Equine Health and Welfare

ACTION 1: To achieve and maintain a high standard of equine health and welfare

Action:  To achieve and maintain a satisfactorily high standard of animal welfare throughout the horse industry, through successful implementation of the Health and Welfare Strategy for the Horse, Pony and Donkey, and through industry support to dedicated equine welfare organisations.

Responsibility:  The whole horse industry.

Priority:  On-going.

Strategy Page:  22

Aim 1: Bring the Horse Industry together and develop its national, regional and local impact

ACTION 2: Develop a Horse Industry Communications Network

Action:  Initiate a programme of regular meetings between the Communications Directors of key industry bodies.

Responsibility:  The BHIC, in partnership with the other industry signatories to this strategy.

Priority:  Short-term.

Strategy Page:  27

ACTION 3: Achieve effective two-way communications

Action:  Explore the development of an effective central industry communications function to enhance the

communication, public relations and information structure for the industry and promote equestrian issues and participation.

Responsibility:  The network of horse industry communications directors, under the aegis of the BHIC, in partnership with the other industry signatories to this strategy.

Priority:  Short-to-Medium-term.

Strategy Page:  28

ACTION 4: Develop the horse Industry’s regional influence

Action:  Establish an effective regional structure for the industry and develop a productive dialogue with key regional bodies, including the RDAs, to promote the industry’s interests and build its contribution to regional priorities.

Responsibility:  BHIC to lead assisted by other industry signatories to this strategy.

Priority: Short-to-Medium-term.

Strategy Page:  29

ACTION 5: Promoting Local Horse Networks

Action:  Work with local authorities and the Local Government Association to develop a framework for the creation of local horse networks where sufficient demand exists.

Responsibility:  BHIC to lead assisted by other industry signatories to this strategy.

Priority:  Short-to-Medium-term.

Strategy Page:  31

Aim 2: Increase participation in equestrianism and develop the social contribution of the Horse Industry

ACTION 6: The role of riding schools

Action:  To produce a costed and time limited plan for how riding schools can more effectively maximise their potential (perhaps exploring the possibility for developing riding schools into community riding centres which would act as local ‘horse hubs’) in both rural and urban locations.

Responsibility:  The British Horse Society (BHS) and the Association of British Riding Schools (ABRS), in partnership with the other industry signatories to this strategy, with advice from Defra if required.

Priority:  Medium-term.

Strategy Page:  34

ACTION 7: Research participation in riding

Action:  Research number and location of riders, and public perceptions of equestrianism.

Responsibility:  British Equestrian Trade Association (BETA),with Defra.

Priority:  Short-/medium-term.

Strategy Page:  34

ACTION 8: Contribution to Government Public Service Agreements

Action:  Initiate discussions with relevant Government Departments and agencies on how the horse industry could help contribute to fulfilling their Public Service Agreements and other social policy targets using evidence from case studies, and further research.

Responsibility:  BHIC and Defra.

Priority:  Medium-term.

Strategy Page:  41

Aim 3: Boost the economic performance of equestrian businesses

ACTION 9: Business benchmarking

Action:  Introduce a benchmarking system, to raise standards and performance across all types of equestrian business.

Responsibility:  Industry professionals and trade bodies to lead.

Priority:  Short-term.

Strategy Page:  43

ACTION 10: Business professionalism

Action:  Encourage targeted continuing professional development in the workplace for equestrian managers, and make access to training easier; establish a business networking system on a local or regional basis to share information, experiences and best practice.

Responsibility:  Industry professional bodies in partnership with Lantra.

Priority:  Short-term.

Strategy Page:  44

ACTION 11: Fiscal and regulatory constraints

Action:  Horse Industry to identify real and significant fiscal and regulatory constraints on equestrian businesses, and make a cogent case for change where appropriate.

Responsibility:  Horse and Pony Taxation Committee, in conjunction with the BHIC. Industry and Government should meet regularly to discuss action and progress.

Priority:  Medium-term.

Strategy Page:  48

ACTION 12:  The status of the Horse

Action:  Set up a working group representative of all parts of the industry to determine whether the status of the horse is a significant issue, and if so to establish an industry-wide position and make a convincing case for change, with consideration being given to the situation in other Member States.

Responsibility:  British Equestrian Trade Association (BETA)/BHIC to lead. Defra would support the working group on request by providing factual advice and guidance.

Priority:  Medium-term.

Strategy Page:  49

ACTION 13: Insurance Issues

Action:  Pursue all three strands of the insurance issue, i.e:

a. Continue to discuss with Government ways of ensuring that the risks associated with riding are recognised and accepted;

b. Make rider, horse and instructor record forms freely available, and devise an educational programme to help riding establishment proprietors improve the quality of their records;

and

c. Explore with Government ways in which the adverse implications of the Mirvahedy judgement can be ameliorated for horse owners.

Responsibility:

a. The BHIC

b. The British Horse Society (BHS) and the Association of British Riding Schools (ABRS) (working closely with the BHIC and the insurance industry).

c. The BHIC

Priority: Short-term, and beyond.

Strategy Page:  51

ACTION 14: Statistical classifications

Action:  Facilitate the gathering of statistics that will better allow the value of the industry to be assessed, through a revision and redefinition of the Standard Industrial Classification and Standard Occupational Codes at a five digit level.

Responsibility:  BHIC, BETA, Lantra and Office of National Statistics to discuss.

Priority:  Medium-term.

Strategy Page:  52

ACTION 15: Promotional material

Action:  Promote the UK as a source of quality goods and services through preparation of a promotional paper and digital (DVD) guide to British excellence in the equestrian industry.

(See Actions16 and 18).

Responsibility:  BETA to lead for industry, with UK Trade and Investment.

Priority:  Short-term.

Strategy Page:  52

ACTION 16: Trade fairs and promotions

Action:  Encourage greater participation in overseas and domestic equestrian trade fairs and travel  promotions, in order to highlight British expertise, products and equestrian tourism opportunities.

Responsibility:  BETA to lead for industry; Visit Britain offices and UK Trade and Investment.

Priority:  Medium-term

Strategy Page:  53

ACTION 17: New technologies and research and development

Action:  Encourage use of new and developing technologies and research and development in business, to improve productivity and efficiency.

Responsibility:  BETA with other related industry bodies.

Priority:  Long-term.

Strategy Page:  54

ACTION 18: Equestrian Tourism

Action:  Encourage a cohesive approach to promoting equestrian tourism through local authorities, regional tourism councils and national bodies; publish a national register of riding holidays and equestrian tourism opportunities on the internet; and establish a national descriptive grading system for equestrian tourism.

Responsibility:  Associations representative of professionals in the industry, including BETA, British Horseracing Board, BHS and the ABRS, working with holiday providers and regional and national tourism bodies in England and Wales.

Priority:  Medium-term.

Strategy Page:  57

Aim 4: Raise equestrian skills, training and standards

ACTION 19: Recruitment and retention strategy

Action:  Devise and implement a strategy for attracting and retaining staff in all sectors of the industry, including:

• a marketing campaign to promote a career with horses;

• closer working with all careers advisors, including Connexions;

• a clearer career structure; and

• a central jobs register to facilitate both initial access and retention.

Responsibility:  British Horse Industry Confederation (BHIC), central industry communications function (Action 3) and Lantra.

Priority:  Short-term start, medium-term implementation

Strategy Page:  59

ACTION 20: Vocational training