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Policy

Corporate Governance Framework

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

Published
29 October 2021

Last updated
13 June 2024 - Changes

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  1. Contents
  2. Board of Commissioners

Board of Commissioners

3.3 The Board of Commissioners (the Board) are non-executives appointed by the Secretary of State. The only exception is the CEO, who may also be appointed as a Commissioner, but cannot be the Chair.

3.4 The Chair and other Commissioners are appointed for 5 years or less. If they are reappointed, their full term of office must not be over 10 years. This limit applies even if there have been gaps between periods of appointment.

3.5 The Board (the legal person of the Gambling Commission) establish the Commission’s strategic direction to deliver the statutory objectives and provide organisational oversight by:

  • ensuring that the Commission operates within its statutory authority and any delegated authority agreed with Department for Culture, Media and Sport (DCMS), including the policy and resource framework agreed with the responsible minister
  • setting and upholding high standards of corporate governance and organisational culture
  • appointing a Chief Executive Officer who is responsible for organisational delivery and performance to meet the strategy, and is accountable for organisational standards and delivery against an approved business plan and budget
  • through established Board Committees, providing focused scrutiny and review in particular areas of operation, providing assurance to the Board and Accounting Officer that controls are in place and applied and risks managed
  • making decisions on expenditure over £500,000, and any decision to enter into a deed
  • supporting the Chief Executive Officer in the delivery of their functions and enabling effective scrutiny by setting out a clear distinction between the responsibilities of the Board, the Accounting Officer (usually a function of the Chief Executive) and the responsibility for management of the Commission, which has been delegated to the Chief Executive. That distinction is set out within this framework and is summarised in the following information.

Board

The board's responsibilites are:

  • agreeing the strategic direction and strategy to deliver statutory objectives
  • establishing the Commission's appetite for risk in delivering the statutory objectives
  • establishing key regulatory principles and policies to deliver the strategic direction
  • approving the business plan and budget to deliver the strategy
  • establishing standards of governance and organisational culture
  • taking decisions on spending above £500,000 or to enter into a deed.

Chief Executive as a lead executive

The Chief Executive's responsibilities as a lead executive are:

  • performance of Commission in fulfilling strategic objectives
  • identification and management of risk, including establishing effective controls
  • responsible for decisions made within the regulatory framework
  • delivery against plans and targets
  • performance against the business plan and budget
  • management of the organisation in regards to staffing, accommodation and corporate functions
  • leadership of governance and organisational culture
  • decisions on spending up to £500,000.

Chief Executive as accounting officer

The Chief Executive's responsibilities as accounting officer are:

  • ensuring the standards set out in Managing Public Money are met. These include regularity, propriety, value for money and feasibility
  • taking personal responsibility for standards of governance, decision-making and financial management.

3.6 The Board typically discharges its responsibilities by commissioning or receiving reporting, advice and recommendations from officials.

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