The Corner with Garry Chittick

It’s always difficult to reinvent the wheel. Last week’s Corner, I took the easy way and republished the Racing NSW publication of their view of the ATC. Around the edges, there will be differences, but on a smaller scale, we have parallel issues.

Clearly, the gathering of the benefits of Race Fields and Point of Consumption Tax places Racing NSW in a very strong position. Our Codes, after putting on the show, receive their share of the turnover after filtering through the NZ Racing Board. Just another Board, clearly not required, but who regard the amount allocated to the Codes to be determined by them. You can see the analogy, but why do I raise it. 

Well, not too long ago, I told you two that whilst at Waikato Stud, the CEO of the Racing Board said they hadn’t determined how much they intended to retain of around $250 million. Clearly, these reserves are not theirs; the funds, as a result of the Entain deal, belong to the Codes. Does it matter? Perhaps not, perhaps those in control of this largesse are in control because of their expertise, the inference being our elected Boards are incapable of fund management. If so, then perhaps the NZ Racing Board should run the cutter. 

The layers of management amuse me. I’ll stick to thoroughbred racing – it is not a complicated entity. We now have Entain managing wagering and marketing. Racing clubs are run by their elected locals; breeding is, apart from the registration of names, births, and deaths, under the watchful eyes of the Thoroughbred Breeders – so one asks, what is it that’s so very difficult.

Well, it must be without the responsibility of caring for the industry funds we now have, including the CEO, a further six general managers – more importantly, only one appears to be directly responsible to racing. Now, I have watched the Guerin Report, where it was eloquently described that those with knowledge of racing were short on business acumen. Funny that, but if my Corner had been read by more than the two of you, you would recall how a professional board member asked how many were members of the Manawatu Racing Board when I was chairman. Sixteen! Well, she found it very amusing until it was pointed out that all bar one were successful business people contributing for nothing to the future of our sport. On my election to the NZ Racing Conference, I joined a Board of ten, all, likewise, successful self-employed, a position she had not at that stage of her career yet achieved.

So, my point – reinventing the wheel is not what racing is about. Its strength worldwide has been its consistency, our horses perform as always, our followers understand and appreciate a sport that’s been part of our values for three hundred years – the people I have dealt with for 60 years are good people.

My point, and I usually have one, is, I wish you, the newly appointed, all the best. I hope the titles bestowed upon you enable us to measure a worthwhile return. The addition of a think tank could have been alleviated if our General Managers get out and about. Our Boards of the past were industry elected; you may believe that to be part of our current problems, but you would be wrong, the electoral process changed years ago. 

Why don’t you two put up your hand; after all, you have Cornered long enough to have learnt something.

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