It is just over four (4) months since I assumed the role of Chairman of Harness Racing Victoria (HRV), with the Minister’s appointment of a new Board.
The new governance structure for the industry was an important first step in the process to reform harness racing and to embark on a strategy to grow and develop the industry for the benefit of stakeholders and participants.
Importantly the next step occurred on 15 July 2016, when the Board and John Anderson agreed that the time was right for change and to embark on a process to identify a new Chief Executive Officer (CEO) to work with the Board. To assist with the transition Ms Kay Rundle was appointed as interim CEO for a period of up to six (6) months. The plan is to identify a new CEO and for that person to be appointed by year’s end.
To achieve this, an extensive executive search program will be undertaken by the Board with the assistance of Kay Rundle and external consultants over the next two to three months to find the most capable person. In many respects the most important decision a Board can make is the appointment of a CEO and this is the focus that we will be taking.
On behalf of the Board and the industry I wish to thank John Anderson for his significant contribution to harness racing in Victoria over the nearly 13 years he served as CEO. We wish him well for the future which I believe will see him actively involved in harness racing and breeding.
As interim CEO Kay Rundle, under the Board’s direction, has already commenced a review of HRV’s operations. This ambitious but essential work will enable the Board to plan with confidence for the future of the industry. It will take a fresh look at the workings of HRV and the industry.
The work program will include, but not be limited to, the following projects to fully satisfy the Board that it has all of the resources available to deliver on the Government’s desire to reform the industry from top to bottom.
1. Ensuring that HRV’s integrity and welfare programs are best practice.
2. Reviewing HRV’s cost structure to establish the most efficient cost base in the best interests of the industry.
3. HRV’s ownership of RISE.
4. A review of HRV’s management structure including skill sets required to enable the Board to plan with confidence that it can deliver the industry’s strategic plan.
5. Re-examining the current strategic plan which was adopted before the new Board commenced. This will include consultation with the industry during 2017.
6. Examination of the potential for the roll out of additional shared services provided by HRV to country clubs throughout Victoria. Much good work has already been done with respect to financial services and the Board will work with the Country Clubs Association, which has developed a strategic plan with this in mind.
7. The branding and marketing of harness racing including the marketing and promotion of the sport to capitalise upon its strengths.
8. A full review of HRV’s enterprise risk management practices which are not best practice at present. This will also include HRV’s policies and practices with respect to employee and participant OH&S and bullying, and harassment.
9. The benchmarking of HRV’s operations against like racing and sporting organisations.
Critically, while this work will be undertaken by the Board, I see it as being an essential expectation of the Government’s decision to reform harness racing.
It is the Board’s desire that this works program should be completed prior to the new CEO taking office so that HRV can embark on what will be an ambitious but essential reform program for at least the next five (5) years.
The commitment of the Board is that we will work with key stakeholders and participants to achieve the best outcome possible for the industry.
Dale G. Monteith
HRV Chairman
Approved By Dean Baring www.harnessbred.com
Driving The Future Of Harness Racing
