< Previous| tribalnetonline.com40Can you give us a snapshot of the IT department? The current team size is 22 full-time staff across five divisions: Administrative Support, Operations, Programming, Infrastructure and Client Services. A supervisor, who reports to the director, leads each division. I am in the process of hiring six more staff. The Administrative Support and Operation divisions perform the IT Department’s administrative functions, such as procurement, project management and staffing.The Client Services division provides our helpdesk, desk-side support, training, hardware imaging and configuration, as well as assists with program-specific requests across the tribal government.The Programming division develops and manages the various applications and databases, which are utilized across the government departments. This division also manages our Intranet, SharePoint platform and websites.The Infrastructure division manages the network, cyber security hardware and software, servers and storage, inside and outside plant cabling, and telecom.Have you done any significant construction projects within the last year or are any on the horizon?Direct:• IT is converting a large conference room into an enhanced training room and additional office space. We will be using this room to pilot technologies for possible application across new or existing government buildings. These technologies are tools such as smart/connected lighting, network connected projectors and monitors, and a building management systems interface.• We are replacing or enhancing our fiber-optic infrastructure across the reservation.• We are installing reservation-wide wireless broadband.Indirect:• The tribe is constructing a new 100,000-sqare-foot health services building. The IT Department has been working closely with the architect, contractor and customer to ensure that all IT related infrastructure is designed and implemented to meet the Health Department’s operational needs, while meeting IT requirements, including the data network, MDF/IDF, data room fire suppression, electronic access, surveillance, audio-visual and digital signage.What are some of the key projects your team is focused on in the 2019 budget cycle?• ORGANIZATION-WIDE PC REFRESH• IMPLEMENTING DIGITAL TRANSFORMATION PROCESSES• DEVOPS• COMPREHENSIVE MULTI-DISCIPLINE CYBER SECURITY PROGRAM• CENTRALIZED PROJECT MANAGEMENT• STANDARDIZING OUR APPLICATION DEVELOPMENT PLATFORM• IMPLEMENTING MICROSOFT 365 What can you tell us about any projects your team is working on that positively impact the tribal government employees?Our main project at this point is our telephone system upgrade. Our current system is end of life, end of maintenance and providing limited features which creates performance inefficiencies. The upgrade adds features that will lead to increased productivity, security and safety, while improving network operational performance. The current system is several versions behind and provides limited services in respect to our vision of collaboration and service delivery; basic telephone services with limited overhead paging. For example, the new system will IT DIRECTOR Q&A“I BELIEVE THAT ESTABLISHING AN INNOVATIVE ENVIRONMENT WHERE STAFF CAN EXPLORE NEW IDEAS AND TECHNOLOGIES HELPS IN MAINTAINING INTEREST. IN ADDITION, HAVING OPEN COMMUNICATIONS AS MUCH AS POSSIBLE, THUS INFORMING STAFF OF PROJECTS AND PROGRAMS THAT MAY AFFECT IT WILL KEEP PEOPLE COMMITTED. LASTLY, ENCOURAGING AND PROVIDING TRAINING IS KEY — THE ADAGE OF ‘WHAT IF WE TRAIN THEM AND THEY LEAVE’ VS. ‘WHAT IF WE DON’T AND THEY STAY’ IS MY PERSPECTIVE ON TRAINING, AND I PUT MORE WEIGHT ON THE LATTER.”QUESTION + ANSWER | IT DIRECTOR RAUL GUSTAVO MAVISRAUL GUSTAVO MAVISIT DIRECTORPASCUA YAQUI TRIBEtribalnetonline.com |41incorporate system-wide announcing, including our WAN-connected sites; unified communications, through which email, voicemail and calendars will be accessible from each of the platforms; and integration with location services in order to provide detailed information to our first responders. The goal is for the telephone system to merge with the tribe’s communication and collaboration platform.Are there any projects/ initiatives your team is involved with that directly impact tribal membership?The Pascua Yaqui Tribe was the first tribe to develop and implement an Enhanced Tribal Card — a Western Hemisphere Travel Initiative (WHTI) enabled card. The application and card design were fully developed internally by the IT Department, and they continue to engage in ongoing development. The full success of the ETC program will include outsourcing the application/services to other tribes.What would you say is your leadership style and why does it work with your team?I believe all leaders should know the most common leadership styles and in which situations they should apply them. My We would like to thank Raul for sharing this information about his team and organization. He welcomes your questions and comments and may be reached at: raul.mavis@pascuayaqui-nsn.govdefault style leans toward the democratic type. This gives me the opportunity to involve my staff in some of the decision-making process, making them part owners. It also lends itself to leadership development, by introducing staff members into the decision-making process. My staff feel that they are truly part of the team and that their opinion matters. In the end, though, the final decision is mine, and I usually find that by including others’ opinions I reach a better decision.What is your biggest challenge in your role and what do you do to try and overcome it?In my previous job I was also the IT Director, but had more hands-on technical work. In my current position, I have deliberately stepped back from that to an exclusively administrative role. I can do this because I have more staff dedicated to the different divisions within IT. In addition, I need to ensure that the staff exercise and improve their skills without my interference. Ironically, at times this approach results in them asking for my input. However, my inclination to get involved with technical matters sometimes starts to creep back. My challenge is staying focused on my tasks and knowing that I have dedicated and skilled team members whom I can trust with the technical responsibilities.| tribalnetonline.com42product spotlight RiteTrack is designed specifically to help Tribes strengthen self-governance through tracking and reporting on its data. These system implementations are more than just a database. They are the engine driving a Tribe’s goals and vision. TRIBAL COURT MODULE:•Civil/Criminal Case Management•Offender Charge(s) Tracking•Hearings and Legal Actions•Case Notes and DocumentsPROTECTIVE SERVICES MODULE (ICW/CPS/DV): •Incidents and Allegations•Investigations•Findings•Assessments•Referrals•Safety/Treatment Plans FOSTER CARE:•Foster Home Management•Placement History•Foster Home PaymentsOTHER STANDARD MODULES:•Treatment Services•Financial Assistance•Employment and Training•Enrollment•TANFHandel is the developer of RiteTrack which provides customizable off-the-shelf modules for a variety of tribal judicial and social services.Casey Bader | Vice Presidentcasey@handelit.com | 307-742-5555www.handelit.comIntegrated Systems for Tribal Court and Protective ServicesTurn data into information that can identify needs, inform improvements, and justify funding for programstribalnetonline.com |43TRIBALNET MAGAZINE | FALL 2018FEATURE | TRIBALNETONLINE.COMFEATURE | TRIBALNETONLINE.COMOUR MESSAGE TO TRIBESWe are strong supporters of tribal sovereignty and self-determination through involvement with many programs including the National Indian Gaming Association, The American Indian Science and Engineering Society and a contributor to other localized tribal organizations. 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We are investing in the future with Aristocrat because they continue to invest in their systems, as well as bonusing and content that elevates the experience for our players.”Mike Rose, General Manager of Rain Rock Casino meet the Aristocrat teamKELLY SHAWVice President of SystemsKelly.Shaw@aristocrat.comCLARK WARRENVice President of System SalesClark.Warren@aristocrat.comSCOTT RICHARDSDirector of System Sales-Western RegionScott.Richards@aristocrat.comZELLETTA WYATTDirector of System Sales-Eastern RegionZelletta.Wyatt@aristocrat.comFOR MORE INFORMATION VISIT US AT WWW.ARISTOCRAT-US.COMMEET YOUR VENDORS | ARISTOCRAT TECHNOLOGIES, INC.OUR WORK WITH TRIBESOasis 360 recently partnered with Saginaw Chippewa Indian Tribe which owns and operates Soaring Eagle Casino in Mt. Pleasant, Michigan to create a floor-wide mystery progressive. This exhilarating promotion is available at both the Soaring Eagle Casino and the Saganing Casino. Each mystery jackpot features a life-changing jackpot value and has helped to generate excitement for all guests. Patrons of the property can view information on the promotion anytime by visiting the casino website or throughout the property on all connected devices. Visit https://www.soaringeaglecasino.com/ to see all the details! Continuing to build on our success, Oasis 360 has also recently completed the installation of Oasis 360, ONE LINK and Loyalty across the entire Creek Nation enterprise. This multi-site installation was the culmination of partnership and a commitment to meeting the needs of our tribal partners. Through the thoughtful review of all required business needs, Oasis 360 installed a single card loyalty solution which helps to drive collective messaging and marketing opportunities across all of the Creek Nation sites, providing creative marketing capabilities and a distinct advantage in an extremely competitive market.WHAT SETS US APARTWe believe in long term partnerships and superior customer service. Oasis 360 delivers best-in-class service and support to all customers. Our 365/24/7 U.S. based call center combined with a regional support model provide case management and training through our award-winning learning solutions team. Additionally we have a team of professional services experts with specialized knowledge in niche areas to guide bonusing strategies, custom reporting, design, implementation and more.| tribalnetonline.com44tribalnetonline.com |45TRIBALNET MAGAZINE | FALL 2018The Oasis 360™ Solution delivers non-stop opportunities with the industry’s most robust array of tools to engage your players at every possible touchpoint. From progressives to bonusing, to marketing and mobile resources, we’re your long-term partner dedicated to driving player loyalty.It’s All About What’s Inside©2018 Aristocrat Technologies Australia Pty LtdIT’S ALL ABOUT a deeper connectionOasis 360™| tribalnetonline.com46FEATURE | EXECUTIVE INSIGHTSBYDAVID OWENSCEO OF TRIBAL ENTERPRISES FOR THE SKOKOMISH TRIBE OF WASHINGTONDavid Owens began his gaming career in Las Vegas, Nevada in 1985, working at Caesars Palace as a dice dealer from 1989 to 2000. David relocated to Oklahoma with his family in 2003, where he worked directly with Tribes and developed and managed Casinos as a Casino General Manager, Director of Gaming and Vice President of Development. David is currently the CEO of Tribal Enterprises for the Skokomish Tribe of Washington.ABOUT THE AUTHORSMALL CASINOOrganizational DesignThe NIGC reported in 2017 that there are 143 tribal casinos with revenues ranging from $50 million to $250 million per year, compared to 283 casinos with revenues ranging from $3 million to $25 million per year. With 103 tribal casinos reporting revenues of $3 million or less, there are more small/medium casinos than large or mega casinos. Casino operators are integrating new technological advances and automation into their business planning. Slot system patron management and display managers are more prevalent in tribal casinos than in the past. New slot systems can give customers the ability to order a drink, download free play and alert valet right from their gaming device, to name a few enhancements. Electronic players cards are being developed to enable ticketless gameplay by allowing customers to communicate their information from smartphones directly to a gaming device. Cash service/ATM vendors are working on ways to enable customers to wager at gaming devices directly from a pre-set account accessible from a smartphone, eliminating the need to use cash on a device. Casino marketing kiosks can give customers the ability to join the players club and print players cards without employee assistance, as well as driving visitation by having unique couponing and promotions. Casino operations are up-to-date in relation to technology but use antiquated organizational design in terms of business structure. Wages are increasing nationally and some regions are experiencing minimum wage increases of 40% or more over a period of time. The organizational structure that a company adopts is a fundamental aspect of that business’s culture, and operators may need to consider restructuring to accommodate the new directions that technology is taking them. As employees are retrained, cross-trained or repositioned to accommodate technological and operational advances, the organizational structure will need to suit the new employee/customer needs. Understanding when it is time to reevaluate a casino’s organizational structure can be difficult. Entrenched processes, bureaucracy, regulation and internal and external politics can make the human factor in a successful advancement the most challenging to execute, and changing established protocols is a challenge even when it goes well. Flat/flatter organizational structures often create opportunities for employees to cross-train and learn a myriad of processes, where taller hierarchies may be more siloed and job specific. The term “flatter organization” describes a blend of both a flat organizational model and a hierarchy. A flatter organization (meaning flatter than a traditional hierarchy) may have more structure and supervision than a flat organization, while the structure remains lean with the employees typically having direct connections to the GM/manager. A flat/flatter organization seldom has more than three or four tiers on an organizational chart. Flat organizations can give employees multiple tasks that cross departmental lines, which can create challenges and confusion about who an employee reports to.A flat organization has fewer leadership positions available and the focus may be more directed to job satisfaction, team goals and property objectives. Flat organizations can have great success in achieving effective communication. The bureaucracy of a multi-tiered hierarchy, while often necessary to effectively communicate divisionally or cross-functionally, can also be problematic and frustrating compared to a flat organization. A direct line to decision makers may be available in a flat structure, while a tall hierarchy may have more processes that require a directive for further instruction, which can be slow and frustrating. Adapting a new organizational methodology that fits the scope of the casino operation, employee pool and tribal sensibility is possible. Preparing and engaging employees in organizational change is more important than ever, and many operators are aware that adequate staffing, employee retention and manageable turnover are as important as any other aspect of the business. Successful organizational redesigns often consider the required training, development and education of the employees in advance. The higher the employee engagement and buy-in, the more likely the change will be effective. While there isn’t a “best” organizational structure for small casino properties, it makes sense that the structure needs to encourage employee engagement and eliminate boredom and inefficiencies that customers, management and employees can find difficult to work with. Flat organizations often create a direct line between the employee and the manager, eliminating middle management. A flat or flatter organization may not be ideal for a multi-shift/24-hour casino; however, a small operation may have success with a flat/flatter business model. It is not unusual for employees of small casinos to not have direct supervision from a specific manager at all times. The manager on duty may have an increased scope of work to support small teams in absence of a departmental manager. Small casinos’ employees are often cross-trained or work in more than one department or area. One challenge for small casinos with a tall organizational hierarchy/structure can be a high manager to employee ratio, which can cause confusion and animosity if the business culture is not solidified. Flat or flatter casino operations are often a reasonable option for a small property. In the 2016 Harvard Business Review article “Research: Narcissists Don’t Like Flat Organizations,” Emily Zitek and Alex Gordon stated, “CEOs should recognize that changing a firm’s structure will consequently change its pipeline of job candidates, as well as its ability to retain some existing workers.” The decision to flatten a broader business hierarchy may inevitably rest with the availability of employees in a region. If a casino property is in an isolated area, the employment pool may be limited, and finding engaged employees may be a challenge. Creating a business environment geared towards employee satisfaction and retention is a wise plan for small casinos. Small communities do not necessarily have the same flow of qualified candidates, even when offering training. Having an organizational structure that supports the unique needs of a small property can make a huge difference in morale and profitability.tribalnetonline.com |47TRIBALNET MAGAZINE | FALL 2018All CXOs, SVPs, VPs, Department Heads are Welcome to Join Us!Contact jeannie@mygamingandleisure.comto reserve your seat and learn more at www.mygamingandleisure.com.Property Executives•A vast majority of gaming & hospitality technology spend in North America in attendance•Hosts the most gaming CIOs in one private forum in North America•Unique peer forum•Share best practices•Leverage knowledge•Solidify relationships •Maintain connections throughout the yearOctober 13th& 14th, 2019Top Private Industry Forum in North AmericaFEATURE | TRIBALNETONLINE.COM| tribalnetonline.com48tribalnetonline.com |49TRIBALNET MAGAZINE | FALL 2018Next >