BuSiNeSS PlAN - California Lottery

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1.6 Organizational Structureof the LotteryThe CSL is organized into the following six divisions which report to theDirector: Executive, Finance and Administration, Corporate Communications,Security and Law Enforcement, Information Technology Services, andSales & Marketing (see Figure 2.6).The CSL is currently staffed with 620 permanent budgeted positions,and includes a headquarters facility, nine district offices and the Southernand Northern Ticket Distribution Centers. Approximately 380 employeeswork at headquarters and 240 employees work in the field locations.Figure 1.6 – California Lottery Organizational ChartCALIFORNIA STATE LOTTERYCOMMISSIONExecutive DivisionDirectorChief Deputy DirectorSpecial ProjectsLegal /ContractServices OfficeInternal AuditsOfficeBusiness PlanningOfficeLeg/EducationOfficeProduct Dev.OfficeFinance & AdministrationDivisionDeputy Director’s OfficeCorporate CommunicationsDivisionDeputy Director’s OfficeSecurity & Law EnforcementDivisionDeputy Director’s OfficeInformation TechnologyServices DivisionDeputy Director’s OfficeSales & Marketing DivisionDeputy Director’s OfficeFinanceDepartmentCorporateProductions &Customer ServiceField OperationsDepartmentPlanning OfficeSales DepartmentHuman ResourcesDepartmentPublic RelationsOfficeHeadquarter’sOperationsDepartmentProgramManagementOfficeMarketingDepartmentBusiness/FacilitiesServicesDepartmentAdministativeServices OfficeClaims & PlayerServicesDepartmentGaming ApplicationManagementOfficeApplicationServicesDepartmentInfrastructureDepartmentClient ServiceDepartmentCalifornia Lottery 2007–2010 Business Plan – 17 –
Description of Lottery CommissionThe Lottery Commission, whose members are appointed by the Governor,is charged with the authority and responsibility to oversee the Lottery and toensure its integrity, security, and fairness. The Commission meets at leastonce a quarter and the meetings are open to the public.Description of Organizational DivisionsExecutive DivisionThe Executive Division is responsible for directing, managing and administeringthe CSL under the provisions of the Lottery Act. The Executive Division iscomprised of seven offices which have different organizational responsibilitiesincluding special projects, legislation, outreach legal services, auditing, businessplanning, and product development.Finance and Administration DivisionThe Finance and Administration Division is responsible for conducting thefinancial, accounting, budgetary, personnel, training, and facilities managementactivities of the CSL. The Finance and Administration Division is comprised offour departments: Finance, Human Resources, Business and Facilities Services,and Claims and Player Services.Corporate Communications DivisionThe Corporate Communications Division manages external communicationsactivities on behalf of the Director and the Lottery Commission. This Divisionprovides the media, education community, and general public with accurateinformation on the CSL and its activities. This Division also provides varioustypes of information in response to routine requests from the public.Security and Law Enforcement DivisionThe Lottery Act requires that a Director for Security and Law Enforcement beappointed by the Governor and charged with the responsibility for assuring theintegrity, honesty and fairness of the operation and administration of the CSL. TheSecurity and Law Enforcement Division is comprised of two departments, FieldOperations and Headquarters Operations. Staff is located both at Sacramentoheadquarters and at the nine district offices throughout California.Information Technology Services DivisionThe Information Technology Services Division (ITSD) provides all informationtechnology services for the CSL. This includes servicing and maintaining computerapplications, desktop and laptop computers, printers, telephones, and otherrelated technology tools. ITSD works closely with all CSL divisions to identifyopportunities to use technology to improve operations.– 18 –California Lottery 2007–2010 Business Plan
Page 3: CommissionersJOHN MASS, of Los Ange
Page 6 and 7: Introduction
Page 8 and 9: IntroductionIn order to fulfill the
Page 10: focus on huge jackpots and more foc
Page 14 and 15: Figure 1.2 - 2004-05 K-12 Percent o
Page 16 and 17: 1.1% General Operating ExpensesGene
Page 18 and 19: SupermarketsAlthough supermarkets h
Page 20 and 21: handles all Spanish language advert
Page 22 and 23: Fantasy 5Value Proposition: The bet
Page 26 and 27: ITSD consists of four offices and t
Page 30 and 31: Integrity,Security,Honesty,and Fair
Page 32: The CSL not only employsinternal au
Page 35 and 36: Since its inception, the CSL has wo
Page 37 and 38: Last year, the California Problem G
Page 39 and 40: Marketanalysis
Page 41 and 42: EthnicityThe following charts show
Page 43 and 44: GenderThe household incomeof past m
Page 45 and 46: 3.2 Consumer ProductSales Compariso
Page 47 and 48: Technology TrendsAll of these techn
Page 49 and 50: are large, to maintain sales in lot
Page 51 and 52: IntroductionIn FY 05/06, the CSL re
Page 53 and 54: Figure 4.2 is a list of some of the
Page 55 and 56: Figure 4.4 - Overall PRIZE PAYOUTS
Page 57 and 58: Figure 4.5 shows that in terms of p
Page 59 and 60: Raffle GamesRaffle-style games are
Page 61 and 62: Pursuant to section 8880.64 of the
Page 63 and 64: Fig. 5.12 CSL Scratchers Game Growt
Page 65 and 66: As shown in Figure 5.13, the lotter
Page 67 and 68: Fig. 5.15 Sales per RetailerFigure
Page 69 and 70: etailers with special “Check-a-Ti
Page 71 and 72: Gaming System ComplexityThe CSL’s
Page 73 and 74: Fig. 5.19 Budgeted Per Capita Adver
Page 75 and 76:
There is an opportunity to reverse
Page 77:
Public Relations and OutreachOur fr
Page 80 and 81:
Ticket Dispenser RestrictionsThe re
Page 82 and 83:
IntroductionA careful analysis of o
Page 84 and 85:
Unfortunately, increasing jackpot s
Page 86 and 87:
Key StrategicInitiatives
Page 88 and 89:
Shift the Jackpot ParadigmOur strat
Page 90 and 91:
12. Recruit Non-traditional Retaile
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www.calottery.com600 North 10th Str
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BuSiNeSS PlAN - California Lottery

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