CASH AND CASH EQUIVALENTS AT 1 JULY 13,815,852 17,009,912 8,972,430 11,231,954
CASH AND CASH EQUIVALENTS AT 30 JUNE 4 15,750,998 13,815,852 9,081,584 8,972,430
The Statements of Cash Flows are to be read in conjunction with the notes to and forming part of the financial statements set out
on pages 37-59.
STATEMENTS OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2015
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015
38 39
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
Investments in subsidiaries are carried at their cost of acquisition in
the Association’s financial statements.
Transactions eliminated on consolidation
Intragroup balances and transactions, and any unrealised income
and expenses arising from intragroup transactions, are eliminated.
Unrealised gains arising from transactions with equity-accounted
investees are eliminated against the investment to the extent of the
Association’s interest in the investee. Unrealised losses are eliminated
in the same way as unrealised gains, but only to the extent that there
is no evidence of impairment.
Investments in associates and joint arrangements
Associates are those entities in which the consolidated entity has
significant influence, but not control or joint control, over the financial
and operating policies. Significant influence is presumed to exist
when the consolidated entity holds between 20 and 50 percent of
the voting power of another entity.
Joint ventures are those entities over whose activities the
consolidated entity has joint control, established by contractual
agreement and requiring unanimous consent between the parties
sharing control for decisions about the relevant activities of the joint
arrangement. Joint ventures exist where the consolidated entity has
rights only to the net assets of the arrangement.
Investments in associates and joint ventures are accounted for
using the equity method and are recognised initially at cost. The cost
of the investments includes transaction costs.
The consolidated financial statements include the consolidated
entity’s share of the profit and loss and other comprehensive
income of equity-accounted investees, after adjustments to align
the accounting policies with those of the Group, from the date that
significant influence or joint control commences until the date that
significant influence or joint control ceases. When the Group’s share
of losses exceeds its interest in an equity-accounted investee, the
carrying amount of that interest, including any long-term interests that
form part thereof, is reduced to zero, and the recognition of further
losses is discontinued except to the extent that the consolidated entity
has an obligation or has made payments on behalf of the investee.
(E) SPECIAL FUNDS AND INTER-GROUP TRANSFERS
The Association and consolidated entity disclose as a current and
non-current liability the balance in respect of a special purpose fund,
the Club Movement Development Fund (CMDF). This fund relates to
club industry issues and has been created and maintained by charges
against the Statements of Profit or Loss and Other Comprehensive
Income. Interest revenues and costs applicable to CMDF are credited
and charged directly to this fund – refer to Note 14.
The current portion represents management’s best estimate of net
funds to be spent in the following financial year.
(F) PROPERTY, PLANT, AND EQUIPMENT
Items of property, plant, and equipment are stated at cost less
accumulated depreciation (see below) and impairment losses. The
cost of plant and equipment at the date of acquisition represents the
fair value of the consideration provided plus incidental costs directly
attributable to the acquisition.
Where parts of an item of property, plant, and equipment have
different useful lives, they are accounted for as separate items of
property, plant and equipment.
Gains and losses on disposal of an item of property, plant and
equipment are determined by comparing the proceeds from disposal
with the carrying amount of property, plant, and equipment and are
recognised net within the Statements of Profit or Loss and Other
Comprehensive Income.
Leased Assets
Leases in terms of which the Company assumes substantially all the
risks and rewards of ownership are classified as finance leases. Upon
initial recognition the leased asset is measured at an amount equal
to the lower of its fair value and present value of the minimum lease
payments. Subsequent to initial recognition, the asset is accounted for
in accordance with the accounting policy applicable to the asset.
Other leases are operating leases and the associated leased assets
are not recognised in the consolidated entity’s Statement of
Financial Position.
Depreciation
Depreciation is charged to the Statements of Profit or Loss and Other
Comprehensive Income on a straight-line basis over the estimated
useful lives of each part of an item of property, plant, and equipment.
Leased assets are depreciated over the shorter of the lease term
and their useful lives. The estimated useful lives in the current and
comparative periods are as follows:
• Property 40 years
• Furniture and equipment 3 – 20 years
• IT equipment 3 years
Depreciation methods, useful lives, and residual values are
reassessed at the reporting date.
(G) NON-DERIVATIVE FINANCIAL INSTRUMENTS
Non-derivative financial instruments comprise trade and other
receivables, cash and cash equivalents, trade and other payables, and
investments in debt securities.
Non-derivative financial instruments are recognised initially at fair
value plus, for instruments not at fair value through profit or loss,
any directly attributable transaction costs. Subsequent to initial
recognition, non-derivative financial instruments are measured as
described below.
A financial instrument is recognised if the consolidated entity
becomes a party to the contractual provisions of the instrument.
Financial assets are derecognised if the consolidated entity’s
contractual rights to the cash flows from the financial assets expire
or if the consolidated entity transfers the financial asset to another
party without retaining control or substantially all risks and rewards
of the asset. Regular way purchases and sales of financial assets are
accounted for at trade date, i.e., the date that the consolidated entity
commits itself to purchase or sell the asset. Financial liabilities are
derecognised if the consolidated entity’s obligations specified in the
contract expire or are discharged or cancelled.
Cash and Cash Equivalents
Cash and cash equivalents comprise cash balances, demand
deposits, and short-term interest bearing deposits that are readily
convertible to cash and which are subject to an insignificant risk of
change in value.
Trade and Other Receivables
Trade and other receivables are stated at their amortised cost less
impairment losses.
Trade and Other Payables
Trade and other payables are stated at their amortised cost.
Other
Other non-derivative financial instruments are measured at
amortised cost using the effective interest method, less any
impairment losses.
(H) IMPAIRMENT
(i) Financial Assets
A financial asset is assessed at each reporting date to determine
whether there is any objective evidence that it is impaired.
A financial asset is considered to be impaired if objective evidence
indicates that one or more events have had a negative effect on the
estimated future cash flows of that asset.
An impairment loss in respect of a financial asset measured at
amortised cost is calculated as the difference between its carrying
amount, and the present value of the estimated future cash flows
discounted at the original effective interest rate. Individually significant
financial assets are tested for impairment on an individual basis. The
remaining financial assets are assessed collectively in groups that share
similar credit risk characteristics.
All impairment losses are recognised in profit or loss. An impairment
loss is reversed if the reversal can be related objectively to an event
occurring after the impairment loss was recognised. For financial assets
measured at amortised cost, the reversal is recognised in profit or loss.
(ii) Non Financial Assets
The carrying amounts of the consolidated entity’s non-financial assets,
other than deferred tax assets, are reviewed at each reporting date to
determine whether there is any indication of impairment. If any such
indication exists then the asset’s recoverable amount is estimated.
An impairment loss is recognised if the carrying amount of an
asset or its cash generating unit exceeds its recoverable amount. A cash
generating unit is the smallest identifiable asset group that generates
cash flows that largely are independent from other assets and groups.
Impairment losses are recognised in profit or loss.
The recoverable amount of an asset or cash generating unit is the
greater of its value in use and its fair value less costs to sell. In assessing
value in use, the estimated future cash flows are discounted to
their present value using a pre-tax discount rate that reflects current
market assessments of the time value of money and the risks specific
to the asset.
(I) PROVISIONS
A provision is recognised in the Statement of Financial Position when
the consolidated entity has a present legal or constructive obligation
as a result of a past event that can be estimated reliably, and it is
probable that an outflow of economic benefits will be required to
settle the obligation.
(J) INCOME TAX
The Association is a tax exempt entity. Therefore no income tax balances
have been recognised in the Association.
Income tax on the profit or loss of the consolidated entity for the
year comprises current and deferred tax. Income tax is recognised in the
Statements of Profit or Loss and Other Comprehensive Income except
to the extent that it relates to items recognised directly in equity, in
which case it is recognised in equity.
Current tax is the expected tax payable on the taxable income for the
year, using tax rates enacted or substantially enacted at the Statement
of Financial Position date, and any adjustment to tax payable in respect
of previous years.
Deferred tax is provided using the Statement of Financial Position
liability method, providing for temporary differences between the
carrying amounts of assets and liabilities for financial reporting
purposes and the amounts used for taxation purposes. The following
temporary differences are not provided for: The initial recognition of
assets or liabilities that affect neither accounting nor taxable profit, and
differences relating to investments in subsidiaries to the extent that
they will probably not reverse in the foreseeable future. The amount of
deferred tax provided is based on the expected manner of realisation
or settlement of the carrying amount of assets and liabilities, using tax
rates enacted or substantively enacted at the Statement of Financial
Position date.
A deferred tax asset is recognised only to the extent that it is
probable that future taxable profits will be available against which the
asset can be utilised. Deferred tax assets are reviewed at each reporting
date and are reduced to the extent that it is no longer probable that the
related tax benefit will be realised.
Tax Consolidation
A tax-consolidated group was formed with effect from 1 July, 2003. The
tax-consolidated group comprises all wholly owned controlled entities
of the Association which are not exempt from income tax. These entities
are therefore taxed as a single entity. The head entity within the
tax-consolidated group is Clubs N.S.W. Pty Limited (“the head entity”)
and this entity therefore is legally liable for the income tax liabilities of
the tax-consolidated group.
Current tax expense/income, deferred tax liabilities and deferred tax
assets arising from temporary differences of the members of the tax-
consolidated group are recognised in the separate financial statements
of the members of the tax-consolidated group using the group
allocation approach by reference to the carrying amounts of assets and
liabilities in the separate financial statements of each entity and the tax
values applying under tax consolidation.
40 41
Any current tax liabilities (or assets) and deferred tax assets arising
from unused tax losses of the subsidiaries is assumed by the head
entity in the tax-consolidated group and are recognised as amounts
payable (receivable) to (from) other entities in the tax-consolidated
group in conjunction with any tax funding arrangement amounts (refer
below). Any difference between these amounts is recognised by the
subsidiaries of the head entity as an equity contribution or distribution.
The head entity recognises deferred tax assets arising from unused
tax losses of the tax-consolidated group to the extent that it is
probable that future taxable profits of the tax-consolidated group will
be available against which the asset can be utilised.
Any subsequent period adjustments to deferred tax assets arising
from unused tax losses as a result of revised assessments of the
probability of recoverability is recognised by the head entity only.
Nature of tax funding arrangements and tax sharing arrangements
The head entity, in conjunction with other members of the tax-
consolidated group, has entered into a tax funding arrangement which
sets out the funding obligations of members of the tax-consolidated
group in respect of tax amounts. The tax funding arrangements
require payments to/from the head entity equal to the current tax
liability (asset) assumed by the head entity and any tax loss deferred
tax asset assumed by the head entity, resulting in the head entity
recognising an inter-entity receivable (payable) equal in amount to the
tax liability (asset) assumed. The inter-entity receivables (payables) are
at call.
Contributions to fund the current tax liabilities are payable as per
the tax funding arrangement and reflect the timing of the head entity’s
obligation to make payments for tax liabilities to the relevant tax
authorities.
The consolidated entity, in conjunction with other members of the
consolidated group, has entered into a tax sharing agreement. The
tax sharing agreement provides for determination of the allocation
of income tax liabilities between the entities should the head entity
default on its tax payment obligations. No amounts have been
recognised in the financial statements in respect of this agreement
as payment of any amounts under the tax sharing arrangement is
considered remote.
(K) REVENUE RECOGNITION
Membership subscriptions represent the amount due from member
clubs in accordance with the Association’s Rules and are recognised
equally over the period to which these relate.
The consolidated entity’s entitlement to an apportionment of
Keno subscriptions is set out in the relevant sections of the Keno
licence agreement under the authority of the Public Lotteries Act 1996.
Revenue in this regard is recognised as it accrues.
Interest revenue is recognised as it accrues, using the effective
interest method.
Other subscriptions are recognised equally over the period to
which they relate.
Commission revenue from facilitating consulting arrangements
between participating clubs and service providers is recognised
upon the delivery of the service net of amounts paid or payable to
service providers.
Revenue for ticket sales and trade stands are recognised in
the period in which the underlying events are held. Revenues are
recognised at fair value of the consideration received net of the
amount of goods and services tax (GST).
Management fee revenue is recognised equally over the period to
which they relate.
(L) GOODS AND SERVICES TAX
Revenue, expenses, and assets are recognised net of the amount
of goods and services tax (GST), except where the amount of GST
incurred is not recoverable from the Australian Taxation Office (ATO).
In these circumstances, the GST is recognised as part of the cost of
acquisition of the asset or as part of the expense.
Receivables and payables are stated with the amount of GST
included. The net amount of GST recoverable from, or payable to,
the ATO is included as a current asset or liability in the Statement of
Financial Position.
Cash flows are included in the Statement of Cash Flows on a gross
basis. The GST components of cash flows arising from investing and
financing activities which are recoverable from, or payable to, the ATO
are classified as operating cash flows.
(M) GOVERNMENT GRANTS
Government grants are recognised initially as deferred income when
there is reasonable assurance that they will be received and that
the consolidated entity will comply with the conditions associated
with the grant. Grants that compensate the consolidated entity for
expenses incurred are recognised in the profit or loss on a systematic
basis in the same periods in which the expenses are recognised.
(N) EMPLOYEE BENEFITS
Short-term Benefits
Liabilities for employee benefits for wages, salaries, and annual leave
that are expected to be settled within 12 months of the reporting
date represent present obligations resulting from employees’ services
provided to reporting date, are calculated at undiscounted amounts
based on remuneration wage and salary rates that the consolidated
entity expects to pay as at reporting date including related on-costs,
such as workers compensation insurance and payroll tax.
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
2. PERSONNEL EXPENSES
Wages and salaries 4,983,594 5,061,009 4,956,576 5,035,284
Long service leave 85,285 61,623 85,285 61,623
Annual leave 148,016 51,387 148,016 51,387
5,216,895 5,174,019 5,189,877 5,148,294
3. AUDITOR'S REMUNERATION
Amounts received by the auditors for:
• audit services 117,690 111,410 78,424 76,130
• other services 440,410 442,352 411,534 420,804
• taxation services 33,250 39,500 33,250 31,250
591,350 593,262 523,208 528,184
4. CASH AND CASH EQUIVALENTS
Cash on hand 500 500 500 500
Bank balances 1,547,941 1,188,564 824,552 989,861
Term deposits 14,202,557 12,626,790 8,256,532 7,982,069
15,750,998 13,815,854 9,081,584 8,972,430
5. TRADE AND OTHER RECEIVABLES
CURRENT
Trade receivables 68,259 168,976 67,889 168,710
Amounts due from controlled entities - - 111,389 77,466
Amounts due to related entities - - - -
Other debtors and prepayments 982,162 678,885 845,290 586,330
Deposits 325,422 429,882 309,672 414,880
Net GST receivables 21,821 34,617 - 87,019
1,397,664 1,312,360 1,334,239 1,334,405
Trade receivables are shown net of provisions for impairment losses amounting to $5,000 in the consolidated entity (2014: $10,156) and $5,000
in the Association (2014: $10,156).
Long-Term Service Benefits
The consolidated entity’s net obligation in respect of long-term
service benefits is the amount of future benefit that employees
have earned in return for their service in the current and prior
periods. The obligation is calculated using expected future increases
in wage and salary rates including related on-costs and expected
settlement dates, and is discounted using the rates attached to the
Commonwealth Government bonds at the Statement of Financial
Position date which have maturity dates approximating to the terms
of the consolidated entity’s obligations.
Defined Contribution Superannuation Funds
The Association and other controlled entities contribute to several
defined contribution superannuation plans. A defined contribution
plan is a post employment benefit plan under which an entity pays
fixed contributions into a separate entity and will have no legal or
constructive obligation to pay further amounts. Obligations for
contributions are recognised as an expense in the Statements of
Profit or Loss and Other Comprehensive Income as incurred.
(O) EXPENSES
Operating Lease Payments
Payments made under operating leases are recognised in the
Statements of Profit or Loss and Other Comprehensive Income on
a straight-line basis over the term of the lease. Lease incentives
received are recognised in the Statements of Profit or Loss and Other
Comprehensive Income as an integral part of the total lease expense
and spread over the lease term.
Finance lease payments
Minimum lease payments are apportioned between the finance
charge and the reduction of the outstanding liability. The finance
charge is allocated to each period during the lease term so as
to produce a constant periodic rate of interest on the remaining
balance of the liability and is recognised as interest expense in the
Statements of Profit or Loss and Other Comprehensive Income.
(P) SEGMENT REPORTING
The consolidated entity operates in one segment, namely the
provision of services to benefit members within the New South Wales
Registered Club Industry.
42 43
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
7. INVESTMENTS IN CONTROLLED ENTITIES
Clubs N.S.W. Pty Limited — 100% interest (2014: 100% interest)
4,400,002 ordinary shares – – 4,400,002 4,400,002
Equity Investment – – 980,643 489,526
– – 5,380,645 4,889,528
8. TRADE AND OTHER PAYABLES
CURRENT
Trade payables and accruals 2,954,559 1,686,556 889,375 785,281
Income in advance 683,523 990,563 492,300 792,615
Additional commissions payable 4,690,659 3,937,591 – –
Amounts due to controlled entities – – 1,246,635 783,275
Amounts due to related entities 40,121 22,657 40,805 22,657
Net GST payable – – (10,783) –
Other payables 108,088 145,614 227,600 266,426
8,476,950 6,782,981 2,885,932 2,650,254
9. EMPLOYEE BENEFITS
CURRENT
Liability for long service leave 402,452 347,978 402,452 347,978
Liability for annual leave 433,771 326,662 433,771 326,662
836,223 674,640 836,223 674,640
NON-CURRENT
Liability for long service leave 153,634 122,823 153,634 122,823
DEFINED CONTRIBUTION PLANS
The Association and controlled entities contribute to several defined contribution superannuation plans. Contributions are charged against
income as they are made. The amount recognised as an expense during the year was: $452,455 (2014: $423,198) for the Association and
$469,859 (2014: $439,764) for the consolidated entity.
Consolidated entity Association
Land and Buildings
Plant and Equipment
Motor Vehicles
Total Total
6. PROPERTY, PLANT AND EQUIPMENT $ $ $ $ $
COST
Balance at 1 July 2013 5,213,665 2,067,047 393,978 7,674,690 –
Acquisitions 609,120 209,343 - 818,463 –
Disposals - (1,516) (9,038) (10,554) –
Balance at 30 June 2014 5,822,785 2,274,874 384,940 8,482,599 –
Balance at 1 July 2014 5,822,785 2,274,874 384,940 8,482,599 –
Acquisitions 6,842 51,557 74,284 132,683 –
Disposals - (36,004) (37,827) (73,831) –
Balance at 30 June 2015 5,829,627 2,290,427 421,397 8,541,451 –
DEPRECIATION
Balance at 1 July 2013 1,074,610 1,465,318 87,096 2,627,024 –
Depreciation charge 139,353 152,958 48,118 340,429 –
Disposals – (479) (2,528) (3,007) –
Balance at 30 June 2014 1,213,963 1,617,797 132,686 2,964,446 –
Balance at 1 July 2014 1,213,963 1,617,797 132,686 2,964,446 –
Depreciation charge 150,389 145,119 48,724 344,232 –
Disposals – (33,364) (21,893) (55,257) –
Balance at 30 June 2015 1,364,352 1,729,552 159,517 3,253,421 –
CARRYING AMOUNTS
At 1 July 2013 4,139,055 601,729 306,882 5,047,666 –
At 30 June 2014 4,608,822 657,077 252,254 5,518,153 –
At 1 July 2014 4,608,822 657,077 252,254 5,518,153 –
At 30 June 2015 4,465,275 560,875 261,880 5,288,030 –
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
44 45
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
Consolidated entity
(iii) Deferred tax assets and liabilitiesBalance1 July 14
Recognised in Statements of Profit or Loss and Other
Comprehensive Income
Balance30 June 15
$ $ $
Movement in temporary differences during the year:
Accruals and provisions – - -
Sundry – - -
Property, plant and equipment - - –
- - –
Balance1 July 13
Recognised in Statements of Profit or Loss and Other
Comprehensive Income
Balance30 June 14
$ $ $
Movement in temporary differences during the year:
Accruals and provisions – - -
Sundry – - -
Property, plant and equipment - - –
- - –
Consolidated entity
2015 2014
$ $
A deferred tax asset has not been recognised as follows:
Carry forward income tax losses 114,350 156,518
Unrecognised carry forward tax losses do not expire under current tax legislation. The deferred tax asset associated with these losses is not being
recognised as currently it is not considered probable that sufficient taxable profit will be generated by the group in order for the carry forward
losses to be utilised.
The Association is a tax exempt entity and thus has no tax balances and no tax disclosures.
Consolidated entity
2015 2014
$ $
10. TAXATION
(i) Recognised in the Statements of Profit or Loss and Other Comprehensive Income
CURRENT TAX EXPENSE
Current year 42,168 -
DEFERRED TAX EXPENSE
Net origination and reversal of temporary benefits (42,168) -
Non-recognition of current year tax losses
Total income tax expense in Statements of Profit or Loss and Other Comprehensive Income – –
(ii) Numerical reconciliation between tax expense and pre-tax profit
Profit before tax 953,734 840,314
Income tax using the domestic corporation tax rate of 30% (2014: 30%) 286,120 252,094
Exempt income adjustment (243,952) (242,686)
Previously unrecognised temporary differences (42,168) (9,408)
Income tax expense on pre-tax profit - -
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
46 47
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
11. EQUITY ACCOUNTED INVESTEES
Hospitality Employers Mutual 5,568,366 5,764,118 – –
25% ownership interest (2014: 25%) 6,000,000 B Ordinary Shares (2014: 6,000,000 B Ordinary Shares)
5,568,366 5,764,118 – –
Summary financial information of equity accounted investee
2015 2014
$ $
Revenues (100%) 19,251,260 19,024,318
Profit after tax (100%) 1,625,080 3,084,058
Share of equity accounted investee entity’s net profit recognised 536,247 805,000
Current assets 69,465,035 59,116,250
Non-current assets 12,934,144 11,646,970
Total assets 82,399,179 70,763,220
Current liabilities (35,153,239) (30,964,580)
Non-current liabilities (28,687,278) (20,585,830)
Total liabilities (63,840,517) 51,550,410
Net assets as reported by equity accounted investee (100%) 18,558,662 19,212,810
These amounts are for the year ended 30 June, 2015, being the financial year of Hospitality Employers Mutual. Hospitality Employers Mutual is
comprised of two portfolios: The Clubs Portfolio and the Hotels Portfolio. These amounts relate to the Clubs Portfolio of Hospitality Employers
Mutual, Club Employers Mutual, and have been extracted from the most recent management accounts of the associate. Under the Amended
Shareholders Agreement, ClubsNSW Insurance Holdings Pty Limited (CIH) are entitled to 30% of profits from the Clubs Portfolio of Hospitality
Employers Mutual.
CIH holds the 25% equity share in Hospitality Employers Mutual. The share of equity accounted investee’s profit recognised is based on CIH’s
30% economic interest in the profits of the Clubs Portfolio of Hospitality Employers Mutual.
Movement in carrying amount of investment in equity accounted investee
2015 2014
$ $
Carrying amount at the beginning of the financial year 5,764,118 5,075,000
Share of profit after income tax 536,247 805,000
Distributions received (732,000) (115,882)
Carrying amount at the end of the year 5,568,365 5,764,118
Hospitality Employers Mutual underwrites workers’ compensation insurance for the NSW hospitality industry. Effective 30 June, 2012, the
specialised insurer licence issued by WorkCover NSW was extended to include Clubs risks, incorporating employers who are members of
ClubsNSW. Employers Mutual Limited owns 50% of Hospitality Employers Mutual Limited, with Australian Hotels Association (NSW)
Holdings Pty Ltd owning the remaining 25%.
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
12. INVESTMENT IN JOINT VENTURES ENTITITES
CLUB PLUS FINANCIAL PLANNING PTY LIMITED 1 1 – –
50% ownership interest (2014: 50%)
AUSTRALASIAN HOSPITALITY & GAMING EXPO PTY LTD 2 2 – –
33% ownership interest (2014: 33%) 0 0 0 0
2 ordinary shares (2014: 2 ordinary shares) 2 2 - -
3 3 – –
Club Plus Financial Planning Pty Ltd was established as a joint venture with the Liquor Hospitality and Miscellaneous Union (NSW Branch), with a
principal purpose of providing financial planning services to Club Plus members. Subsidiary entity, Registered Clubs Association Holdings Pty Ltd
was allocated 50% of the issued capital (being one ordinary share) for the amount of $1.
The financial result of the company for the year ended 30 June 2015 was $nil (2014: $nil), and there was no financial impact on the
consolidated accounts or disclosures required in respect of contingencies and commitments.
Australasian Hospitality & Gaming Expo Pty Limited was established as a joint venture with the Registered Licensed Clubs Association of
Queensland, Union of Employers (ClubsQLD) and The Club Managers Association of Australia, with a principle purpose of jointly providing Trade
Expo events to members.
ClubsNSW Expo Holdings Pty Limited was allocated 33% of the issued capital (being 2 ordinary shares) for the amount of $2.
The financial result of the company for the year ended 30 June 2015 was $nil (2014: $nil), and there was no financial impact on the consolidated
accounts or disclosures required in respect of contingencies and commitments.
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
13. LOANS AND BORROWINGS
CURRENT
Loan from Employers Mutual Limited 940,272 710,856 - -
NON-CURRENT
Loan from Employers Mutual Limited 2,397,543 3,758,670 - -
The 25% equity holding in Hospitality Employers Mutual (disclosed in Note 11) was funded via a $4,800,000 secured loan from Employers Mutual
Limited, with limited recourse to the extent of the shareholding. The loan is repayable by 29 June 2021 and is repaid via redirection of dividends
from Hospitality Employers Mutual, redirected advertising fees, and redirected corporate partner fees.
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
48 49
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
Consilidated entity Association
2015 2014 2015 2014
$ $ $ $
16. NOTES TO THE STATEMENT OF CASHFLOWS
RECONCILIATION OF CASH FLOW FROM OPERATING ACTIVITIES WITH NET PROFIT FOR YEAR
Net profit 953,734 840,314 285,844 107,124
ADJUSTMENTS FOR:
Depreciation 344,232 340,429 – –
Non-cash interest expense on loan 91,406 121,772 – –
Non-cash portion of advertising revenue (413,867) (307,867) – –
Non-cash portion of corporate partner revenue (77,250) (75,000) – –
Share of profit in equity accounted investee (536,247) (805,000) – –
362,008 114,648 285,844 107,124
CHANGES IN ASSETS AND LIABILITIES
Change in employee benefits 192,394 (158,707) 192,394 (158,707)
Change in trade and other receivables (85,305) 110,727 34,089 70,044
Change in trade and other payables 1,676,504 (2,054,893) (245,830) (1,090,526)
Change in fund balances (113,811) (591,466) (113,811) (591,466)
Net cash used in operating activities 2,031,790 (2,579,691) 152,686 (1,663,531)
17. FINANCIAL INSTRUMENTS
FINANCIAL RISK MANAGEMENT
OVERVIEW
The Association and consolidated entity have exposure to the following risks from their use of financial instruments:
• credit risk
• liquidity risk
• market risk
This note presents information about the Association’s and consolidated entity’s exposure to the above risks, their objectives, policies and
processes for measuring and managing risk, and the management of capital. Further quantitative disclosures are included in this financial report.
The Board of Directors has overall responsibility for risk management and oversees how management monitors compliance with the
Association’s and consolidated entity’s policies and procedures and reviews the risks faced by the Association and consolidated entity. Policies
are established to identify and analyse the risks faced by the Association and consolidated entity, to set appropriate controls, and to monitor risks
and adherence to controls. Policies and systems are reviewed from time to time to reflect changes in market conditions and in the Association’s
and consolidated entity’s activities.
CREDIT RISK
Credit risk is the risk of financial loss to the Association and consolidated entity if a customer or counterparty to a financial instrument fails
to meet its contractual obligations, and arises principally from the Association’s and consolidated entity’s cash and cash equivalent balances
(including term deposits) and trade and other receivables.
Association and Consolidated entity
2015 2014
$ $
14. CLUB MOVEMENT DEVELOPMENT FUND
Opening Balance 5,376,410 5,967,876
INCOME
Interest received — refer Note 1(d) 186,254 228,207
Transfer of net royalties — refer to Note 15 4,512,527 4,107,748
Total income 4,698,781 4,335,955
EXPENDITURE
NSW Institute of Sport 1,000,000 1,000,000
Club movement promotion 3,812,501 3,927,359
Sundry fees and charges 91 62
Total Expenditure 4,812,592 4,927,421
Operating deficit for the year (113,811) (591,466)
Closing Balance 5,262,599 5,376,410
Current Fund Balance 347,916 453,307
Non-current Fund Balance 4,914,683 4,923,103
Closing Balance 5,262,599 5,376,410
Association
2015 2014
$ $
15. ADMINISTRATION OF KENO DEPARTMENT
Royalties – ClubKENO Holdings Pty Limited 5,289,818 4,865,417
LESS: ADMINISTRATION EXPENSES
Consulting and professional fees 443,730 443,069
Fee for Keno name and concept 264,485 243,265
Sundry expenses 3,852 4,047
Subscriptions 65,224 67,288
777,291 757,669
Balance transferred to Club Movement Development Fund (refer to Note 14) 4,512,527 4,107,748
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
50 51
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
IMPAIRMENT LOSSES
The ageing of the consolidated entity’s trade receivables at the reporting date was:
CARRYING AMOUNT
2015 2014
Gross Impairment Gross Impairment
$ $ $ $
Not past due 69,524 – 72,827 –
Past due 0–30 days 216 – 17,750 –
Past due 31–120 days (1,481) – 78,399 –
Past due 121 days to one year – – – –
More than one year 5,000 5,000 10,156 10,156
73,259 5,000 179,132 10,156
The consolidated entity’s other receivables are classified as not past due.
The movement in the allowance for impairment in respect of trade receivables during the year was as follows:
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
Balance at 1 July 10,156 25,349 10,156 25,349
Impairment written back (5,156) (15,193) (5,156) (15,193)
Balance at 30 June 5,000 10,156 5,000 10,156
The ageing of the Association’s trade receivables at the reporting date was:
CARRYING AMOUNT
2015 2014
Gross Impairment Gross Impairment
$ $ $ $
Not past due 67,824 – 72,827 –
Past due 0–30 days 151 – 17,750 –
Past due 31–120 days (86) – 78,134 –
Past due 121 days to one year – – – –
More than one year 5,000 5,000 10,156 10,156
72,889 5,000 178,867 10,156
CARRYING AMOUNT
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
Cash and cash equivalents 15,750,998 13,815,854 9,081,584 8,972,430
Trade and other receivables 1,397,664 1,312,360 1,334,239 1,334,405
17,148,662 15,128,214 10,415,823 10,306,835
17. FINANCIAL INSTRUMENTS (CONTINUED)
Cash balances and other investments
The Association and consolidated entity aim to limit their exposure
to credit risk by depositing or investing with approved financial
institutions in accordance with a Board approved investment policy
to ensure that investments are of a strong credit quality and liquidity,
and have strong credit ratings (as issued by a third party ratings agency
Standard & Poor’s).
Trade and other receivables
The Association’s and consolidated entity’s exposure to credit risk
with respect to trade and other receivables is influenced mainly by the
individual characteristics of each customer. Approximately 60.14%
(2014: 58.97%) of the consolidated entity’s revenue is attributable
to the apportionment of Keno subscriptions received. At year end
approximately 35.8% (2014: 32.9%) of the consolidated entity’s
trade and other receivables balance relates to Keno subscriptions
to be received.
The Association and consolidated entity have established an
allowance for impairment that represents their estimate of incurred
losses in respect of trade and other receivables and investments. The
main component of this allowance is a specific loss component that
relates to individually identified exposures.
LIQUIDITY RISK
Liquidity risk is the risk that the Association or consolidated entity
will not be able to meet its financial obligations as they fall due. The
Association’s and consolidated entity’s approach to managing liquidity
is to ensure, as far as possible, that it will always have sufficient
liquidity to meet its liabilities when due, under both normal and
stressed conditions, without incurring unacceptable losses or risking
damage to the consolidated entity.
Typically the Association and consolidated entity ensures that it has
sufficient cash on demand to meet short-term expected operational
expenses. Cash investments made are in accordance with the Board
approved investment policy which requires all investments to have
regard to the liquidity and cash flow needs of the Association and the
consolidated entity.
MARKET RISK
Market risk is the risk that changes in market prices, such as interest
rates will affect the Association’s or consolidated entity’s income or
the value of its holdings of financial instruments. The Association and
consolidated entity’s objective is to manage market risk exposures
within acceptable parameters, while optimising the return.
Interest rate risk
The Association’s and consolidated entity‘s exposure to interest
rate risk relates directly to funds deposited with financial institutions.
Changes in interest rates will affect the level of interest income
received by the Association and consolidated entity. The consolidated
entity actively manages its cash balances in order to minimise risk,
whilst optimising the return.
CAPITAL MANAGEMENT
The Board’s objective is to adequately secure the consolidated entity’s
capital base so as to maintain member and creditor confidence so as
to sustain continued support and development of the club movement.
The Board considers the consolidated entity’s capital base as being
total equity plus its special fund balances maintained for the benefit of
the club movement.
The Board adopts a low risk approach to capital management
and aims to maximise return on funds held without adopting higher
risk strategies.
There were no changes in the consolidated entity’s approach to
capital management during the year.
Neither the Association nor any of its subsidiaries are subject to
externally imposed capital requirements.
CREDIT RISK
Exposure to credit risk
The carrying amount of the Association’s and consolidated entity’s
financial assets represents the maximum credit risk exposure, and at
the reporting date was:
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
52 53
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
17. FINANCIAL INSTRUMENTS (CONTINUED)
LIQUIDITY RISK
Liquidity risk is the risk that the Group will encounter difficulty in meeting the obligations associated with its financial liabilities that are settled
by delivering cash or another financial asset. The following are the remaining contractual maturities at the end of the reporting period of financial
liabilities, including estimated interest payments:
Contractual Cash Flows
Less than 1 year 1–2 years 2–5 years Over 5 years TOTAL
$ $ $ $ $
2015 CONSOLIDATED
Trade and other payables 8,476,950 – – – 8,476,950
Fund balances 347,916 500,000 1,500,000 2,914,683 5,262,599
Loans and borrowings 940,272 955,257 1,442,286 – 3,337,815
9,765,138 1,455,257 2,942,286 2,914,683 17,077,364
2015 ASSOCIATION
Trade and other payables 2,885,932 – – – 2,885,932
Fund balances 347,916 500,000 1,500,000 2,914,683 5,262,599
3,233,848 500,000 1,500,000 2,914,683 8,148,531
2014 CONSOLIDATED
Trade and other payables 6,760,324 – – – 6,760,324
Fund balances 453,307 500,000 1,500,000 2,923,103 5,376,410
Loans and borrowings 694,247 695,137 2,308,861 1,265,879 4,970,315
7,907,878 1,195,137 3,808,861 4,708,132 17,107,049
2014 ASSOCIATION
Trade and other payables 2,540,578 – – – 2,540,578
Fund balances 453,307 500,000 1,500,000 2,923,103 5,376,410
2,993,885 500,000 1,500,000 2,923,103 7,916,988
The Fund balances represent obligations to the club movement and are settled at the discretion of the Board.
MARKET RISK
Interest rate risk
The Association’s and consolidated entity’s exposure to interest rate risk includes exposure to changes in interest rates on cash and cash
equivalents and on loans and borrowings.
At the end of the reporting period the interest rate profile of the Association and consolidated entity‘s interest-bearing financial instruments as
reported to the management of the consolidated entity was as follows:
Consolidated entityNominal amount
AssociationNominal amount
2015 2014 2015 2014
$ $ $ $
FIXED RATE INSTRUMENTS
Cash and cash equivalents 14,202,557 12,626,790 8,256,532 7,982,069
14,202,557 12,626,790 8,256,532 7,982,069
VARIABLE RATE INSTRUMENTS
Cash and cash equivalents 1,548,441 1,189,064 825,052 990,361
Loans and borrowings (3,337,815) (4,469,526) - -
(1,789,374) (3,280,462) 825,052 990,361
SENSITIVITY FOR FIXED RATE INSTRUMENTS
Cash and cash equivalents
A change of 100 basis points in interest rates at the reporting date would have increased/(decreased) the profit or loss and the net equity by
approximately $82,565 for the Association (2014: $79,821) and $142,026 for the consolidated entity (2014: $126,268). This analysis assumes that
all other variables remain constant. The analysis is performed on the same basis for 2014.
SENSITIVITY ANALYSIS FOR VARIABLE RATE INSTRUMENTS
Cash and cash equivalents
A change of 100 basis points in interest rates at the reporting date would have increased/(decreased) the profit or loss and the net equity by
approximately $8,251 for the Association (2014: $9,904) and $15,484 for the consolidated entity (2014: $11,891). This analysis assumes that all
other variables remain constant. The analysis is performed on the same basis for 2014.
Loans and borrowings
An increase of 100 basis points in interest rates at the reporting date would have decreased the profit or loss and the net equity by $65,981 for the
consolidated entity (2014: $174,780). An decrease of 100 basis points in interest rates at the reporting date would have increased the profit or loss
and the net equity by $61,344 for the consolidated entity (2014: $162,564). This analysis assumes that all other variables remain constant. The
analysis is performed on the same basis for 2014.
Fair values
The carrying amounts of financial assets and liabilities shown in the Statement of Financial Position approximate their fair values.
18. EVENTS SUBSEQUENT TO REPORTING DATE
There has not arisen in the interval between the end of the financial year and the date of this report an item, transaction, or event of a material
and unusual nature likely, in the opinion of the directors of the Association, to affect significantly the operations of the consolidated entity, the
results of those operations, or the state of affairs of the consolidated entity, in future financial years.
19. RELATED PARTIES
KEY MANAGEMENT PERSONNEL COMPENSATION
The key management personnel of the Association and the consolidated entity are the Board of Directors and the CEO, and Chief Accounting
Officer. Compensation paid to key management personnel is as follows:
Consolidated entity Association
2015 2014 2015 2014
$ $ $ $
Short-term employment benefits 1,125,673 1,520,037 942,463 1,340,947
Long-term employment benefits 25,511 27,634 25,511 27,634
Post-employment benefits 78,186 80,118 60,781 63,553
1,229,370 1,627,789 1,028,755 1,432,134
OTHER KEY MANAGEMENT PERSONNEL TRANSACTIONS
There were no transactions between the consolidated entity and its directors or directors of subsidiaries.
OTHER RELATED PARTIES
Wholly owned group
The Association incurs rent and motor vehicle charges from a subsidiary, Registered Clubs Association Holdings Pty Limited. This amounted to
$729,267 during the year ended 30 June 2015 (2014: $599,451).
The Association received management fee income as follows:
2015 2014
$ $
ClubsAustralia Incorporated 150,000 135,000
The Club Directors Institute Limited 120,000 135,000
ClubBIZ Trust 20,000 20,000
Clubs Australia-Industrial 40,000 25,000
330,000 315,000
All transactions are in the normal course of business and on normal terms and conditions.
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
54 55
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
19. RELATED PARTIES (CONTINUED)
Pursuant to royalty agreements, ClubKENO Holdings Pty Ltd (CKH)
paid royalties in relation to the Keno game to the Association during
the year ended 30 June 2015 of $5,289,818 (2014: $4,865,417), and the
Association through its Keno Department has provided administrative
and promotional services to CKH. An amount equal to the royalties
received net of the cost of the services provided to CKH is transferred
annually by the Association to its Club Movement Development Fund
– refer Notes 14 and 15.
ClubKENO Holdings Pty Ltd contributed $3,144,909 (2014:
$3,761,014) direct to the Association’s industry-wide
communication campaign.
Premiums in respect of directors and officers liability insurance
have been paid by the Association during the year, relating to both
the Association and its subsidiaries.
Certain subsidiaries within the consolidated entity are part of a tax
consolidated group. The head entity in the tax consolidated group
is Clubs N.S.W. Pty Limited. The members of the tax consolidated
group have entered into a tax funding agreement which sets out
funding obligations in respect of tax amounts – refer Note 1 (i). Tax
balances have been transferred through intercompany accounts at
year end pursuant to the tax funding agreement.
The inter-entity receivable and payable balances are interest free
and are at call. Refer to Notes 5 and 8 for interentity receivable and
payable balances.
During the year the Association paid $247,715 (2014: $242,393) in
membership fees to ClubsAustralia Incorporated.
TRANSACTIONS WITH EQUITY ACCOUNTED INVESTEE
The Association received advertising fee revenue from Hospitality
Employers Mutual during the year ended 30 June 2015 of $591,239
(2014: $598,744). Of this amount, $177,372 was received in cash by the
Association and $413,867 was contributed to ClubsNSW Insurance
Holdings Pty Limited to repay its loan from Employers Mutual Limited
under the Shareholders Agreement.
The Association recognised Corporate Partnership revenue from
Hospitality Employers Mutual during the year of $77,250 (2014:
$75,000). This $77,250 was contributed to ClubsNSW Insurance
Holdings Pty Limited to repay its loan from Employers Mutual
Limited under the Shareholders Agreement.
Both of the above transactions between the Association and
Hospitality Employers Mutual were conducted in the normal course
of business of the Association.
Hospitality Employers Mutual declared a dividend of $732,000
in respect of the year ended 30 June 2014. This dividend was
redirected to Employers Mutual Limited to repay the loan between
ClubsNSW Insurance Holdings Pty Ltd and EML in accordance with
the Shareholders Agreement.
2015 2014
(A) CLUBKENO HOLDINGS PTY LIMITED: $ $
REVENUE
Apportionment of Keno subscriptions 17,368,485 16,413,996
Interest 168,141 156,023
Sundry revenue - 1,454
Total revenue 17,536,626 16,571,473
EXPENDITURE
Directors' fees and associated payroll costs (210,228) (204,815)
Directors' expenses (12,000) (12,000)
Communication network fees (2,489,257) (2,359,752)
Keno promotion support (518,595) (491,615)
Duty contribution (515,000) (351,230)
Royalties – club subscriptions (5,037,995) (4,644,735)
Royalties – casino subscriptions (18,185) (16,346)
Royalties – hotel subscriptions (233,638) (204,337)
Keno sponsorship (603,500) (559,381)
Communications campaign (3,144,909) (3,761,014)
Other operating expenses (62,660) (28,657)
Additional commissions - clubs (4,690,659) (3,937,591)
Total expenditure (17,536,626) (16,571,473)
Profit /(loss) before income tax – –
Income tax benefit / (expense) – –
Net profit / (loss) for the year – –
Other comprehensive income – –
Total comprehensive income for the period – –
20. GROUP ENTITIES
Subsidiaries Country of incorporation Ownership interest
2015 2014
Clubs N.S.W. Pty Limited Australia 100 100
ClubKENO Holdings Pty Limited Australia 100 100
Registered Clubs Association Holdings Pty Limited Australia 100 100
ClubsNSW Expo Holdings Pty Limited Australia 100 100
The Club Directors Institute Limited Australia – –
ClubBIZ Holdings Pty Limited Australia 100 100
ClubsNSW Insurance Holdings Pty Limited Australia 100 100
Club Technologies Finance Pty Limited Australia 100 –
Club Technologies NSW Pty Limited Australia 100 –
Clubs N.S.W. Pty Limited is a non operating entity which holds the ownership interest in each of the other subsidiaries with the exception of the
Club Directors Institute Limited. It is also the head entity of the tax-consolidated group — refer Note 1 (i).
Club Technologies Finance Pty Limited and Club Technologies NSW Pty Limited were established on February 2015 and there was no financial
activity during the year ended 30 June 2015.
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
56 57
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
(D) CLUBBIZ HOLDINGS PTY LIMITED:
This subsidiary acts as Trustee for the ClubBIZ Trust. The ClubBIZ Trust was established for the purpose of benefiting the general community in
NSW by providing financial assistance to registered clubs within NSW that are in financial need or hardship. The ClubBIZ Trust is not part of the
consolidated entity as it is not controlled by the Association.
2015 2014
(D) CLUBBIZ HOLDINGS PTY LIMITED: $ $
REVENUE – –
EXPENDITURE – –
Profit / (loss) before income tax – –
Income tax (expense) – –
Net profit / (loss) for the year – –
Other comprehensive income – –
Total comprehensive income for the period – –
RIGHT OF INDEMNITY
ClubBIZ Holdings Pty Ltd acts solely as trustee of the ClubBIZ Trust and, in that capacity, liabilities have been incurred on behalf of the Trust.
Such liabilities are only recognised in the financial report of ClubBIZ Holdings Pty Ltd when it is probable that the company will have to meet
these liabilities and, a right of indemnity from the Trust’s assets is also recognised, measured at the fair value of the Trust’s assets.
The book value of the assets of the ClubBIZ Trust, based on the Trust’s accounting policies and as reflected in the Trust’s Statement of Financial
Position as at 30 June 2015, exceeds the liabilities of the Trust as at 30 June 2015 (refer below).
The directors of ClubBIZ Holdings Pty Ltd believe that the assets of the Trust are both in a form appropriate and sufficient to meet the trustee’s
right of indemnity from the Trust for liabilities incurred on behalf of the Trust as and when they fall due. In making this assessment, directors
had regard to the market value of the underlying assets of the Trust. However, the Trust’s assets supporting the right of indemnity are not directly
available to meet any liabilities incurred by ClubBIZ Holdings Pty Ltd in its own right.
CLUBBIZ TRUST The Statements of Profit or Loss and Other Comprehensive Income for the period ended 30 June 2015 and the Statement of Financial Position
as at 30 June 2015 of the ClubBIZ Trust, which is not part of the consolidated entity, are summarised as follows:
STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME:
2015 2014
CLUBBIZ TRUST $ $
REVENUE
Interest income 69,673 79,175
Total revenue 69,673 79,175
EXPENDITURE
Professional services 85,432 32,130
Insurance 7,500 7,500
ClubBIZ Distributions from Income 2,217 48,690
General expenses 639 778
Total expenditure 95,788 89,098
Loss before income tax (26,115) (9,923)
Income tax benefit 12,144 4,614
Net loss for the year (13,971) (5,309)
Other comprehensive income – –
Total comprehensive income for the period (13,971) (5,309)
20. GROUP ENTITIES (CONTINUED)
2015 2014
(B) REGISTERED CLUBS ASSOCIATION HOLDINGS PTY LIMITED: $ $
REVENUE
Rental income 729,267 599,451
Total revenue 729,267 599,451
EXPENDITURE
Office occupancy 177,052 173,392
Building maintenance 13,744 16,784
Administration 31,664 14,493
Depreciation 344,232 340,429
Total Expenses 566,693 545,098
Profit / (loss) before income tax 162,574 54,353
Income tax (expense) (48,772) (16,306)
Net profit for the year 113,802 38,047
Other comprehensive income - -
Total comprehensive income for the period 113,802 38,047
(C) THE CLUB DIRECTORS’ INSTITUTE LIMITED:
REVENUE
Membership subscriptions 389,170 391,416
Sale of goods 20,452 24,555
Sundry revenue 1,130 –
Total revenue 410,752 415,971
EXPENDITURE
Printing and stationery 14,514 23,393
Postage and distribution 20,352 12,644
Professional services 186,092 188,455
Travel and accommodation 5,647 20,366
Conference venues 40,277 89,543
Subscriptions 65,000 65,000
Other 483 3,859
Total expenditure 332,365 403,260
Profit before income tax 78,386 12,711
Income tax benefit / (expense) – –
Net profit for the year 78,386 12,711
Other comprehensive income – –
Total comprehensive income for the period 78,386 12,711
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
58 59
FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES
20. GROUP ENTITIES (CONTINUED)
(D) CLUBBIZ HOLDINGS PTY LIMITED:
CLUBBIZ TRUST STATEMENTS OF FINANCIAL POSITION
2015 2014
$ $
CURRENT ASSETS
Cash and cash equivalents 2,112,890 2,134,605
Receivables 15,335 17,295
Total current assets 2,128,225 2,151,900
NON CURRENT ASSETS
Deferred Income Tax Benefit 19,882 7,738
Total Non Current assets 19,882 7,738
TOTAL ASSETS 2,148,107 2,159,638
CURRENT LIABILITIES
Trade and other payables 11,857 9,417
Total current liabilities 11,857 9,417
NON CURRENT LIABILITIES
Deferred Tax Liability – –
Total Non Current liabilities – –
TOTAL LIABILITIES 11,857 9,417
NET ASSETS 2,136,250 2,150,221
ACCUMULATED FUNDS
Settled fund 10 10
Undistributed funds 2,136,240 2,150,211
TOTAL ACCUMULATED FUNDS 2,136,250 2,150,221
2015 2014
(E) CLUBSNSW INSURANCE HOLDINGS PTY LIMITED:$ $
REVENUE 732,000 115,881
EXPENDITURE 101,113 138,643
Profit before income tax 630,887 (22,762)
Income tax benefit 6,198 (4,355)
Net profit for the year 624,689 (27,117)
Other comprehensive income – –
Total comprehensive loss for the period 624,689 (27,117)
(F) CLUBSNSW EXPO HOLDINGS PTY LIMITED:
EXPENDITURE (3,000) –
Profit before income tax (3,000) –
Income tax benefit 900 –
Net profit for the year (2,100) –
Other comprehensive income – –
Total comprehensive loss for the period (2,100) -
NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)
60 61
REPORT ON THE FINANCIAL REPORT
We have audited the accompanying financial report of The
Registered Clubs Association of New South Wales (“the Association”)
and its controlled entities (“the Consolidated Entity”), which
comprises the statements of financial position as at 30 June, 2015,
and statements of profit or loss and other comprehensive income,
statements of changes in equity and statements of cash flows for
the year ended on that date, notes 1 to 20 comprising a summary
of significant accounting policies and other explanatory information
and the directors’ declaration of consolidated entity comprising the
Association and the entities it controlled at the year’s end or from time
to time during the financial year.
DIRECTORS’ RESPONSIBILITY FOR THE FINANCIAL REPORT
The directors of the Association are responsible for the preparation
of the financial report that gives a true and fair view in accordance
with Australian Accounting Standards and under Section 510 of the
Industrial Relations Act 1991 and for such internal control as the
directors determine is necessary to enable the preparation of the
financial report that is free from material misstatement whether due to
fraud or error.
AUDITOR’S RESPONSIBILITY
Our responsibility is to express an opinion on the financial report
based on our audit. We conducted our audit in accordance with
Australian Auditing Standards. These Auditing Standards require
that we comply with relevant ethical requirements relating to audit
engagements and plan and perform the audit to obtain reasonable
assurance whether the financial report is free from material
misstatement.
An audit involves performing procedures to obtain audit evidence
about the amounts and disclosures in the financial report. The
procedures selected depend on the auditor’s judgement, including
the assessment of the risks of material misstatement of the
financial report, whether due to fraud or error. In making those risk
assessments, the auditor considers internal control relevant to the
entity’s preparation of the financial report that gives a true and fair
view in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on
the effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by the directors, as well
as evaluating the overall presentation of the financial report.
We performed the procedures to assess whether in all material
respects the financial report presents fairly, in accordance with
Australian Accounting Standards, a true and fair view which is
consistent with our understanding of the Association’s and the
Consolidated Entity’s financial position and of their performance.
We believe that the audit evidence we have obtained is sufficient
and appropriate to provide a basis for our audit opinion.
INDEPENDENCE
In conducting our audit, we have complied with the
independence requirements of the Accounting Professional
and Ethical Standards Board.
AUDITOR’S OPINION
In our opinion, satisfactory accounting records were kept by the
Association and its controlled entities during the year including:
A. Records of the sources and nature of income, including
income from members; and,
B. Records of the nature and purpose of expenditure.
In our opinion, the financial report of the Association and the
Consolidated Entity, prepared in according with Section 510 of the
Industrial Relations Act 1991, was properly drawn up so as to give a
true and fair view of:
C. The financial affairs of the Association and the Consolidated
Entity as at 30 June, 2015; and,
D. The results and cash flows of the Association and Consolidated
Entity for the year then ended.
All information and explanations which were required for the
purpose of our audit were provided.
KPMG
STEPHEN MAYPARTNER
Sydney
17 August, 2015
INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE REGISTERED CLUBS ASSOCIATION OF NEW SOUTH WALES
62 63
STATE COUNCILLORS
1
2
4
6
8
10
12
3
5
7
9
11
13
1. NEWCASTLE AND HUNTER VALLEY Jon Chin
2. FAR NORTH COAST Carl Guy
3. NEW ENGLAND TABLELANDS AND NORTH WEST Patrick Crick
4. CENTRAL WEST Mathew Dover
5. RIVERINA AND SOUTH WEST Andrew Bell
6. SOUTHERN TABLELANDS AND FAR SOUTH COAST Toni Mitchell
7. ILLAWARRA AND SHOALHAVEN Matt O’Hara
8. SOUTHERN METROPOLITAN Michael Free
9. WESTERN METROPOLITAN Bryn Miller
10. EASTERN METROPOLITAN AND SYDNEY CBD Ken Murray
11. NORTHERN METROPOLITAN Bruce Chisnall
12. NORTH WESTERN METROPOLITAN Jim Buckley
13. CENTRAL COAST Len Sargant
1
2
3 4
5
67
13
9
8
12
1110
64 65
Region 1 • Newcastle and Hunter ValleyState Councillor: Jon Chin
—Aberdeen RSL Citizens Club
Aberdeen Sport and Recreation Club
Abermain Bowling & Recreation Club
Adamstown Bowling Club
Alder Park Bowling Club Co-Operative
Bar Beach Bowling & Sporting Club
Bellbird Workers’ Club
Belmont 16 Foot Sailing Club
Belmont Bowling Club
Belmont Golf Club
Belmont Sportsmans Club Co-Op
Belmont-Macquarie Bowling Club
Beresfield Bowling Club
Boolaroo Bowling & Recreation
Co-Operative Society
Branxton Golf Club Co-Op
Budgewoi Soccer Club
Burwood Colliery Bowling Club Co-Op
(In Liquidation)
Cardiff Bowling Club Co-Op
Cardiff RSL Club
Central Charlestown Leagues Club
Cessnock Ex-Services Club
Cessnock Golf Club T/as Stonebridge Golf Club
Cessnock Leagues Club
Charlestown Bowling Club
Charlestown Golf Club
Clarence Town Bowling, Sport and
Recreation Club
Club Macquarie Co-Operative
Croatian Wickham Sports Club
Denman Co-Operative Bowling Club
Denman RSL Sub-Branch Club
Dora Creek & Dist Workers Co-operative Club
Dungog District Golf Club
Dungog Memorial Bowls, Sport &
Recreation Club
Dungog Memorial RSL Club
East Cessnock Bowling Club
East Maitland Bowling Club
Easts Leisure & Golf
Edgeworth Bowling Club Co-Op
Fingal Bay Bowls Sports & Recreation Club
Gallipoli Legion Club Newcastle
Gresford Bowls, Sports & Recreation Club
Greta Workers Sports & Recreation Club
Hamilton North Bowling Club
Hawks Nest Golf Club
Heaton Birmingham Gardens Bowling Club
Hexham Bowling Club Co-Op
Kahibah Bowling Club Co-Op
Karuah & District RSL Club
Kotara Bowling and Recreation Club Co-Op
Kurri Golf Club
Kurri Kurri Bowling Club
Kurri Workers Club
Lake Macquarie Yacht Club
Lambton Bowling Club Co-Op
Lemon Tree Passage Bowling Club Co-Op
Lorn Park Bowls Sports & Recreation Club
Lowlands Bowling Club
Maitland City Bowls, Sports & Recreation Club
Maitland District Leagues Club
Maitland Park Bowling & Sporting Complex
Marks Point Bowling Club
Mayfield Bowling Club Co-Op
Mayfield Ex Services Club
Mayfield West Bowling Club
Merewether Bowling Club
Merewether Golf Club
Merriwa RSL Club
Merriwa Sports Club
Miller Park Sports & Recreation Club
Morisset Country Club
Muree Golf Club
Murrurundi Bowling Club
Muswellbrook & District Workers Club
Muswellbrook Golf Club
Muswellbrook RSL Club
Nelson Bay Bowling & Recreation Club
Nelson Bay Diggers
Nelson Bay Golf Club
Newcastle & Port Stephens Game Fish Club
Newcastle Club
Newcastle Cruising Yacht Club
Newcastle District Tennis Club
Newcastle Golf Club
Newcastle Leagues Club
Newcastle Panthers
Newcastle RSL S/B Club (City Of)
Paxton Bowling Club
Pelican Flat RSL Sub-Branch Club
Rathmines Memorial Bowling Club Co-Op
Raymond Terrace Bowling Club
Redhead Bowling Club Co-Op
Royal Motor Yacht Club Toronto
Scone Bowling Club
Scone RSL Club
Shortland Waters Golf Club
Singleton Bowling Club Co-Op
Singleton Golf Club Co-Op
Singleton Returned Servicemen's Club
Singleton Returned Servicemen's Club
(Alroy Park)
Singleton Rugby Club
Soldiers Point Bowling Club
MEMBER CLUBSParent Club Amalgamated
ClubAdditional Premises
South Newcastle Rugby League Club
Stockton Bowling Club Co-Op
Stockton RSL & Citizens Club
Stroud & Dist Country Club
Summerland Sporties
Swansea RSL Club
Swansea Workers Co-Op Club
Tanilba Bay Golf Club
Tea Gardens Country Club
Telarah Bowling Club
Teralba Bowling Club Co-Op
Tilligerry RSL Sports Club
Toronto Country Club
Toronto Diggers
Toronto Workers Club
Valentine Bowling Club Co-Op
Wallsend Bears Bowling Club Co-Op
Wallsend Diggers
Wangi Bowling Club Co-op
Wangi District Workers Club
Wangi Wangi RSL S/B Club
Waratah Golf Club
Warners Bay Sports Club
Water Board Bowling Club
West Wallsend Workers Club
Western Suburbs (N’cle) Leagues Club
Weston District Workers Club
Wests Bowling Club
Wests Cardiff
Wests Mayfield
Windale-Gateshead Bowling Club
Region 2 • Far North CoastState Councillor: Carl Guy
—Alstonville Plateau Bowls & Sports Club
Ballina Bowling & Recreation Club
Ballina Golf and Sports Club
Ballina RSL Bowling Club
Ballina RSL Club
Bellingen RSL Country Club T/as Bellingen
Golf Club
Black Head Bowling Club
Bonalbo Bowling & Recreation Club
Bowraville & District Ex-Services Club
Bowraville Recreation Club Co-Op
Broadwater Bowling Club
Brooms Head Bowling & Recreation Club
Brunswick Heads Bowling Club
Bulahdelah Bowling Club
Burringbar District Sports Club
Byron Bay Bowling & Recreational Club
Byron Bay Golf Club
Byron Bay Services Club
Cabarita Beach Bowls and Sports Club
Casino Golf Club
Casino RSM Club
CEX Urunga
CEX Woolgoolga
Club Banora
Club Forster
Club Goonellabah
Club Harrington
Club Old Bar
Club Taree
Coffs Ex-Services Memorial & Sporting Club
Coffs Harbour Catholic Recreation &
Sporting Club (Administrators Appointed)
Coffs Harbour Deep Sea Fishing Club
(Administrator Appointed)
Coffs Harbour Golf Club
Coffs Harbour Leagues Club
Coffs Harbour Surf Life Saving Club
Comboyne Ex-Servicemens & Citizen’s Club
Condong Bowling Club
Coolangatta & Tweed Heads Golf Club
Coraki & District Memorial Bowling Club
Coraki Golf Club
Crescent Head Country Club
Cudgen Headland Surf Life Saving Club
Cudgen Leagues Club
Dunoon & District Sports & Recreation Club
East Lismore Bowling Club
Evans Head Bowling Club
Forster Bowling Club
Forster Tuncurry Golf Club
Frederickton Golf Club
Gloucester Bowling & Recreation Club
Gloucester Country Club
Gloucester Soldiers Club
Grafton District Golf Club
Grafton District Services Club
Great Lakes Country Club
Hat Head Bowling & Recreation Club
Hibbard Sports Club
Iluka Bowls Club
Iluka Golf Club
Italo Australian Sports & Recreation Club
Kempsey Golf Club
Kempsey Heights Grand United Bowling
and Recreation Club
Kempsey Macleay RSL Club
Kempsey-Macleay RSL Bowling Club
Kendall Services & Citizens Club
Kew Country Club
Kingscliff Beach Club
Kyogle Bowling Club
Kyogle Golf Club
Lake Cathie Bowling & Recreation Club
Lansdowne Bowling & Recreation Club
Laurieton United Services Club
Lennox Head Community Sports &
Recreation Club
Lismore City Bowling & Recreation Club
Lismore Heights Sports, Recreation &
Community Club
Lismore Workers Club
Lismore Workers Golf Club
Lismore Workers Sports Club
Macksville Country Club
Macksville Ex-Services Club
Maclean & District Bowling Club Co-Op
Maclean Golf Club
Maclean Services Club
Manning Point Bowling Club
Mullumbimby Bowling Club
Mullumbimby Ex-Services Club
Mullumbimby Golf Club
Mullumbimby Rugby League Football Club
Murwillumbah Golf Club
Murwillumbah Leagues Club
Murwillumbah Services Memorial Club
Nambucca Heads Bowl & Recreation Club
Nambucca Heads Island Golf Club
Nambucca Heads RSL Club
Nambucca Leagues & Sports Club
North Beach Recreation & Bowling Club
North Haven Bowling & Recreation Club
Ocean Shores Country Club
Pacific Palms Bowling Club
Pacific Palms Recreation Club
Park Beach Bowling Club
Port City Bowling Club
Port Macquarie Golf Club
Port Macquarie Panthers
Pottsville Beach Sports
Red Rock Bowling & Recreation Club
Sawtell Bowling & Recreation Club
Sawtell Golf Club
Sawtell RSL Club
Scotts Head Bowling and Recreation Club
T/as Club Scotts
Seagulls Club
Smithtown RSL Memorial Bowling Club
South Grafton Bowling Sports and Recreation
Club
South Grafton District Ex-Servicemens Club
South Lismore Bowling Club
South Tweed Sports
South West Rocks Country Club
Sporties Tuncurry
Stuarts Point Workers Recreation & Bowls Club
Taree Aquatic Club
Taree Leagues Sports Club
Taree Railway Institute Bowling Club
Taree West Bowling Club
Telegraph Point Sports & Recreation Club
Tuncurry Beach Bowling Club
Tweed Heads Bowls Club
Twin Towns Juniors Club
Twin Towns Services Club
Ulong & District Ex-Servicemen &
Womens Club
Urbenville & District Bowling Club
Urunga Bowling Club
Wauchope Country Club (The)
Wauchope RSL Club
Westport Club
Wingham Bowling Club
Wingham Golf Club
Wingham Services Club
Woodburn Bowling Club
Woodburn Evans Head Golf Club
Woodburn Evans Head RSL Club
Woolgoolga Diggers
Club
66 67
Woolgoolga Diggers Golf Club
Wooli Bowling & Recreation Club
Yamba Bowling & Recreation Club
Yamba Golf & Country Club
Region 3 • New England Tablelands and North WestState Councillor: Patrick Crick
—Armidale City Bowling Club
Armidale Ex-Services Memorial Club
Armidale Golf Club
Ashford Memorial Bowling Club
Barraba Bowling Club
Barraba RSL & Recreation Club
Bellata Golf Club
Bingara Returned Servicemens Club
Bingara Sporting Club
Boggabilla Town & Country Club
Boggabri RSL Memorial Club
Bundarra Sports & Recreation Club
Burren Junction RSL & Sports Club
Collarenebri Club
Croppa Creek Bowling Club
Glen Innes & District Services Club
Glen Innes Bowling Club
Glen Innes Golf Club
Grawin Opal Miners Sports & Recreation Club
Gunnedah Golf Club
Gunnedah Rugby Club
Gunnedah Services & Bowling Club
Guyra Bowling & Recreation Club
Inverell East Bowling Club
Inverell Golf Club
Inverell RSM Club
Kootingal & District Bowling Club
Lightning Ridge District Bowling Club
Manilla Bowling Club
Manilla RSL & Ex-Servicemans Club
Moree & District Services Club
Moree Golf Club
Narrabri Bowling Club
Narrabri Golf Club
Narrabri RSL Memorial & Citizens Club
New England Club (The)
North Tamworth Bowling Club
Quirindi Bowling Club
Quirindi RSL Golf Club
Quirindi RSL S/B Club
South Tamworth Bowling Club
Tamworth City Bowling Club
Tamworth Golf Club
Tamworth Services Club
Tamworth Tennis Club
Tenterfield Bowling Club
Tenterfield Golf Club
Tingha Sports & Recreation Club
Town & Country Club
Upper Horton Sports Club
Uralla Bowling & Recreation Club
Uralla Golf Club
Walcha Bowling & Recreation Club
Walcha Ex Services Memorial Club
Walgett District Sporting Club
Walgett RSL Memorial Club
Warialda Golf & Bowling Club
Wee Waa & District Bowling Club
Wee Waa Golf Club
Werris Creek Bowling & Tennis Club
Werris Creek Golf Club
West Tamworth League Club
Wests’ Diggers
Region 4 • Central WestState Councillor: Mathew Dover
—Baradine Bowling & Sporting Club
Bathurst City Bowling Club
Bathurst Golf Club
Bathurst Panthers
Bathurst RSL Club
Binnaway District Golf Club
Blackheath Golf Club
Bourke Bowling Club
Brewarrina S/B RSL Club
Canowindra Golf Club
Canowindra Services & Citizens Club
Carinda Golf Club
Cassilis Bowling Club
Club Mudgee
Cobar Bowling & Golf Club
Cobar Memorial Services & Bowling Club
(Deed of Company Arrangement)
Condobolin RSL Club
Condobolin Sports Club
Coolah Sporting Club
Coonabarabran Bowling Club Co-Op
Coonabarabran Golf Club Co-Op
Coonamble Bowling Club
Coonamble District RSL Club
Coonamble Golf Club
Cowra Bowling & Recreation Club
Cowra Golf Club
Cowra Services Club
Cudal Bowling Club
Cumnock Bowling Club
Dubbo City Bowling Club
Dubbo Golf Club
Dubbo Railway Bowling Club
Dubbo RSL Memorial Club
Dunedoo Bowling Club
Dunedoo Sports Club
Eugowra Community Bowls and
Recreation Club
Forbes Services Memorial Club
Forbes Sports & Recreation Club
Geurie Bowling Club
Gilgandra Bowling Club Co-Op
Gilgandra Services Club Co-Op
Gooloogong Country Club
Grenfell Bowling Club
Gulgong Bowling & Sporting Club
Gulgong RSL Club
Hazelbrook Bowling & Sporting Club Co-Op
Henbury Sport and Recreation Club
Kandos Returned Services Community Club
Katoomba RSL
Lawson Bowling Club
Leura Golf Club
Lithgow & District Workmens Club
Lithgow City Bowling Club
Lithgow Golf Club
Macquarie Club (Dubbo)
Majellan Bowling Club
Manildra Bowling Club
Manildra Golf Club
Mendooran Bowling Club
Mendooran-Merrygoen Memorial Club
Millthorpe Bowling Club
Molong Bowling Club
Molong RSL Club
Mudgee Bowling Club
Mudgee Golf Club (The)
Narromine Bowling Club
Narromine Golf Club
Narromine United Services Memorial Club
Nyngan Bowling Club
Nyngan Golf Club
Nyngan RSL & Civic Club
Oberon RSL Club
Oberon Rugby League Football Club
Orange City Bowling Club
Orange Ex-Services Club
Orange Ex-Services Country Club
Orange Golf Club T/as Duntryleague
Orange Waratah Sports Club
Parkes Bowling and Sports Club
Parkes Golf Club Co-Op
Parkes Service & Citizens Club Co-op
Peak Hill Bowling Club Co-Op
Peak Hill Ex-Services & Citizens Club
Portland Bowling Club Co-Op
Portland RSL Sport and Recreation Club
Rylstone Club (The)
Springwood Bowling & Recreation Club
(Subject to DoCA)
Springwood Country Club
Tottenham Bowling Club
Tottenham Golf Club
Trangie Bowling Club
Trangie United Services Memorial Club
Trundle Services & Citizens Club
Trundle Services Golf Club
Tullamore Bowling & Citizens Club
Wallerawang Bowling Club
Warren & District United Services Club
Warren Golf Club
Wellington Bowling Club
Wellington Golf Club
Wellington Soldiers Memorial Club
Wentworth Falls Bowling Club
Wentworth Falls Country Club
Wentworth Golf Club
West Dubbo Bowling Club T/as Club Dubbo
Woodstock Bowling, Sport & Recreation Club
Wyangala Country Club
Yeoval Bowling Club
Region 5 • Riverina and South WestState Councillor: Andrew Bell
—Adelong Services Citizens & Bowling Club
Albury Club
Albury Sailors Soldiers & Airmens Club Pty
Ardlethan Bowling & Recreation Club
Ariah Park Bowling & Recreation Club
Balranald District Ex Servicemens
Memorial Club
Barellan & District War Memorial Club
Barham Golf & Country Club
Barooga Sports Club
Barrier Social Democratic Club
Batlow RSL Bowling Club
Batlow RSL Club
Berrigan Golf & Bowling Club
Binalong Golf Club
Boorowa Ex-Services & Citizens Club
Broken Hill Golf & Country Club
Broken Hill Musicians Club (Subject to DOCA)
Broken Hill Sturt Club
CluBarham
Cobram-Barooga Golf Club
Coleambally Community Club
Commercial Club (Albury)
Commercial Golf Resort
Coomealla Golf Club
Coomealla Memorial Sporting Club
Cootamundra Ex-Servicemen’s & Citizen’s
Memorial Club
Coro Club (The)
Corowa Golf Club
Corowa RSL Club
Culcairn Bowling & Recreation Club
Darlington Point Club
Deniliquin Bowling Club
Deniliquin Club
Deniliquin Golf Club
Deniliquin RSL Club
Euston Bowling & Recreation Club
Exies Sports Club
Finley Bowling Club
Finley Golf Club
Finley Returned Soldiers Club
Ganmain & District Sports Club
Goolgowi Exservicemens Memorial Club
Griffith Ex-Servicemens Club
Griffith Golf Club
Griffith Leagues Club (Northside)
Griffith Leagues Club
Gundagai District Services Club
Harden Country Club
Harden District Bowling Club
Hay Services Club
Henty Community Club
Hillston Ex-Servicemen & Citizens Club
Holbrook Returned Servicemen’s Club
Howlong Country Golf Club
Humula Citizens Sports Club
Jerilderie Sports Club
Junee Bowling Club
Junee Ex-Services Memorial Club
Khancoban Country Club
Lake Cargelligo Bowling Club
Leeton and District Bowling Club
Leeton Soldiers Club
Lockhart Ex-Servicemens Club
Mathoura District & Servicemen’s Bowling Club
Moama Bowling Club
Moama RSL Club
Moama Sports Club
Moulamein Bowling Club
Mulwala & District Services Club
Mulwala Water Ski Club
Murray Downs Golf & Country Club
Narrandera Ex-Servicemens Club
Narrandera Golf Club
North Albury Sports Club
Oaklands RSL Bowling Club
Rand Bowling Club
Rich River Golf Club Resort
Riverine Club (The)
Rosewood Golf Club
Silver City Workingmens Club
Stockinbingal Bowling Club Co-Op
Talbingo Country Club
Tarcutta RSL & Citizens Club
Temora Bowling & Recreation Club
Temora Ex-Services Memorial Club
Temora Golf Club
The Rock Memorial Bowling Club
The Rules Club - Wagga Wagga
Thurgoona Country Club Resort
Tocumwal Bowls Club
Tocumwal Golf Club
Tooleybuc Sporting Club
Tumbarumba Bowling Club
Tumbarumba Golf Club
Tumut Bowling and Recreation Club
T/as Club Tumut
Tumut District RSL Club
Tumut Golf Club
Ungarie District Bowling Club Co-Op
Urana Bowling Club
Wagga RSL Club
Wagga Wagga Boat Club
Wagga Wagga Commercial Club
Wagga Wagga Country Club
Wakool District Services and Memorial
Sports Club
Walla Walla Bowling & Recreation Club
Weethalle Country Club
Wentworth Services Sporting Club
West Wyalong Bowling & Recreation Club
West Wyalong S & C Sports Club
West Wyalong Services & Citizens Club
Whitton Bowling & Rec Club
Wilcannia Golf Club
Yanco All Servicemen’s Club
Yarrawonga Mulwala Golf Club Resort
Yenda Diggers Club
Yerong Creek Bowling Club
Yoogali Club
Young Bowling Club
Young Golf Club
Young Services Club Co-op
Region 6 • Southern Tablelands and Far South CoastState Councillor: Toni Mitchell
—Antill Park Country Golf Club
Bargo Sports Club
Batemans Bay Soldiers Club
Bega Country Club
Bega RSL Club
Bermagui Country Club
Bodalla Bowling & Recreation Club
Bombala RSL Club
Bowral Golf Club
Braidwood Servicemens Club
Canberra Highlands Society & Burns Club
Canberra Labor Club
Canberra Southern Cross Club
Canberra Tradesmen’s Union Club
Candelo Kameruka Bowling Club
Catalina Country Club
City Labor Club
Club Bowral
Club Dalmeny
Club Narooma
Coolamatong Snowy Mountains Country Club
Cooma Ex-Services Club
Crookwell Golf Club
Crookwell Services Club
Delegate Country Club
Eden Fishermen’s Recreation Club
Eden Gardens Country Club
Ginninderra Labor Club
Goulburn Club
Goulburn Golf Club
Goulburn Railway Bowling Club
Goulburn Soldiers Club
Goulburn Workers’ Club
Hellenic Club of Canberra
Highlands Golf Club
Jindabyne Bowling & Sports Club
Lake Conjola Bowling and Recreation Club
Malua Bay Bowling & Recreation Club
Merimbula RSL Club
Merimbula-Imlay Bowling Club
Milton Ulladulla Bowling Club
Milton-Ulladulla Ex-Servos Club
Mittagong RSL Club
Mollymook Beach Bowling & Recreation Club
Mollymook Golf Club (Beachside)
Mollymook Golf Club (Hill Top)
68 69
Moruya Bowling & Recreation Club
Moruya Golf Club
Moss Vale Golf Club
Moss Vale Services Club
Narooma Golf Club
Nimmitabel Country Club
Oakdale Workers Sporting & Recreation Club
Pambula Merimbula Golf Club
Picton Bowling Club
Queanbeyan Australian Football Club
Queanbeyan Bowling Club
Queanbeyan Golf Club
Queanbeyan Kangaroo RLF Club
Queanbeyan Leagues Club
Queanbeyan RSL Memorial Bowling Club
Robertson Bowling Club
Taralga Sports Club
Tathra Beach Bowling Club
Tathra Beach Country Club
The Bundanoon Club
Tomakin Sports & Social Club
Tuggeranong Valley Rugby Union & Sports Club
Tura Beach Country Club
Tuross Head Country Club
Weston Creek Labor Club
Yass Bowling Club
Yass Golf Club Inc
Yass Soldiers Club
Yowani Country Club
Region 7 • Illawarra and ShoalhavenState Councillor: Matt O’Hara
—AGA Club Germania
Albion Park Bowling & Recreation Club
Albion Park RSL Memorial Club
Balgownie Collegians
Bellambi Bowling Recreation & Sport Club
Berkeley Sports Club
Berry Sports & Social Club
Bomaderry Bowling Club
Bomaderry RSL Club
Bulli Workers Club
City Diggers Wollongong
Club Jervis Bay
Coledale RSL S/B Club
Collegians Rugby League Football Club
Corrimal Bowling Club
Corrimal Leagues Club
(Administrators Appointed)
Corrimal RSL Memorial Club
Culburra Bowling & Recreation Club
Currarong Bowling & Recreation Club
Dapto Bowling Club
Dapto Citizens Bowling Club
Dapto Leagues Club
Fairy Meadow Bowling & Rec Club
Figtree RSL Bowling Club
Gerringong Bowling & Rec Club
Gerroa Boat Fishermans Club
Greenwell Point Bowling & Sports Club
Huskisson Bowling Club T/as Club Husky
Illawarra Leagues Club
Illawarra Master Builders Club
Illawarra Steelers
Illawarra Yacht Club
Kemblawarra Portuguese Sports & Social Club
Kiama Bowling & Recreation Club
Kiama Golf Club
Kiama Leagues Club
Nowra Bowling & Recreation Club
Nowra Golf & Recreation Club
Oak Flats Bowling & Recreation Club
Orb Bowling & Rec Club
Port Kembla Golf Club
Port Kembla Leagues Club
Russell Vale Golf & Social Club
Shoalhaven Ex Servicemens Club
Shoalhaven Ex Servicemens Sports Club
Shoalhaven Heads Bowling & Rec Club
Shoalhaven Heads Golf Club
St George’s Basin Country Club
Sussex Inlet Bowling Club
Sussex Inlet Golf Club
Sussex Inlet RSL Club
The Fraternity Bowling & Recreation Club
The Grange Golf Club
The Shellharbour Club
Thirroul Bowling Leagues & Recreation Club
Towradgi Park Bowls & Recreation Club
Vincentia Golf Club
Warilla Bowls & Recreation Club
Warilla Sports Club
Western Suburbs Leagues Club Illawarra
Windang Bowls Club
Wiseman Park Wollongong City Bowling Club
Wollongong Golf Club
Wollongong Hellenic Club
Wollongong Tennis Club (City Of)
Woonona Bowling & Rec Club
Woonona Bulli RSL Memorial Club
Region 8 • Southern MetropolitanState Councillor: Michael Free
—Arncliffe RSL & Community Club
Arncliffe Scots Sports & Social Club
(Subject to Deed of Company Arrangement)
Beverley Park Golf Club
Bexley Golf Club
Bexley RSL Club
Brighton Le Sands RSL Club
Bundeena Bowling & Sports Club Co-Op
Bundeena RSL Memorial Club
Caringbah Bowling & Recreation Club
Club Central Hurstville
Club Central Menai
Club Cronulla
Club Engadine
Club Grandviews
Club Rivers — Riverwood Legion &
Community Club
Cronulla Golf Club
Cronulla RSL Memorial Club
Cronulla Sutherland Leagues Club
Earlwood Bardwell Park RSL Club
EBP Sports
Engadine Bowling & Rec Club
Georges River 16Ft Sailing Club Co-Op
Gymea Miranda Bowling & Sports Club
Heathcote Services & Citizens Club
Helensburgh Workers, Sports & Social Club
(Subject To Deed of Company Arrangement)
Hurstville RSL Memorial Club
Kareela Golf & Social Club
Kingsgrove RSL Club
Kogarah Golf Club
Kogarah RSL Club
Kurnell Community Sports & Rec Club
Kyeemagh RSL & Community Club
Moorefield Bowling & Sports Club Co-Op
Mortdale RSL Community Club
Oatley RSL & Community Club Co-Op
Olds Park Sports Club
Penshurst RSL Club Co-Op
Ramsgate RSL Memorial Club
Riverwood Sports & Rec Club
Rockdale Businessmen’s Club
Rockdale RSL S/B Club
Rockdale Tennis Club
Royal Motor Yacht Club Port Hacking
South Cronulla Bowling & Recreation Club
South Hurstville RSL Club
St George Leagues Club
St George Masonic Club (The)
St George Motor Boat Club
St George Rowing Club
St George Sailing Club
Sutherland Bowling & Recreation Club
T/as Club Kirrawee
Sutherland District Trade Union Club (Tradies)
Sutherland United Services Club
T/as Club on East
Sylvania Bowling Club Co-Op
The Point Bowling Club
Tradies Caringbah RSL Club
Woolooware Golf Club
Woronora River RSL & Citizens Club
Region 9 • Western MetropolitanState Councillor: Bryn Miller
—Ashfield Bowling Club
Ashfield RSL Club
Assyrian Sports & Cultural Club
Auburn RSL Club
Auburn Soccer Sports Club
Auburn Tennis and Recreation Club
Austral Bowling Club
Bankstown City Bowling & Recreation Club
Bankstown Golf Club
Bankstown RSL Community Club
Bankstown Sports Club
Bankstown Trotting Recreational Club
Bass Hill RSL Club
Baulkham Hills Sporting Club
Belfield Bowling & Recreation Club
Belfield Sub-Branch RSL Club
Belmore Bowling & Recreation Club
Belmore Returned Services &
Community Club
Birrong Bowling & Sports Club
Bonnyrigg Sports Club T/as Serbian
Centre Club
Burwood RSL Club
Cabra Vale Diggers
Cabramatta Bowling & Recreation Club
Cabramatta Golf Club
Cabramatta Rugby League Club
Camden Golf Club
Camden RSL Club
Camden Sports Club
Camden Valley Golf Resort
Campbelltown Catholic Club
Campbelltown City Bowling Club Co-Op
Campbelltown Golf Club
Campbelltown RSL Club
Campsie RSL Sub-Branch Club
Campsie South Bowling And Recreation Club
Canley Heights RSL & Sporting Club
Canterbury Bankstown Tennis & Bowls Club
Canterbury Hurlstone Park RSL Club
Canterbury League Club
Carnarvon Golf Club
Chester Hill Bowling & Rec Club
Chester Hill RSL and Bowling Club Co-Op
Club Ashfield
Club Burwood
Club Italia Mounties Group
Club Marconi
Club Merrylands Bowling & Sports
Coronation Club
Croatian Club
Croydon Park Club
Dooleys Lidcombe Catholic Club
Fairfield RSL Memorial Club (City Of)
German Austrian Society of Australia
Granville RSL S/B Club
Greyhound Social Club
Guildford Bowling & Recreation Club
(subject to DOCA)
Guildford Leagues Club
Hubertus Country Club
Hungarian (Magyar) Social Club
Hurlstone Park Bowling & Rec Co-op Club
Ingleburn Bowling & Recreation Club Co-op
Ingleburn RSL Sub-Branch Club
John Edmondson VC Memorial Club
Kemps Creek Sporting & Bowling Club
King Tomislav Croatian Club
Lakemba Services Club
Lakeside Golf Club
Lansvale United Sports Club
Lantern Club
Lidcombe Bowling Club
Liverpool Catholic Club
Liverpool Golf Club
Mekong Mounties Group
Merrylands RSL Club
Moorebank Sports Club
Mount Lewis Bowling Club Co-Op
Mounties
Mounties Bowling Club
New Brighton Golf Club
NSW Harness Racing Club
Padstow Bowling and Recreation Club
Padstow RSL Club
Panania Diggers
Polish Club
Regents Park Sporting Club
Revesby Bowling & Recreation Club
Revesby Workers’ Club
Revesby Workers Sport & Recreation Club
Rosnay Golf Club
Smithfield RSL Club
St Johns Park Bowling Club
Strathfield Golf Club
Strathfield Sports Club
The Picnic Point Bowling & Social Club
The Russian Club
Tigers Sydney Markets (Balmain
Leagues Club)
Triglav Mounties Group
Uruguayan Social & Sporting Club
Wallacia Bowling & Recreation Club
Wallacia Panthers Golf & Country Club
Warragamba Workers & Sporting Club
Waterview - Dooleys of Silverwater
Western Suburbs Australian Football Club
Western Suburbs League Club
(Campbelltown)
Wests Ashfield Leagues
Wests Sports Croydon
West’s Tennis Club
Region 10 • Eastern Metropolitan and Sydney CBDState Councillor: Ken Murray
—(The) Catholic Club
Alexandria-Erskineville Bowling Club
Australian 18 Footers League
Australian Club
Australian Golf Club (The)
Bondi Bowling Club Co-Op
Bondi Golf & Diggers Club
Bondi Icebergs Club
Bondi-Waverley Squash Club
Bonnie Doon Golf Club
Bowlers Club of NSW
Bronte Bowling Club
City of Sydney RSL & Community Club
City Tattersalls Club
Clovelly Bowling & Rec Club
Club Bondi Junction
Club Redfern
Combined Services RSL Club Co-operative
Concordia Club
Coogee Bowling Club
Coogee Diggers
Coogee Legion Ex-Service Club
Cruising Yacht Club of Australia
CTA Business Club
Cyprus Community Of NSW
Eastern Suburbs Leagues Club
Eastern Suburbs Legion Club
Eastlake Golf Club (The)
Eastlakes Sports Club
Gallipoli Memorial Club
Graphic Arts Club Mascot
Hakoah Club
Hellenic Club
Hillsdale Bowling & Rec Club
Juniors @ the Junction
Lakes Golf Club (The)
Malabar RSL S/B Club
Maroubra Seals Sports & Community Club
Maroubra Sports
Marrickville and District Hardcourt Tennis Club
Marrickville Bowling & Recreation Club
Marrickville Golf Club
Matraville RSL Sub Branch Club
New South Wales Golf Club
North Bondi RSL Club
NSW Leagues Club
NSW Masonic Club
Paddington Woollahra RSL Memorial &
Community Club Co-Op
Petersham RSL Club
Portugal Madeira Social Sports Club
Randwick Bowling Club
Randwick Golf Club
Rose Bay RSL Club Co-Op T/as Club Rose Bay
Royal Automobile Club of Australia Inc.
Imperial Service Club
Royal Motor Yacht Club of NSW
Royal Prince Edward Yacht Club
Royal Sydney Golf Club (The)
Rugby Club
South Sydney Junior Rugby League Club
St Michaels Golf Club
Sydney Portugal Community Club
Tattersalls Club
The Coast Golf & Recreation Club
The Queen’s Club
The Randwick Club
Union, University & Schools Club of Sydney
Union, University & Schools Club of Sydney
(Philip St)
Waverley Bowling & Recreation Club
Woollahra Golf Club
Yarra Bay 16’ Skiff Sailing Club
70 71
Region 11 • Northern MetropolitanState Councillor: Bruce Chisnall
—Asquith Bowling and Recreation Club
Asquith Golf Club
Asquith Rugby League Club
Austrian Club Sydney
Avalon Beach Bowling & Recreation Club
Avalon Beach RSL Club
Avondale Golf Club
Balgowlah Golf Club
Balgowlah RSL Memorial Club
Balmain Bowling Club
Balmain Leagues Club
Barnwell Park Golf Club
Bayview Golf Club
Belrose Bowling Club
Berowra RSL Club
Briars At Greenlees
Cammeray Golf Club
Canada Bay Club
Chatswood Club (The)
Chatswood RSL Club
Cheltenham Recreation Club
Club Five Dock RSL
Club Totem
Club Willoughby
Concord Bowling Club
Concord Golf Club
Concord RSL & Community Club
Cromer Golf Club
Dee Why Bowling & Recreation Club
Dee Why RSL Club
Denistone Sports Club
Drummoyne Sailing Club
Eastwood Club (The)
Eastwood Dist Rugby Union Club
Elanora Country Club
Forestville RSL Club
Gladesville Bowling & Sports Club
Gladesville RSL & Community Club
Gladstone Park Bowling Club
Gordon Bowling Club
Gordon Golf Club
Harbord Bowling & Recreation Club
Harbord Diggers Mounties Group
Hornsby RSL Club
Hunters Hill Club
Killara Bowling Club
Kirribilli Club
Lane Cove Bowling and Recreational Club
Lane Cove Club
Lane Cove Country Club
Leichhardt Bowling & Recreation Club
Lindfield Bowling Club
Long Reef Golf Club
Manly 16Ft Skiff Sailing Club
Manly Bowling Club
Manly Civic Club
Manly Golf Club
Manly Vale Calabria Bowling Sports and
Social Club
Manly Warringah Master Builders Club
Manly Warringah Rugby League Club
Massey Park Golf Club
Middle Harbour 16ft Skiff Club
Middle Harbour Yacht Club
Mona Vale Golf Club
Monash Country Club
Mosman Bowling Club
Mosman Returned Servicemen’s Club
Narrabeen RSL Memorial & Recreation Club
Neutral Bay Club (The)
Newport Bowling Club
North Epping Bowling & Community Club
North Manly Bowling & Rec Club
North Ryde RSL Community Club
North Sydney Leagues Club
Northbridge Golf Club
Palm Beach Golf Club
Palm Beach RSL S/B Club
T/as Club Palm Beach
Pittwater RSL Club
Putney Tennyson Bowling & Community Club
Pymble Golf Club
Roseville Golf Club
Royal Motor Yacht Club Broken Bay NSW
Royal Sydney Yacht Squadron
Seaforth Bowling Club
St Ives Bowling & Recreation Club
Sydney Flying Squadron
Sydney Rowing Club
The Beach Club Collaroy
The Beecroft Club
The Epping Club
The Galston Club
The Gordon Club
The Greens North Sydney
The Killara Golf Club
The Royal Prince Alfred Yacht Club
Tigers Five Dock (Balmain Leagues Club)
Turramurra Bowling Club
UTS Haberfield Club
Wakehurst Golf Club
Warrawee Bowling Club
Warringah Golf Club
Waverton - North Sydney Club
West Lindfield Sports & Recreation
Club Co-Op
West Pymble Bowling and Sports Club
Willoughby Park Bowling Club
Region 12 • North Western MetropolitanState Councillor: Jim Buckley
—Blacktown City Bowling & Rec Club
Blacktown Pistol Club
Blacktown RSL Club (City Of)
Blacktown Workers Club
Blacktown Workers Sporting Club
Brush Park Bowling Club
Carlingford Bowling Sports & Recreation Club
Castle Hill Bowling Club
Castle Hill Country Club
Castle Hill RSL Club
Club Paceway
Cumberland Country Golf Club
Del Rio Sports & Recreation Club
Dundas Sports & Recreation Club
Dunheved Golf Club
Dural Country Club
Emu Plains Sporting & Recreation Club
Fox Hills Golf Club
Glenbrook Panthers Bowling Club
Glenorie RSL Club
Henry Lawson Club (Administrator Appointed)
Kingswood Sports Club
Lynwood Country Club
Mt Druitt Workers Club
Muirfield Golf Club
Nepean Rowing Club
Northmead Bowling, Recreation &
Sporting Club
Oatlands Golf Club
Panthers North Richmond
Parramatta Leagues Club
Parramatta RSL Club
Pennant Hills Bowling Club
Pennant Hills Golf Club
Penrith Bowling & Rec Club
Penrith Gaels Cultural & Sporting Association
Penrith Golf & Recreation Club
Penrith RSL Club
Penrith Rugby League Club
Richmond Club
Richmond Golf Club
Riverstone Schofields Memorial Club
Rooty Hill RSL Club
Rosehill Bowling & Recreation Club
Rydalmere Central Bowling Club
Ryde Eastwood Leagues Club
Ryde Ex-Services Memorial & Community Club
(Subject to DOCA)
Ryde Parramatta Golf Club
Seven Hills Toongabbie RSL Club
South Hungarian Club
St Marys Band Club
St Marys RSL & Ex-Servicemens Club
St Marys Rugby League Club
Stonecutters Ridge Golf Club
The Hills Club
The Pitt Town & District Sports Club
Toongabbie Sports and Bowling Club
Viking Sports Club
Wentworthville Leagues Bowling Club
Wenty Leagues
West Pennant Hills Sports Club
Windsor Country Golf Club
Windsor RSL Club
Wisemans Ferry Bowling Club
Region 13 • Central CoastState Councillor: Len Sargant
—Avoca Beach Bowling & Recreation Club
Breakers Country Club
Canton Beach Sports Club
Central Coast Leagues Club
Club Toukley RSL
Club Tuggerah (Wyong RSL)
Club Umina
Davistown RSL Club
Diggers @ the Entrance
Doyalson Wyee RSL Club
Erina Rugby League Football Club
Ettalong Beach War Memorial Club
Ettalong Memorial Bowling Club
Everglades Country Club
Gosford Golf Club
Gosford RSL Club & Galaxy Motel
Gosford Sailing Club
Gwandalan Bowling Club
Halekulani Bowling Club
Mangrove Mountain Memorial Club
Mingara Recreation Club
Mooney Mooney Club on the Hawkesbury
Munmorah United Bowling Club
Norah Head Bowling & Sports Club
Ourimbah-Lisarow RSL Club
Shelly Beach Golf Club
Terrigal Bowling Club
The Bay Sports Club
The Entrance Leagues Club
The Greens The Entrance
The Sporties At Woy Woy
Toukley Golf Club
Wallarah Bay Recreation Club
Woy Woy Leagues Club
Wyong Bowling Club
Wyong Golf Club
Wyong RSL Sub Branch Club
Wyong Rugby League Club
72 73
AFFILIATED ASSOCIATIONS CLUBSNSW COMMUNITY PARTNERS
FEDERATION OF COMMUNITY, SPORTING AND WORKERS CLUBS INCORPORATEDEDWARD CAMILLERI, SENIOR VICE-PRESIDENT
The aim of the Federation of Community, Sporting and Workers Clubs is
to provide entertainment and facilities for their members, with one of the
principal objects in the Federation’s constitution to “establish holiday centres
and similar facilities whether alone or in conjunction with other organisations”.
This object has been a success story where the Federation now provides
family holiday accommodation for their members at a price they can afford.
RSL & SERVICES CLUB ASSOCIATIONGARRIE GIBSON, CHIEF EXECUTIVE OFFICER
The Association represents the interests of registered RSL, Ex-Services,
Memorial, Legion or like clubs in New South Wales, and its mission is to
“represent members through effective communication, ongoing research, and
provision of quality resources and services that enhance the image and growth
of our members business.” The Association also fosters the spirit and heritage
of the ANZAC traditions.
BOWLS NSWGREG HELM, CHIEF EXECUTIVE OFFICER
With an aim to actively promote the game of lawn bowls and represent
the needs of member clubs across the State, Bowls NSW provides the
opportunity for members to represent their State at competition both
nationally and internationally, fosters awareness and interest for the game
through organised programs, and creates the opportunity for participation
throughout the community.
GOLF NSW STUART FRASER, CHIEF EXECUTIVE OFFICER
Golf NSW is committed to promoting, encouraging, and advancing the
game of golf at all levels throughout New South Wales by way of organised
competitions, coaching and development of elite and non-elite amateur
golfers, and via proper observance of the rules of golf as set down by the
Royal & Ancient Club of St. Andrews, Scotland and observance of the
etiquette and traditions of golf.
LEAGUES CLUBS AUSTRALIA PETER TURNBULL, CHIEF EXECUTIVE OFFICER
Formed for the express purpose of ensuring that the interests of licensed
Leagues Clubs are better represented in both government and industry
forums, Leagues Clubs Australia continues today under the mission
statement of representing, informing, supporting, and assisting the needs of
their member clubs around Australia, ensuring their ongoing commitment to
Rugby League and the Community.
As part of the industry-wide commitment to the community, ClubsNSW supports a number of key charitable, sporting and community based organisations, enhancing the role and value of clubs within local communities across New South Wales.
These community partnerships provide support in a number of specific areas which include elite sports development, youth services, volunteerism, drug and health education, youth development in music and entertainment and the support of regional communities.
MAJOR COMMUNITY PARTNERS
ClubsNSWCommunity Partnerships
For more information about ClubsNSW Community Partners, visit
www.clubsnsw.com.au/community_support
P R I N C I P A L C O M M U N I T Y P A R T N E R S
C O M M U N I T Y S U P P O R T
C O M M U N I T Y P A R T N E R S
2015 Coo-ee March Re-EnactmentAustralian Club Entertainment (ACE) Awards
Broken Hill St Patrick’s Race Day Cooly Rocks On
Grandparents DayKokoda Youth Leadership Challenge
Max PotentialNorthern Inland Academy of Sport (NIAS)
NSW Seniors WeekParkes Elvis Festival
Parkinson’s NSW Unity WalkQueen’s Diamond Jubilee
Sport & Tourism Youth FoundationThe Mo Awards
Wheelchair Sports NSW
COMMUNITY PARTNERS
COMMUNITY SUPPORT
2015 Coo-ee March Re-Enactment
Agricultural Societies Council of NSW
Australian Club Entertainment Awards
Australian Red Cross – Nepal Earthquake Appeal
Be Centre Foundation
Below The Belt Pedalthon
Bowel Cancer Australia
Broken Hill St Patrick’s Race Day
Central Coast Academy of Sport
CEO SleepOut
Cooly Rocks On
Doin Time 4 Kids for the Bateau Bay PCYC
Kokoda Youth Leadership Challenge
Lifeline
McGrath Foundation
Mo Awards
North Coast Academy of Sport
Northern Inland Academy of Sport
Nova Employment
NSW Parliamentary Lions Club Gala Dinner
Parkes Elvis Festival
Pat Farmer’s QUICKSAND Marathon - raising funds for
Youth Off The Streets
Parkinson’s NSW Unity Walk and Run
Ronald McDonald House
RSL Life Care
Save Our Kids (SOKS) – Youth Suicide Prevention
Special Olympics Australia
Starlight Foundation
Sydney Legacy
The WASH House Inc – Resourcing Women
Western Sydney Academy of Sport
Wheelchair Sports NSW
74 75
CORPORATE PARTNERS INDUSTRY SUPPORTERS
Providing a range of industry partnerships for approved organisations to directly engage with clubs, the ClubsNSW Corporate Partnership Program creates influential and long-term links between key suppliers and our industry across New South Wales.
At the end of the 2014/2015 financial year, there were 112 Industry Supporters including 38 organisations on the Premium level of the program. The products and expertise provided by the myrial of Industry Supporters ensure that member clubs
have a ready-made list of contacts to approach regardless of their needs.
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Abeo Architects
AISM - Australian Investigation &
Security Management
Altis Architecture Pty Ltd
Arrow Security
Bergstrom Architects
Bishop Collins
Cartwright Insurance Brokers Pty Ltd
CashPoint Payment Solutions
Challenger Services Group Pty Ltd
Circle Solutions Pty Ltd
Colin Biggers & Paisley Lawyers
Consulate Financial Services
Cullinan Ivanov Partnership Pty Ltd
D and D Mailing Services
DFK Crosbie
Domina General Insurance Brokers (BCIB)
ecash Pty Ltd
Energy Brokers
Exact Pro Pty Ltd
Front Row Events
GRAB Corporation Ltd
HTN Hospitality Training Network Ltd
Interface Hospitality
Jem Computers
Lombard the Paper People
Maxgaming NSW Pty Ltd
Network Refurbishments & Construction
Next Payments ATM
People Fusion
Prodocom
Rivalea (Australia) Pty Ltd
Secom Technology
SITA Australia Pty Ltd
The Pack Factory
Vivian Buck Group
Warren Saunders Insurance Brokers
(Aust) Pty Ltd
Worldsmart Future
Above Left Distributors and Agencies
Adam Jones
Allpride Signs & Marketing
Alseasons Hospitality Staff
Artazan Property Group
Australian Training and Consulting
Banktech
Barstool Media Pty Ltd
Berger Piepers
Best Restaurant
Bite Size Coffee Treats
Bluestone Property Solutions
Boden Projects
Booth Partners
Bryan Rush & Co
Campbell Advisory Pty Limited
Channel Zero
Clubs’ Sustainable Futures
Cutcher & Neale Accounting and
Financial Services
Daley & Co
Dynamic Facilities Maintenance Group
EJE Architecture
Election Solutions NSW
Evolution Advisers
Fortunity
Fugen Constructions Pty Ltd
Global Coffee Solutions
Haron Robson Pty Ltd
Indrele Workplace
Integrated Governance
Island2Island Beverage Company
James Clifford Construction
Karo Australia Pty Ltd
Learning Links
Madden & Associates Pty Ltd
McEwan & Partners
Meridian Construction Services Pty Ltd
Micropower Pty Ltd
Mitchell Brandtman (NSW) Pty Ltd
Modemedia Pty Ltd
Mystery Customer
Next Telecom Pty Ltd
Nicholas Associates Architects
NSW Electoral Commission
NUS Consulting Group
One Print Solutions
Optimum Operating Procedures &
Services (OOPS)
Paltronics Australasia Pty Ltd
Phonographic Performance Company
of Australia
Planning Urban Earth
Plantscaping Solutions Pty Ltd
Premier Building Group
Professional Advantage
Pulse Club Computers Pty Ltd
RaffleLink
Rawsuga Loyalty
Rewards Club Australia
Ricmar Commercial Furniture &
Upholstery Pty Ltd
Rohrig Group
RT Hospitality Solutions
Ruggito Coffee
Safeguard Compliance Solutions
Scott Carver Pty Ltd
Sharp Electronics Group
Sico South Pacific Ltd
Smartybags
Study Group Australia Pty Ltd
Sunblest Cleaning Services
Touchstone Property Solutions NSW
Vision Lifestyle Projects
Wade Oldham Finance Pty Ltd
Wage Easy Payroll & HR
Whitcon Pty Ltd
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