THE SUNSHINE COAST NEWSPAPER COLUMN - PRECISE PLANNING WILL BE THE KEY TO SUSTAINABILITY

By Graham Potter | Sunday, December 27, 2015

Graham Potter writes a weekly column for the Sunshine Coast daily. Due to demand from those having trouble accessing the paper these columns are now also published on HRO courtesy of the Sunshine Coast daily.

In 1992 the Queen of England gave a speech which included the view that “1992 is not a year on which I shall look back with undiluted pleasure ... It has turned out to be an 'Annus Horribilis'.”

Substitute 2015 for 1992, refer to the year in horseracing and the echoing words of the Queen, 'Annus Horribilis', could again be right on the mark.

Not that there were not huge peaks ... Michelle Payne’s historic win in the Melbourne Cup, Tony Gollan’s record breaking season in Brisbane, and more ... but it was the troughs that continually threatened to devalue the industry that held sway for most of the last twelve months.

Racing in Queensland, in particular, has struggled.

The release of Racing Queensland’s ‘Tracking to Sustainability Report’ was met with much derision.

Criticism, to be fair, should come with an alternative though, so, instead of looking back, as is customary at this time of year, here is my humble ten-point plan for the immediate future of racing in the state.

1 The state government needs to back-off on their stand that every one of the MacSporran Commission Report recommendations must be implemented. To acknowledge that nobody is perfect, including MacSporran, and that some recommendations need to be refined is no slight on anyone. Certainly one critical point needs to be revisited.

2 Racing has three codes. While obviously related, they are in fact three different business’ and therefore each code should have its own independent board and management structure.

3 In the light of points 1 and 2, any legislation to amend the Racing Act should be put on hold and rewritten to accommodate the preferred management structure.

4 A tight timeframe has to be targeted and followed to achieve all of the above. The time factor is as critical as anything else at this stage.

5 The interim CEO of Racing Queensland must be replaced by a ‘caretaker manager’ who has greater insight into the workings and essential needs of the industry.

6 Potential Board members have to vetted on the basis of, not just their expertise, but on their passion, energy, and commitment to be proactive enough to help salvage the situation. They have to be out there, available and not retreat when they are subject to the inevitable criticism.

7 A new CEO should be head-hunted. He or she has to be competent and courageous. The CEO would work in unity with the board. All board members and the CEO would have the fact that they will work as a team, and not as individuals, written into their formal contracts. Penalties would apply.

8 Confidence (morale) has to be built up amongst management. To attract the right leaders, racing has to show that it has turned the corner in its thinking and is heading down a positive path. (See points 1 to 5).

9 Confidence (morale) has to be built up amongst stakeholders and participants. That will be achieved when racing creates a path to set a new standard. (See points 1 to 8).

10 Last, but not least, horseracing has to look after and rejuvenate its product, but that can only be done successfully when all of the above is in place.

Roll on 2016.