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The AGLC is an agent of the Government of Alberta and consists of a Board and a Corporation. The Board is responsible for reflecting government’s direction through policy and regulation and functions as a steward of the Corporation, acting on behalf of its primary shareholder, the Government of Alberta.

The AGLC has a Mandate and Roles Document with the Minister responsible for the Gaming and Liquor ActThe purpose of the Mandate and Roles Document is to foster a good working relationship and open communication with the Ministry.  It sets out mandates, roles and responsibilities, duties, accountability, policy direction and performance expectations.

The Mandate and Roles Document is a 3-year agreement, but is reviewed annually.  Amendments and extensions can be made at the request of either party.  If amendments or extensions are required, the Mandate and Roles Document is amended and re-signed.

The current AGLC Board is as follows:


The Board is committed to excellent governance practices to ensure that it manages a strong and effective Corporation. A major objective is to ensure transparency and understanding of the corporation.

In compliance with the Alberta Public Agencies Governance Act, the following Board documents have been posted here:

Board Responsibilities

The responsibilities of the Board are set out in Section 12 Gaming and Liquor Act. These responsibilities include:

  • ensuring that the powers and duties of the AGLC are carried out;
  • establishing the policies of the AGLC; and
  • conducting hearings and making decisions respecting licences and registrations.

Specifically, the Board of the AGLC has three major areas of responsibility in its governance role:

  • policy;
  • monitoring; and
  • regulatory, as exercised through administrative tribunals.

Policy Responsibilities

The Board plays a significant role in developing policy and advising the Minister responsible for the Gaming and Liquor Act and Regulation on policy matters.  The Board is engaged early in the process of policy development both through the strategic planning process and through consultation with stakeholders and partners.  The Board may receive policy direction from the Minister responsible for the AGLC and, in turn, may provide policy recommendations to the Minister.

The Board approves the AGLC strategic plan, its business plan, the annual report, annual budgets and performance measure targets.

Monitoring Responsibilities

The monitoring responsibilities of the Board are primarily concerned with ensuring that management performs its duties in an appropriate manner.  The Board ensures, through its monitoring responsibilities that control systems are in place for assessing risk to ensure the integrity of financial reports. The primary vehicle for performing this function is the Board’s Audit Committee.

In addition, the Board oversees and monitors the administration of the AGLC by the President & Chief Executive Officer (P&CEO).  The P&CEO provides advice to the Board, ensures that the policies of the Board are implemented, and informs the Board on operational matters.

The Board has established an Internal Audit Office. The Director of Internal Audit functionally reports to the Board’s Audit Committee and administratively to the Chief Financial Officer.

The Director of Internal Audit operates under a mandate approved by the Audit Committee.  The independence of the Director of Internal Audit is assured through the Audit Committee, which has the responsibility for hiring, compensating and conducting performance reviews of that function.

Regulatory Responsibilities

The Board’s regulatory responsibilities are prescribed by legislation.  In its regulatory role, the Board functions as an administrative tribunal.  Within the limits of the legislative jurisdiction, the Board conducts hearings, develops and applies policies and rules and makes decisions relative to gaming and liquor licences and registrations.

The Board has the powers, privileges and immunities of a commissioner under the Public Inquiries Act when conducting hearings.  As a result, the Board may hold an inquiry into any matter related to the Gaming and Liquor Act.

Committees of the Board

The Board of the AGLC has established four standing committees:

Audit Committee

The Audit Committee is responsible for monitoring the AGLC’s financial controls, accounting policies and financial reporting processes, as well as organizational risk and mitigation actions.  The Committee approves the audit plans of the Internal Auditor and meets regularly with AGLC’s external auditor, the Office of the Auditor General for the province of Alberta to review annual audit plans, internal controls and audit results.

Finance and IT Committee

The Finance and IT Committee is responsible for monitoring the AGLC’s budget and external business plan to ensure that both reflect the policies objectives and initiatives approved by the Board.  The Committee monitors the financial health of AGLC and reviews the annual budget before recommending it to the Board for approval.  It also reviews financial statements of the AGLC and the Alberta Lottery Fund and ensures there is a process in place to monitor current and emerging financial issues.

It is also responsible for Enterprise IT Governance, which includes receiving and reviewing annual technologies strategic plans and reports relating to enterprise architecture.

Corporate Governance, Stakeholder and
Strategic Planning Committee

The Corporate Governance, Stakeholder and Strategic Planning Committee is responsible for establishing, monitoring and reviewing the Board’s corporate governance processes to ensure best practices and for establishing procedures for monitoring the relationship of AGLC with its stakeholders.  The Committee participates in and approves the AGLC’s strategic plan and related business processes.

Human Resources Committee

The Human Resources Committee is responsible for overseeing corporate human resource matters.  The Committee monitors the performance of the P&CEO and Board staff on behalf of the Board and conducts staff evaluations.

The Committee also keeps the Board’s competency matrix up-to-date and is involved with the P&CEO and Board member recruitment processes and the public disclosure policy.

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