2. NLA - established in 2006
Act of Parliament Act 722
Operationalised - LI 1948
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3. 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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4. 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.
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5. 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 productivity08/05/15 5
6. CORE AREAS FOR NLA CSR AGENDA
• Education, Heritage & Culture
• Health & Sanitation
• Environmental & Social Impact
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7. 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.08/05/15 7
8. 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)
08/05/15 8
9. 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/year08/05/15 9
10. 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
08/05/15 10
11. 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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12.
PROCEDURE FOR ASSISTANCE
1. Letter-request addressed to either the Director
General
2. 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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13. CHALLENGES
Organisation:
•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,
08/05/15 13
