Racing Queensland Strategic Plan 2014

STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 1

STRATEGIC PLAN RACING QUEENSLAND

THREE CODES, ONE STRATEGY

2014-17


CONTENTS

OVERVIEW 3STRATEGIC OBJECTIVES 5BUILDING PASSION FOR OUR SPORT 6CREATING A COMPELLING RACING PRODUCT 8INCREASING AND DIVERSIFYING REVENUE 9BECOMING A DATA-DRIVEN, TECHNOLOGY-LED INDUSTRY 10CHAMPIONING ANIMAL WELFARE 12INVESTING IN INFRASTRUCTURE 13CELEBRATING OUR PEOPLE 14UPHOLDING INTEGRITY 16TRACKING OUR SUCCESS 17


The strategic plan sets out Racing Queensland’s vision for the next three financial years, 1 July 2014 to 30 June 2017. Internal and external stakeholders were consulted in the development of the strategy and many of the valuable inputs received have been incorporated or noted for the future.

The strategy outlined in this document presents a new and exciting future of racing. It demands a youthful and collaborative approach to drive change and deliver powerful outcomes securing the future sustainability of our industry. Over the next three years and beyond, Racing Queensland must strive to become the most innovative and commercially-focused racing governing body in Australia. There must be a continued and consistent approach to drive wagering, participation and awareness across all three codes in everything we do.

The racing landscape is shifting dramatically, presenting numerous threats and opportunities. As with all mature businesses the challenge will be to adapt and meet the demands of an ever-changing market.

3

OVERVIEW


Wagering revenue is declining nationally, yet prize money in Queensland has increased across all three codes. The outcome of the new race wagering licence agreement will in many ways shape the future we are about to embark on. Whilst there is an ongoing requirement to drive the wagering agenda, we must also seek new and diverse revenue streams to reduce financial reliance on government.

Attendances across all three codes are at best static, or declining, and facilities often fall short of the minimum standards expected. In many cases, clubs run their race meetings at a loss. More than ever, there is a strong requirement for Racing Queensland to work with clubs to develop a cohesive and allied approach to building a better racing industry for its 40,000 participants.

The industry faces a dichotomy in the competition for spend on infrastructure versus prize money. Our aim is to balance the financial requirements of the industry and make informed commercial decisions through proper diligent and transparent processes.

Revitalising the racing product across all three codes to create a compelling proposition is critical to the success of the strategy. Integrity and maintaining the highest standards of animal welfare continue to be a high priority with a focus

on continued improvement and building consumer confidence.

Racing as an industry is coming to terms with its ability to stay relevant in modern society. The consumption of racing content and wagering on digital platforms is growing significantly. Digital demand for our product requires a rapid response to bridge the current technology gap and deliver the sophisticated experiences that customers expect online.

By developing a strategy for all three codes, Racing Queensland has a unique opportunity to take a holistic approach to building the future of the racing industry. A healthier competitive environment will benefit the industry as a whole as well as the individual code.

There is no doubt we are at an exciting juncture in our industry’s history. I believe the 2014-17 strategic plan will enable all stakeholders to unite and share in our common goals.

Darren CondonChief Executive Officer Racing Queensland

4STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY


The plan identifies eight core strategic objectives, each of which is linked to the key performance indicators (KPIs) of all staff at Racing Queensland.

STRATEGIC OBJECTIVES

STRATEGIC OBJECTIVE GOALS

Building passion for our sport Broaden the appeal of racing; grow the fanbase and increase attendances.

Creating a compelling racing product Create high intensity racing programs that optimise attendance and wagering outcomes.

Increasing and diversifying revenueUse research and technology to drive change within the wagering industry and deliver exciting wagering propositions. Find alternative revenue streams to reduce reliance on government funding.

Becoming a data-driven, technology-led industry

Use technology and data insights to make informed decisions on behalf of the industry. Deliver racing content to new audiences and satisfy ever-evolving consumer needs through research and innovation.

Championing animal welfareExpand welfare education programs and further develop guidelines for breeding, training and competition. Increase intelligence capability and share information with other welfare groups.

Investing in infrastuctureContinue to invest in infrastructure to create modern 21st Century race courses, multi-purpose sports stadia and entertainment precincts that the industry can be proud of and customers want to visit.

Celebrating our people Nurture our organisation and an industry that is people-led. Create a culture for success through recognition and rewards.

Upholding integrity Ensure the Queensland racing industry operates with integrity at all times. Build our intelligence capability and strengthen our grip on non-compliant activity.


Goal: Broaden the appeal of racing; grow the fanbase and increase attendances. The racing industry has seen attendance and revenues remain neutral or in many cases decline across the state. Media coverage of racing is confined to the racing pages and with a club system that is not operating collectively, a disconnect has developed between racing and the wider community.

STRATEGIC INITIATIVES

• Develop a community engagement strategy and volunteer program to drive interaction with our stars, the horses and dogs to encourage the community to see racing as more than a gambling entity. By June 2015.

• Develop a country strategy. Launch regional hubs at Townsville, Toowoomba, Mt Isa, Longreach, Rockhampton. By June 2016.

• Maximise exposure of RQ’s racing product. Develop and strengthen our media assets and rights in broadcast media, e.g. Sky Racing, Channel Seven Brisbane Racing Carnival. By June 2017.

• Create a consumer-facing brand that delivers relevant messaging and acts as a call-to-action for all consumer marketing activity. By November 2014.

• Work with clubs to develop a new marketing strategy for the Queensland Winter Carnival for all three codes. By November 2014.

• Build awareness and interest in racing through strategic media partnerships. By November 2014.

• Identify and develop industry talent; raise the profile of sporting heroes, racing personalities, horses and dogs. Appoint and contract ten industry ambassador roles. By December 2014 and ongoing.

• Map the pathway to ownership and build interest in owning across all three codes. By March 2015 and ongoing.

BUILDING PASSION FOR OUR SPORT



Goal: Create high intensity racing programs that optimise attendance and wagering outcomes.Queensland has a rich history in racing, which must be celebrated and preserved. However, the industry must respond to consumer demands and adapt to contemporary expectations. The customer experience must be a priority for racing if it is to attract a new generation of fans and re-engage with existing consumers.

CREATING A COMPELLING RACING PRODUCT

8


• Configure the racing calendar to optimise audience and wagering opportunities. By July 2014.

• Continually research the key drivers that stimulate maximum wagering interest in a race. Ongoing.

• Introduce new, and further develop existing racing products, for example, night racing, and twilight racing. Ongoing.

• Develop initiatives to increase wagering on-course via wagering partner. By December 2014.

• Further develop the Winter Racing Carnival as Queensland’s flagship product. By October 2014 and ongoing.

• Negotiate an agreed level of corporate bookmakers’ advertising spend to promote racing in Queensland. By July 2015.

• Improve the standard of the country racing product to ensure its sustainability. Ongoing.

• Improve the industry’s overall presentation of its product and people to project a consistent and professional image. By January 2015.

• Deliver initiatives that increase field sizes, prizemoney, promotion, incentives and benefits. Ongoing.

• Deliver breeding programs that support the Queensland breeding industry, encourage ownership and deliver high returns to owners. By August 2014.

• Develop a more viable ownership model and create a robust marketing strategy to attract new owners to the industry. By November 2014.


INCREASING AND DIVERSIFYING REVENUE

Goal: Use technology and data insights to drive change within the wagering industry and deliver exciting wagering propositions. Find alternative revenue streams to reduce reliance on government funding. The 2013/14 financial year has shown a fall in thoroughbred and greyhound revenue and growth in sports betting continues to represent a major threat to the industry. Racing must address the use of race information fees and ensure it receives a return on its product. The industry must move to ensure it is sustainable without continued reliance on government funding.



• Successful negotiation of the new wagering licence. By July 2014.

• Work with government and wagering operators to develop innovative wagering products to meet consumer demands. By July 2015.

• Work with wagering partner to develop relationships with clubs to expand reach and stimulate growth. By December 2014.

• Encourage clubs to implement initiatives to increase wagering on-course via wagering partner. By September 2014.

• Educate industry stakeholders on the vital importance and benefits of betting with Queensland’s wagering partner. By February 2015.

• Allocate an agreed level of corporate bookmakers’ advertising spend to promote racing in Queensland. By July 2015.

• Allocate dates to TAB meetings in order to reduce expenses and ensures efficient management of assets. By August 2015.

• Partner with Tourism and Events Queensland to promote the Queensland racing industry, interstate and overseas. . By January 2015.

• Develop and originate new sustainable and alternative revenue streams. By October 2015.

• Liaise with other sports to utilise racing facilities and services. By December 2015.



BECOMING A DATA-DRIVEN, TECHNOLOGY-LED INDUSTRY

Goal: Use technology and data insights to make informed decisions on behalf of the industry. Deliver racing content to new audiences and satisfy ever evolving consumer needs through research and innovation. Racing needs to equal other industries in terms of the technologies utilised to deliver its products and services and administer its policies and procedures. The industry must gather better data and gain a deeper understanding of its customers to meet their needs and grow the fanbase.

Clubs to be better supported in the management of their businesses and to provide meaningful data and analysis to help guide their decision-making.


• A major usage and attitude study will be conducted across all three codes to gain a better understanding of the fanbase. By December 2014.

• A customer relationship management (CRM), access control and ticketing project will be developed to illustrate the benefits these technologies can deliver at both club and industry level. SCTC to be used as a test site. By June 2014.

• A business intelligence tool will be implemented to enable more sophisticated analysis. By December 2014.

• Daily, weekly and monthly dashboards will be implemented across the business to communicate and measure key performance indicators. By September 2014.

• A digital strategy will be developed in conjunction with clubs to deliver relevant racing content consistently and drive wagering growth, meeting the needs of the modern fan base. By June 2014.

• Utilise wagering data to improve club standards and increase wagering return. By April 2015.



CHAMPIONING ANIMAL WELFARE

Goal: Expand animal welfare education programs and further develop guidelines for breeding, training and competition. Increase intelligence capability and share information with other welfare groups. There has been a lack of communication around Racing Queensland’s welfare initiatives and policies and the industry has been criticised as a result of the poor behaviour of a small minority. Animal welfare is a key priority and the industry must adapt to ensure its policies and procedures are in keeping with the expectations of our modern society.


• Adopt recommendations from the Office of Racing Report released in 2014 into Greyhound Racing. By June 2015.

• Create a well-funded leading welfare program that sets a benchmark for other states to follow. By June 2015.

• Develop minimum standards required for the housing of animals, racetrack standards, breeding and rehoming. By December 2014.

• Develop an industry education programme to promote welfare initiatives and standards to participants. By June 2015.

• Take a strong approach to welfare breaches and ensure that severe penalties are enforced. By July 2014.

• Develop a communication plan that engages community groups and illustrates the importance we place on the wellbeing of our racing animals. By April 2015.

• Continue to foster relationships with welfare agencies and implement an effective program for information sharing. This will enable racing administrators to safeguard our sport by preventing those who pose a risk to the welfare of our racing animals, from entering the industry. Ongoing.



INVESTING IN INFRASTRUCTURE

Goal: Continue to invest in industry infrastructure to create modern, 21st Century racecourses, multi-purpose sports stadia and entertainment precincts that the industry can be proud of and customers want to visit.A large number of our racetracks require upgrades to continue to meet the preferred standards and to remain suitable for continued use.

Facilities are largely underutilised outside of race days and do not meet the need of delivering sustainable revenue to the industry.

• A complete review will be conducted of all racetracks in Queensland in relation to preferred standards. Rolling five-year capital expenditure plan completed June 2014.

• Improve and maintain racing surfaces throughout Queensland. Ongoing.

• Develop multi-purpose, modern sporting and entertainment precincts. Ongoing.

• Set minimum standards for clubs to meet in regards to presentation of their racecourse, wagering facilities and members’ facilities. By July 2014.

• Introduce a state-of-the art wagering lounge at every TAB course. By June 2017.

• Develop a strategy to source grants and support from local councils where race clubs form a major part of the town’s culture to assist in the cost of infrastructure. Grant strategy developed and application process commenced by June 2014.

• Phase 2 of Industry Infrastructure Strategy to be completed - GCTC Sand training Track to be completed December 2014, Townsville Turf Club Upgrade to be completed May 2015, BRC Eagle Farm Course Proper $10 million completed April 2015, Logan $12 million July 2015, Albion Park Grandstand to be completed December 2015. New Gold Coast Harness Racing facility to be completed February 2016.

• Approval of Industry Infrastructure Strategy Phase 2 will leave only the remainder of the Gold Coast Turf Club’s allocation from $110 million granted to be completed.

• Gaming entitlements for race clubs - a plan will be developed for the roll out of some community club test sites once this entitlement is approved. By October 2015.

• Two community club test sites to be selected and opened by December 2017.

• Implement more robust controls following the implementation of new assets/facilities and ensure clubs follow the maintenance plans developed for them. By December 2014.

*Dates are subject to planning approvals.



CELEBRATING OUR PEOPLE

Goal: Nurture our organisation and an industry that is people-led. Create a culture for success through recognition and rewards. The racing industry must provide the highest quality people services to attract, develop, motivate and retain a diverse workforce. There has been limited training and development offered to industry participants to grow their skills and capabilities.

There is a need to provide career options and training for various specialist positions in the racing industry.


14

• A comprehensive review of the workforce capability with a focus on identifying gaps and high skills shortages. By June 2014/15 and ongoing.

• Increase the access and availability of learning opportunities across all areas of racing industry. By June 2014 and ongoing.

• Promote health and wellness initiatives to participants within the industry. Partner organisations and programs in place by March 2015.

• Develop effective career and learning pathways that grow participation and involvement. Commencing June 2014 and ongoing.

• To be seen as an employer of choice in Queensland. By 2016.

• Develop corporate partnerships and secondment strategies to increase career opportunities. By June 2016.

• Deliver a well-resourced and funded workforce capability strategy that addresses the current and future needs of industry. By January 2017.

• Develop long-term succession planning that delivers sustainability to the industry. Commencing 2014 with workforce review. Outcomes achieved by June 2017.

• Build a culture of celebration of industry success and participation. By 2017.

• Progress the development plans for a racing academy facility. By June 2017.




• Develop stewards and integrity staff through the introduction of purpose built training programs. By January 2015 and ongoing.

• Continue to develop a consortium of intelligence information utilising the Integrity Regulatory Unit as a conduit between Racing Queensland, the Queensland Police Service and other law enforcement agencies to, immediately identify and eliminate illegal conduct from the industry. By July 2015.

• The role of the Integrity Commissioner will be further developed to incorporate a whole of industry approach. By December 2015.

• Develop efficiencies through innovative uses of technology. This will also include a greater focus on following betting activity from acceptance time. Stage 1 of technology integration to be rolled out August 2015.

• Racing Queensland and the Queensland Racing Science Centre will be the driving force in encouraging collaboration between Australia’s racing laboratories to ensure there is an effective research and development program utilising financial and human resources from each of the Principal Racing Authorities. Ongoing.

UPHOLDING INTEGRITY

Goal: Ensure the Queensland racing industry operates with integrity at all times. Build our intelligence capability and strengthen our grip on non-compliant activity. The breadth and depth of the Queensland racing industry requires significant investment in resources to ensure its proper conduct. The development of stewards and integrity staff will remain a key focus point, particularly in regional Queensland. Utilising technology to monitor an ever-evolving wagering landscape, together with effective research and development programs to identify new age designer drugs will be imperative in ensuring all participants enjoy a level playing field.

Wagering continues to provide our sport with its largest revenue stream. Public confidence in the betting product must be maintained to safeguard the industry’s lifeblood.

There are increasing pressures and demands associated with the administration of racing and the need to display unquestionable integrity, in the face of these challenges, is required of those charged with governance and leadership.

• Review the use of Queensland race information regulations and provide feedback to the Minister regarding amendments that are required to ensure Racing Queensland is strongly positioned to regulate online wagering.

• A full resource review will be conducted in relation to the allocation of race dates 2014/15.

• Increased Integrity Commissioner Charter to be presented to RQ Board for review in December 2014 and submitted to the Racing Minister April 2015.

• Internal audit will factor in a review of organisational Governance as part of a three year internal audit program, in an effort to ensure we maintain an appropriate governance framework and apply best corporate governance practices. Ongoing.


KPIs 2013/14 KPIs 2014/15 KPIs 2015/16 KPIs 2016/17

Wagering Revenue ($M) 144,032 153,530 158,136 166,043

Breeding Registrations 2,340 2,441 2,547 2,658

Prize Money ($M) 109,000 110,000 111,100 112,211

Integrity Tests 16,000 16,480 16,974 17,484

Integrity Costs of Total Expenditure 6.24% 6.24% 6.39% 6.54%

Number of Starters 114,746 117,577 118,753 119,940

Attendances 700,000 735,000 771,750 810,338

Total Number of Trainers 2,760 2,815 2,872 2,929

Total Licencees 7,000 7,000 7,140 7,283

Total Number of Owners 17,785 18,141 18,685 19,620

Total Number of Participants 40,086 40,828 42,869 45,012

Turnover of Total Participants <3% <3% <3% <3%

Voluntary Employee Turnover Rate <5% <5% <5% <5%

TRACKING OUR SUCCESS

Key performance indicators and benchmarks for success include:

17

Wagering revenue and prize money is based on a business as usual scenario at the time of publishing.


ROCKHAMPTON

TOWNSVILLE

CAIRNS

GREYHOUND RACING - SOUTH EAST QUEENSLAND INSET

IPSWICH

ALBION PARK

CAPALABA

GOLD COAST

HARNESS RACING - SOUTH EAST QUEENSLAND INSET

TOOWOOMBAREDCLIFFE

GOLD COASTMARBURG

ALBION PARK

Leichhardt

Far North Queensland

Capricornia

Eastern Downs

Central West

Downs

North West Queensland

3

5

67

8

4

12

ALPHALONGREACH

ILFRACOMBE

BLACKALL

TAMBO

BARCALDINE

ARAMAC

MUTTABURRA

HUGHENDEN

STAMFORD

CORFIELD

PENTLAND

PRAIRIE

CHARTERS TOWERS

MAREEBA

ATHERTON

MOUNT GARNET

GORDONVALE

INNISFAIL

INGHAM

BOWEN

HOME HILL

MORANBAH

MIDDLEMOUNT

AUGATHELLA

CHARLEVILLE

CUNNAMULLA

NOORAMA

WYANDRA

ST. GEORGE

GOONDIWINDITALWOOD

FLINTON

BIRDSVILLEBETOOTA

BEDOURIE

JUNDAH

ISISFORD

WINTON

BOULIA

MCKINLAY

CLONCURRY

GREGORY DOWNS

CAMOOWEAL

EINASLEIGH

OAK PARKEWAN

JULIA CREEKRICHMOND

MAXWELTONMOUNT ISA

QUILPIE

MORVEN

MITCHELL

INJUNE

WANDOAN

TAROOM

ROMA MILES

MONTO

THANGOOL

CALLIOPE

MT PERRYEIDSVOLD

BUNDABERG

GYMPIEWONDAI

CHINCHILLA

WARRA

JANDOWAE

TOOWOOMBAOAKEY

BELL

DALBYTARA

WARWICK

CLIFTON

GATTON

BEAUDESERT

BRISBANE

GOLD COASTIPSWICH

ESK

MARBURG

KILCOYNANANGO

BURRANDOWAN

KUMBIA

STANTHORPE

TEXAS

GAYNDAH

YEPPOON

GLADSTONE

DINGO

BLUFFEMERALD

CLERMONT

TWIN HILLS

OAKLEY

TOWER HILL

SPRINGSURE

MACKAY

LAURACOOKTOWN

SURATCALOUNDRA

8 Far North Queensland

Regional Club

TAB Club

7 North West Queensland

6 Leichhardt

5 Central West

4 Capricornia

3 Downs

2 Eastern Downs

1 South East Queensland

Districts

Greyhound, Harness and Throughbred

Greyhound & Throughbred

Thoroughbred Clubs

Multiple Code Locations

Harness & Throughbred

Non TAB Club & Greyhound

LEGEND

ROCKHAMPTON

TOWNSVILLE

CAIRNS

GREYHOUND RACING - SOUTH EAST QUEENSLAND INSET

IPSWICH

ALBION PARK

CAPALABA

GOLD COAST

HARNESS RACING - SOUTH EAST QUEENSLAND INSET

TOOWOOMBAREDCLIFFE

GOLD COASTMARBURG

ALBION PARK

Leichhardt

Far North Queensland

Capricornia

Eastern Downs

Central West

Downs

North West Queensland

3

5

67

8

4

12

ALPHALONGREACH

ILFRACOMBE

BLACKALL

TAMBO

BARCALDINE

ARAMAC

MUTTABURRA

HUGHENDEN

STAMFORD

CORFIELD

PENTLAND

PRAIRIE

CHARTERS TOWERS

MAREEBA

ATHERTON

MOUNT GARNET

GORDONVALE

INNISFAIL

INGHAM

BOWEN

HOME HILL

MORANBAH

MIDDLEMOUNT

AUGATHELLA

CHARLEVILLE

CUNNAMULLA

NOORAMA

WYANDRA

ST. GEORGE

GOONDIWINDITALWOOD

FLINTON

BIRDSVILLEBETOOTA

BEDOURIE

JUNDAH

ISISFORD

WINTON

BOULIA

MCKINLAY

CLONCURRY

GREGORY DOWNS

CAMOOWEAL

EINASLEIGH

OAK PARKEWAN

JULIA CREEKRICHMOND

MAXWELTONMOUNT ISA

QUILPIE

MORVEN

MITCHELL

INJUNE

WANDOAN

TAROOM

ROMA MILES

MONTO

THANGOOL

CALLIOPE

MT PERRYEIDSVOLD

BUNDABERG

GYMPIEWONDAI

CHINCHILLA

WARRA

JANDOWAE

TOOWOOMBAOAKEY

BELL

DALBYTARA

WARWICK

CLIFTON

GATTON

BEAUDESERT

BRISBANE

GOLD COASTIPSWICH

ESK

MARBURG

KILCOYNANANGO

BURRANDOWAN

KUMBIA

STANTHORPE

TEXAS

GAYNDAH

YEPPOON

GLADSTONE

DINGO

BLUFFEMERALD

CLERMONT

TWIN HILLS

OAKLEY

TOWER HILL

SPRINGSURE

MACKAY

LAURACOOKTOWN

SURATCALOUNDRA

8 Far North Queensland

Regional Club

TAB Club

7 North West Queensland

6 Leichhardt

5 Central West

4 Capricornia

3 Downs

2 Eastern Downs

1 South East Queensland

Districts

Greyhound, Harness and Throughbred

Greyhound & Throughbred

Thoroughbred Clubs

Multiple Code Locations

Harness & Throughbred

Non TAB Club & Greyhound

LEGEND

CLUB LOCATIONS ALL CODES


Documents

Racing Queensland Strategic Plan 2014