Page 72 - City of San Jose - DD of Gaming - AMB 05 23 19

Dave Staley

Previously - we specialize in the pre-licensing suitability and financial probe of the investigations for large corporations.
They wanted to start an investigation in Nevada. As part of that process we would look at where they operated already to
Monday, May 20, 2019 get a feel for how they work within regulated environments. We actually met with the regulatory authority in Singapore,
2:03 PM the minister of finance. My analysis is both current operations, projections, and financials. After they get licensed in Ne-
vada, the applications could be anything. That was the focus for my first 20 years. In the last four, the primary focus has
been maintaining this agencies oversight of compliance plans. Tracking staff for the licenses, working with the company
to change the plans, auditing those plans, with enough flexibility so that we kind of end up being a catch-all, we work
CSJPD with some of the AML groups in Las Vegas - kind of industry education, and then working with our chair as an intermedi-

Deputy Director of Gaming ary between our office.
Screening Interview Questions
Is the lowest level peace officer in Nevada.

General Questions

Why are you interested in the Deputy Director of Gaming opportunity with the City of San Jose? Tell me a bit about what you Please describe the ways in which you determine whether your organization is operating efficiently and effectively. How
know about the City. Why are you looking? do you implement changes to departmental policy if needed?

My resume indicates that I have been involved with gaming regulation for almost 24 years. I have had the opportunity to I know my own working when I get to work and I don't have 50 million emails and a stacked inbox. I have been working
tough a bunch of different parts of our regulation, from writing our regulation to putting together a new subunit as well as all with the staff that I work with and together we have come up with a way to handle workload and we have done it in such
of the basics, the background investigations of companies and individuals. Nevada has a very high barrier to entry - we put in a way that we still have the flexibility to handle surprises as they come up. I will go on the road with agents when they
a lot of resources to vetting. Once they are licensed - I have been very involved in the monitoring. The way that I read the role conduct audits for support, I will review a lot of their work. I guess a really good metric is when I have something come
of the Deputy Director - looks like an opportunity to take a lot of that information and work with it together. My previous work out of the blue and it doesn't destroy what I have throughout the day, that proves to me that my organization is where
has been kind of singular. It looks like it would give me an opportunity to take all of those skillsets and tie them all together. I it should be. I have already built in the ability of everyone else to work together. We have created that flexibility to work
like that challenge. I did the same job for about 20-years for the State. It was getting familiar so I kind of branched out and \ together.
took the CPM program and also the opportunity to put together a new unit. I'm starting to look for a new challenge.

There's couple of different ways to implement change. One is to sit down with my staff. When we started the compliance
I've been to San Jose - it is a beautiful area. It looks like you have two card clubs within city limits. There was a company that unit it was all brand new - it was a completely new function, the agency up till then largely relied on paper files and we
came to Nevada from the San Jose area called silicon gaming - I spent probably a couple of months down there and I really figured out a way to get everything set digitally by email. We had to work with our IT and our records department and
liked the area. I think there will be challenges with housing and some of the cost of living expenses. It would be an opportunity set up new instructions on how to get the information and who needed it. Normally I would institute change by working
for me to develop on the skillset that I have developed. with my staff. I have the ability to reach out to any level of executives, I can call the CEO or the chairman of the board or
whoever I need to. I can reach out to anyone in this agency from the chair to the chief - we have a good working relation-
ship. The chiefs have been limiting the silo'ing that occurs. So I can reach out to them for input. When all of that is done
it will become a more formal process, where it will be an email to facilitate the change. Getting together a good group
Please describe your most recent position and day-to-day responsibilities. of people that have to be involved because they would be a strong asset to the change and then after discussing it and
going over it.

My most recent position would have been as a special agent over the compliance unit that I described in my resume. That
covers a whole bunch of different stuff - I am managing a staff of five, including myself. What's been unusual about this
position is prior to this unit I would report to the Deputy Chief, to the Chief, to the Board Members. In this new position, it
ended up eliminating the hierarchy and gave me the opportunity to interact with anybody on the Board that I needed to with Please describe a complex situation in which you have received pushback from a party that you were attempting to regu-
any member of the Board. I would talk to just about anybody within the organization. When we do an audit we would send late or audit and how you handled it.
two agents into the field. I am managing about four audits at any given time. Then I would be working with the Chief and the
Board members when they review the results of our audit, we would then communicate with the individual licensees. My job
used to focus on one or two tasks and now I could do 15 different tasks. I am also a point of contact for other people on the We were auditing the compliance program of a medium sized casino that was large of a national organization whose
regulatory side. I could work with chiefs of other divisions, my staff, management within the agency, we also end up doing primary business was restaurants. The compliance program required that the casino does a vigilant amount of vetting of
special projects that could deal with anything from the Japanese owner having issues in Japan to having executives in a large partners. We showed up at our licensees property and found that a big section of what they were supposed to do wasn't
casino company being fired. I cover a lot of ground in a day. I have to schedule the tasks that I need to schedule but I also need being done, the property's GM started pushing back pretty hard. I met with the Las Vegas gaming council and found that
to make sure I can answer emails. That would be a pretty typical day for me. the guy was terrified of losing his job. He wasn't doing something that was supposed to be done. Rather than charging
through we chose to kind of work through the gaming council to get the changes needed done, so that he could smooth
it out rather than causing a lot of issues at the licensee level. The GM was simply over his head in this area. We could
How many employees do you supervise? Who do you report to? What are the areas that you regulate? have chosen a much more heavy handed approach, but it didn't really warrant it. The role of the compliance unit is not
taking a real heavy handed approach - we try to work with the licensees. I think that that is a reflection of this agency
and the maturity of the industry. Ultimately I represent the gaming control board - there are no defenses for a licensee to
Managing a staff of five. My direct report would be a Supervising Agent or Deputy Chief. Over the time that I have been with
the board -
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