Thoroughbred racing heads demanding change — now
The heads of thoroughbred racing in New Zealand have drawn a line in the sand and say the time for change is now.
New Zealand Thoroughbred Racing chair Cameron George says implementing change in seven key areas is no longer negotiable and NZTR don’t greatly care who is upset by it as long as it is for the greater good of the industry.
NZTR sent a document, obtained by the Weekend Herald, to clubs and kindred bodies late on Thursday outlining areas the industry needs to improve.
“We are not writing another huge strategic plan and then sitting around talking about how to get it done,” George says.
“We have to make changes now and it is our job to lead thoroughbred racing where it needs to go. We want everybody in the code to embrace it.
“We can’t maximise the potential of this industry, and therefore its returns, sitting around arguing about everything and different groups’ selfinterests.”
“At times, you may disagree with our lead, but always remember our role is industry first,” says the report signed off by George and NZTR chief executive Bernard Saundry.
George has already proven himself to be a change agent as chief executive of the Warriors NRL club and he says the thoroughbred code has to be responsible for itself before worrying about the all-important TAB payout, which is expected to be significantly higher this year.
The seven key areas for change in what NZTR are calling “a leadership document” and what outcomes they want from that change are:
1: The racing product Goal: “The focus is on growth and the subsequent returns this will provide owners and participants.”
2: Venues Goal: “That the overall result is a sustainable, affordable venue footprint meeting both community and professional needs.”
3: Participants Goal: “That our workforce is excited about their future within the industry, they have clear career paths and are proud to be involved in racing.”
4: Clubs Goal: “Clubs are encouraged to create added revenue streams; establish strong community relationships; and business opportunities.”
5: Marketing and PR Goal: “Our stories are getting racing into the mainstream media. We are catering for all fans — new and old, expert and beginner.”
6: Wagering and content Goal: “Data and vision are more effectively monetised, enabling NZTR to provide greater returns to industry participants.”
7: The business of racing Goal: “Our collective scale and a united approach provide significantly improved commercial outcomes.”
That will mean a more fluid approach to how the industry uses resources to make money, how they engage with overseas betting operators to promote New Zealand racing, and how to attract and educate more people to work inside the industry.
Two key areas of focus will be the racing calendar, as in when races and carnivals are held and even what time of day meetings are held to maximise turnover opportunities and the interaction with overseas betting operators.
The latter means NZTR sees overseas bookies as potential business partners, not enemies, a huge change of attitude.
Those running NZTR want change, they want all seven areas actioned in 18 months and it sounds like they are willing to convince or even go to battle with those inside the industry who stand in their way.