Chairman's Message - April 2026

31 March 2026

It's been an exciting period of harness racing in New South Wales the last few months with the Carnival of Miracles, Carnival of Cups and Gold Crown showcasing the best in our sport.  

Having attended events in all these carnivals, it was particularly pleasing to see so many people on track and to see such competitive high-quality racing. A big congratulations to all the winners and to the clubs who staged the events. 
Clearly our major events are critical for the future of our industry, and this applies to every club in NSW. We must continue to innovate and develop these events so we:
  • Showcase how great our sport is to a broader audience;
  • Get more people on track and give them a great experience;
  • Increase wagering interest;
  • Attract more media comment and profile; and
  • Reward industry participants appropriately for investing in harness racing.
 
New Board Appointments 
It gives me great pleasure to welcome Maggie Hundertmark and Mark Holton OAM to our Board. Both members bring diverse skills and experience that will benefit the Board greatly.
Strategic Plan Process 
A key priority for the Board in the coming months will be the development of a new Strategic Plan. 
While harness racing faces a range of challenges, the prudent management of HRNSW over recent years has ensured the organisation is well placed to respond with confidence. 
Many elements of the current plan remain relevant; however, it is important that we refresh our thinking and consider new opportunities for growth and sustainability. As part of this process, HRNSW will again engage with Kindred Bodies and stakeholders, inviting submissions and participation in strategic planning forums. 
These sessions have previously proven valuable and we look forward to further constructive input. 
Peter Buckman will soon communicate the process for developing the new Strategic Plan and I encourage all stakeholders to contribute into our planning.
Challenging Financial Times 
From a financial perspective, the industry is operating in an extremely challenging environment. A softer wagering market and broader economic conditions have impacted revenues, with HRNSW forecasting a managed deficit for the 2025/26 financial year. Pleasingly, costs have been well controlled and are expected to finish below budget. 
We are acutely aware of the increasing cost pressures currently facing participants across the industry, particularly in relation to fuel, transport, and broader operational expenses. While rising diesel prices and the potential for supply constraints remain a concern, we recognise that these challenges sit within a wider inflationary environment that is impacting the day-to-day viability of many participants. 
Maintaining strong field sizes and ensuring consistent meeting attendance is critical to the health of the industry, and we acknowledge that escalating costs may place additional strain on participants’ ability to travel and compete. 
HRNSW is actively monitoring the situation as it evolves and is engaging with key stakeholders, including government, to ensure the industry is appropriately represented. This includes exploring potential mitigation measures and protections that may be required should conditions worsen. 
In parallel, we are assessing a range of internal options to support participants and maintain participation levels across the state. Any initiatives or responses will be carefully considered and communicated in due course. 
We encourage participants to continue to engage with us and provide feedback, as this will assist in shaping an informed and practical response during this period. 
In addition to the above, the current wagering environment remains a concern. Reduced promotional activity by wagering operators, regulatory pressures and a focus on margin optimisation have all contributed to declining turnover, with flow-on impacts to HRNSW, particularly through the Wagering Incentive Fee we receive from Tabcorp. 
In response, increasing wagering revenue remains a key focus. Optimising race programming, field sizes and scheduling will continue to be guided by outcomes that support wagering performance. Recent adjustments to two and three-year-old racing have delivered encouraging results, and these initiatives will continue to be reviewed and refined. 
At the same time, we are actively strengthening our commercial position. The Carnival of Cups has proven a valuable platform to attract new sponsorship and deepen relationships with partners such as Travla, Australian Vintage Limited, Seven Network, Southern Cross Austereo, Craft Digital and a number of local councils. Importantly, this model has also enabled clubs to secure local sponsorships and improve their own financial position. 
Outside of this, our partnership with Nutrien will see direct investment into prizemoney through the Juvenile Series at Wagga in May 2026. 
HRNSW remains in a sound financial position overall, supported by a Future Fund currently valued at approximately $36 million and total assets exceeding $42 million. 
Strategic asset sales during the year have further strengthened this position, and importantly, we have not needed to materially draw on the Future Fund. This provides a strong foundation as we navigate current conditions and plan for the future.
We Must Manage our Risks 
Risk management is a key role of the Board and is a personal focus area. With this in mind, I think it is appropriate I share my thoughts on where we are at. Many of these things will be addressed in the new Strategic Plan of course. From a risk perspective we must:
  • Have an impeccable animal welfare record - We must continue to uphold the highest standards of animal welfare, building on recent initiatives including the introduction of the 1% industry contribution.
  • Be squeaky clean from an integrity perspective - Integrity must remain uncompromising, with strong support for our stewards to ensure that any breaches are dealt with appropriately and decisively. If people are found to be cheating they must receive harsh penalties that don't get watered down. I'm proud of our integrity stance and I know participants want us to be vigilant in this area. This Board will continue to support our stewards, who undoubtedly do a wonderful job to protect the industry.
  • Have viable, well run clubs with best practise governance practices - The sustainability of our clubs is also critical. Strong governance, modernised agreements and clear accountability frameworks are essential to ensure long-term viability. Equally, we must continue to promote our industry positively. Harness racing has a great story to tell, and it is incumbent on all clubs and participants to support and enhance its reputation.
  • All be talking up the industry - We could be much better at selling our wonderful sport. Negative press, destructive feedback plus rumour and inuendo makes our sport look bad, concerns government, destroys the motivation of decision makers and makes us look amateurish. Every person involved in the industry has a role to play in conveying a positive image of harness racing to the community.
  • Increase our customer base and community profile - The decline in our customer base is concerning to us all. There is no "silver bullet" to solving this issue however initiatives such as the Carnival of Cups and expanded media coverage are helping to reach new audiences. We must continue to build on this momentum, ensuring that race day experiences are attractive, accessible and engaging for both existing and new customers.
  • Update our aging track infrastructure - Infrastructure investment also remains an important consideration. Many of our facilities require renewal, and while this presents financial challenges, it also provides an opportunity to modernise in a cost-effective way. Accessing Government support and grant funding will be an important part of this process.
  • Maintain our positive Government relationships - Noting my previous point, accessing Government support and grant funding will be an important part of this process. HRNSW continues to maintain strong and constructive relationship with Government. Since taking up my role as Chairman, both Peter Buckman and I have met with the Minister and representatives of the Racing portfolio to ensure we align on key issues. Peter and his executive team also engage regularly with Government to ensure HRNSW maintains a strong voice and continues to elevate its profile. These efforts will continue, particularly as we advocate for funding to support the maintenance and development of community racing assets. Harness racing plays a vital role in regional communities, contributing to tourism, economic activity and social connection, and it is important this contribution continues to be recognised and supported by Government .
 Our Team 
HRNSW has a wonderful and hard working team, well led by Peter. Their role is to administer the industry for its long term benefit. They must do what is right for the entire industry, so every decision will not suit everyone. Please understand that when next you disagree with a decision they have made. I have full faith that our team is doing a wonderful job and we should be thankful we have them all.
I intend to provide these updates on a quarterly basis and welcome any feedback from industry participants.
 
Best wishes,  
Doug Freeman
HRNSW Chairman