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National Lotteries Board

National Lotteries Board. Presentation to Portfolio Committee on Arts & Culture. Presentation Outline. Regulatory Framework Governance Structure Functions of the Board Functions of the Distributing Agencies Strategic Objectives of the NLB Strategic Objectives of ACENH Funding

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National Lotteries Board

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  1. National Lotteries Board Presentation to Portfolio Committee on Arts & Culture

  2. Presentation Outline • Regulatory Framework • Governance Structure • Functions of the Board • Functions of the Distributing Agencies • Strategic Objectives of the NLB • Strategic Objectives of ACENH Funding • Beneficiary Categories • Strategic Focus • Interventions: Equitable Distribution • Impact of Funding • Allocations per Province & Sector • Questions/Discussions

  3. Regulatory Framework • The National Lotteries Act establishes the National Lotteries Board • Sets up the process for awarding the licence • Establishes the National Lottery Distribution Trust Fund (NLDTF) • Sets up the process of Distribution • Sets up process for Monitoring & Regulating • Private & Society Lotteries • Promotional Competitions

  4. Governance..Structure NGOs CBOs Applications REGULATOR Monitors activities through Licence NLB Central Applications Office Gidani NLDTF Weekly transfer Operates the National Lottery 5% 28% 0% 45% 22% DA Art & Culture DA Charities DA Sport DA RDP DA Misc

  5. Functions of the Board • Advise the Minister • on the issuing of Licence/s • on the percentages allocated to good causes • on the efficacy of Legislation related to Lotteries • Protection of Players • Maximize proceeds to good causes • Administer NLDTF • Monitor & Regulate Other Lotteries • Manage the Central Applications Office

  6. Functions of Distributing Agencies • Appointed by the Minister of Trade & Industry for a period of 5 yrs • Develop criteria and guidelines for allocation of funding as directed by the Minister • Adjudicate applications for funding • Review project progress-and site visit reports

  7. Strategic Objectives of the NLB • Improve effectiveness of funding from the NLDTF • Strengthen Compliance and Regulation • Explore Alternative Revenue Streams for NLDTF • Improve the Image and Publicity of the Board and NLDTF • Improve Governance

  8. Strategic Objectives of ACENHDA • support for initiatives designed to protect and promote traditional knowledge and cultural expressions • promotional work of arts and craft , literature, theatre, music , dance and festivals. • development and preservation of cultural heritage and environment.

  9. Beneficiary Categories • NGO’s • Section 21 Companies • Non-Profit Trusts • PBO’s / CBO’s • Universities • Parastatals • Municipalities • Schools

  10. Strategic Focus • Disabled people and women: the sector has identified this as a major area that needs funding, given inter alia the fact that women and the disabled have contributed in the sector equally as their counterparts over the past few years • Equitable distribution: Attempts to ensure 50/50 rural/urban split have been intensified-hampered by large number of non-compliant applications in rural areas

  11. Interventions to foster equitable distribution • National Road shows [capacity building workshops] • Regional Offices roll-out • Partnerships • New Regulations published in July 2010 which prescribes minimum allocation of 50% to identified priority areas [with big emphasis on rural areas]

  12. Impact of Funding • Total allocation to date for 2010/2011: R766,941,172.94 • Disbursed to date (2010-2011) : R875,330,444.79 • Most of the funding still goes to what was previously known as the hubs of Arts and Culture as Gauteng, Western Cape and KZN. • With the latest NLDTF regulations of 20 July 2010 the DA is putting more effort to fund provinces with less allocations • Legacy project for 2010 FIFA World Cup have been funded up to R166,960,959.77 for projects within the Sector

  13. Allocations: 1Apr ‘10- 3 Feb ‘11

  14. Challenges..distribution of funds • Equitable distribution • First come, First served [adjudication] • High decline rate • Lack of/Inadequate impact measurement • Operational model • Turnaround times

  15. QUESTIONS/DISCUSSION

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