Strategic overview
Effective management of performance information requires a clear understanding of different responsibilities, and the structures and systems involved in managing performance information.
The NLC aims to ensure that the needs of its stakeholders are satisfied effectively, efficiently and economically. The development, implementation and maintenance of a performance management policy for the NLC is critical in meeting the above requirements.
Performance management within the NLC is an integrated management strategy that seeks to:
- Create a shared vision of the purpose, aims and values of the NLC.
- Help stakeholders and employees understand their part in contributing to the achievement of organisational aims and goals, as well as maintaining organisational values.
- Manage and enhance the performance of individual employees and that of the NLC as a whole.
The performance management process comprises planning, budgeting, monitoring and reporting of performance. The diagram below clearly shows the relationship between the processes and also highlights the Executive Authority’s accountability for the process to Parliament.
Summary of reporting legislative requirements are tabled below:
| Performance management process | NLC |
|---|---|
| Strategic planning | Treasury Regulations – chapter 30 |
| Budgeting and implementation planning | Treasury Regulations – chapter 30 |
| Implementation | Treasury Regulations – chapter 30 |
| Reporting (in-year and annual reporting) | PFMA, section 55(2)(a) and Treasury |
The NLC’s planning aims to undertake the following:
- Achieve a uniform approach to ensure compliance with the PFMA in relation to performance management and reporting.
- Promote open and transparent management of performance information strategy and measurement process.
- Uphold sound corporate governance principles.
Please click here to see for our vision, mission and values.
Competent,
capable and
relevant lottery
industry.
Compliant and
regulated lottery
industry receptive to
the NLC mandate.
Fair and
equitable
distribution of
grant funding.
A professional and sustainable organisation
Innovative and agile frameworks, systems and standards that are globally competitive
Safe and sustainable lotteries and sports pool
A sustainable and impactful civil society sector
Performance indicators, baseline and targets
1. People Strategy
2. Knowledge Management
3. Regulatory Education
4. Maximise Returns to Good Causes
5. B-BBEE Certification
6. Fourth National Lottery Licence
1. National Lottery Monitoring
2. Sports Pools Monitoring
3. Retailer Inspections
4. Enforcement Policy for the National Lottery
5. Responsible Play Strategy
6. Enforcement of Illegal Schemes
1. Percentage to priority areas
2. Grant Funding Model
3. Monitoring and Evaluation
4. Accredited Funding Agents
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