BuSiNeSS PlAN - California Lottery

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Figure Fig. 4.17 5.17 – General General Administrative administrative Costs as a Percentage costs of Total Revenueas a Fiscal percentage Years 1985–86 of total through revenue 2005–6Fiscal year 1985–86 thruough 2005–06Current CSL staffing isabout half of what it was in1989. In 2006–07, the CSLcut 30 positions–from650 to 620 positions.Percent of Total Revenue20%18%16%14%12%10%8%6%4%2%0%Staffing Levels85-8686-8787-8888-8989-9090-9191-9292-9393-9494-95Fiscal YearCurrent CSL staffing is about half of what it was in 1989. In 2006-07, theCSL cut 30 positions – from 650 to 620 positions.95-9696-9797-9898-9999-0000-0101-0202-0303-0404-0505-06Figure 4.18 shows the numbers of CSL authorized positions since 1986-87.Fig. 5.18 Number of Personnel per Fiscal yearFigure 4.18 – Number of personnel per fiscal year1220117011201070102097092087082077072067062057052086-8787-8888-8989-9090-9191-9292-9393-9494-9595-9696-97Fiscal Year97-9898-9999-0000-0101-0202-0303-0404-0505-0606-07– 60 –California Lottery 2007–2010 Business Plan
Gaming System ComplexityThe CSL’s gaming system is very efficient in virtually all respects, withthe exception being the computer applications environment. The CSLcurrently has four different computer domains that require separatelogons, and the interfaces among these different domains can posesome operational challenges. At the present time, about one-half of theapplications that CSL staff use have web-enabled interfaces while mostof the balance of the applications have Windows server interfaces.The implications of this somewhat fragmented environment are thatsystem programming changes take longer and are more expensive thanwould be the case in a consolidated environment, and there is a certaindegree of staffing inefficiency as staff often must move from one computerenvironment to another to perform their daily job duties.Migration to a newer,more consolidated gamingsystem environment wouldreduce programming bugs,and make new programmingmore efficient and timely.The CSL’s preference would be for all applications used by employeesto have web-enabled interfaces. Migration to a newer, more consolidatedgaming system environment would reduce programming bugs, andmake new programming more efficient and timely.Outdated Back Office Systems and Business RulesThe CSL’s back office systems include the automated financial systemsthat are in use by the Finance and Administration Division. Organizationalfunctions supported by these systems include procurements, generalaccounting, financial statement preparation, and investments management.In addition to these systems, CSL staff use some older generation systemsfor human resources activities, law enforcement investigations, andemployee/contractor background investigations.While the back office financial systems are functionally adequate for theCSL’s traditional business model, the interfaces between these systemsand GTECH’s gaming system are relatively poor, and it is not unusual forstaff to manually key gaming system data into Microsoft Excel spreadsheets for various financial applications. These manual processes increasethe chances for error and, in a number of cases, there are automationopportunities that would reduce costs and increase efficiency.In addition to in-house computer system weaknesses, the CSL has anumber of business rules which are due for reassessment. A businessrule is defined as a policy for how a certain business process or functionshould be handled and, in the vast majority of cases, these businessrules have remained unchanged for a decade or more. As we recentlyCalifornia Lottery 2007–2010 Business Plan – 61 –
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CommissionersJOHN MASS, of Los Ange
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Introduction
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IntroductionIn order to fulfill the
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focus on huge jackpots and more foc
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Figure 1.2 - 2004-05 K-12 Percent o
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1.1% General Operating ExpensesGene
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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 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: etailers with special “Check-a-Ti
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
Page 92: www.calottery.com600 North 10th Str
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