Anyone with a strong stomach and an interest in animal behavior will have heard of a man by the name of Ivan Pavlov. He conducted some rather unpleasant experiments involving dogs back in the 1890’s to measure stress and how individuals coped with it. His findings were rather interesting. The animals that knew they were going to be punished experienced less stress than animals that were left in a state of anxiety not knowing their fate one way or another. The phrase “Pavlov’s dog” is often used to describe someone who merely reacts to a situation rather than using critical thinking.
Over the last two decades South African horse racing as an industry has hemorrhaged no less than 4 race courses (Milnerton, Gosforth Park, Newmarket and Bloemfontein). It now appears we are in danger of losing Arlington as well.
The Arlington training activities were already shifted to Fairview back in 2008 to make way for a residential / commercial development on the grounds of Arlington racecourse. The Herald’s Sipho Masondo reported at the time that despite the multi-million rand Fairview upgrade, the demand for stables was already outstripping supply and 150 horses were being stabled off the premises due to lack of space. This was in 2008…. In October 2009 Business Report ran a piece saying that the project had been put on hold ‘pending improved market conditions’. Now rumour has it that Arlington is to be disposed of entirely. Isn’t Arlington centrally located and easily accessible, while Fairview is more remotely situated (making it more difficult and less attractive for people to attend?). How is disposing of Arlington sensible when PE racing seems to be the strongest it has ever been and there have even been talks of holding 2 meetings a week? And (not that anyone seems too worried), where have all those horses been going in the meantime?
Down in GC country we have received news via Gill Simpkins that “… the Board seeks to exploit all opportunities to derive income streams and alternative sources of revenue, which will be used as far as possible to mitigate the negative impact on the stakes paid by the Company.
Um, that’s just swell sunshine, but isn’t that kind of, like, your job?
Her press release goes on to say that “… the Board believes this strategy will ensure the Company’s sustainability, as well as its commitment to pay competitive stakes.” (See previous comment).
The next bit is my favourite though:-
“Another positive development is that the Executive Directors are in the throes of putting the finishing touches to a strategic plan, initiated by the Board in March this year, which will see the creation of centres of excellence and a refocus on the primary aspects of our business, namely the sport of thoroughbred horseracing, and the reengineering of our wagering business.”
How in the name of all things holy do they propose to create ‘centres of excellence’ when their existing facilities are quite frankly, shocking? I am a small owner, and really an insignificant tiny drop in the vast racing ocean, but even having grown up on a farm and around horses (which is, let’s face it, neither glamorous nor clean), have been shocked at what I’ve seen. The Milnerton stables are an eyesore and a cursory glance would be enough to fell any self-respecting health & safety inspector at 20 paces. A trainer friend at Philippi spent the best part of a year in a barn with no toilet. Ok, that’s not strictly true. He was actually given a toilet. And a cistern and even, I think a loo seat. With GC having been so generous, it seems churlish to complain that they omitted to plumb any of it in. These are the facilities they offer trainers and then expect them to attract new clients and business to racing? Seriously? Jolly nice work if you can get it, I tell you!
But wait – there’s more! This fabulous new plan apparently “…includes the need to rethink our racing surfaces, the upgrading of our broadcasting to HD and the upgrading of our tote machines to accommodate new bet types. All of these initiatives are directed towards improving the racing experience, growing the wagering product and ensuring the continual wellbeing of the Company with the correct reserves and structures in place to embrace the challenges of the future. Naturally this will require extraordinary capital resources which will require us to relook at our asset utilisation in order to best realise the growth and opportunities available.”
Should Ms Simpkins ever consider leaving GC, I suspect a glittering career in politics beckons!
I’m just wondering how people intend to improve the racing experience when the current management seems to be shutting down central racecourses and running remote ones (badly) instead (yes, I know one is GC and the other is Phum, but you get my drift). We can’t even load the right horses into the right boxes (and they have numbers on for pity’s sake!). My trainer can’t explain the merit rating system to me, no-one I know seems able to fathom the ‘open bet’ and we want to grow the wagering product? What for? So that the disinformed can gamble money on the disorganized?
Hassan Adams is announced GC Chairman with great fanfare and then suddenly it seems his appointment is rescinded. Next Bescoby disappears in a puff of smoke and Kim Labuschagne and Ashraf Mohamed are installed as Chair and Vice Chair respectively (26 August 2010 according to the GC press release). No rhyme or reason given, naturally.
Am I the only one getting mental whiplash trying to follow where exactly we are heading with all this? I admit that I am not the quickest out of the mental starting blocks, but even I know we are in a recession. I can follow the asset dispersals, the discussions about lowering stakes, charging nomination fees, and upping trainer’s rental charges for boxes. The bit I’m struggling to follow is where / how this is benefitting racing? Is this a short-term contingency plan? Or part of a longer-term, bigger picture? Where are our replacement courses, new training facilities / upgrades (or even maintenance) of existing facilities? Or do I need a weird hat and a secret handshake to be in the know?
What we appear to be missing is strong leadership and clear communication. To an outsider (ie anyone who isn’t management) it seems we are merely lurching drunkenly from one crisis to the next instead of having a solid, long-term contingency plan. It’s all very well selling off assets to show shareholders dividends at the end of the financial year, but I’m betting those shareholders will be pretty miffed once the cookie jar is empty and they realize the kitchen equipment has all been pawned.
Warren G Bennis said “The manager has his eye on the bottom line; the leader has his eye on the horizon.” Well it would seem we are in sore need of some visionaries.
The current chaotic system seems to be losing us not only punters and public interest, but disillusioned industry professionals as well. Last week we were treated to the BBR scandal. Allegations and counter allegations galore (7de Laan should be taking notes!). There is constant complaining about vet fees, jockey fees, facilities, training fees, race day logistics, messy & confusing betting systems, the list goes on. Why is there no-one to manage / facilitate all this stuff? Isn’t it high time to institute some sort of forum or interest group(s) to facilitate TWO WAY communication between the various parties? No one person can do everything, but everyone can do something (or as my gran always says – many hands make light work), and together we can create change for the better.
Albert Einstein said “The definition of insanity is doing the same thing over and over again and expecting different results”. I hope that the disposal of Arlington isn’t just the same old solution being applied to the same old problem. Because if so, I’m guessing we’re going to see the same old result….
