Oversight of Strategic Priorities

​​​Oversight of Strategic Priorities 2015-16 to 2018-19

This page gives a brief account of the Strategic Priorities of the TLGC for the next three years. Should the environment in which the TLGC operates change significantly during this period then the Priorities will be re-visited and updated.

The core business of the Commission will continue to be to efficiently administer the requirements of the Gaming Control Act 1993 and maintain the integrity of gambling in Tasmania.

The Commission expects that its administrative, policy and compliance support will continue to be provided by the Liquor and Gaming Branch of the Department of Treasury and Finance. The Commission supports this arrangement as an effective use of scarce and expert resources in a small jurisdiction and perceives no risk to the independence of the Commission in its continuation. This perception is based on over two decades of operation of such support provided by the Department of Treasury and Finance.

Resources and the regulatory environment

The Commission recognises that the Liquor and Gaming Branch is operating in an environment of constrained resources. As a result the Commission will look to further support sensible and practicable risk-based approaches that have minimum draw on the resources of the Branch, i.e. risk-based audits and complaint-based regulation of the Responsible Mandatory Code of Practice for Tasmania. In doing so the Commission acknowledges the relative maturity of the terrestrial gaming and wagering industry and its operators here in Tasmania. Should there be significant changes to this environment the Commission will review its resource requirements.

Further, the Commission notes that many of the gaming regulations are highly prescriptive rather than outcomes based. The Commission will be looking at reversing this trend, with particular reference to the Internet Gaming Technical Requirements (IGTR). Review of regulations will occur as resources allow.

Harm minimisation

The Commission will continue with its focus on harm minimisation, specifically on the major task of implementing the Mandatory Code and reviewing its effectiveness. There will be an independent assessment of the Code undertaken for the Commission’s review. The Commission recognises the inherent tension between the profitability of operators and harm minimisation in relation to problem gambling, and will continue to review harm minimisation measures on both a case-by-case basis and as emerging harms arise. Such review will continue to focus on areas of greatest potential risk to consumers.

National agenda

In addition to the matters noted above the Commission will attempt to influence the national agenda on issues it identified in the development of the Mandatory Code as needing national reform, specifically:

  • the normalisation of gaming products to young people;

  • advertising; and

  • inducements.

The Commission will participate in relevant inter-jurisdictional harmonisation initiatives.

Liquor Licensing Appeals

Following the introduction of the Liquor Licensing Amendment (Liquor and Gaming Administrative Restructuring) Act 2015, the TLGC is now responsible for hearing appeals against the decisions of the Commissioner for Licensing. In certain circumstances the Commissioner may also refer their primary decision making obligation on liquor licensing applications to the TLGC. During the early part of the period the TLGC will be establishing effective processes to deal with this new responsibility.


The Commission will continue to liaise with industry, NGOs and work with DHHS in furthering the Gambling Support Program.​ ​​

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