Little Hoover Commission Reports on Gambling


Card Clubs in California:  A Review of Ownership Limitations (Report #163, April 2002)
 

Review of the Organization, Operation and Performance of the California State Lottery (Report #98, December 1989)

A follow-up to the Commission's January 1987 report, this review notes that, in general, the Lottery has matured well since voters approved its creation in 1984. However, the Commission continues to find fault with budgetary oversight and the monitoring of contracts. This report contains four findings and four recommendations regarding legislative review, research and development procedures, methods of evaluating advertising efforts and contract monitoring procedures.

A Review of the Organization, Operation and Performance of the California State Lottery (Report #94, May 1989)

This letter report addresses the convoluted situation that has revolved around unclaimed, low-tier Lotto and instant game prizes. At various points the State Lottery Commission has adopted and/or modified policies to sweep unclaimed prizes into, first, the Education Fund and, second, into the game prize fund. The Commission's letter report assesses the Lottery's policy and urges changes. Specifically, the Commission recommends that the Lottery Act be amended to clarify language related to unclaimed prize moneies, and to provide adequate time for public input into the Lottery Commission's rule-making process.

A Review of the Organization, Operation and Performance of the California State Lottery (Report #77, January 1987)

The Commission reviews the California State Lottery's activities in the start-up years after the system was created by voters. The study reveals that the Lottery needs to take aggressive action to fully implement the business systems, procedures and controls that would be expected in any private enterprise of the same magnitude. The Commission's report makes nine findings and 12 recommendations. They focus on three major areas for improvement: procurement procedures and practices; existing relationships with contractors; and financial accountability and control.


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