Strategic Plan 2014-2018 - Lotterywest
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Strategic Plan 2014-2018
Strategic Plan 2014-2018
It’s endorsed by the Government and widely The wide range of lottery games we offer, It will enable us to attract new players to buy
supported in the community. It ensures that our give West Australians the chance to dream our products, while continuing to engage our
business is operated in the public interest and every day. Many of our games are delivered existing players.
according to the principles of corporate social in partnership with a consortium known as the
Our Strategic Plan is designed to support our
responsibility. ‘Bloc’. The Bloc represents the other Australian
vision at the highest level and ensure Lotterywest
State Lotteries and this partnership is a critical
Operating a successful lottery business, is a contemporary and dynamic organisation
element in the planning for the continued
continuing to work in partnership with our focused on the future.
success of Lotterywest.
valuable stakeholders and growing the
support from our existing players – and As for all businesses, changes in the economy,
attracting new ones – are key to delivering demographic makeup of the State and in
this vision. particular technology, create challenges as well
as opportunities. Whilst we have achieved steady
Our Strategic Plan 2014-2018 Lotterywest has a unique role – we’re not only
sales growth in recent years, the aim of this
responsible for operating the lottery in WA, but Heather Zampatti
is based on a proud history. for directly distributing a proportion of the funds
Strategic Plan is to deliver continued growth and Chair
It provides direction for the increased return to our beneficiaries.
raised for our beneficiaries in the form of grants
development of our organisation to charitable and community organisations. One way which we hope to achieve this is
through our Retail Transformation Program
over the next decade, with a Lotterywest’s approach to grant making
which will be critical to the business success
involves far more than simply distributing Paul Andrew
vision of ‘building a better financial support. We work in partnership with
of Lotterywest and our retailers over the next Chief Executive Officer
WA together’. the community to offer help and guidance in
decade.
developing the best approach to meet changing This transformation will introduce a new,
and complex community needs. contemporary retail store design and modern
technology so that we can offer our players more
In addition to our direct grants program,
choice in how they play, engage and interact
Lotterywest’s charter is to raise money for the
with Lotterywest and lottery games in-store, via
State’s health, sporting and arts sectors.
online and mobile.
2 Lotterywest – Strategic Plan 2014–2018 Lotterywest – Strategic Plan 2014–2018 3
Our Vision Our Purpose
Building a better WA together To enhance the quality of life and well-being of all Western Australians through
the funding, leadership and support we provide to our beneficiaries and by
operating our lottery business with excellence and integrity.
Our Values
Lotterywest is an organisation committed to serving the community of WA with
excellence and integrity. Four core values underpin all that we do:
Rewarding Inspiring
We seek to ensure that the experience of all those We motivate, encourage and inspire ourselves and
whom we come into contact – players, grant seekers, others to achieve greater things for the benefit of the
business partners and the community as a whole will community of Western Australia.
be a valued and rewarding one and that all will be
treated with courtesy and respect.
Trusted Engaging
We are honest, reliable and trustworthy. We actively seek relationships with each other and
We conduct ourselves professionally with the highest all our stakeholders based on principles of mutual
standards of integrity and excellence in all our business respect and strive to enhance the achievement of
operations and in our relationships with each other their goals and ours.
and all our stakeholders.
In enacting these values, we recognise the diversity of the interests of our stakeholders and seek to achieve a balanced
approach which takes into account this diversity.
4 Lotterywest – Strategic Plan 2014–2018 Lotterywest – Strategic Plan 2014–2018 5
Strategic Framework Key
This diagram describes the key elements of our business model and
Performance
provides the framework to achieve our business goals.
Indicators 1. Sales per adult
Vision 2. T otal returns to beneficiaries
per capita
Building a better
WA together
3. Total returns to beneficiaries
as a % of sales
Products
and Services Distribution
Communications
and Branding 4. Lottery expenses as a %
of sales
5. Grants operations expenses
as a % of direct grants
approved
Capacity
6 Lotterywest – Strategic Plan 2014–2018 Lotterywest – Strategic Plan 2014–2018 7
Products & Services Distribution
Core Strategy Strategic Program / Initiative Core Strategy Strategic Program / Initiative
Develop an enhanced Explore opportunities for Determine ‘best’ retail Manage our current retail distribution
portfolio of products that product innovation – to introduce new opportunity for an area. channel actively to improve its performance through;
appeals to existing and Bloc and non-Bloc products and to develop
Actively manage retail – Transformation of the retail network with
new players. new alliances.
network for optimum contemporary appearance and modern technology;
Deliver an effective and performance. – Channel convergence through introduction
creative direct grants
Improve our existing products and choices of new technology in and around the retail
for players. Grow digital channel and environment; and
program.
presence to meet our – Identification of industry leaders and the exploration
Build tools and mechanisms customer’s expectations. of strategic alliances to support strategy to improve
to increase our knowledge of our customers. retail performance.
Ensure the effective
Tailor products and services to meet
distribution of our grants.
customer expectations. Improve ease of access to the digital channel.
Provide community Research the potential for new kinds of retail
leadership and relationship channels which are consistent with the Lotterywest
development as a Lotterywest brand values and can deliver the foot traffic to
community service. grow sales.
Lead the creation of new and Manage our grants to ensure they are distributed
expanded grant opportunities across WA and across the not-for-profit sector.
and community development.
8 Lotterywest – Strategic Plan 2014–2018 Lotterywest – Strategic Plan 2014–2018 9
Communications & Branding Capacity
Core Strategy Strategic Program / Initiative Core Strategy Strategic Program / Initiative
Target communications Develop strategies to increase player Build our resilience and Build on our commitment to excellence,
balancing existing and new engagement. ability to respond quickly to innovation and willingness to seek new
communication channels. change. opportunities and embrace change.
Continue to build upon Tailor communications to meet Ensure we use our
our heritage as a provider customer needs based on player profiles and resources and systems Build and develop the skills and capacity
of lottery products and profile of grant customers (using relevant to achieve our identified of our people, to respond to the changing
an integral part of the WA communication channels including social media). business strategies. business environment.
community.
Position products and brands to appeal Ensure the effectiveness of our
to current players as well as to relevant new technology through;
player segments. – Monitoring and assessment of technology
developments with relevance to Lotterywest
Promote Lotterywest’s role in the requirements; and
community – in particular community – Continued systems development and
outcomes, benefits and grant opportunities. benefits realisation, and adoption of
appropriate new technologies.
Invest in our brand equity and vision
of building a better WA together. Effectively manage our financial resources.
10 Lotterywest – Strategic Plan 2014–2018 Lotterywest – Strategic Plan 2014–2018 11
Edition 3 – June 2016 lotterywest.wa.gov.au
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