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ANNUAL REPORT

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CONTENTS

OVERVIEW04 Our Purpose & Values

06 Chairman’s Review

10 From the CEO

12 Board of Directors

16 Public Affairs

18 Workplace Relations

22 Member Services & Marketing

24 Finance & Administration

28 ClubKENO Holdings Board of Directors

28 Life Members

FINANCIAL REPORTS29 Introduction

30 Directors' Report

32 Accounting Officer’s Report

33 Statements of Comprehensive Income

37 Notes to the Financial Statements

61 Independent Auditor’s Report

SUPPLEMENTS

62 State Councillors

64 Member Clubs

72 Affiliated Associations

73 Community Partners and Sponsorships

74 Corporate Partners

75 Industry Supporters

CREDITSEDITOR

Carissa Simons

AGENCY

ApolloNation

PHOTOGRAPHY

Ben Symons Photography

Canterbury Leagues Club

Jason Loucas Photogrpahy

Kat Stanley Photography

The Greens

PRINTER

Rawson Graphics

DISTRIBUTION

The Pack Factory

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OUR PURPOSE AND VALUES

VALUES

PURPOSE

WE TREAT members equally, and their well-being is our

main concern.

CLUBSNSW’S PURPOSE IS TO LEAD A SUSTAINABLE INDUSTRY THAT MAKES A GROWING

CONTRIBUTION TO THE NEW SOUTH WALES COMMUNITY. IN FULFILLING THIS PURPOSE, THE

ASSOCIATION UPHOLDS THE FOLLOWING VALUES.

WE RESPECT the views of clubs and

other stakeholders, and value their contributions.

WE PROMOTE teamwork and diversity

among our staff to leverage experience,

knowledge, and skills.

WE ENCOURAGE our people to show

initiative, exhibit leadership, and think progressively.

WE MAINTAIN high standards of honesty and integrity in our work

and in dealing with others.

WE COMMUNICATEopenly with each

other, our members and stakeholders.

WE TAKE RESPONSIBILITY

for our performance, decisions and actions.

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CHAIRMAN’S REVIEWPETER NEWELL OAM

CHAIRMAN

I ended my Chairman’s review last year by noting

that “the coming year should be a time of relative

stability and confidence, encouraging clubs to invest

in their future and that of their communities”.

Pleasingly, that prediction largely came to pass in the

12 months just ended.

While some economic bumps in the road remain,

and we still see some club closures occurring for various

reasons across NSW, the industry environment generally has

been stable. That stability should remain in place throughout

the year ahead, particularly with another agreement with the

NSW Government now in force after the March election.

At the ClubsNSW Annual Conference last October, I signed

a Memorandum of Understanding on behalf of the industry

with the Premier, Mike Baird, and then Minister, now Deputy

Premier, Troy Grant. That agreement covered many club-related

issues, headlined by a commitment to retain gaming machine

taxation at its current levels. This means that at the end of the

Government’s new term of office, the same sustainable level

of taxation will have remained in place for eight years, with

such certainty helping enhance club decision-making

and confidence.

The Federal environment generally also remains stable. At

both NSW and Australian political levels, we are pleased to note

an overarching bipartisanship by the major parties, with both

the Liberal/Nationals Coalition and Labor acknowledging clubs’

key roles in their respective communities and encouraging

their ongoing activities. This was particularly evident at the

Clubs & Community celebration in May, attended by the

Premier, Deputy Premier, and Opposition Leader – all of whom

acknowledged the great job clubs do.

And while continuing this work, clubs once again have been

acknowledged as safe, family-friendly venues. In late May the

Government issued its latest list of venues prone to incidents

of violence and no clubs appear in the two most serious

categories. Unfortunately, some media outlets continue to refer

to hotels and “clubs” in such reports, failing to recognise that

these are in fact nightclubs and not among more than 1000

registered community clubs we represent across the state.

Notwithstanding clubs’ undisputed safety, during the year

our venues were included in a risk-based licensing scheme

along with all other liquor licence holders.

Throughout the year ClubsNSW has communicated with

Member Clubs at regional meetings, via circulars and our

website, with regard to the Central Monitoring System (CMS).

The CMS, first introduced in 2001, is the technology that

connects and monitors all poker machines in clubs and hotels

(some 2716 venues), and allows the NSW Government to verify

taxation and network integrity across the state. The current

licence term is due to expire on 30 November 2016. The

Government has commenced a competitive market process for

a new licence to operate the CMS.

Over the past two years ClubsNSW has carried out

extensive investigations and believes the next CMS will present

opportunities for clubs on a number of fronts. We are convinced

a “best of breed” system would not only carry out the required

monitoring functionality, but have the potential to influence the

pace of industry development over the next two decades.

On the Keno front, ClubsNSW and joint licensee Tabcorp are

nearing completion of negotiations with the NSW Government

to extend the Keno licence past its current date. An industry

announcement will be made when this process is complete.

On April 25, clubs across NSW played key roles in

commemorating the Centenary of the Anzac landing at

Gallipoli. These activities will continue until 2018 as the

centenaries of other WWI events are acknowledged. At the

Clubs & Community Awards, the Minister for Corrections,

Emergency Services and Veterans Affairs, David Elliott,

announced that with ClubsNSW’s support, the Premier’s Anzac

Scholarship program, initiated in western Sydney, would be

expanded to cover greater NSW. This project offers high school

students the opportunity to visit WWI battlefields and other

Anzac sites of significance. Details will be made available to

clubs for distribution to members during the latter half of 2015.

The first Keno Australasian Hospitality and Gaming Expo,

presented jointly by ClubsNSW, Clubs Queensland and the

CMAA, took place at the Gold Coast Convention and Exhibition

Centre in March. The Expo attracted a strong response from

exhibitors and visitors, and reports from both sectors were

extremely positive. The Expo will move to Brisbane for 2016.

This year’s third Clubs & Community celebration at

Sydney’s Royal Hall of Industries in May was another

outstanding success, with clubs of all sizes from across NSW

telling their great stories of unmatched community support

and involvement. Importantly, this recognition took place

before the NSW Premier, the Deputy Premier, the Minister

for Corrections, Emergency Services and Veterans Affairs, the

Opposition Leader, the Shadow Treasurer and other MPs who

all acknowledged clubs’ community contributions and positive

ongoing role in their various towns and cities.

Congratulations to all award category winners and

nominees, noting that the four independent judges named

both regional and city clubs among the worthy recipients.

The Heart of the Community Award went to Captain Nesan

Kistan of the Auburn Salvation Army, nominated by Dooleys

Lidcombe Catholic Club. In accepting the award, this fine and ê

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unassuming man who assists untold numbers of people,

noted with a smile: “A great man once said ‘Whatever you do

for the least of these my brothers you do unto me’”.

Congratulations also to Mr Warren Glenny AO, the President

of the Castle Hill RSL Club Group, for receiving the Outstanding

Contribution to the Club Industry award, presented by Club Plus

Super in memory of former ClubsNSW Director Charlie Gibson.

The Outstanding Regional Initiative Award brought

together Club Forster, and a combination of a big city club

in Bankstown and a small regional bowling club at South

Lismore. Club Forster was recognised for spearheading a

terrific community effort in support of badly injured young

footballer Curtis Landers, who currently is making what doctors

have described as a miraculous recovery from a fractured

vertebrae that many feared would result in him being unable

to walk again. Bankstown Sports and South Lismore Bowling

and Recreation Club were recognised for their early efforts in

support of Little Wings. Meanwhile Avalon Beach RSL Club was

voted the People’s Choice winner.

The 2013/14 Chef’s Table competition winners were

announced at Campbelltown Catholic Club early in the year,

with Revesby Workers’ Club Executive Chef Hung Le and Chef

de Partie Daniella Digby taking out the top award. The 2014/15

winners will be announced at Revesby on 20 July.

ClubsNSW also maintained its strong community

partnership program throughout the year, headed by a

$1 million-plus contribution to the NSW Institute of Sport as

the state’s elite athletes prepare to represent Australia at the

Rio Olympic Games next year.

The ClubsNSW Learning and Development Team had

another busy year as more directors, managers and future club

leaders took the opportunity to enhance and develop their

skills. This program continues to be a work in progress and

will be expanded and enhanced even further in response to

demand over the next year.

In the workplace relations field, ClubsNSW and Clubs

Australia have continued contributing to the Fair Work

Commission’s four-year review of industrial awards which

continues into the New Year. We have surveyed clubs on their

attitude to public holiday pay and other penalties and, without

seeking dramatic change, will be putting submissions to the

Commission as well as seeking roster flexibility that benefits

both employees and club operations. These issues should

be determined in the coming 12 months. The ClubsNSW

Workplace Relations team has established a quality WR

conference on the annual calendar and this year’s event was

held at the Kirribilli Club in North Sydney on 10-11 August. In

2014/15 the team opened 148 case files with eight matters

going to an arbitrated hearing. The Member Enquiries Centre

handled almost 20,000 queries – 18,232 telephone calls and

1,567 emails.

ClubsNSW this year continued to operate on a sound

financial footing, with a net surplus for the Association of

$285,844. Subscriptions for the game of Keno in registered

clubs finished 5.5 per cent up on the previous year. Club

Employers Mutual, our industry-based workers’ compensation

scheme, and Club Plus Superannuation, our industry super

fund, continued to operate in the best interests of members.

We are pleased to note the formation of a unified industry

representative body south of the border in Community Clubs

Victoria and look forward to working co-operatively with them

for the common good on national issues.

Many people dedicate their combined time and talents to

supporting ClubsNSW every year and I thank you all. Thank

you to the team well led by CEO Anthony Ball, Josh Landis,

Anne Fitzgerald, Brandon Punter and Richard Tait, as well as

my Board colleagues in Deputy Chairman Michael Fraser,

Paul Barnett, Rod Desborough, Keith Gomes and Martin

Bullock, noting that members saw fit to re-elect Paul and

confirm Martin’s appointment to the board at an election in

October. Thanks as well to our fellow ClubKENO holdings

directors Anne Munro and Bryn Miller, as well as State

Councillors, our affiliated associations and CMAA colleagues,

Member Clubs, Corporate Partners and Industry Supporters.

Thank you as well to Anne Formby, Nicole Harvey, Laura

O’Brien and Judy Newell for their support in another busy year.

The industry – and many of us personally – lost a number

of good friends and club stalwarts during the year. Former

ClubsNSW Chairman and Life Member Pat Rogan died on

10 February. Pat, a former long-term NSW Labor MP, led a

team that was successful in ClubsNSW board elections in

1999 and remained as Chairman until October 2004 when

I was privileged to succeed him. At no doubt great personal

distress, he led ClubsNSW through the opening 18 months of

a bitter three-year dispute with the Carr-Egan Government

over unsustainable gaming tax increases. Pat had a long

association, including a period as Chairman, with the Revesby

Workers’ Club. Another of the 1999 team, Charles Eason,

passed away on 14 March. Charles, also a ClubsNSW Life

Member who served on the Board for almost 10 years, was

closely associated with lawn bowls in the Newcastle and

Hunter district. ClubsNSW Life Member John Whittle OAM also

passed away in July. Hailing from Dubbo RSL Memorial Club,

John was the first country-based President of the Association

and spent six years in the role before, in his words, retiring at

the pinnacle of his popularity. Other good friends who died

during the year included Maureen Mackey, Geoff Meston of

the CMAA, Frank Marzic and Greg “Bluey” Mackey. I extend

the ClubsNSW team’s sympathy to all in our clubs family who

have lost loved ones during the year.

On a happier note, I am pleased to confirm that following

recommendations from the State Council, the ClubsNSW

Board has resolved to confer Life Membership on two worthy

recipients. All will be revealed at the Annual Conference and

AGM on the Gold Coast in October. ♣

“CLUBS NEED REGULATORY STABILITY TO CONTINUE THEIR WORK.

YOUR CONTRIBUTION IS MAGNIFICENT.”NSW DEPUTY PREMIER, TROY GRANT

“THE NSW CLUB INDUSTRY HAS A GREAT BIG HEART AT ITS CENTRE.”

NSW PREMIER, MIKE BAIRD

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CEOANTHONY BALL

CHIEF EXECUTIVE OFFICER

Compared to the tumultuous years of our recent

history, 2014 was relatively sedate, especially

in terms of club politics and policy. This was

welcomed, mainly because it allowed clubs

to pursue their business strategies free of the

threat of shocks and unpredictability that

plagued us earlier this century.

This more predictable environment is vital to the growth of

our economic and social contributions, and is underpinned by

the Memorandum of Understanding with the NSW Government

signed by Premier Mike Baird and Deputy Premier Troy Grant in

October 2014. This contract sets out our policy agenda for the

four years of this Parliament, elected in March 2015 and ending

in 2019, and delivers the certainty that our businesses need

to make plans and invest. It is extremely encouraging that the

NSW Opposition indicated it too seeks a constructive and stable

relationship with our clubs and recognises the importance of

delivering policy that encourages club participation in everyday

life in NSW. When you add to this the stability of the federal

parliament on our issues, it is apparent that our efforts to no

longer be a political football are paying dividends.

This recent improvement reflects a change in the perception of

our industry which I am glad to say is not limited to the political

class. Improving the public's opinion of clubs is a vital part of

ClubsNSW’s strategy and it is heartening to see that the needle

has moved in the right direction due to the substantial efforts

of ClubsNSW and its members. As an industry we have become

more progressive and more understanding of the concerns

and needs of our most important stakeholders, including our

members. This year we have helped problem gamblers by

conducting independent research through the University of

Sydney and continuing the rollout of our world’s best-practice

Multi-Venue Self-Exclusion system. Furthermore, we have

deepened our community engagement in partnership with our

family of Community Partners, including the Salvation Army

which now has five chaplains situated in clubs providing members

with pastoral care and a friendly shoulder to lean on. We have also

heavily promoted the great things clubs are doing, and

the opportunities they provide to people in the suburbs and

towns of NSW.

As a result, I’m pleased to say that among our patrons,

members and the public in general, clubs are now held in higher

regard, and it’s evident that we have a unique and evolving

connection to the lives of NSW citizens. This year ClubsNSW

commissioned a major piece of work through respected research

firm UMR, and it found that nearly 85 percent of people visit clubs

during the year and more than half of the NSW population are

club members. Clubs are seen as playing a positive role in society

and are considered generous donors, especially in comparison to

private companies. We in the industry obviously feel this way, but

is gratifying to hear that “Mr and Mrs Smith” do as well. Without

this growing positivity about the way we operate and recognition

of the good things that we do, it would be more difficult to

maintain our social licence, and hold government and broader

community support.

Importantly, UMR found that in the last 12 months there has

been an increase in the number of people holding a positive view

of clubs. People put this down not only to improvements in the

standard of club facilities, the quality of club food and beverage

offerings and a friendlier atmosphere — but importantly a growing

appreciation of the charitable and support activities of clubs. There

is strong evidence that the responsible, generous and diligent work

of clubs themselves is improving the already strongly held view that

we play a positive role in the community.

This understanding and appreciation of the work of clubs

links directly to another interesting finding in the research – that

a clear majority of people believe that there is no-one able to fill

the gap left by clubs should they close or be unable to continue

performing their role. Government and charities and other not-

for-profits were cited as entities that could take up the slack,

but overwhelmingly when forced to consider the issue people

understood that we need clubs. It’s sobering to think of NSW

without our more than 1,200 clubs, or with a diminished industry,

and the burden that would be placed on government and others.

We also asked UMR to look at ClubsNSW itself and to ask

Member Clubs for their opinion of our work. I am pleased to say

the findings were positive and that our directors and managers:

• hold the services we provide in high regard;

• agree that it is important for their club to remain a member;

• view membership fees as value for money;

• have high levels of satisfaction with ClubsNSW services and

especially lobbying services;

• strongly support for ClubsNSW’s code of practice;

• appreciate the communications they receive; and

• support our efforts to promote clubs to the broader

community.

We are fortunate to have such a supportive and engaged

membership and it is encouraging to hear that the work we do on

their behalf is valued.

Looking forward, the 2015/16 financial year will see ClubsNSW

continue to pursue its strategic objectives of providing leadership

on challenging issues, enhancing the public standing of clubs,

stabilising the regulatory environment, delivering relevant and

affordable services to clubs, building capacity among industry

participants and maintaining sound financial and governance

footings for the Association. In particular, we will re-double our

efforts to manage the process of industry consolidation, which is

seeing our smaller and less viable clubs look for creative ways of

securing their futures and we will await with extreme interest the

outcome of the NSW Government’s competitive market process

for the next NSW Centralised Monitoring System (CMS), and

respond in the best interests of our members.

In closing I must thank my amazing team. Our people

are passionate, talented and know ClubsNSW exists only to

advance the interests of clubs, and this is reflected in their many

achievements. I would like to make special mention of Executive

Managers Anne Fitzgerald, Josh Landis, Brandon Punter and

Richard Tait, as well as Anne Formby, Nicole Harvey and Laura

O’Brien who help me navigate each day. Finally, thank you to the

Board of Directors, State Council and Chairman Peter Newell for

his constant support and leadership. ♣

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BOARD OFDIRECTORS

Peter Newell is a retired newspaper editor

and CEO who has been associated with

registered clubs since he was “old enough to

join a bush golf club as a kid”. He has been a

Director on the board of the Illawarra District

Rugby League Football Club (The Steelers)

since 1989. When Peter Newell became the

Chairman of ClubsNSW in 2004, he was also

appointed as the Chairman of ClubKENO

Holdings and a Director of the NSW Institute

of Sport. In October 2007, Peter was elected

as the Chairman of Clubs Australia, the club

industry’s national representative body.

In 2009, he was elected as the Patron of

the NSW Academies of Sport, and as the

Employer Representative Director of Club

Plus Superannuation in 2011. Peter Newell has

held a myriad of other committee positions

within the community over the last 35 years.

In 2003, Peter was awarded an Order of

Australia Medal, for the role he played in

the merger of the Steelers and St George to

form the St George Illawarra Dragons and for

service to the community.

PETER NEWELL OAM, CHAIRMAN

MICHAEL FRASER, DEPUTY CHAIRMAN

PAUL BARNETT KEITH GOMESMARTIN BULLOCK ROD DESBOROUGH

In February 2014, Martin Bullock was

appointed to the Board of ClubsNSW,

following the resignation of long-standing

Board Member David Doyle and was

subsequently elected in October 2014.

In addition to being a Director of Wests

Leagues Club Campbelltown for the past

seven years, Martin Bullock acts as the Club’s

Sports Secretary, chairs the Club’s Sports

Management Committee, and has previously

served on the Club’s membership and

finance committees. He also brings with him

an extensive background in business and

sports management, with more than 20 years

of senior management experience in both

the public and private sectors. Currently he

serves as the Chief Executive Officer of the

Western Sydney Academy of Sport, a position

he has held for a decade since establishing

the Academy in 2004. He has also been

Chairman of the NSW Regional Academies

collective body for the past four years.

Fulfilling the position of a retiring board

member, Michael Fraser was first appointed

to the Board of ClubsNSW in June 2009,

and subsequently re-elected in 2009 and

2012. Michael has served on the board of

Twin Towns Services Clubs and Resorts for

over 30 years and for the last seven years

he has also held the position of Chairman.

Having run a number of small businesses

in Tweed Heads and Coolangatta Michael

gained broad business experience, actively

contributing to the Coolangatta and Tweed

Chamber of Commerce, Rotary at local and

District level and the Twin Towns Services

Club. Michael Fraser brings to the ClubsNSW

Board a clear understanding of the challenges

confronting all clubs, as well as the industry’s

opportunities; whilst possessing a passion for

and commitment to the industry. Michael is

up for re-election in 2015.

When Rod Desborough was first elected to

the Board of ClubsNSW in 1999, he brought

with him a wealth of knowledge and

experience from a club manager’s perspective.

Having been involved in the industry for 35

years from the grassroots to CEO level, Rod

Desborough truly understands the meaning

of club life. During the last 28 years, he’s held

the position of CEO at Illawarra Leagues Club,

Mittagong RSL, and is currently CEO of St

Marys Rugby League Club. Rod Desborough

has an Associate Diploma in Business

Management, is a Graduate of the Australian

Institute of Company Directors, was previously

a member of the Gaming Council of Australia

and has served on the Board of ClubKENO

Holdings since 1999.

Elected to the Board of ClubsNSW in 2010, to

serve the remaining 12 month term of the late

Charlie Gibson, and subsequently re-elected

in 2011 and 2014, Paul Barnett brings with

him more than 25 years’ industry experience

backed by post-graduate qualifications from

the University of Newcastle. Paul is the Chief

Executive Officer of the Mingara Leisure

Group, which includes a number of successful

clubs: the Mingara Recreation Club on the

Central Coast, The Westport Club in Port

Macquarie, the Lantern Club in Roselands

and the Pearl Club Chatswood. Having held

various roles within the industry, including

at Castle Hill RSL Club and Parramatta

Leagues Club, Paul brings extensive practical

experience to the role and in 2014 became

a Graduate of the Australian Institute of

Company Directors. Prior to his appointment

to the Board, Paul Barnett served as the State

Councillor for the Central Coast Region for

five years and was last year appointed to the

Board of ClubBIZ. Paul has been a member

of the Salvation Army Central Coast Advisory

Board for several years.

As a Director on the Board of Dooleys

Lidcombe Catholic Club since 2004,

Keith Gomes has developed a strong

understanding of the club industry, and

brings decades of strategic and operational

management knowledge and experience.

Elected to the Board of ClubsNSW in 2009

and again in 2012, his professional experience

includes several years in management

consulting, running his own small business,

and with KPMG’s Risk Advisory Group. He

also has over 30 years in a variety of executive

roles with Singapore Telecom, Optus, and

IBM. Keith Gomes is currently at Oracle

Corporation as a director, with an Asia-Pacific

responsibility. In addition, he is the current

Chairman of the Institute Advisory Council of

the Northern Sydney Institute of TAFE NSW,

board member of the Telecommunications

Universal Services Management Agency

and past NSW Chairman of the Australian

Information Industry Association. Keith

Gomes is also a Director of ClubKENO

Holdings and the Club Directors Institute.

Keith is up for re-election in October 2015.

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PUBLIC AFFAIRS

JOSH LANDISEXECUTIVE MANAGER,

PUBLIC AFFAIRS

It has been a year of consolidation for clubs, but

for different reasons: while small clubs continue to

close, big clubs are using historically low interest

rates and regulatory certainty to grow and diversify.

The Federal Government has had more pressing

matters to deal with than gambling

so clubs have enjoyed a relatively quiet time

nationally, allowing ClubsNSW to focus on state matters

and the development of a number of regulatory and

commercial opportunities.

At a state level, the concerns of clubs are now managed

at the highest levels of Government and Opposition, with

portfolio responsibility for clubs held respectively by Deputy

Premier Troy Grant and Leader of the Opposition Luke Foley.

This indicates the respect for the industry by both sides

and underpins the necessity for clubs to build and maintain

strong political relationships.

Premier Mike Baird and Deputy Premier Troy Grant

signed a Memorandum of Understanding (MoU) with

ClubsNSW in October 2014 and were re-elected in 2015.

Many clubs took the time to thank Government MPs for

the MoU, and to congratulate their MP on being elected or

re-elected, as is proper. The highlight of the 2014 MoU is a

commitment to certainty on club gaming tax for the next

four years. Importantly this commitment was also given by

the Labor Party.

The challenge for the Public Affairs Team at ClubsNSW

is to work with the Government to implement the

commitments in the MoU within this term. While some

were comparatively easy to implement, such as amending

the Gaming Machines Regulation to increase the cheque

issue limit from $2000 to $5000, others involve detailed

and complicated reviews. This includes a review of the

Local Impact Assessment (LIA) process for transferring

gaming machine entitlements. Recognising there may have

only been one successful LIA2 transfer to date, despite

significant money and effort being spent on applications,

the need for reform seems obvious. However, the anti-

gambling lobby is pressing for transfers to be made even

harder so this review will require a concerted effort.

To my mind the opportunities created by an entitlement

leasing scheme are manifold. It is a policy where all

stakeholders win; small clubs, big clubs, gaming machine

players and the Government. It will be good to see

this implemented.

It is encouraging that Government has seen the case

to support clubs playing an even greater role during

emergencies. This has come about through the good work

of so many clubs, including through highlighting such

service at the outstanding Clubs & Community Awards

night. It is hoped more clubs can receive grants to improve

their ability to serve the community in hours of darkness.

The big news to report this year is commercial. As

foreshadowed in last year’s Annual Report, the benefit of

political peace is the ability to get on with ‘business’. I am

delighted to report ClubsNSW has received an award for

Best Government Relations Campaign by an Association in

2015, for our Resilient Clubs, Resilient Communities MoU.

This is great recognition for our team.

The re-brand and re-launch of Keno is also exciting and

will hopefully be a shot in the arm for the game.

In addition, the NSW Government has launched a

competitive market process for the next NSW Centralised

Monitoring System (CMS). Over the past two years

ClubsNSW has carried out extensive investigations and

believes the next CMS will present opportunities for clubs

on a number of fronts.

Once a licensee is announced, ClubsNSW will provide

advice for clubs about the opportunities the new CMS

offers, as well as coordination with gaming suppliers and

regulators to ensure the industry maximises the benefits

from new technology and games.

Our online and social media activities have continued

to strengthen, with more than 5,300 followers of the Your

Local Club Facebook page and more than 1,000 followers of

the @ClubsNSW Twitter handle.

An exciting new service delivered for clubs this year is

ClubSTATS. This tool, available for free on the ClubsNSW

website, allows clubs to analyse their local demographics

using a series of simple, visual tabs. Underpinned by data

from the Australian Bureau of Statistics and modelled by

KPMG, it will help clubs plan strategically for the future.

The work of the Code Authority is seen by relatively

few, as it is a confidential process, but it is designed to

ensure the industry self-regulates and avoids potentially

embarrassing club issues being dealt with by the courts,

media or politicians. The Authority members – former

Senator Terry Aulich, former CEO of Clubs ACT Bob

Samarcq, former Office of Liquor, Gaming and Racing

Executive Director Michael Foggo and Club lawyer Brett

Boon – provide wise counsel that balances the rights of

complainants with the law and a healthy dose of common

sense. They are ably assisted by ClubsNSW’s Emily Perry.

The ClubsNSW Public Affairs Team has experienced very

little turnover in recent years, but there have been some

recent movements. New recruits include Ryan Bondar as

Manager of Policy and Government and Siobhan Barry as

Manager of Government Relations (Victoria). Sara Potts has

left the media unit to join the office of the NSW Minister for

Corrections, Emergency Services and Veterans Affairs, David

Elliott, which I believe exemplifies how well we train our

people. Replacing her as Media Officer is Caterina Polistina.

In the year to come, clubs will continue to see leadership

from the Public Affairs Team and a range of new services.

This will include a new Club Census that offers even greater

insights into our industry, a focus on corporate social

responsibility including advice on how clubs can do it better,

emphasis on grassroots political engagement, a drive to

show how much clubs do to help people with disabilities,

and further effort on the most pressing need in our

consolidating industry – proactive mergers.

As we look towards 2016, there are some compelling

opportunities for clubs that can help to transform our

industry – if we grasp them. ♣

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The 2014/2015 financial year was another

busy 12 months for the Workplace Relations

and Member Enquiries departments at

ClubsNSW, with the four yearly modern

award review taking up a significant amount

of time and resources.

The Member Enquiries Centre (MEC) was

the focal point for the industry’s queries with almost 20,000

enquiries answered, including 18,232 phone calls and 1,567

emails. The MEC is often described as the one-stop-shop for the

smorgasbord of issues that face the industry and their expertise

includes the gambit of workplace relations issues, the Registered

Clubs Act, club constitutional matters, corporations law, the

ClubGRANTS scheme and the responsible service of alcohol

and gaming. I would like to acknowledge the leadership of Scott

Higgins in ensuring the timeliness and high quality of the advice

provided by a very qualified and talented team of Viki Gnjatic,

Lena Bertuccio and Alex Bonello.

The Workplace Relations Team has opened close to 150 cases

over the past year with unfair dismissals leading the way followed

by disputes, adverse action and underpayment claims. Re-

negotiating enterprise agreements has been a focus of this year’s

work as many clubs look to secure stability around part-time

work, rates of pay including penalty rates, and the cashing out of

annual leave and sick leave.

ClubsNSW continues to promote the need for clubs to take a

proactive approach to workplace disputes. A significant amount

of matters that end up in formal litigation can be prevented

by proactively attempting to resolve workplace issues with an

independent party, and I urge clubs to consider our mediation.

Mediation is one alternative dispute resolution model in which

ClubsNSW has represented many clubs in the last financial year

with a 100 per cent success rate.

From a Clubs Australia Industrial (CAI) perspective, we have

again spent significant time lobbying for a better regulatory

environment for both clubs and their employees. CAI provided a

substantial submission to the Productivity Commission inquiry

into Australia’s workplace relations framework. CAI submitted

that while we did not need another major change in our workplace

relations system and stability in this area is essential for all

stakeholders, the current system could be improved in specific

areas. In particular, CAI focused on three key points; the need to

reduce the duplicity of federal and state public holiday laws; the

need to simplify the transfer of business laws to make it easier

for employers when amalgamating and acquiring businesses;

and for the legal avenues surrounding issues such as bullying,

discrimination and termination to be streamlined. CAI believes

that the Fair Work Commission (FWC) should be a one-stop-shop

in this area in order to provide a system which is effective, clear

and cost-effective for both employers and employees. Whilst it

remains unclear as to whether any changes will be made to the

framework as a result of the review, we urge the Government to

consider some of the issues highlighted in our submission and to

implement changes in the best interests of all stakeholders.

As stated above, the main focus of both ClubsNSW and CAI

has been the FWC four yearly review of modern awards. The

Registered and Licensed Clubs Award 2010 (Award) has not yet

been considered despite the review kicking off in 2014. However

the industry has significant interest and involvement in the

common issues matters of part-time work, annual leave, public

holidays and penalty rates (which is technically not a common

issue but is being dealt with in a similar manner).

The FWC’s final decision on part-time work is not expected

until next year, however on the 24 December 2014 the FWC

handed down its interim decision in regards to part-time

employees under the Award. This decision allowed clubs to roster

part-time employees in accordance with the clause 25 roster

provisions, allowing for changes to the roster to be made at any

time by mutual consent or with seven days notice. This means

that the roster can be changed according to operational needs

per roster cycle, provided the conditions of clause 25 are met.

Overtime is only payable if additional hours are required to be

worked in circumstances where the roster hasn’t been changed in

accordance with those conditions.

This essentially allowed clubs in NSW to continue to roster

part-time employees in a similar manner to the flexibility allowed

under the old NSW NAPSA. It should be noted that persons

employed from 1 January 2015 will need to be employed on the

substantive part-time provisions, with set days and hours of

work determined at the time of engagement which can only be

varied by agreement in writing. It will be surprising if many clubs

continue to engage part-timers on this basis.

The issue that has attracted the most amount of media

attention is penalty rates. CAI has a fundamental view that

penalty rates are needed by clubs, in order to attract the best

quality of workers available, and employees, who rely on the

loaded rate. The penalty rate issue has to consider both these

issues in balancing the right incentive for employees to work on

weekends and public holidays, as well as the right incentive for

clubs to be open and maintaining parity with our competitors.

Accordingly, CAI has sought moderate penalty rate relief on

public holidays and weekends. Traditionally the Commission has

not lowered rates, however we are hopeful that the industry will

provide evidence which compels the FWC to determine some

change in this area.

Public holidays (which are distinct to penalties on a public

holiday) is another area in which CAI is looking for change. As

highlighted in our submission to the Productivity Commission,

this area is unnecessarily complex with the combination of

federal and state laws, as well as the Award impacting on the

conditions for clubs and their employees. The four yearly review

only considers the impact of the Award, and in this aspect we are

seeking that employees are to be entitled to be paid for absences

on a public holiday only if they would have ordinarily been

employed on that day. Currently the Award allows for a degree of

double dipping.

In the only major decision in the four yearly review to date,

CAI was successful in two key areas, namely the cashing out

of annual leave and the granting of leave in advance. With respect

to the cashing out of annual leave, the FWC accepted CAI’s

submission that the ability for clubs and their employees to enter

into cashing out arrangements should be available under the

Award, and not reserved simply for those who have the resources

to enter into enterprise agreements. The FWC also accepted CAI’s

submission that the Award should contain provision for the taking

of annual leave in advance, provided that clubs have the right to

deduct from any monies owing to the employee on termination

if the cessation of employment occurs before the annual leave

entitlement has accrued.

Finally, I would like to acknowledge the work of CAI Workplace

Relations Special Counsel, Helen Carayannis, for her work on the

submissions to the Productivity Commission and her evidentiary

work across the multiple areas the industry has an interest in with

regard to the four yearly review. ♣

WORKPLACE RELATIONS

RICHARD TAITEXECUTIVE MANAGER,

WORKPLACE RELATIONS

22 23

MEMBER SERVICES & MARKETING

ANNE FITZGERALDEXECUTIVE MANAGER,

MEMBER SERVICES & MARKETING

Building upon and forging new relationships

has been a major focus for the Member

Services and Marketing Team, and

indeed for all our Member Clubs, as we

communicate the significant role the

industry plays in the overall well-being of

the community.

The Clubs & Community Awards Celebration on 8 May

2015 was clear evidence of the collaboration and effort that

the industry demonstrates each and every day as clubs meet

the diverse needs of their communities. Over 200 stories were

received from over 100 clubs, all of which were shared with more

than 900 guests who attended the gala celebration including

the leaders of the state’s three main political parties; The Hon.

Mike Baird, Premier and Minister for Western Sydney, The Hon.

Troy Grant, Minister for Justice and Police, Minister for the Arts,

and Minister for Racing and Luke Foley, NSW Opposition Leader

and Shadow Minister for Racing and the Arts.

A new category, Arts and Culture, was added this year in

response to member feedback. This new award joined the

existing categories for Emergency Services, Sport, Welfare

and Social Inclusion, Health, Environment, Education, Youth,

Outstanding Regional Initiative, Heart of the Community,

People’s Choice and Outstanding Contribution to the Club

Movement. Acknowledging and commemorating the Centenary

of Anzac was also a major feature of the evening, as it has been

in clubs across the state right throughout the year. I would like

to thank each and every club and individual who contributed to

the success of the 2015 Clubs & Community Awards as every

story received was special in its own way.

Congratulations also to all those talented club chefs

who made the finals of this year’s Chef’s Table Competition.

The quality and standard of food on display through this

competition continues to improve year-on-year, and the 2015

competition was certainly no exception.

For the first time, ClubsNSW partnered with News Corp's

Annual Pride of Australia Awards, run by The Daily Telegraph,

The Sunday Telegraph and 20 NewsLocal publications across

the state. The Pride of Australia Medal program acknowledges

the remarkable contribution and achievements of members

of our community, who generously act without fear or favour.

Our role as the peak body has been to encourage Member

Clubs to look within their club community to nominate worthy

members, colleagues, mentors, teachers, coaches and students,

who deserve to be recognised for their support, time and

contribution. We see this new relationship as a great fit for clubs

to be able to nominate their own members and recognise the

unsung heroes in their communities, especially since there is no

industry more involved in the everyday life of Australians than

the club industry. This program culminates in a special awards

ceremony in September 2015.

A number of our larger clubs, through our ClubSAFE

Responsible Gambling Service, have joined the Mingara Leisure

Group in employing chaplains through the Salvation Army Club

Chaplaincy Program in order to provide a pastoral service to

club members and visitors in need. I have no doubt that this

important chaplaincy program will continue to grow to meet the

needs of ever-changing community expectations.

Building capacity across the industry continues to be a major

focus of my department. We successfully held our

first ClubsNSW Annual Conference and AGM (without a

trade show) in October 2014 and followed up with the first

Keno Australasian Hospitality and Gaming Expo (AHGE) in

March 2015 (held jointly by ClubsNSW, Clubs Queensland

and the CMAA). The AHGE boasted over 3,000 national and

international delegates visiting over 160 exhibitors over two days

and our own Clubs Australia Governance Symposium held prior

to the Expo also attracted a solid audience.

There have been many other new initiatives that we have

been working on under the Learning and Development banner

including the pilot of a new industry mentoring program called

ClubConnection, the further strengthening of our Memorandum

of Understanding with the Australian Institute of Company

Directors (AICD) including work to enable clubs to list Board

vacancies on the AICD portal, and supporting the two new

cohorts of Future Club Leaders that are undertaking our full

diploma program which has this year been expanded across

four major streams. In order to support the efforts that we are

making with these new services, our two Member Services

Managers, Marita Barron and Tyne Macmillan, continue to visit

over 20 clubs per week across the state to explain to our clubs

all that they can access via their ClubsNSW membership and to

support our members in any way they can.

I would like to acknowledge the directors and CEOs of a

small group of clubs that have worked hard to support two

other pilots we have been running under the Club Directors

Institute (CDI), which continues to go from strength to

strength. Firstly, Dooleys Lidcombe Catholic Club, Cronulla RSL,

Orange Ex-Services Club and Dapto Leagues Club have been

instrumental in the development of our Board Performance

Assessment Tool and Barooga Sports Club, Penrith RSL,

Gosford RSL, Orange Ex-Services Club, Dooleys and Cronulla

RSL have also helped us develop a sensible Continuing

Professional Development (CPD) Recognition Program that we

are hoping to introduce as an option for our clubs later in 2015.

Finally, this year we conducted two key pieces of research

via independent research company UMR Research, as we do

every two to three years. We rely on the feedback of Member

Clubs through the first piece of research in order to plan our

own activities and services. Similarly, through our second piece

of research we gain an insight into what the community thinks

about registered clubs in general. As always we will be sharing

this very recent data with Member Clubs to assist them in their

own planning.

In closing, I would like to thank all of our Corporate

Partners, Community Partners and Industry Supporters for

the investment and support they give to ClubsNSW. I would

also like to thank my own dynamic team of people for their

enthusiasm and passion for the club industry and for the many

successful projects we deliver to our loyal Member Clubs. ♣

24 25

With a stable political and

economic environment

enabling the club industry

to flourish over the past few

years, the ever-changing

nature of the industry has

created many opportunities

and in turn brought a new set of challenges. This has

placed demands on the Association to continue to evolve

with the industry to ensure that we can continue to meet

its diverse range of needs for both the industry and the

Association alike.

These demands, along with a positive industry outlook

and the prospect of pursuing industry strengthening

initiatives, has meant that there has been no shortage of

projects that the Association has progressed over the past

financial year. The result being a strengthening of not only

its own financial footing, but also that of the industry at

large for the foreseeable future.

The Finance and Administration team concentrates

on the core objectives of monitoring and managing the

financial position of the Association to ensure its long-

term capacity to both fund key industry initiatives and to

improve the service delivery and quality of our interaction

with key stakeholders.

Over the past financial year, the team has been

focused on the enhancement of systems across a wide

variety of projects and initiatives, including our digital

platform and presence, industry communications

campaigns, responsible gaming programs, education and

training, statistical analysis, as well as industry research.

Significant improvements to these have been achieved,

as well as the infrastructure platforms that these systems

rely upon.

Whilst it may not be immediately apparent,

considerable resourcing has been invested in the

enhancement of systems that will ensure improved

service delivery over coming years. This includes

significant improvements to the Association’s database

and its related digital communications channels, as well

as the infrastructure platforms that these systems reside

upon. Many months of planning and implementation

have been necessary in order to obtain the most

appropriate outcome for our diverse range of customers,

but the result will be a digital infrastructure that is better

equipped to provide targeted and direct member contact,

which will provide all members greater value for their

membership dollar. These results will become more

evident toward the latter part of the new financial year.

I would like to thank the entire Finance and

Administration team for their efforts in delivering,

supporting and driving these initiatives. These efforts

will not only ensure that Member Clubs gain even

greater benefits from their membership, but will also see

ClubsNSW and the club industry continue to grow from

strength to strength, well into the future.

FINANCIAL OVERVIEWDuring the financial year, the Association has placed emphasis

on investing resources into many industry initiatives, including

continuing industry wide multi-media advertising campaigns,

key community sponsorship programs, and other targeted

projects. The resultant financial performance of the Association

derived a modest surplus of $285,844 with the Consolidated

Entity declaring a surplus of $953,734.

The primary sources of revenue for the Consolidated Entity

continues to be from the game of Keno, our comprehensive

membership programs including ClubSAFE, our Corporate

Partner and Industry Supporter Partnership programs, as well

as Club Employers Mutual.

The use of funds over the past year has been directed

towards industry-wide advertising campaigns, the promotion

of the game of Keno including the brand’s recent revamp,

operational enhancements to the ClubSAFE program’s

Multi-Venue Self-Exclusion system and compliance support,

as well as other general industry initiatives that are deemed to

enhance and shield the industry.

The comprehensive financial reporting requirements for

both the Association and Consolidated Entity are contained

within this Annual Report.

KENO OPERATIONSThe performance of the game of Keno is integral to the

financial well-being of the Association. As a joint licensee of

Keno, via wholly owned subsidiary ClubKENO Holdings Pty

Limited, considerable resources are applied to grow the game.

The overall performance of Keno has been very pleasing,

having reached a record high during the past financial year.

A rebrand of Keno and several new game initiatives, along

with enhancements to the structure of the operating company,

provides confidence that the game will continue to grow and

remain a valuable source of revenue for many years to come.

CLUB EMPLOYERS MUTUAL (CEM)Club Employers Mutual, a club industry-specific workers’

compensation insurance scheme, has become well established

within the industry and continues to provide an important

component of the Association’s diversified revenue streams.

Almost 500 club venues are now customers, accounting for in

excess of two-thirds of the industry wage-roll.

The competitive environment created by the introduction of

CEM and its far superior return to work performance outcomes,

combined with other WorkCover reforms, have seen industry

rate reductions of approximately 20 per cent since inception.

That equates to reduced industry premium in the vicinity of $10

million dollars per annum.

The return to work performance outcomes of CEM also

exceed the traditional scheme rates by more than 20 per cent,

reducing the claims rated experience component of annual

premiums. These results, coupled with enhanced preventative

practices at a venue level, can reduce premiums even further. ♣

FINANCE & ADMINISTRATION

BRANDON PUNTEREXECUTIVE MANAGER,

FINANCE & ADMINISTRATION

28 29

FINANCIAL REPORTS

The Board of Directors of the consolidated entity are responsible

for the preparation and presentation of the annual financial reports

in accordance with Australian Accounting Standards and under

Section 510 of the Industrial Relations Act 1991. This responsibility

includes establishing and maintaining internal control relevant to

the preparation and presentation of the annual financial reports that

are free from material misstatement, whether due to fraud or error;

selecting and applying appropriate accounting policies; and, making

accounting estimates that are reasonable in the circumstances.

In addition, an independent auditor is appointed to carry out an

audit and express an opinion on the annual financial reports based on

their audit. As the appointed independent auditor, KPMG conducted

their audit in accordance with Australian Auditing Standards.

These auditing standards require they comply with relevant ethical

obligations relating to audit engagements and plan and perform the

audit to obtain reasonable assurance whether the annual financial

reports are free from material misstatement.

The assessment of the risks of material misstatement of the

financial report, whether due to fraud or error considers internal control

relevant to the entity in order to design audit procedures that are

appropriate in the circumstances.

The audit also includes evaluating the appropriateness of

accounting policies used and the reasonableness of accounting

estimates made by the Board of Directors.

It is the auditor’s opinion that satisfactory accounting records were

kept by the Association and its controlled entities during the year,

including records of the sources and nature of income, and records of

the nature and purpose of expenditure.

The Annual Report contains reliable financial information pertaining to the Association’s financial position, financial performance of operations, and cash flows. The Board of Directors present the Annual Report, together with the annual Financial Reports of The Registered Clubs Association of New South Wales and of the consolidated entity, being the Association and its controlled entities, for the year ended 30 June, 2015.

CLUBKENO HOLDINGSBOARD OF DIRECTORS

1. Peter Newell OAM (Chairman) 2. Michael Fraser (Deputy Chairman) 3. Paul Barnett 4. Martin Bullock

5. Rod Desborough 6. Keith Gomes 7. Bryn Miller 8. Anne Munro

Mr Len AinsworthMr Jack Ball AMMr Peter BracherMr Roger Cowan OAMMr Robert J. FerrisMr Jack StewartThe Commercial Travellers Club

DECEASEDMr Robert ‘Bob’ M. CookMr Charles EasonMr Bernard Harley OAMMr Brian O’DonnellMr Ron Pearson MBEMr Pat RoganMr W. ‘Wally’ WardMr John C. Whittle OAMMr John ‘Mo’ Wilson

ClubsNSW Life Membership represents recognition of those highly valued individuals and/or registered clubs which have made a significant and distinguished lifetime of contributions to the New South Wales club industry through their valued and continued support for and of the Association. Life Membership of ClubsNSW is only achieved through peer nomination and Board endorsement.

LIFE MEMBERS

30 31

DIRECTORS’ REPORTThe Directors present their report, together with the financial report

of The Registered Clubs Association of New South Wales

(the Association) and of the consolidated entity, being the Association

and its controlled entities, for the year ended 30 June 2015 and the

auditor’s report thereon.

BOARD OF DIRECTORSThe Directors of the Association at any time during or since the

financial year are:

PETER NEWELL OAM DIRECTOR SINCE 19 OCTOBER, 2004

PAUL BARNETTDIRECTOR SINCE 12 OCTOBER, 2010

ROD DESBOROUGHDIRECTOR SINCE 12 OCTOBER, 1999

MICHAEL FRASER DIRECTOR SINCE 25 MAY, 2009

KEITH GOMESDIRECTOR SINCE 13 OCTOBER, 2009

MARTIN BULLOCKDIRECTOR SINCE 24 MARCH, 2014

The Board of Directors is the principal policy body for the Association,

with State Council acting in an advisory capacity only.

DIRECTORS MEETINGSDuring the financial year 11 meetings of Directors were held.

Attendances were: Attended Eligible

P Newell 11 11

P Barnett 11 11

R Desborough 11 11

M Fraser 11 11

K Gomes 10 11

M Bullock 11 11

PRINCIPAL ACTIVITIESThe principal activities and results of operations of the Association and

the consolidated entity during the financial year were as outlined in the

Reports of the Chairman, the Chief Executive Officer, and the financial

overview immediately preceding this report.

There were no significant changes in the nature of the activities of

the Association or the consolidated entity during the year.

The Board of Directors report in accordance with the Industrial

Relations Act 1996, in respect of the financial year ended 30 June 2015

that, in the opinion of the Board of Directors of The Registered Clubs

Association of New South Wales:

i. during the financial year to which the financial report relates,

meetings of the Board of Directors were, in the opinion of the

Board, held in accordance with the Rules of the Association;

ii. to the knowledge of any member of the Board of Directors

there have not been, during the financial year to which the

financial report relates, instances where records of (the

Association) or other documents, or copies of those records

or other documents, or copies of the Rules of the Association

have not been furnished, or made available to members of the

Association in accordance with the Act, the Regulations, or

the Rules of the Association as the case may be; and,

iii. in relation to the report prepared in accordance with Section

514 of the Act by the auditor of the organisation in respect of

the financial year immediately preceding the financial year

to which the accounts relate and in relation to the accounts

and statements prepared in accordance with Section 510(1)

of the Act to which that report relates, (the Association) has

complied with Section 517(1) and (5) of the Act.

DIVIDENDSThe Registered Rules of The Registered Clubs Association of New

South Wales provide that no dividends can be paid and no surplus

assets can be distributed to members in the event the Association or

consolidated entity is wound up.

OPERATING & FINANCIAL REVIEWThe Association’s mission for the year has been to continue to

consolidate its financial position whilst ensuring service delivery to

members is maintained at a consistently high standard. A summary of

financial highlights is as follows:

• Total revenue for the consolidated entity was $28,877,691 and

for the Association was $15,868,884 (2014: $28,100,104 and

$15,353,983 respectively).

• Net profit after taxation for the consolidated entity was

$953,734 and for the Association was a net profit of $285,844

(2014: net profit of $840,314 and $107,124 respectively).

• Accumulated funds at 30 June, 2015 for the consolidated

entity were $9,937,840 and for the Association were

$6,658,080 (2014: $8,984,106 and $6,372,236 respectively).

STATE OF AFFAIRSIn the opinion of the Directors, there were no significant changes in the

state of affairs of the Association or the consolidated entity during the

financial year.

LIKELY DEVELOPMENTSInformation about likely developments in the operation of the

Association and the expected results of those operations in future

financial years has not been included in this report because disclosure

of the information would be likely to result in unreasonable prejudice to

the Association.

EVENTS SUBSEQUENT TO REPORTING DATEThere has not arisen in the interval between the end of the financial

year and the date of this report an item, transaction, or event of a

material and unusual nature likely, in the opinion of the directors of the

Association, to affect significantly the operations of the consolidated

entity, the results of those operations, or the state of affairs of the

consolidated entity, in future financial years.

INDEMNIFICATION AND INSURANCE OF OFFICERS AND AUDITORSSince the end of the previous financial year, the Association and its

consolidated entity has not indemnified or made a relevant agreement

for indemnifying against a liability for any person who is or has been an

officer or auditor of the consolidated entity.

INSURANCE PREMIUMS During the financial year the Association has paid premiums on behalf

of the consolidated entity in respect of Directors’ and Officers’ liability

insurance. The insurance is in respect of legal liability for damages

and legal costs to a maximum of $20,000,000 arising from claims

made by reason of any omission or acts (other than dishonesty) by

them whilst acting in their individual or collective capacity as

Directors or Officers of the Association and its controlled entities,

including the Association.

This report is in accordance with the Rules of the Association in relation

to the matters to be stated in the report and is signed on behalf of the

Board of Directors by the Chairman.

Dated at Sydney this 17th day of August 2015.

Signed in accordance with a resolution of the Board of Directors:

PETER NEWELL OAMCHAIRMAN

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

32 33

ACCOUNTING OFFICER’S REPORTI, Brandon Punter, the Accounting Officer of The Registered Clubs

Association of New South Wales, hereby report that to the best of my

knowledge and belief there were 1,013 (2014: 1,039) members of the

Association across 1,151 (2014: 1,175) licensed premises at the end of the

financial year ended 30 June, 2015 and in my opinion:

i. the financial report shows a true and fair view of the financial

affairs of the Association and consolidated entity as at the

end of the financial year;

ii. a record has been kept of all money paid by, or collected

from, members of the Association, and all money so paid or

collected has been credited to the bank account or accounts

to which the money is to be credited, in accordance with the

Rules of the Association;

iii. before any expenditure was incurred by the Association,

approval of the incurring of the expenditure was obtained in

accordance with the Rules of the Association;

iv. no payment was made out of a fund referred to in Clause

57(b)(xiii) or (xv) of the Regulations for a purpose other than

the purpose for which the fund was operated;

v. all financial benefits granted to persons holding office in the

organisation were authorised in accordance with the Rules of

the Association; and,

vi. the register of members of the Association was maintained in

accordance with the Act.

BRANDON PUNTERACCOUNTING OFFICER

17 AUGUST 2015

NOTICE TO MEMBERSSubsections (1) and (2) of Section 512 of the Industrial Relations Act

1996 provide as follows:

(1) a member of an organisation, or the Industrial Registrar,

may apply to the organisation for specified information

prescribed by the Regulations in relation to the organisation.

(Industrial Relations Regulation 1992, Clause 60); and

(2) an organisation must, on the making of such an application,

make the specified information available to the member or

the Industrial Registrar in the manner, and within the time,

prescribed by the Regulations.

The specified information prescribed by the Regulations relate

to accounting information most of which is provided in the attached

financial report and supplementary information.

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

Consolidated Entity Association

Note 2015 2014 2015 2014

$ $ $ $

OPERATING REVENUE

Advertising 725,901 861,791 724,901 861,791

Apportionment of Keno subscriptions 17,368,485 16,413,996 - -

Event ticket sales and trade stands 688,678 945,516 675,175 930,777

Interest received 331,609 346,445 163,468 190,406

Keno royalties 15 - - 5,289,818 4,865,417

Management fees 210,000 180,002 330,000 315,000

Member subscriptions 3,970,740 3,858,026 3,970,740 3,858,026

Other subscriptions 2,466,707 2,485,585 2,077,537 2,094,170

Sale of goods 45,896 44,617 45,584 44,333

Share of profit in equity accounted investee 11 536,247 805,000 - -

Sponsorship 1,850,354 1,719,098 1,850,354 1,719,098

Sundry revenue 338,240 113,236 338,110 92,705

Training and seminars 344,834 326,792 403,197 382,260

Total revenue 28,877,691 28,100,104 15,868,884 15,353,983

OPERATING EXPENSES

Additional commission 4,690,659 3,936,082 - -

Advertising 3,155,924 3,771,171 11,015 10,157

Communications 168,619 211,175 168,619 210,775

Consumables 880,665 908,927 845,798 872,890

Depreciation 6 344,232 340,429 - -

Directors’ remuneration 333,921 325,629 150,712 146,540

Equipment and IT 319,445 299,591 379,335 359,591

Insurance 107,950 96,268 95,950 84,268

Interest expense 91,406 121,772 - -

Keno communication network fees 2,489,257 2,359,752 - -

Keno duty contribution 515,000 351,230 - -

Keno promotion support 518,595 491,615 - -

Marketing and promotions 1,464,591 1,970,776 1,422,307 1,881,233

Motor vehicle expenses 109,144 120,579 221,874 199,297

Occupancy 207,910 207,748 37,390 39,420

Other 495,046 531,278 469,642 509,015

Professional fees 864,281 564,789 713,394 451,484

Rent - - 555,600 460,002

Salaries and on costs 2 5,216,895 5,174,019 5,189,877 5,148,294

Sponsorships 625,592 559,381 22,092 -

Subscriptions 178,534 242,130 178,534 242,130

Transfer to CMDF 14 4,512,527 4,107,748 4,512,527 4,107,748

Travel and accommodation 633,764 567,701 608,374 524,015

Total Expenses 27,923,957 27,259,790 15,583,040 15,246,859

The Statements of Profit or Loss and Other Comprehensive Income are to be read in conjunction with the notes to and forming part of the

financial statements set out on pages 37–59.

STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2015

34 35

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

Consolidated Entity Association

Note 2015 2014 2015 2014

$ $ $ $

OPERATING PROFIT BEFORE INCOME TAX 953,734 840,314 285,844 107,124

Income tax expense attributable to operating profit 10(i) - - - -

Net profit for the year 953,734 840,314 285,844 107,124

Other comprehensive income - - - -

Total comprehensive income for the period 953,734 840,314 285,844 107,124

The Statements of Profit or Loss and Other Comprehensive Income are to be read in conjunction with the notes to and forming part of the

financial statements set out on pages 37–59.

Consolidated Entity Association

Note 2015 2014 2015 2014

$ $ $ $

RETAINED EARNINGS

Retained earnings at beginning of year 7,984,106 7,143,792 5,372,236 5,265,112

Net profit for year 953,734 840,314 285,844 107,124

Retained earnings at end of year 8,937,840 7,984,106 5,658,080 5,372,236

RESERVES

The Club Awareness Fund 1,000,000 1,000,000 1,000,000 1,000,000

The Statements of Changes in Equity are to be read in conjunction with the notes to and forming part of the financial statements set out on

pages 37–59.

STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

STATEMENTS OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2015

Consolidated Entity Association

Note 2015 2014 2015 2014

$ $ $ $

CURRENT ASSETS

Cash and cash equivalents 4 15,750,998 13,815,852 9,081,584 8,972,430

Trade and other receivables 5 1,397,664 1,312,360 1,334,239 1,334,405

Total current assets 17,148,662 15,128,212 10,415,823 10,306,835

NON-CURRENT ASSETS

Property, plant, and equipment 6 5,288,030 5,518,153 - -

Investments in controlled entities 7 - - 5,380,645 4,889,528

Investment in equity accounted investees 11 5,568,366 5,764,118 - -

Investment in joint venture entities 12 3 3 - -

Total non-current assets 10,856,399 11,282,274 5,380,645 4,889,528

TOTAL ASSETS 28,005,061 26,410,486 15,796,468 15,196,363

CURRENT LIABILITIES

Trade and other payables 8 8,476,950 6,782,981 2,885,932 2,650,254

Employee benefits 9 836,223 674,640 836,223 674,640

Loans and borrowings 13 940,272 710,856 - -

Fund balances 14 347,916 453,307 347,916 453,307

Total current liabilities 10,601,361 8,621,784 4,070,071 3,778,201

NON-CURRENT LIABILITIES

Employee benefits 9 153,634 122,823 153,634 122,823

Loan and borrowings 13 2,397,543 3,758,670 - -

Fund balances 14 4,914,683 4,923,103 4,914,683 4,923,103

Total non-current liabilities 7,465,860 8,804,596 5,068,317 5,045,926

TOTAL LIABILITIES 18,067,221 17,426,380 9,138,388 8,824,127

NET ASSETS 9,937,840 8,984,106 6,658,080 6,372,236

EQUITY

Retained earnings 8,937,840 7,984,106 5,658,080 5,372,236

Reserves 1,000,000 1,000,000 1,000,000 1,000,000

TOTAL EQUITY 9,937,840 8,984,106 6,658,080 6,372,236

The Statements of Financial position are to be read in conjunction with the notes to the financial statements set out on pages 37–59.

STATEMENTS OF FINANCIAL POSITIONAS AT 30 JUNE 2015

36 37

1. SIGNIFICANT ACCOUNTING POLICIESThe Registered Clubs Association of New South Wales (the

Association) is an Association domiciled in Australia. The address

of the Association’s registered office is Level 8, 51 Druitt Street,

Sydney. The consolidated financial report of the Association for the

financial year ended 30 June, 2015 comprises the Association and its

subsidiaries (together referred to as “the consolidated entity”).

The financial report was authorised for issue by the Association’s

Board of Directors on 17th August, 2015.

(A) STATEMENT OF COMPLIANCE

The consolidated financial report is a general purpose financial report

which has been prepared in accordance with Australian Accounting

Standards (AASBs) adopted by the Australian Accounting Standards

Board (AASB) and the Industrial Relations Act 1996.

(B) BASIS OF PREPARATION

The financial report is presented in Australian dollars.

A number of accounting standards and amendments with

application dates commencing subsequent to year end were available

for early adoption. The consolidated entity plans to adopt the relevant

Accounting Standards and amendments in future financial years.

The initial application of those standards is expected to have an

insignificant impact on the consolidated entity.

The following standards, amendments to standards, and

interpretations are available for early adoption at 30 June, 2015 but

have not been applied in preparing this financial report.

• AASB 9 Financial Instruments includes requirements for the

classification and measurement of financial assets resulting

from the first part of Phase 1 of the project to replace AASB

139 Financial Instruments: Recognition and Measurement.

AASB 9 will become mandatory for the consolidated entity’s

30 June, 2016 financial statements. The consolidated entity

has not yet determined the potential effect of the standard.

The financial report is prepared on the historical cost basis.

The preparation of a financial report in conformity with Australian

Accounting Standards requires management to make judgements,

estimates, and assumptions that affect the application of policies and

reported amounts of assets and liabilities, income, and expenses.

The estimates and associated assumptions are based on historical

experience and various other factors that are believed to be reasonable

under the circumstances, the results of which form the basis of making

the judgements about carrying values of assets and liabilities that are

not readily apparent from other sources. Actual results may differ from

these estimates.

The estimates and underlying assumptions are reviewed on an

ongoing basis. Revisions to accounting estimates are recognised in the

period in which the estimate is revised if the revision affects only that

period, or in the period of the revision and future periods if the revision

affects both current and future periods.

The accounting policies have been applied consistently to all

periods presented in the financial report and by all entities in the

consolidated entity.

(C) CHANGES IN ACCOUNTING POLICIES

Except for the changes below, the consolidated entity has consistently

applied the accounting policies set out in Note 1 to all periods

presented in these consolidated financial statements.

The consolidated entity has adopted the following new standards and

amendments to standards, including any consequential amendments

to other standards, with a date of initial application of 1 July 2013.

AASB 10 Consolidated Financial Statements (2011)

AASB 11 Joint Arrangements

AASB 12 Disclosure of Interests in Other Entities

AASB 119 Employee Benefits (2011)

The nature and effects of the changes are explained below.

(i) Subsidiaries

As a result of AASB 10 (2011), the consolidated entity has changed

its accounting policy for determining whether it has control over

and consequently whether it consolidates its investees. AASB 10

(2011) introduces a new control model that focuses on whether the

consolidated entity has power over an investee, exposure or rights to

variable returns from its involvement with the investee and ability to

use its power to affect those returns.

In accordance with the transitional provisions of AASB 10 (2011), the

consolidated entity reassessed the control conclusion for its investees

at 1 July, 2013. There were no changes in control conclusions in respect

of group entities.

(ii) Joint arrangements

As a result of AASB 11, the consolidated entity has changed its

accounting policy for its interests in joint arrangements. Under AASB 11,

the consolidated entity has classified its interests in joint arrangements

as either joint operations (if the consolidated entity has rights to the

assets, and obligations for the liabilities, relating to an arrangement)

or joint ventures (if the consolidated entity has rights only to the net

assets of an arrangement). When making this assessment, the Group

considered the structure of the arrangements, the legal form of any

separate vehicles, the contractual terms of the arrangements and other

facts and circumstances. Previously, the structure of the arrangement

was the sole focus of classification.

The consolidated entity has re-evaluated its involvement in its

joint arrangements and there has been no change in classification of

existing arrangements.

(iii) Disclosure of interests in other entities

As a result of AASB 12, the consolidated entity has expanded

its disclosures about its interests in subsidiaries and

equity-accounted investees.

(D) BASIS OF CONSOLIDATION

Subsidiaries

Subsidiaries are entities controlled by the Association. The Association

controls an entity when it is exposed to, or has rights to, variable

returns from its involvement with the entity and has the ability to

affect those returns through its power over the entity. The financial

statements of subsidiaries are included in the consolidated financial

statements from the date control commences until the date that

control ceases.

Consolidated entity Association

Note 2015 2014 2015 2014

$ $ $ $

CASH FLOWS FROM OPERATING ACTIVITIES

Keno operating receipts 19,041,491 18,023,632 - -

Keno operating payments (9,132,213) (8,083,173) - -

Keno royalties - - 5,782,545 5,360,444

Subscription income 6,667,661 6,326,414 6,356,118 5,895,858

Other income received 4,339,125 4,013,550 4,955,244 4,690,766

Interest received 164,416 449,873 (1,100) 267,145

Payments to suppliers and employees (19,048,690) (23,309,987) (16,940,121) (17,877,744)

Net cash from operating activities 16 2,031,790 (2,579,691) 152,686 (1,663,531)

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds from disposal 6 18,576 7,545 - -

Payments for property, plant, and equipment 6 (132,683) (818,463) - -

Investment in joint venture entity - (2) - -

Net cash from investing activities (114,107) (810,920) - -

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from repayment of CMDF loans - 16,341 - 16,341

Repayment of interest bearing borrowings - - (491,117) (222,867)

Borrowings with controlled entities/other entity 17,463 180,210 447,586 (389,467)

Net cash from financing activities 17,463 196,551 (43,532) (595,993)

NET INCREASE /(DECREASE) IN CASH AND CASH EQUIVALENTS HELD

1,935,146 (3,194,060) 109,154 (2,259,524)

CASH AND CASH EQUIVALENTS AT 1 JULY 13,815,852 17,009,912 8,972,430 11,231,954

CASH AND CASH EQUIVALENTS AT 30 JUNE 4 15,750,998 13,815,852 9,081,584 8,972,430

The Statements of Cash Flows are to be read in conjunction with the notes to and forming part of the financial statements set out

on pages 37-59.

STATEMENTS OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2015

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015

38 39

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

Investments in subsidiaries are carried at their cost of acquisition in

the Association’s financial statements.

Transactions eliminated on consolidation

Intragroup balances and transactions, and any unrealised income

and expenses arising from intragroup transactions, are eliminated.

Unrealised gains arising from transactions with equity-accounted

investees are eliminated against the investment to the extent of the

Association’s interest in the investee. Unrealised losses are eliminated

in the same way as unrealised gains, but only to the extent that there

is no evidence of impairment.

Investments in associates and joint arrangements

Associates are those entities in which the consolidated entity has

significant influence, but not control or joint control, over the financial

and operating policies. Significant influence is presumed to exist

when the consolidated entity holds between 20 and 50 percent of

the voting power of another entity.

Joint ventures are those entities over whose activities the

consolidated entity has joint control, established by contractual

agreement and requiring unanimous consent between the parties

sharing control for decisions about the relevant activities of the joint

arrangement. Joint ventures exist where the consolidated entity has

rights only to the net assets of the arrangement.

Investments in associates and joint ventures are accounted for

using the equity method and are recognised initially at cost. The cost

of the investments includes transaction costs.

The consolidated financial statements include the consolidated

entity’s share of the profit and loss and other comprehensive

income of equity-accounted investees, after adjustments to align

the accounting policies with those of the Group, from the date that

significant influence or joint control commences until the date that

significant influence or joint control ceases. When the Group’s share

of losses exceeds its interest in an equity-accounted investee, the

carrying amount of that interest, including any long-term interests that

form part thereof, is reduced to zero, and the recognition of further

losses is discontinued except to the extent that the consolidated entity

has an obligation or has made payments on behalf of the investee.

(E) SPECIAL FUNDS AND INTER-GROUP TRANSFERS

The Association and consolidated entity disclose as a current and

non-current liability the balance in respect of a special purpose fund,

the Club Movement Development Fund (CMDF). This fund relates to

club industry issues and has been created and maintained by charges

against the Statements of Profit or Loss and Other Comprehensive

Income. Interest revenues and costs applicable to CMDF are credited

and charged directly to this fund – refer to Note 14.

The current portion represents management’s best estimate of net

funds to be spent in the following financial year.

(F) PROPERTY, PLANT, AND EQUIPMENT

Items of property, plant, and equipment are stated at cost less

accumulated depreciation (see below) and impairment losses. The

cost of plant and equipment at the date of acquisition represents the

fair value of the consideration provided plus incidental costs directly

attributable to the acquisition.

Where parts of an item of property, plant, and equipment have

different useful lives, they are accounted for as separate items of

property, plant and equipment.

Gains and losses on disposal of an item of property, plant and

equipment are determined by comparing the proceeds from disposal

with the carrying amount of property, plant, and equipment and are

recognised net within the Statements of Profit or Loss and Other

Comprehensive Income.

Leased Assets

Leases in terms of which the Company assumes substantially all the

risks and rewards of ownership are classified as finance leases. Upon

initial recognition the leased asset is measured at an amount equal

to the lower of its fair value and present value of the minimum lease

payments. Subsequent to initial recognition, the asset is accounted for

in accordance with the accounting policy applicable to the asset.

Other leases are operating leases and the associated leased assets

are not recognised in the consolidated entity’s Statement of

Financial Position.

Depreciation

Depreciation is charged to the Statements of Profit or Loss and Other

Comprehensive Income on a straight-line basis over the estimated

useful lives of each part of an item of property, plant, and equipment.

Leased assets are depreciated over the shorter of the lease term

and their useful lives. The estimated useful lives in the current and

comparative periods are as follows:

• Property 40 years

• Furniture and equipment 3 – 20 years

• IT equipment 3 years

Depreciation methods, useful lives, and residual values are

reassessed at the reporting date.

(G) NON-DERIVATIVE FINANCIAL INSTRUMENTS

Non-derivative financial instruments comprise trade and other

receivables, cash and cash equivalents, trade and other payables, and

investments in debt securities.

Non-derivative financial instruments are recognised initially at fair

value plus, for instruments not at fair value through profit or loss,

any directly attributable transaction costs. Subsequent to initial

recognition, non-derivative financial instruments are measured as

described below.

A financial instrument is recognised if the consolidated entity

becomes a party to the contractual provisions of the instrument.

Financial assets are derecognised if the consolidated entity’s

contractual rights to the cash flows from the financial assets expire

or if the consolidated entity transfers the financial asset to another

party without retaining control or substantially all risks and rewards

of the asset. Regular way purchases and sales of financial assets are

accounted for at trade date, i.e., the date that the consolidated entity

commits itself to purchase or sell the asset. Financial liabilities are

derecognised if the consolidated entity’s obligations specified in the

contract expire or are discharged or cancelled.

Cash and Cash Equivalents

Cash and cash equivalents comprise cash balances, demand

deposits, and short-term interest bearing deposits that are readily

convertible to cash and which are subject to an insignificant risk of

change in value.

Trade and Other Receivables

Trade and other receivables are stated at their amortised cost less

impairment losses.

Trade and Other Payables

Trade and other payables are stated at their amortised cost.

Other

Other non-derivative financial instruments are measured at

amortised cost using the effective interest method, less any

impairment losses.

(H) IMPAIRMENT

(i) Financial Assets

A financial asset is assessed at each reporting date to determine

whether there is any objective evidence that it is impaired.

A financial asset is considered to be impaired if objective evidence

indicates that one or more events have had a negative effect on the

estimated future cash flows of that asset.

An impairment loss in respect of a financial asset measured at

amortised cost is calculated as the difference between its carrying

amount, and the present value of the estimated future cash flows

discounted at the original effective interest rate. Individually significant

financial assets are tested for impairment on an individual basis. The

remaining financial assets are assessed collectively in groups that share

similar credit risk characteristics.

All impairment losses are recognised in profit or loss. An impairment

loss is reversed if the reversal can be related objectively to an event

occurring after the impairment loss was recognised. For financial assets

measured at amortised cost, the reversal is recognised in profit or loss.

(ii) Non Financial Assets

The carrying amounts of the consolidated entity’s non-financial assets,

other than deferred tax assets, are reviewed at each reporting date to

determine whether there is any indication of impairment. If any such

indication exists then the asset’s recoverable amount is estimated.

An impairment loss is recognised if the carrying amount of an

asset or its cash generating unit exceeds its recoverable amount. A cash

generating unit is the smallest identifiable asset group that generates

cash flows that largely are independent from other assets and groups.

Impairment losses are recognised in profit or loss.

The recoverable amount of an asset or cash generating unit is the

greater of its value in use and its fair value less costs to sell. In assessing

value in use, the estimated future cash flows are discounted to

their present value using a pre-tax discount rate that reflects current

market assessments of the time value of money and the risks specific

to the asset.

(I) PROVISIONS

A provision is recognised in the Statement of Financial Position when

the consolidated entity has a present legal or constructive obligation

as a result of a past event that can be estimated reliably, and it is

probable that an outflow of economic benefits will be required to

settle the obligation.

(J) INCOME TAX

The Association is a tax exempt entity. Therefore no income tax balances

have been recognised in the Association.

Income tax on the profit or loss of the consolidated entity for the

year comprises current and deferred tax. Income tax is recognised in the

Statements of Profit or Loss and Other Comprehensive Income except

to the extent that it relates to items recognised directly in equity, in

which case it is recognised in equity.

Current tax is the expected tax payable on the taxable income for the

year, using tax rates enacted or substantially enacted at the Statement

of Financial Position date, and any adjustment to tax payable in respect

of previous years.

Deferred tax is provided using the Statement of Financial Position

liability method, providing for temporary differences between the

carrying amounts of assets and liabilities for financial reporting

purposes and the amounts used for taxation purposes. The following

temporary differences are not provided for: The initial recognition of

assets or liabilities that affect neither accounting nor taxable profit, and

differences relating to investments in subsidiaries to the extent that

they will probably not reverse in the foreseeable future. The amount of

deferred tax provided is based on the expected manner of realisation

or settlement of the carrying amount of assets and liabilities, using tax

rates enacted or substantively enacted at the Statement of Financial

Position date.

A deferred tax asset is recognised only to the extent that it is

probable that future taxable profits will be available against which the

asset can be utilised. Deferred tax assets are reviewed at each reporting

date and are reduced to the extent that it is no longer probable that the

related tax benefit will be realised.

Tax Consolidation

A tax-consolidated group was formed with effect from 1 July, 2003. The

tax-consolidated group comprises all wholly owned controlled entities

of the Association which are not exempt from income tax. These entities

are therefore taxed as a single entity. The head entity within the

tax-consolidated group is Clubs N.S.W. Pty Limited (“the head entity”)

and this entity therefore is legally liable for the income tax liabilities of

the tax-consolidated group.

Current tax expense/income, deferred tax liabilities and deferred tax

assets arising from temporary differences of the members of the tax-

consolidated group are recognised in the separate financial statements

of the members of the tax-consolidated group using the group

allocation approach by reference to the carrying amounts of assets and

liabilities in the separate financial statements of each entity and the tax

values applying under tax consolidation.

40 41

Any current tax liabilities (or assets) and deferred tax assets arising

from unused tax losses of the subsidiaries is assumed by the head

entity in the tax-consolidated group and are recognised as amounts

payable (receivable) to (from) other entities in the tax-consolidated

group in conjunction with any tax funding arrangement amounts (refer

below). Any difference between these amounts is recognised by the

subsidiaries of the head entity as an equity contribution or distribution.

The head entity recognises deferred tax assets arising from unused

tax losses of the tax-consolidated group to the extent that it is

probable that future taxable profits of the tax-consolidated group will

be available against which the asset can be utilised.

Any subsequent period adjustments to deferred tax assets arising

from unused tax losses as a result of revised assessments of the

probability of recoverability is recognised by the head entity only.

Nature of tax funding arrangements and tax sharing arrangements

The head entity, in conjunction with other members of the tax-

consolidated group, has entered into a tax funding arrangement which

sets out the funding obligations of members of the tax-consolidated

group in respect of tax amounts. The tax funding arrangements

require payments to/from the head entity equal to the current tax

liability (asset) assumed by the head entity and any tax loss deferred

tax asset assumed by the head entity, resulting in the head entity

recognising an inter-entity receivable (payable) equal in amount to the

tax liability (asset) assumed. The inter-entity receivables (payables) are

at call.

Contributions to fund the current tax liabilities are payable as per

the tax funding arrangement and reflect the timing of the head entity’s

obligation to make payments for tax liabilities to the relevant tax

authorities.

The consolidated entity, in conjunction with other members of the

consolidated group, has entered into a tax sharing agreement. The

tax sharing agreement provides for determination of the allocation

of income tax liabilities between the entities should the head entity

default on its tax payment obligations. No amounts have been

recognised in the financial statements in respect of this agreement

as payment of any amounts under the tax sharing arrangement is

considered remote.

(K) REVENUE RECOGNITION

Membership subscriptions represent the amount due from member

clubs in accordance with the Association’s Rules and are recognised

equally over the period to which these relate.

The consolidated entity’s entitlement to an apportionment of

Keno subscriptions is set out in the relevant sections of the Keno

licence agreement under the authority of the Public Lotteries Act 1996.

Revenue in this regard is recognised as it accrues.

Interest revenue is recognised as it accrues, using the effective

interest method.

Other subscriptions are recognised equally over the period to

which they relate.

Commission revenue from facilitating consulting arrangements

between participating clubs and service providers is recognised

upon the delivery of the service net of amounts paid or payable to

service providers.

Revenue for ticket sales and trade stands are recognised in

the period in which the underlying events are held. Revenues are

recognised at fair value of the consideration received net of the

amount of goods and services tax (GST).

Management fee revenue is recognised equally over the period to

which they relate.

(L) GOODS AND SERVICES TAX

Revenue, expenses, and assets are recognised net of the amount

of goods and services tax (GST), except where the amount of GST

incurred is not recoverable from the Australian Taxation Office (ATO).

In these circumstances, the GST is recognised as part of the cost of

acquisition of the asset or as part of the expense.

Receivables and payables are stated with the amount of GST

included. The net amount of GST recoverable from, or payable to,

the ATO is included as a current asset or liability in the Statement of

Financial Position.

Cash flows are included in the Statement of Cash Flows on a gross

basis. The GST components of cash flows arising from investing and

financing activities which are recoverable from, or payable to, the ATO

are classified as operating cash flows.

(M) GOVERNMENT GRANTS

Government grants are recognised initially as deferred income when

there is reasonable assurance that they will be received and that

the consolidated entity will comply with the conditions associated

with the grant. Grants that compensate the consolidated entity for

expenses incurred are recognised in the profit or loss on a systematic

basis in the same periods in which the expenses are recognised.

(N) EMPLOYEE BENEFITS

Short-term Benefits

Liabilities for employee benefits for wages, salaries, and annual leave

that are expected to be settled within 12 months of the reporting

date represent present obligations resulting from employees’ services

provided to reporting date, are calculated at undiscounted amounts

based on remuneration wage and salary rates that the consolidated

entity expects to pay as at reporting date including related on-costs,

such as workers compensation insurance and payroll tax.

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

2. PERSONNEL EXPENSES

Wages and salaries 4,983,594 5,061,009 4,956,576 5,035,284

Long service leave 85,285 61,623 85,285 61,623

Annual leave 148,016 51,387 148,016 51,387

5,216,895 5,174,019 5,189,877 5,148,294

3. AUDITOR'S REMUNERATION

Amounts received by the auditors for:

• audit services 117,690 111,410 78,424 76,130

• other services 440,410 442,352 411,534 420,804

• taxation services 33,250 39,500 33,250 31,250

591,350 593,262 523,208 528,184

4. CASH AND CASH EQUIVALENTS

Cash on hand 500 500 500 500

Bank balances 1,547,941 1,188,564 824,552 989,861

Term deposits 14,202,557 12,626,790 8,256,532 7,982,069

15,750,998 13,815,854 9,081,584 8,972,430

5. TRADE AND OTHER RECEIVABLES

CURRENT

Trade receivables 68,259 168,976 67,889 168,710

Amounts due from controlled entities - - 111,389 77,466

Amounts due to related entities - - - -

Other debtors and prepayments 982,162 678,885 845,290 586,330

Deposits 325,422 429,882 309,672 414,880

Net GST receivables 21,821 34,617 - 87,019

1,397,664 1,312,360 1,334,239 1,334,405

Trade receivables are shown net of provisions for impairment losses amounting to $5,000 in the consolidated entity (2014: $10,156) and $5,000

in the Association (2014: $10,156).

Long-Term Service Benefits

The consolidated entity’s net obligation in respect of long-term

service benefits is the amount of future benefit that employees

have earned in return for their service in the current and prior

periods. The obligation is calculated using expected future increases

in wage and salary rates including related on-costs and expected

settlement dates, and is discounted using the rates attached to the

Commonwealth Government bonds at the Statement of Financial

Position date which have maturity dates approximating to the terms

of the consolidated entity’s obligations.

Defined Contribution Superannuation Funds

The Association and other controlled entities contribute to several

defined contribution superannuation plans. A defined contribution

plan is a post employment benefit plan under which an entity pays

fixed contributions into a separate entity and will have no legal or

constructive obligation to pay further amounts. Obligations for

contributions are recognised as an expense in the Statements of

Profit or Loss and Other Comprehensive Income as incurred.

(O) EXPENSES

Operating Lease Payments

Payments made under operating leases are recognised in the

Statements of Profit or Loss and Other Comprehensive Income on

a straight-line basis over the term of the lease. Lease incentives

received are recognised in the Statements of Profit or Loss and Other

Comprehensive Income as an integral part of the total lease expense

and spread over the lease term.

Finance lease payments

Minimum lease payments are apportioned between the finance

charge and the reduction of the outstanding liability. The finance

charge is allocated to each period during the lease term so as

to produce a constant periodic rate of interest on the remaining

balance of the liability and is recognised as interest expense in the

Statements of Profit or Loss and Other Comprehensive Income.

(P) SEGMENT REPORTING

The consolidated entity operates in one segment, namely the

provision of services to benefit members within the New South Wales

Registered Club Industry.

42 43

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

7. INVESTMENTS IN CONTROLLED ENTITIES

Clubs N.S.W. Pty Limited — 100% interest (2014: 100% interest)

4,400,002 ordinary shares – – 4,400,002 4,400,002

Equity Investment – – 980,643 489,526

– – 5,380,645 4,889,528

8. TRADE AND OTHER PAYABLES

CURRENT

Trade payables and accruals 2,954,559 1,686,556 889,375 785,281

Income in advance 683,523 990,563 492,300 792,615

Additional commissions payable 4,690,659 3,937,591 – –

Amounts due to controlled entities – – 1,246,635 783,275

Amounts due to related entities 40,121 22,657 40,805 22,657

Net GST payable – – (10,783) –

Other payables 108,088 145,614 227,600 266,426

8,476,950 6,782,981 2,885,932 2,650,254

9. EMPLOYEE BENEFITS

CURRENT

Liability for long service leave 402,452 347,978 402,452 347,978

Liability for annual leave 433,771 326,662 433,771 326,662

836,223 674,640 836,223 674,640

NON-CURRENT

Liability for long service leave 153,634 122,823 153,634 122,823

DEFINED CONTRIBUTION PLANS

The Association and controlled entities contribute to several defined contribution superannuation plans. Contributions are charged against

income as they are made. The amount recognised as an expense during the year was: $452,455 (2014: $423,198) for the Association and

$469,859 (2014: $439,764) for the consolidated entity.

Consolidated entity Association

Land and Buildings

Plant and Equipment

Motor Vehicles

Total Total

6. PROPERTY, PLANT AND EQUIPMENT $ $ $ $ $

COST

Balance at 1 July 2013 5,213,665 2,067,047 393,978 7,674,690 –

Acquisitions 609,120 209,343 - 818,463 –

Disposals - (1,516) (9,038) (10,554) –

Balance at 30 June 2014 5,822,785 2,274,874 384,940 8,482,599 –

Balance at 1 July 2014 5,822,785 2,274,874 384,940 8,482,599 –

Acquisitions 6,842 51,557 74,284 132,683 –

Disposals - (36,004) (37,827) (73,831) –

Balance at 30 June 2015 5,829,627 2,290,427 421,397 8,541,451 –

DEPRECIATION

Balance at 1 July 2013 1,074,610 1,465,318 87,096 2,627,024 –

Depreciation charge 139,353 152,958 48,118 340,429 –

Disposals – (479) (2,528) (3,007) –

Balance at 30 June 2014 1,213,963 1,617,797 132,686 2,964,446 –

Balance at 1 July 2014 1,213,963 1,617,797 132,686 2,964,446 –

Depreciation charge 150,389 145,119 48,724 344,232 –

Disposals – (33,364) (21,893) (55,257) –

Balance at 30 June 2015 1,364,352 1,729,552 159,517 3,253,421 –

CARRYING AMOUNTS

At 1 July 2013 4,139,055 601,729 306,882 5,047,666 –

At 30 June 2014 4,608,822 657,077 252,254 5,518,153 –

At 1 July 2014 4,608,822 657,077 252,254 5,518,153 –

At 30 June 2015 4,465,275 560,875 261,880 5,288,030 –

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

44 45

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

Consolidated entity

(iii) Deferred tax assets and liabilitiesBalance1 July 14

Recognised in Statements of Profit or Loss and Other

Comprehensive Income

Balance30 June 15

$ $ $

Movement in temporary differences during the year:

Accruals and provisions – - -

Sundry – - -

Property, plant and equipment - - –

- - –

Balance1 July 13

Recognised in Statements of Profit or Loss and Other

Comprehensive Income

Balance30 June 14

$ $ $

Movement in temporary differences during the year:

Accruals and provisions – - -

Sundry – - -

Property, plant and equipment - - –

- - –

Consolidated entity

2015 2014

$ $

A deferred tax asset has not been recognised as follows:

Carry forward income tax losses 114,350 156,518

Unrecognised carry forward tax losses do not expire under current tax legislation. The deferred tax asset associated with these losses is not being

recognised as currently it is not considered probable that sufficient taxable profit will be generated by the group in order for the carry forward

losses to be utilised.

The Association is a tax exempt entity and thus has no tax balances and no tax disclosures.

Consolidated entity

2015 2014

$ $

10. TAXATION

(i) Recognised in the Statements of Profit or Loss and Other Comprehensive Income

CURRENT TAX EXPENSE

Current year 42,168 -

DEFERRED TAX EXPENSE

Net origination and reversal of temporary benefits (42,168) -

Non-recognition of current year tax losses

Total income tax expense in Statements of Profit or Loss and Other Comprehensive Income – –

(ii) Numerical reconciliation between tax expense and pre-tax profit

Profit before tax 953,734 840,314

Income tax using the domestic corporation tax rate of 30% (2014: 30%) 286,120 252,094

Exempt income adjustment (243,952) (242,686)

Previously unrecognised temporary differences (42,168) (9,408)

Income tax expense on pre-tax profit - -

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

46 47

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

11. EQUITY ACCOUNTED INVESTEES

Hospitality Employers Mutual 5,568,366 5,764,118 – –

25% ownership interest (2014: 25%) 6,000,000 B Ordinary Shares (2014: 6,000,000 B Ordinary Shares)

5,568,366 5,764,118 – –

Summary financial information of equity accounted investee

2015 2014

$ $

Revenues (100%) 19,251,260 19,024,318

Profit after tax (100%) 1,625,080 3,084,058

Share of equity accounted investee entity’s net profit recognised 536,247 805,000

Current assets 69,465,035 59,116,250

Non-current assets 12,934,144 11,646,970

Total assets 82,399,179 70,763,220

Current liabilities (35,153,239) (30,964,580)

Non-current liabilities (28,687,278) (20,585,830)

Total liabilities (63,840,517) 51,550,410

Net assets as reported by equity accounted investee (100%) 18,558,662 19,212,810

These amounts are for the year ended 30 June, 2015, being the financial year of Hospitality Employers Mutual. Hospitality Employers Mutual is

comprised of two portfolios: The Clubs Portfolio and the Hotels Portfolio. These amounts relate to the Clubs Portfolio of Hospitality Employers

Mutual, Club Employers Mutual, and have been extracted from the most recent management accounts of the associate. Under the Amended

Shareholders Agreement, ClubsNSW Insurance Holdings Pty Limited (CIH) are entitled to 30% of profits from the Clubs Portfolio of Hospitality

Employers Mutual.

CIH holds the 25% equity share in Hospitality Employers Mutual. The share of equity accounted investee’s profit recognised is based on CIH’s

30% economic interest in the profits of the Clubs Portfolio of Hospitality Employers Mutual.

Movement in carrying amount of investment in equity accounted investee

2015 2014

$ $

Carrying amount at the beginning of the financial year 5,764,118 5,075,000

Share of profit after income tax 536,247 805,000

Distributions received (732,000) (115,882)

Carrying amount at the end of the year 5,568,365 5,764,118

Hospitality Employers Mutual underwrites workers’ compensation insurance for the NSW hospitality industry. Effective 30 June, 2012, the

specialised insurer licence issued by WorkCover NSW was extended to include Clubs risks, incorporating employers who are members of

ClubsNSW. Employers Mutual Limited owns 50% of Hospitality Employers Mutual Limited, with Australian Hotels Association (NSW)

Holdings Pty Ltd owning the remaining 25%.

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

12. INVESTMENT IN JOINT VENTURES ENTITITES

CLUB PLUS FINANCIAL PLANNING PTY LIMITED 1 1 – –

50% ownership interest (2014: 50%)

AUSTRALASIAN HOSPITALITY & GAMING EXPO PTY LTD 2 2 – –

33% ownership interest (2014: 33%) 0 0 0 0

2 ordinary shares (2014: 2 ordinary shares) 2 2 - -

3 3 – –

Club Plus Financial Planning Pty Ltd was established as a joint venture with the Liquor Hospitality and Miscellaneous Union (NSW Branch), with a

principal purpose of providing financial planning services to Club Plus members. Subsidiary entity, Registered Clubs Association Holdings Pty Ltd

was allocated 50% of the issued capital (being one ordinary share) for the amount of $1.

The financial result of the company for the year ended 30 June 2015 was $nil (2014: $nil), and there was no financial impact on the

consolidated accounts or disclosures required in respect of contingencies and commitments.

Australasian Hospitality & Gaming Expo Pty Limited was established as a joint venture with the Registered Licensed Clubs Association of

Queensland, Union of Employers (ClubsQLD) and The Club Managers Association of Australia, with a principle purpose of jointly providing Trade

Expo events to members.

ClubsNSW Expo Holdings Pty Limited was allocated 33% of the issued capital (being 2 ordinary shares) for the amount of $2.

The financial result of the company for the year ended 30 June 2015 was $nil (2014: $nil), and there was no financial impact on the consolidated

accounts or disclosures required in respect of contingencies and commitments.

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

13. LOANS AND BORROWINGS

CURRENT

Loan from Employers Mutual Limited 940,272 710,856 - -

NON-CURRENT

Loan from Employers Mutual Limited 2,397,543 3,758,670 - -

The 25% equity holding in Hospitality Employers Mutual (disclosed in Note 11) was funded via a $4,800,000 secured loan from Employers Mutual

Limited, with limited recourse to the extent of the shareholding. The loan is repayable by 29 June 2021 and is repaid via redirection of dividends

from Hospitality Employers Mutual, redirected advertising fees, and redirected corporate partner fees.

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

48 49

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

Consilidated entity Association

2015 2014 2015 2014

$ $ $ $

16. NOTES TO THE STATEMENT OF CASHFLOWS

RECONCILIATION OF CASH FLOW FROM OPERATING ACTIVITIES WITH NET PROFIT FOR YEAR

Net profit 953,734 840,314 285,844 107,124

ADJUSTMENTS FOR:

Depreciation 344,232 340,429 – –

Non-cash interest expense on loan 91,406 121,772 – –

Non-cash portion of advertising revenue (413,867) (307,867) – –

Non-cash portion of corporate partner revenue (77,250) (75,000) – –

Share of profit in equity accounted investee (536,247) (805,000) – –

362,008 114,648 285,844 107,124

CHANGES IN ASSETS AND LIABILITIES

Change in employee benefits 192,394 (158,707) 192,394 (158,707)

Change in trade and other receivables (85,305) 110,727 34,089 70,044

Change in trade and other payables 1,676,504 (2,054,893) (245,830) (1,090,526)

Change in fund balances (113,811) (591,466) (113,811) (591,466)

Net cash used in operating activities 2,031,790 (2,579,691) 152,686 (1,663,531)

17. FINANCIAL INSTRUMENTS

FINANCIAL RISK MANAGEMENT

OVERVIEW

The Association and consolidated entity have exposure to the following risks from their use of financial instruments:

• credit risk

• liquidity risk

• market risk

This note presents information about the Association’s and consolidated entity’s exposure to the above risks, their objectives, policies and

processes for measuring and managing risk, and the management of capital. Further quantitative disclosures are included in this financial report.

The Board of Directors has overall responsibility for risk management and oversees how management monitors compliance with the

Association’s and consolidated entity’s policies and procedures and reviews the risks faced by the Association and consolidated entity. Policies

are established to identify and analyse the risks faced by the Association and consolidated entity, to set appropriate controls, and to monitor risks

and adherence to controls. Policies and systems are reviewed from time to time to reflect changes in market conditions and in the Association’s

and consolidated entity’s activities.

CREDIT RISK

Credit risk is the risk of financial loss to the Association and consolidated entity if a customer or counterparty to a financial instrument fails

to meet its contractual obligations, and arises principally from the Association’s and consolidated entity’s cash and cash equivalent balances

(including term deposits) and trade and other receivables.

Association and Consolidated entity

2015 2014

$ $

14. CLUB MOVEMENT DEVELOPMENT FUND

Opening Balance 5,376,410 5,967,876

INCOME

Interest received — refer Note 1(d) 186,254 228,207

Transfer of net royalties — refer to Note 15 4,512,527 4,107,748

Total income 4,698,781 4,335,955

EXPENDITURE

NSW Institute of Sport 1,000,000 1,000,000

Club movement promotion 3,812,501 3,927,359

Sundry fees and charges 91 62

Total Expenditure 4,812,592 4,927,421

Operating deficit for the year (113,811) (591,466)

Closing Balance 5,262,599 5,376,410

Current Fund Balance 347,916 453,307

Non-current Fund Balance 4,914,683 4,923,103

Closing Balance 5,262,599 5,376,410

Association

2015 2014

$ $

15. ADMINISTRATION OF KENO DEPARTMENT

Royalties – ClubKENO Holdings Pty Limited 5,289,818 4,865,417

LESS: ADMINISTRATION EXPENSES

Consulting and professional fees 443,730 443,069

Fee for Keno name and concept 264,485 243,265

Sundry expenses 3,852 4,047

Subscriptions 65,224 67,288

777,291 757,669

Balance transferred to Club Movement Development Fund (refer to Note 14) 4,512,527 4,107,748

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

50 51

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

IMPAIRMENT LOSSES

The ageing of the consolidated entity’s trade receivables at the reporting date was:

CARRYING AMOUNT

2015 2014

Gross Impairment Gross Impairment

$ $ $ $

Not past due 69,524 – 72,827 –

Past due 0–30 days 216 – 17,750 –

Past due 31–120 days (1,481) – 78,399 –

Past due 121 days to one year – – – –

More than one year 5,000 5,000 10,156 10,156

73,259 5,000 179,132 10,156

The consolidated entity’s other receivables are classified as not past due.

The movement in the allowance for impairment in respect of trade receivables during the year was as follows:

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

Balance at 1 July 10,156 25,349 10,156 25,349

Impairment written back (5,156) (15,193) (5,156) (15,193)

Balance at 30 June 5,000 10,156 5,000 10,156

The ageing of the Association’s trade receivables at the reporting date was:

CARRYING AMOUNT

2015 2014

Gross Impairment Gross Impairment

$ $ $ $

Not past due 67,824 – 72,827 –

Past due 0–30 days 151 – 17,750 –

Past due 31–120 days (86) – 78,134 –

Past due 121 days to one year – – – –

More than one year 5,000 5,000 10,156 10,156

72,889 5,000 178,867 10,156

CARRYING AMOUNT

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

Cash and cash equivalents 15,750,998 13,815,854 9,081,584 8,972,430

Trade and other receivables 1,397,664 1,312,360 1,334,239 1,334,405

17,148,662 15,128,214 10,415,823 10,306,835

17. FINANCIAL INSTRUMENTS (CONTINUED)

Cash balances and other investments

The Association and consolidated entity aim to limit their exposure

to credit risk by depositing or investing with approved financial

institutions in accordance with a Board approved investment policy

to ensure that investments are of a strong credit quality and liquidity,

and have strong credit ratings (as issued by a third party ratings agency

Standard & Poor’s).

Trade and other receivables

The Association’s and consolidated entity’s exposure to credit risk

with respect to trade and other receivables is influenced mainly by the

individual characteristics of each customer. Approximately 60.14%

(2014: 58.97%) of the consolidated entity’s revenue is attributable

to the apportionment of Keno subscriptions received. At year end

approximately 35.8% (2014: 32.9%) of the consolidated entity’s

trade and other receivables balance relates to Keno subscriptions

to be received.

The Association and consolidated entity have established an

allowance for impairment that represents their estimate of incurred

losses in respect of trade and other receivables and investments. The

main component of this allowance is a specific loss component that

relates to individually identified exposures.

LIQUIDITY RISK

Liquidity risk is the risk that the Association or consolidated entity

will not be able to meet its financial obligations as they fall due. The

Association’s and consolidated entity’s approach to managing liquidity

is to ensure, as far as possible, that it will always have sufficient

liquidity to meet its liabilities when due, under both normal and

stressed conditions, without incurring unacceptable losses or risking

damage to the consolidated entity.

Typically the Association and consolidated entity ensures that it has

sufficient cash on demand to meet short-term expected operational

expenses. Cash investments made are in accordance with the Board

approved investment policy which requires all investments to have

regard to the liquidity and cash flow needs of the Association and the

consolidated entity.

MARKET RISK

Market risk is the risk that changes in market prices, such as interest

rates will affect the Association’s or consolidated entity’s income or

the value of its holdings of financial instruments. The Association and

consolidated entity’s objective is to manage market risk exposures

within acceptable parameters, while optimising the return.

Interest rate risk

The Association’s and consolidated entity‘s exposure to interest

rate risk relates directly to funds deposited with financial institutions.

Changes in interest rates will affect the level of interest income

received by the Association and consolidated entity. The consolidated

entity actively manages its cash balances in order to minimise risk,

whilst optimising the return.

CAPITAL MANAGEMENT

The Board’s objective is to adequately secure the consolidated entity’s

capital base so as to maintain member and creditor confidence so as

to sustain continued support and development of the club movement.

The Board considers the consolidated entity’s capital base as being

total equity plus its special fund balances maintained for the benefit of

the club movement.

The Board adopts a low risk approach to capital management

and aims to maximise return on funds held without adopting higher

risk strategies.

There were no changes in the consolidated entity’s approach to

capital management during the year.

Neither the Association nor any of its subsidiaries are subject to

externally imposed capital requirements.

CREDIT RISK

Exposure to credit risk

The carrying amount of the Association’s and consolidated entity’s

financial assets represents the maximum credit risk exposure, and at

the reporting date was:

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

52 53

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

17. FINANCIAL INSTRUMENTS (CONTINUED)

LIQUIDITY RISK

Liquidity risk is the risk that the Group will encounter difficulty in meeting the obligations associated with its financial liabilities that are settled

by delivering cash or another financial asset. The following are the remaining contractual maturities at the end of the reporting period of financial

liabilities, including estimated interest payments:

Contractual Cash Flows

Less than 1 year 1–2 years 2–5 years Over 5 years TOTAL

$ $ $ $ $

2015 CONSOLIDATED

Trade and other payables 8,476,950 – – – 8,476,950

Fund balances 347,916 500,000 1,500,000 2,914,683 5,262,599

Loans and borrowings 940,272 955,257 1,442,286 – 3,337,815

9,765,138 1,455,257 2,942,286 2,914,683 17,077,364

2015 ASSOCIATION

Trade and other payables 2,885,932 – – – 2,885,932

Fund balances 347,916 500,000 1,500,000 2,914,683 5,262,599

3,233,848 500,000 1,500,000 2,914,683 8,148,531

2014 CONSOLIDATED

Trade and other payables 6,760,324 – – – 6,760,324

Fund balances 453,307 500,000 1,500,000 2,923,103 5,376,410

Loans and borrowings 694,247 695,137 2,308,861 1,265,879 4,970,315

7,907,878 1,195,137 3,808,861 4,708,132 17,107,049

2014 ASSOCIATION

Trade and other payables 2,540,578 – – – 2,540,578

Fund balances 453,307 500,000 1,500,000 2,923,103 5,376,410

2,993,885 500,000 1,500,000 2,923,103 7,916,988

The Fund balances represent obligations to the club movement and are settled at the discretion of the Board.

MARKET RISK

Interest rate risk

The Association’s and consolidated entity’s exposure to interest rate risk includes exposure to changes in interest rates on cash and cash

equivalents and on loans and borrowings.

At the end of the reporting period the interest rate profile of the Association and consolidated entity‘s interest-bearing financial instruments as

reported to the management of the consolidated entity was as follows:

Consolidated entityNominal amount

AssociationNominal amount

2015 2014 2015 2014

$ $ $ $

FIXED RATE INSTRUMENTS

Cash and cash equivalents 14,202,557 12,626,790 8,256,532 7,982,069

14,202,557 12,626,790 8,256,532 7,982,069

VARIABLE RATE INSTRUMENTS

Cash and cash equivalents 1,548,441 1,189,064 825,052 990,361

Loans and borrowings (3,337,815) (4,469,526) - -

(1,789,374) (3,280,462) 825,052 990,361

SENSITIVITY FOR FIXED RATE INSTRUMENTS

Cash and cash equivalents

A change of 100 basis points in interest rates at the reporting date would have increased/(decreased) the profit or loss and the net equity by

approximately $82,565 for the Association (2014: $79,821) and $142,026 for the consolidated entity (2014: $126,268). This analysis assumes that

all other variables remain constant. The analysis is performed on the same basis for 2014.

SENSITIVITY ANALYSIS FOR VARIABLE RATE INSTRUMENTS

Cash and cash equivalents

A change of 100 basis points in interest rates at the reporting date would have increased/(decreased) the profit or loss and the net equity by

approximately $8,251 for the Association (2014: $9,904) and $15,484 for the consolidated entity (2014: $11,891). This analysis assumes that all

other variables remain constant. The analysis is performed on the same basis for 2014.

Loans and borrowings

An increase of 100 basis points in interest rates at the reporting date would have decreased the profit or loss and the net equity by $65,981 for the

consolidated entity (2014: $174,780). An decrease of 100 basis points in interest rates at the reporting date would have increased the profit or loss

and the net equity by $61,344 for the consolidated entity (2014: $162,564). This analysis assumes that all other variables remain constant. The

analysis is performed on the same basis for 2014.

Fair values

The carrying amounts of financial assets and liabilities shown in the Statement of Financial Position approximate their fair values.

18. EVENTS SUBSEQUENT TO REPORTING DATE

There has not arisen in the interval between the end of the financial year and the date of this report an item, transaction, or event of a material

and unusual nature likely, in the opinion of the directors of the Association, to affect significantly the operations of the consolidated entity, the

results of those operations, or the state of affairs of the consolidated entity, in future financial years.

19. RELATED PARTIES

KEY MANAGEMENT PERSONNEL COMPENSATION

The key management personnel of the Association and the consolidated entity are the Board of Directors and the CEO, and Chief Accounting

Officer. Compensation paid to key management personnel is as follows:

Consolidated entity Association

2015 2014 2015 2014

$ $ $ $

Short-term employment benefits 1,125,673 1,520,037 942,463 1,340,947

Long-term employment benefits 25,511 27,634 25,511 27,634

Post-employment benefits 78,186 80,118 60,781 63,553

1,229,370 1,627,789 1,028,755 1,432,134

OTHER KEY MANAGEMENT PERSONNEL TRANSACTIONS

There were no transactions between the consolidated entity and its directors or directors of subsidiaries.

OTHER RELATED PARTIES

Wholly owned group

The Association incurs rent and motor vehicle charges from a subsidiary, Registered Clubs Association Holdings Pty Limited. This amounted to

$729,267 during the year ended 30 June 2015 (2014: $599,451).

The Association received management fee income as follows:

2015 2014

$ $

ClubsAustralia Incorporated 150,000 135,000

The Club Directors Institute Limited 120,000 135,000

ClubBIZ Trust 20,000 20,000

Clubs Australia-Industrial 40,000 25,000

330,000 315,000

All transactions are in the normal course of business and on normal terms and conditions.

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

54 55

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

19. RELATED PARTIES (CONTINUED)

Pursuant to royalty agreements, ClubKENO Holdings Pty Ltd (CKH)

paid royalties in relation to the Keno game to the Association during

the year ended 30 June 2015 of $5,289,818 (2014: $4,865,417), and the

Association through its Keno Department has provided administrative

and promotional services to CKH. An amount equal to the royalties

received net of the cost of the services provided to CKH is transferred

annually by the Association to its Club Movement Development Fund

– refer Notes 14 and 15.

ClubKENO Holdings Pty Ltd contributed $3,144,909 (2014:

$3,761,014) direct to the Association’s industry-wide

communication campaign.

Premiums in respect of directors and officers liability insurance

have been paid by the Association during the year, relating to both

the Association and its subsidiaries.

Certain subsidiaries within the consolidated entity are part of a tax

consolidated group. The head entity in the tax consolidated group

is Clubs N.S.W. Pty Limited. The members of the tax consolidated

group have entered into a tax funding agreement which sets out

funding obligations in respect of tax amounts – refer Note 1 (i). Tax

balances have been transferred through intercompany accounts at

year end pursuant to the tax funding agreement.

The inter-entity receivable and payable balances are interest free

and are at call. Refer to Notes 5 and 8 for interentity receivable and

payable balances.

During the year the Association paid $247,715 (2014: $242,393) in

membership fees to ClubsAustralia Incorporated.

TRANSACTIONS WITH EQUITY ACCOUNTED INVESTEE

The Association received advertising fee revenue from Hospitality

Employers Mutual during the year ended 30 June 2015 of $591,239

(2014: $598,744). Of this amount, $177,372 was received in cash by the

Association and $413,867 was contributed to ClubsNSW Insurance

Holdings Pty Limited to repay its loan from Employers Mutual Limited

under the Shareholders Agreement.

The Association recognised Corporate Partnership revenue from

Hospitality Employers Mutual during the year of $77,250 (2014:

$75,000). This $77,250 was contributed to ClubsNSW Insurance

Holdings Pty Limited to repay its loan from Employers Mutual

Limited under the Shareholders Agreement.

Both of the above transactions between the Association and

Hospitality Employers Mutual were conducted in the normal course

of business of the Association.

Hospitality Employers Mutual declared a dividend of $732,000

in respect of the year ended 30 June 2014. This dividend was

redirected to Employers Mutual Limited to repay the loan between

ClubsNSW Insurance Holdings Pty Ltd and EML in accordance with

the Shareholders Agreement.

2015 2014

(A) CLUBKENO HOLDINGS PTY LIMITED: $ $

REVENUE

Apportionment of Keno subscriptions 17,368,485 16,413,996

Interest 168,141 156,023

Sundry revenue - 1,454

Total revenue 17,536,626 16,571,473

EXPENDITURE

Directors' fees and associated payroll costs (210,228) (204,815)

Directors' expenses (12,000) (12,000)

Communication network fees (2,489,257) (2,359,752)

Keno promotion support (518,595) (491,615)

Duty contribution (515,000) (351,230)

Royalties – club subscriptions (5,037,995) (4,644,735)

Royalties – casino subscriptions (18,185) (16,346)

Royalties – hotel subscriptions (233,638) (204,337)

Keno sponsorship (603,500) (559,381)

Communications campaign (3,144,909) (3,761,014)

Other operating expenses (62,660) (28,657)

Additional commissions - clubs (4,690,659) (3,937,591)

Total expenditure (17,536,626) (16,571,473)

Profit /(loss) before income tax – –

Income tax benefit / (expense) – –

Net profit / (loss) for the year – –

Other comprehensive income – –

Total comprehensive income for the period – –

20. GROUP ENTITIES

Subsidiaries Country of incorporation Ownership interest

2015 2014

Clubs N.S.W. Pty Limited Australia 100 100

ClubKENO Holdings Pty Limited Australia 100 100

Registered Clubs Association Holdings Pty Limited Australia 100 100

ClubsNSW Expo Holdings Pty Limited Australia 100 100

The Club Directors Institute Limited Australia – –

ClubBIZ Holdings Pty Limited Australia 100 100

ClubsNSW Insurance Holdings Pty Limited Australia 100 100

Club Technologies Finance Pty Limited Australia 100 –

Club Technologies NSW Pty Limited Australia 100 –

Clubs N.S.W. Pty Limited is a non operating entity which holds the ownership interest in each of the other subsidiaries with the exception of the

Club Directors Institute Limited. It is also the head entity of the tax-consolidated group — refer Note 1 (i).

Club Technologies Finance Pty Limited and Club Technologies NSW Pty Limited were established on February 2015 and there was no financial

activity during the year ended 30 June 2015.

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

56 57

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

(D) CLUBBIZ HOLDINGS PTY LIMITED:

This subsidiary acts as Trustee for the ClubBIZ Trust. The ClubBIZ Trust was established for the purpose of benefiting the general community in

NSW by providing financial assistance to registered clubs within NSW that are in financial need or hardship. The ClubBIZ Trust is not part of the

consolidated entity as it is not controlled by the Association.

2015 2014

(D) CLUBBIZ HOLDINGS PTY LIMITED: $ $

REVENUE – –

EXPENDITURE – –

Profit / (loss) before income tax – –

Income tax (expense) – –

Net profit / (loss) for the year – –

Other comprehensive income – –

Total comprehensive income for the period – –

RIGHT OF INDEMNITY

ClubBIZ Holdings Pty Ltd acts solely as trustee of the ClubBIZ Trust and, in that capacity, liabilities have been incurred on behalf of the Trust.

Such liabilities are only recognised in the financial report of ClubBIZ Holdings Pty Ltd when it is probable that the company will have to meet

these liabilities and, a right of indemnity from the Trust’s assets is also recognised, measured at the fair value of the Trust’s assets.

The book value of the assets of the ClubBIZ Trust, based on the Trust’s accounting policies and as reflected in the Trust’s Statement of Financial

Position as at 30 June 2015, exceeds the liabilities of the Trust as at 30 June 2015 (refer below).

The directors of ClubBIZ Holdings Pty Ltd believe that the assets of the Trust are both in a form appropriate and sufficient to meet the trustee’s

right of indemnity from the Trust for liabilities incurred on behalf of the Trust as and when they fall due. In making this assessment, directors

had regard to the market value of the underlying assets of the Trust. However, the Trust’s assets supporting the right of indemnity are not directly

available to meet any liabilities incurred by ClubBIZ Holdings Pty Ltd in its own right.

CLUBBIZ TRUST The Statements of Profit or Loss and Other Comprehensive Income for the period ended 30 June 2015 and the Statement of Financial Position

as at 30 June 2015 of the ClubBIZ Trust, which is not part of the consolidated entity, are summarised as follows:

STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME:

2015 2014

CLUBBIZ TRUST $ $

REVENUE

Interest income 69,673 79,175

Total revenue 69,673 79,175

EXPENDITURE

Professional services 85,432 32,130

Insurance 7,500 7,500

ClubBIZ Distributions from Income 2,217 48,690

General expenses 639 778

Total expenditure 95,788 89,098

Loss before income tax (26,115) (9,923)

Income tax benefit 12,144 4,614

Net loss for the year (13,971) (5,309)

Other comprehensive income – –

Total comprehensive income for the period (13,971) (5,309)

20. GROUP ENTITIES (CONTINUED)

2015 2014

(B) REGISTERED CLUBS ASSOCIATION HOLDINGS PTY LIMITED: $ $

REVENUE

Rental income 729,267 599,451

Total revenue 729,267 599,451

EXPENDITURE

Office occupancy 177,052 173,392

Building maintenance 13,744 16,784

Administration 31,664 14,493

Depreciation 344,232 340,429

Total Expenses 566,693 545,098

Profit / (loss) before income tax 162,574 54,353

Income tax (expense) (48,772) (16,306)

Net profit for the year 113,802 38,047

Other comprehensive income - -

Total comprehensive income for the period 113,802 38,047

(C) THE CLUB DIRECTORS’ INSTITUTE LIMITED:

REVENUE

Membership subscriptions 389,170 391,416

Sale of goods 20,452 24,555

Sundry revenue 1,130 –

Total revenue 410,752 415,971

EXPENDITURE

Printing and stationery 14,514 23,393

Postage and distribution 20,352 12,644

Professional services 186,092 188,455

Travel and accommodation 5,647 20,366

Conference venues 40,277 89,543

Subscriptions 65,000 65,000

Other 483 3,859

Total expenditure 332,365 403,260

Profit before income tax 78,386 12,711

Income tax benefit / (expense) – –

Net profit for the year 78,386 12,711

Other comprehensive income – –

Total comprehensive income for the period 78,386 12,711

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

58 59

FINANCIAL REPORTSTHE REGISTERED CLUBS ASSOCIATION OF NSW & CONTROLLED ENTITIES

20. GROUP ENTITIES (CONTINUED)

(D) CLUBBIZ HOLDINGS PTY LIMITED:

CLUBBIZ TRUST STATEMENTS OF FINANCIAL POSITION

2015 2014

$ $

CURRENT ASSETS

Cash and cash equivalents 2,112,890 2,134,605

Receivables 15,335 17,295

Total current assets 2,128,225 2,151,900

NON CURRENT ASSETS

Deferred Income Tax Benefit 19,882 7,738

Total Non Current assets 19,882 7,738

TOTAL ASSETS 2,148,107 2,159,638

CURRENT LIABILITIES

Trade and other payables 11,857 9,417

Total current liabilities 11,857 9,417

NON CURRENT LIABILITIES

Deferred Tax Liability – –

Total Non Current liabilities – –

TOTAL LIABILITIES 11,857 9,417

NET ASSETS 2,136,250 2,150,221

ACCUMULATED FUNDS

Settled fund 10 10

Undistributed funds 2,136,240 2,150,211

TOTAL ACCUMULATED FUNDS 2,136,250 2,150,221

2015 2014

(E) CLUBSNSW INSURANCE HOLDINGS PTY LIMITED:$ $

REVENUE 732,000 115,881

EXPENDITURE 101,113 138,643

Profit before income tax 630,887 (22,762)

Income tax benefit 6,198 (4,355)

Net profit for the year 624,689 (27,117)

Other comprehensive income – –

Total comprehensive loss for the period 624,689 (27,117)

(F) CLUBSNSW EXPO HOLDINGS PTY LIMITED:

EXPENDITURE (3,000) –

Profit before income tax (3,000) –

Income tax benefit 900 –

Net profit for the year (2,100) –

Other comprehensive income – –

Total comprehensive loss for the period (2,100) -

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2015 (CONTINUED)

60 61

REPORT ON THE FINANCIAL REPORT

We have audited the accompanying financial report of The

Registered Clubs Association of New South Wales (“the Association”)

and its controlled entities (“the Consolidated Entity”), which

comprises the statements of financial position as at 30 June, 2015,

and statements of profit or loss and other comprehensive income,

statements of changes in equity and statements of cash flows for

the year ended on that date, notes 1 to 20 comprising a summary

of significant accounting policies and other explanatory information

and the directors’ declaration of consolidated entity comprising the

Association and the entities it controlled at the year’s end or from time

to time during the financial year.

DIRECTORS’ RESPONSIBILITY FOR THE FINANCIAL REPORT

The directors of the Association are responsible for the preparation

of the financial report that gives a true and fair view in accordance

with Australian Accounting Standards and under Section 510 of the

Industrial Relations Act 1991 and for such internal control as the

directors determine is necessary to enable the preparation of the

financial report that is free from material misstatement whether due to

fraud or error.

AUDITOR’S RESPONSIBILITY

Our responsibility is to express an opinion on the financial report

based on our audit. We conducted our audit in accordance with

Australian Auditing Standards. These Auditing Standards require

that we comply with relevant ethical requirements relating to audit

engagements and plan and perform the audit to obtain reasonable

assurance whether the financial report is free from material

misstatement.

An audit involves performing procedures to obtain audit evidence

about the amounts and disclosures in the financial report. The

procedures selected depend on the auditor’s judgement, including

the assessment of the risks of material misstatement of the

financial report, whether due to fraud or error. In making those risk

assessments, the auditor considers internal control relevant to the

entity’s preparation of the financial report that gives a true and fair

view in order to design audit procedures that are appropriate in the

circumstances, but not for the purpose of expressing an opinion on

the effectiveness of the entity’s internal control. An audit also includes

evaluating the appropriateness of accounting policies used and the

reasonableness of accounting estimates made by the directors, as well

as evaluating the overall presentation of the financial report.

We performed the procedures to assess whether in all material

respects the financial report presents fairly, in accordance with

Australian Accounting Standards, a true and fair view which is

consistent with our understanding of the Association’s and the

Consolidated Entity’s financial position and of their performance.

We believe that the audit evidence we have obtained is sufficient

and appropriate to provide a basis for our audit opinion.

INDEPENDENCE

In conducting our audit, we have complied with the

independence requirements of the Accounting Professional

and Ethical Standards Board.

AUDITOR’S OPINION

In our opinion, satisfactory accounting records were kept by the

Association and its controlled entities during the year including:

A. Records of the sources and nature of income, including

income from members; and,

B. Records of the nature and purpose of expenditure.

In our opinion, the financial report of the Association and the

Consolidated Entity, prepared in according with Section 510 of the

Industrial Relations Act 1991, was properly drawn up so as to give a

true and fair view of:

C. The financial affairs of the Association and the Consolidated

Entity as at 30 June, 2015; and,

D. The results and cash flows of the Association and Consolidated

Entity for the year then ended.

All information and explanations which were required for the

purpose of our audit were provided.

KPMG

STEPHEN MAYPARTNER

Sydney

17 August, 2015

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE REGISTERED CLUBS ASSOCIATION OF NEW SOUTH WALES

62 63

STATE COUNCILLORS

1

2

4

6

8

10

12

3

5

7

9

11

13

1. NEWCASTLE AND HUNTER VALLEY Jon Chin

2. FAR NORTH COAST Carl Guy

3. NEW ENGLAND TABLELANDS AND NORTH WEST Patrick Crick

4. CENTRAL WEST Mathew Dover

5. RIVERINA AND SOUTH WEST Andrew Bell

6. SOUTHERN TABLELANDS AND FAR SOUTH COAST Toni Mitchell

7. ILLAWARRA AND SHOALHAVEN Matt O’Hara

8. SOUTHERN METROPOLITAN Michael Free

9. WESTERN METROPOLITAN Bryn Miller

10. EASTERN METROPOLITAN AND SYDNEY CBD Ken Murray

11. NORTHERN METROPOLITAN Bruce Chisnall

12. NORTH WESTERN METROPOLITAN Jim Buckley

13. CENTRAL COAST Len Sargant

1

2

3 4

5

67

13

9

8

12

1110

64 65

Region 1 • Newcastle and Hunter ValleyState Councillor: Jon Chin

—Aberdeen RSL Citizens Club

Aberdeen Sport and Recreation Club

Abermain Bowling & Recreation Club

Adamstown Bowling Club

Alder Park Bowling Club Co-Operative

Bar Beach Bowling & Sporting Club

Bellbird Workers’ Club

Belmont 16 Foot Sailing Club

Belmont Bowling Club

Belmont Golf Club

Belmont Sportsmans Club Co-Op

Belmont-Macquarie Bowling Club

Beresfield Bowling Club

Boolaroo Bowling & Recreation

Co-Operative Society

Branxton Golf Club Co-Op

Budgewoi Soccer Club

Burwood Colliery Bowling Club Co-Op

(In Liquidation)

Cardiff Bowling Club Co-Op

Cardiff RSL Club

Central Charlestown Leagues Club

Cessnock Ex-Services Club

Cessnock Golf Club T/as Stonebridge Golf Club

Cessnock Leagues Club

Charlestown Bowling Club

Charlestown Golf Club

Clarence Town Bowling, Sport and

Recreation Club

Club Macquarie Co-Operative

Croatian Wickham Sports Club

Denman Co-Operative Bowling Club

Denman RSL Sub-Branch Club

Dora Creek & Dist Workers Co-operative Club

Dungog District Golf Club

Dungog Memorial Bowls, Sport &

Recreation Club

Dungog Memorial RSL Club

East Cessnock Bowling Club

East Maitland Bowling Club

Easts Leisure & Golf

Edgeworth Bowling Club Co-Op

Fingal Bay Bowls Sports & Recreation Club

Gallipoli Legion Club Newcastle

Gresford Bowls, Sports & Recreation Club

Greta Workers Sports & Recreation Club

Hamilton North Bowling Club

Hawks Nest Golf Club

Heaton Birmingham Gardens Bowling Club

Hexham Bowling Club Co-Op

Kahibah Bowling Club Co-Op

Karuah & District RSL Club

Kotara Bowling and Recreation Club Co-Op

Kurri Golf Club

Kurri Kurri Bowling Club

Kurri Workers Club

Lake Macquarie Yacht Club

Lambton Bowling Club Co-Op

Lemon Tree Passage Bowling Club Co-Op

Lorn Park Bowls Sports & Recreation Club

Lowlands Bowling Club

Maitland City Bowls, Sports & Recreation Club

Maitland District Leagues Club

Maitland Park Bowling & Sporting Complex

Marks Point Bowling Club

Mayfield Bowling Club Co-Op

Mayfield Ex Services Club

Mayfield West Bowling Club

Merewether Bowling Club

Merewether Golf Club

Merriwa RSL Club

Merriwa Sports Club

Miller Park Sports & Recreation Club

Morisset Country Club

Muree Golf Club

Murrurundi Bowling Club

Muswellbrook & District Workers Club

Muswellbrook Golf Club

Muswellbrook RSL Club

Nelson Bay Bowling & Recreation Club

Nelson Bay Diggers

Nelson Bay Golf Club

Newcastle & Port Stephens Game Fish Club

Newcastle Club

Newcastle Cruising Yacht Club

Newcastle District Tennis Club

Newcastle Golf Club

Newcastle Leagues Club

Newcastle Panthers

Newcastle RSL S/B Club (City Of)

Paxton Bowling Club

Pelican Flat RSL Sub-Branch Club

Rathmines Memorial Bowling Club Co-Op

Raymond Terrace Bowling Club

Redhead Bowling Club Co-Op

Royal Motor Yacht Club Toronto

Scone Bowling Club

Scone RSL Club

Shortland Waters Golf Club

Singleton Bowling Club Co-Op

Singleton Golf Club Co-Op

Singleton Returned Servicemen's Club

Singleton Returned Servicemen's Club

(Alroy Park)

Singleton Rugby Club

Soldiers Point Bowling Club

MEMBER CLUBSParent Club Amalgamated

ClubAdditional Premises

South Newcastle Rugby League Club

Stockton Bowling Club Co-Op

Stockton RSL & Citizens Club

Stroud & Dist Country Club

Summerland Sporties

Swansea RSL Club

Swansea Workers Co-Op Club

Tanilba Bay Golf Club

Tea Gardens Country Club

Telarah Bowling Club

Teralba Bowling Club Co-Op

Tilligerry RSL Sports Club

Toronto Country Club

Toronto Diggers

Toronto Workers Club

Valentine Bowling Club Co-Op

Wallsend Bears Bowling Club Co-Op

Wallsend Diggers

Wangi Bowling Club Co-op

Wangi District Workers Club

Wangi Wangi RSL S/B Club

Waratah Golf Club

Warners Bay Sports Club

Water Board Bowling Club

West Wallsend Workers Club

Western Suburbs (N’cle) Leagues Club

Weston District Workers Club

Wests Bowling Club

Wests Cardiff

Wests Mayfield

Windale-Gateshead Bowling Club

Region 2 • Far North CoastState Councillor: Carl Guy

—Alstonville Plateau Bowls & Sports Club

Ballina Bowling & Recreation Club

Ballina Golf and Sports Club

Ballina RSL Bowling Club

Ballina RSL Club

Bellingen RSL Country Club T/as Bellingen

Golf Club

Black Head Bowling Club

Bonalbo Bowling & Recreation Club

Bowraville & District Ex-Services Club

Bowraville Recreation Club Co-Op

Broadwater Bowling Club

Brooms Head Bowling & Recreation Club

Brunswick Heads Bowling Club

Bulahdelah Bowling Club

Burringbar District Sports Club

Byron Bay Bowling & Recreational Club

Byron Bay Golf Club

Byron Bay Services Club

Cabarita Beach Bowls and Sports Club

Casino Golf Club

Casino RSM Club

CEX Urunga

CEX Woolgoolga

Club Banora

Club Forster

Club Goonellabah

Club Harrington

Club Old Bar

Club Taree

Coffs Ex-Services Memorial & Sporting Club

Coffs Harbour Catholic Recreation &

Sporting Club (Administrators Appointed)

Coffs Harbour Deep Sea Fishing Club

(Administrator Appointed)

Coffs Harbour Golf Club

Coffs Harbour Leagues Club

Coffs Harbour Surf Life Saving Club

Comboyne Ex-Servicemens & Citizen’s Club

Condong Bowling Club

Coolangatta & Tweed Heads Golf Club

Coraki & District Memorial Bowling Club

Coraki Golf Club

Crescent Head Country Club

Cudgen Headland Surf Life Saving Club

Cudgen Leagues Club

Dunoon & District Sports & Recreation Club

East Lismore Bowling Club

Evans Head Bowling Club

Forster Bowling Club

Forster Tuncurry Golf Club

Frederickton Golf Club

Gloucester Bowling & Recreation Club

Gloucester Country Club

Gloucester Soldiers Club

Grafton District Golf Club

Grafton District Services Club

Great Lakes Country Club

Hat Head Bowling & Recreation Club

Hibbard Sports Club

Iluka Bowls Club

Iluka Golf Club

Italo Australian Sports & Recreation Club

Kempsey Golf Club

Kempsey Heights Grand United Bowling

and Recreation Club

Kempsey Macleay RSL Club

Kempsey-Macleay RSL Bowling Club

Kendall Services & Citizens Club

Kew Country Club

Kingscliff Beach Club

Kyogle Bowling Club

Kyogle Golf Club

Lake Cathie Bowling & Recreation Club

Lansdowne Bowling & Recreation Club

Laurieton United Services Club

Lennox Head Community Sports &

Recreation Club

Lismore City Bowling & Recreation Club

Lismore Heights Sports, Recreation &

Community Club

Lismore Workers Club

Lismore Workers Golf Club

Lismore Workers Sports Club

Macksville Country Club

Macksville Ex-Services Club

Maclean & District Bowling Club Co-Op

Maclean Golf Club

Maclean Services Club

Manning Point Bowling Club

Mullumbimby Bowling Club

Mullumbimby Ex-Services Club

Mullumbimby Golf Club

Mullumbimby Rugby League Football Club

Murwillumbah Golf Club

Murwillumbah Leagues Club

Murwillumbah Services Memorial Club

Nambucca Heads Bowl & Recreation Club

Nambucca Heads Island Golf Club

Nambucca Heads RSL Club

Nambucca Leagues & Sports Club

North Beach Recreation & Bowling Club

North Haven Bowling & Recreation Club

Ocean Shores Country Club

Pacific Palms Bowling Club

Pacific Palms Recreation Club

Park Beach Bowling Club

Port City Bowling Club

Port Macquarie Golf Club

Port Macquarie Panthers

Pottsville Beach Sports

Red Rock Bowling & Recreation Club

Sawtell Bowling & Recreation Club

Sawtell Golf Club

Sawtell RSL Club

Scotts Head Bowling and Recreation Club

T/as Club Scotts

Seagulls Club

Smithtown RSL Memorial Bowling Club

South Grafton Bowling Sports and Recreation

Club

South Grafton District Ex-Servicemens Club

South Lismore Bowling Club

South Tweed Sports

South West Rocks Country Club

Sporties Tuncurry

Stuarts Point Workers Recreation & Bowls Club

Taree Aquatic Club

Taree Leagues Sports Club

Taree Railway Institute Bowling Club

Taree West Bowling Club

Telegraph Point Sports & Recreation Club

Tuncurry Beach Bowling Club

Tweed Heads Bowls Club

Twin Towns Juniors Club

Twin Towns Services Club

Ulong & District Ex-Servicemen &

Womens Club

Urbenville & District Bowling Club

Urunga Bowling Club

Wauchope Country Club (The)

Wauchope RSL Club

Westport Club

Wingham Bowling Club

Wingham Golf Club

Wingham Services Club

Woodburn Bowling Club

Woodburn Evans Head Golf Club

Woodburn Evans Head RSL Club

Woolgoolga Diggers

Club

66 67

Woolgoolga Diggers Golf Club

Wooli Bowling & Recreation Club

Yamba Bowling & Recreation Club

Yamba Golf & Country Club

Region 3 • New England Tablelands and North WestState Councillor: Patrick Crick

—Armidale City Bowling Club

Armidale Ex-Services Memorial Club

Armidale Golf Club

Ashford Memorial Bowling Club

Barraba Bowling Club

Barraba RSL & Recreation Club

Bellata Golf Club

Bingara Returned Servicemens Club

Bingara Sporting Club

Boggabilla Town & Country Club

Boggabri RSL Memorial Club

Bundarra Sports & Recreation Club

Burren Junction RSL & Sports Club

Collarenebri Club

Croppa Creek Bowling Club

Glen Innes & District Services Club

Glen Innes Bowling Club

Glen Innes Golf Club

Grawin Opal Miners Sports & Recreation Club

Gunnedah Golf Club

Gunnedah Rugby Club

Gunnedah Services & Bowling Club

Guyra Bowling & Recreation Club

Inverell East Bowling Club

Inverell Golf Club

Inverell RSM Club

Kootingal & District Bowling Club

Lightning Ridge District Bowling Club

Manilla Bowling Club

Manilla RSL & Ex-Servicemans Club

Moree & District Services Club

Moree Golf Club

Narrabri Bowling Club

Narrabri Golf Club

Narrabri RSL Memorial & Citizens Club

New England Club (The)

North Tamworth Bowling Club

Quirindi Bowling Club

Quirindi RSL Golf Club

Quirindi RSL S/B Club

South Tamworth Bowling Club

Tamworth City Bowling Club

Tamworth Golf Club

Tamworth Services Club

Tamworth Tennis Club

Tenterfield Bowling Club

Tenterfield Golf Club

Tingha Sports & Recreation Club

Town & Country Club

Upper Horton Sports Club

Uralla Bowling & Recreation Club

Uralla Golf Club

Walcha Bowling & Recreation Club

Walcha Ex Services Memorial Club

Walgett District Sporting Club

Walgett RSL Memorial Club

Warialda Golf & Bowling Club

Wee Waa & District Bowling Club

Wee Waa Golf Club

Werris Creek Bowling & Tennis Club

Werris Creek Golf Club

West Tamworth League Club

Wests’ Diggers

Region 4 • Central WestState Councillor: Mathew Dover

—Baradine Bowling & Sporting Club

Bathurst City Bowling Club

Bathurst Golf Club

Bathurst Panthers

Bathurst RSL Club

Binnaway District Golf Club

Blackheath Golf Club

Bourke Bowling Club

Brewarrina S/B RSL Club

Canowindra Golf Club

Canowindra Services & Citizens Club

Carinda Golf Club

Cassilis Bowling Club

Club Mudgee

Cobar Bowling & Golf Club

Cobar Memorial Services & Bowling Club

(Deed of Company Arrangement)

Condobolin RSL Club

Condobolin Sports Club

Coolah Sporting Club

Coonabarabran Bowling Club Co-Op

Coonabarabran Golf Club Co-Op

Coonamble Bowling Club

Coonamble District RSL Club

Coonamble Golf Club

Cowra Bowling & Recreation Club

Cowra Golf Club

Cowra Services Club

Cudal Bowling Club

Cumnock Bowling Club

Dubbo City Bowling Club

Dubbo Golf Club

Dubbo Railway Bowling Club

Dubbo RSL Memorial Club

Dunedoo Bowling Club

Dunedoo Sports Club

Eugowra Community Bowls and

Recreation Club

Forbes Services Memorial Club

Forbes Sports & Recreation Club

Geurie Bowling Club

Gilgandra Bowling Club Co-Op

Gilgandra Services Club Co-Op

Gooloogong Country Club

Grenfell Bowling Club

Gulgong Bowling & Sporting Club

Gulgong RSL Club

Hazelbrook Bowling & Sporting Club Co-Op

Henbury Sport and Recreation Club

Kandos Returned Services Community Club

Katoomba RSL

Lawson Bowling Club

Leura Golf Club

Lithgow & District Workmens Club

Lithgow City Bowling Club

Lithgow Golf Club

Macquarie Club (Dubbo)

Majellan Bowling Club

Manildra Bowling Club

Manildra Golf Club

Mendooran Bowling Club

Mendooran-Merrygoen Memorial Club

Millthorpe Bowling Club

Molong Bowling Club

Molong RSL Club

Mudgee Bowling Club

Mudgee Golf Club (The)

Narromine Bowling Club

Narromine Golf Club

Narromine United Services Memorial Club

Nyngan Bowling Club

Nyngan Golf Club

Nyngan RSL & Civic Club

Oberon RSL Club

Oberon Rugby League Football Club

Orange City Bowling Club

Orange Ex-Services Club

Orange Ex-Services Country Club

Orange Golf Club T/as Duntryleague

Orange Waratah Sports Club

Parkes Bowling and Sports Club

Parkes Golf Club Co-Op

Parkes Service & Citizens Club Co-op

Peak Hill Bowling Club Co-Op

Peak Hill Ex-Services & Citizens Club

Portland Bowling Club Co-Op

Portland RSL Sport and Recreation Club

Rylstone Club (The)

Springwood Bowling & Recreation Club

(Subject to DoCA)

Springwood Country Club

Tottenham Bowling Club

Tottenham Golf Club

Trangie Bowling Club

Trangie United Services Memorial Club

Trundle Services & Citizens Club

Trundle Services Golf Club

Tullamore Bowling & Citizens Club

Wallerawang Bowling Club

Warren & District United Services Club

Warren Golf Club

Wellington Bowling Club

Wellington Golf Club

Wellington Soldiers Memorial Club

Wentworth Falls Bowling Club

Wentworth Falls Country Club

Wentworth Golf Club

West Dubbo Bowling Club T/as Club Dubbo

Woodstock Bowling, Sport & Recreation Club

Wyangala Country Club

Yeoval Bowling Club

Region 5 • Riverina and South WestState Councillor: Andrew Bell

—Adelong Services Citizens & Bowling Club

Albury Club

Albury Sailors Soldiers & Airmens Club Pty

Ardlethan Bowling & Recreation Club

Ariah Park Bowling & Recreation Club

Balranald District Ex Servicemens

Memorial Club

Barellan & District War Memorial Club

Barham Golf & Country Club

Barooga Sports Club

Barrier Social Democratic Club

Batlow RSL Bowling Club

Batlow RSL Club

Berrigan Golf & Bowling Club

Binalong Golf Club

Boorowa Ex-Services & Citizens Club

Broken Hill Golf & Country Club

Broken Hill Musicians Club (Subject to DOCA)

Broken Hill Sturt Club

CluBarham

Cobram-Barooga Golf Club

Coleambally Community Club

Commercial Club (Albury)

Commercial Golf Resort

Coomealla Golf Club

Coomealla Memorial Sporting Club

Cootamundra Ex-Servicemen’s & Citizen’s

Memorial Club

Coro Club (The)

Corowa Golf Club

Corowa RSL Club

Culcairn Bowling & Recreation Club

Darlington Point Club

Deniliquin Bowling Club

Deniliquin Club

Deniliquin Golf Club

Deniliquin RSL Club

Euston Bowling & Recreation Club

Exies Sports Club

Finley Bowling Club

Finley Golf Club

Finley Returned Soldiers Club

Ganmain & District Sports Club

Goolgowi Exservicemens Memorial Club

Griffith Ex-Servicemens Club

Griffith Golf Club

Griffith Leagues Club (Northside)

Griffith Leagues Club

Gundagai District Services Club

Harden Country Club

Harden District Bowling Club

Hay Services Club

Henty Community Club

Hillston Ex-Servicemen & Citizens Club

Holbrook Returned Servicemen’s Club

Howlong Country Golf Club

Humula Citizens Sports Club

Jerilderie Sports Club

Junee Bowling Club

Junee Ex-Services Memorial Club

Khancoban Country Club

Lake Cargelligo Bowling Club

Leeton and District Bowling Club

Leeton Soldiers Club

Lockhart Ex-Servicemens Club

Mathoura District & Servicemen’s Bowling Club

Moama Bowling Club

Moama RSL Club

Moama Sports Club

Moulamein Bowling Club

Mulwala & District Services Club

Mulwala Water Ski Club

Murray Downs Golf & Country Club

Narrandera Ex-Servicemens Club

Narrandera Golf Club

North Albury Sports Club

Oaklands RSL Bowling Club

Rand Bowling Club

Rich River Golf Club Resort

Riverine Club (The)

Rosewood Golf Club

Silver City Workingmens Club

Stockinbingal Bowling Club Co-Op

Talbingo Country Club

Tarcutta RSL & Citizens Club

Temora Bowling & Recreation Club

Temora Ex-Services Memorial Club

Temora Golf Club

The Rock Memorial Bowling Club

The Rules Club - Wagga Wagga

Thurgoona Country Club Resort

Tocumwal Bowls Club

Tocumwal Golf Club

Tooleybuc Sporting Club

Tumbarumba Bowling Club

Tumbarumba Golf Club

Tumut Bowling and Recreation Club

T/as Club Tumut

Tumut District RSL Club

Tumut Golf Club

Ungarie District Bowling Club Co-Op

Urana Bowling Club

Wagga RSL Club

Wagga Wagga Boat Club

Wagga Wagga Commercial Club

Wagga Wagga Country Club

Wakool District Services and Memorial

Sports Club

Walla Walla Bowling & Recreation Club

Weethalle Country Club

Wentworth Services Sporting Club

West Wyalong Bowling & Recreation Club

West Wyalong S & C Sports Club

West Wyalong Services & Citizens Club

Whitton Bowling & Rec Club

Wilcannia Golf Club

Yanco All Servicemen’s Club

Yarrawonga Mulwala Golf Club Resort

Yenda Diggers Club

Yerong Creek Bowling Club

Yoogali Club

Young Bowling Club

Young Golf Club

Young Services Club Co-op

Region 6 • Southern Tablelands and Far South CoastState Councillor: Toni Mitchell

—Antill Park Country Golf Club

Bargo Sports Club

Batemans Bay Soldiers Club

Bega Country Club

Bega RSL Club

Bermagui Country Club

Bodalla Bowling & Recreation Club

Bombala RSL Club

Bowral Golf Club

Braidwood Servicemens Club

Canberra Highlands Society & Burns Club

Canberra Labor Club

Canberra Southern Cross Club

Canberra Tradesmen’s Union Club

Candelo Kameruka Bowling Club

Catalina Country Club

City Labor Club

Club Bowral

Club Dalmeny

Club Narooma

Coolamatong Snowy Mountains Country Club

Cooma Ex-Services Club

Crookwell Golf Club

Crookwell Services Club

Delegate Country Club

Eden Fishermen’s Recreation Club

Eden Gardens Country Club

Ginninderra Labor Club

Goulburn Club

Goulburn Golf Club

Goulburn Railway Bowling Club

Goulburn Soldiers Club

Goulburn Workers’ Club

Hellenic Club of Canberra

Highlands Golf Club

Jindabyne Bowling & Sports Club

Lake Conjola Bowling and Recreation Club

Malua Bay Bowling & Recreation Club

Merimbula RSL Club

Merimbula-Imlay Bowling Club

Milton Ulladulla Bowling Club

Milton-Ulladulla Ex-Servos Club

Mittagong RSL Club

Mollymook Beach Bowling & Recreation Club

Mollymook Golf Club (Beachside)

Mollymook Golf Club (Hill Top)

68 69

Moruya Bowling & Recreation Club

Moruya Golf Club

Moss Vale Golf Club

Moss Vale Services Club

Narooma Golf Club

Nimmitabel Country Club

Oakdale Workers Sporting & Recreation Club

Pambula Merimbula Golf Club

Picton Bowling Club

Queanbeyan Australian Football Club

Queanbeyan Bowling Club

Queanbeyan Golf Club

Queanbeyan Kangaroo RLF Club

Queanbeyan Leagues Club

Queanbeyan RSL Memorial Bowling Club

Robertson Bowling Club

Taralga Sports Club

Tathra Beach Bowling Club

Tathra Beach Country Club

The Bundanoon Club

Tomakin Sports & Social Club

Tuggeranong Valley Rugby Union & Sports Club

Tura Beach Country Club

Tuross Head Country Club

Weston Creek Labor Club

Yass Bowling Club

Yass Golf Club Inc

Yass Soldiers Club

Yowani Country Club

Region 7 • Illawarra and ShoalhavenState Councillor: Matt O’Hara

—AGA Club Germania

Albion Park Bowling & Recreation Club

Albion Park RSL Memorial Club

Balgownie Collegians

Bellambi Bowling Recreation & Sport Club

Berkeley Sports Club

Berry Sports & Social Club

Bomaderry Bowling Club

Bomaderry RSL Club

Bulli Workers Club

City Diggers Wollongong

Club Jervis Bay

Coledale RSL S/B Club

Collegians Rugby League Football Club

Corrimal Bowling Club

Corrimal Leagues Club

(Administrators Appointed)

Corrimal RSL Memorial Club

Culburra Bowling & Recreation Club

Currarong Bowling & Recreation Club

Dapto Bowling Club

Dapto Citizens Bowling Club

Dapto Leagues Club

Fairy Meadow Bowling & Rec Club

Figtree RSL Bowling Club

Gerringong Bowling & Rec Club

Gerroa Boat Fishermans Club

Greenwell Point Bowling & Sports Club

Huskisson Bowling Club T/as Club Husky

Illawarra Leagues Club

Illawarra Master Builders Club

Illawarra Steelers

Illawarra Yacht Club

Kemblawarra Portuguese Sports & Social Club

Kiama Bowling & Recreation Club

Kiama Golf Club

Kiama Leagues Club

Nowra Bowling & Recreation Club

Nowra Golf & Recreation Club

Oak Flats Bowling & Recreation Club

Orb Bowling & Rec Club

Port Kembla Golf Club

Port Kembla Leagues Club

Russell Vale Golf & Social Club

Shoalhaven Ex Servicemens Club

Shoalhaven Ex Servicemens Sports Club

Shoalhaven Heads Bowling & Rec Club

Shoalhaven Heads Golf Club

St George’s Basin Country Club

Sussex Inlet Bowling Club

Sussex Inlet Golf Club

Sussex Inlet RSL Club

The Fraternity Bowling & Recreation Club

The Grange Golf Club

The Shellharbour Club

Thirroul Bowling Leagues & Recreation Club

Towradgi Park Bowls & Recreation Club

Vincentia Golf Club

Warilla Bowls & Recreation Club

Warilla Sports Club

Western Suburbs Leagues Club Illawarra

Windang Bowls Club

Wiseman Park Wollongong City Bowling Club

Wollongong Golf Club

Wollongong Hellenic Club

Wollongong Tennis Club (City Of)

Woonona Bowling & Rec Club

Woonona Bulli RSL Memorial Club

Region 8 • Southern MetropolitanState Councillor: Michael Free

—Arncliffe RSL & Community Club

Arncliffe Scots Sports & Social Club

(Subject to Deed of Company Arrangement)

Beverley Park Golf Club

Bexley Golf Club

Bexley RSL Club

Brighton Le Sands RSL Club

Bundeena Bowling & Sports Club Co-Op

Bundeena RSL Memorial Club

Caringbah Bowling & Recreation Club

Club Central Hurstville

Club Central Menai

Club Cronulla

Club Engadine

Club Grandviews

Club Rivers — Riverwood Legion &

Community Club

Cronulla Golf Club

Cronulla RSL Memorial Club

Cronulla Sutherland Leagues Club

Earlwood Bardwell Park RSL Club

EBP Sports

Engadine Bowling & Rec Club

Georges River 16Ft Sailing Club Co-Op

Gymea Miranda Bowling & Sports Club

Heathcote Services & Citizens Club

Helensburgh Workers, Sports & Social Club

(Subject To Deed of Company Arrangement)

Hurstville RSL Memorial Club

Kareela Golf & Social Club

Kingsgrove RSL Club

Kogarah Golf Club

Kogarah RSL Club

Kurnell Community Sports & Rec Club

Kyeemagh RSL & Community Club

Moorefield Bowling & Sports Club Co-Op

Mortdale RSL Community Club

Oatley RSL & Community Club Co-Op

Olds Park Sports Club

Penshurst RSL Club Co-Op

Ramsgate RSL Memorial Club

Riverwood Sports & Rec Club

Rockdale Businessmen’s Club

Rockdale RSL S/B Club

Rockdale Tennis Club

Royal Motor Yacht Club Port Hacking

South Cronulla Bowling & Recreation Club

South Hurstville RSL Club

St George Leagues Club

St George Masonic Club (The)

St George Motor Boat Club

St George Rowing Club

St George Sailing Club

Sutherland Bowling & Recreation Club

T/as Club Kirrawee

Sutherland District Trade Union Club (Tradies)

Sutherland United Services Club

T/as Club on East

Sylvania Bowling Club Co-Op

The Point Bowling Club

Tradies Caringbah RSL Club

Woolooware Golf Club

Woronora River RSL & Citizens Club

Region 9 • Western MetropolitanState Councillor: Bryn Miller

—Ashfield Bowling Club

Ashfield RSL Club

Assyrian Sports & Cultural Club

Auburn RSL Club

Auburn Soccer Sports Club

Auburn Tennis and Recreation Club

Austral Bowling Club

Bankstown City Bowling & Recreation Club

Bankstown Golf Club

Bankstown RSL Community Club

Bankstown Sports Club

Bankstown Trotting Recreational Club

Bass Hill RSL Club

Baulkham Hills Sporting Club

Belfield Bowling & Recreation Club

Belfield Sub-Branch RSL Club

Belmore Bowling & Recreation Club

Belmore Returned Services &

Community Club

Birrong Bowling & Sports Club

Bonnyrigg Sports Club T/as Serbian

Centre Club

Burwood RSL Club

Cabra Vale Diggers

Cabramatta Bowling & Recreation Club

Cabramatta Golf Club

Cabramatta Rugby League Club

Camden Golf Club

Camden RSL Club

Camden Sports Club

Camden Valley Golf Resort

Campbelltown Catholic Club

Campbelltown City Bowling Club Co-Op

Campbelltown Golf Club

Campbelltown RSL Club

Campsie RSL Sub-Branch Club

Campsie South Bowling And Recreation Club

Canley Heights RSL & Sporting Club

Canterbury Bankstown Tennis & Bowls Club

Canterbury Hurlstone Park RSL Club

Canterbury League Club

Carnarvon Golf Club

Chester Hill Bowling & Rec Club

Chester Hill RSL and Bowling Club Co-Op

Club Ashfield

Club Burwood

Club Italia Mounties Group

Club Marconi

Club Merrylands Bowling & Sports

Coronation Club

Croatian Club

Croydon Park Club

Dooleys Lidcombe Catholic Club

Fairfield RSL Memorial Club (City Of)

German Austrian Society of Australia

Granville RSL S/B Club

Greyhound Social Club

Guildford Bowling & Recreation Club

(subject to DOCA)

Guildford Leagues Club

Hubertus Country Club

Hungarian (Magyar) Social Club

Hurlstone Park Bowling & Rec Co-op Club

Ingleburn Bowling & Recreation Club Co-op

Ingleburn RSL Sub-Branch Club

John Edmondson VC Memorial Club

Kemps Creek Sporting & Bowling Club

King Tomislav Croatian Club

Lakemba Services Club

Lakeside Golf Club

Lansvale United Sports Club

Lantern Club

Lidcombe Bowling Club

Liverpool Catholic Club

Liverpool Golf Club

Mekong Mounties Group

Merrylands RSL Club

Moorebank Sports Club

Mount Lewis Bowling Club Co-Op

Mounties

Mounties Bowling Club

New Brighton Golf Club

NSW Harness Racing Club

Padstow Bowling and Recreation Club

Padstow RSL Club

Panania Diggers

Polish Club

Regents Park Sporting Club

Revesby Bowling & Recreation Club

Revesby Workers’ Club

Revesby Workers Sport & Recreation Club

Rosnay Golf Club

Smithfield RSL Club

St Johns Park Bowling Club

Strathfield Golf Club

Strathfield Sports Club

The Picnic Point Bowling & Social Club

The Russian Club

Tigers Sydney Markets (Balmain

Leagues Club)

Triglav Mounties Group

Uruguayan Social & Sporting Club

Wallacia Bowling & Recreation Club

Wallacia Panthers Golf & Country Club

Warragamba Workers & Sporting Club

Waterview - Dooleys of Silverwater

Western Suburbs Australian Football Club

Western Suburbs League Club

(Campbelltown)

Wests Ashfield Leagues

Wests Sports Croydon

West’s Tennis Club

Region 10 • Eastern Metropolitan and Sydney CBDState Councillor: Ken Murray

—(The) Catholic Club

Alexandria-Erskineville Bowling Club

Australian 18 Footers League

Australian Club

Australian Golf Club (The)

Bondi Bowling Club Co-Op

Bondi Golf & Diggers Club

Bondi Icebergs Club

Bondi-Waverley Squash Club

Bonnie Doon Golf Club

Bowlers Club of NSW

Bronte Bowling Club

City of Sydney RSL & Community Club

City Tattersalls Club

Clovelly Bowling & Rec Club

Club Bondi Junction

Club Redfern

Combined Services RSL Club Co-operative

Concordia Club

Coogee Bowling Club

Coogee Diggers

Coogee Legion Ex-Service Club

Cruising Yacht Club of Australia

CTA Business Club

Cyprus Community Of NSW

Eastern Suburbs Leagues Club

Eastern Suburbs Legion Club

Eastlake Golf Club (The)

Eastlakes Sports Club

Gallipoli Memorial Club

Graphic Arts Club Mascot

Hakoah Club

Hellenic Club

Hillsdale Bowling & Rec Club

Juniors @ the Junction

Lakes Golf Club (The)

Malabar RSL S/B Club

Maroubra Seals Sports & Community Club

Maroubra Sports

Marrickville and District Hardcourt Tennis Club

Marrickville Bowling & Recreation Club

Marrickville Golf Club

Matraville RSL Sub Branch Club

New South Wales Golf Club

North Bondi RSL Club

NSW Leagues Club

NSW Masonic Club

Paddington Woollahra RSL Memorial &

Community Club Co-Op

Petersham RSL Club

Portugal Madeira Social Sports Club

Randwick Bowling Club

Randwick Golf Club

Rose Bay RSL Club Co-Op T/as Club Rose Bay

Royal Automobile Club of Australia Inc.

Imperial Service Club

Royal Motor Yacht Club of NSW

Royal Prince Edward Yacht Club

Royal Sydney Golf Club (The)

Rugby Club

South Sydney Junior Rugby League Club

St Michaels Golf Club

Sydney Portugal Community Club

Tattersalls Club

The Coast Golf & Recreation Club

The Queen’s Club

The Randwick Club

Union, University & Schools Club of Sydney

Union, University & Schools Club of Sydney

(Philip St)

Waverley Bowling & Recreation Club

Woollahra Golf Club

Yarra Bay 16’ Skiff Sailing Club

70 71

Region 11 • Northern MetropolitanState Councillor: Bruce Chisnall

—Asquith Bowling and Recreation Club

Asquith Golf Club

Asquith Rugby League Club

Austrian Club Sydney

Avalon Beach Bowling & Recreation Club

Avalon Beach RSL Club

Avondale Golf Club

Balgowlah Golf Club

Balgowlah RSL Memorial Club

Balmain Bowling Club

Balmain Leagues Club

Barnwell Park Golf Club

Bayview Golf Club

Belrose Bowling Club

Berowra RSL Club

Briars At Greenlees

Cammeray Golf Club

Canada Bay Club

Chatswood Club (The)

Chatswood RSL Club

Cheltenham Recreation Club

Club Five Dock RSL

Club Totem

Club Willoughby

Concord Bowling Club

Concord Golf Club

Concord RSL & Community Club

Cromer Golf Club

Dee Why Bowling & Recreation Club

Dee Why RSL Club

Denistone Sports Club

Drummoyne Sailing Club

Eastwood Club (The)

Eastwood Dist Rugby Union Club

Elanora Country Club

Forestville RSL Club

Gladesville Bowling & Sports Club

Gladesville RSL & Community Club

Gladstone Park Bowling Club

Gordon Bowling Club

Gordon Golf Club

Harbord Bowling & Recreation Club

Harbord Diggers Mounties Group

Hornsby RSL Club

Hunters Hill Club

Killara Bowling Club

Kirribilli Club

Lane Cove Bowling and Recreational Club

Lane Cove Club

Lane Cove Country Club

Leichhardt Bowling & Recreation Club

Lindfield Bowling Club

Long Reef Golf Club

Manly 16Ft Skiff Sailing Club

Manly Bowling Club

Manly Civic Club

Manly Golf Club

Manly Vale Calabria Bowling Sports and

Social Club

Manly Warringah Master Builders Club

Manly Warringah Rugby League Club

Massey Park Golf Club

Middle Harbour 16ft Skiff Club

Middle Harbour Yacht Club

Mona Vale Golf Club

Monash Country Club

Mosman Bowling Club

Mosman Returned Servicemen’s Club

Narrabeen RSL Memorial & Recreation Club

Neutral Bay Club (The)

Newport Bowling Club

North Epping Bowling & Community Club

North Manly Bowling & Rec Club

North Ryde RSL Community Club

North Sydney Leagues Club

Northbridge Golf Club

Palm Beach Golf Club

Palm Beach RSL S/B Club

T/as Club Palm Beach

Pittwater RSL Club

Putney Tennyson Bowling & Community Club

Pymble Golf Club

Roseville Golf Club

Royal Motor Yacht Club Broken Bay NSW

Royal Sydney Yacht Squadron

Seaforth Bowling Club

St Ives Bowling & Recreation Club

Sydney Flying Squadron

Sydney Rowing Club

The Beach Club Collaroy

The Beecroft Club

The Epping Club

The Galston Club

The Gordon Club

The Greens North Sydney

The Killara Golf Club

The Royal Prince Alfred Yacht Club

Tigers Five Dock (Balmain Leagues Club)

Turramurra Bowling Club

UTS Haberfield Club

Wakehurst Golf Club

Warrawee Bowling Club

Warringah Golf Club

Waverton - North Sydney Club

West Lindfield Sports & Recreation

Club Co-Op

West Pymble Bowling and Sports Club

Willoughby Park Bowling Club

Region 12 • North Western MetropolitanState Councillor: Jim Buckley

—Blacktown City Bowling & Rec Club

Blacktown Pistol Club

Blacktown RSL Club (City Of)

Blacktown Workers Club

Blacktown Workers Sporting Club

Brush Park Bowling Club

Carlingford Bowling Sports & Recreation Club

Castle Hill Bowling Club

Castle Hill Country Club

Castle Hill RSL Club

Club Paceway

Cumberland Country Golf Club

Del Rio Sports & Recreation Club

Dundas Sports & Recreation Club

Dunheved Golf Club

Dural Country Club

Emu Plains Sporting & Recreation Club

Fox Hills Golf Club

Glenbrook Panthers Bowling Club

Glenorie RSL Club

Henry Lawson Club (Administrator Appointed)

Kingswood Sports Club

Lynwood Country Club

Mt Druitt Workers Club

Muirfield Golf Club

Nepean Rowing Club

Northmead Bowling, Recreation &

Sporting Club

Oatlands Golf Club

Panthers North Richmond

Parramatta Leagues Club

Parramatta RSL Club

Pennant Hills Bowling Club

Pennant Hills Golf Club

Penrith Bowling & Rec Club

Penrith Gaels Cultural & Sporting Association

Penrith Golf & Recreation Club

Penrith RSL Club

Penrith Rugby League Club

Richmond Club

Richmond Golf Club

Riverstone Schofields Memorial Club

Rooty Hill RSL Club

Rosehill Bowling & Recreation Club

Rydalmere Central Bowling Club

Ryde Eastwood Leagues Club

Ryde Ex-Services Memorial & Community Club

(Subject to DOCA)

Ryde Parramatta Golf Club

Seven Hills Toongabbie RSL Club

South Hungarian Club

St Marys Band Club

St Marys RSL & Ex-Servicemens Club

St Marys Rugby League Club

Stonecutters Ridge Golf Club

The Hills Club

The Pitt Town & District Sports Club

Toongabbie Sports and Bowling Club

Viking Sports Club

Wentworthville Leagues Bowling Club

Wenty Leagues

West Pennant Hills Sports Club

Windsor Country Golf Club

Windsor RSL Club

Wisemans Ferry Bowling Club

Region 13 • Central CoastState Councillor: Len Sargant

—Avoca Beach Bowling & Recreation Club

Breakers Country Club

Canton Beach Sports Club

Central Coast Leagues Club

Club Toukley RSL

Club Tuggerah (Wyong RSL)

Club Umina

Davistown RSL Club

Diggers @ the Entrance

Doyalson Wyee RSL Club

Erina Rugby League Football Club

Ettalong Beach War Memorial Club

Ettalong Memorial Bowling Club

Everglades Country Club

Gosford Golf Club

Gosford RSL Club & Galaxy Motel

Gosford Sailing Club

Gwandalan Bowling Club

Halekulani Bowling Club

Mangrove Mountain Memorial Club

Mingara Recreation Club

Mooney Mooney Club on the Hawkesbury

Munmorah United Bowling Club

Norah Head Bowling & Sports Club

Ourimbah-Lisarow RSL Club

Shelly Beach Golf Club

Terrigal Bowling Club

The Bay Sports Club

The Entrance Leagues Club

The Greens The Entrance

The Sporties At Woy Woy

Toukley Golf Club

Wallarah Bay Recreation Club

Woy Woy Leagues Club

Wyong Bowling Club

Wyong Golf Club

Wyong RSL Sub Branch Club

Wyong Rugby League Club

72 73

AFFILIATED ASSOCIATIONS CLUBSNSW COMMUNITY PARTNERS

FEDERATION OF COMMUNITY, SPORTING AND WORKERS CLUBS INCORPORATEDEDWARD CAMILLERI, SENIOR VICE-PRESIDENT

The aim of the Federation of Community, Sporting and Workers Clubs is

to provide entertainment and facilities for their members, with one of the

principal objects in the Federation’s constitution to “establish holiday centres

and similar facilities whether alone or in conjunction with other organisations”.

This object has been a success story where the Federation now provides

family holiday accommodation for their members at a price they can afford.

RSL & SERVICES CLUB ASSOCIATIONGARRIE GIBSON, CHIEF EXECUTIVE OFFICER

The Association represents the interests of registered RSL, Ex-Services,

Memorial, Legion or like clubs in New South Wales, and its mission is to

“represent members through effective communication, ongoing research, and

provision of quality resources and services that enhance the image and growth

of our members business.” The Association also fosters the spirit and heritage

of the ANZAC traditions.

BOWLS NSWGREG HELM, CHIEF EXECUTIVE OFFICER

With an aim to actively promote the game of lawn bowls and represent

the needs of member clubs across the State, Bowls NSW provides the

opportunity for members to represent their State at competition both

nationally and internationally, fosters awareness and interest for the game

through organised programs, and creates the opportunity for participation

throughout the community.

GOLF NSW STUART FRASER, CHIEF EXECUTIVE OFFICER

Golf NSW is committed to promoting, encouraging, and advancing the

game of golf at all levels throughout New South Wales by way of organised

competitions, coaching and development of elite and non-elite amateur

golfers, and via proper observance of the rules of golf as set down by the

Royal & Ancient Club of St. Andrews, Scotland and observance of the

etiquette and traditions of golf.

LEAGUES CLUBS AUSTRALIA PETER TURNBULL, CHIEF EXECUTIVE OFFICER

Formed for the express purpose of ensuring that the interests of licensed

Leagues Clubs are better represented in both government and industry

forums, Leagues Clubs Australia continues today under the mission

statement of representing, informing, supporting, and assisting the needs of

their member clubs around Australia, ensuring their ongoing commitment to

Rugby League and the Community.

As part of the industry-wide commitment to the community, ClubsNSW supports a number of key charitable, sporting and community based organisations, enhancing the role and value of clubs within local communities across New South Wales.

These community partnerships provide support in a number of specific areas which include elite sports development, youth services, volunteerism, drug and health education, youth development in music and entertainment and the support of regional communities.

MAJOR COMMUNITY PARTNERS

ClubsNSWCommunity Partnerships

For more information about ClubsNSW Community Partners, visit

www.clubsnsw.com.au/community_support

P R I N C I P A L C O M M U N I T Y P A R T N E R S

C O M M U N I T Y S U P P O R T

C O M M U N I T Y P A R T N E R S

2015 Coo-ee March Re-EnactmentAustralian Club Entertainment (ACE) Awards

Broken Hill St Patrick’s Race Day Cooly Rocks On

Grandparents DayKokoda Youth Leadership Challenge

Max PotentialNorthern Inland Academy of Sport (NIAS)

NSW Seniors WeekParkes Elvis Festival

Parkinson’s NSW Unity WalkQueen’s Diamond Jubilee

Sport & Tourism Youth FoundationThe Mo Awards

Wheelchair Sports NSW

COMMUNITY PARTNERS

COMMUNITY SUPPORT

2015 Coo-ee March Re-Enactment

Agricultural Societies Council of NSW

Australian Club Entertainment Awards

Australian Red Cross – Nepal Earthquake Appeal

Be Centre Foundation

Below The Belt Pedalthon

Bowel Cancer Australia

Broken Hill St Patrick’s Race Day

Central Coast Academy of Sport

CEO SleepOut

Cooly Rocks On

Doin Time 4 Kids for the Bateau Bay PCYC

Kokoda Youth Leadership Challenge

Lifeline

McGrath Foundation

Mo Awards

North Coast Academy of Sport

Northern Inland Academy of Sport

Nova Employment

NSW Parliamentary Lions Club Gala Dinner

Parkes Elvis Festival

Pat Farmer’s QUICKSAND Marathon - raising funds for

Youth Off The Streets

Parkinson’s NSW Unity Walk and Run

Ronald McDonald House

RSL Life Care

Save Our Kids (SOKS) – Youth Suicide Prevention

Special Olympics Australia

Starlight Foundation

Sydney Legacy

The WASH House Inc – Resourcing Women

Western Sydney Academy of Sport

Wheelchair Sports NSW

74 75

CORPORATE PARTNERS INDUSTRY SUPPORTERS

Providing a range of industry partnerships for approved organisations to directly engage with clubs, the ClubsNSW Corporate Partnership Program creates influential and long-term links between key suppliers and our industry across New South Wales.

At the end of the 2014/2015 financial year, there were 112 Industry Supporters including 38 organisations on the Premium level of the program. The products and expertise provided by the myrial of Industry Supporters ensure that member clubs

have a ready-made list of contacts to approach regardless of their needs.

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1800 ONHOLD

Abeo Architects

AISM - Australian Investigation &

Security Management

Altis Architecture Pty Ltd

Arrow Security

Bergstrom Architects

Bishop Collins

Cartwright Insurance Brokers Pty Ltd

CashPoint Payment Solutions

Challenger Services Group Pty Ltd

Circle Solutions Pty Ltd

Colin Biggers & Paisley Lawyers

Consulate Financial Services

Cullinan Ivanov Partnership Pty Ltd

D and D Mailing Services

DFK Crosbie

Domina General Insurance Brokers (BCIB)

ecash Pty Ltd

Energy Brokers

Exact Pro Pty Ltd

Front Row Events

GRAB Corporation Ltd

HTN Hospitality Training Network Ltd

Interface Hospitality

Jem Computers

Lombard the Paper People

Maxgaming NSW Pty Ltd

Network Refurbishments & Construction

Next Payments ATM

People Fusion

Prodocom

Rivalea (Australia) Pty Ltd

Secom Technology

SITA Australia Pty Ltd

The Pack Factory

Vivian Buck Group

Warren Saunders Insurance Brokers

(Aust) Pty Ltd

Worldsmart Future

Above Left Distributors and Agencies

Adam Jones

Allpride Signs & Marketing

Alseasons Hospitality Staff

Artazan Property Group

Australian Training and Consulting

Banktech

Barstool Media Pty Ltd

Berger Piepers

Best Restaurant

Bite Size Coffee Treats

Bluestone Property Solutions

Boden Projects

Booth Partners

Bryan Rush & Co

Campbell Advisory Pty Limited

Channel Zero

Clubs’ Sustainable Futures

Cutcher & Neale Accounting and

Financial Services

Daley & Co

Dynamic Facilities Maintenance Group

EJE Architecture

Election Solutions NSW

Evolution Advisers

Fortunity

Fugen Constructions Pty Ltd

Global Coffee Solutions

Haron Robson Pty Ltd

Indrele Workplace

Integrated Governance

Island2Island Beverage Company

James Clifford Construction

Karo Australia Pty Ltd

Learning Links

Madden & Associates Pty Ltd

McEwan & Partners

Meridian Construction Services Pty Ltd

Micropower Pty Ltd

Mitchell Brandtman (NSW) Pty Ltd

Modemedia Pty Ltd

Mystery Customer

Next Telecom Pty Ltd

Nicholas Associates Architects

NSW Electoral Commission

NUS Consulting Group

One Print Solutions

Optimum Operating Procedures &

Services (OOPS)

Paltronics Australasia Pty Ltd

Phonographic Performance Company

of Australia

Planning Urban Earth

Plantscaping Solutions Pty Ltd

Premier Building Group

Professional Advantage

Pulse Club Computers Pty Ltd

RaffleLink

Rawsuga Loyalty

Rewards Club Australia

Ricmar Commercial Furniture &

Upholstery Pty Ltd

Rohrig Group

RT Hospitality Solutions

Ruggito Coffee

Safeguard Compliance Solutions

Scott Carver Pty Ltd

Sharp Electronics Group

Sico South Pacific Ltd

Smartybags

Study Group Australia Pty Ltd

Sunblest Cleaning Services

Touchstone Property Solutions NSW

Vision Lifestyle Projects

Wade Oldham Finance Pty Ltd

Wage Easy Payroll & HR

Whitcon Pty Ltd

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