STRATEGIC PLAN

Transcription

1 STRATEGIC PLAN responsible competitive sustainable 1

2 2

3 Chairman and CEO s message Chairman Morris Iemma The events of February 2015, the subsequent Special Commission and the report of the Greyhound Industry Reform Panel, recast the landscape for greyhound racing in NSW. The industry is in a period of significant change and reform as it works towards lifting animal welfare outcomes and regaining the community s confidence in the integrity of industry. A fundamental change has been the separation of the commercial and regulatory functions that were previously carried out by Greyhound Racing NSW (GRNSW). The new independent regulator, the Greyhound Welfare and Integrity Commission (GWIC), is now responsible for upholding high animal welfare standards, overseeing the integrity of the industry, and monitoring and enforcing compliance. This Strategic Plan reflects GRNSW s functions and objectives as a newly reconstituted commercial body. Although we are no longer the industry regulator, animal welfare remains a core priority and is central to our strategy for moving the industry forward. The Strategic Plan shows our commitment to bring about change and ensure the industry is recognised and defined by its response to issues and not by misconduct or inaction. GRNSW has set out several initiatives we are committed to that are aimed at enhancing welfare outcomes across the entire greyhound lifecycle, including: supporting participants to develop new skills and approaches to caring for their greyhounds throughout their whole life making the racing environment safer for greyhounds providing optimal rehoming options for greyhounds at retirement Complementary initiatives are required to modernise the operation of the industry to make it more competitive, more vibrant and financially sustainable over the longer-term. This will require GRNSW working with industry stakeholders to: provide greater incentives for owners, breeders and trainers to invest in the industry improve the quality and sophistication of the racing product more efficiently and effectively invest in racetracks and their supporting facilities to attract greater community engagement with greyhound racing Greyhound racing continues to provide an important economic and social contribution across many communities in NSW, particularly in regional areas. By achieving greater commercial growth and rebuilding the industry s profile within the community, we will be in a position to enhance its contribution. Through this period of substantial change, the Board of Directors and I look forward to stewarding the industry and providing a positive legacy for the industry and the wider community in NSW. CEO Tony Mestrov I am thrilled to share the Strategic Plan for GRNSW. This document captures what we are going to do over the three years to create a more modern, vibrant and sustainable industry. Our vision is for greyhound racing in NSW to be embraced as socially responsible, world leading racing entertainment. To bring our vision to life, our strategy is to: create an industry in which welfare flourishes across the greyhound lifecycle and integrity is a fundamental consideration in every aspect of racing drive commercial growth across the industry through championing a modern, engaging and exciting racing product that increases and diversifies revenue lead an industry that is financially sustainable and continues to make an important social contribution to the communities it operates in We will be investing heavily to enhance the safety of our tracks, based on ongoing research into optimal track and race design. We will also be investing heavily in expanding greyhound rehoming programs and capacity, to ensure that all greyhounds have the best possible chance of having a suitable home and being kept as a companion animal at retirement. In the commercial arena we will drive stronger revenue growth through a number of initiatives including broadening our broadcast and digital reach, putting us on a strong footing to compete with other racing and sporting codes. To ensure we can fund these investments and take the industry in a new direction, we will be moving towards a more efficient operating model that takes greater advantage of functions that can be shared between GRNSW and its clubs. These are not overnight solutions, but they are ones that the GRNSW team is committed to working to over the next three years. Internally at GRNSW we will ensure we retain and attract the best talent so that we are in the strongest position to deliver this strategy. This will build and sustain a positive and successful internal culture that sets a tone for the entire industry. We thank all the industry participants and other stakeholders who provided input and feedback on the Strategic Plan. We will continue to listen to and support our participants as the industry evolves. The GRNSW team and I look forward to delivering on this Strategic Plan and delivering value for the industry and the broader NSW community. 3

4 OUR VISION 4

5 Our Vision: NSW greyhound racing is embraced as socially responsible, world leading racing entertainment. Our mission is to champion world-class greyhound racing in NSW, and, with greyhound welfare and integrity as our priority, lead Australia in modernising the greyhound racing industry. We will drive change into greyhound racing in NSW through three mutually reinforcing strategic pillars underpinned by two core enablers. 1 RESPONSIBLE GRNSW will create the ecosystem in which welfare flourishes across the greyhound lifecycle and integrity is a fundamental consideration in every aspect of racing 2COMPETITIVE We will drive commercial growth across the industry through championing a modern, engaging and exciting racing product that increases and diversifies revenue 3SUSTAINABLE The NSW greyhound racing industry is financially sustainable and continues to make an important social contribution to the communities it operates in A NEW INDUSTRY MODEL CONTINUOUS STAKEHOLDER ENGAGEMENT 5

6 A new way forward Strategic goals under our three priority areas are: RESPONSIBLE COMPETITIVE SUSTAINABLE Greyhound racing industry participants are leaders in modern greyhound husbandry and racing integrity A larger prize money purse that is seen as competitive for all grades of greyhound racing An optimised race track portfolio A safe racing environment for greyhounds that reduces injuries GRNSW revenue growth and share of wagering revenue reflects the popularity of wagering on GRNSW product GRNSW and its registered clubs operate efficiently to support the industry A greyhound racing system that incentivises participants to focus on all aspects of a greyhound lifecycle Our digital, media and information capabilities have grown diversified revenue streams for GRNSW Greyhound racing creates social and economic benefits in communities throughout NSW Greyhounds are given the best possible opportunity to be rehomed and kept as a companion animal at retirement GRNSW delivers customers a digitally integrated experience that generates continued racing engagement and loyalty A NEW INDUSTRY MODEL CONTINUOUS STAKEHOLDER ENGAGEMENT 6

7 THE STRATEGY 7

8 Responsible GRNSW will create an industry in which welfare flourishes across the greyhound lifecycle and integrity is a fundamental consideration in every aspect of racing GRNSW is committed to making NSW a leader in responsible greyhound racing. This means: Fostering the highest standards of racing integrity Creating a racing ecosystem in which animal safety and welfare is the overriding priority and greyhound owners are responsible for the welfare of their greyhounds throughout their life Promoting whole of life-cycle approaches to greyhound welfare, so that greyhounds are bred, trained, trialled, raced and rehomed in the most responsible and sustainable manner LEADERS Greyhound racing industry participants are leaders in modern greyhound husbandry and racing integrity GRADING A greyhound racing system that incentivises participants to focus on all aspects of a greyhound lifecycle Training and regular communications is the primary mechanism to educate industry participants on expectations regarding integrity standards, which includes the new Code of Practice, Greyhound Racing Rules and regulations. We will put greyhound safety and welfare first by: Building industry knowledge and capability regarding whole of life-cycle approaches to greyhound welfare Ensuring that all race tracks and facilities enable the safest form of racing for greyhounds Ensuring there are opportunities for all greyhounds to have high quality care and homing at all stages of their life, particularly in retirement OUR GOALS SAFETY A safe racing environment for greyhounds that reduces injuries HOMING Greyhounds are given the best possible opportunity to be rehomed and kept as a companion animal at retirement Working with GWIC There are a number of aspects of industry reform that will require coordinated and combined efforts of GRNSW and GWIC. Whole of life-cycle tracking of greyhounds will require a coordinated approach between GRNSW and GWIC as: GWIC is responsible for registering litters and every pup whelped, as well as registering and naming individual greyhounds GWIC is responsible for overseeing greyhounds while they are breeding, trialling, training and racing GRNSW is responsible for rehoming Breeding controls and injury prevention will be a combined effort through: GRNSW and GWIC developing and introducing complementary breeding controls GRNSW delivering training on acceptable and sustainable breeding practices GRNSW developing and enforcing minimum standards for racecourses and facilities. The minimum standards must be approved by GWIC GWIC recording on-track injuries, where both GRNSW and GWIC will use this data to reduce injuries and improve track safety 8

9 Achieving our goals & measuring success Greyhound racing industry participants are leaders in modern greyhound husbandry and racing integrity 1. Create industry integrity and welfare leaders with education and training As of 1 July 2018, GWIC is responsible for registering participants. New registration requirements are expected to come in from 2019, including the requirement for participants to demonstrate minimum competency requirements. Although we are no longer the registration body, GRNSW will play a proactive role in supporting participants to not only attain necessary accreditation but also build their knowledge and capability to solidify NSW as an industry leader in best practice. This will help to transform the culture within the industry to enable the future success of greyhound racing. Our training and education program will include: Helping participants to understand the industry reforms such as registration requirements, the Code of Practice and Greyhound Racing Rules. This will be complemented with regular communications so participants are aware of their responsibilities. Collaborating with the vocational education and training sector to coordinate participant training accreditation and assessment against the National Greyhound Racing Training Package. Collaborating with clubs to hold special training events led by canine welfare and training experts. Percentage of participants partaking in GRNSW training seminars Percentage meeting conditions of registration 2. Encourage research and innovation to improve welfare outcomes GRNSW is continuing to invest in a comprehensive canine research agenda to promote NSW industry leadership around best practice in greyhound rearing and racing. This will look to leverage best practice from other jurisdictions where there is strong evidence. Research will support policy and the industry knowledge base with regards to breeding, rearing, training and racing methods that relate to positive outcomes for greyhound welfare and career longevity. Research on welfare priority areas to be undertaken each year Introduction of evidence based initiatives Benchmarking and evaluating against research outcomes 9

10 A safe racing environment for greyhounds that reduces injuries 1. Set a safety standard for tracks GRNSW will mandate that all tracks meet minimum safety standards to support the safe provision of racing and minimise on-track injuries. We will provide capital funding to clubs to help them meet these standards, in line with our track optimisation strategy (see Sustainable). In addition, GRNSW will continue to undertake research and investment to identify the optimal track design and achieve continuous improvement towards world class tracks. This will entail ongoing review and evolution of the standards as new research comes to light. 2. Investigate welfare driven race design There are multiple factors that contribute to injuries which we Implementing minimum track standards 2018 Minimum standards introduced Consistent reduction in the overall number and severity of track injuries, as reported on by GRNSW and audited by GWIC are actively investigating and addressing, in addition to setting minimum track standards. GRNSW will investigate enhancements to race design including luring, catching pens and box draws - with the aim of improving greyhound welfare and reducing injuries. Any changes will be informed by ongoing canine research activities, including the study currently being undertaken by the University of Sydney into greyhound behaviour and motivation to race. We will also trial a reduction in race field size from 8 to 6 dogs at select tracks, as part of the UTS track study, to understand whether it aides the reduction of on-track injuries. Jun 19 All clubs assessed against minimum standards as a condition of licensing Minimum standards regularly reviewed and updated based on trend analysis and UTS research. Proportion of greyhounds that fail to chase Consistent reduction in the overall number and severity of track injuries, as reported on by GRNSW and audited by GWIC A greyhound racing system that incentivises participants to focus on all aspects of the greyhound lifecycle 1. Enhance our grading policy We will continue to enhance the current grading policy to Increase prize money per starter encourage maximum participation Improve the bred-to-race ratio by a wider range of greyhounds. Increase in the average number We will test and implement policy of starts over the greyhound s enhancements in the OzChase racing career system over time to: Provide racing opportunities for 2. Improve accountability and greyhounds at all performance transparency in reporting levels, thereby increasing the We will invest in enhancing our average number of starts systems and implementing over their racing career policies and procedures to Increase the bred-to-race improve data collection, data ratio by incentivising integrity and public reporting in continued participation by relation to greyhound welfare and greyhounds at the initial racing performance. stages of their racing careers Achieve a fairer and more competitive spread of greyhounds across all grading bands 10 This will involve collaboration and sharing of information with GWIC who will be responsible for tracking greyhound whole of life-cycle outcomes. Ongoing data analysis will allow GRNSW and GWIC to establish more specific welfare related targets and metrics, such as a bred-to-race target. Implementing an updated data capture and reporting process by end of 2018 Establishing an industry wide bred-to-race ratio target by 30 June 2019

11 Greyhounds are given the best possible opportunity to be rehomed and kept as a companion animal at retirement 1. Expand rehoming capacity and demand In 2018, we established Greyhounds As Pets (GAP) as a separate not-for-profit entity with the sole mandate of ensuring all greyhounds have high quality care and homing at all times - whether they require rehoming at the end of their racing career or need to find a home at an earlier stage. Over the next three years our aim is to significantly increase the number of greyhounds that are rehomed each year. We will also aim to increase the proportion of greyhounds that are accepted for rehoming and reduce the return rate. To do this GRNSW will: Support industry education regarding adequate socialisation and rearing practices to improve greyhound rehoming suitability and rates of acceptance Review GAP s assessment process and continue to review and update where necessary Rapidly expand its capacity in terms of its infrastructure and human resources Collaborate with and assist other rehoming providers to achieve a coordinated approach to rehoming efforts and ensure maximum accessibility and ease for participants who would like to rehome their greyhounds. GAP will also drive greyhound adoption by increasing awareness of and promoting greyhounds as pets in the community. This will also involve opening up new rehoming channels, such as promoting greyhounds as therapy dogs. GAP will report on a suite of metrics which provide a full and transparent picture of its rehoming efforts and success, including: Total number of greyhounds assessed Numbers of greyhounds accepted for rehoming, and key reasons for non-acceptance Number and proportion of greyhounds returned from adoption Rehome 1,000 greyhounds per year within the next 3 years through GAP and 1,500 through other rehoming providers Increase greyhound rehoming acceptance rate Reduced rehomed greyhound return rate 11

12 Competitive We will drive commercial growth across the industry through championing a modern, engaging and exciting racing product that increases and diversifies revenue Our Performance and Market Position In recent years the Australian wagering industry has rapidly evolved as a result of industry consolidation and innovation. Wagering on greyhounds in Australia has continued to grow in recent years but operates in an increasingly competitive racing market. Greyhound racing jurisdictions compete for the wagering dollar against other racing and sporting codes, and amongst each other, to attract the best greyhounds and trainers to be able to offer the best racing product. Wagering To date, GRNSW s commercial success has been through strong wagering performance. GRNSW gains a large proportion of its revenue through legislated share of revenue via the Racing Distribution Agreement (RDA) and intercode agreement. While each provide a good source of revenue today, there is a need for GRNSW to develop diversified wagering revenue sources. Broadcast, Digital and Audience The limited availability of broadcasting airtime, especially on Sky, is creating a new market for principal racing authorities competing to obtain more screen time. GRNSW has entered this market and will continue to broaden vision and awareness of the sport through digital streaming and additional media products through multiple channels. Prize Money GRNSW is committed to increasing the amount and distribution of prize money, achieving an 11% increase in FY2017. To continue to grow prize money to a competitive level, overall contributions will need to increase in step with revenue growth and cost efficiencies. OUR GOALS PRIZE MONEY A larger prize money purse that is seen as competitive for all grades of greyhound racing WAGERING GRNSW revenue growth and share of wagering revenue reflects the popularity of wagering on GRNSW product MEDIA Our digital, media and information capabilities have grown diversified revenue streams for GRNSW EXPERIENCE GRNSW delivers customers a digitally integrated experience that generates continued racing engagement and loyalty 12

13 Achieving our goals & measuring success A larger prize money purse that is seen as competitive for all grades of greyhound racing 1. Increase the amount and distribution of prize money GRNSW s aim is to increase the amount and distribution of prize money to incentivise and reward broad participation in the industry, and align with racing and welfare outcomes. GRNSW has been able to maintain a consistent level of contributions despite sustained increases in its operating costs associated with welfare and integrity reform. Increasing efficiency across the NSW greyhound racing system and improving welfare and integrity outcomes will be the most effective lever to increasing the amount of prize money in the short term, with core product revenue growth realising greater effect in the long term. A key measure will be to increase the proportion of GRNSW expenditure that is allocated to contributions. 2. Host Australia s largest greyhound carnival Marquee events generate interest, build positive brand cachet and attract substantial wagering turnover. The prize money for this race needs to be significant and will signal the reinvigoration of the greyhound racing industry in NSW. In FY19, GRNSW will put on Australia s largest greyhound racing prize money event with a view to run two marquee events in FY21. GRNSW revenue growth and share of wagering revenue reflects the popularity of wagering on GRNSW product 1. Increase the proportion of wagered races We will actively work to increase the proportion of greyhound races that can be wagered on, to increase our wagering product offering and ensure that all races are contributing to overall wagering revenue growth. By 2021 we want all greyhound racing in NSW to be providing a wagering product offering. Increased prize money per starter Increased wagering revenue Improved cost to contribution ratio Increase prize money per starter Incremental increase in total prize money 2. Optimise racing schedule for wagering outcomes We will analyse the current wagering environment through analytics to allow GRNSW to optimise the race schedule. This will increase wagering outcomes across the race calendar, which will become vitally important as GRNSW increases the number of TAB races and looks to enhance the customer experience with marquee racing. Total prize money Performance of marquee race meets against average turnover GRNSW will begin to transition to a data-led wagering analytics capability within FY19 with a view to have a fully optimised schedule by 2021 that maximises our wagering potential across all Wagering Service Providers (WSP). Prize money per starter Wagering revenue 13

14 3. Promote syndicate greyhound ownership to expand participation and grow wagering GRNSW will work with regulators and WSPs to expand greyhound ownership through syndication, helping casual fans and punters to become more involved and engaged in the industry. In FY19, GRNSW will refocus efforts (in conjunction with other jurisdictions) to enable more active syndicators in greyhounds and increase the number of greyhound syndicates by 10% by FY A fair share of wagering revenue GRNSW will advocate government and Racing Corp to maximise the NSW greyhound racing industry s share of revenue under the RDA and Point of Consumption Tax (PoCT). Our digital, media and information capabilities have grown diversified revenue for GRNSW 1. Broaden vision Vision is critical in the growth of wagering. Digital streaming will be a growth engine for wagering as it compliments the growing trend away from retail/on-track wagering towards wagering on mobile applications and websites. Similarly, both Victorian and South Australian thoroughbred racing are now being broadcast free-toair (FTA), increasing the level of coverage of these racing bodies. GRNSW will continue to work with networks and WSPs to provide digital content and broader vision and will review the current contracts for digital and for vision prior to expiry. In addition, GRNSW will investigate a partnership with another racing body or sporting association to have selected races from a marquee race. Increased viewership of NSW greyhound racing Increased digital broadcast revenue Increased digital content revenue Increased industry turnover Increased wagering revenue Establishing a greyhound syndication program Increased rehoming through GAP or other authorised providers content is becoming more important as young punters interact with more touch points throughout the betting journey. Younger punters are more likely to use odds checkers, social media and mobile based editorials compared to older punters, who are typically more likely to use print based sources to inform their bets. In this context online bettors consider analysis (tips) and data relatively more important than editorial/news and commentary. GRNSW will expand our digital capabilities looking to make strategic investment decisions around current assets (i.e. thedogs.com.au) as well as complementary and innovative products that support growth in WSP active user base. GRNSW will collaborate with WSPs and Tabcorp to improve the digital offering for punters. GRNSW will have grown revenue from digital capabilities and content offerings, and sponsorships to 7% of total revenue by FY Invest in growing club revenue We are focused on improving the success of clubs in generating additional revenue streams and maximising the use of race track facilities. Attendance at NSW greyhound races is on a long term decline, and now only averages 120 paying attendees per meet in NSW. Perceptions of greyhound racing s image is poorer than horse racing. Integrity, welfare, sustainability and modernity scores are lower than horse racing across all demographics and significantly lower than sporting bodies such as the AFL and NRL. GRNSW will employ a team of business development managers (BDMs), who will assist clubs in generating own-source nonwagering revenue (decreasing reliance on GRNSW transfers) and ensure an exciting and consistent experience at all clubs. BDMs will operate as a shared service; each will be dedicated to working with clubs in a particular region. Grow club own source revenue Will look to have the ratio of GRNSW funding to club funding at 40:60 or better by FY21 and 35:65 or better by FY23 2. Increase our digital capabilities and content In addition to vision, digital Increased non-wagering revenue 14

15 GRNSW delivers customers a digitally integrated experience that generates continued racing engagement and loyalty 1. A digitally integrated experience for greyhound racing The next generation of sporting experiences are learning from the rise of e-sports and new format (e.g. Rugby 7s) and content is becoming more exciting, immersive, and digitally integrated across the sporting value chain and between formats. GRNSW will work with clubs and WSPs to create an integrated digital greyhound racing experience that drives greater levels of participation, active WSP users, and attendance at selected greyhound racing clubs and venues. experience at one track by FY20 and all tracks with select WSP digital user experiences and premium sponsorships by FY21. Grow club own source revenue Increased club prize money contribution GRNSW will pilot the digital 15

16 Sustainable The NSW greyhound racing industry is financially sustainable and continues to make an important social contribution to the communities it operates in We believe that sustaining a vibrant industry rests on both improving our financial performance, as well as ensuring our ongoing relevance and importance in NSW communities. Financial sustainability Our ability to effectively manage future investments and expenditure will determine our ability to deliver on the welfare and commercial initiatives we have set out in this plan. The two areas of focus are our tracks and our clubs. and community. Our future track model will consist of tracks that incorporate the latest standards of track safety and design, provide a better racing experience for patrons, and can be utilised for broader community purposes. Clubs We also need to be more efficient in how GRNSW operates in conjunction with clubs. This will involve taking advantage of significant efficiencies by sharing some services between GRNSW and the race clubs themselves. and regional NSW, through employment, participation and enjoyment in racing and nonracing activities. Tracks We will more efficiently and effectively invest in our racetracks and support facilities to provide a greater return to the industry Community Our optimised track footprint and model will provide better opportunities for engagement with communities in metropolitan OUR GOALS TRACKS An optimised race track portfolio CLUBS GRNSW and its registered clubs operate efficiently to support the industry COMMUNITY Greyhound racing creates social and economic benefits in communities throughout NSW 16

17 Achieving our goals & measuring success An optimised race track portfolio 1. Track optimisation strategy Over the next year, GRNSW will undertake a review of its tracks and develop a total asset management plan that guides future investment. The plan will set out an approach to achieve an enhanced track portfolio that is comprised of both: 1) A core track model A core portfolio of tracks that are located in key regional towns and have the primary purpose of facilitating a high quality wagering product and providing racing accessibility, safety and functionality for greyhound owners and trainers that will ensure their ongoing participation in the industry. & 2) Centres of excellence In the longer term we are going to invest in racing Centres of Excellence that are located in key metropolitan and regional areas where there is high racing activity and spectatorship. Increase return on capital invested (ROCI), and return on assets 2. Plan for metropolitan racing Metropolitan racing plays a vital role in the industry in NSW with a large proportion of owners, trainers and racegoers residing in greater Sydney. With our lease at Wentworth Park expiring in 2027, we are considering alternative metropolitan racing options that will ensure any further investment serves the industry in the longer term. Our assessment takes into consideration the findings of previous reports on metropolitan racing, current industry dynamics and our overall strategic objectives. Options include the expansion of an existing track in a strategic location that is primed to deliver an uplift in race meets and become the new home of metropolitan racing. GRNSW will consider the return on investment of establishing another race track in metropolitan Sydney over the medium term. Any decisions made by GRNSW with regards to the future track infrastructure will be supported by evidence and will go through full stakeholder consultation. GRNSW to identify the future home of metropolitan racing and develop a plan for transition Core Track Model & Centres of Excellence All clubs and tracks must: Put on highly professional race meets on a regular basis Achieve minimum standards in track design and safety Have high quality veterinary facilities and services Provide training and trialling capacity Include digital infrastructure to deliver a high quality wagering product off the track In addition to core requirements, the Centres will offer: Co-location with, or near to, GAP rehoming facilities Additional amenities for patrons and facilities for broader community use The gold standard in track design Digital infrastructure that delivers an integrated digital experience at the track and online 17

18 GRNSW and its registered clubs will operate efficiently to support the industry Functions of GRNSW Industry strategy Developing and marketing the racing product Setting the racing program and allocating prize money Settling club governance and operating standards Budgeting and capital investment plans Monitoring club performance GRNSW Corporate Core Strategic Guidance Results Corporate Policy Service Race Clubs Request Service Shared Services Functions of race clubs Appointment of club personnel Organising race meets Hosting community events Day to day financial processes and reporting Functions of GRNSW shared services Central financial accounting and reporting processes Approval of large capital and operating expenditure Central procurement Monitoring of track and facilities maintenance requirements 18

19 1. Enhance club governance and operating standards GRNSW will implement revised club standards that enhances GRNSW s oversight of clubs in certain areas, without reducing their autonomy over day to day operations. In this way GRNSW will take more of a strategic management role over clubs that allows for greater operational efficiency through the use of shared services. Key areas to be revised and strengthened include: Increasing requirements around commercial returns and ensuring the use of tracks is maximised. In this regard, GRNSW will also implement measures to support clubs to improve commercial outcomes, such as through the appointment of business development managers in each region Tightening conditions on club support including aligning funding to the demonstration of financial and non-financial performance metrics Improving procedures related to financial resource management Promoting excellence in club governance and management through lifting personnel standards. GRNSW will also support clubs in this regard by offering common training and education, to lift and promote consistency in club management Minimum standards around administration, record keeping and reporting and analysis on performance By 2021 GRNSW will achieve a contribution to cost ratio of 40:60 Approaches to race club management Financial Provide financial goals Strategic Set targets and review strategy Active Define strategy and help to achieve Operational Define and deliver strategy Existing Approach New Approach Greyhound racing creates social and economic benefits in communities throughout NSW 1. Community engagement plan With a more efficient and streamlined track footprint, we will be able to concentrate racing activity and make greyhound racing a more vibrant presence in local communities. GRNSW will encourage race clubs to engage with each track s local population and encourage participation at the tracks through spectatorship, employment and volunteering. GRNSW will set a community engagement plan and expectations for clubs, which will require them to offer the tracks and facilities for community use, such as holding charity events, family days and other purposes such as hosing community education and outreach programs. Reporting on the number of community uses of race club facilities 19

20 A NEW INDUSTRY MODEL 20

21 A new industry governance and welfare framework Following the NSW government s announcement on 11 October 2016 of their policy to support the continuation of greyhound racing in NSW, the Greyhound Industry Reform Panel was established to provide recommendations on potential new animal welfare and governance arrangements to reform the industry and restore confidence in its integrity. A key outcome has been the separation of commercial and regulatory functions into two separate bodies. Greyhound Welfare and Integrity Commission GWIC was established with the primary objectives to promote and protect the welfare of greyhounds, safeguard the integrity of greyhound racing and betting, and maintain public confidence in the industry. GWIC will: Control, supervise and regulate greyhound racing in NSW Initiate, develop and implement policies about the welfare of greyhounds Undertake research and investigation into greyhound breeding and racing GRNSW On 1 July 2018, GRNSW will be reconstituted as an independent statutory body corporate with commercial objectives similar to a state owned corporation and with a social objective regarding animal welfare. To support industry reform, the NSW Government is providing $41 million in transitional funding support. This comprises $30 million to upgrade greyhound tracks to appropriate safety and animal welfare standards, and $11 million in start-up and operational funding for the integrity commission. 21

22 A new industry model Minister for Racing Entities Racing Product Integrity & Welfare Wagering & Media Greyhound Welfare & Integrity Commission GWIC Control, supervise and regulate greyhound racing. Develop and implement policies for the welfare of greyhounds, and research into greyhound breeding and racing Greyhound Racing NSW and the entities it controls or licenses Clubs Required to meet new operating standards GRNSW Responsible for the commercial functions of greyhound racing in NSW, with animal welfare objectives Greyhounds as Pets GRNSW will drive industry rehoming through GAP; a registered charity Owners, breeders & trainers Owners, breeders & trainers Owners are principally responsible for the welfare of their greyhound for their full natural life Greyhound Breeders Owners Trainers Association External organisations Private rehoming providers Animal welfare organisations & veterinarians Racing Corp Tabcorp Wagering Service Providers Sky, broadcasters & other media Other industry stakeholders and the NSW community 22

23 GWIC functions Creating, implementing and enforcing integrity and welfare policies Developing a code of practice for greyhound welfare Enhance regulatory oversight and prosecution for illicit activities Enforcing tougher penalties for animal welfare abuses, including for live baiting Registration of greyhound trial tracks and installation of CCTV cameras as appropriate Administering the rules of racing in relation to greyhounds and industry participants including swabbing for prohibited substances Implementing a whole of lifecycle system for greyhounds Implementing a new breeding framework to control over-breeding of greyhounds Introducing robust registration requirements for industry participants including training and education GRNSW functions The racing environment: implementing world-leading track design, veterinary facilities and infrastructure Promoting the industry (branding, marketing, wagering product) Set the racing program Greyhound grading Allocating prize money Oversee the management and administration of race tracks and race clubs including licencing and governance requirements Expanding greyhound rehoming activity and infrastructure Meeting the full operating costs of GWIC by July 2022 Implementing more robust reporting and audit functions GRNSW and GWIC will also work together across a number of industry welfare and integrity initiatives including: Whole lifecycle tracking Greyhound rehoming Training & education Participant integrity Track Safety Lifecycle tracking will require a coordinated approach between GWIC, GRNSW and local councils. Although GRNSW will be responsible for managing Greyhounds As Pets (GAP), GWIC will independently review processes and standards in place. GRNSW will work with GWIC in implementing an industry wide education framework and initiatives. GRNSW will work with GWIC to ensure that industry participants are held accountable for their actions and participants who breach the rules, code of practice and laws regulating the industry will be penalised accordingly by GWIC. GWIC and GRNSW will be recording and managing data to improve the safety standards of all race tracks to ensure greater safety. 23

24 A new approach to participation Expectations of our participants have increased Owners, breeders and trainers are the heart of our industry. As the publics expectations of the industry have increased, so too have the expectations of our participants to uphold the highest standards of animal welfare practice and racing integrity. Participant advocacy The GBOTA has represented the collective interests of owners, trainers and breeders since Going forward we envisage GBOTA to continue its advocacy role, helping participants to navigate their way through the industry. Participant responsibilities Adhere to training and education requirements and standards Comply with the new Code of Conduct and Greyhound Racing Rules Comply with licencing requirements Responsibility for the welfare of greyhounds for their full natural life Maximise the success of rehoming by socialising dogs from an early stage GBOTA functions Advocacy and representation of owners, breeders and trainers Advocating on GBOTA members behalf to the NSW Government and to GRNSW Assistance with legal and financial matters pertaining to participation in the industry Negotiating commercial agreements on behalf of industry participants 24

25 Engaging with our stakeholders GRNSW has a diverse range of stakeholders, all with differing levels of knowledge, interest and activity in the NSW greyhound racing industry. GRNSW s Stakeholder Engagement Plan was designed to ensure we maintain a good understanding of the views and expectations across all of our stakeholders, as an important consideration in our current and future strategies. Developing this Strategic Plan involved a rigorous process of engagement with key internal and external stakeholders, to identify the issues of greatest importance to them. Engagement took a variety of forms, including face to face meetings and receiving written feedback on our draft plan. This year we also undertook an extensive community survey which allowed to gain deeper insights into the way that a cross section of the community (customers, participants and other members of the community) perceive and engage with the industry. These insights have allowed us to tailor our strategy and approaches in a way that will help us build engagement with the industry. In delivering our strategic plan, we ll continue to work with our stakeholders on a regular basis to understand their views, report back to them our performance progress and continue to refine our approaches. 25

26 Contact Details Greyhound Racing NSW T E admin@grnsw.com.au 26 Greyhound Hotline