land grab and spend

[Freda]

21 minutes ago, Chief Stipe said:

As normal your 🌹 tinted 👓 prevent you from actually comprehending what I wrote.  

The economics of running a Metro track WITHOUT the additional revenue from a fulltime training centre just don't add up.  So Ellerslie, Trentham and Te Rapa are severely constrained.  Awapuni and Riccarton now have the operational cost millstones of white elephant AWT's.

Riccarton also has the operational millstone of providing training/stabling facilities.

[Chief Stipe]

3 minutes ago, Freda said:

Riccarton also has the operational millstone of providing training/stabling facilities.

That should be a source of net revenue if managed correctly.  However the AWT limits options and sucks up revenue.

Or did you mean Mills-tone?

[Freda]

17 minutes ago, Chief Stipe said:

That should be a source of net revenue if managed correctly.  However the AWT limits options and sucks up revenue.

Or did you mean Mills-tone?

 

I have quoted figures....25k lost by the Rangiora facility, and nearly 2m by Riccarton.   However Riccarton couldn't provide a split between training/stabling costs and racing costs

Around 650k brought in annually from trackfees/rentals at Riccarton and 80k from the same at Rangiora [ galloping only].  

[Chief Stipe]

37 minutes ago, Freda said:

25k lost by the Rangiora facility

No racing there.

37 minutes ago, Freda said:

nearly 2m by Riccarton.

Don't believe that.

38 minutes ago, Freda said:

However Riccarton couldn't provide a split between training/stabling costs and racing costs

So if you can't differentiate those costs centres how can you manage them?

However the AWT's will be doubling any loss!

39 minutes ago, Freda said:

Around 650k brought in annually from trackfees/rentals at Riccarton

Which contribute to fixed costs.  If you hire a track manager and a couple of other full time grounds staff and the only revenue source is raceday then the chances of recouping operational costs are minimal.  A cost accountant would argue you get rid of the training facilities and only have 0.8 FTE Track Manager.   Of course the Club Members no longer look after the flower gardens which is an added cost that adds no revenue.

[Chief Stipe]

Just had a quick squiz of the CJC Annual Report 2024.  Certainly a lack of detail around costs centres.  In my opinion the accounts do not meet the new accounting standards for Incorporated Societies.  So the next accounts will be interesting.

 

 

CJC_Financial_statements_2024_Final_audited.pdf

[Freda]

33 minutes ago, Chief Stipe said:

No racing there.

Don't believe that.

So if you can't differentiate those costs centres how can you manage them?

However the AWT's will be doubling any loss!

Which contribute to fixed costs.  If you hire a track manager and a couple of other full time grounds staff and the only revenue source is raceday then the chances of recouping operational costs are minimal.  A cost accountant would argue you get rid of the training facilities and only have 0.8 FTE Track Manager.   Of course the Club Members no longer look after the flower gardens which is an added cost that adds no revenue.

A cost accountant would argue you get rid of the training facilities and only have 0.8 FTE Track Manager

Well of course, that makes sense, however the Board considers that subsidising training is part of their func

1 hour ago, Freda said:

 

I have quoted figures....25k lost by the Rangiora facility, and nearly 2m by Riccarton.   However Riccarton couldn't provide a split between training/stabling costs and racing costs

Around 650k brought in annually from trackfees/rentals at Riccarton and 80k from the same at Rangiora [ galloping only].  

I should add that since the 'takeover' of Rangiora, the CJC has managed financial matters wrt to the galloping side of things, however costs for maintenance and equipment such as mowers, tractors etc are shared by the harness mob.