As featured in the latest edition of Club Insight Magazine
As the Clubs industry evolves, so do the legal, regulatory, and cultural factors that shape how Clubs operate and connect with their communities. In this Q&A, Mullins Partner, Annabelle Efstathis and Special Counsel, Juanita Maiden share their insights on the key challenges and opportunities facing Clubs today.
Juanita Maiden - Special Counsel
How have you worked with Clubs throughout your legal career, and what areas do you specialise in?
I specialise in sports law and work with many sports and membership-based clubs. We advise clients in the sports and events industry on commercial agreements, governance and constitutions, contracts and disputes, disciplinary issues, complaints handling, and tribunal hearings.
What role does a well-structured constitution play in dealing with disputes within a Club?
Disputes can arise from personal grievances or disciplinary matters. All incorporated associations in Queensland must have a grievance procedure under the Associations Incorporation Act 1981 (Qld). This can be an internal procedure that meets the Act’s requirements or the model rule procedure. Disciplinary processes should also be clearly outlined in the constitution or a disciplinary by-law. No matter the entity type, Clubs must be clear on their procedures and follow them when dealing with member disputes.
What are the biggest governance challenges facing Clubs today?
As Clubs grow into large-scale businesses, many older constitutions are no longer fit for purpose, particularly around membership classes, committee composition and grievance procedures. These documents should be updated to reflect today’s needs.
A diverse management committee—in skills, experience, or gender—leads to better decisions. Combining elected and appointed members can make it harder to strike the right balance, but strategic succession planning helps. Clubs that manage this well will see the benefits
Annabelle Efstathis - Partner
How have you worked with Clubs throughout your legal career, and what areas do you specialise in?
I joined the Mullins Hospitality Team nine years ago and have worked here ever since, specialising in legal services for the Club, Hotel, and Pub industries across property, licensing, governance and corporate matters. I work with Clubs across Queensland on Greenfield Club Site Licensing and Leasing, Club Acquisitions and General Liquor and Gaming Licensing.
How has the regulatory landscape for liquor and gaming changed in recent years, and what should Clubs prepare for?
The most significant reform came in April 2025, when the Crisafulli Government increased the EGM cap for Clubs with three or more venues from 500 to 700. This change allows larger Clubs to better support smaller ones and encourages development of greenfield sites in Queensland’s growth areas.
Clubs should also prepare for upcoming changes to the Anti-Money Laundering/ Counter Terrorism Financing (AML/CTF) regime, expected within the next 12 months. Reviewing and updating existing policies now is key. Our team is closely monitoring the reforms and can assist with compliance and policy updates ahead of the 2026 rollout.
What are the biggest legal risks Clubs face when undergoing a merger, and how can they mitigate them?
Our key advice is to engage professional advisors early. Input from lawyers, accountants, auditors, and lenders is crucial to ensure the Club’s affairs are in order and the merger is properly structured from the start.
Ongoing member engagement is critical throughout the process. Without member support, the merger is unlikely to succeed; this is the main risk for Boards and Managers, especially when a smaller Club joins a larger one. Clubs should keep members informed and clearly explain the reasons and benefits. With the increased opportunity for strategic mergers following recent changes by the Crisafulli Government, our team is ready to assist.