程阳：佛罗里达州彩票五年规划

Florida Lottery Long-Range Program Plan 

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Current Lottery Operations

 

During FY 2008-09 the Florida Lottery, achieved revenues exceeding $3.9 billion, down slightly from $4.1 billion in Fiscal Year 2007-08. Transfers to the Educational Enhancement Trust Fund for FY 2008-09 were approximately $1.28 billion (unaudited), up 0.11% from the previous year. This marks the seventh consecutive year that transfers to the Educational Enhancement Trust Fund have exceeded $1 billion.

 

The Florida Lottery headquarters is located in Tallahassee, with nine district offices located throughout the state that provide prize payment services to the public, as well as sales and marketing support to a network of approximately 13,200 retailers. The district offices are located in Pensacola, Tallahassee, Jacksonville, Gainesville, Orlando, Tampa, West Palm Beach, Fort Myers and Miami. (Figure 1)

 

F01

 

During the last eight years, the Florida Lottery has continued to add more retailers to its network and games to its product line without increasing the level of staffing.

 

Table 1 represents a comparative statement of income and expenses for the last five fiscal years. As shown, total revenues have increased in the last five years from $3.48 billion to $3.96 billion (14%). The Lottery’s contributions to public education have increased from $1.10 billion to approximately $1.28 billion (16%) during this same period. These increases are even more impressive in light of the fact that the Lottery’s operating costs, expressed as a percentage of revenue, have decreased over time, from 2.04% in FY 2004-05 to 1.84% in FY 2008-09. In this document, operating costs include only those costs that are administratively tied to the operations of the Lottery, and do not include those costs that correlate to sales volume, such as payments to On-line and Scratch-Off ticket vendors, retailer commissions, or prizes.

 

T01

 

The contribution to the Educational Enhancement Trust Fund per Lottery employee continued to increase each year even though human resources have decreased slightly over time.

 

Over the past five years, overall revenue growth has averaged 5.4% per year. Table 2 provides an illustration of sales by product for the five recent fiscal years. As shown, Scratch-Off ticket sales have increased 11.83% over the period, and On-line ticket sales have increased 15.24%. With the introduction of POWERBALL in January 2009, Scratch-Off ticket sales declined by 12.91% while On-line ticket sales show an increase of 3.77%.

 

T02

 

The Lottery is pursuing a comprehensive and aggressive strategy to out-perform the projections of the Revenue Estimating Conference (REC) with regard to sales and EETF revenue. For FY 2009-10, the REC has forecasted Scratch-Off ticket sales to decrease by 3.86%, and On-line sales are projected to decrease less than 1%.

 

Florida Lottery game sales have been showing declines when compared to prior years since early 2008. The fluctuation of gasoline prices and the resulting drop in available funds for discretionary spending in products like lottery tickets seem to be the key factors for the declines; however, other economic conditions, most notably the rise in home foreclosures, the credit crisis and the increase in grocery prices, are also likely contributors. So far this fiscal year, Lottery sales are down 2.86% from a year ago.

 

Given Florida’s growing demand for education funding (the class-size constitutional amendment and Bright Futures scholarships are but two examples), policy makers recently found themselves needing to supplement the Educational Enhancement Trust Fund for revenues that were previously anticipated from the Lottery. A repeat of this scenario is obviously not acceptable, Page 14 of 36

 

and all of our efforts at the Lottery must be directed toward improving the current sales trend.

 

Though attainable, this strategy will not be easy. It should be noted at the onset that nothing outlined within this strategy should be construed as an expansion of lottery gaming. In other words, the Lottery will not be required to request legislative changes beyond the normal budget process. Also, all of the game ideas outlined are considered “traditional” lottery games. The effort to expand the retailer base is aimed simply at bringing Florida to a per capita level comparable to other successful states. As a matter of policy, however, should the Governor and Legislature direct the Lottery to undertake additional initiatives beyond current authority, our efforts will be directed to implement those initiatives in a responsive and responsible manner. It will require a willingness on the part of policy makers to make decisions that heretofore have not been confronted. The Lottery has been fortunate in that, until now, minimal risk was necessary to achieve sizable benefits.

 

Looking Forward

 

As the Florida Lottery looks forward to FY 2010-11 and beyond, it is important to examine and evaluate both the external and the internal environment in which the Lottery operates. In doing this, the Lottery has identified the following strengths, weaknesses, as well as opportunities and threats.

 

★ Strengths 

 

Flexible prize payout authority for both Scratch-Off and On-line games.

 

Gaming system allows for new product and promotion options.

 

On-line gaming contract allows for growth to 20,000 terminals and provides multiple opportunities for new play styles and promotions.

 

Deployment of Instant Ticket Vending Machines (ITVMs) into the marketplace is forecasted to achieve an efficient return on investment.

 

In FY 2008-09, the Lottery negotiated a new contract which provides strategies to enhance its Scratch-Off ticket sales.

 

The addition of the POWERBALL game provides an additional revenue source and increased player enjoyment.

 

Midday draws to CASH3® and PLAY4™ offer player’s two chances daily to play and win.

 

Multiple $20 Scratch-Off games and the first $30 game continue to rank at the top in sales for all Scratch-Off games available.

 

Full scale deployment of the Lottery’s Web site as a marketing tool which include enhancements that have allowed more efficient player interaction.

 

★ Weaknesses 

 

Signs of continued slow growth, which is typical of mature lotteries; however, negative growth has been seen for 18 months.

 

Low market penetration – the Lottery’s retailer-to-population ratio ranks 26 out of 43 domestic lotteries.

 

Current advertising budget limits the ability to maximize marketing frequencies to residents and visitors to Florida over the age of 18.

 

Heavy reliance on the unpredictable jackpot rollovers of its flagship game, FLORIDA LOTTO™, to drive game sales. Although efforts have been made to enhance the game, sales remain relatively flat.

 

Inability to replace aging infrastructure to support basic Lottery operations without receiving specific legislative authority.

 

Reduced retailer Incentive funding impacts the ability to reward top selling retailers.

 

★ Opportunities 

 

Continue to exercise flexibility in setting prize payout percentages for On-line games thereby increasing On-line sales and transfers to the Educational Enhancement Trust Fund.

 

Offer new or enhanced game options for both On-line and Scratch-Off games.

 

The Lottery has the ability to maintain a competitive advantage in the areas of distribution channel management, product development, product positioning, identifying new market opportunities, expanded retailer network, particularly underrepresented minorities.

 

By October 2009, Scratch-Off tickets will be available through 1,000 new Instant Ticket Vending Machines (ITVMs) statewide.

 

Create new strategic alliances focused on increasing sales.

 

Upgrade department operations to use available technology from vendors to allow more player flexibility and higher satisfaction.

 

The Lottery’s patent authority allows the Lottery to apply for and hold patents on unique games or play-styles and could be an additional source of revenue.

 

★ Threats 

 

Inadequate advertising funding.

 

Competition with expanded gambling entities in and around Florida, such as Native American gambling, slot machines, etc.

 

Policy constraints conflict with the legislative intent set forth in subsection 24.102(2)(b), Florida Statutes, limiting the ability of the Florida Lottery to operate “in the manner of an entrepreneurial business enterprise.”

 

The current economic conditions have caused business closings, as well as terminations due to low ticket sales or other financial issues, thus hampering the ability to increase the retailer network to its full potential.

 

Rising investment costs impact jackpot levels and cash management options.

 

Annual authorization to update aging infrastructure including vehicles, technology and physical security needs.

 

Inability to reinvest achieved efficiencies to enhance future growth.

 

Retail industry is moving to unified accounting systems and self-service check-outs, trends the Lottery is not currently capable of supporting, which could threaten access to major retail chains.

 

Compliance with mandates of other state agencies could jeopardize Lottery sales.

 

Reduced discretionary spending by Florida consumers.

 

Inadequate Salaries and Benefits funding to compete with private sector compensation packages.

 

In order to continue excelling at what it does best, generating funds for the Educational Enhancement Trust Fund, the Lottery will be requesting additional funding for FY 2010-11 for the replacement of an aging fleet of vehicles used on a daily basis by the sales force responsible for supporting the approximately 13,200 retailers located statewide.

 

The Lottery will also request funding to replace two sets of three On-line Draw Machines. The draw machines currently in use were purchased in 1997, and although all draw machines receive preventive maintenance and cleaning, they are subject to malfunction due to their age and frequent use. It is imperative that the Lottery maintain public confidence, without which could result in loss of revenue due to fewer ticket sales. In August 2009 the Lottery received negative press due to a malfunction of one of its draw machines during a live draw.

 

The Lottery’s advertising budget has actually been reduced over the last several years. In FY 2000-01, the Lottery’s advertising budget totaled $36.24 million. For FY 2009-10 the Advertising budget totals $34.86 million and is separated in three budget appropriations: $30.26 million for Advertising; $3.48 million for Advertising Agency Fees, and $1.12 million for a Compulsive Gambling Program. Even more

 

significantly, the budget as a percentage of sales has dropped from 1.60% to .88%. In addition, the current budget does not allow for increases occurring within the media industry. The lack of increases to the advertising budget has limited the Lottery’s ability to strengthen its position in the marketplace and expand its player base in order to maximize sales and funding for education.

 

Despite annual appropriation reductions, the Lottery continues to implement numerous cost savings initiatives throughout agency operations to remain within the allotted appropriation limits. Since fiscal year 2006, the appropriation for contracted services and office expenses has been reduced by 21%, while the Operating Capital Outlay (OCO) base appropriation has decreased from $1.10 million in FY 01-02 to $1,000 for the current fiscal year. The Lottery no longer has a recurring base budget for vehicle acquisitions; therefore the agency must request an appropriation for the purchase of motor vehicles to replace its aging fleet annually. Vehicles are used by sales staff throughout the state. While the Lottery continues to reduce costs and achieve operating efficiencies, the agency has been unable to recognize any financial benefit for our savings.

 

A successful business must reinvest in its infrastructure in order to grow and offer additional services to its customers. Past experience has shown that we are unable to use these efficiencies toward sustaining our infrastructure. Immediate impacts in our infrastructure should be made to incentivize the sales staff, replace aging technology, and maintain or replace vehicles to support a $4 billion-per-year entrepreneurial business.

 

Opportunities

 

As stated previously, over the next several years, the Lottery will embark on a strategy to renew its mission to:

 

Maximize education revenue;

 

Operate like the entrepreneurial enterprise envisioned by the Legislature in 1987; and,

 

Provide its customers with more choices and enhanced options in an increasingly competitive environment.

 

To restate, the goal of the Lottery will be a simple one: To achieve the goal of continuing our mission of increasing our funding. By implementing the items outlined in this plan, the Lottery believes it can achieve $5 billion in annual sales within three fiscal years. That should translate to about $1.50 billion per year to education – up from $1.28 billion today.

 

New and Enhanced Games and Promotions

 

With the implementation of FLORIDA LOTTO™ with XTRA®, beginning in October 2009, the transfers to EETF are expected to increase. LOTTO players can add extra value for $1 more per play, win extra on non-jackpot prize levels, and get an extra chance to win a FREE ticket. The XTRA number, from 2 to 5, will be drawn prior to the drawing to determine the multiplier for the non-jackpot prizes for that draw.

 

With POWERBALL jackpots starting at $20 million and rolling twice a week when there is no top winner, the possibility of extremely high top prizes excites players with dreams of mega-jackpot winnings. Since POWERBALL is played in 30 states, the prize possibilities are likely to be known to newcomers and visitors.

 

Power Play® is an add-on feature to POWERBALL that allows players to multiply their non-jackpot winnings by two, three, four or five times for $1 more per play. Power Play players who match five numbers win $1 million – the original match 5 prize multiplied by five. All other non-jackpot prizes are multiplied by the Power Play multiplier, from two through five, selected at random at the start of each drawing. Periodically a promotion will be activated with a 10 multiplier allowing players to win 10 times the non-jackpot prize when a Power Play is purchased.

 

Second chance promotional drawings are becoming frequent and successful events allowing players additional chances to win prizes such as cars and car Page 19 of 36

 

related merchandise, football tickets to university games, shopping sprees and even gold bars.

 

Strategic utilization of EZmatch™ and MILLIONAIRE RAFFLE™ provides player satisfaction while increasing the amount of the transfers. The Lottery’s Product Development Team are constantly monitoring and evaluating the marketplace for new and exciting opportunities to provide players.

 

Retailer Network Expansion

 

Lottery industry experience shows that more terminals and more retailers typically will lead to a net increase in overall sales, not just a shifting of existing sales within an expanded retailer network. Accompanying this net increase will be a gain in profits, or in Florida’s case, an increase in EETF monies. In recent years, by placing a special emphasis on retailer recruitment, the Florida Lottery has been able to reduce the gap between its population-to-retailer ratio (1,450 per retailer) to its current 1,386 per retailer. Since 2004, the Lottery increased its number of full-service retailers from 9,700 to its present 13,200.

 

On two occasions, the Legislature’s Economic and Demographic Research team has held impact conferences to determine the impact an expanded retailer base would have on funding for education. In both cases it was determined that the Lottery’s ability to recruit new retailers and increase the retailer network would have a positive impact on sales and increase the transfers to the Educational Enhancement Trust Fund. As a result of such findings, in September 2007, the Lottery received authority to lease an additional 500 retailer terminals from its On-line vendor, which will bring the retailer base to 13,500.

 

Once again in its March 2009 report (No. 09-14), the Office of Program Policy Analysis and Government Accountability (OPPAGA) recognized that increasing the number of lottery retailers has the potential to increase revenues by making lottery products more readily available to both residents and tourists. The OPPAGA report also states that adding 1,500 new retailers to the Florida Lottery’s retailer base has the potential to generate an additional $37 million annually for the Educational Enhancement Trust Fund.

 

These efforts will continue as the Lottery seeks more retailers able to sustain profitable sales levels while, at the same time, exploring new venues and distribution channels. The Inspector General’s Office is completing an analysis of the effectiveness of the major tools being used by the Lottery to recruit retailers—

 

such as targeted prospect calls, retailer seminars, and sales representative contests. In addition, the Lottery is continuously considering new games having the potential for sales in different kinds of trade style locations, e.g., restaurants and bars.

 

Instant Ticket Vending Machines (ITVMs)

 

Instant Ticket Vending Machines or ITVMs are an example of a different retail channel than those used by Florida in recent years. These machines operate just as soft drink and candy vending machines do, except that the products for sale are Scratch-Off game tickets. Currently, 70% of lottery states utilize ITVMs. The addition of ITVMs can increase product visibility, thus enhancing Lottery sales. ITVMs are also a device that is attractive to non-traditional and existing retailers that otherwise would be less inclined to sell lottery tickets in the traditional manner.

 

Although Chapter 24, Florida Statutes, specifically authorizes the Lottery to utilize ITVMs, the Lottery must continue to pursue budgetary authority to deploy ITVMs. In the spring of 2007, the Lottery completed a successful pilot project with 10 ITVMs placed in 10 different stores. These 10 machines were given premier placement and were diligently kept full. The results were very promising for a future rollout of additional ITVMs. The only financial considerations are: 1) to ensure that the cost of leasing the machines is more than offset by increased revenue derived from the ITVMs; and 2) to minimize same-store cannibalization. Studies and experiences from other states show that as long as the two criteria cited above are strictly adhered to, ITVMs are a proven way to increase net lottery sales. Indeed, the pilot study generated a 36% net Scratch-Off sales gain in the participating stores.

 

Following a favorable impact analysis by the Revenue Estimating Conference in 2008, the Legislature authorized the purchase and installation of 1,000 ITVMs in Florida Lottery retailers. The installation is near completion in the state’s top six grocery chains and a relatively small number of high-volume independent retail locations. The Florida Lottery’s goal is to exceed the REC’s forecasts of the net gain in EETF to be realized from ITVMs. Because this initial placement of 1,000 ITVMs will represent a 7% saturation as opposed to the industry standard of 16%, the Lottery’s plan is to use this success in the future to make the case for a larger deployment of the machines.

 

Retailer Commissions and Incentives

 

As mandated by the FY 2009-10 Appropriations Act, the Lottery is studying potential changes to its current compensation structure by analyzing the compensation frameworks of other U.S. lotteries and of comparable consumer goods companies as well as by conducting surveys and focus groups involving our retailers. The Lottery has had the same commission and retailer incentive structure since 1988. Retailers are paid a 5% commission on every dollar of sales, and a 1% commission for redeeming a lottery prize in their store. The study will address sales commissions, prize redemption bonuses and incentives for increased sales.

 

Infrastructure

 

The Lottery is finalizing the replacement and upgrade of Local Area Network (LAN) equipment at Headquarters, Orlando Backup Data Center (ODC) and the District Offices. This equipment provides the underlying communications infrastructure for all Lottery equipment and applications, including access to administer, monitor and audit the gaming systems, internal control systems, prize payment system, Business Intelligence and Sales Reporting, management of the public web site, and all financial and accounting systems. The Lottery depends on being able to tightly monitor and audit the gaming systems and applications provided by its business partners and to manage and administer its various legislative and financial responsibilities. A secure, reliable and centrally managed network is critical to carrying out these responsibilities. This new LAN equipment will also reduce the possibility of extended network outages, improve recovery and restore times, and provides a more secure and better-managed network.

 

The Lottery is in the process of replacing the phone systems at Headquarters, ODC and the District Offices during the next few months. The Lottery's voice systems play an integral part in the smooth and efficient operation of the business. Replacement with new, supportable products will enable the Lottery to avoid the risk of significant phone system outages. This replacement of the phone systems will allow the Lottery to utilize the state’s MyFloridaNetwork avoiding long distance charges for inter-office calls. The new systems occupy a smaller space and have a lower total cost of ownership.

 

The Lottery’s Business Intelligence (BI) infrastructure continues to provide important analytical information on Lottery sales, promotions, retailers, and products. Lottery business objectives require significant improvements in BI for players and products. A new Business Accounting and Payment System (BAPS) will be completed to provide needed business intelligence on players, prizes, product costs, profitability, and cash management. The Payment system goes live in FY 2009-10 and the Accounting component is targeted for FY 2010-11. As

 

technology evolves, the Lottery will seek to expand Business Intelligence to the mobile sales force and retailer networks in an efficient and cost effective manner.

 

Averaging over two million unique visitors per month, the Lottery’s stable and robust Web site is aligned to support Lottery's growth in an efficient and cost effective manner. The Web site will be expanded to provide existing and prospective retailers with access to tools and services, including forms, business aids, point of sale materials and frequently asked questions. Through this portal, existing retailers will have secured access to additional tools, such as self generated Business Intelligence sales reports for a single store or rolled up to the chain level. The Lottery will continue to incorporate the Web site into its internet marketing campaigns by offering marketing and sales initiatives, including Web casting of all Lottery drawings, On-line and Scratch-off second-chance drawings, digital videos, commercials, E-coupons, E-mail alerts, simulated games, and on-line prize redemptions.

 

In order to continue to operate as a successful business enterprise, the Lottery must ensure it has the tools and support necessary to continue, as well as improve, its core operations. As a twenty-one year old business, the Lottery is looking to newer equipment that reduces operating costs, has a smaller footprint and power consumption, provides increased capabilities and has an overall lower total cost of ownership. This includes higher capacity servers allowing for greater server virtualization. As the Lottery launches new products or modifies existing product offerings, the infrastructure and software must be adjusted to provide proper administration, monitoring and auditing of the gaming systems, internal control systems, and the prize payment system.

 

Obsolete security equipment and the Lottery’s physical security system need to be replaced. The Lottery is receiving assistance from a vendor to define the current operational needs for physical security, develop a design solution, obtain specification pricing and formulate implementation details for a new security system. Plans are in place for the next Security Audit/Evaluation to include a thorough review of the physical security system, which contains parts that are twenty-one years old.

 

In addition, the Lottery has a fleet of vehicles that are primarily used by Lottery sales representatives to visit Lottery retailers to introduce new products, maximize inventory, increase product visibility, and improve overall public awareness. Many of these vehicles are in need of replacement as a result of age, mileage or excessive operating costs. In order for the Lottery to ensure that its products are effectively and efficiently marketed to the public, it will require the authority to replace non-compliant vehicles and restore the fleet to safe and acceptable standards.

 

The environment today is significantly different than it was fifteen or twenty years ago. Ever-increasing competition and a lower level of interest from the playing public present both challenges and opportunities for the Lottery’s future. The bottom line is that the debate over Florida’s operating a world-class lottery – and it is fully striving to achieve its mission – must end. Distractions, like debating and defending the benefit to education of the Lottery’s advertising budget or continually having to justify the need for funding to support the Lottery’s technological needs, only delay the inevitably tough choices needed to enhance lottery sales. Twenty-one years ago the people of Florida voted by nearly a two-thirds majority to create the Florida Lottery. Even today, millions of Floridians affirm their vote by voluntarily buying lottery tickets and supporting the Lottery’s mission of raising additional revenue to enhance education programs – programs that might very well never have been funded if not for the continued existence of the Lottery. “$20 Billion to Education” is not just a marketing phrase. It is precisely the amount of funding that would have had to be either cut from valuable education programs, or raised in the form of new taxes.

 

LIST OF POTENTIAL POLICY CHANGES AFFECTING THE AGENCY BUDGET REQUEST OR GOVERNOR’S RECOMMENDED BUDGET

 

No policy changes that will affect the Lottery’s budget request or Governor’s recommended budget are anticipated.

 

LIST OF CHANGES WHICH WOULD REQUIRE LEGISLATIVE ACTION

 

No policy changes which would require legislative action are anticipated at this time.

 

LIST OF ALL TASK FORCES, STUDIES, ETC, IN PROGRESS

 

The Florida Lottery conducts a comprehensive, on-going marketing research program comprising several different types of studies. The purpose of these studies is to gain a better understanding of consumer behaviors and preferences, retailer sales performance and the financial impacts of game or program changes. This type of data helps improve the Lottery’s ability to increase sales and transfer more money to the EETF.

 

Retailer Satisfaction Survey - This is an annual survey developed to assess retailers’ overall satisfaction level with lottery employees and the general level of service they receive from the Florida Lottery, including: visits to the retailer by the

 

Lottery sales representatives, stocking and upkeep of the Lottery playstation, inventory management, staff training and Lottery orientation, point-of-sale materials, Lottery help desk, Lottery Web site; and to assess retailers’ satisfaction with the Florida Lottery’s On-line and Scratch-Off vendors.

 

Scratch-Off Game Concept Studies - This is an analysis of prospective Scratch-Off games conducted on-line to determine the potential of 25 to 50 scratch tickets under consideration (with varying price points) among scratch players in Florida (by the total population and by the Lottery’s scratch player segments). On occasion these studies use focus groups as well.

 

On-line Game Concept Studies - In a manner similar to that used for Scratch-Off Games, On-line Games (jackpot or drawing games) are the subject of special research projects aimed at assessing the player appeal and estimating the potential fiscal impact of those games.

 

Market Segmentation Study - The results of this study are used to guide product, marketing and sales strategies and tactics. Segmentation studies divide the population or a component of it into unique and identifiable segments based on their attitudes, motivations and play characteristics as they pertain to Scratch-Off games. Psychographics (attitudinal), demographic and geographic information are collected and analyzed to determine the segments.

 

Game Revenue Forecasting and Prize Payout - This is an ongoing analysis of new games, particularly focusing on their possible impact on sales and return on investment. These analyses are conducted several times per year as new products are proposed.

 

Monthly Market Tracking Survey - This is a continuing telephone survey of Floridians ages 18 and older, conducted both in English and Spanish. It is aimed at measuring advertising awareness and recall, game awareness and participation, along with attitudes toward the Florida Lottery (including understanding of its education funding role) and special issues.

 

Geo-Based Information Analysis - The Florida Lottery uses MAPINFO and CLARITAS to analyze sales and markets geographically. Examples include pilot testing the placement of terminals in areas shown as having considerable sales potential, analyzing district office locations in proximity to the customer base and assessing sales routes for efficiency purposes.

 

Sales Representatives’ Routes Analysis - The Florida Lottery uses MAPINFO and CLARITAS to “Load Balance” the routes of the sales force. This is done on an as needed basis when a route is added or eliminated. This is also done to balance the number of retailers for each representative, in order to service our retailers more efficiently.

 

Sales and Revenue Forecasting - Forecast studies include: projections of FLORIDA LOTTO sales to determine announced jackpots for each drawing; twice-yearly official forecasts for the State’s Revenue Estimating Conference; quarterly forecasts of Scratch-Off game sales and prize expenses; estimating the sales and revenue impacts of proposed legislative changes to Florida Lottery authorizations, mandates and budget.

 

Security Review - The Florida Lottery is mandated by Chapter 24 of the Florida Statutes, to "engage an independent firm experienced in security procedures, including but not limited to, computer security and systems security, to conduct a comprehensive study and evaluation of all aspects of security in the operation of the Department". This evaluation is required every two years. The scope of this review covers Lottery Security; Lottery Applications, Communications, and Operational Systems; and the Security of Gaming Vendors Operations. The review focuses on areas of greatest risk and vulnerability, examining not only standard security practices, but also areas where unauthorized intrusion could potentially damage the integrity of the Lottery.

 

 

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