2014-17
STRATEGIC PLAN
RACING QUEENSLAND
THREE CODES, ONE STRATEGY
STRATEGIC PLAN RACING QUEENSLAND
THREE CODES, ONE STRATEGY
1
CONTENTS
OVERVIEW
STRATEGIC OBJECTIVES
BUILDING PASSION FOR OUR SPORT
CREATING A COMPELLING RACING PRODUCT
INCREASING AND DIVERSIFYING REVENUE
BECOMING A DATA-DRIVEN, TECHNOLOGY-LED INDUSTRY
CHAMPIONING ANIMAL WELFARE INVESTING IN INFRASTRUCTURE
CELEBRATING OUR PEOPLE
UPHOLDING INTEGRITY
TRACKING OUR SUCCESS
STRATEGIC PLAN RACING QUEENSLAND
THREE CODES, ONE STRATEGY
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5
6
8
9
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12
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14
16
17
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OVERVIEW
The strategic plan sets out Racing
Queensland’s vision for the next three
financial years, 1 July 2014 to 30 June
2017. Internal and external stakeholders
were consulted in the development of the
strategy and many of the valuable inputs
received have been incorporated or noted
for the future.
The strategy outlined in this document
presents a new and exciting future of racing.
It demands a youthful and collaborative
approach to drive change and deliver
powerful outcomes securing the future
sustainability of our industry. Over the next
three years and beyond, Racing Queensland
must strive to become the most innovative
and commercially-focused racing governing
body in Australia. There must be a continued
and consistent approach to drive wagering,
participation and awareness across all three
codes in everything we do.
The racing landscape is shifting dramatically,
presenting numerous threats and
opportunities. As with all mature businesses
the challenge will be to adapt and meet the
demands of an ever-changing market.
STRATEGIC PLAN RACING QUEENSLAND
THREE CODES, ONE STRATEGY
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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
STRATEGIC PLAN RACING QUEENSLAND
on continued improvement and building
consumer confidence.
Racing as an industry is coming to terms
with its ability to stay relevant in modern
society. The consumption of racing content
and wagering on digital platforms is growing
significantly. Digital demand for our product
requires a rapid response to bridge the
current technology gap and deliver the
sophisticated experiences that customers
expect online.
By developing a strategy for all three
codes, Racing Queensland has a unique
opportunity to take a holistic approach to
building the future of the racing industry.
A healthier competitive environment will
benefit the industry as a whole as well as the
individual code.
There is no doubt we are at an exciting
juncture in our industry’s history. I believe
the 2014-17 strategic plan will enable all
stakeholders to unite and share in our
common goals.
Darren Condon
Chief Executive Officer
Racing Queensland
THREE CODES, ONE STRATEGY
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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 PLAN RACING QUEENSLAND
STRATEGIC OBJECTIVE
GOALS
Building passion for our sport
Broaden the appeal of racing; grow the fanbase and increase attendances.
Creating a compelling racing product
Create high intensity racing programs that optimise attendance and
wagering outcomes.
Increasing and diversifying 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
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.
Celebrating our people
Nurture our organisation and an industry that is people-led. Create a culture for
success through recognition and rewards.
Upholding integrity
Ensure the Queensland racing industry operates with integrity at all times. Build our
intelligence capability and strengthen our grip on non-compliant activity.
THREE CODES, ONE STRATEGY
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BUILDING PASSION
FOR OUR SPORT
Goal: Broaden the appeal of
racing; grow the fanbase and
increase attendances.
STRATEGIC INITIATIVES
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 PLAN RACING QUEENSLAND
•
Create a consumer-facing brand that delivers relevant
messaging and acts as a call-to-action for all consumer
marketing activity. By November 2014.
•
Work with clubs to develop a new marketing strategy for
the Queensland Winter Carnival for all three codes.
By November 2014.
•
Build awareness and interest in racing through strategic
media partnerships. By November 2014.
•
Identify and develop industry talent; raise the profile of
sporting heroes, racing personalities, horses and dogs.
Appoint and contract ten industry ambassador roles.
By December 2014 and ongoing.
•
Map the pathway to ownership and build interest in owning
across all three codes. By March 2015 and ongoing.
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Develop a community engagement strategy and
volunteer program to drive interaction with our stars,
the horses and dogs to encourage the community to see
racing as more than a gambling entity. By June 2015.
•
Develop a country strategy. Launch regional hubs
at Townsville, Toowoomba, Mt Isa, Longreach,
Rockhampton. By June 2016.
•
Maximise exposure of RQ’s racing product. Develop and
strengthen our media assets and rights in broadcast
media, e.g. Sky Racing, Channel Seven Brisbane Racing
Carnival. By June 2017.
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STRATEGIC PLAN RACING QUEENSLAND
THREE CODES, ONE STRATEGY
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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 2014.
•
Improve the standard of the country racing product to
ensure its sustainability. Ongoing.
•
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.
Improve the industry’s overall presentation of its product
and people to project a consistent and professional
image. By January 2015.
•
Deliver initiatives that increase field sizes, prizemoney,
promotion, incentives and benefits. Ongoing.
•
Deliver breeding programs that support the Queensland
breeding industry, encourage ownership and deliver high
returns to owners. By August 2014.
•
Develop a more viable ownership model and create a
robust marketing strategy to attract new owners to the
industry. By November 2014.
•
Develop initiatives to increase wagering on-course via
wagering partner. By December 2014.
•
Further develop the Winter Racing Carnival as
Queensland’s flagship product. By October 2014
and ongoing.
•
STRATEGIC PLAN RACING QUEENSLAND
Negotiate an agreed level of corporate bookmakers’
advertising spend to promote racing in Queensland.
By July 2015.
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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 PLAN RACING QUEENSLAND
STRATEGIC INITIATIVES
•
•
•
•
•
Successful negotiation of the new wagering licence.
By July 2014.
Work with government and wagering operators to
develop innovative wagering products to meet consumer
demands. By July 2015.
Work with wagering partner to develop relationships with
clubs to expand reach and stimulate growth.
By December 2014.
Encourage clubs to implement initiatives to increase
wagering on-course via wagering partner.
By September 2014.
Educate industry stakeholders on the vital importance and
benefits of betting with Queensland’s wagering partner.
By February 2015.
THREE CODES, ONE STRATEGY
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•
•
•
•
Allocate an agreed level of corporate bookmakers’
advertising spend to promote racing in Queensland.
By July 2015.
Allocate dates to TAB meetings in order to reduce
expenses and ensures efficient management of assets.
By August 2015.
Partner with Tourism and Events Queensland to promote
the Queensland racing industry, interstate and overseas. .
By January 2015.
Develop and originate new sustainable and alternative
revenue streams. By October 2015.
Liaise with other sports to utilise racing facilities and
services. By December 2015.
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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.
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 2014.
•
Daily, weekly and monthly dashboards will be
implemented across the business to communicate and
measure key performance indicators. By September 2014.
•
A customer relationship management (CRM), access
control and ticketing project will be developed to
illustrate the benefits these technologies can deliver at
both club and industry level. SCTC to be used as a test
site. By June 2014.
•
A digital strategy will be developed in conjunction with
clubs to deliver relevant racing content consistently
and drive wagering growth, meeting the needs of the
modern fan base. By June 2014.
•
•
A business intelligence tool will be implemented to
enable more sophisticated analysis. By December 2014.
Utilise wagering data to improve club standards and
increase wagering return. By April 2015.
Clubs to be better supported in the
management of their businesses and to
provide meaningful data and analysis to
help guide their decision-making.
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STRATEGIC PLAN RACING QUEENSLAND
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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 PLAN RACING QUEENSLAND
STRATEGIC INITIATIVES
•
Adopt recommendations from the Office of Racing Report
released in 2014 into Greyhound Racing. By June 2015.
•
Create a well-funded leading welfare program that sets a
benchmark for other states to follow. By June 2015.
•
Develop minimum standards required for the housing
of animals, racetrack standards, breeding and rehoming.
By December 2014.
•
Develop an industry education programme to promote
welfare initiatives and standards to participants.
By June 2015.
•
Take a strong approach to welfare breaches and ensure
that severe penalties are enforced. By July 2014.
THREE CODES, ONE STRATEGY
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Develop a communication plan that engages community
groups and illustrates the importance we place on the
wellbeing of our racing animals. By April 2015.
•
Continue to foster relationships with welfare agencies
and implement an effective program for information
sharing. This will enable racing administrators to
safeguard our sport by preventing those who pose a risk
to the welfare of our racing animals, from entering the
industry. Ongoing.
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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 PLAN RACING QUEENSLAND
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 2014.
•
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.
•
Improve and maintain racing surfaces throughout
Queensland. Ongoing.
•
•
Develop multi-purpose, modern sporting and
entertainment precincts. Ongoing.
Gaming entitlements for race clubs - a plan will be
developed for the roll out of some community club test
sites once this entitlement is approved. By October 2015.
•
Two community club test sites to be selected and
opened by December 2017.
•
Implement more robust controls following the
implementation of new assets/facilities and ensure
clubs follow the maintenance plans developed for
them. By December 2014.
•
Set minimum standards for clubs to meet in regards to
presentation of their racecourse, wagering facilities and
members’ facilities. By July 2014.
•
Introduce a state-of-the art wagering lounge at every
TAB course. By June 2017.
•
Develop a strategy to source grants and support from
local councils where race clubs form a major part of
the town’s culture to assist in the cost of infrastructure.
Grant strategy developed and application process
commenced by June 2014.
•
Phase 2 of Industry Infrastructure Strategy to be
completed - GCTC Sand training Track to be completed
December 2014, Townsville Turf Club Upgrade to be
completed May 2015, BRC Eagle Farm Course Proper
$10 million completed April 2015, Logan $12 million
July 2015, Albion Park Grandstand to be completed
December 2015. New Gold Coast Harness Racing
facility to be completed February 2016.
THREE CODES, ONE STRATEGY
*Dates are subject to planning approvals.
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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 2015.
•
Develop effective career and learning pathways that grow
participation and involvement. Commencing June 2014
and ongoing.
•
STRATEGIC PLAN RACING QUEENSLAND
STRATEGIC INITIATIVES
•
Develop corporate partnerships and secondment
strategies to increase career opportunities. By June 2016.
•
Deliver a well-resourced and funded workforce capability
strategy that addresses the current and future needs of
industry. By January 2017.
•
Develop long-term succession planning that delivers
sustainability to the industry. Commencing 2014 with
workforce review. Outcomes achieved by June 2017.
•
Build a culture of celebration of industry success and
participation. By 2017.
•
Progress the development plans for a racing academy
facility. By June 2017.
To be seen as an employer of choice in Queensland.
By 2016.
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STRATEGIC PLAN RACING QUEENSLAND
THREE CODES, ONE STRATEGY
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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 PLAN RACING QUEENSLAND
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 2015.
•
The role of the Integrity Commissioner will be further
developed to incorporate a whole of industry approach.
By December 2015.
•
Develop efficiencies through innovative uses of
technology. This will also include a greater focus on
following betting activity from acceptance time. Stage 1
of technology integration to be rolled out August 2015.
•
Racing Queensland and the Queensland Racing
Science Centre will be the driving force in encouraging
collaboration between Australia’s racing laboratories to
ensure there is an effective research and development
program utilising financial and human resources from
each of the Principal Racing Authorities. Ongoing.
THREE CODES, ONE STRATEGY
•
Review the use of Queensland race information
regulations and provide feedback to the Minister
regarding amendments that are required to ensure
Racing Queensland is strongly positioned to regulate
online wagering.
•
A full resource review will be conducted in relation to the
allocation of race dates 2014/15.
•
Increased Integrity Commissioner Charter to be
presented to RQ Board for review in December 2014 and
submitted to the Racing Minister April 2015.
•
Internal audit will factor in a review of organisational
Governance as part of a three year internal audit
program, in an effort to ensure we maintain an
appropriate governance framework and apply best
corporate governance practices. Ongoing.
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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)
144,032
153,530
158,136
166,043
Breeding Registrations
2,340
2,441
2,547
2,658
Prize Money ($M)
109,000
110,000
111,100
112,211
Integrity Tests
16,000
16,480
16,974
17,484
Integrity Costs of Total Expenditure
6.24%
6.24%
6.39%
6.54%
Number of Starters
114,746
117,577
118,753
119,940
700,000
735,000
771,750
810,338
Total Number of Trainers
2,760
2,815
2,872
2,929
Total Licencees
7,000
7,000
7,140
7,283
Total Number of Owners
17,785
18,141
18,685
19,620
Total Number of Participants
40,086
40,828
42,869
45,012
Turnover of Total Participants
<3%
<3%
<3%
<3%
Voluntary Employee Turnover Rate
<5%
<5%
<5%
<5%
Attendances
Wagering revenue and prize money is based on a business as usual scenario at the time
of publishing.
STRATEGIC PLAN RACING QUEENSLAND
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CLUB LOCATIONS
ALL CODES
O
Districts
1 South East Queensland
2 Eastern Downs
3 Downs
4 Capricornia
5 Central West
COOKTOWN
LAURA
6 Leichhardt
Far North
Queensland
LEGEND
7 North West Queensland
8 Far North Queensland
CAIRNS
MAREEBA
8
Thoroughbred Clubs
GORDONVALE
ATHERTON
INNISFAIL
MOUNT GARNET
Districts
TAB Club
Regional Club
Multiple Code Locations
1 South East Queensland
EINASLEIGH
INGHAM
GREGORY DOWNS
2 Eastern Downs
Non TAB Club & Greyhound
OAK PARK
3 Downs
CAMOOWEAL
MOUNT ISA
5 Central West
7
Greyhound & Throughbred
Harness & Throughbred
BOWEN
CHARTERS TOWERS
HUGHENDEN
RICHMOND
Greyhound, Harness
and Throughbred
PENTLAND
PRAIRIE
MAXWELTON
6
STAMFORD
MCKINLAY
OAKLEY
CORFIELD
6 Leichhardt
TOWNSVILLE
HOME HILL
JULIA CREEK
4 Capricornia
EWAN
North West
Queensland
CLONCURRY
MACKAY
Leichhardt
TWIN HILLS
MORANBAH
TOWER HILL
WINTON
7 North West Queensland
MUTTABURRA
8 Far North Queensland
CLERMONT
Capricornia
MIDDLEMOUNT
ARAMAC
BOULIA
YEPPOON
BARCALDINE
LONGREACH
Thoroughbred Clubs
5
BEDOURIE
TAB Club
Regional Club
Multiple Code Locations
BIRDSVILLE
EMERALD
ALPHA
ILFRACOMBE
Central West
4
BLACKALL
JUNDAH
MONTO
Downs
MITCHELL
3
ROMA
SURAT
WYANDRA
GAYNDAH
TAROOM
INJUNE
AUGATHELLA
BETOOTA
WANDOAN
WONDAI
GYMPIE
BURRANDOWAN
JANDOWAE
NANANGO
MILES
KILCOY
KUMBIA
CHINCHILLA
BELL
CALOUNDRA
WARRA
2
DALBY
TARA
OAKEY
TOOWOOMBA
FLINTON
ST. GEORGE
CUNNAMULLA
BUNDABERG
MT PERRY
EIDSVOLD
CHARLEVILLE
Greyhound & Throughbred
GLADSTONE
CALLIOPE
THANGOOL
TAMBO
QUILPIE
Non TAB Club & Greyhound
ROCKHAMPTON
DINGO
BLUFF
SPRINGSURE
ISISFORD
MORVEN
1
ESK
CLIFTON
WARWICK
TALWOOD
NOORAMA
Harness & Throughbred
GOONDIWINDI
STANTHORPE
GATTON
BRISBANE
IPSWICH
GOLD COAST
BEAUDESERT
MARBURG
TEXAS
Eastern
Downs
Greyhound, Harness
and Throughbred
GREYHOUND RACING - SOUTH EAST QUEENSLAND INSET
KAY
UNT
LEGEND
HARNESS RACING - SOUTH EAST QUEENSLAND INSET
ALBION PARK
IPSWICH
CAPALABA
GOLD COAST
REDCLIFFE
ALBION PARK
TOOWOOMBA
MARBURG
GOLD COAST
Capricornia
STRATEGIC PLAN RACING QUEENSLAND
YEPPOON
ROCKHAMPTON
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