FROM: U.S. DEPARTMENT OF JUSTICE
Wednesday, May 22, 2013
African Trophy Hunter Indicted for Violating Endangered Species Act and Lacey Act
Charles Kokesh was indicted by a federal grand jury in Pensacola, Florida, for violating the Endangered Species Act and the Lacey Act by selling two African elephant tusks and for making false accounts of wildlife related to that sale, the Justice Department announced today.
The three count indictment returned yesterday alleges that Kokesh legally imported a sport-hunted African elephant trophy mount from Namibia, but thereafter illegally sold the two tusks, from New Mexico to a buyer in Florida. The sale price was approximately $8,100, to be paid in a combination of currency and guns. After the sale, Kokesh allegedly falsely described that sale, in an email to personnel at the U.S. Fish and Wildlife Service, as a shipment to an appraiser in anticipation of a donation to a non-profit entity. Kokesh similarly falsely accounted for the location and disposition of the tusks in subsequent correspondence. Each false account and record is charged under the Lacey Act.
African elephants are protected under the Endangered Species Act and the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES). Both the United States and Namibia are signatories to CITES. African elephant populations in Namibia are listed in Appendix II of CITES, which includes species that are not necessarily threatened with extinction now, but may become so unless trade in specimens of such species is strictly regulated. Since 2000, the Namibian African elephant listing has specified that the species cannot be used for commercial purposes.
The United States implements CITES through the Endangered Species Act and regulations issued thereunder. To implement the CITES prohibition against commercial use of African elephant specimens, regulations issued under the Endangered Species Act proscribe the commercial use, including sale, of sport-hunted African elephant trophies, even if the trophies are legally hunted and imported.
According to a recent report produced by CITES and partner organizations, entitled "Elephants in the Dust –The African Elephant Crisis," populations of elephants in Africa are under severe threat as the illegal trade in ivory grows – with the number of elephants killed doubling and the amount of ivory seized tripling over the last decade. An estimated 17,000 elephants were illegally killed in 2011 to feed the illegal trade.
An indictment is merely an accusation, and a defendant is presumed innocent unless and until proven guilty in a court of law.
The maximum penalty for the charged violation of the Endangered Species Act is up to six months in prison and a $25,000 fine. The maximum penalty for making a false statement is up to five years in prison and a $250,000 fine.
The case was investigated by the U.S. Fish and Wildlife Service and the U.S. Bureau of Alcohol, Tobacco, Firearms and Explosives and is being prosecuted by the Justice Department’s Environmental Crimes Section of the Environment and Natural Resources Division and the U.S. Attorney’s Office for the Northern District of Florida.
Friday, May 24, 2013
Thursday, May 23, 2013
NASA'S MODIS IMAGE OF MOORE, OKLAHOMA TORNADO
FROM: NASA
Strong Storms Over Oklahoma
This image of the storm system that generated the F-4 tornado in Moore, Oklahoma was taken by NASA's Moderate Resolution Imaging Spectroradiometer (MODIS) instrument aboard one of the Earth Observing System (EOS) satellites. The image was captured on May 20, 2013, at 19:40 UTC (2:40 p.m. CDT) as the tornado began its deadly swath.
Image Credit: NASA/Goddard/Jeff Schmaltz/MODIS Land Rapid Response Team
COMMANDER OF U.S. PACIFIC COMMAND SAYS U.S. AND CHINA CONFLICT IS NOT INEVITABLE
FROM: U.S. DEPARTMENT OF DEFENSE
Pacific Commander: U.S., China Can Build on Common Ground
By Donna Miles
American Forces Press Service
WASHINGTON, May 22, 2013 - The United States and China, by increasing their dialogue and engagement, can build a foundation of trust while fostering regional security and prosperity, the top U.S. commander in the region said yesterday.
"While competition between the United States and China is inevitable, conflict is not," Navy Adm. Samuel J. Locklear III, commander of U.S. Pacific Command, told members of the National Committee for U.S. China Relations in New York.
"This means identifying strategic areas where our two countries can cooperate, while recognizing frankly and openly the areas where we will continue to differ, and to manage those," he said. "Our approach is to manage the friction and disruptive competition and increase areas of congruence and cooperation between our two nations."
Locklear encouraged the China experts to envision a future in which "the U.S. and China collaborate to build upon an existing Indo-Asia-Pacific community of peace and prosperity."
Reaching that goal, he said, requires recognizing, understanding and managing areas of divergence that could disrupt the security environment. These range from China's concerns that the U.S. strategic pivot to the Asia-Pacific region is designed to contain China's rise to differences in how the two countries view the maritime global commons and the lack of common ground on behavior in cyberspace.
Locklear emphasized that the rebalance is a whole-of-government strategy, recognizing that "the United States' success in the 21st century will, to a large extent, depend on what happens in this critically important region of the world."
Based on a strategy of collaboration and cooperation, the rebalance acknowledges the reality that the United States' future is "inextricably linked" to Asia's, he said. And one of the fundamental goals in implementing it is to build a "stable, productive and constructive relationship with China," he added.
Despite many areas of divergence between the two countries, Locklear said, he believes they're outweighed by areas where the United States and China share common interests.
"First, it is my belief that neither of our two nations desire conflict, especially armed conflict," he said.
But both countries must also recognize the major roles they both play in the region, he said. "The Pacific is big enough for all of us," Locklear told the group, borrowing a quote from both former Secretary of State Hillary Rodham Clinton and Chinese President Xi Jinping.
Nowhere is this more evident than in the United States' and China's economic relationship -- one that Locklear said draws them together and positively affects the entire region.
The admiral noted other promising developments that are solidifying this foundation: China's growing participation in the international community, its commitment to a denuclearized Korean Peninsula and its efforts to address HIV/AIDS and pandemic diseases, among them.
Meanwhile, China is demonstrating "a real appetite to deepen the military-to-military dialogue and build on those areas on which we converge," Locklear said. The goal, he said, is to continually improve the channels of communication and to demonstrate practical cooperation on issues that matter to both sides.
Gen. Fang Fenghu, China's top military officer, identified counterterrorism, antipiracy, humanitarian assistance and disaster relief, logistics and military medicine as potential areas of cooperation during a visit to Beijing by Army Gen. Martin E. Dempsey, chairman of the Joint Chiefs of Staff.
Looking to the future, Locklear said, it's vital that both China and the United States recognize their responsibilities as regional and global leaders.
"We must move beyond our individual differences to bring consensus to issues that threaten regional stability and future prosperity," he said. That includes partnering with other nations to address regional security challenges such as piracy, terrorism, proliferation and pandemic disease.
Secondly, he said, the two countries must work together and with the international community to ensure access to the shared domains through universally accepted standards. This extends from the maritime domain -- and territorial disputes in the South China and East China Seas -- to the cyber and space domains, where they can play a role in helping to establish worldwide standards and practices, he said.
Also key, Locklear said, is China's increasing participation in regional military-to-military engagements. He cited progress in the Military Maritime Consultative Meeting and other forums, and China's agreement to take part in the next Rim of the Pacific international maritime exercise.
These engagements help to build trust and mutual understanding and, ultimately, reduce the likelihood of miscommunication and miscalculation that could derail forward progress, Locklear said.
"I believe the best hope for sustained bilateral cooperation will come from strategically identifying those areas where our interests overlap and building, over time, greater understanding and trust between our two armed forces," the admiral said.
Pacific Commander: U.S., China Can Build on Common Ground
By Donna Miles
American Forces Press Service
WASHINGTON, May 22, 2013 - The United States and China, by increasing their dialogue and engagement, can build a foundation of trust while fostering regional security and prosperity, the top U.S. commander in the region said yesterday.
"While competition between the United States and China is inevitable, conflict is not," Navy Adm. Samuel J. Locklear III, commander of U.S. Pacific Command, told members of the National Committee for U.S. China Relations in New York.
"This means identifying strategic areas where our two countries can cooperate, while recognizing frankly and openly the areas where we will continue to differ, and to manage those," he said. "Our approach is to manage the friction and disruptive competition and increase areas of congruence and cooperation between our two nations."
Locklear encouraged the China experts to envision a future in which "the U.S. and China collaborate to build upon an existing Indo-Asia-Pacific community of peace and prosperity."
Reaching that goal, he said, requires recognizing, understanding and managing areas of divergence that could disrupt the security environment. These range from China's concerns that the U.S. strategic pivot to the Asia-Pacific region is designed to contain China's rise to differences in how the two countries view the maritime global commons and the lack of common ground on behavior in cyberspace.
Locklear emphasized that the rebalance is a whole-of-government strategy, recognizing that "the United States' success in the 21st century will, to a large extent, depend on what happens in this critically important region of the world."
Based on a strategy of collaboration and cooperation, the rebalance acknowledges the reality that the United States' future is "inextricably linked" to Asia's, he said. And one of the fundamental goals in implementing it is to build a "stable, productive and constructive relationship with China," he added.
Despite many areas of divergence between the two countries, Locklear said, he believes they're outweighed by areas where the United States and China share common interests.
"First, it is my belief that neither of our two nations desire conflict, especially armed conflict," he said.
But both countries must also recognize the major roles they both play in the region, he said. "The Pacific is big enough for all of us," Locklear told the group, borrowing a quote from both former Secretary of State Hillary Rodham Clinton and Chinese President Xi Jinping.
Nowhere is this more evident than in the United States' and China's economic relationship -- one that Locklear said draws them together and positively affects the entire region.
The admiral noted other promising developments that are solidifying this foundation: China's growing participation in the international community, its commitment to a denuclearized Korean Peninsula and its efforts to address HIV/AIDS and pandemic diseases, among them.
Meanwhile, China is demonstrating "a real appetite to deepen the military-to-military dialogue and build on those areas on which we converge," Locklear said. The goal, he said, is to continually improve the channels of communication and to demonstrate practical cooperation on issues that matter to both sides.
Gen. Fang Fenghu, China's top military officer, identified counterterrorism, antipiracy, humanitarian assistance and disaster relief, logistics and military medicine as potential areas of cooperation during a visit to Beijing by Army Gen. Martin E. Dempsey, chairman of the Joint Chiefs of Staff.
Looking to the future, Locklear said, it's vital that both China and the United States recognize their responsibilities as regional and global leaders.
"We must move beyond our individual differences to bring consensus to issues that threaten regional stability and future prosperity," he said. That includes partnering with other nations to address regional security challenges such as piracy, terrorism, proliferation and pandemic disease.
Secondly, he said, the two countries must work together and with the international community to ensure access to the shared domains through universally accepted standards. This extends from the maritime domain -- and territorial disputes in the South China and East China Seas -- to the cyber and space domains, where they can play a role in helping to establish worldwide standards and practices, he said.
Also key, Locklear said, is China's increasing participation in regional military-to-military engagements. He cited progress in the Military Maritime Consultative Meeting and other forums, and China's agreement to take part in the next Rim of the Pacific international maritime exercise.
These engagements help to build trust and mutual understanding and, ultimately, reduce the likelihood of miscommunication and miscalculation that could derail forward progress, Locklear said.
"I believe the best hope for sustained bilateral cooperation will come from strategically identifying those areas where our interests overlap and building, over time, greater understanding and trust between our two armed forces," the admiral said.
ISAF NEWS FROM AFGHANISTAN FOR MAY 22, 2013
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| As seen through a night-vision device, U.S. soldiers prepare their equipment for a night air assault operation from Forward Operating Base Connolly, Nangarhar province, Afghanistan, May 14, 2013. U.S. Army photo by Spc. Vang Seng Thao. |
Combined Force Arrests Taliban Leader in Helmand Province
From an International Security Assistance Force Joint Command News Release
KABUL, Afghanistan, May 22, 2013 - A combined Afghan and coalition security force arrested a Taliban leader and four other insurgents in the Nahr-e Saraj district of Afghanistan's Helmand province today, military officials reported.
The leader plans, directs and executes attacks against Afghan and coalition forces. He also is instrumental in producing and planting improvised explosive devices and conducts reconnaissance and intelligence gathering for local insurgents.
Also today, a combined force in Wardak province's Sayyidabad district arrested two insurgents during a search for a senior Taliban leader who controls about 70 insurgents responsible for attacks against Afghan and coalition forces. He also oversees weapons trafficking and reports on insurgent operations to higher-ranking Taliban officials. The security force also seized an assault rifle and ammunition.
In Afghanistan operations yesterday:
-- A combined force in Paktia province's Zurmat district killed four insurgents during a search for a senior Haqqani network intelligence operative. He also coordinates placement of mines and IEDs, provides equipment to insurgents and organizes kidnappings for ransom.
-- Afghan local police and coalition forces found and destroyed an explosives laboratory in Logar province's Baraki Barak district. The lab contained more than 150 pounds of ingredients for homemade explosives, several hand grenades and two rocket-propelled grenade warheads.
SECRETARY OF HHS DUNCAN'S REMARKS ON STUDENT LOAN INTEREST RATE SPIKE
FROM: U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES
Statement from Secretary Duncan on Preventing Student Loan Interest Rates from Doubling on July 1
Our priority is to ensure that Congress doesn't allow federal student loan interest rates to double on July 1. President Obama has put forward a comprehensive solution that will help middle-class students and their families afford college by lowering interest rates on July 1, without adding to the deficit, and Senator Harkin and Congressman Miller have also been leaders within Congress to prevent rates from doubling for students and families.
While we welcome action by the House on student loans, we have concerns about its current approach, which does not guarantee low rates for students on July 1, makes students bear the burden of deficit reduction, and fails to lock in interest rates when students take out a loan – so their rates could escalate in the future.
Now is not the time to double interest rates on student loans, and we remain committed to working with Congress on a bipartisan approach to a long-term, fiscally sustainable solution that will help students and families afford higher education now and in the future. Given the impending July 1 deadline, an extension that protects students against higher rates while Congress develops an alternative solution is another reasonable option.
Both the President and I firmly believe college should not be reserved only for the wealthy. All of us share responsibility for making college affordable and keeping the middle-class dream alive. There is no excuse if Congress fails to come to an agreement that prevents rates from rising suddenly in July, and we look forward to working with members of both parties to reach a solution.
Statement from Secretary Duncan on Preventing Student Loan Interest Rates from Doubling on July 1
Our priority is to ensure that Congress doesn't allow federal student loan interest rates to double on July 1. President Obama has put forward a comprehensive solution that will help middle-class students and their families afford college by lowering interest rates on July 1, without adding to the deficit, and Senator Harkin and Congressman Miller have also been leaders within Congress to prevent rates from doubling for students and families.
While we welcome action by the House on student loans, we have concerns about its current approach, which does not guarantee low rates for students on July 1, makes students bear the burden of deficit reduction, and fails to lock in interest rates when students take out a loan – so their rates could escalate in the future.
Now is not the time to double interest rates on student loans, and we remain committed to working with Congress on a bipartisan approach to a long-term, fiscally sustainable solution that will help students and families afford higher education now and in the future. Given the impending July 1 deadline, an extension that protects students against higher rates while Congress develops an alternative solution is another reasonable option.
Both the President and I firmly believe college should not be reserved only for the wealthy. All of us share responsibility for making college affordable and keeping the middle-class dream alive. There is no excuse if Congress fails to come to an agreement that prevents rates from rising suddenly in July, and we look forward to working with members of both parties to reach a solution.
BENGHAZI ACCOUNTABILITY REVIEW BOARD IMPLEMENTATION FACT SHEET
FROM: U.S. STATE DEPARTMENT
Benghazi Accountability Review Board Implementation
Fact Sheet
Office of the Spokesperson
Washington, DC
May 20, 2013
Following the September 11, 2012 attack on U.S. government facilities in Benghazi, Libya, the independent Benghazi Accountability Review Board (ARB) issued 29 recommendations (24 of which were unclassified) to the Department of State. The Department accepted each of the ARB’s recommendations and is committed to implementing them. This will require fundamentally reforming the organization in critical ways. While risk can never be completely eliminated from our diplomatic duties, we must always work to minimize it. A brief summary of the Department’s actions on the 24 unclassified recommendations is as follows:
Unclassified Recommendations of the ARB (Text abridged) and Department Actions
OVERARCHING SECURITY CONSIDERATIONS
1. The Department must strengthen security for personnel and platforms beyond traditional reliance on host government security support in high risk, high threat posts.
The Department established a High Threat Board to review our presence at High Threat, High Risk posts; the Board will review these posts every 6 months.
We created a Deputy Assistant Secretary for High Threat Posts in the Bureau of Diplomatic Security (DS), who is responsible for ensuring that such posts receive the focused attention they need.
2. The Board recommends that the Department re-examine DS organization and management, with a particular emphasis on span of control for security policy planning for all overseas U.S. diplomatic facilities.
The Department established a six-person panel to thoroughly review DS’s organization and management structure; the panel has developed draft findings.
3. Regional bureaus should have augmented support within the bureau on security matters, to include a senior DS officer to report to the regional Assistant Secretary.
DS staff attend regular Regional Bureau meetings, and Regional Bureau staff attend DS daily briefings to better communicate on security issues.
The Department has adjusted the work requirements (position descriptions) for senior level staff (Assistant Secretaries and Deputy Assistant Secretaries) to reflect everyone’s responsibility for overseas security.
4. The Department should establish a panel of outside independent experts (military, security, humanitarian) with experience in high risk, high threat areas to identify best practices (from other agencies and other countries), and evaluate U.S. security platforms in high risk, high threat posts.
The Department established a six-person panel to identify best practices used by other agencies and countries; this panel’s work is expected to be complete by late summer.
5. The Department should develop minimum security standards for occupancy of temporary facilities in high risk, high threat environments, and seek greater flexibility to make funds rapidly available for security upgrades at such facilities.
The Department has re-affirmed that Overseas Security Policy Board Standards apply to temporary facilities.
We identified flexible funding authorities to make improvements to our overseas facilities.
6. Before opening or re-opening critical threat or high risk, high threat posts, the Department should establish a multi-bureau support cell, residing in the regional bureau.
The Department developed standard operating procedures for "Support Cells" for opened/reopened posts. The process is being incorporated into the Foreign Affairs Handbook.
7. All State Department and other government agencies’ facilities should be collocated when they are in the same metropolitan area, unless a waiver has been approved.
We verified all data on our overseas facilities; we are exploring which non-collocated facilities can be eliminated and their personnel relocated.
8. The Secretary should require an action plan from DS, OBO, and other relevant offices on the use of fire as a weapon against diplomatic facilities, including immediate steps to deal with urgent issues.
The Department issued guidance to all posts on "weapons of opportunity."
Fire testing is ongoing at U.S. military facilities.
9. The Department should revise its guidance to posts and require key offices to perform in-depth status checks of post tripwires.
The Department reviewed and revised requirements for posts on how to respond to changing security benchmarks (i.e., "tripwires").
The Department established a Washington-based "Tripwires Committee" to review tripwires upon breach, to help ensure that posts and regional bureaus in Washington respond more quickly should security deteriorate at post.
10. The State Department must work with Congress to restore the Capital Security Cost Sharing Program [for embassy construction] at its full capacity, adjusted for inflation to approximately $2.2 billion in fiscal year 2015.
The FY14 President's Budget included a request for $2.2 billion in the Embassy Security, Construction, and Maintenance account.
11. The Board supports the State Department’s initiative to request additional Marines and expand the Marine Security Guard (MSG) Program – as well as corresponding requirements for staffing and funding.
Along with the Congress and Department of Defense, we are working to increase the number of Marine Security Guards at U.S. diplomatic facilities, and have requested (and received) more resources to build facilities at additional posts to host Marine Security Guards in the future.
STAFFING HIGH RISK, HIGH THREAT POSTS
12. The Board strongly endorses the Department’s request for increased DS personnel for high- and critical-threat posts and for additional Mobile Security Deployment teams, as well as an increase in DS domestic staffing in support of such action.
With Congressional support, the Department is creating 151 new Diplomatic Security positions -- 113 are expected to be hired this fiscal year. The remainder will be hired in FY14.
13. The Department should assign key policy, program, and security personnel at high risk, high threat posts for a minimum of one year. For less critical personnel, the temporary duty length (TDY) length should be no less than 120 days.
All high threat posts now have a minimum of a one-year tour of duty. We are planning to ensure overlap between incumbent and incoming positions to facilitate continuity of operations at high threat posts.
Temporary duty assignments are set at a minimum of 120 days.
14. The Department needs to review the staffing footprints at high risk, high threat posts, with particular attention to ensuring adequate Locally Employed Staff (LES) and management support. High risk, high threat posts must be funded and the human resources process prioritized to hire LES interpreters and translators.
The Department surveyed every post to review the numbers of interpreters and translators on staff, and found that there was adequate staffing.
15. With increased and more complex diplomatic activities in the Middle East, the Department should enhance its ongoing efforts to significantly upgrade its language capacity, especially Arabic, among American employees, including DS, and receive greater resources to do so.
The Department is ramping up the language capacity of its American employees, including Diplomatic Security agents, especially in Arabic. Increasing language capacity takes time – certain languages take up to 2 years to learn. In the short term, the Department is committed to better equipping the growing cadre of security experts to engage local populations and cooperate with host nation security forces.
TRAINING AND AWARENESS
16. A panel of Senior Special Agents and Supervisory Special Agents should revisit DS high-threat training with respect to active internal defense and fire survival as well as Chief of Mission protective detail training.
The Department established a panel of Supervisory Special Agents to participate in a Program Review of the High Threat Tactical Course; as a result, DS revised high-threat training and COM protective detail training and raised standards for passing the High Threat Tactical Course. DS and the Foreign Service Institute are currently revising the curriculum.
DS is pursuing a high-threat training strategy that will incorporate elements of this training across the full spectrum of courses required for DS special agents throughout their careers.
17. The Diplomatic Security Training Center and Foreign Service Institute should collaborate in designing joint courses that integrate high threat training and risk management decision processes for senior and mid-level DS agents and Foreign Service Officers and better prepare them for leadership positions in high risk, high threat posts.
The Department has enhanced security training efforts, including by requiring personnel headed to high threat posts to receive additional, specialized security training.
SECURITY AND FIRE SAFETY EQUIPMENT
18. The Department should ensure provision of adequate fire safety and security equipment for safe havens and safe areas in non-Inman/SECCA facilities, as well as high threat Inman facilities.
The Department has surveyed fire and life safety equipment requirements abroad and is now upgrading this equipment, to include enhanced fire safety equipment and personal protective equipment, at all high-threat, high-risk U.S. diplomatic posts abroad.
19. There have been technological advancements in non-lethal deterrents, and the State Department should ensure it rapidly and routinely identifies and procures additional options for non-lethal deterrents in high risk, high threat posts and trains personnel on their use.
The Department has addressed this recommendation.
20. DS should upgrade surveillance cameras at high risk, high threat posts for greater resolution, nighttime visibility, and monitoring capability beyond post.
Over the next year the Department will have upgraded high-threat, high-risk facilities with more modern surveillance cameras that feature greater resolution and monitoring capability at all times of day.
INTELLIGENCE AND THREAT ANALYSIS
21. Careful attention should be given to factors showing a deteriorating threat situation in general as a basis for improving security posture. Key trends must be quickly identified and used to sharpen risk calculations.
The Department has addressed this recommendation.
22. The DS Office of Intelligence and Threat Analysis should report directly to the DS Assistant Secretary and directly supply threat analysis to all DS components, regional Assistant Secretaries, and Chiefs of Mission in order to get key security-related threat information into the right hands more rapidly.
The DS Office of Intelligence and Threat Analysis, now reports directly to the Assistant Secretary for Diplomatic Security for threat reporting and supplies threat analysis to regional Assistant Secretaries and Chiefs of Mission.
PERSONNEL ACCOUNTABILITY
23. The Board is of the view that findings of unsatisfactory leadership performance by senior officials in relation to the security incident under review should be a potential basis for discipline recommendations by future ARBs, and would recommend a revision of Department regulations or amendment to the relevant statute to this end.
The Department is working with Congress to increase accountability. In January, the Department proposed legislation to grant future ARBs the authority to recommend disciplinary action on the basis of unsatisfactory leadership, and thus increase accountability for security incidents.
24. The Board was humbled by the courage and integrity shown by those on the ground in Benghazi and Tripoli, in particular the DS agents and Annex team who defended their colleagues… We trust that the Department and relevant agencies will take the opportunity to recognize their exceptional valor and performance, which epitomized the highest ideals of government service.
The President and the Secretary of State have publically mentioned the bravery and heroic efforts of our personnel on numerous occasions.
The Department bestowed the Holbrooke award on Ambassador Chris Stevens; the Thomas Jefferson award to the personnel who gave their lives in September; the Secretary’s award to one officer who was seriously injured; and the Secretary's Heroism Award to 12 personnel who defended the Benghazi facilities.
Benghazi Accountability Review Board Implementation
Fact Sheet
Office of the Spokesperson
Washington, DC
May 20, 2013
Following the September 11, 2012 attack on U.S. government facilities in Benghazi, Libya, the independent Benghazi Accountability Review Board (ARB) issued 29 recommendations (24 of which were unclassified) to the Department of State. The Department accepted each of the ARB’s recommendations and is committed to implementing them. This will require fundamentally reforming the organization in critical ways. While risk can never be completely eliminated from our diplomatic duties, we must always work to minimize it. A brief summary of the Department’s actions on the 24 unclassified recommendations is as follows:
Unclassified Recommendations of the ARB (Text abridged) and Department Actions
OVERARCHING SECURITY CONSIDERATIONS
1. The Department must strengthen security for personnel and platforms beyond traditional reliance on host government security support in high risk, high threat posts.
We created a Deputy Assistant Secretary for High Threat Posts in the Bureau of Diplomatic Security (DS), who is responsible for ensuring that such posts receive the focused attention they need.
2. The Board recommends that the Department re-examine DS organization and management, with a particular emphasis on span of control for security policy planning for all overseas U.S. diplomatic facilities.
3. Regional bureaus should have augmented support within the bureau on security matters, to include a senior DS officer to report to the regional Assistant Secretary.
The Department has adjusted the work requirements (position descriptions) for senior level staff (Assistant Secretaries and Deputy Assistant Secretaries) to reflect everyone’s responsibility for overseas security.
4. The Department should establish a panel of outside independent experts (military, security, humanitarian) with experience in high risk, high threat areas to identify best practices (from other agencies and other countries), and evaluate U.S. security platforms in high risk, high threat posts.
5. The Department should develop minimum security standards for occupancy of temporary facilities in high risk, high threat environments, and seek greater flexibility to make funds rapidly available for security upgrades at such facilities.
We identified flexible funding authorities to make improvements to our overseas facilities.
6. Before opening or re-opening critical threat or high risk, high threat posts, the Department should establish a multi-bureau support cell, residing in the regional bureau.
7. All State Department and other government agencies’ facilities should be collocated when they are in the same metropolitan area, unless a waiver has been approved.
8. The Secretary should require an action plan from DS, OBO, and other relevant offices on the use of fire as a weapon against diplomatic facilities, including immediate steps to deal with urgent issues.
Fire testing is ongoing at U.S. military facilities.
9. The Department should revise its guidance to posts and require key offices to perform in-depth status checks of post tripwires.
The Department established a Washington-based "Tripwires Committee" to review tripwires upon breach, to help ensure that posts and regional bureaus in Washington respond more quickly should security deteriorate at post.
10. The State Department must work with Congress to restore the Capital Security Cost Sharing Program [for embassy construction] at its full capacity, adjusted for inflation to approximately $2.2 billion in fiscal year 2015.
11. The Board supports the State Department’s initiative to request additional Marines and expand the Marine Security Guard (MSG) Program – as well as corresponding requirements for staffing and funding.
STAFFING HIGH RISK, HIGH THREAT POSTS
12. The Board strongly endorses the Department’s request for increased DS personnel for high- and critical-threat posts and for additional Mobile Security Deployment teams, as well as an increase in DS domestic staffing in support of such action.
13. The Department should assign key policy, program, and security personnel at high risk, high threat posts for a minimum of one year. For less critical personnel, the temporary duty length (TDY) length should be no less than 120 days.
Temporary duty assignments are set at a minimum of 120 days.
14. The Department needs to review the staffing footprints at high risk, high threat posts, with particular attention to ensuring adequate Locally Employed Staff (LES) and management support. High risk, high threat posts must be funded and the human resources process prioritized to hire LES interpreters and translators.
15. With increased and more complex diplomatic activities in the Middle East, the Department should enhance its ongoing efforts to significantly upgrade its language capacity, especially Arabic, among American employees, including DS, and receive greater resources to do so.
TRAINING AND AWARENESS
16. A panel of Senior Special Agents and Supervisory Special Agents should revisit DS high-threat training with respect to active internal defense and fire survival as well as Chief of Mission protective detail training.
DS is pursuing a high-threat training strategy that will incorporate elements of this training across the full spectrum of courses required for DS special agents throughout their careers.
17. The Diplomatic Security Training Center and Foreign Service Institute should collaborate in designing joint courses that integrate high threat training and risk management decision processes for senior and mid-level DS agents and Foreign Service Officers and better prepare them for leadership positions in high risk, high threat posts.
SECURITY AND FIRE SAFETY EQUIPMENT
18. The Department should ensure provision of adequate fire safety and security equipment for safe havens and safe areas in non-Inman/SECCA facilities, as well as high threat Inman facilities.
19. There have been technological advancements in non-lethal deterrents, and the State Department should ensure it rapidly and routinely identifies and procures additional options for non-lethal deterrents in high risk, high threat posts and trains personnel on their use.
20. DS should upgrade surveillance cameras at high risk, high threat posts for greater resolution, nighttime visibility, and monitoring capability beyond post.
INTELLIGENCE AND THREAT ANALYSIS
21. Careful attention should be given to factors showing a deteriorating threat situation in general as a basis for improving security posture. Key trends must be quickly identified and used to sharpen risk calculations.
22. The DS Office of Intelligence and Threat Analysis should report directly to the DS Assistant Secretary and directly supply threat analysis to all DS components, regional Assistant Secretaries, and Chiefs of Mission in order to get key security-related threat information into the right hands more rapidly.
PERSONNEL ACCOUNTABILITY
23. The Board is of the view that findings of unsatisfactory leadership performance by senior officials in relation to the security incident under review should be a potential basis for discipline recommendations by future ARBs, and would recommend a revision of Department regulations or amendment to the relevant statute to this end.
24. The Board was humbled by the courage and integrity shown by those on the ground in Benghazi and Tripoli, in particular the DS agents and Annex team who defended their colleagues… We trust that the Department and relevant agencies will take the opportunity to recognize their exceptional valor and performance, which epitomized the highest ideals of government service.
The Department bestowed the Holbrooke award on Ambassador Chris Stevens; the Thomas Jefferson award to the personnel who gave their lives in September; the Secretary’s award to one officer who was seriously injured; and the Secretary's Heroism Award to 12 personnel who defended the Benghazi facilities.
Wednesday, May 22, 2013
SCIENTISTS FIND EARLY MONKEY-APE SPLIT
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| Olive Baboon. Credit: Wikimedia. |
Scientists Discover Oldest Evidence of Split Between Old World Monkeys and Apes
Two fossil discoveries from the East African Rift reveal new information about the evolution of primates, according to a paper published this week in the journal Nature.
Findings by scientists at Ohio University's (OU) Heritage College of Osteopathic Medicine and colleagues document the oldest fossils of two major groups of primates: the group that today includes apes and humans (hominoids) and the group that includes Old World monkeys such as baboons and macaques (cercopithecoids).
The research, funded in part by the National Science Foundation (NSF), underscores the integration of paleontological and geological approaches that are essential for deciphering complex relationships in vertebrate evolutionary history, the scientists said.
Geological analyses of the study site indicate that the finds are 25 million years old, significantly older than fossils previously documented for either of the two groups.
Both fossil discoveries uncovered primate species newly recognized by scientists. The fossils were collected from a single site in the Rukwa Rift Basin of Tanzania.
Rukwapithecus fleaglei is an early hominoid represented by a fossil mandible in which several teeth were preserved. Nsungwepithecus gunnelli is an early cercopithecoid represented by a tooth and jaw fragment.
The primates lived during the Oligocene epoch, which lasted from 34 to 23 million years ago. The research documents that the two lineages were already evolving separately during this geologic period.
"The late Oligocene is among the least sampled intervals in primate evolutionary history, and the Rukwa field area provides a first glimpse of the animals that were alive at that time from Africa south of the equator," said Nancy Stevens, Ohio University paleontologist and first author of the paper.
Co-authors are Patrick O'Connor, Cornelia Krause and Eric Gorscak of Ohio University; Erik Seiffert of SUNY Stony Brook University; Eric Roberts of James Cook University in Australia; Mark Schmitz of Boise State University; Sifa Ngasala of Michigan State University; Tobin Hieronymus of Northeast Ohio Medical University and Joseph Temu of the Tanzania Antiquities Unit.
Documenting the early evolutionary history of these groups has been elusive, as there are few fossil-bearing deposits of the appropriate age, Stevens said.
"Finding monkey and ape fossils of this age in Africa has been extremely difficult, but to find both branches in a well-dated fossil layer this old is extraordinary," said Paul Filmer, program director in NSF's Division of Earth Sciences.
"These 'oldest-yet' fossils reinforce that the Old World monkey and ape branches were already separate 25 million years ago."
Using an approach that dated multiple minerals in the rocks, geologists could determine a precise age for the specimens.
"The rift setting provides an advantage in that it preserves datable materials together with these important primate fossils," said Roberts.
Prior to these finds, the oldest fossil representatives of the hominoid and cercopithecoid lineages were recorded from the early Miocene, at sites dating millions of years younger.
"The Nsungwe Formation of Tanzania is a unique site, both geographically and chronologically, with excellent potential to yield important fossils from a vitally important time period and biogeographic area of Africa," said Carolyn Ehardt, NSF program director for biological anthropology.
"To have described two highly distinctive and completely new primates, one designated the oldest known fossil 'ape' and the other the oldest 'stem' member of the Old World monkey clade, is remarkable."
The new discoveries are particularly important for helping reconcile a long-standing disagreement between divergence time estimates derived from analyses of DNA sequences from living primates versus those suggested by the primate fossil record, Stevens said.
Studies of clock-like mutations in primate DNA have indicated that the split between apes and Old World monkeys occurred between 30 million and 25 million years ago.
"Fossils from the Rukwa Rift Basin in southwestern Tanzania provide the first real test of the hypothesis that these groups diverged so early, by revealing a novel glimpse into this late Oligocene terrestrial ecosystem," Stevens said.
The new fossils are the first primate discoveries from this precise location in the Rukwa deposits, and represent two of only a handful of known primate species from the entire late Oligocene, globally.
The scientists scanned the specimens in OU's MicroCT scanner, allowing them to create detailed three-dimensional reconstructions of the ancient specimens. The reconstructions were used for comparisons with other fossils.
"This is another great example of how modern imaging and computational approaches allow us to address more refined questions about vertebrate evolutionary history," said O'Connor.
In addition to unveiling these newly discovered primates, the Rukwa field sites have produced several other fossil vertebrate and invertebrate species new to science.
The late Oligocene interval is interesting because it provides a final snapshot of the unique species inhabiting Africa prior to the large-scale faunal exchange with Eurasia that occurred later in the Cenozoic Era, Stevens said.
A key aspect of the Rukwa Rift Basin project, she said, is the interdisciplinary nature of the research team, with paleontologists and geologists working together to reconstruct vertebrate evolutionary history in the context of the developing East African Rift System.
"Since its inception, the project has employed a multi-faceted approach to addressing a series of large-scale biological and geological questions centered on the East African Rift System in Tanzania," O'Connor said.
The research was also funded by the Leakey Foundation and the National Geographic Society.
-NSF-
FEMA INFORMATION ON SURVIVING TORNADOES
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| Credit: FEMA |
Tornadoes are nature’s most violent storms. Spawned from powerful thunderstorms, tornadoes can cause fatalities and devastate a neighborhood in seconds. A tornado appears as a rotating, funnel-shaped cloud that extends from a thunderstorm to the ground with whirling winds that can reach 300 miles per hour. Damage paths can be in excess of one mile wide and 50 miles long. Every state is at some risk from this hazard. Some tornadoes are clearly visible, while rain or nearby low-hanging clouds obscure others. Occasionally, tornadoes develop so rapidly that little, if any, advance warning is possible. Before a tornado hits, the wind may die down and the air may become very still. A cloud of debris can mark the location of a tornado even if a funnel is not visible. Tornadoes generally occur near the trailing edge of a thunderstorm. It is not uncommon to see clear, sunlit skies behind a tornado.
Be Informed
Emergency preparedness is not the sole concern of Californians for earthquakes, those who live in "Tornado Alley"; or Gulf Coast residents because of hurricanes. Most communities may be impacted by several types of hazards during a lifetime. Americans also travel more than ever before; to areas impacted by hazards they may not be at risk of near their homes. Knowing what to do before, during and after an emergency is a critical part of being prepared and may make all the difference when seconds count.
Some of the basic protective actions are similar for multiple hazards. For example, safety is necessary when experiencing all hazards, whether this means sheltering or evacuating depends on the specific emergency. Developing a family communications plan or making an emergency supply kit are the same for accidental emergencies, natural disasters and also terrorism. However, there are important differences among potential emergencies that should impact the decisions you make and the actions you take.
Use the links on this page to learn about the potential emergencies that can happen where you live and the appropriate ways to respond to them. When you know what to do, you can plan with your household and prepare in advance to be ready. These links also provide information about how protect your household and begin recovery following the initial disaster.
Before a disaster, learn how you will know there is an impending hazardous event. Familiarize yourself with the signs of events that come without warning and know the local advance alerts and warnings and how you will receive them. Knowing about the local emergency plans for shelter and evacuation and local emergency contacts will help you develop your household plan and will also aid you during a crisis.
Learning what to do in different situations and developing and customizing your plans for your local hazards, the locations frequented by members of your household and the specific needs of household members including animals will help you reduce the impact of disasters and may save lives and prevent injuries.
Make a Plan
Your family may not be together when a disaster strikes so it is important to plan in advance: how you will get to a safe place; how you will contact one another; how you will get back together; and what you will do in different situations. Read more about Family Communication during an emergency.
Ready.gov has made it simple for you to make a family emergency plan. Download the Family Emergency Plan (FEP) (PDF - 750 Kb) and fill out the sections before printing it or emailing it to your family and friends.
You should also inquire about emergency plans at places where your family spends time: work, daycare and school, faith organizations, sports events and commuting. If no plans exist, consider volunteering to help create one. Talk to community leaders, your colleagues, neighbors and members of faith or civic organizations about how you can work together in the event of an emergency. You will be better prepared to safely reunite your family and loved ones during an emergency if you think ahead and communicate with others in advance. Read more about school and workplace plans.
Build A Kit
A disaster supplies kit is simply a collection of basic items your household may need in the event of an emergency.
Try to assemble your kit well in advance of an emergency. You may have to evacuate at a moment’s notice and take essentials with you. You will probably not have time to search for the supplies you need or shop for them.
You may need to survive on your own after an emergency. This means having your own food, water and other supplies in sufficient quantity to last for at least 72 hours. Local officials and relief workers will be on the scene after a disaster but they cannot reach everyone immediately. You could get help in hours or it might take days.
Additionally, basic services such as electricity, gas, water, sewage treatment and telephones may be cut off for days or even a week, or longer. Your supplies kit should contain items to help you manage during these outages.
DIALYSIS COMPANY TO PAY $7.3 MILLION TO RESOLVE ALLEGATIONS IT SUBMITTED FALSE CLAIMS TO MEDICARE
FROM: U.S. DEPARTMENT OF JUSTICE
Tuesday, May 21, 2013
U.S. Renal Care to Pay $7.3 Million to Resolve False Claims Act Allegations
Allegedly Submitted False Medicare Claims for Drug Provided to Dialysis Patients
U.S. Renal Care, headquartered in Plano, Texas, has agreed to pay $7.3 million to resolve allegations that Dialysis Corporation of America (DCA) violated the False Claims Act by submitting false claims to the Medicare program for more Epogen than was actually administered to dialysis patients at DCA facilities, the Justice Department announced today. U.S. Renal Care, which acquired DCA in June 2010, owns and operates more than 100 freestanding outpatient dialysis facilities throughout the United States.
Epogen is an intravenous medication that is used to treat anemia, a common condition afflicting patients with end-stage renal disease. Epogen vials contain a small amount of medication in excess of the labeled amount, known as "overfill," to compensate for medication that may remain in the vial after extraction and in the syringe upon administration. The United States contends that from January 2004 through May 2011, DCA billed for 10-11% overfill whenever it administered Epogen. However, because of the types of syringes DCA used, the United States alleges that DCA was not able to withdraw and administer 10-11% overfill every time it administered Epogen to patients, and thus submitted false claims to Medicare that overstated the amount of Epogen that it was actually providing.
"Today’s settlement shows that the Justice Department will aggressively pursue those health care providers who cut corners at the expense of the American taxpayers, such as by billing for items and services that were not provided," said Stuart F. Delery, Acting Assistant Attorney General for the Justice Department’s Civil Division. "We will continue to protect scarce Medicare dollars."
"Medical care providers who submit false claims for services and products that were not actually delivered threaten the financial viability of the Medicare Trust Fund," said Rod J. Rosenstein, U.S. Attorney for the District of Maryland.
"Health providers billing for phantom services cheat taxpayers, cheat programs straining to pay for vitally needed care, and cheat patients who pay inflated copayments," said Nick DiGiulio, Special Agent in Charge, Office of Inspector General, U.S. Department of Health and Human Services for the region including Maryland. "We will continue to work with the Department of Justice to ensure health professionals get reimbursed only for services they actually provide"
This resolution is part of the government’s emphasis on combating health care fraud and another step for the Health Care Fraud Prevention and Enforcement Action Team (HEAT) initiative, which was announced by Attorney General Eric Holder and Kathleen Sebelius, Secretary of the Department of Health and Human Services in May 2009. The partnership between the two departments has focused efforts to reduce and prevent Medicare and Medicaid financial fraud through enhanced cooperation. One of the most powerful tools in that effort is the False Claims Act, which the Justice Department has used to recover $10.2 billion since January 2009 in cases involving fraud against federal health care programs. The Justice Department’s total recoveries in False Claims Act cases since January 2009 are over $14.2 billion.
The allegations settled today arose from a lawsuit filed by Laura Davis against DCA under the qui tam, or whistleblower, provisions of the False Claims Act. The Act allows private citizens with knowledge of fraud to bring civil actions on behalf of the United States and share in any recovery. Ms. Davis will receive $1,314,000 as part of today’s settlement.
This case was handled by the Civil Division of the Department of Justice and the U.S. Attorney’s Office for the District of Maryland with assistance from the Office of Inspector General for the Department of Health and Human Services. The claims settled by this agreement are allegations only, and there has been no determination of liability. The whistleblower suit is captioned United States ex rel. Laura Davis v.
Tuesday, May 21, 2013
U.S. Renal Care to Pay $7.3 Million to Resolve False Claims Act Allegations
Allegedly Submitted False Medicare Claims for Drug Provided to Dialysis Patients
U.S. Renal Care, headquartered in Plano, Texas, has agreed to pay $7.3 million to resolve allegations that Dialysis Corporation of America (DCA) violated the False Claims Act by submitting false claims to the Medicare program for more Epogen than was actually administered to dialysis patients at DCA facilities, the Justice Department announced today. U.S. Renal Care, which acquired DCA in June 2010, owns and operates more than 100 freestanding outpatient dialysis facilities throughout the United States.
Epogen is an intravenous medication that is used to treat anemia, a common condition afflicting patients with end-stage renal disease. Epogen vials contain a small amount of medication in excess of the labeled amount, known as "overfill," to compensate for medication that may remain in the vial after extraction and in the syringe upon administration. The United States contends that from January 2004 through May 2011, DCA billed for 10-11% overfill whenever it administered Epogen. However, because of the types of syringes DCA used, the United States alleges that DCA was not able to withdraw and administer 10-11% overfill every time it administered Epogen to patients, and thus submitted false claims to Medicare that overstated the amount of Epogen that it was actually providing.
"Today’s settlement shows that the Justice Department will aggressively pursue those health care providers who cut corners at the expense of the American taxpayers, such as by billing for items and services that were not provided," said Stuart F. Delery, Acting Assistant Attorney General for the Justice Department’s Civil Division. "We will continue to protect scarce Medicare dollars."
"Medical care providers who submit false claims for services and products that were not actually delivered threaten the financial viability of the Medicare Trust Fund," said Rod J. Rosenstein, U.S. Attorney for the District of Maryland.
"Health providers billing for phantom services cheat taxpayers, cheat programs straining to pay for vitally needed care, and cheat patients who pay inflated copayments," said Nick DiGiulio, Special Agent in Charge, Office of Inspector General, U.S. Department of Health and Human Services for the region including Maryland. "We will continue to work with the Department of Justice to ensure health professionals get reimbursed only for services they actually provide"
This resolution is part of the government’s emphasis on combating health care fraud and another step for the Health Care Fraud Prevention and Enforcement Action Team (HEAT) initiative, which was announced by Attorney General Eric Holder and Kathleen Sebelius, Secretary of the Department of Health and Human Services in May 2009. The partnership between the two departments has focused efforts to reduce and prevent Medicare and Medicaid financial fraud through enhanced cooperation. One of the most powerful tools in that effort is the False Claims Act, which the Justice Department has used to recover $10.2 billion since January 2009 in cases involving fraud against federal health care programs. The Justice Department’s total recoveries in False Claims Act cases since January 2009 are over $14.2 billion.
The allegations settled today arose from a lawsuit filed by Laura Davis against DCA under the qui tam, or whistleblower, provisions of the False Claims Act. The Act allows private citizens with knowledge of fraud to bring civil actions on behalf of the United States and share in any recovery. Ms. Davis will receive $1,314,000 as part of today’s settlement.
This case was handled by the Civil Division of the Department of Justice and the U.S. Attorney’s Office for the District of Maryland with assistance from the Office of Inspector General for the Department of Health and Human Services. The claims settled by this agreement are allegations only, and there has been no determination of liability. The whistleblower suit is captioned United States ex rel. Laura Davis v.
U.S. SPECIAL OPS AND THE FUTURE
FROM: U.S. DEPARTMENT OF DEFENSE
Special Ops Components Adapt for Future Challenges
By Donna Miles
American Forces Press Service
TAMPA, Fla., May 21, 2013 - Look for big changes in special operations forces as they shape for what's ahead after a dozen years of intensive, high-operational-tempo missions focused predominantly on Afghanistan and Iraq.
Commanders of the special operations components laid out their plans for the future to members of the special operations community and the defense industry last week during the 2013 Special Operations Forces Industry Conference here.
The Navy SEALs will undergo "an amphibious evolution in reverse," returning to their maritime roots, Navy Rear Adm. Sean A. Pybus, commander of Naval Special Warfare Command, told the assembly.
Army Special Forces will concentrate on rebuilding their regional expertise and relationships in parts of the world, Army Lt. Gen. Charles T. Cleveland, commander of U.S. Army Special Operations Command, reported.
Air Force Special Operations Command will strive to to rebalance its portfolio to provide broader support to geographic and theater special operations commanders, said Air Force Lt. Gen. Eric E. Fiel, the AFSOC commander.
And Marine Corps Special Forces Command, the newest of special operations components, will work to institute a cultural shift that maximizes the myriad technologies developed during the past decade-plus of conflict, Marine Corps Col. Mike Sweeney, the deputy MARSOC commander, told the group.
Navy Adm. William H. McRaven, U.S. Special Operations Command commander, opened the conference telling participants to think of a future that extends beyond the high-profile missions heralded in best-sellers and across the big screen.
"The fact of the matter is that [counterterrorism] piece that we do better than anybody in the world ... is a small part of our portfolio," he said. "The broader part of our portfolio is about how we build partner capacity [and] how we link with our allies and partners overseas so that we can help them take care of their problems so that we don't end up having to do [counterterrorism]."
U.S. special operators "will continue to take care of the bad guys and rescue the good guys better than anybody in the world," McRaven emphasized. But by helping partner nations build their own capacity, he said, "they can take care of their own security problems ...[and] do the things that we now don't have to put U.S. forces against.
"That is the value of U.S. special operations forces as we go forth in the future," he added.
That concept, encapsulated in McRaven's "Special Operations Forces 2020" vision, requires transition across the special operations service components.
Those changes are well underway in the SEALs, which Pybus said are expected to reduce the number of theater platoons in Afghanistan by at least half by the year's end.
"Our SEALs have been fighting two land wars for the last decade, and there is plenty of work back in the maritime environment," he said. "That is playing out before our eyes."
The drawdown in Afghanistan will free up forces to better support the U.S. strategic pivot toward Asia or demands in other parts of the world, he said, citing examples of the Mediterranean Sea, the Gulf of Guinea or the Persian Gulf. "There are plenty of things to do in support of our theater [special operations commanders] and all their requirements," he said.
The timing is right for most of the SEALs' return to the water, Pybus said, noting that by the end of the decade, 90 percent of the world's population will live in megacities on or near the coast. "So it is the right time for one of the two maritime components of U.S. Socom to make sure that we are covering down on our obligation as a maritime special operations force."
For the Green Berets, Cleveland emphasized the importance of shoring up gaps in regional expertise due to the command's heavy focus on combat operations in the Middle East. "We have these regionally expert forces, but we surged to Iraq and Afghanistan, and by necessity, we sacrificed over the past 12 years a knowledge and expertise that we need of the rest of the world," he said.
"That's not to say we don't have it," Cleveland added. "But we don't have it in the density that we need. And that is the gap we are going to work to fix."
Meanwhile, Army Special Operations Command, like its sister special operations component commands, is striving to preserve strides made in Iraq and Afghanistan. "We cannot lose what we have developed over the last 12 years," Cleveland said. "I think we are taking steps to not do that."
Sustained combat operations served as a "forcing function" for special operators to work in synchronization with not only conventional forces, but also interagency and non-governmental organization partners, he said.
The challenge, once combat operations are over, is to maintain those bonds for the future, Cleveland said. He shared an observation by a State Department official who suggested forming a "league of extraordinary operators" who maintain a connection, rather than forming one when a crisis erupts.
"We ought not wait until we have to descend on a problem to create this connection, and are starting to work on that," Cleveland said.
Regardless of where on the globe Army Special Forces operate, Cleveland said, "two exquisite capabilities" will remain paramount: surgical strike and special warfare. "The country needs both of these capabilities," he said, emphasizing the need to continually evolve for complex challenges that will test the mettle of the future force.
Fiel, commander of Air Force Special Operations Command, said he expects little letup in the years ahead for the command's highest-demand capabilities: mobility, strike and intelligence, surveillance and reconnaissance.
Tasked by McRaven "to generate and sustain as much combat power as possible," Fiel said, he is working to rebalance the command's portfolio to better serve all theater special operations commanders.
Despite flying tactical missions every day in support of every geographic combatant commander and theater special operations commander, all want "more, more, more" capability, Fiel said.
New hardware entering the inventory is a step in the right direction, he said. Another big advance is the new Air Force Special Operations Warfare Center, stood up in February. Its mission includes executing special operations test, evaluation and lessons learned programs and developing doctrine, tactics, techniques, and procedures for AFSOC.
Fiel shared Cleveland's assessment of progress made in building more cohesive and interconnected teams across the special operations force community.
"Socom and [special operations forces] is a team sport. It really is the only joint force in the Department of Defense. Sometimes you are on offensive, sometimes you are on defense, and sometimes you are on special teams," he said. "But we are the only force in the DOD that grows up together."
Since its activation in 2006, Marine Corps Forces Special Operations Command has hit the ground running with no pause in the pace of its operational missions. But looking ahead to a post-Afghanistan future, the command is preparing to transition from landlocked operations to future maritime missions around the world, Sweeney told the audience.
In another change to come, Marsoc plans to make its battalions regionally focused to better support theater requirements.
In posturing for that future, Sweeney said, the Marines hope to find better ways to integrate the kinds of technologies integrated into the battlefield in Afghanistan. If anything, Marine special operators are "too heavy on technology," he said.
"When I see our teams and our Marines out there, and they have to have five or six sets of equipment to access five or six networks, that is problematic," he explained. "We are now increasing the burden on the force from a load perspective."
Ideally, Sweeney said, he would like to see one multitiered network that integrates these capabilities.
Another challenge, he said, is to change the culture to take full advantage of what technologies deliver. Sweeney likened the process of compiling multiple data streams to form one operational picture to the broadcast of a "Monday Night Football" game.
"I, as a consumer, see one picture, and that is the picture I want to see," he said. He recognized, however, that someone behind the scenes has made decisions, selecting views from 40 or more screens to deliver what the viewer sees.
"That type of talent is extremely difficult to build in the military," he said, emphasizing that it's not a job that should be relegated to a junior officer or a mid-level noncommissioned officer.
"That is somebody who is well-educated, understands the warfighting functions, can quickly assimilate information, turn it into knowledge and present it to the commander," he said. "It is very, very challenging to do."
The problem, Sweeney said, is that the military – or at least the Marines – don't put emphasis into developing those capabilities or rewarding those who have them.
"From the Marine Corps perspective, if you are an innovator, if you are a visionary, if you are a science-and-technology guy, you are probably not going to do well at the promotion board," he said. "I think what we owe you [in industry] and we owe ourselves is a culture and a mindset shift about how we go after capitalizing on the technology you provide and using that to our advantage to bring power to bear where it counts most."
Special Ops Components Adapt for Future Challenges
By Donna Miles
American Forces Press Service
TAMPA, Fla., May 21, 2013 - Look for big changes in special operations forces as they shape for what's ahead after a dozen years of intensive, high-operational-tempo missions focused predominantly on Afghanistan and Iraq.
Commanders of the special operations components laid out their plans for the future to members of the special operations community and the defense industry last week during the 2013 Special Operations Forces Industry Conference here.
The Navy SEALs will undergo "an amphibious evolution in reverse," returning to their maritime roots, Navy Rear Adm. Sean A. Pybus, commander of Naval Special Warfare Command, told the assembly.
Army Special Forces will concentrate on rebuilding their regional expertise and relationships in parts of the world, Army Lt. Gen. Charles T. Cleveland, commander of U.S. Army Special Operations Command, reported.
Air Force Special Operations Command will strive to to rebalance its portfolio to provide broader support to geographic and theater special operations commanders, said Air Force Lt. Gen. Eric E. Fiel, the AFSOC commander.
And Marine Corps Special Forces Command, the newest of special operations components, will work to institute a cultural shift that maximizes the myriad technologies developed during the past decade-plus of conflict, Marine Corps Col. Mike Sweeney, the deputy MARSOC commander, told the group.
Navy Adm. William H. McRaven, U.S. Special Operations Command commander, opened the conference telling participants to think of a future that extends beyond the high-profile missions heralded in best-sellers and across the big screen.
"The fact of the matter is that [counterterrorism] piece that we do better than anybody in the world ... is a small part of our portfolio," he said. "The broader part of our portfolio is about how we build partner capacity [and] how we link with our allies and partners overseas so that we can help them take care of their problems so that we don't end up having to do [counterterrorism]."
U.S. special operators "will continue to take care of the bad guys and rescue the good guys better than anybody in the world," McRaven emphasized. But by helping partner nations build their own capacity, he said, "they can take care of their own security problems ...[and] do the things that we now don't have to put U.S. forces against.
"That is the value of U.S. special operations forces as we go forth in the future," he added.
That concept, encapsulated in McRaven's "Special Operations Forces 2020" vision, requires transition across the special operations service components.
Those changes are well underway in the SEALs, which Pybus said are expected to reduce the number of theater platoons in Afghanistan by at least half by the year's end.
"Our SEALs have been fighting two land wars for the last decade, and there is plenty of work back in the maritime environment," he said. "That is playing out before our eyes."
The drawdown in Afghanistan will free up forces to better support the U.S. strategic pivot toward Asia or demands in other parts of the world, he said, citing examples of the Mediterranean Sea, the Gulf of Guinea or the Persian Gulf. "There are plenty of things to do in support of our theater [special operations commanders] and all their requirements," he said.
The timing is right for most of the SEALs' return to the water, Pybus said, noting that by the end of the decade, 90 percent of the world's population will live in megacities on or near the coast. "So it is the right time for one of the two maritime components of U.S. Socom to make sure that we are covering down on our obligation as a maritime special operations force."
For the Green Berets, Cleveland emphasized the importance of shoring up gaps in regional expertise due to the command's heavy focus on combat operations in the Middle East. "We have these regionally expert forces, but we surged to Iraq and Afghanistan, and by necessity, we sacrificed over the past 12 years a knowledge and expertise that we need of the rest of the world," he said.
"That's not to say we don't have it," Cleveland added. "But we don't have it in the density that we need. And that is the gap we are going to work to fix."
Meanwhile, Army Special Operations Command, like its sister special operations component commands, is striving to preserve strides made in Iraq and Afghanistan. "We cannot lose what we have developed over the last 12 years," Cleveland said. "I think we are taking steps to not do that."
Sustained combat operations served as a "forcing function" for special operators to work in synchronization with not only conventional forces, but also interagency and non-governmental organization partners, he said.
The challenge, once combat operations are over, is to maintain those bonds for the future, Cleveland said. He shared an observation by a State Department official who suggested forming a "league of extraordinary operators" who maintain a connection, rather than forming one when a crisis erupts.
"We ought not wait until we have to descend on a problem to create this connection, and are starting to work on that," Cleveland said.
Regardless of where on the globe Army Special Forces operate, Cleveland said, "two exquisite capabilities" will remain paramount: surgical strike and special warfare. "The country needs both of these capabilities," he said, emphasizing the need to continually evolve for complex challenges that will test the mettle of the future force.
Fiel, commander of Air Force Special Operations Command, said he expects little letup in the years ahead for the command's highest-demand capabilities: mobility, strike and intelligence, surveillance and reconnaissance.
Tasked by McRaven "to generate and sustain as much combat power as possible," Fiel said, he is working to rebalance the command's portfolio to better serve all theater special operations commanders.
Despite flying tactical missions every day in support of every geographic combatant commander and theater special operations commander, all want "more, more, more" capability, Fiel said.
New hardware entering the inventory is a step in the right direction, he said. Another big advance is the new Air Force Special Operations Warfare Center, stood up in February. Its mission includes executing special operations test, evaluation and lessons learned programs and developing doctrine, tactics, techniques, and procedures for AFSOC.
Fiel shared Cleveland's assessment of progress made in building more cohesive and interconnected teams across the special operations force community.
"Socom and [special operations forces] is a team sport. It really is the only joint force in the Department of Defense. Sometimes you are on offensive, sometimes you are on defense, and sometimes you are on special teams," he said. "But we are the only force in the DOD that grows up together."
Since its activation in 2006, Marine Corps Forces Special Operations Command has hit the ground running with no pause in the pace of its operational missions. But looking ahead to a post-Afghanistan future, the command is preparing to transition from landlocked operations to future maritime missions around the world, Sweeney told the audience.
In another change to come, Marsoc plans to make its battalions regionally focused to better support theater requirements.
In posturing for that future, Sweeney said, the Marines hope to find better ways to integrate the kinds of technologies integrated into the battlefield in Afghanistan. If anything, Marine special operators are "too heavy on technology," he said.
"When I see our teams and our Marines out there, and they have to have five or six sets of equipment to access five or six networks, that is problematic," he explained. "We are now increasing the burden on the force from a load perspective."
Ideally, Sweeney said, he would like to see one multitiered network that integrates these capabilities.
Another challenge, he said, is to change the culture to take full advantage of what technologies deliver. Sweeney likened the process of compiling multiple data streams to form one operational picture to the broadcast of a "Monday Night Football" game.
"I, as a consumer, see one picture, and that is the picture I want to see," he said. He recognized, however, that someone behind the scenes has made decisions, selecting views from 40 or more screens to deliver what the viewer sees.
"That type of talent is extremely difficult to build in the military," he said, emphasizing that it's not a job that should be relegated to a junior officer or a mid-level noncommissioned officer.
"That is somebody who is well-educated, understands the warfighting functions, can quickly assimilate information, turn it into knowledge and present it to the commander," he said. "It is very, very challenging to do."
The problem, Sweeney said, is that the military – or at least the Marines – don't put emphasis into developing those capabilities or rewarding those who have them.
"From the Marine Corps perspective, if you are an innovator, if you are a visionary, if you are a science-and-technology guy, you are probably not going to do well at the promotion board," he said. "I think what we owe you [in industry] and we owe ourselves is a culture and a mindset shift about how we go after capitalizing on the technology you provide and using that to our advantage to bring power to bear where it counts most."
THE THUNDERSTORM PREDICTABILITY EXPERIMENT
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| Ominous clouds signal a thunderstorm brewing on the U.S. Great Plains. Credit: NOAA |
FROM: NATIONAL SCIENCE FOUNDATION
Where, When Will Thunderstorms Strike Colorado's Front Range, Adjacent Great Plains?
To better predict where and when spring thunderstorms rip across Colorado's Front Range and the adjacent Great Plains, researchers launched a major field project with high-flying aircraft and fine-grained computer simulations.
The month-long study could point the way to major improvements in lead times for weather forecasts during what has been called a crucial six- to 24-hour window.
"People want to know whether there will be thunderstorms and when," says National Center for Atmospheric Research (NCAR) scientist Morris Weisman, one of four principal investigators on the project.
"We're hoping to find out where you need to collect observations in order to get the most improvement in short-term forecasts. Better prediction with a few hours of lead time could make a big difference in helping people prepare."
MPEX (pronounced "em-pex"), the Mesoscale Predictability Experiment, runs from May 15 to June 15 and is funded by the National Science Foundation (NSF).
The project includes participants from NCAR; Colorado State University; the University at Albany, State University of New York; Purdue University; the University of Wisconsin-Milwaukee; and the National Oceanic and Atmospheric Administration's National Severe Storms Laboratory.
"MPEX will lead to a better understanding of the initiation and development of severe storms in an area of the country that's particularly affected by them," says Chungu Lu, program director in NSF's Division of Atmospheric and Geospace Sciences.
"If we can move 'early warnings' even sooner through the results of MPEX, it will lead to safer skies for air travelers and safer situations on the ground as well."
The project will include early morning flights with the NSF/NCAR Gulfstream V aircraft to sample the pre-storm atmosphere across Colorado and nearby states.
The Gulfstream V can cruise at 40,000 feet for up to six hours, which will enable researchers to thoroughly canvass the entire region where triggers for severe weather might be lurking.
MPEX will also include afternoon launches of weather balloons carrying instrument packages called radiosondes, which will profile conditions around thunderstorms as they develop and move east across the Great Plains.
Filling the same-day gap
Severe weather warnings from the National Weather Service give people up to an hour's notice for tornadoes and other threats on a county-by-county basis. A key goal of MPEX is to help improve the forecasts that fall between two types of longer-range alerts:
tornado and severe thunderstorm watches, which are issued up to eight hours in advance for state-sized areas.
Same-day forecasts often note the likelihood of severe storms, but they do not usually specify where and when the storms will develop.
MPEX will help determine whether more detailed observations and simulations could lead to more specific forecasts of storm location and behavior as much as a day in advance.
Advanced forecast models can now simulate the weather using data at points packed as closely as about a half-mile from each other. This allows showers and thunderstorms (known as "convection") to be explicitly depicted. But the newer models still struggle to reliably map out storm behavior beyond about six hours in advance.
Scientists believe this may be largely because the models need more detail on upper-level features, such as pockets of strong wind or dry air, located several miles above ground level.
As these features move into the Great Plains, they can be critical for triggering or suppressing severe storms. However, weather satellites may not see these features, and they often go undetected by limited surface and upper-air networks across the Rocky Mountain states.
"The structure of the atmosphere two to six miles above sea level is incredibly important," Weisman says. "This appears to be where the biggest forecast errors develop, so we need to collect more data at these heights."
In the sky and on the ground
To get around the data roadblock, MPEX will send the Gulfstream V from its base at the Rocky Mountain Metropolitan Airport in Broomfield on missions that will start as early as 3 a.m.
The Gulfstream V will sample jet-stream winds, upper-level temperatures, and other features across Colorado and nearby states.
The aircraft will use a microwave-based temperature sensor to profile horizontal temperature contrasts miles above the region.
At pre-specified locations, the Gulfstream V will also use parachute-borne minisondes--compact instrument packages, similar to the 200-plus radiosondes used every day across the nation--to gather extra detail between flight level and ground level.
The minisondes will provide information on temperature, moisture, and winds four times each second.
"The Gulfstream V is perfect for this kind of study," says NCAR project manager Pavel Romashkin, who will oversee MPEX aircraft operations. "The G-V is one of very few aircraft in weather research that can sample the atmosphere near the top of important features for a number of hours."
MPEX will also gather data with three radiosonde launch units operated by Purdue and NSSL in vehicles that will maneuver around late-day thunderstorms.
The goal is to find out how well the extra data can help predict local and regional weather conditions into the next day, as well as to assess how the thunderstorms interact with the atmosphere that surrounds and supports them.
"We know that even isolated, short-lived thunderstorms influence their environment," says Robert "Jeff" Trapp of Purdue, an MPEX principal investigator.
"The MPEX data will allow us to quantify these influences and examine how well they are represented in computer forecast models. This information can then be used to help improve weather forecasts."
Testing the value of enhanced observations
With the help of improvements in computing power and scientific understanding, forecast models can depict weather in far more detail than just a few years ago.
On each day of operations (about 15 in all during the project), MPEX will produce an ensemble of up to 30 forecasts using the NCAR-based research version of the multiagency Weather Research and Forecasting model (WRF-ARW).
Along with data from the Gulfstream V flights, each WRF-ARW ensemble member will use a slightly different characterization of early-morning weather conditions in order to allow for the uncertainty inherent in those measurements.
Forecasters can then issue forecasts with greater or lesser confidence based on how the ensemble forecasts agree or disagree.
The MPEX team will also evaluate how much the Gulfstream V data improve forecasts in two other modeling systems, both of which are updated each hour.
The complex process of incorporating observed data into the MPEX simulations will be handled by NCAR's Data Assimilation Research Testbed.
Studies have shown that major forecast improvements are possible when the right kinds of data are collected and assimilated into forecast models.
Scientists hope the results from MPEX will help advance this process, which could improve predictions of severe thunderstorms as well as other types of high-impact weather where better forecasts in the six- to 24-hour period could help people and communities better prepare.
-NSF-
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