PAGE 1 Kemberly Boddie, Todd Cucchiara, Rennie Vazquez : SPR15_I_MBU_630A_01 Management of Human Resources in the Federal Government, February 2015 TO: Catherine Emerson, Chief Human Capital Officer Department of Homeland Security (DHS) CC: Honorable Jeh Johnson, Secretary Homeland Security FROM: TEAM CHCO RE: A Dedicated Role for the Chief Human Capital Officer of DHS The formation of the Department of Homeland Security (DHS) is an example of a government-wide change initiative to address concerns stemming from a traumatic event. Leading the concerns was dissatisfaction with the way in which the multitude of departments responded, communicated and coordinated their efforts on a macro scale. A lack of an integrated command system was at the heart of this dissatisfaction. The Command systems were designed to work independently, not together. Although New York City mayor, Rudolph Giulianni, instituted a plan to minimize potential conflict among responding agencies, which may have areas of overlapping expertise and responsibility at a local level, the equivalent did not exist at the federal level. The DHS is the federal equivalent to establish channels of communication necessary for smooth operation. The purpose of this memorandum addresses the following: · Mission - What does the organization do? · Vision - What does the organization expect to accomplish? · Values - What cultural and behavioral norms are established at the senior leadership level and how are they manifested at the operational levels? · Structure - How is it organized at the senior management level, i.e. what are the executive-level departments or lines of business? · Implementation - How are organizational Mission, Vision and Values implemented within the departments or lines of business? · Context - What are the contextual factors (internal and external) that influence the organization's culture and performance? · Opportunity - What opportunities exist for an HR intervention that will help advance the organizational mission? The DHS is the collective of more than twenty federal offices. The DHS was formed in response to the terror attacks on September 11th, 2001 when a need for coordination and improved communication among the various government offices became apparent. Since its inception in November 2002, DHS seeks to unify and integrate information and activities to ensure domestic safety and prevention of future terrorist attacks. The DHS officially opened its doors in March 2003 and subsequently went through reorganization in July 2005. 1.Mission – Five Missions to Unify, Strengthen and Secure Our Domestic Borders. The DHS has five mission areas: 1) Prevent Terrorism and Enhance Security; 2) Secure and manage our borders; 3) Enforce and Administer Our Immigration Laws; 4) Safeguard and Secure Cyberspace; and, 5) Strengthen National Preparedness and Resilience. · Prevent Terrorism and Enhance Security: DHS will increase U.S. Government counterterrorism efforts, which i.

1. PAGE
1
Kemberly Boddie, Todd Cucchiara, Rennie Vazquez :
SPR15_I_MBU_630A_01 Management of Human Resources in
the Federal Government, February 2015
TO: Catherine Emerson, Chief Human Capital Officer
Department of Homeland Security (DHS)
CC: Honorable Jeh Johnson, Secretary Homeland Security
FROM: TEAM CHCO
RE: A Dedicated Role for the Chief Human Capital Officer of
DHS
The formation of the Department of Homeland Security (DHS)
is an example of a government-wide change initiative to address
concerns stemming from a traumatic event. Leading the
concerns was dissatisfaction with the way in which the
multitude of departments responded, communicated and
coordinated their efforts on a macro scale. A lack of an
integrated command system was at the heart of this
dissatisfaction. The Command systems were designed to work
independently, not together. Although New York City mayor,
Rudolph Giulianni, instituted a plan to minimize potential
conflict among responding agencies, which may have areas of
overlapping expertise and responsibility at a local level, the
equivalent did not exist at the federal level. The DHS is the
federal equivalent to establish channels of communication
necessary for smooth operation.
The purpose of this memorandum addresses the following:
· Mission - What does the organization do?
· Vision - What does the organization expect to accomplish?
· Values - What cultural and behavioral norms are established at
the senior leadership level and how are they manifested at the
operational levels?
· Structure - How is it organized at the senior management

2. level, i.e. what are the executive-level departments or lines of
business?
· Implementation - How are organizational Mission, Vision and
Values implemented within the departments or lines of
business?
· Context - What are the contextual factors (internal and
external) that influence the organization's culture and
performance?
· Opportunity - What opportunities exist for an HR intervention
that will help advance the organizational mission?
The DHS is the collective of more than twenty federal offices.
The DHS was formed in response to the terror attacks on
September 11th, 2001 when a need for coordination and
improved communication among the various government offices
became apparent. Since its inception in November 2002, DHS
seeks to unify and integrate information and activities to ensure
domestic safety and prevention of future terrorist attacks. The
DHS officially opened its doors in March 2003 and
subsequently went through reorganization in July 2005.
1.Mission – Five Missions to Unify, Strengthen and Secure Our
Domestic Borders.
The DHS has five mission areas: 1) Prevent Terrorism and
Enhance Security; 2) Secure and manage our borders; 3)
Enforce and Administer Our Immigration Laws; 4) Safeguard
and Secure Cyberspace; and, 5) Strengthen National
Preparedness and Resilience.
· Prevent Terrorism and Enhance Security: DHS will increase
U.S. Government counterterrorism efforts, which include
engaging the public, and private sectors through campaigns,
such as the Metropolitan Transportation Authority’s “If You See
Something, Say Something™” campaign as well as the
Nationwide Suspicious Activity Reporting Initiative. In
addition, partnering across federal, state, local, tribal, and
territorial law enforcement will, over the next four years,
become even more important to detect and counteract threats.

3. · Secure and Manage Our Borders: DHS will rely on enhanced
technology to screen incoming cargo at ports of entry and work
with foreign partners to monitor the international travel of
individuals of suspicion who seek to enter the United States.
DHS will continue to emphasize risk-based strategies that are
smart, cost-effective, and conducted in a manner that is
acceptable to the American people. DHS must remain agile in
responding to new trends in illegal migration, from Central
America or elsewhere. The importance of continuing efforts is
recognized to promote and expedite lawful travel and trade that
will continue to strengthen our economy.
· Enforce and Administer Our Immigration Laws: DHS will
continually work to better enforce immigration laws and
administer our immigration system. Additionally supporting
common-sense immigration reform legislation that enhances
border security, prevents and discourages employers from hiring
undocumented workers, streamlines our immigration processing
system, and provides an earned pathway to citizenship for the
estimated 11.5 million undocumented immigrants in the U.S.
DHS will take a smart, effective, and efficient risk-based
approach to border security and interior enforcement and
continually evaluate the best use of resources to prioritize the
removal of those who represent threats to public safety and
national security.
· Safeguard and Secure Cyberspace: As the Federal
Government’s coordinator of efforts to counter cyber threats
and other hazards to critical infrastructure, DHS will work with
both public and private sector partners to share information,
help make sure new infrastructure is designed and built to be
more secure and resilient, and continue advocating
internationally for openness and security of the Internet and
harmony across international laws to combat cybercrime.
Further, DHS must secure the Federal Government’s
information technology systems by approaching federal systems
and networks as an integrated whole and by researching,
developing, and rapidly deploying cyber-security solutions and

4. services at the pace that cyber threats evolve. DHS will
continue to develop cyber law enforcement, incident response,
and reporting capabilities by increasing the number and impact
of cybercrime investigations, sharing information about tactics
and methods of cyber criminals gleaned through investigations,
and ensuring that incidents reported to any Federal department
or agency are shared across the U.S. Government. In addition,
the Federal Government must continue to develop good working
relationships with the private sector, lower barriers to
partnership, develop cyber-security best practices, promote
advanced technology that can exchange information at machine
speed, and build the cyber workforce of tomorrow for DHS and
the Nation.
· Strengthen National Preparedness and Resilience: To support
priority security requirements in a sustainable way, a corollary
responsibility for DHS is to become more efficient and effective
across a large and decentralized structure. As a department,
DHS must eliminate duplicative processes, develop common
platforms, and purchase single solutions, while pursuing
important commitments, such as the recapitalization of the
aging Coast Guard fleet. DHS will also address the low morale
that exists within many of its components. Over the next four
years, DHS will find opportunities to promote confidence in its
ability to fulfill its mission. Therefore, they will take a Whole
of Community approach, bringing together all elements of our
society—individuals, local communities, the private and non-
profit sectors, faith-based organizations, and all levels of
government—to make sure America is resilient in the face of
adversity.
To meet the missions, a robust workforce with specialized skills
is required to compete with the private sector. Law
enforcement, cyber security, and first responders are all
competitive assets in the private sector.

5. 2.Vision – DHS Expects to Improve Communication and
Preparedness for Innovation.
The vision of DHS is to ensure a homeland that is safe, secure,
and resilient against terrorism and other hazards. On evaluating
the culture at the DHS, the Homeland Security Advisory council
recommended the department needed to build trust, empower the
components, empower employees and be a good partner.
DHS went through a reorganization in 2005 following an
intensive study and second stage review. This initiative
included over 250 personnel and consists of the Department
Six-Point Agenda. The six-point agenda is structured to guide
the department in the near term and result in changes that will:
1. Increase overall preparedness, particularly for catastrophic
events;
2. Create better transportation security systems to move people
and cargo more securely and efficiently;
3. Strengthen border security and interior enforcement and
reform immigration processes;
4. Enhance information sharing with our partners;
5. Improve DHS financial management, human resource
development, procurement and information technology;
6. Realign the DHS organization to maximize mission
performance.
The six-point agenda enhances and does not diminish the
original mission of the Department.
3. Values – The DHS embodies a sense of duty, respect, and
innovation to maintain vigilance in securing our country.
· Duty: Embodying Integrity, Responsibility, and
Accountability. We will faithfully execute the duties and
responsibilities entrusted to us and maintain the highest ethical
and professional standards. We will never forget that, for many,
we are the face of America – the first Americans that many
visitors will meet. The DHS will manifest this duty in the
interactions with the community through immigration services

6. and border patrol efforts.
· Respect: Honoring Our Partners and One Another. We will
highly value the relationships we build with our customers,
partners, stakeholders, and each other. We will honor America’s
liberty, democracy, and diversity. Chief Human Capital
Officer, Catherine Emerson, often reports to Congress so they
may remain informed of any circumstances surrounding DHS.
The DHS will manifest this through their involvement with the
multitude of emergency organizations, the Council of Human
Capital Officers and pursue a comprehensive national security
agenda.
· Innovation: Creating Opportunities. We will identify and
explore uncharted opportunities to enhance homeland security.
We will encourage and recognize our employees’ original
thoughts and initiatives and will foster a creative environment
in which they can grow, develop, and progress. The DHS
manifested this through comprehensive efforts to build a better
organization. For instance, more than 250 individuals
participated in the development of the Six Point Agenda. The
DHS efforts to protect our digital space are shown through the
improvements to create a more modern and reliable
infrastructure. By safeguarding our information grid, DHS
ensures safety and enables growth. The DHS will seize strategic
opportunities to shape the economic order and cultivate new
relationships with emerging economic powers and countries
newly committed to peaceful democratic change.
· Vigilance: Safeguarding America. We shall identify, defeat,
and mitigate threats to the safety of the American people. We
will constantly guard against threats, hazards, or other dangers
that threaten our Nation and our way of life. The DHS will
manifest this by collaborating with leaders from all over the
world to take a global effort to lock down vulnerable nuclear
materials and institutionalize nuclear security best practices.
The DHS will work to prevent the spread and use of Weapons of
Mass Destruction.
Another recommendation from the Homeland Security Advisory

7. Council was empowered leadership of a blended culture.
While the Department appears to have delegated much
responsibility to its components, the very nature of this can also
lead to a weakened human capital structure that would make it
very difficult to have an overall human capital strategy that
supports the mission of the Department. Efforts to innovate and
re-tool the organization to remain responsive to those norms are
found in the six point agenda.
4.Structure – Organizing more than 20 independent
organizations into an interdependent department consisting of
law enforcement, security and first responders to counter
domestic threats.
In February 2001, the General Accountability Office (GAO)
designated Strategic Human Capital as a high risk for the
federal government.
Specifically, the urgency to respond to complex challenges in
national security, homeland security and other disasters requires
a high-quality federal workforce to work across governmental
agencies. This urgency has been magnified by budget pressures,
an aging workforce, and retirements, which will cause gaps in
leadership and institutional knowledge. The GAO also
mentioned in the report that “GAO initially designated strategic
human capital management as a high risk area because of the
long-standing lack of leadership of strategic human capital
management.”
The DHS currently has the Chief Human Capital Officer
providing a number of functions. Among the responsibilities of
the Chief Human Capital Officer, this role must:
· Create the agency's workforce development strategy;
· Decide the agency's human capital goals, estimate future needs
and maintain workforce diversity with demographic assessment;
· Create programs to advance agency mission, ensures retention
employees and create human resource guidelines;
· Assess workforce characteristics and future needs based on the
agency's mission and strategic plan;

8. · Align the agency's human resources policies with
organizational mission, goals and performance outcomes;
· Develop a culture of learning by providing a conductive
workplace environment for professional growth;
· Identify best practices and benchmarking studies;
· Apply methods for measuring intellectual capital.
Dedicating the time of this office to the undivided purpose of
developing and promoting the changes instituted by DHS can
reinforce the organization and drive the directives to be a more
flexible and responsive organization. This report incorporates
the studies of individuals experienced with the Department of
Commerce, The Department of Defense, and the private sector.
The cross-functionality of this team can provide an example of
strategies and tactics that could benefit DHS.
In the above organizational chart of the DHS, the Chief Human
Capital Officer is not identified nor is the office listed in the
DHS web site. While the Department has the Chief Human
Capital Officer under the Management function, we believe that
the Department of Homeland Security does not recognize the
vital strategic role the Chief Human Capital Officer has in
agency operations.
As organized today, the DHS appears to view Human Capital as
a tactical function rather than on par with the Chief Financial
Management Officer and the Chief Information Officer. If the
Chief Human Capital Officer is truly to assist the head of the
agency and other agency officials in carrying their
responsibilities for selecting, developing, training, and
managing a high-quality workforce, then the role of Chief
Human Capital Officer and where it stands within the
organizational structure needs to be an equal strategic partner,
not simply an administrative management function as the office
appears.
5.Implementation – Different approaches to the Mission, Vision
and Values result in addressing a diverse set of core
competencies.

9. On November 25, 2002, then President George W. Bush signed
Public Law 107-296, §1301
, which not only created the Department of Homeland Security,
but enacted the Chief, Human Capital Officers Act of 2002.
This groundbreaking authority required each agency to appoint
or designate a Chief Human Capital Officer who will:
1) Advise and assist the head of the agency and other agency
officials in carrying out the agency’s responsibilities for
selecting, developing, training, and managing a high-quality
workforce in accordance with merit system principles.
2) Implement the rules and regulations of the President and
Office of Personnel Management and the laws governing the
civil service within the agency.
3) Carry out functions as the primary duty of the Chief Human
Capital Officer.
We commend the Department of Homeland security for
designating a Chief Human Capital Officer; however, whether it
can fulfill the desired functions as laid out in the law is in
question.
Since the Chief Human Capital Officer role in the Department
of Homeland Security is not a stand-alone position; we
recommend the Chief Human Capital Officer serve as the lead
for all the other Human Capital Officers in the DHS
components. To do this, we believe the Chief Human Capital
Officers of the various components at all levels should share
should share common core competencies. The Society for
Human Resource Management identifies nine competencies for
human resources professionals:
· Human Resources Expertise
· Relationship Management
· Consultation
· Leadership and Navigation
· Communication
· Global and Cultural Effectiveness
· Ethical Practice
· Critical Evaluation

10. · Business Acumen
We suggest the Chief Human Capital Officer use these
competencies to create synergy throughout the DHS components
of Chief Human Capital Officers. In this manner, all Chief
Human Capital Officers have a common set of competencies to
ensure alignment of the organizational mission and goals. A
common set of core competencies can form a consistent
approach to the Mission, Vision, and Values for the DHS.
6.Context – A Blended Culture that Seeks to Unify a Diverse
Background for a Common Purpose and Effective Strategic
Focus.
Because the components of the DHS were previously under
other federal agencies and have existed longer than the DHS
itself, the preference for the headquarters has been to provide
overall strategic focus while the components do their own
strategic and tactical functions within the five mission areas.
While this may work along the lines of the operational mission
of the DHS, the Chief Human Capital Office function is
challenged to provide direction. One of the recommendations
from the Council was to eliminate the “buzzword” human
capital and refer to them as employees. This is clearly a huge
mistake as the strategic focus is lost and human capital is
merely seen as a tactical necessity. Making the Human Capital
management even more difficult is a mixture of contractors and
federal employees numbering 240,000. Trying to find the right
balance to achieve the mission clearly requires strategic
thinking and leadership. As it stands now, the Department has
the Chief Human Capital Officer under the Under Secretary for
Management.
In terms of seniority, an Under Secretary position carries weight
within the organization as being directly under the Secretary for
Homeland Security. A career Senior Executive Service (SES)
official may be viewed as not being in the inner circle and as
such kept in the dark about certain issues vital for Human
Capital Strategic Planning. Secondly, the SES may be viewed

11. as part of the problem and not part of the solution when it
comes to workforce planning. Finally, the Department changed
the position for stability and career expertise. A Chief Human
Capital Officer should be viewed as more than just career
expertise.
7. Opportunity – Recommendation to Advance the Position of
the Chief Human Capital Officer as an Equal Partner and Leader
in Strategic Development.
Given the legal mandate and duties associated with the 2002
Chief Human Capital Officer Act, the best practice would be to
have the individual report directly to the agency head. During a
January 2014 Hearing on Capitol Hill on “Examining the Use
and Abuse of Administratively Uncontrollable Overtime (AUO)
at the Department of Homeland Security”, the Chief Human
Capital Officer stated:
“In many areas of human capital policy at DHS, we strive to
create consistent policies. However, premium pay, or overtime,
poses challenges to achieving uniformity. These differences can
be attributed to several factors, including the disparate missions
of our workforce; the number of unions that represent our
employees and the range of concerns of those they represent...”
The disparate missions can lead to difficulty in achieving
uniformity; however, top-level policy that is clear in purpose
and promotes the needs of the organization and the leadership
should be able to promulgate across all of the components of the
DHS.
Section 1402 of Public Law 107-296
, set the function of the Chief Human Capital Officer to include
workforce development strategy; assessing workforce
characteristics and future needs; aligning agency human
resources policies and programs with organizational mission,
strategic goals, and performance outcomes; developing and
advocating a culture of continuous learning to attract and retain;
identify best practices; apply methods for measuring intellectual
capital and identify links to organizational performance. These

12. functions alone constitute a dynamic and robust Chief Human
Capital Officer whose role is to bring strategic change to
agencies not just to provide expertise or meet an immediate
need. In this respect, the primary role of a Chief Human Capital
Officer is a leader and visionary - not a manager.
If we examine other organizations within the Department of
Homeland Security, the Coast Guard Chief of Personnel (CG-1)
reports through the Chief of Staff to the Vice-Commandant and
Commandant of the Coast Guard.
In the Customs and Border Patrol, the Assistant Commissioner
Human Resources reports to the Deputy Commissioner and
Commissioner.
Within other Federal agencies such as the Department of
Defense, the Chief Human Capital Officer, reports to the
Deputy Secretary of Defense and the Secretary of Defense.
In the Department of State, the Chief Human Capital Officer
falls under the Under Secretary for Management.
At the Department of Commerce, the Chief Human Capital
Officer reports to the Deputy Secretary and Secretary of
Commerce.
However, given the legal mandate and duties with the 2002
Chief Human Capital Officer Act, the best practice would be to
have the individual report directly to the agency head.
In carrying out the functions of the Chief Human Capital
Officer, the DHS converted the position from an appointed
official to a career Senior Executive Service position. This was
believed to address the need for stability after experiencing a
turnover of five Chief Human Capital Officers within the DHS
in a span of eight years.
While a Senior Executive Officer position rather than an
appointed position may have solved an immediate need to curb
the high turn over, the lack of an appointed position may inhibit
the Chief Human Capital Officer's ability to comply with
Section 1402.

13. Because the components of the DHS were previously under
other federal agencies and have existed longer than the DHS
itself, the preference for the headquarters has been to provide
overall strategic focus while the components do their own
strategic and tactical functions within the five mission areas.
While this may work along the lines of the operational mission
of the DHS, the Chief Human Capital Officer function is
challenged to provide direction.
If the DHS chooses to keep its current structure, we recommend
that the Secretary for Homeland Security have the Chief Human
Capital Officer report operationally to him. This would send a
clear signal that the DHS values the Chief Human Capital
Officer role and recognizes its status as a strategic partner. The
Chief Human Capital Officer should attend all leadership team
meetings within the DHS and have monthly or weekly meetings
with the other DHS components to ensure the strategic direction
for human capital is being met and moving forward. While the
culture of the DHS tends to delegate as much as possible, we
recommend the role of the Chief Human Capital Officer not be
delegated. Through the enhancement of the Chief Human
Capital Officer serving as a strategic partner, the DHS can
magnify the impact of its strategies with direction and
leadership for a 21st century workforce.
� Report of Department of Homeland Security Culture Task
Force, 2007, � HYPERLINK
"http://www.dhs.gov/xlibrary/assets/hsac_ctfreport_200701.pdf"
��http://www.dhs.gov/xlibrary/assets/hsac_ctfreport_200701.p
df�
� Report of Department of Homeland Security Culture Task
Force, 2007, � HYPERLINK
"http://www.dhs.gov/xlibrary/assets/hsac_ctfreport_200701.pdf"
��http://www.dhs.gov/xlibrary/assets/hsac_ctfreport_200701.p
df�

14. � GAO-11-278, February 2011, � HYPERLINK
"http://www.gao.gov/new.items/d11278.pdf"
��http://www.gao.gov/new.items/d11278.pdf�
� GAO-11-278, February 2011 (See link on note 2)
� Public Law 107-296, November 25, 2002, � HYPERLINK
"http://www.gpo.gov/fdsys/pkg/PLAW-107publ296/pdf/PLAW-
107publ296.pdf" ��http://www.gpo.gov/fdsys/pkg/PLAW-
107publ296/pdf/PLAW-107publ296.pdf�
� Written testimony of DHS Chief Human Capital Officer and
CBP for a Senate Homeland Security and Governmental Affairs
Subcommittee on the Federal Workforce hearing titled
“Examining the Use and Abuse of Administratively
Uncontrollable Overtime at DHS”, January 28, 2014, �
HYPERLINK "http://www.dhs.gov/news/2014/01/28/written-
testimony-dhs-chief-human-capital-officer-and-cbp-senate-
homeland-security"
��http://www.dhs.gov/news/2014/01/28/written-testimony-dhs-
chief-human-capital-officer-and-cbp-senate-homeland-security�
� Public Law 107-296, November 25, 2002, (See note 1)
� US Coast Guard HQs Org. Chart, � HYPERLINK
"http://www.uscg.mil/international/affairs/images/HSC2.jpg"
��http://www.uscg.mil/international/affairs/images/HSC2.jpg�

15. � US Customs and Border Patrol Org. Chart, � HYPERLINK
"http://www.cbp.gov/sites/default/files/documents/CBP%20Org
%20Chart%20Feb2014.pdf"
��http://www.cbp.gov/sites/default/files/documents/CBP%20O
rg%20Chart%20Feb2014.pdf�
� OSD Org. Chart, � HYPERLINK
"http://odam.defense.gov/Portals/43/Documents/Library/OSD%2
0Organizational%20Structure.pdf" h
��http://odam.defense.gov/Portals/43/Documents/Library/OSD
%20Organizational%20Structure.pdf�
� Department of State Org. Chart, � HYPERLINK
"http://www.state.gov/r/pa/ei/rls/dos/99494.htm" h
��http://www.state.gov/r/pa/ei/rls/dos/99494.htm�
� Department of Commerce Org. Chart, � HYPERLINK
"http://www.commerce.gov/sites/default/files/documents/migrat
ed/Department%20Organization%20Chart.pdf"
��http://www.commerce.gov/sites/default/files/documents/mig
rated/Department%20Organization%20Chart.pdf�
� Government Exec, “DHS hires new Human Capital Chief,”
July 28, 2011,� HYPERLINK
"http://www.govexec.com/oversight/2011/07/dhs-hires-new-
human-capital-chief/34503/"
��http://www.govexec.com/oversight/2011/07/dhs-hires-new-
human-capital-chief/34503/�

16. Using the ERD above for a company that sells big ticket items
to commercial enterprises, you will be describing a security
policy and database backup plan that you feel is appropriate.
Business rules include the following:
· Sales to individual customers are relatively infrequent (we are
talking about sales of major items, like dump trucks, plane
engines or supercomputers) but there are about one hundred
sales employees who may have up to 50 customers each.
· It is critically important that no finalized sales transactions or
updates are ever lost. But some (limited) downtime is
acceptable. There is little use of the system after normal North
American working hours.
· Only the salesmen can record or update transactions, and then
only for their own customers.
· Each company (through a designated purchasing agent who has
the appropriate access credentials) can view its own
transactions.
· Territory managers (designated though the job title) should be
able to see summary data on orders for their own territories so
they can manage their sales staff. They do not also sell to
customers.
· Regional managers (also designated through the job title)
should be able to see summaries for their regions only. They
may also reassign employees to different territories within their
region.
· Regional managers are the only ones who can add new
products or change prices.
1. Describe a general company security policy for the database
“layer” of security only (avoid getting into network security
protocols or application level security for this exercise, and
assume that there are security mechanisms in place that allow
end-user connections to the database with the appropriate user

17. credentials.)
2. Specify the SQL you will use to carry out your security
policy for two of the business rules or areas of security concern.
This may include creating a VIEW and/or ROLES and/or
privilege GRANTs. Specify the rule, and BRIEFLY describe
how your SQL carries this out. Please limit yourself to two
areas of concern, but try to make sure you demonstrate you
knowledge of how to efficiently and effectively organize your
security controls.
3. Describe your general database backup plans for this system.
More important than the plan itself is the rationale you provide
for your decisions about the timing, backup types and backup
media choices in your plan, which should be grounded in the
facts provided in the business case.
GENERAL NOTES: I used a model I found and then modified a
bit. Yes, there is a mix of symbols, which I don’t like – but you
should be able to follow the mixed notation. If you have
questions about how to interpret the model, post them in the
Ask the Instructor forum for all to share.
Any ambiguity or interpretation issues you have can be resolved
with clear statements of assumptions or outlining additional
database tables/objects, as long as what you state is not in direct
conflict with the case. I will take your assumptions into
consideration when grading your work.