STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 1

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1 STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 1

2 CONTENTS OVERVIEW 3 STRATEGIC OBJECTIVES 5 BUILDING PASSION FOR OUR SPORT 6 CREATING A COMPELLING RACING PRODUCT 8 INCREASING AND DIVERSIFYING REVENUE 9 BECOMING A DATA-DRIVEN, TECHNOLOGY-LED INDUSTRY 10 CHAMPIONING ANIMAL WELFARE 12 INVESTING IN INFRASTRUCTURE 13 CELEBRATING OUR PEOPLE 14 UPHOLDING INTEGRITY 16 TRACKING OUR SUCCESS 17 STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 2

3 OVERVIEW The strategic plan sets out Racing Queensland s vision for the next three financial years, 1 July 2014 to 30 June 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. STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 3

4 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 strategic plan will enable all stakeholders to unite and share in our common goals. Darren Condon Chief Executive Officer Racing Queensland STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 4

5 STRATEGIC OBJECTIVES 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 OBJECTIVE Building passion for our sport Creating a compelling racing product GOALS Broaden the appeal of racing; grow the fanbase and increase attendances. Create high intensity racing programs that optimise attendance and wagering outcomes. Increasing and diversifying revenue Use 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 welfare Expand welfare education programs and further develop guidelines for breeding, training and competition. Increase intelligence capability and share information with other welfare groups. Investing in infrastucture Celebrating our people Continue 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. 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. STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 5

6 BUILDING PASSION FOR OUR SPORT 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 Create a consumer-facing brand that delivers relevant messaging and acts as a call-to-action for all consumer marketing activity. By November Work with clubs to develop a new marketing strategy for the Queensland Winter Carnival for all three codes. By November Build awareness and interest in racing through strategic media partnerships. By November 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. 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 Develop a country strategy. Launch regional hubs at Townsville, Toowoomba, Mt Isa, Longreach, Rockhampton. By June 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 STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 6

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8 CREATING A COMPELLING RACING PRODUCT 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. STRATEGIC INITIATIVES Configure the racing calendar to optimise audience and wagering opportunities. By July 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 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 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 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 Develop a more viable ownership model and create a robust marketing strategy to attract new owners to the industry. By November STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 8

9 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. STRATEGIC INITIATIVES Successful negotiation of the new wagering licence. By July Work with government and wagering operators to develop innovative wagering products to meet consumer demands. By July Work with wagering partner to develop relationships with clubs to expand reach and stimulate growth. By December Encourage clubs to implement initiatives to increase wagering on-course via wagering partner. By September Educate industry stakeholders on the vital importance and benefits of betting with Queensland s wagering partner. By February Allocate an agreed level of corporate bookmakers advertising spend to promote racing in Queensland. By July Allocate dates to TAB meetings in order to reduce expenses and ensures efficient management of assets. By August Partner with Tourism and Events Queensland to promote the Queensland racing industry, interstate and overseas.. By January Develop and originate new sustainable and alternative revenue streams. By October Liaise with other sports to utilise racing facilities and services. By December STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 9

10 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. STRATEGIC INITIATIVES A major usage and attitude study will be conducted across all three codes to gain a better understanding of the fanbase. By December 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 A business intelligence tool will be implemented to enable more sophisticated analysis. By December Daily, weekly and monthly dashboards will be implemented across the business to communicate and measure key performance indicators. By September 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 Utilise wagering data to improve club standards and increase wagering return. By April STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 10

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12 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. STRATEGIC INITIATIVES Adopt recommendations from the Office of Racing Report released in 2014 into Greyhound Racing. By June Create a well-funded leading welfare program that sets a benchmark for other states to follow. By June Develop minimum standards required for the housing of animals, racetrack standards, breeding and rehoming. By December Develop an industry education programme to promote welfare initiatives and standards to participants. By June Take a strong approach to welfare breaches and ensure that severe penalties are enforced. By July Develop a communication plan that engages community groups and illustrates the importance we place on the wellbeing of our racing animals. By April 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. STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 12

13 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. STRATEGIC INITIATIVES A complete review will be conducted of all racetracks in Queensland in relation to preferred standards. Rolling five-year capital expenditure plan completed June 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 Introduce a state-of-the art wagering lounge at every TAB course. By June 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 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 New Gold Coast Harness Racing facility to be completed February 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 Two community club test sites to be selected and opened by December Implement more robust controls following the implementation of new assets/facilities and ensure clubs follow the maintenance plans developed for them. By December *Dates are subject to planning approvals. STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 13

14 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. STRATEGIC INITIATIVES 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 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 STRATEGIC INITIATIVES Develop corporate partnerships and secondment strategies to increase career opportunities. By June Deliver a well-resourced and funded workforce capability strategy that addresses the current and future needs of industry. By January Develop long-term succession planning that delivers sustainability to the industry. Commencing 2014 with workforce review. Outcomes achieved by June Build a culture of celebration of industry success and participation. By Progress the development plans for a racing academy facility. By June STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 14

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16 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. STRATEGIC INITIATIVES 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 The role of the Integrity Commissioner will be further developed to incorporate a whole of industry approach. By December 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 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. 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 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. STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 16

17 TRACKING OUR SUCCESS Key performance indicators and benchmarks for success include: KPIs 2013/14 KPIs 2014/15 KPIs 2015/16 KPIs 2016/17 Wagering Revenue ($M) 144, , , ,043 Breeding Registrations 2,340 2,441 2,547 2,658 Prize Money ($M) 109, , , ,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, , , ,940 Attendances 700, , , ,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% Wagering revenue and prize money is based on a business as usual scenario at the time of publishing. STRATEGIC PLAN RACING QUEENSLAND THREE CODES, ONE STRATEGY 17

18 CLUB LOCATIONS ALL CODES LEGEND Districts 1 South East Queensland 2 Eastern Downs 3 Downs 4 Capricornia 5 Central West 6 Leichhardt 7 North West Queensland 8 Far North Queensland Thoroughbred Clubs TAB Club Regional Club Multiple Code Locations Non TAB Club & Greyhound Greyhound & Throughbred Harness & Throughbred Greyhound, Harness and Throughbred CAMOOWEAL MOUNT ISA BIRDSVILLE GREGORY DOWNS BOULIA North West Queensland 7 M C KINLAY CLONCURRY BEDOURIE JULIA CREEK Far North Queensland Central West BETOOTA MAXWELTON 5 8MOUNT GARNET STAMFORD CORFIELD WINTON EINASLEIGH OAK PARK HUGHENDEN RICHMOND LAURA LONGREACH ISISFORD JUNDAH MAREEBA OAKLEY ILFRACOMBE Downs PRAIRIE TOWER HILL MUTTABURRA QUILPIE 3 CUNNAMULLA COOKTOWN CAIRNS GORDONVALE PENTLAND 6 ARAMAC BARCALDINE ALPHA BLACKALL AUGATHELLA CHARLEVILLE NOORAMA ATHERTON EWAN INNISFAIL INGHAM TAMBO TOWNSVILLE CHARTERS TOWERS TWIN HILLS WYANDRA HOME HILL BOWEN Leichhardt MORVEN CLERMONT EMERALD INJUNE MITCHELL ST. GEORGE MORANBAH MIDDLEMOUNT 4BLUFF SPRINGSURE ROMA SURAT TALWOOD MACKAY DINGO CALLIOPE THANGOOL EIDSVOLD TAROOM 2 FLINTON Capricornia ROCKHAMPTON MONTO WANDOAN WONDAI BURRANDOWAN GYMPIE JANDOWAE NANANGO MILES KUMBIA KILCOY CHINCHILLA WARRA BELL CALOUNDRA DALBY TARA OAKEY GATTON TOOWOOMBA BRISBANE CLIFTON IPSWICH WARWICK GOLD COAST GOONDIWINDI STANTHORPE TEXAS YEPPOON Eastern Downs LEGEND Districts 1 South East Queensland 2 Eastern Downs 3 Downs 4 Capricornia 5 Central West 6 Leichhardt 7 North West Queensland 8 Far North Queensland Thoroughbred Clubs TAB Club Regional Club Multiple Code Locations Non TAB Club & Greyhound Greyhound & Throughbred Harness & Throughbred Greyhound, Harness and Throughbred GLADSTONE MT PERRY GAYNDAH BUNDABERG 1ESK BEAUDESERT MARBURG AY GREYHOUND RACING - SOUTH EAST QUEENSLAND INSET HARNESS RACING - SOUTH EAST QUEENSLAND INSET IPSWICH ALBION PARK CAPALABA GOLD COAST TOOWOOMBA MARBURG REDCLIFFE ALBION PARK GOLD COAST NT Capricornia STRATEGIC PLAN RACING QUEENSLAND YEPPOON THREE CODES, ONE STRATEGY 18 ROCKHAMPTON

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