TRIBALNETONLINE.COM FALL MAGAZINERECENT AGENCY UPDATESSee the latest from IHS, FCC, NTIA & FirstNet...andIT LEADER Q+AsPASCUA YAQUI TRIBEAVI RESORT & CASINOFEATURINGLeadership & ManagementIT Security & Data ManagementExecutive & CIO InsightsHR, Training & Team BuildingGaming, Health & Gov’tBudgeting, Planning & Strategy...and so much more inside!TribalNeTmagazineINFORMATIONDRIVING RESULTSIT’S TIME FOR TRIBALNET NOV 5–8 IN LAS VEGAS!A PUBLICATION FOR TECHNOLOGY MINDED PROFESSIONALS IN TRIBAL GOVERNMENT,TRIBAL HEALTH, TRIBAL GAMING AND NON-GAMING TRIBAL ENTERPRISESFALL 2018Copyright © 2018 TribalHub® All rights reserved. TribalHub is the parent company of the organizations: TribalNet™, TribalWise™, TribalValue™ and TribalFocus™. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. Although the author and publisher have made every effort to ensure that the information in this publication was correct at press time, the editor, authors and publisher do not assume and hereby disclaim any liability to any party for any loss, damage, or disruption caused by errors or omissions, whether such errors or omissions result from negligence, accident, or any other cause.E: INFO@TRIBALNETONLINE.COMP: 269-459-9890 F: 269-459-9889TRIBALNETONLINE.COMTribalNeTmagazineFALL 2018WELCOME TO TRIBALNET’S MAGAZINE I often get asked; ‘what’s the focus of the magazine this issue’ and my answer is almost always the same: PROVIDING INFORMATION THAT DRIVES RESULTS. For nearly 20 years, TribalNet has delivered numerous products and services, fostered thousands of connections, and has been the pillar of the technology industry for tribes. We’ve been the platform of choice to deliver valuable information to your fingertips. Online today and on good ol’ fashioned paper 20 years ago. Once again this issue, we have an amazing line up of writers and contributors and guess what you will find in each and every article you read this edition? You got it, INFORMATION THAT DRIVES RESULTS. It’s what improves individuals, its what improves organizations and its what improves and pushes an industry ahead. It’s the stuff we are made of!With our diverse (and very busy) audience we don’t expect you to read this cover to cover. Although you we’d love it if you did! What we do expect is that you find something this edition that catches your eye and gets you to stop what you are doing and gather information that you can use to do something new and improved for yourself, your team or your organization. Beyond the pages of TribalNet’s magazine, we are thrilled that the time is almost upon us for the much anticipated annual TribalNet conference, which is in its 19th year! I hope to see all of your faces there this fall in Las Vegas November 5-8 at the Hard Rock Hotel & Casino. I feel like I say this every year (but I am in fact right every year) that this is going to be our best one yet! Read on...and get results...Shannon BouschorTribalNet, Director of Operationsshannonb@tribalnetonline.comFROM SHANNON BOUSCHORTRIBALNET DIRECTOR OF OPERATIONSP. 26 by Sheila Mansolillo, Casino Arizona & Talking Stick ResortHOW TO NAVIGATETHE DEEP END OF YOUR INBOXNTIA: BROADBAND USAP. 56 AGENCY UPDATEFALL 2018 AD INDEX6 Arctic IT 9 Brad Worthley International 13 Handel IT 19 Kronos 27 Microsoft 29 Native Network 33 Hospitality WiFi 37 Iron Mountain 39 HM Bookstore 44 Meet Your Vendors: Aristocrat 47 Gaming & Leisure 48 OIGA 48 CNIGA 52 Carnegie Mellon Institute 53 InfoTech Research Group–NATRC“P. 16 ELECTRONIC MEDICAL RECORDSby Ashely Tuomi, American Indian Health and Family ServicesAVI RESORT & CASINO MARLON ORTIZ, IT DIRECTOR P. 10 Q&A P. 38 DESIGNING THE MODERN EMPLOYEE EXPERIENCEby Christopher OrozcoWin-River Resort & Casino P. 12 DATA SOVEREIGNTYIN TRIBAL GOVERNANCEby Christopher B. Chaney, FBI OGC Criminal Justice Information Law UnitFEATURES4 QUICK TIPS—STRATEGIC PLANNING & BUDGETING by Mike Day8 BECOME RICH AND POWERFUL by Andrew Trawick12 DATA SOVEREIGNTY IN TRIBAL GOVERNANCE by Christopher B. Chaney14 INNOVATION: IS YOUR MIND PREPARED? by Christopher Luter16 ELECTRONIC MEDICAL RECORDS by Ashley Tuomi 18 HOW TO INCREASE EMPLOYEE PRODUCTIVITY 300% by Brad Worthley 22 WARRIOR SPIRIT AT WORK by D.J. Vanas24 THE CHANGING ROLE OF THE CIO by Izella M. Dornell26 THE DEEP END OF YOUR INBOX by Sheila Mansolillo28 A CLEAR PATH FORWARD TO SMART TRIBAL COMMUNITIES by Curtis Keliiaa 32 PRIORITIZING THE CUSTOMER EXPERIENCE by Heidi Hamers36 PROTECTING SENSITIVE TRIBAL DATA IN THE MODERN ERA by Isaac Negusse38 DESIGNING THE MODERN EMPLOYEE EXPERIENCE by Christopher Orozco46 ORGANIZATIONAL DESIGN FOR SMALL CASINOS by David Owens50 RANSOMWARE: WHY TRIBES ARE TARGETED by Kari Lombard 54 THE VALUE OF TRAINING by Fred Brown and Matt Clay57 FIBER OPTICS AND COMMUNICATIONS by Larry JohnsonAGENCY UPDATES17 IHS: Indian Health Service20 FCC: US Federal Communications Commission 51 FirstNet 56 NTIA: National Telecommunications and Information AdministrationPRODUCT SPOTLIGHTS21 Digital Supply International 42 Handel IT RiteTrackIT LEADER INTERVIEWS10 Avi Resort & Casino Marlon Ortiz40 Pascua Yaqui Tribe Raul Gustavo MavisTRIBALHUB HAPPENINGS5 TribalFocus11 TribalValue15 ITIL Training23 Meet & Green and Networking Events25 Conference App30 Conference Agenda34 Connect with the Advisory Boards41 TribalWise Webinars43 TribalHub Membership 49 Leadership Development Training52 Online Learning Packages 55 Keynote Speakers58 Partners and TeamTRIBALNET | FALL 2017TRIBALNET | FALL 2017TABLE OF CONTENTS | FALL 2018FEATURE | TRIBALNETONLINE.COM| tribalnetonline.com4QUICK TIPS | STRATEGIC PLANNING AND BUDGETINGStrategic planning and budgeting season is upon us. What a fantastic opportunity for technology leaders to bridge the gap that exists between the technology team and the business. In my own lengthy career leading large technology teams, I found no better tool than this to build credibility and to engage executives across an organization in discussing the critical role of technology projects and infrastructure. Before we discuss some of the tools and tips that will make you successful in boosting yourself and your team in the eyes of an organization, I will take a moment to share what does not work and what is self-defeating. First, formulating a budget or strategic plan within only the confines of your own department is a complete mistake. Second, I have worked with many organizations and individuals in my career and those that seem to struggle the most tend to have a “they” blaming attitude. What that means is you hear a lot of excuses and lamenting blaming the mysterious “they” in the organization. “They” control our budget. “They” do not understand what we do. “They” don’t listen to us. “They” don’t care. “They” make their own decisions and don’t include us. If that sounds all too familiar, you likely have some serious work to do to take back control of your team, department and destiny. Time to get to work.Strategic planning and budgeting is an ongoing process that is not only inviting you to engage the other departments and executives of the organization – it is begging you to. Your budget and plans are rarely for your own team’s benefit. Rather, they are designed to benefit and meet the needs of other departments or perhaps the entire organization. When you engage the organization and executives in the process, you change the organizational view of your plans and budget from “just another expensive investment in (and cost of) your ABOUT THE AUTHORMichael Day is the Founder and Executive Officer of TribalHub, which includes TribalNet, TribalFocus, TribalWise and TribalValue. Prior to his current position, Day was the CIO and Director of Consulting Services for Cannery Casino Resorts. Day also worked as the Director of Information Technology for the Sault Ste. Marie Tribe of Chippewa Indians and Enterprises. As a member of multiple industry advisory boards, and frequent speaker, his vision and accomplishments have been recognized by many. In 2016, Day was recognized with the Lifetime Achievement Award from his industry peers and Gaming & Leisure Magazine. BYMICHAEL DAYFOUNDER AND EXECUTIVE OFFICER, TRIBALHUBdepartment,” turning it into “an important investment into the business.” This makes a big difference for you, your team and your organization.So, how do you get there? Similar to most things that are worth doing, this takes continued time and effort. Once you have a clear understanding of your own department’s budget and initiatives, you are ready to get started. I’ve outlined two steps that can help anyone get better prepared for planning and budget season. Step 1:Share with the organization your standard services provided and your results from prior strategic plan initiatives. The easiest way to do this is to create a presentation detailing your department’s standard services provided to the organization over the past year. Many organizations produce this kind of data presentation quarterly or monthly once they realize the positive value it has on them personally and their entire team. There are a lot of supporting data that can be effective in this report.Below are just a few key metrics that can help organization executives understand the value that you, your team and technology in general provides.1. HELPDESK DATA: Number of calls (total and by department), average response time, top ten issues/requests, after hours calls, calls by application, hardware versus software, and so on.2. PROJECT DATA: Summary on time invested in projects from prior year strategic plan initiatives including successes and failures.3. SECURITY: Awareness training results, number of “bad items” blocked (daily, monthly, yearly), number of patches deployed, summary of major incidents and prevention.tribalnetonline.com |5TRIBALNET MAGAZINE | FALL 2018TRIBALNET | FALL 2017FEATURE | COMPUTER TECHNOLOGY AND THE WORLDTRIBALNET MAGAZINE | FALL 20184. GENERAL DATA: Number of people supported, number of devices supported, summary of uptime vs downtime, infrastructure age and upgrades planned or accomplished, data storage and backup statistics, number of network transactions, emails, etc. processed. Be sure to make this into a presentation quality report using simple understandable graphs and charts that you will share with every executive and department head across the organization. The focus should be on business value data and NOT purely technical data. Step 2: This is all about getting the organization and other executives actively engaged in your budgeting and strategic planning. You will give them a voice and a vote in the decisions that will directly affect whether or not initiatives important to them and their department(s) will get funded or not. You will make them aware of budget constraints and other projects and you will ask them to be part of the project and budget prioritization. In summary, you will be engaging them to take ownership of their own technology choices and decisions. This is best accomplished by creating and regularly engaging two important organizational structures that create representation from every major department across the organization. Large Application Teams IT Steering Committees1. LARGE APPLICATION TEAMS: Creating separate teams that meet quarterly throughout the year that represent the key executives and “power users” of every large application in place across the organization is very effective. It engages every department in regularly discussing and participating in decisions regarding the technology that they use to manage their department. The members of each Application Team will understand how their application interacts with other systems and the network, and they will have a voice in planning, upgrades and budgeting. 2. IT STEERING COMMITTEE: The IT Steering Committee consists of the top executives in the organization and key organizational department executives. This committee is tasked with the final decisions regarding prioritizing and funding all of the technology initiatives that have been presented by the various Application Teams and the IT leadership. Once again, the purpose is to engage the organizational leadership in understanding and deciding on the technology direction and destiny.See a recurring theme to success? Don’t think narrowly – ENGAGE the organization. When you do this, you can create a more successful future for you and your team. Your challenge is to put in the time and work required to get the necessary structures in place and the key executives engaged. The benefits are worth the effort. More information on forming and setting up Application Teams and Steering Committees is available online for our TribalHub Members in the TribalHub information portal. You can also contact me directly at mday@tribalhub.com or our consulting and services division and team at contactus@TribalFocus.com.Arctic IT looks out for our unique tribal needs. They have the depth of expertise and broad tribal client base that proves invaluable in strategizing and implementing solutions.”BRUCE YOUNGBERGPort Gamble S’Klallam Tribetribalnetonline.com |7TRIBALNET MAGAZINE | FALL 2018Native-OwnedExperts in tribal network securityAward-Winning managed services provider15 years implementing tribal ERP and case management systemsTribal Platforms EnrollmentTM – Powerful and affordable. Trusted by tribes across America to manage over 400,000 member recordsReady to elevate and simplify?844.461.9500 | connect@arcticit.com | www.arcticit.com| tribalnetonline.com8FEATURE | TEAM BUILDINGBYANDREW TRAWICK, CEO, TRUVIAN GROUPAndrew Trawick has more than 25 years of international business leadership and development experience in over 30 countries. Currently he is with The Truvian Group which helps organizations create high performance cultures in which people desire to work.ABOUT THE AUTHORI sat there confused as I listened to the company founder. His idea didn’t make sense, yet here were five other people all excited about his grand plan.“I’m going to radically shake up the shoe market. Eighty-dollar brand name shoes only cost $5 or $10 to manufacture in China. We are going to sell the same quality shoe for only $20 a pair, perhaps made in the same factory as the brand names.”“Do you have a contract with a sports team or a big distributor?” I asked.“Well no, we are going to sell direct,” he said. This was confusing to me, I had little experience in the textile industry, but I knew enough to understand that brand name apparel is popular because it’s tied to a famous person, national sports team or is supported by massive marketing campaigns. How was he going to sell direct?“How long have you been working on this?” “About twenty years.” “Twenty years!?” I looked around at the unfazed smiling faces. This group had yet to create even one physical shoe much less sell anything, but everyone on the team was optimistic. What am I missing? Turns out I wasn’t missing anything; this was one of the most serious cases of groupthink I’d ever seen.In my last article, I focused on the first step of decision making: determining if the decision is revocable or irrevocable. Once you know that, the next step is guarding against the three most common decision pitfalls: groupthink, sunk cost and cognitive bias. Today we’ll look at groupthink. GROUPTHINKWebster’s definition of groupthink is, “A psychological phenomenon whereby pressure within a group to agree results in failures to think critically about an issue, situation or decision.” In other words, “Go along to get along.”So, how does a group of intelligent individuals end up there?Two main forces produce groupthink: reward and punishment. Either the reward for agreeing is high: promotion, bonus, boss’s approval, validation of personal beliefs, possible realization of one’s dreams, etc...and/or the penalty is high: demotion, rejection, loss of power, dashed dreams, etc...In addition, there are two categories of individuals who succumb to groupthink. First are those who believe the philosophy, project or goal is wonderful. Perhaps it was their idea, or perhaps it aligns with their personal convictions. Whatever the case they “believe” in the idea so much that to challenge it seems senseless.The second category of groupthink-prone individuals consists of people who disagree but refuse to stand against the rest of their group for a variety of reasons. Maybe being the only apparent dissenter makes them question their dissent. Perhaps the cost of going against the crowd is too high. Possibly they feel subordinates should always salute and say, “Yes sir.” Or maybe they perceive contradiction as pointless because they feel like nobody would listen.Whichever the case, the result is the same: a group that fails to critically discuss and challenge issues while outwardly appearing to be in agreement. Become Rich and PowerfulGroupthink—how does a group of intelligent individuals end up there?tribalnetonline.com |9TRIBALNET MAGAZINE | FALL 2018TRIBALNET MAGAZINE | FALL 2018THE SIGNSThere are a few ways you can figure out if your team is under the daze of groupthink. One way is to listen to the water cooler conversations.You may hear, “Why give my opinion, it doesn’t matter anyway.” Or, “Don’t disagree with the boss.” Or, “Those guys (from outside the team) are morons, they just don’t get it.” Or even, “This is awesome, if you can’t see that you’re an idiot.”I hear those last two used a lot in political arguments. The danger is that once you label a person or group “idiot,” you no longer have to listen to any argument they propose, because, well, “they’re idiots.”Another sign of groupthink is when the group is asked what they think, they either all look to an individual, waiting for his or her answer before they give theirs, or they go into hiding, looking down at the floor or at their phone hoping no one singles them out. When asked directly, the answers will be short and sound oddly similar, “It’s fine.” “I have no opinion.” “Let’s just get back to work.”WHAT TO DOCombatting groupthink is both easy and hard — easy because there are very simple things you can do, hard because if groupthink has existed for a long time, even simple challenges will be strongly opposed.First, you must embrace disagreement as a good thing. Every improvement is preceded by a disagreement. Challenges are a gift because it forces you and the team to address actual or potential problems. If someone feels the challenge is “stupid,” then the answer should be simple and forthcoming.Here are a couple of steps you can take. Have an open conversation about your concern that the team has succumbed to groupthink. Ask each of them to come up with a potential problem with the current goal or project. Remove as many penalties as possible and don’t interrupt or correct someone as they speak. After everyone speaks, ask the team to address the issues and not the person who brought up the issue. If you ask the team to do this and no one speaks, then you, someone else in the room or the organizational culture itself may be exacting a high penalty for disagreement.I hope you never get talked into or talk someone else into an idea that can’t be challenged. It turns out this shoe team I met with was team number four. The founder cycled through people he would convince to volunteer on the promise of great titles and riches. He purposely surrounded himself with people who never ran or started a business. He kept them hooked on the illusion of his dream until the disillusioned individual would leave. When they did, he would label them a traitor and an unbeliever, and find a replacement.As an entrepreneur, I’m a huge advocate of pushing against the odds; try, try again. I believe most people give up way too early. Having said that, remember when someone challenges your dream, if your best answer is, “You’re stupid,” then that’s all it will ever be — a dream.Next >