CSR PRESENTATION AT

NATIONAL LOTTERY AUTHORITY

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NLA - established in 2006

Act of Parliament Act 722 Operationalised - LI 1948

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OBJECTS OF NATIONAL LOTTO

• National Lotto shall be conducted for the purpose of raising revenue for the nation and for other purposes stated in this Act.

• There shall be conducted as part of the operation of National Lotto, a lottery with the object of providing care and protection for the physically or mentally afflicted, the needy, the aged, orphans and destitute children.

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FORMATION AND OBJECTIVE OF SPECIAL PROJECT DIRECTORATE

The Special Projects Directorate was established to drive the Corporate Social Responsibility Agenda of NLA which is aimed at working towards capturing the economic benefits of lottery for society.04/18/23 4

VISION - A sustainable world where everyone enjoys an excellent quality of life.

MISSION - To improve the quality of life in communities where NLA operates by innovative and effective socio-economic interventions

END STATE - Improved customer satisfaction, improved brand visibility and product acceptability, improved sales, improved reputation and motivated staff to increase productivity

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CORE AREAS FOR NLA CSR AGENDA

• Education, Heritage & Culture

• Health & Sanitation

• Environmental & Social Impact

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BROAD OBJECTIVE IN NEXT THREE YEARS• General Health, Eye and Dental screenings in

Lotto Hotspots/deprived areas, provision of equipment etc.

• Supporting Rural/Cottage Industry, Provision of Boreholes, Street lights, Building/Renovation of Schools, Libraries, Community Centres, Promoting Heritage/Culture and Sponsorship of the Youth in deprived areas to acquire skills/trade.

•  Tree planting, Leisure parks and Sanitation.04/18/23 7

OBJECTIVES IN THE NEXT THREE YEARS• Education – Construct nine basic schools across the

country – (3 schools/year, GHC250,000/one, 3 locations – U/West, Northern, B/Ahafo)

• Cultural Heritage – Sponsor 10 cultural festivals programmes per year in each of the 10 regions. (GHC 10,000.00/region)

• Sponsor 10 Quick Impact projects per year in each of the regions. (GHC 20,000.00/region)

• Drill 30 boreholes across the country this year -(GHC 20,000.00/one @ three per region)04/18/23 8

OBJECTIVES IN THE NEXT THREE YEARS• Medical Equipment/Sponsorship to cover 4 Health

institutions per year and outreach programmes (GHC 50,000/quarter).

• Contingency - walk-in projects and donations. (Project EXCO & BOD to be approved by DG request – GHC 25,000/quarter)

• NLA – Staff Collaboration (Staff & family bonding activities – GHC 25,000.00/quarter)

• Quarterly and Year-end CSR Media Publication – to showcase and profile our CSR activities for the year @ GHC 30,000/year04/18/23 9

KEY PERFORMANCE INDICATORS• Completion and media publication and report of 3

classroom blocks at afore-mentioned areas

• Report & media publication of festival/cultural activity each in all the ten regions

• Completion and media publication and report of at least 7 quick impact activity in all the ten regions

• Sinking and handing over of 3 boreholes valued at GHC 60,000.00/region in each region in Ghana

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KEY PERFORMANCE INDICATORS• Four Hospitals/Initiatives sponsored in a year,

one per each quarter

• Four activities valued at twenty-five thousand cedis per each quarter

• Maximum of 5 activities valued at a total of GHC 100,000.00 Sponsored in a year

• Four major publications, a 15 min documentary and a CSR brochure

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 PROCEDURE FOR

ASSISTANCE1. Letter-request addressed to either the Director

General2. Proposal, to include the following;

Rationale/Justification, Objectives, Area of Coverage with Estimated Number of Beneficiaries, Date of Implementation and Budgetary Requirements

3. Additional Requirements for NGOs – Registration Documents with Articles of Incorporation and Bye-laws.

4. In the case of Schools/boreholes etc, seek assistance of Regional/Local Authorities to confirm need-area and to ensure proper acquisition and release of land and the running/maintenance of the project can be sustained after handing over.

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CHALLENGESOrganisation: •Viewed as Philanthropy but not business venture •All communities/institutions want sponsorship but funding is scarce.•Budget for project as against actual costs

Community:•wrong baseline study – affects true beneficiaries •skewed recipients

Employees:•See CSR as unwarranted organisational expenditure but not a business venture to the detriment of employee welfare,

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CONCLUSION•Improved customer satisfaction & loyalty

•Improved brand visibility & product acceptability

•Improved sales, motivated employees

•Improved reputation, reduced business cost

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