Slide background

Organisational Overview

The KZNGBB continues to ensure the suitability of all applicants through conducting probity investigations, as well as through the processing of renewal of licences and registration certificates. As a result of the new licensing initiatives (Totalisator agents and Bingo roll out), there has been a significant increase in work load.

In order to ensure that service delivery is not negatively affected, an assessment of resources within the Licensing and Registration Department is in progress and a business reengineering process project is planned for the next financial year to automate and streamline operational processes. The Entity continues to ensure the efficient and effective monitoring, compliance and control of the Gaming and Betting Industry through the Monitoring and Compliance Division.

Compliance and monitoring audits are conducted on all licensees to ensure compliance by licensees with regulatory and legislative requirements (licence conditions, bid commitments, corporate social investment, employment equity, BBBEE, accounting and internal control procedures, gaming equipment, LPM sites etc.) in respect of their gambling operations. Monthly tax validations are undertaken to ensure the accurate collection of gaming and betting taxes payable to the Province.

In the next financial year, the Board plans to further focus on CSI and Socio-Economic Development guidelines for the industry. The Board had over the past financial reporting period, reviewed its strategy and policies, post the merge of the erstwhile KZN Gambling Board and the KZN Bookmakers Control Committee.

Specific c focus has been given to institutional alignment which includes initiatives such as reviewing business processes and improving on financial controls and the reporting of financial information. The continued implementation of the Provincial Recovery Plan remains a key objective. The Board has continued to fulfil l its mandate through its strategic objectives and the 2013/14 financial year saw an improvement in overall performance. 87% of planned performance targets were achieved, and the Board received an unqualified audit opinion for the 2013/14 financial period.

Organisational Structure

Org Chart

Business Units

Programme1: Administration
This programme is responsible for providing strategic management through the Office of the CEO and various support functions to the KZNGBB through six sub-programmes, namely Office of the CEO; Board Secretariat, Legal Services, Risk Management, Human Resources and Communications.

Programme 2: Finance
This programme is responsible for supporting the entity through the provision of financial administration and procurement services.

Programme 3: Information and Communication Technology
This programme is responsible for supporting the organisation through the provision of ICT services that is aligned with Business Strategy.

Programme 4: Licensing Registration and Law Enforcement
This programme consists of three units, namely Casino and Betting; LPM and Bongo and Law Enforcement. This programme is responsible for
Receiving, investigating and preparing licences and registration certificates for all applications to ensure the suitability and continuous suitability of all applicants in the gaming and betting industry. Licensing of new gaming and betting initiatives and initiating steps to eradicate illegal gambling, fraud and corruption in the Province.

Programme 5: Gaming Monitoring and Control
This programme consists of two units, namely Monitoring and Gaming Audit; and Gaming Control. This programme is responsible for monitoring and gaming activities in the Province, auditing revenue collection for the Province and ensuring compliance with relevant legislation.

Programme 6: Betting Monitoring and Control
This programme is responsible for monitoring and betting activities in the Province, auditing revenue collecting for the Province; and ensuring compliance with relevant legislation.