As you read this, plans for Ontario’s horse racing industry are solidifying. It appears as if government and its three member panel, charged with sorting out the situation, are moving forward. And later this year, we can expect to see the implementation of next steps on the journey.
After listening in on four town hall meetings, held to address the concepts included in the initial draft plan, I heard many very good ideas aimed at growth of the horse racing industry. I also heard a mix of frustration, disappointment and cautious optimism with the direction the government is headed. And I heard some strong voices on governance and leadership, going forward.
On the idea side of the equation, good ideas continue to flow. In truth, I’ve found that strong concepts have never been in short supply. Over the years, they’ve been tossed out, bounced around, and in many cases, left in the idea stage. Unfortunately, in the past, navigating a vehicle capable of moving large scale and unifying initiatives forward, has been a very cumbersome job.
Surely it’s not difficult to find references from any point in the last 20 years pointing to the need for jackpot lottery wagers, mass distribution networks and new product development. Nor is it difficult to find advocates who have hailed better customer service, an enhanced on-track experience at certain facilities, and more competitive rates for horseplayers. On the breeding side, the battleground of convincing new people to invest in the game has been a longstanding challenge with many suggested approaches.
The question that we are seemingly always left with is how do we move to an industry capable of taking ideas from the vision stage through to implementation? Traditionally, balls get tossed around to various organizations, looking for a home. Will a horseman’s group support the concept? Will other entities help fund the effort? Will a racetrack engage and implement the idea? And, will other tracks eventually get on board? If we get a consensus on all of these facets, we’re usually left with the question of who will manage the long-term viability of the project.
Looking at other industries, especially in sports and gambling, it’s tough to find a structure that requires as many points of approval as we have in horse racing.
It appears that this is where the Ontario panel will be focussing much of its final stage energy. What kind of governance is required to stay nimble and flexible? How much funding will be allocated to the implementation of large scale ideas? Who will be charged with next steps and will they have a fundamental understanding of the extremely unique nature of the business of horse racing?
Technology, gambling and entertainment are areas that are quickly evolving. The horse racing industry will need to tap into all three on its way to a prosperous future. All work being done today must put this industry in a position capable of adapting and changing based on the demands of now, next year, next decade and beyond. That is the exercise. Let’s hope, and work, to make sure we get it right.
Darryl Kaplan
[email protected]