Discussion

I have attached the instruction

Discussion 1

Division chiefs, program managers, and other senior staff members working in CISO organizations frequently find themselves needing to stay current on technologies while, at the same time, leading and managing segments of the IT security program and assigned staff. Attending conferences is one way that these senior level personnel can learn about new technologies, tactics, techniques, and practices which can be adopted by an enterprise. Over the course of two or three days, a busy manager or executive can attend a large number of briefings while also developing business relationships by networking with others in the field.

Find an IT Security or Cybersecurity conference that will be offered in the next six months and research the types of presentations and workshops which will be offered. Research the costs associated with attendance (conference fees, meals, lodging, travel). The conference venue must be within the continental United States. The conference itself should be one that you are interested in and would attend if the funding were made available.

Write up a travel request which includes a summary of the conference, a justification which explains the benefits of attendance (many conferences will provide a template), and an estimate for the costs that includes the following categories: conference or workshop fees, meals, lodging, travel. Format your travel request as a 1 – 1/2 page business memorandum (no more than 7 paragraphs) addressed to the Padgett-Beale CISO.

Your travel request should include links (URLs) for the conference and venue (including the hotel where you would stay). If meals are included in the conference fee then you should state that and not include those meals in your estimate. Use this GSA website to obtain estimates for meals that are not included in the conference fees: 

https://www.gsa.gov/travel/plan-book/per-diem-rates

Post your memorandum in the body of a message in this topic. After you have done so, read and critique the travel requests for two of your peers. Your goal for these critiques should be to help your peers improve their justifications so that the travel requests will be approved. Post at least two additional follow-up messages or responses (in any thread under this topic).

Cybersecurity management & Policy
Financial Services Merger & Acquisition: Padgett-Beale and Island Banking Services
A case study for Cybersecurity Management & Policy Students

Introduction
Padgett-Beale, Inc. is a hotel and property management firm with operating locations throughout the worldwide. The company is a Delaware corporation and is headquartered in the town of Lewes near the Atlantic seashore and beaches. The company has a long history of successful mergers and acquisitions for hotels, restaurants, and real estate holding and management companies. Recently, Padgett-Beale’s Board of Directors approved a five-year strategic plan which includes expansion into the financial services sector. This move is viewed as a way for the company to improve profits and reduce costs. The organization chart shown below documents the company’s current structure, including the intended integration of Island Banking Services which Padgett-Beale has just purchased from the bankruptcy courts.
Figure 1. Padgett-Beale, Inc. Organization Chart

Island Banking Services
Island Banking Services is a non U.S. company that operates in the Financial Transactions Processing, Reserve, and Clearinghouse Activities industry, NAICS 2017 Code: 522320. Companies operating in this sector engage in financial transaction processing, financial instrument clearinghouse services, and reserve and liquidity services. The company operates a customer service center and three branch locations on the island but, the majority of its customers use electronic funds transfers, online banking, and credit/debit cards to deposit and withdraw funds. After five years of operation, the company was forced into bankruptcy after criminal money laundering charges were filed against the company and its officers. These charges were filed as part of a multi-national investigation into ransomware attacks and the use of cryptocurrencies to transfer payments from victims to perpetrators[footnoteRef:2]. Investigators analyzing the block chains for the cryptocurrencies found that Island Banking Services was being used as a clearinghouse to convert cryptocurrencies into fiat currencies (dollars, Euros, Yen, etc.) and then transfer funds through anonymous accounts to criminal organizations.
Island Banking Services was asked to open its records and/or provide the real identities and contact information for the account holders to law enforcement agents. The company declined to do so triggering an expansion of the investigation into the company and its officers. Search warrants were obtained and used to seize company documents and records (including digital storage devices and media). Figure 2 (below) documents the company’s IT infrastructure as it existed on the day the search warrants were executed.
Figure 2. Island Banking Services IT Infrastructure and Assets Included in the Search Warrant.
As part of the money laundering investigation, 40% of the company’s computer workstations and 100% of its database servers were seized and taken into evidence. Except for storage devices (hard drives, tapes, and other digital media), all hardware has been returned to the company.
The evidence collected from the company’s digital and paper records was used to obtain indictments against the Chief Executive Officer, Director of Customer Accounts, and the Head Teller. Additional criminal charges are pending for the Director of IT Services and two system administrators for illegal activities uncovered during the investigation.
Padgett-Beale, Inc. has purchased the digital assets and records of Island Banking Services from the bankruptcy courts. These assets include licenses for office productivity software, financial transactions processing software, database software, and operating systems for workstations and servers. Additional assets included in the sale include the hardware, software, and licensing required to operate the company’s internal computer networks. Padgett-Beale’s legal counsel successfully negotiated with the bankruptcy court and the criminal courts for the return of copies of the company’s records so that it could restart Island Banking Service’s operations. The courts agreed to do so after Padgett-Beale committed in writing to reopening the customer service call center (but not the branch offices) on the island. Reopening the call center will provide continued employment for 10 island residents including 2 call center supervisors. Padgett-Beale intends to relocate the call center to a company owned property approximately 10 miles away from the current location and adjacent to a newly opened Padgett-Beale resort.
The remainder of Island Banking Service’s operations including the data center and all IT support will be moved to a Padgett-Beale property located within the continental United States. The immediate impact of this planned move will be to place the financial services operations under U.S. federal banking laws and regulations. Realizing the specialized expertise will be required to identify and meet these requirements, Padgett-Beale’s Merger & Acquisitions team has requested support from the company’s Chief Information Security Officer. The CISO has been charged with ensuring that all IT security requirements are identified prior to the integration of the financial services organization into the company. At a minimum, the CISO’s efforts must include developing an appropriate IT Security management program which meets all applicable requirements of federal laws and regulations applying to the financial services sector. These laws and regulations include:
Title 31, U.S. Code, Sections 5311-5330 (The Bank Secrecy Act (BSA))
Title 31, Code of Federal Regulations, Part 103 (BSA implementing regulations)

Padgett-Beale Company History

Elmer and Robenia Padgett’s first hotel, Robenia’s Guest House, opened in 1925 with six family suites (two per floor), a tea room, and a formal dining room. The guest house primarily served wealthy families who relocated to the seashore for the summer to escape the heat in New York City. This property provided amenities and services matching those of rival long-stay hotels in major cities along the East Coast. The second and third properties, Padgett’s Hotel and Padgett’s Beach House, were acquired in 1935. Flintom’s Tavern, a landmark restaurant and entertainment venue, was added to the Padgett properties portfolio in 1940.

Periodic resurgences in popularity of the seashore as a vacation destination occurred over the next fifty years (1940-1990) as bridges were built, roads were improved, and regional economies strengthened. These resurgences brought additional competition as new motels and resorts operated by national chains entered the seashore vacations market. Major weather events in the 1970’s resulted in damage to both Padgett’s Beach House and Flintom’s Tavern causing both to close for an extended period of renovations. The Padgett family’s brand remained strong, despite these setbacks, as members of the family took a personal interest in the day-to-day operations and management of the company.

Padgett’s was not an early adopter of computers and information technology. But, over time and as younger family members entered the business, computers began a slow march into the company’s offices in the form of personal computers with word processing, spreadsheets, and database systems. Personal computers also made their way into manager’s offices in the hotel properties where spreadsheets proved valuable in tracking revenues and expenses. In 1982, an embezzlement scandal at Flintom’s Tavern forced the company to adopt computer-based point of sale (POS) systems throughout the company for all cash handling functions (hotel front desks and restaurants). A benefit of the POS systems were the built-in reporting functions, which enabled the company to more closely track cash and credit sales by property. By 1995, the company had fully integrated custom hotel management software into its operations. This software and the associated databases were hosted on company owned / operated mainframe computer systems. By the end of the decade, information technologies were in use to support all aspects of the company’s internal operations (accounting, customer service, property management, and reservations). Figure 3 (shown below) provides a notional diagram of the company’s IT infrastructure.

Figure 3. Notional Depiction of Padgett-Beale’s Corporate IT Infrastructure

At the beginning of the new century, the company adopted its first strategic plan with a heavy emphasis upon growth and expansion. Under this plan, the company branched out and began offering hotel and resort management services to other hoteliers and property owners. Advanced telephony services and implementation of custom software allowed Padgett’s to offer one of the first centralized reservations management services. The company also leveraged the Internet and World Wide Web to launch a resort affiliates program, which provided a menu of business related services to member properties. These services included: online advertising and promotions, architecture and design assistance, business operations consulting, group business insurance, and guest loyalty programs. The hotel and resort management services business area continues to be the major source of revenues and profits for the company and its owners.

As part of Padgett’s expansion plan, the company purchased Beale Realty Holdings in 2001 and formed Padgett-Beale, Inc. (PBI). Shortly thereafter, PBI embarked on a series of real-estate acquisition activities, which led to the purchase of several large tracts of prime Eastern Shore waterfront property. The company’s long-term plan was to hold the properties as real estate investments and, when market demand rose sufficiently, expand into development, sales, and management of condominiums and vacation time-share properties. The focus on long term investment was a wise choice as this particular market segment was adversely impacted by the housing boom/bust in the mid 2000’s.

At the time of purchase, the waterfront properties were in use as campgrounds and resorts for tent-campers, travel-trailers, and motorhomes. These camping facilities were allowed to continue their existing operations with minimal investment and oversight for the next 15 years (2002 – 2017). During this laissez-faire management period, some campground managers modernized their camp offices and stores by purchasing computer-based point of sale systems that allowed them to accept credit and debit cards. Most of these managers also outsourced their reservations management to a third party online reservations system, which provided a customized website to advertise each park and provide access to the online reservations system. A few campgrounds did not modernize beyond setting up a simple website with contact information and a few photographs. These facilities continue to use a mail or telephone-based reservation process with a “cash only” payment policy.

In 2015, the day-to-day operations and management of PBI was transitioned to a new leadership team recruited from leading hotel and resort management companies. The new leadership team includes the Chief Executive Officer, Chief Financial Officer, Chief Operating Officer / Director for Resort Operations, and the Corporate Counsel (attorney) who is also dual-hatted as the Chief Privacy Officer. Under this new leadership, the company was reorganized to better focus on the three most profitable business areas: Resort Operations, Reservations Services, and Resort Affiliates. Management and daily operations for the three company owned hotel properties (Robenia’s Guest House, Padgett’s Hotel, and Padgett’s Beach House), Flintom’s Tavern, and the campgrounds / trailer parks were transferred to the newly formed Property Holdings and Development division.

Industry Overview

Padgett-Beale, Inc. (PBI) operates in the Hotels, Motels, & Resorts industry (NAICS Codes 721110 and SIC Codes 7011) (First Research, 2017). Hotels, motels, and resorts provide short-term housing and lodging for travelers and visitors. Related services offered by companies in this industry include: catering and meals, conferences and event hosting, entertainment, resort amenities (golf, swimming, spa, etc.), etc. Major hotels and resorts may also offer a limited spread of banking services (check cashing, currency conversion, cash advances, and automated teller machines). Some facilities may also offer on-property or in-house medical clinics operated under contract by licensed medical personnel who provide non-emergency care for guests and employees.

Hotels, Motels, and Resorts

Leading firms in this industry include Marriott International, Inc., Hilton Worldwide Holdings, Inc., and Starwood Hotels & Resorts Worldwide, LLC (First Research, 2017). On an annual basis, this global industry generates over $500 billion in revenue. The U.S. segment of this industry generates approximately $175 billion in revenues each year. These revenues may be generated directly from operation and management of company owned properties. Or, revenues may be generated through franchising arrangements or through fees generated in conjunction with property management / hotel operations services provided to other property owners.

Demand for products and services in this industry is driven by two primary factors: (a) business travel and (b) vacation or tourist travel (First Research, 2017). Both of these factors are highly sensitive to the health of regional, national, and global economies. Financial analysts estimate that 75% of industry revenues result from fees for overnight lodging. The remaining 25% of revenues result from sales of related products and services (e.g. meals, beverages, etc.). Labor is the most significant source of expenses. Recent market forecasts (Lodging Staff, 2019) predict that the industry will experience continued growth through 2020. In 2021, a slight decline in revenues is expected followed by a recovery and slight growth in 2022. No major changes are expected in either supply or demand in this industry for the next few years.

This industry uses information technology and the Internet in a variety of ways. First, most brands use the Internet and social media to support their marketing efforts. Second, all but the smallest of properties / brands use information technologies and the Internet to support reservation call center operations. Third, information technologies are used in the daily operations of facilities (front and back of house) and in support of corporate business processes and functions. These technologies include Point of Sale systems for handling customer financial transactions, housekeeping and maintenance management systems, card key access systems for guest rooms and restricted areas, scheduling and timekeeping systems for personnel, and building / facilities management systems that control and monitor energy using systems such as lighting and heating/ventilation/cooling (HVAC) systems. Information technologies are also used to provide physical security in such forms as video surveillance and recording, access controls for equipment and control zones (key pads, badge readers, password controlled logins), and automated access logs which record identity information along with timestamped entry/exit for controlled zones.

Cyber attacks against hotels and hotel chains have increased in recent years. According to Winder (2019), recent attacks have exposed not just customer information but also the security logs including: passwords, IP addresses of inbound and outbound connections, information about ports and protocols for firewalls (open / closed), employee names and usernames, among others. Major chains have also experienced malware attacks which exposed the personal and financial information for millions of customers (Goud, 2018)

References

First Research. (2017). Hotels, motels, & reports: First Research custom report. Retrieved July 26, 2017 from Hoovers Online.

Goud, N. (2018, November 30). Data of 500 million Starwood Marriott hotel customers compromised in cyber attack. Cybersecurity Insiders. Retrieved from https://www.cybersecurity-insiders.com/data-of-500-million-starwood-marriott-hotel-customers-compromised-in-cyber-attack/

Lodging Staff (2019, February 25). U. S. lodging outlook good through 2020, with economic ‘blip’ in 2021 says CBRE. Lodging Magazine. Retrieved from https://lodgingmagazine.com/u-s-lodging-outlook-good-through-2020-with-economic-blip-in-2021-says-cbre/

Philadelphia Consolidated Holding Corp. (2017). Cyber security liability. Retrieved from https://www.phly.com/mplDivision/managementLiability/CyberSecurity.aspx

Winder, D. (2019, May 31). Security systems of major hotel chains exposed by a huge data breach. Forbes. Retrieved from https://www.forbes.com/sites/daveywinder/2019/05/31/security-systems-of-major-hotel-chains-exposed-by-huge-data-breach/#d022f7f52ec2

1/13/22, 8:16 PMRubric Assessment – CSIA 485 6380 Practical Applications in Cybe…y Management and Policy (2222) – UMGC Learning Management System

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50/50 Discussion Par!cipa!on with Cri!ques and Follow-ups
Course: CSIA 485 6380 Prac!cal Applica!ons in Cybersecurity Management and Policy (2222)

Timeliness of Ini!al Pos!ng On Time Late Very Late No Submission

Timeliness of Response to

Discussion Paper

Assignment

5 points

Posted response to topic

assignment before 11:59 PM ET

on Sunday.

4 points

Posted response to topic
assignment before 11:59 PM ET

on Monday.

3 points

Posted response to topic
assignment before 11:59 PM ET

on Tuesday.

0 points

Did not post response to topic

assignment before 11:59 PM ET
on Tuesday.

“Short Paper”

(Response to Topic

Assignment)

Excellent Outstanding Acceptable Needs Improvement
Needs Significant
Improvement

Missing or No Work
Submi!ed

Introduc!on

Analysis

Summary

Use of Authorita!ve

Sources

7.5 points

Provided an excellent

introduc!on to the

deliverable which clearly,

concisely, and accurately

addressed the topic of

the short

paper.

Appropriately

paraphrased informa!on

from authorita!ve

sources.

6.5 points

Provided an outstanding

introduc!on to the

deliverable which clearly

and accurately addressed

the topic of the short

paper. Appropriately

paraphrased informa!on
from authorita!ve
sources.

5.5 points

Provided an acceptable

introduc!on to the

deliverable which

addressed the topic of
the short paper.
Appropriately
paraphrased informa!on
from authorita!ve
sources.

4.5 points

Provided an introduc!on

to the deliverable but the

sec!on lacked some

required details.

Informa!on from

authorita!ve sources was

men!oned.

2 points

A”empted to provide an

introduc!on to the

deliverable but this

sec!on lacked detail

and/or was not well

supported by informa!on

drawn from authorita!ve

sources (too many

quota!ons or improper

paraphrasing).

0 points

Introduc!on was missing

or no

work submi”ed.

17.5 points

Provided an excellent

analysis of the issues for

the required topic.

Addressed at least three

separate issues and

provided appropriate

examples for each.

Appropriately used and

cited

informa!on from

authorita!ve sources.

15.5 points

Provided an outstanding
analysis of the issues for
the required topic.

Addressed at least two

separate issues and
provided appropriate
examples for each.
Appropriately used and

cited informa!on from

authorita!ve sources.

14.5 points

Provided an acceptable
analysis of the issues for
the required topic.

Addressed at least one

specific issue and

provided an appropriate

example. Appropriately

used and cited

informa!on from
authorita!ve sources.

12.5 points

Addressed the required

topic but the analysis

lacked details or was

somewhat disorganized.

Appropriately used and
cited informa!on from
authorita!ve sources.
6.5 points

Men!oned the required

topic but the analysis

was very disorganized or

off topic. OR, the analysis

did not appropriately use

informa!on from

authorita!ve sources (too

many quota!ons or

improper paraphrasing).

0 points

Analysis was missing or

no work was submi”ed.

10 points

Included an excellent

summary sec!on for the

short paper which was

on topic, well organized,

and covered at least 3

key points. The summary

contained at least one

full paragraph.

9 points

Included an outstanding

summary paragraph for

the short paper which

was on topic and covered

at least 3 key points.

8 points

Included a summary

paragraph for the short

paper which was on topic

and provided an

appropriate closing.

5 points
Included a summary

paragraph but, this

sec!on lacked content or

was disorganized.

1 point

Included a few summary

sentences for the short

paper.
0 points

Did not include a

summary for the short

paper.
5 points

Included and properly

cited three or more

authorita!ve sources

with complete

publica!on or retrieval

informa!on. No

forma$ng errors.

4 points
Included and properly
cited three or more
authorita!ve sources

(minor errors allowable).

Reference list entries

contain sufficient

informa!on to enable the

reader to find and

retrieve the cited

sources.
3 points

Included and cited two or

more authorita!ve

sources (minor errors in

cita!ons or reference

entries). Reference list

entries contain sufficient

informa!on to enable the
reader to find and
retrieve the cited
sources.
2 points

Included and cited at

least one authorita!ve

source (minor errors in

cita!ons or reference
entries). Reference list
entries contain sufficient
informa!on to enable the
reader to find and
retrieve the cited
sources.
1 point

Men!oned at least one

authorita!ve source but,

the cita!ons and/or

reference list entries

lacked required

informa!on (not

sufficient to retrieve the

correct resource).

0 points

References and cita!ons

were missing. Or, no

work submi”ed.

1/13/22, 8:16 PMRubric Assessment – CSIA 485 6380 Practical Applications in Cybe…y Management and Policy (2222) – UMGC Learning Management System

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Professionalism

5 points

No forma$ng, grammar,

spelling, or punctua!on

errors. Submi”ed work

shows outstanding

organiza!on and the use

of color, fonts, !tles,

headings and sub-

headings, etc. is

appropriate to the

assignment

type.

4 points

Work contains minor

errors in forma$ng,

grammar, spelling or

punctua!on which do

not significantly impact

professional

appearance.

Work needs some

polishing to improve

professional appearance.
3 points

Errors in forma$ng,

spelling, grammar, or

punctua!on which need

a”en!on / edi!ng to

improve professional

appearance

of the work.

2 points

Submi”ed work has

numerous errors in

forma$ng, spelling,

grammar, or punctua!on.

Substan!al polishing /

edi!ng is required.

1 point

Submi”ed work is

difficult to read and/or

understand. OR, work

has significant errors in

forma$ng, spelling,

grammar, punctua!on, or

word usage which

detract from the overall

professional appearance

of the work.
0 points

No submission.

First Cri!que Excellent Acceptable Needs Significant Improvement Missing or No Work Submi!ed

Analysis
Professionalism
10 points

The cri!que pos!ng provided

three or more sugges!ons for

improvement in content which

were based upon an analysis of

the short paper (how well it met

the content requirements).

Provided examples which could

be incorporated into the short

paper to improve or refine it.

Authorita!ve sources were cited

as appropriate. The pos!ng

addressed the peer author by

name.

8.5 points

The cri!que pos!ng provided at

least three sugges!ons for

improvement in content which
were based upon an analysis of
the short paper (how well it met
the content requirements).
Authorita!ve sources were cited
as appropriate. The pos!ng
addressed the peer author by
name.

6 points

The pos!ng did not provide a

cri!que of the short paper. The

pos!ng may have included

compliments or “good job” type

comments.

0 points

The analysis was missing (or not

submi”ed before 11:59 PM ET

Tuesday night). OR the submi”ed

cri!que was copied (not the

student’s own

original work).

5 points

The cri!que was wri”en in an

appropriate tone of voice for a

peer-to-peer communica!on. No

forma$ng, grammar, spelling, or

punctua!on errors. Authorita!ve

sources were appropriately cited.

Submi”ed work shows

outstanding organiza!on and the

use of color, fonts, !tles, headings

and sub-headings, etc. is

appropriate to the assignment

type.
4 points
The cri!que was wri”en in an
appropriate tone of voice for a

peer-to-peer communica!on.

Authorita!ve sources were

appropriately cited. Work

contains minor errors in

forma$ng, grammar, spelling or

punctua!on which do not

significantly impact professional

appearance. Work needs some

polishing to improve professional

appearance.
3 points

The tone of voice used in the

cri!que was not appropriate for a

peer-to-peer communica!on in

the workplace. OR, there were

errors in forma$ng, spelling,

grammar, or punctua!on which

need a”en!on / edi!ng to

improve professional appearance

of the work.
0 points

No submission (or not submi”ed

before 11:59 PM ET Tuesday

night). Or, the cri!que was

copied (not the student’s own

original work).

Second Cri!que Excellent Acceptable Needs Significant Improvement Missing or No Work Submi!ed

Analysis
Professionalism
10 points
The cri!que pos!ng provided
three or more sugges!ons for
improvement in content which
were based upon an analysis of
the short paper (how well it met
the content requirements).
Provided examples which could
be incorporated into the short
paper to improve or refine it.
Authorita!ve sources were cited
as appropriate. The pos!ng
addressed the peer author by
name.
8.5 points
The cri!que pos!ng provided at
least three sugges!ons for
improvement in content which
were based upon an analysis of
the short paper (how well it met
the content requirements).
Authorita!ve sources were cited
as appropriate. The pos!ng
addressed the peer author by
name.
6 points
The pos!ng did not provide a
cri!que of the short paper. The
pos!ng may have included
compliments or “good job” type
comments.
0 points
The analysis was missing (or not
submi”ed before 11:59 PM ET
Tuesday night). OR the submi”ed
cri!que was copied (not the

student’s own original work).

5 points 4 points 3 points 0 points

1/13/22, 8:16 PMRubric Assessment – CSIA 485 6380 Practical Applications in Cybe…y Management and Policy (2222) – UMGC Learning Management System

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Total

Overall Score

The cri!que was wri”en in an
appropriate tone of voice for a
peer-to-peer communica!on. No
forma$ng, grammar, spelling, or
punctua!on errors. Authorita!ve
sources were appropriately cited.
Submi”ed work shows
outstanding organiza!on and the
use of color, fonts, !tles, headings
and sub-headings, etc. is
appropriate to the assignment
type.
The cri!que was wri”en in an
appropriate tone of voice for a
peer-to-peer communica!on.
Authorita!ve sources were
appropriately cited. Work
contains minor errors in
forma$ng, grammar, spelling or
punctua!on which do not
significantly impact professional
appearance. Work needs some
polishing to improve professional
appearance.
The tone of voice used in the
cri!que was not appropriate for a
peer-to-peer communica!on in
the workplace. OR, there were
errors in forma$ng, spelling,
grammar, or punctua!on which
need a”en!on / edi!ng to
improve professional appearance
of the work.
No submission (or not submi”ed
before 11:59 PM ET Tuesday
night). Or, the cri!que was
copied (not the student’s own
original work).

Contribu!ons to Discussion Excellent Acceptable Needs Improvement Missing or No Work Submi!ed

Follow-up Reply or

Comment #1

Follow-up Reply or

Comment #2

10 points

Posted a follow-up reply or

comment which demonstrated

cri!cal thinking and added value

to

the discussion.

8.5 points

Posted an acceptable follow-up

reply or comment which added

some value

to the discussion.

6 points
Posted a follow-up reply or

comment but added li”le value to

the discussion.
0 points

Pos!ng was missing (or not

submi”ed before 11:59 PM ET

Tuesday night). Or the pos!ng did

not add value to the discussion.

10 points
Posted a follow-up reply or
comment which demonstrated
cri!cal thinking and added value
to the discussion.
8.5 points
Posted an acceptable follow-up
reply or comment which added

some value to the discussion.

6 points
Posted a follow-up reply or
comment but added li”le value to
the discussion.
0 points
Pos!ng was missing (or not
submi”ed before 11:59 PM ET
Tuesday night). Or the pos!ng did
not add value to the discussion.

Do Not Use This Box
0 points minimum