BuSiNeSS PlAN - California Lottery

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Day-to-day decision making within the CSL is a foundation of our socialresponsibility. We have an obligation as internal stakeholders to act withintegrity at all times. All employees are ambassadors of the organizationto those outside of the CSL and must provide positive examples for thosethey interact with. Every action must be considered in the context of thewhole organization.To that end, the CSL will continue to require ethics and sexual harassmenttraining of all staff. The CSL will continue our efforts to increasecommunication between management and staff and will work to createa mechanism for any employee to voice concerns or ideas confidentially.Employee recognition efforts will be expanded to acknowledge employeeswho go above and beyond to promote the integrity of our products.IntegrityFundamental to our success is our relationship with our customers. Wecontinually strive to offer fun and entertaining products within a fair andsecure framework. We recently introduced “Check-A-Ticket” devicesthat allow customers to scan their own tickets to determine not only ifthe ticket is a winner, but also the amount won. We are also developinga consumer protection website to help players and retailers find theresources they need to ensure a safe and enjoyable gaming experience.We strive to market our products responsibly in a manner that targetsthose over the age of 18. Recently, we began a program to ensure thatour retailers are not selling lottery products to minors. We will expandthis program statewide during the coming fiscal year.Good Community PartnersWhile customers and retail partners are our most obviousstakeholders, we feel a responsibility to reach out andcreate dynamic relationships with local communities,philanthropic organizations, elected officials andcommunity leaders. Given the reach of the CSL andits objective of providing an entertaining way to createsupplemental revenue for public education, we workdaily to expand the knowledge of the CSL, its people,and its products in every community we touch.– 26 –This lucky office pool won a $72 million jackpot10 years after starting their player group. The groupleader bought the winning ticket at Sacramento’slucky retailer Lichine’s Liquor and Deli.We hope to instill a sense of ownership in our missionwith our staff, vendors, retailers, and neighbors. Wehave a sense of pride in our state and work to balancebusiness and community.California Lottery 2007–2010 Business Plan
Since its inception, the CSL has worked to be a good community partnerwhether through sponsorships or staff volunteering their time. Lotteryproducts are available in nearly every community in the state, but ourrelationship with the community must extend beyond the next excitinggame. Our staff and retailers live and work in these communities and havea vested interest in the community as a whole. Lottery staff volunteer theirtime as individuals and as an organization. We mentor, we walk, we buildand we raise funds for the causes that are important to our communities.Last year, CSL staff alone raised over $15,000 for the State’s United Waycampaign. In the coming year, we will challenge ourselves again as weparticipate in the California State Employees Charitable Campaign andCalifornia State Employees Food Drive. Additionally, we hope to createa mechanism for CSL employees to log their volunteer hours in orderto better acknowledge the staff who give their time in the community.The CSL also helps ensure that winners meet their financial obligations.The CSL participates in a program that checks Franchise Tax Board andState Controller’s Office databases to confirm that winners of $600 ormore have no unpaid child support, alimony, taxes, or state or local fees.A Partner in ConservationWe recently introduced“Check-A-Ticket” devicesthat allow customers toscan their own tickets todetermine not only if theticket is a winner, but alsothe amount won.The CSL is a partner in the environmental efforts of the state. While muchof our infrastructure and day-to-day activities are performed electronically,we constantly assess avenues where we can improve. Recently, the CSLhas identified areas where paper forms are being used for functions that canbe effectively performed electronically. The CSL is moving toward streamliningmany of its functions in order to be a more responsible environmental partner.Much of the environmental effects of the CSL’s business occurs at bothends of the supply chain with our retail partners and our customers.Legislative restrictions regarding the delivery of our games effectively requirethat we use paper tickets. We will continue to seek opportunities to createalternative forms of responsible gaming. While gaming generates waste inthe forms of play slips, promotional or information materials, Scratcherstickets, and terminal receipts, the CSL makes every effort to print theseusing recyclable materials and encourages our end users to recycle.Additionally, our field offices and headquarters facility participate in a recyclingprogram. We believe there are additional ways the CSL can be a partner inimproving the environment and will continue to work with our partner stateagencies, retailers, and vendors to minimize waste in the state.We look forward to growing our social responsibility program in the comingyears and continuing to maintain an open dialogue about our ongoingefforts and future plans.California Lottery 2007–2010 Business Plan – 27 –
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 24 and 25: 1.6 Organizational Structureof the
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 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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