Racing Queensland Infrastructure Plan

1 5 Year Infrastructure Strategy | A Prosperous Racing Industry for Queensland

Racing Queensland 5 Year Infrastructure Strategy

A P r o s p e r o u s

R a c i n g

I n d u s t r y f o r

Q u e e n s l a n d

D e c e m b e r 2 0 1 3


Our Vision, Mission and Values

Our Vision

A Prosperous Racing Industry for Queensland

The vision for the Queensland racing industry involves the achievement of the

following;

High participation, engagement and skills – Increase participation and skills in

the industry and form strategic partnerships with key stakeholders directed at

improving the overall performance of the industry;

Safety, integrity and sustainability – Ensure a high standard of safety, integrity,

risk management and a sustainable industry;

Fit for purpose, quality infrastructure – Achieve appropriate racing

infrastructure for facilities;

Enhanced product and intellectual property – Achieve and maintain a high

quality, competitive racing and wagering product with supporting information,

services while optimizing the commercial returns for it and the industry’s

intellectual property; and

Industry viability – Achieve an economically efficient, competitive and viable

industry.

Our Mission

CARE

Racing Queensland’s focus remains on taking the industry forward through the

implementation of our mission statement to CARE;

Collaborate – Working together for the benefit of the racing industry;

Assist – Providing assistance and services to encourage people in the

industry to be self-sufficient and viable ;


Regulate – Regulating the industry to ensure integrity and compliance with

standards, policies and rules; and

Enable – enabling the industry to participate in racing.

Our Values

The values that underpin the behavior of people at Racing Queensland are;

Professional and ethical – We will at all times be professional and ethical in

our dealings with stakeholders and colleagues;

Results-oriented – We will ensure that our day to day activities are consistent

with and contribute to achieving goals;

Teamwork – We are committed to working as a team to deliver the best

solutions for our stakeholders, recognizing and rewarding both team and

individual contributions;

Stakeholder service excellence – We will strive to serve our customers with

excellence; and

Balance between professional and personal life – we recognize that people

are our main asset so achieving a balance between professional and personal

time is in the best interest of individuals and the organization.


CONTENTS

Overview 5

Key Elements of the Strategy 6

Workplace Health and Safety 6

Race Club Classification 7

Optimum Racing Schedule 7

Racetrack Maintenance Funding 8

Industry Infrastructure Strategy 9

Club Sustainability 11


Overview

In October 2012, Racing Queensland prepared a “Proposed Approach to Industry

Infrastructure Strategy” providing the framework for identifying racing infrastructure

which was of major strategic importance for three (3) codes of racing.

Clubs have been carrying the burden of industry viability for some years. Clearly, it

was never intended that clubs be relied on to be able to invest in the major

infrastructure necessary to address whole of industry viability or growth. This is the

clear responsibility of the recipients of the major revenue streams, namely Racing

Queensland and the State Government of Queensland. Notwithstanding, most clubs

have been making some infrastructure improvements to the extent that they are able.

These investments have been primarily funded through the use of cash reserves

and/or sale of assets, with investment focusing on a micro level instead of taking into

consideration the industry as a whole.

As part of the Newman Government’s proposed approach to Industry Infrastructure

Strategy, Racing Queensland has developed a five (5) year infrastructure strategy and

set forth in doing so in January 2013, when a process of consultation was undertaken

across the state.

During this period a number of submissions were received from clubs which related

to individual infrastructure requirements taking into consideration;

WH&S;

Imperative for racing;

Integrity;

Compliance; and

Training

This strategy is the first of its kind for thoroughbred, harness and greyhound racing

in Queensland as it sets out a five year infrastructure strategy for the state and

provides clubs, trainers, owners and industry participants with a clearer

understanding of the future direction for capital investment in infrastructure across

Queensland.

Racing Queensland will undertake a yearly review of each club’s circumstances,

financial performance and general club development to determine future

infrastructure requirements.

The rolling five (5) year strategy will be subject to clubs delivering of various

standards including; presentation of training facilities, track preparation standards,

performance at race meetings, commitment to WH&S and adherence to guidelines

for the use of capital funds.


Key Elements of the Strategy The strategy which will be updated annually includes;

Workplace Health and Safety

Optimum racing schedule

Racetrack maintenance funding

Industry Infrastructure Strategy

Club sustainability

Workplace Health and Safety Following a state review of industry infrastructure and subsequent meetings with

race clubs, Racing Queensland has developed Minimum Venue and Equipment

Standards for non-TAB thoroughbred race clubs across the state as well as TAB

thoroughbred race clubs.

TAB and Non-TAB venue standards for all three (3) codes are currently being

prepared along with an industry review of existing Non-TAB (thoroughbred)

standards to ensure best practice.

The minimum standards ensure effective management and sustainability of racing

venues and include; track, infrastructure and equipment, thus ensuring the

provision of optimal track surfaces and suitable safe facilities and equipment for all

industry participants.

In developing the minimum standards for racing and training the following key

areas were identified;

Racing and training surfaces;

Rails and fencing;

Crossing/access points;

Swabbing and veterinary facilities (animal welfare provisions);

Saddling/parading enclosure;

Raceday officials and jockey/driver facilities;

Tie-up stalls/kennels; and

Raceday equipment.

Compliance with other additional statutory requirements remains the responsibility

of each Non-TAB race club, with clubs providing information to Racing Queensland

as required.


Race Club Classification A new set of meeting classifications has been established to reflect the specific

nature of each type of race day – these being;

Thoroughbred

Metropolitan – Brisbane Racing Club;

Provincial – Gold Coast Turf Club, Toowoomba Turf Club, Sunshine Coast

Turf Club, Townsville Turf Club, Rockhampton Jockey Club, Mackay turf Club;

Country TAB – Beaudesert Race Club, Warwick Race Club, Dalby Jockey

Club, Kilcoy Jockey Club, Gatton Jockey Club, Cairns Jockey Club; and

Country Non-TAB – all other clubs

Harness

Metropolitan – Albion Park Harness Racing Club (Saturday);

Provincial – Albion Park Harness Racing Club (mid week), Redcliffe, Kilcoy

and grass tracks; and

Non-TAB - Marburg

Greyhound

Metropolitan – Brisbane Greyhound Racing Club;

Provincial – Ipswich Greyhound Racing Club, Rockhampton Greyhound

Racing Club, Townsville Greyhound Racing Club; and

Non-TAB – Capalaba Greyhound Racing Club, Cairns Greyhound Racing

Club and Bundaberg Greyhound Racing Club.

Optimum Racing Schedule To optimize racing performance in Queensland the following racing schedule has

been developed.

Thoroughbred Harness Greyhounds

Monday N/A P P

Tuesday P P P

Wednesday M P P

Thursday P P M

Friday P P P

Saturday M, P, C1, C2 M, N P,N

Sunday P P/N (if programmed)

P

* Thoroughbred - M = Metropolitan, P = Provincial (TAB), C1 = Country-(TAB) &

C2 = Country (Non-TAB)


** Harness – M = Metropolitan, P = Provincial (TAB) & N = Non-TAB

*** Greyhound – M = Metropolitan, P = Provincial (TAB) & N = Non-TAB

Racetrack Maintenance Funding Following a review of the submissions received and feedback from meetings with

clubs and participants, a tiered approach is being implemented for the future

funding of maintenance at racetracks across the state over the next five (5) years.

Tier 1 Industry Funded Capital Works Plan

Venues/Clubs will be provided via application with capital works funding for WHS,

racing, training, race day officials and integrity infrastructure. This funding is “one off

grant” to clubs from a proactive capital works improvements plan which relate to the

key strategy elements, with a particular emphasis on provincial and country Tab clubs.

Examples of a capital funded grant could be new plastic rail for thoroughbreds,

replacement of starting boxes for greyhounds and a new mobile for harness races.

From the five (5) year infrastructure strategy RQ has developed a schedule and

financial plan for the delivery a capital works program commencing FY14. The main

emphasis of this industry strategy will firstly focus on Work Place Health and Safety

items.

The table below provides the financial plan for the period FY 14 to FY18

Code FY 14 FY 15 FY 16 FY 17 FY18

Thoroughbred 700,000 840,000 840,000 950,000 1,000,000

Harness 150,000 180,000 180,000 200,000 250,000

Greyhound 150,000 180,000 180,000 200,000 250,000

Total 1,000,000 1,200,000 1,200,000 1,350,000 1,500,000

Tier 2 Ongoing Industry Funded Maintenance Plan

The Industry Funded Maintenance Plan could be seen as a hybrid of the Industry

Funded Capital works where, venues/clubs will have access to a maintenance funding

plan on an on-going basis as a result of reactive maintenance which falls outside of the

key strategy elements. The areas that the maintenance funding plan will assist could

be the result of un-foreseen elements such as flooding/fire/drought or providing funding

for special events. RQ would manage and assist all three codes via applications,

planning, delivery and funding.

Code FY 14 FY 15 FY 16 FY 17 FY18

Thoroughbred 100,000 100,000 120,000 120,000 130,000

Harness 30,000 30,000 40,000 40,000 50,000

Greyhound 30,000 30,000 40,000 40,000 50,000

Total 160,000 160,000 200,000 200,000 230,000


Tier 3 Training Track Subsidy

Training track subsidy will be subject to operating conditions including an annual review

of facilities and starter numbers. This is reflected through current training track subsidy

payments.

The factors taken into consideration in determining the funding for these venues

includes;

Current status of existing training and racing facilities (TAB and Non-TAB);

Opportunity for expansion;

Geographic location and population;

Proximity to other racing venues;

Starters produced and horse population trends;

WH&S requirements;

Relative cost of funding training per starter produced;

Future availability of industry funds to allocate to maintenance and capital

infrastructure at all Queensland facilities.

Industry Infrastructure Strategy In conjunction with the Queensland Government $110 million will be invested over the

next five (5) years in racecourse infrastructure in Queensland.

The fundamental basis of the Industry Infrastructure Strategy is that the investment be

viewed as providing infrastructure necessary to the growth and sustainability of the

industry. This includes the infrastructure needed not only to support the actual race

day delivery of racing, but also the infrastructure investments needed to ensure the

long-term viability of the extended industry, and in particular, provide infrastructure that

will stimulate industry growth.

To achieve the above aims, the infrastructure investment must be looked at in this light.

Many of the proposed investments will have a side benefit of adding extra/increased

revenue opportunities to clubs, as well as profit improvement from decreased

maintenance costs of currently deteriorating assets.

The allocation of funding across all three (3) codes is as follows;

Thoroughbred $70 million

Harness $15 million

Greyhound $25 million

Total $110 million


Racing Queensland will manage the capital improvement program and projects at

racecourses. Projects will be prioritized on an annual basis for training, racing and

customer facility improvements.

The factors taken into consideration in determining the funding of these venues

includes;

Strategic importance (major, high, medium);

Industry viability;

High participation, engagement and skills;

Safety, integrity and sustainability;

High quality infrastructure;

Enhanced product and intellectual property

The following infrastructure strategy model has been developed to determine future

infrastructure needs;

Importance Driver Initiative Funding

Major Strategic Importance

Need driven by substantial revenue and/or viability issues

Expected to be one off and initiated as identified

Funding expected to be complex and may involve multiple parties/sources

High Strategic Importance

Need driven by the supporting role played to the industry in the total Industry Sustainability Model

Expected to be highlighted by the five year rolling plan

Funding predominately from infrastructure funds, with some local supplementation

Medium Strategic Importance

Need driven the ongoing operational infrastructure requirements of the industry

Expected to be collected and categorized by normal five year rolling plan process

Funding from ongoing infrastructure funding as required and funds available

Projects identified for funding through the Industry Infrastructure Strategy during the

next four (4) years includes;

Thoroughbred Infrastructure

Ooralea Park Racecourse, Mackay;

Beaudesert Racecourse, Beaudesert;

Cannon Park Racecourse, Cairns;

Clifford Park Racecourse, Toowoomba;

Bundall Racecourse, Gold Coast;

Eagle Farm Racecourse, Brisbane;

Cluden Racecourse, Townsville; and


Bundamba Racecourse, Ipswich

Harness Infrastructure

Albion Park Raceway, Brisbane; and

Gold Coast Harness Facility

Greyhound Infrastructure

Cronulla Park, Logan; and

Bundamba Racecourse, Ipswich

Club Sustainability Club sustainability will be a key performance measure determining the allocation of

future race dates and funding.

Sustainability test conditions are being established for all clubs including liquidity,

attendance, membership and the fulfillment of WH&S standards.

All clubs will be reviewed annually against the sustainability test conditions.

A strategic asset retirement plan is being developed for portable assets within

Queensland. This plan will serve to provide assets from metropolitan and provincial

clubs to country clubs such as barrier stalls, starting boxes and running rail.

A club cooperation scheme is being developed to enable sustainability of country

racing in Queensland. The scheme operates on a buddy basis whereby TAB clubs

provide support to non-Tab country clubs. The scheme aims to improve sharing of

resources and knowledge across the state. Support is provided in various forms

including; equipment sharing, provision of key staff (i.e. bar staff, barrier attendants),

consultants and ground/facility maintenance.

Documents

Racing Queensland Infrastructure Plan