Vol.1 No.2 / Spring 2022 BACKTRACKON Turf clubs are spending big to keep punters well fed and entertained Strategies to contend with staffing shortages in your kitchen, bistro and bar How struggling clubs have turned their fortunes around ALLCOVEREDBASES &RENEWALREVIVAL THE NEW MAGAZINE SERVING AUSTRALIA’S DYNAMIC CLUBS INDUSTRY
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I’VE BEEN GOING to clubs since I was a kid. I would go to a leagues club with my dad, but back in those days you were lucky to get a fire engine (red lemonade) and be put in a corner and told to stay still. Dining was either a $2 daily special or a full roast on special occasions. If this kid even contemplated walking into the billiard room, there’d be trouble. How times haveNowadayschanged!Isee a lot of clubs in my travels and the advances of the past few years, even in the face of Covid, have meant that the competing offerings in front of patrons today have been fast-tracked to an unprecedented level. That means you have to keep ahead of the game, for fear of losing out to a rooftop bar, day spa, digital ordering or climbing zone for kids. It might sound overwhelming but has your board ever considered a gym, daycare or convention centre?
Small things can make the difference. As we explore in this Spring issue of Club Management, it could mean using modern machinery or adding a new range of RTDs to improve bar service in a tight labour market. Complementing club menu favourites with plant-based options could also offer a point of difference. Bigger upgrades might include smart new uniforms, a new outdoor area or a whole revamp care of a club specialist. We look at all of these in this issue alongside solutions for struggling clubs, the departure of a club veteran as CEO and several rounds of awards as the club industry recovers, revives and reinvents itself for a new generation. Signing out Grant www.clubmanagement.com.augjones@intermedia.com.auEditor,JonesClubManagement
–Liquor & Hospitality Group: Shane T. Williams Group Art Director –Liquor and Hospitality: Kea jacqui@intermedia.com.auJacquiProductionkthorburn@intermedia.com.auThorburnManager:Cooper
Commercial Director - Hospitality Group: Simon York Tel: 02 8586 6163 Mob: 0431 219 328 Generalsyork@intermedia.com.auManagerSales
Advances, even in the face of Covid, have meant that the frontofferingscompetinginofpatronstodayhavebeenfast-trackedtoanunprecedentedlevel.
And you don’t have to be a big club to offer a point of difference either.
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8 / Club Management
WELCOME / Ed’s Note WE GetRESPONSIBLEENCOURAGEDRINKINGthefactsDrinkWise.org.au
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Cover image: Edible Earth: Milk Chocolate Cremeux, Passion Fruit Curd, Olive Oil Dacquoise, Dark Chocolate Soil from the Australian Turf Club menu
Spring is upon us and so is the second issue of Club Management, your magazine about clubs, for Media Pty Ltd 41 Bridge Road GLEBE NSW Australia 2037 Tel: 02 9660 2113 gjones@intermedia.com.auMob:GrantEditor:vcavasinni@intermedia.com.auVanessaManagingPaulPublisher:WoottonEditor:CavasinniJones0407334000
Club Management, a new business magazine, website and newsletter aimed at the huge clubs sector in Australia, is from the trusted stable of Food and Beverage Media. See the full range of our liquor and hospitality titles below. Food & Beverage Media is a division of The Intermedia Group. For the best coverage of the food and drink sectors in Australia, subscribe to our titles at HOSPITALITYwww.intermedia.com.auMAGAZINETHESHOUTNEWZEALANDAUSTRALIAN HOTELIER HOSPITALITY BUSINESS NATIONAL LIQUOR NEWS WORLD OF WINE SPICE MAGAZINE BEER & BREWER
Club news from across the country 18 / The Foyer
10 / Club Management CONTENTS / Spring Spring 2022 22 32 62 Regulars 12 / News briefs
How a regional club pulled in big-city acts Insiders 68 / ClubsAustrackey role in the fight against organised crime and money laundering 70 / Tully TomakinHeardSports reinvents as The Patch thanks to Tully Heard Awards 52 / Perfect Plate Winners are grinners at the dining awards 78 / CCV Victoriancelebrationsclubsrecognised 80 / Big night ClubsNSWoutClubs & Community Awards
The best new products on the market 66 / People & Culture Annual leave in the bank 82 / FromQ&A ex-services employee to educating clubs on domestic violence Features 22 / Petersham RSL PM Anthony Albanese unveils new inner west club 24 / Australasian Gaming Expo After a two-year hiatus, the industry cornerstone AGE returns 26 / Bankstown Sports CEO quits Mark Condi’s 30 years at the club, including a decade as CEO 30 / Outdoor dining Are your outdoor furnishings cut from the right cloth? 32 / Ease of Service Staffing and service solutions for an industry under the pump 48 / Plant-based dining Get on board with the upsurge in plant-based dining – just don’t call it vegan 56 / Turf Clubs Off and racing with the latest round of renovations 62 / HowUniformsdressing the part, practicality and branding all come into play 74 / Reviving RSLs The solutions that are out there for struggling clubs Drinks 42 / ThisRTDsfast-growing category is finding favour in clubs Entertainment 61 / Live Music
Contact Francis Loughran on 0418 586 149 or floughran@futurefood.com.au / futurefood.com.au WE ARE CLUB FOOD & BEVERAGE SPECIALISTS CUSTOMISED, ON TREND, F&B STRATEGIES FOR THE CLUB INDUSTRY › Food & Hospitality Strategy For Clubs › Concept Development & Implementation › EOI & Catering Tender Management › Operational Review – Restaurants, Cafes, Bars › Competitive Landscape Reviews & Benchmarking › Revenue Modeling /P&L Analysis › Sustainable F&B Volumes (Floor Area & Revenue) › Scheme Assessment - Maximising the Physical Envelope › Gap Analysis - Understanding Opportunities OUR SERVICES INCLUDE: Credit | Paul Kelly Design | Harbord Diggers Club
The $100 million Marsfield Common development project involves a $5m contribution towards affordable housing as well as 132 terraced homes on a site now occupied by three playing fields.
In Sydney’s southwest, Club Marconi has succeeded in obtaining a DA for 93 Independent Living Units (ILUs) on greenspace at their massive 12.5ha Bossley Park site. In regional NSW, the State Government will build up to 2000 modular homes for communities across flood-hit Tweed, Byron, Ballina, Richmond Valley and Lismore LGAs with about 25 homes set up at the Wollongbar Sports Field in the Ballina Shire. They could be in place for up to two years. In the ACT, Federal Golf Club has submitted a proposal to develop a low-density retirement village of 125 dwellings, plus water infrastructure, on its golf course.
“We will work energetically to deliver our agenda, which includes increasing stakeholder understanding of our industry, supporting efficient, balanced and effective rules and regulation; promoting technology as an enabler of responsible gameplay; encouraging innovation to meet player and customer (venue) needs; and representing the interests of technology companies while contributing to gaming industry advocacy more broadly.”
In addition, a changing demographic which often does not participate in traditional local sports and increasing maintenance costs mean clubs are seeking to develop underutilised grounds.
Ball succeeds Adrian Halpenny, who has held the position of Chair after transforming GTA’s advocacy capabilities and overseeing growth of the association’s showcase event, AGE. Cameron Louis has been appointed vice chair. “Adrian did a stirling job for nine years as chair of GTA and a director before that,” he said. In a statement, Ball said it is an honour to be chosen as Chair.
The open space versus accommodation space, particularly for seniors living, is expected to continue as the Australian population ages.
Ball, the former CEO of ClubsNSW (right) and current General Manager, Government & Industry Relations ANZ/ APAC at Aristocrat, made his welcome address at the recent Australasian Gaming Expo at ICC Sydney before introducing speakers at the networking luncheon.
Both clubs want council to rezone the area around TG Millner Field in Marsfield to allow for the low-density homes, alongside a new public park.
The Gaming Technologies Association new chair Anthony Ball said he is looking forward to creating a prosperous and sustainable future for the industry and putting Covid and that “intense disruption in our rear vision mirror”.
GTA’s new chair
Recently North Ryde RSL’s plan for 132 homes on Eastwood Rugby Club’s sports fields was criticised by a NSW government minister, with local council vowing to protect the green space.
Money from the project would be reinvested by the RSL club and would also contribute to new sports facilities for Eastwood Rugby at Castle Hill.
The club says its proposal will provide long-term financial sustainability for the club by reducing potable water costs and diversifying its income stream.
12 / Club Management NEWS / National briefs Space invaders or good sports Playing fields and green space under the control of registered clubs is coming under the combined pressures of increased demand for housing and the search for alternative revenue streams.
“Our association has a well thought out plan for how it can contribute to the long-term wellbeing of gaming technology and supplier companies, venues and all that have a stake in our industry,” he said.
“I’m marvelled at the resilience of this industry which I have been around for a long time and the COVID-19 pandemic tested us all in different ways. But ultimately it was a challenge that we are still dealing with,” he told the audience.
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The Club Managers’ Association Australia has announced its courses for 2023, while there are still F&B courses available in the 2022 program.
IGT appoints Egan to Queensland manager role
“Kelly’s extensive industry experience gained via senior management roles within our industry, hold him in great stead to take on this senior role within the IGT ANZ sales team,” IGT Senior Sales Director, Brad Robertson, said.
Vacancies are still available for the Catering for Non-Catering Managers course at Club Parramatta on Tuesday 8 November.
Meanwhile, the inaugural Sydney Metropolitan CMAA Zone Meeting will be held on Tuesday, 20 September at Canterbury League Club. This new structure is a game-changer in that it amalgamates all five Sydney zones into one mega zone.
CMAA executive officer Ralph Kober said CMAA is the premier training and professional development body for the club and broader hospitality industry.
In Victoria, the postponed Gaming Management Forum has moved to 15-17 November but tickets are no longer available. In the Sunshine State, the Queensland Management Summit is being held at City Golf Club Toowoomba from 13-15 September.
CMAA announces courses for 2023
14 / Club Management NEWS / Briefs
Egan was previously a key account manager in Queensland with Aristocrat and, in addition, has an administration, development and coaching background with time at the North Queensland Cowboys, Manly and the Bulldogs.
The club’s renovation project was part of its Master Plan, first tabled in 2012.Tosee the full list of CCV winners, see page 78-79.
“The Kooyong Foundation also is meeting the objective of recognising the history of the Club and continues to provide support for player development through its scholarship schemes for tennis, squash and has provided pathways for dozens of young players to enter the college system in the US,” he said.
IGT has appointed former NRL coach and Aristocrat manager Kelly Egan (right) as its Queensland State Sales Manager. In an almost straight swap, Egan replaces former IGT Queensland and Northern Territory State Manager Craig Harley who was appointed Clubs Queensland CEO in June. Egan had held the CEO role at Clubs Queensland since 2020. He will now have responsibility for the gaming manufacturer’s club and hotel sales strategy in Queensland.
“If you and your team, regardless of whether you work in the club, hotel or restaurant sectors, want to participate in high-quality professional development, then choose the CMAA for your needs.”
“The gymnasium has doubled in size and the club has replaced all equipment throughout with upgraded state-of-the-art technology to meet the diverse health and training needs of the large membership,” saidTheCossar.prestigious venue also picked up Community Club of the Year (Metro) which Cossar said acknowledged Kooyong’s commitment to providing opportunities for organisations, including sporting groups and schools such as Tennis Victoria and Tennis Seniors. It also provided many other services and facilities for tennis, squash, billiards and snooker and social activities throughout the club.
Kooyong’s top gong Kooyong Lawn Tennis Club has won the Best Community Club Renovation Award for its recently completed $18 million renovation project at the Community Clubs Victoria’s 2022 Gala Awards.
“CMAA provides quality training from the supervisory to senior management levels in areas such as leadership, work operations, catering, human resources, gaming, finances, and corporate governance,” he said. “Also CMAA presents a number of conferences across the states where contemporary industry issues are discussed.
Next year’s big events include the Country Managers Conference at Batemans Bay Soldiers Club in May, and the Mid-Year National Managers Conference at Liverpool Catholic Club in June. Go to www.cmaa.asn.au for more booking and details.
Club president Adam Cossar said the club’s sporting facilities have also been enhanced with the addition of two glass-backed squash courts, with one including show court seating for about 100 people. Nearby additional changerooms were also added.
Egan also received a Special Service to Industry Award at this year’s Clubs Queensland gala awards held in March.
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“The consolidation of service areas is one strategy that venues are exploring, but this also requires a clear understanding of how various spaces can be connected. Creating a logical flow through and around the venue is integral to the member and patron experience.”
Centrally located bars Andrew points to the benefits of large, central bars that can serve connected dining and lounge areas. “From an optics perspective, central or prominent bars are pivotal to the status of the venue, establishing the ambience and patron expectations.”Inoverseeing design and construction of the new Club Parramatta venue, Paynter Dixon paid attention to the positioning of bars within the multipurpose three-storey building.
A prominent bar is just one feature of the new Petersham RSL. Paynter Dixon was engaged by Deicorp to oversee the fit out of the 4000sqm ground floor venue while the property developer built residential towers above. The new RSL features restaurants, indoor and outdoor gaming lounges, and day spa.
According to Andrew Neagle, Hospitality Strategic Development Lead with Paynter Dixon, clubs are seeking solutions which embrace intelligent design.
“The shortage of staffing is prompting many clubs to revisit their floor plans, especially when their venue has multiple service areas and bars,” says Andrew.
With more than 60 years’ experience in the design and construction of hospitality venues, Paynter Dixon is the industry leader in delivering exceptional buildings for the entertainment sector.
THE CLUB INDUSTRY continues to adapt to a changing landscape impacted by skills shortages, increasing competition, and post-COVID consumer expectations. With long-term planning back on the agenda for many clubs, there is strong focus on existing services and facilities. Will they meet future requirements?
The new age of andappealefficiencyForward-thinkingdesigncanincreasevenueworkflow,whilewowingpatrons.
Effective partnering Paynter Dixon is renowned for having a hospitality team with extensive knowledge in design, architecture, engineering, property master planning and interior fit out. “Our industry experts work smart to deliver outdoor areas that exceed design expectations, are fit for purpose, follow Covid safe guidelines, and meet the budget and time restraints.” To learn more, contact Andrew andrew.neagle@paynterdixon.com.au.Neagle:
“Both the ground and first floor feature long, central bars which efficiently serve the greater area of connected indoor and outdoor areas.”
Optimising outdoor areas
The main bar is adjacent to a glazed skylight courtyard which features a three-tonne metal feature screen and artificial olive trees. The use of premium and imported finishes complete the impression, from hand-pressed mosaic tiles, through to velvet and suede furniture, and the marble foyer.
Outdoor dining remains a priority for the hospitality industry at large – with NSW Government recently extending the Alfresco Restart Package for another 18 months. For clubs, Andrew believes the greater challenge involves optimising the outdoor environment for all service“Morecapability.venuesare looking to push the boundaries of outdoor gaming, dining and lounge areas. Success comes down to looking critically at the layout and factoring in all considerations from the outset – regulatory compliance, safety, comfort and social distancing, and the overall customer experience.”
The new-look Petersham RSL
16 / Club Management ADVERTORIAL
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18 / Club Management
Aussie startup Gravity Seltzer Co. has announced its new tropical flavour, Kiwi + Guava (4%), combining the sweetness of guava with the refreshing tartness of kiwi. Traditionally, hard seltzers are made with vodka, gin or other hard spirits but Gravity Seltzer Co. proudly brews like a beer, without the “heaviness” of hard spirits. The result is a smooth, yet bouncy hard seltzer that contains just 1g of sugar, 2g of carbs and only 91 calories per 330ml can. It is the fourth vegan seltzer in their range to meet their under 100 calorie target and is also low carb and low gluten. Their current flavours include melon (92 calories), ginger (94 calories) and a 0% alcohol blood orange flavour with just 12 calories per can, all available in a four-pack of 330ml seltzers or a 16-can case of seltzers. Gravity Seltzer Co. was founded by Liam Battye and is co-owned by a range of industry experts, eCommerce gurus and several elite athletes and gravityseltzer.cominfluencers.
ResDiary’s online reservations software has no commissions, is accessible from all devices, and you remain in complete ownership of your customer data. Club Management readers are able to access a FREE 3-month ResDiary Lite trial with an Australian-based onboarding coach, valued at $179.85. Terms and conditions apply. sales.resdiary.com
2. Gravity Seltzer Co.
Jack Daniel’s Bonded is matured in selected barrels for deeper colour, flavour, and aroma, delivering a darker, richer, and more oak-forward character. It’s a big, bold Whiskey at 100 proof (50% ALC/VOL) with layered notes of caramel, rich oak, and spice. Jack Daniel’s Bonded is available across Australia now. If you have a chance to sip this unique whiskey, you can let us know what you think via reviews on retailer websites.
The
1. Jack Daniel’s Jack Daniel’s is excited to introduce Jack Daniel’s Bonded Tennessee Whiskey to Australia. This new release honours the whiskey-making excellence of the Jack Daniel Distillery and will become a permanent part of the Jack Daniel’s Family, in Australia. Jack Daniel’s Bonded is a Bottled-In-Bond whiskey, which must be distilled by a single distiller, during a single distillation season, matured in a government bonded barrel house for at least four years, and bottled at 100 proof (50% ALC/VOL).
3. ClubsResDiaryandtheirvenues
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must embrace digital booking and table management systems to capitalise on the 55 per cent of Australian restaurant bookings now being made online. And while many clubs and venues promote their restaurants online, most do not have a simple way to turn that marketing into bookings. The solution is ResDiary Lite, a widget that enables you to take bookings directly from your website, Google, Facebook, Instagram, and restaurant discovery platform, DishCult. Online bookings also mean fewer phone interruptions, eliminating manual work and miscommunication and offers improved booking visibility.
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5. Lion Marketplace app Lion has launched a customer portal and app, designed to streamline its customer experience with a more agile, efficient and co-ordinated ordering platform. Lion Australia Managing Director David Smith said the first-in-market Marketplace app showcases Lion’s focus on being the easiest supplier for its customers to do business with. “Our customers right across the industry – whether it is publicans, hoteliers, club managers or restaurateurs – need all the support we can give them as they continue to recover from the pandemic and the challenges that they have continued to face as a result – including labour shortages and supply chain disruptions,” Smith said. “The app enables them to do business with us where and when it suits them with complete ordering functionality at their fingertips.” The Lion Marketplace App can be downloaded from the Apple and Google app stores. https://my.lionco.com
Spring 2022 / 19
of fizzing out as Smirnoff Seltzer expands its range into high ABV cocktail flavours. Combining global demand for Seltzers with a growing cocktail culture, Smirnoff has developed two new Seltzer Cocktail flavours – Spicy Margarita and Watermelon Margarita at 7% ABV with only 2.5g of sugar per serve. An infusion of sparkling water, delicious fruit, citrus, and tequila flavours making for a lighter, fresh-tasting alternative to a traditional margarita. At just 107 calories per serve, the new duo offers a ‘step-up’ from Smirnoff Seltzer’s core range of fruit flavours for those looking for something more special. Smirnoff is the leading seltzer brand in Australia, driven largely by on-premise take-up as consumers return to bars, clubs, and restaurants. Smirnoff Seltzer has grown +239% in the channel, in the last MAT, which has cemented Smirnoff as the No. 1 seltzer brand, with one in two seltzers sold in the on-premise being from Smirnoff. sydney.reception@diageo.com
4. EJE Architecture EJE Architecture is a multi-disciplinary design practice providing creative solutions for the built environment. EJE offers professional services in architecture, heritage architecture, interior design and urban planning. Whether it’s a bar, a restaurant, a club or a resort, EJE’s designs for hospitality spaces have always understood the nature of social interaction and the advantages that warm, friendly and generous spaces can lend to the industry of service and hospitality.
Technically, EJE designs encompass logic and efficiency in the background to ensure that everything runs smoothly at service. Key to setting this mood is the element of design in the space, to capture attention and make patrons feel comfortable and welcome. With 46 years’ experience and over 130 hospitality projects completed in the last 20 years alone, EJE’s expertise, skill and innovation is sure to transform any venue from good to great.
6. Australia’sCooperslargest independent family-owned brewery, Coopers, has unveiled a brand-new look. The first major update to core packaging in 20 years, the iconic Coopers roundel has been refreshed with a modern and clear design showcasing the brand’s heritage and brewing process. The updated packaging, by design agency Cowan, delivers the new look and follows Coopers’ new masterbrand positioning, Forever Original, unveiled last year. “The new design has been carefully developed with the objective of retaining our brand loyalists while also recruiting new drinkers to the Coopers brand,” Coopers’ national marketing manager, Kate Dowd, said. “The refresh brings overall consistency to the Coopers ale range and has been designed to stand out on shelves, making it easier for our fans to spot their favourite brew.” The new packaging and tap badges will begin rolling out in September. www.coopers.com.au
• Finally, to meet the demand of businesses such as cafes, restaurants and hotels, its stainless steel bowl ensures durability and flawless resistance, as well as being dishwasher www.kuvings.com.ausafe. , 02 9798 0586
• Designed for intensive use, its motor is equipped with an exclusive ventilation system that allows a 24/7 nonstop operation.
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• Its extra-wide feeding chute of 88mm combined with the Maxi Filter technology and its manufacturing quality allows it to obtain an unmatched juice quality while maximising the yield (more juice for less fruits and vegetables)
10. FELLRFELLRrecently won the world’s best brewed Hard Seltzer at The Spirits Business Hard Seltzer Masters in London. Born on the beaches of Sydney, FELLR is the brainchild of two coastal lads who wanted to shake up a stale, low-calorie RTD category, creating a range of low-sugar, low-calorie pre-mixes, carefully curated for the Aussie drinker! From the outset, FELLR prioritised flavour only using the finest ingredients which has seen them pick up 2 trophies, 5 golds and 6 silvers this winter at the top international spirits award shows. FELLR is available nationwide in cans and 50L kegs from your preferred wholesaler. FELLR is 4%, under 1g sugar, only 83 calories and 1 standard drink per can. Contact the team for the latest deals and to request samples. hi@drinkfellr.com, 0407 618 323
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Don’t settle for flimsy particleboard bases that ruin at the hint of moisture and powdercoat finishes that wear off. Capital bases are available in a range of styles and use only 25mm moistureresistant MDF mighty carcass to ensure they outlast any base in the business. Our footrests and benchtop edges are proprietary aluminium extrusions that are anodised, meaning the colour never wears off and they’ll never rust. Our gaming bases are completely modular and bolt together, making it quick and simple to install or uninstall and rearrange. Originally Cootamundra Bases, Capital have been supplying the industry for over 30 years – you can rest assured that we know gaming. Offering in-house gaming layout design and finishes selections, trust our experience to deliver a gaming room that works! Special Offer: Get your gaming floorplan for free, just mention Club Management when you call. www.capitaldesignworks.com.au , 1300 209 212, sales@capitaldesignworks.com.au
• It can produce up to 40–60 litres of cold-pressed juice per hour, handling on-demand juicing with ease.
20 / Club Management THE FOYER
MEET MVP?SQUADCHEERTHE...WHO’STHE...INCREASEYOURWINNINGMARGINPLUS...WINNINGSUBSTITUTESBEST PLATEON – SPECIAL GRAND FOODSERVICE EDITION –HOR ECA CON NECT EXCLUSIVE Cracker Barrel ® is a registered trademark of Lactalis Heritage Dairy used under licence.
MVP. by MOSTPROFESSIONALSVALUED STRETCH ∞ 2 X 6KG: 1001963 MOZZARELLASHREDDED KEY STATS ∞ STRENGTH • Clean, mild dairy flavour ∞ USAGE • Forms superior golden brown blisters • Non oiling • Maximum stretch USING FRESH AUSTRALIAN MILK, CABOOLTURE MOZZARELLA IS A FOODSERVICE ONLY CHEESE DESIGNED SPECIFICALLY FOR PROFESSIONALS WHO ARE LOOKING FOR THE ULTIMATE MELT AND STRETCH. Serving suggestion HOR ECA CONNECT CONTACT YOUR LOCAL DISTRIBUTOR TO ENQUIRE OR EMAIL AUS.FOODSERVICE@SAPUTO.COM FOR FURTHER INFORMATION.
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The club began as a WWI memorial plan in 1917 and moved into its old home around the corner in 1961. Word is that Albanese’s single mother used to visit the club to take advantage of its $2 special dinner plates. As local MP, Albanese has delivered the Anzac Day Address at the Petersham RSL Dawn Service many times in years past. “On Election Night in 2019, Petersham RSL was host to myself and my campaign, which is where my journey to the Prime Ministership kicked off,” he said. “The Petersham RSL is a cultural institution in the Inner West,” he added.
22 / Club Management DEVELOPMENT / Petersham RSL
Going forward, Petersham RSL will be known as a revitalised, vibrant, dynamic club that will serve the entire community,” the PM said.
The opening of the $135m club and residential redevelopment in August is a significant achievement in the club’s history, said Fitzgerald, a 40-year member of the club.
“This new facility will be so important because it provides a sustainable model.
The inner-west Sydney club was honoured to have its new $135m home opened by the freshly-minted Prime Minister.
Albo opens $135m
PM Anthony Albanese gets a handshake from club CEO Danny Fitzgerald at the opening
The new club, designed by Paynter Dixon, includes a cafe, bistro, stand-alone restaurant, sports bar and day spa as well as alfresco and internal gaming lounges.
“I am honoured to have been invited by CEO Danny Fitzgerald and President Barry Cotter to open its new premises.
Petersham RSL development
“The upgrade will breathe new life into the Club as we emerge from Covid, ensuring it will continue to be a venue where inner-west citizens of all backgrounds can come together.”
The new $33 million licensed venue, built by local company Deicorp, sits below three residential apartment towers, 30 of which will be retained by the club, and is opposite the site of its 1961-built venue which is soon to be demolished.
“I don’t see it as a legacy project for me, I see it as a legacy project that has been delivered by directors past and present and the membership,” he told Club Management.
IT’S NOT AN everyday occurrence for a Prime Minister to open an RSL development, but it’s not every day that your local member is the recently elected PM. That was the confluence of events for Petersham RSL as its development project, 14 years in the making, coincided with the local member for Grayndler, Labor leader Anthony Albanese leading his party to victory in the May Federal election.
“The board of Petersham RSL have delivered a great community asset to us.”
The venue can accommodate up to 900 members and guests with the new facilities covering a total of 3000sqm.
The PM cuts the ribbon on the $135m development Club President Barry Cotter (top) and CEO Danny Fitzgerald (above).
Spring 2022 / 23 DEVELOPMENT / Petersham RSL
Deicorp MD Fouad Deiri (from left) with Danny Fitzgerald, PM Anthony Albanese and Deicorp’s Greg Colbran and Jason Deiri
atexhibitorsthousandsAfterwrapsAGEuptwoyearsofCovidpostponements,ofdelegatesvisitedhundredsofattheAustralasianGamingExpotheICCSydney.
New GTA chair Anthony Ball with Craig Laundy, Trevor Croker, Mark Condi and GTA CEO Jinesh Patel at the AGE Networking Lunch
24 / Club Management NEWS / AGE ORGANISERS OF THIS year’s much-delayed Australasian Gaming Expo declared AGE 2022 a “stand-out” success marked by the appointment of a new Gaming Technologies Association Chair, two days of well-attended seminars and an enlightening network lunch.
“We’d like to extend a huge thank you and congratulations to everyone who made AGE 2022 another stand-out event,” said Patel. “We’re thrilled with the quality of visitors, the enthusiasm of the exhibitors and the professionalism of our venue host, ICC Sydney.
“AGE strives to deliver a bigger and better show year on year for all our stakeholders. With a core focus on technology and the sustainability of the gaming industry, we believe 2022 has delivered maximum value and a
More than 7000 delegates from across the country attended the International Convention Centre and greeted AGE 2022 with much enthusiasm. After the postponements of the event in 2020 and 2021, they were keen to see the 220 exhibitors from all sectors of the hospitality and gaming industry. Exhibitor, Tempus Two was awarded ‘Best Stand’ while Industric took out the new Steve Cowan Memorial Award, for new exhibitor for innovation and participation in theJineshindustry.Patel, CEO of the Gaming Technologies Association, said AGE 2022, which is in its 31st year, was a “stand-out” event.
Pannelists Croker, Condi and Laundy.
Industric took out the new Steve Cowan Memorial Award, for new exhibitor
satisfying experience for visitors, exhibitors and sponsors,” PatelDuringconcluded.thetwo-day seminar program, industry discussions included cashless gaming, staff shortages, achieving success in F&B and marketing a club venue. It was an eventful week as just one day after appearing as a panellist on the AGE’s Road to Recovery Networking Lunch, Bankstown Sports CEO Mark Condi announced his retirement after 30 years at the south-western Sydney club (see next page). The Gaming Technologies Association also confirmed the appointments of Anthony Ball as board chair and Cameron Louis as Moderatedvice-chair. by Michelle Pascoe, the Road to Recovery Networking Luncheon audience heard from co-panellists Aristocrat MD and CEO Trevor Croker and publican The Hon. Craig Laundy from Laundy Group. Hot topics included hospitality post-Covid, cashless gaming, labour shortages, facial recognition, the monopolies of TAB and Foxtel and the future of the industry. If the enthusiasm of the attendees and the turnout is any indication, the future is looking brighter. Aristocrat Stand Tempus Two was awarded Best Stand
Spring 2022 / 25 NEWS / AGE
Hundreds of exhibitors welcomed the thousands of delegates who attended the first AGE since 2019
The two-day seminar program covered cashless gaming, staff shortages, F&B and marketing
With 30 years’ service with the one club under his belt, the CEO of 10 years sat in the middle seat of a panel moderated by Michelle Pascoe and was joined by co-panellists Aristocrat MD and CEO Trevor Croker and publican The Hon. Craig Laundy from Laundy Group.
“We always thought we had to compete with amazing bars from the city but what we found was that people were worried about going to the city with all the Covid restrictions. Were they able to get in? The time to get in? The time to commute in? And they were passing us on the way! “What we found is that we managed to get a good share of that younger demographic and they remain.”
AustralasianSportsMarkHeSportsBankstownonmayhavestartedbypickingupemptyglassesbutCondilefthisownindeliblestamponBankstownbeforehisshockresignationjustadayaftertheGamingExpo,writesGrantJones.
Condi’s lasting mark
26 / Club Management FOCUS / Mark Condi
The discussion covered hot topics including hospitality postCovid, cashless gaming, labour shortages, facial recognition and the monopolies of TAB and Foxtel – but definitely not his resignation.
Condi is just the third CEO since the club’s inception in 1958. In his tenure, it has reinvented itself from the traditional club comprising 745 EGMs, various eateries and sports bars to a multi-purpose venue that now features a brewery, charcoal chicken restaurant, cafe, a business centre and rooftop bar, LadyThenBanks.Covid hit. In response, Condi cut memberships fees, introduced facial recognition technologies and is now delving into its data to better understanding the needs of its customers.
“What’s not to love about the industry, being at the pointy end of food, entertainment and exeperience,” he told the network lunch. “Yes we’ve had a rough couple of years no doubt, but this is an exciting industry to be in. I’ve been there 30 years and the fact that we don’t have shareholders or owners I think we can do things that other companies can’t in terms of return on investment, investing in the cool stuff that we can do because we can take a leap of faith knowing that we are there for community and we are creating community spaces.”
Condi elaborated saying that includes vertical integration with breweries and distilleries, utilising data and its stake in wholesale supplier ClubCo. Calling time Yet just hours after the lunch, the one-time high school leaver who started as glassie then carpark attendant and up the chain until he was eventually appointed CEO, announced he would be quitting after three decades with the club.
“It is with a heavy heart that I announce my resignation as Chief Executive Officer of Bankstown Sports Club,” he posted on LinkedIn the following day. By the time the club world had time to react to his resignation, Condi was on a plane to Queenstown, off skiing with his family. “I acknowledge the extraordinary contribution of Bankstown Sports Club CEO Mark Condi, who has resigned to take on a new challenge after 30 years with the club,” posted ClubsNSW CEO Josh Landis. “He has been a visionary leader, a wonderful ambassador for our industry and a good friend to me and ClubsNSW. I know he’ll continue to do well and I hope it’s still in the club movement.”
Mark Condi in the panel chair the day before he announced his resignation
JUST A DAY before announcing his resignation, Bankstown Sports boss Mark Condi was a panellist at the Australasian Gaming Expo at ICC Sydney, but gave no hint about his impending resignation.
28 / Club Management FOCUS / Mark Condi
Lady Banks rooftop bar (top), the club as vaccination hub and the Bankstown Sports team at the ClubsNSW C&C Awards (below)
“Leading such an amazing organisation through what has been the most difficult period of my life, through 26 weeks of lockdowns, the creation of the vaccination hub, helping the single most affected local government area, through the strictest of lockdowns and restrictions, is something I will be most proud of,” he said.
“I will use the next few weeks as an opportunity to reflect, recharge the batteries and move forward with a renewed passion and drive into the next chapter of my life,” he concluded.
Proud of the pivot
Time out Mark Condi says one of his greatest achievements was being rewarded with life membership of the club he loves. Condi said the ski trip will give him a chance to regroup.
Despite lockdowns and tenants in the $55m Flinders Centre asking for rent relief, the club still found itself as a hub, first as a vaccination centre, then a HSC exam space.
In his 30 years, Bankstown Sports has also merged with several other venues and now counts Auburn Tennis Club, Birrong Sports, Bankstown Bowls and Baulkham Hills Sports amongst the group. A merger with Bankstown Golf Club is also on the cards and includes a $500m seniors living development, distillery and new clubhouse.
“I leave the club in the strongest position it has ever been both financially but more importantly with the best team anyone could want,” he posted on LinkedIn.
“I have spent my entire adult life working at Bankstown Sports and I can’t imagine working anywhere else,” he once said. He is soon to find out.
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3. Note the abrasion rate of the fabric. There are two systems, Martindale and Wyzenbeek. The higher the number, the more resistant the fabric.
Textile designer Sina Pearson of Momentum Textiles suggests highperformance Sunbrella Contract fabrics which are bleach cleanable, sunfast and mould and mildew resistant with the patterns featuring classic geometric shapes, linear motifs and numerous colour“Choicescombinations.thatoffer consistency and newness are important as we look at colour to fill us with comfort and assurance,” she says.
While outdoor furniture needs to be built to last, not all outdoor fabrics are created equal, so make sure they are specifically designed for outdoor application, says Materialised’s Belinda Price. If not, a purchasing manager might just be filling in a new order 12 months down the track if the right decision wasn’t made in the first place. “There are a few factors to consider when choosing outdoor fabrics,” Price says. “The most important aspect is the yarn content. Are they woven using a specialised UV yarn like polypropylene or solution-dyed acrylic to avoid fading?
She continued: “Some outdoor fabrics are also available with a waterproof backing. Often clients think just because it is outdoor it will also be waterproof. This isn’t always the case.
TOP 5 TIPS
2. Check the fabric has a full waterproof barrier as opposed to a water-repellent finish.
AUSTRALIANS HAVE ALWAYS had a love of the great outdoors but two years of Covid and social distancing have put pressure on clubs to create more open spaces within their venues.
Ready for all weather
5. Make sensible colour and pattern choices, including darker and more forgiving fabrics for the seating where staining will likely occur. Outdoor fabrics and foams need to be hard-wearing as well as look good Increased use of the great outdoors in the club space means finding more resilient fabrics.
1. Look for solution-dyed acrylic (Sunbrella) and solution-dyed polyolefin which give good UV outcomes.
4. If you are creating all the cushions and bolsters, use the correct foam, such as DRICELL.
30 / Club Management PRODUCTS / Outdoor furniture
“As with any upholstery that is used in commercial spaces, consider the environment the furniture is in and make sure you select practical colours and pattern and like any fabric it needs to be maintained as per the supplier’s care details.”
Many have been able to take advantage of underutilised spaces, from storage areas to barely used bowling greens, to expand their options to include decks and alfresco dining. But creating an outdoor space in the dramatically changing Australian climate means preparing for all weathers – hot, cold, sunny, stormy, you name it! Not only does the furniture have to stand up to inclement weather, but it must also withstand the rigours of rogue kids, spillages and rough use.
COMMERCIAL FABRIC, WALL COVERING & ACOUSTICS. MANUFACTURING, PRINTING & WAREHOUSING IN SYDNEY, AUSTRALIA. USE THE QR CODE TO SEE CLUB FURNISHING SOLUTIONS AND DIGITAL BROCHURE Image: Club Parramatta designed by EJE Architecture; Photography Alex McIntyre.
Just a few days before speaking to Club Management, the club experienced a Saturday night – its busiest trade period of the week – with 35 unassigned shifts due to a combination of approved leave, staff in isolation due to covid and lastminute sick calls. Nights like it have been typical for months.
At Wenty Leagues in the Sydney suburb of Wentworthville, staffing issues have been a problem for a few months now. Commercial Manager Mary McTaggart said that the club has had up to 200 hours unassigned on its weekly rosters at some stages. This has meant it has had to engage agencies such as Troy’s Hospitality and National Workforce to request staff to fulfil those rosters from time to time.
Vanessa Cavasinni. Chef’s Grill at Wenty Leagues
In response, the HR team at Wenty Leagues has streamlined its hiring process meaning that from interview to getting
coveredbasesKeeping
32 / Club Management FEATURE / Ease of service
MAINTAINING OPTIMAL STAFFING levels – particularly in kitchen and front-of-house roles – has been an in industry-wide issue for many years now. But those issues have been compounded in recent months as case numbers of both Covid and influenza are on the rise, not to mention personnel leaving the industry altogether to seek security in other roles. These issues have meant that club operators have had to deal with severe staff shortages over an extended period in various streams of operation. But nowhere is this more obvious to members and guests than in food and bar offerings, where wait times can be extended and mistakes are more likely to be made. To ensure that any patron dissatisfaction is kept to a minimum, operators are having to be agile and creative in how they respond to these staffing shortages on a daily basis.
Staffing issues have been compounded in the last six months as Covid continues to wreak havoc across the country. Clubs are adapting their F&B offers accordingly – where members notice the shortages the most, writes
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At CHAR, while the Board and management agreed that the offering should be open, its premium offer meant that a higher level of of service
FEATURE / Ease
MaryWentyMcTaggart,Leagues
In regional areas with a smaller pool to hire from, the issue is even more severe. At Narooma Golf Club on NSW South Coast, absences due to Covid and other viruses have been keenly felt over winter, with staff having to fill roles they wouldn’t normally cover. Besides illness, new hospitality operators moving into the area have also further tightened the competition for labour. Back-up or temp staff are also difficult to find after Moruya TAFE – about a 40-minute drive away – decided to no longer offer catering courses. The club’s general manager Dominic Connaughton notes that in metro areas many clubs and pubs are having to offer incentives, such as sign-on bonuses or accommodation, to attract new staff and now he’s starting to see it happen nearby.
“I’ve been in the industry 40 years and I’ve never seen it this bad. We’ve got it right on our back door now and I never thought we’d see it here,” he says.
Responding to the trade
We’re making sure we can executeoperationthe efficiently and be able to service our customers well.
34 / Club Management new hires on the floor, the whole process is done now in under a week (and for some front of house positions even quicker), with management at McTaggart’s level even pitching in with the interview process.
All menus at Wenty Leagues have been shortened to ease pressure on the kitchens
While the menus are shortened, members still have plenty of choice with roughly 20 options on the menu at Chef’s Grill, as well as specials on a daily basis.
“We shortened up all the menus so they’re easier to execute from a back-of-house point of view, and from a cost perspective as well,” explains McTaggart.
At Wenty Leagues, the big change has been to tighten all of the food menus to ensure that they can be executed well. The club has several food options and outlets, including the main bistro-style offering of Chef’s Grill; casual dining precinct The Plaza with a few different food outlets; a café offering; and the more premium steak and seafood restaurant, CHAR. All of these menus have been streamlined since the club reopened after lockdown in October to account for varying staff levels.
“That tells you the extent of how motivated we are to hire staff. We’re all very focused on it as it was very critical at one stage,” says McTaggart.
“There’s still good variety but we know that it’s something we can execute well. Given that we do 2500 meals form our Chef’s Grill on a Saturday night, we need to be able to do that. It’s a lot of meals in the space of 5-6 hours.”
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36 / Club Management FEATURE / Ease of service service had to be maintained, even with staffing pressures. To address the issue, McTaggart has replaced the restaurant’s a la carte offer with two- or three-course set menus. Visitors can also indicate whether they want two or three courses while booking, so staff know exactly what they have to contend with on any given Friday or Saturday night when the restaurant is open.
McTaggart found that having that outlet opened stretched the club’s resources too far, but a solution was found to ensure visitors can still indulge a sweet tooth. A dessert and coffee component has been added to Chef’s Grill, and if visitors are sitting in the plaza, a staff member will run down their dessert and coffee to them. This solution only requires an extra staff member, rather than four, while keeping guests happy. These strategies are working well for Wenty Leagues, with foot traffic across the venue increasing in the last month.
CHAR changed from a la carte to set courses
These strategies have allowed Wenty Leagues to deal with ongoing staff shortages without disrupting the service offered to their patrons. The only place where a change in offering is really noticed is in The Plaza, where the dessert bar has been shut since October.
“Even if we did have some shortages in the kitchen, we still can manage that kitchen and execute that menu on very limited staff. On a full a la carte menu I’d have seven staff in the kitchen on a Saturday night, but with this 2/3 course menu I can manage it with about four staff. And if I have real staff issues like we did a few weeks ago, I can run it on three staff, and still execute it perfectly well.”
“We’re making sure we can execute the operation efficiently and be able to service our customers well, so that’s been a challenge over the last couple of months,” states McTaggart. “But we’re doing it, and we’re doing it well, which I’m very proud of given the environment.”
WHY MONIN LE M I XEUR? PR O D U C T B E N E FI T S RANGE AND T ASTING N O TES PRODU C T SPECS 7 0 0 ML G L A SS BO T T L E N A T U RAL C O LO UR V EG A N G M O FREE ALL ER GE N FREE G LU TE N FREE L A C T O SE F REE M ARGAR IT A M I X PI N A COL A DA M I X STR A WBERRY DAIQUIRI M I X MOJ IT O M I X Si mp ly ad d e q u a l p a r ts m ixe r, spirit a n d ic e . AVAI L ABIL IT Y FO R M O RE IN FO C O NTA C T YO U R ST UA RT ALE X A ND ER SAL ES REP RES ENTA T I VE DI REC T, EM A IL M ONIN@ S T ALE X.C O M . A U O R PH O N E 180 0 22 5 4 1 7 • FO R RE C I PE I DEAS VI SIT FB C O M / MON I N A U MO N IN E N C O U RA G ES A N D SU PP ORT S RE SP O N SIB LE DR IN KIN G • Cr ea t e cl a ssic coc k t a ils w it h ea s e • T he p e rf e ct b a s e for tr ad ition a l a n d non a lco h olic coc k tail s • Simply mix, s hake a n d s e r ve • M ade w it h r ea l fruit juice a n d not h in g a rtifici a l • Ve rs a til e a n d e a sy to us e • Consist e nt r ea l fruit fl av our ev ery tim e CO L OUR: Clou d y y e llo w A RO MA : Fr e s h lim e TASTE : B ri gh t citrus w it h fr e s h lim e a n d z e sty oran ge L im e J uice 2 0% CO L OUR: Pa l e y e llo w A RO MA : Pe ppery mint w it h a h int of lime TASTE : Fr e s h mint a n d t a n g y g r ee n citrus CO L OUR: Crimson r e d RO MA : R ic h str aw b e rry a n d lim e TASTE : R ip e s wee t str aw b e rry a n d fres h lim e CO L OUR: B ri gh t cr ea my y e llo w RO MA : Int e ns e tropic a l coconut a n d pin ea ppl e TASTE : Smoot h cr ea my coconut a n d s wee t ripe pin ea ppl e
At Narooma Golf Club staff shortages have been felt most drastically by the external caterer who runs Paul’s on the Course, the club’s main bistro offering. At full seven-day trade, the caterer uses a staff roster of 18-20 people for lunch and dinner, plus caters for weddings and other functions. But with sick leave and people departing for hospitality businesses in town –Merivale bought a couple of venues in Narooma 18 months ago and has been offering sign-on bonuses for front-of-house staff – the bistro has been left short-handed. As such, the club and the caterer made the drastic decision to close the bistro on Monday and Tuesday to take the pressure off the workforce and ensure the offer was executed well when available.
happydownthemaftertripclubvenueTuesdayofacknowledgeConnaughtonNaroomaoverAftergreatAcknowledgingstaffbeingatfullstretchthelastfewmonths,GolfClub’swantedtotheeffortstaff.So,onarecentnightwhenthewasclosed,theshoutedtheteamatothecinema.“Wearetryingtolookourstaffandkeephappy.Sothat’sgonewellandthey’reverywiththat,”hesays.
Paul’s on the Course at Narooma Golf Club
38 / Club Management FEATURE / Ease of service
Catering one way or another
Trade will begin to pick up shortly as the weather warms, both with more golfers on the course and more functions being held. The club already has nine weddings booked from September to Christmas, and another six after that.
“We want to do better than that, so we’re now looking for someone who will come in on a Monday and Tuesday with a reduced menu just for lunchtime,” he adds.
The hope is that with the warmer weather sick leave will not be as excessive.
Thankfully, the closure has occurred during winter when the golf club is not as busy. But for those coming in to play, Connaughton has brought in sandwiches from a family-owned ice creamery nearby, as well as keeping pies and sausage rolls in a pie warmer. It’s a Band-aid fix while the GM remains on the hunt for a better solution.
“[The functions] are going to test it and where we find these extra staff. That will be another challenge again when we start picking up.”
Connaughton said members aren’t happy, but appreciate the reasons behind the decision.
“They understand that it’s very hard at the moment and the catering crew is getting stretched, and if we stretch them anymore, we might not have any catering,” he says.
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“Bartenders can undertake another service/activity e.g., pour a glass of wine or beer or another quick function whilst the machine is producing the cocktail. The saving in time and labour also provides a greater margin per serve,” he says.
Time saver To test the speed and efficiency of the Mixologiq, John Panteli asked a bartender to make a negroni – a simple cocktail of three ingredient, plus ice and a garnish. He took almost a minute – a good effort from a proficient bartender. The next day Panteli pressed the negroni preset on the Mixologiq and began timing – the cocktail was made with garnish in 18 seconds. Panteli was thrilled. “I rest my case, your honour!”
While bistro issues haven’t been too much of a problem for Narooma Golf Club, it’s behind the bar where all staff have needed to pitch in when needed. The pressure point behind the bar is time-consuming cocktails. Generally, the bar will only have a few cocktails on the menu – a cocktail of the month plus another couple of staples, but they do add to wait times for patrons. To solve the issue, Connaughton is looking to acquiring a Mixologiq Cocktail Machine, programmed to make pre-set cocktails in under 30 seconds.
“If you can make a cocktail in 30 seconds rather than three minutes, that saves a lot of time,” he says.
John Panteli, Grand Cru’s Mixoligiq’s head of trade sales, agrees that the Mixologiq allows bartenders to prepare other drinks orders while cocktails are made.
“It’s convenient for the punters, it speeds up service a lot and not everyone gets a table or a chair here [on busy race days], so to walk around with an RTD is just more practical,” Allen says. Thus, club operators are thinking unconventionally and being agile in their responses to this industry-wide issue of extreme staffing pressures. While guests might notice a change in offer, the pandemic and all the issues that come with it mean that, for the most part, they are understanding of the changes. But some of the more creative strategies are like ducks in a pond – much might be happening below the surface, but as far as patrons can tell, everything is gliding along smoothly.
Saving time behind the bar
40 / Club Management FEATURE / Ease of service
Staff from other parts of the Golf Club have been helping out behind the bar
At the Australian Turf Club, Head of Beverage Peter Allen made the move to speed up cocktail service by removing nip spirits and replacing them with about a dozen RTDs and more recently, seltzers.
The Mixologiq Cocktail Machine is able to mix each drink in under 30 seconds and ensure a consistent high quality cocktail. Ready to save time and money. EVERYONE IS THE BEST BARTENDER WITH MIXOLOGIQ The Mixologiq Cocktail Machine is the only automated cocktail machine in the world, helping you save time and make money. 1300 935 683 www.grandcruwinefridges.com.au $ 18 20 $$ 3 The average cocktail sells for $18 with a margin of 80% Serving 20 cocktails per day Delivers revenue of $10,880 per month or $131,400 per annum The Mixologiq will breakeven at 3 cocktails per day Growing your profit by circa $105,000 per annum
FLICK THROUGH ANY recent data set on the ready-to-drink (RTD) category in the Australian landscape and the story is one of growth. A decade-long, detailed analysis from IWSR showed that globally the category’s volume increased by 10.8 per cent CAGR between 2016-2019, before rocketing to 16.8 per cent since then. Within that global growth, Australia is the fourth largest market for RTDs, after the US, Japan and Canada.
With such an explosion of growth in the category many brewers and distillers – from small operations to the big guns –have tried their hand at making a seltzer. But after sustained popularity over the last two years, certain brands have made space for themselves in a crowded market.
“What we’re finding now is the cream really rising to the top,” says Will Morgan co-founder of one such seltzer brand, FELLR. “Everyone’s worked through and sampled the full range of Seltzers and really settled on their favourite products which look and taste great.” And it comes as no surprise that FELLR co-founder Andy Skora agrees.
42 / Club Management FEATURE /
Seltzers with staying power
“The RTD category has seen an 80 per cent CAGR within our club buyers over the past three years,” states Kaddy co-founder and director Rich Coombes.
RTDs have enjoyed a resurgence in the last few years, writes Vanessa Cavasinni. Now they’re proving a hit on-premise.
RTDsY-E-S to RTDs
For many years RTDs in Australia had a bad reputation – an entry-level drink for 18- to 25-year-olds consumed at home rather than an on-premise. But the growth of the hard seltzer category in the last two years has done much to change that perception. Off the back of the craft beer explosion of the last decade, seltzers hold the same sort of esteem – of a beverage made with the discerning drinker in mind, while also being an easy option for someone new to the category.
As such, seltzers have taken off with the Australian public, and venues have made sure to stock seltzers and RTDs for their guests. The category has experienced a boom, particularly in clubs, as data from wholesale beverage marketplace Kaddy shows.
Smirnoff ,” marketing manager Maddy Stockwell states. Cocktail culture Another RTD sub-category enjoying recent popularity is the canned cocktail.
According to a 2021 Euromonitor report, the relative affordability of “craft canned cocktails” compared to those prepared on-premise is a factor driving the category expansion.
“The more affordable price point of craft canned cocktails, compared to the cost of a traditional cocktail freshly made at a bar, is appealing to many modern consumers,” Euromonitor wrote.
The latest SKUs from Smirnoff Seltzer blend the seltzer and canned cocktail categories together, offering Watermelon Margarita and Spicy Margarita flavours.
“The uptake for Smirnoff Seltzer in the on-premise has been phenomenal, growing +239 per cent in the last MAT which has cemented Smirnoff as the number one seltzer in the channel (and in the off-premise) – nearly 1 in 2 Seltzers sold in the on-premise are from
The latest IRI analysis found that the category had grown by nine per cent in Australia over the past 12 months.
“With the growth of cocktail culture, especially in the on-premise, we have developed [these] two new cocktail flavours. Cocktails are a great fit for the club market as the Margarita cocktail is the top choice of cocktail in the onpremise,” declares Stockwell.
FEATURE / RTDs
“Both Smirnoff Seltzer cocktail flavours are a great ‘step up’ option from the usual when you’re looking for something a bit more special but don’t want the calories of a traditional cocktail or a full sugared RTD.”
Notrecommend?WhatManagementdoyousurethatyourpatrons know what a seltzer is or have tried one before? Mesh’s on-premise data report from 2021 found that bar staff recommendation is one of the top three influencers for drink choice. “This will be one of the ways to encourage patrons to try out a seltzer, as well as in-venue visibility, menus, and banner ads on ordering systems,” suggests Diageo marketing manager MaddySmirnoffStockwell.hascreated a high impact visibility POS suite for the on-premise in conjunction with the launch of Smirnoff Seltzer Cocktails. Reach out to a Diageo rep or email sydney.reception@diageo. com to find out how you can leverage this in your venue. “More and more, people are searching out low-sugar and lowcalorie options, with consumers no longer willing to sacrifice taste when looking for these options,” he says. “This has seen people reaching for FELLR in droves as we’ve really focused on creating a delicious, fresh, locally produced product that stands out from theTherest.”duo found that premium hard seltzers now appeal to a wider demographic, with anyone looking for a healthier alcoholic option giving seltzers a go. And they’ve found a lot of that success on-premise. “FELLR has really been a big success right across the on-premise landscape. As a premium option to other players in the market, it’s currently at home and booming in the likes of Merivale, the SCG, and Solotel, whilst still being an affordable and successful product for pubs and club partners such as the Wyong Rugby Leagues Club and North Bondi RSL to name a few,” Morgan says.
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A particular hit in clubs is Smirnoff Seltzers, mixing sparkling water, vodka
MADE WITH NATURAL FLAVOURS 7% ABV THERE’S SELTZER THEN THERE’S SMIRNOFF VODKA SELTZER
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In most cases it’s as simple as opening a can or pouring straight from the tap.
• The second most popular category is seltzers, making up 23 per cent of total RTD sales from club buyers. The most popular on Kaddy are W Tropical Mango and FELLR Watermelon
The added bonus of seltzers and canned cocktails for clubs is the ease of service.
• Pre-mixed cocktails make up 51 per cent of all RTD sales, and of those, a third are non-alcoholic. The bestselling ready-to-drink cocktails come from Curatif, Mixology Company, Lyre’s, Smug AF and Yes You Can.
• Traditional mixed drink RTDs – those that are a spirit and a soft drink – are still popular among club buyers, but have lost 50 per cent market share on Kaddy Marketplace. More producers are creating quality drinks with quality ingredients, and customers are becoming more health-conscious, so we’re seeing a pattern of low-sugar and low-alcohol beverages gaining popularity.
This was of huge appeal for Peter Allen, head of beverage at Australian Turf Club, who recently made the move to speed up cocktail service by removing nip spirits, and replacing them with about a dozen RTDs and seltzers.
Seltzers and RTDs also offer clubs a level of quality control at peak service times. They are a consistent serve every time and just need to be chilled.
FEATURE
SimpleManagementservice
“When thinking about speed and ease of service, and consistent quality drinks for your venues, Seltzers and RTDs can really help,” adds Stockwell.
RTDs
Once thought of as the domain of the off-premise, the rise in quality and variety in RTDs – particularly in seltzers – has made them an appealing addition to any club bar. They are popular with an expanding demographic focused on healthier options, and they also speed up the service process. With so much appeal for a club operator, you’ll be spoilt for choice with the plethora of quality brands and SKUs available on the market – and it’s growing all the time.
“I started here 17 years ago, we had Bacardi Breezers and Jim Beam cans and now we have seltzers and we have over a dozen RTDs. The old liquor sales book that I used to get the RTDs used to be one page now they cover about 20. So it’s been a huge upsurge and Covid has pushed RTDs as well.” Skora agrees that canned seltzers are an appealing option for clubs needing to cut down on wait times at the bar. “Cans are always easy to crack and go, and seltzers are a perfect alternative to mixed drinks or cocktails in a quick serve environment. They taste great, and are an easy-drinking, guilt-free option.”
1 Liquor Unweighted | Dollar share of Seltzer MAT to 17/07/2022 2 ALM hybrid | Dollar share of Seltzer MAT to 17/07/2022 /
RTDs in clubs Kaddy shared a breakdown of the types of RTDs and the brands from their marketplace most popular with club clients.
With over 20,000 SKUs across 550 suppliers, Kaddy is Australia’s #1 wholesale platform for beverage discovery, ordering and payments. I use Kaddy a lot, partly because it is super convenient & easy to use, but also as it is a great way to discover products, new & old. It allows me to buy from multiple breweries without having to send a thousand emails. Sam BankstownHunt RSL Free to Compareuseproducts and pricing Flexible payment options Save time, reduce admin No more credit apps Create your free account today at kaddy.com.au to redeem *On orders over $250 ex GST. Get $50 off your first order! *
“By providing options that taste delicious, that are not compromising on taste, it gives people a reason to swap in a meal of two because that’s what it’s all about at the moment, the flexitarian and the meat-reducing. It’s very hard for us to ‘BAM. No more meat!’
“As a business, we are not preaching as vegan or vegetarian, we are just saying ‘Hey guys, you can eat more sustainably because it’s our carbon footprint. Eating protein from animals is not sustainable.’
At the recent Hospitality Leaders Summit histed by Food and Beverage Media, Sydney’s Ingleburn RSL Club approached the Future Farm stall, had a discussion and later had a demonstration of their offering with the club deciding to put Future Farm on the menu.
“It is our point of difference to get it so close to meat and made from natural ingredients and that’s very important to the people that we are trying to appeal to,” says Asher. Their product also has a 5 health-star rating in its Nurititional Information Panel, a rating meat can’t match.
48 / Club Management FEATURE / Plant-based
With a combination of price pressures, health concerns and impact on the planet from other kinds of proteins, it also makes sense to market a venue’s plant-based options to a wider audience – and to attract new customers. “ I think clubs are an untapped opportunity ignored by a lot of other plant-based companies,” says Future Farm general manager Lisa Asher. Future Farm recently signed the Hoppers Club in Hoppers Crossing, west of Melbourne, to supply the group with a range of plant-based products, including meatless Beyond Burger patties and plant-based mince for meatless meatballs and lasagne.
“I think a clean and green (menu items) list is important because it feeds back into
The rising price of meat, its impact on the planet and health concerns are all behind the push for a wider variety of plant-based club menu items, writes Grant Jones.
Planting a seed for the future
At the Ingleburn test run, dishes were presented in a blind tasting to 10 male club representatives who did not know the dishes were meat-free, including a 100% No Chicken Schnitzel Burger. “For them to be told it is made entirely of plants and adding that we are doing it for health reasons – there’s no cholesterol in it - win, there’s no salt in it, another win – we’re doing it for sustainability reasons, and it’s a good source of protein and dietary fibre,” Asher says.
CLUBS COULD BE at forefront of better plant-based menus, having the volume, capacity and marketing ability to transform and customise ever-changing menus.
https://www.futurefarm.io/en-au
Future Farm is developing a marketing campaign to assist clubs and suggests naming the source of protein, such as meatless meatballs.
“The price point was not a major deal for us, it was giving our members variety, and that the Future Farm products tasted good,” he says. “In the past, we haven’t had a great demand for vegetarian and plant-based products but recently we have had support from our members when we add these dishes to our specials board. “The purchase of these dishes is not always from vegetarians but people who are choosing to have meat-free days.”
50 / Club Management FEATURE / Plant-based that health message – better for you, better for the world.”
In the ACT, Canberra Southern Cross Clubs in Tuggeranong, Woden, Jamison introduced a ‘Plant Powered’ menu six months ago introducing it to “give our members and guests a healthier option and satisfy the demand”, says Anurag Gautam, General Manager Food & GautamBeverage.saysthe response so far has been very encouraging, drawing in new customers to the restaurants with plant-powered dishes now making up roughly 10-12 per cent of total orders.
“We have noticed that many of our diners have become flexitarians. We saw a demand and decided to cater to it,” says Gautam.
“This plant-based menu has real growth in our customer base, and we are more inclusive of our vegan and vegetarian dinner with our menu offers.”
What’s on the INGLEBURNmenuRSL(NSW) Beyond Burger Simplot 100% No Chicken Schnitzel Burger DEE WHY RSL (NSW) Plant-based Schnitzel, chips & salad NORTH BONDI RSL (NSW) Crispy Fried Cauliflower Vietnamese Noodle Salad Vegetarian Nachos with vegan cheese Mushroom Parma HOPPERS CLUB (VIC) Beyond Burger Meatless meatballs and lasagne CANBERRA SOUTHERN CROSS CLUBS, WODEN,TUGGERANONG,JAMISON(ACT) Haloumi Burger Plant-based Beef-y Burger Plant-based Schnitzel in panko crumb Plant-based Tropical ‘Chicken’ Salad Mushroom ‘Butter Chicken’
Asher says one of the biggest challenges for plant-based companies over the next few years is looming recession and inflation. By locking in contracts for legumes, such as peas and other proteins, she says Future Farm’s goal is to become cheaper than meat.
Just don’t call it vegan! “Vegan is polarising,” she says. “It’s a [slow] build. There are [marketing] options that we can look to do with clubs on how we drive the penetration and trial of these plant-based options.” Ingleburn RSL catering manager Robert Montgomery says the feedback from customers was so good that the plant-based meatless burger patty is now on its regular menu.
The market value of plant based-meat worldwide is expected to steadily increase over the next few years and reach roughly $16.7 billion in 2026, according to Statista. In the Asia-Pacific region, the plant-based meat market is forecast to have the largest compound annual growth rate of all world regions, around 15.9 per cent between 2018 and 2026.
“If we want to truly offer people something that is going to make them or help them switch, we are going to have to be more creative than adding salt and fat,” Asher says.
“It is very important that we get below the price of meat so that it becomes a no-brainer. Not only are you eating better for your health, for the planet, it’s better for your wallet. How many more reasons do you need?”
But not all replacement meat products are good for you. Some are pumped full of fats for sizzle and sodium for flavour. Although they still may be better for the environment, for the consumer it is often trading one ‘bad’ for another.
www.gffoodservice.com.au foodservicegf@goodmanfielder.com.au
52 / Club Management FEATURE / Perfect Plate winners Fraternity Club’s Ravioli di Manzo
Coro 88’s Yuzu-Glazed Kingfish
First-time entrant Cabra-Vale Diggers scored the top gong in the large club category for its signature Hand-Made Silky Tofu with Salted Egg Yolk — one of only five vegetarian dishes entered.
Venues large and small, country and city, serve up winning
Fassnidge said the competition was also a time for clubs to regroup.
Cabra-Vale Digger’s Handmade Silky Tofu
“After the turmoil the hospitality industry has faced in the past two years, Perfect Plate was a chance for club chefs to get creative, have some fun and work with their marketing and front-of-house teams to promote just how good club food can be,” he said.
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The Fraternity Club in Fairy Meadow claimed first place in the medium club category for the second year in a row, this time with a Ravioli di Manzo – beef-filled ravioli tossed in a portobello mushroom sauce.
Clubdishes.food on course Spring 2022 / 53
HUNDREDS OF CLUBBIES turned out for the 2022 Perfect Plate Awards with ambassadors Manu Feildel and Colin Fassnidge announcing three major winners and 13 regional winners from more than 160 club eateries in 142 clubs across NSW.
Coro 88 – the former Coronation Club in Burwood and another firsttime entrant – won in the small club category for its Yuzu Glazed Kingfish.
FEATURE Perfect Plate winners
“We were blown away by the calibre of the Perfect Plate dishes in 2021, but clubs stepped it up a notch this year,” Feildel said. “I was fortunate enough to sample everything from osso buco to gochujang soft shell crab, the club chefs were so passionate about what they do, and you could really taste it in their food.”
the Perfect Plate
(Clockwise from left) enjoy event which
Guests
FEATURE / Perfect Plate winners State winners: Small club: CORO 88 Dining Medium club: THE FRATERNITY CLUB La Trattoria Large club: CABRA-VALE DIGGERS Horizon Asian Dining Regional Winners Central Coast: Diggers @ The Entrance Outside-In Kitchen Cafe Central West: Bathurst RSL Bathurst Bistro Eastern Metropolitan: Club York Primi Italian Far North Coast: Murwillumbah Services Club Rivers Bar and Dining Illawarra & Shoalhaven: The Fraternity Club La Trattoria New England Tablelands & North West: Armidale Services The Mill Bistro Newcastle & Hunter Valley: Newcastle Cruising Yacht Club Nautica Dining Northern Metropolitan: The Alcott Lane Cove The Alcott Dining Room North Western Metropolitan: St Marys Rugby League Club Waterstone Grill Riverina & South West: Albury SS&A Social Dining & Bar Southern Metropolitan: Sharks At Kareela Cove Bar & Grill Southern Tablelands & Far South Coast: Club Malua Blue Salt Dining Western Metropolitan: Cabra-Vale Diggers Horizon Asian Dining 54 / Club Management
was hosted by ambassadors Manu Feildel and Colin Fassnidge. Winners included Steven Su and Ricky Char from Cabra-Vale Diggers’ Horizon Asian Dining and the teams at The Fraternity Club, The Alcott Lane Cove, Club York and Murwillumbah Services.
CRUNCHY, juicy
NEW
“I think all catering establishments have to have that flexibility to adapt to that changing marketplace and the changing workforce. But I think we get as much value from producers as they get from us using them, so you have to respect that relationship.”
In terms of personnel, well-respected chef Gursu Mertel has been lured from the two-hatted Me-Gal at Taronga Zoo and has been installed at Rosehill, while Stuart Webb (ex SCG) heads up Royal Randwick.
The ATC has also secured Neville Alexander (ex GM Spotless at Taronga Zoo and ex RACV) as GM Food & Beverage. While Maher oversees all ATC menus the celebrity factor will be in chef Colin Fassnidge’s ambassadorial role, renewed after a Covidaffected“We’vehiatus.worked with Colin before and it’s a really good relationship, so we are looking forward to it and excited about it,” says the fellow Irishman.
Maher says the biggest lesson since taking over all ATC venues, from the new $46.6m Winx Stand to Rosehill Bowling Club, is to learn to become strategic rather than“Theoperational.nextthree months, hopefully, I can start focussing on that and the strategic delivery. It’s basically resources that have been the biggest challenge since I took over Sydney, NSW ATC a hard act to follow
backGetting on track
Turf clubs across Australia are spending big to keep a new generation of punters entertained with top-class food, drink and facilities.
WITH A SLEW of awards, including Group Executive Chef Gerry Maher taking out 2021’s Chef of the Year at the Restaurant & Catering NSW Hospitality Awards, expect race-day hospitality and the standard of food to be a winner at all Australian Turf ClubMahervenues.estimates he will feed 120,000140,000 people at 12 retail outlets at Royal Randwick and about 80,000 patrons at Rosehill Gardens over the course of the 2022 Spring Carnival. With a full schedule of events, the biggest crowds will be at the $15m TAB Everest at Royal Randwick and the $8m Golden Eagle at Rosehill Gardens. “Our focus for this Carnival now is really on that retail delivery,” Maher says.
A five-star hotel restaurant experience should now be the norm at a stadium, Maher says, be it a corporate function or at a members’ dining table. The ATC is also aiming for a hat if a planned seafood restaurant at Randwick goes ahead. “We’ve always pushed the boundary at the Australian Turf Club with our food and I think a lot of venues use us as a benchmark,” Maher says. “Our job is that we just have to continue being that benchmark and looking for the opportunity to elevate the experiences.”
“When you look at the fires and the floods, the resilience of these people – to get up every day, keep getting knocked down and getting back up again – is amazing. We have a part to play in that now. We can produce menus depending on what they supply in abundance.
ATC chefs are now working closely with providores from across the state to celebrate the diversity and quality of sustainable ingredients from NSW horsebreeding heartlands in the Hunter Region, Riverina, North Coast and South Coast.
FEATURE / Turf Clubs
While pent-up demand, lack of staff and produce costs increasing by the hour present a range of challenges, Maher says he’s up to the task. “We are all price sensitive at the moment but if you have the right product and its Australian produce, you can portion size it and that’s the challenge I give to my chefs.”
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“We’ve introduced a cheese and (Petaluma) wine bar where we’ve got boutique cheesemakers and salumi producers doing share platters. There is a real need for that in [our] business and it has been really warmly received by our clientele and you don’t get that in other venues.”
With four venues in its stable, and the new Winx Stand in play, the Australian Turf Club is securing its place at the hospitality table, writes Grant Jones.
While he is admittedly biased Gerry says the Winning Post at Rosehill – his own favourite – is “one of the best venue dining experiences in Australia”. “The standard of service in there is equal to what you’d get in any fine diner in Sydney, the view is exceptional. When everybody is in there on a full race day, looking good and dressed up well, it’s an unbeatable venue.”
Gosford, EntertainmentNSW on the coast and just maintaining the standards and keeping everybody engaged.
“We’ve got really amazing staff. We’ve got people from our retail outlets all the way up to the chefs who run our restaurants. They know our business, they know their standards, they execute with pride and with detail and we are in a very privileged situation with the staff that we have.”
“I am the new lynchpin to pull it all together,” chef Ho says.
WITH MULTI-AWARD-WINNING CHEF Darren Ho heading up the kitchen at The Entertainment Grounds in Gosford, there are bound to be changes afoot. The former head chef at Grace Hotel Sydney and the Hunter Valley’s Terroir Restaurant at Hungerford Hill Winery and Operations and Hospitality Manager Matthew are now aiming for it to become a well-sought-after function and entertainment venue on the Central Coast and to continually raise the culinary bar
“There’s a boom in regional tourism and with covid, we had to change with the circumstances. That also meant supporting the community, which includes Central Coast suppliers and providores, and we are quite happy with that,” says Hill.
At present are the popular Members Bar and Chairman’s Lounge food offerings, which include a bistro – alongside catering for the general admission crowd – and they have their work cut out for them. While the Members’ has abundant big screens and premium food offerings, the Chairman’s Lounge is more intimate and can also be booked. But general admission punters can still get a roast with all the trimmings in the Riverdale bistro.
Picture: Grant Jones
For owners and connections, the new, all-weather Polytrack is already complete and a new multi-storey “super stable” is being built by Racing NSW as part of the offering. It is also a function and event space, hosting conferencing, expos, weddings and corporate events. “Anyone can come to the club and enjoy the finest we have to offer them,” Hill says.
New ideas currently being discussed include a “Final Furlong” long-table lunch on race days, the expansion of private trackside marquee offerings and further utilising the track’s commercial kitchen.
Matthew Hill watches as chef Darren Ho puts finishing touches to desserts.
ATC Executive Chef Gerry Maher Picture: Oneill Photographics
First past the post at The Entertainment Grounds, Gosford. Picture: Grant Jones
Spring 2022 / 57 FEATURE / Turf Clubs
“This project will deliver fantastic opportunities for racing on the Gold Coast with the creation of night racing timeslots, better infrastructure and enhanced training amenities,” Minister Grace said.
LightQueenslandshines on the Goldie
“After many years of hard work, we are excited to commence this project which will deliver a world-class racing facility, as well as a significant piece in the jigsaw that will future proof the industry on the Gold Coast,” Gold Coast Turf Club CEO Steve Lines said.
“This project will inject more than $100 million into the local economy and create brilliant commercial opportunities with more racing at a world-class facility,” she said.
BMD Group Director Paul Fogarty (from left), Racing Queensland Chair Steve Wilson AM, Gold Coast Turf Club Chair Brett Cook, Racing Minister Grace Grace and GCTC CEO Steve Lines Rocky road to new rooms 58 Club
“The new facilities will support 23 jobs during construction and are scheduled to be completed in time for the second running of The Archer next May,” Queensland Treasurer and Minister for Trade and Investment Cameron Dick said.
“Our government understands how important events like The Archer and … Rockhampton Cup are to a city like this. It’s why we’re delivering a new, sustainable funding model for Racing Queensland which sees all bookmakers pay their fair share, no matter where they are based.”
Turf Clubs NIGHT RACING, AN equine tunnel and an all-weather track for the Gold Coast Turf Club are all part of a $63.3 million redevelopment plan now underway at Aquis Park.
The first night races under lights are expected to take place in early 2024 while further works, including the equine tunnel and the refurbishment of the course proper are scheduled to be completed prior to the 2024 Magic Millions. Racing Minister Grace Grace turned the first sod on the multimillion dollar works in the first week of July, just days after yet another Gold Coast race day was abandoned because of the wet track.
The works include state-of-the-art broadcast lighting for night racing, an all-weather Polytrack for training and wet weather racing and refurbishment of the grass race surface.
Part of the fund will also be used to upgrade administration offices at Callaghan Park, which have been prone to flooding from the Fitzroy River in recent years.
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THE ROCKHAMPTON JOCKEY Club will upgrade its female jockeys’ rooms and improve Callaghan Park’s flood resilience with help from a $2.3 million grant by the Queensland Government and Racing Queensland.Currently,the venue only caters for four female jockeys on race days, but the proposed upgrades will more than triple its capacity.
FEATURE /
Management The crowds will enjoy Rockhampton Cup Day even more as new facilities are planned
An artist’s impressions of the rebuild also shows the 5ha infield featuring running and cycling tracks, soccer and hockey fields and spaces for concerts and community markets on the table. Concerts, craft and community markets would also be staged in the middle of the revamped track. Major construction work is expected to start after the running of the 2023 Cox Plate, with completion expected by 2025.
“No shortcuts will be made in project, we are committed to getting it right for the long term,” says RWWA Head of Racing Operations, David Hunter. Construction has begun on the new race-day stalls and trainers’ viewing deck with Bunbury Turf Club race-day pavilion and administration building to follow, Hunter says. When first proposed, the redevelopment budget had been put at $17 million, but given the compromised supply chain, increased cost of materials, labour shortage and significant new works, a revised cost of $25m is expected.
The new grandstand will be moved from the west to the northern boundary of the Moonee Ponds site, with a south-facing view over the track towards Melbourne’s CBD. A new clubhouse will also be built on the north-western corner of the site, with the track reorientated, the finishing post moved, the home straight increased from 173m to 317m long and the track widened from 24m to 30m.
WesternVictoria Australia The vision for night racing at Moonee Valley Valleyracecourseof Tomorrow
“This part of the project has been affected by pressure in the WA building industry on both workers and materials, which has pushed back the anticipated time frame for training to return to the course from August to TheNovember.”improvements will allow nearly 300 additional horses to train and includes major drainage improvements that enable all-year-round racing at the key WA south-west racecourse. Turf planting, meanwhile, is complete on the racecourse and has moved from the redevelopment project to the maintenance program.
New Bunbury course on track
Works begin on the $25m redevelopment of Bunbury RacecourseSpring 2022 / 59
RACING AND WAGERING Western Australia says $25 million in redevelopment work at Bunbury Racecourse is on schedule for the return of racing in the first quarter of 2023.
Renovations to the home of the Cox Plate include a reconfigured track, with new grandstand and clubhouse plans to be lodged in 2023.
THE $200 MILLION redevelopment of Moonee Valley Racing Club’s racecourse, including sports fields and new grandstand, is well on track with early earthworks already underway.
FEATURE / Turf Clubs
The MVRC have teamed up with superannuation fund Hostplus and developer Hamton to transform the site into The Valley of Tomorrow, which will eventually include 2000 apartments.
As the Darwin Turf Club board shuffle continues, the recent 2022 Darwin Cup Carnival drew thousands of visitors across seven major race events. The event was capped off on July 31 with the Darwin Cup Gala Ball where more than 1300 people enjoyed a four-course meal and entertainment under the stars on the lawn.
AS THE DUST finally settles over Darwin Turf Club’s controversial $12 million grandstand, the focus is now on regional clubs which will benefit from a $6m NT Government windfall outlined in a new $17.88m funding model. While Darwin Turf Club did not have to repay the $12m in funding the NT Government initially wanted back, it effectively has punished the metro track by diverting the funds.
“I’ve been acutely aware [that], at some point, I have to draw a line in the sand over the ongoing issues when it comes to Darwin Turf Club,” NT Racing Minister Chansey Paech said of the new funding model. But the Fannie Bay track’s financial loss is proving to be provincial racing’s gain, with Alice Springs Turf Club to get $3m over the 10-year rollout and Katherine, Tennant Creek and Adelaide River turf clubs to each receive $1m over the next decade.
FEATURE / Turf Clubs Steven Clark is the new executive chef at Morphetville
“Steven is no exception, and we are delighted to have secured a chef of his calibre to lead our kitchens.” Clark spent the past seven years at the National Wine Centre, and during that tenure, he was awarded Chef of the Year at the 2020 Restaurant and Catering Awards.
“The culinary team here is amazing and I’m looking forward to South Australia Northern Territory Top chef helps bring $500m masterplan to life Change of pace for Top End
“Morphettville is an iconic South Australian venue with a reputation for great events and quality food,” Clark says. “The Morphettville redevelopment will introduce a state-of-the-art functions and events centre – and the opportunity to help build that offering from the ground up was one I simply couldn’t pass on.
More than 1500 people turned up for the sold-out Darwin Cup Ball working with them to refresh the Morphettville offering and take it into the future.” The club’s concept masterplan consists of a two-stage development. Stage one will be residential, commercial, retail and community spaces. A 136-room hotel is also planned for the Anzac Highway frontage. Stage two includes approximately 400 low-rise apartments, terraces and townhouses, with the two stages linked by a new pedestrian plaza. The redevelopment would also include the creation of a new grand civic entrance to the racecourse and a residential village through the transformation of the heritage grandstand into a café and community hub.
60 / Club Management
IN SOUTH AUSTRALIA, Morphettville Racecourse has just recruited the award-winning Steven Clark as its new Executive Chef, the latest step in its $500 million masterplan. Morphettville CEO Grant Mayer said recruiting the best people was central to bringing the precinct’s ambitious master plan to life. “Our team is passionate about the new future we are shaping for Morphettville, and we continue to attract talented people who want to be a part of that journey,” Mayer said.
Scott Gibson at Eclectic Sounds, brought the venue some terrific acts in very difficult times. In addition, the Bowlo partnered with the local radio station 2ST to have its first Home Grown music night with three local bands and performers a highlight of a Saturday night. It also started Sunday Sessions where local performers play on Sunday afternoons for members and guests. The club also supports a local ukelele group practice every Tuesday night for free to provide them with a social outlet. It now has 150 lawn bowls members, 60 croquet members – a new offering – and almost 800 social members. Social members are also on the board.
A pub manager, Tony Dunn (ex The Civic), was also recruited, the TAB area was revamped to include high tables and chairs to expand the music space and there was an investment in sound equipment.
A storeroom was also transformed into a green room for the performers.
Spring 2022 / 61 ARTS / Culture AS TOURIST BLURBS go, Bowral Bowling Club is a small club in the NSW Southern Highlands, 100km from Sydney serving a population of 13,000 and is known as an ideal weekend getaway. A music hub, it was not. But that has all changed since the bowlo introduced a Monday music session and has since lured artists such as Mahalia Barnes, Tim Freedman from The Whitlams, Felicity Urquhart, Steve Kilby from The Church, Ray Thistlethwaite from Thirsty Merc and The Black Sorrows. While it had offered music in the past, it was a financial minefield, with the club risking losing thousands on an event that hit a dud note.
“The problem was that under a previous management and previous chair, the club had to take the risk,” its chairman Dr Stephen Della OAM says. “So, if we were picking up a big name artist, then we would have to cover the sales and we would have to sell the tickets and so clearly if somebody wanted five grand for a night and we didn’t meet that then the club had to carry that financial risk, not the artist.
Music rethink hits the right note
“We had a massive turnaround in 2021, from a $170,000 loss to about a $320,000 profit. And sure, a lot of that was Jobkeeper and all that but still, a lot of it was other things that we did, takeaway food and takeaway beverages, so we had a big turnaround because of patronage,”
The club also brought catering in-house, so patrons could also book their chosen meal on-line with a dinner and show package, while board members managed the door, QR code check-in, tickets, vaccination certificates and talked up the offering to new patrons.
Picture: John SwainstonEntertainment, markets, kids play areas all add to engagement
“So clearly it wasn’t going to be a business model that we wanted to take forward, particularly by the time I became chair at the end of 2019. We were just losing money.” With Della as the new chair and with a new board came a business plan which looked to new markets, literally and figuratively. They partnered with music promotor, Moshtix, and were able to attract Mahalia Barnes, a local, to be artist in residence, performing monthly – with tickets at $40 – on Mondays from September 2020. She brought with her local support acts to open the show and was also able to convince her famous family, including dad Jimmy Barnes, to make occasional guest appearances.
The new arrangement recently helped the club pick up the ClubsNSW 2022 Clubs & Community Award for Arts and Culture (see page 80). Now there’s a club that’s hitting the right note.
Mahalia Barnes as artist in residence at Bowral Bowling Club
The music program was not in isolation during covid, aligning with other new offerings such as becoming the home for Bowral Farmers Markets and creating purpose-built indoor and outdoor play areas for children to provide more for families, plus and actively promoting the club on social media outlets.
Della says. “It was a multi-pronged turnaround on our P&L.”
“Our most popular pieces include our modern shirting range which can be elevated with a blazer or layered with a knit for a simple modern aesthetic,” Rodgers says.
“There is a feeling of a return to classic and refined styling,” suggests Felicity Rodgers, founder and creative director of Cargo Crew. “Tailored looks including suiting and button-down shirts are mixed and matched with considered coordinates to provide layers of interest across teams. These elevated styles deliver a polished, cohesiveLayeringlook.”iskey so that a casual, yet smart look can easily be elevated as the space and occasion requires.
62 / Club Management FEATURE / Uniforms
Sending a message In any form of design, colours and symbols are used to evoke emotion or motifs. The same is true of clothing. Venues can use a uniform to reinforce an identity, whether that suggests if the space is formal or casual or enhances your surroundings. Both were true for Janelle Barraud, general manager of Bribie Island RSL, who wanted to evoke the seaside nature of the Queensland venue through its new uniforms, while also paying homage to the club’s RSL roots. “We introduced a predominantly blue uniform to reflect that we are located on an island surrounded by sea. The scarf worn is a bespoke design and once undone and laid flat, is actually an illustration of a poppy flower, a symbol of remembrance.” When changing the offering at a venue, a change in uniform can also help with the new branding and identity of the space.
Dressed for success
Practicality, branding and identity should all be key considerations in deciding staff uniforms, writes Vanessa Cavasinni
At Dee Why RSL, on Sydney’s Northern Beaches, the club’s new Battery House opened in late 2020 with the enormous sports bar considered a pub within the club. At the same time Battery House was launched, so too were the RSL’s new uniforms. The new look not only incorporates a coastal look but reflects the casual offering that now exists at the club.
A professional uniform will likely send a positive impression, but it can do more than that. If well thought out, it can enhance the impact of your brand, as well as convey a sense of the identity of your venue. So, what makes for a good club uniform?
“Dee Why RSL isn’t your typical RSL and our uniforms aren’t
FIRST IMPRESSIONS MATTER, and first impressions of people –rightly or wrongly – can be made through their attire. This is true both of individuals and groups of people, such as the staff of a club.
The team at Bribie Island RSL are encouraged to mix and match their uniforms for their own comfort
The design of the uniforms worn by your personnel should be well considered. There are many aspects of a uniform to think about and adapt to your club, including practicality, branding and collective and individual identity.
Supervisors present in platinum grey button-up shirts with a scarf or tie and managers wear a blue corporate-style buttoned shirt with scarf or tie and suit, all of the same design. The simplified club logo is present on the left lapel of all upper uniforms and above right rear pocket of bottoms throughout the venue, both back and front of house, and all but reception wear the same charcoal tailored and embroidered pants/pleated skirt. A selection of choices within a uniform collection also gives staff the opportunity to imbue a little of their own identity, preferences Badge draw
Another consideration of club uniform design is that different uniform styles work best in different areas of the club.
Not only do different items of apparel serve different functions within a venue, they can also help identify different roles of staff within the venue and convey the casual or formal nature of certain areas of the venue, as is the case at the Greenbank Services Club, south of Front-of-houseBrisbane.staff sport a navy blue button-up tailored shirt in all areas, apart from reception. The reception team uniform consists of a dusty pink tailored shirt, light grey skirt/pants and jacket with patterned scarf or tie.
“From a practicality perspective, venues may like to consider the diversity of the roles within the business as well as the diversity of individuals amongst the team,” Rodgers suggests. “A one-style-fitsall approach can be difficult to execute successfully with the varied tasks and functions within a venue, and instead consider a selection of styles that form a cohesive look through curation.”
Dee Why RSL uniforms reflect its beachy vibe
Spring 2022 / 63 FEATURE / Uniforms typical RSL uniforms,” states Lauren Kekwick, executive manager – marketing and communications. “Dee Why RSL is professional, but we aren’t corporate – two of our shoe options are Converse and Blundstone!” Variety is the spice of life
The personalised avatar name badge at Bribie Island RSL is a real hit with staff and patrons alike. It’s another way staff express individuality, and it’s a talking point with guests. “The avatars on each person’s badge are designed by them and sent into us. We then make the badges with the name on them in-house,” explains GM Janelle Barraud. “Again, it’s about finding points that are deliberately different and using them as talking pieces with our patrons. The badges are often the start of conversations and ultimately add to our ability to deliver excellent customer service.”
“First impressions are vitally important, hence the uplift in appearance for reception,” explains general manager Tim Wright.
At Greenbank Services Club, polo shirts were recently issued to all team members as an addition to their regular uniform, promoting the club’s Together We Rise program in its platinum blue brand colour, as well as doubling up with the warmer weather and highvolume outlets for comfort.
“This uniform piece in particular has created a sense of community within the team, and given team members a feeling of pride as they display the logo for Together We Rise which serves as a visible reminder of their contribution to our community,” GM Tim Wright states. and comfort into their workwear. This was also a major part of the brief for the Bribie Island RSL uniforms designed by Cargo Crew, with Barraud wanting to ensure that the team could still express their individuality within the club’s style.
Reception and FOH (right) uniforms at ServicesGreenbankClub
The Together We Rise (TWR) program is ancillary to Greenbank’s Community Benefits Program which is open for applications annually. TWR was designed to provide immediate and responsive support to the local and domestic community during times of need and without an application process. TWR is a management approval process to ensure a swift response. Members and visitors to the club indirectly contribute to the fund by purchasing a range of products in venue including its exclusive “Poppy” products, including beer and wines. Since inception, TWR has raised more than $65,000 with the most recent donation of $15,000 handed to flood affected community members via Foodbank Australia.
Together We Rise
“The uniforms are deliberately different, and that is what we strive for each day at the Bribie RSL. They represent that there is no single ‘fit’ and we therefore introduced multiple pieces of clothing that our team can mix and match to suit their style, comfort and the department that they are working in on any particular day. We believe that each person’s experience is individual, whether it be our team or patrons.” Wear and tear Of course, the other main consideration of a staff uniform is the practicality of it. Will its design allow staff to perform their functions without hindrance? Are the materials hardy enough to withstand the hustle and bustle of a bar or Cottonbistro?isessential for breathability, while synthetic materials are more durable. Cargo Crew believes they’ve hit on the right balance with their Smith Oxford shirt range, which blends the two, and has been a popular choice for hospitality clients.
“An additional benefit of the Smith Oxford Fabric is the mid-weight at which we manufacture the fabric. Traditional Oxford shirts tend to be made from a heavy weight fabric which doesn’t suit the hustle of a busy venue; therefore, we find the mid-weight shirting fabrics such as our Smith Oxford and also our Frankie Gingham Checks to best suit our clients’ needs,” Rodgers says. Another consideration is quantities to order for personnel. Each team member will need a few sets of apparel to get them through the work week. The general consensus among the operators Club Management spoke to was that staff should be issued 3-4 sets per year, with replacements made for wear and tear as necessary. Thus ordering extras in a range of sizes is essential. Uniforms should also be assessed once a year to ensure they are still an optimal representation of your venue. A uniform may seem like a simple thing to throw together, but careful consideration of its design can ensure that your staff are comfortable and take pride in their attire. It can make them feel like a part of a team, while also giving them the space to express individuality. It can also send instant visual messaging about what your club has to offer. Getting the three main considerations for your club’s uniforms right – branding, variety and practicality – goes a long way to ensuring that the first impression your staff and venue makes is a positive one.
64 / Club Management FEATURE / Uniforms
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“We are seeing an increase in longer leave requests as some employees have accrued and not taken leave in over 12 months,” says Healey. “Clubs are starting to plan for staff to take more leave entering the holiday season, as the pandemic has led to an increase in the amount of leave accrued throughout 2021-2022.
Recent Australia Bureau of Statistics data reported there are 480,100 job vacancies in Australia, a 111.1 per cent increase since February 2020. To resolve the staffing crisis, the Albanese Government has flagged allowing seniors to work more hours and earn an income without losing their aged pension entitlement. It has also announced that it will lift the migration intake to nearly 200,000 people a year from a current 160,000 people following two years of Covid border closures. Hopefully that will ease some of the pressure on a shrinking pool of hospitality employees but in the meantime, this summer, front-of-house staff will face the wrath of increasingly frustrated patrons. Be prepared.
“This coupled with a labour shortage requires clubs to also have a recruitment plan to cover these periods of leave.” Employees should also be advised to provide as much notice as possible outside of their contractual obligations to help their employer provide coverage and minimise business interruption, she says.
With the current significant shortage of labour and substantial movement in the industry as staff are offered better conditions elsewhere, just how flexible does your club HR department need to be when it comes to allowing for already short-staffed venues to approve big blocks of leave to key staff?
Now that the airports are back open and flying interstate and overseas is back on the agenda, how does a club employer look to juggle who takes leave with full-time staff entitled to four weeks of leave for every 12 months of work?
“Workers have been putting off taking annual leave as the pandemic makes planning a trip challenging but taking time off could be more important than ever for your employee’s mental health and wellbeing,” says Renee Healey, founder and CEO of HR company The People Practice. “Many workplaces are offering additional incentives for employees to take time off considering the impact of the pandemic.”
Take
66 / Club Management PEOPLE & CULTURE AS CLUBS RE-OPEN their doors many of those venues that maintained backof-house staff have found that their employees have banked a significant amount of leave as they have been unable or unwilling to take holidays.
As summer looms, many clubs are faced with the challenge of accommodating annual leave requests for staff who didn’t or couldn’t take holidays during Covid. it or leave it
thepeoplepractice.com.au HEALTH & WELLBEING CULTURE & ENGAGEMENT INDIVIDUAL & CHANGEDEVELOPMENTLEADERSHIPMANAGEMENTHR&IROPERATIONALSUPPORT+MORE
An update from AUSTRAC, supported by Club Management.
IF YOUR VENUE operates electronic gaming machines (EGMs), you play a key role in the fight against money laundering and terrorism financing. Criminals can take advantage of the anonymity, ease of access and the cashintensive nature of venues to launder their proceeds of crime.
ML/TF risk constantly changes, and criminals are always looking for new ways to launder their illicit funds. For this reason, venues with 16 EGMs or more must review their risks and update their AML/CTF programs to ensure they remain effective.
AUSTRAC education campaign
Keeping track
AUSTRAC, Australia’s financial crime regulator and financial intelligence unit, has been working with pubs and clubs across the country to educate the sector about how they can address this risk, and keep their customers, staff, and business safe from criminals. What are my anti-money laundering obligations? All businesses with EGMs have obligations under the Anti-Money Laundering and Counter-Terrorism Financing Act 2006 (“AML/CTF Act”). These obligations include enrolling with AUSTRAC and submitting suspicious matter reports (SMRs). SMRs are a crucial form of intelligence for law enforcement agencies in the fight against financial crime.
68 / Club Management FOCUS / Compliance
If you have 16 or more EGMs, you will have additional obligations, including: • appointing an AML/CTF compliance officer • understanding your money laundering and terrorism financing risks • maintaining an AML/CTF program • having procedures to identify your customers.
AUSTRAC is working with pubs and clubs on a national education campaign, having undertaken over 240 visits to businesses that operate over 690 venues. As well as sharing the latest information and resources, the visits provided venues with the opportunity to ask questions.
The response by venues have been very positive. AUSTRAC will continue working with venues to provide guidance, strengthen compliance and support businesses to meet their obligations. Help us to help you Your reporting is critical to help us help you. If you are suspicious about a customer, submit an SMR to AUSTRAC via AUSTRAC Online. We need your help to fight financial crime, so Be Aware of the threat of money laundering, Be Alert to how it can occur in pubs and clubs, and Take Action if something doesn’t seem right. To learn more about your obligations in the fight against financial crime, visit www.austrac.gov.au and download AUSTRAC’s Regulatory Guide for Pubs and Clubs.
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Apart from recruiting staff, another challenge was a lack of accommodation in the area, three hours south of Wollongong. To resolve the issue the club put a notice out to members and through that process, it has now taken out a twoyear lease on a local house which is now
A STRUGGLING NSW South Coast club facing a grim future saw new life in a growing demographic. But, could they do it on their own, or did they need the expertise of a club group with a proven track record?
“The age demographic down here is changing to that younger adult and families moving into the area and that’s something that came from the focus groups and something that we were lacking in our offerings.”
While a plan was formulated to open in December 2021, Covid put that on ice several times. But opening The Patch in winter has allowed the club to work through any teething problems and an official launch is likely in October.
While Canberra visitors to the club had held a strong presence, with bypasses and improvements on the M1 and the increase in working remotely, Sydneysiders are starting to make the Far South Coast home. A change in demographic meant the food offering also had to be more contemporary and casual. So the club is building a relationship with local producers, locking in pricing to keep a lid on rising food costs.
“They put together a proposal which then proceeded onto focus groups with members and non-members from the area to find out what they were looking for and what we weren’t providing,” Rice explains.
The Operator Tomakin Sports and Social Club CEO Glen Rice (above) knew something had to be done. The former Malua Bay Bowling Club boss has been at a NSW South Coast club, few people had heard of, for eight years, but membership of 9000 was plateauing. He had seen what Tully Heard had done with The Fernery, Mosman and just prior to Covid, John Tully introduced him to its new offering, The Growers, Shoalhaven. The fit was right.
70 / Club Management FEATURE / Coastal clubs
From little things, big things grow
New life springs from tapping into a changing demographic, writes Grant Jones.
“We are drawing on a lot of local produce here to showcase, from oysters in Batemans Bay and Narooma to the dairy products from Bodalla or Tilba,” Rice says. “I’m very happy with the result but there have been many challenges as you are aware… [particularly] chefs and front of house.”
The Grounds has a bigger tourist footfall than Tomakin, but an emerging tourist market heading to Mogo over the school holidays and summer offered potential.
FEATURE / Coastal clubs occupied by four chefs, recruited by a third party, who come from as far afield as Nepal, Dubai and Spain. As the area recovers from Covid, and the bushfires prior to that, Rice says Mogo Zoo has gone to another level, there is a gin distillery being built down the road, and there is the Broulee Brewhouse offering, which are now on tap at the revamped club. “There’s a lot happening here at the moment,” he says. “When you put all these offerings together it creates a destination out here in the Mogo/Tomakin/Broulee area as opposed to just going into Batemans Bay itself.” Revamping the gaming area is also on the cards with 66 of 107 EGMs soon to be relocated to an al fresco area with an atrium. There is also a new website for The Patch, new branding and social media presence to attract a younger demographic. “We’ve created a room for the kids, too, and there is nothing down here offering that,” Rice says. “We’ve put in a great indoor-outdoor children’s area, and we have taken aspects from Justin Hemmes’
He is hoping for the same success at The Patch, a name derived from a local 1960s development, ‘Sunpatch Beach Estate’.
With the current sea change and the tree change lifting regional markets, is there even more scope for regional NSW?
“Massively, not even just the South Coast,” Tully says. “That’s everywhere and that’s why I get excited about this part of the work that we do. Clubs have this opportunity to do this everywhere.
“So that opportunity exists in most clubs. Their membership profile does not align with the LGA. It’s exciting and I think it will capture a market that wouldn’t normally think about going to Tomakin Sports. “We see this project as much as anything as bringing Tomakin to life more so than just the club.”
The Newport and Coogee Pavilion with giant Scrabble and giant Jenga. “(We’re) trying to lose that stigma that clubs are for old people,” he adds. “It’s exciting times, coming out of the bushfires and straight into Covid, so now we are coming out the other side and it is looking very promising.” The Innovator They say from little things, big things grow, and that is literally what happened to Tomakin Sports Club. John Tully’s involvement with the club came about off the back of The Growers, Tully Heard’s project at Worrigee, a proven success for Shoalhaven Ex-Services Club. It was soon after the 2019 bushfires that Tully received a call from its CEO Glen Rice. “Everyone has heard of Mogo, but no one’s heard of Tomakin,” Tully says. “It’s on the coast and it is beautiful. We looked at the market and saw there was an opportunity for them to better connect with wider areas of the community through a food play, with The Growers being a benchmark in that space.” “It is probably a bit more of a hybrid model,” Tully explains. “It’s got to be right for the market so it’s probably slightly different, a little bit more accessible as it’s a slightly different market there.”
“With all these things going on you have to make sure the locals are happy too,” Tully says. It was a fairly quick response with the club launching headlong into the transformation process – Covid delays aside.
Spring 2022 / 71
“Most clubs focus on the traditional market, which is that 55-60-plus age group, and it’s a good business model and we understand all that but often, if you look at their membership base and look at their LGA profile, there is a massive gap,” he explains.
PONY, the same design team behind The Fernery, Mosman, The Growers and The Greens, North Sydney was brought in. At Tomakin, there was a large outdoor area that was not utilised, so Tully Heard activated that space and contemporised the menu. “When we launched Shoalhaven, at the beginning of Covid, we still didn’t know what was going to happen but that boomed from day one,” says Tully.
“I’d say there’s 10 conversations in all directions at the moment and the big, important decisions for us will be the ones we will say no to.”
While Norths weathered the storm of Covid-19, albeit with a dip in profit, the company now lists total assets of $121 million (to December 2021) and it is also sitting on substantial cash reserves.
North is also a part-owner – along with Gosford RSL, Twin Towns Tweed Heads and Bankstown Sports – of ClubCo, an e-wholesaler that supplies a broad range of hospitality products, from beer and wine to cleaning fluid, to more than 120 clients. It has recently appointed a new GM in Peter Harrison (ex Mars, Lion). Expect that appointment to result in changes too.
By Grant Jones
72 / Club Management FEATURE / CEO profile WHEN NORTH SYDNEY Leagues Club in Cammeray, on Sydney’s Lower North Shore, hired a young assistant gaming manager in 2000, few would have predicted the path that young man would take. Today as CEO, Luke Simmons is at the helm of one of the country’s most dynamic club groups, Norths Collective, a hospitality powerhouse that lists total assets of $121m.
“[All our venues] still celebrate what the club ethos is in bringing people together and having that connection to all forms of community,” Simmons says.
“They pay three times more for beer than what we would as a larger group,” Simmons says as we sit in the sunny outdoor area of Seagulls by the river at West Tweed Heads. Another Norths Collective venue with plan in the works.
In addition, it operates Norths Fitness in Sydney and Revolution Fitness at Tweed Heads and on the Gold Coast. Norths’ quietly-spoken CEO admits to being on an aggressive growth path which could see Killara and Bangalow bowling clubs also joining a group that had, at last count, 62,000 members.
Currently under its umbrella are Norths Cammeray (ex North Sydney Leagues Club); The Greens (ex North Sydney Bowling Club); The Alcott (ex Lane Cove RSL); The Verandah (ex Beecroft Bowling Club) and Seagulls, Tweed Heads. Its most recent acquisition is The Glasshouse, Artarmon, a non-club venue at HomeHQ Atarmon recently bought from Tully Heard.
And Artarmon, Bangalow and Killara are not expected to be last on his acquisition list.
“As long as we maintain relevance, with the design ambience, the renovations, I guess the declubbing of the traditional view of when someone walks into a property, they won’t know it and feel it like it used to be as a club.”
Navigating the pandemic
CEO Luke Simmons offers an insight into the path ahead for Norths Collective.
Northern exposure
Along the way, the father of two has not only collected venues but a handful of degrees and diplomas, including an MBA in Business and Finance. Not surprisingly, the continued mergers with small clubs are purely a matter of economics. Clubs that are keeping their head above water simply do not have access to the economies of scale and purchasing power of a larger club group, he says.
As for gaming, he says it is not a big part of the clubs that Norths is talking to at the moment, but still has an important place in operations.
“Start to take your members on the journey that amalgamation is not a dirty word, it can actually help secure the future of both us [as a group] and you as a viable club, growing the ability to expand into the community.”
In addition, there is its part-owned ClevaQ table ordering system and a centralised bakery planned for“ItArtarmon.justgives us the ability to have that 360-degree view of the customer and start to really understand how do we have a plug-andplay model into the next venue and then to really curate the bespoke brand and offering that is going to be the [new] venue.”
Killara Bowling Club member Bob Bessemer Killara Bowling Club will soon vote on a Norths merger
As Bob Bessemer, a member of potential merger club Killara, says: “Money does not work magic when running an old model bowling club. You have to change the model.”
“We go into this where I can stand up in front of 200 members and take those questions: ‘What are you going to do? Are you going to put a block of flats on this? Are you going to remove the auditorium? Can we dance? Are we going to have
“Straight up we say everyone that is employed by the club will have a job, it’s their job to lose, essentially, if they are not up to the standard that we will outline in the beginning. But every job will be available under Norths Collective and there will be opportunity.”
“It’s still an enabler for us, to be able to propel [Norths] into the other avenues that we own. It’s a huge enabler for us to grow other parts of our business.”
Answering the hard questions Like most self-effacing leaders, Simmons credits his team for much of the success that has come out of what was once North Sydney Leagues Club. And that team is growing.
As for employees, all are guaranteed a job – and a payrise as they will be under the Club Award versus a Restaurant Award.
Spring 2022 / 73 FEATURE / CEO profile Aside from Acre, that is a considerable number of club “Amalgamationsvenues. take a long time, a long courtship, and we need to make sure that both parties are aligned from a values point of view, that we’ve got a win-win with the MOU (Memorandum of Understanding),” he says. “If we look at Lane Cove and at Beecroft, those members unanimously voted in favour of amalgamation and if we don’t feel that we can get to that point prior to any documentation of an agreed way forward, if the community is not engaged and they don’t understand what we can bring to that community, then we have a lot more work to do.” What a merger with Norths will also bring is technology, with Norths having 95 per cent of its data integrated across the group by year’s end.
Money does not work magic when running an old model bowling club. You have to change the model.
“We are aggressively putting the people in place to be able to sustain that level of growth needed to not get too distracted from our existing core business and our operations so that we can go off and bring these additions along.” These additions are not just bailing a club out of debt, and putting on a lick of paint, it’s about changing the way those connected to the club think.
“Takebingo?’allof those questions and answer them upfront. If there is a particular one I can’t answer, I will take it on notice. But we will respond in writing with a Q&A or FAQ section on that process on their website,” Simmons explains.
“I think it’s just being transparent. Look at the engagement with Bangalow, we are only as good as our last amalgamation and we will always be judged on that by the next [merger venue], as far as whether we were honest and open, whether we did what we said what we would do at the end of the day.”
As for other clubs contemplating a merger, he says leaders need to begin the conversation early.
Members, boards and the community all need to have a say in understanding how a merger process will take place and what it means to the culture of the venue once Norths takes over. Simmons is often found hosting face-to-face meetings at potential merger venues.
The RSL sub-branch is contemplating demolishing the old building, purchasing an adjacent block and building 50 units that can not only accommodate ex-service personnel but will also house a centre for veterans’ health needs, plus create a new revenue stream and be home to a new clubhouse. “We want like for like,” she says of the proposal.
74 / Club Management FEATURE / Clubs rising
Melanie Sorokine (centre) with fellow Busselton RSL Club Committee Members
MelanieSorokine
FORMER SERVICEWOMAN MELANIE Sorokine knows more than most about the challenges of trying to keep an RSL club alive. She has been a member of the 300-member Busselton RSL Club in WA for 15 years, has worked behind the bar, organised Friday Night Fellowship events for returned service personnel to discuss their experiences, and is currently the secretary.
RSLs, and bowlos, and sports clubs, and surf clubs, and turf clubs
At any RSL event, the memorial literally brings town traffic to a standstill, plus kids tend to play on it, and there is a lack of access to toilet facilities which makes it a difficult site to hold events.
Revivingup
With the cost of living rising and casual spend falling, some struggling clubs are facing an even tougher future over the next few months. But there are solutions out there and financial failure isn’t the only option. Here are a few answers to some difficult questions.
The club is in the middle of relocating and restoring its dilapidated stone memorial which has stood in the now busy Victoria Square since 1919. There are also some new plaques to accommodate in the restored memorial’s new home at Rotary Park up on the hill, out of the middle of traffic.
“As traffic has become busier in Busselton, it’s encroached on the memorial. We are working together with council on the changes,” she says. “But it’s not just a war memorial, it’s a hub as Now,well.”with federal funding to restore and move the memorial along with accommodating the 30 new donated plaques which record the names of more recent exservices personnel, the RSL will have a new facility with a kids’ playground, toilet block and plenty of space just across the river. But that’s not all. The old brick building that is Busselton RSL Club, where Sorokine works behind the bar, is well past its use-by date and needs an upgrade to encourage old members back in and to tempt new ones to join. The hall can currently accommodate 130 in Covid times but will usually fit 200-250.
“We only get about 10 per cent coming to Friday Night Fellowship and no one turns up for quiz nights,” Melanie says adding that she is at a loss as to how to activate the club which is run by volunteers, including a fellow bartender who is 83 years old.
Busselton RSL takes on twin challenges
Spring 2022 / 75 Margot Smith,CEORSL&ServicesClubsAssociation FEATURE / Clubs rising up
Early action and seeking help are key to survival in the face of financial difficulty
Taking care of business
Any struggling club – be it bowlo, RSL or sporting club – should also look very carefully at any merger option and consider what options make sense for them, the CEO states.
“The key is a strong strategic plan that’s tailored for your club size and patrons. If your club is facing financial difficulty, there are a number of options if you get on to it early,” she says.
LOOKING TO FIND a solution to rescue your club at the last minute is a recipe for disaster.
Margot Smith with Association strategic partner Banktech’s Henry Kiwarkis
As for programs and templates for survival in the face of financial difficulty, the Association works with strategic partners, including Russell Corporate Advisory and Banktech – which recently announced a new three-year partnership with the association – to assess the financials of a venue, with the association also offering valuable information that could offer a viable survival solution.
Importantly, ensure there is a range of different perspectives providing advice to decision-makers – whether it’s staff, community, management or the board.
“Seek professional advice at the first sign of financial difficulty,” says Margot Smith, CEO of RSL & Services Clubs Association. “The earlier you take action, the more options you have.”
She says boards and management also need to understand the importance of the legal and financial obligations they hold.
“We recently launched a mentoring program and will be launching a club-focused Graduate Certificate in Business Administration,” Smith says. “We’re supporting the industry to raise the bar on leadership, including financial and commercial knowledge.”
Tapping into grassroots media and social media channels is also often hugely helpful as is tapping into data to make informed decisions and test changes. Do the basics very well and think about the gaps there are in your neighbourhood and what you want to be known for.
“Start with a strategic plan that optimises your facilities and puts your local community at its heart. A strong community engagement program helps. It raises the profile of the good work that clubs do in their communities and helps bring patrons through the door.”
“Amalgamation might be one of those but it’s not the only option. Knowledge is power – so put yourself in the driver’s seat as soon as you can.”
“Diverse thinking promotes better decision-making.”
Sadly, with the repercussions of Covid shutdowns still lingering, some clubs have found themselves in a financial hole, often too deep to dig themselves out of or too costly for another club group to offer a lifeline.
Not only that, but an even greater moral obligation is to their communities, and with RSL clubs that includes current and ex-service personnel and their families they serve. RSL & Services Clubs Association also has a charitable arm, the Veterans Benevolent Fund which provides support to veterans’ services.
It provides networking and insights through newsletters, webinars and conferences and affordable professional development, including exploring ways to help smaller clubs. Most state club associations offer similar services.
As profit-for-purpose businesses, every club should have growth and key commercial objectives on their agenda. Memberships can also regrow when a club venue gets its point of difference right by being “fit for purpose” for its local demographic.
“You will have seen those old westerns where someone walks into a bar and there’s silence and the locals staring at you… that’s what it was like walking into the club in the early days; God help you if you were with a family with children!
“In the early days, the word survival came up regularly, with the directors stepping in to fund the wages on a few occasions,” he recalls. “As a contingency consideration, the Board had started some conversations with developers – a common solution for many older clubs in recent times.”
PETER LEWIS IS a new generation of club leader, hauling his beloved oasis into a new and profitable era, writes Michelle Hespe. public and private schools, multi-million-dollar properties and a youthful, family orientated community. We needed also to be able to attract the corporate world as well, while at the same time respecting the club’s bowls and tennis sporting heritage.”
From neutral into top gear
The club now has partnerships with local schools for tennis programs, afterschool care, P&Cs and year co-ordinators and committees are also encouraged to use the venue. Community membership is now around 4000 people, tennis membership is at capacity – with a waiting list – and bowls membership has also increased (especially female). Last year, the club hosted more than 200 tennis and bowls corporate events.
Peter had held management positions in luxury hotels around the world, including the Ritz Carlton Sydney and The Tarantaise, French Alps and he was also Founding Director at The Hotel School, Sydney. Add to that his two degrees in education, a Master of Management at UTS and studying Strategic Management at Cornell University, he may have been somewhat overqualified.
“At the same time, with the dedication of some loyal NBC staff, we will continue to be a friendly destination for bowls, social and tennis – an oasis in the heart of Neutral Bay, run for and on behalf of its members, guests and the local community.”
“These results, together with a healthy balance sheet enable the Board and me to be more strategic and forward-looking.”
To stem the immediate losses, he introduced basic cost controls and de-cluttered the venue, both physically and operationally. Supplier and brewery contracts were renegotiated and staffing, IT and laundry costs better managed. Membership fees, rentals, F&B prices were also increased. Throwing out broken tables and chairs and cleaning out other accumulated rubbish took more than a month.
But when Peter Lewis took over as GM in early 2020 – the fourth in as many years – he was committed to turning it around. While the club offered tennis, bowls and other entertainment, drastic action to better engage with the community was required.
Lewis continued: “The club needed to be a community hub as opposed to a cheap member’s drinking lounge – it needed to be a destination for the community; after all, it’s surrounded by good
Partners to success
“As the current membership opened and expanded, the members witnessed the financial improvements as we started to reinvest funds into improving the club infrastructure,” Lewis explains. “We took advantage of lockdown periods to make significant infrastructure investments totalling $200k.” That included new LED lighting for the green and tennis courts; a bar extension; hardwood decking; new gates and panelling at entrances and the delivery area; a raised deck; new shades for the bowling green; painting the clubhouse, a new POS system and three new workstations in the bar. Two years of Covid had its challenges, but also some advantages – for example cancelling unwanted contracts, revisiting staffing levels and some tax relief benefits; also operating the club in “take away mode” presented opportunities to operate in a leaner way with consequent profitability.
76 / Club Management FEATURE / Clubs rising up AT 140 YEARS old, the Neutral Bay Club is one of Sydney’s oldest registered clubs, but a decade of declining membership and visitors – plus losing an average $100,000 per year, peaking with a loss of $210,000 in 2019 – the writing was on the wall.
So, despite Covid, the club returned an operating profit of $379,401 in 2021, with minimal ATO help, while increasing turnover to $2m.
PeterLewis
Plans ahead include a new ambulant bathroom, refurbishing the first-floor change rooms and storage, engaging in risk reduction/ compliance strategies and formalising plans for a new two-storey development of the bowls pavilion/tennis office.
A man walks into a bar “The club needed to look more like a community gathering space rather than an ageing RSL,” Lewis says. “We got rid of the cigarette machines, an ATM, KENO, and those awful neon VIP signs for the poker machines (our seven poker machine entitlements were leased out to another club).
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“We are so pleased that so many of our clubs are successfully adapting to meet a very challenging operational environment after the pandemic,” he said. “It’s been an honour to provide our clubs with a well-deserved moment of recognition as they continue to contribute to Australia’s thriving business community.
THE COMMUNITY CLUBS Victoria’s Gala Awards, hosted by celebrity MC Nicky Buckley, celebrated all clubs great and small and the people who work in them, at the Melbourne Convention & Exhibition Centre recently. Clubs from across the state were all vying for the prestigious awards which were held after a difficult period, CCV CEO Andrew Lloyd said. “Feedback from the judges was that they found it very difficult to separate the award finalists in most categories, given the quality of information and statistics provided,” he said. “The turmoil of the past two years has really forced club management to focus on what is important and what their club excels at.”
78 / Club Management GALLERY / &CCVAllGalaClubsCommunityAwardsVictoriaAwardsclubsgreatandsmallwerecelebratedattheGalaAwardsattheMelbourneConventionExhibitionCentre.
“As economic recovery takes place, we look forward to seeing our hardworking clubs celebrate their substantial contribution to their communities, and to look ahead to the future.”
Lloyd also highlighted that attendees at the awards were delighted to feel things returning to ‘pre-lockdown normal’ by being able to celebrate together with a face-to-face event.
Image: Mark Avellino Photography.
Spring 2022 / 79 GALLERY / Awards Outstanding Community Service MaryboroughAwardHighland Society Best Use of New Technology Club Noble Best Community Club Refurbishment Peninsula Club Best Community Club Renovation Kooyong Lawn Tennis Club Best Outdoor Hospitality MulgraveExperienceCountry Club Best Regional Community Club PortarlingtonRestaurant Golf Club Best Metro Community Club GreyhoundsRestaurant Entertainment Community Club Chef of the Year Jason Ling-Club Ringwood Outstanding Community Service WarragulAwardSporting & Social Club Chairman’s Award for Excellence Maryborough Highland Society Healthy Minds Initiative Outstanding Contribution to the Club Sector Leon BendigoBestAltonaEntertainmentBestDandenongBestAltonaSustainabilityBestMorwellServiceOutstandingWiegardCommunityAwardBowlingClubEnvironmentalProjectSportsClubSportsCommunityClubClubCommunityClubProgramSportsClubFamilyCommunityClubStadium Best Hospitality Team & Club MulgraveOfficerCountry Club Best Social Inclusion Community Club Chirnside Park Country Club Best Charitable Giving Program Warragul Sporting & Social Club Best Club Community Engagement Stawell Harness Racing Club Community Club Young Employee of the Year Griffin Stevens-The Brook Community Club Employee of the NgoanYearPham-University House Community Club Volunteer of the Year Peter Stephenson-Lakeside Club Sale Community Club President of the Year Club David ofCommunityHighlandMalcolmManagerMetroEmmaAssistantRegionalSportsmansFalkingham-LeopoldCommunityClubManageroftheYearCollins-TraralgonBowlsCommunityClubAssistantoftheYearFrankPace-AltonaSportsClubCommunityClubManageroftheYear(Regional)Blandthorn-MaryboroughSocietyClubManagertheYear(Metro)DanielMuir-AmstelClubCommunityCluboftheYear(Regional)BendigoDistrictRSLCommunityCluboftheYear(Metro)KooyongLawnTennisClub And the winners are: CCV Chief Executive Andrew Lloyd (centre) Warragul Sporting Club Portarlington Gold Club picked up Best Community Club Restaurant Kooyong Lawn Tennis Club was a big winner on the night
It was a tough year, but clubs kept up their unconditional support with many rewarded at this year’s NSW Clubs & Community Awards Night, writes Grant Jones.
Rising to the challenge
“The last year required every single club to close its doors due to covid for 106 days, or nearly one-third of the year. And I want you all please to keep that in mind as you hear tonight’s stories, because behind every nomination is the story of a club which made a decision to keep on supporting needy people in its local community, despite the fact the club had no income for itself for nearly four months and absolutely no idea when it would be allowed to trade again, and I think that’s heroic.
“Sixteen of our clubs welcomed people inside who had lost everything, offering them and their loved ones a space to sleep, warm meals for free, access to a range of Government
80 / Club Management FEATURE / ClubsNSW winners And the winners are: Arts & Culture Bowral Bowling Club Clubs in Collaboration Club CampbelltownEducationTaree Catholic Club Emergency Services Broken Hill Musicians Club Fostering Grassroots Sport Casino RSM Club Mental & Social Wellbeing Lightning Ridge Bowling Club Health Care Joint winners Ballina RSL & Ryde Eastwood HeartLeaguesof the Community Joint winners Bankstown Sports & Dunedoo Sports Club Club Person of the Year West Pymble Bicentennial Club’s Mick & Lea James
In his opening address at the event, ClubsNSW CEO Josh Landis said clubs haven’t let the challenges of the past year stop them from making their communities better places to live, from serving as Covid vaccination hubs to creating programs to improve the mental health of those in at-risk communities.
DESPITE FLOODING, DESTROYED clubs, Covid shutdowns and staff shortages, clubs across NSW went above and beyond to support their local communities over the past 12 months and recently celebrated their success at this year’s NSW Clubs & Community Awards Night held at ICC Sydney. Rousing speeches, humble award acceptances and dedication to their community were the key highlights of the night as clubs in regional and metropolitan areas, both small and large, were recognised for a diverse range of initiatives.
In addition, clubs also raised more than $680,000 for Disaster Relief Australia as well as $366,00 for the Clubs Helping Clubs initiative because so many venues were and still are unable to trade due to flood damage. Landis added that some clubs also offered their venues as evacuation centres during the recent floods across the East Coast.
“While they were closed (as a club), 15 of them reopened their doors as official vaccination hubs. Collectively over 120,000 jabs were delivered to people in their local club, including many for people with disabilities and special needs.”
“This is the club industry and this is what we do, we put our communities first and this is why I’m a proud ‘Clubbie’’.” He also gave a big shoutout to his wife Tara and the Musicians Club members.
“Thank you for making this club what it is today,” he wrote. “To the members. Thank you for supporting ‘our’ club because it is your support that makes this all possible. Finally thank you to my Board of Directors for your support over the last five years. What a rollercoaster it has been.” services so they could get emergency critical assistance and the nominations had already closed when the floods came, so we will tell those stories next year.”
“I was blown away by the calibre of this year’s award nominations,” Landis said after the event. “From delivering care packages and offering virtual entertainment to members during lockdown, to teaching refugees how to drive and cooking meals for those less fortunate, clubs all over the state have worked tirelessly to look after their members and the wider community.”
“I was speechless (well for a little while anyway) when the Musicians Club was announced as the winner of the Emergency Services category,” Michael wrote to club members.
Specials guests included Beau Cosgrove from Taralga. Beau’s not your average 11-year-old. The bull rider and thrillseeker lives with an extremely rare, life-threatening condition called Morquio A syndrome. His local club, Taralga Sports recently raised $20,000 for a BPAP sleep machine and to help with future medical expenses. On the awards night, ClubsNSW also presented Beau with a brand new sports-style wheelchair, so he can continue his passions, including coaching wheelchair rugby.
“The Clubs & Community Awards are a testament to our industry’s vital social contribution — and what an incredible opportunity for us all to come together again and celebrate what makes clubs so special.”
Spring 2022 / 81 FEATURE / ClubsNSW winners
The event was celebrated by almost 1000 guests, including club representatives from across NSW. Politicians who attended the big black-tie event included Minister for Hospitality and Racing Kevin Anderson and Minister for Women Bronnie Taylor.
“Clubs are the social fabric of our cities, towns and suburbs. A meeting place for local service clubs such as Rotary and Lions, The CWA and many more. We are the clubhouse and major sponsors of our local sporting groups.
Glue that holds Broken Hill together Michael Boland, general Manager at Broken Hill Musicians Club and Broken Hill City Councillor, made one of the most rousing speeches of the night when his club took out the Emergency Services.
“We provide a place of refuge during the worst nature can throw at our communities. Our teams are a reassuring face offering hot meals a cold drink or just chat to a parent while they try to calm their frightened children all while they have no clue about the safety of their own loved ones and their own properties are under threat from bushfires or flood.
Former club staffer Arely Carrion offers training and education for clubs in domestic, family and sexualised violence.
How do these programs better our clubs within their communities?
Expectations of customer service, facilities, and F&B offerings are high now and if we don’t deliver, they will go elsewhere.
CarrionArely
Domestic, family and sexualised violence is not always well understood so our work and the resources we share are designed to inform and support your responses and understanding. For context, violence against women is estimated to cost the nation $26 billion annually. One in four women today has experienced physical or sexualised violence. Over half the women who experienced violence did not seek support and between 55 -70 percent of people who are experiencing violence are in the paid workforce.
Insight Exchange offers education and awareness programs to build a team’s foundational understanding of domestic violence and how we as a workplace can be better prepared to respond. With over 6000 clubs nationally, 13 million members and over 172,000 employees (2015 national census) our industry has a significant role to play. What benefits do your programs bring?
Q&A / ArelyInsightCarrionExchange
How have clubs changed since you started at Shoalhaven Ex in 2002?
The landscape has changed a lot over the last 20 years. The biggest change I have witnessed is customer expectations. Today’s club members and guests know exactly what they want in their experience when visiting their local club.
Clubs are a connection point for many individuals and communities across Australia. Our purpose and the reason we exist is to better the lives of our communities. Do your research and connect with local community organisations that are already doing amazing work in your area and see how you can get involved.
Clubs took a big hit with Covid, but the concern is where are our future leaders?
82 / Club Management
The once large pool of up-and-coming managers has diminished, so how can we make a career in club land more enticing? We need more women in senior leadership roles, flexible working arrangements and we need to look at the gendered pay disparity. What further roles can clubs play in the community that they don’t already cover?
Q&A
After two years of instability, what issues should clubs be addressing?
Arely Carrion started her career at Shoalhaven Ex-Servicemen’s Club and has worked for Mounties Group, Harbord Diggers, Manly Bowling Club and Club Central Menai. That knowledge is being used to advantage in her role as an Associate with Insight Exchange Domestic Violence Service Management.
Domestic violence is everywhere and it’s not an easy topic to talk about. Twenty years ago, it was something that happened behind closed doors and we did not get involved. Imagine the difference it would make for our employees and members if all clubs were more informed and better prepared to respond. We need to be thinking about what role our industry can play over time and that’s how Insight Exchange can help. Every sector and every role matters, we all have a part to play and we need to start now.
What types of programs do you offer to clubs?
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