***HUGE FALSE FLAG being planned by Israel, Canada, US in Denver Area

[Anti_Illuminati]

See link for pics:  http://www.denveruasipresents.com/?page_id=14


Speakers
John Ash

Is the Chief of Integrated Public Safety Branch for the City of Ottawa, composed of the City’s Office of Emergency Management and Corporate Security division. John’s responsibilities include functioning as the EOC Director of the City’s Emergency Operations Center; and providing leadership to the City’s emergency management program, which encompasses corporate business continuity, exercise and training programs. John is also responsible for the protection of city assets and providing a secure workplace for City of Ottawa staff through the Corporate Security division. His experience includes: the planning and management of the City’s response to multiple World Summits and Presidential visits, as well as many local level emergencies and evacuations, and the coordination of the City’s support to Ottawa Public Health during the recent H1N1 pandemic. In addition, John is a member of the Conference Boards of Canada’s Centre for National Security and Council on Emergency Management. He is also a visiting instructor for the Canadian Emergency Preparedness College, and a past President of the International Association of Emergency Managers-Canadian; a Canadian Standards Association Technical Committee member on the Emergency Management and Business Continuity Standard. He has written numerous papers in the Emergency Management field and has a M.A. in Leadership from Royal Roads University
Vik Bebarta

Dr. Vik Bebarta is a Lieutenant Colonel in the US Air Force. He is the Chief of Medical Toxicology and a staff emergency physician at Wilford Hall Medical Center and Brooke Army Medical Center in San Antonio, TX. He is an Associate Professor of Emergency Medicine at the University of Texas Health Sciences Center – San Antonio. He graduated from the US Air Force Academy in 1994. He received his MD from George Washington University and he completed his residency at the University of Colorado and Denver Health Medical Center. He completed a two-year Medical Toxicology fellowship at the Rocky Mountain Poison and Drug Center in Denver, CO. Since 2005, he has deployed to Iraq twice, serving as the Chief of Emergency Medicine at the Air Force Theater Hospital and the Theater Consultant for Medical Toxicology both times. He has over 42 peer-reviewed publications, 80 research presentations, 40 nationally invited lectures, and several large research grants addressing chemical weapons, proteomics, acute poisonings, and combat casualty care.
Julie Benbenishty

Julie is American born but has lived in Israel since 1974. After finishing high school and nursing school in Israel, in 1978 she was drafted into Israeli defense forces, and discharged as 1st Lieutenant. She has worked in intensive care and trauma at Hadassah hospital in Jerusalem for 34 years. Julie has completed post graduate courses in the following subjects: intensive care, trauma, communications, management, and good clinical research practice. While working in intensive care, she also functioned as nurse researcher and project manager since 1994. Many of her research projects were investigator initiated and multi-center in Israel and European countries.

Since 1996 Julie has served as the coordinator for SHERI, a Medical Aviation company – repatriation of injured and sick Israelis from abroad to Israel. Since 2001, she has served as the Coordinator of the annual International Terror Medicine- Mass Casualty workshop, lecturing about the Israeli experiences coping with terror and mass causalities.

Julie also has been published in several medical and nursing journals. For the past 4 years she’s been on the faculty of Hebrew University Hadassah Hospital School of nursing working as a clinical instructor as well as lecturer. The mother of three children, she currently lives in Jerusalem, Israel.
Assistant Chief George Blackmore

Currently serving as the Assistant Chief of Special Operations and Homeland Security, George Blackmore has steadily risen through the ranks of the Austin Fire Department (AFD) during his 30-year career. Joining the department in 1980 as a firefighter, he was promoted to lieutenant in 1989, captain in 1991, and battalion chief in 1995. In 1996, Chief Blackmore was appointed Safety Officer and three years later, became Division Chief of Operations. Serving in both the Operations Division as Shift Commander and Special Operations as Division Chief Program Manager, Chief Blackmore is well versed in the multi-faceted service delivery of current firefighting tactics and strategy. In 2005, Chief Blackmore achieved the rank of Assistant Chief and continued his work in developing strategic partnerships and creating homeland security and domestic preparedness awareness and strategies. Among his more interesting roles includes a trip to Baghdad in 2006 to work with Iraqi firefighters and police, a stint as head of AFD’s Terrorism Task Force, AFD’s Special Operations Division, former Safety Officer with Texas Task Force 1 (TX-TF1), his current membership on the Capital Area Council of Government’s (CAPCOG) Homeland Security Task Force, and current role as Incident Commander for the Capital Area Type III Incident Management Team.

A graduate of the University of Texas at Austin with a bachelor’s of arts degree in Germanic Languages, Chief Blackmore is also a graduate of the Austin Police Department’s West Point Leadership Academy and the Homeland Security Executive Leaders Program at the Naval Postgraduate School in Monterey, California. He has also attended numerous National Fire Academy (NFA) courses including the Fire Academy Fire Service Communications Course, Command and Control of Fire Department Operations at Natural and Manmade Disasters Course, and the Hazardous Materials Site Operations Practices Course. He is a certified Texas Master Firefighter, National Fire Protection Association (NFPA) Fire Officer III, Instructor III, and Aircraft Firefighter, and a Texas Emergency Medical Technician (EMT).
Dr. Efrat Bron-Harlev, Rabin Medical Center

In 1994, Dr. Bron-Harlev completed her internship and started the pediatric residency in the Schneider Children’s Medical Center. She continued on with a fellowship in Pediatric Critical Care. From 2002-’05 she was a senior critical care physician in the Pediatric Intensive Care Unit (PICU) unit of this hospital. In 2005, Dr. Bron-Harlev received a position in the headquarters of Clalit HMO as a knowledge manager, and as the medical manager of the Electronic Medical Records in the hospitals of the HMO. In 2006-’07 she completed an MPA degree at Harvard University in Boston. Since 2007, she has served as the Deputy Director to the Chief Executive Officer of Beilinson Hospital, and the assistant to the CEO of Rabin Medical center.
Sanaz Browarny

Sanaz Browarny is the Director of Intelligence and Analysis for the Control Systems Security Program (CSSP) at the Department of Homeland Security. Ms. Browarny’s role includes coordination with members of the Intelligence Community, Law Enforcement, and the private sector to provide each entity with information on current threats and vulnerabilities to control systems. Prior to her role with the CSSP, Ms. Browarny worked on the Committee on Foreign Investments for the U.S. (CFIUS) where she analyzed the national security risks of foreign investors interested in U.S. entities.
Michael Cardash, Retired Bomb Commander from the Israeli National Police

Michael Cardash is one of the world’s leading experts in recognizing and responding to the threat of improvised explosive devices (IEDs). With a career as a senior bomb technician that spans nearly 30 years, Mr. Cardash most recently served as deputy head of the Israeli National Police Bomb Disposal Division (2005-2009). During the Palestinian terror campaigns (“intifadas”), he commanded bomb disposal units within the border guards and police. Throughout his career, he held many positions, including commander, West Bank bomb squad (1990-1992); commander, Yarkon bomb squad (1993-1996); commander of bomb disposal training school (1996-1999); and chief bomb disposal officer of the Tel Aviv district (1999-2001) and central district (2001-2004). As a leader of these teams, he investigated and responded to different terror attacks, particularly those involving suicide bombing devices. He received the Medal of Courage for outstanding service in 1991. Mr. Cardash has trained law enforcement personnel and bomb technicians from around the world. He assisted in founding counterterrorism security procedures and contributed in R&D bomb-disposal projects, researching and developing new tools and equipment for mitigating and defeating IEDs.

Michael has a professional reputation within the bomb disposal community as one of the world’s most valued experienced bomb technicians.
Deborah Colburn

Deborah Colburn is the Director of the Animal Emergency Management Program for the Colorado Veterinary Medical Foundation. A former New Hampshire state representative, she has held leadership positions with state government and with both for-profit and non-profit organizations. Ms. Colburn brings 15 years of experience managing and consulting for non-profit organizations. She has expertise in strategic planning, program management, government affairs, employee relations and community outreach. After the hurricanes of 2005, Ms. Colburn served as the Alabama Community Recovery Supervisor and Government Affairs Liaison for the American Red Cross Hurricane Recovery Program, as well as Special Project Administrator for the United Ways of Alabama’s Emotional Recovery Initiative, funded by the American Red Cross. Ms. Colburn earned a BA degree in Sociology at Bowdoin College in Maine and a Masters degree in Public Administration at the University of New Hampshire. She resides in Eldora, CO.
Zohar Dvir

Brigadier General Zohar Dvir, Deputy Commander Northern Region District, has held many roles including Battalion Deputy Commander and Commander of Special Reconnaissance in the “Golani” Brigade from 1992-94, Security Manager of Frankfurt Airport from 1995-98, and a Squadron Commander in the YAMAM Counterterrorism unit from 1998-2007. From ’07-’09 he was Northern region District Commander of “Amakim” sub-district (Brigadier General).
Barb Graff

Ms. Graff has been the Director of Seattle Office of Emergency Management since June of 2005. Her responsibilities include managing the multi-hazard interdepartmental emergency management program for the City of Seattle and coordinating its relation to other emergency response agencies and community groups. The program encompasses all phases of integrated emergency management including preparedness, mitigation, response and recovery.

Prior to Seattle, Ms. Graff served in a similar capacity for the City of Bellevue for 21 years. Under her leadership, Bellevue’s emergency management program served as the pilot for the national Emergency Management Accreditation process. Ms. Graff currently chairs the national Emergency Management Program Review Committee and serves on the Emergency Management Accreditation Commission.

A native of Puget Sound, she holds a Bachelor of Science degree in Sociology from the University of Washington. Ms. Graff has managed the response to a number of presidentially declared disasters and has a depth of experience with full-scale and functional exercises.

Ms. Graff serves on the King County Advisory Committee on Emergency Management and Regional Homeland Security Council. She is a member of the Washington State Emergency Management Association and the International Association of Emergency Management. She co-chairs the Board of Directors for the Washington Information Network 2-1-1 (WIN 2-1-1) information referral system.
James K. Hartmann

Jim Hartmann has served as the City Manager of Alexandria for six years. Before coming to Alexandria, Jim was County Administrator of Spartanburg County, South Carolina from 1999 to 2005. From 1996 to 1999, he held the position of County Administrator for Eagle County, Colorado. Prior to his work in Colorado, Jim held a number of senior positions during his 13-year tenure with Orange County, Florida. A native Californian, Jim also served in the United States Coast Guard for eight years.

Jim earned bachelor’s and master’s degrees in Public Administration from the University of Central Florida, later serving as an adjunct faculty member for the University’s Master of Public Administration (MPA) program. He also served as a visiting lecturer at the Clemson/University of South Carolina MPA program and attended the Harvard Kennedy School of Government’s Program for Senior Executives in State and Local Government.

Currently, Jim is a member of the National Capital Region Chief Administrative Officer’s Homeland Security Executive Committee and co-chairs the National Capital Region Interoperability Council.
David J. Kaufman

David J. Kaufman was appointed Director of FEMA’s Office of Policy and Program Analysis (OPPA) in September 2009. In this position he is responsible for providing leadership, analysis, coordination, and decision-making support to the FEMA Administrator on a wide range of Agency policies, plans, programs, and key initiatives.

Mr. Kaufman has extensive experience with homeland security and disaster preparedness issues. He has been a member of the faculty at the Naval Postgraduate School’s Center for Homeland Defense and Security, where he has taught in the Center’s graduate and executive level education programs, and has previously served in several senior positions in the U.S. Department of Homeland Security and in FEMA.

His previous service included establishing the Office of Preparedness Policy, Planning and Analysis in FEMA’s National Preparedness Directorate, where as the Director he led policy and planning efforts for national preparedness; and Acting Director and Deputy Director of the Preparedness Programs Division in the Office for Domestic Preparedness, where he oversaw the day-to-day activities of DHS’ $3 billion portfolio of state, local, and infrastructure preparedness assistance programs.

In 2008, Mr. Kaufman left government service to become Safety and Security Director for CNA, a non-profit think-tank that provides analysis and solutions to challenging problems for all levels of government, where he worked on a range of homeland security issues including community engagement, risk management, and catastrophic planning, and supported the Quadrennial Homeland Security Review.

Mr. Kaufman holds a Master of Public Policy degree from the University of Michigan; a Bachelor of Arts degree in International Relations, Political Science, and History from the University of Wisconsin-Madison; and is a graduate of the Center for Homeland Defense and Security’s Executive Leaders Program.
Gil Kleiman

Gil Kleiman has been announced as a speaker for the conference, presenting on different topics across the Medical & Health, First Responder, and Community Resilience.  His classes include: “Integrating Public, Private, and Non-Profit Efforts”, “Integration of EMS with Police and Fire on Scene”, and “Working with the Media in Israel”.

Gil Kleiman is an Israel National Police (INP) veteran, foreign press spokesperson, international lecturer and author with over 24 years experience working in Israel. He has an unsurpassed knowledge of on-site terror scene investigations, security assessments and media relations. Kleiman has provided background explanations, information and professional technical briefings to hundreds of law enforcement agencies around the world.  Having obtained his undergraduate degree from George Washington University and an L.L.B. in Law from Bar- Ilan University, Kleiman has superior expertise in analyzing terror crime scenes and security threats facing law enforcement.

In 1983, after serving as Combat Engineer in the Israeli Defense Force (IDF) at the rank of Sgt., Kleiman began his career in the Israel National Police (INP) as a Bomb Disposal Technician and later became an instructor at the INP Bomb Disposal School.  Prior to beginning law school in late 1987, Kleiman was an Anti-Terror instructor at the Israeli Border Police Training Center. While in law school, he joined the INP Nazi War Crimes Unit, assisting foreign law enforcement officers with the prosecution of Nazi war criminals residing in various countries throughout the world. Later, he continued as a Violent Crimes and Homicide Investigator in the INP’s Main Branch in Tel Aviv.

In 1997, Kleiman began his tenure in the INP Security Section. He inspected, assessed and provided expertise regarding the security apparatus at government and public installations. He developed training and instructional programs for hundreds of security officers across Israel and served as an advisor at legislative planning meetings for The Public Security Installation Law.

Beginning in June, 2001, during the period of intense terror attacks that struck Israel, Kleiman served as the INP’s Foreign Press Spokesperson. He quickly became Israel’s face and voice to the rest of the world, as Israel’s suicide bomb spokesperson. Present at all major terror attacks and suicide bombings, Kleiman drove all media interface and provided on site interviews and press statements for all the media outlets including; CNN, FOX , BBC, SKY, al-Jazeera, El Arabia, RTV, RTL, NTV, et al.  He has given presentations at EUROPOL Hague in the Netherlands on “Media and Terror”, and was also part of the INP Anti-Terror team sent to Greece prior to the 2004 Olympics.

 In 2007 Kleiman joined Proactive Global Security (PGS). As an instructor and expert presenter of media response strategies and tactics in mass casualty terror incidents, Kleiman has lectured for agencies across the US and Europe.  He has conducted numerous training seminars for law enforcement officers, SWAT, EOD, EMT, fire service, and emergency management and hospital policy-makers through the Urban Area Security Initiative (UASI) on topics including:

    * Media and Terror: Public Information and Public Diplomacy at a Terror Scene.
    * Changing the “Hard Disc”: Instilling a Proactive Terror Mindset in Policeman-Israel’s Success and Failure in the War Against Suicide Bombers .
    * Cumulative Trauma and Post Trauma Stress Disorder

Kleiman has recently begun to instruct Tai Chi at one of Israel’s psychological treatment centers for disabled Israeli war veterans suffering from Post Traumatic Stress Disorder (PTSD). In addition, he has begun co-authoring a textbook about suicide bombing.  
William (Bill) Lane Jr.

Mr. Lane graduated from the University of Wisconsin in 1952 and attended UW Law School 1954-55. He was Military Police Officer in the U.S. Army from 1952-1954 (one year in Korea).
From 1955-1970, Lane was in the Advertising / Promotion Department LIFE Magazine, and from 1971-1981 held Advertising/Marketing positions with several different companies.
Then in 1989 he became Vice President, Evans Advertising/Denver. A member of the Aurora Citizen Corps Council since 2004, Lane has attended North Central Region monthly meetings.

Lane established the Heritage Eagle Bend Emergency Preparedness Committee in 2006, and has chaired the committee since its inception. He joined the Heritage Eagle Bend/Parker Adventist Hospital MRC unit in 2008, and the Emergency Preparedness classes he has attended include CERT, Train The Trainer, CPR/First Aid, Weather Spotter, Emergency Shelter, ICS 100/200/700. Lane has attended numerous emergency preparedness meetings, seminars, and conferences since 2006, and writes a monthly emergency preparedness column for Heritage Eagle Bend Newsletter.
Dr. Daniel Laor

Dr. Daniel Laor, the Director of Emergency and Disaster Management Division for the Ministry of Health in Israel has been confirmed as a speaker for the Shared Strategies for Homeland Security Conference.
His participation as one of the conference professionals provides a key resource for our attendees from the Medical and Public Health communities. Dr. Laor has led the Emergency and Disaster Management Division in coping with numerous emergencies, including terrorist actions, the second Lebanon War and pandemic flu preparations.
Susan L. Law

Mrs. Law has been a public servant for 27 years, including three years with the Department of Homeland Security and 24 years with the Navy. As the Deputy Director for Interagency Programs in the DHS Science and Technology (S&T) Directorate, she seeks out research and technology development efforts that can contribute to domestic security and help make our nation safer. She conducts outreach across 10 states in FEMA Regions VII and VIII and provides a conduit to subject matter experts within the S&T organization. She also helps integrate S&T activities across federal, state, local, and tribal lines, and with first responders.

She has been named the Executive Secretary to a White House directed DHS and Department of Energy task force that was stood up as a result of the December 25, 2009 attempted airline bombing. The objective of this task force is to deliver advanced technology and knowledge to improve aviation security.

Prior to joining DHS in November 2007, Mrs Law was assigned to Navy Headquarters at the Pentagon. She managed a portfolio of $175 million per year and was responsible for the development, acquisition, and sustainment of missile, boat, submarine, and mobile land targets that replicated the performance of enemy systems. These target systems are used in support of training and to test and evaluate the performance of Navy weapon, aircraft, and ship systems.

Mrs. Law is a native of Rapid City, South Dakota with a Bachelor of Science Degree in engineering from the South Dakota School of Mines and Technology, and a Master of Science Degree in Systems Management from the University of Southern California. She is a graduate of the Naval Aviation Systems Command Management Development, and Senior Executive Management Development Programs. She was awarded the Navy Meritorious Civilian Service Award for her efforts in support of Navy Test and Evaluation efforts, and is the recipient of numerous civil service awards.
Lynn Mauricio, MD, FACS, FSCCM

Dr. Lynn finished his Medical School at the Federal University of Rio de Janeiro, Brazil. He trained in General Surgery at Tel Aviv University/Sheba Medical Center in Israel and did a Trauma/Critical Care fellowship at the Ryder Trauma Center in Miami, Florida.

Dr. Lynn is a retired Lieutenant Colonel from the Israeli Military where he served for 18 years. His main positions were as Flight Surgeon with the Israeli Air Force Special Forces, Medical Director of the Israeli Air Rescue and Medical Evacuation Unit and Chief of the Trauma Branch for the Israeli Military. Dr. Lynn was the Medical Commander of Operation Solomon, the largest airborne humanitarian mission in history. He was the Commander of the Israeli medical team deployed to Nairobi for the bombings of the American embassy and Team commander and chief surgeon of 2 Israeli field hospitals deployed to Turkey in the aftermath of the 1999 earthquakes.

Dr. Lynn was a member of the Israeli Trauma Council of the Ministry of health where he developed and wrote policies for field trauma care for the military and served as a consultant for the civilian Emergency Medical Services. In this capacity, Dr. Lynn was in charge of disaster preparedness of all hospitals in Israel.

Dr. Lynn moved to the USA 10 years ago and currently is a Professor of Surgery at the Miller School of Medicine of the University of Miami. He is a Trauma Surgeon and Critical Care specialist at Jackson Memorial Medical Center. He is Medical Director of the Trauma Resuscitation Unit at the Ryder Trauma Center and recently became the Medical Director of the Jackson Memorial International medical services.

Dr. Lynn served as a member of the disaster committee of the Join Commission for Accreditation of Healthcare Organizations (JCAHO), disaster consultant for Royal Caribbean Cruise Line, and for Denver Health Medical Center in preparation for the Democratic National Convention in 2008. I addition, he served as an advisor for the preparations of the Summit of Americas in Trinidad in 2009.

Dr. Lynn served as co-chair of the Trauma Disaster Committee for the Florida Department of Health, leading the “Standardization Project” initiated to standardize mass casualty planning and response for all hospitals in the State of Florida.

Recently, Dr. Lynn was deployed to Haiti in the aftermath of the January 2010 earthquake, to plan and design of the University of Miami field hospital.

Dr. Lynn is a fellow of the American College of Surgeons, member of the Eastern Association for Surgery of Trauma, Society of Critical Care Medicine, Pan American Trauma Society, Florida Committee on Trauma and the World Association for Disaster and Emergency Medicine (WADEM).

Dr. Lynn is the author of the P.R.I.D.E. course (Planning and Response Implementation for Disasters and Emergencies). He teaches, lectures and consults on disaster preparedness worldwide.
Marguerite McCormack

Marguerite McCormack is a consultant, trainer, and practitioner in the field of trauma and vicarious traumatization. She works nationally with issues of trauma, disaster, organizational trauma dynamics, and vicarious trauma. She is the former Director of Trauma Practice at Jefferson Center for Mental Health, the former project director of Columbine Connections, the community-based response to the shootings at Columbine High School, and the former Coordinator of the Student Counseling Center at the University of Colorado at Denver. She is one of the principal authors of the Colorado State Mental Health Curriculum for Intervention in Disasters, Introduction to Trauma Therapy, Working with Children in Disasters and Vicarious Traumatization. Marguerite has also been an adjunct faculty member at the University of Colorado at Denver, Metropolitan State College of Denver, and the University of Denver. She presents regularly to diverse audiences, including physicians, nurses, law enforcement, attorneys, correctional staffs, first responders, and mental health clinicians.

Sibel McGee, Ph.D.

Dr. Sibel McGee is a senior analyst in the Applied Systems Thinking (AsysT) Institute at Analytic Services Inc., a not-for-profit public service institute that provides objective studies and analyses to aid decision-makers throughout the national security, homeland security, and public safety communities. Dr. McGee has extensive training in political science and the application of quantitative methodologies to analysis of social and political phenomena. She specializes in the areas of politics of culture and identity, terrorism and counterterrorism, radicalization, public resilience, and emergency management.
Since joining Analytic Services in 2007, Dr. McGee has led several projects and conducted various studies in support of DHS, DoD, the Project on National Security Reform, and other organizations. At ASysT, Dr. McGee is engaged in various educational and research activities. She develops and teaches courses on systems thinking principles and tools for internal and external audiences and conducts case studies that apply systems thinking methods to various national and homeland security issues. She is currently conducting a case study on Mexico’s drug cartel problems to highlight gaps and shortcomings in the present US approach and is assisting FEMA in doctrine development efforts for incident support and management.

The case study Dr. McGee led for DHS on public resilience in Israel describes how the US can enhance its current efforts to mobilize US public toward greater preparedness for natural and man-made emergencies. The study has been widely distributed, and has received coverage and praise in various media channels.  Dr. McGee is a summa cum laude graduate of Texas A&M University, where she received a Ph.D. in Political Science. She received a Bachelor of Science and Master of Science in International Relations from Middle East Technical University in Turkey, and a Master of Arts in European Union Studies from University of Bonn in Germany.

Dennis Mileti

Dennis Mileti is a retired professor from the University of Colorado at Boulder where he directed the Natural Hazards Center—our nation’s repository and clearinghouse for social science research on natural hazards and disasters.

He is the author of over 100 publications, most of which are on topics related to the societal aspects of hazards and disasters. His book, Disasters by Design, was commissioned by the Office of Science and Technology Policy in the White House; it summarized natural hazards knowledge in all fields of science and engineering, and made recommendations for shifts in national policies and programs. Disasters by Design made him the most cited social scientist on the topic of hazards and disasters, and was required reading in more college and university courses on emergency management in America than any other for almost a decade.

Dr. Mileti has served on a variety of advisory boards including as: (1) the Chair of the Committee on Disasters in the National Research Council of the National Academies of Science, (2) the Chair of the Board of Visitors to FEMA’s Emergency Management Institute, (3) a Board Member for the Earthquake Engineering Research Institute, (4) as Expert Advisor to the National Institute of Science and Technology’s congressional study of evacuation of the World Trade Center towers on 9/11, and more.

He was appointed by the Governor as a Commissioner on the California Seismic Safety Commission, and he’s worked as a consultant in both the private and public sectors in matters related to emergency management including, for example, utilities with nuclear power plants, and federal and state agencies.

Dennis is currently a researcher with one of the Department of Homeland Security’s national centers of excellence for research on terrorism, and he is on the Advisory Council for the Southern California Earthquake Center.

Will Moorhead

Will Moorhead has served in the emergency management field both as a first responder and in State and local government capacities. He has over 17 years’ experience in the fire service and remains active as a lieutenant with his department in Greenville, SC. His previous positions as Legal Analyst for South Carolina Emergency Management Division and Director of Public Health Preparedness for South Carolina Division of Health and Environmental Control Region 2 provided many opportunities to see first-hand how legal issues impact emergency management as well as understand the need for practical preparedness. Will has since entered the consulting arena and is able to share his expertise in emergency management with public and private clients. He is currently teaching in the Emergency and Disaster Management Program for Western Carolina University and the Masters In Public Administration Emergency Management Certificate at Clemson University. Will received a B.A. from Furman University and J.D. from Mercer University.

Moshe Farchi, Ph.D.

Dr. Farchi is the founder and the head of the Stress and Trauma studies Program in Tel Hai College, Israel. After finishing his undergraduate studies in social work in Haifa university he moved directly to study his second degree in public health at the Hebrew university faculty of medicine . On 2003 completed dr. Farchi his Ph.d in Bar-Ilan university – school of social work.
James M. Mulvihill, CPP

James M. Mulvihill serves as the Vice President of Special Operations for Security Industry Specialists Inc. He manages all facets of the Company’s Special Operations and Executive Protection details. He also assumes the role as Director of Security Operations for the Academy of Motion Pictures Arts and Sciences Annual Presentation, also known as the “Oscars”.

Mr. Mulvihill retired from Law Enforcement in 2003 as a Division Commander in Atlanta, Georgia. He has served in numerous capacities in his 18-year career to include assignments with the Drug Enforcement Administration (DEA), Criminal Investigations Division Commander, a member of the oversight committee for Fulton County/Atlanta Emergency Management, Public Education Coordinator, National Accreditation Manager, Narcotics Division Commander and Capitol Project Development Coordinator. He has been recognized for his accomplishments in providing government leadership and guidance to numerous State and local agencies.

After leaving civil service Mr. Mulvihill turned his ambitions and insight to the private sector by transitioning his acquired skills in providing innovative and practical design concepts to some of the largest and most high profile events in the world.

He attended Arkansas State University and is a graduate of the University of Louisville’s Command Officers College and the University of Georgia’s Carl Vinson Institute of Government.
Matthew Murray

Lieutenant Murray is a twenty year veteran of the Denver Police Department with a majority of that time being spent in Investigations. Lieutenant Murray has worked in patrol, in a specialized proactive uniform assignment, the assault investigations unit, the domestic violence investigations, unit, and in the homicide unit as a detective and supervisor. As a homicide detective, Lieutenant Murray’s first case was the murder of a Denver Police Officer and his last case was the massacre at Columbine High School. Lieutenant Murray was promoted and worked as the morning shift commander for Denver’s District Two station before being transferred to his current assignment as the aide to the Chief of Police.

In his current position, Lieutenant Murray is the commander of the Media Relations unit and acts as the spokesperson for the Denver Police Department.

Lieutenant Murray has also served on the board of directors for Denver SafeHouse and recently ended a term as the chair of the board.

Lieutenant Murray is married and has six children. He and his family have hosted three foreign exchange students and forty foster children. He has Master of Science Degree in Organizational Leadership from Regis University and his hobbies include photography, traveling with his family, backpacking, and exploring Anasazi ruins.

John Nicoletti, Ph.D

John Nicoletti received his doctorate in psychology from Colorado State University. Dr. Nicoletti is a Clinical/Police Psychologist who specializes in identifying, assessing and defusing attack related behaviors and violence in various workplaces, campuses and schools. In his other area of specialization, he provides on-site psychological screenings and consultations at the U.S. bases of McMurdo and the South Pole in Antarctica.

Dr. Nicoletti has written three books in the areas of violence, entitled Violence Goes to Work (1994); Violence Goes to College (2001), published by Charles C. Thomas; and Violence Goes to School (2002), National Education Services.

Dr. Nicoletti provides national training and consultation to various university campuses and school districts. He also consults nationally to various state and federal law enforcement agencies and private corporations. In addition, he is also called upon to conduct individual direct and indirect risk assessments for campuses and corporations. Dr. Nicoletti was on-scene at the April 20, 1999 Columbine school shooting and also responded to the Platte Canyon High School shooting in September 2006. He also provides training for parents of young children on stranger awareness and personal safety. Dr. Nicoletti is on the Colorado Governor’s Task Force on Expert Emergency Response and is past Chair of the Police Psychologist Section for the International Association of Chiefs of Police. Dr. Nicoletti also works with Lockheed Martin doing Risk Assessments. Most recently Nicoletti-Flater Associates have been specializing in assisting departments in training and supervising the new generation employees.

Wei Pan

Wei Pan is a Research Assistant and PhD student in the Human Dynamics Group at MIT Media Lab. He obtained his B.Eng. degree in Computer Science from Tsinghua University in Beijing, China. He has also worked for Google R&D China for a year as well as a couple of start-ups.

Wei Pan’s current research interests are computational social science and artificial intelligence. He builds mathematical models for human behaviors and studies the mechanism for diffusion and influence between individuals. With the other four members of the MIT Red Balloon Team, Wei Pan won the DARPA 40th Anniversary of Internet Grand Challenge, in which the MIT team demonstrated that social media can be adopted to mobilize crowds in time-critical missions. Their success quickly attracts attention from both major media and government officials, and inspires researchers in sociology, economics and many different areas. A few of his other research projects are also featured in mainstream media such as Technology Review.
Kobi Preger

In the First Responder track, Chief Superintendent Kobi Preger, Head Bomb Disposal Officer for the North District of the Israel National Police, will be speaking on several topics, ranging from lessons learned in investigations to recent trends in terror incidents in Israel. From 1983-86, Preger was IDF Military service in Engineering corps. From 1986-1990, he was a bomb technician in the Jerusalem Bomb Unit, then on to Senior Bomb technician from 1990-97. Head of the Bomb Disposal Laboratory in the INP Headquarters from ‘97-2000, Preger then went on to become Head of the Bomb in the Jerusalem District until 2004.

Ginny Schwartzer

As an emergency management consultant and certified ICS and HSEEP trainer, Ms. Schwartzer has designed, conducted, and evaluated exercises across the country. She has experience developing continuity plans for various clients including churches, businesses and governmental agencies. Of particular note is her development of a COOP for a city of 50,000+ in Florida which culminated in a full-scale exercise where city business was conducted at the designated alternate location. She graduated with honors from North Carolina State University and holds her BS in meteorology and is currently pursuing a Masters Certificate in Community Preparedness and Disaster Management from University of North Carolina at Chapel Hill. She has recently written for Campus Safety Magazine, American School and Hospital Facility Magazine, and Worship Facilities Magazine.

Offer Shahar

Superintendent Offer Shahar, National Officer in Charge of Search and Rescue in the Community and Civil Guard Division in Israel since 2007, will be speaking at the conference. From 1983-1987 Shahar was Infantry, Company Commander (first lieutenant) in the Israeli Military. As for Police service, he has two decades experience in the Counterterrorism division of YAMAM, holding such positions as the Head of R&D, Breach, and E.O.D.

Dr. Shmuel Shapira, Hadassah Medical Organization in Jerusalem

Professor Shmuel Shapira is currently the Deputy Director General of the Hadassah Medical Organization. Prior to this position, he served as Deputy Director of Hadassah Ein Kerem University Hospital. Professor Shapira received his medical degree from the Hadassah-Hebrew University School of Medicine. He completed two residencies in anesthesiology/intensive care and in medical management, also at Hadassah, as well as advanced training in pain management. In 1992, he completed advanced training in obstetric anesthesia at the University of California, San Francisco. Prof Shapira is Lieutenant Colonel (Res) in the IDF, and serves as an authority on terror and trauma/emergency medicine, and instructs medical students and physicians in terror medicine, management of mass casualty events, and advanced trauma life support and risk management. Prof Shapira is active in several Ministry of Health National committees and councils and is a board member of Magen David Adom.

Prof. Shapira has published about hundred different academic publications, ranging in topics from trauma, terror medicine, and mass casualty management.

Isrel Singer

Commander Isrel Singer has held about every position available in the area of bomb disposal and training. After serving in the Engineering Corps of the Israeli Military from 1978-83, from 1983 until now Singer has held positions in the Israeli Police as Chief Training Officer, Operations Officer, and Head of the Bomb Crossing Division. Singer is currently the Head of the Security Division of the Israeli Police.

Colonel Dr. Yechiel Soffer

Dr. Soffer is an internationally renowned expert in Disaster Management, preparation for National Emergencies and Population Resilience and Recovery. He is the Head of the Civil Defense Department of the Home Front Command in the Israel Defense Forces (IDF).

Soffer has written the official National Plan for the response to an earthquake in Israel and since 2008 has been lecturing at Ben-Gurion University of the Negev on the subject of “Population Behavior in Emergency Situations.”

Soffer established the Population Training System and the deployment of information to the public (guidance & instructions), by the Home Front Command, for a range of emergency situations. In 1984, he was conscripted into the IDF as a combat soldier in the Golani Brigade of the Infantry Division. During his Military Service he filled a series of command positions, rising from platoon leader to Infantry Brigade Commander with the rank of Colonel. He participated in dozens of operational activities in Lebanon, the West Bank and the Gaza Strip.

In 1991, after finishing his active Military Duty with the role of Assistant Company Commander, Soffer attended a Special Forces qualification course in Fort Bragg NC-US Army. In 2003, he was appointed Commander of Dan District Home Front Command and was responsible for the Civil Defense of major cities in Israel. In 2006, he was appointed as the Head of the Civil Defense Department in the Home Front Command Headquarters. Soffer was responsible for the process of drawing conclusions in the aftermath of the Second Lebanon War (2006). As a result of the lessons learned, he built a Population Training and Information System that includes:

• Spokesmen on TV Channels
• A live broadcasting studio in the Home Front Command
• Website
• A national call center
• An alarm system for the civilian population

He activated this information system for the first time during the IDF Operation “Cast Lead” in Gaza. Soffer was a member of the Israeli delegation for humanitarian aid to Haiti (January 2010) following the earthquake. His Doctorate thesis was: “A National Multi-Organization Model for the Preparedness and Immediate Response Stages to an Earthquake”. In this role, Soffer lectures at conferences in Israel and abroad. He has also written numerous articles on population behavior and resilience in an emergency, which have been published in both local and international journals.

Yisroel Stefansky

Yisroel Stefansky, Founder and Director of International Business Development, will be presenting in both the Medical & Health and Community Resilience tracks at the Shared Strategies Conference.  We are excited to have him joining the already esteemed list of presenters at this event.  Stefansky will be presenting three classes, “Respectfully Handling the Remains of Disaster Victims” (Medical/Health), “Integrating Public, Private, and Non-Profit Efforts”, and “The Role of Volunteers in Israel” (Community Resilience).

As Proactive Global Security’s  Founder and Director of International Business Development, Yisroel Stefansky plays a fundamental role helping organizations throughout the US understand terrorism from the perspective of the victim.  He is an international lecturer and recognized expert in practical disaster response and relief.

A true veteran of the war between terrorists and civilization, Stefansky has worked with police forces, emergency response teams, and many other first-responders in various countries throughout the world as a consultant and response trainer.

As a young man Stefansky found himself at the site of a violent terror attack in Jerusalem. Rather than turn away he took action and became part of the rescue effort.  This experience led him to found ZAKA, an organization that carries out the important and difficult task of recovering body parts for burial whenever and wherever a disaster or terror attack occurs.  The ZAKA foundation today consists of several hundred young volunteers who are stationed across Israel, poised and ready to respond to any disaster.

Stefansky was sent to Houston when the Space Shuttle Columbia disintegrated, and subsequently aided in recovering victims in the U.S. following hurricane Katrina. He established the Israeli civilian search and rescue dive team, and is a founder of the Israel Support Fund, a charitable organization supporting low profile hospitals, institutions and families that are normally overlooked by donors.  

 He has appeared on FOX News, Israel National News, Radio Israel and CFRB Toronto.

Jeffrey Stern

Jeff Stern is the Director of the Northern Virginia Emergency Response System, leading joint, integrated, regional homeland security and emergency management strategic planning, policy-making, and operations in support of responders in the 25 cities, counties and towns outside Washington, DC. He is a two-decade emergency services professional who has served in local governments in Virginia, Maryland and Colorado, and with the federal government, where he served as a White House Fellow and then as Executive Director of the Homeland Security Advisory Council at DHS.
Adam Thiel

With nearly two decades in the field, Adam Thiel is fire chief for the City of Alexandria, Virginia—a diverse and densely populated urban community in the National Capital Region—Chief Thiel provides overall leadership and strategic direction for the city’s fire/injury prevention, all-hazards emergency response, emergency medical services, building/fire code administration, and emergency management functions. Adam’s operational experience includes serving with distinction in four states (MD, NC, AZ, and VA) as a chief officer, incident commander, company officer, hazardous materials team leader, paramedic, technical rescuer, structural/wildland fire fighter, and rescue SCUBA diver. Chief Thiel directly participated in response/recovery efforts for several major disasters including the 9/11 tragedy, Hurricane Gustav, Hurricane Isabel, and the 2009/10 blizzards. In 2002, Adam was appointed by then-Governor Mark Warner to lead the Virginia Department of Fire Programs (VDFP) through a critical post-9/11 transition and state fiscal crisis.

For the past fourteen years, Chief Thiel has provided strategy, planning, risk management, and leadership consulting/expertise to international organizations, non-profits, government agencies at all levels, educational institutions, and private firms. Adam has authored more than 20 publications and presented at more than 30 conferences in multiple states/countries. He teaches graduate-level courses at several colleges/universities; writes a regular column in Fire Chief Magazine; serves as a technical adviser for the FireRescue1 website; and chairs the program advisory board for 24-7 FIRE.
Brian Tishuk

Since 2004, Brian S. Tishuk has been the Executive Director of ChicagoFIRST, a nonprofit coalition of financial and other institutions in the Chicago area that partners with government at all levels on issues of business resilience and homeland security.

Mr. Tishuk oversees the activities of various working groups that address business continuity, pandemic planning, and security, as well as leading the development and implementation of annual tabletop exercises. He also represents the organization before the City of Chicago, State of Illinois, and various components of the executive and legislative branches.

In 2008, Mr. Tishuk joined the Executive Committee of the Financial Services Sector Coordinating Council and became the inaugural chair of the Regional Consortium Coordinating Council. He has helped other organizations like ChicagoFIRST form, and in 2005 he established the Regional Partnership Council so that these organizations could better collaborate.

Prior to that, Mr. Tishuk enjoyed a nearly 20-year career at the United States Treasury Department during which he addressed a vast array of public policy issues affecting financial institutions, from the savings and loan crisis of the mid-1980s to the attacks of September 11th.

Following September 11th, Brian led Treasury’s efforts to enhance the resiliency of financial institutions, establishing the Office of Critical Infrastructure Protection and Compliance Policy and serving as its Acting Director and Deputy Director. These efforts included forming the Financial and Banking Information Infrastructure Committee and FSSCC, both in 2002. He also reached out to Chicago financial institutions and assisted them in forming ChicagoFIRST in 2003.

Mr. Tishuk has an undergraduate degree from Lawrence University in Appleton, Wisconsin; a masters degree in public policy from the University of Michigan; and a law degree from Georgetown University.
Mike Walker

Mike Walker’s presentation at the conference, titled “The Terrorist Threat: Fact or Fiction” outlines the current terror threat to the United States. It explores the ideology of al-Qaeda and its affiliates and discusses the radicalization of today’s homegrown terrorists. The presentation reviews future threats and proposes a way forward during an era of complacency.

Robert M. (Mike) Walker is Chairman of the Board of Plexus Scientific Corporation in Alexandria, Virginia. Mr. Walker joined Plexus in 2001 following a 32-year career in public service. He was confirmed four times by the United States Senate to serve in senior executive branch positions. He was Acting Secretary of the Army in 1998. He also served as Under Secretary of the Army, Army Acquisition Executive, Assistant Secretary of the Army, and Deputy Director of the Federal Emergency Management Agency. Mr. Walker was an Under Secretary of Veterans Affairs when he retired from the federal government. Prior to joining the executive branch, he was staff director of the Senate Subcommittee on Military Construction Appropriations for 12 years.

Mr. Walker is recognized as one of the nation’s leading authorities on homeland security and homeland defense. Following the terrorist attacks in New York and Washington on September 11, 2001, Mr. Walker was recalled to federal service to serve on a homeland defense tiger team reporting to the Secretary of Defense. He later served as a member of the Strategic Review Group for the White House Office of Homeland Security Directorate of Prevention and Protection. Mr. Walker led the executive support cell for the National Terrorism Exercise Series, TOPOFF II, and was the senior player for the TOPOFF large-scale game. For the DHS Headquarters Operational Integration Staff, he supported the development of the National Response Plan, the National Strategy for the Physical Protection of Critical Infrastructures and Key Assets, and the Interagency Security Plan. Mr. Walker is vice-chair of the National Infrastructure Institute which is studying critical infrastructure protection. He also serves as a faculty member for the Naval Postgraduate School’s Center for Homeland Defense and Security.

During his previous Pentagon service, Mr. Walker oversaw Military Support to Civil Authorities for five years. He led Department of Defense support to FEMA and the FBI following the bombing of the Murrah Federal Building in Oklahoma City. He established the Nunn-Lugar-Domenici program to train emergency first responders in 120 American cities to deal with terrorist attacks using weapons of mass destruction. He created National Guard Civil Support Teams in 10 federal regions to assist local authorities in responding to terrorism. Mr. Walker led DOD security support for the Atlanta Olympics, the Denver Summit of the Eight, and the 1997 Inauguration of the President.

While serving at FEMA, Mr. Walker was responsible for the agency’s terrorism and national security programs, including the continuity of government and continuity of operations planning programs. He was a member of the President’s Management Council and served as Chair of the Domestic Working Group of the President’s Y2K Council. He led FEMA’s interagency preparations for the NATO 50th Anniversary Summit. Mr. Walker also directed FEMA’s participation in the President’s Long-Term Recovery Task Force following the devastation of Hurricane Georges in Puerto Rico.
Alicia Welch

Alicia Welch has more than 20 years of operational service in the Los Angeles Fire Department (LAFD) and extensive experience working on special projects and program development. On August 4, 2008, Ms. Welch promoted to Captain II and was assigned to the newly formed Los Angeles/Long Beach Urban Area Security Initiative, Critical Incident Planning and Training Alliance (known as the Alliance). In this assignment she has been involved in research of national best practices and federal guidance pertaining to large-scale critical incident emergency preparedness.

Captain Welch has developed her operational and administrative knowledge by working through the ranks as a Firefighter, Battalion Staff Assistant, Fire Inspector, and Captain I and II. She has worked in active assignments throughout the City including Mid-City, Korea Town, South Los Angeles, West Los Angeles, Pacoima, Fairfax District, the San Fernando Valley, and Downtown Los Angeles. Her most recent assignment allowed her to maximize her skills, abilities, and talents while she worked as part of a multi-agency, multi-disciplinary, and multi-jurisdictional regional planning task force.

In September 2005, Captain Welch responded to Hurricanes Katrina and Rita as part of the Los Angeles Fire Department’s Critical Incident Stress Management Team. There she was charged with providing peer support to impacted firefighters in the region. Since the deployment to the hurricanes, Captain Welch has become a subject matter expert and instructor in Psychological First Aid and critical incident debriefings.

Captain Welch is a member of the Los Angeles Fire Department’s Significant Incident Investigation Team, were she has developed her technical writing, policy development, and investigation skills. She has had the unfortunate opportunity to conduct post incident firefighter fatality investigations.

Captain Welch was selected to participate in the development of the Los Angeles Fire Department Leadership Academy. As a 2007 graduate from the highly acclaimed Los Angeles Police Department West Point Leadership Academy, she enhanced her leadership, management, and supervisory skill-sets. She is also a member of the instructor cadre for the LAFD Leadership Academy.

Alicia earned her Bachelor of Arts Degree in Recreation Management from California State University, Long Beach in 1990. She also earned a Master of Science Degree in Homeland Security/National Studies from the esteemed Naval Postgraduate School in Monterey, California in 2006.

In summer 2009, the Department of Homeland Security / FEMA in partnership with the Naval Postgraduate School / Center for Homeland Defense and Security announced Captain Welch as one of three distinguished fellows. Ms. Welch spent late 2009 and 2010 in Arlington, Virginia assigned to the National Preparedness Directorate at FEMA Headquarters in Washington, DC. She dedicated her year-long fellowship to learning about employee preparedness and developed the Ready Responder Organizational Preparedness Program (see ready.gov/responder). Captain Welch has since returned to Los Angeles this October and is currently assigned to Fire Station 74 in Tujunga as a Task Force Commander.

[Anti_Illuminati]

http://www.denveruasipresents.com/?page_id=2

Welcome to the 2010 Shared Strategies for Homeland Security Conference website. We are excited to invite you to this unique conference that approaches homeland security in a comprehensive, multi-disciplinary manner. This conference is singular in its effort to integrate first responders, healthcare professionals, the business community and citizens to facilitate an exchange of information, ideas and concepts from around the world that promote increased safety and security.

Addressing the mission to prepare, prevent, respond and recover from disasters, the Shared Strategies for Homeland Security Conference presents  internationally renowned speakers covering four session tracks: Health & Medical; First Responder; Business & Critical Infrastructure and Community Resilience.  For only $350 you’ll be given access to all of the event’s unique programming.

Monday Opening Session at The CELL with Juan Zarate

Denver Art Museum

The Shared Strategies for Homeland Security Conference and the Denver UASI want to invite you to a very special opening night event at The CELL, a one-of-a-kind exhibit designed to expose the real threats that exist in today’s society.  Conference attendees will be given an exclusive tour of the exhibit, followed by a networking reception at the Denver Art Museum with a Keynote address from Juan Zarate, former Deputy Assistant to the President and Deputy National Security Advisor for Combating Terrorism.

The Center for Empowered Living and Learning (The CELL) is a non-profit institution dedicated to addressing the most important global issue of our time – terrorism. The CELL exists to educate citizens on the realities of today’s global terrorism threats, and seeks to empower both individuals and organizations with the knowledge and the tools to proactively effect change.  The organization’s exhibit, Anyone, Anytime, Anywhere: Understanding the Threat of Terrorism, is experiential and interactive using state-of-the-art multimedia tools to educate its visitors.  It is the only exhibit of its kind in the world.  The mission of this exhibit is to advance and disseminate information about terrorism and the ideologies that attempt to justify and drive its proliferation.  The CELL strives to deepen public understanding by encouraging visitors to think about the moral, philosophical, legal and existential questions raised by terrorist organizations, and the best known policies employed to combat such current and future threats to American citizens and people around the world.

The CELL is located within the Denver Civic Center Cultural Complex, across from the Denver Art Museum.
___________________________________________
http://www.sharedstrategiesblog.com/?p=312

Dr. Sibel McGee announced as speaker for Community Resilience Track

* October 20th, 2010



Dr. Sibel McGee is a senior analyst in the Applied Systems Thinking (AsysT) Institute at Analytic Services Inc., a not-for-profit public service institute that provides objective studies and analyses to aid decision-makers throughout the national security, homeland security, and public safety communities. Dr. McGee has extensive training in political science and the application of quantitative methodologies to analysis of social and political phenomena. She specializes in the areas of politics of culture and identity, terrorism and counterterrorism, radicalization, public resilience, and emergency management.

Since joining Analytic Services in 2007, Dr. McGee has led several projects and conducted various studies in support of DHS, DoD, the Project on National Security Reform, and other organizations. At ASysT, Dr. McGee is engaged in various educational and research activities. She develops and teaches courses on systems thinking principles and tools for internal and external audiences and conducts case studies that apply systems thinking methods to various national and homeland security issues. She is currently conducting a case study on Mexico’s drug cartel problems to highlight gaps and shortcomings in the present US approach and is assisting FEMA in doctrine development efforts for incident support and management.

The case study Dr. McGee led for DHS on public resilience in Israel describes how the US can enhance its current efforts to mobilize US public toward greater preparedness for natural and man-made emergencies. The study has been widely distributed, and has received coverage and praise in various media channels.

Dr. McGee is a summa cum laude graduate of Texas A&M University, where she received a Ph.D. in Political Science. She received a Bachelor of Science and Master of Science in International Relations from Middle East Technical University in Turkey, and a Master of Arts in European Union Studies from University of Bonn in Germany.

[Anti_Illuminati]

http://www.sharedstrategiesblog.com/?cat=5
Philip Palin to speak in Business & Critical Infrastructure Track

* November 29th, 2010


Philip J. Palin is Director of Private Sector Integration with the Center for Homeland Defense and Security at the Naval Postgraduate School.  He specializes in prevention, catastrophe preparedness and resilience. Much of his work involves public-private partnerships in risk readiness.

 During the conference Mr. Palin will participate in three presentations:

 

    * Brokering Public-Private Partnerships – What works and what does not work, including common mistakes that undermine effectiveness and simple rules for success.  Co-presenting with Jackie Duke from Brookfield Properties.
    * Supply Chain Resilience – Water and sanitation, food, essential medical care, pharmaceuticals and medical equipment, and shelter are each examples of “supply chains” on which modern life depends. Supply chains are increasingly interdependent and, potentially, fragile.  The presentation will focus on regional strategies for cultivating resilience.
    * Implementing Cost Effective and Smart Change – This is a panel discussion

 Mr. Palin is also a Research Fellow with the Pace University Graduate Program in Management for Homeland Security and Public Safety Professionals, serves as the Project Manager for Mass Care in the mid-Atlantic Regional Catastrophic Preparedness Grant Program, and is a regular contributor to Homeland Security Watch (www.hlswatch.com).

 Mr. Palin is the principal author for the Catastrophe Preparation and Prevention series from McGraw-Hill. Others publications include Threat, Vulnerability, Consequence, Risk and Consequence Management.  In May 2010 the Homeland Security Affairs Journal published Resilience: The Grand Strategy (http://www.hsaj.org/?article=6.1.2).

 Mr. Palin has previously served as President of a small college in Japan, Managing Director of an international educational foundation, and from 1998 to 2008 he was CEO of a private consulting firm which he co-founded.
______________________________
HEY DUMBASSES (THOSE IN THE BELOW VIDEO), 9/11 WAS AN INSIDE JOB:
http://www.youtube.com/watch?v=63dqSJgM9eQ

[Dig]

CALL HOMELAND SECURITY ASAP!!!!!!!!!!

THERE IS A BONA FIDE ANTI-GOVERNMENT GROUP OF RADICAL FUNDAMENTALIST TERRORISTS WHO HATE US FOR OUR FREEDOMS PLOTTING ACTS OF MASS DESTRUCTION OF HUMAN RIGHTS IN A SECRET C.E.L.L. IN THE HOMELAND!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

IF YOU SEE SOMETHING SAY SOMETHING!!!!!!!!!!!!!!!!!!!!!!!!!!

[Anti_Illuminati]

http://www.hsaj.org/?fullarticle=6.1.2
Resilience: The Grand Strategy

Philip J. Palin

Homeland security does not have a Grand Strategy. There have been national strategies. There are a plethora of operational strategies. In The Edge of Disaster, Steve Flynn recommends resiliency as an over-arching goal. 1 Many have murmured agreement and the word is increasingly common in speeches and other pronouncements. But as an official with responsibility for resilience recently asked in private, “What does it mean?”

The military historian and theorist B.H. Liddell Hart argued, “While the horizon of strategy is bounded by the war, grand strategy looks beyond the war to the subsequent peace.” 2 The grand strategy of the United States during the Cold War was captured in a single word: containment. The meaning of containment prompted considerable contentiousness, even while the insight the term provided is widely credited with strategic success.

There is no serious dispute that George Kennan’s 1946 Long Telegram is the origin of containment as the touch-stone of our Cold War strategy. Recently, I authored a Long Blog 3 trying to make strategic sense of resilience. Kennan eventually reworked his original, which Foreign Affairs published as “Sources of Soviet Conduct.” 4 I appreciate the invitation from Homeland Security Affairs to offer a similar reworking of the Long Blog.

In his Long Telegram, 5 George Kennan outlines five related understandings. He observes reality, gives context to his observations, projects these findings on official policy, acknowledges the role of unofficial policy, and offers practical deductions… or what I would call strategy. I will follow the same organizational schema:

(1) Basic features of post-war Soviet outlook risks to the United States;

(2) Background of this outlook perspective on risk;

(3) Its projection in practical policy on official level;

(4) Its projection on unofficial level;

(5) Practical deductions from standpoint of U.S. policy.

Kennan urges readers to recognize a Soviet take on reality. Kennan’s argument aims to engage, manage, manipulate — choose your verb — the orientation of our adversary. Sixty-plus years later, the most serious risks facing the United States are where a range of threats, some traditional and some novel, interact with several vulnerabilities Kennan did not face. Where Kennan focuses intently on the Soviet threat, our threats are more numerous and nuanced. The recent National Intelligence Strategy (NIS) is helpful in scanning the horizon. 6 Can we derive the same sort of logical policy premises that Kennan found?
PART ONE: BASIC FEATURES OF THE PRINCIPAL RISKS TO THE UNITED STATES

The principal risks are as follows:

   1. According to the NIS there are four nation-states that present a “challenge to U.S. interests.” These are Iran, North Korea, China, and Russia. None present the near-peer level of competition offered by the Soviet Union immediately after WWII. Individually or in concert these competitors can constrain the U.S. But even in unlikely combination these nation-states do not present the clear-and-present danger the Stalinist superpower seemed to threaten. (This shift, more a matter of human will than fewer warheads, also demonstrates the importance of keeping the nuclear genie contained.)
   2. Violent extremist groups, insurgents, and transnational criminal organizations “increasingly impact our national security” according to the NIS. But the capacity of these groups to threaten the U.S. with catastrophic harm is modest. We should not discount the potential terrorist or even criminal use of WMD. 7 But a reasonable and sustained application of the precautionary principle should suffice to manage this risk (see Cass Sunstein). 8 A debate regarding the specific meaning of reasonable and sustained could be entirely worthwhile.
   3. The global economic crisis has been identified by Dennis Blair, director of national intelligence, as the “primary near-term security concern” for the United States. 9 The dependence of the Unites States on foreign holders of debt (especially China), efforts to replace the dollar as the principal international reserve currency, the prospect of U.S. hyper-inflation, and a growing sense of financial limitation all increase the nation’s strategic vulnerability.
   4. Failed states and ungoverned spaces nurture possibilities available to violent extremists, insurgents, and transnational criminal organizations, according to the NIS. Unconnectedness, ala Thomas P.M. Barnett, breeds all sorts of ugliness. 10
   5. Climate change 11 and energy competition will present new casus belli and heart-wrenching humanitarian crises. The NIS treats the two as one significant source of instability.
   6. “Rapid technological change and dissemination of information continue to alter social, economic, and political forces, providing new means for our adversaries and competitors to challenge us” is how the NIS describes the threat. The report goes on to note, “While also providing the United States with new opportunities to preserve or gain competitive advantage.”
   7. Pandemic disease is listed by the NIS as “a persistent challenge to global health, commerce, and economic well-being.”

Kennan also listed his “basic features” as running from (a) to (g). From seven basic features Kennan derived – or at least argued – four fundamental deductions. Kennan’s deductions de-mystify the strategic perspective of the Soviet leadership. It is a reality warped by ideology. But precisely because Soviet perception is so ideologically blinkered, it is predictable. Kennan argued the U.S. could best advance its interests when it acted with this predictable worldview as a principal target.

Kennan could focus on threat analysis. Today the NIS outlines a much more complicated mix of threats and vulnerabilities. By any measure the U.S. is much stronger than it was in 1946. But we are also more vulnerable. Insight regarding external threat is no longer sufficient. We also require a self-awareness of vulnerability. (Threat x Vulnerability) x Consequences = Risk.

If the assessment of our context provided above – and by the National Intelligence Strategy – is reasonably accurate, the other-awareness advocated by Kennan is no longer sufficient. Many threats confronting the United States today are beyond the scope of accurate analysis or, even, consensus judgment. The unpredictability of the H1N1 pandemic is good evidence. The potential implications of climate change, resource shortages, and the range of weapons and targets available to our adversaries challenge the imagination and arguably exceed our analytical capacity.

A colleague who served for many years in the intelligence community has critiqued the National Intelligence Strategy as fatally flawed because it is so far-reaching. In his view it is undisciplined in target-selection and thereby condemns the intelligence community to almost certain failure. Limited assets will be stretched too thin. His operational concern is undeniable. Yet I perceive the greater flaw is too narrowly defining threats as externalities. In 1946 the Soviet threat was clearly primus inter pares. In 2009 choosing among threats can seem a game of musical chairs. A deep knowledge of an other is helpful, but no longer sufficient. Other-awareness must be complemented with self-awareness. Risk emerges from threat and vulnerability. Threats are often beyond our reach, vulnerabilities are usually self-generated. We require a deep understanding of our self.

Kennan found four action principles flowing reasonably from his seven perceptual premises. For a Soviet leader who has confidence in his perception of reality, the prescriptions for action are self-evident. Kennan encourages his Foggy Bottom masters to recognize the internal logic of the adversary’s worldview. Broadly accepting the worldview set out by the National Intelligence Strategy, I propose four action principles:

1. The United States is, by far, the most powerful single player on the planet. More than most, we are masters of our own fate. We have the resources, systems, and culture to actively participate in shaping the future. Yet some perceive the best days are behind us. Certainly many would say 1946 was golden compared to our reduced current condition. That could be a self-fulfilling prophecy, but here are three reassuring factoids:

GDP compared to principal putative adversary:

1950: U.S.: $1.45 trillion v. Soviet Union: $510 billion (1991 dollars) 12

2007: U.S.: $14.2 trillion v. China: $4.4 trillion 13

U.S. federal deficit as a percentage of GDP: 14

1946: 121.7 percent

2009: 66.2 percent (projected)

U.S. median household income (constant 2007 dollars): 15

1947: $25,260

2007: $46,207

2. Despite our great power, the United States confronts a strategic context with even greater potential for instability than 1946. Today there are many more nodes of significant influence than in the immediate post-war period. The interactions — social, intellectual, economic, and political — between the various nodes constitute a rich web much greater than that of 1946. The spread of H1N1 was much faster than any prior pandemic 16 and going viral is no longer limited to viruses. The pace of change has accelerated. We have much more virtual proximity to – and real dependence on – decisions and actions occurring well outside the direct influence of the United States.

3. As a result, the contemporary strategic context is much less predictable than 1946. Kennan’s fundamental thesis was that the ideological rigidity of the Soviet regime made it predictable and therefore manageable. There is evidence he was right and during the Cold War U.S. policymakers and strategists often (not always) were guided by this insight. But the range and type of challenges facing the U.S. today are not anywhere as predictable. Rather than a “simple” bi-polar (pun intended) world, we are surrounded by random outbreaks of mass neuroses and peculiar psychoses.

4. With limited predictability regarding our threats, national policy and strategy should aim to optimize our adaptability to a range of risks.

In setting out his four deductions Kennan is more concise – perhaps purposefully provocative – than the preceding. But then in Part 2 of the Long Telegram he analyzes “certain aspects” of what he has confidently exposed. He posits: “At bottom of Kremlin’s neurotic view of world affairs is traditional and instinctive Russian sense of insecurity.” (Telegraphing, like twittering, tended to dispense with articles.)
PART TWO: BACKGROUND OF THIS PERSPECTIVE ON RISK

Kennan argues that understanding the sources and symptoms of Soviet neurosis will allow U.S. decision-makers to avoid unnecessarily provoking our adversary and potentially take advantage of the Kremlin’s neurosis. An effective strategy engages perceived reality, even if the reality that matters is neurotic.

Modern psychology has moved away from a mid-twentieth century notion of neurosis. When Kennan wrote, neurosis was understood as an unresolved conflict between unconscious motivations and explicit purpose. One psychologist explains, “Neurosis means poor ability to adapt to one’s environment, an inability to change one’s life patterns, and the inability to develop a richer, more complex, more satisfying personality.” 17

The environment in which the United States finds itself has changed dramatically since 1946. Since, at least, the mid-1970s the speed of change has been rapid and the direction erratic. We have not adapted gracefully to the change. We resist changing our national life patterns. Similar to the Soviet leadership, so helpfully analyzed by Kennan, we are increasingly neurotic in our effort to justify inconsistencies between our self-image and experience.

The strategic context emerging from this period of rapid change has not, by-and-large, been friendly to the attitudes and habits Americans developed immediately after World War II. We have become more and more dependent on increasingly expensive foreign sources of energy. Other nations, and alliances of nations, have emerged as competent competitors. Our comparative advantage in a wide array of fields has narrowed or we find ourselves at a disadvantage. An industrial economy has been succeeded by a consumer economy with its own precarious tendencies. Our financial indebtedness, both foreign and domestic, has increased dramatically. Our unequalled military prowess has been unable to forestall the first successful foreign attack on the continental U.S. since the War of 1812. Even the “defeat” of our Soviet enemy has not seemed to produce a practical return. We are undoubtedly the most powerful nation on the planet. But it sure doesn’t feel like it.

In Man and His Symbols, Carl Gustav Jung offers,

    In order to sustain his creed, contemporary man pays the price in a remarkable lack of introspection. He is blind to the fact that, with all his rationality and efficiency, he is possessed by “powers” that are beyond his control. His gods and demons have not disappeared at all; they have merely got new names. They keep him on the run with restlessness, vague apprehensions, psychological complications, an insatiable need for pills, alcohol, tobacco, food — and, above all, a large array of neuroses…

    Mankind is now threatened by self-created and deadly dangers that are growing beyond our control. Our world is, so to speak, dissociated like a neurotic… Western man, becoming aware of the aggressive will to power of the East, sees himself forced to take extraordinary measures of defense, at the same time as he prides himself on his virtue and good intentions. 18

Jung does not — and certainly I do not — suggest resolving the neurosis by denying our good intentions or presumption to virtue. But neither will any resolution come from a willful denial of our struggle to square what we believe with what we have done or perceive we must do.

We have in the Department of Homeland Security and its various concerns a totem giving form to a wide range of unresolved conflicts: liberty v. security, insider v. outsider, privacy v. transparency, individual v. community, local v. national, good v. evil… the list of dichotomies could continue. Never before has a single government agency served as a repository for so many potential neuroses. It’s predisposition to neurosis is especially strong because of its domestic – we could say, self-absorbed – focus.

Nearly a century has passed since Sigmund Freud wrote an essay (later to become Totem and Taboo) entitled “On Some Points of Agreement between the Mental Lives of Savages and Neurotics.” 19 In this he offers that totemism is an elaborate, ritualized effort to resolve the deep ambivalence that exists in most fearing what we most love. In creating the totem we attempt to externalize and objectify the ambivalence that is the source of our neurosis. But without great care, the totem can merely institutionalize both ambivalence and neurosis. Something more is required to resolve the tension. Is this why St. Elizabeth’s has been selected for the new DHS headquarters? 20

Kennan’s key to defending the United States is to recognize and, when appropriate, exploit Soviet neuroses. To defend the United States and advance our interests in the twenty-first century we must attend effectively to our own neuroses.

President Bush famously asked of the 9/11 terrorists, “Why do they hate us?” 21 He answered the question, “They hate our freedoms: our freedom of religion, our freedom of speech, our freedom to vote and assemble and disagree with each other.” The terrorists hate us for our virtues. While the values argument put forth by Mr. Bush should not be dismissed, Osama bin-Laden offers a considerably different rationale.

    It should not be hidden from you that the people of Islam had suffered from aggression, iniquity and injustice imposed on them by the Zionist-Crusaders alliance and their collaborators; to the extent that the Muslims’ blood became cheap and their wealth became as loot in the hands of the enemies. Their blood was spilled in Palestine and Iraq. The horrifying pictures of the massacre of Qana, in Lebanon, are still fresh in our memory. Massacres in Tajikistan, Burma, Kashmir, Assam, the Philippines, Fatani, Ogadin, Somalia, Eritria, Chechnya and in Bosnia and Herzegovina took place, massacres that send shivers through the body and shake the conscience. All of this the world watched and heard, yet not only didn’t respond to these atrocities, but also, with a clear conspiracy between the USA and its allies and under the cover of the iniquitous United Nations, the dispossessed people were even prevented from obtaining arms to defend themselves. 22

These massacres are unfamiliar to most Americans. U.S. culpability for these horrific events will strike most as absurd. Yet Osama bin-Laden is not alone in finding Americans complicit in the unjust suffering of Muslim millions. According to recent surveys, most Pakistanis readily agree. 23

Even in seeking to do good, we can cause suffering. In his assessment of our situation in Afghanistan, Gen. Stanley McChrystal explains:

    Preoccupied with protection of our own forces, we have operated in a manner that distances us — physically and psychologically — from the people we seek to protect. In addition, we run the risk of strategic defeat by pursuing tactical wins that cause civilian casualties or unnecessary collateral damage. The insurgents cannot defeat us militarily; but we can defeat ourselves. 24

A United Nations report found that in the first six months of 2009, three hundred Afghan civilian casualties – roughly 30 percent of the total – were caused by coalition forces. 25 During the same period the U.S./NATO coalition suffered nearly the same number of fatalities. 26 In a September interview with 60 Minutes Gen. McChrystal said, “Since I’ve been here the last two and a half months, this civilian casualty issue is much more important than I even realized. It is literally how we lose the war or in many ways how we win it.”

In pursuing peace we have killed the innocent. In defending freedom we have imprisoned – and worse – those who have done us no harm. We have betrayed what we love in an effort to protect what we love. Yet it would be a serious error to see this as merely hypocritical or cynical. During the eight years of our current war there have, no doubt, been instances of hypocrisy and cynicism. But it is crucial to acknowledge these seeming contradictions as the inevitably tragic consequence of exercising power. Purity of purpose is hard enough. Purity of practice is beyond our capacity. As Reinhold Niebuhr observes,

    The tragic element in the human situation is constituted of conscious choices of evil for the sake of good. If men or nations do evil in a good cause, they cover themselves with guilt in order to fulfill some high responsibility; or if they sacrifice some high value for the sake of a higher or equal one, they make a tragic choice. 27

The powerful cannot avoid tragedy. It is innate to the nature of power. As our national power has multiplied, so has our tragic potential. But the American psyche struggles to deny this reality. We point to innocent intention. We seek individual scapegoats —Lynndie England or Dick Cheney — for our collective guilt. We propagate neuroses to obscure our role in tragedy.

Our effort to escape tragedy is more threatening to our integrity of purpose — and essential innocence — than any tragic choice we undertake. In refusing to embrace the tragic, we invite a much more insidious condition. Neibuhr continues,

    If virtue becomes vice through some hidden fault of virtue; if strength becomes weakness because of the vanity to which strength may prompt the mighty man or nation; if security is transmuted into insecurity because too much reliance is placed upon it; if wisdom becomes folly because it does not know its own limits — in all such cases the situation is ironic… It is differentiated from tragedy because by the fact that the responsibility is related to an unconscious weakness rather than to a conscious resolution. 28

The United States ought not deny the paradox inherent to power. It is self-deluding to indulge our neuroses in seeking to avoid the tragic. In Lear the plot is set when the old King is unwilling to accept Cordelia’s honest, if paradoxical, expression of love. From Lear’s vanity and denial unfolds catastrophe. (Ponder sea coast construction in hurricane country, urban wildfire, flood plain development, and much more.)

There is plenty of death and disaster in Oedipus the King, but Sophocles’ masterpiece conforms closer to my own hope for the United States. By most measures Oedipus lives a happy and productive life. The trouble he causes is as unintentional as it is inevitable. And in contrast to Lear, the trouble caused by Oedipus emerges from nobility, not vanity. At the close of Oedipus at Colonus the Theban king might even be said to transcend the tragic; but only after fully embracing his tragic condition.
PART THREE: ITS PROJECTION IN PRACTICAL POLICY ON OFFICIAL LEVEL

In the third element of his five-part Long Telegram, Kennan shows how Kremlin neuroses can be used to predict official Soviet policies. I want to remove or reduce the influence of U.S. neuroses on homeland security policy and strategy.

I have prescribed embracing the tragic. How would this untie the knots of our own neuroses? Four preliminary deductions have been offered:

   1. The United States is, by far, the most powerful single player on the planet.
   2. The United States confronts a strategic context even more unstable than 1946.
   3. As a result, the contemporary strategic context is much less predictable than in 1946.
   4. With limited predictability regarding our threats, national policy and strategy should aim to optimize our adaptability to a range of risks. In other words, we should adopt a strategy of resilience.

If this strategic analysis is broadly accurate, it describes a situation many will find frustrating. In most cases, this frustration emerges from being unable to sufficiently influence — and certainly not control — our strategic context. Desire for control is closely linked to neurosis. In itself the pursuit of control creates the potential for cognitive dissonance. How does this jibe with our proclaimed national commitment to liberty? But without more control, how can we guarantee safety?

In embracing the tragic we acknowledge very little can be guaranteed. No complex system can be fully controlled. Can goals be cultivated? Certainly. Encouraged? Absolutely. Influenced? Yes. Guaranteed? No ­– even the effort will amplify tragic consequence. The exercise of power – even when animated by noble purpose – will have surprising and, quite often, ignoble outcomes. Embracing the tragic gives us this foreknowledge. This foreknowledge need not constrain our exercise of power, but it will inform our expectations. It may also inform how power is exercised.

Recognizing tragic potential, we accept the probability of surprise and the possibility of failure. In any community — with formal democratic traditions or not — this recognition encourages shared decision making. Key participants may try (and succeed) to manipulate the process, but even at worst the illusion of participation, collaboration, and shared deliberation will be fostered.



Historically, tentative and limited participation in decision-making has often been extended, either through increments or revolution. Societies, cultures, and institutions that foster participation and collaboration in decision-making seem to have a long-term comparative advantage. There is a growing body of evidence that this comparative advantage emerges from how participative networks increase the feedback available to the system, thereby enhancing the ability of the system to maintain rough equilibrium. This is a key aspect of resilience.

Systems that maximize feedback spawn learning. This builds knowledge, which can extend the boundaries within which the system maintains its equilibrium. This is not, mostly, a matter of formal learning, but rather the sort of learning by which complex systems adapt to their environment. The results can be chaotic, both figuratively and literally, but the outcome is enhanced resilience.
Defining Resilience in Action

Consider this working definition of resilience: “(1) the ability of a system to absorb or buffer disturbances and still maintain its core attributes; (2) the ability of the system to self-organize, and (3) the capacity for learning and adaptation in the context of change.” 29 A sense of the tragic tells us (and resilience directs our attention to) “systems experience changes that are unknowable and discontinuous, and involve sudden and dramatic flips.” 30

The last two quotes are from Governance and the Commons in a Multi-level World by Derek Armitage. This is one of hundreds of digital papers available from the International Association for the Study of the Commons. Resilience is a principal concern of this movement, closely related to Elinor Ostrom, the recent Nobel Laureate in Economics.

Ostrom, Armitage, and others are carefully provisional in their conclusions. But several common attributes of the most resilient systems seem to be emerging. Drawing heavily on the Armitage paper, but with edits reflecting my own perspective, these attributes include:

    * Broad based participation, collaboration, and deliberation;
    * Multilayered and polycentric organizational structures;
    * Networked organizational structures with mutual accountability built into how the network functions;
    * Content-rich and meaningful interaction regularly occurring across the network; and
    * Facilitative and/or catalytic leadership (in sharp contrast with authoritative or control-oriented leadership).
    * All the preceding attributes and their activities produce knowledge of both the system and its environment.
    * All the preceding attributes contribute to individual and system-wide learning, which is the application of knowledge to maintaining and/or potentially extending the boundaries within which the system maintains its equilibrium.

These are fundamental components of any effective resilience strategy. Only when most of these attributes are reflected in strategy, operations, and tactics will our homeland security effort generate a long-term comparative advantage. (I have purposefully left out one other generally recognized common attribute: trust. This will be dealt with later.) When our attitudes or actions are contrary to these attributes, we contribute to our disadvantage. When our attitudes and actions are consistent with these attributes we enhance the resilience of whole system.

The less a system is characterized by these attributes, the more neurotic it will be; in other words the more dissociated from reality. Kennan recognized the deep neurosis of the Soviet Union’s centralizing, controlling, and excluding tendencies. He predicted its collapse.

A bit more than a year after sending the Long Telegram, George Kennan reworked his analysis of Soviet neuroses and published “Sources of Soviet Conduct” as an unsigned piece in Foreign Affairs magazine. This revised and expanded text included a top contender for the most important single sentence of any strategy document of the Cold War:

    In these circumstances it is clear that the main element of any United States policy toward the Soviet Union must be that of long-term, patient but firm and vigilant containment of Russian expansive tendencies. 31

I have been trying to argue that in our current circumstances it is clear that the main element of any United States policy toward the risks we face must be that of long-term, patient but firm and vigilant extension of the boundaries within which we can achieve a kind of equilibrium. If this sounds odd, listen again to Brian Walker’s seven-minute explanation of resilience.

This strategy is fully cognizant of our limitations, which I argue can best be approached by embracing the tragic. This is also a strategy that recognizes the potential of complex adaptive systems to preserve core identity in the midst of profound flux. While depending on your mastery of the previous literary analysis and the insights drawn from the study of the commons and complexity, I will take the risk of translating these arcane analogies into a direct – if very wonkish – statement of homeland security strategy.
A STRATEGY OF RESILIENCE
(With an Operational Example)

The United States faces a range of natural, accidental, and intentional threats that cannot always be accurately predicted; as a result these threats cannot always be prevented.

Accordingly, the homeland security strategy of the United States seeks to maximize individual, local, regional, and national capacity to:

   1. Absorb or buffer disaster while preserving and, if possible, advancing physical, psychological, social, economic, and constitutional integrity.
   2. Effectively observe and adapt to change while preserving or advancing physical, psychological, social, economic and constitutional integrity.
   3. Learn and increase capacity to adapt to changes experienced at the local, regional, and national level and across social and economic sectors.

The Secretary of Homeland Security, in cooperation with the President and other departments and agencies, shall undertake to:

Support and facilitate community-based Risk and Resilience Assessments. These Risk and Resilience Assessments shall be undertaken on a voluntary basis. The Department of Homeland Security shall provide conferences, training, and expert facilitators to assist in completion of the Risk and Resilience Assessments. Completed Risk and Resilience Assessments shall qualify to compete for up to $1 billion in federal grants.

Every level of government, major agencies of government, private sector organizations, and neighborhoods shall be encouraged to undertake Risk and Resilience Assessment. The Department of Homeland Security shall contract with well-established voluntary, not-for-profit organizations to serve as legal liaison and grant administrators for informal organizations or other parties (e.g., a neighborhood) wishing to participate in the Risk and Resilience Assessment process but not having status to receive federal funding.

The Risk and Resilience Assessment process shall include local, regional, statewide, multi-state, and national workshops, conferences, and related digital resources to encourage participation, collaboration, deliberation, and interaction among those undertaking Risk and Resilience Assessments.

The Citizen Corps program of the Department of Homeland Security shall be funded and organized to provide facilitation and expertise in the Risk and Resilience Assessment process.

The Risk and Resilience Assessment process, as outlined above, shall be monitored by a team of expert observers/evaluators who will rapidly share lessons learned. A web-based, peer-to-peer network will also serve as a dynamic and growing knowledge base for the Risk and Resilience Assessment Process.

The Department of Homeland Security, the Center for Homeland Defense and Security at the Naval Postgraduate School, and the National Academy of Sciences shall cooperate in establishing the National Institute for Risk and Resilience to develop, conduct and encourage others to develop and conduct professional development, educational, and other learning programs related to Risk and Resilience.

All parties completing Risk and Resilience Assessments shall be eligible to compete for a total pool of $1 billion per year in federal grants to address the findings of the Risk and Resilience Assessments. Every three months $250 million shall be awarded in the following tranches:

    * Up to five grants of $5 million each,
    * Up to 25 grants of $1 million each,
    * Up to 50 grants of $500,000 each,
    * Up to 100 grants of $250,000 each,
    * Up to 200 grants of $125,000 each,
    * Up to 1,000 grants of $40,000 each,
    * Up to 2,000 grants of $20,000 each, and
    * Up to 4,500 grants of $10,000 each.

Recipients shall be chosen by majority vote of 500 electors drawn from nominations submitted by the governors of the states and territories of the United States and apportioned by population. After one year of service, 125 electors shall retire every three months and be replaced by a new class. (So that, of the inaugural class, 125 shall serve one year and nine months.) In this manner, beginning in the second year of operations, the electoral body will receive new members each quarter.

The foregoing is less a proposal than a framing, and is offered primarily to demonstrate how the strategic principles set out might be practically implemented. There are real ways to encourage broad-based participation, collaboration and deliberation. It is possible, even for a large bureaucracy, to offer facilitative leadership and eschew authoritarian tendencies. It is possible to encourage local creativity and accountability. It might even be possible to encourage communities and the system to embrace tragic potential.

I don’t expect the Department of Homeland Security, much less the entire homeland security establishment, to suddenly adopt a strategy of resilience. But the example is a doable, potentially powerful means of seeding resilience thinking and behavior. It would probably cost $1.3 billion per year. But please give more attention to how the attributes of resilience are being seeded. The seeds of the first season should multiply in subsequent seasons. With care – and some fortuitous emergence – we might even be creating a new commons, a widely-shared resource for enhanced understanding of risk and resilience.
PART FOUR: ITS PROJECTION ON UNOFFICIAL LEVEL

In the fourth part of his five-part Long Telegram, George Kennan addresses how Soviet neuroses play out in unofficial behavior. I have set out how the U.S. could reduce its neurotic stance on homeland security through official policy and strategy. But the effectiveness of the proposed measures depends on a range of unofficial attitudes and actions. Even if not precisely unofficial, effectiveness depends on serious engagement with messy, subjective, very human attributes that “official” policy and strategy often seek to exclude.

In considering the example above, I hope readers worried whether sufficiently rigorous standards were established for awarding the proposed federal grants. It would be even more satisfying to be challenged on the competence of the 500 electors to assess the grant requests. (The number is based on the jury that convicted Socrates to death, a rhetorical gift to skeptics.)

These concerns reflect our current official norms. These norms emerged from a salutary process, now more than a century old, to reduce the corrupt influence of personal preference and increase the role of expertise in making official decisions. I perceive these norms and their related processes have reached a stage of rococo decrepitude. Official norms now discourage community-based participation, collaboration, and deliberation. Our official norms now stand in the way of the kind of communication and other behaviors that create resiliency.

Armitage et al. have identified key attributes of resilient communities. My previous listing did not include the potentially most important — and admittedly mysterious — attribute: Trust. In studying the commons, and in distinguishing between common resources that are over-harvested and those sustainably harvested, trust has been identified as an essential attribute of successful self-organization. In the literature trust is sometimes characterized as requiring two elements: a shared set of preferences and expectations of future interactions.

This notion of trust makes enormous sense to a small town boy. I work best with those who broadly share similar goals and with whom I expect to continue working. I work best with my friends. But our official norms — well beyond homeland security — have become so neurotic that friendship is actively discouraged. No wonder so many feel dissociated from our political culture, the process of governance, and — at worst — from reality itself.

In a paper written last year, Elinor Ostrom explores the foundations of trust. In the monograph, Building Trust to Solve Common Dilemmas: Taking Small Steps to Test an Evolving Theory of Collective Action, the Nobel-winning political economist sets out that the following variables seem to be highly correlated with trust and cooperation:

    * Information about past actions is made available;
    * Repeated interactions occur with the same set of participants;
    * Participants can signal one another by sending pre-structured information;
    * Prescriptions are adopted and enforced that when followed do lead to higher outcomes;
    * Participants are able to engage in full communication (via writing or “chat room” without knowing the identity of the others involved);
    * Participants are able to engage in full communication with known others (via face-to-face discussions or other mechanisms);
    * In addition to communication, participants can sanction (or reward) each other for the past actions they have taken; and
    * Participants can design their own rules related to levels of cooperation and sanctions that are to be assigned to those who do not follow agreed-upon rules. 32

Dr. Ostrom also reports that three variables seem to be highly correlated with lack of cooperation and the absence of trust:

    * One-shot interactions;
    * Full anonymity – current actions taken by an individual cannot be attributed to that individual by anyone else; and
    * No information is available to one participant about the others involved.

Which set of variables more accurately represents your typical interaction with the Department of Homeland Security or other expressions of government? Perhaps we have the first clues for diagnosing the sources of our political discontent. Have our current norms and processes succeeded in excluding official corruption and cronyism? No, they have not. But in a tragedy-inviting effort to control the bad, we have undermined the good. We have discouraged broad-based participation, collaboration, and deliberation. We have discouraged effective communication. We have become suspicious of friendship.

Our neurosis erupts in surprising ways and places. But we can resolve the neurosis with self-awareness, embracing the tragic, and self-consciously adopting the attitudes and behaviors most conducive to resilience.
PART FIVE: PRACTICAL DEDUCTIONS FROM STANDPOINT OF U.S. POLICY

From the closing paragraphs of the Long Telegram:

    (3) Much depends on health and vigor of our own society. World communism is like malignant parasite which feeds only on diseased tissue. This is point at which domestic and foreign policies meets Every courageous and incisive measure to solve internal problems of our own society, to improve self-confidence, discipline, morale and community spirit of our own people, is a diplomatic victory over Moscow worth a thousand diplomatic notes and joint communiqués. If we cannot abandon fatalism and indifference in face of deficiencies of our own society, Moscow will profit–Moscow cannot help profiting by them in its foreign policies…

    (5) Finally we must have courage and self-confidence to cling to our own methods and conceptions of human society. After Al [sic], the greatest danger that can befall us in coping with this problem of Soviet communism is that we shall allow ourselves to become like those with whom we are coping.

    KENNAN

    800.00B International Red Day/2 - 2546: Airgram

Fundamental to Kennan’s foreign policy is an effective — we might even say, resilient — domestic policy. The stronger and more differentiated our internal condition, the less opportunity we give any external threat. As his later writings confirm — and is inferred by the final paragraph above — Kennan is not much concerned with the strength of domestic security. Rather, the social, political, and economic vitality of the nation is our best defense (and offense, too). The more we solve domestic “deficiencies” the stronger our international position.

Much of our thinking and talking about homeland security is homeostatic. We focus on prevention and protection. We talk about recovery. We seem to seek to minimize change. It sounds like we are aiming to preserve the status quo. But this language obscures — and may actually complicate — achievement of our real goal, which is much more about adaptability, optimization, and growth. We want to solve our deficiencies.

A complex system self-organizes around a point of equilibrium. This is good; we usually don’t want the system to lose its core characteristics. But do we really want to always return to the same or very similar point? (The Greek homoios = similar is the origin of homeo in homeostasis.) This has not been the goal — or historical experience — of the United States. We want the stable sense of being in the same place. But we have also wanted our equilibrium point to move (up) — economically and in regards to justice and freedom. It has been the American tendency to seek a kind of heterostasis, a stability that encompasses a depth and breadth of positive change.

In Brian Walker’s seven-minute whiteboard talk, he tells us about the “basin of attraction.” This establishes the boundaries within which any system can self-organize. The narrower and shallower the basin, the more likely turbulence will cause the system to spill over its boundaries and become an entirely different system. Consider a shallow champagne coupe. Just a little turbulence and all is lost.

Better is a champagne flute. The depth of the basin is more suited for containing turbulence. The flute’s shape intensifies and directs the internal turbulence — bubbles and fragrance — for our pleasure. Even more conducive to resilience is the depth and breadth of a red wine goblet. The basin generously accommodates the turbulence needed to aerate the wine. The more complicated the vintage, the more vigorous the turbulence, the more satisfying the taste.

Two years ago, at the now traditional World Bank riot, a police commander applied a strategy of resilience to a tactical situation. It was toward the end of a long, hot day. A unit of riot police was being held in reserve outside the principal perimeter. The arrival of a television crew attracted an anarchist flash team intending to charge the police.

Just as the anarchists finished the short war-dance that typically precedes a charge, the police commander barked into his radio, “Disperse!” The line of dark visors turned sharply toward their boss. Again he shouted, “Disperse!” And this time he waved his arms and wiggled his fingers as if to say, anywhere, I don’t care. The thin blue line dissolved.

The anarchists, all pumped up from their noisy huddle, no longer had a target. They looked around in confusion. Their shoulders slumped. The television crew drove on. The turbulence had been given the space it needed to reach a new, but recognizable, heterostasis.

Gordon Allport, a leading twentieth century psychologist, argued that human beings are able to transcend homeostatic bias. We can actively and creatively embrace tension as a means for change and personal growth. In choosing how to engage our environment – especially in organizing our choices around values and goals – we can change the set-point for social and psychological equilibrium. 33 Humans and our societies are, or can be, heterostatic.

In developing and implementing a strategy of resilience we seek to deepen and widen the boundaries in which turbulence can occur while maintaining the essential function and form of our current system. Has this been — is this now — the goal of the Department of Homeland Security? Does this resonate with the goals and objectives of the component agencies of the Department of Homeland Security? Is this a major outcome of our homeland security planning, training, exercising, grant-making, and preparedness programs?

With a few possible exceptions, the answer has to be no. If any consistent strategy can be discerned it has much more to do with suppressing the likelihood of turbulence and responding to the messy consequences of turbulence, rather than accommodating the possibility (probability) of turbulence. In homeland security we have been much more focused on resisting change than adopting resilience.

A major impediment to an authentic and meaningful adoption of resilience is the genesis-role of terrorism in spawning homeland security. We have fought – are fighting – a war against terrorists. As Liddell Hart explained, there are certain strategies appropriate for winning wars. There are others focused on securing the peace. 34

Resilience alone is not sufficient to succeed in the present war. We must go beyond resilience to constrain our adversaries, reduce their capabilities, preempt planned attacks, and protect ourselves. But we are unlikely to be entirely successful. The adversary can be foiled a thousand times. Disaster can unfold from a single failure. As President Obama warned in Oslo, “Terrorism has long been a tactic, but modern technology allows a few small men with outsized rage to murder innocents on a horrific scale.” 35

Resilience is uniquely suited to preserving our strategic advantage in the midst of such failure or in the case of natural and accidental disasters. Whatever the target of turbulence (physical, psychological, economic, political, cultural, or all-encompassing) a strategy of resilience dissipates the impact.

Resilience opens space for turbulence to swirl. Freedom and diversity extends this space. Resilience is reinforced by participation, collaboration, and shared deliberation in a multi-layered democracy and multi-dimensional civil society. Strong networks of family, friends, and neighbors are the building blocks of resilience.

In physics and mathematics the end-state of resilience is restored equilibrium. In our social context resilience is not so much a matter of maintaining equilibrium as creatively accommodating turbulence to achieve heterostatic outcomes. Returning to the working definition of resilience offered above, our strategic goal is to absorb – even to benefit from – disruption, self-organize in response, and learn to adapt effectively to new conditions. For me that is a good summary of the core attributes of the American national character… and our fundamental comparative advantage.

Philip J. Palin is a risk strategist in private practice. He is the principal author of the Catastrophe Preparation and Prevention series from McGraw-Hill. Other publications include Consequence Management (2008) and Threat, Vulnerability, Consequence, Risk (2009). Mr. Palin chaired the General Preparedness Working Group of the Obama presidential campaign’s Homeland Security Advisory Council. He is a former college president, foundation executive, and corporate Chief Executive Officer. Mr. Palin can be contacted at ppalin@nisp.us.

In adapting “The Long Blog” for the Homeland Security Affairs Journal, Mr. Palin expresses his appreciation for the critique and suggestions of several, including: Derek Armitage, Gary Barker, Christopher Bellavita, Arnold Bogis, Mark Chubb, William Cumming, Alis Gumbiner, Patricia Longstaff, and Robert Winslow. Responsibility for the final draft remains entirely with Philip J. Palin.

   1. Stephen Flynn, The Edge of Disaster (New York: Random House, 2007).
   2. B.H.L. Hart, Strategy, 2nd ed. (1954, reprint New York: Frederick A. Praeger, 1967), 335-6.
   3. Philip J. Palin, “The Long Blog,” Homeland Security Watch (2009), http://www.hlswatch.com/.
   4. “X” (George F. Keenan), “Sources of Soviet Conduct,” Foreign Affairs 25, no. 4 (July 1947).
   5. George F. Keenan, “The Long Telegram “ (National Security Archives, George Washington University), http://www.gwu.edu/~nsarchiv/coldwar/documents/episode-1/kennan.htm
   6. Dennis Blair, et al, National Intelligence Strategy (Washington, DC: Office of the Director of National Intelligence, 2009).
   7. Mimi Hall, “Report: White House neglecting bioterrorism,” USA Today, October 21, 2009.
   8. Cass Sunstein, Worst Case Scenarios (Cambridge: Harvard University Press, 2009).
   9. Dennis Blair, Testimony before the Senate Committee on Intelligence, February 12, 2009.
  10. Thomas P.M. Barnett, The Pentagon’s New Map (Berkeley Books, 2005).
  11. Center for Naval Analysis (CAN), National Security and the Threat of Climate Change (2007), http://securityandclimate.cna.org/report/.
  12. J.P. Smits, P.J. Woltjer and D. Ma, A Dataset on Comparative Historical National Accounts, ca. 1870-1950: A Time-Series Perspective, Groningen Growth and Development Centre Research Memorandum GD-107 (Groningen: University of Groningen, 2009).
  13. Institut de la statistique du Québec, Comparative Gross Domestic Product (July 2009), http://www.stat.gouv.qc.ca/donstat/econm_finnc/conjn_econm/compr_inter/index_an.htm
  14. Office of Management and the Budget, Historical Tables, Federal Debt at the End of the Year 1940-2014 (Washington, DC: 2009).
  15. US Census Bureau, Housing and Household Economic Statistics Division, Historical Income Data (Washington, DC: 2009).
  16. World Health Organization, Changes in reporting requirements for pandemic (H1N1) 2009 virus infection (July 16, 2009), http://www.who.int/csr/disease/swineflu/notes/h1n1_surveillance_20090710/en/index.html
  17. George C. Boree, A Bio-Social Theory of Neurosis (2002), http://webspace.ship.edu/cgboer/genpsyneurosis.html.
  18. Carl Gustav Jung, Man and His Symbols (New York: Random House, 1968), 71.
  19. Sigmund Freud, Totem und Tabu (New York: WW Norton, 1989)
  20. St. Elizabeth’s was the long-time Washington, DC psychiatric hospital and “insane asylum.”
  21. George W. Bush, Address to a Joint Session of Congress, CNN.COM, September 21, 2001, http://archives.cnn.com/2001/US/09/20/gen.bush.transcript/.
  22. Osama bin Laden, et al, “Declaration of War Against the Americans Occupying the Land of the Two Holy Places,” News Hour, Public Broadcasting System, http://www.pbs.org/newshour/terrorism/international/fatwa_1996.html.
  23. Pew Research Center, Global Attitudes Project, Pakistani Public Opinion (August 13, 2009), http://pewglobal.org/reports/display.php?ReportID=265.
  24. Gen. Stanley McChrystal, COMISAF’s Initial Assessment, reported in the Washington Post, September 21, 2009.
  25. United Nations Assistance Mission to Afghanistan, Human Rights Unit, Afghanistan: Mid-Year Bulletin on Protection of Civilians in Armed Conflict, 2009 (July 31, 2009) http://unama.unmissions.org/Portals/UNAMA/human%20rights/09july31-UNAMA-HUMAN-RIGHTS-CIVILIAN-CASUALTIES-Mid-Year-2009-Bulletin.pdf.
  26. Alexandra Topping, “Four US soldiers killed, making 2009 deadliest year for NATO in Afghanistan,” Guardian, August 25, 2009.
  27. Reinhold Niebuhr, The Irony of American History (Chicago: University of Chicago Press, 1952), xxiii.
  28. Ibid., xxiv
  29. Derek Armitage, “Governance and the commons in a multi-level world,” International Journal of the Commons 2, no. 1 (January 2008): 7-32.
  30. Ibid.
  31. Keenan, “Sources of Soviet Conduct.”
  32. Elinor Ostrom, Building Trust to Solve Common Dilemmas: Taking Small Steps to Test an Evolving Theory of Collective Action (Workshop in Political Theory and Policy Analysis, Indiana University; Center for the Study of Institutional Diversity, Arizona State University, 2008), http://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/4200/W08-23_Ostrom_DLC.pdf?sequence=1.
  33. Gordon W. Allport, Becoming: Basic Considerations for a Psychology of Personality (Princeton: Yale University Press, 1955).
  34. Hart, Strategy.
  35. Barack Obama, Nobel Peace Prize Lecture (Washington, DC: The White House, December 8, 2009).

[Dig]

This is a huge grouping of serious psychopathic anti-government fundamentalist control freaks.

Are they planning PROJECT ZION 2012? http://www.abovetopsecret.com/forum/thread356226/pg9

Amazing how Israel and Canada secret police, anti-government academics, bioterrorists, and logistics concentration camp managers are all together in the NEW WORLD ORDER CAPITAL FOR NORTH AMERICA.

Hey look at Obama going over the plans with the corporate sponsors of this false flag prep circle jerk:


Obama meets with Illuminated CEO's to discuss ongoing rape of America

Obama Woos CEOs as Frictions Ease
http://online.wsj.com/article/
By ELIZABETH WILLIAMSON Associated Press DECEMBER 13, 2010

President Barack Obama will convene a one-day summit of corporate chief executives Wednesday as part of a renewed White House effort to build support among business leaders for his economic agenda. Chief executives from Google Inc., Cisco Systems Inc., International Business Machines Corp., American Express Co., Dow Chemical Co. and Pepsico Inc. have been invited to the meeting at Blair House, next to the White House, to discuss trade, tax, regulatory issues and the deficit.

The administration wants to persuade U.S. companies to unleash some of the $1.93 trillion in cash and other liquid assets in their treasuries. Cash as a share of total assets is at the highest level it has been in a half-century, the Federal Reserve said last week. Mr. Obama wants the nation's biggest companies to invest that money in expansion and new hires in the U.S. But business leaders are slow to do so, in part due to uncertainty over taxes and coming regulations connected to the health-care overhaul and other initiatives.


"C'mon guys...give me some of that cash!!!!! China and India want some fricking collateral! I already moved all automobile plants offshore, allowed the illuminati banksters to steal $28 trillion. GIMME YOUR STOCKHOLDERS FUNDS AND YOUR EMPLOYEES 401K's!!!!!!!! I PROMISE A NEW PEARL HARBOR SOON!!! I PROMISE!!!!"

[Satyagraha]

CALL HOMELAND SECURITY ASAP!!!!!!!!!!

THERE IS A BONA FIDE ANTI-GOVERNMENT GROUP OF RADICAL FUNDAMENTALIST TERRORISTS WHO HATE US FOR OUR FREEDOMS PLOTTING ACTS OF MASS DESTRUCTION OF HUMAN RIGHTS IN A SECRET C.E.L.L. IN THE HOMELAND!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

IF YOU SEE SOMETHING SAY SOMETHING!!!!!!!!!!!!!!!!!!!!!!!!!!

Is there a Wal-Mart in Denver?
If so, then these people may stop in there to buy stuff.
ATTENTION SHOPPERS!
TERRORISTS IN AISLE 3!!

[Freeski]

Monday?

[Brocke]

The Denver police are definitely "on edge"...

Denver Bomb Squad Destroys Tiny Toy Robot Menace
Dec 3rd 2010 By Jeremy Taylor
http://www.asylum.com/2010/12/03/denver-bomb-squad-destroys-tiny-toy-robot-menace/

"the Denver bomb squad roped off the area for two hours, before detonating the offending toy.

Traffic and pedestrians were detoured during the ordeal, causing Denver resident Justin Kent to exclaim, "Are you serious? I can't believe it. This is ridiculous."

[Anti_Illuminati]

http://www.denveruasipresents.com/?page_id=344

[Dig]

2008 Cheney/Canada/Israel secret "HUMANS ARE CATTLE" agreement EXPOSED!

The Canada-Israel "Public Security" Agreement
Ottawa & Tel Aviv collaborate in counter-terrorism & Homeland security
http://www.globalresearch.ca/index.php?context=va&aid=8530
by Michel Chossudovsky
Global Research, April 2, 2008

Canada and Israel have signed a far-reaching public security cooperation agreement.  

The agreement, described as a "Partnership", involves a "Declaration of Intent" by the two governments. The Declaration was signed in Tel Aviv on March 23:

"Today, the Honourable Stockwell Day, Minister of Public Safety Canada and Avi Dicter, Minister of Public Security of the Government of the State of Israel, signed a Declaration of Intent to enhance cooperation in the area of public safety.

'The Government of Canada is committed to enhancing the security of Canadians -- both through our actions at home and with our international partners.' said Minister Day. 'Today's declaration demonstrates the longstanding cooperation between Canada and Israel on public safety issues, and we welcome this increased cooperation in order to improve our countries' capacity to protect our citizens.'

This declaration will allow Canada and Israel to better enhance cooperation in the areas of organized crime, emergency management, crime prevention, and other related public safety concerns. The declaration seeks to establish a more structured framework for the continued cooperation on public safety issues between Canada and Israel.

'The Declaration of Intent is an opportunity for Canada and Israel to strengthen their commitment to safeguarding their citizens and respective national interests from common threats,' said Minister Dicter." ( http://www.ps-sp.gc.ca/app_support/xml/ps_news_e.xml)

Cheney Mission to the Middle East Shrouded in Secrecy

Canada's Minister of Public Safety Stockwell Day was in Israel on the same day as Vice Cheney Dick Cheney. Coincidentally, a US mission led by Secretary of Homeland Security Michael Chertoff was also in Israel on official business, as guest of Israel's Minister of Public Security, Avi Dicter. There are no reports on Canada-US-Israeli consultations during these official visits. In all likelihood, officials from the respective departments/ministries of US Homeland Security, Israel's Public Security and Canada's Public Safety had meetings behind closed doors.  

Terms of Reference of the Partnership

Israel's Ministry of Public Security carries out public security, law enforcement activities. It is also in charge of the operation of Israel's prisons, which are in large part used to detain Palestinians.  Canada's Ministry of Public Safety, established in 2003, is a copy and paste version of US Homeland Security. Public Safety Canada has a close bilateral relationship with US Homeland Security. Public Safety Canada works closely with several government agencies including the Canada Border Services Agency (CBSA), The Canadian Security Intelligence Service (CSIS), Correctional Service Canada (CSC) and The Royal Canadian Mounted Police (RCMP). Officials from these agencies have no doubt been consulted regarding the terms of reference of the Israel-Canada declaration.  The terms reference of the Canada-Israel Declaration are extremely broad. They include issues of immigration and ethnic profiling, the management of borders, intelligence and the exchange of information, emergency preparedness, correctional services, prisons, law enforcement  and counter-terrorism. The Declaration of Intent involves the setting up of a close bilateral cooperation arrangement at the ministerial level. A management committee has been set up under the helm of  the Deputy Minister of Public Safety and Emergency Preparedness of Canada, and the Director General of Public Security of the State of Israel.Senior Israeli and Canadian officials respectively from Israel's Ministry of Public Security and from various Canadian federal departments and agencies (including the RCMP, CSIS and CBSA), which are under the jurisdiction of Stockwell Day's ministry  would carry out "an approved program of work". The programme would be implemented by a Senior Coordinator from each country, namely, the Assistant Deputy Minister (Strategic Policy) for Canada's Department of Public Safety and Emergency Preparedness and the Deputy Director General of Israel's Ministry of Public Security of the State of Israel;

Nature of the Agreement

The agreement requires the two countries to "[b ]uild on their shared commitment to facilitate and enhance cooperation to protect their respective countries' population, assets and interests from common threats".

What type of border security and control of immigrants is involved?

How does this impinge upon Canada's immigration procedures?  

The agreement appears to be built upon a much broader agreement between Canada and the US in the area of Homeland Security.  However, it also replicates the pattern of a February 2006 agreement reached between US Homeland Security and Israel's Ministry of Public Security.   The Israel-Canada agreement has been in the pipeline since Israel's Public Security Minister Avi Dicter's October 2007 visit to the US and Canada. Avi Dicter met Stockwell Day last October in Toronto "with the intention on establishing cooperation on homeland security" and counter-terrorism.  Israel is not part of North America. Canada and Israel do not share a common border. So what is the underlying agenda?  Will Canada assist Israel in policing its border with Lebanon, Syria and the Palestinian territories?  Conversely, will Israeli officials assist Canada in ethnic profiling of people (including biometric applications, which is mentioned in the agreement) who visit Canada from the Middle East?  Will Israeli officials have access to confidential files of Canadians? What type of cooperation is envisaged in the areas of prisons and law enforcement? Interrogation techniques? Are Israeli consultants going to help us reorganize our correctional services?

The agreement would allow officials from the State of Israel, a country on record for its numerous human rights violations acts directed against the people of Palestine and Lebanon, to play a role in Canadian public security. In this regard, will Israeli officials assist the RCMP and CSIS in the profiling of Canadians citizens who are Muslims. This ethnic profiling is already applied at Canadian airports.   Will Israeli officials assist their Canadian counterparts in dealing with individuals and/or organizations in Canada involved in supporting the rights of Palestinians. Will Israeli officials assist their Canadian counterparts in the domestic "war on terrorism", which in the post 9/11 period has led to numerous arbitrary detentions on trumped-up charges.  At the same time,  the Declaration establishes a de facto complicit relationship whereby Canadian officials (RCMP, etc) would contribute to assisting Israel in its domestic police and border activities (e.g. Lebanon, Syria, Gaza and the West Bank), not under the auspices of the United Nations, but directly in cooperation with Israeli police and security officials.  In fact, Canada's "contribution" to the policing of Israel's borders with Gaza and the West Bank is already part of a 300 million dollar aid package in support of the "peace process". According to Public Safety Canada,  "a significant component [of the 300 million will be] devoted to security, including policing and public order capacity-building. This five year commitment will go towards the creation of a democratic, accountable, and viable Palestinian state that lives in peace and security alongside Israel." (Marketwire, Ottawa, March 24, 2008)

Following his meeting with his counterpart Avi Dicter, Stockwell Day had meetings on the 24th of March in the West Bank with President Mahmoud Abbas and Prime Minister Salam Fayyad, where issues pertaining to Canada's peace package, including police training and capacity building were discussed. "I was pleased to meet with Palestinian Authority President Abbas and Prime Minister Fayyad to discuss public safety issues of mutual interest," said Minister Day. Stockwell Day also visited a West Bank prison as well as a police training center in Jericho. (Ibid)  Under the Declaration of Intent, Canada cannot exercise "neutrality" with regard to the Palestinian process. Canada would act as a partner of Israel in all issues of public security in the occupied territories. Moreover, Canadian support channelled to the US-Israeli sponsored Palestinian regime of Mahmoud Abbas will be used to repress Hamas, which is the duly elected government. It will contribute to worsening the situation in the occupied territories.

Counter-terrorism and Homeland Security

The issue of "counter-terrorism" is not mentioned explicitly in the Declaration of Intent. The terms of reference, however, suggest that the "war on terrorism" is an integral part of the agreement.   In early February 2007, Minister Avi Dicter addressed the public security committee of the Canadian House of Commons:  "Iran is the largest terrorist state in the world" Dichter said. In his discussion with Canadian MPs, Dichter "laid out what he believes to be the guidelines for Canadian-Israeli security cooperation in the future, possibly similar to the agreement that the minister signed a day later in Washington DC." (Jerusalem Post, 7 February 2007)  "The Canadian MPs echoed their American compatriots in addressing the former Shin Bet head as a world expert in the field of terror rather than as a visiting minister of a foreign government, asking him at one point what specific steps the parliament could take to prevent terror attacks on Canadian soil. In his answer, Dichter reiterated the importance of strengthening border security and use of proper investigative methods with suspects." (ibid)  During a followup official visit of Israel's Minister of Public Security Avi Dicter to Canada in late October 2007,  meetings of Israeli and Canadian officials were held behind closed doors to discuss a blueprint for cooperation in the areas of homeland security and counter-terrorism. The meetings chaired by Stockwell Day were held in Toronto on October 29, 2007.  A so-called "Arrangement Paper" was to be drafted with a view to defining  "the actions of the competent structures at ministerial, central and subordinate/local levels for preventing and fighting home land securities issues":

"The parties have agreed to intensify future cooperation by identifying ways of direct communication in order to maximize the exchange of information, technology and operational activity. For the same reason it has been agreed to accelerate negotiations for the signing of an Arrangement Paper between the two Ministries on cooperation in home land security and counter terrorism issues which falls within the responsibility of the respective Ministries.
...
Negotiations on the arrangement paper mentioned above will take place as necessary. The signing of the arrangement paper will be held on an occasion and place coordinated in advance between the Ministries.

The two Ministers agreed that by early November three work teams will be established in order to promote the cooperation between the two ministries on the following subjects: - Counterterrorism and Crime - Emergency preparedness - Border crossing security, focusing on biometric identification"

(Official communique of Israel's Ministry of Public Security,
http://www.mops.gov.il/BPEng/MOPS+News/DicterWithCanadianMinister_30_10_07.htm )

The "Arrangement paper" refers to the draft text of The Declaration of Intent, which was signed in Tel Aviv on March 23, 2008. The two governments chose to sign the agreement during a week of intense diplomatic activity in Tel Aviv, involving the concurrent visits of the Vice President of the US, the US Secretary of the Department Homeland Security Michael Chertoff, Secretary of State Condoleeza Rice and other senior officials.  The final text of the Declaration of Intent remains vague. "Counter-terroism" and the "Homeland" are not explicitly mentioned in the final text of the Declaration signed on March 23.  

Legal Implications

The text of the Declaration of Intent states that ":{it] is not intended to create legally binding obligations, under either domestic or international law. Yet, at the outset, it violates several fundamental principles of the Canadian Charter of Rights and Freedoms."  The Canada-Israel Public Security agreement has barely been mentioned by the Canadian media.  It has not been the object of a debate in parliament. Why has this issue not been brought to the forefront of public debate?  Why has the parliamentary opposition remained mum on the subject? It should be forcefully challenged in Canada's courts.

ANNEX - FULL TEXT of AGREEMENT
http://www.publicsafety.gc.ca/media/nr/2008/nr20080323-1-eng.aspx

Public Safety Canada March 23, 2008

Declaration of Intent Between the Department of Public Safety and Emergency Preparedness of Canada and the Ministry of Public Security of the Government of the State of Israel

The Department of Public Safety and Emergency Preparedness of Canada and the Ministry of Public Security of the Government of the State of Israel, declare their intent:

1. To prioritize and manage cooperation in the following areas within the responsibility of the Ministries:

1. Border management and security, including biometric applications;

2. Correctional services and prisons;

3. Crime prevention;

4. Critical infrastructure protection;

5. Emergency management;

6. Illegal immigration;

7. Law enforcement cooperation;

8. Money laundering;

9. Organized crime;

10. Terrorist financing; and

11. Trafficking in persons.

2. To achieve the following objectives:

1. Build on their shared commitment to facilitate and enhance cooperation to protect their respective countries' population, assets and interests from common threats;

2. Integrate and coordinate of the identification, prioritization, and implementation of cooperative efforts between themselves in the area of public safety;

3. Manage the delivery of approved cooperative activities within the scope of this Declaration;

4. Establish of clear lines of communication and points of contact between themselves as part of an ongoing process of dialogue and partnership in pursuing common goals;

5. Share knowledge, experience, expertise, information, research, and best practices;

6. Identify and share public safety concerns on the basis of threats, risk assessments, priorities, vulnerabilities, and consequences; and

7. Facilitate technical exchange cooperation, including education, training, and exercises.

3. To establish a Management Committee that would:

1. Be comprised of the Deputy Minister of Public Safety and Emergency Preparedness of Canada, and the Director General of Public Security for the Government of the State of Israel;

2. Meet annually and as needed to develop and approve a program of work, consistent with the scope and objectives of this Declaration, for that upcoming year;

3. Evaluate and approve progress and results of activities carried out under this Declaration from the previous year;

4. Identify officials from the Ministry of Public Security of the Government of the State of Israel and from the department and agencies for which the Minister of Public Safety and Emergency Preparedness of Canada is responsible, to carry out, within specific timeframes, each of the items in the approved program of work;

5. Be supported by a Senior Coordinator, namely, the Assistant Deputy Minister (Strategic Policy) for the Department of Public Safety and Emergency Preparedness of Canada, and the Deputy Director General for the Ministry of Public Security of the Government of the State of Israel; and

6. Have the Senior Coordinators ensure the delivery of the approved program of work and recommend new activities for the Committee's approval.

4. To bear respectively the costs that they each incur for performing, managing, and administering its activities under this Declaration;

5. To ensure the appropriate protection of all information, knowledge, expertise, etc. that is exchanged between them against any unauthorized access, alteration, publication, or dissemination; and

6. To protect any information, knowledge, expertise, etc. that is exchanged between them against disclosure to any third party with the same degree of care as they each exercise with their own information, knowledge, expertise, etc. of a similar nature;

It is understood that:

This Declaration is not intended to duplicate or supersede any existing arrangements between any departments and/or agencies of the Government of Canada and the Government of Israel; and

This Declaration is not intended to create legally binding obligations, under either domestic or international law.

Signed in duplicate at Tel Aviv, this 23rd day of March, 2008, which corresponds to the 16th day of Adar b'5768, in the English, French, and Hebrew languages with all texts being equally valid.

FOR THE DEPARTMENT OF PUBLIC SAFETY AND EMERGENCY PREPAREDNESS OF CANADA

FOR THE MINISTRY OF PUBLIC SECURITY OF THE GOVERNMENT OF THE STATE OF ISRAEL

[Anti_Illuminati]

Site of a sponsor in the above screencap of BDR - which is one of the 9/11 perpetrators, SAIC
http://www.beckdr.com/

http://tdworld.com/business/saic-rw-beck-acquisition-0909/
SAIC Acquires R.W. Beck Group

Sep 2, 2009 11:45 AM
SAIC

Science Applications International Corp. has completed the acquisition of R.W. Beck Group, Inc., a provider of business and technical consulting services in engineering, energy and infrastructure.

Headquartered in Seattle, Washington, R.W. Beck serves public and private infrastructure organizations and financiers in the energy, water, wastewater and solid waste industries. R.W. Beck's customers include utility organizations, government entities, financial institutions and other commercial customers.

The acquisition includes Beck Disaster Recovery (BDR), Inc., one of the an emergency management consultancy. BDR provides all hazards mitigation, preparedness/planning, response, recovery and reconstruction services; continuity and emergency operations planning; risk management and mitigation; and training services to local and state government agencies nationwide.

R.W. Beck's 670 employees will join SAIC's Infrastructure, Logistics and Product Solutions Group led by Group President Joe Craver. The Group provides integrated solutions for a variety of customers across energy, environment, homeland security and logistics markets.

R.W. Beck's core consulting and engineering organization will join the Group's Energy, Environment, and Infrastructure business unit led by J.T. Grumski to create synergies in energy management and grid technology; infrastructure planning and design-build; capital program management; and environmental services, including water, wastewater, and solid waste management. BDR will join the Group's Homeland Protection and Preparedness business unit led by John Ferriter to create a comprehensive offering of preparedness, emergency response, training, and disaster recovery for federal and municipal customers.

Terms of the acquisition were not disclosed

[Dig]

http://www.denveruasipresents.com/?page_id=344

Target regards each American as a pre-crime TARGET for processing

This one does not get any simpler.

EXPOSED: Target Forensic Services 

pdf: http://www.najis.org/Presentations/2009%20Presentations/NAJIS%20Handout%20Sept%2015-17%202009%5B1%5D%20target.pdf

Which is their own document and exposes the following:

Target Corporation has a whole company that engages in KGB/Nazi unconstitutional data gathering and then selling services to the highest bidder which includes credit cards transactions, sting operations, and surveillance vans parked outside people's homes (above and beyond asset management). They have these BLACK OPERATION command centers all over the country that act as mini unconstitutional tyranny systems for categorizing all US Citizens in various "pre-crime" lists of guilt until proven innocent.

The entire practice is such an anti-capitalistic venture and a crime against basic human rights of privacy and the ability to face an accuser. In these black operations data centers full command and control tracking of Target's subjects (like the Queen's subjects) are conducted from the moment you go online or when you enter their parking lot. From that moment you and your family are electronically tagged and bagged into an Orwellian Nightmare.

Should the general public be allowed to know that Target regards each American as a pre-crime TARGET for processing by other corporations, other governments, and/or our own Federal Reserve controlled government?


http://forum.prisonplanet.com/index.php?topic=159568.0


Target Forensic Services
http://en.wikipedia.org/wiki/Target_Corporation
In 2006, The Washington Post revealed that Target is operating two sophisticated criminal forensics laboratories, one at its headquarters and the other in Las Vegas.[88] Originally, the lab was created as an internal need for the company to investigate instances of theft and fraud and other criminal actions that have occurred on its own properties. Eventually, the company began offering pro bono services to law enforcement agencies across the country. Target's Forensic Services has assisted agencies at all levels of government, including federal agencies such as the United States Secret Service, Bureau of Alcohol, Tobacco and Firearms and the Federal Bureau of Investigation. The labs have become such a popular resource for law enforcement that Target has had to restrict its assistance to violent felonies.[89][90]

Retailer Target Branches Out Into "Blackwater" style Intelligence Gathering
Computer screens at Target's forensics lab promote its ties with law enforcement
http://www.washingtonpost.com/wp-dyn/content/article/2006/01/28/AR2006012801268.html
By Sarah Bridges
Special to The Washington Post
Sunday, January 29, 2006

When arson investigators in Houston needed help restoring a damaged surveillance tape to identify suspects in a fatal fire, they turned first to local experts and then to NASA. With no luck there, investigators appealed to the owner of one of the most advanced crime labs in the country: Target Corp. Target experts fixed the tape and Houston authorities arrested their suspects, who were convicted. It was all in a day's work for Target in its large and growing role as a high-tech partner to law enforcement agencies.  In the past few years, the retailer has taken a lead role in teaching government agencies how to fight crime by applying state-of-the-art technology used in its 1,400 stores. Target's effort has touched local, state, federal and international agencies.

Besides running its forensics lab in Minneapolis, Target has helped coordinate national undercover investigations and worked with customs agencies on ways to make sure imported cargo is coming from reputable sources or hasn't been tampered with. It has contributed money for prosecutor positions to combat repeat criminals, provided local police with remote-controlled video surveillance systems, and linked police and business radio systems to beef up neighborhood foot patrols in parts of several major cities. It has given management training to FBI and police leaders, and linked city, county and state databases to keep track of repeat offenders.

The efforts are part of a trend in corporate donations directed at solving societal problems. "Target is pushing forward a different model of corporate giving," said Douglas G. Pinkham, president of the nonpartisan Public Affairs Council. Others are doing the same. Exxon Mobil, for example, is building hospitals in the developing world. Cargill Corp. is building schools in areas where potential employees lacked basic skills.

Target's law enforcement efforts date back at least a decade but intensified after the Sept. 11, 2001, terrorist attacks. The company has applied in-store practices, such as inventory-tracking technologies, to the business of identifying and locating criminals. "In many ways, Target is actually a high-tech company masquerading as a retailer," said Nathan K. Garvis, Target's vice president of government affairs.

Some people note the possible ethical complexities inherent in Target's tight government relationships. "It is a tricky issue when firms get too close to government," said Ernesto Dal Bó, assistant professor of business and public policy at the Haas School of Business at the University of California at Berkeley. Dal Bó sees such alliances as fraught with potential conflicts, though he cautions against alarm. "There is no reason we need to say that anything bad is happening, but we do need to watch," he said.

It is typical for big companies, especially retailers, to coordinate with law enforcement in safeguarding their properties. Wal-Mart Stores Inc., for example, takes a "one store at a time" approach, in which bicycles and other gear are given to law enforcement agencies in need, spokeswoman Sharon Weber said. "We are also very proud of our outreach program with police in some cities," she said. "We teach kids the true consequences of shoplifting."

Target's approach is more comprehensive. Target has replaced the concept of "assets protection" in its stores with crime prevention in the community. A program called "Target and Blue" defines its approach to philanthropy and partnership with law enforcement agencies.

Chief executive Robert J. Ulrich made cooperating with law enforcement a priority in the mid-1990s, when crime rates skyrocketed and his hometown of Minneapolis was nicknamed "Murderopolis."

"The turning point occurred for me when I read about a repeat offender walking out of the courtroom because the judge didn't know he had a criminal record in a different part of the state," Ulrich said in an interview. "He raped a woman the next day." Ulrich slapped the table. He said he wanted to know how the man got out of jail so fast.

Ulrich assigned Garvis to figure that out, and he began by interviewing police, judges and politicians to understand why one branch of law enforcement may not have access to another agency's records. He learned that city, county, state and federal criminal record systems had different ways of entering data and couldn't routinely share information.


Read their own Corporate Document Promoting this to Criminal Government Agencies and a map of their BIG BROTHER intelligence gathering BLACK OPERATIONS:
(I do not think they want the general public knowing about this...make hundreds of copies and hand them out at Target Stores)
http://www.najis.org/Presentations/2009%20Presentations/NAJIS%20Handout%20Sept%2015-17%202009%5B1%5D%20target.pdf

Target Corporation
Intelligence: Gathered, Analyzed, Disseminated, & Managed

▪ Store Locations
▪ Community Partnerships
▪ Mission
▪ Who We Are
▪ Risk
▪ Corporate Command Center
▪ Merchandise Protection
▪ Forensics Labs
▪ Investigation Centers
➢ Capabilities and Overview
➢ Crisis Management
➢ Open House Resources
▪ Organized Retail Crime
➢ Community Impact
➢ Fencing details
➢ Combating ORC
➢ Case Examples
▪ Surveillance Van
➢ Surveillance video
▪ Questions/Answer

If you are working on an investigation that has impact on the Target Corporation or where any of the above services can be provided, please feel free to contact us at 1-800-949-9999. It is our commitment to the Law Enforcement Community to provide assistance with the highest sense of urgency and level of professionalism.


Target Investigations Resources

▪ Surveillance Van
▪ Sting Trailer
▪ Mobile and Stationary Surveillance Assistance
▪ Surveillance Equipment
▪ Man Power for Search Warrant Executions
▪ Product Inventory Services
▪ State and Federal Task Force Experience
▪ Law Enforcement Networking
▪ Intelligence Analysis
▪ Forensic Services free of charge (limited local & more comprehensive analysis through a certified Forensic Laboratory)
▪ Product for Controlled Sales
▪ Online Auction Buyback Services
▪ Investigations using on-line personals (i.e. MySpace, Facebook, etc.)
▪ Covert communications with on-line auctions (i.e. Craigslist, Ebay, etc.)
▪ Analyst Notebook link charts
▪ Comprehensive fraud investigations

The Target Investigations Team has access to several reports that are not available to store teams. These reports are designed to assist with various fraud investigations by Federal, State and Local Law Enforcement agencies. An explanation of each report is provided below.

Audience

Law Enforcement

Contact Information
PHONE • 1-800-949-9999
E-MAIL • AP-Dallas.IC@target.com


Target Investigations Services

Gift Card Look-up – A report that allows us to check the balance on any gift card as well as any redemption information.

Gift Card Phone Number Reverse Look-up – A report that shows any phone numbers used to check the balance on a certain gift card. It is possible to search by phone number also. This report also queries against the Target Team Member database for possible internal theft issues.

Credit Card Purchase History – A report that shows purchase history on any Credit Card used at Target.

Credit Card Signature Slips – A system that pulls signature slips for any Credit Card transaction used at Target.

Full Credit Card Numbers – We are able to view full account numbers for any credit/debit transaction conducted at any Target. Store teams are unable to view full account numbers due to privacy laws. [But because Target is not a retailer, it is an intelligence agency for the CIA hijacked US government, laws do not apply, they are above the law. They are untouchable to rape you and your family of all dignity, privacy, respect, and humanity right before your very eyes, in plain sight. Everyone will have the RITE to remain silent when Targeted by Target.]

Target Credit Card Application Data – A database that houses every Target Credit/Debit or Check Card issued to guests. We are able to view application information and if the application was completed online, the IP address can be viewed.

Remote Video Retrieval – We are able to access any Digital Camera system in the company, pull up any transaction and burn the video to CD for evidence.


Gift Card IVR Report

Date Time Phone # Employee Phone GC Number Amount
05/05/2008 7:12 PM 615-491-42XX N 041205723554479 $33.41
05/05/2008 7:11 PM 615-491-42XX N 041205090664778 $19.98
05/04/2008 12:14 PM 615-491-42XX N 041205090664778 $200.00
05/04/2008 12:10 PM 615-491-42XX N 041206231394556 $300.00
05/04/2008 12:06 PM 615-491-42XX N 041205723554479 $33.41
05/03/2008 7:11 PM 615-491-42XX N 041206231394556 $300.00
05/02/2008 10:22 PM 615-491-42XX N 041205090664778 $200.00
05/02/2008 10:16 PM 615-491-42XX N 041205090664778 $200.00

Example of the Gift

Card Phone Number

Reverse Look-up


Forensic Services Laboratory System Fact Sheet

Facilities:

First opened in 2003, Target currently operates two forensic laboratories that specialize in latent fingerprint examination and digital & multimedia evidence (video analysis, forensic audio analysis and image analysis). The labs are located at Target Northern Campus in Brooklyn Park, MN (Forensic Services Laboratory – Minneapolis) and in Las Vegas, NV (Forensic Services Laboratory – Las Vegas). Both labs are purpose-built and were designed with physical security in mind.

Their safeguards include features such as:

Card access control on all laboratory doors

Sally-port style entry

24 / 7 digital CCTV

Advanced intrusion detection and 24 / 7 security response

Climate controlled evidence room.

Standards:

On February 12th, 2009, Target’s Forensic Services Laboratory System was accredited by the American Society of Crime Laboratory Directors / Laboratory Accreditation Board (ASCLD/LAB) in the Digital & Multimedia Evidence and Latent Print disciplines. Our laboratory was the first private laboratory system to be accredited by ASCLD/LAB. ASCLD/LAB’s accreditation program is a voluntary program in which any crime laboratory may participate to demonstrate that it’s management, personnel, operational and technical procedures, equipment and physical facilities meet established standards.

Tools:

Guided by the belief that our investment in equipment should parallel our commitment to being the “Best Company Ever”, our examiners use state of the art equipment that includes:

Justice Trax LIMS-plus™ Laboratory Information Management Software

[bVideo, Audio & Image Analysis:[/b]

Non-linear editing & processing solutions from AVID, Adobe, Salient Stills and Sony –
combined with relevant forensic plugins

Digital Audio Corporation’s CARDINAL ™

Adobe Photoshop CS4 Extended ™

Latent Fingerprints:

Misonix CA-6000™ CA chamber, WS-6 Downflow Workstation™, Aura 550 Chemical

Fume Hood™ and FE 8000 Humidified Incubator ™

AFIX Tracker AFIS system

Rolfin PL5000 Polilight

SIRCHIE Krimesite Imager™ reflected ultraviolet imaging system (RUVIS)

Epson Stylus Pro 4800 printer and Epson Perfection 4990 flatbed scanner

Nikon D2X 12.2 MP digital cameras

Adobe Photoshop CS4 Extended

Digital Evidence Management:

Equipment, workflow & standards compliant with the Scientific Working Group on
Imaging Technology’s 2007 “Best Practices” draft guidelines

Training:
Our experienced forensic examiners are highly trained and are experts in their respective
disciplines. Their training includes notable courses applicable to the latent print, video, audio and
image analysis sub disciplines. Each examiner has been competency tested and is proficiency
tested annually. Curriculum Vitaes for our examiners are available by contacting
forensics@target.com.


Law Enforcement – Frequently Asked Questions

Q. Who does Target’s Forensic Services team provide services to?
A. The Forensic Services team provides scientific examination of evidence to Target and to law enforcement
agencies nationwide.

Q. What types of cases do you assist law enforcement with?
A. We offer our assistance to law enforcement on “violent felony” crimes. Typically, the cases we assist on
are homicides or aggravated robberies. Unfortunately, we had to establish limits on the types of cases
we assist with in an effort to manage the volume of submissions against our exam backlog.

Q. What do you charge for forensic examinations?
A. We offer our assistance to law enforcement agencies free-of-charge. We ask only for an agency patch
that we display on our wall as a representation of the assistance we’ve offered to local, state & federal
agencies across the nation.

Q. How do I submit evidence for examination?
A. Contact the laboratory at forensics@target.com. We will contact you to discuss your request and will then
provide submittal information (appropriate forms & shipping guidance) if we are able to help. Please do
not submit evidence without first contacting the lab.

Q. How quickly can I expect results on an examination?
A. Each examination is different and it isn’t possible to estimate turn-around time without first viewing the
evidence. For more information, please contact forensics@target.com.

Q. Do you testify in court?
A. Our examiners have testified as expert witnesses in their disciplines. We fully expect to testify regarding
any evidence that we have examined.

Q. What if the evidence we intend to submit has already been examined by another laboratory?
A. Prior examination by another laboratory does not preclude another examination. In situations like this, it
is best to consult with the prosecutor to weigh the potential risks and benefits.

Q. How do you ensure the chain of custody of evidence in your possession?
A. The chain of custody is maintained throughout the examination process. Incoming evidence is sealed
appropriately by the submitting agency and is shipped via a tracked courier (UPS or FedEx). Internally,
chain of custody is documented electronically through our laboratory information management system.
Evidence is returned to the submitter via tracked courier and the Forensic Services team keeps records of
all relevant chain of custody documentation.

Q. Can I send a copy of evidence for examination?
A. Examinations are only conducted on the “best evidence”. Typically, that means that we require the
original item for examination. In certain situations, the “best evidence” may be a copy (where the original
has been lost or destroyed or in the case of digital / multimedia evidence). Please consult with the
Forensic Services team for more information.

Q. Are your examiners active members of relevant forensic or professional organizations?
A. Yes, our examiners are members of applicable organizations such as the International Association for
Identification, the Scientific Working Group on Imaging Technology and the International Association of
Chiefs of Police.

If you are working on an investigation that has impact on the Target Corporation or where any of the above services can be provided, please feel free to contact us at AP-Dallas.IC@target.com. It is our commitment to the Law Enforcement Community to provide assistance with the highest sense of urgency and level of professionalism.

© 2009 Target Stores (Ed. 05/09)

[Anti_Illuminati]

http://www.communitycollegetimes.com/article.cfm?ArticleId=2957


An all-hands approach to emergency management
Commentary
By Jeffrey Hescock and Carol Langston, Published September 27, 2010

Many of us have either experienced or witnessed the impact disasters can have on colleges and universities. The devastation felt when a campus suffers widespread damage affects more than the physical infrastructure of the college. It strongly impacts both the college community and the local community.

Emergency management planning helps mitigate and enhance response to disasters or emergencies affecting college campuses. Pulaski Technical College (PTC) in Arkansas, with more than 11,000 students, 400 employees and numerous visitors comprising the college community, sought to better ensure the health and safety of its college community and engaged in emergency management planning for all its campuses. PTC’s goal was to create a long-term, comprehensive emergency management program that students, faculty and staff would embrace.

In May 2009, the college kicked off an emergency management all-hazards planning project to identify, prepare for and reduce the risk of natural, technological and man-made disasters for the campus community. PTC was one of 13 first-round grant recipients through the federal Emergency Management for Higher Education grant program.

About a year before receiving the grant, PTC established an emergency preparedness committee to maintain the college’s preparedness program. The committee included the college president, administrators and faculty members. Local police, fire and emergency management departments also participated in committee meetings.

With help from a consultant, the committee established an emergency management program in nine months, using the following nine tasks as a guide:

Community and campus health plan: This was developed to provide procedures and protocols for addressing and supporting medical emergencies that occur on any PTC campus, as well as to provide a mechanism to transfer information and communicate with responders and health care workers.

Hazard-specific annexes: Six hazard-specific annexes were developed for each PTC campus. The six hazards the committee identified as most likely to interrupt operations were tornado, bomb threat, hazardous materials, active shooter, fire services and pandemic influenza. The annexes detail how PTC emergency management and first-responders will respond to each hazard.

Crisis intervention plan: This plan details policies and procedures for coordinating 15 hazard-specific threats during an emergency. The user-friendly plan/flip chart is available in all classrooms, establishing guidelines for campus officials, faculty and students.

On-campus “tabletop” exercise: About halfway through the project, the committee, emergency operations center personnel, faculty and staff participated in a “tabletop” exercise. The purpose of the exercise was to help PTC personnel become familiar with the roles, procedures and responsibilities on the draft emergency management plans in an interactive but informal and stress-free environment. It simulated a tornado emergency affecting PTC’s main campus. The success of the exercise was evident in participant feedback and lead to revisions in some emergency management policies, plans and procedures.

Business continuity plan: After conducting working-group sessions with each department identified as having mission-essential functions to support the college, business continuity planning annexes were developed for 27 departments. Each department’s continuity planning annex details all mission-critical elements to maintain the base function of the department in an emergency. The annexes were appended to the newly developed overarching Basic Business Continuity Plan, which defines the concept of operations for the entire college, should a disaster prompt the departments to implement their plans.

Communications plan: This plan was developed not only to inventory all existing communications technologies available at PTC to emergency response personnel, but also to provide guidance on how to activate, use and deploy these devices and systems during certain incidents or events. The plan delineates clear lines of communication in an emergency, detailing dedicated positions/offices within the college’s emergency response system.

Local and state coordination plan: This coordination plan focuses on outreach to the local and state emergency response community, reviewing procedures for managing an incident and ultimately becoming a strategy for partnering in local and state emergency preparedness and response activities.

Special needs populations procedure: The procedure defines and identifies the special needs populations within the college community. It was developed to ensure appropriate communication prior to and during an emergency with such populations at the college.

On-campus, full-scale exercise: At the conclusion of the project, the committee, other stakeholders and local first-responders participated in a full-scale exercise simulating a tornado affecting multiple campuses. The exercise, which simulated a real event, tested all the finished emergency management plans and inter-organizational response coordination. The test allowed PTC to evaluate its ability to perform many functions simultaneously.

It’s important to note that the strategy should be reviewed periodically to ensure stakeholders are aware of their roles and to adjust for any changes that may develop.

Hescock is a senior consultant with Beck Disaster Recovery and was the project manager on the Pulaski Technical Community College’s emergency management project. Langston, vice president for college advancement at PTC, served as director of the project.

http://csis.org/files/media/csis/pubs/080606_managingthenextdomesticcatastrophe.pdf

______________________________
http://www2.ed.gov/programs/emergencyhighed/index.html

Emergency Management for Higher Education

Program Description

The Emergency Management for Higher Education (EMHE) grant program supports institutions of higher education (IHE) projects designed to develop, or review and improve, and fully integrate campus-based all-hazards emergency management planning efforts. A program funded under this absolute priority must use the framework of the four phases of emergency management (Prevention-Mitigation, Preparedness, Response, and Recovery) to:

   1. Develop, or review and improve, and fully integrate a campus-wide all-hazards emergency management plan that takes into account threats that may be unique to the campus;
   2. Train campus staff, faculty, and students in emergency management procedures;
   3. Coordinate with local and State government emergency management efforts;
   4. Ensure coordination of planning and communication across all relevant components, offices, and departments of the campus;
   5. Develop a written plan with emergency protocols that include the medical, mental health, communication, mobility, and emergency needs of persons with disabilities, as well as for those individuals with temporary special needs or other unique needs (including those arising from language barriers or cultural differences);
   6. Develop or update a written plan that prepares the campus for infectious disease outbreaks with both short-term implications for planning (e.g., outbreaks caused by methicillin-resistant Staphylococcus aureus (MRSA) or food-borne illnesses) and long-term implications for planning (e.g., pandemic influenza);
   7. Develop or enhance a written plan for preventing violence on campus by assessing and addressing the mental health needs of students, staff, and faculty who may be at risk of causing violence by harming themselves or others; and
   8. Develop or update a written campus-wide continuity of operations plan that would enable the campus to maintain and/or restore key educational, business, and other essential functions following an emergency.


Types of Projects

The EMHE grant program provides funds to IHEs to establish or enhance an emergency management planning process that integrates the various components and departments of each IHE; focuses on reviewing, strengthening, and institutionalizing all-hazards emergency management plans; fosters partnerships with local and State community partners; supports vulnerability assessments; encourages training and drilling on the emergency management plan across the community; and requires IHEs to develop a written plan for preventing violence on campus by assessing and addressing the mental health needs of students, faculty, and staff who may be at risk of causing campus violence by harming themselves or others.

EMHE grantees enhance IHE emergency management capacity in a wide number of areas under the four phases of emergency management. In addition to responding to all elements of the Absolute Priorities and other Requirements, some key activities of EMHE grantees include:

    * Garnering support from top leadership within the institution;
    * Training campus faculty, staff, and students in emergency management procedures;
    * Coordinating planning across all relevant components, offices, and departments of the campus as well as the local community;
    * Coordinating with local and State government emergency management efforts;
    * Supporting the implementation of the National Incident Management System;
    * Pre-establishing roles for faculty, staff, students and first responders;
    * Creating web-based emergency management portals for information sharing on campus;
    * Conducting drills and exercises with faculty, staff, students, and community partners;
    * Completing comprehensive vulnerability assessments of campus facilities; and,
    * Purchasing emergency equipment and technology necessary to improve overall campus safety and preparedness (but not as a majority of the requested funding).

[Dig]

Mind Controlled "TEST SUBJECT" Stabs 4 in Surveillace controlled Target Store

Update on the Target stabber, Layla Trawick:

http://www.latimes.com/news/local/la-me-0508-target-stabbing-20100508,0,1769471.story?page=1&track=rss
She was convinced in recent months she was the test subject in a mind-control experiment.
Steve, 35, ... quickly realized Trawick's bubbly persona often gave way to dark, troubling thoughts. "Really conspiratorial ideas," he said.

Part 1 : http://www.youtube.com/watch?v=84bFYKc85rg&feature=related
Part 2 : http://www.youtube.com/watch?v=J6yEHZqsnXk&feature=related
Part 3 : http://www.youtube.com/watch?v=dubciM-aVLY

This is the Episode of Jesse About the MK Ultra.

It seems that the media and her mother are claiming she was bipolar, but that video witness claims she kept repeating "I'm not bipolar. There is no witness protection program."

http://abclocal.go.com/kabc/story?section=news/local/los_angeles&id=7423000 (45 sec. in)

Sounds like a plea for help.

This witness, Allison McNamara, is an "entertainment reporter" and she clearly says and stresses that Trawick said "I'm NOT bipolar". So why then is the media quoting the exact opposite?

http://www.aolnews.com/crime/article/woman-stabs-4-at-west-hollywood-target-store-layla-trawick-arrested-as-suspect/19463666

"She was yelling 'I'm bipolar! There's no witness protection program,'" said Allison McNamara, an entertainment journalist who was shopping in the store. She told the Times about how she felt helpless as she watched the woman plunge her knife into the upper back and shoulder of a fellow shopper.

[Dig]

Goldman Sachs / Target / Bilderberg

Most probably already know this and it may not be of huge importance but  I thought I would just add this. These roaches are everywhere!

Bilderberg/ CFR member / Perseus LLC Vice Chairman  James A Johnson is part of the Board of Directors of the Target Corporation.

http://www.perseusllc.com/bios.htm

James A. Johnson is a Vice Chairman of Perseus. Prior to joining Perseus in 2001, Mr. Johnson served as Vice Chairman (1990), Chairman and Chief Executive Officer (1991-1998), and Chairman of the Executive Committee (1999) of Fannie Mae. Prior to joining Fannie Mae, Mr. Johnson was a Managing Director in Corporate Finance at Lehman Brothers. Before joining Lehman Brothers, he was President of Public Strategies, a Washington, D.C.-based consulting firm he founded to advise corporations on strategic issues. From 1977 to 1981, Mr. Johnson was Executive Assistant to Vice President Walter F. Mondale, where he advised the Vice President on domestic and foreign policy and political matters. Earlier, he was employed by the Dayton Hudson Corporation, worked as a staff member in the U.S. Senate, and was on the faculty of Princeton University.

Mr. Johnson served as Chairman of The John F. Kennedy Center for the Performing Arts and is a former Chairman, Honorary Trustee of the Board of Trustees and Member of the Executive Committee of The Brookings Institution. Mr. Johnson also serves on the Boards of Directors of The Goldman Sachs Group, Inc., Target Corporation, and Forestar Real Estate Group. He is also a member of the Council on Foreign Relations and the Council of the National Museum of African American History. He also serves on the Visiting Committee of the Harvard Kennedy School.

[Dig]

Dept of State Cables:
Mossad controlled CSIS has been actively trying to overthrow the Canadian Govt

HOLY SHIT!!!!!!!!!

CSIS (the Canadian one who tried to rape female journalists at the last G20 and actively stages false flag terror attacks) is COMPLETELY EXPOSED AS TRYING TO UNDERMINE CANADIAN GOVERNMENT AND TAKE OVER!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

THIS IS LIKE FINDING MEMOS FROM ALLEN DULLES CRITICIZING JFK'S SECURITY POLICIES BEFORE THE COUP BY ROCKEFELLER/HARRIMAN/BUSH ON NOVEMBER 22, 1963!


Canada naïve about terrorism, CSIS head says in WikiLeaks memo
http://www.thestar.com/article/898263--canada-naive-about-terrorism-csis-head-says-in-wikileaks-memo

CSIS ex-chief slams courts, Canadians: WikiLeaks
http://www.cbc.ca/politics/story/2010/11/29/wikileaks-canada-csis-judd-cable.html

CSIS: Canadians have 'Alice in Wonderland' approach to security [exposed by Wikileaks documents]
http://www.montrealgazette.com/news/Cnds+have+Alice+Wonderland+approach+security+Wikileaks/3902117/story.html

Former CSIS head slams Canadian courts: WikiLeaks
http://www.ctv.ca/CTVNews/TopStories/20101129/wikileaks-cablegate-canada-reaction-101129/

Ex-CSIS head slams courts in U.S. memo: WikiLeaks
http://www.nationalpost.com/news/CSIS+head+slams+courts+memo+WikiLeaks/3902166/story.html

Holy crapola...CSIS was involved in the latest Mossad assassination overseas!!!


Canadian-Israeli intelligence relations date to the 1970s if not earlier.
http://dissidentvoice.org/2010/08/canadian-intelligence-collaboration-with-israeli-occupation/

Norman Spector, Canada’s ambassador to Israel, has admitted that there was a CSIS operative working for him at the Canadian embassy in Tel Aviv. He also acknowledged, as quoted in Paul McGeough’s 2009 book Kill Khaled, that there was “very close cooperation” between the Canadian and Israeli spy agencies. This relationship is also active inside Canada. In his 1990 book Official Secrets: The story behind the Canadian Security Intelligence Service Richard Cléroux noted that “Mossad agents are located in every major [Canadian] city, working closely with CSIS, to protect El Al aircraft and airline installations and watching PLO political activities, especially those of Arab and Iranian students. Israelis are CSIS’s prime source of information on a number of suspected terrorists and spies.” The CSIS also passes information to Mossad. Spy Wars describes how CSIS “told him [an unnamed Palestinian] explicitly they were gathering information for the CIA and Mossad.”

According to former Ambassador Spector, the Mossad’s relationship to CSIS “goes beyond information sharing. There are joint operations.” Although Spector did not elaborate, it is public knowledge that Mossad agents have used Canadian passports to carry out numerous foreign assassinations. “A member of an Israeli hit squad that mistakenly killed a Moroccan waiter in Norway in 1973 had posed as a Canadian,” reported the Canadian Jewish News. Until 1997, the repeated use of Canadian cover by Israeli agents received little attention. That changed when Prime Minister Benjamin Netanyahu responded to a Hamas offer for a 30-year truce (relayed by Jordan’s King Hussein) by trying to kill Khalid Meshal, then chairman of Hamas’ political bureau. The Israeli agents, who were captured after dropping poison in Meshal’s ear, entered Jordan on Canadian passports.

Spector claimed CSIS and Mossad agents met days before the attempt to assassinate Meshal. He said Ottawa wanted to cover up Israel’s use of fake Canadian passports. “Canadian authorities knew, in general, that passports were being used by Mossad,” Spector noted. “It was known to people at the embassy and they essentially turned a blind eye to it.” According to Spector, CSIS supported Mossad missions in exchange for intelligence. “Israeli operational agents have been given to understand that the use of Canadian passports is the quid pro quo [for information on Arab immigrants].” While Ottawa officially protested the Meshal incident, it apparently didn’t affect the Mossad-CSIS relationship. A Canadian working for Mossad, Jonathan Ross explained in his 2008 book The Volunteer: A Canadian’s Secret Life in the Mossad that the CSIS “was sympathetic, and it was business as usual with them despite the diplomatic flap. During a liaison exchange by our [Mossad] counterterrorism officers to Canada soon after the affair broke, many CSIS members mentioned that their only regret in the whole affair was that we didn’t succeed [in assassinating Meshal].” The close ties between Canadian and Israeli intelligence agencies — strengthened with the recent border security agreement — means that some of the information CSIS collects on pro-Palestinian Canadians is probably passed on to their Israeli counterparts. In 2003, Stefan Christoff was barred by Israel’s interior ministry from entering the occupied Palestinian territories.

[Dig]

Israeli/Mossad Company Hired by PA Dept. of Homeland Security to Commit Open Treason Against the Constitutional Government and Her Elected Public Servants
http://www.commondreams.org/view/2010/09/19-1
Published on Sunday, September 19, 2010 by CommonDreams.org
by Dave Lindorff

The surprise disclosure that the Commonwealth of Pennsylvania, through its state Homeland Security Agency, along with a number of local police departments in the state, have been employing a private Israeli security company with strong links to Mossad and the Israeli Defense Force grows increasingly disturbing when the website of the company, called the Institute of Terrorism Research and Response, is examined.

ITRR’s slick site at www.terrorresponse.org features a homepage image of an armor-clad soldier or riot policeman preparing to fire an automatic pistol, while the company boasts of being “the preeminent Isreal/American security firm, providing training, intelligence and education for clients across the globe.”

The firm, which offers courses locally at the University of Philadelphia, notes that all its course offerings, some of which are taught in Israel, are “approved by the Israeli Ministry of Defense.”  The course titles include such compelling topics as: “Tactical Advantage in Combat,” “Civilian Battlefield,” “Undercover/Plainclothes Tactical Operations,” “Israeli Shooting Techniques,” “Arena Combat,” “Hard Entry (Arrest)”  and “Principles of Night Operations.”  While a number of the titles link to course descriptions, the links to the undercover class and the civilian battlefield class were disabled when this reporter visited the site, which was two days after the company’s role as a state security contractor was exposed.

The description for the Tactical Advantage course, which the website says was designed for military, law enforcement and security personnel, describes the program as “intense, dirty, aggressive and based on Israeli Counter-Terror Schools policy.” It says “This course pushes trainees to the physical and mental edge.”  American organizations which engage in protests and rallies, hearing that reference to the Israeli Counter-Terror Schools policy, might recall the IDF’s handling of the aid flotilla that was boarded on the high seas by IDF troops as they read these lines. That assault, in which the Israelis used 9mm semi-automatic weapons against defenders armed at most with sticks and light chains, left nine flotilla participants, including a young Turkish American, dead.

The Institute of Terrorism Research and Response, which only lists a post-box address in Philadelphia (though in its report on the scandal the Philadelphia Inquirer referred to ITRR as a “Philadelphia-based company with offices in Philadelphia and Jerusalem”), also advertises a subsidiary operation it calls a Targeted Action Monitoring Center (TAM-C), which it claims is “world renowned” and which it says supplies “factual, actionable intelligence to subscribers.”  All information gathered by the firm’s staff of “former law enforcement, military and intelligence professionals” is sent to the Israeli headquarters of the TAM-C for processing--a move which effectively insulates it from discovery by any surveillance victims who might seek disclosure under federal or state Freedom of Information laws, or who might sue in court for violation of their civil liberties.

While ITRR, founded in 2004, doesn’t name any of its clients, it says they range from Fortune 100 companies, including the power industry, maritime companies, US infrastructure companies, “the company company charged with protecting oil production facilities,” missionary organizations and pharmaceutical firms, to law enforcement agencies and joint terrorism task forces.

A search on Google for references to ITRR doesn’t turn up much, but there is a report in July 2008 by a Washington-based right-wing site called National Terror Alert, which attributes a warning of a “possible large-scale terror attack” to ITRR. Claiming that it had “intercepted communications from an organization closely associated with international terrorists, to include al Qaeda,” the National Terror Alert organization says TIRR reports that, “Available intelligence and recent events indicate that terrorists have an established capability and current intent to mount an attack on the target and there is some additional information on the nature of the threat. It is assessed that an attack on the target is a priority for the terrorists and is likely to be mounted.”

Nothing came of this "alert," but it should be noted that a year later, the first head of the new federal Department of Homeland Security, former Republican governor of Pennsylvania Tom Ridge, admitted that the color-coded terror alerts issued by his office had been manipulated to serve Republican political interests. It should also be recalled that the 2008 TIRR  “warning” came during the height of the election season, just before the two national party conventions. As the Philadelphia Daily News commented at the time in a headline, “GOP kicks off fall campaign with heightened terror alert.”

But ITRR does much more than just monitor terrorists. Indeed, it seems to be far too busy monitoring legitimate, non-violent and completely legal protest organizations and other political groups to do much real anti-terror work.  According to news reports on ITRR’s work for the Pennsylvania Homeland Security Agency and also the Pittsburgh Police Department, it would appear that ITRR was spying on and providing Pennsylvania State Police and Homeland Security with reports on everything from anti-war groups and anti-oil-shale-fracking groups to gay rights groups, animal rights groups, environmental organizations and even Good Schools Pennsylvania, a citizens association formed to back Gov. Ed Rendell’s school reform initiatives. Even a Harrisburg, PA man who likes to bring a 25-foot inflatable pig to demonstrations to symbolize government waste was targeted.

 While local news media reports in Philadelphia have suggested that ITRR is just composed of two people, Aaron Richman, an Israeli police captain and security consultant and Michael Perelman, a retired New York City police commander, the website makes it clear that the company actually employs a large number of people in Israel, and may have as many as 15 people working “in the field” in the US.

Its activities are not limited to Pennsylvania either.  The firm boasts on its website that “Information provided to clients ranges from issues of global jihad to Mexican Cartel  threats along America’s southern border (maybe that’s where Arizona Gov. Jan Brewer got her weird tale, eventually debunked and retracted, of beheadings in the border desert?) to providing guidance of the threat of disorders as a result of international monetary meetings.”

This latter is a reference to the yeoman work ITRR reportedly did for the Pittsburg Police Department in advance of the disastrous G-20 meeting in Pittsburgh, which turned into a police riot after the local government and police brought in hundreds of reinforcements from other cities, with cops suited up as though for war, to lock down the city and prevent students from demonstrating against the predations of international capital and international “free trade” agreements. It appears that ITRR had ingratiated its way into the confidence of demonstration planners by having its agents join chat rooms and websites “posing as G-20 opponents.” One wonders whether these same agents may have also acted as agents provocateur.

As the head of Pennsylvania’s Homeland Security Agency, James Powers, who hired ITRR, put it, “We got the information to the Pittsburgh Police, and they were able to cut them off at the pass.”

So much for the Constitutional right to protest!

Several calls for comment made to the Homeland Security Agency and the Pennsylvania Emergency Management Agency which oversees it went unanswered, but Perelman has released a statement saying "The Institute of Terrorism Research and Response tracks events, givinglaw enforcement a heads-up for the potential of disorder as our bulletins provided to the [state] clearly show...[and] does not follow people, conduct surveillance, photograph, or record individuals."

Gov. Rendell, after the story about ITRR’s activities for the state under a no-bid, $125,000/year contract, broke, claimed he was “embarrassed” by the spying on non-violent civic action organizations, and vowed to cancel the contract effective this October.  

It is not clear, however, that there will be any information provided about who was spied on over the time the company has been active. Members of both political parties in the state legislature are calling for a General Assembly hearing into ITRR’s activities, but such calls in this closely divided body generally come to little or  nothing. Meanwhile, Rendell, a lame duck governor headed for the exit, is unlikely to do anything about the issue beyond saying he’s embarrassed by it. He has said he has no intention of firing Powers.

I know how damaging this kind of spying by state and local governments can be. Back in the mid-1970s, when I and some journalist colleagues owned and ran a small weekly alternative newspaper in Los Angeles, the LA Vanguard, we were among the targets of a massive illegal spying campaign by the paranoid Los Angeles Police Department’s “red squad,” the Public Disorder Intelligence Division. Our staff was actually penetrated by a young red squad officer, who pretended to be a student wannabe journalist in order to try to learn our sources for reports on the LAPD.  But we were only one of about 200 groups, ranging from a local anti-nuclear group to the Peace & Freedom Party, a well-known third party in California electoral politics, to the National Organization for Woman and even the office of then City Councilman Zev Yaroslavsky.

The reason we all learned about what the LAPD red squad was doing was that one spy was outed, a class-action suit was filed by the ACLU of Southern California, there was discovery ordered by the court, and eventually the city of Los Angeles settled with the victims of the campaign, to the tune of $1.8 million.

The Pennsylvania ACLU may sue Pennsylvania over this latest domestic spying outrage, but the times have changed, and it is hard to be confident that the courts, no great friend of civil liberties at the state level, and packed with Reagan and Bush 1 and 2 appointees at the federal level, will mandate disclosure of the names of groups spied on, much less of the records that were compiled. Furthermore, because the state did this spying through an outside contractor, which is headquartered in Israel, government and police agencies could claim that the records are for the most part out of their hands and beyond the courts’ jurisdiction.

At least one man, Gene Stilp, owner of the giant inflatable pig, already has plans to sue the government in federal court. "When people's civil rights are trampled it's a federal issue," says Stilp, himself a licensed attorney. Stilp says he isn’t satisfied with Rendell’s statement that he is “embarrassed” by the disclosure of ITRR’s contract. “Being embarrassed doesn’t cut it,” says Stilp, who is calling for an investigation into ITRR’s spying activities by the attorney general or the federal government, and full disclosure of which groups and individuals were spied upon.

Another person who has good reason to believe he was probably targeted by ITRR is ThisCantBeHappening!’s own John Grant. Says Grant, “The more I read about this affair, the more disturbing it seems. I'm a Vietnam veteran and part of an organization -- Veterans For Peace -- that very publicly opposes the wars in Iraq and Afghanistan. We meet monthly and we organize events with other anti-war groups. All First-Amendment-protected, red-blooded American stuff. To think that some self-ordained watchdog group of security freaks is monitoring me and my friends and reporting our activities to God-knows who in the context of 'terrorism' -- and probably making tons of money doing it -- really pisses me off. Governor Rendell SHOULD be embarrassed. He should come clean and make public all the groups and people this gang was spying and reporting on. The fact they are somehow connected to Israel -- a nation many of us have been critical of -- is further reason to clear up what's going on."
Dave Lindorff is a founding member of ThisCantBeHappening!, the new independent, collectively-owned, journalist-run online newspaper. His work, and that of colleagues John Grant, Linn Washington and Charles Young, can be found at www.thiscantbehappening.net

The more I trace the connections of "Institute of Terrorism Research and Response", the more I bump into the same organizations that Anti_Illuminati comes across in his research.

ASIS, http://www.asisonline.org/about/history/index.xml

I came across a list of ASIS networks off of their own webpage, and ITRR is one of them, including the whole cast of suspects that A_I has been exposing for the last couple of years:
http://www.asisonline.org/councils/documents/OpenSourceIntelligenceLinks.pdf

ASIS Propaganda site: "Security management": http://www.securitymanagement.com/contact-us

ITRR loves to brag about their Israel connections:
http://www.securitymanagement.com/article/israels-lessons-public-resilience-006782

Isn't that nice, that our American peace officers who swore an oath to the Constitution, receive Z**nist training to track terrorists AKA you, me and Gasland viewers?

Disturbing "Case Study" of ITRR: (total violation of fourth amendment if it were to happen in U.S.)
http://inhomelandsecurity.com/2007/06/case_study_institute_of_terror.html

Powerpoint Presentation done by ITRR:
http://www.slideshare.net/arichman3/fusion-center-briefs-final

Selected Slides:


ITRR: Document Preparing the Next Generation of Defenders: ASU students train in Israel
http://www.slideshare.net/arichman3/iacspasu-loftus

Meet Aaron Richman, director of ITRR:
http://il.linkedin.com/in/richmanaaron

If these guys are sooo worried about "cybersecurity" why the heck would they publish all of their bios, battleplans, documents, on the regular world wide web for everyone to find and read, just by typing in key phrases on Google Advanced Search?  Is it like some type of honeypot, or are these globalist scumbags just full of hubris?


I believe there is enough evidence to try Aaron Richman for espionage and treason.  This guy and his cronies are hardcore criminals for violating Pennsylvania citizens' Constitutional rights.

MODIFIED/EDIT: That powerpoint was taken down off of that server immediately after I did this posting.
Here is a Google cache of that presentation:
http://webcache.googleusercontent.com/search?q=cache:uZKpt0q_8VoJ:www.slideshare.net/arichman3/fusion-center-briefs-final+Institute+of+Terrorism+Research+and+Response&cd=24&hl=en&ct=clnk&gl=us

Pennsylvania Homeland Security Employed Israeli Company to Suppress American Political Dissent
http://www.infowars.com/pennsylvania-homeland-security-employed-israeli-company-to-suppress-american-political-dissent/

Pennsylvania Homeland Security Targeted Tea Parties
http://www.infowars.com/pennsylvania-homeland-security-targeted-tea-parties/

Pennsylvania Homeland Security Employed Israeli Company to Suppress American Political Dissent 1/2
http://www.youtube.com/watch?v=nbp_ZobZnos

Pennsylvania Homeland Security Employed Israeli Company to Suppress American Political Dissent 2/2
http://www.youtube.com/watch?v=uyTCtBRaT_M

Rep. Daryl Metcalfe: Israeli Company Listed 2nd Amendment Group As Terrorist! - Alex Jones Tv 1/2
http://www.youtube.com/watch?v=_BVL-jDdGMQ

Rep. Daryl Metcalfe: Israeli Company Listed 2nd Amendment Group As Terrorist! - Alex Jones Tv 2/2
http://www.youtube.com/watch?v=-43_NH7nhlQ

Alex Jones - Daryl Metcalfe - October 4 2010 - part 1/2
http://www.youtube.com/watch?v=8ZHplqpAHG4

Alex Jones - Daryl Metcalfe - October 4 2010 - part 2/2
http://www.youtube.com/watch?v=Z4-Zpu8d9Tk

[Dig]

So who are the number one targets for these psychopathic anti-government fundamentalist terrorists?

Isn't it amazing how in less than 10 years the US has gone from the fake enemies of Commie Military with over 50,000 Nukes to guys in caves with boxcutters to random bloggers and journalists!!!!!!!!!!!!!!!!!!!

http://forum.prisonplanet.com/index.php?topic=24826.0

Journalists, bloggers are threats in terror drill
http://rawstory.com/news/2007/Journalists_bloggers_are_threats_in_terror_0131.html
Associated Press Published: Thursday January 31, 2008

It's the government's idea of a really bad day: Washington's Metro trains shut down. Seaport computers in New York go dark. Bloggers reveal locations of railcars with hazardous materials. Airport control towers are disrupted in Philadelphia and Chicago. Overseas, a mysterious liquid is found on London's subway.

And that's just for starters.

Those incidents were among dozens of detailed, mock disasters confronting officials rapid-fire in the U.S. government's biggest-ever "Cyber Storm" war game, according to hundreds of pages of heavily censored files obtained by The Associated Press. The Homeland Security Department ran the exercise to test the nation's hacker defenses, with help from the State Department, Pentagon, Justice Department, CIA, National Security Agency and others.

The laundry list of fictional catastrophes which include hundreds of people on "No Fly" lists suddenly arriving at airport ticket counters is significant because it suggests what kind of real-world trouble keeps people in the White House awake at night.

Imagined villains include hackers, bloggers and even reporters. After mock electronic attacks overwhelmed computers at the Port Authority of New York and New Jersey, an unspecified "major news network" airing reports about the attackers refused to reveal its sources to the government. Other simulated reporters were duped into spreading "believable but misleading" information that worsened fallout by confusing the public and financial markets, according to the government's files. The $3 million, invitation-only war game simulated what the U.S. described as plausible attacks over five days in February 2006 against the technology industry, transportation lines and energy utilities by anti-globalization hackers. The government is organizing another multimillion-dollar war game, Cyber Storm 2, to take place in early March. "They point out where your expectations of your capabilities may be overstated," Homeland Security Secretary Michael Chertoff told the AP. "They may reveal to you things you haven't thought about. It's a good way of testing that you're going to do the job the way you think you were. It's the difference between doing drills and doing a scrimmage." The AP obtained the Cyber Storm internal records nearly two years after it requested them under the Freedom of Information Act. The government censored most of the 328 pages it turned over, marked "For Official Use Only," citing rules preventing the disclosure of sensitive information. "Definitely a challenging scenario," said Scott C. Algeier, who runs a cyber-defense group for leading technology companies, the Information Technology Information Sharing and Analysis Center. For the participants including government officials from the United States, England, Canada, Australia and New Zealand and executives from leading technology and transportation companies the mock disasters came fast and furious: Hacker break-ins at an airline; stolen commercial software blueprints; problems with satellite navigation systems; trouble with police radios in Montana; school closures in Washington, Miami and New York; computer failures at border checkpoints.

The incidents were divided among categories: computer attacks, physical attacks or psychological operations.

"We want to stress these players," said Jeffrey Wright, the former Cyber Storm director for the Homeland Security Department. "None of the players took 100 percent of the correct, right actions. If they had, we wouldn't have done our job as planners." How did they do? Reviews were mixed. Companies and governments worked successfully in some cases. But key players didn't understand the role of the premier U.S. organization responsible for fending off major cyber attacks, called the National Cyber Response Coordination Group, and it didn't have enough technical experts.

Also, the sheer number of mock attacks complicated defensive efforts. The little-known Cyber Response group, headed by the departments of Justice and Homeland Security, represents the largest U.S. government departments including law enforcement and intelligence agencies and is the principal organization for responding to cyber attacks and recovering from them. The exercise had no impact on the real Internet. Officials said they were careful to simulate attacks only using isolated computers, working from basement offices at the Secret Service's headquarters in downtown Washington.

However, the government's files hint at a tantalizing mystery:

In the middle of the war game, someone quietly attacked the very computers used to conduct the exercise.

Perplexed organizers traced the incident to overzealous players and sent everyone an urgent e-mail marked "IMPORTANT!" reminding them not to probe or attack the game computers.

"Any time you get a group of (information technology) experts together, there's always a desire, 'Let's show them what we can do,'" said George Foresman, a former senior Homeland Security official who oversaw Cyber Storm. "Whether its intent was embarrassment or a prank, we had to temper the enthusiasm of the players."

This video is from The Associated Press, broadcast January 31, 2008.[/size]


http://www.rawprint.com/media/2008/0802/ap_bloggers_cyberstorm_threat_080131a.flv

[Dig]

Testimony:

Before the Subcommittee on Transportation Security and Infrastructure Protection, Homeland Security Committee, House of Representatives:

United States Government Accountability Office: GAO:

For Release on Delivery:
Expected at 2:00 p.m. EDT:
Wednesday, June 25, 2008:

Risk Management:

Strengthening the Use of Risk Management Principles in Homeland Security:

Statement of Norman J. Rabkin
Managing Director: Homeland Security and Justice:

GAO-08-904T:

GAO Highlights:

Highlights of GAO-08-904T, a testimony before the Subcommittee on Transportation Security and Infrastructure Protection, Homeland Security Committee, House of Representatives.

Why GAO Convened This Forum:

From the terrorist attacks of September 11, 2001, to Hurricane Katrina, homeland security risks vary widely. The nation can neither achieve total security nor afford to protect everything against all risks. Managing these risks is especially difficult in today's environment of globalization, increasing security interdependence, and growing fiscal challenges for the federal government. Broadly defined, risk management is a process that helps policymakers assess risk, strategically allocate finite resources, and take actions under conditions of uncertainty.

GAO convened a forum of 25 national and international experts on October 25, 2007, to advance a national dialogue on applying risk management to homeland security. Participants included federal, state, and local officials and risk management experts from the private sector and academia.

Forum participants identified (1) what they considered to be effective risk management practices used by organizations from the private and public sectors and (2) key challenges to applying risk management to homeland security and actions that could be taken to address them. Comments from the proceedings do not necessarily represent the views of all participants, the organizations of the participants, or GAO. Participants reviewed a draft of this report and their comments were incorporated, as appropriate.

What Participants Said:

Forum participants identified what they considered to be effective public and private sector risk management practices. For example, participants discussed the private sector use of a chief risk officer, though they did not reach consensus on how to apply the concept of the chief risk officer to the public sector. One key practice for creating an effective chief risk officer, participants said, was defining reporting relationships within the organization in a way that provides sufficient authority and autonomy for a chief risk officer to report to the highest levels of the organization. Participants stated that the U.S. government needs a single risk manager. One participant suggested that this lack of central leadership has resulted in distributed responsibility for risk management within the administration and Congress and has contributed to a lack of coordination on spending decisions. [These psychopaths are attacking the US Congress for not giving them more money!!! They are anti-government radical fundamentalist terrorists!]Participants also discussed examples of public sector organizations that have effectively integrated risk management practices into their operations, such as the U.S. Coast Guard, and compared and contrasted public and private sector risk management practices.

According to the participants at our forum, three key challenges exist to applying risk management to homeland security: improving risk communication, political obstacles to risk-based resource allocation [There it is again! They need more funding to pull off their false flags. They are not getting enough money even though the entire Department of Homeland Security is a fraud created out of a false flag and was set up to be the new Gestapo. Hey DHS...the entire Gestapo was found GUILTY of ctrimes against humanity! The entire agency! What do you think you are doing with the cancer pornoscanners...IT IS A CRIME AGAINST HUMANITY you fricking morons! Did you also know that Hitler purposefully put into power officers who represented an "intellectual mediocrity" so that he would not feel threatened? Why do you think that Jane Lute, John Pistone, and Janet Napolitano are the stupidest people on the planet? It is by design! Wake up!], and a lack of strategic thinking about managing homeland security risks. Many participants agreed that improving risk communication posed the single greatest challenge to using risk management principles. To address this challenge, participants recommended educating the public and policymakers about the risks we face and the value of using risk management to establish priorities and allocate resources[Thank you DHS Nazis for exposing MOTIVE in consucting your false flags! It is to "educat[e] the public and policymakers about the risks we face..."]; engaging in a national discussion to reach a public consensus on an acceptable level of risk; and developing new communication practices and systems to alert the public during an emergency. In addition, to address strategic thinking challenges, participants recommended the government develop a national strategic planning process for homeland security and governmentwide risk management guidance. To improve public-private sector coordination [in other words...CORPORATISM/FASCISM!], forum participants recommended that the private sector should be more involved in the public sector's efforts to assess risks and that more state and local practitioners and experts be involved through intergovernmental partnerships.

[End of section]

Madam Chairwoman and Members of the Subcommittee:

Thank you for inviting me to participate in today's hearing on the use of risk management principles in homeland security. As shown by the terrorist attacks of September 11, 2001, and Hurricane Katrina [Holy shit! Sis they just admit that both of these false flag events are related to the unconstitutional coup d'etat by ANSER Institute of Homeland Security?], homeland security risks vary widely. The nation can neither achieve total security nor afford to protect everything against all risks. Managing these risks is especially difficult in today's environment of globalization, increasing security interdependence, and growing fiscal challenges for the federal government. It is increasingly important that organizations effectively target homeland security funding-- totaling nearly $65 billion in 2008 federal spending alone--to address the nation's most critical priorities.

Using principles of risk management can help policymakers reach informed decisions regarding the best ways to prioritize investments in security programs so that these investments target the areas of greatest need. Broadly defined, risk management is a strategic process for helping policymakers make decisions about assessing risk, allocating finite resources, and taking actions under conditions of uncertainty. The Department of Homeland Security (DHS) has established a risk management framework to help the department target its investments in security programs based on risk. This framework defines risk as a function of threat, vulnerability, and consequence, or, in other words, a credible threat of attack on a vulnerable target that would result in unwanted consequences.

[The only way to understand what globalists mean by Risk Management is to listen to Indira Singh's interviews many many many many times.]

Our prior work has shown that using risk management principles to prioritize which programs to invest in and to measure the extent to which such principles mitigate risk is a challenging endeavor. For this reason, to assist both Congress and federal agencies, including DHS, GAO convened an expert panel to advance the national dialogue on strengthening the use of risk management principles to manage homeland security programs. Today, I'll discuss the highlights of our panel's thoughts on the issues we asked them to identify: (1) effective risk management practices used by organizations from the public and private sectors and (2) key challenges faced by public and private organizations in adopting and implementing a risk-based approach to manage homeland security programs and actions that could be taken to address them.

Summary:

Participants identified effective public and private sector risk management practices. For example, participants discussed the private sector use of the chief risk officer. However, participants discussed but did not reach consensus on how to apply this concept of a chief risk officer to the public sector. They also discussed examples of public sector organizations that have effectively integrated risk management practices into their operations, such as the U.S. Coast Guard, and compared and contrasted public and private sector risk management practices.

According to the participants at our forum, three key challenges exist to applying risk management to homeland security: improving risk communication, political obstacles to allocating resources based on a consideration of risk, and a lack of strategic thinking about managing homeland security risks. Many participants, 35 percent, agreed that improving risk communication posed the single greatest challenge to using risk management principles. Further, 19 percent of participants stated political obstacles to risk-based resource allocation was the single most critical challenge, and the same number of participants, 19 percent, said the single most critical challenge was a lack of strategic thinking. The remaining participants identified other key challenges, for example, technical issues such as the difficult but necessary task of analyzing threat, vulnerability, and consequences of a terrorist attack in order to assess risk; partnership and coordination challenges; and the need for risk management education.

The expert panel also identified ways to address some of these challenges. To better communicate about risks, participants recommended that we educate the public and policymakers about the risks we face and the value of using risk management to establish priorities and allocate resources; engage in a national discussion to reach a public consensus on an acceptable level of risk; and develop new communication practices and systems to alert the public during an emergency. To better allocate resources based on risk, participants recommended that public officials and organizations consider investing in protective measures that yield long-term benefits. In addition, to address strategic thinking challenges, participants recommended the government develop a national strategic planning process for homeland security and governmentwide risk management guidance. To improve public-private sector coordination, forum participants recommended that the private sector should be more involved in the public sector's efforts to assess risks and that more state and local practitioners and experts be involved through intergovernmental partnerships.

Background:

The Comptroller General convened this expert panel from the U.S. and abroad to advance a national dialogue on strengthening the use of risk management principles to better manage homeland security programs. The forum brought together a diverse array of experts from the public and private sectors, including, from the public sector, a former governor, a former DHS under secretary, a U.S. Coast Guard Admiral, and senior executives from DHS, the U.S. Army, and the National Intelligence Council, as well as state and local officials with homeland security responsibilities.

From the private sector, participants included executives from leading multinational corporations such as

Swiss Re,

Westfield Group,

JPMorgan Chase, and

Wal-Mart.

In addition, several of the world's leading scholars from major universities, the National Research Council, and

the RAND Corporation

participated in the forum.
MUCH MUCH MORE... http://www.gao.gov/htext/d08904t.html
Footnotes:
[1] For a description of this framework, see Appendix I of GAO, Risk Management: Further Refinements Needed to Assess Risks and Prioritize Protective Measures at Ports and Other Critical Infrastructure, [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-91] (Washington, D.C.: Dec. 15, 2005).
[2] Risk assessment is the process of qualitatively or quantitatively determining the probability of an adverse event and the severity of its impact on an asset.
[3] GAO, Strategic Budgeting: Risk Management Principles Can Help DHS Allocate Resources To Highest Priorities, [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-05-824T] (Washington, D.C.: June 29, 2005).
[4] GAO, Department of Homeland Security: Progress Report on Implementation of Mission and Management Functions, [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-07-454] (Washington, D.C.: Aug. 17, 2007).
[5] GAO, Homeland Security: Applying Risk Management Principles to Guide Federal Investments, [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-07-386T] (Washington, D.C.: Feb. 7, 2007).
Related GAO Products:
Aviation Security: Transportation Security Administration Has Strengthened Planning to Guide Investments in Key Aviation Security Programs, but More Work Remains. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-08-456T]. Washington, D.C.: February 28, 2008.
Transportation Security: Efforts to Strengthen Aviation and Surface Transportation Security are Under Way, but Challenges Remain. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-08-140T]. Washington, D.C.: October 16, 2007.
Department of Homeland Security: Progress Report on Implementation of Mission and Management Functions. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-07-454]. Washington, D.C.: August 17, 2007.
Homeland Security: Applying Risk Management Principles to Guide Federal Investments. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-07-386T]. Washington, D.C.: February 7, 2007.
Homeland Security Grants: Observations on Process DHS Used to Allocate Funds to Selected Urban Areas. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-07-381R]. Washington, D.C.: February 7, 2007.
Passenger Rail Security: Enhanced Federal Leadership Needed to Prioritize and Guide Security Efforts. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-07-225T]. Washington, D.C.: January 18, 2007.
Critical Infrastructure Protection: Progress Coordinating Government and Private Sector Efforts Varies by Sectors' Characteristics. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-07-39]. Washington, D.C.: October 16, 2006.
Interagency Contracting: Improved Guidance, Planning, and Oversight Would Enable the Department of Homeland Security to Address Risks. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-996]. Washington, D.C.: September 27, 2006.
Border Security: Stronger Actions Needed to Assess and Mitigate Risks of the Visa Waiver Program. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-1090T]. Washington, D.C.: September 7, 2006.
Catastrophic Disasters: Enhanced Leadership, Capabilities, and Accountability Controls Will Improve the Effectiveness of the Nation's Preparedness, Response, and Recovery System. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO06-618]. Washington, D.C.: September 6, 2006.
Aviation Security: TSA Oversight of Checked Baggage Screening Procedures Could Be Strengthened. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-869]. Washington, D.C.: July 28, 2006.
Border Security: Stronger Actions Needed to Assess and Mitigate Risks of the Visa Waiver Program. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-854]. Washington, D.C.: July 28, 2006.
Passenger Rail Security: Evaluating Foreign Security Practices and Risk Can Help Guide Security Efforts. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-557T]. Washington, D.C.: March 29, 2006.
Hurricane Katrina: GAO's Preliminary Observations Regarding Preparedness, Response, and Recovery. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-442T]. Washington, D.C.: March 8, 2006.
Risk Management: Further Refinements Needed to Assess Risks and Prioritize Protective Measures at Ports and Other Critical Infrastructure. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-06-91]. Washington, D.C.: December 15, 2005.
Passenger Rail Security: Enhanced Federal Leadership Needed to Prioritize and Guide Security Efforts. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-05-851]. Washington, D.C.: September 9, 2005.
Strategic Budgeting: Risk Management Principles Can Help DHS Allocate Resources to Highest Priorities. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-05-824T]. Washington, D.C.: June 29, 2005.
Protection of Chemical and Water Infrastructure: Federal Requirements, Actions of Selected Facilities, and Remaining Challenges. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-05-327]. Washington, D.C.: March 28, 2005.
Transportation Security: Systematic Planning Needed to Optimize Resources. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-05-357T]. Washington, D.C.: February 15, 2005.
Homeland Security: Agency Plans, Implementation, and Challenges Regarding the National Strategy for Homeland Security. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-05-33]. Washington, D.C.: January 14, 2005.
Homeland Security: Observations on the National Strategies Related to Terrorism. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-1075T]. Washington, D.C.: September 22, 2004.
9/11 Commission Report: Reorganization, Transformation, and Information Sharing. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-1033T]. Washington, D.C.: August 3, 2004.
Critical Infrastructure Protection: Improving Information Sharing with Infrastructure Sectors. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-780]. Washington, D.C.: July 9, 2004.
Homeland Security: Communication Protocols and Risk Communication Principles Can Assist in Refining the Advisory System. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-682]. Washington, D.C.: June 25, 2004.
Critical Infrastructure Protection: Establishing Effective Information Sharing with Infrastructure Sectors. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-699T]. Washington, D.C.: April 21, 2004.
Homeland Security: Summary of Challenges Faced in Targeting Oceangoing Cargo Containers for Inspections. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-557T]. Washington, D.C.: March 31, 2004.
Rail Security: Some Actions Taken to Enhance Passenger and Freight Rail Security, but Significant Challenges Remain. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-598T]. Washington, D.C.: March 23, 2004.
Homeland Security: Risk Communication Principles May Assist in Refinement of the Homeland Security Advisory System. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-538T]. Washington, D.C.: March 16, 2004.
Combating Terrorism: Evaluation of Selected Characteristics in National Strategies Related to Terrorism. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-04-408T]. Washington, D.C.: February 3, 2004.
Catastrophe Insurance Risks: Status of Efforts to Securitize Natural Catastrophe and Terrorism Risk. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-1033]. Washington, D.C.: September 24, 2003.
Homeland Security: Information Sharing Responsibilities, Challenges, and Key Management Issues. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-1165T]. Washington, D.C.: September 17, 2003.
Homeland Security: Efforts to Improve Information Sharing Need to Be Strengthened. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-760]. Washington, D.C.: August 27, 2003.
Homeland Security: Information Sharing Responsibilities, Challenges, and Key Management Issues. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-715T]. Washington, D.C.: May 8,2003.
Transportation Security Research: Coordination Needed in Selecting and Implementing Infrastructure Vulnerability Assessments. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-502]. Washington, D.C.: May 1, 2003.
Information Technology: Terrorist Watch Lists Should Be Consolidated to Promote Better Integration and Sharing. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-322]. Washington, D.C.: April 15, 2003.
Homeland Security: Voluntary Initiatives Are Under Way at Chemical Facilities, but the Extent of Security Preparedness Is Unknown. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-439]. Washington, D.C.: March 14, 2003.
Critical Infrastructure Protection: Challenges for Selected Agencies and Industry Sectors. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-233]. Washington, D.C.: February 28, 2003.
Major Management Challenges and Program Risks: Department of Homeland Security. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-102]. Washington, D.C.: January 30, 2003.
Critical Infrastructure Protection: Efforts of the Financial Services Sector to Address Cyber Threats. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-03-173]. Washington, D.C.: January 30, 2003.
Homeland Security: A Risk Management Approach Can Guide Preparedness Efforts. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-02-208T]. Washington, D.C.: October 31, 2001.
Homeland Security: Key Elements of a Risk Management Approach. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-02-150T]. Washington, D.C.: October 12, 2001.
Homeland Security: A Framework for Addressing the Nation's Issues. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO-01-1158T]. Washington, D.C.: September 21, 2001.
Combating Terrorism: Need for Comprehensive Threat and Risk Assessments of Chemical and Biological Attacks. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO/NSIAD-99-163]. Washington, D.C.: September 7, 1999.
Combating Terrorism: Threat and Risk Assessments Can Help Prioritize and Target Program Investments. [hyperlink, http://www.gao.gov/cgi-bin/getrpt?GAO/NSIAD-98-74]. Washington, D.C.: April 9, 1998.

[Dig]

The Shared Strategies for Homeland Security Conference and the Denver UASI want to invite you to a very special opening night event at The CELL, a one-of-a-kind exhibit designed to expose the real threats that exist in today’s society.

WTF? THE CELL? LIKE SLEEPER CELL? TERRORIST CELL? WHAT IS THE CELL?


We Are Change Colorado Exposes The Cell Terrorist Museum
http://vimeo.com/6204599

WeAreChangeColorado goes to see the new terrorism display at the "CELL" -Center for Empowered Living and Learning in downtown Denver. This museum is a disgusting piece of propaganda designed to put the people into fear and keep them there. Included in the exhibit is a 360 degree virtual reality simulation of bombs going off on the 16th st. mall, and in the middle of Civic Center Park. The museum is funded by notorious criminals and neo-cons, and is an incredible psychological war operation being enacted upon the people of Colorado by those who have an interest in eternal profitable wars in other nations while our children, brothers and sisters pay the price. Google "false flag terrorism" folks. Investigate 9/11. Do your own research. Be devoted to learning and spreading the Truth. Defend America from the criminals!

[Dig]

An unbelievable read...

False Flag Operations: the Crisis Route to the New World Order
http://www.thepeoplesvoice.org/TPV3/Voices.php/2010/05/10/false-flag-operations-the-crisis-route-t
May 10th, 2010 by Deanna Spingola

David Rockefeller said, "All we need is the right major crisis and the nations will accept the New World Order." Rahm Emanuel said, "You never want a serious crisis to go to waste. And what I mean by that is an opportunity to do things you think you could not do before." In the Project for a New American Century document Rebuilding America's Defenses: Strategy, Forces and Resources for a New Century we find the following: "Further, the process of transformation, even if it brings revolutionary change, is likely to be a long one, absent some catastrophic and catalyzing event – like a new Pearl Harbor." 1


False Flag (choreographed catastrophes) operations have been used for generations for various motives: the seizure of additional land and/or natural/mineral resources (domestic or foreign), the acquisition of cheap labor, economic destabilization, the military depopulation of indigenous populations, the destruction of religious or political ideologies, the establishment of political tyranny or a coup d'etat (as experienced after 9/11 with the establishment of the PATRIOT Act and the Department of Homeland Security), to assist an allegedly threatened ally or to protect U.S. citizens living in a foreign country. The foundational factor in the majority of all false flag operations is the imposition of greater restrictions on worldwide residential populations in order to implement internationalism or globalism, formerly known as the utopian New World Order under the direction of an elite hierarchy. False flag catastrophes include terrorist attacks, assassinations of political leaders, "natural" disasters, industrial "accidents," armed assaults against citizens (Waco, Ruby Ridge, Kent State), economic assaults in the form of economic crashes like 1929 or more recently the banker bailouts, both massive redistribution scams. The prevailing feature in all of these circumstances, whether man-made or "natural," is the transference of culpability followed by the government's predictable exploitation of any and all circumstances.

False flag operations manipulate individuals, either dupes or well-paid, skilled operatives – who masquerade as purported enemy aggressors. Aircraft or ships are either camouflaged to conceal their identity or marked in such a way as to confuse witnesses. The operation is compartmentally constructed in such a way that individuals participate in a small part of the venture without knowing the entire scope of the operation. After the fact, their willing but unwary participation might insure their silence. False flag operations accelerated after the formation of government intelligence agencies, like the CIA, again at the behest of private interests with the ready assistance of the media who introduce false leads to sustain the preconceived cover story. A false flag operation where innocent people are murdered invariably supplies the pretext for a military invasion where even more killing occurs including unwary U.S. soldiers who believe they are fighting for their country.

Ambrose Pierce, the satirist, and creator of The Devil's Dictionary defined politics as, "A strife of interests masquerading as a contest of principles, the conduct of public affairs for private advantage." 2

[...]

Rhetoric about the Times Square bomber has preempted the more devastating news about Deepwater Horizon, owned by Transocean Limited, the world's largest offshore drilling contractor, and leased to BP, which caught fire on April 20, and exploded killing 11 people. It was insured for $560 million. 41 This crisis resulted in the worst oil spill in history – 5,000 barrels of oil spilling into the sea each day. 42
The Rothschilds own a controlling share of the BP stock. BP, despite an egregious safety record, got an exemption and a cap on damages from the National Environmental Policy Act rules on April 6, 2009 and then lobbied to expand those exemptions just eleven days before the explosion. 43 BP, according to a law passed after the 1989 Exxon Valdez spill limits cleanup costs liability to no more than $75 million although legislation is being introduced to increase liability to $10 billion, retroactively. 44 BP is also responsible for the biggest oil spill ever to occur on Alaska's North Slope. 45 The Rothschilds, by lending money for Halliburton's clean-up operations will make profits. The failed cement casing had been installed by Halliburton and this is the second time within a year that a Halliburton casing has catastrophically failed on an oil rig.

As if Katrina, which hit the Gulf Coast the end of August 2005, didn't do enough economic damage and forced relocation of residents in the gulf coast states, this oil spill only furthers the devastation. Louisiana's fishing industry, according to Business Week, has a retail value of $1.8 billion while others claim it is even higher. Louisiana supplies a third of the nation's oysters and a quarter of all its seafood. The industry employs some 90,000 people in Louisiana. Unfortunately, the "accident" coincides with the opening of the shrimp season, May 16. Mississippi and Alabama are also very dependent on the fishing industry. 46

On April 30, 2010, the press reported that President Obama has reversed his decision to lift the moratorium on certain offshore drilling. No new oil drilling will be authorized until authorities discover the causes of the explosion of the Deepwater Horizon rig. Deepwater received a safety award in 2009. Lindsey Williams claims that the Gulf incident was sabotage and states that the technology was too advanced for such explosions to occur.

Former Colorado Senator Ken Salazar, a globalist pawn for the Nature Conservancy, thought nothing of seizing land from Colorado ranchers in the purported interest of conservation; he was confirmed as Interior Secretary on January 20, 2009. Since April 2009, hundreds of farmers in the San Joaquin valley in Central California have been targeted by U.S. government domestic terrorists who turned off the water in the formerly fertile Fresno area which is about to be turned into a desert. This created forty percent unemployment in the valley. Farmers in the San Joaquin valley grow about 25% of the Nation's food supply. These decisions caused hundreds of millions of dollars in crop losses.

On May 2, 2010, U.S. Interior Secretary Salazar said, "Our job basically is to keep the boot on the neck of BP." Interestingly, the Bureau of Land Management, under the direction of the Department of the Interior, conducted a surprise inspection on the oil rig two hours before it exploded.

In 1969, Dr. Richard Day, an admitted "insider" delivered an invitation-only lecture about the "new world system" in which he defined the changes, according to an actual timetable, that would be accomplished by the year 2000 which included the following:

• Travel restrictions will occur. It will be considered a privilege! People will need permission and a good reason to travel. An under-the-skin implantation device will be developed, coded specifically to identify each individual to accommodate government surveillance through radio signals.

• More airplane and auto accidents will occur contributing to a general feeling of insecurity. This will also initiate more government regulations.

• Manufacturing will be curtailed in order to give other countries a chance to build their industries in order to compete against the United States. Our heavy industries will be deliberately cut back while the same industries are developed in other countries, notably Japan.

• Food supplies will be centralized and come under tight control. If population growth doesn't slow down, food shortages can be orchestrated to scare or starve people into accepting the theory of overpopulation. Personal gardens and perhaps small farms will be eliminated.

• Dr. Day said, "We can or soon will be able to control the weather…I'm not merely referring to dropping iodide crystals into the clouds to precipitate rain that's already there, but REAL control." And weather will be used as a weapon of war, a weapon for influencing public policy or perhaps habitation patterns.

• Terrorism, once thought unnecessary in the United States, will be used by necessity if the United States does not move rapidly enough into accepting the new system. 47

[...]

[agentbluescreen]

Maybe they'll build an Apartheid Wall around Dearborn Michigan

[birther truther tenther]

I'm familiar with this particular exhibitor before I even knew about the NWO.  This group teaches first responders at the Nevada Test Site.  Nuclear Testing has been suspended since 1991, so the land is now used for WMD response training.



http://www.ctosnnsa.org/AboutUs.html

Training America's First Responders
to prevent, mitigate, or respond to terrorists use of radiological or nuclear weapons of mass destruction. Our mission is to develop and deliver the most realistic and highest quality training in support of Homeland Security using our extensive radiological expertise with the unique assets of the Nevada National Security Site (NNSS).
Federally-funded training is offered within the Federal Emergency Management Agency/National Preparedness Directorate (FEMA/NPD) U.S. Department of Homeland Security at no cost to participants. Transportation, food, and lodging are covered when attending resident courses held at the Nevada National Security Site.

Courses are delivered at the Nevada National Security Site, online, and throughout the nation to jurisdictions approved by the Centralized Scheduling and Information Desk.

Background:
The U.S. Department of Energy (DOE), National Nuclear Security Administration’s (NNSA) Nevada National Security Site (NNSS) is a member of the National Domestic Preparedness Consortium (NDPC). Counter Terrorism Operations Support (CTOS) develops and conducts training courses for the Federal Emergency Management Agency (FEMA), National Preparedness Directorate (NPD), Training Exercise Integration (TEI), Training Operations within the U.S. Department of Homeland Security (DHS). Its continuing role is to provide expertise and training to the state and local emergency response community. The NDPC was formed in 1998 as partnership of several nationally recognized public universities, the DHS, and NNSA. The members are bound together into a single, well-coordinated, and fully integrated weapons of mass destruction (WMD) response and prevention training program of the highest caliber.

Operations:
The Counter Terrorism Operations Support (CTOS) Program at the NNSS develops and delivers the training for emergency first responders. This training prepares the responders to take immediate, decisive action to prevent or mitigate terrorist use of radiological or nuclear WMDs, such as Improvised Nuclear Devices (INDs) and Radiological Dispersal Devices (RDDs or “dirty bombs”). Training courses and exercises conducted at the NNSS, municipality-hosted locations, and online, provide state and local first responders with the tools they need to protect their communities from these threats. With FEMA/NPD concurrence, CTOS coordinates the development and delivery of preventive radiological/nuclear detection and interdiction training with the Domestic Nuclear Detection Office (DNDO), the DHS entity charged with this responsibility.

Actual Radioactive Material:
With the exception of awareness-level and online courses, all courses are “live agent,” using radioactive material. These courses are designed and monitored so attendees receive only minor radiation dosages (lower than a chest X-ray or a typical round-trip airline flight across the U.S.); however, radiation levels are sufficient to practice techniques needed in a real incident involving much higher levels. Each attendee operates and employs radiation detection and measurement instruments throughout the course. Attendees practice with radioactive material in the classroom, and during drills and exercise scenarios. The NNSS exercise areas can be configured in thousands of square feet at elevated radiation levels.

Target Audience:
State and Local First Responders

    * Law Enforcement
    * Emergency Medical Services
    * Emergency Management Agency
    * Fire Service
    * Hazardous Materials Personnel(HazMat)
    * Public Works
    * Government Administrative
    * Public Safety Communications
    * Health Care
    * Public Health

   

Training is Provided at No Cost to Participants:
U.S. Department of Homeland Security/FEMA/NPD funding
used to:

    * Develop and Deliver Courses
    * Transport, Feed, and House Students Attending Residence Courses
    * Transportation for Mobile Training Teams (MTTs)
    *  Jurisdiction Provides:
          o Training Venue for MTTs
          o Overtime and/or backfill funding
            (DHS grant money frequently used)
    *

      Over 10,000 first responders trained per year in this program

[birther truther tenther]

http://mortuaryresponse.com/

Mobile Solutions for Critical Situations

Mortuary Response Solutions™ (MRS), based in Belton, South Carolina, is the leader in mass fatality response equipment.  With over fifteen years of design and build experience, MRS™ takes great pride in providing state-of-the-art product solutions in an effort to assist in developing the most comprehensive, results driven, mass fatality management plans.

MRS is committed to continuous product improvement, product development and on-going research studies. MRS intends to remain the leader in mass fatality response equipment and ensure that they fulfill the needs of their clients honestly and responsibly.

About Us
With the ever increasing threat of mass fatality incidents (MFI) comes the need for portable mass fatality cold storage capability. Although there is no specific number of fatalities that define a MFI, the number of fatalities generally exceeds the local hospital, city or county’s resource capabilities. This became more evident as MRS researched numerous significant mass fatality incidents, including man-made incidents such as terrorist attacks, mass transit accidents and hazmat releases, as well as natural disasters such as flooding, tsunamis, earthquakes and global disease outbreaks. In every case it was abundantly evident that response equipment must be reliable, rapidly deployable, scalable, low maintenance and cost effective.

Currently, the vast majority of human remains from a MFI are refrigerated, utilizing either refrigerated container trucks or fixed site refrigerators, both of which are expensive and distinct in limitations. In order to incorporate these practical features it was necessary to develop and employ new techniques.  In response to this need, MRS has designed, engineered and tested the MERC®System (Mortuary Enhanced Remains Cooling System). The MERC®System is the first direct contact cooling system utilizing liquid cooling technology in conjunction with an engineered cooling bag.  The MERC®System requires no refrigerated or chilled air and is scalable to meet end user’s requirements.

Over the last few years, MRS has experienced significant growth, which was necessary in order to accommodate the demands and diversity of clients. Additionally, MRS has also developed a suite of compatible products to further enhance the MERC®System. Accessories include cooling bags, disposable liners, disaster caskets, collapsible cadaver storage racks, portable identification and processing tables, Porta Walls™, contaminated remains pouches, mobile medical examiner and coroner facilities, evidence response and crime scene trailer units and mass fatality refrigeration trailers.

[birther truther tenther]

This exhibitor has links to all of the mass fatality plans for dealing with influenza pandemics:

Click on this link to view those PDFs
http://mortuaryresponse.com/index.php?option=com_content&view=article&id=77&Itemid=152

Mass Fatality Planning Resources

Response Plans
 South Carolina Mass Fatality Management Plan      Read More...
 Orange County Mass Fatalities Plan      Read More...
 Santa Cruz Emergency Response and Recovery Plan      Read More...
 Florida Mass Fatality Response Plan
    Read More...
 Kansas Pandemic Influenza Preparedness and Response Plan
    Read More...
 Parish of East Baton Rouge Mass Fatality Response Plan
    Read More...
 Arizona Pandemic Influenza Mass Fatality Response Plan
    Read More...
 Douglas County, Kansas Emergency Management Plan     Read More...
 London Mass Fatality Plan
    Read More...

 Publications
 Management of Dead Bodies in Disaster Situations
    Read More...
 Management of Dead Bodies After Disaster Situations: Field Manual     Read More...

 DMORT Forms
 VIP Interview Form                                                                               
     Download PDF
 Anthropology Form
     Download PDF
 Clothing Inventory Form
     Download PDF
 DNA Specimen Form
     Download PDF
 Fingerprint Form
     Download PDF
 Jewelry Inventory Form
     Download PDF
 Pathology Form
     Download PDF
 Radiology Form
     Download PDF
 Site Recovery Form
     Download PDF
 Tracking Form
     Download PDF

[birther truther tenther]

http://boldplanning.com

About Bold Planning Solutions - Continuity Planning

Bold Planning Solutions has emerged as a leading provider of web-based planning tools and services for Business Continuity Planning (BCP) and Continuity of Operations Planning (COOP). Headquartered in Nashville, Tennessee, our goal is to conjoin our decades of experience and in-depth knowledge of continuity/emergency planning with our robust planning systems to deliver impacting results to our customers that exceed their highest expectations.

The Bold Team
Our company is rich in its diversity of people, their backgrounds, and institutional knowledge in the emergency planning industry. Over years of growth, we’ve been able to assemble a dynamic “Bold Team” whose foundation is built on of a core group of seasoned planners and industry experts who are able to provide innovative project solutions by applying their knowledge of Continuity Planning principles and guidance interconnected with real-world best practices. For more information about our Bold Team and corporate leadership, click here.

Clients
Our client base is wide and varied, serving in both the public and private sector. We are proud to have provided our innovative solutions to the following sectors:

    * Private Corporations (nationally and internationally)
    * Government Organizations at the federal, state, and local level
    * Military Installations
    * Education Systems/Universities
    * Court and Judicial Systems
    * Aviation

Our clients rely heavily upon the planning expertise and web-based solutions we bring to our projects in order to protect their organization and its operations. Our unique approach of combining our web-based technology in the planning process is the key that enables our clients to more thoroughly prepare their organizations and train their staff about planning, responding, and recovering from continuity disruptions quickly and efficiently. The high-level of success we achieve through our planning approach and technology is reflected in our exceptional client retention.

[birther truther tenther]

EM Plans is a product of Bold Planning Solutions



https://www.emplans.com/

EMplans.com is a web-based planning tool designed to guide government organizations through the process of developing Continuity of Operations Plans (COOP). The EMplans.com system is designed to meet the continuity planning guidelines and best practices established by FEMA's National Continuity Program for Federal, State, regional, local, and tribal organizations, including Federal Continuity Directive 1 & 2 (FCD1/FCD2) and Continuity Guidance Circular 1 (CGC1).

The EMplans.com system walks users through each step of the COOP planning process and helps develop a COOP plan that clearly outlines the elements required for an organization to continue to perform its Mission Essential Functions during times of disruption.

    *

      Web-based and Password Protected
    *

      COOP data available 24/7 from any computer having web access
    *

      Streamlines and standardizes the planning process
    *

      Downloads COOP data into a standardized Microsoft Word document
    *

      Used by over 3,000 Federal, State, and local organizations

[birther truther tenther]

http://www.boldplanning.com/learnmoreaboutcoop.htm

COOP:  Explain it to me in five minutes!
 

So what is COOP and why do we need it?

“COOP” is the abbreviated term for Continuity of Operations Planning.  It’s planning done ahead of time so that in the event that an agency/business needs to relocate their office for any reason (fire, bomb threat, flood) they can do so in a coordinated, efficient manner by following the instructions outlined in their COOP plan.  Each COOP plan is unique to each agency/business based on their day to day operations.

But what really goes into a COOP plan?

A well-developed COOP plan should identify and answer several key questions that an agency/business will face when they have to relocate.

(These are not all of the key questions, but will be a great starting point in understanding COOP)

 
What and where is the alternate facility that we are going to operate from?

An agency/business should identify several possible alternate locations to relocate to and rank them by priority.  Keep in mind that you need to think about the location of the alternate facility in reference to the location of your current facility. Example:  If your building were to burn down, then relocating to the library building across the street could be an option.  However, if it is a much larger disaster that forces your relocation, such as the floods that devastated New Orleans in 2005, then the library across the street is not likely an option.  Because of this you must think about choosing alternate facility locations locally as well as regionally.


What amenities does the new facility already have in place?

Many factors come into play when choosing alternate facilities.  Does the alternate facility have basic necessities such as telephones, desks, computers, internet, and if so, how many?  Is there adequate room at this alternate facility for your entire staff?  Finding an alternate facility that has amenities closely suited to your agency/business will ensure a more timely recovery of normal operations.


What other items are needed at the alternate facility and who brings it?

Keep in mind, while one alternate facility you choose might have 12 desks, 20 computers, another might only have 10 desks and no computers.  Case in Point:  Each alternate facility you select will have a vastly different list of items needed to be brought by your staff to operate.  Your list of needs to bring will have to be prepared individually for each alternate facility after considering what is already in place.
 

Once at the alternate facility, what are the key things your agency/business needs to accomplish in order to be considered operational?

This is the most critical part of your plan and will identify what the most basic duties are that need to be accomplished by your agency/business.  These things are known as your “mission essential functions”.  Every COOP plan will be different.  For example, a local Fire Department has different mission-essential functions to accomplish than a County Payroll Department.  A Fire Department needs to receive emergency calls, dispatch units, and respond in a timely manner to emergencies, while the Payroll Department needs to process new personnel hiring data, receive and transmit payroll information, and execute paychecks.

Once you have your mission essential functions listed, you then rank them in order of importance.  Also, you need to identify three separate lists of operational functions based on the length of time you are relocated.  Being relocated for a day or two can require one set of mission essential functions, while being relocated a month or more will require a different set of mission essential functions.  COOP guidance for government agencies requests that mission essential functions are arranged in the categories of 1 day, 1 week, and 1 month or more.

To learn more about COOP planning and how government agencies are accomplishing COOP requirements, Contact us today.  Also be sure to ask for our complete guide to COOP planning as well as information about our web-based COOP planning system, EMplans.com.

EMplans.com was built in partnership with Bold Planning Solutions and Disasters, Strategies and Ideas Group, LLC.  EMplans.com provides users with a web-based, step-by step guide to building their COOP Plan and is home to hundreds of government agencies for achieving their COOP planning goals.

[birther truther tenther]

http://boldplanning.com/meettheteam.htm

Meet the executives

Chad Bowers has worked in the Emergency Management industry since the beginning of 2001 and provides clients with a vast range of expertise including Continuity of Operations Planning, Hazard Mitigation Planning, GIS services, and web-tool development for the Emergency Management industry. As Vice President of Bold Planning Solutions and Director of Operations for the Florida Division, he plays a major part in the company’s overall growth and direction.

During his career, Mr. Bowers has been involved in dozens of projects at the Federal, State, and Local level. He has served as Senior Project Manager for many of Bold Planning’s key initiatives including the Denver COOP Planning Project, Arkansas All-Hazard Mitigation Planning Project, and the development of the highly acclaimed FloridaDisaster.org planning system.

Most recently in 2007, Mr. Bowers was selected by the State of Florida to serve as lead project manager to update the State of Florida’s Natural Hazard Mitigation Plan. The primary focus of the plan was to identify the hazards that impact the State of Florida and to develop a state mitigation strategy to reduce their damaging effects. The state mitigation plan was successfully completed under demanding deadlines and submitted to FEMA in June of 2007.

Earlier in 2007, Chad Bowers and Bold Planning Solutions attended the Governor’s Annual Executive Table-Top Exercise held in Tallahassee, Florida at the State Emergency Operations Center. The past three consecutive years, Bold Planning Solutions has been part of an elite team of six companies selected to organize and facilitate the exercise which has been attended annually by Governors Jeb Bush/Charlie Crist and the Directors of over 35 State Agencies.

Mr. Bowers is an expert in the use of HAZUS; a risk assessment software developed by FEMA used to analyze potential losses from disasters. He currently serves as a member of the Florida HAZUS Users Group/Southeast HAZUS Users Group and is a committee member with the Southwest Florida Regional Planning Council.

Chad Bowers, a native of Nashville, TN, attended Belmont University on scholarship where he earned a Bachelors degree in Management. He currently resides in Sarasota County, Florida.


Fulton Wold has been active in the emergency management planning field for over nine (9) years. A graduate of the University of Mississippi, Mr. Wold earned Bachelor’s degrees in both finance and management. Mr. Wold is also a graduate of the Integrated Emergency Management Course Consequences of Terrorism workshop hosted at the Mt. Weather facility.

Mr. Wold specializes in continuity of operations planning (COOP) training and consulting. Fulton Wold is a Certified Business Continuity Professional (CBCP). An expert in web-enabled contingency planning software; Mr. Wold has trained several high visibility clients such as the State of Kansas EMA and the California Environmental Protection Agency. He has been a guest speaker for the National Hurricane Conference on GIS in emergency management, and most recently was a guest speaker for the 2010 Arkansas Governors Earthquake Advisory Council meeting.

Fulton is an expert in the field of natural hazard mitigation, facilitating the nation’s first FEMA approved web-enabled natural disaster mitigation plan for the community of Ponca City, Oklahoma. Fulton also acted as head consultant for the FEMA approved State Of Oklahoma Enhanced Natural Hazard Mitigation Plan. The Oklahoma State Plan is one of the few states that have received an “Enhanced” rating by FEMA.

Fulton currently resides in Nashville, TN with his wife Adrienne and daughters, Laiton and Emmeline. Mr. Wold carries a private pilot rating.


Peter Hodes has been working in the Emergency Management industry for the past ten years. Over this time he has worked on planning and technology projects with nine state emergency management agencies, three state level public health departments, and over 100 locally-oriented projects. Peter currently serves as Vice President and co-founder of Bold Planning Solutions and works out of the Nashville Headquarters.

Peter has been heavily involved in all aspects of emergency management, but carries an extensive knowledge specifically in emergency planning. His planning expertise includes Continuity of Operations (COOP), Mitigation, and Emergency Operations Planning (EOP); all of which have been based on the national standards of NIMS (National Incident Management System) and EMAP (Emergency Management Accreditation Program).

He has directed the efforts of multiple State, County and City level planning initiatives that have involved trainings, seminars, tabletop exercises, and the implementation of technical solutions. Most recently, Peter served as Senior Project Coordinator for the City of Chicago government and the State of California’s Judicial Branch. He has also been involved in projects with state and local government jurisdictions in Oregon, Arizona, Kansas, New York, Georgia and Tennessee.


April Khoury is the Director of Client Relations for Bold Planning Solutions. April is an intuitive project manager with eight years of experience delivering projects on time and within budget. She has an exceptional ability to analyze and process vast amounts of information quickly, and to formulate well-thought out solutions. April is a leader with the capacity to motivate others and excels at communicating effectively by establishing and maintaining relationships with internal and external stakeholders at all organization levels.

April has contributed to two full-scaled fixed nuclear facility exercises as well as participated in the response and recovery of two Presidential Declared Disaster in Middle Tennessee. She has assisted with the development of numerous exercises, including pandemic tabletop exercises and hazardous materials functional exercises. One of April’s primary tasks with Bold Planning Solutions is to oversee the scheduling of trainings/exercises and project coordination.

April has completed the Professional Development Series through FEMA’s Independent Study Program, as well as completed over 15 other online courses. April enjoys learning and has attended a variety of other disaster recovery training classes that have been offered by the American Red Cross and Tennessee Emergency Management Agency (TEMA).

April Khoury holds a B.A. degree in Business from Middle Tennessee State University, M.B.A. from The Massey Graduate School of Business at Belmont University, and a Graduate Certificate in Community Preparedness and Disaster Management from the University of North Carolina at Chapel Hill School of Public Health.

[birther truther tenther]

http://www.proactiveglobalsecurity.com/

About PGS

PROACTIVE GLOBAL SECURITY is a security training company dedicated to producing and presenting an array of expert-driven immersion training courses, computer-based training courses and live presentations to Homeland Security first responders, emergency management policy-makers  and private-sector business interests concerned about the real and present threat of terrorism to their populations, employees and businesses throughout the world.

Founded in 2005, Proactive Global Security has its clients the most unique opportunity for intensive “real world” training. All training meets DHS standards and can be funded through the following grant programs:

    * UASI (Urban Areas Security Initiative)
    * OPSG (Operation Stone Garden)
    * MMRS (Metropolitan Medical Response System) grant programs.
    * HSGP (State Homeland Security Program)
    * LETPA-UASI (Law Enforcement Terrorism Prevention Activity)
    * TSGP (Transit Security Grant Program)

Team

Yisroel Stefansky
Founder and Director of International Business Development

Michael Cardash
Director of EOD Programming

Mordecai Dzikansky
Director of Investigation & Intelligence Programs

Gil Kleiman
Director of Public Information & Preparedness Programs

Sharon Gat
Director of Instruction

Pazi Zafrir
Chief Instructor

[birther truther tenther]

Yisroel Stefansky
Founder and Director of International Business Development

http://www.sharedstrategiesblog.com/?p=340

Yisroel Stefansky, Founder and Director of International Business Development, will be presenting in both the Medical & Health and Community Resilience tracks at the Shared Strategies Conference.  We are excited to have him joining the already esteemed list of presenters at this event.  Stefansky will be presenting three classes, “Respectfully Handling the Remains of Disaster Victims” (Medical/Health), “Integrating Public, Private, and Non-Profit Efforts”, and “The Role of Volunteers in Israel” (Community Resilience).

As Proactive Global Security’s  Founder and Director of International Business Development, Yisroel Stefansky plays a fundamental role helping organizations throughout the US understand terrorism from the perspective of the victim.  He is an international lecturer and recognized expert in practical disaster response and relief.

A true veteran of the war between terrorists and civilization, Stefansky has worked with police forces, emergency response teams, and many other first-responders in various countries throughout the world as a consultant and response trainer.

As a young man Stefansky found himself at the site of a violent terror attack in Jerusalem. Rather than turn away he took action and became part of the rescue effort.  This experience led him to found ZAKA, an organization that carries out the important and difficult task of recovering body parts for burial whenever and wherever a disaster or terror attack occurs.  The ZAKA foundation today consists of several hundred young volunteers who are stationed across Israel, poised and ready to respond to any disaster.

Stefansky was sent to Houston when the Space Shuttle Columbia disintegrated, and subsequently aided in recovering victims in the U.S. following hurricane Katrina. He established the Israeli civilian search and rescue dive team, and is a founder of the Israel Support Fund, a charitable organization supporting low profile hospitals, institutions and families that are normally overlooked by donors.   

 He has appeared on FOX News, Israel National News, Radio Israel and CFRB Toronto.


http://www.israelsupportfund.org/beta/

Israel Support Fund is unique. Those in need do not have to seek us out; we go to them. Through our network of “front-line” volunteers with Hatzolah, Zaka, members of various communities and word of mouth, we find our way to those who need us.

A friend is someone you go to when he needs you. We see that as a compelling motto. We go to them.

Although a charitable organization, ISF does not work with monolithic charity institutions because people in desperate need can not afford to deal with them.

They can’t afford the time, the energy or the emotional cost of pleading for help.

Whether we like it or not, Israel is essentially a third world country despite its technological superiority. Israel’s bureaucracy is a disgrace.

Israel Support Fund is the means by which desperate Israelis can surmount this problem. To the best of our ability, we say “yes” every time. Are we taken advantage of? The benefit of working at the grass roots level is we know with whom we are dealing. We usually search them out. Often we have to beg them to accept our help.

Needs take many shapes and forms.

When Israel’s Home Guard Command needed High Holiday prayer books (Machzor) they came to us. There was a time problem. They needed them before August 29. It was just a matter of days.

Unlike most organizations that would have had them make presentations, fill out forms, await decisions, Israel Support Fund gave the answer Israelis in need want to hear:

“Yes!”

We believe if there is a legitimate need, fill it. The details can come later.

Are prayer books a need? Maybe not to you or me but to the 150 soldiers who received them, they were a necessity. Just like the “Barbie” dolls we’re buying for impoverished kids. They may not feed their tummies but they sure feed their souls.

There’s a group of kids who know too well the sound a bullet makes flying through the air. For them we’re raising money for an armored van to take them to school.

“Yes!”
We feed the hungry.
We clothe the ragged.
We do whatever we are asked.

It began with our dedication to the heroic causes of Israel. Our founder, Yisroel Stefansky, was one of the original founders of Zaka (www.zaka.org.il) when he was only 15years old. Since then, he has attended at over 50 terror and death scenes including the first in a foreign country – Toronto after the murder of a rabbi – and in Houston, Texas on the invitation of NASA after the breakup of the space shuttle Columbia.

Stefansky is a tireless worker on behalf of Jewish causes and is a frequent speaker in the United States and Canada. He has a huge following among Jews and non-Jews, alike.

And he knows only one answer to a question of need:

“YES!”

Please say “yes” to our need. Your donations will be gratefully accepted


http://www.israelsupportfund.org/beta/content/about/birthofisf.php   

The Birth of the Israel Support Fund

It is in this state of chaos that Israel Support Fund was born. Israel Stefansky is the son of Americans who emigrated to the land given to them by God. In his youth he was a volunteer in various organizations. Fluent English, he was chosen to be the spokesman of Zaka in the United States. As a Zaka volunteer, serving at over fifty terror attacks, he attained a wide reputation culminating in NASA and the American government flying him to Texas to provide his specialized abilities following the space shuttle Colombia disaster, to help search for and identify the astronauts’ bodies.

Together with journalist, Marshall Shapiro who is widely known in his help to worthy organizations, and realizing that funding was not reaching some of the people and organizations that needed it most – the truly heroic volunteers and causes, they set about creating a foundation that would target the heroes of Zion for support.

This would not be a charity based on political correctness. It would not be one where donors could create monuments to themselves. It would be a champion of causes and a champion of heroes who are on the front lines of the universal war against terror because as history has shown, what happens to the Jews very quickly happens to others. No one is exempt from the ravages of evil.

They both realized the luck of such an organization must appeal to dedicated people who understand the motives of the heroes of Zion – people of faith and commitment, who answer to the ultimate authority. Consequently the established I.S.F., which, in a short time has already helped, many people. Even before the organization was chartered demands were being made on it by those in need and nobody was turned down.
Our donors are those who give unconditionally. If they want anything in return, other than a tax receipt, we are not for them. No names on buildings. No monuments to philanthropy. Just good works with no thought of reward other than the joy of having served God.

[birther truther tenther]

Mordecai Dzikansky
Director of Investigation & Intelligence Programs

http://www.ict.org.il/Biographies/DetRetMordecaiZDzikansky/tabid/327/Default.aspx

Det. (Ret.) Mordecai Z. Dzikansky
Retired NYPD Detective First Grade

Mordecai Z. Dzikansky, Retired Detective First Grade, spent his entire 25 year police career with the New York City Police Department. A native of Brooklyn, Detective Dzikansky was appointed to the NYPD in 1983, at the age of twenty. He served as uniformed patrolman for two years in Brooklyn North.

From 1986 through 1988 he was assigned to the Organized Crime Control Bureau, where he worked with the Drug Enforcement Administration Task Force and the Organized Crime Investigation Division. Detective Dzikansky spent the next eleven years in the Detective Bureau, Midtown North Detective Squad working on a variety of crimes including murders and robberies where he was awarded the Chief of Detectives Certificate of Achievement. He was also lead investigator of the NYPD's Torah Task Force which was charged with investigating Torah thefts and he was selected to work on sensitive cases involving high profile Jewish or Israeli victims.

From 1999 through 2002, Detective Dzikansky was assigned to the elite Manhattan South Homicide Squad which is responsible for investigating high profile murders and major crimes.

From January 2003 through September 2007 Detective Dzikansky was posted in Israel as the first NYPD Intelligence Division Overseas Liaison to the Israel National Police. His main focus was intelligence gathering and the immediate relay of key information back to NYC to enhance the Department’s ability to recognize, react to and prevent or recover from terrorist acts. He responded in person to and analyzed 21 bombing scenes in Israel and several attacks globally, including events in Turkey, Russia, Spain and Egypt.

As a terror expert he is called upon by various law enforcement agencies, academic/think tanks and Jewish organizations to provide first-hand analysis of the current terror trends, lessons learned and world-wide applications in preventing and responding to terrorism.


http://www.jewishjournal.com/books/article/detective_mordecai_dzikansky_terrorist_cop_20101202/

Detective Mordecai Dzikansky: “TERRORIST COP”
The NYPD Jewish Cop Who Traveled the World to Stop Terrorists”

by Felice Friedson, The Media Line

In conversation with Felice Friedson, The Media Line News Agency

Just-released “TERRORIST COP” is the true story of one of New York’s Finest’s finest.  The content reads like a novel, but the story is real. Between the years 2003 and 2007, the New York Police Department (NYPD), posted a detective in Israel as part of its foreign liaison program. The Second Intifada was well under way. For most of this time, Mordy Dzikansky’s presence in Israel remained under the radar. The Media Line’s Felice Friedson spoke with Detective Dzikansky this week…

TML: How does a religious Jewish cop—one of only three observant Jewish officers on a force of 40,000 policemen – and the son of a Brooklyn rabbi, rise through the ranks, finally being promoted to detective first grade by legendary police commissioner, Ray Kelly?

Dzikansky:  When I joined the NYPD in 1983, I was the third Orthodox Jew to become a part of the force. There are about 40 now. I started out in uniform like any other cop, although I was wearing my kippah.  They started me out in Crown Heights which was interesting in that it was both Hasidic and a very varied community. After 6 months, I was transferred to Bedford-Stuyvesant, one of the best moves I ever made.  Initially they wanted to send me to a Jewish enclave, Borough Park. But I didn’t feel that it would be to my advantage to start learning about police work if I primarily worked in a Jewish area. I really wanted to work in a varied area, and that’s how it worked out. The next 25 years were a whirlwind. I started out in uniform with a yarmulke, and retired as a first grade detective.

TML: You seemed to have a knack for being at the right place at the right time. You stepped into the Rabbi Meir Kahane murder as a young detective and immediately told the chief of the Manhattan detectives that the case has all the earmarks of an Islamic hit. How did you come to this assessment?

Dzikansky: Well, back then, Rabbi Kahane was known to the NYPD, but his activities were based on [his activities with his organization] the Jewish Defense League.  I didn’t know if most policemen were following his politics: that he had moved to Israel; had joined the Knesset [Israel’s parliament]; and had founded the Koch party. So I saw that to the NYPD he was a function of the JDL, which was the soviet Jewry issue, and different protests, but not what was going on in the Middle East. I had been following what he had done in Israel. I always kept up with Israeli politics, so I had knew what was going on and who the players were. So to me it only made sense that this would have been an Islamic hit.

TML: You speak Hebrew—has that been an advantage throughout your career in police work?

Dzikansky: Well, actually, that was my stepping stone to becoming a detective. I’m one of the few people to actually say, “thank God for Israeli drug dealers.” In 1985, I was brought in by the Drug Enforcement Administration –the DEA—which had a task force investigating Israeli drug dealers, and from that day on, I never wore a uniform again.  It was never my intention to leave uniform services, but I got on the escalator and I just never got off.

TML: Because of the Hebrew?

Dzikansky: Yes. They needed somebody to do field work. We always had translators for different languages who could listen to wiretaps or listen to tapes, but they weren’t able to go into the field because you might have to take some sort of police action.  So, in my case, they used me both to listen to conversations in the field, and as a member of the team to make sure that what our informants were telling us and what our sources were telling us, was actually factual.  So, once the Hebrew started, I got a reputation as being a good investigator and someone who spoke the language. And because of the Rabbi Kahane case, one who also knew the people.

TML: In February 1991, you volunteered for the Israeli defense forces through a program called Sar-El, that integrated you into an Israeli army base.  In retrospect, what did that experience bring to your future position as the NYPD representative in Israel?

Dzikansky: I never liked being on the sidelines.  I always felt a need to be involved, and when I saw what was happening here in Israel with the Scuds, I couldn’t stay back. I had to be here. That was 1991. Well, after 9/11, I felt compelled to do something in terms of terror.  I wanted to have some sort of impact within the NYPD, and this turned out to be the perfect opportunity.

TML: One of the most high-profile thefts in New York City was the case of the stolen Torahs, sacred Jewish scrolls on which the Old Testament is hand-written, which began on Manhattan’s Upper West Side in 1992. It took several years, but through good police work and some luck, you broke the case, were decorated, and The New York Times called your Torah-theft- task-force a “little known but highly effective squad.” How did you break this case, and how did it prepare you for your move to the homicide division?

Dzikansky: Well, back then I was known as “the Hebrew speaking Jewish detective.” When there was a rash of Torah thefts, and it caught the attention of the higher ups within the police department, we decided to really focus and I would concentrate for six months only on investigating these cases.  Our first goal was to stop the thefts. Then, secondly, to actually catch the people responsible. And by some miracle of God—and I truly saw his hand—I was interviewing a suspect in a completely unrelated crime, who basically confessed to me that he was the thief I had been looking for for years. So it really was the hand of God that played a big role in this case.

TML: You and your wife, Merrill, were both intimately involved in 9/11.  Tell us about it.

Dzikansky: I was off that day. It was my regularly scheduled day off and I stayed home. But my wife had gone to work. She worked at the now-defunct Lehman Brothers, in their offices in the World Financial Center, which was directly across the street from the World Trade Center. On that morning, she was in a tenth floor conference room, looking out the window and she actually saw the first plane go into the north tower.  She realized what was going on; she knew she had to get out of the building. She basically got everyone in her office to leave, and she barely made it out herself before the buildings collapsed. She had called the house to let me know what was going on.  I had my son who was 2 years old at the time at home with me,  and I didn’t want to leave him with anyone knowing what peril my wife was in. But my position was to be in New York at that stage – I had to get into the city. This was an attack not only on my city, but also on my area within the city. I got there about noon that day. All the homicide detectives who were off went in there as a team, trying to assist as much as we could.

TML: Can you describe “ground zero” and tent city where you worked?

Dzikansky: I try to remember that day because I’ve had a unique opportunity to share with people both the horror of what’s occurred in Israel, and the horror of New York, because I was present for both.  And when I talk about 9/11, it’s actually more difficult, because it was just so big. There were fire trucks that were crushed, literally like Tonka-toys. The smoke, the eeriness. And the worst part was in the evening, because there was no natural lighting. I always say Steven Spielberg couldn’t have made a movie with this much horror and destruction.  And the tent city—we were fabulous post 9/11 with recovery and rescue. The stories of NYPD policemen and firemen were unbelievably heroic, and also very methodical. But what we didn’t have then was the prevention. We just weren’t built that way, and that’s what really changed after 9/11.

TML: 9/11 also brought about a sea change in NYPD policy when police commissioner Ray Kelly added counterterrorism to the force’s assignments. It also brought you to Israel as the first NYPD foreign liaison. What did you hope to accomplish?

Dzikansky: First and foremost, Israel had become the laboratory for urban terrorism. It wasn’t a military zone, it was a place where people were living their lives day-in and day-out with some sense of normalcy, yet in a constant state of terror. So I was to learn from the best—from the Israelis, who had learned to interact with it; to handle it; and most importantly, how to prevent it. The whole idea was not to recover from a terror act and it was not to rescue people—it was to prevent terror. And the Israelis were very good at it.  That was my mission, and I wasn’t exactly sure form the beginning how best to bring that about. But as things started to flow, the Israelis were very cooperative, and I like to think that I brought the best practices back to New York City.

TML: In Israel, you were working undercover and at times were even at odds with other American officers stationed there, Describe your personal experience.

Dzikansky:  Listen, it was a very unique approach for a New York City policeman to be anywhere but New York City. People didn’t understand why our presence was needed throughout the world. I was just put to the side at first.

TML: Reading the accounts of the 21 suicide bombings in Israel that you personally visited, one senses a methodical mapping of events. Was this your intent?

Dzikansky: Each and every event I saw through a different eye, but my first questions would always be, “Why this location?” “Why there were more casualties at one location versus another location?” “Was there any nexus to New York?” When I was looking at the location, to me there was a big difference between three people being killed and thirty being killed. And why was a bomber stopped? Was there information that he was heading to the location that they could actually do something with in order to prevent it from happening? So every single time I think I got more intimate with the location and new questions would come up in each case. Why a bus and why not a restaurant? Did the bomber have a history at this specific location? Was he familiar with it because he had worked there; or had family that worked there, or just had some sort of inside information? So you never just accept the fact that only the bomber dies, or that 25 people were killed. What made this different this time? Was he using a different sort of device? Were his prior actions different? So I would look for different nuance to add to New York’s arsenal, so that we would have as much information as far as suicide bombings were concerned.

TML: How has the immediate transfer of information after each suicide attack altered the way that the NYPD operates today?

Dzikansky: I like to think that the most important part is that it made the event real. Unfortunately, we have very short term memories, especially if it doesn’t happen at your location. But I like to think that when they were watching on Fox or CNN, knowing that Mordy was on the scene giving them the full facts and doing it from an investigative point of view, I think it made much more of an impact than if they got a report three weeks later, just stating the facts. This is what happened now, live…this is what’s going on. So I think the immediacy—terrorism is something that has to be dealt with immediately—is not something that can be put on the shelf; it’s not something that can be planned; it’s something that you have to react to right now.

TML: What are the common denominators you found during those daunting visits to the scenes of terror?

Dzikansky:  Casualties, casualties, casualties. The main purpose of the terrorist is to kill as many people as possible. We used to think – here in NY at least—that it was the location; that it was symbolic; that it had different issues. But the terrorists wanted the numbers and if they couldn’t go to one place they would go somewhere else—they wanted to kill as many people as possible.

TML:  Mordy, how are the U.S. and Israel connected by these attacks?

Dzikansky:  9/11; and suicide bombings; and terrorist attacks that have happened here. We are facing the same enemy: it’s radical Islam.  I think the whole western world is facing this evil demon, and it’s definitely a bond that we share: to learn from each other and to protect each other; to cooperate and work as closely as we can when it comes to these issues.

TML: In your book, Terrorist Cop, you mention the t-shirt with the American army emblem on it, and you mention how a bomb went off by a banner with an American flag. Was the terrorist sending a message through these different visuals?

Dzikansky: Absolutely. The note that was found in Haifa on a suicide bombing on a bus made reference to 9/11. Listen, you would think this is the bombers, this is the most important day of his entire life. Though it’s his last day, it’s his most important day. So he is going to put much thought into what he wears, what he does, and where he does it. It’s the same exact hate they share whether they killed five Americans or five Israelis. It’s five dead and that’s what they want.

TML: In the last several years, to what do you attribute the decline in suicide attacks?

Dzikansky: In Israel, three main things: first and foremost, the fence. There has to be that barrier. Then it is the army’s incursion into the hot beads of terrorism and developing good intelligence. After the Passover bombing in March 2002, they did Operation Defensive Shield where the Israeli army actually went into the territories and wiped out the cell at the bomb factory, not waiting for it to come to them. If you took one of those elements out, I believe you would see the same exact level of suicide bombings today, if not more. You needed the fence; the military taking the fight to them and not waiting for it to come to you; and great intelligence.

TML: Some ask whether there is a need for the vast amount of fence and wall that exists today. Do you feel that some of that can come down?

Dzikansky:  No. I think absolutely not. It is 97% fence and 3% wall. I was living 12 kilometers from what I used to describe as a hot bed of terrorism and knowing that the fence was up made me sleep a lot better at night. I always described it as playing football: if you are playing free safety and trying to catch the person it is much more difficult than getting on the line where he is.

TML: Throughout your book you write about you colleague Gil Kleiman, who was the English-language spokesperson for Israel’s National Police Force. How did he change your life?

Dzikansky: Police work is a partnership. There are very few times when a policeman should ever use the word “I”—it’s “WE.”  Gil was my support. Gil basically vouched for me, which gave me credibility with the Israeli police, without which and without his cooperation I could not have done half my job. He provided friendship, which I would say that is even more important, someone I could relate to, I could talk to. You know, I came in as a homicide detective and after a big investigation you need to decompress and you need a person that can speak the same language. I am not talking Hebrew to English, but the experience. We spoke exactly the same language; we understood the same ironies of life, the same hypocrisy of life. It was a tremendous comfort and a great asset. To this day we are dear friends.

TML: You both also succumbed to post traumatic stress disorder—PTSD. When did you realize that the endless sights of decapitated suicide bombers, body parts and blown apart strollers had taken its toll?

Dzikansky: I was very fortunate that I had tremendous support from Commissioner Kelly and that really helped me get through the whole issue of PTSD in terms of just feeling good about what I was doing but knowing that it was still affecting me. I just couldn’t disengage. I was too wrapped up in terror. I know as a homicide detective, you had to be professional like a surgeon: go to work but when you are home you are home. It might take an hour or two hours but at one point the day ends… for five years my day never ended. The scenes didn’t compare to 9/11, but the amazing thing was that there was so much destruction on 9/11 but so little in the way of body parts and remains that you could visually see. You saw the destruction of the event, but you did not see the human toll until you worked in the morgues and worked in the landfill. At the suicide bombing scenes there were body part everywhere. An explosive is horrific. With suicide bombings it could be anyone, anytime and mentally that was the hardest thing to come to grips with—to understand why this was occurring.

TML: What will the face of terror look like in the next ten years?

Dzikansky: I don’t think it is going anywhere; I think it is remaining the same. Unfortunately, they have seen it as an effective tool to change people’s lives and I think that is the clear message they send—they are trying to change our day-to-day lives and the second they do, we lose.

TML: “Terrorist Cop: the NYPD Jewish Cop who Traveled the World to Stop Terrorists” is written by Mordecai Dzikansky and Robert Slater; and is and published by Baracade Books.

[birther truther tenther]

http://www.sharedstrategiesblog.com/

List of bios for people attending this conference.

[Amos]

marked

[birther truther tenther]

http://www.multicard.com/

Welcome to Multicard
Multicard is a worldwide supplier of card solutions for secure identification programs with in-house capabilities for credential issuance, personalization and fulfilment services for the consumer, government and corporate customers. Multicard offers ID systems management, hardware and engineering services as well as full implementation and program management. Multicard is also a provider of enrolment and accreditation solutions using data capture equipment, personalisation hardware and software for ePassport, government ID, corporate ID and specialised applications.

Founded in 1968, Multicard has a strong customer base worldwide including Fortune 100 companies, Governments, local communities and consumers. Multicard has offices in The USA, Germany, Switzerland, the Netherlands and Australia. The company is part of the publicly traded The Identive-Group, a leading provider of products, services and solutions for the Identification / RFID industries.

For more on The Identive-Group: www.identive-group.com

http://www.multicard.com/index/incident-mgt-personal


Emergency Event Manager
The Emergency Event Manager Solution (EEMS) is a written database software platform designed to help you manage personnel at emergency scenes quickly and securely. This software allows departments large and small to easily and affordably share information on a local, regional, state or national level across all departments and can backup data with a simple one-click process.

Personnel are able to run reports and manage personnel and assets on-site while viewing information either in real-time or while offline. Real time data can be shared remotely through web access between the command center located at the scene and the EOC.

EEMS is flexible and can be tailored to meet specific needs based on different department requirements. EEMS allows for interoperability with other departments to ensure that you have the resources necessary to respond to your event.

[Dig]

http://www.multicard.com/

Welcome to Multicard
Multicard is a worldwide supplier of card solutions for secure identification programs with in-house capabilities for credential issuance, personalization and fulfilment services for the consumer, government and corporate customers. Multicard offers ID systems management, hardware and engineering services as well as full implementation and program management. Multicard is also a provider of enrolment and accreditation solutions using data capture equipment, personalisation hardware and software for ePassport, government ID, corporate ID and specialised applications.

Founded in 1968, Multicard has a strong customer base worldwide including Fortune 100 companies, Governments, local communities and consumers. Multicard has offices in The USA, Germany, Switzerland, the Netherlands and Australia. The company is part of the publicly traded The Identive-Group, a leading provider of products, services and solutions for the Identification / RFID industries.

For more on The Identive-Group: www.identive-group.com

http://www.multicard.com/index/incident-mgt-personal


Emergency Event Manager
The Emergency Event Manager Solution (EEMS) is a written database software platform designed to help you manage personnel at emergency scenes quickly and securely. This software allows departments large and small to easily and affordably share information on a local, regional, state or national level across all departments and can backup data with a simple one-click process.

Personnel are able to run reports and manage personnel and assets on-site while viewing information either in real-time or while offline. Real time data can be shared remotely through web access between the command center located at the scene and the EOC.

EEMS is flexible and can be tailored to meet specific needs based on different department requirements. EEMS allows for interoperability with other departments to ensure that you have the resources necessary to respond to your event.

Carlyle Group Subsidiary Named "MATRICS" is Brimming with NSA and CIA Operatives and pushing a Swastika-Shaped Tracker Chip
http://www.infowars.com/print/ bb/carlylematrics.htm

--UPDATE--

April 07, 2004
Infowars.com

The Carlyle Group, run by Frank Carlucci, was strategically placed before Sept 11th to maximize profits by controlling almost every sector of the police state's architecture in America.

Upon looking at Matric's structure , Alex found the following Carlyle Group members on the Board of Directors at Matrics:

Brooke Coburn: Managing Director of The Carlyle Group

Mark Ein: "Previously, he was with Washington, D.C.-based Carlyle Group for seven years where he had responsibility for many of its telecommunications investment activities including: LCC International; Telcom Ventures, a founding shareholder of Teligent; several companies that were merged into Nextel; a company that was merged into American Tower Corp.; and Prime Cable (which acquired cable systems in the Washington D.C. and Chicago markets from SBC and later formed a strategic relationship with Comcast)." (from Matric's website -- http://www.matrics.com/about/board.shtml)

Michael Arneson: (take a look at spook-man) "Michael Arneson has over 20 years of experience with the National Security Agency/Department of Defense in electronic design, development, and integration of advanced electronic security technologies. He specialized in the re-engineering applications of smart materials, sensors, software, and hybrid integrated circuitry and managed multi-million dollar government programs, from research to implementation into the commercial sector. Mike holds eight patents for commercial and classified purposes and has five patents pending.

Mike has been published in technical publications, has received the Distinguished Service Award from NSA, and has received several awards from DARPA, the Department of State, and NSA. He received the Domestic Technology Award for the transfer of advanced government technology into the commercial sector in both 1995 and 1998. He also served in the Air Force and was awarded the Presidential Citation Award, which was presented by the Vice President of the United States." (from Matric's website -- http://www.matrics.com/about/board.shtml)

When you look closer at the website, you will notice they talk about using RFID for Homeland Security and it's clear that they're selling the RFID as part of Big Brother's infrastructure.

When we first looked at the image of the RFID styled like a swastika we thought it was so in-your-face that we needed to do more research. We didn't have to dig very deep to find the shadowy figures behind Matrics.

About Matrics -- http://www.matrics.com/about/

RFID Company Matric's RFID chip forms a swastika

Infowars.com
April 6, 2004

This image is from RFID wireless computing technologies company Matrics, Inc.

Matrics, Inc. 's "about" page states:

"Matrics was created with a vision to revolutionize the logistics and supply chain processes by deploying breakthrough RFID systems. Today, as Matrics is delivering customer success in pursuit of their vision, Bill and Mike continue to serve the company enthusiastically as Chief Scientist and Chief Technology Officer, respectively.

Matrics provides EPC-compliant RFID systems for retail, CPG, defense, transportation and other vertical markets. Matrics´ commitment to customer success is measured by increased asset visibility and an easy route to compliance. We deliver high performance, cost-effective RFID systems scalable to our customer´s requirements.

Headquartered in the state of Maryland in the United States, Matrics is actively working with customers and partners in Europe, Asia and Latin & South America. Matrics, along with its partnership network, provides RFID solutions to many of the Fortune 1000 companies, government, as well as international businesses. Current customers include International Paper and McCarran Airport..."

------------------------------------------------------------------------------------------------------

[Satyagraha]

Symbol Acquires Matrics
http://www.rfidjournal.com/article/view/1066/1/1
The provider of portable data terminals and bar code scanners buys one of the leading makers of EPC-compliant RFID tags and readers.
By Jonathan Collins

July 27, 2004—Making its long-awaited move into the RFID market with a bang, Symbol Technologies, the world's largest provider of portable data terminals and bar code scanners, will acquire Matrics, a manufacturer of RFID readers and tags based on Electronic Product Code (EPC) standards. 

Symbol will pay $230 million in cash for the privately held Rockville, Md., company in a deal that is expected to close in the third quarter of 2004.

The deal jumpstarts Symbol’s efforts to offer RFID products to its huge customer base, and the company believes that the combination of Symbol and Matrics would create a large-scale, established RFID company that could help speed the uptake of RFID.

(Continued)

Motorola Completes Acquisition of Symbol Technologies
Transaction Positions Motorola as a Global Leader in Enterprise Mobility
Enhances Motorola's Technology Leadership and Advances the Company's Vision
of Seamless Mobility
January 9, 2007

http://www.prnewswire.com/news-releases/motorola-completes-acquisition-of-symbol-technologies-53361037.html

[birther truther tenther]

Symbol Acquires Matrics
http://www.rfidjournal.com/article/view/1066/1/1
The provider of portable data terminals and bar code scanners buys one of the leading makers of EPC-compliant RFID tags and readers.
By Jonathan Collins

July 27, 2004—Making its long-awaited move into the RFID market with a bang, Symbol Technologies, the world's largest provider of portable data terminals and bar code scanners, will acquire Matrics, a manufacturer of RFID readers and tags based on Electronic Product Code (EPC) standards. 

Symbol will pay $230 million in cash for the privately held Rockville, Md., company in a deal that is expected to close in the third quarter of 2004.

The deal jumpstarts Symbol’s efforts to offer RFID products to its huge customer base, and the company believes that the combination of Symbol and Matrics would create a large-scale, established RFID company that could help speed the uptake of RFID.

(Continued)

Target Corporation uses Symbol for their inventory systems.  The handheld PDAs the employees use to keep track of stock are made by Symbol.

[Satyagraha]

Other Symbol (now Motorola) customers include: Wal-Mart, Kroger, Safeway, Federated and others.

Symbol's former CEO has an interesting history...

Former CEO

Tomo Razmilovic, the Croatian-born former CEO of Symbol Technologies, Inc. has been wanted by the U.S. government for conspiracy to commit securities fraud and 13 counts of securities fraud, since May 2004. On December 23, 2009, a default judgement was entered against for his refusal to appear for a court-ordered deposition.[[8]] He and 10 other former executives have been accused of carrying out accounting frauds between 1998 and 2003 where investors may have lost more than $200 million.[9] Razmilovic remains in Sweden and has avoided interaction with United States legal proceedings claiming that he would not receive fair treatment in the US judicial system.[10][dead link] As of April 7, 2010, all of the other 10 former executives had settled charges with the SEC. Additionally, Symbol Technologies itself had to pay a penalty of $37 million.[11] http://en.wikipedia.org/wiki/Symbol_Technologies