The Racecourse Training Manual. Revised 2012 Edition. Racecourse Training Manual Page 1

Transcription

1 The Racecourse Training Manual Revised 2012 Edition Racecourse Training Manual Page 1

2 Contents 1. INTRODUCTION 5 2. RESPONSIBILITIES OF RACECOURSE MANAGING EXECUTIVES FOR ACCREDITED EMPLOYEES 6 4. DUTIES OF ACCREDITED EMPLOYEES 8 5. STRUCTURE OF THE INDUSTRY ROLE AND FUNCTION OF THE BHA RACECOURSE INSPECTORATE RULES OF RACING PERSONNEL RACE PLANNING, FIXTURE LIST AND HANDICAPPING FUNDING THROUGH THE HORSERACE BETTING LEVY BOARD WEATHERBYS BOOKMAKERS AND BETTING TECHNICAL SERVICES MEDIA AND COMMUNICATIONS RACECOURSE HUSBANDRY RACECOURSE SAFETY RACECOURSE MEDICAL AND VETERINARY ARRANGEMENTS RACEDAY PROCEDURES 166 APPENDIX Racecourse Training Manual Page 2

3 APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX NB Sections 3 and 10 and Appendices 3 and 10 are currently under BHA review and are as yet to be included in this update. Racecourse Training Manual Page 3

4 Foreword This Training Manual is a comprehensive document which draws together all aspects of staging racing and attempts to demystify the complexities of the racecourse and racing industry. Training is a high priority for racecourses, who must take the lead and invest in the future. Whilst investing in people and then training them properly may not produce an immediate return, racecourses should fully exploit their potential. The training procedures and information contained in this Manual will be of interest and benefit to all staff involved in Racing. It provides invaluable information for new members but is also a helpful reminder for existing staff. As you will appreciate, the compilation of this Manual was only possible because of the interest and support that we received from all sectors of the Industry. There are too many to mention individually but thank you to them all. Caroline Davies Racecourse Services Director The Racecourse Association Ltd Racecourse Training Manual Page 4

5 1. Introduction The Racecourse Training Manual (the Manual) is produced by the Racecourse Association (RCA) who retain all copyright and intellectual property rights. Responsibility for additional administration has been delegated to the British Horseracing Education and Standards Trust (BHEST), who keep a record of all those in possession of the Manual. The Contents page lists the Sections of the Manual. The aims of the Manual are to: a) Act as a training manual; b) Give guidance on the duties to be performed by Accredited Employees; c) Give guidance to those wishing to gain Accreditation to practise specific disciplines on behalf of Racecourse Managing Executives; d) Provide Racecourse Executives with background reference material. Every effort has been made to ensure that the information in this manual is accurate but it is not an authority in its own right. Amendments will be issued from time to time but the current definitive authority will always remain with the relevant lead body. Racecourse Training Manual Page 5

6 2. RESPONSIBILITIES OF RACECOURSE MANAGING EXECUTIVES FOR ACCREDITED EMPLOYEES 2.1 Background On 1 January 1998, the Jockey Club (JC) ceased to license Clerks of the Course and the Rules of Racing were amended to place responsibility for compliance with Rules, Orders and Instructions with the Racecourse Managing Executive. Under the terms of the Racecourse Licence, the Managing Executives must identify to whom they have delegated responsibility for certain key functions. These are identified on the Racecourse Licence Application Form as: Clerk of the Course, Racecourse Husbandry, Officials Facilities, Race Programming, Prize Money Returns, Division of Races, Integrity Service Provider s Activities and Requirements, Capital Projects, Finance, Betting and Race Planning. Those licensed as Clerks of the Course or those in these positions before 31 December 1998 are exempt the training and assessment requirement. Historically the term Clerk of the Course has been used to encompass a wide range of disciplines. It is now necessary to define responsibilities more precisely to allow Racecourse Executives to decide how they wish to apportion duties. The RCA has asked the British Horseracing Education and Standards Trust (BHEST) to organise training, assessment and accreditation of certain employees responsible for putting on a day s racing. Racecourse Training Manual Page 6

7 2.2 Accredited Employees The RCA and the BHA have agreed that employees will be accredited in three categories. If the Racecourse Executive wishes to further subdivide responsibilities it may do so but the designated employee will have to gain accreditation for the complete category. Conversely, there is no reason why an individual should not be accredited for a number of categories. The accredited categories, whose duties are explained in Section 4 of the Manual are: A. Conduct of Racing B. Racecourse Husbandry C. Race Planning Racecourse Training Manual Page 7

8 4. DUTIES OF ACCREDITED EMPLOYEES 4.1 Category A Conduct of Racing Overview of Responsibilities All those duties from time to time specifically assigned to the Clerk of the Course under the Orders and Instructions of the BHA, and their Rules of Racing. Duties and directions given under the Rules by the Stewards of the Meeting. Such other duties as may from time to time be delegated by the Managing Executive Specific Responsibilities Administration of Racing Arrange Stewards Roster in accordance with BHAGI 6.1. Liaise with Senior Medical Officer and Veterinary Surgeon regarding their requirements in accordance with BHAGI 11 and 12 respectively. Arrange at the start of the season and on a regular basis rehearsals with fence attendants for fence bypass procedures. Perform raceday duties as required by the Managing Executive and Stewards in accordance with the duty sheet. 4.2 Category B Racecourse Husbandry Overview of Responsibilities Implement a turf management regime and aim to produce Good to Firm ground for Flat Racing and Good ground for jumping. Racecourse Training Manual Page 8

9 Such other duties as may from time to time be delegated by the Managing Executive Specific Responsibilities Management of the Racing Surface Responsible for overseeing the racecourse groundstaff. Ensure that the Racecourse Health and Safety Policy is observed and practised by racecourse groundstaff and other racecourse personnel. Ensure that the racing surface is prepared for racing in accordance with BHAGI 3 and in particular BHAGI 3.2. Attend and co-ordinate inspections by the BHA Inspector of Courses. Assess the Going and make reports as required by BHAGI 3.2, including informing the Weatherbys going report line, and the talksport Radio contact. Update Going Report on answering machine or via Racing Admin site as required. 4.3 Category C Race Planning Specific Responsibilities Fixture List Planning and Race Programming In accordance with the racecourse policy, represent racecourse s interests at the annual round of fixture negotiations. Liaise with the BHA and Levy Board regarding race and fixture funding. Racecourse Training Manual Page 9

10 In accordance with the racecourse policy, liaise with BHA Racing Department regarding race programmes, the order of running and race times. Liaise with Weatherbys and use TRICL to develop race programmes for the Racing Calendar and Programme Book. Such other duties as may from time to time be delegated by the Managing Executive. Racecourse Training Manual Page 10

11 5. STRUCTURE OF THE INDUSTRY The sport of horseracing in Britain is often described as an industry, though in the generally accepted sense, it is no such thing. It is a collection of individual pursuits and businesses some small, some large, some amateur, most professional operating in different sectors but feeding off a single product, the horserace. Each sector is dependent on the others, but the whole comes together on the racecourse, so the Accredited Employees need to know the importance of each component and what role each institution plays. For the purpose of this manual, the use of the word 'industry' has been adopted for ease of expression, if not for its strict accuracy, though the distinction should be borne in mind! The main institutions are: The British Horseracing Authority (the BHA). The Governing and Regulatory Body of racing since July 2007, the Authority takes on the roles of the British Horseracing Board (BHB) and the Horseracing Regulatory Authority (HRA). The Horserace Betting Levy Board (the Levy Board), which since its formation in the early 1960s has developed as a major source of finance for racing. The Board collects the statutory levy on horserace betting from bookmakers and distributes the funds so raised for several purposes including, principally, the improvement of horseracing. Trade associations, the major ones being the Racecourse Association (RCA); Racehorse Owners Association (ROA); National Trainers Federation (NTF); Thoroughbred Breeders Association (TBA), and the Professional Jockeys Association (PJA). Racecourse Training Manual Page 11

12 5.1 The British Horseracing Authority The BHA was formally launched in 2007 as the single, unified governing body of British Horseracing. Its role is to regulate, promote and represent the sport; thus, uniting under one umbrella the official responsibilities of what was once the HRA and BHB. The British Horseracing Authority Board meets on a monthly basis, and is among the most independent of its kind in British sport. The nine-strong Board is comprised of the Chairman and Chief Executive, two Independent Regulatory Directors, three Independent Directors and two Member Nominee Directors, nominated by the Authority s four member organisations. One from the Racecourse Association and the Racehorse Owners Association, and the other from the Thoroughbred Breeders Association and a group representing Licensed Personnel. The BHA Board delegates certain of its powers to a number of Committees consisting of one or more Directors (Executive or otherwise) and other key members of the industry. These Committees carry out crucial roles in the administration, governance and regulation of the sport. A list of Committees can be found on the BHA website ( The BHA also nominates three representatives for formal appointment to the Levy Board, and has been given the right by the Home Secretary to nominate one member to the Tote board. These are currently the BHA Chairman, RCA Chairman and Horsemen s Chairman Racecourse Training Manual Page 12

13 The BHA exercises its influence over the day-to-day running of racing via the Rules of Racing and General Instructions. These appear in both the official 'Rule Book', now available online, and in a printed manual of General Instructions which Accredited Employees should have within easy reach at all times. The BHA s General Instructions are regularly updated; consequently, this manual is meant to be read in conjunction with the latest General Instructions circulated by the Authority. Racecourse Accredited Employees will come into contact with virtually all BHA departments from time to time, but most particularly BHA officials on the racecourse, who are involved with virtually all aspects of the day s racing from weighing out jockeys to collecting samples from horses, together with the Racecourse Medical and Veterinary departments. 5.2 The Jockey Club After more than 200 years of omnipotence, the Jockey Club handed over many of its general powers to the BHB in June In April 2006, the remainder of the Jockey Club s regulatory powers were relinquished to the HRA. As a result, the Jockey Club ceased to have any authoritative function over British Horseracing. The Jockey Club continues to operate 14 racecourses and Jockey Club Estates, which owns and administers property and training grounds at Newmarket. Its final arm is the Jockey Club Charitable Trust, which receives income and makes donations as necessary to a number of charities including Racing Welfare, a company limited by guarantee with the Jockey Club being its sole member. RHT was established in 1964 to take over Cheltenham Racecourse. The non-profitmaking company, which pays no dividend, became a subsidiary of the Jockey Club in It has expanded its portfolio to take in Wincanton (1966), Nottingham (1967), Warwick (1967), Market Rasen (1968), Newmarket (1974), Haydock (1979), Aintree (1982), Huntingdon (1992) the United Racecourses group of Epsom, Kempton and Sandown (1994), Carlisle (2000) and most recently Exeter (2007). Racecourse Training Manual Page 13

14 In April 2008 the National Stud was also transferred from the Government to National Stud Limited, a subsidiary of The Jockey Club. Under the terms of the transfer, the Jockey Club has agreed to continue to provide the National Stud's unique educational and training schemes for stud staff, as well as public access to the stud, for a minimum of five years. 5.3 The Horserace Betting Levy Board Under the Betting, Gaming and Lotteries Act 1963 (as amended), the Horserace Betting Levy Board is charged with the duty of assessing and collecting monetary contributions from bookmakers and the Tote, and with applying them for purposes conducive to any one or more of the improvement of breeds of horses; the advancement or encouragement of veterinary science or veterinary education; the improvement of horseracing. The original intention of establishing the levy, and therefore the Levy Board, was to provide a means of compensating racing for the loss of attendance that was anticipated when off-course betting shops were legalised in Today, the Board applies levy funds to a wide range of schemes in direct support of horseracing. Its income and expenditure are described in Chapter 11, as is the composition of the Board. Another statutory body, the Bookmakers Committee, is located with and funded by the Levy Board. The function of the Bookmakers Committee is each year to recommend to the Levy Board the categories, rates, conditions and definitions of the levy scheme for the following year and, following such discussions as may be necessary, to reach agreement with the Board if possible. If agreement cannot be reached by 31 October, the scheme in question is referred to the Secretary of State at the Department for Culture, Media & Sport (DCMS) for determination. Racecourse Training Manual Page 14

15 The composition of the Bookmakers' Committee is statutory and comprises four representatives appointed by the Association of British Bookmakers, two by the National Association of Bookmakers, two each by Gala-Coral, Ladbrokes plc and William Hill plc and one by the Sporting Exchange Ltd. 5.4 The British Horseracing Education and Standards Trust The British Horseracing Education and Standards Trust (BHEST) is a registered charity (No ) and company limited by guarantee with the aim of raising standards through industry training and education. As racing s bespoke Awarding Organisation BHEST is responsible for the development and delivery of nationally recognised qualifications in the racing, thoroughbred breeding, equine and farriery industries. From the young people who embark upon Foundation training as stud and stable staff through to aspiring jockeys, BHEST develops and awards the qualifications to support them in their careers. In consultation with racing s stakeholders, BHEST distributes grants for education and training, ensuring that the industry is able to recruit and train staff with the right skills. BHEST develops and delivers Racing to School, an education programme designed to support and enhance children and young people s studies of National Curriculum subjects through outdoor activities in the unique setting of their local racecourse, trainer s yard or stud. In addition BHEST is a member of the Joint Accreditation Board with responsibility for administering Clerk of the Course training. Racecourse Training Manual Page 15

16 5.5 The Trade Associations Few sporting activities can enjoy the participation of as many trade associations as horseracing, and racecourse Accredited Employees would do well to familiarise themselves with as many as possible; as they may want the help of one at some time or another! Racecourses, owners, trainers and jockeys make up the most obvious groups; racegoers must usually be approached individually but there are an increasing number of memberships and groupings, including the Racegoers Club which is run by the RCA. Owners expect reasonable facilities at the least, a quota of free badges, and general welfare when they arrive to watch their horses run. It is not necessarily part of the racecourse Accredited Employee s job to provide such facilities, but it is as well to know what expectations are reasonable, if only because dissatisfied owners may make the racecourse their target of complaint. About half of registered owners are members of the ROA. Trainers are most likely to contact the racecourse Accredited Employee in advance of a fixture about any aspect of the arrangements for their horses on racedays, but most especially about the state of the going. It is not compulsory for all trainers to become members of the NTF, but the majority find membership beneficial. Every aspect of jockeys lives on racedays will be of direct concern to the racecourse Accredited Employee, who will need to be familiar with some aspects of the work of their association (PJA), to which the great majority belong. Of the other interest groups, breeders and the media will probably provide the racecourse Accredited Employee with most involvement. Racecourse Training Manual Page 16

17 Breeders many of whom are also owners may impinge less directly, but will be concerned about, for example, breeders prizes, races run under the aegis of the European Breeders Fund, prize money and the programme generally. The media, whether print or broadcast, newspaper or television and radio, are worthy of a racecourse Accredited Employee's consideration; lack of appreciation on both sides can be counter-productive. The Horserace Writers and Photographers Association (HWPA) has been particularly active in recent years in seeking improvements to working facilities for the media. This has been achieved with the co-operation of racecourses, through the work of the RCA/HWPA Press Liaison Committee. 5.6 The Racecourse Association The Racecourse Association plays a significant part in the racecourse s life. The RCA is the main channel through which the BHA communicates with many racecourses. It has representatives on the BHA Board and also representatives on a number of their committees, as well as a number of Levy Board associated bodies. Changes in regulations proposed by any of the turf authorities are, usually, thoroughly discussed with the RCA before being promulgated. The monthly RCA newsletter UPDATE, sent to managers, chairmen and others nominated by the racecourses, provides up-to-date and indispensable information on current matters affecting racecourses. 5.7 Weatherbys See Chapter 12 The family firm of Weatherbys has acted as racing's agents and secretaries since 1770, first to the Jockey Club, then BHB and now for the BHA. The company, whose headquarters are at Wellingborough, deals with all aspects of the administration of racing, from the General Stud Book (which it owns and operates as a separate, notfor-profit, company) to horses names, ownership registrations, entries and Racecourse Training Manual Page 17

18 declarations, acting as account holder and banker for owners and racecourses, printing racecards, and a multitude of other detailed administrative activities. Racecourse Accredited Employees must become familiar with the Weatherbys' operation by spending a day at their offices in Wellingborough. 5.8 The Horsemen s Group The Horsemen s Group represents the common interests of British racehorse owners, trainers, jockeys, stable staff and thoroughbred breeders. Its constituent bodies are the Racehorse Owners Association, National Trainers Federation, Professional Jockeys Association, National Association of Stable Staff and Thoroughbred Breeders Association. The Horsemen s Group mandate is based on a formal Members Agreement that delegates authority to the Group to act on behalf of its members in defined areas of activity, most of which revolve around protecting and growing income for Horsemen. A key area of which the Group have had a major influence is the introduction of prize money tariffs. Tariffs are the minimum amount of prize money that should be offered in a race. Should a race not meet the tariff, the Group may advise their members not to participate. 5.9 Racing for Change Racing for Change is an initiative led Racing Enterprises Limited (REL). It is a fundamental reappraisal of the way the racing is promoted, with the primary aim of introducing a greater customer focus into the Sport to make it relevant to the leisure consumer of today. The project began with nationwide research and consultations across the whole horseracing industry. This was followed by the submission of reports from a series of industry project groups. Racecourse Training Manual Page 18

19 Their findings, together with feedback from road show presentations to a cross section of the horseracing community, have formed the next phase in the plan to modernise the sport and widen its appeal. The new initiative brings together all the major stakeholders of the industry, with a common goal to pursue wide-reaching and ambitious change for the future benefit of British horseracing. Racing for Change were responsible for the introduction of the British Champions Series. The Series comprises five championship categories, namely Sprint, Mile, Middle Distance, Long Distance and Fillies & Mares. Each features the seven highestrated races in that category, including no less than 12 of the world's top 20 races, and brings together the finest horses, jockeys and trainers to compete for the sport's most prestigious prizes. The Series is staged at the country's ten leading racecourses - Ascot, Doncaster, Epsom Downs, Goodwood, Haydock Park, Newbury, Newmarket s July Course, Newmarket s Rowley Mile, Sandown Park and York. It encompasses all British Flat racing s key festivals, including the QIPCO Guineas Festival, the Investec Derby Festival, Royal Ascot, the Piper Heidsieck July Festival, Betfair Weekend, Glorious Goodwood, the Welcome to Yorkshire Ebor Festival and the Ladbrokes St Leger Meeting. QIPCO British Champions Day, the climax to the Series, is Britain's richest raceday with more than 4 million in prize money. It represents a fantastic opportunity for the stars of the Flat racing season to compete on one of the world's greatest stages on one momentous day Racecourse Training Manual Page 19

20 6. ROLE AND FUNCTION OF THE BHA RACECOURSE INSPECTORATE 6.1 Introduction This section deals with the following three key areas: minimising the risk of injury to horse and rider whilst on the racecourse; ensuring the provision of proper facilities for the officials concerned with the conduct of racing; ensuring the provision of adequate facilities for the participants (horses and riders). Through the Rules and BHA General Instructions (BHAGIs), and in consultation with the representative organisations within the industry, the BHA Racecourse Department sets the standards for safety, integrity and participant facilities, and ensures the maintenance of these standards through the annual issue of licences to racecourses and by regular inspections. These activities are undertaken by the Racecourse Department at the BHA office in High Holborn, London, and four regionalised Inspectors of Courses. Racecourse Training Manual Page 20

21 6.2 The Role of the Racecourse Department The Licensing of Racecourses The Racecourse Department evaluates applications for racecourse licences by Managing Executives annually. Throughout the year it assesses the performance of the Managing Executives, in relation to the provision of facilities and personnel for the conduct of racing as laid down in the Rules and BHAGIs, on the strength of reports from the BHA Inspectorate, senior officials and other services. The evaluation of applications is based upon compliance with the BHAGIs, the professional competence of the Executive and its nominated employees and agreement to certain undertakings relating to insurance and liability The Department's Core Activities They are as follows: To assess and monitor where racecourses fail to meet the standards laid down by the BHA, and to ensure there is a rational approach to determining whether the racecourse should remain licensed and over what period of time any deficiencies should be remedied. To review the standards laid down by the BHA, and to agree with the industry where and how they should be upgraded. To manage the racing industry's research and development activities in the field of racecourse safety. To take steps to ensure that BHA officials are provided with the facilities they require for the purposes of carrying out their duties, and to help maintain the high level of integrity associated with British racing Racecourse Training Manual Page 21

22 To contribute to improvements to the way in which the BHA Raceday Team carry out their responsibilities on racedays. The Department is also responsible for: Receiving, considering and, where necessary, taking action on all reports made after racecourse visits by an Inspector of Courses. Publishing annually the Optimum Use of the Turf (OUT) Report for racecourses and the industry s Fixture Allocation Group. This report makes recommendations on all racecourses pattern of fixtures from a purely turf management perspective. Receiving annual Turf Consultants reports from every racecourse. Maintaining comprehensive records and statistics for all licensed racecourses. This embraces information concerning Racecourse Executives, Clerks of the Course, groundstaff, racecourse plans, fence dimensions and rebuilding programme, race distances and measurement, safety figures, abandonments, fallers and equine injuries and fatalities. Assisting Racecourse Executives and/or Clerks of the Course on possible alterations or improvements to the buildings or facilities necessary for the conduct of a raceday; advising on track maintenance, approving drainage work, turf husbandry, layout of buildings (e.g. weighing rooms), positioning of Stewards' viewing boxes, the Judge's box, stable design and hygiene, and major rebuilds. Racecourse Training Manual Page 22

23 Liaising with the Levy Board and RaceTech on matters connected with capital works or projects that require financial assistance, and to determine the priorities for the allocation of funds; and arranging the attendance of field officials at site meetings or Levy Board Technical Committee meetings where the progress of such projects is discussed and monitored. Arranging and attending meetings concerning specific racing projects (e.g. going stick, all weather surfaces, new racecourses etc.) and reporting on progress. Liaising with the Racecourse Association on all projects concerning general racecourse safety and improvements to the racing surface, in particular research and development items. Liaising with RaceTech on the provision of specialist services for the Stewards of meetings and the officials who assist them. Arranging and attending meetings of the Racecourse Committee and taking action on their decisions. The Committee is chaired by the BHA Director of Raceday Operations and Regulation, and comprises representatives from the Levy Board, Racecourse Association and BHA. When required, associations representing trainers, jockeys, amateur riders and veterinary and medical services will attend. Its terms of reference are to review and to recommend policy and priorities on all matters related to the facilities required for the conduct of racing at racecourses, including training and research development. Arranging an annual review of safety figures the absolute maximum number of runners allowed over each race distance at individual courses with representatives of the Racecourse Association, Professional Jockeys Association and National Trainers Federation. Racecourse Training Manual Page 23

24 Attending regular meetings with the BHA raceday teams and representatives of supporting services, and to act on their decisions. Approving equine events and use of racecourse stalls by non-thoroughbreds. Arranging and monitoring applications for the annual renewal of racecourse licences. 6.3 The Role of the Inspector of Courses The Inspectorate is the field force of the BHA Racecourse Department. It comprises four Inspectors of Courses, who inspect each licensed racecourse in their designated area and prepare reports for the Racecourse Department. Their duties are laid down in The Rules of Racing under Rule (F)15. Each racecourse has to be granted a licence annually, which is dependent on the course complying with the Rules and Orders of Racing and the General Instructions. The racecourse Managing Executive applies for the licence, so technically it permits the Inspector to carry out such inspections as he may reasonably require. In practice the Inspector of Courses and Managing Executive of the racecourse, usually represented by the Clerk of the Course, work closely to achieve the common aims of an acceptable racing surface with good racing facilities. The Inspectors check that the proper facilities for racing are provided and carefully maintained to a high standard. They will also act as advisers concerning the course, fences, safety and future planning. The Inspectors work on a regional basis covering the North, Midlands and South. Racecourse Training Manual Page 24

25 6.3.1 Duties of the Inspectors To inspect the licensed areas of each racecourse before the first meeting of the season, to check for compliance with BHA standards relating to rails, fences, stables, etc. as laid down in the BHAGIs, and to report to the Racecourse Department. To inspect any new fence before it is raced over and check any subterranean works that have taken place before the course is passed as fit for racing during the season. To carry out a programme of repeat inspections normally on a raceday, to ensure that standards are being maintained and that previously identified short-comings have been rectified. Deficiencies are notified to the Racecourse Department. To make ad hoc visits to racecourses, either in response to an emergency problem or to a specific request for advice. To liaise with racecourses regarding safety figures. To establish effective working relationships with racecourse management and each Clerk of the Course, so that advice and guidance on all aspects of course preparation and facilities are acted upon, without the need to resort to sanctions. To maintain extensive up-to-date knowledge of all physical aspects of non-public areas of racecourses, including the special requirements of All Weather Tracks. To contribute, in conjunction with the Racecourse Department, to ongoing research and development projects, in order to improve efficiency and safety of racecourse operations. Racecourse Training Manual Page 25

26 To liaise with Racecourse Veterinary Surgeons at racecourses and ensure that relevant BHA Instructions are fulfilled, and that racecourse management is supplying adequate facilities: e.g. treatment boxes, horse ambulances, etc. 6.4 Liaison Between The Managing Executive and The Racecourse Department It is the responsibility of the Racecourse Managing Executive, which must obtain the racecourse licence from the BHA, to comply with all Rules and BHAGIs. The responsibilities of the Managing Executive are detailed in The Rules of Racing under Rule (F)15, and Rules (A)12 and (A)18. The Clerk of the Course, appointed for each meeting by the Managing Executive, must also be familiar with all those items which affect his role and duties as specified in the Rules and BHAGIs and those which are delegated to him by the Managing Executive under Rule (F)15. The traditional role of the Clerk of the Course operating in a very broad sense as a General Manager and a Clerk of Racing has changed and will continue to change as racecourse businesses develop more specialised skills in their core activities. Many of the tasks previously undertaken by the Clerk of the Course are being delegated to other individuals within the management team who are neither licensed nor bound by the requirements of the Orders and Rules which have historically been targeted at the Clerk of the Course. Clerks of the Course are no longer licensed and the Managing Executive, to whom a racecourse licence is granted, will be responsible for complying with Rules, Orders, Instructions and General Instructions. Racecourse Training Manual Page 26

27 This change in no way diminishes the racing duties of the Clerk of the Course who must still be appointed by the Managing Executive for every meeting but removes the chances of Clerks finding themselves in vulnerable positions by taking responsibility for areas that are not in their control. The role of the Clerk of the Course will continue to be detailed in the BHAGIs in relation to pre-raceday and raceday functions. This will retain the interface between the Clerk of the Course, Managing Executive, Stewards, Officials and participants. In similar vein racecourse Managing Executives will lose the vulnerability they were previously exposed to because they had raceday responsibilities for things they did not organise on a day to day basis and therefore were unaware of their accountability. To enable the BHA, in undertaking its licensing function, to assess the competence of the applicant, the Managing Executive is required to identify against a list of key areas for which they have responsibility, to whom they have delegated various core tasks. Where there is interface with the BHA, Horserace Betting Levy Board and RaceTech (or other nominated technical service provider), the Managing Executive is required to nominate specific individuals details of which are circulated to all interested parties to allow day to day direct communications with the relevant people. Managing Executives will need to give consideration to the authority assigned to those individuals to enable the current levels of efficient administration to be maintained. The granting of a racecourse licence to a Managing Executive will in part be dependent upon the experience and qualification of the individuals. The racecourse management and Clerk of the Course should be familiar with all BHAGIs, which set out minimum standards, but in particular those covering: course plan etc., running rail, dolling out & winning posts (see BHAGI 3.4); the track, state of the going and watering (see BHAGI 3.2); steeplechase courses & fences (see BHAGI 3.5); Racecourse Training Manual Page 27

28 hurdle courses, type of hurdles etc. (see BHAGI 3.6); changes to the track, stables or buildings (see BHAGI 3.3); drainage and work affecting the racing surface (see BHAGI 3.2); plans of sub-surface works (see BHAGI 3.2 (9)); safety factors (see BHAGI 3.8); notification of equine events/ racing surface restrictions (see BHAGI 3.1); licensing of racecourse (see BHAGI 1.1, where Annex B lists numbers of all BHAGIs to which racecourses must comply with to obtain a licence). minimum standards for racecourse stables (see BHAGI 7.1); Stable Hygiene Inspection Forms if anything adverse is noted by the veterinary officer or the Inspector of Courses, he will report it on the form, which must be countersigned by the Clerk of the Course or his authorised deputy (see BHAGI 7.2) Additional Liaison not currently in BHAGIs Stable Guard Defect Forms if a defect is noted by a BHA Stable Security Officer, he will report it on the form, which must be countersigned by the racecourse stable manager. These forms are collated at the Racecourse Department and are followed up by the Inspectorate. Racecourse Training Manual Page 28

29 6.5 The Racecourse Licence The Racecourse Department supplies the application for the annual racecourse licence, which includes a checklist for the inspection, set out as follows: 1. Track (BHAGI 3.2). 2. Marking of Courses (BHAGI 3.4). 3. Number Boards and TV Screens (BHAGI 3.4). 4. Running Rails (BHAGI 3.4). 5. Winning Post (BHAGI 3.4). 6. Fences, Open Ditches and Water Jumps (BHAGI 3.5). 7. Hurdles (BHAGI 3.6). 8. Warning Markers/ Course Direction Markers (BHAGI 3.7). 9. Plans of Sub-Surface Works (BHAGI 3.2). 10. Racetrack Floodlighting (BHAGI 3.9). 11. Integrity Services (BHAGI ). 12. Stewards Boxes (BHAGI 8.1). 13. Stable Yards and Horse Box Park (BHAGI 7.1). 14. Office for BHA Security (BHAGI 7.1). 15. Racecourse Stables Cleaning Programme (BHAGI 7.2). 16. Canteen and Hostel (BHAGI 7.4). 17. Weighing Room (BHAGI 8.3). 18. Unsaddling Enclosure (BHAGI 8.4). 19. The Paddock (BHAGI 8.4). 20. Starts (BHAGI 10.1). 21. Medical Facilities (BHAGI 11.1). 22. Sampling Unit (BHAGI 12.3). 23. Veterinary Arrangements (BHAGI 12.1 Personnel, 12.2 Equipment and Facilities). 24. Judges Boxes (BHAGI 8.2). Racecourse Training Manual Page 29

30 It is the responsibility of the racecourse management to confirm that it complies with all these BHAGIs, or to notify the Racecourse Department on points where it fails to comply. In addition, the annual licence application seeks assurance on public liability insurances from the racecourse. 6.6 The Racecourse Manual (the ideal standard) Britain has the greatest variety of racecourses in the world. Each has a different character, but as racing has become more regulated, it has been necessary for racecourses to conform to certain minimum standards. These have been, and continue to be, developed and are largely found in the Rules and BHAGIs. The Racecourse Manual intends to be useful to existing racecourses who wish to carry out modifications and redevelopment, and to new racecourses which may be built in the future. It inevitably tends to be a statement of the ideal standards that racecourses may seek to achieve. Where it sets out mandatory standards, reference is made to the relevant Rules and BHAGIs. Racecourse Training Manual Page 30

31 7. RULES OF RACING It is essential that the Managing Executive is wholly familiar with the Rules of Racing which govern the running of racing. All Rules are approved by the BHA Rules Committee and are ratified by the Main Board of the BHA. 7.1 The Rules of Racing Each racecourse will be sent two copies of the Rules (a loose leaf document), one copy for the Managing Executive and the other for the Stewards Room. The Rules can also be found at ( which is where all amendments to the Rules are published. Managing Executives will be required to keep their copies of the Rules up to date by downloading all Rule amendments and inserting them into the Rules file. 7.2 The BHA General Instructions (BHAGIs) BHA General Instructions (BHAGIs or General Instructions) are published as a looseleaf document by the BHA and are directed to Managing Executives. The operating procedures of the BHA officials (BHAOPs) also appear in this document. The BHAGIs are divided as follows; Section 1. Compliance/ Emergencies & Public Order Section 2. Race Planning Section 3. The Racecourse Section 4. Integrity Services Racecourse Training Manual Page 31

32 Section 5. Broadcasting & Photography Section 6. Appointment of Stewards & Clerk of the Course Section 7. Racecourse Stabling, Canteen & Overnight Accommodation Section 8. Stewards Boxes & Room/ Judges Box/ Weighing Room/ Changing Rooms/ Paddock Area etc. Section 9. PASS Cards & Badges/ Other Racecourse Personnel/ Racecards Section 10. Starting Issues Section 11. Medical Services on Racecourses Section 12. Veterinary Services on Racecourses 7.3 The BHA Guide to Procedures and Penalties The BHA Guide to Procedures and Penalties, containing information on areas that principally affect Stewards, is produced and updated annually by the BHA Disciplinary Department. The Guide is intended to ensure that panels of Stewards adopt a uniform approach in calling for and holding enquiries. It contains procedures and charts that Stewards should refer to at all times when deciding on the appropriate course of action. Racecourse Training Manual Page 32

33 7.4 Racing Calendar The Racing Calendar is produced weekly by the BHA to publish: Race conditions covering a one week period four weeks hence, or races closing earlier. Individual conditions are drawn up by the Clerks of the Course, usually following consultation with the BHA's Racing Department; Notices highlighting changes to Rules Other matters of relevance to owners, trainers and jockeys. 7.5 The Programme Book The Programme Book is an advanced version of the Races to Close section of The Racing Calendar, published four times a year in loose-leaf form, detailing race conditions. It is issued in February, May, August, and November, usually six weeks in advance of the first race meetings covered. Racecourse Training Manual Page 33

34 8. PERSONNEL This section includes the roles and responsibilities of raceday personnel (the British Horseracing Authority and racecourse) with whom the Clerk of the Course is likely to come into contact. The allocation of duties may vary slightly from racecourse to racecourse. 8.1 The British Horseracing Authority The British Horseracing Authority is involved in virtually every aspect of the day's racing from weighing out jockeys to collecting samples from horses after racing. Its members include: Stipendiary Stewards Clerks of the Scales Judges Starters Veterinary Officers Veterinary Technicians Stable Security Officers Weighing Room Security Officers Inspectors of Courses Investigating Officers Handicappers Racecourse Training Manual Page 34

35 8.2 Stipendiary Stewards Reports To: Head of Stewarding Role Overview: A Stipendiary Steward has the powers of a Steward of a meeting in accordance with Rules (B)1 and (B)2, or has been co - opted onto the panel to assist the Stewards relating to the conduct of the meeting as provided for in the same Rules. 8.3 Clerk of Scales Reports To: Team Principal for Clerks of the Scales Role Overview: To assist in guaranteeing the integrity of racing by interpreting and implementing the Rules, Instructions and requirements of racing concerning all Weighing Room procedures and to provide information and advice to the public and those professionally involved at assigned race meetings. 8.4 Judge Reports To: Team Principal for the Judges Role Overview: meetings. To provide a true record of the finish of every race at assigned 8.5 Starter Reports To: Team Principal for the Starters Role Overview: To control all horses, riders and racecourse personnel at the start and ensure that a fair start, in accordance with the Rules of Racing and Standard Operating Procedures, is given for each race at assigned race meetings. Racecourse Training Manual Page 35

36 8.7 Veterinary Officer (VO) Reports To: Senior Veterinary Officer Role Overview: Veterinary Officers safeguard the integrity of racing by verifying the identity of horses, supervising the collection of post-race samples from approximately 10 per cent of all runners and playing a central role in the administration of the Rules and Instructions related to whip use, running and riding enquiries, non-runners, vaccination, tack, shoeing etc. Details concerning the Veterinary Officer and Veterinary Surgeons are in Section 18 - Racecourse Medical and Veterinary Arrangements 8.8 Veterinary Technician (VT) Reports To: Senior Veterinary Officer Role Overview: To be responsible, under the direction of the Veterinary Officer, at assigned race meetings, and during tests in training, for sample collection, and horse identification. To assist the Veterinary Officer with other duties, including clinical examinations. Details concerning the Veterinary Technician are in Section 18 - Racecourse Medical and Veterinary Arrangements. 8.9 Stable Security Officer Reports To: Security Operations Supervisor Role Overview: To assist in maintaining the security of racecourse stables, thereby protecting racehorses from interference, prior to and during racing Racecourse Training Manual Page 36

37 8.10 Weighing Room Security Officer Reports To: Security Operations Supervisor Role Overview: To ensure that a high level of security is maintained within Weighing Rooms thereby deterring and detecting any challenge to the integrity of racing. The post holder, who will be a duly authorised official under the Rules of Racing, will be responsible for the supervision and direction of Weighing Room staff employed by the racecourse. Any infringements of the Rules of Racing and British Horseracing Authority General Instructions relevant to the security of the Weighing Room will be referred to the Stewards of the meeting Inspector of Courses Reports To: Senior Inspector of Courses Role Overview: To minimise the risks for horse and rider, and to ensure the provision of all the relevant facilities for the smooth and efficient running of racing. To advise Racecourses on the safety and integrity requirements of the British Horseracing Authority, and encourage the provision of the optimum racing surface. To visit Point to Point courses, and in conjunction with the Local Inspector, ensure compliance with the British Horseracing Authority Regulations and Instructions. Details concerning the Inspector of Courses are in Section 6 - Role & Function of BHA Racecourse Inspectorate Racecourse Training Manual Page 37

38 8.12 Investigating Officer Reports To: Head of Investigations Role Overview: To enhance the integrity of racing by conducting investigations and enquiries into potential breaches of the Orders and Rules of Racing on behalf of the Disciplinary and Licensing Committees. To identify and prevent malpractice as defined by the Orders and Rules of Racing. To gather intelligence to identify persons who may be involved in breaches of the Rules, or who may be involved in corrupting registered or licensed persons to influence the outcome of any particular race. To prepare reports to be submitted to the Gambling Commission, Police or other Law Enforcement agencies when, during the course of an investigation into corruption, a crime is identified in connection with horseracing in Great Britain Handicapper Reports To: Head of Handicapping Role Overview: To provide based upon analytical, evaluative and innovative thought (as applied to the Form Book) effective Handicap Ratings for a designated group of horses, thus enabling those horses to compete in Handicap Races with equal opportunity, and, when necessary, to assist in the implementation of Elimination and Balloting procedures. Also to evaluate the performance of horses in domestic and European Pattern races and other International Races. Racecourse Training Manual Page 38

39 8.14 Racecourse Medical Officer (RMO) Details concerning the Racecourse Medical Officer are in Section 18 - Racecourse Medical and Veterinary Arrangements Local Stewards The Rules of Racing stipulate that there must be at least four local Stewards in attendance at each meeting, one of whom will be the Chairman. Local Stewards are volunteers appointed by the Racecourse Executive (details in BHAGIs), but they and the Chairman have to be approved by the BHA Stewarding Committee. BHAGIs lay down the requirements for the selection, training and approval of local Stewards, and the responsibilities of Racecourse Executives. All new Stewards are required to take part in a formal training scheme known as the Trainee Stewards Scheme. Under this scheme, two categories of Trainee Stewards will train on the racecourse prior to their attendance at a Trainee Stewards' Seminar and subsequent approval. There will be Trainees nominated by the Racecourse Executives and those nominated by the Disciplinary Committee. The raceday responsibilities of the Local Stewards are laid down in BHAGIs. The Stewards may hold an Enquiry as a result of their own observations, or in response to an objection being lodged by a jockey, owner or trainer, or because of a report of a breach of the Rules and Instructions from a BHA Official. The Stewards have the authority to impose fines, to a maximum of 3,000 and to caution or suspend jockeys for up to a maximum of 21 days. They have power to suspend a horse for up to 40 days. They may also refer the issue to the BHA Disciplinary Committee if they deem that more severe action is appropriate or, if they do not have all the evidence at hand to complete an Enquiry. Racecourse Training Manual Page 39

40 8.16 Advanced Flag Operator Reports To: Clerk of the Course and Starter Role Overview: Previously the responsibility of the BHA, the AFOs are now appointed by the racecourse and are a mandatory position. On arrival 2 hours before the first race, the Advance Flag Operator must sign in. Half an hour before the first race the Advance Flag Operator must contact the Starter. AFOs are responsible for stopping the race in the event of the Starter signalling a false start. Additionally, they are to aid the Starter in starting races by flag when necessary Stable Manager Job Description The Stable Manager is an employee of the racecourse, appointed by the Racecourse Executive, and is usually responsible to the Racecourse Manager. They are to ensure the stables complex is kept in a safe and hygienic condition and to ensure the smooth running of same on racedays Principal Accountabilities The following provides a comprehensive list of the tasks which need to be done. It may be that these responsibilities are carried out by a number of different people. Prior to racing the stable manager is to ensure that the looseboxes, veterinary treatment box and saddling boxes have been mucked out, disinfected or steam cleaned as required; the mangers scrubbed out and the looseboxes bedded down. Racecourse Training Manual Page 40