British Racing’s Fixture Fiasco: Control, Strategy, and the BHA’s Missing Playbook

If British racing were an airport, racecourses would guard their fixtures like Heathrow clutches its landing slots—rare, lucrative, and never relinquished willingly. Legally, racecourses own the majority of these fixtures, and they’re not about to let go of them without a fight. Case in point: the Jockey Club recently sold a single meeting to York for a seven-figure sum. For the racecourses, these slots are not mere dates on a calendar but revenue guarantees, and it’s understandable why they resist change. But if British racing wants to evolve, it must prioritize structure over territorial interests, driven by a commitment to financial transparency and an even-handed decision-making process for all stakeholders.

The British Horseracing Authority (BHA) could, in theory, bring order to this chaos by taking control of the fixture schedule and allocating events to meet the sport’s needs, not just those of fixture holders. However, the BHA’s role here isn’t merely about wresting fixture control—it’s about establishing a decision-making process that’s transparent and fair, giving stakeholders visibility into why events are scheduled as they are. And this brings us to the BHA’s larger problem: a complete lack of leadership strength and strategic vision.

A Strategy? Not on the BHA’s Watch

For years, the BHA has been pouring money into consulting firms and “strategic initiatives,” yet it remains as rudderless as ever. Any private business showing this level of strategic drift would have seen heads roll long ago. But in British racing, no one seems alarmed by the fact that “strategic direction” resembles a poorly constructed flowchart more than a coherent vision.

Take “premierisation,” the grand strategy to modernise British racing by elevating top-tier events. Initially, it seemed promising—a way to create a thrilling racing calendar and attract new fans. But, like so many BHA initiatives, it was quickly watered down to the point of absurdity, producing a splintered array of “premier” events with no rhyme or reason. Instead of building a stronger product, premierisation became a solution in search of a problem, with no one quite sure what it was trying to accomplish. And that’s a theme with the BHA: good ideas with no follow-through, expensive initiatives with no measurable outcomes.

The BHA’s Character Crisis: Corporate Seat-Warmers in Charge

Adding to the strategic muddle is the BHA’s most glaring issue—leadership. British racing lacks strong, dynamic personalities at the helm; instead, the BHA is populated by corporate seat-warmers with all the impact of a decorative houseplant. Real strategy requires people willing to take risks, to innovate, and, when necessary, to make the tough calls. Unfortunately, the BHA is staffed with committee-types and administrators more suited to PowerPoint decks than steering British racing toward any compelling future.

If the BHA had real characters willing to stand up and lead, we might have a fixture list that’s coherent, a strategy that’s grounded in measurable goals, and—most importantly—a system of decision-making that’s open and accountable. But instead, the BHA functions as a revolving door of abstract ideas and endless consultations, with no one willing to stick their neck out for a clear, actionable plan.

Fixture Ownership and Financial Transparency: A New Approach Needed

Returning to the fixture ownership conundrum, the core issue isn’t just who holds the slots; it’s how those slots are allocated and controlled. Racecourses, understandably, won’t willingly surrender control of these valuable assets, so the BHA’s best approach lies in managing the overall fixture program in a way that prioritizes racing’s long-term interests. This requires a transparent decision-making process where stakeholders have visibility into why fixtures are placed as they are, creating a system where everyone—racecourses, trainers, owners, and punters—understands the decisions shaping their sport.

And it’s not just about transparency in fixture scheduling. British racing’s financials are notoriously opaque, with little clarity around where funds go, how prize money is allocated, or what it costs to implement BHA-led initiatives. With a new approach that opens up financial data to all stakeholders, the BHA could provide real accountability and trust. Stakeholders deserve to know why money is allocated as it is, how much revenue each fixture brings in, and where funds are being reinvested.

A Transparent Strategy for Betting Partnerships

The BHA’s partnership with betting companies remains crucial for the sport’s financial health. But here, too, transparency is sorely lacking. Without clear, open terms on how betting revenue is allocated and reinvested into the sport, the relationship between racing and betting companies can feel murky to fans and stakeholders alike. Michael Dugher’s push for reform in the Levy discussions shows there’s appetite for change, but betting operators also need to meet fans halfway. Transparency around betting contributions would clarify the sport’s financial landscape, allowing both racing and betting to benefit from a structured, collaborative model that isn’t just about profits, but about sustaining the sport for future generations.

A Calendar that Builds to a Climax: Creating an Engaging Structure

If British racing is to become the entertainment powerhouse it should be, it must adopt a new fixture structure that builds anticipation throughout the season. Rather than crowding the calendar with 170 “premier” meetings, a rationalised fixture list should crescendo, moving from monthly highlights to weekly headliners that lead up to major events. This approach, often called “festivalisation,” would lend prestige and excitement to the sport, creating a series of unmissable events that pull in audiences both domestically and internationally.

Creating this structure, however, requires transparency around the purpose of each fixture. A tiered system—organised by premier events, local quality races, and high-volume, low-cost races—would allow for efficient resource allocation, clear communication with stakeholders, and an engaging experience for fans. By implementing transparent guidelines for tiered racing, British racing can begin to position itself as a globally competitive sport that balances quality and accessibility.

BHA’s Leadership Reset: From Seat-Warmers to Visionaries

Ultimately, British racing needs a change in character at the top. If the BHA continues to rely on administrators unwilling to take ownership or deliver a real strategy, the sport will stay mired in the same problems. Strong, decisive leaders who prioritise transparency, set clear goals, and communicate honestly with stakeholders are essential. Only by replacing the corporate placeholders with actual visionaries can British racing deliver a fixture list and strategy that reflects the sport’s potential.

Until then, British racing will continue to drift – bogged down by committees, hemmed in by racecourse interests, and as transparent as a brick wall.