Corporate Social Review Magazine 1st Quarter 2013 | Page 59
Province
Workshops
Attendance
Free State
19
1 896
Gauteng
6
1 630
Kwa-Zulu Natal
5
489
Limpopo
10
1 054
Mpumalanga
4
213
North West
7
769
Northern Cape
18
497
Western Cape
3
165
TOTAL
97
7 722
Eastern Cape
18
1 009
Challenges faced
• A large number of prospective beneficiaries are “noncompliant” and require- extensive pre-compliance
assistance.
• Availability of the required annual financial statements
in particular is a major stumbling block for many small
organisations.
• The Partnership Model is not as successful as expected
since establishing organisations find it difficult to find a
suitable established partner to assist in the application
process.
• There was low attendance in some areas.
• Some workshops were over-subscribed.
• There is a poor perception of the NLB by some stakeholders.
• Many organisations experience capacity challenges with
regards to completing the application forms correctly (even
with assistance); basic project planning and monitoring;
managing contractors; financial planning; and impact
assessment.
• Some sports structures are not adequately established.
• There is an increase in the number of consultants
who charge a commission or large amounts to assist
organisations with applications.
• We should increase the use of alternative information
channels – SMS, community media, SANGONET etc.
• We should consider translating more NLB documents into
local languages for improved access and understanding.
So where are we now?
In the 2012/2013 call for applications, applications for all sectors
more than doubled with the requesting grants of R72 billion far
exceeding the NLDTF budget of R2 billion.
The NLB are due to publish the figures for this financial year as
soon as the current audit is complete.
So where are we going?
The 2013 Stakeholder Indaba focused on:
• To reiterate the National Lotteries Board’s commitment to
work closely with the beneficiaries and various other key
stakeholders.
• To reaffirm the National Lotteries Board’s belief that real
social impact will only materialise if there is buy-in from
stakeholders of key National Lotteries Board programmes.
• To develop an up to date picture of stakeholder realities,
from operating challenges to environmental changes that
influence stakeholder action and the need to develop a
concerted effort to address the challenges in the field.
• To equally share the realities, from a funding perspective,
from the National Lotteries Board perspective.
• To encourage and assist stakeholder sustainability, from
resources to governance to embracing values, norms and
standards for funding in South Africa.
• To influence stakeholder programmes in a direction that is
aligned with key national priorities such as job creation, in
particular youth employment.
• To recognise beneficiaries who are complying with
corporate governance.
Lessons Learnt
• The interaction with the various stakeholders across the
country has had a positive effect on the NLB’s image,
visibility, and relationship with stakeholders.
• Better communication was achieved through the ‘outreach’
process and the NLB must continue to interact with
stakeholders in this positive and interactive manner.
• Staff welcomed the opportunity to be out in the field
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