STRATEGIC PLAN2018-2021 responsible competitive sustainable - Greyhound Racing NSW
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Responsible | Competitive | Sustainable
STRATEGIC
PLAN 2018-2021
responsible
competitive
sustainable
STRATEGIC PLAN 2018-2021 1
Responsible | Competitive | Sustainable 2 STRATEGIC PLAN 2018-2021
Responsible | Competitive | Sustainable
Chairman and
CEO’s message
The events of February 2015, the I am thrilled to share the 2018-
subsequent Special Commission 2021 Strategic Plan for GRNSW.
and the report of the Greyhound This document captures what
Industry Reform Panel, recast we are going to do over the three
the landscape for greyhound years to create a more modern,
racing in NSW. The industry is vibrant and sustainable industry.
in a period of significant change Our vision is for greyhound
and reform as it works towards racing in NSW to be embraced
lifting animal welfare outcomes as socially responsible, world
and regaining the community’s leading racing entertainment.
confidence in the integrity of To bring our vision to life, our
industry. strategy is to:
Chairman CEO
Morris Iemma A fundamental change has been Tony Mestrov
the separation of the commercial
and regulatory functions that were previously carried out by • create an industry in which welfare flourishes across
Greyhound Racing NSW (GRNSW). The new independent the greyhound lifecycle and integrity is a fundamental
regulator, the Greyhound Welfare and Integrity Commission consideration in every aspect of racing
(GWIC), is now responsible for upholding high animal welfare • drive commercial growth across the industry through
standards, overseeing the integrity of the industry, and championing a modern, engaging and exciting racing
monitoring and enforcing compliance. product that increases and diversifies revenue
• lead an industry that is financially sustainable and
This 2018-2021 Strategic Plan reflects GRNSW’s functions and continues to make an important social contribution to the
objectives as a newly reconstituted commercial body. Although communities it operates in
we are no longer the industry regulator, animal welfare remains
a core priority and is central to our strategy for moving the We will be investing heavily to enhance the safety of our tracks,
industry forward. The Strategic Plan shows our commitment based on ongoing research into optimal track and race design.
to bring about change and ensure the industry is recognised We will also be investing heavily in expanding greyhound
and defined by its response to issues and not by misconduct or rehoming programs and capacity, to ensure that all greyhounds
inaction. have the best possible chance of having a suitable home and
being kept as a companion animal at retirement.
GRNSW has set out several initiatives we are committed to that In the commercial arena we will drive stronger revenue growth
are aimed at enhancing welfare outcomes across the entire through a number of initiatives including broadening our
greyhound lifecycle, including: broadcast and digital reach, putting us on a strong footing
• supporting participants to develop new skills and to compete with other racing and sporting codes.
approaches to caring for their greyhounds throughout their
whole life To ensure we can fund these investments and take the industry
• making the racing environment safer for greyhounds in a new direction, we will be moving towards a more efficient
• providing optimal rehoming options for greyhounds at operating model that takes greater advantage of functions
retirement that can be shared between GRNSW and its clubs.
These are not overnight solutions, but they are ones
Complementary initiatives are required to modernise the that the GRNSW team is committed to working to over
operation of the industry to make it more competitive, more the next three years.
vibrant and financially sustainable over the longer-term. This
will require GRNSW working with industry stakeholders to: Internally at GRNSW we will ensure we retain and attract the
• provide greater incentives for owners, breeders and best talent so that we are in the strongest position to deliver
trainers to invest in the industry this strategy. This will build and sustain a positive
• improve the quality and sophistication of the racing and successful internal culture that sets a tone for the
product entire industry.
• more efficiently and effectively invest in racetracks and
their supporting facilities to attract greater community We thank all the industry participants and other stakeholders
engagement with greyhound racing who provided input and feedback on the Strategic Plan.
We will continue to listen to and support our participants as
Greyhound racing continues to provide an important economic the industry evolves. The GRNSW team and I look forward
and social contribution across many communities in NSW, to delivering on this Strategic Plan and delivering value for
particularly in regional areas. By achieving greater commercial the industry and the broader NSW community.
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.
STRATEGIC PLAN 2018-2021 3
Responsible | Competitive | Sustainable
OUR
VISION
4 STRATEGIC PLAN 2018-2021
Responsible | Competitive | Sustainable
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
2
COMPETITIVE
3
SUSTAINABLE
GRNSW will create the ecosystem We will drive commercial growth The NSW greyhound racing
in which welfare flourishes across the industry through industry is financially sustainable
across the greyhound lifecycle championing a modern, engaging and continues to make an
and integrity is a fundamental and exciting racing product that important social contribution to
consideration in every aspect of increases and diversifies revenue the communities it operates in
racing
A NEW INDUSTRY MODEL
CONTINUOUS STAKEHOLDER ENGAGEMENT
STRATEGIC PLAN 2018-2021 5
Responsible | Competitive | Sustainable
A new way forward
Strategic goals under our three priority areas are:
RESPONSIBLE COMPETITIVE SUSTAINABLE
Greyhound racing A larger prize
industry participants money purse that is
are leaders in An optimised race
seen as competitive
modern greyhound track portfolio
husbandry and for all grades of
racing integrity greyhound racing
GRNSW revenue
growth and share GRNSW and its
A safe racing registered clubs
environment for
of wagering
revenue reflects operate efficiently
greyhounds that
reduces injuries the popularity to support the
of wagering on industry
GRNSW product
Our digital, media
A greyhound racing
and information Greyhound racing
system that incentivises
capabilities have creates social and
participants to focus economic benefits
on all aspects of a grown diversified in communities
greyhound lifecycle revenue streams throughout NSW
for GRNSW
GRNSW delivers
Greyhounds are given customers a
the best possible digitally integrated
opportunity to be
rehomed and kept as
experience that
a companion animal at generates continued
retirement racing engagement
and loyalty
A NEW INDUSTRY MODEL
CONTINUOUS STAKEHOLDER ENGAGEMENT
6 STRATEGIC PLAN 2018-2021
Responsible | Competitive | Sustainable
THE
STRATEGY
STRATEGIC PLAN 2018-2021 7
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 Training and regular
NSW a leader in responsible communications is the primary Working with GWIC
greyhound racing. This means: mechanism to educate industry There are a number of
• Fostering the highest participants on expectations aspects of industry reform
standards of racing integrity regarding integrity standards, that will require coordinated
• Creating a racing ecosystem which includes the new Code and combined efforts of
in which animal safety and of Practice, Greyhound Racing GRNSW and GWIC.
welfare is the overriding Rules and regulations. We will put
priority and greyhound greyhound safety and welfare first by: Whole of life-cycle tracking
owners are responsible for the • Building industry knowledge of greyhounds will require a
welfare of their greyhounds and capability regarding coordinated approach between
throughout their life whole of life-cycle approaches GRNSW and GWIC as:
• Promoting whole of life-cycle to greyhound welfare • GWIC is responsible for
approaches to greyhound • Ensuring that all race tracks registering litters and every
welfare, so that greyhounds and facilities enable the safest pup whelped, as well as
are bred, trained, trialled, form of racing for greyhounds registering and naming
raced and rehomed in • Ensuring there are individual greyhounds
the most responsible and opportunities for all greyhounds • GWIC is responsible for
sustainable manner to have high quality care and overseeing greyhounds
homing at all stages of their life, while they are breeding,
particularly in retirement trialling, training and racing
• GRNSW is responsible for
OUR rehoming
GOALS Breeding controls and
injury prevention will be a
combined effort through:
• GRNSW and GWIC
developing and introducing
complementary breeding
controls
LEADERS SAFETY • GRNSW delivering
training on acceptable
Greyhound racing industry A safe racing environment and sustainable
participants are leaders for greyhounds that reduces breeding practices
in modern greyhound injuries • GRNSW developing
husbandry and racing and enforcing minimum
integrity
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
GRADING HOMING data to reduce injuries
and improve track safety
A greyhound racing system Greyhounds are given the
that incentivises participants best possible opportunity
to focus on all aspects of a to be rehomed and kept
greyhound lifecycle as a companion animal at
retirement
8 STRATEGIC PLAN 2018-2021
Responsible | Competitive | Sustainable
Achieving our
goals & measuring
success
Greyhound racing industry participants are
leaders in modern greyhound husbandry
and racing integrity
1. Create industry integrity Our training and education 2. Encourage research
and welfare leaders with program will include: and innovation to improve
education and training • Helping participants to welfare outcomes
As of 1 July 2018, GWIC is understand the industry GRNSW is continuing to invest in
responsible for registering reforms such as registration a comprehensive canine research
participants. New registration requirements, the Code of agenda to promote NSW industry
requirements are expected to Practice and Greyhound leadership around best practice
come in from 2019, including Racing Rules. This will be in greyhound rearing and racing.
the requirement for participants complemented with regular This will look to leverage best
to demonstrate minimum communications practice from other jurisdictions
competency requirements. so participants are aware of their where there is strong evidence.
responsibilities. Research will support policy and
Although we are no longer the • Collaborating with the vocational the industry knowledge base
registration body, GRNSW will education and training sector to with regards to breeding, rearing,
play a proactive role in supporting coordinate participant training training and racing methods that
participants to not only attain accreditation and assessment relate to positive outcomes
necessary accreditation but against the National Greyhound for greyhound welfare and
also build their knowledge and Racing Training Package. career longevity.
capability to solidify NSW as an • Collaborating with clubs to
industry leader in best practice. hold special training events KEY MEASURES
This will help to transform the led by canine welfare and
culture within the industry to training experts. • Research on welfare priority
enable the future success of areas to be undertaken each year
greyhound racing. KEY MEASURES • Introduction of evidence based
initiatives
• Percentage of participants • Benchmarking and evaluating
partaking in GRNSW training against research outcomes
seminars
• Percentage meeting conditions
of registration
STRATEGIC PLAN 2018-2021 9
Responsible | Competitive | Sustainable
A safe racing environment for greyhounds that
reduces injuries
1. Set a safety standard for world class tracks. This will entail are actively investigating and
tracks ongoing review and evolution of addressing, in addition to setting
GRNSW will mandate that all the standards as new research minimum track standards.
tracks meet minimum safety comes to light.
standards to support the safe GRNSW will investigate
provision of racing and minimise KEY MEASURES enhancements to race design –
on-track injuries. We will provide including luring, catching pens
capital funding to clubs to help • Consistent reduction in the and box draws - with the aim of
them meet these standards, in overall number and severity of improving greyhound welfare and
line with our track optimisation track injuries, as reported on by reducing injuries. Any changes will
strategy (see Sustainable). GRNSW and audited by GWIC be informed by ongoing canine
research activities, including the
In addition, GRNSW will study currently being undertaken
continue to undertake research 2. Investigate welfare driven by the University of Sydney
and investment to identify the race design into greyhound behaviour and
optimal track design and achieve There are multiple factors that motivation to race.
continuous improvement towards contribute to injuries which we
We will also trial a reduction in
race field size from 8 to 6 dogs
Implementing minimum track standards at select tracks, as part of the
UTS track study, to understand
2018 whether it aides the reduction of
Minimum standards introduced on-track injuries.
Jun 19 KEY MEASURES
All clubs assessed against minimum standards as a condition of
licensing. • Proportion of greyhounds that
fail to chase
2019+ • Consistent reduction in the
Minimum standards regularly reviewed and updated based on trend overall number and severity of
track injuries, as reported on by
analysis and UTS research.
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 KEY MEASURES This will involve collaboration
We will continue to enhance and sharing of information with
the current grading policy to • Increase prize money per starter GWIC who will be responsible
encourage maximum participation • Improve the bred-to-race ratio for tracking greyhound whole
by a wider range of greyhounds. • Increase in the average number of life-cycle outcomes.
We will test and implement policy of starts over the greyhound’s
enhancements in the OzChase racing career Ongoing data analysis will allow
system over time to: GRNSW and GWIC to establish
• Provide racing opportunities for 2. Improve accountability and more specific welfare related
greyhounds at all performance transparency in reporting targets and metrics, such as a
levels, thereby increasing the We will invest in enhancing our bred-to-race target.
average number of starts systems and implementing
over their racing career policies and procedures to KEY MEASURES
• Increase the bred-to-race improve data collection, data
ratio by incentivising integrity and public reporting in • Implementing an updated data
continued participation by relation to greyhound welfare and capture and reporting process
greyhounds at the initial racing performance. by end of 2018
stages of their racing careers • Establishing an industry wide
• Achieve a fairer and more bred-to-race ratio target by
competitive spread of 30 June 2019
greyhounds across all
grading bands
10 STRATEGIC PLAN 2018-2021Responsible | Competitive | Sustainable
Greyhounds are given the best possible
opportunity to be rehomed and kept as a
companion animal at retirement
1. Expand rehoming capacity To do this GRNSW will: GAP will also drive greyhound
and demand • Support industry education adoption by increasing awareness
In 2018, we established regarding adequate of and promoting greyhounds
Greyhounds As Pets (GAP) as a socialisation and rearing as pets in the community.
separate not-for-profit entity with practices to improve This will also involve opening
the sole mandate of ensuring all greyhound rehoming up new rehoming channels,
greyhounds have high quality care suitability and rates of such as promoting greyhounds
and homing at all times - whether acceptance as therapy dogs.
they require rehoming at the end • Review GAP’s assessment
of their racing career or need to process and continue to GAP will report on a suite of
find a home at an earlier stage. review and update where metrics which provide a full
necessary and transparent picture of its
Over the next three years our aim • Rapidly expand its capacity rehoming efforts and success,
is to significantly increase the in terms of its infrastructure including:
number of greyhounds that are and human resources • Total number of greyhounds
rehomed each year. We will also • Collaborate with and assist assessed
aim to increase the proportion of other rehoming providers • Numbers of greyhounds
greyhounds that are accepted for to achieve a coordinated accepted for rehoming,
rehoming and reduce the return rate. approach to rehoming and key reasons for
efforts and ensure maximum non-acceptance
accessibility and ease for • Number and proportion
participants who would like of greyhounds returned
to rehome their greyhounds. from adoption
KEY MEASURES
• 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
STRATEGIC PLAN 2018-2021 11Competitive
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 wagering performance. GRNSW streaming and additional media
Market Position gains a large proportion of its products through multiple
In recent years the Australian revenue through legislated share channels.
wagering industry has rapidly of revenue via the Racing
evolved as a result of industry Distribution Agreement (RDA) and Prize Money
consolidation and innovation. intercode agreement. While each GRNSW is committed to
Wagering on greyhounds in Australia provide a good source of revenue increasing the amount and
has continued to grow in recent today, there is a need for GRNSW distribution of prize money,
years but operates in an increasingly to develop diversified wagering achieving an 11% increase in
competitive racing market. revenue sources. FY2017. To continue to grow prize
money to a competitive level,
Greyhound racing jurisdictions Broadcast, Digital and overall contributions will need
compete for the wagering dollar Audience to increase in step with revenue
against other racing and sporting The limited availability of growth and cost efficiencies.
codes, and amongst each other, broadcasting airtime, especially
to attract the best greyhounds on Sky, is creating a new market
and trainers to be able to offer the for principal racing authorities
best racing product. competing to obtain more screen
time. GRNSW has entered this
Wagering market and will continue to
To date, GRNSW’s commercial
success has been through strong
broaden vision and awareness
of the sport through digital OUR
GOALS
PRIZE MONEY WAGERING
A larger prize money purse GRNSW revenue growth and
that is seen as competitive for share of wagering revenue
all grades of greyhound racing reflects the popularity of
wagering on GRNSW product
MEDIA EXPERIENCE
Our digital, media and GRNSW delivers customers
information capabilities have a digitally integrated
grown diversified revenue experience that generates
streams for GRNSW continued racing engagement
and loyalty
12 STRATEGIC PLAN 2018-2021Responsible | Competitive | Sustainable
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 measure will be to increase the In FY19, GRNSW will put on
distribution of prize money proportion of GRNSW expenditure Australia’s largest greyhound
GRNSW’s aim is to increase the that is allocated to contributions. racing prize money event with a
amount and distribution of prize view to run two marquee events
money to incentivise and reward KEY MEASURES in FY21.
broad participation in the industry,
and align with racing and welfare • Improved cost to contribution KEY MEASURES
outcomes. GRNSW has been able ratio
• Increase prize money per starter • Total prize money
to maintain a consistent level of
• Incremental increase in total • Performance of marquee race
contributions despite sustained
prize money meets against average turnover
increases in its operating costs
associated with welfare and
2. Host Australia’s largest
integrity reform. Increasing
greyhound carnival
efficiency across the NSW
Marquee events generate interest,
greyhound racing system and
build positive brand cachet and
improving welfare and integrity
attract substantial wagering
outcomes will be the most
turnover. The prize money for this
effective lever to increasing the
race needs to be significant and
amount of prize money in the
will signal the reinvigoration of
short term, with core product
the greyhound racing industry in
revenue growth realising greater
NSW.
effect in the long term. A key
GRNSW revenue growth and share of wagering
revenue reflects the popularity of wagering on
GRNSW product
1. Increase the proportion 2. Optimise racing schedule GRNSW will begin to transition
of wagered races for wagering outcomes to a data-led wagering analytics
We will actively work to increase We will analyse the current capability within FY19 with a
the proportion of greyhound wagering environment through view to have a fully optimised
races that can be wagered on, to analytics to allow GRNSW to schedule by 2021 that maximises
increase our wagering product optimise the race schedule. This our wagering potential across
offering and ensure that all will increase wagering outcomes all Wagering Service Providers
races are contributing to overall across the race calendar, which (WSP).
wagering revenue growth. will become vitally important as
GRNSW increases the number of KEY MEASURES
By 2021 we want all greyhound TAB races and looks to enhance
racing in NSW to be providing a the customer experience with • Prize money per starter
wagering product offering. marquee racing. • Wagering revenue
KEY MEASURES
• Increased prize money per
starter
• Increased wagering revenue
STRATEGIC PLAN 2018-2021 13Responsible | Competitive | Sustainable
3. Promote syndicate KEY MEASURES 5. Invest in growing club
greyhound ownership to revenue
expand participation and • Increased industry turnover
We are focused on improving the
grow wagering • Increased wagering revenue success of clubs in generating
GRNSW will work with regulators • Establishing a greyhound additional revenue streams and
and WSPs to expand greyhound syndication program maximising the use of race track
ownership through syndication, • Increased rehoming through facilities.
helping casual fans and punters GAP or other authorised Attendance at NSW greyhound
to become more involved and providers races is on a long term decline,
engaged in the industry. In and now only averages 120 paying
FY19, GRNSW will refocus attendees per meet in NSW.
4. A fair share of wagering
efforts (in conjunction with other Perceptions of greyhound racing’s
revenue
jurisdictions) to enable more image is poorer than horse racing.
GRNSW will advocate government
active syndicators in greyhounds Integrity, welfare, sustainability
and Racing Corp to maximise the
and increase the number of and modernity scores are lower
NSW greyhound racing industry’s
greyhound syndicates by than horse racing across all
share of revenue under the RDA and
10% by FY21. demographics and significantly
Point of Consumption Tax (PoCT).
lower than sporting bodies such
as the AFL and NRL.
Our digital, media and GRNSW will employ a team of
business development managers
information capabilities (BDMs), who will assist clubs
have grown diversified in generating own-source non-
wagering revenue (decreasing
revenue for GRNSW reliance on GRNSW transfers) and
ensure an exciting and consistent
1. Broaden vision content is becoming more experience at all clubs. BDMs will
Vision is critical in the growth of important as young punters interact operate as a shared service; each
wagering. Digital streaming will with more touch points throughout will be dedicated to working with
be a growth engine for wagering the betting journey. Younger clubs in a particular region.
as it compliments the growing punters are more likely to use odds
trend away from retail/on-track checkers, social media and mobile
wagering towards wagering on based editorials compared to older KEY MEASURES
mobile applications and websites. punters, who are typically more
Similarly, both Victorian and South likely to use print based sources • Grow club own source revenue
Australian thoroughbred racing to inform their bets. In this context • Will look to have the ratio of
are now being broadcast free-to- online bettors consider analysis GRNSW funding to club funding
air (FTA), increasing the level of (tips) and data relatively more at 40:60 or better by FY21 and
coverage of these racing bodies. important than editorial/news 35:65 or better by FY23
GRNSW will continue to work with and commentary.
networks and WSPs to provide GRNSW will expand our digital
digital content and broader capabilities looking to make
vision and will review the current strategic investment decisions
contracts for digital and for around current assets (i.e.
vision prior to expiry. In addition, thedogs.com.au) as well as
GRNSW will investigate a complementary and innovative
partnership with another racing products that support growth in
body or sporting association WSP active user base. GRNSW
to have selected races from will collaborate with WSPs and
a marquee race. Tabcorp to improve the digital
offering for punters.
KEY MEASURES GRNSW will have grown revenue
from digital capabilities and content
• Increased viewership of NSW
offerings, and sponsorships to
greyhound racing
• Increased digital broadcast
7% of total revenue by FY21.
revenue
• Increased digital content revenue KEY MEASURES
2. Increase our digital • Increased non-wagering revenue
capabilities and content
In addition to vision, digital
14 STRATEGIC PLAN 2018-2021Responsible | Competitive | Sustainable
GRNSW delivers customers a digitally
integrated experience that generates
continued racing engagement and loyalty
1. A digitally integrated experience at one track by FY20
experience for greyhound GRNSW will work with clubs and and all tracks with select WSP
racing WSPs to create an integrated digital user experiences and
The next generation of sporting digital greyhound racing premium sponsorships by FY21.
experiences are learning from the experience that drives greater
rise of e-sports and new format levels of participation, active WSP KEY MEASURES
(e.g. Rugby 7s) and content users, and attendance at selected
is becoming more exciting, greyhound racing clubs and • Grow club own source revenue
immersive, and digitally integrated venues. • Increased club prize money
across the sporting value chain contribution
and between formats. GRNSW will pilot the digital
STRATEGIC PLAN 2018-2021 15Sustainable
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 and community. Our future track and regional NSW, through
a vibrant industry rests on model will consist of tracks that employment, participation and
both improving our financial incorporate the latest standards of enjoyment in racing and non-
performance, as well as ensuring track safety and design, provide racing activities.
our ongoing relevance and a better racing experience for
importance in NSW communities. patrons, and can be utilised for
broader community purposes.
Financial sustainability
Our ability to effectively Clubs
manage future investments and We also need to be more efficient
expenditure will determine our in how GRNSW operates in
ability to deliver on the welfare conjunction with clubs. This
and commercial initiatives we will involve taking advantage of
have set out in this plan. The two significant efficiencies by sharing
areas of focus are our tracks and some services between GRNSW
our clubs. and the race clubs themselves.
Tracks Community
We will more efficiently and Our optimised track footprint
effectively invest in our racetracks and model will provide better
OUR
and support facilities to provide opportunities for engagement
a greater return to the industry with communities in metropolitan
GOALS
TRACKS CLUBS COMMUNITY
An optimised race track GRNSW and its registered Greyhound racing creates
portfolio clubs operate efficiently to social and economic
support the industry benefits in communities
throughout NSW
16 STRATEGIC PLAN 2018-2021Achieving our
Responsible | Competitive | Sustainable
goals & measuring
success
An optimised race track portfolio
1. Track optimisation strategy Excellence that are located in key racing, current industry dynamics
Over the next year, GRNSW metropolitan and regional areas and our overall strategic
will undertake a review of its where there is high racing activity objectives.
tracks and develop a total asset and spectatorship.
management plan that guides Options include the expansion
future investment. The plan will of an existing track in a strategic
KEY MEASURES
set out an approach to achieve location that is primed to
an enhanced track portfolio that deliver an uplift in race meets
• Increase return on capital
is comprised of both: and become the new home of
invested (ROCI), and return on
assets
metropolitan racing. GRNSW will
1) A core track model consider the return on investment
A core portfolio of tracks that of establishing another race track
are located in key regional towns in metropolitan Sydney over the
2. Plan for metropolitan racing
and have the primary purpose medium term.
Metropolitan racing plays a vital
of facilitating a high quality
role in the industry in NSW with
wagering product and providing Any decisions made by GRNSW
a large proportion of owners,
racing accessibility, safety and with regards to the future track
trainers and racegoers residing in
functionality for greyhound infrastructure will be supported by
greater Sydney. With our lease at
owners and trainers that will evidence and will go through full
Wentworth Park expiring in 2027,
ensure their ongoing participation stakeholder consultation.
we are considering alternative
in the industry.
metropolitan racing options that
KEY MEASURES
& will ensure any further investment
serves the industry in the longer
• GRNSW to identify the future
2) Centres of excellence term. Our assessment takes into home of metropolitan racing and
In the longer term we are going consideration the findings of develop a plan for transition
to invest in racing Centres of previous reports on metropolitan
Core Track Model & Centres of Excellence
All clubs and tracks must: In addition to core requirements, the Centres
will offer:
• Put on highly professional race meets on
a regular basis • Co-location with, or near to, GAP rehoming
• Achieve minimum standards in track facilities
design and safety • Additional amenities for patrons and
• Have high quality veterinary facilities facilities for broader community use
and services • The gold standard in track design
• Provide training and trialling capacity • Digital infrastructure that delivers an
• Include digital infrastructure to deliver a integrated digital experience at the track
high quality wagering product off the track and online
STRATEGIC PLAN 2018-2021 17Responsible | Competitive | Sustainable
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
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Race Shared
Clubs Service Services
Functions of Functions of
race clubs GRNSW shared
• Appointment of club
personnel services
• Organising race meets • Central financial
• Hosting community events accounting and reporting
• Day to day financial processes
processes and reporting • Approval of large capital
and operating expenditure
• Central procurement
• Monitoring of track and
facilities maintenance
requirements
18 STRATEGIC PLAN 2018-2021Responsible | Competitive | Sustainable
1. Enhance club governance • Tightening conditions on club
and operating standards
GRNSW will implement revised
support including aligning
funding to the demonstration Approaches
club standards that enhances
GRNSW’s oversight of clubs in
of financial and non-financial
performance metrics
to race club
certain areas, without reducing
their autonomy over day to day
• Improving procedures
related to financial resource
management
operations. In this way GRNSW management
will take more of a strategic • Promoting excellence in club Financial Existing
management role over clubs that governance and management Provide financial Approach
allows for greater operational through lifting personnel goals
efficiency through the use of standards. GRNSW will also
shared services. support clubs in this regard
by offering common training Strategic
Key areas to be revised and and education, to lift and Set targets and
strengthened include: promote consistency in club review strategy
management
• Increasing requirements • Minimum standards around
around commercial returns administration, record keeping Active
and ensuring the use of tracks and reporting and analysis on Define strategy and
is maximised. In this regard, performance help to achieve
GRNSW will also implement New
measures to support clubs Approach
KEY MEASURES Operational
to improve commercial
outcomes, such as through Define and deliver
• By 2021 GRNSW will achieve strategy
the appointment of business
a contribution to cost ratio of
development managers in 40:60
each region
Greyhound racing creates social and
economic benefits in communities
throughout NSW
1. Community GRNSW will set a community
engagement plan engagement plan and KEY MEASURES
With a more efficient and expectations for clubs, which will
streamlined track footprint, we require them to offer the tracks • Reporting on the number of
will be able to concentrate racing and facilities for community use, community uses of race club
activity and make greyhound such as holding charity events, facilities
racing a more vibrant presence in family days and other purposes
local communities. such as hosing community
education and outreach
GRNSW will encourage race programs.
clubs to engage with each track’s
local population and encourage
participation at the tracks through
spectatorship, employment and
volunteering.
STRATEGIC PLAN 2018-2021 19Responsible | Competitive | Sustainable
A NEW
INDUSTRY
MODEL
20 STRATEGIC PLAN 2018-2021Responsible | Competitive | Sustainable
A new industry
governance
and welfare
framework
Following the NSW government’s
announcement on 11 October Greyhound To support industry
2016 of their policy to support the
continuation of greyhound racing
Welfare and reform, the NSW
in NSW, the Greyhound Industry
Reform Panel was established
Integrity Government is
to provide recommendations on Commission providing $41 million
potential new animal welfare and in transitional
governance arrangements to GWIC was established with the
reform the industry and restore primary objectives to promote and funding support.
confidence in its integrity. A key protect the welfare of greyhounds, This comprises $30
outcome has been the separation safeguard the integrity of
of commercial and regulatory greyhound racing and betting, million to upgrade
functions into two separate bodies. and maintain public confidence greyhound tracks to
in the industry.
appropriate safety
GWIC will: and animal welfare
•C ontrol, supervise and regulate
greyhound racing in NSW standards, and $11
• Initiate, develop and implement million in start-up and
policies about the welfare of
greyhounds operational funding
•U ndertake research and for the integrity
investigation into greyhound
breeding and racing commission.
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.
STRATEGIC PLAN 2018-2021 21Responsible | Competitive | Sustainable
A new industry model
Minister for Racing
Racing Integrity Wagering
Entities Product & Welfare & Media
Greyhound
GWIC
Control, supervise and regulate
Welfare greyhound racing. Develop
& Integrity and implement policies for
the welfare of greyhounds,
Commission and research into greyhound
breeding and racing
GRNSW
Responsible for the commercial functions of greyhound racing in NSW,
with animal welfare objectives
Greyhound
Racing NSW
and the
entities it Clubs Greyhounds
controls or
as Pets
Required to meet new
operating standards
licenses GRNSW will drive industry
rehoming through GAP;
a registered charity
Owners, breeders
& trainers
Owners, Owners are principally responsible for the welfare
of their greyhound for their full natural life
breeders
& trainers
Greyhound Breeders Owners
Trainers Association
Racing Corp
Private rehoming
providers Tabcorp
External Wagering Service
organisations
Providers
Animal welfare
organisations & Sky, broadcasters
veterinarians & other media
Other industry stakeholders and the NSW community
22 STRATEGIC PLAN 2018-2021Responsible | Competitive | Sustainable
GWIC functions GRNSW functions
• Creating, implementing and enforcing • The racing environment: implementing
integrity and welfare policies world-leading track design, veterinary
• Developing a code of practice for facilities and infrastructure
greyhound welfare • Promoting the industry (branding,
• Enhance regulatory oversight and marketing, wagering product)
prosecution for illicit activities • Set the racing program
• Enforcing tougher penalties for animal • Greyhound grading
welfare abuses, including for live baiting • Allocating prize money
• Registration of greyhound trial tracks • Oversee the management and
and installation of CCTV cameras as administration of race tracks and
appropriate race clubs including licencing and
• Administering the rules of racing in governance requirements
relation to greyhounds and industry • Expanding greyhound rehoming activity
participants including swabbing for and infrastructure
prohibited substances • Meeting the full operating costs of GWIC
• Implementing a whole of lifecycle system by July 2022
for greyhounds • Implementing more robust reporting
• Implementing a new breeding framework and audit functions
to control over-breeding of greyhounds
• Introducing robust registration
requirements for industry participants
including training and education
GRNSW and GWIC will also work together across a number of
industry welfare and integrity initiatives including:
Whole lifecycle Greyhound Training & Participant Track
tracking rehoming education integrity Safety
Lifecycle tracking will Although GRNSW will GRNSW will work with GRNSW will work with GWIC and GRNSW
require a coordinated be responsible for GWIC in implementing GWIC to ensure that will be recording and
approach between managing Greyhounds an industry wide industry participants managing data to
GWIC, GRNSW and As Pets (GAP), GWIC education framework are held accountable improve the safety
local councils. will independently and initiatives. for their actions and standards of all race
review processes and participants who tracks to ensure
standards in place. breach the rules, code greater safety.
of practice and laws
regulating the industry
will be penalised
accordingly by GWIC.
STRATEGIC PLAN 2018-2021 23Responsible | Competitive | Sustainable
A new approach
to participation
Expectations of Participant
our participants advocacy
have increased The GBOTA has represented the
collective interests of owners,
trainers and breeders since
Owners, breeders and trainers
1939. Going forward we envisage
are the heart of our industry. As
GBOTA to continue its advocacy
the publics’ expectations of the
role, helping participants to
industry have increased, so too
navigate their way through the
have the expectations of our
industry.
participants to uphold the highest
standards of animal welfare
practice and racing integrity.
Participant responsibilities GBOTA functions
• Adhere to training and education • Advocacy and representation of owners,
requirements and standards breeders and trainers
• Comply with the new Code of Conduct • Advocating on GBOTA members behalf to
and Greyhound Racing Rules the NSW Government and to GRNSW
• Comply with licencing requirements • Assistance with legal and financial
• Responsibility for the welfare of matters pertaining to participation in the
greyhounds for their full natural life industry
• Maximise the success of rehoming by • Negotiating commercial agreements on
socialising dogs from an early stage behalf of industry participants
24 STRATEGIC PLAN 2018-2021Responsible | Competitive | Sustainable
Engaging with our
stakeholders
GRNSW has a diverse range of to them. Engagement took a In delivering our strategic plan,
stakeholders, all with differing variety of forms, including face we’ll continue to work with our
levels of knowledge, interest and to face meetings and receiving stakeholders on a regular basis
activity in the NSW greyhound written feedback on our draft to understand their views, report
racing industry. plan. back to them our performance
progress and continue to refine
GRNSW’s Stakeholder This year we also undertook an our approaches.
Engagement Plan was designed extensive community survey
to ensure we maintain a good which allowed to gain deeper
understanding of the views and insights into the way that a
expectations across all of our cross section of the community
stakeholders, as an important (customers, participants and
consideration in our current and other members of the community)
future strategies. perceive and engage with the
industry. These insights have
Developing this Strategic Plan allowed us to tailor our strategy
involved a rigorous process of and approaches in a way that will
engagement with key internal and help us build engagement with the
external stakeholders, to identify industry.
the issues of greatest importance
STRATEGIC PLAN 2018-2021 25Responsible | Competitive | Sustainable
Contact Details
Greyhound Racing NSW
T 02 8767 0500
E admin@grnsw.com.au
Greyhound Hotline - 1800 680 174
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