Policy
Lived Experience Advisory Panel: Managing conflicts of interest policy
The policy on managing conflicts of interest for the Gambling Commission's Lived Experience Advisory Panel. The policy aims to maintain public trust and confidence.
Improving gambling regulation
Over the course of the 2021 to 2024 Corporate Strategy, we have identified ways to improve our regulation, taking into account the recommendations from the National Audit Office, Public Accounts Committee and subsequently the gambling White Paper High stakes – gambling reform for the digital age. Our work this year has continued to focus and build on the themes of improving the capability of our people, improving the use of our resources, understanding our performance and impact, and evolving our technology.
In our business plan we committed to:
- initiating a programme of operational enhancements to our service level provision
- implementing a new corporate system strategy
- publishing a corporate strategy for the year 2024 and beyond
- launching our Diversity and Inclusion Strategy
- enhancing our data services infrastructure
- developing a new rewards framework to incentivise retention and recruitment
- exploring efficiencies and engaging with the DCMS on future funding arrangements to ensure regulation remains effective.
Of these, the action relating to our future funding arrangements was superseded with the decision taken to absorb this into Finance’s business as usual activity and include it in the 2023 to 2024 budget and medium-term forecast. Full details of our accounts are provided later in this report.
Our achievements
We have been working with suppliers to develop replacement finance and HR systems. Our existing systems have served us well but are in need of an upgrade to serve the needs of the business more efficiently. This is an important project as it will enable the redeployment of resources to value-added work. We expect the work to be completed during 2024 to 2025.
We published our new Corporate Strategy for the next three years at the beginning of April 2024. Gambling Regulation in a Digital Age (opens in new tab) sets out our strategic direction and related commitments for the period 2024 to 2027. We describe the actions we will take to ensure we are regulating in the public interest: protecting consumers and the wider public; maintaining public confidence in the gambling industry and the Commission; and ensuring proper standards of conduct and competence are upheld by licence holders. Our yearly business plans will set out more detail of our commitments, and outcomes will be published in future annual reports.
We have embarked on a major multi-year data transformation project to enhance our technical capability and capacity through the implementation of a data innovation hub. During 2023 to 2024 we made enhancements to the type of information we require from licensees and the frequency of those returns to ensure the information we receive is relevant and timely. From 1 July 2024, all licensees will be required to send returns quarterly. This will enable us to identify issues arising as early as possible. We also published our Evidence Gaps and Priorities document which set out key themes that we believe require in-depth research to significantly improve the evidence base on which we all rely for gambling in Great Britain. Improving the data we collect and how we use it will enrich our understanding of the market and the impacts on consumers and the wider public. In turn this will impact on the effectiveness of our work as a regulator.
We are continuing to develop our new rewards framework with the support of external experts to ensure the Commission's offering is competitive when compared to other Birmingham-based government and public sector organisations and helps us to attract and retain talented staff. We recognise there is a balance between meeting individual expectations on the one hand and delivering fair and sustainable outcomes on the other.
Last updated: 17 October 2024
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