NIGC Strategic Plan 2009 - 2014 Performance Measures

Page 1

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Timeliness of agency determinations for, and/or 

responses to, tribal submission. (Shown as a 

Percentage)1 N/A N/A N/A N/A N/A

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Number and breadth of site visits by Commission 

personnel.

Developing 

Baseline 252 (6 mos.)* 640 568 440

Number and breadth of compliance audits by 

Commission personnel. 17 19 12 16 7

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Decrease the number and breadth of enforcement 

actions, notices of violation and settlement agreements. 40* 1 2 1 1

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

% of satisfaction of tribal gaming regulatory authorities 

and other governmental authorities in Commission 

regulatory activities.1 N/A N/A N/A N/A N/A

Goal 1: Increase compliance with gaming laws and regulations.

Strategy: Make timely determinations on tribal gaming ordinances, management contracts, and other statutorily-required activities.

Strategy: Conduct monitoring activities of Indian gaming operations in a uniform and consistent manner.

Strategy: Conduct prudent regulatory enforcement actions as necessary.

Strategy: Draft and publish new or revised regulations as necessary.

*In fiscal year 2009, 77% of enforcement actions issued by the NIGC were for late or failure to submit fees worksheets.

Strategy: Provide technical assistance through formal and informal regulatory guidance to tribes.

1This data is collected but this is not an effective measure due to the type and scope of reviews for determination. Each type may require various timelines which may be extended due to 

scope or additional documentation being requested. In fiscal year 2012, various amendments to regulations were made to streamline the processes and in fiscal year 2013, appeals 

regulations were adopted.

*In fiscal year 2010, the TIMS database was created and one aspect of the database is to create and store site visits conducted by NIGC staff.

1Satisfaction surveys were eliminated as data does not capture efforts and is therefore not useful. In order to provide for a better measure a Notice of Inquiry was issued. In November 2010, a Notice of 

Inquiry was issued asking tribes to comment on what particular regulations or issues should be reviewed by the Commission. 8 consultations were held and in April 2011, a regulatory review schedule was 

created. There were about 21 potential issues that were identified by tribes either in the form of amending regulations, current regulations or potentially creating new regulation. This provided more 

information than a survey on satisfaction for 2010 and 2011. The review schedule was followed in 2012.
NIGC Strategic Plan 2009 - 2014 Performance Measures

Page 2

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Increase in the number of tribes who participate in 

trainings. (Shown as a percentage) 51%* 82% 84% 65% 81%

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

% satisfaction of tribal leaders with the consultation 

process and schedule.1 N/A N/A N/A N/A N/A

Number of consultations completed each year. 98 8* 23 17 4

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Number and breadth of training programs conducted for 

tribal officials. 62 84 83 68 119

% satisfaction of tribal leaders with the Commission's 

training program. 81% 80% 86% 93% 91%

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Level of participation in the Indian Gaming Working 

Group (IGWG) meetings. (Shown by number of 

meetings attended) 2 2 2 5 2

Number of bulletins published by the Commission each 

year.1 4 0 0 1 2

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

*In order to provide for a wider audience and increase partipation, the NIGC conducted a staff meeting to create the training program in fiscal year 2009 and was able to provide a new tab 

on the agency website for training and technical asistance.

1Satisfaction surveys were eliminated as data does not capture efforts and is therefore not useful. In order to provide for a better measure, the Commission relied on feedback received during the 

consultation meetings. In 2010, the Commission changed from individual to group meetings. The Consultation policy was approved in February 2013. 

*In fiscal year 2010, the Commission changed from individual to group meetings with a break out at the end of meetings if individual tribes want to meet with the Commision.

Strategy: Improve and expand its external communication.

Strategy: Improve response time to external tribal inquiries and submissions.

Strategy: Establish and implement effective training programs which will focus on expressed or perceived tribal needs.

Goal 2: Increase service to tribal governments and gaming operations.

Strategy: Improve the government-to-government consultation process.

1This data is collected on bulletins issued that were in the form of technical assistance, i.e. explanation of NIGC regulations and advisory information. Bulletins issued that were not 

included in the data are bulletins notifying tribes of the preliminary fee rate and final fee rate (2 each year).
NIGC Strategic Plan 2009 - 2014 Performance Measures

Page 3

Number of requests from tribal gaming regulatory bodies 

for regulatory assistance through inquiries and 

submissions for response. 28 34 No Data 35 75

% satisfaction of tribal regulators with Commission 

response time and service in processing external 

requests.1 N/A N/A N/A N/A N/A

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

% satisfaction of tribal regulators with Commission 

response time and service in processing background 

information.1 N/A N/A N/A N/A N/A

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Establishment and effective management of a fiscally 

sound budget, with a low variance between budgeted to 

actual expenditures.

Enhanced 

process with new 

accounting 

system and hired 

a contract 

specialist

Continued to 

enhance budget 

process

Actual did not 

exceed budget

Actual did not 

exceed budget

Actual did not 

exceed budget

Annual audited financial statements that include an 

unqualified opinion.

Part of DOI 

annual audit

Part of DOI 

annual audit

Part of DOI 

annual audit

Part of DOI 

annual audit

Part of DOI 

annual audit

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

% user satisfaction with the NIGC website and employee 

intranet. (Tracking NIGC employees)1 No data 54% 31% 28% 19%

1Satisfaction surveys were eliminated as data does not capture efforts and is therefore not useful.

Strategy: Develop and/or procure the appropriate technological advances to enhance internal communication.

Strategy: Improve fiscal discipline and provide transparency to affected stakeholders by establishing a justifiable and fiscally-sound budget.

Strategy: Improve and expand internal communications by developing an intranet, as well as continuing to develop the tribal information management 

systems.

1Satisfaction surveys were eliminated for tracking satisfaction with website as data does not capture efforts and is therefore not useful. Data is tracked from employees with results 

included in the Federal Employee Viewpoint Survey question 64 - "How satisfied are you with information you recieve from management on what's going on in your organization?"

Strategy: Improve the methodology and timeliness of providing tribal gaming regulatory authorities with applicant background information.

Goal 3: Maximize the use of Commission resources.

1Satisfaction surveys were eliminated as data does not capture efforts and is therefore not useful.
NIGC Strategic Plan 2009 - 2014 Performance Measures

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Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Identification and implementation of agency's 

technological needs.

Implemented 

accounting 

system, TIMS 

project, use of 

Govtrip for travel, 

NIGC intranet, 

internal FinancialAUP analysis 

database, TAP 

system; 

encryption 

software

Improved 

accounting 

system and TIMS; 

updated NIGC 

intranet; electronic 

official personnel 

folders 

established for 

NIGC employees

Improved TIMS 

system and TAP 

system; improved 

website

Updated TIMS 

system and TAP 

system; started 

convertion to 

electronic records

Upgrade of 

computers to 

Microsoft Office 

2010 and 

Symantec; 

website re-design 

began

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Maintain updated policies and procedures to ensure 

employees are in compliance with internal programs. 

(Number approved each year) 8 3 8 5 10

Employee feedback on policy manuals and Commission 

policies and procedures. (Shown as a percentage of 

satisfaction)1 No data 48% 57% 41% 51%

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Number of employees attending training programs each 

year. (Shown as percentage of overall staff) 57% 53% 42% 68% 23%*

Measure 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual

Number and breadth of cultural awareness training 

programs.1 No data No data No data 4 3

1This data was not tracked in fiscal years 2009 - 2011 although cultural awareness presentations were offered.

Strategy: Establish an employee development program in order to attract and retain highly-qualified personnel.

1In fiscal year 2013, there was a decrease in employee professional development due to sequestration impacts.

Strategy: Implement a tribal cultural awareness program for all agency personnel.

Strategy: Develop and implement internal agency policies and procedures.

1Data is tracked from employees with results included in the Federal Employee Viewpoint Survey.