#2835: Who Linked A Deplorable Sister To Obama’s Red Switch Bypass And Serco’s 8(a) SCIF For Snuff?
United States Marine Field McConnell
Plum City Online – (AbelDanger.net)
November 16, 2016
1. Abel Danger (AD) has linked Field McConnell’s ‘Deplorable’ sister Kristine Marcy to a bypass of President Barack Obama on the Red Switch Network and Serco’s alleged deployment of sensitive compartmented information facilities (SCIF) for the use of its 8(a) snuff-film crews.
2. AD claims that Marcy, founder of DOJ Pride and the all-powerful Senior Executive Service, decided Obama could not be trusted with Red Switch privileges and transferred responsibility for false-flag operations such as ISIS attacks in Brussels on March 22, 2016, to Serco snuff-film crews.
3. United States Marine Field McConnell – Global Operations Director of Abel Danger –has offered to serve as a five-star general in a Trump administration to recapture Red Switch privileges for POTUS 45 and to destroy Serco’s 8(a) snuff-film networks allegedly used during the 9/11 attacks by McConnell’s deplorable sister Kristine Marcy.
SCIF Portable and Modular Buildings for Military and Government Use
Brussels Terrorists attacks [Footage] – bomb explosion at Brussels airport and metro
Meet Field’s Sister, Kristine Marcy (Sister Abel, Brother Cain)
Copy of SERCO GROUP PLC: List of Subsidiaries AND Shareholders! [Note British and Saudi Governments, AXA, HSBC, Teachers’ and Goldman Sachs]
Defense Ammunition Center [Outsourced to Serco]
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.”
“CASE STUDY 24th Air Force Cyber Operations Support …. 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.”
“February 4, 2012 Does Obama really lack cool phones? (Updated: December 21, 2014) In April last year, US president Obama told some fundraisers that he was disappointed by the communications equipment he found in the White House:
“I always thought I was gonna have like really cool phones and stuff,” he said during a Q&A session with contributors at a fund-raising meeting in Chicago on April 14, 2011.
“We can’t get our phones to work.” Acting out his exasperation, he said: “Come on, guys. I’m the president of the United States! Where’s the fancy buttons and stuff and the big screen comes up? It doesn’t happen.”
Obama made these remarks after the press pool had left and may not have realized some reporters back at the White House could still hear his comments. The president was probably responding to a question about bottlenecks in technological innovation and he used his White House experience as an example.
A lot of people would probably like to believe these remarks of the president, symbolizing the outdated state of the federal government. But in fact, what Obama said, isn’t quite true.
In 2006-2007 president George W. Bush had the White House Situation Room completely renovated, providing it with state-of-the-art communications facilities. Since then the real Situation Room has all the phones and videoscreens and other stuff, which was before only seen in movies.
Also, when Obama took over the office in January 2009, he found quite a cool phone on the presidential desk in the Oval Office: an Integrated Services Telephone 2, or IST-2. This is a so called red phone (I’ll explain that term in a later blog post) capable of making both secure and non-secure calls from one single instrument:
The IST-2 was installed in the White House in 2007. It’s a phone specially designed for the US Defense Red Switch Network (DRSN), which connects the president and the Pentagon with all major military command centers. These new phones were part of an upgrade of the communications system, which became necessary after some serious communication problems occurred during the 9/11 attacks.
Therefore, the problems caused by outdated equipment should have been solved under president Bush. This would leave nothing to complain about for Obama anymore.
But there’s an other interesting fact. Only a few weeks before Obama made his aforementioned remarks in April 2011, the rather rare IST-phone had just been replaced by two more ordinary sets:
Now we see a Cisco 7975G Unified IP Phone (with expansion module 7916) behind a Avaya/Lucent 8520T on Obama’s desk. This Lucent phone is from the most widely used business phone series worldwide, but is dating back to the mid-nineties. The Cisco 7975G is a VoIP (Voice over IP) telephone, and as such also one of the most widely used. Both are high-end multiline models, with many functions and large displays, with the Cisco one even having a full colour touchscreen. This phone is also “cool”, not because of having the military grade specifications or the exclusiveness like the IST-2, but because the phone (and its ringtone in particular) became an almost iconic item from the highly popular tv-series24:
This series, which was broadcasted between 2001 and 2010, shaped people’s imagination of the presidency and was in many ways a forerunner of reality. For example there was a popular black president (David Palmer) years before Obama was elected, and much of the fancy communications equipment from the series, like video teleconferencing, was implemented in the real White House Situation Room in 2007. And now the real president also has the same cool Cisco phone as the heroes used in the tv-series.
So, as we have seen, Obama didn’t really tell the truth. The story he told the fundraisers was true during the beginning of the Bush administration, but not during his. Obama actually has some quite cool phones at his disposal, but maybe the only thing is that he just doesn’t realize that”.
“Twenty percent of senior executives unprepared for transition
By Brittany Ballenstedt
November 20, 2008
One-fifth of Senior Executive Service members have no knowledge of presidential transition activities at their agencies, according to a new survey by the National Academy of Public Administration.
The survey results, released on Thursday at the academy’s fall meeting, indicated that most senior executives appear to be making traditional preparations for the handoff, such as compiling information on agency budgets and mandates, and scheduling briefings on key programs and initiatives. But 21 percent of executives said they were not aware of such actions.
“I’m a charter member of the SES, and the response of 20 percent of existing senior executives who said they could not answer the question of the transition activities under way at their agencies — that’s deplorable,” said Kristine Marcy, an associate at the consulting firm McConnell International, during a presentation of the survey results. “The whole premise of the Senior Executive Service is that you have the management skills and the leadership skills to step up to the plate.”
The questionnaire, which was distributed to 4,799 senior executives during September and October, had a 23 percent response rate. The goal was to determine how to best cultivate effective partnerships between career and political leaders in the next administration.
Marcy said executives who lacked transition knowledge might have a harder time forging relationships with appointees, and advised the academy to help train them. “It may mean they’re risk-averse,” she said, “but that’s another troubling fact we need to deal with in government.”
Most senior executives who responded to the survey said they had not been through a presidential transition in their current role, and 33 percent reported they had not experienced a shift in political leadership at their agency. Fifty-one percent of respondents said they have been in the government for more than 20 years.
Executives identified confirmation delays, a lack of trust between career and political officials, and appointee reluctance to identify and leverage the expertise of career employees as having the greatest potential to slow the transition. Responses also suggested that senior executives see their roles at federal agencies as internally focused, while they view political appointees as working externally, particularly with Congress.
NAPA recommended that executives conduct briefings on programs, the budget and strategic initiatives; learn how the goals and management styles of incoming appointees align with the organization; and provide honest counsel when appointees seek their help.
“There’s a responsibility for career executives to prepare their organizations,” Marcy said. “They have the responsibility for cross-training and cross-orientation with their peers and with their subordinate staff, and I think sometimes that’s lost.”
Meanwhile, NAPA conducted a separate survey of current Senate-confirmed presidential appointees to gauge their perspectives and to provide advice to the next generation of agency leaders. An interim report, also released at Thursday’s meeting, said appointees listed managing and evaluating employee performance and measuring results among their most important responsibilities.”
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.
By the time SBA celebrates its 50th anniversary in 2003, agency officials want all their programs up and running around the clock, chief financial officer Joseph Loddo said.
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 said.
SBA processed its first electronic loan last November through its Sacramento, Calif., office and plans to add more private lenders during fiscal 2001.
The agency’s staffing level has dropped 22 percent over the past eight years, which is another reason to improve IT, Marcy said. Over the past decade, SBA’s portfolio of loans to small and disadvantaged businesses has more than doubled to $50 billion.
‘We’re a small agency with a huge portfolio,’ Marcy said. SBA supplies more than half of the U.S. venture capital available each year.
Seventy percent to 80 percent of the loans are booked through a preferred lender program, which involves nearly 7,000 banks, Marcy said. SBA guarantees the loans, just as the government backs student and housing loans.
‘The financial and IT businesses were changing so rapidly, we had to make some changes to stay current with the private sector,’ Marcy said. Banks had been asking SBA to make faster decisions on loan guarantees. The agency decided to aim for a 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.
Online in October
The financial system will use Oracle’s U.S. Federal Financials 3.3, which meets the requirements of the Joint Financial Management Improvement Program.
SBA announced the $1.5 million Oracle contract late last year and plans to bring the software online by Oct. 1, Loddo said.
‘We need to make sure we are appropriately sensitive to small businesses’ and have small-business partners, not just Oracle, Marcy said.
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.
Also, a core team of senior SBA employees has been transferred away from day-to-day tasks to help with the modernization, Loddo said.
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. [Checkhttps://www.sba.gov/sites/default/files/lender/inv_sbic-2008-10-b-831641en1.pdf]”
“Company Profile & SCIF Construction
SCIF Solutions®, Inc. is a disabled veteran-owned company whose associates include a number of former military SCIF experts and professionals. Together our SCIF construction experts bring more than 100 years of experience in Security and Intelligence who can help in designing and implementing your SCIFs and security projects. Bruce Paquin founded SCIF Solutions®, Inc., Secured Rooms, Inc. and NISPOM Help, Inc as the next step in his lifelong military career, including more than 12 years as a leader in the security and intelligence world. During his Naval career Bruce served aboard NAS Glynco, GA, U.S.S. John F. Kennedy, NAS Cecil Field, FL, NAS Guantanamo Bay, Cuba and other key locations as an Air Traffic Controller. While in the Navy, Bruce served with the National Narcotics Border Interdiction System (NNBIS) as an Intelligence Officer. Bruce was responsible for the apprehension of narcotics smuggled into the United States and received a number of awards for his efforts. After retiring from the Navy, with 20 years of service, he went on to teach high school before joining the Florida Department of Law Enforcement (FDLE) where he was a Criminal Investigative Analyst.
Bruce then moved into the Immigration and Nationalization Service at Dulles International Airport where he worked as an Immigration Inspector before transferring to the Department of Defense, Defense Security Service (DSS) as an Industrial Security Specialist (ISS). In this capacity he was responsible for ensuring that the SCIFs and other facilities in his charge complied with the NISPOM and other Federal regulations. Bruce went on to establish SCIF Solutions®, Inc. in 2004.
Aside from his years of experience as a military SCIF expert, Bruce’s status as a Vietnam-era Disabled Veteran makes all of his companies a good vendor choice to meet your government requirements and all your SCIF construction needs. Bruce also holds an AS in Management, a BS in Aeronautical Science and a Masters Degree in Aviation Aerospace Management from Embry-Riddle Aeronautical University.”
“A hidden world, growing beyond control
Monday, July 19, 2010; 4:50 PM ..
It’s not only the number of buildings that suggests the size and cost of this expansion, it’s also what is inside: banks of television monitors. “Escort-required” badges. X-ray machines and lockers to store cellphones and pagers. Keypad door locks that open special rooms encased in metal or permanent dry wall, impenetrable to eavesdropping tools and protected by alarms and a security force capable of responding within 15 minutes. Every one of these buildings has at least one of these rooms, known as a SCIF, for sensitive compartmented information facility. Some are as small as a closet; others are four times the size of a football field.
SCIF size has become a measure of status in Top Secret America, or at least in the Washington region of it. “In D.C., everyone talks SCIF, SCIF, SCIF,” said Bruce Paquin, who moved to Florida from the Washington region several years ago to start a SCIF construction business. “They’ve got the penis envy thing going. You can’t be a big boy unless you’re a three-letter agency and you have a big SCIF.”
SCIFs are not the only must-have items people pay attention to. Command centers, internal television networks, video walls, armored SUVs and personal security guards have also become the bling of national security. “You can’t find a four-star general without a security detail,” said one three-star general now posted in Washington after years abroad. “Fear has caused everyone to have stuff. Then comes, ‘If he has one, then I have to have one.’ It’s become a status symbol.”
Among the most important people inside the SCIFs are the low-paid employees carrying their lunches to work to save money. They are the analysts, the 20- and 30-year-olds making $41,000 to $65,000 a year, whose job is at the core of everything Top Secret America tries to do.
At its best, analysis melds cultural understanding with snippets of conversations, coded dialogue, anonymous tips, even scraps of trash, turning them into clues that lead to individuals and groups trying to harm the United States.”
“REPORT CLAIMS CLINTON’S MAID HAD ACCESS TO A SCIF
NOVEMBER 9, 2016 GIKOREA 15 COMMENTS
The NY Post recently reported that Hillary Clinton had been allowing her maid to print out classified emails for her. What really puzzled me though was this passage where the maid had access to a SCIF:
Santos also had access to a highly secure room called an SCIF (sensitive compartmented information facility) that diplomatic security agents set up at Whitehaven, according to FBI notes from an interview with Abedin. From within the SCIF, Santos — who had no clearance — “collected documents from the secure facsimile machine for Clinton,” the FBI notes revealed.
Just how sensitive were the papers Santos presumably handled? The FBI noted Clinton periodically received the Presidential Daily Brief — a top-secret document prepared by the CIA and other US intelligence agencies — via the secure fax. [NY Post]
Unless you are in the military or work with classified information in the government I don’t think most people realize how significant this is. How did the maid have access to a SCIF? How did she even get in? I could only imagine what would happen to a service member who brought a random janitor for example into a military SCIF and let them run around and grab documents.2″
“Preparing the 8(a) application package
.. The application process is intended to assure that each applicant receives a fair, unbiased review, free from favoritism and influence. Any irregularities in the application review process should be immediately referred to the SBA Inspector General.
Definition of Socially and Economically Disadvantaged Individuals Socially disadvantaged individuals are those who have been subjected to racial or ethnic prejudice or cultural bias because of their identities as members of groups without regard to their individual qualities. The social disadvantage must stem from circumstances beyond their control.
In the absence of evidence to the contrary, the following individuals are presumed to be socially disadvantaged: Black Americans; Hispanic Americans (persons with origins from Latin America, South America, Portugal and Spain); Native Americans (American Indians, Eskimos, Aleuts, and Native Hawaiians); Asian Pacific Americans (persons with origins from Japan, China, the Philippines, Vietnam, Korea, Samoa, Guam, U.S. Trust Territory of the Pacific Islands [Republic of Palau], Commonwealth of the Northern Mariana Islands, Laos, Cambodia [Kampuchea], Taiwan, Burma, Thailand, Malaysia, Indonesia, Singapore, Brunei, Republic of the Marshall Islands, Federated States of Micronesia, Macao, Hong Kong, Fiji, Tonga, Kiribati, Tuvalu, or Nauru); Subcontinent Asian Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands or Nepal);And members of other groups designated from time to time by the SBA.”
“Serco Processes 2 Millionth Patent Application for U.S. Patent and Trademark
Office Date: 18 Mar 2013 Serco Inc., a leading provider of professional, technology, and management services to the federal government, announced today that their Pre-Grant Publication (PGPubs) Classification Services team recently processed their 2 millionth patent application for the U.S. Patent & Trademark Office (USPTO). Each application was also processed within the contractually required 28-day window.”
“3.4.1 Federal Public Key Infrastructure Policy Authority (FPKIPA)
Any infrastructure which cuts across multiple agencies requires the cooperation of the affected agencies to make it work. The Federal PKI is no different. While agencies may run their own agency-specific PKI domains to serve their own agency-specific needs, interoperating with other agencies imposes unique requirements and obligations. The model of governance reflects the fact that the Federal PKI has evolved from the bottom up, from agencies adopting this technology to serve their specific needs rather than having its use prescribed for them. In 1996, the Federal PKI Steering Committee was formed under the Government Information Technology Services Board, co-chaired by OMB and the National Partnership for Reinventing Government (NPR). The Steering Committee, comprising over 50 members representing over two dozen agencies, has as its focus the promotion of interoperable PKI solutions, the development of common guidance, and the sharing of information so that agencies considering or deploying PKI solutions can benefit from those who have already done so. Participation in the Steering Committee is voluntary. Its activities are published at http://gits-sec.treas.gov.”
“Super Serco bulldozes ahead
By DAILY MAIL REPORTER UPDATED: 23:00 GMT, 1 September 2004
SERCO has come a long way since the 1960s when it ran the ‘four-minute warning’ system to alert the nation to a ballistic missile attack.
Today its £10.3bn order book is bigger than many countries’ defence budgets. It is bidding for a further £8bn worth of contracts and sees £16bn of ‘opportunities’.
Profit growth is less ballistic. The first-half pre-tax surplus rose 4% to £28.1m, net profits just 1% to £18m. Stripping out goodwill, the rise was 17%, with dividends up 12.5% to 0.81p.
Serco runs the Docklands Light Railway, five UK prisons, airport radar and forest bulldozers in Florida.”
“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.”
“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.”
“Christopher Rajendran Hyman CBE (born 5 July 1963 in Durban, South Africa) was Chief Executive of Serco Group plc from 2002 to October 2013. … On graduation, he worked for Arthur Andersen. In 1989, he won an 18-month exchange with Ernst & Young in London, who employed him after four months. Head hunted in 1994 by Serco, Hyman became European finance director, and in 1999 was made group finance director. In 2002, Hyman became chief executive. .. Hyman resigned from his role of Chief Executive of Serco on 25 October 2013 following allegations that Serco had overcharged government customers. .. He was [making a presentation to Serco shareholder, including British and Saudi governments] on the 47th floor of the World Trade Center [North Tower] at the time of the September 11 attacks in 2001.”
“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.”
“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.“
“Base One Technologies – Corporate Strategy – We are a Government Certified Women-Owned Business
We practice Diversity [Pride] Recruitment and Staffing for IT positions .. 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. .. 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 [Federal Bridge], MCI. .. Base One Technologies … Develops, implements and supports Information Security Counter measures such as honey-pots and evidence logging and incident documentation processes and solutions.”
“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”
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