Wednesday, September 7, 2016

#2773: PC Trudeau's Clinton Override Networks – Serco's 8(a) Zulu Towers – Hotel Red Switch 9/11

United States Marine Field McConnell 
Plum City Online - (AbelDanger.net
September 7, 2016

1. Abel Danger (AD) claims that prior to the US presidential elections in 2000, the late Pierre Trudeau's Privy Council (PC) colleagues gave override privileges to Clinton Foundation network operatives so they could stand down the U.S. Air Force during the phony CANR continuity-of-government war games of 2001.

2. AD claims that Hillary Clinton's aides hired Serco 8(a) mercenaries to infiltrate the FAA Contract Towers network and impute ad-hoc way points in Zulu time into hijacked passenger aircraft while the US Air Force was stood down for a practice run in the Amalgam Virgo war games of June 1-2, 2001.

3. AD claims that Clinton Foundation guests overrode Serco's Defense Red Switch Network from a matrix of Starwood and Marriot hotels and synchronized the 8(a) way-point hijackings to better predict the time of victim deaths on 9/11.

4. United States Marine Field McConnell can explain to Donald Trump how to dismantle T-CONs – the Trudeau Clinton Override Networks – and restore the proper authority of the president of the United States when defending America against all enemies domestic and foreign especially including the Canadian Privy Council. (http://www.abeldanger.net/2010/01/field-mcconnell-bio.html).


Part 1 of 6 - Field McConnell and Captain Sherlock on 911 
 

The 9/11 Hotel - Part 1 of 5
 

Comey: Clinton Made United States Secrets Vulnerable To Hostile Actors 

 Copy of SERCO GROUP PLC: List of Subsidiaries AND Shareholders! [Note HSBC, British and Saudi Governments, HSBC, Teachers' and man Goldsachs] 

Defense Ammunition Center [Outsourced to Serco

Top HSBC [Serco's dirty banker] Executive Arrested In US For Front-Running Trades https://www.youtube.com/watch?v=W8uVaoQdopw
 


White's Club death-bet bookmaker service dates back to 1743 only the technology to spot fix the Zulu time of victim death has changed.

Serco... Would you like to know more?


"Digital Fires Instructor Serco - Camp Pendleton, CA Uses information derived from all military disciplines (e.g., aviation, ground combat, command and control, combat service support, intelligence, and opposing forces) to determine changes in enemy capabilities, vulnerabilities, and probable courses of action."

"Serco Operates Air Traffic Control Towers 
Since 1968, Serco has been operating Air Traffic Control Towers in the United States. We have been managing sites under the FAA Contract Tower Program since 1994. Serco currently manages 64 FCTs across the western United States, including Alaska, Hawaii, Guam and Saipan. Serco provides air traffic control services in the tower to support the safety of incoming/outgoing aircraft, improve the efficiency of air traffic and provide information and support to the pilots.

As part of Serco Group, the Company is one of the largest private providers of Air Navigation Services worldwide. Serco is responsible for more than 960,000 miles of airspace and handle more than 6 million aircraft movements a year. We employ more than 700 air traffic control specialists at over 75 airports located in the United States, United Kingdom and Middle East.

Click here to see a map of our global presence supporting control towers around the world."

"For immediate release: May 3, 2001 MDA Wins Key U.S. Aviation Contract 
Richmond, B.C. - MacDonald, Dettwiler and Associates Ltd. (TSE: MDA) announced today the company has been awarded a contract by the United States Air Force to develop a system to be used by specialists at Air Force bases to design Instrument Approach Procedures (IAPs).

IAPs are published instructions to pilots specifying a series of aircraft maneuvers that must be executed for the aircraft to transition safely from an en route airway to a runway final approach when flying by instruments. MDA's system ingests digital terrain and elevation data, air navigation data (such as the locations of navigation aids, runways, buildings and towers) to build and display a virtual model of the physical environment surrounding an airport. It then develops the complex surfaces that define a safe approach corridor for any of the dozens of IAP variants, and determines whether any of the defined surfaces are penetrated by terrain or man-made obstacles. It flags these incursions to the operator, who can quickly modify the approach procedure through a drag-and-drop user interface.

This initial award, valued at $2.9 million (CDN), consists of a fixed price element to develop, integrate, and test the system. The next phase will include installation, government testing, and operator training. The contract includes an option for the U.S. Federal Aviation Administration (FAA) to adapt the system for their needs. The U.S. Air Force also has options to field the successful system at up to 108 air bases around the world, and to award T&M support contracts for up to 8 years. MDA plans to team up with Air Navigation Data (AND) of Ottawa to offer a custom solution, based on AND's "Final Approach" product.

MDA President and CEO Daniel Friedmann said: "This is a significant project for MDA that has the potential to improve the safety of air transportation for many other air forces and civil aviation authorities world wide."

"David Michael Collenette, PC (born June 24, 1946) is a former Canadian politician. From 1974, until his retirement from politics in 2004, he was a member of the Liberal Party of Canada. A graduate from York University's Glendon College in 1969, he subsequently received his MA from the same university in 2004. He was first elected in the York East riding of Toronto to the House of Commons on July 8, 1974, in the Pierre Trudeau government.

Collenette served as a Member of the Canadian House of Commons for more than 20 years. He was elected five times and defeated twice. He served in the Cabinet under three prime ministers - Pierre Trudeau, John Turner and Jean Chrétien. He held several portfolios:

Minister of State-Multiculturalism (1983–84); 
Minister of National Defense (1993–96); 
Minister of Veterans Affairs (1993–96); 
Minister of Transport (1997–2003) and 
Minister of Crown Corporations (2002–03).

During the constitutional debates of the early 1980s, he served as Parliamentary Secretary to the Government House leader and was assigned by the government to Westminster to represent Canada's interests."

"David Collenette on 9/11 
The former transport minister on deciding who to ground and who could fly on Sept. 11, 2001 David Collenette September 7, 2011 Lorenzo Ciniglio/Sygma/Corbis "Wind up your speech. There has been a tragedy." This hastily handwritten note, placed on the lectern as I delivered the keynote address at a conference of international airport executives, heralded the longest day of my political life. It was Sept. 11, 2001.

I had gotten up at 5 a.m. to take a Transport Canada Citation jet to Montreal, a groggy start to another long ministerial day. The conference should have been routine. But just after 9 a.m., the audience became restless. This was not unusual for a politician giving a speech; still I was puzzled. For the most part, people had appeared quite interested.

I continued to speak while reading the note, which instructed me to talk to assistant deputy minister Louis Ranger and avoid the media. I feared the worst, probably a serious accident, which Louis did confirm: at 8:45 a.m. a plane had flown into the World Trade Center in New York. I immediately sensed some type of terrorist act had occurred, since passenger jets just don’t crash into tall buildings if they are in trouble. There are all kinds of emergency procedures for pilots: landing at the nearest airport or ditching in water around Manhattan.

I left the hall and was besieged by journalists. Then I gave one of the most incoherent media scrums of my career. I groped for words because I did not have the facts and could not say what was really going through my mind. I managed to excuse myself, saying I had to catch a plane to Toronto.

As we made our way to the van waiting to take us to the airport, we learned from our deputy minister in Ottawa, Margaret Bloodworth, that a second plane had hit the other tower. Before too long there would be confirmation of two more crashes, at the Pentagon and a field in eastern Pennsylvania. Departmental contacts in Washington said all airports may be closed. We knew this was a crisis and agreed to head back to Ottawa, about a two-hour drive.

Within a matter of minutes we heard again from the deputy: my U.S. counterpart, Norman Mineta, had grounded all flights. Those in U.S. airspace were required to land at the nearest airport, and any planes attempting to fly across the border would be forced to land, or possibly shot down by the U.S. Air Force. Within minutes an aerial wall had been erected around the United States of America, and Canada found itself on the front line.

This was unprecedented, and I had a sinking feeling. Should we follow the American lead? What should we do about the flights in international air space that were now approaching Canada? It was a logistical nightmare: Mineta's order was issued at 9.45 Eastern Daylight Time—"rush hour" over the Atlantic. More than 500 planes with an estimated 75,000 people on board were en route to North America.

The U.S. decision was made, naturally, with great haste, and was apparently oblivious to a key fact. The International Civil Aviation Organization allocated jurisdiction over the western portion of the North Atlantic to NavCanada, our air traffic control organization, and over the eastern section to the U.K. The United States actually has no jurisdiction over the area most transatlantic flights traverse; it only controls the 12 nautical miles directly off its coast.

Nevertheless, there was no time to ponder the finer points of aviation jurisdiction: every 90 seconds an aircraft was entering Canadian airspace seeking clearance to land. Under the Aeronautics Act the transport minister is the only person with the statutory authority to issue emergency orders, but I was in a van barrelling along Highway 417 toward Ottawa, alone except for Louis and my assistant, Marie-Helen Levesque. There was fear in their eyes, and I knew then I had to set the tone and provide leadership. I was a political veteran with a lot of cabinet experience and at that point had been minister of transport for four years, yet nothing had prepared me for the ordeal we now faced.

We could only communicate with Ottawa via the three mobile phones we had between us (the BlackBerry was still a future technology), which meant that Margaret and others at headquarters were forced to come up with options, explain the ramifications to me, then get my decision, all within minutes. Under the authority of the Aeronautics Act we agreed that I would order a number of measures. All flights that had yet to take off were grounded, but unlike the U.S., we granted permission for all flights already in the air to proceed to their final destination. This provided minimum disruption to passengers.

But what about flights over the Atlantic, most originally destined for the United States and now approaching Canadian airspace? We instructed NavCanada, in conjunction with the British Civil Aviation Authority, to ascertain the geographical position of each plane to determine how many could be ordered to return to Europe. Evaluations were made with astounding speed. In little more than five minutes, more than 250 planes, most at 40,000 feet, were ordered to make a U-turn mid-ocean. But this still left another 224 that were past the point of no return.

The U.S. Federal Aviation Administration had decided they were too risky to allow into American airspace. We had no way of knowing who was on the planes, although we had started to receive intelligence reports of the possibility of terrorists on board some of them. In addition, as news of the attacks in New York was broadcast, there were bomb threats at Canadian airports. Were these real, or just coming from those playing sinister games? We could not assume anything other than the worst. Accepting these aircraft might put Canadian lives at risk, but the alternative was unthinkable: planes running out of fuel and crashing. Canada had to accept them and the risks.

As the van sped along the highway, we had to decide where these planes would land. In the east, Montreal and Toronto were the largest airports with the best infrastructure, but the possibility of more terrorists on board raised the spectre of crashes into the downtown towers of Canada’s two largest cities. Another concern was that once planes were given the direction to land at Montreal or Toronto, any hijackers on board could easily take them off course and approach nearby American cities such as Boston, Syracuse, Rochester, Buffalo, Cleveland or Detroit before fighter jets could intercept the planes.

Our only option was to land most flights at designated airports in Atlantic Canada, where the security risk was lower. Throughout the Second World War, the Maritime provinces and Newfoundland and Labrador, then a British colony, were major staging areas for troops and supplies going to Britain. There was an abundance of airports with long runways ideal for receiving a large number of planes.

We also had to deal with the Pacific. The volume of air traffic at that time of day was not as high but there were still 90 flights en route to North America and many did not have the fuel to get back to Asia. There was significant risk to landing planes in Vancouver, given the population density and the proximity of the airport to the downtown area. But other West Coast airports had relatively short runways and minimal infrastructure. Vancouver that day took in 33 planes, the third-largest number next to Gander and Halifax, which received 38 and 40 respectively.

The decisions I took that morning were arbitrary and without reference to my colleagues or the prime minister, an extreme oddity given the normally turgid "machinery of government." The context was bizarre, to say the least—thousands of lives were being turned upside down by the one person with authority to act, who was communicating these decisions via cellular phone while travelling past the gentle foothills of the Laurentians! At one point I looked out at the beautiful countryside and thought, "This is surreal, what is going on here? Who was behind these attacks, and why?"

when i arrived in Ottawa, I was briefed by the deputy, who asked me to meet with the crisis team. At the time, Transport Canada and National Defence were the only two government ministries with operations centres. In 1994, Transport Canada also opened a state-of-the-art Situation Centre to provide emergency communications and coordination of disaster response. It had been deployed after the 1997 Swissair crash off the coast of Nova Scotia and the ice storm of 1998. Usually "Sit Cen" had minimal staff, but within the past two hours Margaret had seconded a number of key officials from the aviation and security branches of Transport Canada. They were joined by staff from NavCanada, National Defence, the RCMP and the Canadian Security and Intelligence Service. Telephone links had been set up with Immigration and Citizenship Canada, the Canada Customs and Revenue Agency, and the Federal Aviation Authority in Washington. An observer from the U.S. Embassy was present. The Sit Cen's mission had quickly been named Operation Yellow Ribbon.

As I entered the room, I was amazed at the orderly, efficient buzz of activity, yet there was tension, too, and strained looks. [This was a war game command center Duh!] My message was brief: we were all part of one team facing an enormous challenge, the government counted on their professionalism, and they had my full support.

Just before 1 p.m. I went back to my office. My executive assistant, Sue Ronald, said I should watch the news. As the first crash appeared on the screen, my chest tightened at the sight of the impact, followed by the unbelievable belching up of fire and smoke. Then the second tower was hit, followed by the image of both towers crumbling in one last gasp to the ground. I looked out the window of my office toward the Parliament Buildings and the majestic Peace Tower and tears welled up. I abruptly switched the television off. It would be wrong to be caught up in the emotion. I needed to make dispassionate, reasoned judgments. There would be time to grieve later.

We had closed Canadian airspace to all but emergency and humanitarian flights, but officials in the Sit Cen were called upon to authorize exceptions. In most cases, such as enabling medivac flights or those required to transport federal government personnel to Atlantic communities to assist with the processing of thousands of stranded passengers, the decisions were straightforward. Others were not. The head of a Chicago-based company whose responsibilities included supplying grief counsellors to those affected by aviation tragedies, was grounded in Newfoundland. Canadian permission for his company plane to fly was granted, but the U.S. was making no exceptions. Flights crossing into American air space would be shot down, no questions asked. So we cleared his plane to Sarnia, where he took a car to Chicago. Later we learned 200 of the company’s staff in its World Trade Center office had died in the attacks.

A number of requests ended up on my desk. Some were from those in the business community trying to work political connections. Others were from colleagues on both sides of the House of Commons who wanted to get back to Ottawa using chartered aircraft. One senior Liberal wanted permission for a chartered jet to land at Montreal; it was carrying the body of a close family member from New York City who had died unexpectedly in Israel. The Americans refused permission to land at Newark and my friend wanted to take the casket by car from Montreal to New York. Despite the family’s anguish, I had to say no.

But I also made some exceptions. Foreign minister John Manley, who was on an Air Canada flight en route from Frankfurt to Toronto, would be needed to deal with the wider issues that were coming into play.

Robert Milton, CEO of Air Canada, was stranded in London at a critical time, when more than 300 of the airline's planes were grounded, many overseas. My instinct was to grant permission.

At about 1:20 p.m., the prime minister called. He was supportive of the difficult decisions we were making, but did surprise me with his assumption that flights could be running later in the day. I told him it was going to be no easy task to restart things. First, we had to examine all of our safety and security measures to determine if the calamitous events warranted immediate rule changes. Second, we would have to reopen the skies in concert with the U.S. A number of Canadian aircraft were locked down at American airports; in addition, some long-haul domestic flights to Eastern and Western Canada routinely fly over U.S. territory. I am not sure the PM liked my answer, but said I should do my best to return to normal schedules.

I asked if he was going to have a cabinet meeting. He said no. Events were moving too fast and I had the authority to continue making transportation decisions. Besides, there were not enough ministers in Ottawa to have a quorum, something he was not too happy about and something that he would deal with in the future. I told him I had approved John Manley’s return as well as that of Lawrence MacAulay, the solicitor general, who was coming back to Ottawa from Nova Scotia on an RCMP aircraft. Jean Chrétien was always businesslike, so he ended the conversation quickly, saying I should get back to work.

At about 4 p.m. an emotional Norman Mineta called. He and his colleagues, including president George W. Bush, were acting with lightning speed. The stress was easy to detect in his voice. He thanked me for the efforts of the Canadian government and was deeply grateful to the thousands of Canadians who had turned their lives inside out by welcoming so many strangers stuck at our airports. I felt an immense pride in what Canada was doing to help our American friends.

But the stranded passengers, many of whom were confined to aircraft for up to 16 hours or more, created a huge logistical challenge. They could not be allowed off the aircraft until normal immigration and customs procedures were followed; given the security concerns, this entailed more stringent screening, including more extensive interrogation and searches. Large numbers of immigration, customs, RCMP and security intelligence officers had to be transported to Atlantic Canada—in most cases via DND and Transport Canada, which had the largest fleets. The stress placed on communities and on various provincial governments forced to accept thousands of unexpected visitors was enormous, yet no one complained or argued about financial compensation. Canadians were pulling together in a remarkable way.

As the afternoon wore on I became concerned that there had been no official reaction from the government. When the prime minister did give a news scrum he expressed sympathy to our American friends for the horror that had taken place, but the situation was evolving so quickly that questions became more technical than he was briefed to answer. Unfortunately, the general nature of his comments drew unfair criticism from some quarters.

At Transport Canada, we were being inundated with calls from media outlets. We argued with the communications people in the Prime Minister’s Office that someone needed to give a detailed response not only to the media but to families of stranded travellers. There was considerable push back. By 6 p.m., we had received more than 225 requests, and we needed to get answers out. Finally, we told them we were going ahead and sent out a news release in time for evening newscasts and morning newspapers.

Looking back at the Canadian response, I continue to be amazed at how the behemoth that is government acted so nimbly. Experts, notwithstanding their rank, gave orders to top brass and were obeyed. In a culture that invented the “paper trail,” we adopted a paperless model. Nothing was written down. All briefings were oral. We relied on personal relationships to get things done. Everyone shared knowledge. No one held back. The informal relationships and comradeship developed and nurtured over the years carried the day.

At the time of the attacks, Transport Canada had a solid organizational structure, with well-tested rules and reporting relationships. Yet within minutes we were in unknown territory, where decisions had to be made quickly. To paraphrase former U.S. president Harry Truman, the buck on that day did stop with us. Thank God we got it right." 

"C4ISR Case Studies … C4ISR Solutions … Serco also integrated voice, video teleconferencing capabilities and situational awareness displays, along with the VDI, into the facility's network distribution system across multiple networks. The result is an integrated IP-based total capability that is centrally managed and consistent across all platforms. Serco also implemented Defense Red Switch Network (DRSN), completed a structured fiber optic and Category 6 cabling system, and participated in the construction design working group to ensure supporting systems (e.g. Power and HVAC) were able to support the 24 AF's IT needs. As a result of Serco's support, 24th Air Force enjoys a true state-of-the-art environment that has delivers the high level of performance and security requires to continue fulfilling the important missions protecting the nation’s security." 

"Canadian NORAD Region 
The mission of the Canadian NORAD Region (CANR) is to provide aerospace surveillance, identification, control and warning for the defence of Canada and North America.

Headquartered at 1 Canadian Air Division in Winnipeg, Manitoba, CANR executes a variety of tasks to defend Canadian airspace, including identifying and tracking all aircraft entering Canadian airspace, exercising operational command and control of all air defence forces in CANR and operations in support of other government departments and agencies.

CANR is one of three North American Aerospace Defence Command (NORAD) regions. The other two subordinate regional headquarters are located at Elmendorf Air Force Base, Alaska and Tyndall Air Force Base, Florida. NORAD is the bi-national Canada- U.S. command that continuously provides worldwide detection, validation and warning of a ballistic missile attack on North America and maintains continental detection, validation, warning and aerospace control of air-breathing threats to North America, to include peacetime alert levels and appropriate aerospace defense measures to respond to hostile actions against North America.

Since the terrorist attacks of 2001, CANR has been heavily committed to Operation Noble Eagle (ONE), NORAD's ongoing internal air defence mission.

1 Canadian Air Division is responsible for providing CANR with combat-ready air forces to meet Canada's commitment to the defence of North America and maintain the sovereignty of North American airspace.

NORAD assets are positioned strategically throughout Canada and the U.S. and can respond to any air sovereignty threat in a matter of minutes. CANR CF-18 Hornet fighter aircraft are on continuous alert to respond to any potential aerial threat to the safety of Canada and Canadians."

"Support Services for Starwood Hotels Group Starwood Hotels Group, owner of some of the [Innholders] world's most prestigious hotels, has appointed Serco as preferred bidder for a £7m contract to provide a range of support services to the Sheraton Grand in Edinburgh, the Westin in Dublin and the 5 star Turnberry resort on Scotland's west coast. The contract, which has a 5 year term, is an extension to services already provided to other [Innholders] hotels in the Starwood Group and includes buildings maintenance and security, engineering support and [WiFi] help desk services." 

"Roger Stone: Huma Abedin 'Most Likely a Saudi Spy' with 'Deep, Inarguable Connections' to 'Global Terrorist Entity' 
by DAN RIEHL
15 Jun 2016 Washington, DC941 SIGN UP FOR OUR NEWSLETTER 
Long-time political operative Roger Stone told Breitbart News Daily SiriusXM host Stephen K. Bannon Wednesday of Hillary Clinton confidant Huma Abedin, "Most of the experts I've spoken to conclude, looking at the various facts regarding Huma–her rise, where she came from, her family background, her various connections–conclude that she is most likely a Saudi spy, which is my own conclusion."

Stone also discusses the "clear, deep, inarguable, indisputable connections between Huma Abedin and a Saudi Arabian official named Abdullah Omar Naseef … one of the founders of the Muslim World League (MWL). …. The MWL is directly tied to the Rabita Trust, a "Specially Designated Global Terrorist Entity," which Stone previously discussed:

Naseef, the Muslim World League, and the government of Pakistan created the Rabita Trust in 1988. Naseef was a sponsor and financial supporter of Syed Abedin's IMMA.

Just a month after the 9/11 jihadist attack left thousands dead and brought down the World Trade Center, President George W. Bush's Executive Order designated the Rabita Trust as a Specially Designated Global Terrorist Entity and the Treasury Department froze its assets on October 12, 2001.

Naseef founded the Rabita Trust and remains involved with it to this day. A Treasury Department press release issued when Rabita Trust's assets were frozen indicated that Rabita Trust is headed by Wa'el Hamza Jalaidan, one of the founders of al-Qaida with bin Laden. He was the logistics chief of bin Laden's organization and fought on bin Laden's side in Afghanistan. Jalaidan himself was branded a Specially Designated Global Terrorist Entity by the United States Treasury Department, and his assets have been frozen, as well.

Stone also contended that much of what the Clintons have done via their foundation is "treasonous."

"They have taken money from the Chinese, the Russians, the Saudis and they'd sold our country's secrets. They've sold our country's decisions."" 

"Innoventor, Inc. recognized by U.S. Small Business Administration 
By: By Linda H. Conway 
06/03/2011 
Innoventor, Inc., which was founded by MechSE alumnus Kent Schien, has been named ‘National Small Business Prime Contractor of the Year' by the U.S. Small Business Administration.

Schien's company was selected from among nine regional prime contractors to receive the award in recognition of the company's outstanding service as a prime contractor of goods and services to the federal government.

The award was announced last week as part of the National Small Business Week celebration in Washington, D.C. "The federal government put nearly $100 billion in federal contracts in the hands of small businesses last year," said SBA Administrator Karen G. Mills. "Those small businesses–including the ones being honored today–are creating jobs and delivering innovative products and services to make America stronger. Today, we celebrate the achievements of small businesses as well as their partners and advocates in the federal contracting community."

Innoventor is a design/build engineering firm founded in the basement of Schien's home in 1996. The company, located in St. Louis, MO, is the recipient of numerous previous awards. Innoventor's core competency is combining cross-industry experience and cutting edge technology to provide innovative solutions for a variety of customer demands. Its customers include the government, aerospace, military, automotive, commercial, industrial, agriculture, food and beverage, medical, pharmaceutical and power industries. It has been a prime contractor at Warner Robbins Air Force Base in Georgia for the cesium-based master regulating clock, a precision instrument that regulates secondary clocks in complicated systems, for the E-4B Advanced Airborne Command Post for the U.S. Air Force."

"Opened in 1994 as the successor to the Transitional Immigrant Visa Processing Center in Rosslyn, Va., the NVC centralizes all immigrant visa pre-processing and appointment scheduling for overseas posts. The NVC collects paperwork and fees before forwarding a case, ready for adjudication, to the responsible post.

The center also handles immigrant and fiancé visa petitions, and while it does not adjudicate visa applications, it provides technical assistance and support to visa-adjudicating consular officials overseas.

Only two Foreign Service officers, the director and deputy director, work at the center, along with just five Civil Service employees. They work with almost 500 contract employees doing preprocessing of visas, making the center one of the largest employers in the Portsmouth area.

The contractor, Serco, Inc., has worked with the NVC since its inception and with the Department for almost 18 years.

The NVC houses more than 2.6 million immigrant visa files, receives almost two million pieces of mail per year and received more than half a million petitions from the U.S. Citizenship and Immigration Service (USCIS) in 2011. Its file rooms' high-density shelves are stacked floor-to-ceiling with files, each a collection of someone's hopes and dreams and each requiring proper handling. ….

The NVC also preprocesses the chief of mission (COM) application required for the filing of a petition for a Special Immigrant Visa (SIV). Such visas, for foreign nationals who have performed services for the U.S. government in Iraq and Afghanistan, require COM concurrence before the applicant can file a petition with USCIS. The NVC collects the requisite documents from such applicants and, when complete, forwards the package to the U.S. embassies in Baghdad or Kabul for COM approval" 

"FBI: 'Hostile Actors' Likely Hacked Clinton Email Secrets 
Comey recommends not prosecuting presumed Democratic nominee
BY: Bill Gertz 
July 6, 2016 5:00 am 
An extensive FBI investigation found evidence that foreign government hackers accessed private emails sent by former secretary of state Hillary Clinton but no direct evidence spies hacked into the several unsecure servers she used.

FBI Director James Comey revealed Tuesday the 11-month probe into Clinton's private email servers uncovered negligent handling of very sensitive classified information that was placed on several unsecure servers between 2009 and 2013, when Clinton served as secretary of state.

In an unusual public announcement, Comey outlined findings that included discovery of highly classified information sent and received on Clinton's private email servers, and signs that "hostile actors" gained access to email accounts of people who were sharing emails with Clinton." 

"Serco do a bunch more that didn't even make our story: As well as thanking God for his success, CEO Chris Hyman is a Pentecostal Christian who has released a gospel album in America and fasts every Tuesday. Amazingly, he was also in the World Trade Centre on 9/11, on the 47th floor addressing [Serco] shareholders. Serco run navy patrol boats for the ADF, as well as search and salvage operations through their partnership with P&O which form Defence Maritime Services. Serco run two Australian jails already, Acacia in WA and Borallon in Queensland. They're one of the biggest companies In the UK for running electronic tagging of offenders under house arrest or parole."

"UK Cabinet Office – Emergency Planning College – Serco …..Types of Exercise Workshop Exercises 
These are structured discussion events where participants can explore issues in a less pressurised environment. They are an ideal way of developing solutions, procedures and plans rather than the focus being on decision making. Table Top Exercises These involve a realistic scenario and will follow a time line, either in real-time or with time jumps to concentrate on the more important areas. The participants would be expected to be familiar with the plans and procedures that are being used although the exercise tempo and complexity can be adjusted to suit the current state of training and readiness. Simulation and media play can be used to support the exercise. Table-top exercises help develop teamwork and allow participants to gain a better understanding of their roles and that of other agencies and organisations. Command/Control Post Exercises These are designed primarily to exercise the senior leadership and support staff in collective planning and decision making within a strategic grouping. Ideally such exercises would be run from the real command and control locations and using their communications and information systems [Feeling lucky, Punk?]. This could include a mix of locations and varying levels of technical simulation support. The Gold Standard system is flexible to allow the tempo and intensity to be adjusted to ensure maximum training benefit, or to fully test and evaluate the most important aspects of a plan. Such exercises also test information flow, communications, equipment, procedures, decision making and coordination. Live Exercises These can range from testing individual components of a system or organisation through to a full-scale rehearsal. They are particularly useful where there are regulatory requirements or with high-risk situations. They are more complex and costly to organise and deliver but can be integrated with Command Post Exercises as part of a wider exercising package."

"Serco farewell to NPL after 19 years of innovation 8 January 2015 Serco said goodbye to the National Physical Laboratory (NPL) at the end of December 2014 after 19 years of extraordinary innovation and science that has seen the establishment build a world-leading reputation and deliver billions of pounds of benefit for the UK economy. During that period under Serco's management and leadership, NPL has delivered an extraordinary variety and breadth of accomplishments for the UK's economy and industry. Some of the key achievements during that time have been:… It has been estimated that work carried out by the Centre of Carbon Measurement at NPL will save eight million tonnes of carbon emissions reductions (2% of UK footprint) and over half a billion pounds in economic benefit over the next decade…. NPL's caesium fountain atomic clock is accurate to 1 second in 158 million years and NPL is playing a key role in introducing rigour to high frequency trading [for Serco's front running banks] in the City through NPL [Zulu] Time."

"Base One Technologies, Ltd. is a DOMESTIC BUSINESS CORPORATION, located in New York, NY and was formed on Feb 15, 1994. This file was obtained from the Secretary of State and has a file number of 1795583." 

"Serco's Office of Partner Relations (OPR) helps facilitate our aggressive small business utilization and growth strategies. Through the OPR, Serco mentors four local small businesses under formal Mentor Protégé Agreements: Three sponsored by DHS (Base One Technologies, TSymmetry, Inc., and HeiTech Services, Inc.,) and the fourth sponsored by GSA (DKW Communications, Inc.). Serco and HeiTech Services were awarded the 2007 DHS Mentor Protégé Team Award for exceeding our mentoring goals." http://www.dtic.mil/whs/directives/corres/pdf/100515p.pdf

Yours sincerely,


Field McConnell, United States Naval Academy, 1971; Forensic Economist; 30 year airline and 22 year military pilot; 23,000 hours of safety; Tel: 715 307 8222

David Hawkins Tel: 604 542-0891 Forensic Economist; former leader of oil-well blow-out teams; now sponsors Grand Juries in CSI Crime and Safety Investigation

3 comments:

  1. What amazes me is how the UK with its terrible record of invading and plundering as well as A MAFIA TAX has convinced USA that it is their ally when all along they backed the Chinese communists and are very pally with them . My guess is they will use China to defeat the USA from the inside out , mind you even USA has lost its mind as far as freedom goes . 8 families behind all the worlds problems .

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  2. Rotschilds have married into the Hilton Hotel chain , changing venues perhaps .

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