UKGC Ops Programme Relied on Agency Staff
FOI data reveals more contractors than employees worked on the regulator's now-closed operational improvement initiative.
A Freedom of Information request has revealed the UK Gambling Commission’s ‘Ops Improvement Programme’ was staffed by more agency contractors than permanent employees. The programme, which was closed in January 2025, also lacked a dedicated budget, raising questions about the regulator's approach to internal improvement.
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A Freedom of Information (FOI) request has revealed that the UK Gambling Commission’s (UKGC) ‘Ops Improvement Programme’ was staffed by more agency contractors than its own permanent employees before it was formally closed in January 2025.
The data, released following a request dated 3 April 2025, provides a rare glimpse into the internal resourcing of projects designed to enhance the regulator's effectiveness.
Why This Matters
The operational capacity of the Gambling Commission is fundamental to consumer protection. This includes how efficiently it processes licence applications, conducts compliance assessments, and carries out enforcement action against operators who breach regulations. The Ops Improvement Programme was intended to bolster these core functions, and its resourcing sheds light on the Commission's approach to building long-term capability.
Key Findings from the Data
The FOI response confirmed several key details about the programme:
Staffing Breakdown:
- A total of 11 individuals were directly engaged on the project.
- Of these, six were agency staff or contractors.
- The remaining five were permanent employees of the Gambling Commission.
The response noted that one individual moved from an agency to an employee role during the programme and was counted in the final tally as an employee. This indicates that for a period, the reliance on external staff was even greater, with a potential split of seven contractors to four employees.
Budget and Timeline:
- The programme was formally closed in January 2025.
- It did not have a stand-alone budget for the 2024/25 financial year. Instead, it was funded from the Commission’s overall Operations budget.
- As a result, the UKGC could not provide a breakdown of spend on staff versus non-staff costs for the initiative.
Leadership and Transparency:
- When asked who was the responsible executive for the programme, the Commission stated that as the programme was closed, there is no longer a responsible Executive Director.
- The UKGC confirmed that the aims of the programme were shared with licensed operators via its published business plan for 2024/25.
Significance for the Industry
The data reveals a significant reliance on temporary, external staff for a key internal improvement project. While using contractors can provide specialist skills for a defined period, a majority-contractor team raises questions about building and retaining institutional knowledge within the regulatory body once a project concludes.
The absence of a dedicated budget for the programme also limits transparency, making it difficult to assess the true cost and value of the initiative. For consumers and the industry, the effectiveness of the regulator is paramount, and the details of how it seeks to improve its own operations are a crucial measure of its long-term strategy for overseeing a safer gambling market.