Updating F&B for warmer weather and al fresco dining
Summer is around the corner, and that only means one thing, the cricket season is here. You can watch every ball of every over of the;
• CommBank Women’s International Series
• ICC Men’s Cricket World Cup
• NRMA Insurance Test Series
• Dettol ODI Series
• Dettol T20I Series
• KFC Big Bash League
• Weber Women’s Big Bash League
With so much cricket over the summer months, Foxtel has you covered, ensuring your customers wont miss a thing.
At Hostplus, our measure of success is what we deliver for our members. But if you’re into awards, we’ve got those too.
We’re proud to have been named 2023 Fund of the Year by third-party ratings agency SuperRatings. Judged across three areas: strong performance, competitive fees, and an ongoing focus on members, we’re thrilled to receive this recognition.
We’ve also been recognised for 20 Years of Platinum Performance, and received awards for MyChoice Super of the Year and Net Benefit.
The rating is issued by SuperRatings Pty Ltd ABN 95 100 192 283 AFSL 311880 (SuperRatings). Ratings are general advice only and have been prepared without taking account of your objectives, financial situation or needs. Consider your personal circumstances, read the product disclosure statement and seek independent financial advice before investing. The rating and awards are not recommendation to purchase, sell or hold any product and are only one factor to be taken into account when choosing a super fund. Past performance information is not indicative of future performance. Ratings are subject to change without notice and SuperRatings assumes no obligation to update. SuperRatings uses objective criteria and receives a fee for publishing awards. Visit www.lonsec.com.au/super-fund/ratings-and-awards/ for ratings information and to access the full report. © 2022 SuperRatings. All rights reserved. General advice only. Consider the relevant Hostplus PDS and TMD at hostplus.com.au and your objectives, financial situation and needs, which have not been accounted for. Awards and ratings are only one factor to consider. Host-Plus Pty Limited
79 008
244392 trustee for Hostplus Superannuation Fund, ABN 68 657 495 890. HP2393
Spring signals new growth and there has never been a more exciting period for the club industry.
DESPITE THE INCREASING pressure over changes in legislation and regulation, increasing costs and labour shortages, clubs are enjoying a period of positive change. New ideas and diversification mean alternative revenue streams and they will be key to how your club develops and thrives over the next decade.
In the background, while there is game-changing gaming reform and executive appointments galore, there is also a raft of new members looking at gleaming office towers and plush hotels, childcare centres and over-55s developments, plus bars and standalone restaurants emerging from once tired club spaces. Outside of the club space, there appears to be an increasing club spend on supporting sporting clubs, social enterprises and emergency community assistance.
How you tell that story, too, is equally as important, with a strategic plan needing to include a marketing strategy that will inform your community about how you return their goodwill and their continued patronage.
And, as temperatures slowly rise, we share
some of the best new outdoor and alfresco dining options and clever ideas when it comes to furniture, shade, food and drinks.
With those growing outdoor crowds, that means keeping your safety protocols up to scratch, whether it is shade cloths or compliant fencing to keep little ones safe in your kids’ space. Add to that, telling their parents and grandparents that you are doing your best to ensure club hygiene, whether that is cleaning or food safety, and they will return again and again.
As we know, good clubs are always on the move, and so am I. As launch editor of Club Management, it was a great pleasure to tell your success stories and see them in action. And, while I might be departing as editor, I will always look forward to seeing what is in store when I next walk through that new club door.
Signing out.
Grant Jones Editor, Club Management gjones@intermedia.com.au www.clubmanagement.com.au
Published by: Food and Beverage Media Pty Ltd 41 Bridge Road GLEBE NSW Australia 2037 Tel: 02 9660 2113
Publisher: Paul Wootton
Managing Editor: Vanessa Cavasinni vcavasinni@intermedia.com.au
Editor:
Grant Jones Mob: 0407 334 000 gjones@intermedia.com.au
Commercial Director - Hospitality Group: Simon York Tel: 02 8586 6163 Mob: 0431 219 328 syork@intermedia.com.au
General Manager Sales –Liquor & Hospitality Group: Shane T. Williams
Group Art Director –Liquor and Hospitality: Kea Thorburn kthorburn@intermedia.com.au
Production Manager: Jacqui Cooper jacqui@intermedia.com.au
Cover image: La Casa at Club Five Dock RSL
Photography by Marie Falise
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Clubs are enjoying a period of positive change. New ideas and diversification will be key to how your club develops and thrives.
Regulars
18 / The Foyer: The best new products on the market
74 / Q&A: Michelle Pascoe has spent decades helping clubs improving their service operations.
Features 22 / New Venue: Canberra Labor Club opens Central Social Club in the nation’s capital.
26 / CEO Profile: Mark Maybury has charted a course to rejuvenate Middle Harbour Yacht Club.
54 / OH&S: Which responsibilities should be kept in house, and when to bring in specialised contractors.
64 / Outdoor spaces: Currumbin RSL has thought through every detail of al fresco space The Deck.
30 / Menu Planning: How are chefs reassessing their menus for the warmer months ahead?
44 / Al Fresco Events: La Casa at Club Five Dock RSL brings back the warm Italian hospitality that the area is famous for.
50 / Cocktails: Bartega at Canterbury League Club brings inner-city sophistication to the suburbs.
Awards
38 / Perfect Plate: The best club meals in New South Wales have been named.
70 / Community Clubs Victoria: CCV has named the clubs that are shining in their communities.
42 / Sustainable Kitchens: A rethink of commercial kitchen design could help conserve significant amounts of energy.
48 / Restaurant Concepts: Concreteseed’s Nik Rollinson on the importance of restaurant design in creating ambiance.
68 / Renovation: The first phase of Mudgee Soldiers’ Club’s transition into Club Mudgee is complete.
58 / Marketing Strategy: It’s time to implement a professional plan to strengthen your club’s brand.
62 / Column: Stanley House Studios director George Redmond offers her top tips on AI.
With unemployment at record lows, clubs are scrambling to fill roles at all levels, from casual front-ofhouse staff to senior group executives.
Of particular note of late was the recent appointment of former Tabcorp and Commonwealth Bank executive Rebecca Riant as chief executive officer of the NSW peak state body, Clubs NSW. Riant started the role in July.
“I have a deep appreciation for the integral role that clubs play in their communities right across the state, particularly in regional areas,” Riant said.
“Clubs combat social isolation by providing a comfortable, safe environment for people to connect; they support tens of thousands of jobs all over NSW; and they are always the first to step up and offer food, shelter and a helping hand during times of crisis.
“It is a fantastic industry, and I am honoured and proud to have been appointed as CEO of ClubsNSW. I can’t wait to start.”
Meanwhile, former Parramatta Leagues Club COO Kerrie Wadwell has taken on the inaugural role of CEO of The Concord, currently under construction by The Croatian Club in Sydney’s inner west. In Queensland Adam Wiencke has been appointed as general manager of Carina Leagues Club, moving on from his group GM role at Goodna Services Club.
Back in Sydney, Matthew Hill has been appointed F&B manager at Club Menangle after departing The Entertainment Grounds at Gosford.
RSL and Services clubs across Australia have commemorated the 50th anniversary of Vietnam Veteran’s Day, marking half a century since Australian forces left Vietnam. Clubs across the country honoured veterans and their families in variety of ways, with the likes of Ballina RSL Club hosting a sunset commemoration service with a military flyover, and CMNL’s CanterburyHurlstone Park RSL Club hosting a ceremony that included an address by Vietnam veteran Ernest Bold, who spoke of his experiences.
RSL & Services Clubs Association CEO Margot Smith thanked all clubs for the not only their commemoration efforts, but for all the work done to support veterans.
“The 50th Anniversary of Vietnam Veterans Day marks a significant milestone in our history. Commemoration in clubs such as CMNL is a core role of RSL & Services Clubs, and is an opportunity to thank so many who didn’t get the recognition they deserved for generations. RSL & Services Clubs are here for the moments that matter, to provide connections that count. We will remember them. Lest we forget.”
In F&B, Australian Turf Club’s Rosehill Gardens executive chef Gürsu Mertel has moved to West HQ, while Royal Randwick executive chef Stuart Webb has moved to Qudos Bank Arena, being replaced by Craig Knudsen (ex Luna Lu).
After a brief stint, Gosford RSL has also lost former Blacktown Workers Lifestyle Group and Cabra-Vale Diggers exec chef Kiran Arora, but a replacement is yet to be to be announced.
Parramatta Leagues Club, meanwhile, has secured former Bankstown Sports executive chef Helmut Gudendorfer to ramp up its F&B presence. Parra Leagues managed without an executive chef for several months before securing the services of Gundendorfer as a replacement for Paul Jury (ex DOOLEYS, Norths Collective) who moved to Liverpool Catholic Club.
“It is certainly a challenging time,” says Future Food director Allan Forsdick. “We are very aware of the trials faced by clubs to secure (and retain) talent.
“The current economic climate and low levels of unemployment are creating high levels of workforce competition, which directly affects talent retention. It is my perspective that retaining talent is as, if not more, important than finding talent.”
New deadlines have been set for the completion of sporting clubhouse builds across Sydney and Melbourne, as work restarts on sites hit by the collapse of major construction firm Lloyd Group earlier this year.
Deloitte Turnaround & Restructuring was appointed voluntary administrator of six Lloyd Group companies that were engaged in several government-, council- and club-funded construction projects.
In Melbourne, Frankston City Council’s four Lloyd Group club projects, including the $35m Jubilee Park Stadium, are now with Ireland Brown Constructions, with Council also securing the services of some existing sub-contractors, who are completing remaining works.
“Council officers remain confident all critical works will be completed by the end of August to achieve the certificate of compliance necessary for issue of the Occupancy Permit,” Mayor Nathan Conroy told Club Management. “Non-critical works will continue, but may extend beyond August 2023.”
The Council, State and Federal government-funded builds will benefit Frankston District Netball Association, Peninsula Waves, Frankston Peninsula Premier Cricket Club and Frankston YCW Football Netball Club.
“We recognise that the Lloyd Group collapse created uncertainty for our community, however, our officers have worked diligently and closely with community organisations throughout the process to update and support them while securing the best outcome,” Conroy said.
Bayside City Council has announced that construction at Brighton Life Saving Club’s Dendy Beach Pavilion and the Tulip Street Basketball Stadium extension have restarted with FOURSQ at Dendy Street and 2|MORO Group on Tulip Street.
“This is very welcome news, particularly for our life savers and basketballers. I am confident these two new building firms will complete the construction of these important and long-awaited buildings for our active community,” Bayside Mayor, Cr Hanna El Mouallem said.
“Thank you to our community for your patience while we worked through the retendering of the two contracts, in particular Brighton Life Saving Club, Sandringham Basketball Association and the building tenants,” he said.
In Sydney, Tamarama SLSC has appointed Schiavello to manage the completion of its $4.56m clubhouse renovation project. Schiavello has assessed the site, carried out urgent repair work and is now adjusting the building program with the aim of completing the build this summer.
“Schiavello put together a very thorough submission demonstrating a clear understanding of the challenges ahead and a very good appreciation of the significance of the project,” Tamarama Surf Life Saving Club president Matteo Salval said.
In Sydney, work has also restarted on Allan Border Oval Pavilion at Mosman on Sydney’s Lower North Shore. Mosman Council entered into a contract with Reitsma Constructions to finish the remaining works. Mosman Cricket Club faces a third consecutive season without a clubhouse as the new pavilion is not due for completion until the first quarter of 2024.
Just when you think things can’t get any worse, invariably they do. That feeling is well familiar to members of the Manning River Rowing Club who have seen their fair share of clubhouse rises and falls.
Back in 1971, after the clubhouse had its roof ripped off in wild winds, it was rebuilt by members. Then, in 2019, floodwaters inundated the red-brick building, so they started again, pretty much from scratch. But during construction, half completed and surrounded by scaffolding, the new building went under again in the 2021 floods. So facing adversity is a familiar story for this much-loved Taree venue.
But determination always sees them through and so it was with much relief that a Gatsby Glamour-themed official party signified the opening of his long-delayed rebuild that was celebrated by club members and local dignitaries alike.
“It was wonderful to see the club on its feet again after the challenges it has faced, and to see the community come together to support it,” Manning River MP Tanya Thompson said.
For the Taree club, the new build means all-modern facilities for the rowers downstairs, including boat storage, while upstairs there is The Boathouse at MRRC, an air-conditioned reception hall and spacious veranda featuring uninterrupted views across the Manning River and Manning Valley.
The very top level has also been reconfigured, with a professionalstandard commentary tower for aquatic events and a 10-person boardroom on the level below for race officials and board meetings. The rebuild of the main hall area offers a spacious fully-equipped 150-person events space with a cafe/bar and commercial kitchen to be operated by an in-house caterer. The new clubhouse is also fully accessible with both lift and ramp access.
The latest rebuild is the culmination of four years of dedicated hard work by members and local tradespeople, club president Tony Beeton said.
“The club and myself are excited for the future of the rowing club,” he said. “I can only see our facility getting used more and more. This would be a plus for the whole community as we attract more water sports to the area.”
As for Thompson, she is looking forward to what it can also bring to the non-boating community.
“The club looks fantastic,” she added. “It’s clear to see all the hard work that has been put into the re-opening by everyone involved. I very much look forward to visiting again.”
The Hellenic Club of Canberra’s three development applications for the highly anticipated Hellenic Precinct have been approved by the ACT’s Environment, Planning and Sustainable Development Directorate, paving the way for a new precinct of Woden Town Centre.
With over 40 years of rich history, the Hellenic Club has played an integral role in building a strong sense of community and inclusion within the Canberra community, originating as a cultural club for the local Greek community, that is now a central hub for all Canberrans.
“The Hellenic Precinct is a visionary blueprint that reflects our Club’s commitment to a vibrant and diversified future while preserving our roots in the Woden Town Centre,” stated Andrew Satsias, Hellenic Club board president.
The Hellenic Club Board and management have commissioned a new master plan that embraces a one-of-a-kind mixed-use proposition, to be constructed in three stages. Stage one consists of a multi-level basement carpark, port cochere, services, as well as a roofed Agora, or gathering place. Stage one construction is likely to commence in early 2024.
Stage two will focus on office spaces and a podium, while stage three will see the construction of health facilities, a hotel, auditorium and Tholos, which is a Greek architectural feature consisting of columns holding up a domed roof.
The Hellenic Club has suggested that its new development will be the first mixed-ise development of its kind in Canberra, and will include:
• The new Hellenic Club development will include:
• Four levels of undercover parking
A multi-purpose arena
• Multiple entertainment options for all ages
• A world-class food and beverage precinct
Function and conferencing spaces
• Commercial office space, featuring a sky garden
• Health and wellbeing facilities, including a gym and day spa
• Multicultural facilities
Satsias told the ABC that the development would help reduce the club’s reliance on poker machine revenue.
“We have held true to our focus on a non-residential development and identified multiple commercial anchors to drive foot traffic and visitation to our site and the broader town centre,” Satsias said.
“This includes elevated entertainment, dining, social and commercial spaces that will attract local, national and international visitors.”
The Hellenic Precinct development is expected to cost $146 million.
The Cruising Yacht Club of Australia (CYCA), one of Australia’s most renowned yachting clubs on Sydney’s harbour, has secured The Boathouse Group as its new hospitality partner.
The CYCA had engaged a smaller catering partner for several years, but at the end of that contract engaged a consultant to help the club find a new partner with a sleeker operation that could help the club create some more aspirational dining experiences within the venue.
“We really wanted to change from just being a caterer who provided food for members to suddenly become aspirational. We spent quite a lot of time looking at various groups, and ultimately The Boathouse Group was the best fit for the club,” explains CYCA Commodore Arthur Lane.
The Boathouse Group operates several waterside venues across greater Sydney, so the synergies between the two businesses were obvious. The Boathouse Group CEO Antony Jones broke down what the group looks for in a venue partner.
“It has to be an iconic location with an iconic outlook. Quite clearly we ticked that box with Arthur and his site straight away. And the second part of that for us was does our brand complement and fit well with what is the existing brand which in this case is the CYCA?
“And then thirdly for us is, where can we make their existing revenue base and experience better? Not just in the context of food on a plate from a quality of product point of view. But equally do we think we can add value to what is a membershipbased organisation. And they rightly have a level of expectation around the food and beverage and the experience that they want to have in their club, in their space. And we felt as though that we just ticked all those boxes quite well. So for us, it was actually a very simple and easy yes.”
As part of the new partnership, The Boathouse Group have overhauled the CYCA’s dining space, taking note of every aspect of the dining experience. The space has had an aesthetic revamp in line with The Boathouse Group’s signature look, and a new deck over has been installed. The menu has also been overhauled by Executive Chef James Brownrigg, and new staff have been brought into the business. A lot of attention was also paid to the audio throughout the space to ensure the right tone is set.
“We’re bringing all of these elements together. I think you can set a tone for a venue by the style of service, the quality of food on the plate, the audio that you’re listening to, the way you’re seated, the way
in which you’re greeted, and the way in which you depart. They are all the things that we’ve brought to CYCA,” states Jones.
The Boathouse CYCA officially launched on Friday 1 September, and its first weekend has been a positive sign for the club, with members providing plenty of great feedback about the experience.
“Straight away, it’s a totally different feel. In the club, it’s very refreshed,” stated Lane.
For CYCA and Commodore Lane, those memorable experiences have already begun.
“I think it’s a good marriage that’s worked very well with the Boathouse Group, and we are very grateful to have them.”
The Australasian Gaming Expo (AGE) was held last week to an enthusiastic crowd of over 8000 delegates at ICC Sydney over three days.
AFTER A WELCOME address from the Gaming Technologies Association’s CEO Jinesh Patel, the event opened to a packed exhibition floor featuring more than 220 over 220 exhibitors from all industry sectors, as well as an informationdriven seminar program.
New exhibitor, Uplatform took home the ‘Best Stand’ shell scheme award at this year’s event. Big Screen Video took out the ‘Steve Cowan Memorial Award’, presented to an exhibitor for innovation and participation in the industry.
The three-day seminar program, emceed by Michelle Pascoe, covered AML, cashless gaming, staffing, customer experience, AI, leadership and more.
“We were delighted to see our seminar
programs, featuring industry experts, draw strong audiences across the three days,” Patel said.
After the close of day one, many delegates made their way to Doltone House at Jones Bay Wharf for the Inaugural Combined Manufacturers Cocktail Party, hosted by the Gaming Technologies Association’s (GTA). The event brought together the manufacturers with their clients to celebrate with cocktails and canapes overlooking Sydney Harbour.
Three lucky visitors to AGE won an educational trip to Las Vegas to visit the Global Gaming Expo. Drawn daily on the show floor, the winners came from CHRG (Castle Hill RSL Group), Manly Leagues Club, and Sunnybank Community & Sports Club.
A highlight of day two of the event was a surprise visit from Len Ainsworth. Mr Ainsworth connected with exhibiting staff and former colleagues and marked his 100th birthday with a celebration and cake on the Ainsworth stand.
This year the AGE also said farewell to Judy Rayner, the event’s sales agent since its beginnings in 1990.
“We’d like to thank Judy Rayner for her 34 years of involvement in the AGE,” said Patel. “Judy has been an integral part of the event since its start in 1990.”
“The AGE is an excellent opportunity to keep up with all the latest trends and see what services and products are available from exhibitors you may not otherwise connect with. We believe 2023 has delivered maximum value and a satisfying experience for visitors, exhibitors and sponsors,” Patel concluded.
The AGE will return from 14-16 August 2024.
The AGE is an excellent opportunity to keep up with all the latest trends and see what services and products are available from exhibitors you may not otherwise connect with.
Jinesh Patel, Gaming Technologies Association
Live music platform, Muso, has undergone a rebrand, launching with an entirely new platform and updated look and feel under its new name, Surreal.
Surreal is an all-in-one software solution designed to streamline and simplify the organisation, management, and promotion of live entertainment. It empowers hospitality groups, independent venues and agencies to operate at their best across the globe. As part of the rebrand Surreal has launched into the UK and New Zealand, establishing the first global entertainment platform of this kind.
Surreal is faster and more efficient than the previous platform and can cater to a larger number of users. It is also optimised for venues, musicians and entertainers and talent agencies offering an enhanced platform with improved functionality and a better user experience.
The platform boasts over 10,000 artists, 5,000 venues and 54,000 gigs globally with $27,000,000 of payments being made through the platform per year.
For more information please visit: https://surreal.live/
Samsung’s Pro Display range can be utilised across different touchpoints in a pubs and clubs, with a variety of display formats that help to drive footfall, engagement, revenue drivers and repeat business.
“When customers head out for a night out, they are seeking engaging, immersive entertainment experiences. The Hospitality industry has the opportunity to deliver unforgettable experiences– on vibrant large-scale LED displays that will leave a lasting impression and keep customers coming back,” said Phil Gaut, Senior Director of Display and Brand Memory, Samsung Electronics Australia.
“Sports fans will also love our large, high-quality Business TVs and digital displays – with all the action played throughout the venue,” enthused Gaut.
“With our Business TVs you can even advertise alongside the content you are playing using built-in customisable templates and our free Business TV App to promote happy hour, menu specials or trivia night”, said Gaut.
An ultra-large Samsung LED Display is an ideal hero display for your venue, allowing your customers to feel close to the action of the main game of the night.
This can be supported by digital displays and Business TVs in key touchpoints throughout the venue, even outdoors. Operators are using Samsung displays for menu boards, promotions, smaller sporting games, music, artwork, trivia and any other content, wayfinding navigation and advertising.
Learn more at https://www.samsung.com/au/business/displays/
With over 35,000 Australian businesses now using Zeller’s smarter EFTPOS solutions, Zeller is Australia’s fastest-growing local fintech. Independent venues across the country are signing up to secure more affordable EFTPOS fees, no monthly terminal rental costs, and no lock-in contracts.
Zeller has a number of key differentiators for its merchants when compared to the typical bankissued payment solutions, including:
• Durable construction: Zeller’s merchants have attested to the fact that the Zeller EFTPOS Terminal can handle everyday damage and spills that happen in a busy pub or club environment.
• Smarter surcharging: Zeller makes passing on transaction fees to patrons simple. Merchants can choose to pass on the entire fee, a percentage of the fee or none - with the toggle of a switch.
• Over 600 point-of-sale integrations: POS integrations are crucial for hospitality business owners. Having your POS and EFTPOS terminal connected means that when you click on items and push the pay button, it pushes directly to the EFTPOS machine so that you don’t waste time typing in numbers, and there is less room for error.
Coca-Cola Europacific Partners (CCEP), a major postmix provider for on-premise venues across the country, is currently running its Postmix Pinnacle Program, supporting its venue partners in boosting postmix sales.
CCEP partner venues can join the exclusive program, which offers the following benefits:
• A calendar of exclusive promotions to activate throughout the year to drive Coca-Cola sales in venue
• Regular sales reviews to evaluate venue performance and outline what can be done to continue to increase sales
• Year-round point of sale and merchandise to drive consumers to purchase Coca-Cola at their venue
• Food and beverage support through their complimentary Menu Design Program valued up to $500.
All participating venues are eligible to win major prizes in each state. Venues with the highest postmix volume uplift* will win up to $800 worth of EFTPOS gift cards at the end of every promotion activated.
CCEP is excited to announce the launch of their Footy Finals promotion. Patrons in your venues can ‘Get the Taste of Finals Action’ and win a Toyota Rav4 Hybrid, plus thousands of instant-win $10 drink vouchers to be won.
The promotion commences Monday 4 September, running until 15 October 2023 across participating venues.
CCEP customers can contact their Business Development Executive to sign up to the program and access their latest Footy Finals promotion.
*The results provided are based on an average volume increase for each individual promotion across participating customers.
Venues have found a meaningful way to convey an important message while also generating revenue through their participation in the DrinkWise national campaign. By actively promoting responsible alcohol consumption right at the moment of purchase, venues are ensuring their alignment with Responsible Service of Alcohol (RSA) principles. This innovative technology offers boundless opportunities for advertising and generating additional income for the venue. Excitingly, the upcoming release of Digital Decal Version 2, scheduled for the end of this year, introduces the capability to remotely modify content and update multiple venues very quickly. This includes the ability to feature current point-of-purchase information and within the backend provide snapshots of the beverages available at each venue, along with their respective locations. These enhancements are set to revolutionise the way venues engage with their customers as well as how brands track their products.
Introducing Birch & Waite’s Tomato
Relish new recipe. Made with Australian ingredients, it offers a perfect blend of tangy and savoury notes.
With over 30 years of experience crafting products for Australia’s leading chefs, Birch & Waite is focused on bringing the best products to the foodservice industry ,and it means making sure its products remain of the same consistent chef quality the company is renowned for.
Birch & Waite is proud of relaunching the Tomato Relish as part of the Relish range (including Beetroot Relish and Caramelised Onion). Batch crafted with garlic, onion, gherkins and mustard; it is a chunky relish perfectly seasoned, which adds a touch of visual appeal to your culinary creations. Pair with your favourite dishes – from burgers and sandwiches to cheese platters.
Key features:
• Australian made
• Batch crafted
• Fresh chilled
• No artificial colours and flavours No added preservatives
• Plant-based Visit www.birchandwaite.com.au for more information and request a free sample!
While many believe live music is back, a new piece of research from Wild Turkey Bourbon reveals four in five (81 per cent) aspiring musicians find it difficult to book a live gig. In response, Wild Turkey and local Australian music legends are teaming up to mentor up and coming artists and help artists get more live music experience through a series of Music 101 sessions.
Additionally, Wild Turkey has partnered with venues all over Australia to give aspiring music talent a stage to tell their bold stories. Working closely bars across Australia, the program supports local artists in navigating the live music scene by creating performance opportunities, as well as providing a platform to share their sound while delivering live music to consumers in all corners of Australia. These music events are occurring weekly across the country, offering live music, a curated drinks offering and unrivalled atmosphere. To host your own Wild Turkey Music 101 event at your venue and get behind genuine music, contact your local Campari representative.
New Coopers Australian Lager, refreshing from first drop to last. With a bright golden hue originating from Coopers’ own lager malt, the beer pours clean and clear.
This easy-drinking modern Australian Lager features stone fruit and citrus aromas, with a dash of late hopping adding subtle tropical notes. A slow fermentation using traditional lager yeast creates delicate floral notes on the palate.
“We’ve decided to double down with the release of Australian Lager and bring a new premium, great-tasting beer to the market to meet drinker demand,” stated Coopers Brewery general manager Michael Shearer.
“Coopers Australian Lager will be our flagship lager offering, rightfully taking its place among our permanent portfolio and featuring our iconic Coopers roundel. With 80 per cent of beer volume sold in Australia being lager, we see this as a significant growth opportunity for Coopers and we’re not holding back in its promotion.
“We can’t wait to share this new Australian lager with beer drinkers around the country.”
www.coopers.com.au
The Young Henrys Ginger Beer is the perfect balance of cool refreshment and ginger spice. Pouring a beautiful cloudy gold, this Aussie style ginger beer goes down an absolute treat. Hints of citrus and lime icypole on the nose leads into a luscious mouthfeel and spicy, dry finish. Made with Buderim Ginger from Queensland, one of Australia’s oldest ginger producers.
At 4% ABV and best served over ice, that ginger bite will keep you coming back for more!
https://younghenrys.com/
Defined as an oak-aged tequila that’s filtered with charcoal, Cristalino is the latest entrant to the growing tequila market. And continuing this emerging trend, Proximo Spirits has now launched its unique 1800 Cristalino expression in Australia.
Capturing the smoothness of a blanco with the complexity of an añejo, 1800 Cristalino offers the ultimate tequila drinking experience. In fact, the Maestro Tequileros responsible for the innovation are from Proximo Spirits, the proud family-owned creators of the 1800 Tequila brand.
Merging the visual and sensory worlds, this distinctive tequila takes pride of place on any bar. With the margarita being Australia’s most popular cocktail onpremise last year, 1800 Cristalino is an ideal way to elevate the classic Margarita or to savour neat on the rocks.
Recently claiming the title of the world’s fastest-growing spirits brand, 1800 Tequila has a bright future in the Australian market. Reach out to your Proximo Spirits Representative for more information and to order.
Pouring a delish golden pale, with a gorgeous off-white head, this beer is a wonder to behold! A pungent bouquet of tropical stone fruit and citrus wafts through the air, making way for a pillowy, perfectly balanced mouthfeel and flavour. The hops used are Topaz, Mosaic, Idaho-7 and Calypso. Vegan-friendly with a 5.2% ABV.
New to the core range in both keg and can, it’s ready to be thoroughly enjoyed by all.
Archie Rose Distilling Co. has launched an Australian Double Malt Whisky as the third release in its Fundamental Spirits range, crafted from a blend of the rye and barley malts that underpin Archie Rose Single Malt Whisky (eight-time winner of Australia’s Best Single Malt) and Rye Malt Whisky (four-time winner of World’s Best Rye).
Each batch is made at the Archie Rose Distilling in Botany, Sydney using a solera system, where, over time, the rye and barely whiskies are married together to create Double Malt Whisky – a delicious more approachable new style of local whisky that gives people the opportunity to switch to a 100% Australian-made malt whisky instead of blended Scotch, bourbon or rye whiskies.
The new release has hints of apricot jam on toasted rye bread, along with the flavour of roasted nuts and honeyed chocolate notes on the finish. As part of the Fundamental Spirits range, Double Malt Whisky is bold enough to stand up in your favourite mixed drinks and cocktails, but complex and smooth enough to sip on its own. www.archierose.com.au
INSIDE CENTRAL SOCIAL Club, the bar opens onto a long restaurant and café space with bench seating and dining areas separated by walls of frosted glass for privacy.
“IT’S GOT LOTS and lots of glass. The sun just streams in. It is beautiful,” says general manager Jim Webster of Central Social Club, his new pride and joy at the junction of City Walk and Petrie Plaza in the national capital.
In contrast to the bright carpets and dark cavernous interiors of its parent Canberra Labor Club’s original home, Webster’s new baby in Central Social Club is a slim space that features Hamptons-esque blonde wood panelling, a pastel palette and gingham fabric accents.
“The new decor has been warmly received by locals and our regulars love it,” he says. “It is totally different from our other clubs. It isn’t bright and lairy. It’s got a bit of a country feel to it.
“And our gaming area is at the rear and is very spacious. It’s lovely, it’s well lit and very comfortable and spacious and brand new.”
Webster is effusive about this new showpiece, a move he says is in the right direction for a club group he has served for 15 years.
“We just love our environment, it’s very different to be in,” he says.
Despite Webster’s initial doubts, members are easily interacting with technology, including the CleverQ ordering system.
“It works very well. Rarely do we have any issues with it. To be honest, I love it,” he says. Those orders go through to executive chef Sam McCarthy, last year’s AHA ACT Chef of the Year. His focus is on an all-day menu featuring local produce such as braised Cowra lamb shoulder, plus “knockout” desserts paired with a selection of local ACT and NSW wines and local craft beers.
“His food is just fabulous,” Webster says of McCarthy. “I really enjoy working with him and he is very open to ideas and he loves changing things. He’s not afraid to do things and he experiments with food and puts this together with that, something I would never dream of.
“The lime tart, for example, is unbelievable.” So far visitors to Central Social Club seem to agree with Webster.
“Fridays and Saturdays, when the weather has been warm, they are just hanging off the rafters,” he says.
“The design concept reflects the nostalgic touches of the classic club environment while providing a refreshing new experience for first-time visitors,” interior designers CTRL _ said.
“The interior has been designed to enable a comfortable hospitality moment, incorporating high-seated bar options with an impressive central bar, through to cozy and private dining spaces for dinner and lunching options.
“Large upholstered banquettes are presented throughout, complemented with fluted wall panels and herringbone oak timber floors. A curved tiled entry lounge greets its visitors, while an impressive double-height void in the main bar enables natural light to flood into the interior.”
With an overall design by Pelle Architects, construction by local Braddon builder Fore Group, interiors by CTRL Space, furniture by James Richardson Furniture + BCI Furniture, flooring by Tongue & Groove, carpet by Modieus and ceiling by Autex Acoustics, the club group’s 40,000 members now have a new place to dwell.
Canberra Labor Club manager Jim Webster talks to Grant Jones about the new Central Social Club, in the heart of the national capital.As we head towards the end the year, there’s still plenty of sport to keep members and guests packing out sports bars in 2023.
THE FOOTY CODES may be heading to the end of their seasons, but there are so many other great sporting events to help bring in customers for the rest of the year.
Aussies have always been sports-mad, but we’re packing out club sports bars more than ever, so it’s crucial to know what big sporting fixtures are coming up, so your venue can plan and market them accordingly.
“Foxtel has plenty of sport showing throughout the spring and summer months that could introduce venues to a new crowd of customers. We know that live sport brings more customers to venues so clubs can capitalise during this time by advertising these fixtures in advance and showing them on their screens,” suggests Greg Bohlsen, national manager for licensed venues at Foxtel.
Here’s a look at some of the biggest fixtures over the next few months.
Nothing goes together like summer and cricket, and this year’s lineup does not disappoint. The ICC Men’s Cricket World Cup in India starts on 5 October, where the Australian team will be trying to take the championship off current holders, England. Matches will run from the afternoon to late night, suiting clubs well. In December, the KFC Big Bash League kicks off, as well as the NRMA Insurance
Test Series with games against Pakistan and West Indies.
The women’s side will also be getting in on the action, with three one-day matches against West Indies from 1 October, and the Weber WBBL kicking off from 19 October.
As we get to the pointy end of Formula 1’s 2023 season, two upcoming races are at the perfect time for the Australian market. The Japan Grand Prix at the challenging Suzuka track kicks off at 3pm AEST Sunday 24 September, and the inaugural Las Vegas Grand Prix, which incorporates the famed Strip, starts at 5pm AEST on Sunday 19 November.
The Supercars season will also be wrapping up over the next few months, with key fixtures including Repco Bathurst 1000 (5-8 October), Boost Mobile Gold Coast 500 (27-29 October) and VAILO Adelaide 500 (23-26 November).
Hot off the heels of the UFC 293 in Sydney, October and November will see another two big bouts that will bring mixed martial arts fans to your venue. UFC 294, taking place on Sunday 22 October will be headlined by a rematch between current lightweight champion Islam Makhachev and former champion
Charles Oliveira. In November, UFC 295’s main card will see current heavyweight champion Jon Jones and former champion Stipe Miocic go head-to-head for the title belt once more.
Meanwhile in boxing, Canelo v Charlo will take place on Sunday 1 October, preceding the the hugely anticipated bout on Sunday 15 October where homegrown champion Tim Tszyu will defend his WBO title against interim champion Brian Mendoza. Expect this one to pack out your sports bars and beer gardens.
The Matildas’ recent success has driven the appetite for women’s sport, and next up is the Constellation Cup from 12 October, where Australia’s netball team will be looking to retain their title after an epic World Cup win. The Diamonds will then take on South Africa in a three-match series from 25 October.
In domestic basketball, the Hungry Jacks NBL tips off on 28 September and the season ends on 18 February. Looking to the US, American leagues continue to grow in popularity in Australia as a lunchtime watch, with seasons of the NFL, NBA and NHL all shown on ESPN throughout November to January.
For more information on upcoming fixtures, visit www.foxtel.com.au/venues
MIDDLE HARBOUR YACHT Club in the early 1970s was all dark timbers, silver trophies, musty storerooms and old sea salts. For this writer, the return to the clubhouse after sailing tiny timber Flying Ants on Sydney Harbour offered cold lemonade, maybe some hot chips on the tiny beach for the kids and a beer or wine for the adults. In the ensuing half-century, not much had changed.
Mark Maybury came in as Covid started to hammer the industry. Having worked under the stewardship of Richard Errington, CEO of the then Rooty Hill RSL Club – pre Wests HQ – Maybury knew that change in clubs needs to be an evolution, not a revolution.
“I enjoy clubs and working with the members and the cultural component of it,” he says.
Limited by a 100-berth marina, significant maintenance costs in a “brutal” environment, a tired and costly F&B offering, rusted-on membership, lots of wasted space, compliance costs and sub-lease planning hurdles, much needed doing.
With just four full-time staff, himself included, some part-timers and casuals and an array of elderly volunteers, Maybury decided to maximise the things he could change rather than worry about the things he couldn’t.
While they continue to undertake general maintenance, the ability of elderly volunteers to undertake some of the heavier work is declining. The average age of the 100 or so members is 60-65, with 70 per cent older males. Encouraging female membership with a women-only race series and using an all-female crew or mixed crew with a female skipper on donated boats has gone some way towards arresting the decline in women members. Meanwhile, a junior school holiday program with 300-400 children per year come through, is effectively long daycare with few converting to full membership.
“We can do the junior training but at some point, there has to be a full commitment from the individual and the family and that is time and financial resourcing, boat purchase, then that becomes expensive,” Maybury says. “Those that do come through have a tendency to come from a sailing family.”
Juniors also usually come back when they are 30 or 40 for twilight sailing, but the club needed to look at compacting sailing opportunities that don’t eat into too much of a weekend.
“The problem with sailing, like golf, is also that time constraint.
We are finding that it is getting a bit more difficult for our weekend sailing to get crew. Race fleets on weekends are also declining,” he says. “It’s happening all over the place. We all have the same issues. The same with volunteers. They are all ageing … and some of those boat owners are getting older too and they are not as active or as competitive as they used to be.”
A sea change needed to happen. While his expertise is not sailing, it still is the core of Middle Harbour Yacht Club and needed to be addressed.
“How can we change the program to make it more attractive to people who have time constraints?” he asks. “Is it a shorter series or not racing every weekend or racing on Saturday or Sunday in a shorter format? We are just playing around with that at the moment because we see what we need to make an adjustment to that.”
While partnership in boat ownership and growth in cruising and leisure sailing means people want to come back to the club for a drink and a bite, competition numbers are dwindling.
“All the drop-off in race fleets has a knock-on effect to other parts of our club, particularly our on-land components hence why we’ve had to make some adjustments to our food and beverage,” he says.
Several F&B options had been attempted before Maybury’s arrival, including the standalone Cala Luna restaurant upstairs. Hit by fire in 2015, it never really recovered. The club’s own in-house offering was also burning through the cash.
While crew membership went up during Covid, and boats unable to head north for the winter still paid berthing fees, that income wasn’t a long-term solution.
“The environment we sit in is also brutal,” he says. “We have ageing assets with most of the timber building over 50 years old.”
While it still needs a lick of paint or a coat of varnish, the club also needs solid cash flow. So the new CEO set about finding new ways to generate revenue. Maybury then found that more than 38 per cent of the total floor space was not being used efficiently: storage rooms used as dumping grounds and a little-used trophy room among them. A financial solution was buried in the sand –somewhere – he just had to find it.
And he did. Junk was removed from storage rooms and the space was converted into sail storage. Those leases started generating revenue. Australian Sailing, the governing body for the sport of sailing, took the old restaurant space as a longterm tenant. More passive income.
Sydney Harbour Surf Club, a memberbased surf-ski operation, was the next tenant to fit the brief. Paddlers can access their surf skis and kayaks 24/7, and are usually gone by mid-morning, with little crossover or crowding, maximising another space.
But the downstairs cafe, meanwhile, had few visitors and even fewer visited the clubhouse upstairs. Sailing also only takes place 120 days a year,and there were only a few days when the club was full outside of twilight sailing.
“Then you have 300 people coming off a boat who want to be fed and watered. But that is only 22 times a year,” he says. The in-house catering was also losing money “hand over fist”.
“The revenue levers that we could pull are very limited and our membership has remained pretty static,” Maybury says. “What was key for me and what I looked
at was about bringing traffic and life down here and things that would complement our other services.”
During Covid, locals approached the club looking for small office spaces but that wasn’t the right fit.
“Bringing tenants in had to bring a value back to the club in one form, value back to members or second revenue or like activity,” he says. “When we looked at putting partners in here, we looked at what else did they bring [to the club and its members].”
Presenting new ideas and concepts to members was also key in getting ideas over the line.
“Their main thing was how do we take the members through it,” Maybury says of older members who considered the club “their” space. That included an idle former boat brokerage office and junior sailing school, that covered a hidden gem.
“I was standing at the junior sailing office one day looking out the window, looking at The Spit and it was winter and the sun was streaming in. I thought, ‘This is great. If we open this…’.”
So artists’ impressions and an initial concept got members excited. While a
fundraising effort was set at $200,000, the gutting of the space and some structural work cost about $350,000. So it would take a lot more to create a quality restaurant.
“It needed to go that next step of having a full kitchen so we tried to raise funds through our foundation,” he says, but the club just couldn’t raise enough and didn’t have the expertise.
“I went back to the board and they all wanted a better restaurant and I said unless you can give me the money we need to look at some more alternatives.”
Maybury proposed putting the venue out to tender on a separate lease, separate title with a liquor licence. The club then asked a local commercial real estate agent who had a queue of people looking for waterside venues. Among them were hospitality duo, chefs-turned-restaurateurs Mitchell Davis and Gavin Gray of Great Eats, the successful catering consultancy behind Bondi Icebergs Club.
“I went ‘Bingo’. This is perfect,” says Maybury. “It was the same vision we had. We aligned and we’ve ended up doing a straight lease with them,” he says.
St Siandra was born. The club then struck a deal to lease the function space
above the restaurant. While St Siandra is open to the general public, the operators also offer a tighter menu to the members next door.
“The more successful they are, the more successful we will be,” Maybury says.
F&B is now cash positive. Over the past year, commercial revenue has also increased by 82 per cent. While building issues delayed the opening of St Siandra, things are expected to heat up this summer with forward bookings looking promising. New social members have also signed up.
“It’s brought a lot of life around here,” Maybury says. “It’s a different audience. There is a whole new clientele down here.”
Rusted-on sailing members now bring their families and friends down, proudly showing off the new offering and there are other benefits.
“Now that it has freed up the cash for us we can now reinvest in the club,” says Maybury.
That includes painting the dark clubhouse interior white, putting in new floors, adding a new face and stone top to the bar, new lighting, a big screen, new audio, maybe some new furniture and a small service kitchen.
“I want to turn it almost into a sports bar,” he says. The existing waterfront admin space will be transformed into a large foyer with member seating and windows opening to the beach with views across to Clontarf. The new foyer will also alleviate congestion in the breezeway between the club and the crowds heading to St Siandra.
“While it was a little bit bumpy, to start, it’s now swinging,” Maybury says, justifiably pleased with the result.
While the core of any club is community, having an asset with no benefit to members is no good to anyone. A solution has to be found. At a recent club managers forum, Maybury offered that F&B solutions may not only be black and white.
“Don’t just think the traditional way of
doing it yourself or finding a caterer to do it,” he says. “Think about how can you use your asset and how can you separate it.
“We are not reliant on them, we kept some of our independence and we are leveraging off them,” he explains of St Siandra. “Realise that there is value in that. I could have just rented to the first person that came along. I could have got the same rent but was that really going to give me the best value?
“And don’t be scared to push back on your members. Yes, we have cut some of your area out but we have given back.”
Maybury has been at MHYC for three years and the sailing strategy is next on his list, but it’s an area he has no expertise in. Unlike Rooty Hills’ 50,000
members, MHYC sailors know exactly who you are, so it may be getting a little small.
“Even though it is a club, like Rooty Hill, members are passionate about it. I guess you’ve got more of a smaller membership base very wedded to their club. There are many members who have sailed here since they were kids.
“They are a lot more noticeable, and you see them a lot.”
As an example, his one and only lunch at St Siandra was interrupted by members wanting to have a word. It’s a minor issue compared to when he started.
“My biggest problem now is where to put the trophies which are now sitting in a storeroom!”
With the arrival of spring and the promise of long, sun-soaked summer days, clubs in Australia find themselves at a culinary crossroads. Holly Slater reports.
THE CHANGING OF seasons not only brings about a transformation in the landscape, but also in the tastes and cravings of patrons. From prioritising local to creating cost-effective dishes, read on to discover the art of crafting a menu that both tantalises taste buds and centres affordability during the sunny season.
Balancing classics with novelty
Head Chef of Kiama Leagues Club, Sarah Rebbeck, notes the need to retain crowd-pleasers while introducing simple, fresh elements for the warmer months.
“We do have our classics being a club; you have to stick with your classics that are never going to change off the menu. We tend to have a handful of mains and a few starters and then some salads that we change every season.”
Concocting innovative and novel pairings and sides, Chef Rebbeck ensures that the menu remains attractive and aligned with customer tastes throughout the year.
Discussing seasonal shifts, renowned chef Matt Kemp, who has worked at clubs and pubs across Australia’s eastern seaboard, stresses that adapting the menu to cater to evolving preferences is key to success.
“People want fresher, lighter kinds of things in the summer months, and then in the winter, they like the slow-cooked, warmer comfort foods.”
It’s no secret that punters are increasingly eager to support local producers, and as preferences change, both chefs underscore the importance of sourcing ingredients locally.
“The food trend is very much as local as you can get it. People just love it. They really like it, having something that they know wasn’t brought from overseas,” Rebbeck states.
“Wherever we possibly can, we try and use local seafood or meat or ingredients that we can get sourced locally.”
Kemp shares a similar sentiment; his commitment to sourcing locally isn’t just a culinary trend — it’s a philosophy. He notes that supporting local producers guarantees freshness and strengthens community bonds, highlighting the trust built through
local partnerships. One such current partnership for Kemp is with Salumi Australia, based in the Northern Rivers region of NSW near Kemp.
“Salumi Australia always does amazing, great salamis and cold cuts and all those sorts of products. We always tried to find a way to get them in, whether it be on a pizza - literally a pepperoni pizza - or we do a beautiful salami and cheese grazing platter for two where the cost for us is set at a decent markup. But for a guest, when you break it down, it’s $16 a head.”
This emphasis on Australian products offers diners not only an exceptional meal but also an opportunity for profit if done thoughtfully. Chef Kemp says the way to do this is to mix and match – pairing premium local ingredients with more accessible ones without compromising on quality.
“I’ve got great salami and mortadella that I use from the guys at Salumi Australia. But I will have it on a piece of bread that is local. I can put that out there, and it helps offset some of the
other premium ingredients that I’ve got in that dish.”
Opting for local not only promotes sustainability, but also resonates with customers who appreciate knowing their food is not imported, cultivating a connection to the region’s flavours and producers, setting venues apart in a competitive market.
Clubs often serve as more than just dining establishments; they’re community hubs. Kemp underscores the advantage of flexibility in clubs, as customers can comfortably choose how much they want to spend, a feature particularly appealing in times when budget-conscious dining is a priority.
He notes, “pubs and clubs offer a unique advantage in today’s dining landscape — flexibility.”
Rebbeck mirrors Kemp’s focus on affordability for patrons: “The key for us is to have a really good range of the dishes on our menu.”
Offering a diverse price range ensures that there’s something for everyone, from budgetfriendly options to more indulgent choices. This not only aligns with customers’ changing tastes but also ensures that dining remains accessible to all.
In addition to affordability, Kemp champions the power of simplicity. As most clubs can attest to, serving hundreds or even thousands of guests can be a daunting task.
“By focusing on quality, local ingredients, and straightforward preparation, clubs and pubs can provide exceptional dining experiences without the hefty price tags.
“Focus on three to four components a dish, and they’ve got to go out fast. We ask ourselves how we get things that might be cooked halfway, or some component of the dish already cooked.”
Taking the time to research pre-prepared or partially cooked ingredients, Kemp ensures some components of his menu can be put together with minimal effort and maximum impact.
“A harissa-roasted cauliflower with pumpkin seed puree and roasted cashews has had two days’ worth of preparation done already as part of it is cooked. And I’ve just got to finish it through the oven. I can have it out to the guests in 12 minutes as a fully, nicely roasted piece of cauliflower presented lovely because we’ve done a lot of background work.”
Rebbeck also advocates simplicity and quality as a winning combination for clubs.
“Our menu is definitely not huge. We try and keep it smaller and then have specials so that it moves and walks out the door fast but is also served properly.”
Spring and summer don’t simply signal the change in weather; they usher in a shift in customer expectations. Rebbeck notes the changing landscape of pubs and clubs, emphasising that patrons now expect more than traditional pub fare.
“Pubs and clubs are putting out some fantastic food these days. I think it’s changed because people want more than just the typical bistro meal.”
Kemp agrees, stating that clubs are no longer simply watering holes; they’ve become destinations for exceptional dining experiences.
“It definitely makes us work a bit harder. Because we know that the offering and the ante has been upped across the pub and club world. There’s a change in the psyche of how our venues
Listen to your customers, get some feedback... but try a few different things. Put it out there and see how it works.
Sarah Rebbeck Kiama Leagues Club
are being used now. And I feel that they’re being used as a place to socially gather at a place that offers something that’s good to eat.”
Part of the shift in customer behaviour can be linked to the cost of living, and people wanting a great meal out without breaking the bank.
“Things are tough on everyone. I know that everyone can come down and and make their own decisions of what they wish to spend.” he continued. “Pubs and clubs are places where friends and family can gather, relax, and enjoy delicious meals without feeling pressured by exorbitant prices.”
Rebbeck advises club operators to pay attention to customer feedback and preferences. Experimenting with new dishes on the specials menu and paying attention to customer choices can lead to successful menu changes.
“Listen to your customers, get some feedback, follow what they’re buying and spending their money on. But try a few different things. Put it out there and see how it works.”
These seasons aren’t just about changing temperatures; they’re an invitation to embrace local produce, celebrate simplicity, and cater to diverse budgets. This ensures a memorable dining journey, transforming your menu into a recipe for success — whether served to 50 or 500 guests.
Pork Cutlet with watermelon salad
If fresh and simple are what diners are looking for in the warmer months, why not try a delicious pork cutlet with a refreshing watermelon salad?
INGREDIENTS (Serves 10)
• 10 x 200g pork cutlets
WATERMELON SALAD
• 50ml apple cider vinegar
• 10ml honey
• 100ml extra virgin olive oil
• 1.5kg watermelon, trimmed
• 250g Lebanese cucumber
• 15g mint leaves
• 150g pitted Kalamata olives
• 200g feta
PORK BASTE
• 100ml grapeseed oil
• 50ml lemon juice
• 30ml bourbon
• 1 clove garlic, crushed
• 2g smoky paprika
• 5g thyme leaves
DRESSING
In a food processor or blender, blend vinegar, honey and extra virgin olive oil until emulsified.
Season and refrigerate.
SALAD
Cut watermelon into 2cm
pieces. Peel cucumber and cut into 1cm thick slices. Gently toss watermelon and cucumber with mint, olives and feta.
PORK BASTE
Whisk together all ingredients until combined.
TO SERVE
1. Lightly grease a char-grill and heat to high heat. Season pork cutlets on both sides with salt and place on grill. Cook for approximately 4-5 minutes or until cooked, turning once. Remove from grill and cover with a stainless steel bowl (to enhance smoke flavour and retain heat).
2. Gently toss watermelon salad with dressing. Brush pork cutlets with pork baste and serve immediately.
Note: Cooking time based on bone-in chop approximately 1cm thick.
The 2023 Your Local Club Perfect Plate Award winners have been revealed, with three state-wide and 13 regional winners announced at the ceremony at Norths Cammeray on Tuesday 1 August.
ACROSS NEW SOUTH Wales, 174 eateries from 146 clubs created a special competition dish for their menu, with members and patrons invited to score the meals out of five and cast their votes between 30 May and 9 July 2023.
Bankstown Sports Club’s Land & Sea dish — a beautifully presented combination of crispy pork belly, grilled lobster tail, corn salsa, a broccolini lollipop, red coral tuile and lobster sauce — took out the top spot in the competition’s ‘large club’ category. Kiama Leagues Club won out in the ‘medium club’ category with its Slow Cooked Lamb Shoulder with Cauliflower Puree, and Towradgi Park Bowls & Recreation Club’s Red Wine Braised Beef Short Ribs earned them first place in the ‘small club’ category.
An estimated 80,000 Perfect Plate dishes were purchased by delighted diners, with the competition’s ambassadors — celebrity chefs Matt Moran and Courtney Roulston — visiting nearly 50 participating clubs to meet the competing chefs and taste their creations.
“I was so impressed with the quality of the Perfect Plate dishes, and as someone who started their own career in a Western Sydney club, it was fantastic to see so many passionate — and in many cases very young — chefs honing their craft in their local club and expressing themselves through their cooking,” stated Moran.
Roulston, who began her career at Putney “bowlo”, was similarly impressed with the quality of food being served up in NSW clubs.
“Club food has come such a long way in the last decade. They still serve up traditional Sunday roasts and the like, but they offer so much more now, from hand-made pastas and dumplings to fresh, locally caught seafood that’s perfectly grilled.”
Speaking to Club Management, the Perfect Plate ambassadors praised the level of quality to be found in club meals across the state, and how today’s fare is pushing against the stereotypical club meal.
“We all used to put clubs in a certain box where you get your pretty average Chinese or your fish and chips, and all that sort of stuff that is all pretty much the same. And that’s what it was. The lure was cheaper alcohol and poker machines, where now you only have to look at all the winners last night and how diverse the food is and how much more exciting it is, which is fantastic. It’s great that you can go to your local club, not just for entertainment, but actually for a decent meal,” stated Moran.
Roulston agreed: “[Clubs] are becoming a destination for food. There’s so many things I saw in the clubs I went through like big woodfire ovens, and you’ve got chefs from all over the world bringing their heritage and their family recipes into the club, which is really cool.”
Besides the deserving winners, the Perfect Plate ambassadors wanted to highlight a couple of dishes that blew them away. For Moran, it was the butter chicken at Glen Innes Services Club in the New England region.
“I had one of the best butter chicken dishes I’ve ever eaten within Glen Innes. The chef was Indian and he wanted to do something that he knew really well. Things like that need to be promoted and gotten out there because it was phenomenal.”
For Roulston, it was the Pad Thai at SS&A Albury which highlighted how club dishes were pushing the boundaries of the guest palate.
Small Club: Towradgi Park Bowls & Recreation Club, 3 Chefs Eatery
Medium Club: Kiama Leagues Club, Sails Family Bistro
Large Club: Bankstown Sports Club, Greenfield Bistro
Central Coast: The Ary Toukley, Ziva Eats & Pizza
Central West: Bathurst RSL, Bathurst Bistro
Eastern Metropolitan: Randwick Golf Club, Bay Window Restaurant
Far North Coast: Wauchope Country Club, Bowl ‘N’ Slice
Illawarra and Shoalhaven: Kiama Leagues Club, Sails Family Bistro
New England Tablelands and Northwest: Armidale Ex Services Club, The Mill Bistro
Newcastle and Hunter Valley: Club Stockton, 3 Sicilians
Northern Metropolitan: Balgowlah RSL, The Wine Room
North Western Metropolitan: Parra Leagues, Members Lounge
Riverina and South West: Albury SS&A, Social Dining & Bar
Southern Metropolitan: Sharks at Kareela, Cove Bar and Grill
Southern Tablelands and Far South Coast: Club Malua, Blue Salt Dining
Western Metropolitan: Bankstown Sport Club, Greenfield Bistro
“The Pad Thai in Albury was so good. They were smoking the chicken before they put it in with lots of tamarind and lots of chilli. I think back in the day the food in clubs was targeted a little bit to the tastebuds of the older bracket of guest. But I found these chefs were not afraid to be using spices and chilli and tamarind and lemongrass. So it was good to see exciting ingredients being used.”
Newly appointed ClubsNSW CEO Rebecca Riant said Perfect Plate, now in its third year, was an opportunity to shine the spotlight on club dining and the dedicated chefs that work in the industry.
“Congratulations to the three state-wide winning clubs and the 13 regional winners — from the kitchen staff to the marketing teams, you should be enormously proud of your efforts,” stated Riant.
AS WE STRIVE for a greener and more sustainable planet, the impact of the commercial restaurant and hospitality industry should be a part of that thinking. In most cases, the average commercial kitchen uses vast amounts of energy and water alongside the transport miles needed to deliver goods and produce to fill menus. Minimising those resources is an enormous opportunity to be more sustainable and reduce our impact on the planet.
A major contributor in producing food in a commercial setting is heat: heat to cook, radiant heat from an element, direct heat from a flame or heating water to boil or steam. Look at the heat generated by cooking in a commercial kitchen, which is generally either by burning fuel or using electricity. The burning of fuel requires the ignition of wood or coals and fossil fuels such as natural gas and liquid petroleum gas (LPG).
The added flavours created in foods cooked with burning solid fuels are offset by control; heat is generated slowly, although not easily controlled, and that can be impacted by the surrounding environment. Burning solid fuels is the oldest method of generating heat, and although the trend to cook by burning wood and coal has increased again recently, it comes with sustainability conundrums, including releasing carbon dioxide into the environment. There is also a waste product in the form of ash that needs to be disposed of.
But the most common form of heat generation in a commercial kitchen, probably because of its control and instantaneous heat production, is the ignition and burning of fossil fuels. Although it is becoming a ‘faux pas’ to burn fossil fuels, it is still the most common and reliable method. Burning fossil fuels also creates a poisonous and environmentally harmful gas in carbon monoxide.
Then there is electric cooking. This, however, has lost some favour as it’s not easy to control and, in many cases, is only installed when natural gas or LPG is not an option. Electric is slow to heat and takes time to cool down. Combi ovens that produce heat and steam have changed this to an extent but, more often than not, they are only in the mix of the cooking equipment, not the preferred option.
What has changed in the electric space is the introduction of induction cooking. Although it can use a lot of power, induction comes with the benefit of speed and reduced fuel waste. In most instances, induction saves energy and reduces waste but also doesn’t generate as much heat, reducing the need for air-conditioners and the like. With recent global shortages, demand for gas has sent the price into orbit and electric cooking, particularly induction, has become the preferred method for the new commercial kitchen.
A final and relatively recent fuel alternative is hydrogen. There are many benefits, the first being it is the most abundant element in the universe. And when it burns, it burns at higher temperatures than traditional methods of cooking with the only byproduct being the creation of water. While it might sound like the perfect solution, hydrogen is also explosive.
Burning hydrogen in a commercial kitchen would require changes to the design and manufacture of commercial cooking appliances as well as the infrastructure that delivers the hydrogen gas to those appliances. While it is possible for the current infrastructure to deliver natural gas combined with hydrogen at this stage, the only ratio feasible is 80 per cent natural gas to a maximum of 20 per cent hydrogen.
All cooking methods require some kind of commercial exhaust extraction to remove unwanted gases, like carbon monoxide, alongside grease-laden air and steam.
While removing air from the kitchen can come with the added benefit of removing some heat, if the sub-environment under the exhaust hood is not controlled properly, extraction can also remove the heat generated to cook, forcing the appliance to work harder and thus use more energy.
Similarly, if the environment under the hood isn’t controlled, it can also remove any air that has been generated by airconditioning to cool the kitchen. Many a chef will tell stories of being in kitchens so hot they could barely stand it. So, paradoxically, we also need to cool their environment, particularly in summer, just to keep the staff healthy, safe and also efficient. Essentially the airconditioner and exhaust hood are fighting it out in the kitchen, both using a lot of power. Kitchens then become a heat sink.
Heat is also used in cleaning. Take dishwashers that use heat to activate chemicals and use hot water to rinse and sanitise your plates. Then there are radiant heaters and air-conditioning in the dining space.
The other significant cost and energy factor in any commercial kitchen is water. Water is obviously used in boiling, steaming and braising, but it would be very difficult to clean and sanitise a commercial kitchen without water. Although it is relatively inexpensive, the infrastructure required to transport and deliver water is expensive to install and maintain. Minimising water use may initially seem like only a small saving, however, the longer-term benefits may avoid wastage in general. So, in deciding what a sustainable kitchen might look like, you start to see that it is a complex and multifaceted subject.
Even without addressing food waste and transport, and focussing on heat and water, it becomes very apparent if you have a sustainable commercial kitchen or not.
A kitchen might have the most efficient induction cooker on the market but the energy savings will dissipate with a poorquality, badly-positioned exhaust. Or you might have the most energy-efficient dishwasher on earth, but if you need to constantly cool the area because of the heat and steam, you have lost that energy saving.
There are many ways to measure and understand the complex ways energy and water are being used, recycled, conserved, and transported to a busy commercial kitchen. There is no silver
bullet, nor is there one type of cooking method or one appliance that will make a kitchen more sustainable. Each kitchen needs to be scrutinised and evaluated as a whole, and not by its individual parts. Commercial kitchens are complex beasts and have multiple factors that will determine their sustainability.
Most new commercial kitchens are designed with a focus on sustainability and efficiency, however, there can be many limitations to the design. For example, there may not be enough power to create an electric kitchen and therefore gas is required, or the menu dictates solid fuel cooking and extra exhaust is required. These decisions can influence the costs involved, which end up dictating what is eventually constructed, despite the best design intentions. While we all sympathise about increasing costs and understand someone choosing a cheaper option, shortterm savings do generally not take into consideration longer-term running costs or overall environmental costs.
My hope is that commercial kitchen operators get good advice from a variety of experienced and well-informed consultants. We need to step back to see the full picture of the complexities of a commercial kitchen as answers require different advice and perhaps even multiple advisors, in order to enact real change towards a greener future.
With the benefit of a cool fitout, the new La Casa at Club Five Dock RSL brings back the warm Italian hospitality that the area is famous for, writes Grant Jones.
WITH A BIT of luck – and some good planning – Club Five Dock RSL has managed to hit two rich veins of gold in the past few years.
Instead of expanding its F&B into another ground-level property up the road from the original clubhouse, CEO David Conway, and the board chose instead to put in a medical centre – just before Covid. And we all know how that went.
Then the level one refurbishment of the original clubhouse did away with a second gaming room and created a terrace, deck and casual lounge, completed by local builder Paul Robinson of World Class Constructions & Homes with a contemporary design by Split Watermelon and furniture by Mint.
With Italian food also back on the rise, engaging two local Italian food identities couldn’t have been better.
“C5DRSL ultimately decided to go with a proven local operator in Carmel Ruggeri (from the original La Casa, Five Dock) and Antonio Sabia (Puntino, Darlinghurst) who could provide a range of food options from Mediterranean-inspired to Modern Australian and cater to guests, from intimate groups to over 400 patrons.”
With Sabia from Basilicata, Ruggeri from Sicili and a head chef from Venice, between the three of them La Casa offers an array of delicious Italian delights.
“I’m super excited to be working back in Five Dock as I moved there when I was seven years old,” says Ruggeri. “My parents played bingo at Club Five Dock RSL for 10 years.”
The bright but cosy alfresco space is open for business, just in time for summer. So far, the offering has exceeded expectations, with members amazed by the fitout, and function bookings are busy.
“La Casa restaurant’s share-style menu features everything from antipasti to a cured meat board plus there is Italian-style street food and stuff for the kids,” says Sabia.
“And there are plenty of people booking way in advance for functions, right up until summer.”
There are plenty of people booking way in advance for functions, right up until summer.
Antonio Sabia
Nik Rollison explores the influence of interior design and atmosphere on customer experience, discussing how club restaurants can create inviting, memorable spaces.
IN THE HIGHLY competitive world of hospitality, the key to success lies not only in providing exceptional food and service but also in creating an unforgettable dining experience. The interior design and ambiance of a restaurant play a crucial role in shaping customers’ perceptions and satisfaction.
A restaurant’s design and ambiance can have a significant impact on various aspects of the customer experience, including:
1. Customer perception: The design and atmosphere of a restaurant help shape customers’ first impressions, setting the tone for their entire dining experience.
2. Emotional connection: A well-designed space can evoke emotions and create a sense of connection between the customer and the restaurant, increasing the likelihood of repeat visits.
3. Comfort and functionality: The layout and furnishings of a restaurant should promote comfort and functionality, making it easy for customers to navigate the space and enjoy their meal.
To create an inviting and memorable dining environment, consider focusing on the following design elements:
Theme and concept: Develop a cohesive theme and concept that reflects your restaurant’s unique identity and offerings. This will help create a memorable and distinct brand that customers can connect with.
1. Lighting: The right lighting can set the mood and create a warm, inviting atmosphere. Opt for a mix of ambient, accent, and task lighting to achieve the desired ambiance.
2. Colour palette: Choose a colour palette that complements your restaurant’s theme and concept. Colours can evoke different emotions, so select shades that create the desired atmosphere (e.g., warm tones for a cosy space, cool tones for a modern, sleek feel).
3. Materials and textures: Incorporate a variety of materials and textures to add depth and visual interest to your space. Consider using natural elements, such as wood and stone, to create an organic, inviting atmosphere.
4. Furniture and layout: Select comfortable and functional furniture that aligns with your restaurant’s theme and style. Arrange seating areas to facilitate smooth traffic flow and provide ample space for customers to move comfortably.
In addition to the physical design elements, the atmosphere of your restaurant plays a crucial role in customer satisfaction. Consider the following strategies to create an engaging dining environment:
1. Music: Carefully curate a playlist that enhances your restaurant’s ambiance and appeals to your target audience. Ensure the volume is set at an appropriate level, allowing customers to enjoy their conversations while still being able to appreciate the music.
2. Temperature and ventilation: Maintain a comfortable temperature and ensure proper ventilation to create a pleasant dining environment. Invest in a highquality HVAC system to keep your space consistently comfortable.
3. Art and decor: Incorporate art and decor pieces that reflect your restaurant’s personality and theme. These elements can help create a sense of connection and contribute to the overall dining experience.
4. Staff interactions: Train your staff to provide friendly, attentive service that aligns with your restaurant’s ambiance. Consistent staff interactions can significantly enhance the customer experience and contribute to a cohesive atmosphere.
In conclusion, the design and ambiance of a restaurant are critical factors in shaping customer satisfaction and creating a memorable dining experience. By focusing on the key elements of successful restaurant design and creating an engaging atmosphere, you can set your establishment apart from the competition and foster lasting connections with your customers.
Nik Rollison is the co-founder of Slim’s Quality Burger, Betty’s Burger and director of CONCRETESEED: Restaurant, Bar and Hospitality Consultants.
Nik Rollinson
The interior design and ambiance of a restaurant play a crucial role in shaping customers’ perceptions and satisfaction.
It’s sexy, sophisticated and wouldn’t look out of place in any European capital. Welcome to Canterbury League Club’s highly-anticipated Bartega bar. Grant Jones investigates.
BEFORE TAKING ON his latest role as Bartega bar manager at Canterbury League Club, Tony Rudolph frankly admits that he had not stepped foot in a club since his early 20s – he thinks it was Wenty Leagues in the early 90s. Since then he has headed up globally-acclaimed bars in venues such as Peter Gilmore’s Bennelong at the Sydney Opera House and most recently, Woodcut at Crown Sydney.
“It’s a very different ballgame now,” he says of clubs. “When I came on board I wasn’t expecting it to be as beautiful a space as it’s turned out to be. I’m really happy with it.”
The launch of Bartega comes at a time when creating standalone F&B spaces in suburban clubs are on the march. So how Rudolph ended up at Bartega deserves some telling.
With twin girls born during Covid and his home just 15 minutes away from the club, going local offered a whole new attraction for Rudolph.
“It’s nice to know that there is a movement towards pushing out into the outer suburbs with nice venues with beautiful spaces,” he says. “I would like to think we are one of the newer kids on the block and we’re representing the possibilities that the suburbs hold.”
But colleagues at Woodcut were still shocked at the move, not knowing what he was walking into.
“Sometimes I feel that when I walk around the club here it has a luxury resort feel,” he says. “I’m really impressed by what is happening in clubs these days.”
Designed by award-winning architect Altis Architecture, Bartega seats 60, and blends the glamour and sophistication of high-end luxury more familiar to the CBD than Sydney’s southwest.
“I’m used to a high-pressure, high-level service but yep, bringing it to a new environment like the club, it creates a few challenges.
“I know there are expectations that we have of the staff to live up to which they may not be used to but we have a fairly robust training program in place.”
The spectacular marble bar, complete with gleaming brass finishes and alfresco balcony overlooking lush gardens and waterfall, just in time for spring, has been warmly received.
“We already have our first regulars, so that says a lot to me,” Rudolph says. “We are seeing familiar faces every week, sometimes twice a week.
“People are saying that it’s nice to see something like this in the neighbourhood.”
While bespoke concoctions include drinks such as Jin Cha, a blend of Roku Gin, matcha, chartreuse, yuzu, and honey, served in a traditional matcha bowl, he is still educating new guests by offering mini versions – and bringing in guest distillers. Beyond drinks, Bartega’s menu features small dishes such as sesame-coated yellowfin tuna, oven-baked brie and pork belly bao buns.
Rudolph says Canterbury League Club has raised the bar with Bartega, which will have a flow-on effect as cashed-up locals are looking for a sophisticated vibe.
“If the demand is there that’s definitely what happens,” he says “We are the vanguard of the new wave in the southwest.”
While members and guests might only remember the bigger offers of your club, like F&B and entertainment, the operating focus on every aspect of OH&S underpins a good club experience. By Cat Woods.
IT’S NO SMALL feat to establish a glamorous club venue with a great menu and marketing. That alone will draw patrons in for the first time, but what does it take to keep your patrons returning and bringing their friends, colleagues and families? It’s not an overly exciting concept, , but it carries the weight of your business: responsibility.
Club Management spoke to a number of venues about how they master the fundamental elements of being responsible clubs, and how each club allocates responsibility for security, safety, hygiene and temperature control to staff, including training; as well as how they navigate knotty dilemmas like how to respond to problem drinking or gaming, and whether the cost of complex security systems have been worth the investment.
The Ranelagh Club was established in 1925 and formed part of the Ranelagh Estate in Mount Eliza, Victoria. The design of Ranelagh Club was based on the country club model popular at that time in the US, while also embracing aspects of a seaside resort.
The newly renovated Clubhouse has provided the right timing for management to review their arrangements, and the ultimate onus for responsible operations and management fall to the general manager.
Dan Mested tells Club Management magazine, “As the general manager at Ranelagh Club, I am responsible for all guidelines and contracting for external services. We do our due diligence to ensure that any contractors have the appropriate accreditation and adhere to any legal requirements that may apply. Having just undergone a major renovation to our dining room and bar facilities, we took the opportunity to review our contractor arrangements to ensure that they meet the high standards that we expect.”
As a community club, a large proportion of Ranelegh’s membership base is made up of families.
“We have a responsibility to provide a safe, inclusive, accessible and compliant space for all. Our responsibility isn’t limited to our clubhouse and F&B facilities, but across all facets of the club including tennis and our water-based activities such as sailing, our motorboat storage facility and famous beach boxes,” explains Mested.
Many clubs nation-wide were challenged with lockdowns and new regulations around hygiene and restricted capacities in their venues. The enhanced hygiene requirements, rather than being a burden, provided an opportunity to ensure ongoing attention to this facet of responsible club management.
“At Ranelagh Club we have always taken pride in the high hygiene standards we set for ourselves and how we managed covid. The pandemic was a catalyst for the entire hospitality industry to move towards implementing protocols designed to keep our staff, members and guests safe. We continue to enforce many of the hygiene standards adopted through the pandemic as they are now considered industry best practice. From a consumer’s point of view, there is also now an expectation that things like hand sanitiser are readily available.”
Mested tells Club Management that operations are divided between in-house staff and external contractors according to efficiency and work that requires specialists who are already thoroughly trained and accredited to carry out particular tasks.
“We do hire external contractors to handle many tasks for us. I believe that depending on the job it’s often more productive and efficient to engage specialists rather than delegating to staff that may not have the appropriate skill level. With that said, we
manage our OH&S compliance internally as it’s imperative that we as a Club recognise our responsibility to our staff, members and guests. We have an OH&S sub-committee that meets on a regular basis to ensure that we are compliant and take ownership of our OH&S obligations.”
Matt Rafton is the founder and managing director of Maer Group. He has over 15 years of experience working in clubs, hospitality and events. He has worked in senior roles for Caboolture Sports Club, Centenary Lakes Sports Club, and North Lakes Sports Club. One of his latest clients is Blue Fin Fishing Club in South East Queensland, which actively engages consultants and contractors for their marketing, finance, and to address workplace health and safety.
“In the past few years we’ve seen revenue swing towards pubs for Queensland, but the trend is now starting to go the other way as clubs get back to leveraging their points of difference,” he says.
He recommends that the overall approach to responsible club management should begin at the top, with an honest appraisal of what can be done well in-house and when to contract specialists.
“Identifying where the club should engage contractors and external service providers should start at board level. Successful clubs do this well, tapping into consultants with vast experience to add their expertise in a specialised area. However, this should then extend to the CEO and
management team. There are many areas of a business where it simply doesn’t make financial sense to hire or train your internal team for a specific set of skills.”
He adds, “The successful clubs we’ve worked with are very aware of where their strengths lie and what gaps exist. They use contractors to draw on their niche expertise, while focusing their internal resources on the successful day to day operations of their club.”
This philosophy of using contractors to provide specialist services is evident at Victoria Racing Club (VRC).
“As the custodians of Flemington Racecourse, the VRC is responsible for the management of the venue which includes indoor and outdoor facilities, grounds and gardens and horse training precinct,” states James Reid, VRC’s executive general manager operations.
“The VRC conducts a tender process for major contracts such as cleaning, hospitality and security. Currently Cirka is the VRC’s venue presentation partner, Crown Melbourne is the VRC’s hospitality services partner and MSS security is engaged to provide year-round security.
“The club’s exclusive wagering partner is TAB and patrons can choose to bet with a TAB representative or via a TAB machine which is supported by TAB staff. There is signage across course reminding those who want to place a bet to do so responsibly.”
Ultimately though, the VRC is responsible for the operations of the club.
“The VRC has a risk and compliance team that ensures all staff, suppliers and contracts abide by the appropriate occupational health and safety rules.”
While every club has different needs depending on the location, capacity, available facilities and focus of its venue, there are specific guides that are freely available that address the national and state or territory-specific best practices in responsible behaviour.
All businesses are required under various legislation to ensure a safe environment for both employees and customers. A licensed venue must meet these requirements, ensuring a safe environment both in and around the venue. Responsible hospitality practices broadly cover
We have a responsibility to provide a safe, inclusive, accessible and compliant space for all.
Dan Mested, Ranelagh ClubSecurity is a major focus for VRC, which can host over 250,000 people during the Melbourne Cup Carnival
RSA initiatives and compliance, house rules (or house policies) are abundant within the industry. The most vital aspect of these rules and policies is that they are conveyed to all staff, and that they are understood and complied with consistently.
Staff training is a cornerstone of ensuring responsible clubs. At a minimum, training should include an approved Responsible Service of Alcohol (RSA) course, an induction session before starting the first shift to learn about the business and specific practices. There ought to be regularly scheduled staff meetings to discuss issues and incidents, review policies and encourage team interaction.
It is also essential that staff are able to communicate accurate information to customers about the measures taken to comply with responsible practices according to policies and legislation.
Responsible clubs achieve the following objectives either in-house or via engaging contractors:
• Providing comprehensive staff training
• Exhibiting clear signage for the benefit of staff and clientele
• Encouraging responsible drinking and monitoring appropriate limits
• Ensuring responsible promotions around drinking or gaming
• Monitoring and refusing service to evidently intoxicated and disorderly customers
• Checking the age of patrons who appear to be under the age of 20 where they are ordering alcohol
• Providing adequate and licensed security
• Reporting incidents according to policies and regulations
• Ensuring formal hours of operation are adhered to by staff and patrons
• Encouraging and enabling a safe departure from the premise
• Managing and minimising the impact of noise on the community
• Consulting with stakeholders
• Encouraging cultural training that educates staff on sensitivities regarding gender, race and culturally diverse communities
• Advising patrons via signage if they are under CCTV surveillance or facial recognition technology is being used
The required signage for each state is different and they are available from the relevant liquor licensing body. For example, the NSW liquor laws require licensees to display certain signs in their licensed premises with maximum court penalties of $2,200 for those venues not displaying statutory signs. If breath testing is a policy of the club, then clear signage must also indicate this, according to the prescribed wording.
Ultimately, responsible behaviour also requires comprehensive record-keeping. This means a log of staff training to ensure all staff – full-time, part-time, casuals and contractors – are entirely up-to-date with their training and licenses. There should also be a log of security staff and any actions they take in or outside the venue while on duty, logs of any incidents, and clear, easily accessible guides to policies and procedures for staff to refer to in the absence of a manager being on-hand.
old enough? a member? self-excluded? banned? here often?
Cognitec’s FaceVACS-VideoScan technology scans faces of visitors, compares them to image galleries, and instantly alerts security staff to known persons.
The software also performs anonymous facial analysis to detect underage visitors, count individuals and visits, estimate age ranges, and track people flow.
Our Australian team works with you to design the system architecture, install the right cameras, and implement work flows and best practices.
Cognitec is the only company worldwide that has worked exclusively on face recognition technology since its inception in 2002.
www.cognitec.com | sales@cognite.com
IN THE MANY moving parts of club operations – from F&B and entertainment to maintenance and staff – marketing often finds itself a long way down the list.
In a small- to mid-size club, the marketing role may well fall to a junior staffer as part of a wider job. In some larger clubs, the marketing role may have evolved no further than the weekly digital newsletter and Facebook page set up a decade ago.
These days marketing must include a range of activities, from social media and digital newsletters to web design and web content. Then there is electric signage, plasmas, posters and press releases. Offering a professional-looking and strategic marketing approach will also open doors to new audiences, and what club manager wouldn’t like more people through their doors?
“I think good club operators realise that their competition is not just other clubs,” says Melissa McGroder of My Marketing Department who has helped several club clients navigate their way through the ever-changing role of promoting a venue.
“Their competition is anywhere you can purchase (dine-in) food and beverage.”
But McGroder says that compared to the operation of a pub or restaurant, clubs often feel there is less pressure to create good club marketing content in a bid to attract an audience because they believe they have a captive market. And while boards always have the best interests of the club and its members at heart, marketing proposals often get curtailed by finances and hurdles get in the way of quick decision-making, which is not the case for pubs
The successful marketing of your club should be treated as a considered part of your strategic plan, not an ad-hoc solution. Grant Jones reports.
or pub groups that usually have the flexibility and ability to move quickly.
Ron Browne, from Extrapreneur Services says directors are charged, either by ownership, election or appointment to a board, to oversee the successful operation of their organisation, be it a profit-for-purpose (not-for-profit) club or an incorporated association.
“In order to do this, directors need to have a sound knowledge of many aspects of the organisation’s operations,” he says. “This means business owners and executive managers usually bring with them a raft of skills and experience in running an organisation, and so should understand what a successful operation looks like.”
But, he adds, the primary focus for directors should be strategic, not operational.
“They should focus on strategic direction, identifying opportunities for growth, potential threats to success, managing risk and setting key performance indicators (KPIs), or targets, for management and staff to achieve.
“Noses in and hands out”, he says, quoting respected Australian Institute of Company Directors facilitator and governance expert Julie Garland McLellan.
That includes the board delegating the authority to manage the operations of the organisation to the CEO, who can delegate various portions of the operational delivery to the management team and staff. Including letting the marketing team do their thing.
“It can either be a blessing or a curse,” says McGroder. “Some clubs, even though they might have quite progressive boards, they are dysfunctional.
• Commission regular venue photography.
• Post regularly on social media channels, making sure Facebook is different from Instagram.
• Get help to set up ads in the background (not just boosts) that do the selling for you and have a clear call to action.
• Have a website that showcases your venue well, has plenty of in-venue imagery and is easy to navigate. Make sure it stays updated!
• Have a graphic design that follows a style guide and has minimal use of stock imagery – your graphics should look like your graphics.
• If you’re creating your marketing assets yourself and using Canva, then set up your Brand Kit for consistency.
• Deliver regular, well-crafted communications to your membership database with results tracked for effectiveness (opens/unsubscribes/ clicks, etc).
• Make them engaging, and experiment with subject lines. Once people unsubscribe it’s really hard to get them back.
• If you offer tiered loyalty then there should be another layer to your communications set up by a professional.
• Ensure a good database is integrated with your POS system and capable of sending out QR code style offers.
• Don’t build a big library of images, scheduled for use a month in advance. It’s a set-and-forget method that often does not coincide with what is actually going on in the club.
• Don’t “sell” with your organic posts – you need to engage. If it looks like an ad, then it is an ad –and we know where they belong.
• Don’t post artwork (especially on Instagram) –people will scroll past. Or if you do, it should be specially crafted for purpose, on the grid.
• Don’t go overboard with email communications, 1-2 per month is probably about right.
FORMER CEO OF Currumbin RSL, Anne Stovin, says that over the 22-plus years she was at the Gold Coast club, telling the audience the Currumbin story and that of its community was a key to its success.
“Traditionally, I don’t think clubs have been very good at it because I think they are a bit worried that if they stick their head up, someone will knock it off,” says Stovin who now runs strategy consultancy Infinite Good
“Or they haven’t had the resources to celebrate some of the great things they do. Clubs do a huge amount of things, but they are just not great at sharing that information with their wider community.”
“There are so many good things that they do, and a lot of people are looking for the good and if you tell your stories and tell them well – and that can just be with regular posts with some of the things you are doing – then people start perceiving you differently and people want to be part of something much bigger which is a good thing. It doesn’t take a huge amount but you have to invest in time and energy to make that happen.”
And if a club is thinking of a quick fix, they rarely work either, Stovin advises.
“I think sometimes clubs can be mistaken in thinking ‘I have an image problem, I am perceived as this daggy old club, I’ll just change my name’,” she says.
“But changing your name is not necessarily enough to change your image and your clients. You have to build a brand, you have to change what you do and what you offer, rather than changing your name and thinking they will think differently of you.
“If you change your name but don’t change what you offer, then people won’t buy it.”
Like McGroder, Stovin says club managers need to put some structure around their marketing, offering subjects such as a community benefit strategy.
She conducts strategy meetings with clubs and makes sure she has all the facts and figures, demographics, trends, what is happening in the local market, and asking the question: What are the pillars of your operation? Is it the business, the assets, the community and, depending on the club, their RSL or sporting aspect?
“It’s aligning that strategy with their overall masterplan that they may have for their facilities and for their business,” she says. “We are a club and our social licence depends on us meeting those obligations as a community organisation.”
Stovin also says that in her time at Currumbin RSL they offered up to a $1 million in community benefit, from supporting local sporting clubs, to offering meeting rooms to veterans.
“Some clubs think just about how much money they give away, but it’s not [that storyline]. It’s how many people do you employ? How much do you spend with suppliers? How many members do you have? How many community organisations meet within your four walls and do more community groups benefit?” she says.
“In my experience, by showcasing your community and showcasing your sustainability with your staff, it resonates with them and they have buy-in. They are proud of the club. Let them tell your club story.
“As things happen, you make sure that you are really proactive in capturing that information and sharing in your socials, sharing in your EDM, sharing it with your staff, put it on your plasmas, build infographics at the end of the year so you can tell people what you have done over the past 12 months, things that don’t cost a lot of money.”
“Progressive boards, with directors who have contemporary business experience and keep up to date with their own training and development in governance, are those that make an impact,” she says.
Authorising a proper budget for your content, such as professional photography and social media posts, is imperative if you want cut-through because, as capable as your front desk receptionist may be, making them responsible for social media posts may not be the best solution.
“The thing is that people think of it as a cost, saying ‘I can’t afford that’,” says McGroder. “It’s an investment.”
Even those who do their own marketing just pump out posts without much thought or strategy.
“It’s not marketing, it just spitting out stuff. It’s not properly strategic marketing, in line with a strategic plan that has been developed,” she says.
Marketing needs to tie in with an overall strategic plan with a view to find new members and create a target market, plus create projects throughout the year that can help achieve that goal.
“It’s time-consuming and it’s laborious but it has to pay off,” McGroder says. “If it’s all care, no responsibility, it’s just activation.”
For example, the strategic plan that is now being executed at Mollymook Golf Club, with a relationship that is now in its third year, is starting to come together with a brand new build about to be unveiled this summer, so McGroder understands where progress is being made.
“We are about long-term partnerships and growing the business,” she says.
Marketing is particularly important when launching a new product, offer or venue within a club. One example is Club Five Dock RSL, which has just launched La Casa a new top-floor restaurant and bar (see page 44).
“Working with MMD, a new brand was developed and marketed to include all products as a seamless offering,” says Club Five Dock RSL Chief Executive Officer, David Conway
“Developing the brand included working on all aspects of brand communications, alignment, strategy and execution. This includes, but is not limited to, the development of logos, positioning statements, service standards and training, monitoring and management practices.”
In a landscape where the consumer has so much choice, getting your marketing and your brand story right is crucial, and implementing a well-considered strategy is essential to ensure that your club is a venue of choice for as many people as possible.
THE AIR IS thick with talk of artificial intelligence (AI), and just like the foam on your favourite pint, it’s hard to ignore. But, what is this technology and how can venues, marketing managers and brands use these tools in a practical way to increase efficiencies and enhance their marketing efforts?
Here are four top tips to consider as you explore the world of AI:
There are many new platforms and so much noise around AI it is hard to know where to start. At Stanley House Studios, our favourite platforms include:
• ChatGPT for copywriting – from editing social media captions to improving press release headlines.
• Canva AI for refining visual content and storyboarding shoot ideas.
• Midjourney for pre-production planning and image generation.
• HubSpot’s AI-powered marketing automation for optimising emails and CRM.
• Microsoft’s AI for spreadsheeting and note taking.
Language model machines, or LLMs (such as the popular ChatGPT), are AI tools known for their wide-ranging capabilities including drafting and editing copy. However, it is important to be aware of AI’s limitations. Much like a precision cocktail mix, the inputs require a delicate balance to get a quality result.
Occasionally, LLMs might ‘hallucinate’ or generate incorrect information, meaning human fact-checking (and finessing) is essential.
All AI requires specific and detailed prompts to achieve the outcome you are looking for. The more you understand your customer base, their preferences, and emerging trends, the more detailed prompts you can provide to your AI tool. This results in higherquality AI-generated content that resonates with your audience. There are numerous online tutorials available to help improve your prompting skills—practice makes perfect.
In an era of oversaturation and excessive online content, prioritising substance over volume is crucial. Rather than using AI solely to generate more content, think strategically about the platforms you’re targeting. Consider results and performance metrics whenever possible to guide your future content decisions. Additionally, don’t overlook in-real-life (IRL) marketing efforts. Utilise AI to develop content, copy, and ideas that can be activated outside of the digital realm.
Remember, AI tools are accessible to all. The key differentiator lies in your ability to comprehend your brand, its offerings, and the unique needs of your audience.
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Australians love being outdoors, and at Currumbin RSL every detail of The Deck has been thought through to provide an optimal al fresco experience.
By Lizzie Hunter.AS THE WEATHER warms up, Australians begin returning to their natural habitat – the outdoors. Australians love a beer garden, a courtyard, a bowls green or a deck, as it’s the perfect place to enjoy a meal and beverage in the spring and summer months.
For many clubs and RSLs, having a large and inviting outdoor area is a major drawcard for their business, attracting more patrons wanting to take advantage of the warmer weather with an alfresco style experience when dining out with friends or family.
The Deck at Currumbin RSL on the Gold Coast is one such space. The outdoor area overlooks Currumbin Creek and is where you’ll find the majority of the club’s patrons.
Currumbin RSL’s Marketing & Communications Manager Marc Thompson says ‘The Deck’ is one of the RSL’s major drawcards.
“The Deck features uninterrupted views of Currumbin Creek, providing the perfect location
for people to sit, relax and enjoy the view with friends and family,” says Thompson.
“On the Gold Coast, everyone loves being outdoors, whether that’s having dinner with family or a beer with a mate. It’s a lifestyle choice that we cater to specifically at The Deck.”
Ensuring there is a table for everyone, no matter the party size, plays a big role in attracting and keeping patrons on site, according to Thompson.
“We provide a variety of outdoor furniture options on The Deck, from low-seating comfortable chairs to high bar tables and bar stools to cater to the needs of large and small groups in the space,” Thompson explains.
“We’ve found our lower, comfortable chairs work really well for smaller groups who have come to The Deck to relax and enjoy the view, whereas the high bar tables work really well for larger groups, who often book out
sections of The Deck for their exclusive function or celebration. I think the key is ensuring there is always a table for someone.”
Currumbin RSL recently installed new doors to expand the outside offering to other areas in the club.
“We recognised the growing trend of patrons preferring to sit outside throughout the year, so we recently installed bi-fold doors across the side of the RSL overlooking the creek,” said Thompson. “The doors allow us to bring the outside ambiance into the club for more people to enjoy.”
In the warmer months, Currumbin RSL hosts a Tuesday night live music act on The Deck to increase patronage throughout the week.
“People love live music on a summer afternoon, and since there is a bit more daylight in the summer months, we trialled hosting a live music act during the week to increase the number of visitors to The Deck,” says Thompson.
“The Tuesday night performance is really popular and we’re looking forward to relaunching it this summer. It’s another way to get those extra visits in during the week, rather than relying on people visiting us for live music on the weekends.
“We have free live music on the deck every Friday, Saturday and Sunday, and also have music playing when there isn’t a live artist performance to
maintain the overall vibe, make it a nice space to eat, drink and enjoy the location and view.
“We also have three large TVs out on the Deck that face towards the club which we use for big sporting events and also for general advertising.”
Currumbin RSL also regularly collaborates with drinks brands to have pop-up bars out on The Deck.
“Everyone wants to make the most of the extra daylight during the summer months, and the pop up bars contribute to creating a party-like atmosphere out on The Deck and create a feelgood summer vibe for patrons,” says Thompson.
While The Deck menu mirrors the menu that’s been served inside Currumbin RSL, the club generally opts for lighter, fresher menu options during the warmer months.
“We also update our bar menus to include summer versions of certain drinks and cocktails to ensure we have provide a real summer offering that can also be utilised around the whole club.”
In 2019, Currumbin RSL installed a large roof over ‘The Deck’ to ensure patrons could continue enjoying the outdoor space despite any changes in the weather.
“We previously had umbrellas installed to provide shade on hot summer days but found we lost a lot of patrons when the rain came as no one wanted to sit in the outdoor space,” says Thompson.
“Now with the roof installed, we maintain the RSL’s prime position for patrons to sit outdoors and enjoy the views whether it’s sunny, cloudy or raining, while also maintaining space for those who would prefer to sit in the sun or under the shade of an umbrella.
“Due to our close proximity to Currumbin Creek, we also experience some lovely cool breezes coming off from the water which helps maintain the outdoor temperature.”
Thompson says Currumbin RSL is well positioned to continue serving the local community as we head into warmer weather.
“There are a lot of competing venues around the area that also have amazing views, but we believe people continue coming back to ‘The Deck’ due to the overall ambiance of our venue; not only do we have beautiful water views, there is always some form of music playing to set the scene, the area is large and spacious to cater to any part size and our food and beverage offering is second to none.”
There are a lot of competing venues around the area that also have amazing views, but we believe people continue coming back to ‘The Deck’ due to the overall ambiance of our venue.
Marc Thompson, Currumbin RSL
The former Mudgee Soldiers Club’s transition into the contemporary Club Mudgee hits the next phase, writes Grant Jones.
THE VENUE ONCE known as Mudgee Soldiers Club is in the heart of the NSW Central West, with Mudgee winning Top Tourist Town two years running. It was also recently listed in the Hall of Fame for Top Tourist Towns.
With the Mudgee region flourishing postCovid, the tired-looking club rooms needed to be updated to stay in touch with the evolving market, says club CEO Andrew Lancaster.
“The first stage of the renovation was to repurpose the original end of the club and bring the ‘old girl’ back to life,” Lancaster says.
The venue has now been given a new lease on life after the board started work on the strategy in late 2021 then created a relationship with John Tully from Tully Heard Consulting.
Tully Heard identified a clear market opportunity and a staged pathway that would ultimately deliver on their vision, all within a financial framework that wouldn’t place undue pressure on their balance sheet, John Tully said.
“As ongoing advisors to the club, it is great seeing the preliminary stages come to fruition and the community respond in the way it has –and there is still so much more to come,” Tully says. “Exciting times ahead.”
With an overall design by Altis, interior by
Giant, furniture by NuFurn, audio and AV by TCP & Digital Signs Australia and construction by Mammoth Projects, the Tully Heard concept opened up the club and exposed original timber roof beams from the old blank space.
The first stage of the plan now offers a big LED screen, TVs, TAB, snooker table, pool table and dartboards to be enjoyed by members and guests at booth seating, with quirky twists such as basketball hoop garbage bins. There are 20 beers on tap, a huge range of spirits and the club is also championing wines from the local central west region.
“The Hub is where members and locals come to play,” Lancaster says.
New gaming and alfresco gaming will soon be added, as will an additional rear entry with full reception, beer garden overlooking the greens and 150-seater members’ lounge, triple the size of the original.
“Clubs are at the heart of the community, and Club Mudgee will continue to move towards its strategic plan of being Mudgee’s social and community Hub,” Lancaster says. “The renovations will be a starting point in the club’s evolution to redevelop and diversify into the future for the members of current and future to utilise in the community.”
The Community Clubs Victoria (CCV) Gala Awards Night were held on 29 July at Leonda by the Yarra, Hawthorn.
OVER 400 PEOPLE comprising Members of Parliament, club presidents, boards, managers, important partners and suppliers from member clubs from all over the state were in attendance.
Entertainment on the night will include The Kellie Anne Band and a Didgeridoo performance from Ben Moody.
The achievements of high-performing individuals and clubs whose efforts contribute to the social and economic well-being of their local Victorian communities were celebrated. These clubs make an annual $1 billion contribution in activities and partnerships to the Victorian economy.
“With the continuous hard-work our Clubs and employees have sustained post-pandemic, the Gala Awards Night presents as the appropriate platform for these leaders in our industry to be acknowledged and celebrated,” stated CCV chairman and president Greg Roberts.
“It’s an honour to be able to provide an opportunity to recognise the success of many of our clubs.”
The major award winners on the night included Maryborough Highland Society and Frankston RSL, who were named the Community Clubs of the Year, regional and metropolitan, respectively. Malcolm Blandthorn, general manager of Maryborough Highland Society, attributes the win to the club’s long-term activities within its community.
“To win such an award solidifies the community ethos that the Highland Society has and the programs that we’ve put together over the last few years.”
Rosebud RSL president Bruce Turner was named Club Person of the Year, but he viewed the accolade one for his entire team.
“I was humbled to receive the award, but if it was not for the support of the Rosebud RSL Management, Staff and Committee I would not have succeeded. They, collectively are the ‘wind beneath my wings’”, Turner told Club Management.
Rosebud RSL took out two other awards on the night, including being one of the winners of the Mental & Social Wellbeing Program award, as well as a joint winner of the Best Community Club Bistro/ Restaurant award.
Hussein Dergham was named Club Manager of the Year, with Pakenham Racing Club also winning Best Customer Experience.
“Receiving the Manager of the Year award brings a flood of emotions— happiness, joy, and a touch of disbelief. Being acknowledged among so many talented managers and industry colleagues is truly humbling,” stated Dergham.
The club manager said that the award win has fuelled him to keep striving for positiove change, both within himself and his team.
“With 27 years of experience in the hospitality industry, beginning from the bottom, winning this award carries special meaning. This acknowledgment fuels my motivation to strive for excellence, setting an example for my team and driving positive change.
“Winning this prestigious award is an unforgettable and heart-warming moment that encourages me to make a positive impact as a leader. It inspires me to embrace new challenges, knowing that hard work and dedication bring genuine rewards. A big thank you to Andrew Lloyd and the hardworking CCV team for organising this event and recognising the clubs’ efforts in this tough and challenging environment. Your support and recognition mean the world to us.”
And the winners are:
Best Sustainability Initiative
Kooyong Lawn Tennis Club
Best Member Experience
Pakenham Racing Club
Social Impact Award
Bendigo District RSL
Best Community Club
Refurbishment
Buckleys Entertainment Centre
Best Community Club
Redevelopment
Ballarat and District Trotting Club
Best Community Club Bistro/ Restaurant
Yarram Country Club
Ocean Grove Bowling Club
University House
Rosebud RSL
Best Community Collaboration
Craigieburn Sporting Club
Emerging Young Leader
Jake Hilson – St
Arnaud Sporting Club
Brooke Cooper – Craigieburn
Sporting Club Mental & Social Wellbeing Program
Kyabram Club
Rosebud RSL
Amstel Club
Club Manager of the Year
Hussein Dergham – Pakenham Racing Club
Best Hospitality Team
Buckley’s Entertainment Centre
Club Person of the Year
Bruce Turner – Rosebud RSL
Community Club Award
Maryborough Highland Society
Frankston RSL
Michelle Pascoe’s expertise focuses on improving service operations and processes and the impact they have on your customer experience.
What was your first job?
PA to the Financial Director of The Associates, a large financial firm where I was dealing with millions of dollars on the trading floor. I used a telex machine which was long white paper with hole punches. Globally. Crazy times before technology. I had worked as the Functions Coordinator at the Menzies Hotel, Sydney, then the daytime hostess at Matilda Bay Restaurant, Perth during the America’s Cup.
What led you into this career path?
In 1994 my mother was very ill and I had the responsibility of two young children, and after a horrific interview for a secretarial role closer to home, I chose to begin my company the next day. The rest is history, as they say. I trained a reception team at Wests Leagues and fell in love with the club industry.
Your business, Optimum Operating Procedures and Services, is soon to hit 30 years. In a nutshell, what’s the most significant change you have seen in clubs in that time?
Three key significant changes:
• Clubs offering diverse facilities and services to a broader range of patrons.
• Décor that truly has the wow factor.
• Greater connection to the community. Building relationships with teams and the community.
Customer service, audits, leadership mentoring and coaching, even being a mystery shopper, are all in your remit. What’s the most exciting role?
I love everything about the customer experience, creating memorable moments. Not only the external customer but the internal customer (the team). I have enjoyed all facets of the services that I have provided, however, in the past 18 months really focussing on the internal leadership development through my program Middle Management Movement, has given me the most joy and excitement as I work with some amazing men and women in the industry who are building careers in the industry.
What is your favourite thing about working with clubs?
Meeting, training, and coaching some amazing people. I don’t take what I do for granted, every opportunity I have to stand in front of a group is truly an honour and privilege. I have made some wonderful friends over the years, so my absolute favourite thing would be catching up with them for a coffee and a chat as I love hearing all about what they are up to. With some of those people it has been a friendship for over 20 years.
How do you like to spend your time outside of work?
Spending time with my two beautiful grandchildren, travelling the world and playing with my labradoodle, Bentley, who is nearly four, enjoying a good fiction or business book and I’m loving the Vera and Shetland series now.
What advice can you give your younger self?
Take that leap of faith in my ability in the early days of business; stop chasing “shiny objects”; stick to what I love and build on it.
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