by
United States Marine Field McConnell
Plum City Online - (AbelDanger.net)
January 22, 2016
(The 25th Anniversary of the Assassination of Colonel James E. Sabow)
1. Abel Danger (AD) asserts that the US State Department booked rooms in the Lahore Hilton in Pakistan in 1981 so Obama (formerly Barry Soetoro) and his mother, the late Stanley Dunham could recruit expert terrorists in 8(a) sleeper cells.
2. AD asserts that Serco – a former RCA GB 1929 radio patent monopoly – runs a resilient-prisoner visa service where paroled or expendable prisoners on time-lapse visas are flown to crime scenes to inject decoy news or media plays – and then die.
3. AD asserts that Serco used 8(a) Defense Red Switch Networks to muster Con Air and Trump Shuttle passengers before a Marine helicopter flew a Camp Pendleton hit team on January 22, 1991 to kill Colonel James Sabow at MCAS El Toro.
United States Marine Field McConnell (http://www.abeldanger.net/2010/01/field-mcconnell-bio.html) offers to show voters how to win resilience wars as terrorists and expendables hired by Dope Inc. narco-bankers extend their control over the government of the United States.
Death of Marine Col Jim Sabow
The Nature of Dope Inc.
Con Air
Copy of SERCO GROUP PLC: List of Subsidiaries AND Shareholders!
(Mobile Playback Version)
Serco... Would you like to know more?
"Colonel James Sabow
Assassinations 'Suicides' Dope Inc See: Tillman, Pat Deepcut Griggs, Kay [Obvious 'Suicides' tend to be warnings (Kelly Gary Webb) to whistleblowers. Murdered in broad daylight on an army base. That tells you who is behind Dope Inc.]
[2012 Jan] DOCTORED PHOTO IN MARINE MURDER PROBE (PART1)
Fraudulent autopsy photo supports murder of Marine Corps Colonel and cover-up by DOD.
[2012 Jan] DOCTORED PHOTO IN MARINE MURDER PROBE (PART 2)
The DOD crime scene reconstruction by Bryan Burnett supports the hypothesis that Colonel Sabow was killed by a government assassination team...... The assassination team were flown by Marine helicopter from Camp Pendleton to MCAS El Toro during the early morning hours of January 22, 1991, landing in a vacant field several hundred yards from Colonel Sabow's backyard. The helicopter normally landed next to the control tower at El Toro, but on January 22nd the chopper landed across the airfield at a point that was nearest to Colonel Sabow's quarters. Four men got out, headed for the Sabow residence on Fifth Street. The helicopter then immediately took off, went right across the airfield, and landed where it usually does, at the tower. The pilot got out, said he was having some trouble, but was checking it out and that's why he had landed across the field. He then went on to say that he wasn't sure and he may do the same thing again, and he did, according to Dr. David Sabow. And shortly after 0900, the pilot landed there again. Dr. Sabow said he was told the pilot picked them up from the records. However, he feels the records are false and the pilot picked up only one man,"accounting for the three that remained behind at the scene of the crime.""
"Barack Obama's Pakistan Connections
By tariqluqman | Posted April 24, 2013 | karachi, Pakistan First, there is the story circulating around that Barak Obama's mother lived in Pakistan for five years. It is quite clear that Ann Dunham, Obama’s mother, did indeed work and live in Pakistan as a consultant to the Asian Development Bank (ADB), working on a project in Gujranwalla (here, here, here). However, I must confess that I have serious doubts if she actually “lived” in Pakistan (i.e., Pakistan was her primary residence) for five years.
The "5-year" conjecture is based on a headline in the Daily Waqt that proclaims that “Obama’s Mother Stayed in Pakistan for 5 Years." My own sense is that this may be a case of a bad translation and/or an erroneous headline.
Here is why I think this is so: first, the type of work she is reported to have been doing for the ADB would usually require occasional and repeated visits but not permanent placement; second, if it did, it is unlikely that she would have stayed in a 5-star hotel the entire time as the report alleges. Here is the Daily Waqt report in question:
The mother of American Presidential hopeful, Barack Obama, Mrs. Ann Dunham lived in Pakistan for five years. During this time, Barack Obama also visited his mother and stayed for a few month. Mrs. Ann Dunham was hired as a consultant by the Asian Development Bank for Pakistan Agricultural Development Bank’s Gujranwalla Agricultural Development Program. This program began in 1987 and ended in 1992.
Mrs. Ann Dunham monitored the funds received for this program from the Asian Development Bank and trained the Mobile Credit Officers of the Agricultural Bank. This program was controlled from the Gujranwalla Regional Office. She stayed for five years in the Hilton International Hotel (now Avari Hotel), Lahore. She travelled daily from Lahore to Gujranwalla. When Barack Obama visited Pakistan, he stayed in the same hotel. After returning from Pakistan, she died from cancer within three years.
Second, Barack Obama has himself visited Pakistan. Indeed, Barack Obama may have visited Pakistan for longer than any U.S. President or presidential candidate ever has. As so many college students do, he seemed eager to see the world. He was in Karachi in 1981 as a young student, returning from a visit to his mother in Indonesia. According to a New York Times report:
…Mr. Obama also spoke about having traveled to Pakistan in the early 1980s. Because of that trip, which he did not mention in either of his autobiographical books, “I knew what Sunni and Shia was before I joined the Senate Foreign Relations Committee,†he said… According to his campaign staff, Mr. Obama visited Pakistan in 1981, on the way back from Indonesia, where his mother and half-sister, Maya Soetoro-Ng, were living. He spent “about three weeks†there, Mr. Obama’s press secretary, Bill Burton, said, staying in Karachi with the family of a college friend, Mohammed Hasan Chandoo, but also traveling to Hyderabad, in India.
Siddiqi offered the most expansive account of Obama as a young man. "We were both very lost. We were both alienated, although he might not put it that way. He arrived disheveled and without a place to stay," said Siddiqi, who at the time worked as a waiter and as a salesman at a boutique… In about 1982, Siddiqi and Obama got an apartment at a sixth-floor walkup on East 94th Street. Siddiqi managed to get the apartment thanks to subterfuge. "We didn’t have a chance in hell of getting this apartment unless we fabricated the lease application," Siddiqi said. Siddiqi fudged his credentials, saying he had a high-paying job at a catering company, but Obama "wanted no part of it. He put down the truth."
The apartment was "a slum of a place" in a drug-ridden neighborhood filled with gunshots, he said. “It wasn’t a comfortable existence. We were slumming it." What little furniture they had was found on the street, and guests would have to hold their dinner plates in their laps. While Obama has acknowledged using marijuana and cocaine during high school in Hawaii, he writes in the memoir that he stopped using soon after his arrival in New York. His roommate had no such scruples. But Siddiqi says that during their time together here, Obama always refused his offers of drugs.
…Siddiqi said his female friends thought Obama was "a hunk." "We were always competing," he said. "You know how it is. You go to a bar and you try hitting on the girls. He had a lot more success. I wouldn't out-compete him in picking up girls, that's for sure." Obama was a tolerant roommate. Siddiqi's mother, who had never been around a black man, came to visit and she was rude; Obama was nothing but polite. Siddiqi himself could be intemperate – he called Obama an Uncle Tom, but “he was really patient. I'm surprised he suffered me." Finally, their relationship started to fray. "I was partying all the time. I was disrupting his studies," Siddiqi said. Obama moved out.
… Neither Hamid nor Chandoo would be interviewed for this story; Hamid is now a top executive at Pepsico in New York, and Chandoo is a self-employed financial consultant in the New York area. Both have each contributed the maximum $2,300 to Obama’s campaign, and records indicate each has joined an Asian-American council that supports his run for president. Both also are listed on Obama’s campaign Web site as being among his top fundraisers, each bringing in between $100,000 and $200,000 in contributions from their networks of friends. Both also attended Obama’s wedding in 1992, according to published reports and other friends.
Thummalapally has stayed in contact with Obama, too, visiting him in New York, attending his wedding in 1992 and joining him in Springfield, Illinois., for the Feb. 10, 2007, announcement of Obama’s run for the White House. President of a CD and DVD manufacturing company in Colorado Springs, Colorado, Thummalapally also is listed as a top fundraiser on the campaign Web site.
Siddiqi has not kept in touch. His has been a difficult road; years after his time with Obama, Siddiqi says, he became addicted to cocaine and lost his business. But when he needed help during his recovery, Obama – the roommate he drove away with his partying, the man he always suspected of looking down at him – gave him a job reference. So yes, he's an Obama man, too. Witness the message on his answering machine: "My name is Hal Siddiqi, and I approve of this message. Vote for peace, vote for hope, vote for change, and vote for Obama.""
"8(a) Business Development Program[edit] 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 [Mineta interned in WWII], 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.[26] It also alleged that the group planned to steer a further 780 million dollars towards their favored contractor.[27]"
"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."
"Opened in 1994 as the successor to the Transitional Immigrant Visa Processing Center in Rosslyn, Va., the NVC centralizes all immigrant visa preprocessing 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 Telgraph .. Police drop investigation into Serco prisoner transport contract The outsourcing group said there was no evidence of individual or corporate wrongdoing
The City of London Police has closed an investigation into Serco's prisoner transport contract after more than a year of work, enabling the firm to continue with the contract until 2018.
The Ministry of Justice called in the police in August 2013 to examine whether Serco had misleadingly recorded prisoners as being ready for court when they were not, in order to meet the performance criteria of the contract.
However, Serco said on Friday that the probe into the Prisoner Escort and Custody Services (PECS) contract had been closed after the police found no evidence to support bringing charges against the outsourcing firm or its staff.
"The information obtained was also sufficient for the City of London Police to conclude there was no evidence of any corporate-wide conspiracy or an intention to falsify figures to meet the DRACT [designated ready and available for court time] contract requirement by senior Serco management or at the board level of the company," the firm said in a statement. The Ministry of Justice had said it would end the contract immediately if the firm's board was found to have done wrong."
"NOSE DIVE
10.04.1512:01 AM ET
The Crash of Trump Air The real story behind The Donald's brief and bizarre career as an airline chieftain.
Donald Trump strode into a ballroom at the Plaza Hotel he owned on October 12, 1988, to announce his acquisition of yet another trophy property: the venerable Eastern AIR Shuttle, which had pioneered the original power flights between New York, Washington, and Boston.
The 42-year-old Manhattan real estate tycoon exuded an outsize confidence, airily waving aside any concerns about his ignorance of the business he was wading into. "It's a diamond, it's an absolute diamond," he crowed to the packed crowd.
Classic Trump bravado, of course, but the airline insiders he'd tapped to run the show were already rolling their eyes. "When he started with that 'diamonds in the sky' line, I said, 'We're going to have to settle for cubic zirconia,'" said Henry Harteveldt, a former TWA and Continental executive who was the nascent line’s new marketing director.
"We inherited more than 20 of the world's oldest 727 airplanes, because that's what had been allocated to the shuttle,” said Harteveldt, now head of Atmosphere Research, a travel data research firm. "At first all we could do was to clean the planes and put a sticker with Trump's name on the side."
And so began one of the stranger episodes in aviation history.
Trump, according to sources close to him at the time, seemed less interested in the inner workings of the business than in what it could do for his brand. "It was this flying billboard for Trump properties," said Harteveldt. “At the time, he was expanding his casino business [in Atlantic City], jet fuel was still relatively cheap. It was a combination of vanity and the lure of an appealing business." Trump, sources said, apparently also dreamed of creating a national airline 10 times the size of the shuttle, a natural fit with the hotels he was rapidly collecting.
That was not to be, and interestingly, Trump's airline dalliance appears to have been airbrushed from his official biography. He makes virtually no mention of it in the numerous memoirs and self-help books he's penned since its demise in late 1991 [with one exception: in the 2008 tome Trump Never Give Up: How I Turned My Biggest Challenges into Success, he admits that the shuttle "never turned a proper profit," but in typical fashion, accepts no responsibility and blames the failure on ‘timing” and the vagaries of the airline business.] Other business setbacks like his casino bankruptcies have been spun into inspirational comeback tales in the Trump narrative—or used by Trump's rivals for the GOP presidential nomination as a way to bash him on the debate stage. His airline adventure, on the other hand, is an outlier: maybe that has something to do with the fact that Trump never was able to get his airline to produce enough cash flow to pay down the massive debt Trump accumulated when he bought the shuttle.
The story does, however, reveal much about the Trump now appearing in the national spotlight. He lied about his competitors. He trotted out plans to attract customers—but many of them made no sense from a business standpoint. Those who worked with him at the airline describe him as a loose cannon; a generous and engaged boss on the one hand, obnoxious and impulsive at other times—especially in public.
As former Trump Shuttle president Bruce Nobles told The Daily Beast, "I cringed every time he opened his mouth."
"He really didn't understand the business and at times he said things that really weren’t helpful” to his new company, Nobles said. "That was his style and it really hasn't changed."
And this tale might also say something about how Trump may behave as this presidential contest continues: When that sunny business climate turned stormy, Trump got out of the airline business—and fast.
He spent more than $1 million on each jet, going well beyond the normal cabin upgrades to add thick maroon carpeting, maple-veneer paneling, beige leather seats, and even faux marble sinks and gold-colored fixtures in the lavatories.
The aviation business has always been a tough one. More than a few corporate titans have been humbled by it. (Think Carl Icahn and TWA, Kirk Kerkorian and his MGM airline.) "I remember telling [Trump]: ‘There's an old saying in the business: the way to make a little money in the airlines is to start with a lot," said Nobles, who'd previously helmed the rival Pan Am shuttle. Airlines have been notoriously poor investments, what with high fixed costs and a vulnerability to unpredictable forces like gyrating fuel prices and economic downturns. In fact, although the economy in general was in decent shape in 1988, the airline business Trump was entering was in turmoil—dozens of airlines had shut down since deregulation was passed in 1978, and many major airlines had either merged or gone into bankruptcy court protection.
One of the first signs of trouble came soon after the deal was signed when the neophyte airline chief set out to destroy his rival—the Pan Am Shuttle, its only direct competition in the market. The Eastern Shuttle, which had had the market all to itself before deregulation, had struggled to keep up when New York Air, and later Pan Am, offered free drinks and food and made the Eastern flights (which then had neither) look spartan by comparison.
Trump decided he’d win customers away from Pan Am—by scaring them. Pan Am was unsafe, he said. He had no proof of this, of course; his message was simply: "I wouldn't fly them; they're losing money and their planes are old," all of which was equally true of Eastern and the planes he’d just bought. Trump’s seasoned airline hands were horrified; even in the combative airline business, such talk was regarded as out of bounds, as it would only stoke more general fears of flying. Moreover, it revealed his lack of understanding of this business—at the time, competitors would help each other if delays or other problems arise. "We told him 'Don’t attack Pan Am, they're the grandfather of this business,'" said Harteveldt.
Next, Trump turned his attention to his fleet, where he was soon to get an education in airline economics. Trump had paid $365 million for the assets of the Eastern shuttle operation and its 17 planes, which he'd spun as a great deal—negotiated down from the $400 million asking price. But later, as the closing was delayed by Eastern’s bankruptcy and other bidders emerged, Trump tried to get Eastern chief Frank Lorenzo to lower the price, since the value of the asset had indeed diminished. Instead Trump ended up taking five additional planes as compensation, which he described as a victory in his book The Art of Survival, published in 1990, when the airline was still flying. "This allowed me to refurbish my fleet without taking any planes out of service," he said.
True, but the shuttle needed only 16 planes to operate a full hourly schedule at its three cities, with one or two jets as spares, and extra aircraft are anathema to an airline—they don't make money sitting on the ground. Even though Trump was later to deploy some of them on flights to Florida, those additional planes were later to prove a drag on the airline as it struggled to make enough money to service its heavy debt. "Lorenzo must have been laughing all the way to the bank," wrote John O'Donnell, former president of the Trump Plaza Hotel, wrote in his book Trumped!
"The shuttle was a clear example of how the exaggerated value of his [Trump's] name led him into a purchase whose foolishness was apparent almost immediately," he added. (The Trump organization declined to comment for this article.)
To his credit, though, Trump decided that since the planes, on average about 20 years old, needed an overhaul anyway, he could use the chance to spiff up passenger comfort and service. He spent more than $1 million on each jet, going well beyond the normal cabin upgrades to add thick maroon carpeting, maple-veneer paneling, beige leather seats, and even faux marble sinks and gold-colored fixtures in the lavatories.
"The bathroom was a work of art," joked Nick Santangelo, who ran maintenance and engineering at the shuttle. “They used ideas from the hotel business, which wasn't bad, but they didn't always work." Older jets in particular guzzle fuel and airline executives are obsessed with saving even a few ounces of weight. Not so Trump: "At first they wanted to put in a ceramic sink, that was too heavy," said Santangelo. "Then one of his henchman decided they were going to put brass handles on the doors you use to get out in an emergency. Normal handles weigh a few ounces, and these things probably weighed five pounds each... you'd kill to save one pound, and they wanted to add 20 to 30 pounds to each plane."
Still, the airline lured customers with frills like airport concierges who would book same-day reservations at fancy restaurants; gourmet food and drink and tarted-up departure lounges. "We spent a lot on service," recalls Harteveldt. "Bagels and coffee in the morning; boxed dinners with sliced chateaubriand and salad; the flight attendants hustled to serve everyone meals and then pour two or even three rounds of drinks" in the 45 minutes the plane was in the air.
Trump's flight attendants—the female ones, at least—wore matching fake pearl necklaces and earrings to go with what the Trump organization described as an "upscale" look, with outfits of navy with burgundy trim. The uniform belts incorporated the Trump Shuttle "T" logo.
It got noticed: an August 21, 1989 New York magazine column said that Trump apparently wanted his attendants to have "the look of old money." The jewelry was a “required part of the uniform," and the magazine quoted a spokesman as saying they were "real, of course," but according to Harteveldt, they were in fact faux. "But we did raffle off a pair of real ones," he said, and even as the go-go 1980s were winding down that was an unusual stunt for an airline.
And then there was the cult of Donald. Frequent travelers would often get thank-you letters after a flight with Trump's personal signature. A glossy inflight magazine was launched, and Trump at first insisted that the cover resemble theArt of the Deal, his best-selling business book. "The attention to detail was incredible," said Harteveldt. "Pretty soon we were at 50 percent of the market, and keep in mind, we started with about zero," the result of Eastern's prolonged labor strife, said Nobles. "But it was also 50 percent of a shrinking market," he said.
Yet another reality was setting in: Business travel was slowing in the Northeast.
Nonetheless, Nobles said the balance sheet improved as the shuttle regained market share, enough to show an operating profit, but not to cover debt payments. And the recession was not just affecting the airline but most of Trump’s other assets, like his hotels and casinos. In fact at one point Trump came up with a plan to help both, by giving away casino chips to his airline passengers in the expectation they'd come to one of his Atlantic City properties to redeem them. It was a bust. "I think something like two chips got cashed in," Nobles recalled with a laugh. ***
Trump’s airline, for all its brass-handled glitz, was a relatively minor player. So in late 1989, he made a bid for control of American Airlines, then the largest airline in the country—and one of the few that had avoided a bankruptcy or merger to survive. His $7.5 billion offer was, at $120 a share, well above the $83 per share the airline was then trading for. But Wall Street and industry insiders were unimpressed, especially after Trump boasted that he'd picked up "substantial insight" in the business he'd just entered. He was, after all, taking on American CEO Bob Crandall, one of the most respected executives in the business. When Crandall immediately took steps to thwart the unwanted advance the bid fizzled. Did Trump he seriously think he could fill Crandall’s shoes? "He thought he saw an opportunity, and he likes to own the best," said Nobles. "He thought American was the best airline, it was as simple as that."
Was Trump chastened? Probably not, but it may have dawned on him at that point that he was out of his depth.
"Trump did see that it was a difficult business," said Nobles. "The number of people who want to fly and the money they'll pay to do that is pretty much out of your control. All you can hope for is your fair share, and we got our fair share. But the size of the pot was shrinking.” And in the final analysis, the shuttle, whether it had Trump’s or Eastern’s name on it, was a basic conveyance, its short hops that departed on the hour, with no reservations required, were closer to a flying bus than a first-class hop across the pond. Things like punctuality were far more important to its clientele than a better cut of steak. When Trump looked back on the experience in 2008 and wrote that "I knew it could be successful…. it just needed to be buffed up a bit, to make the travel time a bit more luxurious," it's clear how little he learned.
Meanwhile, relations between Trump and some of his shuttle executives had started to fray as market conditions went south. Nobles had offered his resignation in early 1990, because he disagreed with some of Trump’s ideas for cutting costs, some of which flew in the face of reality. "He insisted I fly the planes with only two pilots in the cockpit," said Nobles, instead of the required trio at the controls. To a layman, that might not seem unreasonable, but it spoke volumes about Trump’s lack of understanding of the airlines—and of his very own fleet. The 727s Trump owned could not be flown with two pilots; it was designed for three and “would have been unflyable” otherwise, according to aviation expert (and Beast columnist) Clive Irving. “The FAA would have never permitted it," he said.
But Trump was unmoved. He fired Nobles in the middle of 1990 and did not honor the executive's severance contract. His reason? He told reporters at the time that while the airline was doing well, he just wasn’t pleased "with some of the people running it."
By the middle of 1991, it was clear that the situation was not going to improve; Trump had raised $380 million from a syndicate of 22 [narco?] banks led by Citicorp, putting in just $20 million of his own money. But the airline was just one of a cluster of assets that were at stake; and Trump finally hammered out a deal that gave bankers control of the airline; the climate was turned so sour that no bidders came forward to buy it. US Airways was later tapped to run it and by mid-1992, the plus-size "T" logos on the planes were replaced by more conventional airline livery.
For all that, it can be said that Trump's transformation of the Eastern Shuttle was not for naught; he'd ended up stuck with damaged goods when he bought the shuttle and made changes that were welcomed by both customers and employees (given the condition the shuttle was in when he took over, however, anything would have been an improvement). But other claims he's made about the shuttle over the years don't really stand up; yes, he did rescue a distressed property—but other bidders did come forward at the time and the value of the shuttle franchise was beyond dispute. True, he hired more than a thousand employees from Eastern—and most of them, understandably were happy to have jobs and enjoyed the brief ride while Trump was lavishing perks on his passengers. Most of them continued on after the tycoon departed. And Trump's brief shining moment as a flyboy remains a mere footnote in the annals of aviation.
As for the shuttle—it still chugs along today and on October 17 it will enter its fourth incarnation, as American Airlines formally takes over as part of its merger with US Airways."
"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 [Resilience exercises and] 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.
Chairman Kevin Beeston said: 'We have virtually no debt and more than 600 contracts.'
The shares, 672p four years ago, rose 8 1/4p to 207 1/4p, valuing Serco at £880m or nearly 17 times earnings.
Michael Morris, at broker Arbuthnot, says they are 'a play on UK government spend' which is rising fast."
"Serco Combined Resilience Exercising
http://www.epcollege.com/EPC/media/MediaLibrary/Downloads/Gold-Standard.pdf
Types of Exercise Workshop Exercises These are structured discussion events where participants can explore issues in a less pressurized 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. 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.
Simulation and Media Support
The method of delivering an exercise is flexible and will be designed with the client to meet their requirements with options ranging from simple paper-based delivery through to full use of their real communications systems [Red Switch Network and Hawkeye onion router surveillance aircraft] and advance computer simulation [In Trump's death pool and war room suites]. In addition, media play can also be added in the form of news injects and the provision of experienced journalists and television crews to help test procedures and also assist in training key staff.
Gold Standard Emergency Planning College
The Hawkhills, Easingwold, York North Yorkshire, YO61 3EG +44(0) 1347 821406
enquiries@emergencyplanningcollege.com www.epcollege.com"
"Serco farewell to NPL after 19 years of innovation [outsourced by David Cameron at Treasury] … 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. 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 [bullshit] 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 [death-pool] trading in the City through NPLTime."
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
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