Public Gaming International November/December 2021

41 PUBLIC GAMING INTERNATIONAL • NOVEMBER/DECEMBER 2021 COVID-19 check-in checklist and QR code to contact trace if needed. We work in a building that houses multiple state agencies, so we recognized the need to be particularly vigilant with our protocols. We posted appropriate signage outlining the latest public health and safety guidance. We utilized technology like Microsoft Teams to meet and stay connected. We conducted multiple surveys to maintain a pulse on employees’ concerns and collect their ideas. By demonstrating to employees that their input mattered, we set ourselves up for success as we made plans for whatever the “new normal” would look like. Regardless of whether employees worked fully remotely or followed a hybrid model, the business of the Virginia Lottery never slowed. Lottery drawings continued, uninterrupted, thanks to strict health safety protocols, the dedication of our draw show personnel and audit and security teams. In less than three months, we successfully launched our iLottery platform, making it available to our customers on the first day legally possible. We launched Keno, enhanced our Cash 5 game to include EZ Match, introduced the Fireball add-on to our Pick 3 and Pick 4 games, and piloted digital menu boards and play centers. We shattered both sales and profit records in FY21. What we’ve learned throughout this public health crisis, above all else, is that flexibility and creativity were critical, and a committed, dedicated workforce can navigate through – or around – anything. Communication was key: we surveyed the workforce on a regular basis and incorpo- rated many of their suggestions into our plans. We focused on keeping employees safe while continuing the business of the Lottery, all in support of our important mission of raising revenue for our K-12 public schools. WHAT DO YOU THINK THE FUTURE OF WORK WILL LOOK LIKE? NEW JERSEY LOTTERY We have learned how to deal with the restrictions resulting from the pandemic, putting in place the technology that allows us to adjust to varied work models, if needed. Changes made to our Valida- tions Unit procedures have streamlined the processing of claims, making that operation more adaptable to changing work schedules. We have seen that consumers have adapted to the new environment and adopted new forms of retail behavior and we are going to have to remain flexible to compete in this new world. FLORIDA LOTTERY As we move forward from the pandemic, the Florida Lottery will continue to seek innovative ways to enhance the overall experience for our retailers, vendors, and players. The Florida Lottery’s approach to innovation will include re-examination of our current internal processes with an eye towards increasing operational efficiency while providing our employees with continued opportunities for growth and development. VIRGINIA LOTTERY To be determined. ANY ADDITIONAL THOUGHTS OR INSIGHTS? NEW JERSEY LOTTERY Anecdotally, the first month was the hardest because we could not stop drawings for various games. We did not have the luxury of time to figure out how to streamline operations because we were dealing with uncharted territory and our foremost priority was ensuring continuity of services. Since we only have one headquarters, and the facility was closed to the public, getting a handle on how to process claims with Validations employees working from home proved challenging. Drawings are held and claims must be completed there, requiring us to be very protective of the safety inside this building. However, winners in New Jersey can remain anonymous and this limited the need for people to come into the building to meet with Public Information Office personnel when filing a claim. After overcoming these initial hurdles, we have begun to reassess operations in order to maximize efficiency and ensure that we have the flexibility in place to adapt quickly to any future events that might disrupt normal onsite work activity. Celebrating our 50th anniversary year in the midst of a pandemic proved eye-opening, and we learned a variety of things, including: • Going digital was fun for us and our players. • As an executive team we could work together well digitally. • Technology enabled employees to connect directly to their worksta- tion and office files while working from home. • Productivity in many cases was boosted by working remotely. • Being forced to adapt to an un- precedented scenario ultimately produced efficiencies that will remain in place long after the pandemic subsides. FLORIDA LOTTERY In general, our organization has adapted to the challenges presented by the pandemic and we collectively looked for innovative solutions utilizing technology. Our employees have learned to collaborate effectively through tools like OneDrive and Microsoft Teams, which has created internal efficiencies and allowed us to explore more ways to remain efficient in our collaborative efforts. These tools have also been critical in maintain- ing relationships with co-workers and business partners during the height of the pandemic and into the future. Together, we have learned how resilient we can be as an organization. As leaders, we are committed to providing the Florida Lottery with a Path Forward Plan, which will focus on continuing to (1) maximize efficiencies, (2) fuel innovation, (3) institute internal initiatives, (4) expand our education-focused outreach, and (5) align with our sister State agencies. These five initiatives will guide us in success- fully supporting our workforce, retailers, business partners, players, and citizens of Florida. n T H E F U T U R E O F W O R K