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Strategic Business Plan Report September 2013 Prepared by 1 BORD na gCON STRATEGIC BUSINESS PLAN 2013 - 2017 Table of contents Page Mission Statement 3 Introduction 3 Environment 5 Strategic Thrust 7 Compliance and Integrity 9 Sponsorship Branding 10 Improving the Financial Return from Irish Greyhound Racing Wagering Product 12 Increasing Stadium Attendance 16 Working with Breeders, Owners and Trainers 18 Animal Welfare 21 Other Revenue Generating Options 22 Organization Structure 23 Results Initiatives Following Completion of the Draft Strategy 24 Financial Implications of Strategy 25 Financial Risk Analysis 27 Strategic Business Planning Framework 28 This report is developed from the output of a number of workshops including those with the Board of Directors, the Strategy Review Committee, the IGB Management Team and a workshop with 66 participants from across the greyhound industry actively discussing key challenges and opportunities within the industry.. The five member executive team will each have the title ‘Director of Function’, e.g., Director of Wagering Tote • Improve structures across the IGB organisation so that the strategic initiatives can be delivered and there is role clarity for all employees • Maintain the drive to further improve efficiency and reduce costs Culturally the strategy includes: • Protection of the Irish Greyhound as a world leader the ‘elite’ Irish Greyhound image • Work closely with greyhound breeders, owners and trainers to ensure there are enough quality greyhounds to provide truly challenging races and events and that the breeders, owners and trainers have a strong voice in the future development of the industry • Increase revenue so that prize money levels can be substantially higher and restructured giving a better return to owners, breeders and trainers • Provide a caring animal welfare program to manage the post racing lives of greyhounds and ensure this message is understood by those inside and outside of the industry • Com