The National Lottery of Côte d’Ivoire (LONACI) launched a strategic initiative at Assoyam Beach in Grand-Bassam to develop the Annual Work Plan and Budget (AWPB) for 2026-2030, with a long-term outlook for 2035.

This planning exercise will engage key stakeholders, including the General Management, directors, department heads, regional agencies, the LONACI Foundation, and the Awalé Mutual Society, until December 4.

Opening the meeting, Managing Director Mr. Dramane Coulibaly emphasized the importance of anticipating sector changes and enhancing the overall performance of the organization. He stated that this new planning cycle aims to consolidate achievements, accelerate innovations, continuously improve governance, and strengthen LONACI’s social impact on the community.

According to Coulibaly, the period from 2026 to 2030 is a critical strategic step. He asserted, “LONACI must remain proactive, modern, and rigorous in its management to preserve public confidence and adapt to market transformations. Our vision for 2035 is clear: to position LONACI as a regional leader for local authorities.”

The Head of the Autonomous Department of Planning and Monitoring and Evaluation shared the methodological guidelines that will steer the development of the AWPB 2026-2030. Key points included more accurate and aligned performance indicators, harmonized feedback from directorates and regional offices, enhanced monitoring tools for better AWPB implementation, and increased coordination among all entities.

She stressed that the success of the AWPB relies on the company’s ability to measure, adjust, and continuously improve its actions to fulfill the requirements of the Performance Contract.

The Marketing Director outlined the priorities that will guide his department’s actions over the next few years, including launching products tailored to player expectations, implementing technological innovations to modernize the customer experience, strengthening digital services, intensifying territorial presence, and redesigning communication strategies to reach new audiences. He noted that the 2026-2030 period should enable LONACI to offer a more modern, accessible, and attractive array of services while maintaining a high level of responsibility.

The working day featured constructive discussions and thematic workshops, laying the groundwork for a common operational document. Each department left with a consolidated roadmap aligned with the company’s long-term vision.