#2407: Tillman Bullpup Time-Stamped Death – Clinton Onion for Serco 8(a) Bet – Marine Corps Hack of Intranet
1. Pat Tillman was allegedly killed in Afghanistan on April 22, 2004 by an assassin who fired three bullets to his head from a bullpup rifle which had apparently been switched to burst mode for the online transmission of time-stamped images recording the precise time of Tillman’s death.
2. In 1998, former patent lawyer Hillary Clinton allegedly outsourced operations of the U.S. Navy’s soon-to-be-patented (2001) onion router devices to Serco’s 8(a) protégés engaged for assassination betting on the time of death of her enemies.
3. In October 2000, Clinton allegedly ordered former Marine General James Jones to set up 8(a) hacks of the Navy/Marine Corps Intranet (NMCI) so she could attribute assassinations of enemies or whistle-blowers to agents in an “Arc of Instability”.
Field McConnell is standing by to brief Marine Corps General Joseph Dunford before requesting from Congress an authority by way of Letters of Marque and Reprisal to confiscate any onion router devices used by Serco 8(a) assassins in ongoing hacks of the Navy/Marine Corps Intranet.
“Patrick Daniel “Pat” Tillman (November 6, 1976 – April 22, 2004) was an American football player who left his professional career and enlisted in the United States Army in June 2002 in the aftermath of the September 11 attacks. His service in Iraq and Afghanistan, and subsequent death, were the subject of much media attention.
Tillman joined the Army Rangers and served several tours in combat before he died in the mountains of Afghanistan. At first, the Army reported that Tillman had been killed by enemy fire. Controversy ensued when a month later, on May 28, 2004, the Pentagon notified the Tillman family that he had died as a result of a friendly fire incident; the family and other critics allege that the Department of Defense delayed the disclosure for weeks after Tillman’s memorial service out of a desire to protect the image of the U.S. armed forces.
On July 26, 2007, Chris Matthews reported on Hardball that Tillman’s death may have been a case of deliberate murder by Tillman’s fellow soldiers – specifically that the bullet holes were tight and neat, suggesting a shot at close range. Matthews based his speculation on a report from the doctors who examined Tillman’s body. The following day the Associated Press reported that a doctor who examined Tillman’s body after his death wrote, “The medical evidence did not match up with the scenario as described”, also noting that the wound entrances appeared as though he had been shot with an M16 rifle from fewer than 10 yards (9.1 m) away. A possible motive was not identified. When officers and soldiers were asked during a criminal investigation, they said they were certain the shooting was accidental. According to one of his fellow soldiers, Tillman “was popular among his fellow soldiers and had no enemies.””
“The SA80 (Small Arms for the 1980s) is a British family of 5.56×45mm NATO small arms. It is a selective fire, gas-operated assault rifle. Elements of its design, in particular the bullpup configuration, come from the earlier EM-2 rifle. The first prototypes were tried in 1976, and production ended in 1994. It is due to remain in service until 2025. ..
Rifles used by the Royal Marines, British Army infantry soldiers (and other soldiers with a dismounted close combat role) and the RAF Regiment are equipped with a SUSAT (Sight Unit Small Arms, Trilux) optical sight, with a fixed 4x magnification and an illuminated aiming pointer powered by a variable tritium light source (as of 2006 almost all British Army personnel deployed on operations have been issued SUSATs). Mounted on the SUSAT’s one-piece, pressure die-cast aluminium body are a set of back-up iron sights that consist of a front blade and small rear aperture. Rifles used with other branches of the armed forces when not on operations are configured with fixed iron sights, consisting of a flip rear aperture housed inside the carrying handle and a forward post vertical blade foresight, installed on a bracket above the gas block. The rear sight can be adjusted for windage, and the foresight—elevation. In place of the SUSAT, a passive night vision CWS scope can be used, and also—independent of the SUSAT—a laser pointer.”
Barnett Model 1853 Enfield Percussion Rifle Musket
… Subsequently, American machinery was purchased by Britain for use in the Royal Manufactory. During the American Civil War, both the Union and Confederate governments scrambled to obtain sufficient stocks of military arms. Federal forces were equipped from existing ordnance inventories, and new production was carried out at Springfield Armory and under contract at a number of private factories. The largely agrarian South lacked a suitable industrial base, and many Confederate units were armed with whatever they could find, from hunting arms to captured U.S. armaments. Additional production was carried out at several arsenals with tools and equipment captured at Harpers Ferry. Even these sources proved insufficient for meeting the needs of the field armies, and both North and South turned to Europe to procure additional arms and supplies. Over 500,000 Enfields were imported by the Union and Confederate governments, making these second only to the Springfield in terms of usage during the war. [War is a racket – Question is: Whose?]. In addition to the standard .577 caliber Enfields, an experimental .45 caliber hexagonal bore model was produced. These yielded outstanding accuracy with their special fitted bullets, and although they were generally not issued as service arms, these Whitworths were used by Confederates as a sniper arm.”
“NMCI Navy Marine Corps Intranet. As of March 2008, NMCI included more than 363,000 computers, serving more than 707,000 Sailors, Marines and civilians in 620 locations in the continental United States, Hawaii, and Japan, making it the largest internal computer network in the world. The network’s 4,100 servers handle over 2.3 petabytes of data.
NMCI established an interoperable command and control network that provides the IT platform necessary for transitioning to a net-centric environment. Department of the Navy (DON) CIO Terry Halvorsen described NMCI as a “forcing function within the DON to attend to our legacy infrastructure of applications, servers and networks.”
While recent statements by the Navy have been very positive about NMCI, a 2007 survey of users reported it unstable, slow, and frustrating.
“NMCI has been a hugely successful program for the Navy,” Weller said during a press briefing with reporters [October 14, 2010]. “It has been a cost-effective way to deliver unprecedented level of service. We learned a lot about how to do it and how not to do it.”
“Anytime you transition from where you have a high degree of localized control to a high degree of centralized control, there will be some disgruntled folks,” Weller said. “I think since we already are in that world, about 70 percent of the Navy’s IT infrastructure, we are in a world where the Navy has complete control and authority over how we operate the network. That has allowed us to maintain extremely high degree of security, which is frankly our number one issue. The only way that we are aware of you can do that is to have tight configuration management and tight central control. So that is where a lot of the complaints came from. To that note, what have we done to lessen blow in future? I think the answer is we don’t need to because we are already there.”
On September 30, 2010, the NMCI contract ended and the new Continuity of Services Contract (COSC) began. The COSC gives the Navy and Marine Corps the best of the current NMCI IT environment while driving operations continuity, cost savings, network control, competition and contract management. Under the COSC, the Navy retains the same scope of NMCI services with HP, but the network becomes a government-owned, contractor-supported, managed services environment.
This is a paradigm shift because under the original NMCI contract, the government managed the network at a distance and did not own any IT assets used in the program. Rather, they were owned by the prime contractor, and services are provided to the government on a per-seat basis. Pricing is primarily assessed on a per-machine basis that includes security services, help desk support, and periodic technology upgrades; however, fees for additional services (such as classified connectivity, mission-critical service, additional user accounts, software installation, seat moves, remote access from mobile devices, etc.) did apply.
Videophones that provide equal access for Deaf employees are not permissible under NMCI regulations. As of October 2007, the per seat price for all of NMCI was reduced by 15 percent. Desktop PCs and laptops as well as other network components are being continually upgraded in order to enhance performance and security.
NMCI is the first large-scale federal government IT centralization and outsourcing project. Its lessons have informed other government agency efforts to consolidate and outsource IT services. According to industry analyst Warren Suss of Suss consulting, “In the long run, government agencies will come to see the need for similar types of solutions, and I think they’ll look to NMCI for lessons learned.”
The NMCI program is managed by the Navy’s Program Executive Office–Enterprise Information Systems (PEO-EIS).
“On October 6, 2000, the NMCI contract was awarded to Electronic Data Systems (EDS), now HP Enterprise Services (HP). Secretary of the Navy Gordon England summed up the Navy’s IT Environment prior to the commencement of NMCI: “We basically had 28 separate commands budgeting, developing, licensing, and operating IT autonomously. It was inefficient and from the larger Department perspective, produced results that were far from optimal.”
NMCI consolidated roughly 6,000 networks—some of which could not e-mail, let alone collaborate with each other—into a single integrated and secure IT environment. HP updated more than 100,000 desktop and laptop PCs in 2007. The program also consolidated an ad hoc network of more than 8,000 applications to 500 in four years and 15,003 logistics and readiness systems to 2,759 over a two-year period.
Sub-contractors to HP include:
Apple Inc., Cisco, Dell, McAfee, Microsoft, Oracle Corporation, Sun Microsystems, and Symantec
Harris Corporation (which acquired Multimax formerly known as Netco Government Services and WAM!NET), which provided enterprise network infrastructure design and support until its contract expired in 2014.
Verizon, which provides wide area network (WAN) connectivity.
HP also provides the security services once provided by Raytheon.
“HP also has worked with more than 400 small businesses, with 5 percent for small disadvantaged businesses, 5 percent for women-owned small businesses and 1.5 percent for HUBZone small businesses. Since its inception, NMCI has exceeded the minimum 40% small business objective set for the contract.
NMCI quickly suffered some widely publicized setbacks, including rollout delays that caused HP financial losses. Today, NMCI is described in documents from the Navy’s Chief Information Officer as “the core enterprise network for Navy and Marine Corps forces in the United States and Japan, providing secure access to integrated voice, video and data communications.”
In 2009 NMCI became the first network to deploy the Global Address List (GAL), a multiservice address list that increases interoperability by enabling Navy and Marine Corps users to access the Defense Information Systems Agency’s Joint Enterprise Directory Services (JEDS) contact list.
Additional improvements to network performance are also underway with the deployment of the Network Operations Common Operating Picture (NetOps COP). The tool helps provide enhanced situational awareness via increased information sharing and collaboration to commanders by giving them a common picture of network performance. Commanders can see scheduled maintenance tasks and other issues impacting the network, giving them the option to defer work that might affect the flow of critical information from the battlefield.
Work in 2008 has increased NMCI’s ability to respond to security issues and the program was the first network to implement fully the Department of Defense information assurance standards in both classified and unclassified environments. Among the enhancements were the deployment of Websense content filtering, an information assurance tool designed to inspect and block inbound Web traffic containing malicious code with little impact to the user. According to NMCI public affairs, “Websense allows the Network Operational Commands to set a tailored blocking policy by content such as gambling, hate speech or adult content, rather than blocking specific sites or URLs only. This allows the network operators to block sites much more efficiently and outsources the fight against the growing amount of inappropriate content.”
According to the Navy, Websense enables users to block or unblock sites, based on emerging and/or dynamic threats. The NMCI blocking policy is determined by various operational commands, such as the Naval Network Warfare Command, and enforced by the Global Network Operations Center, based in Norfolk. Blocked sites are redirected to a notification page which then links to a page on NMCI’s homeport Web site. On this site, a user can submit a request that a site be unblocked in order to support mission requirements.
In addition, NMCI is upgrading existing servers with Bluecoat proxy servers, which provides better capacity and traffic management functions. According to NMCI’s own data, a few users account for the majority of NMCI’s bandwidth usage, mostly attributed to streaming internet radio and video. New servers will allow bandwidth usage monitoring, down to a command or user level.
The security upgrades have been well received by the Navy. On March 31, 2009, Rear Admiral (Ret.) John A. Gauss, Acquisition Director for the NGEN System Program Office (SPO) said during a press conference that “NMCI is the most secure network within the Navy.”
The Navy and HP measure end user satisfaction through a series of quarterly satisfaction surveys. End user satisfaction has steadily improved, reaching a high of nearly 86% in February 2008, as compared to 80% in December 2006. This is largely due to the upgrade of nearly 112,000 desktop and laptop computers in 2007, and a combination of network enhancements that are improving speed and reliability. HP is on track to upgrade another 120,000 seats in 2008 at Navy and Marine Corps bases in the US and Asia.
Working in tandem with the technology refresh are the virtualization efforts on the network. NMCI is on track to move from 2,700 servers down to roughly 300. The efforts are expected to save more than $1.6 million per year in electricity costs. Additionally, the decrease in the number of servers being refreshed will lower the cost of updating the equipment, leading to a potential savings of at least $1.5 million over four years.
A highlight of the Navy’s virtualization efforts was its win of InfoWorld’s 2009 Green 15 Award, which honors 15 companies and/or organizations for their green IT projects. Ted Samson, Senior Analyst for InfoWorld said of the honorees, “This year’s Green 15 winners demonstrate, once again, that green IT projects can be a win-win proposition. These organizations have not only helped the planet by reducing greenhouse gas emissions, preserving trees, and keeping e-waste out of landfills. They’ve also reaped measurable business benefits, such as significantly lower electricity bills, fewer hardware refreshes, and postponed datacenter-expansion projects — along with gains in efficiency and productivity.”
In 2006, the NMCI program office was criticized for its annual customer-satisfaction surveys. Officials refuse to release the raw data, leading to accusations that their conclusions are overly sunny. One NMCI director, Rear Admiral James B. Godwin III, said releasing the results would challenge the “integrity of our data.”
The Department of the Navy has shown no desire to scale back or cancel the program. On 24 March 2006 the Navy exercised its three-year, $3 billion option to extend the contract through September 2010.
In April 2006, users began to log on with Common Access Cards (CACs), a smartcard-based logon system called the Cryptographic Log On (CLO). In October 2008, NMCI’s prime contractor HP posted a set of procedures so Apple Mac users can access NMCI’s public-facing Web services, such as the e-mail and calendar functions, using their CAC readers with their Macs. The workaround also works with other Defense Department CAC-enabled networks. Alternatively, NMCI and all other CAC-authenicated DoD websites may be accessed using LPS-Public.
After early challenges, the Navy is pleased with the performance and security of the NMCI network. According to Capt. Tim Holland, program manager for the Navy’s Next Generation Enterprise Network (NGEN), “NMCI is very robust today—we have good security with it, very good performance.” In an interview the DoN CIO Robert J. Carey stated, “The plan is that NGEN will be in place before the NMCI contract expires because it is not a renewable contract. According to the Navy, NMCI will serve as the baseline from which it will transition to NGEN.
The Navy’s confidence in NMCI today marks a significant turnaround from the challenges cited in the GAO’s report of December 2006. The report states that “NMCI has not met its two strategic goals—to provide information superiority and to foster innovation via interoperability and shared services.” The document also goes on to evaluate HP’s performance, “GAO’s analysis of available performance data, however, showed that the Navy had met only 3 of 20 performance targets (15 percent) associated with the program’s goals and nine related performance categories.”
In contrast are the more recent comments from Vice Adm. Harry B. Harris Jr., deputy chief of naval operations for communication networks (OPNAV N-6) and deputy chief information officer, Department of the Navy. “I believe that NMCI in 2008 is achieving much of what we had hoped NMCI would achieve. It’s leveled the playing field for security. It’s allowed us to do things like push security patches that go through the whole enterprise that’s on NMCI. If you look at NMCI historically, it was probably the first step for the Navy to move into what was then called Joint Vision 2010 and now is Joint Vision 2020. It’s actually done that, and it’s moving the Navy toward the U.S. Defense Department’s goal of information superiority. So, I see a lot of good things with NMCI.”
NMCI works today and it continues to improve as user needs evolve and technology opportunities arise. During the final two years of the contract, technology initiatives included new hardware, applications, and services to support the Navy and Marine Corps’ advanced IT needs. HP will install more than 110,000 new laptops and desktops, and will push more upgrades to improve end-users’ IT capabilities through upgraded machine capacity, new operating systems, and new service lines.
“MARINE CORPS INTELLIGENCE ACTIVITY QUANTICO, VA Kabar Cohort 4, Team 4 Capstone Project Marine Corps Intelligence Activity Military and Civilian Interaction By:
Captain John P. Brown, USMC Mrs. Christina Clark Mr. Jorge Miranda Mr. Neri G.Terry, Jr. Capstone Advisors: Dr. Susmita Murphy, PhD Ms. Katy Stucky June 2011 Table of Contents Introduction Methodology Discussion -The Origins of Civilians at MCIA -Breakdown of Survey Respondents and Results -Key Differences: Culture and Commonality CI/Humint / PAC Comparison Recommendations Conclusions Appendix A: Ka-Bar Civilian Military Environmental Survey Introduction For some years, the perception of intra-workforce tension, particularly between military and civilian personnel, has pervaded MCIA. Recently, during the fourth iteration of the Kabar Leadership Training Program, Marine Corps Intelligence Seniors requested that a group of four mid-level managers examine the professional interaction between its military and civilian personnel – this request is itself a tacit acknowledgement of that perception. This paper is the result of that group’s efforts. Its purpose is to examine and confirm if friction exists between the Marine Corps Intelligence Activity’s (MCIA) military and civilian workforces. Furthermore, this paper will provide evidence (or lack there of) of friction, research its cause, and provide recommendations to reduce or eliminate it. Although MCIA has existed for over 20 years, it is imperative at this juncture in its history to take a hard look at workforce interaction. The implementation of the Marine Corps Intelligence, Surveillance, and Reconnaissance Enterprise (MCISR-E) combined with shrinking budgets across the federal government necessitates that the command fully understand the differences in workforce attitudes, dynamics, and how these differences impact the command’s ability to efficiently and effectively achieve mission accomplishment.”
During his military career, he served as Commander, United States European Command (COMUSEUCOM) and Supreme Allied Commander Europe (SACEUR) from 2003 to 2006 and as the 32nd Commandant of the Marine Corps from July 1999 to January 2003. Jones retired from the Marine Corps on February 1, 2007, after 40 years of service.
After retiring from the Marine Corps, Jones remained involved in national security and foreign policy issues. In 2007, Jones served as chairman of the Congressional Independent Commission on the Security Forces of Iraq, which investigated the capabilities of the Iraqi police and armed forces. In November 2007, he was appointed by the U.S. Secretary of State as special envoy for Middle East security. He served as chairman of the Atlantic Council from June 2007 to January 2009, when he assumed the post of National Security Advisor which he held until November 2010.
“Digital Fires Instructor Serco – Camp Pendleton, CA
Posted 377 days ago 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.
•Works directly with customers and team members to determine project scope and specifications.
•Provides research and analysis to support military organizations.
•May support development and analysis of products, including training modules, evaluation tools, etc.
•Presents analysis or products to customers.
•May support policy and procedure development for agency, interagency, or community-wide support.
•May interact with outside customers and functional peer groups.
• Participates in the development, testing, maintenance and delivery of training and educational programs and related materials in support of complex products and/or procedures.
• Knowledge on the operational employment and TTPs of the following C2 systems and software applications in the COC operating environment is required:, AFATDS, FBCB2-BFT, JADOCS, and supporting C2 systems/software applications found available for use the regimental/battalion Combat Operations Center (COC).
• Conducts training sessions and assists in evaluating the effectiveness of training activities.
• May assist with updating course documentation on a continuous basis to ensure timeliness and relevance.
• May work with engineering, technical support and manufacturing to ensure that course material reflects current product features. Desired Skills and Experience
•Requires a bachelor’s degree in a related field; graduate degree preferred, plus 3 years’ experience as a Military Analyst and/or formal military training. Appropriate clearance level required.
•Work is usually performed at a government site, some of which may be remote.
•Working conditions may vary.
•Travel may be required.
• Have attended DoD formal instructor courses, such as the Marine Corps’ Formal School’s Instructor’s Course, or service equivalent
• Four years of documented experience instructing and employing their respective C2 system in support of MAGTF operations
• Background as an 0844 or 0848 MOS (USMC MOS, or equivalent USA MOS appropriate), with formal training and experience utilizing AFATDS (Advanced Field Artillery Target Data System), EMT (Effects Management Tool), PSS-SOF (Precision Strike Suite – Special Ops Forces)
• Active Secret Clearance or the ability to obtain a Secret clearance is required.
• Formal AFATDS Training required, Strike-Link, PSS-SOF, JADOCS experience desirable”
“Behind the Sordid World of Online Assassination Betting
I have heard rumors about this website, but I still cannot quite believe that it exists. I am looking at what I think is a hit list.
There are photographs of people I recognize—prominent politicians, mostly—and, next to each, an amount of money. The site’s creator, who uses the pseudonym Kuwabatake Sanjuro, thinks that if you could pay to have someone murdered with no chance—I mean absolutely zero chance—of being caught, you would.
That’s one of the reasons why he has created the Assassination Market.
There are four simple instructions listed on its front page:
Add a name to the list
Add money to the pot in the person’s name
Predict when that person will die
Correct predictions get the pot
The Assassination Market can’t be found with a Google search. It sits on a hidden, encrypted part of the internet that, until recently, could only be accessed with a browser called The Onion Router, or Tor. Tor began life as a U.S. Naval Research Laboratory project, but today exists as a not-for-profit organization, partly funded by the U.S. government and various civil liberties groups, allowing millions of people around the world to browse the internet anonymously and securely.
My journey took me to new places online and offline. I became the moderator of an infamous trolling group and spent weeks in forums dedicated to cutting, starving, or killing yourself. I explored the labyrinthine world of Tor Hidden Services in search of drugs, and to study child pornography networks. I witnessed online wars between neo-Nazis and antifascists on popular social media sites, and signed up to the latest porn channels to examine current trends in homemade erotica. I visited a Barcelona squat with anarchist Bitcoin programmers, run-down working men’s clubs to speak to extreme nationalists, and a messy bedroom to observe three girls make a small fortune performing sexually explicit acts on camera to thousands of viewers. By exploring and comparing these worlds, I also hoped to answer a difficult question: do the features of anonymity and connectivity free the darker sides of our nature? And if so, how?”
Serco Company Advisers
New Street Square
T: +44 (0)20 7936 3000
F: +44 (0)20 7583 1198
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HSBC Bank PLC
8 Canada Square
T: +44 (0)20 7991 8888
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N M Rothschild & Sons
St Swithin’s Lane
Tel: +44 20 7280 5000
Fax: +44 20 7929 1643
www.rothschild.com (Please note: this link will open the page in a new browser window.)
20 Bank Street,
E14 5JP2R 6DA
T: +44 (0)20 7155 5000
F: +44 (0)20 7155 9800
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Bank of America
T: +44 (0)20 7996 1000
F: +44 (0)20 7996 2919
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Clifford Chance LLP
10 Upper Bank Street
T: +44 (0)20 7006 1000
F: +44 (0)20 7006 5555
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T: +44 (0)871 384 2932
T: +44 (0)121 415 7047
F: +44 (0)121 433 8150
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“Stop Sweeping Serco under the Carpet
Wednesday, 22 July 2015, 2:32 pm
Press Release: New Zealand First Party
22 JULY 2015
Stop Sweeping Serco under the Carpet
The government must be accountable for Serco-run prisons and the ‘fight club’ mess at Mt Eden but they are being swept under the carpet, says New Zealand First.
“Just this morning, National MPs on the Law & Order Select Committee, who make up the majority, voted against New Zealand First’s resolution for the committee to undertake a thorough investigation into Serco’s operations,” says Corrections Spokesperson Mahesh Bindra.
“Yet Prime Minister John Key in Parliament yesterday admitted the government did not know ‘the what, how and why’ of the incident. Now they’re sweeping it under the carpet.
“The so-called review by the Chief Inspector of Corrections is not good enough because the Serco affected staff will not be willing to put their own jobs at risk by talking to an employee of Corrections.
“The government must front up and deal with the issue, and Corrections Minister Peseta Sam Lotu-Iiga must also take responsibility for repeatedly endorsing Serco and failing to deliver on promised reviews.
“Slapping Serco on the hand with financial penalties is only a wet bus ticket and doesn’t go far enough. Serco needs to go and so does the Minister,’ says Mr Bindra.
“Serco Awarded $13 Million Marine Training Systems Support Contract
Date : 28 February 2014
Serco Inc., a provider of professional, technology, and management services, announced the award of a new contract to provide training support to the US Marine Corps (USMC). The Marine Air Ground Task Force (MAGTF) Training Systems Support contract has a one-year base period and one six-month option period valued at nearly $18 million, if the option is exercised.
Under this contract, Serco will support Combat Instructor School training, systems integrations and operations in a classroom and operations center environment in support of MAGTF Staff Training Program Division-sponsored and supported events. Serco will deliver collaborative tools and web development for garrison and tactical event environments. Training support will include warfighting skills and seminars, mission rehearsal exercises, C2 systems, and combat simulation. Serco expects to hire over 100 new employees to support this contract at 6 sites around the world.
“The Marines mission is critical to our national security and we are proud to support them on this effort,” said Dan Allen, Serco Inc.’s Chairman and Chief Executive officer. “Serco is known around the world for the quality of our training programs. We look forward to putting our experience to work for the Marines and to support their vital training requirements.”
Personnel and Readiness is a key capability within Serco’s market offering. The company provides training and simulation to over 1,000 students a month at the US Army Maneuver Center of Excellence in Fort Benning, GA. At Fort Benning, Serco conducts and supports integrated and immersive tactical training exercises up to Brigade level using Live, Virtual, and Constructive Gaming (LVC-G) systems. Serco utilizes integrated exercise systems like Command Post of the Future (CPoF), Future Battle Command Brigade and Below (FBCB2), Army Battle Command Systems (ABCS) and Virtual Battlespace II (VBS2).
“Loan Improvement Jan 31, 2001 SBA modernizes to help feed its growing programs
BY PATRICIA DAUKANTAS | GCN STAFF
Under a five-year plan for overhauling its information technology systems, the Small Business Administration recently acquired new software for financial and other administrative tasks. .. In the first phase of the modernization, the agency has upgraded systems for managing its extensive portfolio of guaranteed loans, chief operating officer Kristine Marcy [Field McConnell’s sister] said. SBA processed its first electronic loan last November through its Sacramento, Calif., office and plans to add more private lenders during fiscal 2001. .. Marcy said. Banks had been asking SBA to make faster decisions on loan guarantees. The agency decided to aim for a [onion router] turnaround time of one hour. In the second phase of modernization, SBA is revamping its financial, human resources, procurement and travel systems with Web-enabled Oracle Corp. applications. .. The second-phase integrator, SRA International Inc. of Arlington, Va., has subcontracted with a number of small firms for things such as training and data conversion [Note Serco protégé Base One opened a document conversion center in the Bronx in 2006, presumably to deal with Obama’s passport problems]. .. In the final phase of the modernization, SBA will upgrade the computers in its 8(a) Business Development Program, which assists small businesses in competing for government contracts, Marcy said. The agency wants to be able to improve its tracking of clients’ successes and failures [through to liquidation by the SBA’s preferred lenders and sureties such as HSBC and Travelers Casualty and Surety Company of America – note merged with Citigroup and John Deutch’s CIA friends!].”
For more information, please contact:
Alan Hill, VP Corporate Communications
Tel: +1 703 939 6500 and Email: email@example.com
Download PDF [PDF, 98 KB] (Please note: this link will open the page in a new browser window)
“Maria Contreras-Sweet (born 1955) is the 24th and current Administrator of the Small Business Administration. She was formerly the executive chairwoman and founder of ProAmérica Bank, a commercial bank focusing on small to mid-sized businesses with a specialty in the Latino community. Born in Guadalajara, Mexico, Contreras-Sweet immigrated to Los Angeles, California and has since been involved in both the private sector founding a private equity firm and in public service as the California Secretary of Business, Transportation, and Housing under Governor Gray Davis.
On January 15, 2014, she was nominated by President Barack Obama to join his Cabinet as head of the Small Business Administration. She was confirmed as the Administrator of the Small Business Administration by voice vote on March 27, 2014.She assumed role of her position as Administrator of the Small Business Administration on April 7, 2014.”
“The USNO Master Clock is the underlying product for all of our precise time and time interval products.
The timing reference produced by this timing ensemble is called UTC(USNO). This timing reference is mandated to be the precise time reference for all of the DoD.”
“Serco farewell to NPL after 19 years of innovation 8 January 2015 .. During that period under Serco’s management and leadership.. .. 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 [GPS remote assassination betting] trading in the City through NPLTime.”
“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
“Base One Technologies – Corporate Strategy – We are a Government Certified Women-Owned Business
We practice Diversity Recruitment and Staffing for IT positions
Base One was founded in 1994 by a women engineer who had made a career in technology research for many years. Base One has been very successful in focusing on diversity recruiting and staffing for IT projects. It has been our experience that the greater the diversity mix, the more creative the solution. As in any field the more diverse the viewpoint the more thorough your analysis. Our engineers can think out of the box.
Because of our affiliations we have access to pools of resources among more diverse groups & individuals. We work with a large pool of minority professionals who specialize in IT skills. We are able to have access to these resources through our status as a D/MWBD firm and our affiliations. These affiliations assist us in working with resources among more diverse groups & individuals.
We are also partnered with firms that are 8A certified as Minority firms, Disabled Veteran firms, Native American firms, Vietnam veteran firms, women owned firms.
Our hub zone location keeps us close to the professional organizations of great diversity. We are active in recruiting from and networking with these community organizations of local IT professionals. This has given us access to a large pool of diversity talent.
Base One’s staff of engineers are a diverse group of professionals. This diverse network of engineers helps us to branch out to other engineers and creates an even larger network of resources for us to work with.
The greater the diversity the more complete & thorough the analysis. The broader the spectrum of points of view the broader the scope of the analysis. We feel that a diverse team gives us a greater advantage in creating cutting edge solutions. To that end we will continue to nurture these relationships to further extend our talent pool.
The greater the diversity mix, the more creative the solution.
The more diverse the viewpoint, the more thorough the analysis.
The more diverse our team, the more our engineers can think out of the box.
This is why Base One Technologies concentrates on diversity recruitment in the belief that a diverse team gives us a greater advantage in creating cutting edge solutions.”
Information Security Planning is the process whereby an organization seeks to protect its operations and assets from data theft or computer hackers that seek to obtain unauthorized information or sabotage business operations.
Key Clients Benefiting From Our Information Security Expertise: Pentagon Renovation Program, FAA, Citigroup, MCI.
Base One technologies
Expertly researches, designs, and develops information security policies that protect your data and manage your firm’s information technology risk at levels acceptable to your business.
Performs architectural assessments and conducts both internal and external penetration testing. The results of these efforts culminate in an extensive risk analysis and vulnerabilities report.
Develops, implements and supports Information Security Counter measures such as honey-pots and evidence logging and incident documentation processes and solutions.”
“The 8(a) Business Development Program assists in the development of small businesses owned and operated by individuals who are socially and economically disadvantaged, such as women and minorities. The following ethnic groups are classified as eligible: Black Americans; Hispanic Americans; Native Americans (American Indians, Eskimos, Aleuts, or Native Hawaiians); Asian Pacific Americans (persons with origins from Burma, Thailand, Malaysia, Indonesia, Singapore, Brunei, Japan, China (including Hong Kong), Taiwan, Laos, Cambodia (Kampuchea), Vietnam, Korea, The Philippines, U.S. Trust Territory of the Pacific Islands (Republic of Palau), Republic of the Marshall Islands, Federated States of Micronesia, the Commonwealth of the Northern Mariana Islands, Guam, Samoa, Macao, Fiji, Tonga, Kiribati, Tuvalu, or Nauru); Subcontinent Asian Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands or Nepal). In 2011, the SBA, along with the FBI and the IRS, uncovered a massive scheme to defraud this program. Civilian employees of the U.S. Army Corps of Engineers, working in concert with an employee of Alaska Native Corporation Eyak Technology LLC allegedly submitted fraudulent bills to the program, totaling over 20 million dollars, and kept the money for their own use. It also alleged that the group planned to steer a further 780 million dollars towards their favored contractor.”
“Government still paying G4S and Serco millions for tagging despite ban Alan Travis Home affairs editor
Thursday 25 June 2015 00.01 BST
The Ministry of Justice is still paying security firms G4S and Serco millions of pounds every month for supplying electronic tagging equipment, more than a year after both companies were barred from running the contract.
Both companies faced criminal investigations by the Serious Fraud Office over allegations of overcharging that led to them repaying nearly £180m.
The continuing monthly payments to the two companies were uncovered by an analysis of Ministry of Justice (MoJ) data by the Centre for Crime and Justice Studies which shows that G4S was paid a total of £8.7m between March 2014 – when it lost the tagging contract – and February 2015. Serco was paid £4.5m over the same period.
The electronic monitoring tags are used to enforce curfews on more than 100,000 offenders each year. The outsourcing giant Capita took over the contract on an interim basis in April last year.
In July 2014, Capita and three other companies were named as the winners of a £265m six-year contract to supply the next generation of satellite tracking tags, which would allow dangerous and repeat offenders to be monitored around the clock.”
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