NATIONAL INDABA 2015

Breakaway 1: Leveraging on the NLC’s brand equity as a regulator and funder for

good causes

Key themes

• The NLC underwent a recent rebranding exercise, with the name changing to the National Lotteries Commission. The rebranding of NLC also meant repositioning the brand to better deliver on their mandate.

• Definition of brand:– A company’s/ organization’s most strategic asset;– Speaks to brand promise;– External face of the business strategy (with the latter being the brand

architecture).• It is imperative for the NLC to place a strong focus on changing the poor/ negative

image of the organization, both internally and externally, and to increase brand visibility.

• The NLC needs to re-position itself to shift the negative perceptions that exist among the public in terms of the organization itself – with emphasis to be placed on building accountability and raising public confidence.

Key themes

• In terms of the NLC’s logo:– When beneficiaries make use of the NLC’s logo to show that they are in

partnership, both the NLC and those beneficiaries who are affiliated with them should feel a sense of pride.

– There is a sense that when beneficiaries use the NLC logo, this brings a positive response and opens many doors.

• NLC rebranding and repositioning: – Re-positioning the NLC will be a long journey. A benchmarking exercise needs to be

undertaken against other brands.– During the perception survey conducted in 2014, it was established that the

majority of the participants were happy with the Indabas being hosted. Going forward, Indabas need to be retained as one of the platforms for engagement.

– Some key elements to support brand positioning of the NLC:• Service delivery;• Establishing offices in every provinces;• Quicker turnaround time.

Key themes

• Value statement and repositioning:– The NLC needs to steer the brand away from an image of a corrupt organisation –

e.g. via embarking on an education and awareness drive with all stakeholders.– Enhanced and improved two-way communication between the NLC and all its

stakeholders is key – with the absence of comprehensive communication resulting in various challenges (e.g. delays in providing feedback to applicants; mis-communication).

– There is a need to entrench a ‘brand culture’ within the NLC and its beneficiaries – with focus on key elements such integrity, transparency, performance excellence, service-delivery excellence and social excellence.

– Ongoing and continuous interaction between all stakeholders is needed to ‘keep the conversation going’ (beyond the Indaba), and to reduce frequent challenges faced.

– The manner in which requests for funding are handled needs to be revisited to ensure a better flow of the process and to avoid delays in responding to applications. This also speaks to improving levels of efficiency within the organization.

Key themes

• Marketing and branding:– NLC needs to focus on converting employees and key stakeholders into brand

ambassadors – with this exercise needing to start within the organisation.– The service offering by the NLC is unique – but the organisation’s unique selling

points need to be defined. The organisation needs to be known as both a funder and a key driver of social transformation processes.

– During the ‘Marketing and Branding’ exercise, focus needs to be placed on building sustainable partnerships with its stakeholders – with this being key to positioning the organisation as professional and trustworthy.

– The issue of accessibility has greatly improved since the establishment of eight provincial offices, however, the issue of lack of accessibility can be further improved once additional provincial offices have been set up.

– The introduction of new points of contacts to enhance the communication platforms (i.e. Facebook, Twitter and Instagram) will ensure a wider reach.

Resolutions arising from the National Indaba 2015

• We hereby resolve to:– Improve communications on and visibility of the amended regulations, the new

brand and what it stands for.– Develop a strategy that will entrench the NLC values and grow trust and

integrity amongst the beneficiaries and stakeholders.– Demonstrate openness to gain public trust and confidence, with this being

critical as we are a public entity.– Be more inclusive in engaging with people from the different provinces and

geographical areas (including rural and urban areas).– Improving service delivery and turn around times through enhancing

technology (by allowing for online submission and tracking of applications) and through the appointment of full-time Distributing Agencies.

– Participate in supporting public campaigns on important social issues like alcohol abuse, women and child abuse, supporting disabled week, cancer, etc. This means the NLC must become not only a funder but also an activist for the causes funded.

Resolutions arising from the National Indaba 2015

• We hereby resolve to:– Development of a knowledge management system that would collect, record ,

store and share best practices on unique projects and initiatives funded. This would enable for peer learning and creating a platform to share and benchmark with the various sectors and sub-sectors. This would contribute to continuous and life-long learning in the NPO sector.