Dear Prime Minister Harper:
Did Lena Trudeau’s Privy Council authorize Napawash 911?
Abel Danger believes that Crown Agents’ Sister Lena Trudeau extorted Canadian Privy councilors into authorizing the pedophile EW pilot Russell Williams to initiate an attack where false-flag explosions, casualties and infrastructure disruption were used by Trudeau's Napawash collaborators in their 911 attempt to overthrow the United States government.
Abel Danger Mischief Makers - Mistress of the Revels - 'Man-In-The-Middle' Attacks
“And the note from Jenna Dorn, the president and CEO of the National Academy of Public Administration to staff: Dear Colleagues – I ask you to join me in also congratulating Lena Trudeau, whom I have asked to serve as Vice President of the National Academy. Lena will assume responsibility for leading the Academy’s studies, strategic initiatives and business development. In that capacity, Lena will lead and supervise the Program Area Directors and other team members who are responsible for these functions. In her nearly two years with the National Academy, Lena has secured and led, as a Program Area Director, a number of “traditional” Academy studies, including work at Coast Guard, FEMA , and the Department of State. In addition, she has supervised the implementation of studies at the Environmental Protection Agency and the National Park Service. Along with Frank, Lena has been instrumental in the Academy’s successful launch and implementation of the Collaboration Project, which has in turn spawned the creation of a promising new business line in hosting National Dialogues. Lena brings to her new role a strong background in managing service delivery operations, and a proven ability to improve the Academy’s business processes and methodologies. She has over 15 years of consulting and management experience, leading multi-million dollar engagements for clients in the public, private and non-profit sectors. Immediately prior to joining the National Academy, she served as Vice President, Consulting Services for Ambit Group, a strategy and technology consulting firm dedicated to the federal marketplace. Previously, she has held positions atNokia, the world leader in mobility, at Touchstone Consulting (now SRA , Inc.), and in the Privy Council Office of the Government of Canada. Lena holds a Masters of Business Administration from the Richard Ivey School of Business at the University of Western Ontario and a Bachelor of Social Science in Political Science and Philosophy from the University of Ottawa. Lena recently shared with me her “appreciation for the importance – now more than ever – of the National Academy as a platform for positive change in government, as well as the exceptional national resource that is our Fellowship.” Please join me in welcoming her to this new leadership position. I know that in the time-honored tradition of the National Academy, I can count on you to give her your full support. Best, Jenna” “June 2008 Addressing the 2009 Presidential Transition at the Department of
Homeland Security .. Officers of the Academy J. Christopher Mihm, Chair of the Board Michael C. Rogers, Vice Chair Jennifer L. Dorn, President and Chief Executive Officer Kristine M. Marcy, Secretary Franklin S. Reeder, Treasurer FOREWORD Since the terrorist attacks of September 11, 2001 and the subsequent creation of the U.S. Department of Homeland Security (DHS), the United States has made significant progress in the fight against terrorism, both at home and abroad. These efforts have continued to evolve as the Nation has adapted to new threats and new realities. The intelligence community’s 2007 National Intelligence Estimate concludes that “the U.S. Homeland will face a persistent and evolving terrorist threat over the next three years. The main threat comes from Islamic terrorist groups and cells, especially al-Qa’ida, driven by their undiminished intent to attack the Homeland and a continued effort by these terrorist groups to adapt and improve their capabilities.”1 Over roughly the last year, terrorist plots were disrupted in Great Britain, Denmark, Germany and Spain, as well as Fort Dix, New Jersey, John F. Kennedy Airport and elsewhere. Evidence suggests that terrorists seek opportunities to take advantage of real or perceived weaknesses in our ability to detect, deter, prevent or respond to attacks and that they view elections and political transitions as periods of increased vulnerability. Terrorists may perceive the 3 to 6 months preceding and following a U.S. national election as a period of opportunity. Extended vacancies in political positions and changes in leadership in key DHS operating units—particularly when combined with terrorist motives to affect the outcome of the election or the success of the newly elected administration—could substantially increase the risk that a terrorist attack will be attempted in the United States. This means that at any given point—during the general election contest, the period between the election and inauguration, and immediately following the inauguration—the President must have in place a cadre of leaders and advisors whom he or she trusts and who: • Are politically empowered to act. • Can fully grasp the significance of the available intelligence. • Have the experience and mettle necessary to act on that intelligence. • Are intimately familiar with the National Response Framework and the roles and responsibilities of the many players. • Have established relationships with relevant private sector partners and government officials (both career and political) in their own department, in other federal departments, at the State and local level, and internationally who will need to mobilize resources to prevent or respond to a terrorist attack. Having these foundations established and experience in place cannot be imparted by a briefing book; there will be no time for “on-the-job” training. Imagine, for example, a terrorist attack on the New York City subway system similar to or even worse than the 2005 London attacks—explosive devices set off almost simultaneously in multiple locations underground, with large numbers of casualties, extensive and prolonged infrastructure disruption, including massive power outages and telecommunications disruption, and intelligence that suggests additional attacks could be planned. Now imagine that this occurs on January 20, 2009. Will the President’s new National Security Team, including the Secretary of Homeland Security, be prepared to trust the judgment of the career officials [WTF?] who seek approval to work with officials across the region or Nation to shut down airports, move troops onto city streets, or ban trucks from the tunnels and bridges that connect the city to the goods that are critical to daily life? Will minutes or days be lost to the process of understanding the full range of options available before decisive actions are taken? While the focus, thus far, has been largely on the risk of terrorism, it is equally important that the Federal government is prepared to respond immediately to natural disasters. Like terrorists, Mother Nature cares little about our desire for a calm, orderly Presidential transition. A massive earthquake in San Francisco could cause uncontrollable fires, create gigantic plumes of toxic smoke, shut down both Oakland and San Francisco International Airports, and result in thousands of fatalities. DHS leadership must be prepared and able immediately to identify and prioritize the decisions that must be made, make those decisions, and mobilize and coordinate the deployment of resources across the Federal government—in Defense, Transportation, Housing, Treasury, and elsewhere—as well as supporting the efforts of State and local governments and the private sector. The Academy Panel has made a number of important recommendations to help DHS with the upcoming Presidential transition. This report aligns recommended strategies with key events—the political conventions, the election, the inauguration and beyond. Identifying and filling critical positions, training new executives and working aggressively to get the next President’s homeland security team in place are vital steps that need to be taken. To succeed in these efforts, DHS also will need the support of Congress and the White House. The Panel also focuses on two issues that, left unresolved, will continue to make it difficult for DHS to fulfill its mission. First, the Panel believes that there is more work to do to overcome resistance to DHS headquarters’ role in integrating the work of the individual components. This was one of the founding goals for the department. Second, the Panel notes the problems created for DHS by the multiple congressional oversight committees to which it reports. The Panel found that this oversight has stretched DHS resources, made it difficult to enact important legislation and created a potential for policy disarray. The Academy was pleased to undertake this study. I would like to thank the Academy Fellows who served on the Panel; their insights and guidance were excellent. I also want to thank DHS executives and other stakeholders for their time and cooperation. Finally, I extend my appreciation to the study team for its hard work in producing this important and timely report. Jennifer L. Dorn, President [then-Dorn and now Kristine Marcy – Field McConnell’s sister] National Academy of Public Administration”
http://www.napawash.org/wp-content/uploads/2008/08-05.pdf
Our readers share the feelings and sentiments of Thomas Jefferson quoted below.
"I tremble for my country when I reflect that God is just, that His justice cannot sleep forever."
http://www.abeldanger.net/
http://groups.yahoo.com/group/hawkscafe/
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