Progress towards the achievement of institutional impacts and outcomes
| NLC’s impact statement | Safe and sustainable lottery industry for maximum economic and social impact. | |||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Outcome | Outcome indicator | Five-year target | Progress made in the 2020/21 financial year | |||||||||||||||
 A professional and sustainable organisation |
Developed and implemented a people strategy that is fit for the future. | Competent and skilled workforce aligned with technological advancements in the industry. | The Future-Fit People Strategy was
developed and underpinned by the following key principles:
The Employee Value Proposition was crafted as follows: NLC People are recognised for doing decent work within an agile, diverse and digitally optimised work environment that provides care and opportunities to thrive in an evolving workplace. The following four objectives were also identified:
The project continues in the new financial year by furthering the above listed objectives. |
|||||||||||||||
| Redefine and implement the knowledge management strategy. | Institutional knowledge preserved and enhanced decision-making. | The knowledge management strategy was redefined and Phase 1 of the Strategy was implemented through Online Knowledge Management and Learning Organisation inception workshops with identified divisional Knowledge Management Captains. Additional tasks were undertaken to support the process, including the ICT review of supportive technologies and Knowledge Management enablers; the Case Study for Regulatory Compliance was finalised; The Community of Practice introductory training for BDD Team was conducted. | ||||||||||||||||
| Number of regulatory educational instruments implemented. | NLC’s regulatory mandate entrenched in the public domain. |
The NLC utilised the mechanism of “education and awareness” to entrench the regulatory
function of the entity in the public domain. Historically, the NLC is better known as a
funder than a regulator and the importance of the regulatory mandate is often overshadowed.
This is further supported by:
The intervention is ongoing and has demonstrated success in past interactions with stakeholders. |
||||||||||||||||
| Deliver a stakeholder perception survey with an action plan on raising standards. | An entity that epitomises service excellence. |
The NLC is committed to ensuring that it is an integral member
of society, promoting sustainable development through sound corporate governance practices,
ethical leadership, and performance excellence. In an effort to evaluate and enhance the
different functions facilitated by the NLC, a national perception survey was independently
conducted. The aim of the survey was to determine and provide clarification on the views and
opinions held by participants from various internal and external stakeholder groups
regarding regulatory matters, the grant making role and communication. A total of 206
respondents completed an online survey questionnaire utilising a four-point Likert scale
instrument. The survey contained 28 questions that covered the research scope and allowed
the capturing of different stakeholders’ responses and the related findings in a clear and
coherent fashion. A total of 25 participants were subsequently personally interviewed using
a qualitative interview schedule with the goal of gaining in-depth insight into the topics
incorporated in the scope of the study. A number of issues identified in the report shed light into the perceptions held by internal and external stakeholders with regard to the three explored focus areas. The recommendations put forward provide a renewed emphasis on rethinking and, in some cases, re-engineering current strategies with the aim of optimising effectiveness and overall organisational efficiency. These findings will be implemented in the new financial year. |
||||||||||||||||
 Innovative and agile frameworks, systems and standards that are globally competitive. |
Developed the 4th National Lottery licence strategy. | 4th National Lottery licence successfully awarded and operational with seamless transition. | The NLC derives its revenue from a
percentage of the sale of lottery tickets. This includes funds for the operating costs of
the entity and this target remains critical for ensuring the sustainability of the
organisation.
The licence of the current National Lottery operator expires in May 2023. Work on the 4th licence commenced and the strategy was completed in quarter three and submitted to the Executive Authority. The NLC awaits confirmation to proceed with the next phase of awarding the 4th National Lottery licence. |
|||||||||||||||
| Identify and implement independent monitoring tool/s for regulatory activities. | Tools/mechanisms used for regulatory oversight that match the technological advancements in the lottery industry. | In keeping with the outcome of innovation and agility as well as the concept of 4IR, interventions in this area included the automation of Regulatory Compliance functions with an emphasis on Lotteries Enforcement. Statistical Software as well as media monitoring will assist with data management of society lottery cases and identified lottery schemes respectively. | ||||||||||||||||
| Deliver a strategy for maximising returns to good causes. | The net proceeds of the lottery/sports pool tickets are as large as possible to optimise the impact for good causes. | Thorough research was undertaken to
investigate potential alternate revenue streams that the NLC could explore to maximise
revenue for good causes. This was conducted by examining international literature and
experiences, as well as considering existing South African lottery research to provide a
framework. Three possible avenues emanated, which included:
The NLC will be pursuing the second and third listed approaches to ensure that the net proceeds of the lottery/sports pool tickets are as large as possible to optimise the impact on good causes. |
||||||||||||||||
| Obtain a Level 6 B-BBEE score. | Ensuring holistic organisational compliance. | The NLC obtained a B-BBEE level 5. Interventions in the form of the Enterprise Supplier Development programmes remain integral as well as employee experiential training. Skills development of beneficiaries further plays a significant role in ensuring we uplift and transform designated groups. | ||||||||||||||||
 Safe and sustainable lotteries and |
Implement the National Lottery monitoring matrix. | The National Lottery is conducted with all due propriety to reinforce its integrity and to maintain participant trust. | Regulatory Compliance is the cornerstone of the NLC with the primary mandate of the organisation being a regulator. This is executed by focusing on regulating and monitoring compliance and performance of the operator in line with the Licence Agreement. | |||||||||||||||
| Implement the sports pool monitoring matrix. | Sport pools are conducted with all due propriety to reinforce their integrity and to maintain participant trust. | Regulatory Compliance is the cornerstone of the NLC with the primary mandate of the organisation being a regulator. This is executed by focusing on regulating and monitoring compliance and performance of the sports pools operator in line with the Licence Agreement. | ||||||||||||||||
| Develop and implement the Enforcement Policy in relation to the National Lottery. | The National Lottery is conducted with all due propriety to reinforce its integrity and to maintain participant trust. | During the year under review, the National Lottery Enforcement Policy was developed and implemented. The primary aim of the policy is to provide guidance in terms of cases where non-compliance from the National Lottery and sports pools operator has been noted. The implementation of the policy is continuous and central to ensuring that the National Lottery is conducted with all due propriety, integrity and trust. | ||||||||||||||||
| Develop the Responsible Play and Complaints Resolution Strategy. | The interests of every participant in the National Lottery/sports pools is adequately protected. | One of the NLC’s legislative mandates as outlined in the Lotteries Act, as amended, is that of participant protection. This stipulates that the interest of every participant in the National Lottery must be adequately protected. The Complaints Resolution Strategy is a document that provides mechanisms for alternate dispute resolution with the focus on how complaints from players should be handled should they be aggrieved with the service they have received from either a retailer or the operator, after having exhausted the operator’s complaints handling procedures. | ||||||||||||||||
| Number of retailer inspections conducted nationally. | Ensuring that the integrity of the National Lottery is maintained and that the net proceeds of the lottery/sports pool tickets are as large as possible to optimise the impact on good causes. | A retailer refers to those vendors who operate terminals to sell lottery tickets. Retailer inspections are conducted to ensure that the integrity of the National Lottery and sports pools is maintained. Apart from verifying the physical existence of the terminal at the retailer, the inspection includes the availability of the retailer manual and awareness by retailers of compliance requirements. These include limits set for ticket sales, not selling tickets to underage players and procedures to be followed when paying out prizes. During the year under review, the Regulatory Compliance Division was able to conduct 654 retailer inspections nationally. | ||||||||||||||||
| Percentage of investigations on reported and identified lottery schemes. | Protecting the interests and preventing harm to participants. | The comprehensive “Impact of Illegal Lotteries” (2016) study documented the proliferation of illegal lotteries in the country. It included an analysis of totalisators offering sports pools, Fafi, bookmakers offering fixed odds bets on the outcome of a lottery, some promotional competitions, bets placed on international lotteries and lottery scams. According to the study, the amount typically lost to the economy equates to R6 billion per annum. As part of our enforcement mandate, we identify various schemes that are advertised requiring public participation. It is only through detailed legal analysis that we are able to ascertain whether or not such schemes can be deemed lotteries, and, if so, whether they are permissible in terms of the Lotteries Act, as amended, or are conducted without prior approval, which would render them illegal. For the year under review, the NLC committed to investigating 100% of all reported and identified illegal schemes to ensure that the NLC fulfils its role of preventing harm to participants. The target continues into the new financial year. | ||||||||||||||||
 A sustainable and impactful civil society sector. |
A minimum of 90% of funding allocated to identified priority areas. | Ability to measure NLC’s impact in line with pre-determined and results-based outcomes. | The identification of priority areas
to be funded before the commencement of a funding cycle in each year has become standard
practice for the NLC. These funding areas are informed by research. The purpose of measuring
such an indicator is to ensure impact of NLC’s pre-determined outcomes and to provide
meaningful analysis on funding trends as indicated in the report.
|
|||||||||||||||
| Alignment of the approved grant funding model. | Funding model aligned with the developmental needs of the country. | In keeping with the goal of ensuring a capable state, the NLC values service excellence and is constantly innovating to provide the best possible grant making solutions for society at large. We aim to provide a level of service that is of a high quality, is target- based and meets the expectations of all stakeholders. The review of the grant funding model was undertaken to determine how to streamline the funding process and eradicate unnecessary bureaucracy in the system. Notwithstanding legislative impediments to improvements, the identified changes were aligned to ensure efficiency. The new financial period will herald in the implementation of the enhanced model. | ||||||||||||||||
| Conduct 1 400 monitoring and evaluation site visits. | Ability to measure the NLC’s impact in line with pre-determined and research-based outcomes. | One of the primary purposes of monitoring and evaluation within the NLC is to measure the impact of NLC’s funding. Since its inception, it has conducted approximately 9 000 monitoring site visits. These reports provide a wealth of data, including that of job creation, skills development and the number of primary and secondary beneficiaries reached by project funding. For the year under review, the NLC adopted an innovative approach of conducting visits virtually to measure the impact of NLC’s funding considering the risks that Covid-19 posed to both NLC employees and beneficiaries. | ||||||||||||||||
| Number of funding agents registered and accredited. | Job creation and sustainability. | The Independent Grant Funding Agent is premised on the following principles:
|
||||||||||||||||
« Previous Next »