JANUARY 2012 THE RIDER /27
An Open Letter from Chair Rod Seiling Working Together Pays Dividends
I want to lead with a hearty recogni- tion to tracks, horsepeople and the Ontario Racing Commission (ORC) Administration for the successful conclu- sion of the 2012 live race date allocation process.
bers of the Group.
In March of this year, I issued an open letter to the industry, urging all stakeholders to take advantage of an opportunity to revitalize horse racing in Ontario. A lot of hard work by many peo- ple brought us to where we find ourselves today, and it clearly demonstrates the rac- ing community has taken this challenge quite seriously.
The first year of the Ontario Racing Program is nearing completion. I believe 2012 will be better, if for no other reason than the industry now has a clearer under- standing of the Program. This is particular- ly true as to how an individual track can work within the Program for its benefit and that of its local horsepeople.
When – if ever – has the month of December not meant a time of hearings, where tracks and horsepeople have faced off against one another over the number of live race dates for the coming year? It has been my longstanding belief that this adversarial approach planted the seeds of mistrust and confrontation so prevalent within the industry.
When it approved the Ontario Rac- ing Program, one of the outcomes envi- sioned by the ORC Board was a scenario wherein tracks and horsepeople – work- ing within the principles of the Program and with the facilitation expertise of the ORC Administration – could agree on a live race date schedule.
Looking forward, the ORC Board envisions some subtle but important changes as the Program starts to mature – for example, the need to funnel more rac- ing opportunities for younger horses. We also need to begin to move on the account- ability front as directed by our shareholder, the Government of Ontario. Of particular
interest to all stakeholders, we are begin- ning to look at the possibility of presenting race date allocations as ‘three year rolling averages.’ It is my belief that this would allow all partners to better plan for their ongoing respective business needs. In conclusion, let me say that we are very fortunate to be able to be in the horse racing business in Ontario. Therefore, let’s build on the momentum achieved in this first year of the Program and make that business better.
Rod Seiling Chair
We are seeing the results in real terms - working together pays dividends…
Little did we realize that it would occur in Year Two of the race date alloca- tion process under the new Program. Tracks and horsepeople are partners in the business and sport of horse racing. It is preferable, for a whole host of rea- sons, for the partners to reach a common accord and not rely on the ORC to arbi- trate. Perhaps, one can hope, this moment marks a maturing change in the relation- ship between the partners.
The Program’s genesis was the obvious need to develop a clear and understandable business basis for the allocation of live race dates. Operating on a ‘supply side methodology’ and ‘ignor- ing the customer’ had long been the prac- tice and was not working. One could assert that this supply sided approach helped to ‘grease’ the decline in wagering and fan support. And as a result, the sub- sequent racing ‘product’ was not per- ceived as worthy of the public’s invest- ment in both time and money.
A key objective of the Program is to return to a ‘pre-Slots’ scenario where ‘the best horses raced against the best horses at the top tracks.’
I am happy to report that part of the Program is working. According to Stan- dardbred Canada stats, wagering on Woodbine Standardbred product – which represents the vast majority of the total wagering in Ontario – is up 16 % per overnight card for 2011. At the very least, we want to see the wagering declines at other tracks reversed. Are there lessons to be learned from tracks such as Rideau Carlton or others who seem to have stabi- lized their business?
Let me be the first to say we still have work to do. We never expected to get it all right from the get go. It is for that reason we have established the Implementation and Monitoring (IM) Group. Their mandate is to implement and monitor the elements of the Ontario Racing Program and to ensure the Pro- gram is flexible enough to change, where the need for change is demonstrated and determined to be warranted.
The value of the IM Group is unquestionable as it has demonstrated time and time again. Their work explain- ing purse accounts was an excellent example. Perhaps their greatest asset and value to the industry is providing for the first time, accurate and reliable statistics outside of wagering information. Can you imagine any other major industry moving forward without such critical numbers at its fingertips?
With this information in hand, the industry can begin to analyse and assess itself in a realistic manner and with respect to what and how it can plan its future. If you have any questions or com- ments, I encourage you to contact mem-
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