The PJA Strategic Plan 2023 -2025

THEPJASTRATEGICPLAN

ALWAYSMOVING FORWARD

Strapline Explanation

It highlights the directional movement of a horse that is ridden. It illustrates the partnership being dynamic and exciting, engaging and rewarding. It represents the constantly developing and challenging nature of the sport and the organisation.

PURPOSE

ThePJA existstochampionProfessional Jockeysinterestsandcontinually improvetheirwellbeing,earningpotential andrespectwithinthesport &

To provideexpertguidanceand confidentialsupporttoall Professional Jockeystoenablethemto enrichtheir careersand theirlives

MISSION

To continuouslyimprovejockey’slives.

VALUES

Memberfocused- Ourmemberscome first.Every decisionwemakeis in thebest interestof ourmembers.

Inclusive - Webelievein a worldof diversityandinclusivenessforall.

Teamwork- Weworkas oneteam,with onevision.

Integrity - Wedowhat’sright,everyday.

Performance– Drive thePJA to bea truly highperformingorganisation

The PJA Strategic Goals

The pivotal goals for the PJA for the next three years must be specific in nature, easily measured, actionable, achievable within existing financial restraints and defined time frames. In essence the PJA’s strategic goals will progressively take the organisation to its next level and keep it there.

▪ To ensure that we are meeting our stated purpose and mission.

▪ Ensure that we are driving meaningful long term positive changes for our members.

▪ Design our organisation to efficiently drive these changes.

▪ In time of choice/ conflict we have a strategy to guide decision making.

▪ Change ratio of reactive activity to proactive.

▪ Govern where to stop, start, and continueactivity.

▪ Give members confidencethat we are aligned to their needs.

▪ Increase engagement by communicatingand garnering support for this plan.

▪ Give the CEO and team clear guidanceon board expectations and framework to measure performance.

WHYDOWENEEDASTRATEGY

Enhancebusiness proficiency of operations through modernization of governance structures and practices.

Generate increased awareness, understandingof and engagement to maximise revenue opportunities

Build strength of the PJA and utilise this strength to gain greater respect for jockeys.

Ensure Physical and mental wellbeing support services are in place as needed.

Create opportunities and guidanceto maximise all earnings.

THEPJA’SKEYSTRATEGIC PRIORTITIESOVERTHENEXT THREE

YEARS:

FIRST STRATEGICGOAL WELLBEING

▪ Ensure physical and mental wellbeing support and services are in place as needed.

▪ StrategicOutcome– Drive changesthat improves physical and mental health outcomes.

SECONDSTRATEGICGOAL EARNINGS

▪ Create opportunities and guidanceto maximise all earnings.

▪ StrategicOutcome– Step changesin jockey earnings.

THIRD STRATEGIC GOAL RESPECT

▪ Build strength of the PJA and utilise this strength to gain greater respect for jockeys.

▪ StrategicOutcome– Ensure jockeys have support for all or unfair treatment.

THEPJA’SKEYSTRATEGIC PRIORTITIESOVERTHENEXT THREE

YEARS:

FOURTH STRATEGICGOAL COMMERCIAL,MARKETINGANDCOMMUNICATIONS

▪ Generate increased awareness, understandingof and engagement to maximise revenue opportunities.

▪ StrategicOutcome– Effectively positioningthe PJA and Jockeys in the minds of all stakeholders through an inspiring narrative and underpinned by our values.

FIFTH STRATEGIC GOAL GOVERNANCEANDBUSINESSOPERATIONS

▪ Enhancebusiness proficiency of operations through modernisation of governance structure and practices.

▪ StrategicOutcome– Structure is aligned under leadership of the PJA’s vision and strategy.

FIRSTSTRATEGICGOAL WELLBEING

▪ Ensure physical and mental wellbeing support and services are in place as needed.

▪ StrategicOutcome– Drive changesthat improves physical and mental health outcomes.

OBJECTIVES

(Toachievethestrategicgoal)

Ensure thatall racecoursefacilities meetPJAminimum standards.

STRATEGIES

(Toachieveeachobjective)

1. Establish a plan with variousstakeholdersto review each racecourseplan andapprove.

2. CreateAppto enable feedbackfrom andinteractwith Jockeys.

3. Establisha plan tofurtherimprovenutrition at all courses.

4. Createatimeline for each racecourseandreview temporary measures,especially warm-upareas.

1. Createaplan with mentalhealth providersfor short,medium, and long-termdevelopmentofjockeywellbeing.

2. Createaplan regardinglongterm improvementof physical wellbeing.

Partnerwith providersto measuredly improve physicalandmentalhealth.

3. Establish a plan with JETS for jockeys’postracing careers.

4. Establish a PJARepresentativeprogrammefor race day attendanceandinclude wellbeingtraining.

5. Developclearmentalhealth protocols.

6. Reviewcurrentmedical andinsurancepolicies.

7. Establish bestpractice for jockeys.

8. Establisha jointsharedvision withthe InjuredJockeysFund(IJF).

Establish a weightsstrategyto improve physicalandmentalwellbeing outcomes.

1. Commissiona ‘whitepaper’ to review all aspectsof ajockey’slife.

2. Establisha plan withkeystakeholderstoachieve anypotential weightincreasesbasedon clear evidenceanddata.

1. Establish the levels of‘downtime’requiredfor jockeys.

Build a racingprogrammestructure andculture to ensureadequaterest anddowntimefor jockeysandtheir families.

2. Meetwith variousstakeholderson amountof racemeetingstaking place each yearandcreate aplan with variousstakeholdersto remove‘bad’racesandfixtures.

3. Establish suitable andmeaningfulbreaksfor jockeysthroughout the year.

4. Workclosely with the NTF/BHAto ensurethatjockeysare compensatedfor riding out/lots andmandatoryrestperiods.

5. Createanagreed‘changeculture program’withstakeholdersfor jockeysto receiveandbe treatedwith the respectthey deserve.

1. Establish annualreview andreportbestpractice.

Workwith stakeholdersto deliver speedier,fairer disciplinary process.

2. CreateJockeyAdvisoryprotocolsfor feedback.

3. Meetwith BHAto establish protocols.

4. Ensure thatthe PJAis representedin each stepof the process.

SECONDSTRATEGICGOAL EARNINGS

▪ Create opportunities and guidanceto maximise all earnings.

▪ StrategicOutcome– Step changesin jockey earnings.

OBJECTIVES

(Toachievethestrategicgoal)

Increaseriding fees.

STRATEGIES

(Toachieveeachobjective)

1. Achieveannualriding fee increasefor both codes.

2. Gatherjockeyearningsdatato ensureaccuratebasepoint for median jockeyearnings.

3. Createaplan for future riding fee increasesaligned to the strategic plan andindex linked.

1. Enternegotiationson increasedmediarights forjockeys.

Improve MediaRightsAgreements.

2. Build a plan for improvingimage rights anddatamanagement/ ownershipandcreate financial opportunities.

1. Createaplan for corporatejockeysponsors,especially breeches andlegs.

2. Establish a portfolio of sponsorsto representjockeys.

Strengthenour commercialbaseand createotherincome streams.

3. Createa‘representative’armto the PJAto handle all sponsorship enquiriesandmembersinterests.

4. Developaplan to monetize jockeyactivities anddata.

5. Developaplan to monetize jockeyparticipation in the World Pool andotherhigh-profile events/activities.

1. Reviewall jockeys’costsandestablish aplan to reduce.

Reducecostsforjockeys.

Ensure jockeysreceive an appearance fee atall race fixtures.

Reducethe burdenon Owners

2. Meetwithvariousstakeholderstohelp reducejockey’scostsand increasethe median netearnings.

3. Full reviewof all Weatherby’scostsandlook atalternatives.

1. Achieveappearancefeesfor all fixtures/ racesfor jockeys.

1. Createalternative fundingareasthatreducesthe burdensolely on Owners.

THIRDSTRATEGICGOAL RESPECT

▪ Build strength of the PJA and utilise this strength to gain greater respect for jockeys.

▪ StrategicOutcome– Ensure jockeys have support for all or unfair treatment.

OBJECTIVES

(Toachievethestrategicgoal)

STRATEGIES

(Toachieveeachobjective)

1. Establish a comprehensiveprogrammefor apprenticesand conditionalsin agreementwith NTF andBHA.

2. Createaminimum standardcriterion for entry into racing asan apprenticeor conditional.

Zero abuseof apprenticesand conditionalscontracts.

3. Establish agreedcriterion for trainersto employ apprentices andconditionals.

4. Increaseopportunitiesfor apprenticesandconditionalsto maximise theirrides.

5. Ensure full compliance with statutorysafeguarding responsibilitiesin everyjurisdiction for Employers.

6. Introduce mandatorytraining requirementsfor critical areasof governanceandadministration.

Gain jockeyrepresentationin disciplinary panels

Measureandcontinuouslyimprove membersatisfaction.

1. Establisha suitably trainedpool offormerjockeystobe available for panels.

1. Createannualsurvey(Net PromoterScore measure).

2. Establish personalinteraction protocolswith all jockeysin personandvia otherforms.

1. Establish a plan for clearlines ofcommunicationsatall levels.

2. Hold faceto facemeetingswith all stakeholderson aregular basis.

Build stronglinks to key governance stakeholdersandmediabodies.

Createpromptandeffectivesupporton all disciplinary matters.

Ensure all licensedjockeysare members of the PJAandfully understandall the benefits.

3. Establish key relationshipsin the mediavia face-to-face interviewsandproactively beingavailable on keymatters.

4. Increaserepresentationandinfluence on racingsgoverning bodiesandstakeholders.

1. Establish documentedprotocolsfor all eventualities.

1. Achieve100%membershipannually.

2. Developacommunicationsplan.

3. Createabrief PowerPointpresentationfor seminarsand distribution on socialmedia.

4. Establish 6 monthandannualnewsletter.

1. CreateclearJockeyAdvisoryGroupprotocols.

2. Establish PJAmemberrepresentativesateach racemeeting.

Gain strongermandatesvia communicationandengagementwith members.

3. Developskillsof memberrepresentativesviamentalwellbeing training.

4. Createan Appto be utilised for answeringmemberquestionsin real time.

5. Establish whatmemberpercentageis suitable for the PJAto proceedon keytopics.

FOURTHSTRATEGICGOAL

COMMERCIAL,MARKETINGAND COMMUNICATIONS

▪ Generate increased awareness and understanding of and engagement to maximise revenue opportunities.

▪ StrategicOutcome– Effectively positioningthe PJA and Jockeys in the minds of all stakeholders through an inspiring narrative and underpinned by our values.

OBJECTIVES

(Toachievethestrategicgoal)

Maximise the size ofthe PJAandjockeyinterests to grow awarenessandcommercial opportunities.

STRATEGIES

(Toachieveeachobjective)

1. Undertakea strategicreview of ourcommercialmodel.

Provide clearandconsistentmessaging.

1. Establish clear protocolsto be able to respondin a timely andconstructivemannerto all jockeys,BHA,and stakeholderrequestsfor information.

2. Identify stakeholdersto enable one to one communication.

3. Establish a platform thatenablesthe collection and collation ofrelevantfeedbackandinformation.

4. Establish andimplement amarketingplan.

5. Establish andimplement aPR/communicationsplan andensurealignmentwith strategic plan.

6. Ensure awarenessandalignmentwith media relationships,implement pro-activemediarelations programme.

7. Establish media relationsfor PJAandmembers’benefit.

Maximise profitability andrevenue.

Developacoordinatedbrandarchitectureand strategy.

Developandinvestin a commercialdigital and datastrategy.

1. Effective delivery of eventsandcommercialactivities

1. Reviewandupdateexisting logosandmarks.

1. Design adigital strategyfocussedon digital communications,social media,data analytics,mobile andcloudtechnologies.

FIFTHSTRATEGICGOAL GOVERNANCEANDBUSINESS OPERATIONS

▪ Enhancebusiness proficiency of operations through modernisation of governance structure and practices.

▪ StrategicOutcome– Structure is aligned under leadership of the PJA’s vision and strategy.

Ensure optimal structurefor alignmentof the PJAvision and strategy.

1. Undertakestrategic planning thatincludesBHA(Industry)strategic plan andmaximisesbenefitsof close alignment.

2. Operateaccordingto guidelines agreedbetweenBHAandother stakeholders.

3. PromotePJAvisionsandstrategyto all stakeholdersto encourage feedback.

1. Reviewexisting governanceandimplementdocumentedbest practice governancemodel.

Establish bestpractice governance policies andprocesses.

2. Producean annualworkprogrammealigned to strategic plan showingprioritised activities, milestones,andclearaccountabilities for outcomes.

3. Reviewall programmesby the PJAboardandtake correctiveaction whenrequired.

4. Ensure full transparencyof PJAto membersthroughfrequent reporting.

1. Establish bestpractice financial targetsbasedon benchmarking againstothersimilar organisations.

Establish bestpractice financial systemsfor monitoringand reporting.

2. Ensure delivery of soundfinancial information for all PJAmembers anduseappropriate non-financialindicators.

3. Implementbestpractice financial management

4. Implementa financial strategythatallows targetedreservesto be achieved.

1. Align policies including employeehandbookguidancewith best practice guidelines.

Establish bestpractice policies and processesacrossthe wider organisation.

2. BenchmarkPJAagainstappropriate National PPFsportsbodies domestically andinternationally.

3. Establish bestpractice benchmarksfor membersatisfactionsurveys asappropriate.

4. Actively seekto sharebestpractice information with other federations.

1. Establish clear jobdescriptionsanddelineation ofresponsibility for all PJAstaffmembersandensurethey are aligned to the vision and strategy.

Implementbestpractices throughoutthe organisation.

2. Establish monthly meetingswith eachstaffmemberandcompare workagainststrategicplan.

3. Createastafftraining anddevelopmentprogramme.

4. Implementbestpractice HR systemsthroughoutthe organisation.

5. Ensure PJAmeetall Health andsafetyrequirements.

6. DevelopIT strategic plan andimplementan effectiveIT solution acrossthe organisation.

FIFTHSTRATEGICGOAL GOVERNANCEANDBUSINESS OPERATIONS

▪ Enhancebusiness proficiency of operations through modernisation of governance structure and practices.

▪ StrategicOutcome– Structure is aligned under leadership of the PJA’s vision and strategy.

OBJECTIVES

(Toachievethestrategicgoal) STRATEGIES

Reviewof governancestructure, Diversity,roles.

Ensure thatthe PJAmaintains a suitable businesslocation.

Build strategic alliances.

Establish andenhancecurrent revenuestreams.

(Toachieveeachobjective)

1. Establish a cleargovernancestructure.

1. Reviewthe needto operateandmaintain an office in Newburyand reviewpotential options.

1. Identify keystakeholdersandpromotestrategicalignment.

2. Facilitate information sharingbetweenkeystakeholdersand understandingeach other’svision andstrategy.

3. Establish regular strategicdialogue with keystakeholders.

1. Enhancerevenuestreamsfrom existingandpotential newsponsors.

2. Align sponsorshipstreamswith otherstakeholdersto leverage opportunitiesandavoid conflicts.

3. Developnewsustainableincome streams,including eventsand otherproductsandservices.

4. Createadditional fundingstrategies.

Build the PJAinfrastructure.

1. Investin physicalandIT infrastructureto supportandfurther administration andprocesses.

TheProfessionalJockeysAssociation(PJA)

39B Kingfisher Court, Hambridge Road

Newbury, RG14 5SJ

01635 778108

info@thepja.co.uk

https://www.thepja.co.uk/

https://twitter.com/PJAOfficial