Inagurual Symposium by Dr. Thomas McWeeney - Adaptive Leadership, Big Data, and Informed Decision Making

1. Adaptive Leadership,
Big Data, and
Informed Decision-
Making
The institute for Public Management and Governance
Inaugural Symposium
February 21st, 2018

2. Welcome
Dr. Alexandru Roman
Director of the Research Institute
for Public Management and
Governance
Associate Professor of Public
Administration CSUSB

3. Agenda
Morning Session
• 7:30 – 8:30 - Registration and Breakfast Buffet
• 8:30 – 8:45 - Welcome and Introductions
• 8:45 – 9:00 - Ethical Leadership - Dr. Thomas McWeeney
• 9:00 – 10:15 - Ethical Leadership and Transformational Change -
Dale Watson, David Brant, Sandra Hutchens
• 10:15 -10:30 - Morning Break
• 10:30 - 11:30 - Transformational Leadership, the Driver of
Breakthrough Innovation - Panel discussion
• 11:30 – 12:30 - Buffet Lunch

4. Agenda
Afternoon Session
• 12:30 – 1:00 – Big Data – its definition, current need, and great
potential. Presented by the Big Data Team of the Southern California Association
of Governments (SCAG)
• 1:00 – 2:30 – Leadership/Big Data panel
• Hasan Ihkrata, Executive Director, Southern California Association of Governments
(SCAG)
• Damian Spangrud, Director of Technical Solutions, ESRI
• 2:15 – 2:30 – Afternoon Break
• 2:30 – 4:00 – Leadership in Action: Mayor Deborah Robertson and the
Rialto Analytic Center
• 4:00 – 4:30 – Final Exercise and Closing Remarks

5. Dr. Sharon Brown-
Welty
Dean, Palm Desert Campus
California State University
San Bernardino

6. Dr. Thomas G.
McWeeney
• Seminar leader
• Department of Public Administration
CSUSB

7. Ethical Leadership
and Performance

9. When I speak with people in private
enterprise or in government, there is
a common refrain: ‘there is no
leadership at the top’
“
” “ The lack of global
leadership… has
become a common
refrain
”
- Foreign Policy

10. “
”
Ford: No doubt there’s a
leadership void
“
”
Leadership void: police
deserve better at the top

11. What To Do When You Do
Not Trust Your Leader?
Forbes Magazine, July 4, 2014

12. Decline in Trust = Crisis in Leadership

16. Decline in Mutual Trust

18. Question: Has Leadership Training
Produced Better Leaders? Consider:
• The United States spent more than $156 billion on leadership training
programs in 2012. But after training was completed, only 15 percent of
the skills taught are reported to be applied on the job.
• 77% of leaders think they do a good job of engaging their people; yet,
88% of employees say their leaders do a bad job with engagement
• 65% of employees would forgo a pay raise to see their leaders fired
• Over the past 20 years,
 30% of Fortune 500 chief executives have lasted less than three years.
 Top executive failure rates as high as 75% and rarely less than 30%.
 Chief executives now are lasting 7.6 years on a global average down from 9.5 years According to
the Center for Creative Leadership, 38% new chief executives fail in their first 18 months on the job.

19. Leadership v Management
Leadership Attributes Management Attributes
• Efficiency
• Effectiveness
• Organized
• Timeliness
• Priorities
• Productivity
• Process
• Performance
• Integrity
• Courage
• Motivation
• Honesty
• Fairness
• Ethics
• Trust
• Results

21. Leadership
From the Perspective of Followers
• Right Thing
• Moral Courage
• Commitment
• Accountability
• Trust

22. Ethical Leadership and
Transformation Change

23. Dale
Watson
Former Executive Assistant
Director for
Counterterrorism, Federal
Bureau of Investigation
Leadership Attributes
• Pre-9/11 warnings
• New Strategy of “prevention”
• Led Cultural Transformation
• Confronted Traditionalists
• Spoke Truth to Power
• Respected Internationally
• Seeded Nation’s Most Comprehensive
Information Sharing System

25. Memo: Assistant FBI Director Predicts Terrorist
Attack in the US
July 11, 2001
Assistant FBI Director Dale Watson, the head of the
counterterrorism Division, warns that a significant
terrorist attack is likely on US soil. He says “I’m
not a doom and gloom type of person. But I will tell
you this. [We are] headed for an incident inside the
US.”

27. Memo: FBI Reorganization Aims at Terrorism
Prevention
Date: December 1999
“Following a government wide review of
intelligence operations...the Bureau’s National
security division is split into two new divisions,
the counterterrorism division, and the
counterintelligence division.”
Dale Watson, the counterterrorism division’s
new head, will order all field offices to become
more engaged in counterterrorism by recruiting
informants, hiring more Arabic translators, and
establishing a joint terrorism task force with
local police departments”

29. Memo: FBI lacks Strategy to Prevent Terrorist
Attacks
Date: Aug 22, 2000
“An internal FBI memo warns that the agency lacks a
coherent strategy…Dale Watson states ‘While the FBI
has traditionally relied on an approach that focused
generally on the identification, penetration and
neutralization of terrorist organizations, the FBI has
not developed a grand strategy’”

31. Memo: FBI Reports Extremists linked to
Chechnya Leader and Bin Laden are Planning
attack
Date: Before April 13th 2001
Dale Watson, head of the FBI’s counterterrorism
program, sends a memo to FBI director Louis
Freed warning that ‘Islamic radicals are
planning a ‘terrorist operation’

33. Memo: Attorney General Ashcroft Omits
Counterterrorism from List of Goals
Date: May 10th 2001
Attorney General John Ashcroft sends a letter
to department heads telling them the justice
department’s new agenda...Dale Watson, head
of the FBI’s counterterrorism division, will later
recall nearly falling out of his chair when he
sees counterterrorism not mentioned as a goal.

35. Memo: Terrorist Threat Reports Surge, Frustration
with White House Grows
June-July 2001
During this time, President Bush and other top
white house officials are given a series of
Presidential Daily briefings relating to an al-Qaeda
attack...that consistently predict upcoming
attacks...indicating that they would cause the
world to be in turmoil, consisting of possible
multiple - but not necessarily simultaneous
attacks

37. FBI Internal Report Highlights Lack of
Resources for Counterterrorism but Ashcroft
Denies More Funding
Summer 2001
According to senior government officials ‘A
top secret report warned top officials of the
FBI in the months before Sept. 11 that the
bureau faced significant terrorist threats from
Middle Eastern groups like al-Qaeda but
lacked enough resources to meet the threat’
The report is the result of ‘MAXCAP 05”, short
for maximum feasibility capability, an
evaluation effort launched by Dale Watson…to
identify the FBI’s weaknesses in
counterterrorism and remedy them by 2005.

38. David Brant
Executive Director of the National Law
Enforcement Museum
Former Director (Ret.) of the Naval
Criminal Investigative Service
Leadership Attributes
• USS Cole Bombing
• Accepted Responsibility
• Total Rebuild of NCIS
• TV Show
• Reached Out to Counterparts
• Spoke Truth to Power - GITMO
• Seeded Nation’s Most
Comprehensive Information
Sharing System

39. Dave Brant – Leadership Moments
• Truth to Power
• Expert Advice
• Strategic Planning
• Strategic Initiatives

40. Sheriff of Orange
County California
Sheriff - Orange County
Sheriff Department
Leadership Attributes
• Replaced Disgraced Sheriff
• Initiated Far Reaching Changes
• Initiated Collaborative Operations
• Spoke Truth to Power
• Elected Chair of the National Sheriffs
Association
• Elected Unopposed
• Led Nation’s Most Comprehensive
Information Sharing System in So Cal
Sandra Hutchens

41. Sandi Hutchens– Leadership
Moments
• The Beginning
• Difficult Management Decisions
• Re-election
• Personal Crises
• Trouble in the Jails
• NSA Recognition

42. Leadership Assessment - 1 = low, 5 = high
42
Right Thing
Moral Courage
Commitment
Accountability
Trust
Total:

43. Morning break
10:15 - 10:30 am

44. Transformation
Leadership,
The Driver of
Breakthrough
Innovation
Case study – Law Enforcement Information Sharing

45. Dale Watson Dave Brant Sheriff
Sandra Hutchens
The Improbable LInX Story – NOT ABOUT TECHNOLOGY!

46. Leadership Milestones
• Information Sharing Situation –Technology or Leadershp
• Focusing event
• Start Up - US Attorney General District Initiative
• St Louis – Leadership Driven Leadership Technology and
Governance
• 9/11 – FBI Engages – (Watson)
• 2004 – US Navy Engages in Seattle (Brant)
• 10 NCIS Sites, including Southern California, and a National
Plan
• 2007 – Southern California Engages (Hutchens)

47. Logic Model

48. Information Sharing Project:
Leadership Focus
• Goal/Investment Purpose: Direct contribution to reduced crime, prevention of terrorism
• Primary Objective: Relevant Information not otherwise available
• Critical Success Factors:
1. Engaged leadership/governance process
2. Inclusion of all legally sharable data
3. Technological Distinction
 Single query/comprehensive search
 Original document availability
 Instant depiction of relationships
 Data extraction from narrative reports
 Geo-spacial presentation
4. Unquestioned Security
5. Used as Primary investigative/intelligence/analytic tool
• Leadership monitoring: Bi-Monthly IPRs with leadership peers, staff. & contract executives
• Timeframe for initial deployment: 120 days
• Cost of protoype and initial deployment: $500,000

49. Governance
Project Oversight and Decision Making
• Who decides what to do?
• Who determines objectives and performance expectations?
• What knowledge is needed to make decisions?
• Who has the legitimacy to make critical decisions?
• Who must agree/concur with decisions?
Governance Board – Senior interagency officials that “owned” the project and
made all decision and directed its implementation.

50. ST LOUIS PILOT – SAMPLE DATA

51. First, use free text
search to find people,
places, things, etc.
Second, results of
free text search are
displayed, with access
to source documents.
Third, link diagrams
can be generated to
see relationships of
free text results.
Or, Mapping displays
can be generated to
see geospatial
relationships.
INSTANT RESULTS: Name, original document,
relationships and associates, map of activities and other
GIS info – all available in 3 seconds from disperse and
unconnected data sources.

52. Note the
organized list of
results presented
Original document is
available by “clicking”
on a name on the left

53. Unknown “link” discovered
(Demetrius Ursery) between
agency investigative files
St Louis FBI
Investigative File
St Louis Metro
Police File

54. Staging Server
Federated queries can be
made across multiple staging
servers
Basic Staging Server Concept Configuration
Distributive User Access
or Fusion Center Access
Agency RMS or
Other Data Source
Agency Staging Server Information and Data Flow
Firewall Firewall
DMZ
Data is always pushed from the
agency to the staging server
Data can be pushed from the
Staging Server to another
repository if required.
Data Warehouse
CSM-PLI
Optional
Configuration

55. SNOPAC
ILEADS
WSP
RAIN
FP
FP
FP FP
WASPC
JBRS
Data Warehouse
FP
Each front porch can be
queried directly, if an agency
allows public internet access to
their front porch.
New users
can be added
any time at
minimal cost
NCISFP
OPEN AND INTEROPERABLE ARCHITECTURE
Eastern
WA
FP
LInX NW Configuration
DOJ R-DEx
All DOJ LEAs
DHS FP

56. Bruce Loftus – LInX Regional
Program
• Manager for Orange County and Hawaii

57. Law Enforcement Information Exchange
February 21, 2018
Bruce Loftus, SoCAL LInX Program Manager

58. What is LInX?
• Federal cooperative law enforcement data sharing system –
central repository for electronic RMS and CAD data
• Secure web-based application that is updated nightly
• Developed by NCIS in 2003
• Free for member agencies
• Over 1,800 agencies participate and contribute data
• Governed by the Chiefs, Sheriffs and SACs of each region
aka

59. Regional LInX Systems
September 2017
Gulf Coast
Rio Grande Southeast
Carolinas
Virginia
Northwest
NCR
Northeast
Midwest
Federal
LInX
Florida
Regional
Rocky Mountain
Hawaii
SoCal

60. LInX/D-DEx/N-DEx Composite
September 2017

61. D-DEx / LInX Partners by Year

62. D-DEx / LInX Data Categories

63. Total D-DEx / LInX
Event Records/Narratives/Mugshots

64. D-DEx / LInX Event Records by Region
Total = 1.1 BILLION
NOTE: These numbers do not include federal, state, and local data
available to query but kept in the FBI N-DEx System

65. DoD / Military LE Data
(D-DEx)
65
• Department of Defense Data Exchange
• LInX Region for DoD Law Enforcement
• 16 of 16 DoD Law Enforcement
Agencies now provide data
– Defense Criminal Investigative Service
(DCIS) went live in Sept 2016
– Newest member is US Coast Guard
Investigative Service (CGIS), went live
early Nov 2016

66. Multiple Large Urban Depts Have Joined
• Metropolitan Police Department (reconnected)
• Baltimore City Police
• Miami Police Department
• Boston Police Department
• Los Angeles Police Department
• Chicago Police Department
• Houston Police Department
• Dallas Police Department

67. Domestic Law Enforcement Awareness Program
(DLEAP)
• Started with the goal of helping DoD LE agencies know when
something has an actual or potential DoD nexus or is a threat
to DoD people or assets.
• Expanded to SE & NCR regions to address LE concerns
• Provide advanced analytical capabilities starting with Ureveal
• Produce advanced analytical products with concentration on
automating suspicious activity reporting
• Target analysts in these Regions to be provided with this
capability

68. DLEAP Example – Gang Concepts

69. LInX sign on
10/2/2018
69

70. Home page
10/2/2018
70

71. Query tools
10/2/2018
71

72. All search
10/2/2018
72

73. 10/2/2018
73

74. Security Administration
10/2/2018
74

75. Thank You
10/2/2018
75

76. Visionary
New direction, organizational
transformation
Commander
Mission related results
Manager
Effective & efficient
processes
Communicator
Soft skills, clear and
connected
Adaptive Leadership
What kind of leader are you?
What kind of leader do you need to become?

77. Visionary
New direction, organizational
transformation
Commander
Mission related results
Manager
Effective & efficient
processes
Communicator
Soft skills, clear and
connected
Adaptive Leadership
What kind of leader are you?
What kind of leader do you need to become?

78. Visionary
New direction, organizational
transformation
Commander
Mission related results
Manager
Effective & efficient
processes
Communicator
Soft skills, clear and
connected
Adaptive Leadership
What kind of leader are you?
What kind of leader do you need to become?

79. Visionary
New direction, organizational
transformation
Commander
Mission related results
Manager
Effective & efficient
processes
Communicator
Soft skills, clear and
connected
Adaptive Leadership – Dale
What kind of leader were you?
What kind of leader did you need to become?

80. Visionary
New direction, organizational
transformation
Commander
Mission related results
Manager
Effective & efficient
processes
Communicator
Soft skills, clear and
connected
Adaptive Leadership – Dave
What kind of leader were you?
What kind of leader did you need to become?

81. Visionary
New direction, organizational
transformation
Commander
Mission related results
Manager
Effective & efficient
processes
Communicator
Soft skills, clear and
connected
Adaptive Leadership – Sandra
What kind of leader were you?
What kind of leader did you need to become?

82. Adaptive Leadership Work Plan

83. Lunch break
11:30-12:30

84. Leadership and Big
Data Panel

85. Damian Spangrud
• Director of Solutions Esri
• @spangrud

86. Hasan Ikhrata
Executive Director of Southern
California Association of Governments
(SCAG)

87. Hasan
Ikhrata
Damian
Spangrud

88. Afternoon break
2:50-3:05

89. Leadership in
Action
Mayor Deborah Robertson
Rialto Analytic Center
Panel Discussion with National
Development Resource Council
for Local Governments ( NRDC-
LG) Industry Experts

90. • Mayor Deborah Robertson
• Elected Mayor 2012

91. Closing Remarks
• Contact info
• TMCWeeney@CSUSB.edu