OUR PUBLICATIONS

By Bruce Gotterson

This article appeared in the December 2016 issue of Club Life. In my view, even if a club is not specifically looking at an amalgamation it is important for all clubs to understand what an amalgamation is, the processes behind an amalgamation and the benefits to be derived from being prepared. Clubs have to be

By Bruce Gotterson

This article appeared in the November 2016 issue of Club Life. Good financial management and planning are crucial to any successful enterprise, including registered clubs. Having a good understanding of financial matters and being more financially literate will greatly assist directors in developing, managing and monitoring a good financial plan. In its review into the

By Bruce Gotterson

This article appeared in the October 2016 issue of Club Life. Clubs considering a possible development and entering into a construction contract should engage solicitors with experience in both clubs law and construction law to prepare and review the proposed contract and provide advice on the proposed development and the contract generally. The interrelationship between

By Bruce Gotterson

This article appeared in the September 2016 issue of Club Life. So the club has decided to contract out its catering operations. You are about to seek tenders to source the right caterer for your club. During discussions at a board meeting one of the directors says, “We should ask the club’s solicitor if we

By Bruce Gotterson

There are many factors that contribute to a good club, ranging from the board’s strategic planning to the employees’ customer service. However, for many clubs a key driver of success is gaming. To ensure that clubs provide a competitive offering many clubs invest in new equipment, promotions and, if possible, the purchase of more gaming

By Bruce Gotterson

This article appeared in the July 2016 issue of Club Life. Good quality food is a must in any successful club and as catering is a specialised skill, many clubs outsource catering to an external caterer. One of the key ingredients to any successful arrangement with an external caterer is a comprehensive agreement that deals

By Bruce Gotterson

This article appeared in the June 2016 issue of Club Director It’s such a simple question. Unfortunately, the answer will depend on what is said, what a Club’s constitution provides and what occurs after the resignation. Being a director of a club sometimes means having robust debates with your colleagues. So what happens if a

By Bruce Gotterson

This article appeared in the June 2016 issue of Club Life. With clubs beginning to prepare for their upcoming Annual General Meetings (AGM), I am looking forward to the enjoyable task of double checking and settling dozens of notices of general meetings and notices of special resolutions for clubs all across NSW. In a few

By Bruce Gotterson

This article appeared in the May 2016 issue of Club Life. Recently, an elderly gentleman wanted to vote at a general meeting of a Club but was not able to attend on the day. He asked firstly whether he could send a letter to the Club with his vote or, alternatively, whether his wife who

By Daniel Fleming

This article appeared in the April 2016 issue of Club Life. It’s a common scenario: the Board and management identify a need to renovate or improve the club premises, contracts are signed and building work commences well in time for Christmas functions. But how can the club best protect itself from a delay? A number

By Daniel Fleming

This article appeared in the March 2016 issue of Club Life. Like all organisations clubs need to regularly review their offerings to ensure they stay relevant and meet members’ expectations.  For many clubs, this means a revamp or renovation.  Whether it is a new foyer, auditorium or a whole new venue, clubs must act quickly

By Daniel Fleming

Disputes between shareholders in small companies can arise for any number of reasons. Small companies are often run as ‘quasi-partnerships’, that is each shareholder has an active role in the business which the company operates. A dispute could arise between shareholders simply because of an irreconcilable difference of opinion as to the day-to-day management or