Over the years the NLC has seen the expansion of its structure in line with the business progress and the amended National Lotteries Act. During 2015/16 financial year the organisation has seen a transition from National Lotteries Board to National Lotteries Commission. The decentralisation of grant funding to provincial offices was successfully implemented, resulting in the establishment of provincial offices, which are now fully operational.
The above graph depicts the staff complement from inception, the NLC had only 17 employees. During the period under review, the NLC had 307 employees and has operating offices in all nine provinces.
The NLC introduced a wellness programme has through the years, introduced the NLC wellness programme, which is aimed at promoting the physical and emotional well-being of employees and promoting the personal health of employees as a top priority. In return, the NLC has seen a higher level of productivity.
The wellness programme focused mainly on the following services:
The NLC internship programme continued to open job opportunities, and on the job training platforms for interns in the organisation. Since the inception of the internship programme, there have been 23 intakes of interns to permanent appointment as depicted by the graph below.
During the period under review the Human Capital department continued to inculcate the values of the NLC through various staff engagements in order to improve the wellness of employees and optimise performance in the workplace.
The NLC held its inaugural employee Indaba where we strengthened the relationship with our employees, as active ambassadors for the NLC. Employees were encouraged to bring an outlook that is in the best interest of the NLC brand to drive constructive interaction.
It also sought to remind staff that in order to be a brand champion of the organisation one needs to first master their personal brand “The Brand of You” and realise that no person is an island. Thus the interest of the NLC is going beyond that of the individual employee but extends to broader aspects of the wellbeing of the employee’s extended family that ensures that the employee is a well-rounded human being before they can be an NLC brand champion.
The approach adopted by the NLC is to collectively unlearn behaviours to relearn the NLC corporate culture. If we are to achieve excellence in the big things, we are to develop the habits in little matters and that excellence is not an exception but a prevailing attitude.
Kwambazi Primary School
The school is located in Northern KwaZulu-Natal, in the village of Hlobani, with the nearest town being Vryheid. Kwambazi Primary School is a mud school, with only three classrooms, six educators and 140 learners. See pictures below:
The KZN Provincial Manager visited the school in 2016 after being advised by the M&E Officer that we (NLC) had funded the combination court and yet there was no school. He then scheduled to meet the Principal and the school governing body. In the meeting it came out clear that the Nkwambazi Primary school was not part of the plans for the KZN Department of Education in terms of infrastructure improvement. The KZN Provincial Manager wrote a motivation to the COO to consider the school for funding through proactively. The Chief Operations Officer presented the matter to the Executive Committee and the Board. In 2017, the Board and EXCO approved funding for the school to be improved as follows:
The Kwambazi Primary School was completed in May 2019 and the children and staff started using the facility from July 2019 after the Winter holidays. Below are the pictures of how the school looks now: The school is located in Northern KwaZulu-Natal, in the village of Hlobani, with the nearest town being Vryheid. Kwambazi Primary School is a mud school, with only three classrooms, six educators and 140 learners. See pictures below:
