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Corporate Governance Framework

Our corporate governance framework sets out the necessary responsibilities and procedures that guarantee we operate properly.

  1. Contents
  2. 6 - The Chair's responsibilities

6 - The Chair's responsibilities

6.1. The Chair is responsible to the Secretary of State for ensuring that the Gambling Commission fulfils its statutory purpose as set out in its founding legislation, and that the Gambling Commission's affairs are conducted with probity. The Chair is also responsible for good governance and for ensuring that the principles set out in the 'DCMS Guidance on Board Appraisal Processes for ALBs' are followed.

6.2. In addition, the Chair has the following leadership responsibilities:

  • formulating the Board's strategy for discharging its statutory duties
  • ensuring that the Board, in reaching decisions, takes proper account of guidance provided by the responsible minister or the Department
  • supporting the Accounting Officer in promoting the efficient and effective use of staff and other resources
  • supporting the Accounting Officer in delivering high standards of regularity and propriety
  • representing the views of the Board to the general public.

6.3. The Chair also has an obligation to ensure that:

  • the performance of the Board and its individual members are reviewed annually and operate effectively and to instigate remedial action should this not be the case
  • the Board has a balance of skills appropriate to directing the Gambling Commission business, as set out in the Government Code of Good Practice on Corporate Governance
  • Board members are fully briefed and understand their terms of appointment, duties, rights and responsibilities
  • when required, he or she, together with the other Board members, receives appropriate training on financial management and reporting requirements and on any differences that may exist between private and public sector practice
  • the responsible minister is advised of Gambling Commission needs when Board vacancies arise, including the skills and capabilities needed for the Commission to fulfil its statutory purpose, consistent with the requirements of the Governance Code on Public Appointments
  • he or she assesses the performance of individual Board members when being considered for re-appointment
  • there is a code of practice for Board members in place consistent with the Cabinet Office Code of Conduct for Board Members of Public Bodies.
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