The Corner with Garry Chittick

It is not the easiest role, that of Chairman of our Thoroughbred Racing Board. Like all chairmanships, one’s mind is rarely not occupied with the responsibility. To our Chairman, I say thanks. A lifetime in the industry, Chairman of our largest club, it is difficult to identify someone more suited to the role.

He is in charge of the largest privately owned band of broodmares – more strength to his bow. So why is he a subject of building doubt in the direction his Board is taking the industry. 

Now, the two of you are fully aware of my term as Racing Board Chairman. They were four turbulent years. Regardless of where any of the genesis of any idea may have come from, as Chair, you were always considered accountable.

Our most significant funding change was as a result of trainers and owners being disappointed at how their horse was rated if they chose to race in Australia. In essence, visiting horses’ form was rated on the basis that any win was regarded as a metropolitan win. I raced a horse, ‘I’m Jake’, named as a result of a string halt hind leg action. He was handy, trained on the stud and well placed; he won three out of four starts for around $15k in stakes. We decided we would have a bit of fun racing him from the Brideoake stable around the provincial tracks in Victoria. Imagine our surprise when David said we would be lining up at Moonee Valley because, as a result of his three wins ($15k), we would be weighted out of the provincials. Imagine our shock when the Moonee Valley impost was $59k, hence the push to introduce a tiered racing structure. We were going to reeducate those pesky Australians. Did we achieve the desired result? No. Was there merit in our Premier, Feature, and Graduation rankings, with clubs rewarded by turnover-driven percentages?

I believe it should have worked; it was brutal if you were a club with a modest date, our funding was determined by regional turnover. NZ was divided into four regions, the TAB guaranteed 8% of turnover would fund our Board, which would in turn allocate 8% return on the regions’ turnover. Did this go down well? It should have. It was well thought out. My Board only underwrote the Group races.

Did we sell it well enough? Well, with Code support, we presented our model across the country. Now, you must remember this policy stemmed from owner and trainer pressure; this scheme was devised by our respective chief executives and financial executives. My Board and the three codes were delighted to have a guaranteed 8%, but it still had to be sold. I have enormous regard for club representatives. I can tell you it was a colourful, torrid couple of weeks.

So, why this epistle? Well, rumour has it that thoroughbred racing is contemplating a regrading of our clubs. Without being privy to details, I may have jumped the gun. Also, our clubs then were in the loop with regional board members accountable.

To our Chairman, Board and Executive, it’s a tough old go but a lot tougher if you try to go it alone. 
G

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