The New South Wales and Victorian regulators continue progression toward “integrated organisation[s]” – including a review of NSW’s infamous ‘3 Strikes’ scheme.

The Office of Liquor, Gaming & Racing in NSW (OLGR) is seeking feedback on the Three Strikes Disciplinary Scheme, which will undergo a mandated review pending four years in operation on 1 January, 2016.

Baseball strike out_adj_crpsq_LRStakeholders are invited to submit their thoughts on how the scheme has positively or negatively affected financial or other aspects of businesses, and how it may have impacted practises and behaviour to minimise incidents that may result in a Strike.

One issue that has emerged, particularly amongst leaseholds, is the fact that Strikes remain with the license and venue even when the culpable operator has moved on.

Speaking off the record, operators have told PubTIC this can dramatically affect the decision-making process when considering an asset tainted by a previous party.

Submissions on the Three Strikes Scheme are required by 12 January.

Meanwhile in Victoria, the Victorian Commission for Gambling & Liquor Regulation (VCGLR) has completed its inaugural three-year strategic plan to form a relevant organisation in the modern industry.

Launched in 2012, the Strategic Priorities have guided decisions. Work this year has included: red-tape reduction for all-age events, risk-based streaming of liquor licenses, and increased powers to inspectors for gaming offenses.

There has been an increase in online resources, such as videos and the new-look newsletter, and the Knowledge Exchange roadshows’ information sessions.

2015 has also seen industry perception benchmarking on the VCGLR’s success delivering on key intents, which the regulator reports saw 93 per cent of participants satisfied.

“This year the VCGLR has focused on embedding its regulatory approach and finalising much of the strategic work envisioned during our establishment phase,” sais VCGLR chair, Dr Bruce Cohen.

“We reviewed our progress against our 2012-15 Strategic Priorities and actions to develop a modern, efficient, high-performing and networked organisation.

“While this year has seen numerous improvements there still remains a task ahead as we continue to build an effective and integrated organisation.”

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