54977 EAS01 PRI 06 rv13 APP INNERecgb.org.za/wp-content/uploads/2016/04/ECGBB-APP-2016_17... · 2016-04-06 · EASTERN CAPE GAMBLING AND BETTING BOARD2 ANNUAL PERFORMANCE PLAN 2016/17

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


champion the implementation of this 2016/17 - 2018/19 Annual Performance Plan.

Adv. N Mayosi:

Chairperson of the BoardAccounting Authority


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


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


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



9.3 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



10.3 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


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


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


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


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.


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


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.”


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



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.



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.


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


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


Budget Programme


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


Economic Classification


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


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.


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


1. Improve the quality of basic education.

Not applicable to the ECGBB.

Promoting quality education and skills development


2. Improve health life & expectancy.


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.




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.


Stimulate rural development, land reform and food security


8. Sustainable human settlements and improved quality of household life.


Integrated Human settlement and building cohesive communities


9. A response and, accountable, effective and efficient local government system.




10. Protection and enhancement of environmental assets and natural resources





NO

FOURTEEN GOVERNMENT

OUTCOMES AS PER THE NDP


SEVEN EASTERN CAPE PROVINCIAL

STRATEGIC PRIORITIES


11. A better South Africa, a better and safer Africa and world.




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.



14. Nation building and social cohesion




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.


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.


CSI (Corporate social investment) programme.

Yes applicable. See budget programme Socio economic development page 33.

Enhancement of Support for the IDZ.


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.


Revenue generation.

Yes applicable. See budget programme Financial management page 32.

Small town support programme.


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.




Implementation of the Provincial climate change mitigation and adaptation strategy.




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.





NOPOLICY

INITIATIVE / IMPERATIVES

EXPLANATIONAPPLICABILITY

TO ECGBB

DEDEAT’S GROUP

PRIORITIES – FOCUS ON

ECGBB

APPLICABILITY TO ECGBB

Roll-out of the buy Eastern Cape campaign.




Promote industry dialogue on sector priorities.




Drive the roll-out of Provincial strategic projects that facilitate economic development.




5 Achieving a sustainable balance between economic growth and responsible use of land and natural resources.

Implementing of

guidelines for the Province.




Support for economically beneficial environmental projects at a local level.




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




Enhancement of partnership with law enforcement agencies.




7 Creation of an enabling environment to support enterprise development.

Continued SMME and cooperative enablement and Support.




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).





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.


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.


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


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PART B: BUDGET PROGRAMMES AND SUB-PROGRAMME PLANS

30


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.


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.


Maximised Socio Economic Development benefits for communities in the Province.


8.6.3 Selected KPI & Annual Targets: for Budget Sub-Programme: Social Economic

Development for 2016/17 - 2018/19


KEY PERFORMANCE

INDICATOR


2019/20



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


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.


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


KEY PERFORMANCE

INDICATOR


2019/20



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.


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


REPORTING PERIOD


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


REPORTING PERIOD


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


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





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



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


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


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.


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.


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.


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


KEY PERFORMANCE

INDICATOR


2019/20



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


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


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).


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



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.



9.7.3 Selected KPI & Annual Targets: for Budget Sub-Programme – Audit and Compliance

Services For 2016/17 - 2018/19


KEY PERFORMANCE

INDICATOR


2019/20



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.


9.8 Budget Sub-Progrmme: Consumer Protection and Public Education


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.



9.8.3 Selected KPI & Annual Targets: for Budget Sub-Programme – Consumer Protection

and Public Education For 2016/17 - 2018/19


KEY PERFORMANCE

INDICATOR

STRATEGIC PLAN

TARGET2019/20



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.


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


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


INDICATORREPORTING

PERIOD


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


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


INDICATORREPORTING

PERIOD


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);


9.10 Reconciling Performance Targets with the Budget and MTEF for Programme Two Gambling Regulation and Consumer Protection




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


9.10.2 EXPENDITURE ESTIMATES - ECONOMIC CLASSIFICATION

PROGRAMME 2: ECONOMIC CLASSIFICATION



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


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.


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


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.


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


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


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.


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


KEY PERFORMANCE

INDICATOR

STRATEGIC PLAN

TARGET2019/20



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.


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


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.


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


KEY PERFORMANCE

INDICATOR

STRATEGIC PLAN

TARGET2019/20

AUDITED/ ACTUAL 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


INDICATORREPORTING

PERIOD


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


INDICATORREPORTING

PERIOD


QUARTER TARGETS

Q1 Q2 Q3 Q4

10.7.2.1 Number of Research Seminar Conducted. Bi-Annually 2 - 1 - 1


10.8 Reconciling Performance Targets with Budget and MTEF for Programme Three - Research and Development




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



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


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


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


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.


Tab

le 7

: Str

ate

gic

Ou

tco

me

Ori

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ted

Go

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Stra

tegi

c Ou

tcom

e O

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STIF

ICA

TIO

NLI

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S

SG

01

Exc

elle

nt,

qu

ality

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d

pro

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ion

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rate

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t p

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d p

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, in

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er t

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pti

mis

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eliv

ery

off

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To a

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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

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Effi

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• in

dex

scor

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Orga

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•

Mat

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Supp

ly C

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Man

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•

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Serv

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Stan

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• EC

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the

• w

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the

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to

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that

the

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ell f

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A sy

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of m

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• pr

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ld

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in

form

atio

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hich

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tiona

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ased

dec

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Impo

rtanc

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dev

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and

• cr

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g an

org

anis

atio

n th

at

is a

n em

ploy

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f cho

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Gam

blin

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tting

Act

, •

1997

(Eas

tern

Cap

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ct N

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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

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Perfo

rman

ce In

form

atio

n;

Publ

ic F

inan

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anag

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t •

Act;

Trea

sury

Reg

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ions

;•

Empl

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quity

Act

55

of

• 19

98 (a

s am

ende

d);

Labo

ur R

elat

ions

Act

66

of

• 19

95 (a

s am

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d).


Stra

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ST

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tern

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tern

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com

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Num

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f new

lice

nce

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plic

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ns in

vest

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Num

ber o

f new

lice

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•

issu

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Num

ber o

f cer

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tes

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•

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Com

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Baro

met

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the

exte

nt o

f com

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by th

e In

dust

ry.

The

impl

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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.


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


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;


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.


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.


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.


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

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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

;

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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;

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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.

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nal G

ambl

ing

Act

and

the

East

ern

Cape

Ga

mbl

ing

and

Betti

ng A

ct;

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nal O

utco

mes

Ap

proa

ch fr

om th

e Pr

esid

ency

;

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nal a

nd P

rovi

ncia

l Co

nsum

er P

rote

ctio

n Ac

t.


STRA

TEGI

C OU

TCOM

E OR

IENT

ATED

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ECTI

VES

NO

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RT

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LE O

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gam

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er

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ake

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rmed

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ices

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d de

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e en

d of

the

five

year

term

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rese

arch

&

surv

eys

proj

ects

had

bee

n co

nclu

ded.

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piric

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sear

ch

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ects

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duct

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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;

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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;

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lato

ry re

quire

men

ts

rega

rdin

g th

e in

crea

se in

a

num

ber l

icen

ces

issu

ed;

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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

.


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

;

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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

.


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

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IVE

OB

JEC

TIV

E

STA

TE

ME

NT

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SE

LIN

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5-Y

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CTE

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ATE

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ME

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UR

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Imp

lem

enta

tio

n o

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cio

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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

s an

d in

tern

al p

olic

ies

to e

nsur

e co

mpl

ianc

e w

ith fu

nds

and

budg

et

allo

cate

d to

the

ECGB

B.

Publ

ic F

inan

ce

Man

agem

ent A

ct (P

FMA)

;

Audi

tor G

ener

al A

ct N

o. 1

2 of

199

5;

Natio

nal T

reas

ury

Regu

latio

ns a

nd In

tern

al

Audi

t fra

mew

ork;

Inte

rnal

Aud

it St

anda

rds;

King

Thr

ee R

epor

t;

Natio

nal D

evel

opm

ent

Plan

Vis

ion

2030

.


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.


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.





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.


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.



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.


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.




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.


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





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.


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




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.


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





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.


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.





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.


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.




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.


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.


Calculation Type Cumulative


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.


POE Required Reports from Independent source on People Reached through Responsible Gambling Campaigns conducted via electronic media platforms.


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.




New Indicator No

Desired Performance More sessions are desirable to increase knowledge and prospects for participation in gambling-related economic opportunities.


POE Required Reports on programmes conducted through one-on-one engagements; Planning Memorandum; Lead schedule/ Register; Attendance Register.


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





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.


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.



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.


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