Cambridge Raceway forums provide ‘blueprint’ for industry change

Much has been made in recent times about the maligned state of affairs impacting North Island harness racing.

A shrinking horse population has exasperated field sizes to the point where it’s become abundantly clear a one size fits all model in regard to handicapping, and programming is not befitting of the issues impacting the region.

Cambridge Raceway CEO, David Branch, announced back in early February that it would lead a process to help harness racing stakeholders in the North Island find a shared and agreed way forward for future success.

The club-led initiative received a positive response from North Island stakeholders and was supported by several studs, clubs, and kindred bodies from the region with contributions towards the associated costs, including the engagement of a consultancy firm for tackling the process.

Sarah Beaman from Strategic Reality was tasked with running the workshops having had significant experience working with businesses and organisations both within and outside of the sport sector, invariably helping build and improve their organisational capability.

Firstly, a survey was sent to a database of North Island harness racing participants generating a healthy 446 responses with over 119 hours of input. Beaman communicated that this was a necessary first step to “help us understand where things are at now and what you see as the barriers to success and opportunities for improvement.”

The workshops were conducted in early March at both Palmerston North and Karaka, with in-person attendance reaching around 80+ industry stakeholders. Individuals identified issues or opportunities which were consolidated through small group discussion before a single summary workshop list was created for a weighted vote by every individual present.

Branch has since made available the synthesis of findings and reccomendations formalised by Beaman in a report which has since been distributed to HRNZ along with North Island licenseholders and attendees of the workshop.

“Sarah Beaman presented this report to the Board of HRNZ on Thursday and it was well received,” said Branch.

“We have a commitment from HRNZ that they will come back to North Island stakeholders with a response to the report following their next Board meeting which will be held at the end of April,” he said.

To view the full report please click here.

Below is a summary of her findings:

Potential practical actions recommended by the Consultant.

1. Raise governance and leadership awareness and obtain a commitment to change
a) Present an outline of the findings from this process to HRNZ and TAB leadership and governance
representatives.
b) It’s critical that there is understanding of the current situation and the necessary shift and joint commitment
required to reverse the direction of the harness racing industry.
c) An executive sponsor needs to be identified at HRNZ and TAB committed to lead and support necessary
changes. Without this, sustainable change is unlikely.
d) Do HRNZ and TAB want harness racing to be successful and sustainable into the future? If so, they need to
commit to driving change.

2. Develop a formal North Island collaboration group with ongoing two-way communication.
a) This group needs to drive action and maintain open communication across all stakeholders.
b) Makeup should include two individuals from each of the three key regions (Manawatu, Auckland, Waikato/BOP) that collectively reflect the varying stakeholder groups (e.g., trainers, drivers, owners, breeders,
clubs, sponsors, metro and country, large and small industry players, gender mix, and diversity of age and
experience) and including a respected independent person as Chair.
c) Group members must have the capacity and capability to drive and influence change and to put shared North
Island harness racing interests ahead of personal interest.
d) This group needs to set up and use a channel for regular two-way communication amongst NI stakeholders.
e) The group must engage openly and constructively with HRNZ and be willing to build relationships, listen to
differing stakeholder interests and make informed and well-reasoned decisions & action for the greater good.

3. Create dedicated North Island focus and accountability within HRNZ
a) Seek the appointment of an HRNZ role with focus and responsibility for North Island racing, but fully
integrated into the wider HRNZ.
b) This role would need to have strong relationships with the North Island collaboration group, and would need
the mana, decision making influence, integrity and solutions focused attitude to be innovative and make
change for the good of the whole.

4. Quickly review and make change to the handicapping and ratings system
a) Get a small taskforce of people with the necessary expertise (e.g. HRNZ currently involved, stakeholder voice,
retired experts etc) to quickly address the current system so it starts to deliver more fairly.
b) Consider the feedback and implementation ideas provided through this process to develop a revised
approach, which should be circulated for stakeholder feedback, before being further revised as necessary and
implemented.
c) Flexibility to cater fairly for the North Island horse population is critical, as is a system with integrity.
d) Making changes in this area is ‘low hanging fruit’ to demonstrate to stakeholders that there is a desire to make
racing fair and attractive for more horses in the short term, while other changes are implemented.

5. Develop an integrated North Island Calendar and influence its implementation
a) Get a small taskforce of people with the necessary expertise (e.g. HRNZ NI rep, NI collaboration group
across all 3 regions, TAB rep, modern marketing expert etc) to develop a revised racing calendar.
b) Consider the feedback and implementation ideas provided through this process for the key requirements of a
racing calendar that is horse centric, rather than punter centric. (i.e. without a sustainable product there are
no punters, but better planned product i.e. that grows rather than constrains participation will enhance the
product for all stakeholders).
c) Ultimately the horses and drivers are your athletes, requiring regular competition that caters for their various
performance levels. The timing and venues need to be well planned to cater for the logistics of travel and the
ability for as many horses as possible to train and compete regularly throughout the season.
d) The ability to attract the full range of horses, as well as spectators and punters, means the locations and
event types should vary to deliver and integrated package of race options across a well structured season
programme. e.g. this may include grass track racing at holiday destinations, Friday night metro racing, two
meet events in rural areas to maximise travel time/costs, and twice weekly racing with timing and competition
levels that allows horses both the performance development pathway and the rest and recovery to compete
at their best, delivering the best product for all stakeholders.
e) Work proactively with the TAB (and NZTR, or others as necessary) to implement calendar changes. There
are likely to be compromises required through this process, but there needs to be recognition and value of
the drivers for change and the much need outcomes for a successful and sustainable harness racing industry
that delivers beneficial outcomes for all.

6. Review and address, in two phases, the spread and quantum of stakes
a) Get a small taskforce of people with the necessary expertise (e.g. HRNZ currently involved, NI collaboration
reps, racing calendar rep, TAB rep etc)
b) Consider the feedback and implementation ideas provided through this process to develop a better spread of
stakes to cater for the range of horse classes alongside the revised racing calendar programming.
c) Develop a revised stakes approach, which should be circulated for stakeholder feedback, before being further
revised as necessary and implemented.
d) It is expected that this may need to be addressed in two parts. Firstly to address the spread of current stakes,
and secondly to influence an increase in stakes. Changes to the racing calendar are expected to increase the
numbers of horses racings and the quality of racing, and therefore punting, which should then contribute to an
increased stakes pool.

7. Drive an innovative approach to marketing and promotion of harness racing
a) Get a small taskforce of people with the necessary expertise (e.g. HRNZ currently involved, NI collaboration
reps, club marketing people, youth rep, sponsor rep, non harness racing person etc)
b) Consider the feedback and implementation ideas provided through this process to take modern and innovative approaches to marketing & promotion, with a particular focus on engaging with young people.
c) Develop some marketing ideas and approaches that can be implemented collaboratively to raise the
awareness, relevance and interest in harness racing amongst new audiences, including youth.
d) Engage with the NI Collaboration Group to share and get feedback on what implementation support is needed to drive shared & successful promotional efforts. Consider free and low cost solutions such as digital marketing, use of tertiary marketing student placements for project based resource, and viral / influencer promotions.

8. Address integrity
a) The image and appeal of harness racing, like any sport, will always be held back if there are perceptions (or
realities) of a lack of integrity.
b) Given the financial implications fundamental in gambling, there is an even greater need to make sure systems,
processes and behaviours embed and ensure integrity, and any issues are dealt with, with one set of rules for all.
c) An independent review of the operation of harness racing, and a commitment to take action to address any
identified changes, would be a good starting place.
d) This would give confidence that harness racing as an industry takes this seriously and is committed to providing a good, fair environment, decision making processes and racing products that stakeholders can trust.

Conclusions

• The approaches recommended are based on information and industry knowledge gained by the consultant through this stakeholder process. There is full recognition this is an incomplete picture of harness racing as an industry.
• However, best endeavours have been made to provide sound recommendations based on the
  industry data and stakeholder insights gained.
• Stakeholders have collaboratively identified the opportunities they see for change.
• Historically there appears to be an environment of distrust and self-interest, but there is clearly a
  burning platform for change
• Ultimately, the successful transformation of harness racing requires honest and committed leadership, along with the faith and confidence of respected and engaged stakeholders, all driven by their shared interests.
• There needs to a clear direction, plan and outcomes, which are actioned to achieve sustainable
  shared success.
• Like any good change management approach, implementation needs ongoing engagement with,
  and input by, all stakeholders.
• It’s not going to be easy, but it’s an opportunity worth taking if you collectively want harness racing to
  succeed.

Branch and the team at Cambridge are to be commended for the professional and practical manner in which they have conducted the workshops and presented their findings.

As alluded too, HRNZ have indicated they will formally respond at the end of the month.

Drastic organisational change requires action and HRNZ will be under pressure to walk the walk given the incredible lengths taken by Branch and the North Island participants to dish up practical solutions to industry issues.

by Brad Reid, for Harnesslink