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41 PUBLIC GAMING INTERNATIONAL • JANUARY/FEBRUARY 2021 Mary Harville continued from page 12 for every new game we introduced, but we kept the ball machines for the daily games. There was no reason to continue to use ball machines for the dailies, except for the concern that players might complain. So now, no more external auditors and no more ball machines. We considered whether to announce that these changes were being done as a result of COVID, leaving the option to return to the former process. But we decided not to go in that direction, because, while the pandemic certainly was the impetus for the change, the reality is that it was time for the change to be made. We received only a couple of complaints. The pandemic definitely has caused us to look at things differently. When we think something should change, we are much more likely to go for it now than before. We, as an organization, have learned how to adapt and take advantage of the opportu- nity to change our methods, execute more decisively, and end up improving operations going forward. Like most lotteries, we did have a solid, detailed business continuity plan. Although we did not specifically anticipate a pandemic, our IT department had taken steps to ensure we were prepared to switch to telecommuting and videoconferencing. We did not anticipate prolonged telecommut- ing, but we quickly implemented a policy to cover it, and now, for the future post- pandemic workplace, HR is in the process of determining any roles that can be performed just as effectively at home, which roles can be performed with a divided schedule of home and office, and which roles require a full-time presence in the office. This plan is being readied for implementation and hopefully will be in place when we are in a position to allow staff back in our corporate office and in the field. Our field staff has done such a fantastic job over the last year and is now re-thinking how they might further optimize their talents and capabilities to enhance pro- ductivity. The basic idea is that whatever amount of time is invested in pre-planning the field work delivers a superlative ROI. The cost of time spent in the field has always been extremely high. Our field staff is working on ways to get more work done at home, to conduct more of the business on the phone and via e-mail and sales wizard so that the time spent with the retailer in the store is highly focused and delivering benefit to the retailer and the players. Retailers have adapted and worked with us to make this approach work to everyone’s advantage. Another high-priority initiative is Corporate Social Responsibility. Arch Gleason (former KLC President) was, and Chip Polston, our Sr. V.P. of Communications, is, a leader in the field of responsible gaming. RG continues to be a mission-critical value to the Kentucky Lottery. But we are expanding the purview of RG to include diversity, inclusion, and gender equality as core values that we are dedicated to advancing. This is particularly important to me, as the first woman to be president of our state lottery. We feel we need to be a part of the movement that is reinventing a more just society that embraces diversity and a culture of civility as the right pathway, not only because that’s what is fair, but because it will make us a more effective and productive corporate enterprise. All our stakeholders, including millions of lottery players, expect nothing less than for us to genuinely walk-the-talk. It is more important than ever that the corporate culture reflect the values of the dedicated members of the Kentucky Lottery team. Moreover, research shows that an organiza- tion’s public commitment to corporate social responsibility, being a good corporate citizen, does have an impact on consumers, especially younger consumers. They want to do business with an organization they can feel good about. Sports betting is the other top-of-mind topic. Does Kentucky have a sports betting agenda? M. Harville: The governor’s office and legislature are considering the possibilities for regulating sports betting. But their plates are quite full right now so it is difficult to predict what will happen or when it may happen. When PASPA (the federal prohibi- tion of sports betting) was overturned a couple years ago, the Lottery was asked to make a presentation to the committee of our legislature that vets proposed gaming legisla- tion. We invited Scientific Games and IGT to demonstrate the electronic devices that process sports betting wagers for legislators to see how they worked. Our presentation also illustrated the different regulatory models that could be applied to the sports betting sector. It was basically an introduc- tion to sports wagering. We discussed the possible venues for offering sports wagering, the pros and cons of restricting it to horse- race tracks or to opening it up to a broader range of locations, including appropriate lottery retailers and the internet. We also communicated that the Kentucky Lottery is able and willing to perform in any capacity that is helpful to the Commonwealth of Kentucky. We are certainly capable of implementing a regula- tory framework, administering a licensing process, and/or operating the games. The main idea is that the manner and methods in which sports betting should be regulated are political policy decisions made by the governor and the state legislature. We act strictly in the service to the state, support whatever model the elected representatives of the people determine serves the best interests of the people, and are pleased to assist in whatever ways our political stakeholders deem best. I believe we’ve established a foundation of trust with the legislature, because we don’t advocate for a particular course of action but instead, are available to objectively share our expertise in the gaming industry to help inform their decision-making process. We appreciate their willingness to ask us to be a part of the discussion. You played a decisive role in the shepherd- ing of all the regulatory changes, new games, and new channels of distribution that have taken place in Kentucky over the last sixteen years, and the last five years in particular. I think everyone has learned how to adapt and take advantage of the opportunity to change our methods, execute more decisively, and end up improving operations going forward. Continued on page 48