MANDATE
Standardbred Canada is the leader and voice for the Canadian trotting and pacing industry, committed to its development and growth. It is the official registry, record keeping and standards setting body for harness racing’s participants and customers.
VISION STATEMENT
Standardbred Canada leads the Canadian harness racing industry into a prosperous future.
MISSION STATEMENT
Standardbred Canada supports and promotes the Canadian Standardbred industry, for the benefit of our customers and stakeholders ensuring the integrity, quality and efficient dissemination of breeding, racing and industry information.
LINES OF SERVICE
1) Member Services – Those activities involved in providing industry participants a set of standards for registration, licensing, insurance procurement, the conduct of racing and their respective implementation.
2) Information Technology Services – Those activities involved in collecting, managing and distributing data of importance to the Standardbred Industry currently including, but not limited to: software and program development, record keeping for breeding and racing, I.T. Services and data sale and distribution.
3) Industry Development – Those activities that will encourage and support the growth and improved functioning of the industry on a regional and national basis. These include but are not limited to: government/government agency relations, inter/intra industry relationships, and establishment of standards.
4) Industry Promotion – Those activities which will enhance the national profile of the industry both internally and externally. These include but are not limited to: Industry Marketing, Resource Centre, O’Brien Awards and Canadian Horse Racing Hall of Fame.
5) Horse Sales, Stakes Administration & TROT Magazine/Website – Those activities involved in conducting horse sales, co-sponsoring and administrating stakes, content of TROT Magazine and the Website.
GOALS
1. To develop and implement an effective and modern governance model for SC.
2. To improve the knowledge and professionalism of our current and prospective participants.
3. To arrest the decline in wagering.
4. To build the horse ownership base.
5. To increase and broaden the customer base.
6. To increase the operational efficiency of SC.
7. To maintain the financial health of SC.
MATRIX FOR SUCCESS
GOAL #1 - To develop and implement an effective and modern governance model for SC.
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STRATEGIES
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ACTIONS
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PERFORMANCE MEASURE
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Chair of the Board to strike a Special Committee to study best practices and develop options and recommendations.
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- » Chair of the Board to seek approval from Executive Committee.
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September 2006
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| Emphasize importance and benefits of modern governance to the Board and SC members. |
- » Chair & CEO to seek potential candidates for Task Force.
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November 2006 |
- » Board approves a Task Force on governance
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November 2006 |
- » Task Force reviews current governance and makes recommendations of best practices
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February 2007 |
- » Review of recommendations by Audit & Governance & Executive Committees.
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April 2007 |
- » Seek Board approval of the recommendations and any By-Law implications, regarding governance model, if applicable
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May 2007 |
- » Secure membership approval.
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June 2007 |
GOAL #2 - To improve the knowledge and professionalism of our current and prospective participants.
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STRATEGIES
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ACTIONS
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PERFORMANCE MEASURE
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Develop & implement a comprehensive education and outreach program
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- » Strategic polling of members
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- » Publish and promote Standardbred career opportunities
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- » Implement an accreditation program for Chartmarkers
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All Chartmakers accredited by-End of 2007 |
- » Develop educational partnerships with institutions
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To have 3 partnerships by end of 2009 |
- » Develop and implement on-line groom/trainer courses with educational centres
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Confirm participation by end of 2008 |
- » Develop educational tools for the breeding industry
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At least 2 breeding seminars/year in Can |
- » Host Media training workshops for participants
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Host 2 by end of 2007 |
- » Host biannual Marketing Workshops for Tracks
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Host in 2008 |
- » Launch and expand use of Marketing Portal
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To have 50% of tracks using by end of 2007 |
GOAL #3 - To arrest the decline in wagering.
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STRATEGIES
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ACTIONS
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PERFORMANCE MEASURE
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Provide leadership drawing the industry together to address the decline in wagering
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- » Host Regional Symposiums across Canada
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Hold at least 2 Symposiums per year.
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| Become knowledgeable about bettors and potential bettors. |
- » Research (focus groups, polls, website, product testing)
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State of the Industry Report annually in Trot Magazine
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Provide a rationale for change to:
- » Race Secretaries
- » Drivers
- » Trainers
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- » Make the race product more appealing:
- » Variety of product (different race types)
- » New wagering models
- » New on-track products
- » Convince racetracks to use simplified race programs for groups and novice fans
- » Convince racetracks to use the “Wannabet” teams
- » Convince racetracks to use messenger betting
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Feedback from tracks on the use of simplified Race Programs.
Measure the number of races that are different than one mile.
CPMA approval of changes to wagering types
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Measure live handle.
Number of tracks that offer new products
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Initiate Pilot Projects directed at current and prospective customers.
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- » Co-ordinate National Handicapping contest
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Number of tracks that participate, number of participants and prize money |
| Address off-shore wagering |
- » Prepare brief on the issue and its ramifications
- » Lobby the federal government for level playing field
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Ongoing |
GOAL #4 - To build the horse ownership base.
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STRATEGIES
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ACTIONS
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PERFORMANCE MEASURE
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Successful pursuit of the lobby on removing Section 31 from the Income Tax Act
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Measure success of Hill & Knowlton to date and in 2007
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| Promote horse ownership in groups |
- » Encourage a Mentoring Program across Canada
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10% net increase in members over 3 years |
- » New owner seminars in concert with provincial organizations
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Number of Provincial Owner Seminars |
- » Adult Driving & Training camps (Standardbred Extreme model)
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One in each region annually |
- » Develop templates for download on Owner Seminars & Mentoring Program
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Number of downloads |
| Enhance profile of horse owners. |
- » Institute “Owner Recognition” program
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Target of 20 Tracks participating in 2007 |
- » Develop Marketing program to highlight ownership aspect of harness racing. Promote the owner!
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Tracks interview more owners in the Winners’ Circle
Print & Web articles on owners
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- » Enhance “Own a Horse” website.
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Number of page hits |
GOAL #5 - To increase and broaden the customer base.
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STRATEGIES
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ACTIONS
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PERFORMANCE MEASURE
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Increase public awareness of Standardbred racing
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- » Hire a public relations person or firm
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Increase in harness racing stories in mainstream media
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| General improvement of public image |
- » Create a template for annual media nights at racetracks
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End of 2007 |
- » Educate the customers attending the racetrack about our industry
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Increase in traffic to “Wannabet” website, racetrack websites |
- » Create a template for a “general interest course” about harness racing with the final night being a field trip to the track
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Track usage surveys
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| Focus on Marketing/Promotions |
- » Complete SC Industry Marketing Portal for all templates and resources for tracks, associations, etc.
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Marketing Portal usage |
- » Host a biannual Marketing Workshop
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Host workshop by end of 2008 |
- » Facilitate the exchange of proven ideas and success stories within the industry
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Use of Marketing Portal |
GOAL #6 - To increase the operational efficiency of Standardbred Canada.
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STRATEGIES
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ACTIONS
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PERFORMANCE MEASURE
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Internal process evaluation of each department
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- » Department meetings to streamline process of member services
- » Engage employee input
- » Review internal processes
- » Publish and promote career opportunities at SC
- » Eliminate steps to process transactions.
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Identify which transactions will be measured.
Measure the length of time to process SC transactions.
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| Succession planning for management |
- » Develop a time-line for succession plan for all key employees
- » Hire outside consultant to evaluate and recommend a plan
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A plan to be in place for fiscal 2008. |
| Develop and implement e-commerce for SC members |
- » Enhance and expand current SC website
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Enhanced Website operational by October 31, 2007. |
GOAL #7 - To maintain the financial health of Standardbred Canada.
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STRATEGIES
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ACTIONS
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PERFORMANCE MEASURE
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Accept deficit budgets only when accompanied by plans for recovery
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- » Recognize current fees will not balance budget
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Concept of rolling budgets over 3-year plans
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| Promote the use of TrackIT |
- » Strong marketing of TrackIT with continuous announcements of enhancements
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Generate $100,000 by end of 2007 |
| Develop new sources of revenue from I.T. |
- » Use the strength of our data information to sell IT products
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- » Create on-line sale of racehorses & breeding stock
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# of horses sold on-line from SC Website |
| Develop sponsorship revenue |
- » Develop partnerships with major companies (Marks Work Warehouse, Kubota, Delta Hotels)
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To have two corporate sponsors in place by end of 2007 for SC properties (i.e. CBC or O’Brien Award Races) |
| Develop strategic partnerships |
- » Partner with firms such as SuperForm, Telephoto to sell products jointly. (handicapping, race videos)
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Contracts in place with partners by October 31, 2007 |
| Develop permanent Horse Sales/Office facility |
- » Continue with Ontario Equine Centre (O.E.C.) project
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O.E.C. built & fully operational by 2009 |
