Nerula

NZTR Have Plans

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MESSAGE FROM NZTR BOARD & CEO

A TIME FOR ACTION

In 2020, like most in the world of sport and entertainment we were stopped in our tracks. Since then we have reset with a proactive and decisive action plan.

As a Board we reflected on the pain and damage to our industry over the last 12 months resulting in this plan with seven areas for action, to deliver the industry overall outcomes for benefit now and in the future. We have included a timeline to each action to hold management accountable for performance and deliverables.

The areas for action set out key focus areas to drive improved industry performance. Our focus is broad, but
we see upside in areas of wagering revenue, participant welfare, enhancing the racing product and the way in which we market and present the sport.

At times you may disagree with our lead, but always remember our role is industry first. That principle is embedded in every decision we make and what is best for the future is not necessarily that which was best historically.

This is our opportunity as an industry to make the aspirational changes which will count; the inspiring changes which will see us lift standards and our levels of professionalism. We need to be brave, ambitious, creative, forward-looking and, most importantly, supportive and ready for change.

It is time to stop the talk and take action.

“always remember our role is

industry first”

AREA FOR ACTION 1 – THE RACING PRODUCT

Current situation

The racing calendar is the industry’s greatest asset, driving customer engagement and wagering turnover to fund
the sport. Based in large part on historical or traditional dates, the racing calendar is to be more rigorously tested to
ensure both opportunities for new events and to ensure we are maximising the wagering revenue opportunity.

There are opportunities to grow the exposure of our product, enhance the broadcast opportunity and wagering revenue to grow returns to stakeholders. Recent changes to the Racing Act, including the introduction of Product Fees for overseas operators, provides a unique opportunity to review how we present our racing; not just race dates but the whole racing product.

What success looks like

We have looked beyond the domestic wagering market, enhancing the racing product through adapting timeslots to support wagering broadcast opportunities, the introduction of key initiatives and feature events within the racing calendar. We have grown revenue, maximising the domestic market and focusing on international growth through, firstly, Australia and internationally, via a broader range of partners.

We have innovated in key customer periods of the year to drive greater punter and mainstream interest, showcasing the sport in multiple ways. The focus is on growth and the subsequent returns this will provide owners and participants.

Timeline

Milestone 1

Industry consultation commences on a broad range of issues including calendar opportunities and how
we strengthen current areas of weakness or opportunity

August 2021

Milestone 2

Board to consider feedback and agree actions resulting from industry consultation

October 2021

Milestone 3

Where possible, changes incorporated into the 2022/2023 racing calendar (or later as required)

December 2021

“The focus is on growth and the subsequent returns this will provide owners and participants.”

AREA FOR ACTION 2 – VENUES

Current situation

We continue to address the key issues identified
in NZTR’s Venue plan and raised in the Messara Report, though there remain challenges with
venues that are under-invested, run down and not up to an acceptable standard for today’s customer. Despite the best intentions of committed volunteers, many venues are in urgent need of major development or repositioning in terms of their role in the industry.

Our current venue structure places significant demands upon industry funds. There is a need for clubs to adapt to stay relevant and sustainable.

What success looks like

We have advanced progress with regional solutions as set out in the NZTR Venue Plan including both the broader Auckland and Waikato solutions.

We have a costed schedule in place for investment, reconstruction and/or upgrading of key venues, as well as all synthetic tracks fully utilised with maintenance programs in place and funded.

Redeveloped venues are meeting consumer expectations with Health & Safety standards also lifted. Consistency of racing surfaces is providing greater punter confidence and wagering outcomes. The overall result is a sustainable, affordable venue footprint meeting both our community and professional needs.

Timeline

Milestone 1

Venue Plan version 3 delivered for industry consultation

August 2021

Milestone 2

Track investment plan for venues supported by the Venue Plan is created

August 2021

Milestone 3

Three synthetic tracks completed on schedule and to budget

March 2022

“The overall result is a sustainable, affordable venue footprint meeting both our community and professional needs.”

AREA FOR ACTION 3 – PARTICIPANTS

Current situation

The racing industry has difficulty, for various reasons, in attracting and retaining suitably qualified personnel. As a result, the industry maintains a heavy reliance on a large immigrant workforce and the associated visa issues and uncertainty this brings.

Our existing workforce has wide-ranging levels of professionalism
and competency combined with a lack of entry-level or informal qualifications for many roles, while some industry roles suffer from an image problem among the broader community. These factors, along with the lack of more-clearly defined career paths, contributes to racing being absent from a list of aspirational career options.

In addition, we have licensing standards that do not meet global best- practice, so an opportunity to lift licensing standards exists.

What success looks like

We have developed an ‘Academy-type Recruitment Programme’ and have partnered with specialist education providers to access the skills and scale the industry needs. We have created industry- specific training programmes, linking external specialist skills

to our own frameworks and governance of the sport.

Our workforce is excited about their future within the industry, they have clear career paths and are proud to be involved in racing. Our employers are rewarded with engaged, professional and focused staff, retaining local talent. Our industry standards and levels of professionalism, including licensing standards, are lifted.

Timeline

Milestone 1

NZTR Board to review and agree recommended structure of future E&T and licensing model

May 2021

Milestone 2

Information shared with industry on future model for E&T and licensing

July 2021

Milestone 3

Final decision and implementation plan (including phase 1 for 21/22)

August 2021

“Our workforce is excited about their future within the industry, they have clear career paths and are proud to be involved in racing.”

AREA FOR ACTION 4 – CLUBS

Current situation

The current Club model is outdated and unsustainable with a duplication of resources and little focus on developing or retaining talent. Committees are largely run by volunteers with a passion for the industry with little succession planning.

Few clubs are maximising the commercial opportunities presented to them. Mechanisms in the current Club Funding Model are outdated and not driving the right outcomes.

What success looks like

A stronger more sustainable model for the future. Clubs working together, the utilisation of Hub models with multi-club alignment and shared resources has been established.

Clubs are encouraged to create added revenue streams; establish strong community relationships; and business opportunities. Funding is aligned to club behaviour, rewarding those who innovate.

Timeline

Milestone 1

Club Funding Model finalised for 2021/2022

May 2021

Milestone 2

Transition plan for the establishment of a hub for the CD Clubs has been agreed

August 2021

Milestone 3

Future opportunities for Club hubs in other regions explored

October 2021

“Clubs are encouraged to create added revenue streams; establish strong community relationships; and business opportunities.”

AREA FOR ACTION 5 – MARKETING & PR

Current situation

The perception and presence of racing in the mainstream media is poor. The industry has scarce and (often)
poorly utilised resources in relation to marketing and PR expertise. The roles and responsibilities of the stakeholders are not clear, and we are not attracting new talent in this area.

We have built some equity in the LOVERACING.NZ brand but need broad industry support to broaden racing’s appeal outside of diehard followers. We need to grow interest and participation in horse racing, creating insights and new fans.

What success looks like

New Zealand thoroughbred racing has an overarching marketing and promotional strategy that is supported by the industry. The capabilities of both NZTR and industry stakeholders are leveraged, and an industry-wide collective approach is taken to marketing of the industry and events.

Our stories are getting racing into the mainstream media. We are catering for all fans – new and old, expert and beginner. We are attracting younger, more digitally-savvy and more socially connected fans.

Timeline

Milestone 1

Club website network completed and delivering a significantly improved fan experience

May 2021

Milestone 2

Future model for event infrastructure developed and agreed (previously The Races)

May 2021

Milestone 3

Future Marketing and PR operation and model agreed and transition has started

August 2021

“Our stories are getting racing into the mainstream media.
We are catering for all fans – new and old, expert and beginner.”

AREA FOR ACTION 6 – WAGERING AND CONTENT

Current situation

NZTR has identified opportunities to work with partners to better promote and position the New Zealand racing product offshore. This work, commencing with the Australian market, will deliver improved returns to enable NZTR to invest and better reward participants.

The new legislation presents an opportunity for the codes to develop more direct commercial relationships, improving both revenue opportunities and customer outcomes. Due to a range of constraints, we have not been maximising distribution (and hence revenue) in international markets, missing opportunities in ways to benefit returns for our participants.

What success looks like

A range of deeper partnerships are developed, created through direct relationships with wagering operators and other partners, to drive improved commercial returns. There is greater awareness of New Zealand racing offshore, with more regular promotion to drive interest and generate revenue.

Our data and vision are more widely distributed and more effectively monetised, enabling NZTR to provide greater returns to industry participants.

Timeline

Milestone 1

Additional Australian bookmakers captured under Product Fee and vision arrangements

May 2021

Milestone 2

IP audit complete and agreed framework in place

June 2021

Milestone 3

Australian market initiatives agreed and commercial agreements in place

July 2021

“Data and vision are more effectively monetised, enabling NZTR to provide greater returns to industry participants.”

AREA FOR ACTION 7 – THE BUSINESS OF RACING

$

Timeline

Milestone 1

Continuation of regional solutions as part of the NZTR Venue Plan

Ongoing

Milestone 2

Procurement audit completed and opportunities identified working with Clubs

September 2021

Milestone 3

Sponsorship assets audit completed, and opportunities identified working with Clubs

November 2021

Current situation

Despite our industry contributing $1.6 billion to the economy annually, racing has not effectively used that size and scope to its advantage.

We own key assets, both physical and non-physical, but a disjointed approach to aggregating and monetising these assets has meant we’ve under-delivered on the returns available to the industry.

What success looks like

We have brought the industry together, recognising the value of an aggregated approach. We have monetised dormant assets, aggregated non-physical assets such as sponsorships and races to create value for new, national sponsors and/or create broadcast opportunities.

We have streamlined industry administration through the creation of hubs and ensured clubs have a focus which is less on racing and more on events and community engagement. Our collective scale and a united approach provide significantly improved commercial outcomes.

“Our collective scale and a united approach provide significantly improved commercial outcomes.”

LOVERACING.NZ/NZTR

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Farrrrqq me, has John Allen returned.

That has him written all over it.

Farq , we know what is wrong with the Great game and this diatribe is a great example of it.

Bullet points with a brief synopsis which doesn't actually do or say anything.

We read this shit every year and that is all that happens.

Good luck for the short term future......

 

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The problem lies in that there doesn't seem to be anything new present in the presentations. Have a look at this. I proposed this first in 2017, then debated it in 2018, then as a result of nothing being done followed up in 2019. The gist of this is that we need to redo then entire backend of the NZTR Information Processing System to allow the next revolution of business to occur. We're sweating on the smaller stuff without addressing the big bang features that we desperately need. Now I'm not pointing the bone of inactivity to any individual person, just maybe questioning the way the team addresses new materially important projects as a collective when engaging with weirdos like me who come along with modern ideas.Micro Syndication missed opportunity.msg

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The TR directors plan is aspirational, but at least its a plan.  It is a stick stakeholders can beat them with - that is if they care enough .

A key thing is now TR are the recognised owners of the intellectual property they will have funds from that source. Thats another thing to keep an eye on.

I am not an apologist for TR, TAB or any other outfit. Like you I am a observer

Quote - If you fail to take an interest in politics you will be governed by people more stupid than you. Aint that the truth

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I doubted that I was terribly interested to read this. However, a few paragraphs of corporate speak convinced me to sell my computer. Even give it away.

Should N.Z.T.R. look elsewhere than the N.Z. T.A.B. for a gambling service? Who owns what?

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Charles Bukowski's comments above were totally brilliant.

Saundry & Co. state that the club system is not good as there is no succession planning. 

Saundry fails to realise that competent volunteers will not put their names forward to help in an industry that is run by people like Saundry.  Instead of having one foot in the departure lounge Bernard should help our industry by putting the other foot in the departure lounge.

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On 4/1/2021 at 4:42 PM, Nerula said:

What success looks like

We have brought the industry together, recognising the value of an aggregated approach. We have monetised dormant assets, aggregated non-physical assets such as sponsorships and races to create value for new, national sponsors and/or create broadcast opportunities.

We have streamlined industry administration through the creation of hubs and ensured clubs have a focus which is less on racing and more on events and community engagement. Our collective scale and a united approach provide significantly improved commercial outcomes.

 

What drivel 

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10 hours ago, Phar Lap Fan said:

I doubted that I was terribly interested to read this. However, a few paragraphs of corporate speak convinced me to sell my computer. Even give it away.

Should N.Z.T.R. look elsewhere than the N.Z. T.A.B. for a gambling service? Who owns what?

You havnt really given up your computer?

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As an Industry this is totally not acceptable.

This is from John Allen 101 corporate speak.

Make a lot of nice headings and blah blah blah 

This is exactly what Brown Bayliss and Allen have justified their 6 figure salaries on.

Saundrys article in Raceform this week was absolute drivel.

C'mon , is that all you've got you Fraud !

Compare that to any Brian De Lore article and it's so poles apart it's like a smack in the chops.

I understand the Te Akau's , Baker/Forsmans , Marsh stables are doing ok thank you very much but these are the guys we need to hold these clowns to account. 

That drivel is exactly what those previous morons rammed down our throats.

Remember Andrew Brown told us we would eventually have the best betting and racing jurisdiction in the world, ahead of HK and the rest of the world in 2 years...

And no-one held that imposter to account back then....

It's a wonder we're still operational

 

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Would you have preferred the TR Board would have come out with what else? It is up to all stake holders to keep the Boards feet to the fire if they aren't making progress.

BTW Brown was a NZRB appointment not TR wasnt he?

CB if you are that distressed about racing there are other activities you could do, like say Polish dancing. You are good at jumping up and down. Why not save it

until this new board shows lack of progress. 

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what most people dont realise is BS is giving them a slimmed  down fabricated version of what they already had and calling it success, then to top it all off bolting!,

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44 minutes ago, Nerula said:

Would you have preferred the TR Board would have come out with what else? It is up to all stake holders to keep the Boards feet to the fire if they aren't making progress.

BTW Brown was a NZRB appointment not TR wasnt he?

CB if you are that distressed about racing there are other activities you could do, like say Polish dancing. You are good at jumping up and down. Why not save it

until this new board shows lack of progress. 

If you're happy with that drivel , then you are part of the problem.

Thought the Owners Fed would be up in arms.

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CB. The Owners Fed are very pro-active. You will know they have called for chairman C George to step down. They with Trainers are very long suffering.

I said I was an observer just like you. I watch and report to hope our members are informed.

The new board of TR has been commented on favourably by others in the industry who know them. Even P4P , who has had issues with TR , and personal knowledge of the appointees that I dont have. I accept the words of others that are better informed.

I cant live in a sea of negativity.

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Racing: Big changes on the way for racing industry

By: Michael Guerin
 

The heads of New Zealand thoroughbred racing have drawn a line in the sand and say the time for change is now.

New Zealand Thoroughbred Racing chair Cameron George says implementing change in seven key areas is no longer negotiable and NZTR don't greatly care who is upset by it as long as it is for the greater good of the industry.

NZTR sent a document, obtained by the Herald, to club and kindred bodies late Thursday afternoon outlining not only the areas the industry needs to improve in but most importantly the exact time frames they want change to occur in.

"We are not writing another huge strategic plan and then sitting around talking about how to get it done," George says.

"We have to make changes now and it is our job to lead thoroughbred racing where it needs to go. We want everybody in the code to embrace it.

"We can't maximize the potential of this industry, and therefore its returns, sitting around arguing about everything and different groups' self-interests."

The report gets straight to the point.

"At times you may disagree with our lead, but always remember our role is industry first," says the report signed off by George and NZTR chief executive Bernard Saundry.

"That principle is embedded in every decision we [NZTR] make and what is best for the future is not necessarily that which was best historically.

"This is our opportunity as an industry to make the aspirational changes which will count; the inspiring changes which will see us lift standards and our levels of professionalism.

"We need to be brave, ambitious, creative, forward-looking and, most importantly, supportive and ready for change.

"It is time to stop the talk and take action."

George has the buy-in of the NZTR board and Saundry but he says there will be accountability to ensure change is made, and that means inside NZTR as well as the industry.

While racing administration bodies writing documents is nothing new the aggressive intent from NZTR is impossible to miss and the reports gives dates for when they want to see progress and what they want that progress to look like.

George has already proven himself to be a change agent as chief executive of the Warriors rugby league club and he says the thoroughbred code has to be responsible for itself before worrying about the all-important TAB payout, which is expected to be significantly higher this year.

"That money is important but we need to make our industry as efficient and progressive as possible before we get that money, then do the right thing with it.

"We need to look at every opportunity.

The seven key areas for change in what NZTR are calling "a leadership document" and what outcomes they want from that change are:

1: The racing product

Goal: "The focus is on growth and the subsequent returns this will provide owners and participants."

2: Venues

Goal: "That the overall result is a sustainable, affordable venue footprint meeting both our community and professional needs."

3: Participants

Goal: "That our workforce is excited about their future within the industry, they have clear career paths and are proud to be involved in racing."

4: Clubs

Goal: "Clubs are encouraged to create added revenue streams; establish strong community relationships; and business opportunities."

5: Marketing and PR

Goal: "Our stories are getting racing into the mainstream media. We are catering for all fans – new and old, expert and beginner."

6: Wagering and content

Goal: "Data and vision are more effectively monetised, enabling NZTR to provide greater returns to industry participants."

7: The business of racing

Goal: "Our collective scale and a united approach provide significantly improved commercial outcomes."

That will mean a more fluid approach to how the industry uses resources to make money, how they engage with overseas betting operators to promote New Zealand racing, and how to attract and educate more people to work inside the industry.

Two key areas of focus will be the racing calendar, as in when races and carnivals are held and even what time of day meetings are held to maximise turnover opportunities and the interaction with overseas betting operators.

The latter means NZTR sees overseas bookies as potential business partners, not enemies.

Those running NZTR want change, they want all seven areas actioned in 18 months and it sounds like they are willing to convince or even go to battle with those inside the industry who stand in their way.

Coming on the back of the enormous changes already made since the Messara report, at TAB level, and with the historic agreements afoot between Ellerslie, Pukekohe and Avondale, thoroughbred racing may finally be gaining momentum to meaningful and permanent change.

Which will lead to the one factor always raised during any conversation in the racing industry: better returns - or as racing people like to call it, better stake money.

But this time it sounds like NZTR want much more than that.

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