| Regulatory Compliance is the cornerstone of the NLC,
holding in custody, the primary mandate of the organisation
being that of a Regulator.
The Division is charged with the
responsibility of protecting the public against prohibited
lotteries through identifying, investigating and closing down
activities as well as implementing the Participant Protection
Strategy. The Division continues to ensure that the regulator
is central to shaping policy direction through engagement
with stakeholders and policy makers and ensuring
that Lotteries and Sport Pools are conducted with due
proprietary, lottery participants are protected and provide
contributions to good causes.
The NLC’s regulatory compliance value chain is based on core regulatory activities of a well-functioning Lotteries and Sport Pools regulator. |
Grant Funding Department is responsible for ensuring that grants are administered efficiently and economically. The Grant Funding Model is designed to promote and support the NLC’s strategic mandate by responding to socioeconomic problems and leverage on opportunities through strategic funding. The key principle of the NLC’s funding model is to utilise NLC capitals to create opportunities for communities to realise their potential. The funding model is driven by an overall objective to Fund for Impact to maximise return on limited resources. | ||
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| The outcomes of the NLC’s regulatory value chain are detailed under here (Operations Section: Regulatory Compliance) of the report |
The outcomes of the NLC’s Grant funding model are detailed under here (Operations Section: Operations) of the report |
| Operations division | |||
| Monitoring & evaluation | Marketing & communications | Research & development | Provincial offices |
| Measures the impact of funding | Rooted in the vision ‘To be the Catalyst for Social Upliftment’, strategies and activities within the area of Stakeholder Relations, Marketing and Communication are geared at catalysing action to fulfil the dual mandate of the NLC. | Overseas and co-ordinates research activities of the NLC. The R&D Unit develops an annual research agenda and conducts relevant research to support evidence-based decision-making with a primary focus on the two core mandates of the NLC Regulation and Grant Funding. | The NLC provincial offices are aimed at improving accessibility to NLC’s service offering. Provincial offices are capacitated to carry NLC’s mandates of Regulatory Compliance and Grant Funding. |
| Outcomes detailed here (Operations Section: Operations) of the report | Outcomes detailed here (Operations Section: Operations) of the report | Outcomes detailed here (Operations Section: Operations) of the report | Outcomes detailed here (Operations Section: Operations) of the report |
| Information, communications and technology division |
| ICT continues to be an enabler of conducting business in a more efficient manner. The implementation of an integrated Enterprise Resource Planning (ERP) yielded favourable results in enhancing the operational capacity of the entire organisation. The ERP platform is characterised by five core modules that collectively lay the foundation to enable the organisation to conduct a variety of transactions. The ERP platform is available to all NLC employees across the country by means of a modern MPLS data network. This network enables seamless transmission of multiple data technology-based services such as email, internet, telephony and video conferencing applications. The ICT governance framework serves as a guideline in realising the upkeep and optimal operation of the ICT environment in terms of the solutions implemented. ICT continues to put in place the relevant SLAs, MOUs and SOPs. ICT continues to enhance cybersecurity management, explore cloud services and architectures and expand interconnectivity with other entities in the government sector. |
| Human capital division |
| Human Capital division represents the heartbeat of the organisation, in that it ensures the organisation gains knowledge, talents, skills, abilities, experience, intelligence, through NLC’s most valued asset, its employees. Organisational growth has the NLC increase in workforce numbers to support regulatory and operational requirements. This growth has also impacted in staff growth where internal staff members were promoted to higher positions in senior management, junior management and skilled levels. Outcomes detailed here (Human Capital) of the report |
| Legal services |
| The Strategic Objective of the Legal Services Division is to render legal support and advisory services to the National Lotteries Commission in executing its functions as detailed in legislation. The Legal Division supports strategic objection 1 (so1) of the Annual Performance Plan. The role of the Legal Services Division has been integrated with that of the Forensic Unit and as such it has transformed into the Legal Services and Forensic Division. Such a role encapsulates the appreciation of pressure points, strategy, objectives of the Commission and the need to effectively communicate these risks and legal issues. Besides rendering of general legal services, the division continues to ensure legislative awareness on the implementation of the amended Lotteries Act (Act 32 of 2013); otherwise referred to as the Lotteries Act 57 of 1997 (as amended), including its Regulations. |
