ICE Documents

aiaai3PaPai
SUMMARY PROFILE
Accomplished and enthusiastic leader with over 15 years of federal managerial experience creating and directing an
extensive array of Immigration and Customs Enforcement (ICE) programs and operations. Inclusive background and
skill set in developing, training, leading, and motivating personnel while increasing efficiency and expanding agency
contributions. Substantial experience in establishing effective working relationships and overseeing programs within
the ICE operational portfolio, including managing international and domestic offices, to include one of the largest
field offices within Enforcement and Removal Operations (ERO).
DEPARTMENT OF HOMELAND SECURITY (DHS)

US IMMIGRATION AND CUSTOMS ENFORCEMENT 03/2003-Present
WORK EXPERIENCE:
Enforcement and Removal Operations

Deputy Field Office Director (DFOD) 10/2009-Present
GS-1801-15
Los Angeles, CA
Assist the POD by providing operational oversight of the ERO Los Angeles Field Office, comprised of over 500
full-time employees, 600 contract staff, 2,918 detention beds, and an annual budget of $105 million, Directly
responsible for managing the offices' Fugitive Operations Program (FOP), a 1,940 bed dedicated Intergovernmental
Service Agreement (IGSA) facility, and two sub-offices which encompass six counties containing approximately 16
million residents. Administer and lead the Criminal Alien Program (CAP) and FOP by ensuring that those aliens
who present a danger to public safely and/or national security are identified, apprehended, and removed in
accordance with agency directives. Direct and strategically plan practices that ensure the safe, secure, and humane
confinement of all aliens within the offices' area of responsibility (AO R).
Significant Accomplishments:
Appointed to act as the Senior Executive Service (SES) ERO Los Angeles Field Office Director (ES-1801)
from June 2013 to January 2014, and from November 2014 to January 2015, Exercised final authority for
the full range of position responsibilities, to include the establishment and implementation of specific
action plans for accomplishing agency goals and objectives throughout the field office AOR.
Headed EROs agency-wide project to create and implement a single career track (SCT) for all ERO law
enforcement officers. Directed the work of multiple ICE components, including human capital, budget, and
labor relations staff to bring about a strategic change by establishing an organizational vision and acquiring
support from employee and agency representatives.
Manage human resources and personnel challenges by displaying trust and mutual understanding.
Consistently resolve conflicts between individual needs and requirements of the agency, taking into
account current organizational goals, budget implications, and staffing requirements. Provide direction and
implement recommendations to ensure the field office builds and maintains a diverse and inclusive
workforce.
Meet regularly with executives from federal, state, and local law enforcement agencies (LEA) in order to
develop, maintain, and advance partnerships. Coordinate all law enforcement activities with LEAs to
ensure common objectives are achieved and all risks are mitigated,
Address complex and sensitive issues, complaints, and inquiries posed by congressional offices, non-
governmental organizations, legal representatives, and other stakeholders while encouraging open
communications to achieve mutual understandings. Sustained relationships with these entities allow for a
more constructive resolution of disagreements and achievement of shared goals.
Convene regular meetings with local Union representatives to advance partnerships and facilitate
cooperation and teamwork. Regularly include key operational and administrative representatives for
strategic input and collaboration.
Page I 1
Page 1 of 145
1414514PPOC1
Office of Investigations
Supervisory Criminal Investigator, Resident Agent in Charge (RAC) 08/2004-10/2005 and 12/2006-01/2009
GS-1811-14
Bakersfield, CA
Maintained direct operational oversight of all ICE criminal investigative activities within the RAC Bakersfield
AOR, managing sensitive and complex investigations involving multi-jurisdictional and cross-border criminal
organizations. Directed resources to strategically address public safety threats and established organizational
changes to neutralize threats to national security. Collaborated with federal, state, and local LEAs and community
safety partners to analyze concerns and educate community members on current threats and available resources.
Office of International Affairs

Supervisory Criminal Investigator, Attach 10/2005-12/2006
GS-1811-15
Islamabad, Pakistan
Established the ICE office and managed all ICE activities and functions in the countries of Pakistan and
Afghanistan. Formed organizational goals for the office and implemented structural practices to nicer agency
expectations. Regularly monitored progress and applied strategic modifications to improve results. Worked in
partnership with US and foreign law enforcement agencies and US intelligence entities to establish coalitions that
ensured the success of common objectives. Directed a diverse staff of Foreign Service employees and managed their
development by Rstering an environment of teamwork and cooperation.
Additional Relevant Work Experience

Assistant Field Office Director 01/2009-10/2009
Supervisory Special Agent 11/2001-08/2004
Deportation Officer 03/1996-11/2001
Immigration Agent 10/1995-03/1996
PROFESSIONAL DEVELOPMENT
Department of Agriculture Leadership Development Academy/New Leader Program, shington, DC
INS Leadership Development Center, Basic Functions of Leadership. Dallas, TX
INS Leadership Development Center, Ethical Decision Making Instructor, Dallas TX
Museum of Tolerance. Tools for Tolerance for Law Enforcement, Los Angeles, CA
Museum of Tolerance. Tools for Tolerance Facilitator Training, Los Angeles, CA
MILITARY SERVICE
111451
AWARDS
Outstanding Performance Awards, I997-Present
INS Los Angeles District Employee of the Year, 1997
ICE Director's Outstanding Achievement in Diversity Management Award, 2015
ICU Director's Core Value Award, 2016
CLEARANCE
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Page 2f 145
PUSHING NEW LEADERSHIP
BOUNDARIES:
A SENIOR LEADERSHIP INITIATIVE FOR

IMMIGRATION AND CUSTOMS ENFORCEMENT
Designed & Presented by:

I
THE N1U9E1JM OF TOLERANCE
Lead by GreatnessT"
Page 3 of 145
Your Prosontors
r4:45444:P4C:
r4:45444:P4C:
a true futurist, has gained the highest respect among international
business leaders. He has earned this respect from his unique ability to understand
and unravel the complex dynamics of the human spirit and at the same time to
identify a business's most current strategic opportunities and operational
challenges. This ability, combined with his uncompromising position on growing
revenue and maximizing profit, places him in the mastery category amongst
international speakers, thought leaders, and organizational advisors.
He has been active in international business for nearly thirty years. Before founding his consulting
firm, he headed Raphaely International's global Metal and Minerals trading division. In this and
subsequent executive roles, interacted with business leaders in over 25 countries.
success came from his groundbreaking work in the building of self-driven, high-performing
teams in environments of complex diversity. He took an active role alongside South Africa's greatest
business leaders who, together with Nelson Mandela and his government, transformed the country
from a repressive apartheid regime to a vibrant new democratic economy. He was the founder of
the South African Institute of Business Ethics and author of that country's Code of Ethics.
r4:45444:P4C:
is now CEO of Lapin International, Inc., a forward-thinking consulting company with
offices in the USA, Canada, and South Africa. Their impact spans four continents and is growing
exponentially.
first book, Lead by Greatness includes a new model of leadership that unleashes vast human
energy at low financial cost to organizations. It highlights new ways for today's stretched business
leaders to find untapped resources of power to deliver effectiveness and produce measurable
results.
(b)(6),(b)(7)(C) r4:45444:P4C:
is the Vice President of Operations, Consultants & Coaches for
Lapin International and a certified Lead by Greatness'?" Coach. Previously, as
Director of the Tools for Tolerance' Program for Law Enforcement at the Simon
Wiesenthal Center, Museum of Tolerance, she was responsible for the
development and delivery of training programs for criminal justice professionals,
specializing in areas of leadership, human relations, and ethical decision-making.
The programs trained over 100,000 members of law enforcement, both nationally and
internationally.
is also the first civilian graduate of the California Commission on Peace Officer Standards and
Training Sherman Block Supervisory Leadership Institute, the premier leadership program for law
enforcement supervisors, and has served as one of the first civilian facilitators of this prestigious
program.
graduated from the University of California, San Diego with a degree in History. She
completed graduate coursework in American immigration, multi-cultural, and women's history at the
University of California, Los Angeles.
Page 4 of 145
1-3ackground
Lapin Consulting International, Inc., a specialized international management

consulting firm, brings to its clients a wealth of international experience in strategy
consulting amidst diverse cultures and value systems. It excels in interpreting the human
dynamics that impact on organizational performance. It recommends changes that
embrace both thinking and action, taking its clients to new levels of excellence.
Lapin International's clients include major international banks and financial institutions,
Coca-Cola, General Electric, and one of the largest healthcare organizations in California.
SBE was also used by the U.S. Federal Government to align the diverse, indigenous
cultures and mindsets of U.S. territories in the Pacific with Federal standards of Ethics and
Law.
Lapin International's Law Enforcement Practice counts among its clients leading D.A.'s
offices, sheriff's departments, and police agencies. Its workshops are used by the
prestigious Los Angeles VViesenthal Center to train thousands of California Law
Enforcement officers, DA's, public defenders, probation officers and state and federal
judges. SBE has presented a wide range of programs to the Under Sheriffs Association of
California, the Southern California Jailers Association, and the State Board of Corrections.
Background To The Methodology

Lapin International researched, developed, and pioneered its strategies in South Africa
during that country's social, economic, and political transition. Lapin International was
responsible for developing new models appropriate for a multi-cultural transforming and
globalizing South Africa. The SBE Model was expanded for global application and has been
validated on four continents.
This program was designed after considerable inquiry. SBE conducted focus group
interviews with Command Staff throughout California to probe the challenges confronting
Law Enforcement Leadership, This program has been designed to distill these challenges
and propose a response. SBE continuously updates this program to deal with current
issues confronting Law Enforcement.
How To Get The Most Out Of The Program
Bring your experience, but abandon all preconceptions.

Feel free to challenge, but also open yourself to being challenged.
Engage your colleagues in probing and meaningful dialogue
Open your mind to new thinking, and be willing to change.
Page 5f 145
sol
Inspiration Dcficit
117 a survey of over 35,000 employees from jVobal companies 18 different countries:
o 27% of CEOs observed inspired employees.

Reality?
Only 4% of employees are inspired.
84% feel coerced.

43% described their company's culture as Command-and-
Control leadership by coercion
41% of CEOs say their firm rewards performance based on

values, rather than on financial results only.
14% of employees agree
Source: The HOW Report, 2012 LRN

Organization
The Gallup Poll:

Management and the Lovers of
Engagoment
43 of 50 Levers of Engagement are in ,0. of the manager
CEB found that of managers would have . - non-management

roles if [here was an option.
Even more alarming, _ of managers would c 5 of a management

role ilgiven a chance to take another equally attractive role.
A CEB study of 9000 managers concluded that only were both

committed and effective at managing.
Page 6f 145
What is Loadership?
"Leadership remains the inost baffling of arts...
...as long as we do not know exactly what makes men get up out of a hole in the ,
ground and go forwarcl'in the face of death at a word from another man, then
leadership will remain one of the highest and most elusive of qualities.
It will remain an
Professor of
History,
Acadia University & Military
Author
What Inspirational Leadership is NOT
"One of the first requirements

for a man who is fit to handle
pig iron as a regular occupation
is that he shall be so stupid and the reduction of the necessity
so phlegmatic that he more for thought on the part of the
nearly resembles ird his mental worker."
makeup the ox than any other
type." - Henry Ford (1863-1947)
-Frederick Winslow Taylor

Principles of Scientific Management
(1911)
Page 7f 145
Management Theorg
"Management is a human art and getting more so as infotech takes over

the inhuman.., ox work of the world."
"Managers will find competitive advantage by tapping employees' most
essential humanity, their ability to create... and to build relationships."
"Creating, articulating, and sustaining the organization's values is one of
management's most important jobs."
"The champion managers will be those who do it the fastest."
14461441(11(81
"Managing in the Info Era" . Fortune, March 6, 2000
"Business is 15 years ahead of Law

Enforcement."
144618PPOC1
Do you agree?
Page 8 of 145
. .
N/anag ment: Law Enforcemont r
"[Law enforcement] work used to be like a laborer's job. The only

requirement was that you had to be tough. Now that's not what we're
looking for. The job is all about knowing how to talk to people. We
screen for drug use, criminal background, but we don't do much
screening for people who can get along with other people... A good
[officer] knows how to defuse the situation by talking it out."
111951411P4C1
New York Times, 1991
"Technology alone will not get us to where we want to be... we will need to change our
departments' structures, culture, and values.., empower our people... alter our
paradigms..."
2" Vice President, Society of Police Futurists International
Page 9f 145
I xorcise:
Good Ross/Pad Boss
Take a moment to recall a wonderful boss, mentor, or leader that you have
experienced.
What characteristics were present?
What was your e experience like working for/with that person?
Did you feel inspired?
Now, take a moment to recall a terrible boss you may have experienced and the
characteristics that made him/her so bad.
WORLD'S
BEST
BOSS
Page 10 of 145
Characteristics of Great Leaders
Page 11 of 145
Tho Filtor of Mistrust
FILTERS OUT EVEN THE MOST SINCERE AND GENEROUS GESTURES AND COMMUNICATION.
THE FIVE DYSFUNCTIONS OF A TEAM
Absence of
Trust
Page 12 of 145
Mistrust Comos from Hoar
Fear
Protectiveness/
Mistrust
Territorialism
Defensiveness/
Judgment/
Suspicion
Shutdown
Page 13 of 145
TRUST
Trust is the willingness to be vulnerable under
conditions of risk and interdependence.
Encourages people to be genuine,

acknowledge their own imperfections and
celebrate he sbengths of others -.
Causes people to become defensive, self-

serving and ierritorial. .J1k..181
Encourages people to be take risks and accept

Li accouniabililg.
Causes people Ic hold onto information and

power, and to blame oThers for bad oulcomes.
Showing generositg and gratilude encourages

11
people lo go begond The call of dutg.
./ Causes people to protect themselves and

withhold their generosilu so as not to be laken
advantage of , . i
Page 14 of 145
Building Trust on 3 Levels
Ortgardz?-2tional
With
Community
frit Ore0Ei'l and
Partnere
Page 15 of 145
snlogi.aod
_LsnEu_
-IVNoliV/INVOHO
ttz19 Hui'ding Trust
111451441P4C1
When considering trust, we use two coordinates: Depth and Radius. The
Great Disruption (London: Profile Books, 1999) pp. 88-91
Radius of trust is generally larger in communities made up of diverse population

groups where it needs to bridge the chasm of cultures. Within specific cultural groups
where the radius is small, trust can be much deeper.
Civilized societies compensate for shallow trust by creating robust legal structures.
This enables people who do not trust each other to deal effectively with one another,
provided they trust the system. When diverse communities perceive the system to be
owned and operated by a particular cultural group that they do not trust, then trust in
the system also erodes.
Depth
Page 17 of 145
hain of Trust
P1p
--- NMITMgart
High level of
Lower level trust
of trust
High level of
trust
High level of
Level 3 trust
Even lower level of

trust
Lower level of tru t
High level of trust
Page 18 of 145
Looming 8 Thinking
The foundation of the thinking process
Li) cianE
7 "
1 _ e
CHALLENGE THE PREVAILING PARADIGM
"IN THE QUESTION OF A WISE

PERSON, LIES HALF THE
ANSWER."
-THE TALMUD
Page 19 of 145
If You Could Ask God Ono
Question, What Would it Be?
My first response was:

"How did the universe begin?" because after that
the rest is all math.
But after some reflection, I believe I would ask why
the universe began because then I would know the
meaning of my life.
-Albert Einstein
Page 20 of 145
Quostioning in a
Paramilitarg nvironmont
Can a para-military organization afford the luxury of why? questioning?
Discussion Guides:
Does questioning undermine the chain of command?
In business, questioning leads to innovation, which leads to profit. In law enforcement:
could questioning lead to loss of life?
could questioning lead to loss of power?
Questioning and Following Orders
Based on what you saw in the Museum, discuss whether the defense for unethical
conduct of, "I was only following orders," is valid in a para-military organization.
Can you conceive of actions in law enforcement that push the ethical boundary, which
might be defended with the statement, "If that's what my boss wants me to do, thaf's
what I will do?"
NOTES:
Page 21 of 145
INTERPERSONAL
TRUST
Page 22 of 145
From Soldier to Educator TM
What is the objective of Law Enforcement activities?
The objective
of law
enforcement
is to eliminate
crime, not
the criminal.
Who or What are we protecting?
Law
Enforcement
protects society
and its values: It
protects our
civilization
(0 Lapin Consulting International, Inc. 2015
Page 23f 145

Porsonalitg Profilo:
SoIdiot- to Educator
Law
Enforcement
protects society
and its values:
It protects our
civilization
Page 24 of 145
Control: The Model
CONTROL
Page 25 of 145
Mind Shift 4'
Build ethical
stature as a
tool for Law
Enforcement
effectiveness.
TYRANTS DO NOT FEEL POWER; INSTEAD THEY FEEL FRUSTRATED AND IMPOTENT.
THEY WIELD FORCE, BUT IT IS A FORM OF AGGRESSION, NOT AUTHORITY. ON CLOSER
INSPECTION, IT BECOMES APPARENT THAT INDIVIDUALS WHO DOMINATE OTHERS, ARE
IN FACT, ENSLAVED BY INSECURITY AND ARE SLOWLY AND MYSTERIOUSLY HURT BY
THEIR OWN ACTIONS." 111.16P41.114C1
The Art
of War
Page 26 of 145
Summaru:
Tho Four Mind Shifts
The objective in Law Enforcement is the elimination of crime, not the

destruction of the criminal.
If crime is the objective, the Law Enforcement Officer must protect

civilization, not MERELY society.
To protect the values of a nation, the Law Enforcement Officer needs to

expand his role from Soldier to Educator.
To be successful as an Educator, Officers must build ethical stature.
Page 27 of 145
Building Personal Trust: SoIdiot- to
IiC.SeL\ Educator'
Please define the terms: 'culture', 'values' and 'ethics (not specifically in an organizational
sense) and in so doing, differentiate the meaning of each from the others. Once you have
done so, examine the list of ideas written below, and categorize them according to your
definitions. There can only be one category for each idea.
CULTURE:
VALUES:
ETHICS:
CONCEPT CULTURE VALUE ETFIIC
History
Generosity
Traditional Food Dishes
Productivity
Religious Ideas and Beliefs
Being Punctual
Trading Fairly
Honesty
Dance
Reporting of Theft
Art
1(1 ndness
The Practice of Religious Ritual
Giving Charity
Folklore
Loyalty
Refusing a Bribe
Music
Fairness
Discipline
Page 28 of 145

Dofining -Forms:
Culture, Values, 8 Ethics
Collective input from the past
-4)
belief system
The price we are willing to pay to uphold

our values
Explains dsonea@ Justifies

7fe5 94ea \
4224
GAP
Page 29 of 145
Mind Diversitu
"In London, everyone is different, but that means

anyone can fit in."
4 Areas
' of Mind
Diversitu
Page 30 of 145
eff
Consider the attributes, skills,

Write down some of the terms that
talents and traits of the
you have heard to describe the
people you would want on
character and behavior of the new
this team.
generation.
Page 31 of 145
New Generation
Today's generation processes information fundamentally differently from prior generations. Their
neurology is also different.
They will NOT grow up to be like their parents.
Relatively Slow Pace Speed
Step-By-Step Random Access
One Thing at a Time Parallel Processing
Text Primacy Graphics First
Individual Connected
What do they want?
The old employment contract where the power and knowledge is with the
st,itioncistnit, may no longer apply to New Generation employees.
New employees seek . not 1
They seek to .. _ 'their mentors rather than their bosses.
We need to move from employment to
1441141:11:33
Digital Natives Digital Immigrants, 2001
Page 32 of 145
Next ( orieration
The global problems of modern society are going to require NEW MINDS with
new ways of THINKING.
Our children are going to have to master SYSTEMS-THINKING to envision

multiple methods for addressing COMPLEX CHALLENGES like renewable
energy, world hunger, climate change, and ultimately, the design of a better world.
Students learned COLLABORATION rather than INFORMATION

CONSUMPTION.
QUANTUM ENTANGLEMENT, if you take any two objects and entangle

them, you create an inseparable relationship between them.
Sell the Purpose:

Make them believe they will have an impact and that their contribution will be
critical to making people's lives better.
Culture or Empowerment:
Rather than process-driven bureaucracy and hierarchy, leaders must empower
employees to make and execute decisions so they feel self-actualized while
still having a boss.
Wientership:
Make it a culture of learning and thinking
Page 33 of 145
COMMUNI I Y
TRUST
Page 34 of 145
Spectrum of Tolerance
It is natural for people to

prefer the company of
other people like
themselves. We call this
preference of
association.
Preference of
association is not
unethical, provided it
does not damage the
dignity of other people.
1
Preference of
association is a point on
a spectrum just short of
total acceptance.
Page 35f 145

Ruilding Communitg Trust:
Spoctrum of Tolerance
/- IT IS NATURAL FOR PEOPLE TO PREFER THE COMPANY OF OTHER PEOPLE

LIKE THEMSELVES.
WE CALL THIS PREFERENCE OF ASSOCIATION.
PREFERENCE OF ASSOCIATION IS NOT UNETHICAL, PROVIDED IT DOES NOT

DAMAGE THE DIGNITY OF OTHER PEOPLE.
PREFERENCE OF ASSOCIATION IS A POINT ON A SPECTRUM JUST SHORT OF

TOTAL ACCEPTANCE.
The spectrum looks like this:
1 2 3 5
1-
I otal Selective Sc cc lye Preleience of Total

Exclusion Inclusion Exclusion Asso ration Accep ance
The difference between selective exclusion and selective inclusion is the following:
s Selective inclusion means that everyone is excluded with the exception of a select group.
c Selective exclusion means that everyone is included with the exception of a select group.
Page 36f 145

In the following situations, place yourself graphically on the Spectrum.
Working with people from different cultures:
1 2 3 4
Total Selective Selective Preference of I otal

Dirk/scan Inclusion Eaulusion Ass Doan on Acceptance
Opening numerous new ethnic restaurants in the neighborhood:
1 2 3 4 5
Total Selective Selective Preference of Total

E'rlusion Inclusion Exclusion Association Acceptance
Allowing the opening of several different places of worship, representing many diverse religions in
the neighborhood:
1 2 3 4
Total Selective Selective Prefelence of Total

Erlusion Inclusion Exclusion Associati on Acceptance
Listening to a sermon by a minister from religions different to their own:
1 2 3 4 5
Total Selective Selective Preference of Total

Earlusion Inclusion Etrlusion Ass oc iati on Acceptance
Page 37f 145

Maintain a close friendship with someone who promotes the belief that the US should encourage
child labor in emerging countries
1 2 3 4 5
C E.
Total Selective Selective Prefei en cc of 1 alai
Exthision Inclusion Exclusion Association Acceptance
One of your executives becomes a practicing Hare Krishna who wears traditional robes and shaves
his hair accordingly. The company policy requires conservative dress.
1 2 3 4 5
Total Selective Selective Preference of Tutal

Eulusion I lidos ion Exclusion Association Acceptance
You are the president of a large corporation For religious reasons, one of your VP's refuses to
attend meetings where women are present.
1 3 4 5
!m E
Total Selective Select oe Preference of Total
atilt son Inclusion Exclusion Association Acceptance
Permitting ritual slaughtering of animals in the yards of your neighbors:
1 2 3 4 5
soneE
Total Selective Selective efei ence of Dial

it Oslo n Inclusion EoiluSila) Ass co IA on Acceptance
Page 38 of145
Building Trust on 3 LevIs
actat6onal
Chain of Trust
With
Community
interaperoriai arid
Soldier to Educator
Fartil'-ftElEaline
New Generation
,Socctriarri oft
Page 39f 145

Inspiration
Think of some of the most inspiring speeches you have heard. Churchill's "We tight them in
the beache5...1 Kennedys "Ask not What your country can do for you.."
How much of the inspiration was in the words alone, and how much was in the tone of their
voice?
How much was the content and how much the picture they painted, the images they used?
You can only inspire someone if you can touch them. While voice and imagery are instruments
of touch, people will only allow themselves to be positively touched by others they trust.
We have dealt with the building of trust and the idea of a chain of trust. Even after trust has
been established, inspiration will not automatically follow.
To inspire those who follow you, you should:
Believe passionately in the work you do.

Use images to communicate your vision of where you want your followers to go.
Use your voice, not memos and e-mails.
Be a leader!
Stretch the people you lead.
Inspire them to new heights of achievement.
Give them purpose.
Celebrate their greatness.
Page 40 of 145
.- - - - --- .... ma...
RACE/ETHNICITY
Non- Hispanic or Latino
Employment TOTAL WORICFORCE
Hispanic or
Tenure Black or African Native Hawaiian
Latino White Asian AlOC111:1111 indigo Two or more
American or Other Pacific
Islander
or Alaska Native rate]
All male female male fana/e male female nide female mole leamle male_ I fenulle male leak oak kink
TOTAL
Prior FY 18931 13482 5449 3019 1061 9578 21145 1058 1183 641 22.6 43 21 104 34 38 19
% 100.00 71.22 28.78 15.95 5.00 4531 1103 5.59 6.21 339 1.51 0.23 0.11 035 0.18 020 0.10
Current FY 18766 13446 5320 2986 1026 8494 2762 1081 1154 641 275 46 72 33
106 91 48
71.6$ 2115 15.91 5.47 45.26 14.72 1.76 6 15 3.42. 1.47 025 0.11 036 0.18 049 026
02 2010 10300 51 84 48.16 5.17 479 38.33 34.03 5.49 6.53 1.93 007 0.07 055 051 0_26
Al tamale 028
amthmarh 4 100.03 0.03 0.00 0.00 0.00 0.00 0.03 000 040 0.00
Difference
-84 -83 23 1 1 1
Ratio OuPage 54 19
000 0.43 -0.43 .0.14 -0.05 .011 0.17 -0.10 002 0.130 0.29
Mel Quest 0.16
187 -027 -137 4.09 -3.30 .0.98 .292 117 -2-45 .0.16 405 6.98 4.76 1.92 -2.94 141.11 152.61
PERMANENT
Prior FY 18664 13445 5419 3012 1048 8156 '2832 053 1 182 639 283 43 21 104 34 38 19
180.00 7127 28.73 15.97 5.56 4536 15.01 5.58 6.27 0.11 0.15 010 0.20
Current FY 0.10
18710 13413 1297 2977 020 8475 2750 1076 1150 639 274 46 22 106 33 92 a
100.00 7149 18.31 15.91 5.45 45.30 14.70 5.75 6.15 3.42 0.57 0.18 0.49 026
DIflerence 154 18 -II 42 23 0 -9 1 1
34811818/tage 2 29
4 aoo 041 .042 -0.10 4.06 -031 0.17 .0.12 0.03
Nei (Mange 0.16
-On -024 167 .0.95 -290 118 -2.71 000 4.18 6.98 4.76 L92 -294 142.11 152.63
TEMPORARY
Prior FY 67 37 30 7 13 II 13 S I 3 3 o a o 0 o 0
100.00 5122 44.78 10.45 19.40 3184 19.40 7.44 .49 4.411 448 0.00 0.00
Current FY 56 33 23 7 7 19 12 3 3 2 1 o 0 0 o o o
100.00 58.93 41.07 1150 12.50 3193 21.43 8,91 516 337
Dili create S 41 0 -I 0 2 0 0 0 0 0 o
Ratio Change 0.00 3.70 7-05 490 109 203 447
Nel Change 0.00 010 0.00 0.03
NON-APPROPRIATED
Prior FY # o o o o 0 a 0 o o o o o 0 o o o o
%100.00 0CC 000 000 000 000 000 000 000 0.00 000 0,00 0.00
Current FY tOO
o o o a a o 0 o o o o o 0 o o 0 0
10000 0.00 0,00 000 0.00 0.00
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Museum of Tolerance Course Attendees
To date
Dottie Herrera-Niles
Steve Boll
Adrian Macias
John Longshore
Ricardo Wong
Henry Lucero
Greg Archambeault
Tim Aitkens
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6)(6),(6)(7)(C)
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Scott Lanum
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Tools for Tolerance
for Law Enforcement
EMPOWER
RESPECT
REMEMBER
ACT
LEAD
THINK
LISTEN
PARTICIPATE
CULTURAL DIVERSITY AND LEADERSHIP SERIES
The Museum of Tolerance is pleased to offer a three-day cultural diversity and
leadership series for law enforcement personnel. This core law enforcement Experience the
program is designed to explore the evolving role of law enforcement in a rapidly
Museum as a
changing, increasingly diverse society. Participants are introduced to new
laboratory of human
models, including Soldier to Educator, through which to view issues of diversity
behavior
and to hone ethical decision-making skills.
Workshop Components: Engage in facilitated

Examining issues of stereotyping, prejudice, discrimination in a discussion and
historical and contemporary context structured reflection
Building community trust: Policing diverse communities requires high
levels of trust across boundaries of cultures and religion. Meet special speakers
Redefining Professionalism and Integrity while defining Leadership who offer personal
The need to maintain strong relationships with subordinates and testimony and
representing senior management inspirational messages
Role of Popularity in supervision
Managing challenge in law enforcement Participate in

customized skills-
Contact us for more information:
building workshops
Phone: (310) 772-7616
Email: toolsfortolerance@museurnatolerance.com
lk LLIANLE
Pege4flopU7
Lanum, Scott
From:
Sent: Wednesday, April 06, 2016 2:53 PM
To: Lanum Scott
Cc:
Subject: RE: Museum of Tolerance Course -May 2016
Looks good
Sent with Good (www.good.com)
From: Lanum, Scott

Sent: Wednesday, April 06 2016 11:46:54 AM
To (h
Subject: Museum of Tolerance Course -May 2016
This is the list of SACs we came up with back in February for the Museum of Tolerance Class.
Is this still good? If so, I'll send them in May instead of August.
Matt Etre
Katrina Berger
Marlon Miller
Waldemar Rodriquez
Angel Melendez
Terrence Opiola
Ricardo Mayoral
Brad Bench
r/
Scott F Lanum
Assistant Director for
Diversity and Civil Rig ts
Immigration and Customs Enforcement (ICE)
Department of Home! nd Security
202 732
PagelOopfia7
Lanum, Scott
From: Miller, Philip T

To: Lanum, Scott
Subject: RE: Museum of Tolerance Course-May 2016
PH check with
From: Lanum, Scott

Sent: Wednesday, April 06, 2016 2:00:33 PM
To: Miller, Philip T
Do you want to add any more...we have a few seats left
So far you've sent:

Corey Price
Dottie Herrera-Niles
Steve Boll
Adrian Macias
John Longshore
Ricardo Wong
Henry Lucero
Greg Archambeault
Tim Aitkens
Scott
From: Miller, Philip T

To: Lanum, Scott
Ok, thanks
From: Lanum, Scott

Sent: Wednesday, Apnl 06, 2016 1:51:51 PM
To: Miller, Phil p T
Subject: Museum of Tolerance Course-May 2016
You were right you all gave me names..the list I have for the FODs is:
-Chris Cronen
-Sean Gallagher
PagegopU7
-Mike Phillips
-Simons Flores
-Dave Jennings
-Marc Moore
-Chris Shannon
-John Tsoukaris
If this is still good, 191 get a message out tonite
Scott
r/
Scott F Lanum
Diversity and Civil Rights
Department of Homeland Security
202 73
PPOIE3oPria7
Immigration and Customs Enforcement
Senior Leadership Initiative
MUSEUM OF TOLERANJCE
March 22- 24, 2016
TUESDAY THURSDAY
9:00 Orientation and Introduction Workshop: Action Planning
New Ethical Paradigms
Director, Tools for Tolerances New Leadership Strategies by
for Law Enforcement
Museum Experience
Facilitators:
'Personal Testimony
[Little Rock Nine
Lunch Lunch Lunch
Museum Experience Workshop Resumes Action Planning
Personal Testimony
Holocaust Survivor
Debrief
5:00 Adjourn Adjourn Adjourn
Pa9Ri9ooli?7
CCDNT NM)
1 Introduction
2 Three Characteristics of Trust
El Building Trust on Three Levels
Organizalional Trust
5 Chain of Trust
PUSHING LEADERSHIP BOUNDARIES S. Role Questioning
Interpersonal Trust
A SENIOR LEADERSHIP INITIATIVE FOR Soldier to Educator
9 Ladder of Inference
10 New Generation
March 2016 11. Building Communitg Trust
12. SoecEum of Tolerance
13 Conclusion
Developed ,:D1D:DD

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LEADERSHIP
"Leadership remains the most baffling of arts...
s long as we do not know exactly what makes men get up out of a hole in the ground
id go forward in the face of death at a word from another man, then leadership will
remain one of the highest and most elusive of qualities.
It will remain an art."
James Stokesbury Professor of History,

Acadia University & M ilitary Author
"Humankind is both an instinctual animal and an

inspired hero majestically infused into a single,
integrated magnificent being."
-David Lapin, Lead by Greatness
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Inspiration and Trust
21norcicteristios
-
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TRUST
Trust is the willingness to be vulnerable
under conditions of risk and
interdependence.
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Page 13 of 37
Depth
Page 53f 145

Chain of Trust Questioning in a Paramilitarg
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The objective of
law enforcement
is to eliminate
not the
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protects
and its : It
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values
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New Generation
)days generation processes inforrnation fundamentally differently from priorgenerations.

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COMMUNITY
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Mark Prensky,Digito/NotivesDigitalimmigrants, 2001
rINTERNIITIONAL 23 'IMMINATIONAL 25
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Spectrum of Tolerance Summarg
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PUSHING NEW LEADERSHIP BOUNDARIES Program
Please rate the following where 4 = excellent and 1 = disappointing
1 2 3 4
1. The workshop content 0 0 0 0
The quality of the presenters
1 2 3 4
0 0 0 0
1 2 3 4
0 0 0 0
1 2 3 4
The quality of the printed materials. 0 0 0 0
1 2 3 4
The quality of the visuals.
0 0 0 0
1 2 3 4
The value of the group work.
0 0 0 0
6.What was the highlight of this workshop?
7.what changes do you recommend?
Other Comments:
Name (optional):
INTERNIMONAL
Fags aa1of537
Lanum, Scott
From:
Sent:
To: Lanum, Scott
Subject: RE: ICE Roster - March 22-24, 2016
Scott,
Sounds good, no, I don't think I need anything else.
Will I be getting a PO for signature?
Director, Professional Development Programs

Tools for Tolerances - Museum of Tolerance
Office: (310) 772
Fax: (310) 772-76
www.toolsfortole ance.com
www.facebook.com/toolsfortolerance
www.twitter.com/tools4tolerance
From: Lanum, Scott

Sent: Tuesda March 15 2016 10:49 AM
To:1
Subject: RE: ICE Roster - March 22-24, 2016
are checking now
IcrioCsaid he may not make it so we are confirming all of them
Is there anything else you need? I understand we got the funding issue resolved.
r/
Scott
From: It
Sent: Tuesday, March 15, 2016 1:35:07 PM
To: Lanum, Scott
Subject: ICE Roster - March 22-24, 2016
Hi Scott,
Can you please take a look at the attached list and confirm the participants. Have you had any more additions/changes?
Fags Ist9rQt537
Also, I'm sure some of their office affiliations are incorrect, this is what I was able to pull off the Internet. Can you have
someone update the list, it will help in planning.
Thank you so much, looking forward to seeing you next week.
Sincerely,
=nal Development Programs

Tools for Tolerance - Museum of Tolerance
Office: (310) 772
Fax: (310) 772-7626
www.toolsfortolerance.com
2
ID N# aQrQf537
Lanum, Scott
From:
Sent: uc u y, viai LII iJ LU.LU
To: Lanum, Scott
Subject: ICE Roster - March 22-24, 2016
Attachments: ICE Roster - March 22-24, 2016.xlsx
Hi Scott,
Can you please take a look at the attached list and confirm the participants. Have you had any more additions/changes?
Also, I'm sure some of their office affiliations are incorrect, this is what I was able to pull off the internet. Can you have
someone update the list, it will help in planning.
Thank you so much, looking forward to seeing you next week.
Sincerely,

Tools for Toleran eum of Tolerance
Office: (310) 772
Fax: (310)772-7626
Fags (lorQf537
Lanum, Scott
From:
Sent: I IPVLIV mare, 1P 7nik 17.7) PM
To:
Cc:
Subject: Re: money
Attachments: Vendor.CO.signed.pdf; SF1449 009-17-2015.pdf
Hi All,
Attached is our last fully executed contract. I am also attaching the one that was originally sent to me for
signature since it is a bit easier to read.
Please let me know if you need anything else.
Sincerely,
irec or, Protessional Development Programs

Tools for Teleran -Museupi of Tolerance
Office: (310) 77
Fax: (310)772-7626
www.toolSfOrtolerance.com
www.twitter.comffiools4tolerance
From: Lanum, Scot

Se t. Monday March 7 7016 1.77 Pm
To
Cc
Subject: RE: money
Sorry folks, I was in a briefing
But thanks we should have it from here.
r/
Scott
From
Sent: monaay, marcn 01, 201b 5.30:14 PM
1
PREI# a2rQr537
Cii Lanum, Scott
Subject: RE: money
Excellent! Yes, this will be a big help I appreciate the effort!
Chief of Staff
Office of Diversity and Civil Rights
U.S. Immigration and Customs Enforcement
800 K St N. W., Suit 1
Washington DC 20005
202-732
202-422
This communication, along with any attachments, may contain information that is 1
privileged, confidential, or exempt rom not for distribution, dis arding, or copying
by anyone other than the intended recipient. Please urn e-mail before disclosing
any information includ you have received this e-mail in error, please notify the sen
om your computer.
From
Sent: Monday, March U/, 2016 529 PM
Tor::
CC: Lanum, Scott
Subject: Re: money
It was a service contract with a purchase order I don't have access to it right now, but I can send it to you
first thing in the morning. Our DUNS number isI If that helps as a start.
Sincerely,
Director, Professbnal Development Programs

Office: (310) 772r ( (`
Fax: (310) 772-7626
On Mar 7.2016, at 5:09 PM,

Sir,
I hate to interrupt, but Mr. Lanum is otherwise occupied at the moment. It is the title of the contract that
I need, along with any unique identifying numbers so that we can cross reference in our system.
I appreciate your help.

2
Pq4j rQr537
Regards,
Chief of Staff
U.S. Immigration and Customs Enforcement
800 K St N. W., Suit
Washington DC 20
202-73 (desk)
202-42 (cell)
CONFI ICE: This communication, along with any attachments, may contain informa
that is legally privileged, con empt from disclosure, and is not fo 9 : . n,
dissemination, use, forwarding, or copying by any. Intended recipient. Please consult
the sender by telephone or return e closing any inform ed in this e-mail. If
you have recei error, please notify the sender immediately, and delete
From:
Sent: Monday, March 07, 2016 4.45 PM
To: Latium, Scott
Subject: Re: money
Hi Scott,
I guess it depends on what exactly you need to figure out. If it is a question about language in the
contract or any other stipulations, that would be our CFO. If ills more a technical question about
transferring funds (you've paid us by wire transfer in the past) our Controller might be able to help you.
Let me know.
On Mar 7, 2016, at 4:00 PM, Lanum, Scott'. wrote:
Our folks are trying to figure out how to get you the money for the course....can you
point us in the direction for your financial or budget folks and we'll have our money
people talk to your money people?
Thanks
Scott
r/
Fags 49t37
Scott F Lanum
Immigration and Cus oms Enforcement (ICE)
202 732
Fags ?air 9F537

Lanum, Scott
From:
Sent: Monday, March 07, 2016 5:29 PM
To:
Cc: Lanum, Scott
Subject: Re: money
It was a service contract with a purchase order number on . I don't have access to it right now, but I can send it to you
first thing in the morning. Our DUNS number is f that helps as a start.
Sincerely,
Office: (3101 77
Fax: (310) 772-7626
wwwfacebook.com/toolsfortolerance
On Mar 7, 2016, at 5:09 PM
Sir,
I hate to interrupt, but Mr. Lanum is otherwise occupied at the moment. It is the title of the contract that
I need, along with any unique identifying numbers so that we can cross reference in our system.
I appreciate your help.
Regards,

US. Immigration and Customs Enforcement
Pq1 rQr537
800 K St N. VI,
Washington DC 20005
202-73 desk)
202-42 cell)
NOTICE: This communication, along with any attachments, may contain

that is legally privilege r exempt from disclosure, and is ution,
dissemination, use, forwarding, or copying by a intended recipient. Please consult
the sender by telephone or return disclosing any inform in this e-mail. If
you have receiv error, please notify the sender immediately, and delete
Fromr
To:_Lanum Scott
CCI
Su mu et. money
I guess it depends on what exactly you need to figure out. If it is a question about language in the
contract or any other stipulations, that would be our CFO. If it is more a technical question about
transferring funds (you've paid us by wire transfer in the past) our Controller might be able to help you.
Let me know.
On Mar 7, 2016, at 4:00 PM, Lanum, Scott wrote:
Our folks are trying to figure out how to get you the money for the course....can you
point us in the direction for your financial or budget folks and we'll have our money
people talk to your money people?
Thanks
Scott
r/
Scott F Lanum
202 73
ID 4g# Zr V537
Lanum, Scott
From:
To: Lanum, Scott
Subject: Re: Museum of Tolerance Cultural Diversity for Law Enforcement course
No worries, I figured it out. Just wanted to make sure. I'm not fully functioning until at least cup number two.
Sent from my iPhone
On Mar 7, 2016, at 12:07 PM, Lanum, Scott livrote:
Yes, I'm sorry....
I could have been more clear....I had not had my morning coffee yet.
will not be able to make it due to operational needs.
r/
Scott
From
To: Lanum, Scott
Hi Scott,
Who is DSAC replacing, is it Thanks for letting us know.
Sent from my iPhone
On Mar 7, 2016, at 7:58 AM, Lanum, Scott; wrote:
We need to remove Deputy Special Agent in Charge from attendance at the course later
this month, and replace him with Deputy Special Agent in Charge
Thanks
r/
Scott
Fag Z8rQf537
From: Lanum, Scott
Sent: Friday March 04 2016 7:34 PM
Cc:
Sub'ect: RE: Museum of Tolerance Cultural Diversity for Law Enforcement course
Will do
will also notice the museum
Scott
From:
Sent: Friday, March 04, 2016 6:48:39 PM
To: Lanuni Scott
Cc:
Subject: FW: Museum of Tolerance Cultural Diversity for Law Enforcement course
Hi Mr. Lanum;
Good evening sir
SACI Ihas approved DSAC EuI cc:d) attendance at the Museum of

Tolerance Cultural Diversity for Law Enforcement Course during March 22-2e. Can you
pie se sent kie course info as I am unable to locate the attachments that were
included in iour Feb. 51b email.
Also, SAiftc " '-h ' sked about scheduling training for himself as well at the Museum of
Tolerance. His schedule is quite full, so there is no rush.
Thank you again
From: Lanum, Scott

:
Cc: Ramlogan Riahl liller, Philip T; Gurule Jon M
Subject: Museum of Tolerance Cultural Diversity for Law Enforcement course
Good afternoon,
You have all been selected to attend the Museum of Tolerance Cultural Diversity for Law
Enforcement course taught at the Simon Wiesenthal Center's Museum of Tolerance in
Los Angeles, CA.
2
Fags 49for537
Attached please find a letter from me with important information regarding the course,
and two additional documents, with equally important information, from the Director
and Program Manager of the course.
Please contact ODCR is you have any questions or concerns regarding your attendance.
Scott F Lanum
202 732
PN# aO1Qt537
Lanum, Scott
From:
To: Lanum, Scott
Hi Scott,
crtettc.c.
Who is DSA eplacing, is hanks for letting us know.
Sent from my iPhone
On Mar 7, 2016, at 7:58 AM, Lanum, Scot( wrote:
We need to remove Deputy Special Agent in Chqre from attpndanre at the course later this month, and
replace him with Deputy Special Agent in Charg
Thanks
r/
Scott
From; Lanum, Scott

Set:
ri Friday Marrh 04 7016 7. 4 PM
Cc:
Subject: RE: Museum of Tolerance Cultural Diversity for Law Enforcement course
Will do
I will also notice the museum
r/
Scott
Fro
Sent: Friday, March 04, 2016 6:48:39 PM
To: Lanunk_Scott
Cc: I( c
SUIjt. . iviweum or lolerance Cultural Diversity for Law Enforcement course
Hi Mr. Lanum;
Pa% lorQf537
Good evening sir.
SAC has approved OSA cc:d) attendance at the Museum of Tolerance Cultural
Diversity w Enforcement Course auring March 22-24th. Can you please sendTithe course info as I
5th
am unable to locate the attachments that were included in your Feb. email.
Also, SACIcsked about scheduling training for himself as well at the Museum of Tolerance. His
schedule's quite full, so there is no rush.
Thank you again
From
Sent: Friday, February 05. 2016 2:51 PM
To
Cc. Ramlogan Riah Idler Philip T: Gurule Jon M
sow= museum or I oierance Lultural Diversity tor Law Enforcement course
Good afternoon,
You have all been selected to attend the Museum of Tolerance Cultural Diversity for Law Enforcement
course taught at the Simon Wiesenthal Center's Museum of Tolerance in Los Angeles, CA.
Attached please find a letter from me with important information regarding the course, and two
additional documents, with equally important information, from the Director and Program Manager of
the course.
Please contact ODCR is you have any questions or concerns regarding your attendance.
r/
Scott F Lanum
202 732
Faga2tilf537
Lanum, Scott
From:
Sent: Tuesday, February 02, 2016 4:02 PM
To: Lanum, Scott
Subject: RE: Confirmation Letter for March
Hi Scott,
I'm available any time between 12:00pm EST 6:00 EST. lust let me know what works for you.
Very excited to hear abou ape she and the baby are doing great.

Office: (310) 77
Fax: (310) 772-7626
From: Lanum, Scott

ToJ
Subject: RE: Confirmation Letter for March
1-1
Yes, she had her bundle of joy last week.
How's your schedule for Friday?
Scott
r/
Scott F Lanum
Department nd Security
202 73
Pq1g# a31Qt537
From:
Sent: I uesday, February 02, 2016 1:54 PM
To: Lanum, Scott
Subject: FW: Confirmation Letter for March
Scott,
ram my office sent the confirmation letter attached to (b) but I assume, she is on maternity leave at this
point. I wanted to make sure you had the information and that we were all set for March. I wanted to also set up a time
to follow up on our planning for Day Three. Please let me know when you might be available for that conversation.
I hope all is well and looking forward to seeing you in March.
Sincerely,
Director Professional Development Programs

Tools fo Tolera - m of Tolerance
Office: (310) 77
Fax: (310) 772-7626
www.twittercom/tools4tolerance
From:
Sent. Wednesday January 27 2016 5.32 PM
To:
Subject: Confirmation Letter for March
Happy 2016 and I trust this finds you well in the New Year. Sorry we won't see you for this time around.
At any rate, you will find attached the confirmation letter for the Leadership Program scheduled for ICE in
March along with Additional Information/Directions. Please forward it to those attending as it contains
pertinent information regarding location, parking and security procedures.
If there is any content in the confirmation letter that is inconsistent with the dates or times, please let me
know. Feel free to contact me if you have any questions or need anything else.
Best Regards,
Program Manager, Tools for Tolerance for Law Enforcement

1399 5. Roxbury Drive, Los Angeles, CA 90035
OFFICE (310) 772 bb MOBILE (310) 993
FAX 1310) 772-7626
Fags 44rOf537
"Act as if what you do makes a difference. It does." -William James
www.facebook.com/ToolsforTolerance
www.twitter.com/Tools4Tolerance
3
Pq43# al5r V537
Lanum, Scott
From:
To: Lanum, Scott
Subject: FW: Confirmation Letter for March
Attachments: ICELeadershipConfirmation-March2016.pdf; Additional Information and Directions.pdf
Scott,
from my office sent the confirmation letter attached t but I a SSLI me, she is on maternity leave at this
point. I wanted to make sure you had the information and that we were all set for March. I wanted to also set up a time
to follow up on our planning for Day Three. Please let no know wher you might be available for that conversation.
I hope all is well and looking forward to seeing you in March.
Sincerely,
Director, Professional Development Progra

Office: (310)772r (h'(
Fax: (310) 772-7626
v.ww.toolsforto I rance.com
www.twitter.comitools4tolerance
From:
Sent: Wednesday, January 27 016 5.32 PM
To
Subject: Confirmation Letter for March
:146),;(h"..(7 (C;
11appy 2016 and I trust this finds you well in the New Year. Sorry we won't see you Ibr this thne around.
At any rate. you will find attached the conlIrmation letter for the leadership Program scheduled for ICE in
March along with Additional Information/Directions, Please forward it to those attending its it contains
pertinent information regarding location, parking and security procedures.
If there is any content in the confirmation letter that is inconsistent with the dates or times, please let me
know. Feel free to contact me if you have ally questions or need anything else.
Program Manager, Tools for Tolerance for Law Enforcement
Fag AQrq4537
1399 S. Roxbury Drive, Los Angeles, CA 90035
OFFICE (310) 772 MOBILE (310) 99:(
FAX (310) 772-7626
"Arias if you do makes a dill-el-coca It does." -William James
www.toolsfortolerance.corn
www.facebook.comffoolsforTolerance
www.twitter.com/Tools4Tolerance
Fags azrQr537
U.S. Immigration
and Customs
Enforcement
ICE
Museum of Tolerance
Office of Diversity and Civil Rights Office

(6)(6),(6)(7)(C)
(202) 732
Page 78 of 145
ICE Objectives
Workforce Demographics
- ICE, ERO, HSI and OPLA
D&I Strategic Plan
- Background, Goals and Initiatives
SES PWP
- Critical Element 1.4
Applicability Activity
- Instructions and Planning Document
U.S. Immigration
and Customs
Enforcement
Page 79f 145

gyi.10 09 90ed
111011131.10jull
swoisnD pur
uonrISIwull 'ST1
soRidesiBowea
eoeichtiom 331
131
ICE
ERO Workplace
Demographics
U.S. Immigration
and Customs
Enforcement
Page 83f 145

ICE
HSI Workplace
Demographics
U.S. Immigration
and Customs
Enforcement
Page 88 of 145
ICE
OPLA Workplace
Demographics
U.S. Immigration
and Customs
Enforcement
Page 93f 145

ICE
ICE Diversity and

Inclusion Strategic Plan
U.S. Immigration
and Customs
Enforcement
Page 98 of 145
ICE ICE D&I Strategic Plan
- Signed by Director Morton in 2013
- Pursuant to E0 13583 Coordinated
Government-Wide Initiative to Promote
Diversity and Inclusion in the Federal
Workforce
- Requires agencies to develop and
implement a comprehensive, integrated
and strategic focus on D&A as a key
component of the human resources
strategy
- Aligned to DHS D&I Strategic Plan and ICE's
Strategic Mission Objectives
U.S. Immigration
and Customs
Enforcement
22
Page 99f 145

ICE ICE D&I Strategic Plan
- 3 Goals:
- 1. Secure and sustain a high performing
diverse workforce which is representative of a
nation as a whole.
- 2. Promote a culture that is fair, collaborative,
and flexible where employees feel valued and
respected and are able to reach their full
potential.
- 3. Incorporate diversity and inclusion
management and integrate employee
engagement into the fabric of the agency's
organizational culture.
U.S. Immigration
and Customs
Enforcement
23
Page 100 of 145

ICE FEVS Inclusion Index - Positive Responses
80%
74%
70% 69%
70%
60%
55% 56%
52%
50% 47%
43% 44%
39%
40%
34%
Fair (overall). Open (overall) Cooperative Supportive Empowered

Questions Questions (overall). Questions (overall). Questions (overall). Questions
23,24,37,38. 32,34,44,55). 58, 59. 42,46,48,49,50. 2,3,11,30
U.S. Immigration ICE DHS Government-wide
and Customs
Enforcement
Page 104 of 145

ICE
SES PWP
U.S. Immigration
and Customs
Enforcement
Page 106 of 145

ICE SES PWP
DHS Core Leadership Competencies -

Critical Element 1.4 Diversity Advocate:
Promotes workforce diversity; provides fair and

equitable recognition and equal opportunity
promptly and appropriately addresses allegations
and harassment and discrimination.
U.S. Immigration
and Customs
Enforcement
Page 107 of 145

ICE
Applicability Activity
U.S. Immigration
and Customs
Enforcement
Page 108 of 145

ICE
Instructions
Complete the Implementation Plan

worksheet by identifying those items, in
furtherance of the ICE D&I Strategic
Plan, you commit to performing next
week, month and year.
U.S. Immigration
and Customs
Enforcement
Page 109 of 145

ICE
QUESTIONS?
U.S. Immigration
and Customs
Enforcement
Page 110 of 145

ICE
Contact Information
(6)(6),(6)(7)(C)
Attorney Advisor
(6)(6),(6)(7)
(202) 732 (C)
(6)(6),(6)(7)(C)
U.S. Immigration
and Customs
Enforcement
Page III of 145

U.S. Immigration
and Customs
"Nos, Enforcement
ICE
Museum of Tolerance
Office of Diversity and Civil Rights Office

(6)(6),(6)(7)(C)
(202) 732
Page 112 of 145

MUSEUM OF TOLERANCE
Page 113 of 145

MUSEUM
INFORMATION
Page 124 of 145

MUSEUM OF TOLERANCE
The educational arm of the Simon Wiesenthal Center, the Museum of Tolerance is an 150,000 square
foot, high-tech, hands-on experiential museum that focuses on two themes through unique interactive
exhibits: the dynamics of racism and prejudice in America and the history of the Holocaust a tragic
example of man's inhumanity to man.
The only museum of its kind in the world, The Museum of Tolerance (MOT) is dedicated to promoting
respect and mutual understanding through innovative educational programs, community partnerships,
and civic engagement. Established in 1993, the MOT has welcomed over three million visitors, mostly
middle and high school students. MOT programs enable students to become witnesses to history and
explore the dynamics of bigotry and discrimination that are still embedded in society today. Exhibits
include the Civil Rights media wall, the Confronting Hate in America interactive computer area, and the
immersive Point of View Diner that engages participants in voting their opinions on issues of
contemporary human relations. Through the use of technologically advanced interactive exhibits, the
Museum engages visitors' hearts and minds, while challenging them to assume personal responsibility
for positive community change.
The Museum of Tolerance is one of the original Human Rights Museums in the world. It is also one of
the first participatory museums, making it a destination for over 4 million visitors since opening in
1993. The Museum is renowned for offering young people powerful, age- appropriate, emotive and
cognitive stimuli to address pressing social issues in ways that are not normally available in their own
schools or communities. Programs aim, ultimately, to move students from dialogue to action and have
them recognize their own personal responsibility in making a positive difference in the world. Using
innovative exhibits, arts-based learning and student driven curricula, we provide customized programs
that enhance critical thinking, build interpersonal skills and advance community engagement.
Page 125 of 145

STAFF
BIOS
Page 126 of 145

MUSEUM OF
A
TOLERANCE
SENIOR LEADERSHIP INITIATIVE
September 1 - 3, 2015
(6)(6),(6)(7)(C)
Tools for Tolerance for Law Enforcement
(6)(6),(6)(7)(C)
(6)(6),(6)(7)(C)
oos or o rance or awEnforcement
(6)(6),(6)(7)(C)
Tools for Tolerance' for Law Enforcement
Page 127 of 145

SENIOR LEADERSHIP INITIATIVE
MUSEUM OF TOLERANCE September 1-3, 2015
(6)(6),(6)(7)(C)
Tools for Tolerance(' for Law Enforcement
(6)(6),(6)(7)(C)
Lapin Consulting International, Inc.
(6)(6),(6)(7)(C)
Consultants and Coaches

Lapin Consulting International, Inc.
(6)(6),(6)(7)(C)
Facilitator, Adjunct Staff
(6)(6),(6)(7)(C)
Facilitator, Adjunct Staff
Page 128 of 145

(b)(6),(b)(7)(C)
DIRECTOR, TOOLS FOR TOLERANCES FOR LAW ENFORCEMENT
Museum of Tolerance, Los Angeles and New York 1399 South Roxbury Drive, Los Angeles, CA
90035 (b)(6),(b)(7)(C)
is the Director of the Tools for Tolerance Program for Law Enforcement at the
(b)(6),(b)(7)(C
Simon Wiesenthal Center, Museum of Tolerance. As Director, (b)(6) leads a team that develops
and delivers training programs for criminal justice professionals. The Tools for Tolerance.for
Law Enforcement presents professional development training programs specializing in areas of
human relations and ethical decision-making. Since 1996, the programs have trained over
100,000 members of law enforcement from the recruit level to command staff. The department
is the 2003 recipient of the Long Beach Police Department Community Service Award and was
the runner-up for the 2000 California Governor's Award for Excellence in Police Training.
responsibilities include developing, organizing, and delivering workshops covering topics

such as valuing diversity, tolerance education, hate crimes, and racial profiling. He has been
involved in developing the curriculum for the California Commission on Peace Officers'
Standards and Training (POST.) in these areas, including the state-mandated program on
racial profiling and is considered a subject matter expert in Racial Profiling and Cultural
Diversity for CA P.O.S.T (b)(6) is also one of only two civilian graduates of the California
Commission on Peace Officer Standards and Training Sherman Block Supervisory Leadership
Institute, the premier leadership program for law enforcement supervisors. He is a member of
Police Advisory Committee for the Los Angeles Police Department. (b)(6) was a co-author on a
paper, "Social Justice E-Learning Programs: Confronting Challenges to Content and Assessment"
that was published by the World Conference on E-Learning in Corporate, Government,
Healthcare, and Higher Education.
He has a degree is in Business Administration from the University of Southern California, with a
focus on Management and Organizational Behavior and a Masters in Nonprofit Management
from the University of Central Florida.
(b)(6),(b)(7)(C)
SENIOR CONSULTANT, LAPIN CONSULTING INTERNATIONAL
LAPIN CONSULTING INTERNATIONAL INC. (310)444- (b)(6) '

(b)(7)(C)
11601 Wilshire Blvd., #500, Los Angeles, CA 90025
(b)(6),(b) is an experienced leader, leadership trainer and leadership development coach, having
worked extensively with executive and emerging leaders across a wide variety of corporate and
economic sectors. His focus is on building and expanding the leadership capacity and
effectiveness for leading in complex, uncertain and highly changeable work environments.
(b)(6),(b) applies theories and applications from adult learning and development, mindfulness,
positive psychology and neuroscience in the purposeful management of organizational leaders.
Prior to becoming a full-time coach, consultant and facilitator (b)(6),( served as Assistant Dean
in the School of Leadership and Professional Advancement at Duquesne University where he
gained practical, real-world experience managing and leading a highly complex organization. In
this capacity, he initiated, founded and taught in the Professional Coach Certification Program
(PCCP), an International Coach Federation Accredited Coach Training Program also serving as its
Page 129 of 145
Executive Director. Additionally, he designed and delivered leadership courses as a part of the
University graduate leadership faculty. This rare combination of knowledge tempered by
experience enables Michael to design and deliver challenging and effective learning
engagements.
(b)(6)Jb holds a BA in Psychology (Magna Cum Laude) from Hunter College-City University of
New York, an MS and PhD in Health Psychology from the University of Pittsburgh and an MPH
from the University of North Carolina at Chapel Hill. He is a graduate of the Professional Coach
Certification Program at Duquesne University and is a certified Leadership Maturity Coach
through the Center for Leadership Maturity.
(b)(6),(b)(7)(C)
FACILITATOR, ADJUNCT STAFF
Tools for Tolerance, for Law Enforcement Program
is a 31 year veteran of the Los Angeles County Sheriffs Department. He has

(b)(6),(b)(7)(C)
worked a variety of assignments including patrol at Deputy, Sergeant and Lieutenant ranks. He
has worked as a Station Detective, Gang Enforcement Deputy, Special Projects Deputy, Special
Assignment Officer, Off-Road Motorcycle Deputy, Surveillance and Apprehension Deputy,
Scheduling Sergeant, Training Sergeant, Operations Lieutenant, Reserve Forces Manager,
Records Lieutenant, Inmate Services Unit, Unit Commander (overseeing LASD's jail programs,
revenue generating contracts and Jail Enterprises), as a Watch Commander for Transit Services
Bureau, Service Area Lieutenant for Metro's bus and rail divisions and presently serves as Los
Angeles Metro's Director of Security. (b)(6),(b)(7)(C) has been the recipient of the Los
Angeles County Sheriffs Department's Exemplary Service Award and Meritorious Service Award
in two other instances. He has similarly been recognized for life saving efforts and
administrative achievements by the City of Los Angeles, County of Los Angeles and California
State Senate.
(b)(6),
(h)(71(has served as adjunct staff, facilitator and workshop presenter for the Museum of
Tolerance since 2001. He served as a "Student and the Law" High School instructor for several
years and at several schools in the South Bay. He has served as a POST. Certified Instructor
for the Regional Community Policing Institute and Los Angeles County Sheriffs Department in
Crime Prevention Through Environmental Design, Environmental Crimes, Racial Profiling and
other courses He earned his degree in music theory and writes "jingles" and other songs in his
spare time. (b)(6), l ives in Laguna Beach California with his wifel(b)(6) and their four children.
(b)(6),(b)(7)(C)
VICE PRESIDENT OF OPERATIONS: CONSULTANTS AND COACHES
LAPIN CONSULTING INTERNATIONAL, INC. (310) 4441(b)(6),(b)

11601 Wilshire Blvd., #500, Los Angeles, CA 90025 (6)(6),(6)(7) C
UP
(b)(6),(b)(7)(C) is the Vice President of Operations: Consultants and Coaches for Lapin
International. Lapin International is a dynamic consulting firm dedicated to helping companies
leverage human energy and innovation into quick, visible, and lasting financial impact rn)rn) is
a part of the team that helps organizations around the globe navigate the turbulence of an
ever-changing world by centering their strategies and cultures in never-changing values
designed to support financial objectives.
Page 130 of 145

Previously, (6)(6),(6)(7)(C) was the Director of the Tools for Tolerance Program for Law
Enforcement at the Simon Wiesenthal Center, Museum of Tolerance for 15 years. As Director,
(b)(6),(
was responsible for the development and delivery of training programs for criminal
justice professionals specializing in areas of leadership, human relations and ethical decision-
making. The programs trained over 100,000 members of law enforcement nationally and
internationally.
las conducted training for audiences nationally and internationally including supervisors
(b)(6),(b
and cultural diversity trainers for the Federal Bureau of Investigations and Canadian police
services. She has presented at the Annual Conference of the International Association of Chiefs
of Police (IACP), California's One California Commission, National Center for Women and
Policing, and National Criminal Justice Association.
cb?(6);(b) is also the first civilian graduate of the California Commission on Peace Officer
Standards and Training Sherman Block Supervisory Leadership Institute, the premier leadership
program for law enforcement supervisors and has served one of the first civilian facilitators of
this prestigious program.
graduated from the University of California, San Diego with a degree in history. She
completed three years graduate coursework in American immigration, multi-cultural, and
women's history at University of California, Los Angeles.
(b)(6),(b)(7)(C)
FACILITATOR, ADJUNCT STAFF
Tools for Tolerance for Law Enforcement Program

(b)(6),(b)(7)(C)
oined the Los Angeles Police Department (LAPD) in 1964 where he served for 43
years and retired in 2007. Spending 12 years as a Captain, he was assigned Area Commands in
Rampart, Central, Northeast, Central Traffic and Southeast Divisions Commercial Crimes
Division and Detective Support and Vice Division. Two months after the (b)(6),(6)(7) incident,
as a (b)(6),(6)(7 )(C) was assigned to Foothill Division to restore Officers morale, gain
community support and assist in coordinating the FBI and Christopher Commission probe of the
Department. As a result of his efforts with the Officers and the community in Foothill, he
received the Valley Bureau Officer of the Year and the Departments Meritorious Service Award.
Prior to being promoted to Lieutenant (6)( was a Sergeant/Supervisory Detective assigned to

the Anti-Terrorist Division for 18 years where he coordinated counter-terrorist investigations on
a local and national level in conjunction with law enforcement agencies on a county, state and
federal level. During this time he also was involved in 5 years of planning for the 1984 Summer
Olympic Games.
(b)(6 is currently an adjunct staff member for the Tools for Tolerance for Law Enforcement
Program at the Simon Wiesenthal Center, Museum of Tolerance. He has facilitated for various
law enforcement audiences and is trained to present a variety of programs including Cultural
Diversity and Command Staff. He is also a facilitator for the California Commission of Peace
Officers Standards and Training, Sherman Block Supervisory Leadership Institute (SU).
Page 131 of 145

In addition to facilitator, Rich serves as a presenter/speaker to every SLI class as well as to law
enforcement agencies throughout the State providing an in-depth, candid and personal account
of the LAPD Rampart Scandal and the lessons learned from his 3-year command of the Rampart
Division during that time period. He is married to his wife (b)(6), ( and they have three children,
two in High School and one in the Military. He also has three adult children from a previous
marriage.
Page 132 of 145

TOOLS FOR
TOLERANCE
Page 133 of 145

MUSEUM OF TOLERANCE
Tools for Tolerance for Professionals
Today's professionals, regardless of their fields of endeavor, face unprecedented challenges in bringing
their knowledge and training to bear on a rapidly changing, increasingly complex society.
The Center's Museum of Tolerance in Los Angeles launched the Tools for Tolerance` professional training
program to provide a new training paradigm to meet these multifaceted needs. The success and
recognition of the program subsequently led to the establishment of the exciting Museum of Tolerance
New York (MOTNY), centrally located in mid-town Manhattan.
Tools for Tolerance' is a hands-on, experiential program that engages participants in discussions of
tolerance, diversity, personal values and responsibility as they apply to the workplace, the community
and beyond. The programs present tools to:
Strengthen ethical and bias-free decision making
Enhance competency in inter-cultural communication and conflict resolution
Develop progressive leadership practices
Build capacity for inclusive and equitable organizations
Tools for Tolerance' for Professionals programs are designed to enhance an organization's ongoing
commitment to professional development and implementation of new diversity strategies. The program
has served over 150,000 professionals since 1996. Law enforcement personnel, criminal justice
professionals, educators, municipal employees, corporate executives, and many others participate in
customized programs designed to address their unique concerns and challenges.
Page 134 of 145

Tools for Tolerance
for Law Enforcement
EMPOWER
RESPECT
REMEMBER
ACT
LEAD
WINK
LISTEN
PARTICIPATE
CULTURAL DIVERSITY AND UGIES

The Museum of Tolerance is pleased to offer a three-day cultural diversity and
leadership series for law enforcement personnel. This core law enforcement Experience the
program is designed to explore the evolving role of law enforcement in a rapidly Museum as a
changing, increasingly diverse society. Participants are introduced to new laboratory of human
models, including Soldier to Educator, through which to view issues of diversity behavior
and to hone ethical decision-making skills.
Workshop Components: Engage in facilitated
Examining issues of stereotyping, prejudice, discrimination in a discussion and
historical and contemporary context structured reflection
Building community trust: Policing diverse communities requires high

levels of trust across boundaries of cultures and religion. Meet special speakers
Redefining Professionalism and Integrity while defining Leadership who offer personal
The need to maintain strong relationships with subordinates and testimony and
representing senior management inspirational messages
Role of Popularity in supervision
Managing challenge in law enforcement Participate in

customized skills-
Contact us for more information:
building workshops
Phone: (310) 772-7616
Email: toolsfortolerance@museumoftolerance.com
Page 135 of 145

Tools for Tolerance
for Law Enforcement
EMPOWER
RESPECT
REMEMBER
ACT
LEAD
THINK
LISTEN
PARTICIPATE
pr CdiibgElEABERSHIP 11611101M
Tools for Tolerances for Law Enforcement presents a 3-day program that brings
together executive level professionals to address the unique challenges facing Experience the
today's law enforcement leadership. Driven by participants' concerns, which Museum as a
have included: building trust across diverse communities, working with multi-
laboratory of human
generational employees (Generations X,Y, Z), and recruitment and retention of
behavior
qualified personnel, this training guides executives to craft appropriate
responses to complex issues. In an ethics-based approach, participants will
Engage in facilitated
explore new dimensions of leadership and develop tools that translate theory
discussion and
into practice.
structured reflection
Workshop Components:
Exploring the nature of change Meet special speakers

External and internal issues that drive change who offer personal
Identifying the key obstacles that inhibit necessary change testimony and
Spectrum of Tolerance: What do we tolerate as a society? inspirational messages
Soldier to Educator: a model for 21st century officer
Understanding and motivating the new generation of recruits Participate in
Contact us for more information: customized skills-
Phone: (310) 772-7616 building workshops
Email: toolsfortolerance@museumoftolerance.com
I. E
Page 136 of 145

Document Header Information
Document Ty:pe: Voucher Document Name: (b)(6),(b)
Voucher Number: (b)(6),(b)(7)(C Trip Name: Trip from Washingtono Los Angelcs
TA Dale: 0E07/1. Currency. USD
Organization: ICE OPR Current Status: PAM
Purpose: TRAINING ATTENDANCE Document Detail: Office of Diversity and Civil Rights Training
Type Code: THY Travel
Traveler Profile
Naine: (b)(6),(b)(7)(C) Organization: ICE OPR
Duty Station: Card: CARD HOLDER
Office Address: EMAIL: (b)(6),(b)(7)(C)
Office Phone: (b)(6):(b)(7) Cell Phone:
Document Information
Trip Number: 1 Selected Trip
Purpose: Office of Diversity and Civil Rights Training
Itinerary Locations
Check In Check Out Location Purpose Rate
08/31/15 09/04/15 LOS ANGELES. CA TRAINING ATTENDANCE 138.00 / 71.00
Document Totals
Total Expenses: 1,530.26
Reimbursable Expenses: 1.530.26
Non-Reimbursable Expenses: .00
Advance Applied: .00
Net Et Traveler: 529.50
Net to Government: .00
Pay to Charge Card: 1.000.76
Document Totals by Expense Category

Expense Category Cost Advance Amount
CONIC AR 395.20 .00
LODGE 552.00 .00
NIVEL 319.50 00
MISC 210.00 .00
TAX 2.55 00
TAXI 28.00 00
TRNIME 23.0] 00
Total Expenses: 1,530.26 .00
Trip 1 Details
Reservations Summary
Reservation Type Vendor Tic ketir Location Cost
COMM-CARR American Airlines (b)(6):(b)(7) 393.20
COMM-CARR American Airlines (C) 00
COMM-CARR American Airlines 00
COMM-CARR American Airlines 00
COMM-CARR American Airline S 00
Trip Itinerary
Page 137 of 145
From: DCA-Washington, DC (USA) (National Apt) TO: LAX-Los Angeles International (Usa)
Air
Monday August 31, 2015
DCA-Washington, DC (USA) to LAX-Los Angeles Internet
Aug 31 American Airlines 53 Duration: Unknown Nonstop
Washington, DC (USA) (National Apt) 08/31/2015 8:35AM Los Angeles International (U3 /31/2015 SAM
Confirmation Number (6)(6),(6
Flight Information
Distance 2304 tOles ( CO2
No Seat Assigned Cost 395.20 USD
DCA-Washington, DC (USA) to LAX-Los Angeles Internet

Aug 31 American Airlines 53 Duration: Unknown Nonstop
Washington. DC (USA) (National Apt) 08/31/2015 8:35AM Los Angeles International (Usa) 08/3 2015 :28
Confirmation Number: (6)(6),(6
Flight Information
Distance 2304 tOles Ein ( CO2
Friday September 04, 2015

LAX-Los Angeles Internet to CLT-Charlotte, NC (USA)
Sep 04 American Airlines 1704 Duration: Unknown Nonstop
Los Angeles International (Usti) ( 9/04/2015 I. I OPM Charlotte, NC (USA) 09/04/2015 9 /PM
Confirmation Number: (b)(6),,
Flight Information
Distance 2119 miles E,nis,sions 0.0 lbs of CO2
No Seat Assigned

Los Angeles International (Usa) 09/04/2015 I:10PM Charlotte, NC (USA) 09/04/2015 909PM
Confirmation Number: (6)(6),(6
Flight Information
Distance 2119 miles n .0 lbs of CO2
No Seat Assigned
CU-Charlotte, NC (USA) to DCA-Washington, DC (USA)

Charlotte. NC (USA) 09/04/2015 10:10PM Washington, DC (USA) (National Apt) 09/04/2015 II 25PM
Confirmation Number: 1b)16) I
Flight Information
Distance 331 miles Emissions 00 lbs of CO2
No Seat Assigned
CLT-Charlotte, NC (USA) to DCA-Washington, DC (USA)

Charlotte, NC (USA) 09/04/2015 10:10PM Washington, DC (USA) (National Apt) 09/04/2015 11:25PM
Confirmation Number:
Flight Into,
Distance 331 miles Emissions 00 lbs of CO2
No Seat Assigned
Sunday September 06, 2015

Sep 06 American Airline); 1704 Duration: Unknown Nonstop
Los Angeles International (Usti) 09/06/2015 I:10PM Charlotte, NC (USA) 09/06/2015 9:09PM
Confirmation Number: NM(
Flight Information
Distance 2119 miles Emissions 0.0 lbs of CO2
No Seat Atsigned

Los Angeles International (Us) 09/06/2015 I:10PM Charlotte, NC (USA) 09/06/2015 9:091384
Confirmation Number: ( 40(0)(I Page1350145
Flight Information
Distance 2119 miles lin lbs of CO2
No Seat Assigned
CLT-Charlotte, NC (USA) to DCA-Washington, DC (USA)
Charlotte, NC (USA) 09/06/2015 10:10PM Was in DC (USA) (National Apt) 09/06/2015 I I:25PM
Confirmation Number:1141161 i
Flight Information
Distance 331 miles Emissions 0,0 lbs of CO2
No Seat Assigned
CET-Charlotte, NC (USA) to DCA-Washington, DC (USA)
Charknie. NC (USA) 09/06/2015 10:10PM Washington. DC (USA) (National Apt) 09/06/2015 11 :25PM
Confirmation Numbe
Flight Information
No Seat Assigned
Expenses
Trip#: I Total Non-Per Diem Expenses: 658.76 Total Per Diem Expenses: 871.50
Date Description Category Cost Pay Method Per Diem
08/31/2015 Airfare COMCAR 395.20 IBA
08/31/2015 Lodging LODGE 138.0(1 IBA
08/31/2015 M&IE M&IE 53.25 OTHER THAN IBA OR CBA
08/31/2015 Parking MISC 25.00 OTIIER TIIAN IBA OR CBA
08/31/2015 Baggage Fees MISC 25.00 OTHER THAN IBA OR CEA
08/3 1/2015 Lodging Tax TAX .51 IBA
08/31/2015 Taxi TAXI 28.00 IBA
09/01/2015 Lodging LODGE 138.0(1 IBA
09/01/2015 N1&IE M&IE 7 IMO OTHER THAN IBA OR (DIA
09/01/2015 Lodging Tax TAX .51 IBA
09/02/2015 Lodging LODGE 138.00 IBA
09/03/2015 Lodging LODGE 138.00 IBA
09/03/2015 M&IE NI&IE 71.00 OTHER THAN IBA OR CBA
09/03/2015 Parking MISC 25.00 OTHER THAN IBA OR CPA
09/04/2015 M&IE M&IE 53.25 OTIIER TIIAN IBA OR CBA
09/04/2015 Baggage Fees MISC 35.00 OTHER THAN IBA OR CEA
09/04/2015 Parking MISC 25.00 OTHER THAN IBA OR CHA
09/06/2015 Baggage Fees MISC 25.00 OTHER THAN IBA OR CPA
09/07/2015 TM' Voucher Fee TRN FEE ]475 IBA
09/07/2015 Travel Fee TRNFEE 8.26 IBA
Comment: OTRS Domestic-Intl w-Air-Rail
Per Diem Allowances

Trip4 TO% Per Diem Allowances: 871.50
Date Rate Ldg Cost Ldg Allowed M&IE Cost M&IE Allowed 13 L D Conf%
08/3 1/2015 38.00/ 711)0 138.00 138 00 53.25 53.25
09/01/2015 38.00/71.00 138.00 138.00 7L00 7L00
09/02/2015 38.00/ 71.00 138.00 138.00 71 00 71 00
09/03/2015 38.00/ 71.00 138.00 138.00 7L00 7L00
09/04/2015 38.00/ 7100 0.00 0.00 53 2 5 53 2 5
09/05/2015 38.00/ 71.00 0.00 0.00 0.00 0.00
09/06/2015 38.00/ 711)0 0.00 0.00 0 00 0 00
Account Summon for the Selected Trip Page 139 of 145

Org: ICE OPR Label: 1/44/71/ lAect Code: 1611711El 1.530.26
Expense Category: COMCAR Fiscal Year: 2015 Amount: 395.20
Expense Category: LODGE Fiscal Year: 2015 Amount: 52.
Expense Category: M&IE Fiscal Year: 2015 Amount: 319.50
Expense Category: MISC Fiscal Year: 2015 Amount: 210.00
Expense Category, FAX Fiscal Year: 2015 Amount: 2.55
Expense Category: TAXI Fiscal Year: 2015 Amount: 28.00
Expense Category: TRNFEE Fiscal Year: 2015 Amount: 23.01
rota:: '.530.2
Payment Detail Information

OrganizationLabel AccountingStri Payment Method Amount
ICE OPR (b)(7)(E) IBA 1M00.76
ICE OPR OTHER THAN IBA OR CBA 529.50
Totals by Label
ICE ()PR (b)(7)(E) I :530.26
Totals by Payment ethod

IBA Total I M00.76
OTHER THAN IBA OR CBA 529.50
Total
Attachments Exists
Attachments
Receipt Checklist
Date Description Cost
08/ i1/15 AIR Airfare $395.20
08/31/15 Lodging $138.00
08/31/15 M&IE $53.25
09/01/15 Lodging $135.00
09/01/15 M&IE $71.00
09/02/15 Lodging $138.00
09/02/15 M&IE $71.00
09/03/15 Lodging $138.00
09/07/15 M&IE $71.00
09/04/15 M&IE $53.25
Audits
Audit Name Result Reason
TRIP DATES & LOCS FAIL TRIP END DATE NOT AUTHORIZED
'Fraveler Justification: Extended travel dates with no additional costs to the U.S. Government
M&IE OVERRIDE FAIL Per Diem M&1E anionni has been Overridden for trip date: 09/04/15
Traveler Justification: Traveler only required partial per diem on 9/4/15
OTHER AUTH USED FAIL OTIIER AUTHORIZATION EXISTS: No car hooking-car not required
Traveler Justification: Rental Car not required for period of travel
Document History 12/08/2016 Voucher: (6)(6),(6)

Copyright 1989-2009 Concur Government Edition: Concur Inc (b)(6),(b)(7)(C)
STATUS DATE TIME SIGNATURE NAME REASON
CREATED 09/07/2015 2:24PMEST (b)(6),(b)(7)(C)
09/07/2015 2.5 IPMEST
SUBMITTED 10/05/2015 9:14AMEST
AUTHORIZED 10/05/2015 1:51PMEST
FUNDED 10/05/2015 I .57PMEST
FUND CERTIFIED 10/05/2015 1:57PMEST
PENDING 10/05/2015 L57 PM EST SYSUIILIT V
PAID I 0/05/2015 5:13PMES4t2e 140 or 141Mer, EAI
I certify that the electronic signatures listed above are valid and on Me
SIGNED DATE
Document Signatures
Traveler/Preparer Name:
Traveler/Preparer Signature:
Date:
Approver Name:
Approver Signature:
Date:
Page 141 of 145

Document Header Information
Document Type: Document Name:
Voucher Number: Trip Name: ICE Leadership/Cultural Diversity Course
TA Dale: 09/08/15 Currency: LiSD
Organization: ICE OPR Current Status: PAID
Purpose: TRAINING A FIUNDANCE Document Detail: Leadership Course
Type Code: TDY Travel
Traveler Prote
(6)(6); (b)(7)(C)
Name: Organization: ICE OPR SAC SOUTH EAST
Duty Station: Plantation, Florida Card: CARD HOLDER
Office Address: 900 S. Pine Island Rd.. Ste. 400 cBR>Plantatjon. Florida 33324 EMAIL: (b)(6),(b)(7)(C)
Office Phone: 954-111 (b)(6); Cell Filmic
Document Information
Trip Number: I Selected Trip
Purpose: Leadership Course
Itinerary Locations
Check In Check Out Location Purpose Rate
08/31/15 09/04/15 LOS ANGELES. CA TRAINING ATTENDANCE 138 00 / 71.00
Document Totals
Total E x pens es 1.499.90
Reimbursable Expenses: 1.499.90
Non-Reimbursable Expenses: .00
Advance Applied: .00
Net to Traveler: 319.50
Net to Government: .00
Pay to Charge Can 1.180.40
Document Totals by Expense Category

Expense Category Cost Advance Amount
CONIC AR 366.20 .00
LODGE 414.00 .00
(SUSIE 319.50 .00
MISC 133.53 .00
RNTCAR 243.66 .00
URN FEE 23.01 .00
Total Expenses: 1499.90 .00
Trip 1 Details
Reservations Summary
Reservation Type Vendor Tieket14 Location Cost
COMM-CARR 136 (b)(6),(b)(7)(C) 366.20
COMM-CARR 86 00
RENTAL Dollar Rent a Car 213.66
Trip Itinerary
From: ILL-Ft. Lauderdale, FL (USA) (IntL. Apt) TO: LAX-Los Angeles International (Usa)
Air Page 142 of 145
Monday August 31,2015
FLL-Ft. Lauderdale, FL ( to LAX-Los Angeles Internat

Aug 31 H6701 Duration: 5 Houn; 2 I Mites Nonstop
Ft Lauderdale. FL (USA) (Intl. Apt) 08/31/2015 11:58AM LIN Angeles Intern- Usay 08/31/2015 2:19PM
Confirmation Number:
Flight Information
No Scat Assigned Cost 66.20 USD
FLL-Ft. Lauderdale, FL ( to LAX-Los Angeles Internat

Aug 31 136 701 Duration: 5 Ilours 21 Mi,iutcs Nonstop
Ft Lauderdale. FL (USA) (Intl. Apt) 08/31/2015 11:58AM Los Angeles Internationa Usk) 08/31/2015 r 19PM
Confirmation Number (b)(6);
Flight Information
Distance 2337 miles EMiNNiOlIN 0.0 lb.' of CO2
Car
Car Rental at LAX-Los Angeles Internat

Aug 31 Dollar Rent a Car
Picking Up 08/31/2015 2:19PM Returning 09/03/2015 10:49PM
Picking tip at LAX-Los Angeles Internat Returning to LAX-Los Angeles Internat
Confirmation Sutphen L9564963 Total Rate: 213.66 US))
Car Rental at LAX-Los Angeles Internat

Aue. 31 Dollar Rent a Car
Picking Up 08/31/2015 2:19PM Returning 09/03/2015 10:49PM
Picking Up at LAX-Los Angeles Internal Returning to LAX-Los Angeles Internat
Confirmation Sutphen L9564963 Total Rate: 213.66 US))
Air
Thursday September 03, 2015
LAX-Los Angeles Internat to ELL-It. Lauderdale, FL (

Sep 03 BC 100 Duration, 5 Hours 9 Minutes Nonstop
Los Angeles International (Elsa) 09/03/2015 10:49PM Ft. Lauderdale, FL (USA) (Intl_ Apt) 09/04/2015 6:58AM
Confirmation Number (6)(6),(6
Flight Information
Distance 2337 miles Emissions 0 0 PR of CO2
No Seat Assigned
LAX-Los Angeles Internat to FI.1.-Ft. Lauderdale, EL (

Sep 0.3 R6 IOU Duration: 5 Hours 9 Minutes Nonstop
Los Angeles International (Usal 09/03/2015 10:49PM Fl. Lauderdale. FL (USA) (Intl Apt) 09/04/2015 6:58AM
Confirmation Number cb?(6);(6)
Flight Information
Distance 2337 miles Emissions 0.0 lhs of CO2
No Seat Assigned
Expenses
Trip#: 1 Total Non-Per Diem Expenses: 766.40 Total Per Diem Expenses: 733.50
Date Description Category Cost Pay Method Per Diem
08/31/2015 Airfare COMCAR 366.20 IRA
08/31/2015 Lodging LODGE 138.00 IRA
08/31/2015 Parking MISC 44.00 IBA
08/31/2015 Lodging Surcharge MISC .51 IRA
08/31/2015 Rental Car RNTCAR 213.66 IBA
Comment: Calif Num: L9564963 Cmt:
09/01/2015 Lodging LODGE 135.00 IRA
09/01/2015 Lodging Surcharge MISC .51 IRA
09/02/20 15 Lodging LODGE 138.00 IBA
09/02/2015 Lodging Surcharge MISC Page 143 of 145 .51 IBA
09/03/2015 NI&IE 618:1E 71.00 OTHER THAN IBA OR CBA
09/03/2015 Fuel RNTCAR 30.00 IBA
09/04/2015 BUIE 611/All 53.25 OTHER THAN IBA OR CBA
09/08/2015 THY Voucher Fee TRNFEE 14.75 IBA
09/08/2015 Travel Fee TRNFEE 8.26 IBA
Comment: OTRS Domestic- 'nilwo Rail
Per Diem Allowances

TripE 1 Total Per Diem Allowances: 733.50
Date Rate Ldg Cost Ldg Allowed AVIE Cost MerIE Allowed 13 L D Conf%
08/31/2015 138,00/71,00 138.00 138.00 53.2 5 53.2 5
09/01/2015 138.00/71.00 138.00 138.00 71.00 71.00
09/02/2015 138.00/71.00 138.00 138 00 71.00 71 00
09/03/2015 138.00/71.00 0.00 0.00 71.00 71.00
09/04/2015 138.00/71.00 0.00 0.00 53.25 53.25
Account Summary for the Selected Trip

Ore: ICE OPR SAC SOUTH Label: Acct Cod (b)(7)(E) 1,499.90
EAST (b)(7)(E)
Expense Category: COMCAR Fiscal Year: 2015 Amount: 366.20
Expense Category: LODGE Fiscal Year: 2015 Amount: 414.00
Expense Category: M&IE Fiscal Year: 2015 Amount: 319.50
Expense Category: MISC Fiscal Year 2015 Amount: 133.53
Expense Category: RNTCAR Fiscal Year: 2015 Amount: 243.66
Expense Category: TRNFEE Fiscal Year: 2015 Amount: 23.01
I A99 90
Payment Detail Information

Organization Label Accounting String Payment Method Amount
ICE ()PR SAC SOUTH (b)(7)(E) IBA 1,180.40
EAST
ICE OPR SAC SOUTH OTHER THAN IBA OR 819.50
EAST C, HA
Totals by Label
ICE ()PR SAC SOUTH I 499.9(
EAST
Totals by Payment klythod

IBA Total 1.180.40
OTHER THAN IBA OR 319.50
CLIA Total
Attachments Exists
Attachments
Receipt Checklist
Date Description Cost
08/31/15 AIR Airfare $366.20
08/31/15 Lodging $138.00
08/31/15 MsVIE $53.25
08/31/15 RENT Rental Car $213.66
09/01/15 Lodging $138.00
09/01/15 M&IE $71.00
09/02/15 Lodging $138.00
09/02/15 M&IE $71.00
09/03/15 MsVIE $71.00
09/03/15 FUEL Fuel $30.00
09/04/15 M&1E $53.25
Page 144 of 145
Audits
Audit Name Result Reason
COMMENTS FAIL CHECK COMMENTS ON TRIP 1
Traveler Justification:N/A
NO ATTACHMENTS FAIT. Doc Unlent does not have any all ac bivi ems.
Traveler Just if Attachments were axed.
OTIIER AUTH USED FAIL OTIIER AUTHORIZATION EXISTS: Hotel booked directly or via other means
Traveler Justification: Booked directly by traveler
Document History 12/12/2016 Voucher: (b)(6)/(b)(7)

Copyright 1989-2009 Concur Government Edition: Concur Inc (b)(6),(b)(7)(C)
STATUS DATE TIME SIGNATURE NAME REASON
CREATED 09/08/2015 5:46AMEST (b)(6),(b)(7)(C)
SUBMITTED 09/08/2015 6:10AMEST
AUTHORIZED 09/08/2015 6:26AMEST
FUNDED 09/08/2015 9:57AMEsT
FUND CERTIFIED 09/08/2015 9:59ANIFIST
PENDING 09/08/2015 9:59AMEST
PAID (19/08/2015 4: I 7PMEST
1 certify that the electronic signatures listed above are valid and on file
SIGNED DATE
Document Signatures
Travelcr/Preparer Name:
Traveler/Preparer Signature:
Date:
Approver Name:
Approver Signature:
Date:
Page 145 of 145

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aiaai3PaPai

DEPARTMENT OF HOMELAND SECURITY (DHS)

Enforcement and Removal Operations

Office of International Affairs

Additional Relevant Work Experience

A SENIOR LEADERSHIP INITIATIVE FOR

Designed & Presented by:

Lapin Consulting International, Inc., a specialized international management

Background To The Methodology

How To Get The Most Out Of The Program

Bring your experience, but abandon all preconceptions.

o 27% of CEOs observed inspired employees.

Only 4% of employees are inspired.

84% feel coerced.

41% of CEOs say their firm rewards performance based on

14% of employees agree

Source: The HOW Report, 2012 LRN

The Gallup Poll:

CEB found that of managers would have . - non-management

Even more alarming, _ of managers would c 5 of a management

A CEB study of 9000 managers concluded that only were both

"Leadership remains the inost baffling of arts...

What Inspirational Leadership is NOT

"One of the first requirements

-Frederick Winslow Taylor

"Management is a human art and getting more so as infotech takes over

"Business is 15 years ahead of Law

N/anag ment: Law Enforcemont r

"[Law enforcement] work used to be like a laborer's job. The only

2" Vice President, Society of Police Futurists International

What characteristics were present?

What was your e experience like working for/with that person?

Did you feel inspired?

THE FIVE DYSFUNCTIONS OF A TEAM

Encourages people to be genuine,

Causes people to become defensive, self-

Encourages people to be take risks and accept

Causes people Ic hold onto information and

Showing generositg and gratilude encourages

./ Causes people to protect themselves and

Radius of trust is generally larger in communities made up of diverse population

Even lower level of

Lower level of tru t

High level of trust

The foundation of the thinking process

CHALLENGE THE PREVAILING PARADIGM

"IN THE QUESTION OF A WISE

My first response was:

Questioning and Following Orders

What is the objective of Law Enforcement activities?

Who or What are we protecting?

(0 Lapin Consulting International, Inc. 2015

Page 23f 145

THEY WIELD FORCE, BUT IT IS A FORM OF AGGRESSION, NOT AUTHORITY. ON CLOSER

INSPECTION, IT BECOMES APPARENT THAT INDIVIDUALS WHO DOMINATE OTHERS, ARE

IN FACT, ENSLAVED BY INSECURITY AND ARE SLOWLY AND MYSTERIOUSLY HURT BY

THEIR OWN ACTIONS." 111.16P41.114C1

The objective in Law Enforcement is the elimination of crime, not the

If crime is the objective, the Law Enforcement Officer must protect

To protect the values of a nation, the Law Enforcement Officer needs to

To be successful as an Educator, Officers must build ethical stature.

CONCEPT CULTURE VALUE ETFIIC

Collective input from the past

The price we are willing to pay to uphold