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TRANSCRIPT
ANNUAL PERFORMANCE
PLANFOR THE FISCAL YEARS
2016/17 - 2018/19
POLAR PARK IN DIMBAZA ECDC PROJECT UNDER BUFFALO CITY METRO
MUNICIPALITY WARD 34 SUPPORTED BY ECGBB
MALADINI VILLAGE ECDC PROJECT IN MHLONTLO LOCAL MUNICIPALITY
UNDER OR TAMBO DISTRICT MUNICIPALITY WARD 21 SUPPORTED BY ECGBB
BEFORE
BEFORE
AFTER
AFTER
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 1
ANNUAL PERFORMANCE PLAN FOR THE FISCAL YEARS
2016/17 – 2018/19
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/192
FOREWORD OF THE CHAIRPERSON OF THE ECGBB.
In developing the three year 2016/17 - 2018/19 Annual Performance Plan (APP), the ECGBB continues to visualise how our purpose, strategy and operations fit together as underpinned by our shared values.
The organisational strategy which guides and informs the three year Annual Performance Plan is aimed at reaching R780 million in revenue collection for the Provincial Fiscus for the five years ended 2019/2020 through intensification of compliance and provision of support to the Industry.
Furthermore, our clear and consistent strategy demonstrate the required combination of focus and flexibility to deliver results against limited budget allocation hence the planned targets reflected in the current 2016/17 - 2018/19 Annual Performance Plan, appear to be reduced.
For the next three years, the Board will continue to implement its strategic thrust informed by the following strategic pillars:
that will demonstrate areas of non-compliance by the industry. In addition, provision of support to the Industry to ensure that it meets its obligations and commitments to licensing conditions that have been agreed to with the Board.
working with our social and strategic partners to champion social changes in the most impoverished areas of the Province as guided by the Anti-Poverty Strategy of the Province.
NRGP, Cathseta, different local and district municipalities including the two Metropolitan Municipalities and other Organs of the State will be engaged to partner with the ECGBB in conducting joint research as outcomes may impact directly on their own mandates; and lastly
whilst maintaining an ongoing clean audit opinion from the AGSA.
I am confident that under the leadership of the CEO and the management team, the ECGBB will ensure that the strategic imperatives of the ECGBB, including the National Requirements of the National Development Plan (NDP) and Provincial Priorities will find expression, be aligned with the Annual Performance Targets and further be reported accordingly for their implementation.
I have no doubt that all the members of the Board of Directors of the ECGBB will continue to support, guide and
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 3
champion the implementation of this 2016/17 - 2018/19 Annual Performance Plan.
Adv. N Mayosi:
Chairperson of the BoardAccounting Authority
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/194
OFFICIAL SIGN-OFF
It is hereby certifi ed that this 2016/17 - 2018/19 Annual Performance Plan:
of the ECGBB Board of Directors and the Executive Authority of Economic Development and Treasury.
authority; and
resources made available in the budget for the 2016/17 fi nancial year.
Mr. R Hill, CA (SA) Signature: Chief Financial Offi cer
Mr. L Tshoko Signature: Head Offi cial responsible for Planning
Mr. RM Zwane Signature: CEO and Accounting Offi cer
Approved by:
Adv. N Mayosi Signature: Accounting Authority & Chairperson of the Board
Endorsed:
Hon. S Somyo, MPL Signature: MEC for Treasury & Economic DevelopmentExecutive Authority
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 5
TABLE OF CONTENTS
Foreword by the Chairperson of the Board ..................................................................................................2
Official Sign-Off ..........................................................................................................................................4
Table of Contents ........................................................................................................................................5
List of Tables. ..............................................................................................................................................7
List of Figures .............................................................................................................................................7
List of Acronyms and Abbreviations .............................................................................................................8
Statement by the Accounting Officer (CEO) of the ECGBB ............................................................................9
PART A: STRATEGIC OVERVIEW ..............................................................................................................12
1. Updated Situational Analysis ........................................................................................................13
1.1 Performance Delivery environment .........................................................................................13
1.2 Organisational environment. ...................................................................................................13
2. Revisions to the Legislative Mandate and Court Rulings or Litigation Matters .........................13
2.1 Revisions to the ECGBB Legislative mandate ..........................................................................14
2.2 Relevant court rulings or Litigation matters .............................................................................17
3. Overview of the 2016/17 Budget and MTEF Estimates ................................................................18
3.1 Revenue and Expenditure Estimates .......................................................................................18
3.2 Revenue and Expenditure Estimates Economic Classification..................................................19
3.3 Revenue and Expenditure Overall trends .................................................................................20
4. Alignment with National, Provincial & Dedeat’s Priorities ..........................................................21
5. Process Followed in Developing the 2016/17 - 2018/19 APP ......................................................26
6. Strategy MAP of the ECGBB ..........................................................................................................27
7. Organisational Structure and Capacity ........................................................................................29
PART B: BUDGET PROGRAMMES AND SUB-PROGRAMMES PLANS .......................................................30
8. Budget Programme One: Corporate Services Management and Administration .......................31
8.1 Purpose of the Budget Programme .........................................................................................31
8.2 Brief Description of the Budget Programme ............................................................................31
8.3 Priorities for the next three years and beyond .........................................................................31
8.4 Strategic objectives, Selected key Performance Indicators & Annual Targets: Programme
One - Corporate Services Management and Administration for 2016/17 - 2018/19 ................32
8.5 Budget Sub-Programme: Financial Management Services. .....................................................32
8.6 Budget Sub-Programme: Socio Economic Development .........................................................32
8.7 Budget Sub-Programme: Human Resource Management and Development ...........................33
8.8 Selected Quarterly Targets: Budget Programme One: Corporate Services Management and Administration for the 2016/17 Financial Year ..................................................................34
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/196
8.8.1 Budget Sub-Programme: Financial Management Services. .....................................................34
8.8.2 Budget Sub-Programme: Socio Economic Development. .........................................................34
8.8.3 Budget Sub-Programme: Human Resource Management and Development ...........................34
8.9 Reconciling Performance Targets with Budget and MTEF for Programme One - Corporate Services Management and Administration ..............................................................34
8.9.1 Reconciling Performance Targets with Budget ........................................................................34
8.9.2 Expenditure Estimates Economic Classification.......................................................................35
8.9.3 Performance and Expenditure Trends ......................................................................................35
9. Budget Programme two: Gambling Regulation and Consumer Protection .................................36
9.1 Purpose of the Budget Programme .........................................................................................36
9.2 Brief Description of the Budget Programme ............................................................................36
9.3 Priorities for the next three years & Beyond ............................................................................36
9.4 Strategic objectives, Selected key Performance Indicators & Annual Targets: Programme Two Gambling Regulation and Consumer Protection for 2016/17 - 2018/19 ........37
9.5 Budget Sub-Programme: Investigation and Licensing Administration ......................................37
9.6 Budget Sub-Programme: Law enforcement & Gaming Control ...............................................37
9.7 Budget Sub-Programme: Audit and Compliance services ........................................................38
9.8 Budget Sub-Programme: Consumer Protection and Public Education ......................................39
9.9 Selected Quarterly Targets: Budget Programme Two - Gambling Regulation and Consumer Protection for the 2016/17 Financial Year ...............................................................40
9.9.1 Budget Sub-Programme: Investigation and Licensing Administration. .....................................40
9.9.2 Budget Sub-Programme: Law enforcement & Gaming ...........................................................40
9.9.3 Budget Sub-Programme: Audit and Compliance services ........................................................40
9.9.4 Budget Sub-Programme: Consumer Protection and Public Education ......................................40
9.10 Reconciling Performance Targets with Budget and MTEF for Programme Two – Gambling Regulation and Consumer Protection .....................................................................41
9.10.1 Reconciling Performance Targets with Budget ......................................................................41
9.10.2 Expenditure Estimates Economic Classification .....................................................................41
9.10.3 Performance and Expenditure Trends ....................................................................................41
10. Budget Programme three: Research and Developmen ................................................................42
10.1 Purpose of the Budget Programme .........................................................................................42
10.2 Brief Description of the Budget Programme ............................................................................42
10.3 Priorities for the next three years and beyond .........................................................................42
10.4 Strategic objectives, Selected key Performance Indicators & Annual Targets: Programme Three: Research and Development for 2016/17 - 2018/19...................................43
10.5 Budget Sub-Programme: Empirical Research .........................................................................43
10.6 Budget Sub-Programme: Learning and knowledge Management ...........................................44
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 7
10.7 Selected Quarterly Targets: Budget Programme Three: Research and
Development for the 2016/17 Financial Year ...........................................................................44
10.7.1 Budget Sub-Programme: Empirical Research ........................................................................44
10.7.2 Budget Sub-Programme: Learning and knowledge Management .........................................44
10.8 Reconciling Performance Targets with Budget and MTEF for Programme Three: Research and Development ....................................................................................................45
10.8.1 Reconciling Performance Targets with Budget ......................................................................45
10.8.2 Expenditure Estimates Economic Classification .....................................................................45
10.8.3 Performance and Expenditure Trends ....................................................................................45
PART C: LINKS TO OTHER PLANS ............................................................................................................46
11. Links to the long-term infrastructure and other capital plans ....................................................47
12. Conditional grants .........................................................................................................................47
13. Public-private partnerships ..........................................................................................................47
PART D: AMENDMENTS AND DISCLOSURE TO THE EXISTING STRATEGIC PLAN ...................................48
PART E: ANNEXURES ...............................................................................................................................50
Annexure A: Vision, Mission, Values, Strategic Outcome Oriented Goals and objectives .............................51
Annexure B: Technical Indicator Descriptions ...........................................................................................63
ACKNOWLEDGEMENT INDEX ...................................................................................................................76
LIST OF TABLESTable 1: A summary of amendments made to the ECGBB Act. ...................................................................14
Table 2: Budget Estimates per Programme ................................................................................................18
Table 3: Budget Estimates by Economic Classification ...............................................................................19
Table 4: Government outcomes as per National Development Plan (NDP) aligned with seven Provincial strategic priorities ..............................................................................................22
Table 5: DEDEAT Policy Initiatives / Imperatives .........................................................................................24
Table 6: Infrastructure Development in the four Casinos Located in the Eastern Cape ................................47
Table 7: Strategic Outcome Orientated Goals.............................................................................................52
Table 8: Strategic Outcome Orientated Objectives. ....................................................................................56
LIST OF FIGURESFigure 1: ECGBB Strategy Map ..................................................................................................................28
Figure 2: Organisational Structure and Capacity ........................................................................................29
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/198
LIST OF ABBREVIATIONS AND ACRONYMS
AFS Annual Financial Statements IA Internal Audit
AGSA Auditor-General of South Africa IDP Integrated Development Plan
AO Accounting Officer IGR Inter-Governmental Relations
APP Annual Performance Plan IPAP Industrial Policy Action Plan
BBBEE Broad Based Black Economic Empowerment ICT
Information Communication Technology
CAPEX Capital Expenditure IT Information Technology
CEO Chief Executive Officer IYM In-Year-Monitoring
CFO Chief Financial Officer LPM Limited Payout Machines
CSI Corporate Social Investment MEC Member of the Executive Council
DEDEAT Department of Economic Development, Environmental Affairs & Tourism
MPL Member of Provincial Legislature
DPSADepartment of Public Service Administration MTEF
Medium Term Expenditure Framework
EC Eastern Cape MTSF Medium Term Strategic Framework
ECGBB Eastern Cape Gambling and Betting Board NDP National Development Plan
GGR Gross Gaming Revenue NGB National Gambling Board
GIMS Gaming Information Management System POE Portfolio of Evidence
HDI Historically Disadvantaged Individuals REMCO Remuneration Committee
HoD Head of Department SED Socio Economic Development
HRM Human Resource Management SETASector Education Training Authority
HRD Human Resource Development SMME Small Medium Micro Enterprises
HR Human Resource
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 9
STATEMENT BY THE ACCOUNTING OFFICER (CEO) OF THE ECGBB
1. The 2016/17-2018/19 APP has been developed in compliance with Section 5.1.1 of the National Treasury Regulations which requires the Accounting Officer of an institution to prepare a three year APP at the beginning of each year for approval by the relevant Executive Authority.
2. The National Development Plan of the Republic of South Africa, Vision 2030, the 14 Government Outcomes, Policy Imperatives outlined by the Hon. MEC of DEDEAT including the direction provided by the Board of Directors of the ECGBB, under the leadership of its Chairperson, Adv. N. Mayosi as well as the five year strategic plan of the ECGBB have informed the development of the APP for the next MTEF Period.
3. For 2016/17-18/19 MTEF period which is characterised by budget fiscal limitations throughout the country including the ongoing austerity measures, the ECGBB has prioritised the following:-
3.1 Investigating, considering and awarding of different licences and certificates to suitably qualified applicants. Accordingly, by 2018/19 the following milestones would have been achieved:
3.1.1 Two casino licences for Zone 3 and 5 reviewed, considered and issued, as both licences expire in 2017 and 2019 respectively.
3.1.2 4 Type B licences & various other type A & C licences to be considered and issued.
3.1.3 31 bookmakers’ licences reviewed, considered and issued in 2017.
3.2 Protection of the public interest and licensed operators from illegal operators. In this regard the focus of the organization will include:
3.2.1 Conducting of inspections from a baseline of 110 to 375 by 2018/19.
3.2.2 Conducting sweeps in the province with planned targets from a baseline of 5 to 15 by 2018/19.
3.3 Providing information and education regarding excessive gambling and further informing potential business entrepreneurs about economic opportunities within the provincial gambling sector. The focus during the MTEF Period will include:
3.3.1 Planning and hosting campaigns and information sessions on responsible gambling and the mitigation of excessive gambling with constituencies and organisations. By 2018/19, the target to be achieved will be 23 sessions and campaigns, from a baseline of 10.
3.3.2 Implementing economic opportunity awareness campaigns targeting potential entrepreneurs to inform and educate them about relevant economic opportunities within the gambling sector in the province. The planned target to be achieved by 2018/19 is 6 awareness campaigns from a baseline of 2.
3.3.3 Increasing the number of people reached from a baseline of 1.8 million people to 4.3
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1910
million people by 2018/19 through electronic and print media platforms, sharing and disseminating messages of responsible gambling and wellness.
3.4 Promoting and enforcing compliance and adherence to bid commitments, licence conditions, legislation and regulations by licensees prior to and after commencement of the operations. The focus and priorities will include:
3.4.1 Strengthening compliance audits and processes to ensure that all new and other old operations are compliant with statutory requirements and licence conditions. By 2018/19 a total of 518 for both compliance and revenue audits will be achieved from a baseline of 151.
3.5 Conducting cutting edge research work as informed by the Research and Development Strategy of the Board in order to generate new information and knowledge which three research and surveys outputs by 2018/19 will be achieved from a baseline of one.
3.6 Strengthening the socio-economic development functions and responsibilities of the Board and contributing to the most impoverished areas within the Eastern Cape. In this regard the focus will be on:
3.6.1 Identifying and supporting socio-economic developmental projects utilising the resources of the ECGBB and other partners and stakeholders, and ensuring that these projects are sustainable. A target of 12 functional projects to be achieved by 2018/19 from a baseline of 4.
3.6.2 Supporting Projects benefiting Vulnerable and Designated Groups which are the youth, the disabled, women and the elderly within the Province. A target of 15 projects to be achieved by 2018/19 from a baseline of 5.
3.6.3 Coordinating the implementation of the CSI Framework of the Industry and ensuring that CSI Initiatives are implemented in the most impoverished areas of the Province in terms of the Anti-Poverty Strategy of the Eastern Cape Province.
3.7 Collecting gambling taxes from licensees and disbursing revenue to the provincial Treasury
appropriate mechanism and processes result in collecting R515 million by the end of 2018/19 financial year from a baseline of R142 million.
Partners through Development and implementation of Memorandum of Agreements with different local and district municipalities including the two Metropolitan Municipalities in respect of the following:
of Research Outputs conducted by ECGBB as a measure to mitigate budget limitations.
3.8.2 Utilisation of the Metro’s Print and Social Media Platforms to communicate and profile work of the ECGBB within the two Metros and KSD Local Municipality.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 11
3.8.3 Collaboration with the South African National Responsible Gambling Foundation in conducting relevant research including a series of responsible gambling campaigns within the Province.
3.8.4 Collaboration with the Eastern Cape Department of Social Development in respect of implementing the Anti-Poverty Strategy of the Province.
3.8.5 Strengthening of working relations with CATHSETA to include more strategic related matters other than provision of budget for the Internship Programme and staff training.
3.9 Corporate Governance and Organisational Performance with specifi c focus on:
3.9.1 Maintaining and achieving on going clean audit outcomes on both fi nancial information and predetermined objectives.
3.9.2 Strengthening of the Human Resources Management services and ensuring that HR achieve level fi ve of maturity effi ciency index score by the end of the fi ve year strategic planning cycle.
3.9.3 Training and capacity building of all ECGBB employees to be able to respond to new challenges of innovation and regulatory requirements.
3.9.4 Strengthening of the enterprise risk management, monitoring and evaluation of the risk register for 2016/17.
3.9.5 Effective organisational performance reporting and feedback to all internal and external stakeholders of the ECGBB.
4. As the Accounting Offi cer of the ECGBB, I wish to endorse this APP and further express my sincere appreciation to the Board of Directors, the Chairperson of the ECGBB, and the Hon. MEC and HOD of DEDEAT for their continued guidance, support and commitment to the regulation of the gambling industry and the protection of the public in the Eastern Cape Province.
Mr. Reuben Mabutho Zwane
CEO and Accounting Offi cer
PART A: STRATEGIC OVERVIEW
KLIPPLAAT (DAN SANDI) ECDC PROJECT IN IKHWEZI LOCAL MUNICIPALITY UNDER SARAAH
BARTMAN DISTRICT WARD 3 & 4 SUPPORTED BY ECGBB
BEFORE
AFTER
12
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 13
PART A: STRATEGIC OVERVIEW
1. UPDATED SITUATIONAL ANALYSIS
In terms of the Treasury Framework for developing Annual Performance Plan this section of the Annual Performance Plan is expected to present an updated information on the performance delivery and institutional environment of the ECGBB, based on the information gathered during the annual performance-planning process.
Such information, as expected, should broadly correlate with what was presented in the Five Year Strategic Plan. The focus should be on noting any changes in the external and/or internal environments that might affect performance.
1.1 Performance delivery environment
The ECGBB was expected to update the explanatory indicators presented in the Strategic Plan to reflect present demand for services and challenges that need to be addressed.
In addition, to indicate clearly which information has been updated, relative to that presented in its Strategic
the emerging trends to show how these affect performance objectives.
There have been no significant changes in the performance delivery environment of the ECGBB that have a policy impact or strategic impact.
1.2 Organisational environment
presented in the current Five Year Strategic Plan of the ECGBB, except to indicate and highlight that the term of the current Board of Directors is coming to an end in March 2016.
2. REVISIONS TO THE LEGISLATIVE MANDATE & RELEVANT COURT RULINGS OR LITIGATION MATTERS
There have been no significant changes to the ECGBB’s legislative and other mandates.”
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1914
2.1 Revisions Made to the ECGBB Legislative mandate
Table 1: A summary of amendments made to the ECGBB Act
SECTION AS INTRODUCED AMENDMENT
ACT
PURPOSE OF AMENDMENT STATUS AS PER EXISTING ACT
Section 2 The purpose of this section is to amend certain of the definitions in section 1 of the Principal Act to align it with the National Gambling Act, 2004 (Act No. 7 of 2004) and the National Gambling Amendment Act, 2008 (Act No. 10 of 2008) and to provide for technological advancements in the gambling industry.
The Act includes a definition for an independent site operator (independent site operator not defined in Bill as introduced)
Section 7 The purpose of this section is to amend section 5 of the Principal Act limiting the number of public servants to be appointed by the responsible Member as board members to a maximum of four.
Substantively - No change as both provides that not more than 4 of the members appointed by the responsible Member may be public servants.
Section 8 The purpose of this section is to align section 6 of the Principal Act with section 67(5) of the National Gambling Act, 2004
The first two disqualifications have been removed –
Is not a citizen of the Republic; and
Is a public servant or an employee of a municipality
Subparagraph (3) has been added to state that the disqualifications do not apply to the CEO
Section 10 Section 10 inserts section 8B into the Principal Act. In terms of this section the MEC may, after consultation with the Executive Council, appoint an administrator to perform the power and duties of the Board. The appointment may be made if the Board does not perform its powers and functions or if there is mismanagement of funds or if there is good cause to do so. The process and conditions of appointment are contained in this section as well.
Subsection (1) amended to replace
of three members and the members appointed in terms of Sections 5(e) to (g) to perform the functions and exercise the powers of the board on its behalf until such time as a new Board is appointed in terms of Section 5
Insertion of subparagraph (2) to enable responsible Member to appoint the interim Board after consultation with the Executive Council
Note subsections (3) to (5) in re powers and functions of the interim Board
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 15
SECTION AS INTRODUCED AMENDMENT
ACT
PURPOSE OF AMENDMENT STATUS AS PER EXISTING ACT
Section 11 The purpose of this section is to amend section 9 to provide clarity as to how the duration of the term of office of a member who is filling a vacant seat is calculated. Serving as a member in a vacant seat is not reckoned as a full term of office and such person may serve a further two full terms.
The Act changed two full terms to one full term.
Section 23 The purpose of this section is to amend section 28 of the Principal Act to streamline the process where an application for a licence has been received but no objection is lodged and the conditions of refusal of the application in such circumstances
Change in wording of proposed amendment.
Section 24 The purpose of this section is to amend section 31 of the Principal Act in order to align it to the most recent general disqualifications for a licence contained in section 50 of the National Gambling Act.
Change in wording in subsection (1) –
Bill – a person must not hold a licence in terms of this Act or any financial interest in the licensee of such licence if that person –
Act – no application for a licence shall be granted if any director in the case of a company, any member in the case of a close corporation or any person -
Section 25 The purpose of this section is to amend section 33 of the Principal Act to ensure that the licensing standards required in terms of section 33(1)(e) are aligned with the licensing standards determined in terms of the National Gambling Act, 2004. It furthermore enables the Board to impose conditions on applicants relating to matters of public interest, such as employment and compliance with bid undertakings. The amendment also states the period of validity of all the licences issued in terms of the Principal Act.
Omission of (iv) – any related conditions.
Section 27 The purpose of this section is to amend section 38 of the Principal Act to provide for temporary licences for sites with more than five limited pay-out machines and to permit the continuation of business with site licences where the business has been sold but the application for the transfer of the licence has not been finalised as yet.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1916
SECTION AS INTRODUCED AMENDMENT
ACT
PURPOSE OF AMENDMENT STATUS AS PER EXISTING ACT
Section 31 The purpose of this section is to amend section 45 of the Principal Act to extend the period of validity of a casino licence to a period of 20 years and the Board may extend this period if there are delays in issuing a new casino licence. In addition this section determines the ceiling of a lump sum payout to be no more than 5 percent of all costs associated with the construction of the proposed casino.
Insertion of Section 31A – Section 49 of the principal Act is hereby amended by deleting subsection (1) of section 49
Insertion of Section 31B – Section 50 of the principal Act is hereby amended by the substitution for Section 50 of the following –
50 – Gambling machine site licence – note wording in Act
Section 32 The purpose of this section is to provide for the prohibition of dog races.
Unchanged
Section 35 The purpose of this section is to amend section 63 of the Principal Act to provide for
where gambling takes place”. This amendment will promote uniformity in terms and phrases between the National Gambling Act, 2004 and the Principal Act.
Section 47 The purpose of this section is to amend section 80 of the Principal Act to provide for designated areas to align it with the National Gambling Act, 2004.
Insertion of (p) – disqualifications and prohibitions in respect of licences and registrations.
Section 49 The purpose of this section is to amend section 86 of the Principal Act to reflect that the requirement for a certificate of suitability is applicable to both paragraphs (a) and (b) and not only to paragraph (b) as is the case currently.
Note rewording of subsection (b)
Section 50 The purpose of this section is to amend section 88 of the Principal Act to reflect the position in the National Gambling Act, 2004.
Note rewording of subsection (b)
Section 56 The purpose of this section is to name the Act and to enable the Premier to determine the date of commencement. The sections contained in this Act that pertain to the National Gambling Amendment Bill, 2008, will commence when the National Gambling Amendment Bill, 2008 commences.
Date change from 2013 back to 2012.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 17
2.2. Relevant Court rulings or Litigation matters
The following pending court cases are currently before the court and the ECGBB will await their outcomes as they are not considered significant in the operations and the mandate of the ECGBB.
2.1.1 Elite Bingo (UTH) (PTY) LTD & Another V Mabutho Zwane & others
ELITE BINGO lodged an urgent application in November 2014 to interdict the Board from issuing Bingo Licences
conducted by the Board in its second round of Bingo Licencing.
The matter was heard at the Grahamstown High Court on 4 & 5 June 2015 we await the judgment of the Court for which a date will be provided for judgment.
2.1.2 Goldrush Bingo Eastern Cape T/A “Goldrush” and another V ECGBB and the MEC of
DEDEAT
Goldrush launched a High Court application (Grahamstown High Court) seeking access to information pertaining
Affidavit was filed by the ECGBB at the High Court (EC).
Prior to the matter being set down, the applicant brought an application to court on the 9 December 2015 to seek an intervention in the matter brought to court by ELITE BINGO (as stated in 2.1.1 above) and that the court should, once application granted, instruct the ECGBB to provide them with all documentation pertaining to the ECGBB licensing process in the ELITE BINGO.
application” has been upheld in their favour – as they are seeking, as part of that application, the same remedy.
The Board awaits further notification on the matter as to whether the ‘intervening application’ lodged is successful.
2.1.3 Gauteng Off-Course Bookmakers Association V Phumelela (PTY) LTD
This matter was lodged in the High Court of Gauteng by the Applicant to obtain an order of the court to declare the sports-pool betting activities of Phumelela as illegal and contravening the provisions of the Lotteries Act.
The Board was cited as the 6th respondent in this matter for having failed to instruct Phumelela to stop the sports-pool betting activities in its jurisdiction.
As per legal advice it is not necessary for the Board to engage in this matter at this stage until the final outcome of the Court case. That in its decision/judgment the court will direct the Board on the appropriate action to take
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1918
should the applicant be favoured. The matter is yet to be heard by High Court (Gauteng).
3. OVERVIEW OF THE 2016/17 BUDGET AND MTEF ESTIMATES
3.1 Revenue and Expenditure estimates
Table 2: Budget Estimates per programme
Budget Programme
Audited outcomesAdjusted
AppropriationMedium-term expenditure
estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
TOTAL REVENUE 44 704 50 417 55 914 54 407 57 238 59 599 63 300
Own Revenue: Recoveries 4 874 3 749 7 128 3 899 1 673 788 839
Own Revenue: Other 4 144 3 981 6 038 6 666 7 112 7 739 8 427
Equitable Share Allocation 35 687 42 687 42 748 43 843 48 454 51 072 54 034
1. Corporate Services Management and Administration
27 867 29 747 31 416 32 844 33 728 35 686 38 007
1.1 Office of the CEO 5 191 4 622 2 945 4 721 4 664 4 974 5 305
1.2 Strategic Management Services
1 968 2 595 2 962 2 689 2 946 3 148 3 365
1.3 Legal Services and Board Secretariat 6 263 6 484 10 503 8 068 5 808 6 172 6 558
1.4 Financial Management 6 720 7 904 7423 7 800 8 680 9 241 9 839
1.5 Human Resource Management and Development
4 716 5 335 4 235 5 254 6 067 6 461 6 879
1.6 Communication and Marketing 1 244 796 983 1 429 1 525 1 410 1 521
1.7 Socio-Economic Development 883 177 196 226 240 254 269
1.8 Designated and Vulnerable Groups
0 64 85 150 106 112 119
1.9 Information Management and Technology
881 1 770 2 085 2 506 3 690 3 914 4 152
2. Gambling Regulation and Consumer Protection
16 720 20 889 23 382 21 113 21 506 22 922 24 434
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 19
Budget Programme
Audited outcomesAdjusted
AppropriationMedium-term expenditure
estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
2.1 Licensing and Investigation Administration
6 015 8 130 9 955 7 827 8 237 8 800 9 401
2.2 Law Enforcement And Gaming Control 2 479 3 125 3 269 3 581 4 120 4 412 4 724
2.3 Audit and Compliance Services
2 765 3 924 4198 4 605 5 256 5 614 5 997
2.4 Consumer Protection and Public Education
5 462 5 710 5 960 5 100 3 893 4 096 4 311
3. Research and Development.
864 719 554 450 255 503 532
3.1 Empirical Research 300 719 554 425 225 460 487
3.2 Learning & Knowledge Management
564 0 0 25 30 43 45
TOTAL EXPENDITURE 45 452 51 355 55 352 54 407 55 488 59 110 62 972
TOTAL CAPEX 840 1 099 896 1 080 2 857 1 661 1 568
3.2 Revenue and Expenditure Estimates - Economic classification
Table 3: Budget Estimates by Economic Classification
Economic Classification
Audited OutcomesAdjusted
AppropriationMedium-term Expenditure
Estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
REVENUE
Equitable Share Allocation 35 687 42 687 42 748 43 843 48 454 51 072 54 034
Own Revenue 9 017 7 730 13 167 10 564 8 784 8 527 9 266
TOTAL REVENUE 44 704 50 417 55 914 54 407 57 238 59 599 63 300
EXPENDITURE
Compensation of Employees
20 285 25 694 27 664 30 360 34 856 37 296 39 907
Goods and Services 25 167 25 661 27 688 24 047 20 632 21 814 23 065
Administrative Expenses 11 332 10 846 11 003 8 423 7 907 8 351 8 821
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1920
Economic Classification
Audited OutcomesAdjusted
AppropriationMedium-term Expenditure
Estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
Corporate Social Investment 883 241 380 353 322 340 360
Consumer Protection and Public Education 5 462 5 711 5 357 4 875 3 500 3 703 3 918
Depreciation and Amortisation 533 590 776 814 1 107 1 171 1 239
Impairment Losses 17 0 0 0 0 0 0
Legal Costs 719 2 036 4 316 3 722 1 085 1 148 1 215
Marketing and Research Costs 1 418 1 249 1 367 968 783 828 877
Other Operating Expenses 3 212 2 878 2 898 3 414 4 067 4 303 4 553
Statutory Audit Fees 1 879 2 084 1 591 1 478 1 861 1 969 2 083
Zone 4 Settlement -298 0 0 0 0 0 0
Loss on Disposal of Property Plant and Equipment
9 27 0 0 0 0 0
TOTAL EXPENDITURE 45 452 51 355 55 352 54 407 55 488 59 110 62 972
TOTAL CAPEX 840 1 099 896 1 080 2 857 1 661 1 568
3.3 Revenue and Expenditure overall trends
3.3.1 Overall revenue increased from R50.4 million in 2013/14 to R55.9 million in 2014/15 due primarily to an increase in recoveries revenue, included in own revenue above. This is as a result of recoverable costs involved in the investigation and evaluation process pursuant to the issuance of licences. During 2014/15, the ECGBB awarded 8 additional bingo licenses whereas this licensing activity has reduced during 2015/16 resulting in the reduced own revenue reflected above. Recoveries revenue is further forecast to decrease in 2016/17 and over the MTEF due to an anticipated reduction in licensing activity. This is offset somewhat by a projected increase in Board annual and administration fees with the promulgation of the amended Eastern Cape Gambling Act planned for early in 2016/17. These fees are planned to be adjusted upwards periodically thereafter, as part of the Board’s own revenue enhancement and retention strategy
3.3.2 The ECGBB receives a transfer from the DEDEAT. Transfers received increased from R35.7 million in 2012/13 to R42.7 million in 2013/14 due to additional funding allocated for responsible gambling campaigns. Due to the constrained fiscal funding both provincially and nationally however, this grant has grown by less than inflation by 0.1% in 2014/15, by 2.56% in 2015/16. ECGBB has implemented various cost cutting measures in this regard as elaborated on below. Therefore, although the grant allocation
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 21
is estimated to increase by 10.5% in 2016/17 this is in order to fund necessary capital expenditure, including replacement of the generator with a hybrid solar system, and the upgrade and enhancement of the server environment – replacing out of warranty equipment while also supporting systems investment for the automation of processes.
3.3.3 Compensation of Employees increased from R20.2 million in 2012/13 to R25.7 million in 2013/14 due to increases in the approved staff establishment due to new licenses issued that require regulation. In 2014/15 Compensation of Employees increased by 7.7% per cent due to cost of living adjustments and pay-progression. The projected increase in 2015/16 is due to the filling of vacancies, while from 2016/17 and over the Medium term increases have been limited to 7% estimated inflationary cost of living and pay progression increases only.
3.3.4 Goods and Services showed a moderate increase of 4.9% on average from R25.2 million in 2012/13 to R27.7 million in 2014/15. This is due to cost saving initiatives implemented which enabled a 22% reduction in general operating and administrative expenditure in 2014/15. Costs are forecast to reduce in 2015/16 and 2016/17 due to reduced licensing activity, however increase by inflation over the remaining MTEF period.
constraints. In 2016/17 additional funding has been allocated for necessary capital expenditure as noted above. ECGBB will continue to seek funding for required capital needs such as expansion of the current building to accommodate the increased staff complement. (There is no depreciation charge on the building and there is no capital replacement reserve for periodic major refurbishments, meaning that these will also have to be requested as specific funding as and when needed.)
4. ALIGNMENT WITH THE NATIONAL, PROVINCIAL & DEDEAT’S PRIORITIES
The Cabinet adopted 14 Government outcomes as per National Development Plan (NDP) within which to frame public service delivery priorities and targets. Cabinet ministers have signed performance agreements linked to these outcomes. More detailed delivery agreements have since been developed to extend targets and responsibilities to national and provincial departments, agencies and municipalities.
On the other hand, the Eastern Cape Province pronounced seven provincial strategic priorities where as the DEDEATs Group Priorities and the focus on the ECGBB included five priorities. From a planning perspective, the ECGBB is obliged to demonstrate as to how it plans to add value and contribute towards the achievement of some of the priorities within its regulatory functions.
Table 4 on page 22 list all the Outcomes and priorities that the ECGBB does in contributing and adding value in those Outcomes and priorities.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1922
4.1 Government’s National Outcomes (NDP) and Provincial Priorities
Table 4: Government outcomes as per National Development Plan (NDP) aligned with seven provincial
strategic priorities.
NO
FOURTEEN GOVERNMENT
OUTCOMES AS PER THE NDP
APPLICABILITY TO THE ECGBB
SEVEN EASTERN CAPE PROVINCIAL
STRATEGIC PRIORITIES
APPLICABILITY TO THE ECGBB
1. Improve the quality of basic education.
Not applicable to the ECGBB.
Promoting quality education and skills development
Not applicable to the ECGBB.
2. Improve health life & expectancy.
Not applicable to the ECGBB.
Better healthcare for All. Not applicable to the ECGBB.
3. All people in South Africa protected and feel Safe.
Applicable to ECGBB. See budget programme Law enforcement & gaming control Page 38.
Intensifying the fight against crime and corruption.
Applicable to ECGBB. See budget programme law Enforcement & gaming control Page 38.
4. Decent employment through inclusive economic growth.
Applicable to ECGBB. See budget programme Human resources management & development page 33 & budget programme Investigation & licensing administration page 37.
Transforming the economy to create jobs and sustainable livelihood.
Applicable to ECGBB. See budget programme Human resources management & development page 33 & budget programme Investigation & licensing administration page 37.
5. A skilled and capable workforce to support inclusive growth.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
6. An efficient competitive & responsive economic infrastructure Network.
Applicable to ECGBB. See pages 47 table 6.
Building social and economic infrastructure.
Applicable to ECGBB. See Pages 47 table 6.
7. Vibrant, equitable, sus-tainable rural communi-ties contributing towards food security for all.
Not applicable to the ECGBB.
Stimulate rural development, land reform and food security
Not applicable to the ECGBB.
8. Sustainable human settlements and improved quality of household life.
Not applicable to the ECGBB.
Integrated Human settlement and building cohesive communities
Not applicable to the ECGBB.
9. A response and, accountable, effective and efficient local government system.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
10. Protection and enhancement of environmental assets and natural resources
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 23
NO
FOURTEEN GOVERNMENT
OUTCOMES AS PER THE NDP
APPLICABILITY TO THE ECGBB
SEVEN EASTERN CAPE PROVINCIAL
STRATEGIC PRIORITIES
APPLICABILITY TO THE ECGBB
11. A better South Africa, a better and safer Africa and world.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
12. A development-orientated public service & inclusive citizenship.
Applicable to ECGBB. See Budget Programme Human Resources Management & Development Page 33.
Strengthening the developmental state and good governance
Applicable to ECGBB. See budget programme Human resources management & development page 33.
13. Social protection Applicable to ECGBB. See Budget programme Socio-economic Development Page 33.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
14. Nation building and social cohesion
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
4.2 Policy Initiatives of the Provincial Department of Economic Development, Envirnomental Affairs and Tourism
The Provincial Department of Economic Development, Environmental Affairs and Tourism have developed a set of Policy Initiatives / Imperatives to be implemented by all the Public Entities that reports to the Department. The Eastern Cape Gambling and Betting Board as one of those public entities has the responsibility of demonstrating as to how it will implement some of the Policy Initiatives and Imperatives over a period of time. The Policy Initiatives/Imperatives listed in Table 5 on page 24.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1924
Table 5: DEDEAT Policy Initiatives / Imperatives
NOPOLICY
INITIATIVE / IMPERATIVES
EXPLANATIONAPPLICABILITY
TO ECGBB
DEDEAT’S GROUP
PRIORITIES – FOCUS ON
ECGBB
APPLICABILITY TO ECGBB
1 Re-alignment and streamlining of the DEDEA and its public entities to increase effectiveness and efficiencies.
Enhancement of public entity oversight.
Not applicable to the ECGBB.
CSI (Corporate social investment) programme.
Yes applicable. See budget programme Socio economic development page 33.
Enhancement of Support for the IDZ.
Not applicable to the ECGBB.
Consumer education.
Yes applicable. See budget programme Investigation & licensing administration page 37.
Enhanced strategic planning, monitoring and evaluation capacity.
Applicable BBBEE projects. Yes applicable. See budget programme Investigation & licensing administration page 37.
2 Rapid advancement of rural development to address apartheid created spatial distortions and poverty.
Establishment of a special economic
Coast.
Not applicable to the ECGBB.
Revenue generation.
Yes applicable. See budget programme Financial management page 32.
Small town support programme.
Not applicable to the ECGBB.
Supplier development programme (Buy EC).
Yes applicable. See budget programme Investigation & licensing administration page 37.
3 Management and protection of the natural environment.
Implementation of the Eastern Cape environmental Act.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Implementation of the Provincial climate change mitigation and adaptation strategy.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
4 Protection, diversification and expansion of manufacturing and services sectors.
Implementation of sector plans in support of the Provincial industrial development strategy framework, the new growth path and IPAP2.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 25
NOPOLICY
INITIATIVE / IMPERATIVES
EXPLANATIONAPPLICABILITY
TO ECGBB
DEDEAT’S GROUP
PRIORITIES – FOCUS ON
ECGBB
APPLICABILITY TO ECGBB
Roll-out of the buy Eastern Cape campaign.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Promote industry dialogue on sector priorities.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Drive the roll-out of Provincial strategic projects that facilitate economic development.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
5 Achieving a sustainable balance between economic growth and responsible use of land and natural resources.
Implementing of
guidelines for the Province.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Support for economically beneficial environmental projects at a local level.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
6 Creating and enabling regulatory function that ensures legal and regulatory Compliance.
Enhancement of existing promotion, compliance and enforcement capability for both environmental and economic development
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Enhancement of partnership with law enforcement agencies.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
7 Creation of an enabling environment to support enterprise development.
Continued SMME and cooperative enablement and Support.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
8 Support Sectors with higher rates of labour absorption.
Continued rollout of the comprehensive job stimulus programme (job stimulus fund, job creation strategy framework and jobs monitoring facility).
Not applicable to the ECGBB.
Not applicable to the ECGBB.
Not applicable to the ECGBB.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1926
5. PROCESS FOLLOWED IN DEVELOPING THE 2016/17 - 2018/19 APP
5.1 The development of the 2016/17 - 2018/19 Annual Performance Plan was informed by a number of processes which are meant to see an improved statutory planning document, with clear strategic goals, objectives, performance indicators and targets for the next three years of the MTEF.
5.2 A two days session was facilitated for all ECGBB Management, key priorities and high-level strategies were identified for implementation over the next three years. These key priorities and high-level strategies were subsequently presented to the Board of Directors for additional thoughts to be added, with a view to expand and develop. All the recommended changes in the outcome-oriented strategic goals for the organisation, as well as the respective programme-specific strategic objectives, find expression in the final 2016/17 – 2018/19 APP.
5.3 The following stakeholders were consulted in the development of the second and third draft APP:
5.3.1 The ECGBB Management team;
5.3.2 The Department of Economic Development, Environmental Affairs and Tourism and;
5.3.3 Industry players, especially those that are regulated by the ECGBB, as facilitated by Strategic Management Services;
5.3.4 Committees of the Board, in particular the Audit and Risk Committee as well as Joint Finance and ARC Committee;
5.3.5 Internal Auditors reviewed the 2016/2017 – 2018/19 draft APP to ensure compliance with the Treasury Framework for Development of Strategic plan and Annual performance plan.
5.4 From these engagements, the following issues emerged:
5.4.1 A robust discussion on strategic goals and objectives to reflect the new strategic imperatives of the ECGBB;
5.4.2 Agreement to maintain the three Budget Programmes with 15 Budget Sub- Programmes;
5.4.3 The alignment of the new Five Year Strategic Plan of the ECGBB with the 2016/17 – 2018/19 APP, especially with the Strategic Objectives and other imperatives that were planned;
5.4.4 The alignment of the NDP, National Outcomes and Provincial Priorities was also addressed with a view for these to find expression in the Statutory Planning Documents of the ECGBB, in order to ensure the achievement of national and provincial imperatives.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 27
6. STRATEGY MAP OF THE ECGBB
Our Way:
underpinned by our shared values. This ECGBB way guides the way in which we work, facilitating an understanding of how each and every ECGBB employee contributes to our vision of becoming the most empowering regulator.
Our Strategy:
intensify compliance and support to the gaming industry in the province. Our clear and consistent strategy demonstrates the required combination of focus and flexibility to deliver results against limited budget allocation
On the following page 28 is Our Strategy Map.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1928
Figure 1: ECGBB Strategy Map.
OUR VISION:The Best, Most Efficient and Empowering Gaming
OUR MISSION:
economic benefits to the communities within which we operate.
STRATEGIC OUTCOME ORIENTED GOALS (Short Title)1. Achieved excellent, quality & professional corporate services with excellent people and processes, in order to optimise service delivery offering.2. Institutionalised international competitive regulatory system.3. Established effective financial and institutional over sight processes and systems for accountability.4. Maximised Socio-economic development benefits for communities in the province.5. Enhanced and generated information, communication, technology and paperless driven organisation.
STRATEGIC OUTCOME ORIENTED OBJECTIVES (Short Title)1. Development of highly capable work force of individuals and teams.2. Awarding different types of gambling licences.3. Strengthen effective compliance and adherence with bid commitments, licence conditions, regulations and relevant pieces of legislation4. Presentation of public education and information awareness sessions.5. Development and generation of information within the gambling industry in order to make informed choices and decisions.6. Protection of gambling operators from unlicensed gambling operators and illegal competition.7. Implementation of socio-economic development opportunity projects in order to empower communities.8. Promote good corporate governance and financial management systems for accountability.
KEY PERFORMANCE MEASURES / INDICATORS 1. Human Resources Efficiency index2. Number of socio-economic development projects conducted.3. Revenue collected.4. Number of Licences issued5. Number of inspections conducted.6. Number of sweeps conducted.7. Number of compliance audits conducted.8. Number of revenue audits conducted.9. Number of gambling Awareness Programmes Conducted10. Number of people reached through responsible gambling campaigns.11. Number of Gambling Economic Opportunities Awareness Programmes Conducted12. Number of empirical research conducted.13. Number of research surveys conducted.14. Number of research seminars conducted
OUR MISSIONConsultation of Licensees and other Stakeholders.Quality Service PerformanceEthical Conduct and Honesty in dealing with out LicenseesCommunity Development and Empowerment
1Revenue collection
2Compliance and Support to the
Gaming Industry
3Socio-Economic
Development and Empowerment
4Cutting Edge Research
and Knowledge Management
5Organisational
Performance and Reporting
INTERNAL FOCUSED VALUESConsultation all internal stakeholdersTeamwork towards achieving common goalsRespecting divergent viewsEmpowerment of all Employees to grow in the organisation
PILLARS OF THE ECGBB STRATEGY
THRESHOLD (IMPACT ON PERFORMANCE
THRESHOLD INTERPRETAION
Higher than 15 15+ RED - High impact on performance.
Between 8 and 14 8 - 4
Between 1 and 7 1 - 7 GREEN - Low imact on performance.
I 5 5 10 15 20 25
M 4 4 8 12 16 20
P 3 3 6 9 12 15
A 2 2 4 6 8 10
C 1 1 2 3 4 5
T 1 2 3 4 5
LIKELIHOOD
TARGETS BY 2019/201. Level 5 HR efficiency index score2. 20 SED Projects conducted3. R780 Million revenue collected4. 20 Licenses issued5. 590 Inspection conducted6. 25 Sweeps conducted7. 480 Compliance audits conducted8. 350 Revenue audits conducted9. 50 awareness conducted10. 9 Million people reached11. 10 Programmes conducted12. 5 Empirical research conducted13. 5 Surveys conducted14. 10 seminars conducted
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 29
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PART B: BUDGET PROGRAMMES AND SUB-PROGRAMME PLANS
30
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 31
PART B: BUDGET PROGRAMMES AND SUB-PROGRAMME PLANS
8. BUDGET PROGRAMME ONE: CORPORATE SERVICES MANAGEMENT & ADMINISTRATION
8.1 Purpose of the Budget Programme
The purpose of this programme is to provide corporate administrative and management support services to the organisation and the budget programme, including the Board of Directors, to ensure that the ECGBB mandate is executed, achieved and reported accordingly.
8.2 Brief Description of the Budget Programme
The Budget Programme is comprised of the following sub-programmes: Office of the CEO, Strategic Management Services, Legal Services and Board Secretariat, Financial Management, Human Resources Management and Development, Communication and Marketing, Socio-economic Development, Designated & Vulnerable Groups and Information Management and Technology.
8.3 Priorities For The Next Three Years And Beyond
8.3.1 Strengthening of the Human Resources Management services and ensuring that HR achieve level five of maturity efficiency index score by the end of the five year term cycle.
8.3.2 Training and capacity building of all ECGBB employees.
8.3.3 Collaboration with the DEDEAT to access human resources capacity at the district or regional offices of DEDEAT to alleviate challenges and lack of capacity in the ECGBB.
8.3.4 Engage other strategic partners to mobilise resources outside the budget allocation for certain specific functions.
8.3.5 Collaboration with SETAs in the gaming sector for discretionary grants to access budget for internships, learnerships and other significant programmes.
8.3.6 Enhancing the Profile of CSI Projects of the ECGBB to demonstrate the empowering role and the corporate social responsibility of the ECGBB.
The Delivery expectations of other Budget Sub-programmes of Programme one such as the Office of the CEO, Strategic Management Services, Legal Services & Board Secretariat, Communication and Marketing, Designated & Vulnerable Groups and Information Management & Technology have been allocated a budget.
However, performance measures of these Budget Sub-programmes have been formulated and find expression in the Operational Plan for performance and implementation of the budget because they are internally focused and activity in nature, hence not selected as KPI’s for the Annual Performance Plan including the five year Strategic Plan.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1932
8.4 Strategic Objectives, KPI and Annual Targets: Budget Programme One Corporate Services Management and Administration For 2016/17 - 2018/19
8.5 Budget Sub-Programme: Financial Management Services
8.5.1 Purpose Of The Budget Sub-Programme:
To administer ECGBB revenue and expenditure in order to efficiently and effectively conduct all financial dealings.
8.5.2 Strategic Goal
Effective financial and institutional oversight processes and systems for accountability.
8.5.3 Selected KPI & Annual Targets: for Budget Sub-Programme: Financial Management
Services For 2016/17 - 2018/19
NOSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN TARGET
2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
8.5.3.1
To promote good corporate governance and financial management systems for accountability purposes
Revenue Collected
R780 million
R 112million
R 124.9million
R 144.3million
R 142million
R 160million
R 176million
R 179million
8.6 Budget Sub-Programme: Socio-Economic Development
8.6.1 Purpose Of The Budget Sub-Programme
To empower local communities and contribute to the Eastern Cape government’s Poverty Eradication Programme and anti-poverty strategy. In addition, to strengthen and support the SED projects of the Board and those established in terms of licence conditions so that they are sustainable and add value to the lives of the people of the Eastern Cape Province.
8.6.2 Strategic Goal
Maximised Socio Economic Development benefits for communities in the Province.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 33
8.6.3 Selected KPI & Annual Targets: for Budget Sub-Programme: Social Economic
Development for 2016/17 - 2018/19
NOSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN TARGET
2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
8.6.3.1
To implement socio-economic development projects in order to empower the most vulnerable and impoverished communities in the province.
Number of socio-economic development projects conducted1
20 6 4 4 4 4 4 4
8.7 Budget Sub-Programme: Human Resources Management & Development
8.7.1 Purpose Of The Budget Sub-Programme
To ensure that all matters relating to human capital management and development are implemented effectively and efficiently. In addition to ensure that the ECGBB becomes an employer of choice.
8.7.2 Strategic Goal
Excellent, quality and professional corporate services with excellent people, processes in order to optimise service delivery offering.
8.7.3 Selected KPI & Annual Targets:for Budget Sub-Programme: Human Resources
Management and Development for 2016/17 - 2018/19
NOSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN TARGET
2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
8.7.3.1
To develop a highly capable work force of individuals and teams in order to optimise service delivery including an enabling work-place environment
Human Resources
Efficiency index2. Level 5 New indicator
New indicator
New indicator Level 3 Level 3 Level 4 Level 4
1 Due to budget constraints and limitations the target for the next three years will remains constant.2 This refers to the perceived (by end users of HR services) ability of the HR components to strategically assist in the achievement of service delivery
goals of the organization. The index is measured on a scale from 0 (lowest) to 4 (highest) and is based on a DPSA composite questionnaire administered by Human Resources Management and Development Budget Sub-programme.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1934
8.8 Selected Quarterly Targets: Budget Programme One – Corporate Services Management & Administration for the 2016/17 Financial Year
8.8.1 Budget Sub-Programme: Financial Management Services
NOPROGRAMME
PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
8.8.1.1 Revenue Collected Quarterly R160
MillionR37
MillionR38
MillionR45
MillionR40
Million
8.8.2 Budget Sub-Programme: Socio-Economic Development
NOPROGRAMME
PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
8.8.2.1
Number of socio-economic development projects conducted
Quarterly 4 1 1 1 1
8.8.3 Budget Sub-Programme: Human Resources Management and Development
NOPROGRAMME
PERFORMANCE INDICATOR
REPORTING PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
8.8.3.1Human Resources Efficiency index
Annualy Level 3 - - - Level 3
8.9 Reconciling Performance Targets with Budget and MTEF for Programme One - Corporate Services Management and Administration
8.9.1 Reconciling Performance Targets with Budget
BUDGET PROGRAMME 1:SUB-PROGRAMMES
Audited outcomesAdjusted
appropriationMedium-term expenditure estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
1. Corporate Services Management and Administration
1.1 Office of the CEO 5 191 4 622 2 945 4 721 4 664 4 974 5 305
1.2 Strategic Management Services 1 968 2 595 2 962 2 689 2 946 3 148 3 365
1.3 Legal Services and Board Secretariat 6 263 6 484 10 503 8 068 5 808 6 172 6 558
1.4 Financial Management 6 720 7 904 7 423 7 805 8 680 9 241 9 839
1.5 Human Resource Management and Development 4 716 5 335 4 235 5 249 6 067 6 461 6 879
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 35
BUDGET PROGRAMME 1:SUB-PROGRAMMES
Audited outcomesAdjusted
appropriationMedium-term expenditure estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
1.6 Communication and Marketing 1 244 796 983 1 429 1 525 1 410 1 521
1.7 Socio-Economic Development 883 177 196 226 240 254 269
1.8 Designated and Vulnerable Groups 0 64 85 150 106 112 119
1.9 Information Management and Technology 881 1 770 2 085 2 506 3 690 3 914 4 152
TOTAL PROGRAMME EXPENDITURE 27 867 29 747 31 416 32 843 33 728 35 686 38 007
8.9.2 Expenditure Estimates by Economic Classification
PROGRAMME 1:ECONOMIC CLASSIFICATION
Audited outcomesAdjusted
appropriationMedium-term expenditure estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
Compensation of Employees12 159 14 104 14 989 16 969 19 346 20 718 22 185
Goods And Services:15 708 15 643 16 427 15 874 14 381 14 968 15 822
Administrative Expenses 8 511 8 425 6 732 6127 6 040 6 376 6 732
Corporate Social Investment 883 241 280 353 322 340 360
Depreciation and Amortisation of assets 532 589 782 814 1 107 1 171 1 239
Impairment Losses 17 0 0 0 0 0
Legal Costs 719 2 036 4 316 3 722 1 085 1 148 1 215
Marketing and Research Costs 508 422 309 269 483 278 294
Other Operating Expenses 2 946 1 818 2 416 3 111 3 483 3 685 3 898
Statutory Audit Fees 1 879 2 084 1 591 1478 1 861 1 969 2 083
Zone 4 Settlement - 298 0 0 0 0 0 0
Loss On Disposal of Property Plant and Equipment 9 27 0 0 0 0 0
PROGRAMME EXPENDITURE 27 867 29 747 31 416 32 843 33 728 35 686 38 007
8.9.3 Performance and Expenditure Trends
8.9.3.1 In Programme 1 compensation of employees expenditure has increased since 2012/13 due to the increase in the approved staff establishment and the ECGBB mandate. For the remainder of the MTEF period the corporate services employee costs have merely being increased by cost of living
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1936
adjustments – although assuming that all 27 current posts (including the CEO and CFO) are filled. Currently staff from programme 1 are utilised to assist in achieving objectives of sub-programme 2.4 - consumer protection, as well as programme 3 – Research and Development. Budget constraints prohibit additional posts at this stage.
8.9.3.2 The programme 1 goods and services budget has decreased since 2012/13 due to cost cutting as well as budget constraints. The latter is a significant barrier to the achievement of stated strategic goals, including becoming a paperless, technology driven organisation and provision of adequate training and development of staff in order to develop a highly capable workforce. Nonetheless solutions will continue to be sought in this regard, and revenue enhancement continues to be a focus for the MTEF period and beyond in order to alleviate these cost pressures.
2.9.3.3 Programme 1 key performance targets are achieved primarily through support of indirect budget allocations (overheads and compensation of employees), however the target of 4 socio-economic development projects to be conducted in 2016/17 has a directly attributable budget of R240 000.
8.9.3.4 The ECGBB operates in a highly litigious environment and legal costs remains a difficult area to constrain, as evidenced by the variability in these costs over the past few years. This risk is to be carefully managed to ensure minimal exposure for the board.
9. BUDGET PROGRAMME TWO: GAMBLING REGULATION & CONSUMER PROTECTION
9.1 Purpose of the Budget Programme
The purpose of this programme is to implement the ECGBB Act and other statutory mandates through conducting investigations, licensing, compliance, revenue and environmental audits and gaming control and law enforcement, as well as protecting and educating consumers and the public about responsible gambling.
9.2 Brief Description of the Budget Programme
The programme is comprised of the following sub-programmes: Investigation & Licensing Administration, Law enforcement and Gaming Control, Audit and Compliance Services and Consumer Protection and Public Education.
9.3 Priorities for the next three years and beyond
9.3.1 Therapeutic Interventions Programme, in collaboration with the relevant key stakeholders to provide access to families and relatives of those who are experiencing excessive and irresponsible gambling.
9.3.2 Collaboration with the industry to displace illegal gambling in collaboration with DEDEAT at district and regional level.
9.3.3 Engagement of other public entities, agencies and district municipalities through intergovernmental structures regarding the awarding of various types of licences to ensure appropriate synergies within the province.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 37
9.4 Strategic Objectives, KPI and Annual Targets: Budget Programme Two - Gambling Regulation and Consumer Protection for 2016/17 - 2018/19
9.5 Budget Sub-Programme: Investigation & Licensing Administration
9.5.1 Purpose of the Budget Sub-Programme
To implement the ECGBB Act & other statutory mandates through conducting investigations in order to award licences to suitably qualified applicants by the Board of Directors of the ECGBB.
9.5.2 Strategic Goal
Institutionalised international competitive regulatory system.
9.5.3 Selected KPI & Annual Targets: for Budget Sub-Programme – Investigation and
Licensing Administration for 2016/17 - 2018/19
NOSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN TARGET
2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
9.5.3.1
To award different types of gambling licences to suitable qualified Applicants
Number of Licences Issued3 20 56 13 18 7 2 4 1
9.6 Budget Sub-Programme: Law Enforcement and Gaming Control
9.6.1 Purpose of the Budget Sub-Programme
To implement the ECGBB Act & other statutory legislation through conducting compliance inspections in order to eliminate non-compliance through law enforcement and gaming control. In addition, the sub-programme provides investigative leadership with respect to detection, investigations and prevention of illegal gambling, as well as working closely with law enforcement agencies in the province.
9.6.2 Strategic Goals
Institutionalised international competitive regulatory system.
3 New Key Licenses that are earmarked for issuing in 2016/17 (1 LPM Type B and 1 casino Zone 3); 2017/18 (1 casino Zone 5 & 3 LPM Type B) & 2018/19 (1 LPM Type B).
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1938
9.6.3 Selected KPI & Annual Targets: For Budget Sub-Programme – Law Enforcement and
Gaming Control for 2016/17 - 2018/19.
NoSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN
TARGET2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
9.6.3.1To protect the public and gambling operators from unlicensed gambling operators & illegal competition.
Number of Inspections Conducted4
590 494 88 99 110 120 125 130
9.6.3.2 Number of Sweeps Conducted5 25 5 5 5 5 5 5 5
9.7 Budget Sub-Programme: Audit and Compliance Services 9.7.1 Purpose of the Budget Sub-Programme
To implement the ECGBB Act and other statutory legislation through conducting compliance audits in order to ensure revenue is correct, devices are not easily manipulated, environmental audits are performed and bid commitments are adhered to and fulfilled.
9.7.2 Strategic Goal
Institutionalised international competitive regulatory system.
9.7.3 Selected KPI & Annual Targets: for Budget Sub-Programme – Audit and Compliance
Services For 2016/17 - 2018/19
NoSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN TARGET
2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
9.7.3.1To strengthen effective compliance and adherence with bid commitments, licence conditions, regulations and all relevant and other applicable pieces of legislation
Number of Compliance Audits
Conducted480 67 59 75 89 686 100 110
9.7.3.2Number of
Revenue Audits Conducted7
350 28 36 50 62 72 80 88
4 All inspections are post licensing planned by Law Enforcement & Gaming Control division to ensure compliance with ECGBB Rules, Act, Regulations and other relevant statutory requirements.
5 Due to budget constraints the target remains constant.6 The target in 2016/17 decreased by 21 due to budget constraints and a risk based auditing approach will be implemented.7 The number of Revenue Audits in 2016/17 will Increase by 8 and in 2018/19 by 8 due to New Bingo Operations that are required to be audited.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 39
9.8 Budget Sub-Progrmme: Consumer Protection and Public Education
9.8.1 Purpose of the Budget Sub-Programme
To implement the ECGBB Act and other statutory legislation through conducting responsible gambling campaigns and public education to ensure the protection of punters and consumers from unscrupulous and unfair gambling. Furthermore, to provide information on economic opportunities associated with the gambling industry, including types of licences to be rolled out by the ECGBB, to potential entrepreneurs and investors, business organisations and local economic development agencies within the province.
9.8.2 Strategic Goal
Institutionalised international competitive regulatory system.
9.8.3 Selected KPI & Annual Targets: for Budget Sub-Programme – Consumer Protection
and Public Education For 2016/17 - 2018/19
NoSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN
TARGET2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
9.8.3.1To organise and present public education and awareness regarding excessive and irresponsible gambling, and economic opportunities associated with gaming
Number of gambling Awareness Programmes Conducted
50 New Indicator 10 10 10 58 8 10
9.8.3.2
Number of People Reached Through Responsible Gambling Campaigns
9 million
New Indicator
12.96million
3.6million
1.8 million
1.1 million9
1.5 million
1.7 million
9.8.3.3
Number of Gambling Economic Opportunities Programmes Conducted
10 New Indicator 2 2 2 2 2 2
8 The target in 2016/17 decreased by 5 number of gambling awareness programmes from 2015/16 as a result of budget constraints, there will be 1 session conducted per zone.
9 The target in 2016/17 decreased by 700 000 number of People Reached Through Responsible Gambling Campaigns from 2015/16 as a result of budget constraints only one platform and is to be utilized to conduct gambling campaigns.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1940
9.9 Selected Quarterly Targets: Budget Programme Two - Gambling Regulation and Consumer Protection for the 2016/17 Financial Year
9.9.1 Budget Sub-Progrmme: Investigation & Licensing Administration
NOPROGRAMME PERFORMANCE
INDICATORREPORTING
PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
9.9.1.1 Number of Licences Issued10 Annualy 2 - - - 2
9.9.2 Budget Sub-Progrmme: Law Enforcementand Gaming Control
NOPROGRAMME PERFORMANCE
INDICATORREPORTING
PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
9.9.2.1 Number of Inspections Conducted Quarterly 120 35 35 20 30
9.9.2.2 Number of Sweeps Conducted Quarterly 5 2 1 1 1
9.9.3 Budget Sub-Progrmme: Audit and Compliance Services
NOPROGRAMME
PERFORMANCE INDICATORREPORTING
PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
9.9.3.1 Number of Compliance Audits Conducted Quarterly 68 6 22 17 23
9.9.3.2 Number of Revenue Audits Conducted Quarterly 72 26 12 22 12
9.9.4 Budget Sub-Progrmme: Consumer Protection and Public Education
NOPROGRAMME PERFORMANCE
INDICATORREPORTING
PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
9.9.4.1Number of gambling Awareness Programmes Conducted
Quarterly 5 1 2 1 1
9.9.4.2Number of People Reached Through Responsible Gambling Campaigns
Annualy 1.1 million - - - 1.1 million
9.9.4.3Number of Gambling Economic Opportunities Programmes Conducted
Quarterly 2 1 1 - -
10 New Key Licenses that are earmarked for issuing in 2016/17 (1 LPM Type B and 1 casino Zone 3);
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 41
9.10 Reconciling Performance Targets with the Budget and MTEF for Programme Two Gambling Regulation and Consumer Protection
9.10.1 Reconciling Performance Targets with Budget
BUDGET PROGRAMME 2:SUB-PROGRAMMES
Audited OutcomesAdjusted
AppropriationMedium-Term Expenditure Estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
2. Gambling Regulation and Consumer Protection
2.1 Licensing and Investigation Administration 6 015 8 130 9 955 7 827 8 237 8 800 9 401
2.2 Law Enforcement and Gaming Control 2 479 3 125 3 269 3 581 4 120 4 412 4 724
2.3 Audit and Compliance Services 2 765 3 924 4 198 4 605 5 256 5 614 5 997
2.4 Consumer Protection and Public Education 5 462 5 710 5 960 5 100 3 893 4 096 4 311
PROGRAMME EXPENDITURE 16 720 20 889 23 382 21 113 21 506 22 922 24 434
9.10.2 EXPENDITURE ESTIMATES - ECONOMIC CLASSIFICATION
PROGRAMME 2: ECONOMIC CLASSIFICATION
Audited OutcomesAdjusted
AppropriationMedium-Term Expenditure Estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
Compensation of employees 8 126 11 591 12 675 13 391 15 510 16 579 17 722
Goods and services 8 594 9 298 10 707 7 723 5 996 6 344 6 712
Administrative Expenses 2 821 2 421 4 246 2 076 1 866 1 974 2 089
Consumer Protection And Public Education 5 462 5 711 5 356 5 100 3 500 3 703 3 918
Marketing And Research Costs 46 107 530 24 45 48 50
Other Operating Expenses 266 1 060 575 523 585 618 654
PROGRAMME EXPENDITURE 16 720 20 889 23 382 21 113 21 506 22 922 24 434
9.10.3 Performance and Expenditure Trends
9.10.3.1 In Programme 2 compensation of employees expenditure has increased significantly since 2012/13 due to the increase in the approved staff establishment and the ECGBB mandate. For 2015/16 and the MTEF period however the programme 2 employee costs have merely been increased by cost of living adjustments – although assuming that all 23 current posts are filled. Currently staff from programme 1 as well as programme 2.2 are utilised to assist in achieving the objectives of sub-programme 2.4 - consumer protection. ECGBB has partnered with service providers that have assisted to provide maximum impact for the consumer protection and responsible gambling campaigns in 2014/15 and 2015/16, in order to achieve both value for money and the strategic objectives.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1942
awarded over the past few years do in fact require additional investigation, audit and inspection personnel. The board is therefore trying to identify and consider opportunities for efficiencies in its processes, including risk based and technology assisted regulation.
9.10.3.3 The programme 2 goods and services budget has increased every year since 2012/13 to 2014/15 due to evaluation and hearing costs related to the roll-out of new licenses in the province, as well as the consumer protection and responsible gambling campaigns. Budget constraints and reduced licensing activity have caused a reduction in the goods and services budget in 2015/16 and over the MTEF period.
9.10.3.4 Programme 2 key performance targets are achieved primarily through support of indirect budget allocations (overheads and compensation of employees), some of which are also included in programme 1. However the directly attributable budget amounts for programme 2 targets are listed below:
programmes.
10. BUDGET PROGRAMME THREE: RESEARCH AND DEVELOPMENT
10.1 Purpose of the Budget Programme
The purpose of this programme is to build a strong foundation of valid and reliable empirical research to inform operational, policy advisory and public interest activities such as consumer protection. A robust research agenda is developed and updated annually to reflect evolving research priorities. The articulation of research goals allows the ECGBB to undertake strategic research projects that best support broad regulatory responsibilities.
10.2 Brief Description of the Budget Programme
The budget programme is composed of Empircial Research and Learning and Knowledge Management Sub-Programmes.
10.3 Priorities for the Next Three Years and Beyond
10.3.1 Collaborating and building partnerships with research institutions, different provincial and national departments as well as state agencies to build a credible body of gambling research.
10.3.2 Conducting research, as informed by the Research and Development Strategy of the ECGBB.
10.3.3 Conducting follow-up research on the socio-economic impact of the increase in limited payout machines in the province; and
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 43
10.3.4 Hosting a number of research seminars as well as a provincial gambling research conference.
10.3.5 Mobilization of resources outside the Provincial Ficus and collaboration with other institutions to fund research work of the ECGBB.
10.3.6 Develop Learning and Knowledge Management Strategy.
10.4 Strategic Objectives, KPI and Annual Targets: Budget Programme Three: Research and Development For 2016/17 – 2018/19
10.5 Budget Sub-Programme: Empirical Research
10.5.1 Purpose Of The Budget Sub-Programme
To build a strong foundation of valid and reliable empirical research to inform operational, policy advisory and public interest activities such as consumer protection, as well as to conduct ad hoc surveys in order to examine levels of information, attitudes, behaviour and social changes within the gaming industry in the Eastern Cape and the ECGBB itself.
10.5.2 Strategic Goal
Enhanced Information, Communication, Technology and Paperless driven organisation.
10.5.3 Elected KPI & Annual Targets: Budget Sub-Programme – Empirical Research
for 2016/17 – 2018/19
NoSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN
TARGET2019/20
AUDITED / ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
10.5.3.1
To guide the developmentand generation of information within the gambling industry in order to make informed choices and decisions
Empirical Research
Conducted11 5 2 2 2 2 1 1 1
11 The number of empirical research and surveys conducted has been consolidated here as one target for research conducted because of the diminishing budget allocation. One research per annum will allow proper analysis of the research findings and a comprehensive implementation of the research recommendations. The reduction of these targets will not impact the organisation negatively instead, more structured focus would be derived leading to quality engagements on gambling related phenomena.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1944
12 Research Seminars will include work that is being implemented by other Budget Sub-Programmes, hence maintaining the targets, more platforms required to generate knowledge and information for the ECGBB. Focus will be derived leading to quality engagements on gambling related phenomena.
10.6 Budget Sub-Programme: Learning and Knowledge Management
10.6.1 Purpose of the Budget Sub-Programme
To conduct ad hoc surveys in order to examine levels of information, attitudes, behaviour and social changes within the gaming industry in the Eastern Cape and the ECGBB itself.
10.6.2 Strategic Goal
Enhanced and generated Information, Communication, Technology and Paperless driven organisation.
10.6.3 Selected KPI & Annual Targets: Budget Sub-Programme – Learning and Knowledge
Management for 2016/17 – 2018/19
NoSTRATEGIC OBJECTIVE
KEY PERFORMANCE
INDICATOR
STRATEGIC PLAN
TARGET2019/20
AUDITED/ ACTUAL PERFORMANCE
ESTIMATED PERFORMANCE
MEDIUM-TERM TARGETS
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
10.6.3.1
To guide the development and generation of information within the gambling industry in order to make informed choices and decisions
Number of Research Seminars
Conducted12
10 New Indicator
New Indicator
New Indicator 2 2 2 2
10.7 Selected Quarterly Targets: Budget Programme Three - Research & Development for The 2016/17 Financial Year
10.7.1 Budget Sub-Progrmme: Empirical Research
NOPROGRAMME PERFORMANCE
INDICATORREPORTING
PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
10.7.1.1 Empirical Research Conducted. Annualy 1 - - - 1
10.7.2 Budget Sub-Progrmme: Learning And Knowledge Management
NOPROGRAMME PERFORMANCE
INDICATORREPORTING
PERIOD
ANNUAL TARGET2016/17
QUARTER TARGETS
Q1 Q2 Q3 Q4
10.7.2.1 Number of Research Seminar Conducted. Bi-Annually 2 - 1 - 1
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 45
10.8 Reconciling Performance Targets with Budget and MTEF for Programme Three - Research and Development
10.8.1 Reconciling Performance Targets with Budget
BUDGET PROGRAMME 3:SUB-PROGRAMMES
Audited OutcomesAdjusted
AppropriationMedium-Term Expenditure
Estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
3. Research and Development
3.1 Empirical Research 564 719 554 450 225 460 487
3.2 Learning and Knowledge Management 300 - - - 30 43 43
PROGRAMME EXPENDITURE 864 719 554 450 255 503 532
10.8.2 Expenditure Estimates - Economic Classification
BUDGET PROGRAMME 3:ECONOMIC CLASSIFICATION
Audited OutcomesAdjusted
AppropriationMedium-Term Expenditure Estimate
2012/13R’000
2013/14R’000
2014/15R’000
2015/16R’000
2016/17R’000
2017/18R’000
2018/19R’000
Research and Seminars Costs 864 719 554 450 255 503 532
PROGRAMME EXPENDITURE 864 719 554 450 255 503 532
10.8.3 Performance And Expenditure Trends
10.8.3.1 Budget constraints have caused a year-on-year reduction in the research and development expenditure. As noted previously programme 3 does not have a full-time staff complement and objectives are achieved using employees from programme 1. If budget estimates are amended upwards this will be remedied, however for the MTEF period ECGBB plans to continue seeking funding and strategic partnerships to ensure its research mandate is achieved.
10.8.3.2 All budget amounts reflected for Programme 3 above are directly attributable in support of the programme targets, since the compensation of employees and overhead costs are included in programme 1.
PART C: LINKS TO OTHER PLANS
46
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 47
PART C: LINKS TO OTHER PLANS
11. LINKS TO LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS
The Eastern Cape Gambling and Betting Board issues a number of casino licences which invariably results in long-term infrastructure investments. The table 6 below depicts licences which results in long-term infrastructure investments in the Province.
Table 6: Infrastructure Development in the four Casinos Located in the Eastern Cape
DESCRIPTIONBIZANA:
WILD COAST SUN CASINO
PORT ELIZABETH: BOARDWALK CASINO
EAST LONDON: HEMINGWAYS CASINO
QUEENSTOWN:QUEENS CASINO
Date Opened December 1981 October 2000 September 2001 December 2007
OperatorTranskei Sun International
Ltd Emfuleni Resorts (Pty) Ltd Tsogo Sun Emonti (Pty) Ltd Lukhanji Leisure (Pty) Ltd
Management CompanySun International Management Ltd
Sun International Management Ltd
Tsogo Sun Casino Management Co
Tsogo Sun Casino Management Co
Total Capital Investment (R’m)
R188 Million R484 Million R239 Million R129 Million
Re-Investment (R’m) R340 Million (2009) R1 Billion (2010) R400 Million (2011) -
12. CONDITIONAL GRANTS
The ECGBB is not a recipient of any conditional grants.
13. PUBLIC-PRIVATE PARTNERSHIPS
Currently the ECGBB does not have any public-private partnerships in terms of Treasury standards and norms.
PART D: AMENDMENTS AND DISCLOSURES TO THE EXISTING STRATEGIC PLAN
48
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 49
PART D: AMENDMENTS AND DISCLOSURES TO THE EXISTING STRATEGIC PLAN
Following the development of the 2016/17 -18/19 APP of the ECGBB, there were no major issues that emerged during the process. The matters emerged centred around the alignment of the 2016/17 -18/19 APP with the current five year 2015/16 -19/20 Strategic Plan of the ECGBB.
The updating of the matters are therefore disclosed here in the 2016/17 -18/19 APP in terms of issuing this amendment as required by Treasury’s Framework for Strategic Plans and APP.
The table below disclose the issues that are amended in the existing strategic plan.
AREAS TO BE AMENDED IN THE CURRENT STRATEGIC PLAN COMMENTS / IMPACT ON THE ECGB OBJECTIVES
Learning & Knowledge Management Budget Sub-programme. because of the diminishing budget allocation to the Learning & Knowledge Management Budget Sub-programme. There is no significant impact on the achievement of the ECGBB objectives as there is still a research work to be conducted.
Amendment of the ECGBB legislation which have been assented to by the Premier of the Eastern Cape province.
Act 1 of 2015, embodies the amendments to the Gambling & Betting Act (Eastern Cape) 5 of 1997, as assented to by the Premier and awaiting date of proclamation. There is no significant effect on the performance / achievement of the ECGBB objectives as a result of the amendments to the ECGBB Act. The summary of amendments made is provided for in Table 1 under situational analysis.
PART E: ANNEXURES
50
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 51
PART E: ANNEXURES
ANNEXURE A: VISION, MISSION, VALUES, STRATEGIC OUTCOME ORIENTED GOALS AND OBJECTIVES
Vision
The Best, Most Efficient and Empowering Gaming Regulator
Mission
enforcement.
to society.
access to socio-economic benefits to the communities within which we operate.
Values
The Eastern Cape Gambling and Betting Board’s activities and operations will be anchored on the
following values in the next three years and beyond:
VALUE BEHAVIOUR – WE WILL DEMONSTRATE THIS THROUGH
Consultation Keeping stakeholders informed by involving them in decision making processes on issues which affect them.
Friendliness Encouraging friendly working relationships and a friendly environment.
Teamwork People working together towards achieving common goals and targets.
Respect Equal treatment of staff, honesty on organisational issues and non-disclosure of confidential information.
Service delivery Timely and quality professional service to all our stakeholders.
Honesty Providing open feedback to staff and stakeholders on all issues.
Empowerment Providing training and development to employees and through procurement of services from B-BBEE suppliers and SMME.
Community
development
Giving back to our communities.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1952
Tab
le 7
: Str
ate
gic
Ou
tco
me
Ori
enta
ted
Go
als
Stra
tegi
c Ou
tcom
e O
rient
ed G
oals
ST
RA
TE
GIC
G
OA
L N
OS
TR
AT
EG
IC O
UT
CO
ME
O
RIE
NT
ED
GO
AL
GO
AL
STA
TE
ME
NT
PE
RFO
RM
AN
CE
ME
AS
UR
ES
O
F S
TR
ATE
GIC
O
UTC
OM
E
OR
IEN
TE
D G
OA
LSJU
STIF
ICA
TIO
NLI
NK
S
SG
01
Exc
elle
nt,
qu
ality
an
d
pro
fess
ion
al co
rpo
rate
serv
ices
wit
h e
xcel
len
t p
eop
le
an
d p
roce
sses
, in
ord
er t
o o
pti
mis
e se
rvic
e d
eliv
ery
off
erin
g
To a
chie
ve c
orpo
rate
serv
ices
with
exce
llent
peo
ple,
and
proc
esse
s in
ord
er to
optim
ise
serv
ice
deliv
ery
offe
ring
Hum
an R
esou
rces
Effi
cien
cy
• in
dex
scor
e of
leve
l 5;
Orga
nisa
tiona
l Per
form
ance
•
Mat
urity
Inde
x or
Lev
el;
Supp
ly C
hain
Man
agem
ent
•
Mat
urity
Lev
el;
Serv
ice
Stan
dard
s of
the
• EC
GBB
Deve
lope
d an
d Ap
prov
ed;
Trai
ning
and
Dev
elop
men
t of
•
Empl
oyee
s;
Repo
rt on
the
Impl
emen
tatio
n •
of the
Inte
grat
ed P
erfo
rman
ce
Man
agem
ent S
yste
m.
An e
nabl
ing
envi
ronm
ent
• be
com
es c
ritic
al if
the
orga
nisa
tion
is to
ach
ieve
its
obje
ctiv
es.
The
goal
is to
ens
ure
that
the
• w
orkf
orce
is h
ighl
y m
otiv
ated
an
d ca
paci
tate
d to
del
iver
on
exp
ecte
d de
liver
able
s w
ith th
e ne
cess
ary
tool
s an
d pr
oces
ses
to u
tilis
e.
Effic
ienc
y an
d ac
coun
tabi
lity
• on
the
budg
et a
lloca
ted
to
the
orga
nisa
tion
is a
lso
key
to
ensu
ring
that
the
orga
nisa
tion
is w
ell f
unct
ioni
ng.
A sy
stem
of m
onito
ring
• pr
ogre
ss o
n th
e ac
hiev
emen
t of
goa
ls a
nd o
bjec
tive
shou
ld
be in
pla
ce to
pro
vide
a
dash
boar
d on
per
form
ance
in
form
atio
n w
hich
allo
ws
man
agem
ent t
o ta
ke ra
tiona
l an
d fa
ct-b
ased
dec
isio
ns.
Impo
rtanc
e of
dev
elop
ing
and
• cr
eatin
g an
org
anis
atio
n th
at
is a
n em
ploy
er o
f cho
ice.
Gam
blin
g an
d Be
tting
Act
, •
1997
(Eas
tern
Cap
e) (A
ct N
o.
5 of
199
7) a
nd
Regu
latio
ns in
term
s of
Act
5
of 1
997
(as
amen
ded)
;
Hum
an R
esou
rces
Pla
n of
the
• EC
GBB;
Publ
ic S
ervi
ce re
gula
tion
2001
•
as a
men
ded
14th
May
201
0;
Fram
ewor
k fo
r Man
agin
g •
Perfo
rman
ce In
form
atio
n;
Publ
ic F
inan
ce M
anag
emen
t •
Act;
Trea
sury
Reg
ulat
ions
;•
Empl
oym
ent E
quity
Act
55
of
• 19
98 (a
s am
ende
d);
Labo
ur R
elat
ions
Act
66
of
• 19
95 (a
s am
ende
d).
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 53
Stra
tegi
c Ou
tcom
e O
rient
ed G
oals
ST
RA
TE
GIC
G
OA
L N
OS
TR
AT
EG
IC O
UT
CO
ME
O
RIE
NT
ED
GO
AL
GO
AL
STA
TE
ME
NT
PE
RFO
RM
AN
CE
ME
AS
UR
ES
O
F S
TR
ATE
GIC
O
UTC
OM
E
OR
IEN
TE
D G
OA
LSJU
STIF
ICA
TIO
NLI
NK
S
SG
02
Inst
itu
tio
na
lise
d in
tern
ati
on
al
com
pet
itiv
ere
gu
lato
ry s
yste
m
To in
stitu
tiona
lise
anin
tern
atio
nally
com
petit
ive
regu
lato
ry s
yste
m
Num
ber o
f new
lice
nce
• ap
plic
atio
ns in
vest
igat
ed;
Num
ber o
f new
lice
nces
•
issu
ed;
Num
ber o
f cer
tifica
tes
of•
suita
bilit
y is
sued
;Nu
mbe
r of t
empo
rary
•
and
perm
anen
t em
ploy
ee
regi
stra
tion
certi
ficat
es
issu
ed;
Repo
rt on
pub
lic h
earin
gs•
cond
ucte
d;Nu
mbe
r com
plia
nce
audi
ts•
cond
ucte
d;Nu
mbe
r of r
even
ue a
udits
• co
nduc
ted;
Num
ber o
f env
ironm
enta
l •
audi
tsco
nduc
ted;
Num
ber o
f ins
pect
ions
•
cond
ucte
d;Nu
mbe
r of s
wee
ps c
ondu
cted
•
to dete
ct il
lega
l gam
blin
g;Re
ports
on
case
s re
solv
ed•
rega
rdin
g ill
egal
ope
ratio
ns;
Num
ber o
f gam
blin
g •
Awar
enes
spr
ogra
mm
es c
ondu
cted
;Nu
mbe
r of p
eopl
e re
ache
d•
thro
ugh
resp
onsi
ble
gam
blin
gca
mpa
igns
and
oth
er
plat
form
s;De
velo
pmen
t and
•
Impl
emen
tatio
n of
Com
plia
nce
Baro
met
er to
det
erm
ine
the
exte
nt o
f com
plia
nce
by th
e In
dust
ry.
The
impl
emen
tatio
n of
the
• EC
GBB
Act r
equi
res
the
orga
nisa
tion
to e
nsur
e th
at
the
gam
blin
g re
gula
tory
sy
stem
is o
n a
par w
ith th
e be
st in
tern
atio
nal c
ompe
titiv
e sy
stem
s an
d pr
oces
ses.
Gam
blin
g an
d Be
tting
Act
, •
1997
(Eas
tern
Cap
e) (A
ct N
o.
5 of
199
7) a
ndRe
gula
tions
in te
rms
of A
ct 5
of
199
7 (a
s am
ende
d);
Natio
nal G
ambl
ing
Act,
2008
•
(Act
No.
10
of 2
008)
;
King
III R
epor
t;•
Natio
nal D
evel
opm
ent P
lan,
•
Visi
on 2
030.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1954
Stra
tegi
c Ou
tcom
e O
rient
ed G
oals
ST
RA
TE
GIC
G
OA
L N
OS
TR
AT
EG
IC O
UT
CO
ME
O
RIE
NT
ED
GO
AL
GO
AL
STA
TE
ME
NT
PE
RFO
RM
AN
CE
ME
AS
UR
ES
O
F S
TR
ATE
GIC
O
UTC
OM
E
OR
IEN
TE
D G
OA
LSJU
STIF
ICA
TIO
NLI
NK
S
SG
03
Eff
ecti
ve fi
na
nci
al a
nd
in
stit
uti
on
al o
vers
igh
tp
roce
sses
an
d s
yste
ms
for
acc
ou
nta
bilit
y
To e
stab
lish
effe
ctiv
efin
anci
al a
ndin
stitu
tiona
l ove
rsig
htpr
oces
ses
and
syst
ems
for a
ccou
ntab
ility
.
Fina
ncia
l Man
agem
ent
• Ca
pabi
lity
Mod
el;
Clea
n au
dit r
epor
t;•
R780
mill
ion
reve
nue
• co
llect
ion;
Num
ber o
f Acc
ount
ing
• au
thor
itygo
vern
ance
ses
sion
s ho
sted
w
ith
exec
utiv
e au
thor
ity;
Num
ber o
f ses
sion
s /
• m
eetin
gsfo
r sub
-com
mitt
ees
of th
eac
coun
ting
auth
ority
-
Fina
nce,
HR &
Rem
co, A
udit
& Ri
sk a
ndCo
mpl
ianc
e Li
cens
ing
com
mitt
ees.
The
requ
irem
ents
of t
he
• PF
MA
Act,
King
Rep
ort a
nd o
ther
le
gisl
ativ
epr
escr
ipts
com
pels
the
orga
nisa
tion
to e
stab
lish
soun
d ov
ersi
ght
stru
ctur
es a
nd p
roce
sses
, in
clud
ing
repo
rting
and
acc
ount
ing
mec
hani
sms
to s
tatu
tory
inst
itutio
ns li
ke th
e pr
ovin
cial
legi
slat
ure;
King
repo
rts re
cogn
ised
• st
akeh
olde
r eng
agem
ent a
ses
sent
ial t
o go
od c
orpo
rate
gove
rnan
ce.
Publ
ic F
inan
ce M
anag
emen
t •
Act;
A-G
Act 1
2 of
199
5;•
King
III R
epor
t;•
Natio
nal D
evel
opm
ent P
lan
• vi
sion
203
0;
Fram
ewor
k fo
r Man
agin
g •
Perfo
rman
ce In
form
atio
n;
Trea
sury
Reg
ulat
ions
;•
ECGB
B’s
Boar
d Ch
arte
r.•
SG
04
Ma
xim
ised
so
cio
eco
no
mic
Dev
elo
pm
ent
ben
efits
fo
rco
mm
un
itie
s in
th
e p
rovi
nce
To m
axim
ise
soci
oeco
nom
icde
velo
pmen
t ben
efits
for t
he c
omm
uniti
es in
the
East
ern
Cape
.
Num
ber o
f soc
io-e
cono
mic
• pr
ojec
ts im
plem
ente
d in
term
sof
the
prov
inci
al a
nti-p
over
tyst
rate
gy;
Repo
rt on
the
func
tiona
lity
and
•
sust
aina
bilit
y of
CSI
pro
ject
s.
CSI F
ram
ewor
k de
velo
ped
• to
gui
de th
e in
dust
ry o
n th
e im
plem
enta
tion
of C
SI
initi
atve
s as
requ
ired
thro
ugh
licen
se c
ondi
tions
.
The
ECGB
B co
ntrib
utes
to
• th
e em
pow
erm
ent o
f the
vu
lner
able
and
des
igna
ted
prog
ram
mes
in th
e pr
ovin
ce.
Furth
erm
ore,
it jo
intly
wor
ks
with
oth
er s
take
hold
ers
in o
rder
to e
nhan
ce th
e liv
elih
ood
of c
omm
uniti
es in
th
e m
ost i
mpo
veris
hed
area
s of
the
prov
ince
that
hav
e be
en
desi
gnat
ed a
s An
ti-Po
verty
Si
tes.
The
IGR
fram
ewor
k Ac
t No.
13
• of
200
5;
East
ern
Cape
Ant
i-pov
erty
•
Stra
tegy
;
Natio
nal D
evel
opm
ent P
lan,
•
Visi
on 2
030
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 55
Stra
tegi
c Ou
tcom
e O
rient
ed G
oals
ST
RA
TE
GIC
G
OA
L N
OS
TR
AT
EG
IC O
UT
CO
ME
O
RIE
NT
ED
GO
AL
GO
AL
STA
TE
ME
NT
PE
RFO
RM
AN
CE
ME
AS
UR
ES
O
F S
TR
ATE
GIC
O
UTC
OM
E
OR
IEN
TE
D G
OA
LSJU
STIF
ICA
TIO
NLI
NK
S
SG
05
En
ha
nce
d in
form
ati
on
,co
mm
un
ica
tio
n,
tech
no
log
y a
nd
pa
per
less
d
rive
n o
rga
nis
ati
on
To e
nhan
ce a
ndge
nera
te a
n in
form
atio
n,co
mm
unic
atio
n,te
chno
logy
and
pape
rless
driv
en o
rgan
isat
ion.
Deve
lopm
ent o
f kno
wle
dge
• an
d m
anag
emen
t stra
tegy
of
the
ECGB
B;
Empi
rical
Res
earc
h •
cond
ucte
d;
Rese
arch
sur
veys
con
duct
ed;
•
Repo
rt on
rese
arch
sem
inar
s •
and
conf
eren
ce h
oste
d;
Revi
sed
com
mun
icat
ion
and
• m
arke
ting
stra
tegy
of t
he
ECGB
B du
e to
legi
slat
ion
amen
dmen
t act
;
Plat
form
s ut
ilise
d to
•
com
mun
icat
e an
d pr
ofile
the
wor
k of
the
ECGB
B;
Com
mun
icat
ion
and
• m
arke
ting
polic
y im
pera
tives
im
plem
ente
d;
Revi
sed
info
rmat
ion
• te
chno
logy
stra
tegy
of t
he
ECGB
B;
Deve
lope
d do
cum
ent
• m
anag
emen
t sys
tem
.
The
gene
ratio
n, a
rran
gem
ent
• an
d ut
ilisa
tion
of in
form
atio
n an
d kn
owle
dge
in th
e EC
GBB
is s
ubop
timal
, inc
ludi
ng th
e IC
T ca
pabi
litie
s to
sup
port
the
gam
blin
g in
dust
ry.
Re-b
rand
ing
and
profi
ling
of
• th
e EC
GBB
as n
eces
sita
ted
by
the
amen
dmen
ts m
ade
to th
e EC
GBB
Act.
Prom
otio
n of
Acc
ess
to
• In
form
atio
n Ac
t, 20
00 (A
ct N
o.
2 of
200
0);
Natio
nal a
nd P
rovi
ncia
l •
Arch
ives
and
Rec
ords
Se
rvic
es A
ct a
nd th
e Ea
ster
n Ca
pe P
rovi
ncia
l Arc
hive
s an
d Re
cord
s Se
rvic
es A
ct;
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1956
Tab
le 8
: S
tra
teg
ic O
utc
om
e O
rien
tate
d O
bje
ctiv
es
STRA
TEGI
C OU
TCOM
E OR
IENT
ATED
OBJ
ECTI
VES
NO
.S
HO
RT
TIT
LE O
F S
TR
AT
EG
IC O
BJE
CT
IVE
OB
JEC
TIV
E
STA
TE
ME
NT
BA
SE
LIN
E
5-Y
EA
R S
ELE
CTE
DS
TR
ATE
GIC
O
BJE
CTIV
ES
ME
AS
UR
ES
JUS
TIF
ICA
TIO
NLI
NK
S
SG
1S
O 1
Dev
elo
pm
ent
of
ah
igh
ly c
ap
ab
le w
ork
forc
e o
f in
div
idu
als
an
d t
eam
s
To d
evel
op a
hig
hly
capa
ble
wor
k fo
rce
of in
divi
dual
s an
dte
ams
in o
rder
toop
timis
e se
rvic
ede
liver
y, in
clud
ing
an e
nabl
ing
wor
kpla
ceen
viro
nmen
t
Empl
oyee
satis
fact
ion
surv
eyco
nduc
ted
with
its
findi
ngs
and
reco
mm
enda
tions
;
Unde
fined
and
undo
cum
ente
dde
sign
atio
ns to
refle
ct B
udge
tM
anag
emen
tRe
spon
sibi
litie
s,re
leva
nt P
ublic
Serv
ice
Adm
inis
tratio
n Ac
tan
d ov
eral
lre
spon
sibi
litie
s of
empl
oyee
s.
Reac
h Le
vel 5
inde
xsc
ore
on H
uman
Reso
urce
s Ef
ficie
ncy.
Ensu
ring
that
the
wor
kfor
ce is
hig
hly
mot
ivat
ed a
ndca
paci
tate
d to
del
iver
expe
cted
del
iver
able
s w
ithne
cess
ary
tool
s an
d pr
oces
ses
to u
tilis
e;
Deve
lopm
ent a
nd c
reat
ion
of a
n or
gani
satio
n th
at is
an
em
ploy
er o
f cho
ice;
Impl
emen
tatio
n of
the
Natio
nal O
utco
me
Num
ber
5 w
hich
is d
evel
opm
ent
of a
ski
lled
and
capa
ble
wor
kfor
ce to
sup
port
incl
usiv
e gr
owth
;
Tran
sfor
mat
ion
and
enha
ncin
g w
omen
em
ploy
men
t in
the
top
man
agem
ent s
truct
ure
of
the
ECGB
B;
Tran
sfor
mat
ion
of th
ede
sign
atio
n to
refle
ctap
prop
riate
Bud
get
Prog
ram
me
Resp
onsi
bilit
ies.
Hum
an R
esou
rce
Plan
Publ
ic S
ervi
ce re
gula
tion
2001
as
amen
ded
14th
May
201
0;
Skill
s De
velo
pmen
t Act
;Pu
blic
Fin
ance
Man
agem
ent A
ct;
Trea
sury
Reg
ulat
ions
;
Empl
oym
ent E
quity
Act
55
of 1
998
(as
amen
ded)
;
Labo
ur R
elat
ions
Act
66
of19
95 (a
s am
ende
d);
Natio
nal O
utco
mes
Appr
oach
from
the
Pres
iden
cy;
Natio
nal E
nviro
nmen
tal
Act.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 57
STRA
TEGI
C OU
TCOM
E OR
IENT
ATED
OBJ
ECTI
VES
NO
.S
HO
RT
TIT
LE O
F S
TR
AT
EG
IC O
BJE
CT
IVE
OB
JEC
TIV
E
STA
TE
ME
NT
BA
SE
LIN
E
5-Y
EA
R S
ELE
CTE
DS
TR
ATE
GIC
O
BJE
CTIV
ES
ME
AS
UR
ES
JUS
TIF
ICA
TIO
NLI
NK
S
SG
2S
O 2
Aw
ard
ing
dif
fere
nt
typ
es o
f g
am
blin
gLi
cen
ces.
To a
war
d di
ffere
ntty
pes
of g
ambl
ing
licen
ces
to s
uita
ble
Qual
ified
app
lican
ts.
Durin
g th
e la
st fi
veye
ars,
the
ECG
Bis
sued
284
lice
nces
in th
e fo
llow
ing
cate
gorie
s:-
Casi
no –
3;
- Ro
ute
Oper
ator
s –
2;-
Bing
o –
6;-
Book
mak
ers
– 7,
with
bra
nche
s 27
;-
Lim
ited
Pay
out
Mac
hine
s –
206
site
s;-
Race
Cou
rse:
1;
- Tot
aliz
ator
: 1 w
ith 2
3
Agen
cies
.
20 li
cens
es is
sued
.•
Regu
latin
g th
e ga
min
g se
ctor
in th
e pr
ovin
ce b
y aw
ardi
ng d
iffer
ent t
ypes
of
lice
nces
to s
uita
ble
and
qual
ifyin
g ap
plic
ants
to
ope
rate
gam
ing
oper
atio
ns;
Cont
ribut
ion
to th
e pr
ovin
cial
fisc
us in
te
rms
of ta
xes
and
fees
di
sbur
sed
to th
e pr
ovin
cial
Tr
easu
ry;
Empo
wer
men
t of
prev
ious
ly d
isad
vant
age
indi
vidu
als
and
wom
en
empo
wer
men
t;
Faci
litat
e th
e cr
eatio
n of
jobs
, bot
h di
rect
and
in
dire
ct, a
s a
resu
lt of
the
awar
ding
of l
icen
ces;
Faci
litat
e th
e pr
ocur
emen
t of
goo
ds a
nd s
ervi
ces
from
pre
viou
s di
sadv
anta
ges
indi
vidu
als
(SM
E &
SMM
E) a
nd e
nter
pris
e de
velo
pmen
t;
Plan
, Vis
ion
2030
;Na
tiona
l Gam
blin
g Ac
t an
d th
e Ea
ster
n Ca
pe
Gam
blin
g an
d Be
tting
Act
;
Natio
nal O
utco
mes
Ap
proa
ch fr
om th
e Pr
esid
ency
;
Broa
d-Ba
sed
Blac
k Ec
onom
ic E
mpo
wer
men
t Ac
t 53
of 2
003
(as
amen
ded)
.
Impl
emen
tatio
n of
Ou
tcom
eNu
mbe
r 6 w
hich
isim
plem
enta
tion
of a
nef
ficie
nt, c
ompe
titiv
e an
dre
spon
sive
eco
nom
icIn
frast
ruct
ure
netw
ork.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1958
STRA
TEGI
C OU
TCOM
E OR
IENT
ATED
OBJ
ECTI
VES
NO
.S
HO
RT
TIT
LE O
F S
TR
AT
EG
IC O
BJE
CT
IVE
OB
JEC
TIV
E
STA
TE
ME
NT
BA
SE
LIN
E
5-Y
EA
R S
ELE
CTE
DS
TR
ATE
GIC
O
BJE
CTIV
ES
ME
AS
UR
ES
JUS
TIF
ICA
TIO
NLI
NK
S
SG
2S
O 3
Str
eng
then
eff
ecti
veco
mp
lia
nce
an
da
dh
eren
ce w
ith
bid
com
mit
men
ts, l
icen
ceco
nd
itio
ns,
reg
ula
tion
s a
nd
rele
van
t p
iece
s o
fLe
gis
lati
on
.
To s
treng
then
effe
ctiv
e co
mpl
ianc
ean
d ad
here
nce
with
bid
com
mitm
ents
,lic
ence
con
ditio
ns,
regu
latio
ns a
nd a
llre
leva
nt a
nd o
ther
appl
icab
le p
iece
s of
Legi
slat
ion.
Durin
g th
e pr
evio
usfiv
e ye
ars
248
com
plia
nce
audi
tsw
ere
cond
ucte
d by
the
ECGB
B.
480
com
plia
nce
audi
tsco
nduc
ted;
350
Reve
nue
Audi
tsCo
nduc
ted.
Prov
isio
n of
reas
onab
le
assu
ranc
e on
the
com
plet
enes
s, a
ccur
acy
and
valid
ity o
f tax
es
and
fees
by
verif
ying
, re
calc
ulat
ing
and
repo
rting
on
the
findi
ngs;
Ensu
ring
adhe
renc
e to
EC
GBB
legi
slat
ion;
Prov
isio
n of
qua
lity
assu
ranc
e in
resp
ect
of g
amin
g sy
stem
s,
func
tiona
lity
and
accu
racy
;
Asse
ssin
g th
e vi
abili
ty o
f th
e lic
ense
es’ o
pera
tions
by
ana
lysi
ng th
eir fi
nanc
ial
stat
emen
ts;
Revi
ew o
f the
lice
nsee
s’
inte
rnal
con
trol s
yste
ms
and
Proc
edur
es.
Natio
nal G
ambl
ing
Act
and
the
East
ern
Cape
Ga
mbl
ing
and
Betti
ng A
ct;
ECGB
B Ru
les
and
Regu
latio
ns;
Inco
me
Tax
Act 5
8 of
196
2 (a
nd a
ll pr
ovis
ions
of t
he
Taxa
tion
Law
s Am
endm
ent
Act a
s pr
omul
gate
d fro
m
time
to ti
me)
;
Fina
ncia
l Int
ellig
ence
Ce
ntre
Act
38
of 2
001;
Natio
nal E
nviro
nmen
tal
Act.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 59
STRA
TEGI
C OU
TCOM
E OR
IENT
ATED
OBJ
ECTI
VES
NO
.S
HO
RT
TIT
LE O
F S
TR
AT
EG
IC O
BJE
CT
IVE
OB
JEC
TIV
E
STA
TE
ME
NT
BA
SE
LIN
E
5-Y
EA
R S
ELE
CTE
DS
TR
ATE
GIC
O
BJE
CTIV
ES
ME
AS
UR
ES
JUS
TIF
ICA
TIO
NLI
NK
S
SG
2S
O 4
Pre
sen
tati
on
of
pu
bli
c ed
uca
tio
n a
nd
in
form
ati
on
aw
are
nes
s se
ssio
ns.
To o
rgan
ise
and
pres
ent
publ
ic e
duca
tion
and
awar
enes
s se
ssio
ns
rega
rdin
g ex
cess
ive
and
irres
pons
ible
gam
blin
g m
itiga
tion,
incl
udin
g ec
onom
ic o
ppor
tuni
ties
of
gam
ing.
Durin
g th
e pr
evio
us fi
ve
year
s 24
pub
lic e
duca
tion
and
awar
enes
s ca
mpa
igns
w
ere
cond
ucte
d by
the
ECGB
B.
50 a
war
enes
s pr
ogra
mm
es c
ondu
cted
;
9 m
illio
n pe
ople
reac
hed
thro
ugh
resp
onsi
ble
gam
blin
g ca
mpa
igns
;
10 g
ambl
ing
econ
omic
op
portu
nitie
s aw
aren
ess
Prog
ram
mes
con
duct
ed.
Miti
gatin
g th
e un
inte
nded
co
nseq
uenc
es o
f ga
mbl
ing/
com
puls
ive
gam
blin
g;
Educ
atin
g pu
nter
s/m
embe
rs o
f the
pub
lic
who
con
scio
usly
and
un
cons
ciou
sly
parti
cipa
te
in il
lega
l gam
blin
g;
Prov
idin
g in
form
atio
n to
th
e un
info
rmed
pub
lic
abou
t the
man
date
of
the
Boar
d, e
spec
ially
on
the
diffe
renc
es b
etw
een
lega
l and
ille
gal g
ambl
ing
prac
tices
;
Find
ings
and
re
com
men
datio
ns
of re
sear
ch p
roje
cts
perfo
rmed
by
Rese
arch
&
Deve
lopm
ent U
nit o
f the
EC
GBB,
and
oth
ers.
Natio
nal G
ambl
ing
Act
and
the
East
ern
Cape
Ga
mbl
ing
and
Betti
ng A
ct;
Natio
nal O
utco
mes
Ap
proa
ch fr
om th
e Pr
esid
ency
;
Natio
nal a
nd P
rovi
ncia
l Co
nsum
er P
rote
ctio
n Ac
t.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1960
STRA
TEGI
C OU
TCOM
E OR
IENT
ATED
OBJ
ECTI
VES
NO
.S
HO
RT
TIT
LE O
F S
TR
AT
EG
IC O
BJE
CT
IVE
OB
JEC
TIV
E
STA
TE
ME
NT
BA
SE
LIN
E
5-Y
EA
R S
ELE
CTE
DS
TR
ATE
GIC
O
BJE
CTIV
ES
ME
AS
UR
ES
JUS
TIF
ICA
TIO
NLI
NK
S
SG
5S
O 5
Dev
elo
pm
ent
an
d
gen
era
tio
n o
f in
form
ati
on
wit
hin
th
e g
am
bli
ng
in
du
stry
in
o
rder
to
ma
ke
info
rmed
ch
oic
es a
nd
dec
isio
ns.
To g
uide
the
deve
lopm
ent
and
gene
ratio
n of
in
form
atio
n w
ithin
the
gam
blin
g in
dust
ry in
ord
er
to m
ake
info
rmed
cho
ices
an
d de
cisi
ons.
By th
e en
d of
the
five
year
term
, six
rese
arch
&
surv
eys
proj
ects
had
bee
n co
nclu
ded.
5 em
piric
al re
sear
ch
proj
ects
con
duct
ed;
10 re
sear
ch s
emin
ars
cond
ucte
d.
Cons
tant
tech
nolo
gica
l ad
vanc
es o
n ga
min
g w
hich
nee
ds th
e re
gula
tor
to b
e co
nsta
ntly
on
top
in o
rder
to re
gula
te
effe
ctiv
ely;
Rele
vant
pol
icy
form
ulat
ion
is d
evel
oped
to
info
rm a
ppro
pria
te
regu
lato
ry m
echa
nism
or
fram
ewor
ks;
Regu
lato
ry re
quire
men
ts
rega
rdin
g th
e in
crea
se in
a
num
ber l
icen
ces
issu
ed;
Cons
ider
atio
n fo
r the
is
suin
g of
cer
tain
type
s of
lic
ence
s, s
uch
as c
asin
o lic
ence
s, th
at n
orm
ally
re
quire
mar
ket s
urve
y re
sear
ch a
s w
ell a
s po
st
casi
no re
sear
ch s
urve
y.
Natio
nal G
ambl
ing
Act
and
the
East
ern
Cape
Ga
mbl
ing
and
Betti
ng A
ct;
ECGB
B Ru
les
and
Regu
latio
ns;
Sout
h Af
rica’
s Na
tiona
l Res
earc
h an
d De
velo
pmen
t Stra
tegy
.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 61
STRA
TEGI
C OU
TCOM
E OR
IENT
ATED
OBJ
ECTI
VES
NO
.S
HO
RT
TIT
LE O
F S
TR
AT
EG
IC O
BJE
CT
IVE
OB
JEC
TIV
E
STA
TE
ME
NT
BA
SE
LIN
E
5-Y
EA
R S
ELE
CTE
DS
TR
ATE
GIC
O
BJE
CTIV
ES
ME
AS
UR
ES
JUS
TIF
ICA
TIO
NLI
NK
S
SG
2S
O 6
Pro
tect
ion
of
ga
mb
lin
g
op
era
tors
fro
m
un
lice
nse
d g
am
blin
g
op
era
tors
an
d illeg
al
com
pet
itio
n.
To p
rote
ct th
e pu
blic
and
ga
mbl
ing
oper
ator
s fro
m
unlic
ense
d ga
mbl
ing
oper
ator
s an
d ill
egal
co
mpe
titio
n.
478
insp
ectio
ns w
ere
cond
ucte
d du
ring
the
last
fiv
e ye
ar p
erio
d;
22 s
wee
ps w
ere
cond
ucte
d in
the
loca
l and
m
unic
ipal
dis
trict
s of
the
Prov
ince
.
590
Insp
ectio
ns
Cond
ucte
d;
25 S
wee
ps c
ondu
cted
.
Miti
gatio
n of
all
form
s of
ille
gal g
ambl
ing
(slo
t mac
hine
s/on
-line
ga
mbl
ing)
to p
rote
ct b
oth
oper
ator
s an
d pu
nter
s;
Cons
tant
tech
nolo
gica
l tra
nsfo
rmat
ion
in th
e ga
mbl
ing
indu
stry
that
re
quire
(typ
es o
f gam
ing
devi
ces)
com
plia
nce
verifi
catio
n;
New
form
s of
gam
blin
g re
cent
ly in
trodu
ced,
suc
h as
Typ
e C
site
lice
nses
and
bi
ngo
oper
atio
ns.
Natio
nal G
ambl
ing
Act
and
the
East
ern
Cape
Ga
mbl
ing
and
Betti
ng A
ct;
ECGB
B Ru
les
and
Regu
latio
ns;
Inco
me
Tax
Act 5
8 of
196
2 (a
nd a
ll pr
ovis
ions
of t
he
Taxa
tion
Law
s Am
endm
ent
Act a
s pr
omul
gate
d fro
m
time
to ti
me)
;
Fina
ncia
l Int
ellig
ence
Ce
ntre
Act
38
of 2
001.
Impl
emen
tatio
n of
the
Prov
inci
al A
nti-p
over
ty
Stra
tegy
and
the
Natio
nal
Deve
lopm
ent P
lan,
Vis
ion
2013
;
Achi
evin
g an
d liv
ing
the
visi
on o
f the
ECG
BB
Mos
t Effi
cien
t and
Mos
t Em
pow
erin
g Ga
min
g Re
gula
tor”
;
Natio
nal D
evel
opm
ent
Plan
, Vis
ion
2013
;
East
ern
Cape
Pro
vinc
ial
Anti-
Pove
rty S
trate
gy;
King
III R
epor
t of C
orpo
rate
Go
vern
ance
.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1962
STRA
TEGI
C OU
TCOM
E OR
IENT
ATED
OBJ
ECTI
VES
NO
.S
HO
RT
TIT
LE O
F S
TR
AT
EG
IC O
BJE
CT
IVE
OB
JEC
TIV
E
STA
TE
ME
NT
BA
SE
LIN
E
5-Y
EA
R S
ELE
CTE
DS
TR
ATE
GIC
O
BJE
CTIV
ES
ME
AS
UR
ES
JUS
TIF
ICA
TIO
NLI
NK
S
SG
4S
O 7
Imp
lem
enta
tio
n o
fso
cio
-eco
no
mic
d
evel
op
men
t p
roje
cts
in
ord
er t
o e
mp
ow
erC
om
mu
nit
ies.
To im
plem
ent
soci
oeco
nom
ic
deve
lopm
ent p
roje
cts
in
orde
r to
empo
wer
the
mos
t vul
nera
ble
and
impo
veris
hed
com
mun
ities
in
the
Prov
ince
.
18 s
ocio
-eco
nom
ic
deve
lopm
ent i
nitia
tives
w
ere
impl
emen
ted
for t
he
bene
fit o
f com
mun
ities
in
the
impo
veris
hed
area
s of
th
e pr
ovin
ce.
20 s
ocio
-eco
nom
ic
deve
lopm
ent p
rogr
amm
es
/ pro
ject
s im
plem
ente
d.
Uplif
tmen
t of t
he y
outh
, w
omen
, peo
ple
livin
g w
ith d
isab
ility
and
the
elde
rly, w
hich
is o
ne o
f th
e pa
ram
ount
obj
ectiv
es
of th
e SE
D Po
licy
of th
e EC
GBB;
Resp
onsi
bilit
y as
co
rpor
ate
citiz
en to
war
ds
our s
take
hold
ers
and
com
mun
ities
whe
re
the
ECGB
B pe
rform
s or
op
erat
es.
SG
1S
O 8
Pro
mo
te g
oo
d c
orp
ora
te
go
vern
an
ce a
nd
fi
na
nci
al m
an
ag
emen
t sy
stem
s Fo
r a
cco
un
tab
ilit
y.
To p
rom
ote
good
co
rpor
ate
gove
rnan
ce a
nd
finan
cial
man
agem
ent
syst
ems
for a
ccou
ntab
ility
pu
rpos
es.
R522
Mill
ion
has
been
co
llect
ed o
ver t
he p
ast
five
year
s;
5 ris
k as
sess
men
ts
cond
ucte
d;
5 un
qual
ified
aud
it op
inio
n ac
hiev
ed in
the
last
five
ye
ars.
R780
reve
nue
• co
llect
ed.
Colle
ctio
n an
d de
posi
ting
of g
ambl
ing
taxe
s an
d fe
es to
the
prov
inci
al
fiscu
s as
requ
ired
by th
e EC
GBB
Act;
Cont
ribut
ion
to th
e pr
ovin
cial
fisc
us a
s re
quire
d by
the
ECGB
B Ac
t;
Appl
icat
ion
of th
e re
leva
nt
Acts
, reg
ulat
ions
, circ
ular
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EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 63
ANNEXURE B: TECHNICAL INDICATOR DESCRIPTIONS
BUDGET PROGRAMME ONE: CORPORATE SERVICES MANAGEMENT AND ADMINISTRATION
BUDGET SUB-PROGRAMME - FINANCIAL MANAGEMENT SERVICES
TABLE A1:
Indicator Title Revenue Collected
Short Definition This is the total taxes collected for distribution to Provincial Treasury (fiscus) on monthly basis during a financial year.
Purpose / Importance To ensure that taxes are collected and later disbursed to Provincial Treasury.
Source Revenue collection spreadsheet; summative revenue report.
Method of Calculation Simple count of amount of rands collected for disbursement.
Data Limitations None
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Increased amount of revenue collected and disbursed to the Provincial Treasury.
Indicator Responsibility Budget Sub-Programme Manager: Budget Management
POE Required Report on total taxes collected for distribution to Provincial Treasury; Proof of disbursement / submission to DEDEAT.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1964
BUDGET SUB-PROGRAMME - SOCIO-ECONOMIC DEVELOPMENT
TABLE A2:
Indicator Title Number of socio economic development projects conducted.
Short Definition Social Responsibility projects conducted on quarterly basis by June, September, December & March during a financial year.
Purpose / Importance To provide support to all the anti-poverty sites, in line with the Provincial Anti-Poverty Strategy and ECGBB SED policy, to ensure that projects that are conducted are functional and sustainable.
Source SED policy; Anti-Poverty Strategy; Summative SED Report.
Method of Calculation Simple count of projects conducted.
Data Limitations None
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance It is desirable to support / implement more social responsibility projects in the province
Indicator Responsibility Budget Sub-Programme Manager: Organisational Performance and Reporting
POE Required Reports on Social Responsibility projects conducted; acknowledgement of receipt by the beneficiaries.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 65
BUDGET SUB-PROGRAMME – HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT
TABLE A3:
Indicator Title Human Resources Efficiency Index
Short Definition The assessment of HR performance as perceived by employees of the ECGBB will be administered once a year in March.
Purpose / Importance To ensure that HR is pitched at the appropriate level and that its services permit effective functionality of all Components of the ECGBB.
Source An integrative report and score sheet dated and signed by the Sub-Programme Manager is required. The assessment should be administered once a year, before March of each year.
human resource components to strategically assist in the achievement of service delivery goals” instrument (or as amended). At a minimum the assessment and report should cover quantitative and qualitative measures in the following areas: strategic partner role, change agent role, employee champion role, organisational development and design, recruitment and employee life cycle management, human resource utilisation and development, quality of work life and environment management, and employee relations.
Method of Calculation Administer a pre-determined questionnaire annually and calculate the average score using the weighted scoring formula.
Data Limitations A few participants may participate and may not be representative of the organisation as a whole.
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Higher performance is desirable
Indicator Responsibility Budget Sub-Programme Manager: Human Resources Management and Development
POE Required Report on HR efficiency index conducted; attendance register.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1966
BUDGET PROGRAMME TWO: GAMBLING REGULATION AND CONSUMER PROTECTION
BUDGET SUB-PROGRAMME - INVESTIGATION & LICENSING ADMINISTRATION
TABLE B1:
Indicator Title Number of Licences Issued
Short Definition Licences issued annually by March during a financial year.
Purpose / Importance To maintain a record of permissible gambling and betting business activities within the province at any given point. It also provides knowledge about revenue sources.
Source ECGBB Act, Rules and Regulations; Bid Commitments; NGB Act and Regulations; ECGBB Investigators Manual; register of licences issued; licence certificates and Summative Investigation Report.
Method of Calculation Simple count of licences issued.
Data Limitations Non-submission of applications for a particular licence type.
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance It is desirable to issue more licences as legislation permits. New Key Licenses that are earmarked for issue in 2016/17 (1 LPM Type B and 1 casino for Zone 3). The decrease in performance from the prior periods is necessitated by the fact that there are only two licensee categories of key licenses available for issue during 2016/17 and in the outer years there will be a re-licensing of zone 5 casino and further 3 LPM Type B) & 2018/19 (1 LPM Type B).
Indicator Responsibility Budget Sub-Programme Manager: Investigation and Licensing Administration
POE Required Copies of licenses issued; register of licenses issued.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 67
BUDGET SUB-PROGRAMME - LAW ENFORCEMENT AND GAMING CONTROL
TABLE B2:
Indicator Title Number of Inspections Conducted
Short Definition Inspections Conducted on quarterly basis by June, September, December & March during a financial year.
Purpose / Importance This indicator is about the actual number of licensed gambling outlets where compliance inspections / checks were conducted. In addition, it measures compliance levels against provisions of the ECGBB Act, rules and licence conditions.
Source ECGBB Act, Rules and Regulations; Bid Commitments; NGB Act and Regulations; ECGBB Inspectors Manual; and Summative Inspection Report.
Method of Calculation Simple count of Inspections Conducted
Data Limitations None
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance More inspections are desirable to ensure the necessary compliance and adherence to the legislative prescripts of the Eastern Cape Gambling Act.
Indicator Responsibility Budget Sub-Programme Manager: Law Enforcement and Gaming Control
POE Required Reports on Inspections conducted at licensee’s premises; Planning memorandum; Lead schedule / register.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1968
TABLE B3:
Indicator Title Number of Sweeps Conducted
Short Definition *Sweeps for illegal operations conducted per zone in the province on quarterly basis by June, September, December & March during a financial year.
Purpose / Importance To implement proactive action to combat and displace all illegal operations in the province with the aim of shutting them down.
Source ECGBB Act, Rules and Regulations; Bid Commitments; NGB Act and Regulations; ECGBB Illegal Gambling Procedure manual and Summative Report.
Method of Calculation Simple count of Sweeps conducted.
Data Limitations Lack of tip-offs & informers
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Displacing, curbing and mitigating illegal gambling operations within the province.
Indicator Responsibility Budget Sub-Programme Manager: Law Enforcement
POE Required Reports on sweeps (operations) conducted in the zones; Planning memorandum; Lead schedule / register.
*Sweeps refers to operations conducted by ECGBB Inspectors in collaboration with other law enforcement agencies, these operations are sometimes clandestine in nature, to combat all illegal gambling activities in the Province.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 69
BUDGET SUB-PROGRAMME - AUDIT AND COMPLIANCE SERVICES
TABLE B4:
Indicator Title Number of Compliance Audits Conducted
Short Definition Compliance Audits Conducted on quarterly basis by June, September, December & March during a financial year.
Purpose / Importance This indicator is about the number of compliance audits conducted to ensure that the licencees (casinos, bookmakers, totalisators, route operator, bingo site As and site Bs) comply with ECGBB and other relevant legislation.Furthermore, to validate, verify and confirm in order to ensure that the licensees’ activities are compliant with the licence conditions, bid commitments and undertakings, ECGBB legislation and other applicable legislations.
Source Conditions of Licence; Investigation Reports; Bid commitments; ECGBB Legislation; Final Compliance Audit Report
Method of Calculation Simple count of Compliance Audits conducted
Data Limitations None
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Licensees’ activities are compliant with licence bid commitments, conditions of licence and legislation at all material times.More compliance audits conducted to ensure improved compliance and adherence to conditions of licences and other legislative prescripts.
Indicator Responsibility Budget Sub-Programme Manager: Audit and Compliance Services
POE Required Reports on Compliance Audit conducted with Licensees; Audit Planning memorandum; Lead schedule / register.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1970
TABLE B5:
Indicator Title Number of Revenue Audits Conducted
Short Definition Revenue Audits Conducted with Bingo on quarterly basis, Casino’s, Route Operators & newly licensed Bookmakers on bi-annual basis and old Bookmakers once during a financial year.
Purpose / Importance This indicator is about testing licencees’ (casinos, bookmakers, totalisators, and bingo and route operators) compliance in line with the ECGBB legislation for the collection of taxes for the financial year. Furthermore, to ensure that gambling fees and levies paid by the operators are accurate, valid and complete at all material times.
Source
system; Summative Final Revenue Audit Report.
Method of Calculation Simple count of Revenue Audits conducted.
Data Limitations None
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance It is desirable to have more revenue audits conducted. Furthermore, meant to show an increase in the validity, accuracy and completeness of gambling levies paid by operators (casinos, bookmakers, totalisators, and bingo and route operators).
Indicator Responsibility Budget Sub-Programme Manager: Audit and Compliance Services
POE Required Reports on Revenue audits conducted with Licensees; Audit planning Memorandum; Lead schedule / Register.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 71
BUDGET SUB-PROGRAMME - CONSUMER (PUNTER) PROTECTION AND THE PUBLIC
EDUCATION
TABLE B6:
Indicator Title Number of gambling Awareness Programmes Conducted
Short Definition Gambling awareness programmes conducted on quarterly basis by June, September, December & March during a financial year.
Purpose / Importance It is to inculcate a culture of responsible consumer behaviour and self-assertiveness so as to discourage reckless gambling conduct through rights awareness promotion, alerts to or caution about unlawful and unacceptable gambling conduct.Interventions undertaken to facilitate access to information on consumer education, available redress mechanisms and related consumer responsibility
Source ECGBB Act, Rules and Regulations; Bid Commitments; NGB Act and Regulations; Consumer Protection Strategy; Dispute Resolution Mechanism Document, National Responsible Gambling Programme and Summative Report.
Method of Calculation Simple count of the people who attended the Awareness Programmes conducted.
Data Limitations Attendance does not necessarily measure the impact of awareness on consumer change behaviour.
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance It is desirable to have more people in the Province being aware of excessive and irresponsible gambling within the province including strategies to mitigate irresponsible gambling.
Indicator Responsibility Budget Sub-Programme Consumer Protection and Public Education
POE Required Reports on gambling Awareness Programmes Conducted with the general public through one-on-one engagements; Planning Memorandum; Lead schedule; Attendance register / Register.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1972
TABLE B7:
Indicator Title Number of People Reached Through Responsible Gambling Campaigns
Short Definition People Reached Through Responsible Gambling Campaigns by March during a financial year.
Purpose / Importance Initiatives undertaken to raise awareness about the adverse effects associated with gambling. These initiatives will be conducted only through the various media platforms such as electronic platforms (TV, radio, billboards, etc); Print platforms (newspapers, magazines etc) and general events platforms (marathons, etc). To discourage as many people as possible from irresponsible gambling.
Source ECGBB Act, Rules and Regulations; Bid Commitments; NGB Act and Regulations; Consumer Protection Strategy; Dispute Resolution Mechanism Document, National Responsible Gambling Programme and Summative Report.
Method of Calculation Simple count of people reached on the coverage depending on the platform utilised. The report of people reached will be provided and verified by the independent source that is outside of ECGBB.
Data Limitations The data does not measure subsequent behavioural changes or impact.
Type of Indicator Output
Calculation Type Cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance It is desirable to have more campaigns in order to mitigate excessive, irresponsible gambling and to increase knowledge and prospects for positive impact within the province.
Indicator Responsibility Budget Sub-Programme Consumer Protection and Public Education
POE Required Reports from Independent source on People Reached through Responsible Gambling Campaigns conducted via electronic media platforms.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 73
TABLE B8:
Indicator Title Number of Gambling Economic Opportunities Programmes Conducted
Short Definition Gambling Economic Opportunities Awareness Programmes Conducted on bi-annually by October & March during a financial year.
Purpose / Importance Initiatives undertaken to promote awareness about available economic opportunities associated with gambling.Encourage as many people as possible from exploiting economic opportunities relating to gambling.
Source ECGBB Act, Rules and Regulations; NGB Act and Regulations; Requests for Proposals; ECGBB Consumer Protection Strategy; Summative Report.
Method of Calculation Simple count of Programmes conducted.
Data Limitations The data does not determine a change or impact but is only about interventions made.
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance More sessions are desirable to increase knowledge and prospects for participation in gambling-related economic opportunities.
Indicator Responsibility Budget Sub-Programme Consumer Protection and Public Education
POE Required Reports on programmes conducted through one-on-one engagements; Planning Memorandum; Lead schedule/ Register; Attendance Register.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1974
BUDGET PROGRAMME THREE: RESEARCH AND DEVELOPMENT
BUDGET SUB-PROGRAMME – EMPIRICAL RESEARCH
TABLE C1:
Indicator Title Empirical Research Conducted.
Short Definition
Purpose / Importance To ensure that research is conducted in order to assist ECGBB in making informed decisions on gambling industry developments.
Source Research Strategy, Summative report
Method of Calculation Simple count of the Research conducted
Data Limitations None
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Increased knowledge and prospects for participation in gambling related economic opportunities in the province and being informed on gambling industry developments.
Indicator Responsibility Research, Communication & Marketing Specialist
POE Required Approved Research Report; Terms of reference; Bid Evaluation Report; Bid adjudication report where applicable.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/19 75
BUDGET SUB-PROGRAMME – LEARNING AND KNOLWEDGE MANAGEMENT
TABLE C2:
Indicator Title Number of research seminars conducted
Short Definition Number of Research Seminar Conducted on bi-annual basis during September and March.
Purpose / Importance To present research findings and recommendations regarding research or surveys conducted in order to stimulate awareness and inform decisions to be made.
Source Various Research Reports and Findings, attendance register and summative report.
Method of Calculation Simple count of seminars conducted
Data Limitations Attendance does not necessarily measure the impact of awareness and decisions to be made from the findings and recommendations.
Type of Indicator Output
Calculation Type Non-Cumulative
Reporting Cycle Bi-annually
New Indicator No
Desired Performance Increased knowledge and prospects for participation in gambling related activities in the province and being informed on gambling industry developments.
Indicator Responsibility Budget Sub-Programme Manager: Research and Development
POE Required Report on the seminars conducted; Attendance Register
A final list of the Technical indicator descriptions will also be uploaded into the ECGBB website as required in terms of the treasury framework.
EASTERN CAPE GAMBLING AND BETTING BOARD ANNUAL PERFORMANCE PLAN 2016/17 - 2018/1976
NOTES
ACKNOWLEDGEMENT INDEX
Publisher
Easten Cape Gambling and Betting Board
Quenera Park, Quenera DriveBeacon BayEast London5205
www.ecgbb.co.za
Layout, Design and Print on behalf of ECGBB
East London5200
email: [email protected]
www.gemprint.co.za
Acknowledgements
years.
ECONOMIC DEVELOPMENT; ENVIRONMENTAL AFFAIRS & TOURISM
CONTACT DETAILSEASTERN CAPE GAMBLING AND BETTING BOARD
Quenera Park, Quenera Drive, Beacon Bay, East London, 5205
P.O. Box 15355, Beacon Bay, East London
Tel: 043 702 8300 | Fax: 043 748 2218
PR118/2016
ISBN: 978-0-621-44482-7
www.ecgbb.co.za
NATIONAL RESPONSIBLE GAMBLING PROGRAMME TOLL FREE LINE: 0800 006 008
ECGBB FRAUD PREVENTION TOLL FREE LINE: 0800 333 818
043
722
0755
(549
77)
ECONOMIC DEVELOPMENT; ENVIRONMENTAL AFFAIRS & TOURISM