The top-secret world the government created in response to the terrorist attacks of Sept. 11, 2001, has become so large, so unwieldy and so secretive that no one knows how much money it costs, how many people it employs, how many programs exist within it or exactly how many agencies do the same work.

These are some of the findings of a two-year investigation by The Washington Post that discovered what amounts to an alternative geography of the United States, a Top Secret America hidden from public view and lacking in thorough oversight. After nine years of unprecedented spending and growth, the result is that the system put in place to keep the United States safe is so massive that its effectiveness is impossible to determine.

The investigation’s other findings include:

* Some 1,271 government organizations and 1,931 private companies work on programs related to counterterrorism, homeland security and intelligence in about 10,000 locations across the United States.

* An estimated 854,000 people, nearly 1.5 times as many people as live in Washington, D.C., hold top-secret security clearances.

* In Washington and the surrounding area, 33 building complexes for top-secret intelligence work are under construction or have been built since September 2001. Together they occupy the equivalent of almost three Pentagons or 22 U.S. Capitol buildings – about 17 million square feet of space.

* Many security and intelligence agencies do the same work, creating redundancy and waste. For example, 51 federal organizations and military commands, operating in 15 U.S. cities, track the flow of money to and from terrorist networks.

* Analysts who make sense of documents and conversations obtained by foreign and domestic spying share their judgment by publishing 50,000 intelligence reports each year – a volume so large that many are routinely ignored.

These are not academic issues; lack of focus, not lack of resources, was at the heart of the Fort Hood shooting that left 13 dead, as well as the Christmas Day bomb attempt thwarted not by the thousands of analysts employed to find lone terrorists but by an alert airline passenger who saw smoke coming from his seatmate.

They are also issues that greatly concern some of the people in charge of the nation’s security.

“There has been so much growth since 9/11 that getting your arms around that – not just for the CIA, for the secretary of defense – is a challenge,” Defense Secretary Robert M. Gates said in an interview with The Post last week.

In the Department of Defense, where more than two-thirds of the intelligence programs reside, only a handful of senior officials – called Super Users – have the ability to even know about all the department’s activities. But as two of the Super Users indicated in interviews, there is simply no way they can keep up with the nation’s most sensitive work.

“I’m not going to live long enough to be briefed on everything” was how one Super User put it. The other recounted that for his initial briefing, he was escorted into a tiny, dark room, seated at a small table and told he couldn’t take notes. Program after program began flashing on a screen, he said, until he yelled ”Stop!” in frustration.

“I wasn’t remembering any of it,” he said.

Underscoring the seriousness of these issues are the conclusions of retired Army Lt. Gen. John R. Vines, who was asked last year to review the method for tracking the Defense Department’s most sensitive programs. Vines, who once commanded 145,000 troops in Iraq and is familiar with complex problems, was stunned by what he discovered.

“I’m not aware of any agency with the authority, responsibility or a process in place to coordinate all these interagency and commercial activities,” he said in an interview. “The complexity of this system defies description.”

The result, he added, is that it’s impossible to tell whether the country is safer because of all this spending and all these activities. “Because it lacks a synchronizing process, it inevitably results in message dissonance, reduced effectiveness and waste,” Vines said. “We consequently can’t effectively assess whether it is making us more safe.”

The Post’s investigation is based on government documents and contracts, job descriptions, property records, corporate and social networking Web sites, additional records, and hundreds of interviews with intelligence, military and corporate officials and former officials. Most requested anonymity either because they are prohibited from speaking publicly or because, they said, they feared retaliation at work for describing their concerns.

The Post’s online database of government organizations and private companies was built entirely on public records. The investigation focused on top-secret work because the amount classified at the secret level is too large to accurately track.

Today’s article describes the government’s role in this expanding enterprise. Tuesday’s article describes the government’s dependence on private contractors. Wednesday’s is a portrait of one Top Secret America community. On the Web, an extensive, searchable database built by The Post about Top Secret America is available at washingtonpost.com/topsecretamerica.

Defense Secretary Gates, in his interview with The Post, said that he does not believe the system has become too big to manage but that getting precise data is sometimes difficult. Singling out the growth of intelligence units in the Defense Department, he said he intends to review those programs for waste. “Nine years after 9/11, it makes a lot of sense to sort of take a look at this and say, ‘Okay, we’ve built tremendous capability, but do we have more than we need?’ ” he said.

CIA Director Leon Panetta, who was also interviewed by The Post last week, said he’s begun mapping out a five-year plan for his agency because the levels of spending since 9/11 are not sustainable. “Particularly with these deficits, we’re going to hit the wall. I want to be prepared for that,” he said. “Frankly, I think everyone in intelligence ought to be doing that.”

In an interview before he resigned as the director of national intelligence in May, retired Adm. Dennis C. Blair said he did not believe there was overlap and redundancy in the intelligence world. “Much of what appears to be redundancy is, in fact, providing tailored intelligence for many different customers,” he said.

Blair also expressed confidence that subordinates told him what he needed to know. “I have visibility on all the important intelligence programs across the community, and there are processes in place to ensure the different intelligence capabilities are working together where they need to,” he said.

Weeks later, as he sat in the corner of a ballroom at the Willard Hotel waiting to give a speech, he mused about The Post’s findings. “After 9/11, when we decided to attack violent extremism, we did as we so often do in this country,” he said. “The attitude was, if it’s worth doing, it’s probably worth overdoing.”

Outside a gated subdivision of mansions in McLean, a line of cars idles every weekday morning as a new day in Top Secret America gets underway. The drivers wait patiently to turn left, then crawl up a hill and around a bend to a destination that is not on any public map and not announced by any street sign.

Liberty Crossing tries hard to hide from view. But in the winter, leafless trees can’t conceal a mountain of cement and windows the size of five Wal-Mart stores stacked on top of one another rising behind a grassy berm. One step too close without the right badge, and men in black jump out of nowhere, guns at the ready.

Past the armed guards and the hydraulic steel barriers, at least 1,700 federal employees and 1,200 private contractors work at Liberty Crossing, the nickname for the two headquarters of the Office of the Director of National Intelligence and its National Counterterrorism Center. The two share a police force, a canine unit and thousands of parking spaces.

Liberty Crossing is at the center of the collection of U.S. government agencies and corporate contractors that mushroomed after the 2001 attacks. But it is not nearly the biggest, the most costly or even the most secretive part of the 9/11 enterprise.

In an Arlington County office building, the lobby directory doesn’t include the Air Force’s mysteriously named XOIWS unit, but there’s a big “Welcome!” sign in the hallway greeting visitors who know to step off the elevator on the third floor. In Elkridge, Md., a clandestine program hides in a tall concrete structure fitted with false windows to look like a normal office building. In Arnold, Mo., the location is across the street from a Target and a Home Depot. In St. Petersburg, Fla., it’s in a modest brick bungalow in a run-down business park.

Each day at the National Counterterrorism Center in McLean, workers review at least 5,000 pieces of terrorist-related data from intelligence agencies and keep an eye on world events. (Photo by: Melina Mara / The Washington Post)

Every day across the United States, 854,000 civil servants, military personnel and private contractors with top-secret security clearances are scanned into offices protected by electromagnetic locks, retinal cameras and fortified walls that eavesdropping equipment cannot penetrate.

This is not exactly President Dwight D. Eisenhower’s “military-industrial complex,” which emerged with the Cold War and centered on building nuclear weapons to deter the Soviet Union. This is a national security enterprise with a more amorphous mission: defeating transnational violent extremists.

Much of the information about this mission is classified. That is the reason it is so difficult to gauge the success and identify the problems of Top Secret America, including whether money is being spent wisely. The U.S. intelligence budget is vast, publicly announced last year as $75 billion, 21/2 times the size it was on Sept. 10, 2001. But the figure doesn’t include many military activities or domestic counterterrorism programs.

At least 20 percent of the government organizations that exist to fend off terrorist threats were established or refashioned in the wake of 9/11. Many that existed before the attacks grew to historic proportions as the Bush administration and Congress gave agencies more money than they were capable of responsibly spending.

The Pentagon’s Defense Intelligence Agency, for example, has gone from 7,500 employees in 2002 to 16,500 today. The budget of the National Security Agency, which conducts electronic eavesdropping, doubled. Thirty-five FBI Joint Terrorism Task Forces became 106. It was phenomenal growth that began almost as soon as the Sept. 11 attacks ended.

Nine days after the attacks, Congress committed $40 billion beyond what was in the federal budget to fortify domestic defenses and to launch a global offensive against al-Qaeda. It followed that up with an additional $36.5 billion in 2002 and $44 billion in 2003. That was only a beginning.

With the quick infusion of money, military and intelligence agencies multiplied. Twenty-four organizations were created by the end of 2001, including the Office of Homeland Security and the Foreign Terrorist Asset Tracking Task Force. In 2002, 37 more were created to track weapons of mass destruction, collect threat tips and coordinate the new focus on counterterrorism. That was followed the next year by 36 new organizations; and 26 after that; and 31 more; and 32 more; and 20 or more each in 2007, 2008 and 2009.

In all, at least 263 organizations have been created or reorganized as a response to 9/11. Each has required more people, and those people have required more administrative and logistic support: phone operators, secretaries, librarians, architects, carpenters, construction workers, air-conditioning mechanics and, because of where they work, even janitors with top-secret clearances.

With so many more employees, units and organizations, the lines of responsibility began to blur. To remedy this, at the recommendation of the bipartisan 9/11 Commission, the George W. Bush administration and Congress decided to create an agency in 2004 with overarching responsibilities called the Office of the Director of National Intelligence (ODNI) to bring the colossal effort under control.

While that was the idea, Washington has its own ways.

The first problem was that the law passed by Congress did not give the director clear legal or budgetary authority over intelligence matters, which meant he wouldn’t have power over the individual agencies he was supposed to control.

The second problem: Even before the first director, Ambassador John D. Negroponte, was on the job, the turf battles began. The Defense Department shifted billions of dollars out of one budget and into another so that the ODNI could not touch it, according to two senior officials who watched the process. The CIA reclassified some of its most sensitive information at a higher level so the National Counterterrorism Center staff, part of the ODNI, would not be allowed to see it, said former intelligence officers involved.

And then came a problem that continues to this day, which has to do with the ODNI’s rapid expansion.

When it opened in the spring of 2005, Negroponte’s office was all of 11 people stuffed into a secure vault with closet-size rooms a block from the White House. A year later, the budding agency moved to two floors of another building. In April 2008, it moved into its huge permanent home, Liberty Crossing.

Today, many officials who work in the intelligence agencies say they remain unclear about what the ODNI is in charge of. To be sure, the ODNI has made some progress, especially in intelligence-sharing, information technology and budget reform. The DNI and his managers hold interagency meetings every day to promote collaboration. The last director, Blair, doggedly pursued such nitty-gritty issues as procurement reform, compatible computer networks, tradecraft standards and collegiality.

But improvements have been overtaken by volume at the ODNI, as the increased flow of intelligence data overwhelms the system’s ability to analyze and use it. Every day, collection systems at the National Security Agency intercept and store 1.7 billion e-mails, phone calls and other types of communications. The NSA sorts a fraction of those into 70 separate databases. The same problem bedevils every other intelligence agency, none of which have enough analysts and translators for all this work.

The practical effect of this unwieldiness is visible, on a much smaller scale, in the office of Michael Leiter, the director of the National Counterterrorism Center. Leiter spends much of his day flipping among four computer monitors lined up on his desk. Six hard drives sit at his feet. The data flow is enormous, with dozens of databases feeding separate computer networks that cannot interact with one another.

There is a long explanation for why these databases are still not connected, and it amounts to this: It’s too hard, and some agency heads don’t really want to give up the systems they have. But there’s some progress: “All my e-mail on one computer now,” Leiter says. “That’s a big deal.”

To get another view of how sprawling Top Secret America has become, just head west on the toll road toward Dulles International Airport.

As a Michaels craft store and a Books-A-Million give way to the military intelligence giants Northrop Grumman and Lockheed Martin, find the off-ramp and turn left. Those two shimmering-blue five-story ice cubes belong to the National Geospatial-Intelligence Agency, which analyzes images and mapping data of the Earth’s geography. A small sign obscured by a boxwood hedge says so.

Across the street, in the chocolate-brown blocks, is Carahsoft, an intelligence agency contractor specializing in mapping, speech analysis and data harvesting. Nearby is the government’s Underground Facility Analysis Center. It identifies overseas underground command centers associated with weapons of mass destruction and terrorist groups, and advises the military on how to destroy them.

Clusters of top-secret work exist throughout the country, but the Washington region is the capital of Top Secret America.

About half of the post-9/11 enterprise is anchored in an arc stretching from Leesburg south to Quantico, back north through Washington and curving northeast to Linthicum, just north of the Baltimore-Washington International Marshall Airport. Many buildings sit within off-limits government compounds or military bases.

Others occupy business parks or are intermingled with neighborhoods, schools and shopping centers and go unnoticed by most people who live or play nearby.

Many of the newest buildings are not just utilitarian offices but also edifices “on the order of the pyramids,” in the words of one senior military intelligence officer.

Not far from the Dulles Toll Road, the CIA has expanded into two buildings that will increase the agency’s office space by one-third. To the south, Springfield is becoming home to the new $1.8 billion National Geospatial-Intelligence Agency headquarters, which will be the fourth-largest federal building in the area and home to 8,500 employees. Economic stimulus money is paying hundreds of millions of dollars for this kind of federal construction across the region.

Construction for the National Geospatial-Intelligence Agency in Springfield (Photo by: Michael S. Williamson / The Washington Post)

It’s not only the number of buildings that suggests the size and cost of this expansion, it’s also what is inside: banks of television monitors. “Escort-required” badges. X-ray machines and lockers to store cellphones and pagers. Keypad door locks that open special rooms encased in metal or permanent dry wall, impenetrable to eavesdropping tools and protected by alarms and a security force capable of responding within 15 minutes. Every one of these buildings has at least one of these rooms, known as a SCIF, for sensitive compartmented information facility. Some are as small as a closet; others are four times the size of a football field.

SCIF size has become a measure of status in Top Secret America, or at least in the Washington region of it. “In D.C., everyone talks SCIF, SCIF, SCIF,” said Bruce Paquin, who moved to Florida from the Washington region several years ago to start a SCIF construction business. “They’ve got the penis envy thing going. You can’t be a big boy unless you’re a three-letter agency and you have a big SCIF.”

SCIFs are not the only must-have items people pay attention to. Command centers, internal television networks, video walls, armored SUVs and personal security guards have also become the bling of national security.

“You can’t find a four-star general without a security detail,” said one three-star general now posted in Washington after years abroad. “Fear has caused everyone to have stuff. Then comes, ‘If he has one, then I have to have one.’ It’s become a status symbol.”

Among the most important people inside the SCIFs are the low-paid employees carrying their lunches to work to save money. They are the analysts, the 20- and 30-year-olds making $41,000 to $65,000 a year, whose job is at the core of everything Top Secret America tries to do.

At its best, analysis melds cultural understanding with snippets of conversations, coded dialogue, anonymous tips, even scraps of trash, turning them into clues that lead to individuals and groups trying to harm the United States.

Their work is greatly enhanced by computers that sort through and categorize data. But in the end, analysis requires human judgment, and half the analysts are relatively inexperienced, having been hired in the past several years, said a senior ODNI official. Contract analysts are often straight out of college and trained at corporate headquarters.

When hired, a typical analyst knows very little about the priority countries – Iraq, Iran, Afghanistan and Pakistan – and is not fluent in their languages. Still, the number of intelligence reports they produce on these key countries is overwhelming, say current and former intelligence officials who try to cull them every day. The ODNI doesn’t know exactly how many reports are issued each year, but in the process of trying to find out, the chief of analysis discovered 60 classified analytic Web sites still in operation that were supposed to have been closed down for lack of usefulness. “Like a zombie, it keeps on living” is how one official describes the sites.

The problem with many intelligence reports, say officers who read them, is that they simply re-slice the same facts already in circulation. “It’s the soccer ball syndrome. Something happens, and they want to rush to cover it,” said Richard H. Immerman, who was the ODNI’s assistant deputy director of national intelligence for analytic integrity and standards until early 2009. “I saw tremendous overlap.”

Even the analysts at the National Counterterrorism Center (NCTC), which is supposed to be where the most sensitive, most difficult-to-obtain nuggets of information are fused together, get low marks from intelligence officials for not producing reports that are original, or at least better than the reports already written by the CIA, FBI, National Security Agency or Defense Intelligence Agency.

When Maj. Gen. John M. Custer was the director of intelligence at U.S. Central Command, he grew angry at how little helpful information came out of the NCTC. In 2007, he visited its director at the time, retired Vice Adm. John Scott Redd, to tell him so. “I told him that after 41/2 years, this organization had never produced one shred of information that helped me prosecute three wars!” he said loudly, leaning over the table during an interview.

Two years later, Custer, now head of the Army’s intelligence school at Fort Huachuca, Ariz., still gets red-faced recalling that day, which reminds him of his frustration with Washington’s bureaucracy. “Who has the mission of reducing redundancy and ensuring everybody doesn’t gravitate to the lowest-hanging fruit?” he said. “Who orchestrates what is produced so that everybody doesn’t produce the same thing?”

He’s hardly the only one irritated. In a secure office in Washington, a senior intelligence officer was dealing with his own frustration. Seated at his computer, he began scrolling through some of the classified information he is expected to read every day: CIA World Intelligence Review, WIRe-CIA, Spot Intelligence Report, Daily Intelligence Summary, Weekly Intelligence Forecast, Weekly Warning Forecast, IC Terrorist Threat Assessments, NCTC Terrorism Dispatch, NCTC Spotlight . . .

It’s too much, he complained. The inbox on his desk was full, too. He threw up his arms, picked up a thick, glossy intelligence report and waved it around, yelling.

“Jesus! Why does it take so long to produce?”

“Why does it have to be so bulky?”

“Why isn’t it online?”

The overload of hourly, daily, weekly, monthly and annual reports is actually counterproductive, say people who receive them. Some policymakers and senior officials don’t dare delve into the backup clogging their computers. They rely instead on personal briefers, and those briefers usually rely on their own agency’s analysis, re-creating the very problem identified as a main cause of the failure to thwart the attacks: a lack of information-sharing.

A new Defense Department office complex goes up in Alexandria. (Photo by: Michael S. Williamson / The Washington Post)

The ODNI’s analysis office knows this is a problem. Yet its solution was another publication, this one a daily online newspaper, Intelligence Today. Every day, a staff of 22 culls more than two dozen agencies’ reports and 63 Web sites, selects the best information and packages it by originality, topic and region.

Analysis is not the only area where serious overlap appears to be gumming up the national security machinery and blurring the lines of responsibility.

Within the Defense Department alone, 18 commands and agencies conduct information operations, which aspire to manage foreign audiences’ perceptions of U.S. policy and military activities overseas.

And all the major intelligence agencies and at least two major military commands claim a major role in cyber-warfare, the newest and least-defined frontier.

“Frankly, it hasn’t been brought together in a unified approach,” CIA Director Panetta said of the many agencies now involved in cyber-warfare.

“Cyber is tremendously difficult” to coordinate, said Benjamin A. Powell, who served as general counsel for three directors of national intelligence until he left the government last year. “Sometimes there was an unfortunate attitude of bring your knives, your guns, your fists and be fully prepared to defend your turf.” Why? “Because it’s funded, it’s hot and it’s sexy.”

Last fall, U.S. Army Maj. Nidal Malik Hasan allegedly opened fire at Fort Hood, Tex., killing 13 people and wounding 30. In the days after the shootings, information emerged about Hasan’s increasingly strange behavior at Walter Reed Army Medical Center, where he had trained as a psychiatrist and warned commanders that they should allow Muslims to leave the Army or risk “adverse events.” He had also exchanged e-mails with a well-known radical cleric in Yemen being monitored by U.S. intelligence.

But none of this reached the one organization charged with handling counterintelligence investigations within the Army. Just 25 miles up the road from Walter Reed, the Army’s 902nd Military Intelligence Group had been doing little to search the ranks for potential threats. Instead, the 902’s commander had decided to turn the unit’s attention to assessing general terrorist affiliations in the United States, even though the Department of Homeland Security and the FBI’s 106 Joint Terrorism Task Forces were already doing this work in great depth.

The 902nd, working on a program the commander named RITA, for Radical Islamic Threat to the Army, had quietly been gathering information on Hezbollah, Iranian Republican Guard and al-Qaeda student organizations in the United States. The assessment “didn’t tell us anything we didn’t know already,” said the Army’s senior counterintelligence officer at the Pentagon.

Secrecy and lack of coordination have allowed organizations, such as the 902nd in this case, to work on issues others were already tackling rather than take on the much more challenging job of trying to identify potential jihadist sympathizers within the Army itself.

Beyond redundancy, secrecy within the intelligence world hampers effectiveness in other ways, say defense and intelligence officers. For the Defense Department, the root of this problem goes back to an ultra-secret group of programs for which access is extremely limited and monitored by specially trained security officers.

These are called Special Access Programs – or SAPs – and the Pentagon’s list of code names for them runs 300 pages. The intelligence community has hundreds more of its own, and those hundreds have thousands of sub-programs with their own limits on the number of people authorized to know anything about them. All this means that very few people have a complete sense of what’s going on.

“There’s only one entity in the entire universe that has visibility on all SAPs – that’s God,” said James R. Clapper, undersecretary of defense for intelligence and the Obama administration’s nominee to be the next director of national intelligence.

Such secrecy can undermine the normal chain of command when senior officials use it to cut out rivals or when subordinates are ordered to keep secrets from their commanders.

One military officer involved in one such program said he was ordered to sign a document prohibiting him from disclosing it to his four-star commander, with whom he worked closely every day, because the commander was not authorized to know about it. Another senior defense official recalls the day he tried to find out about a program in his budget, only to be rebuffed by a peer. “What do you mean you can’t tell me? I pay for the program,” he recalled saying in a heated exchange.

Another senior intelligence official with wide access to many programs said that secrecy is sometimes used to protect ineffective projects. “I think the secretary of defense ought to direct a look at every single thing to see if it still has value,” he said. “The DNI ought to do something similar.”

The ODNI hasn’t done that yet. The best it can do at the moment is maintain a database of the names of the most sensitive programs in the intelligence community. But the database does not include many important and relevant Pentagon projects.

Because so much is classified, illustrations of what goes on every day in Top Secret America can be hard to ferret out. But every so often, examples emerge. A recent one shows the post-9/11 system at its best and its worst.

Last fall, after eight years of growth and hirings, the enterprise was at full throttle when word emerged that something was seriously amiss inside Yemen. In response, President Obama signed an order sending dozens of secret commandos to that country to target and kill the leaders of an al-Qaeda affiliate.

In Yemen, the commandos set up a joint operations center packed with hard drives, forensic kits and communications gear. They exchanged thousands of intercepts, agent reports, photographic evidence and real-time video surveillance with dozens of top-secret organizations in the United States.

That was the system as it was intended. But when the information reached the National Counterterrorism Center in Washington for analysis, it arrived buried within the 5,000 pieces of general terrorist-related data that are reviewed each day. Analysts had to switch from database to database, from hard drive to hard drive, from screen to screen, just to locate what might be interesting to study further.

As military operations in Yemen intensified and the chatter about a possible terrorist strike increased, the intelligence agencies ramped up their effort. The flood of information into the NCTC became a torrent.

Somewhere in that deluge was even more vital data. Partial names of someone in Yemen. A reference to a Nigerian radical who had gone to Yemen. A report of a father in Nigeria worried about a son who had become interested in radical teachings and had disappeared inside Yemen.

These were all clues to what would happen when a Nigerian named Umar Farouk Abdulmutallab left Yemen and eventually boarded a plane in Amsterdam bound for Detroit. But nobody put them together because, as officials would testify later, the system had gotten so big that the lines of responsibility had become hopelessly blurred.

“There are so many people involved here,” NCTC Director Leiter told Congress.

“Everyone had the dots to connect,” DNI Blair explained to the lawmakers. “But I hadn’t made it clear exactly who had primary responsibility.”

And so Abdulmutallab was able to step aboard Northwest Airlines Flight 253. As it descended toward Detroit, he allegedly tried to ignite explosives hidden in his underwear. It wasn’t the very expensive, very large 9/11 enterprise that prevented disaster. It was a passenger who saw what he was doing and tackled him. “We didn’t follow up and prioritize the stream of intelligence,” White House counterterrorism adviser John O. Brennan explained afterward. “Because no one intelligence entity, or team or task force was assigned responsibility for doing that follow-up investigation.”

Blair acknowledged the problem. His solution: Create yet another team to run down every important lead. But he also told Congress he needed more money and more analysts to prevent another mistake.

More is often the solution proposed by the leaders of the 9/11 enterprise. After the Christmas Day bombing attempt, Leiter also pleaded for more – more analysts to join the 300 or so he already had.

The Department of Homeland Security asked for more air marshals, more body scanners and more analysts, too, even though it can’t find nearly enough qualified people to fill its intelligence unit now. Obama has said he will not freeze spending on national security, making it likely that those requests will be funded.

More building, more expansion of offices continues across the country. A $1.7 billion NSA data-processing center will be under construction soon near Salt Lake City. In Tampa, the U.S. Central Command’s new 270,000-square-foot intelligence office will be matched next year by an equally large headquarters building, and then, the year after that, by a 51,000-square-foot office just for its special operations section.

Just north of Charlottesville, the new Joint-Use Intelligence Analysis Facility will consolidate 1,000 defense intelligence analysts on a secure campus.

Meanwhile, five miles southeast of the White House, the DHS has broken ground for its new headquarters, to be shared with the Coast Guard. DHS, in existence for only seven years, already has its own Special Access Programs, its own research arm, its own command center, its own fleet of armored cars and its own 230,000-person workforce, the third-largest after the departments of Defense and Veterans Affairs.

Soon, on the grounds of the former St. Elizabeths mental hospital in Anacostia, a $3.4 billion showcase of security will rise from the crumbling brick wards. The new headquarters will be the largest government complex built since the Pentagon, a major landmark in the alternative geography of Top Secret America and four times as big as Liberty Crossing.

Staff researcher Julie Tate contributed to this report.

Methodology and credits

Comments

The Top Secret America database was put together by compiling hundreds of thousands of public records of government organizations and private-sector companies over the past two years.

From these records, The Washington Post identified 45 government organizations (for example, the FBI) engaged in top-secret work and determined that those 45 organizations could be broken down into 1,271 sub-units (for example, the Terrorist Screening Center of the FBI). One of the 45 organizations is represented as “unknown”; this category was created as a catchall for companies doing work for a government organization that could not be determined.

At the private-sector level, The Post identified 1,931 companies engaged in top-secret work for the government. Private-sector companies were grouped together and listed by a parent company’s name (for example, General Dynamics), even though one company might contain multiple sub-units (for example, General Dynamics Information Technology).

In a case where a large corporation (for example, Boeing) has a distinctly named sub-unit engaged in top-secret work (for example, Boeing’s Digital Receiver Technology), the name of the sub-unit was used. In the case of large corporations not primarily in the defense industry (for example, AT&T) that have similarly named sub-units that focus on top-secret work (for example, AT&T Government Solutions), the name of the parent company is used and the name of the sub-unit is noted. For every company listed, revenue and employee data and the date of establishment were drawn from public filings, Dun & Bradstreet data and original reporting.

State and local government organizations generally do not work at the top-secret level; that type of clearance is rarely granted to state officials. But the organizations are all part of a secretive domestic intelligence and homeland security world. The Post examined nearly 1,000 threat documents marked “For Official Use Only” and collected information from government Web sites, reports and other documents to identify 4,058 government organizations involved in domestic counterterrorism and homeland security. Of the total, 2,880 are federal organizations that work at the state level, such as the FBI’s Joint Terrorism Task Forces (JTTFs). There are also 818 state and 360 local organizations. Many of these listed themselves in documents as participants in either Joint Terrorism Task Forces, fusion centers or Anti-Terrorism Advisory Councils in 2009 or 2010.

More than 20 journalists worked on the investigation, including investigative reporters, cartography experts, database reporters, video journalists, researchers, interactive graphic designers, digital designers, graphic designers, and graphics editors at The Washington Post:

Stephanie Clark, Ben de la Cruz, Kat Downs, Dan Drinkard, Anne Ferguson-Rohrer, Justin Ferrell, David Finkel, Jennifer Jenkins, Robert Kaiser, Laris Karklis, Jacqueline Kazil, Lauren Keane, Todd Lindeman, Greg Manifold, Jennifer Morehead, Bonnie Jo Mount, Larry Nista, Ryan O’Neil, Sarah Sampsel, Whitney Shefte, Laura Stanton, Julie Tate, Doris Truong, Nathaniel Vaughn Kelso, Michael Williamson, Karen Yourish, Amanda Zamora

One researcher was funded in part by the Center on Law and Security at New York University Law School.

Monday, July 19, 2010; 4:50 PM

Find this story at 19 July 2010

Find the project at

© 2013 The Washington Post Company

WASHINGTON — The massive National Security Agency collection of telephone records disclosed Wednesday was part of a continuing program that has been in effect nonstop since 2006, according to the two top leaders of the Senate Intelligence Committee.

“As far as I know, this is the exact three-month renewal of what has been in place for the past seven years,” Sen. Dianne Feinstein (D-Calif.) told reporters Thursday. The surveillance “is lawful” and Congress has been fully briefed on the practice, she added.

Her Republican counterpart, Saxby Chambliss, concurred: “This is nothing new. This has been going on for seven years,” he said. “Every member of the United States Senate has been advised of this. To my knowledge there has not been any citizen who has registered a complaint. It has proved meritorious because we have collected significant information on bad guys, but only on bad guys, over the years.”

The statements by the two senators, whose committee positions give them wide access to classified data, appeared to rule out the possibility that the court order directing Verizon to turn over telephone records was related to the Boston Marathon bombings. The order was effective as of April 19, shortly after the bombings, which had sparked speculation about a link.

Instead, the surveillance, which was revealed Wednesday by Britain’s Guardian newspaper, appears to have been of far longer duration. Although the senators did not specify the scope of the surveillance, the fact that it has been in place since 2006 also suggests that it is not limited to any one phone carrier.

The Obama administration defended the program Thursday, saying the data collection “has been a critical tool in protecting the nation from terrorist threats to the United States.”

A senior administration official released a statement which did not confirm the existence of the court order authorizing the surveillance, which, according to the copy released by the Guardian, is marked “Top Secret.” It was issued in late April by the Foreign Intelligence Surveillance Court, a secret court that meets in Washington, and allowed the government to collect the bulk data until July 19.

“The information acquired does not include the content of any communications or the name of any subscriber,” the official said. “It relates exclusively to metadata, such as a telephone number or the length of a call.

The court order was authorized under a provision of the Foreign Intelligence Surveillance Act that allows the government to collect business records in bulk if its requests are approved by the court.

The official said telephone data allow “counterterrorism personnel to discover whether known or suspected terrorists have been in contact with other persons who may be engaged in terrorist activities, particularly people located inside the United States.”

The official requested anonymity to discuss the counterterrorism program.

In defending the data collection program, the administration official sought to spread responsibility, noting that “all three branches” of government were tasked with review and oversight of surveillance.

“There is a robust legal regime in place governing all activities conducted pursuant to the Foreign Intelligence Surveillance Act,” the official said. He said that involves oversight by the Department of Justice, the Office of the Director of National Intelligence and the FISA court.

Separately, the Justice Department released a letter defending the administration’s handling of the FISA law that they had sent in 2011 to two senators who had objected to it.

“We do not believe the Executive Branch is operating pursuant to ‘secret law’ or ‘secret opinions of the Department of Justice,’ “ said the letter, signed by Assistant Atty. Gen. Ronald Weich. The “Intelligence Community is conducting court-authorized intelligence activities pursuant to a public statute, with the knowledge and oversight of Congress and the Intelligence Communities of both Houses.”

“Many other collection activities are classified,” Weich added, saying that “this is necessary because public disclosure of the activities they discuss would harm national security and impede the effectiveness of the intelligence tools that Congress has approved.”

Weich further defended the program by saying intelligence officials have “determined that public disclosure of the classified use” of the law “would expose sensitive sources and methods to our adversaries and therefore harm national security.”

He said collection of records, as now underway with Verizon phone logs, was different than material obtained through grand jury subpoenas. Grand jury subpoenas, he said, can be obtained by prosecutors without court approval. In contrast, he said, the intelligence collections can be done only with approval from a federal judge sitting on the Foreign Intelligence Surveillance Court.

Most importantly, he noted that FISA courts require a showing by officials that the records sought “are relevant to an authorized national security investigation.”

The Weich letter was sent to Sen. Ron Wyden (D-0re.).

Atty. Gen. Eric H. Holder Jr. is testifying Thursday morning before the Senate Appropriations Committee, and is expected to address the matter further.

By Richard A. Serrano and Kathleen Hennessey

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The US government is collecting the phone records of millions of US customers of Verizon under a top secret court order. Read the Foreign Intelligence Surveillance Court order

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guardian.co.uk, Thursday 6 June 2013 00.04 BST

Exclusive: Top secret court order requiring Verizon to hand over all call data shows scale of domestic surveillance under Obama

Under the terms of the order, the numbers of both parties on a call are handed over, as is location data and the time and duration of all calls. Photograph: Matt Rourke/AP

The National Security Agency is currently collecting the telephone records of millions of US customers of Verizon, one of America’s largest telecoms providers, under a top secret court order issued in April.

The order, a copy of which has been obtained by the Guardian, requires Verizon on an “ongoing, daily basis” to give the NSA information on all telephone calls in its systems, both within the US and between the US and other countries.

The document shows for the first time that under the Obama administration the communication records of millions of US citizens are being collected indiscriminately and in bulk – regardless of whether they are suspected of any wrongdoing.

The secret Foreign Intelligence Surveillance Court (Fisa) granted the order to the FBI on April 25, giving the government unlimited authority to obtain the data for a specified three-month period ending on July 19.

Under the terms of the blanket order, the numbers of both parties on a call are handed over, as is location data, call duration, unique identifiers, and the time and duration of all calls. The contents of the conversation itself are not covered.

The disclosure is likely to reignite longstanding debates in the US over the proper extent of the government’s domestic spying powers.

Under the Bush administration, officials in security agencies had disclosed to reporters the large-scale collection of call records data by the NSA, but this is the first time significant and top-secret documents have revealed the continuation of the practice on a massive scale under President Obama.

The unlimited nature of the records being handed over to the NSA is extremely unusual. Fisa court orders typically direct the production of records pertaining to a specific named target who is suspected of being an agent of a terrorist group or foreign state, or a finite set of individually named targets.

The Guardian approached the National Security Agency, the White House and the Department of Justice for comment in advance of publication on Wednesday. All declined. The agencies were also offered the opportunity to raise specific security concerns regarding the publication of the court order.

The court order expressly bars Verizon from disclosing to the public either the existence of the FBI’s request for its customers’ records, or the court order itself.

“We decline comment,” said Ed McFadden, a Washington-based Verizon spokesman.

The order, signed by Judge Roger Vinson, compels Verizon to produce to the NSA electronic copies of “all call detail records or ‘telephony metadata’ created by Verizon for communications between the United States and abroad” or “wholly within the United States, including local telephone calls”.

The order directs Verizon to “continue production on an ongoing daily basis thereafter for the duration of this order”. It specifies that the records to be produced include “session identifying information”, such as “originating and terminating number”, the duration of each call, telephone calling card numbers, trunk identifiers, International Mobile Subscriber Identity (IMSI) number, and “comprehensive communication routing information”.

The information is classed as “metadata”, or transactional information, rather than communications, and so does not require individual warrants to access. The document also specifies that such “metadata” is not limited to the aforementioned items. A 2005 court ruling judged that cell site location data – the nearest cell tower a phone was connected to – was also transactional data, and so could potentially fall under the scope of the order.

While the order itself does not include either the contents of messages or the personal information of the subscriber of any particular cell number, its collection would allow the NSA to build easily a comprehensive picture of who any individual contacted, how and when, and possibly from where, retrospectively.

It is not known whether Verizon is the only cell-phone provider to be targeted with such an order, although previous reporting has suggested the NSA has collected cell records from all major mobile networks. It is also unclear from the leaked document whether the three-month order was a one-off, or the latest in a series of similar orders.

The court order appears to explain the numerous cryptic public warnings by two US senators, Ron Wyden and Mark Udall, about the scope of the Obama administration’s surveillance activities.

For roughly two years, the two Democrats have been stridently advising the public that the US government is relying on “secret legal interpretations” to claim surveillance powers so broad that the American public would be “stunned” to learn of the kind of domestic spying being conducted.

Because those activities are classified, the senators, both members of the Senate intelligence committee, have been prevented from specifying which domestic surveillance programs they find so alarming. But the information they have been able to disclose in their public warnings perfectly tracks both the specific law cited by the April 25 court order as well as the vast scope of record-gathering it authorized.

Julian Sanchez, a surveillance expert with the Cato Institute, explained: “We’ve certainly seen the government increasingly strain the bounds of ‘relevance’ to collect large numbers of records at once — everyone at one or two degrees of separation from a target — but vacuuming all metadata up indiscriminately would be an extraordinary repudiation of any pretence of constraint or particularized suspicion.” The April order requested by the FBI and NSA does precisely that.

The law on which the order explicitly relies is the so-called “business records” provision of the Patriot Act, 50 USC section 1861. That is the provision which Wyden and Udall have repeatedly cited when warning the public of what they believe is the Obama administration’s extreme interpretation of the law to engage in excessive domestic surveillance.

In a letter to attorney general Eric Holder last year, they argued that “there is now a significant gap between what most Americans think the law allows and what the government secretly claims the law allows.”

“We believe,” they wrote, “that most Americans would be stunned to learn the details of how these secret court opinions have interpreted” the “business records” provision of the Patriot Act.

Privacy advocates have long warned that allowing the government to collect and store unlimited “metadata” is a highly invasive form of surveillance of citizens’ communications activities. Those records enable the government to know the identity of every person with whom an individual communicates electronically, how long they spoke, and their location at the time of the communication.

Such metadata is what the US government has long attempted to obtain in order to discover an individual’s network of associations and communication patterns. The request for the bulk collection of all Verizon domestic telephone records indicates that the agency is continuing some version of the data-mining program begun by the Bush administration in the immediate aftermath of the 9/11 attack.

The NSA, as part of a program secretly authorized by President Bush on 4 October 2001, implemented a bulk collection program of domestic telephone, internet and email records. A furore erupted in 2006 when USA Today reported that the NSA had “been secretly collecting the phone call records of tens of millions of Americans, using data provided by AT&T, Verizon and BellSouth” and was “using the data to analyze calling patterns in an effort to detect terrorist activity.” Until now, there has been no indication that the Obama administration implemented a similar program.

These recent events reflect how profoundly the NSA’s mission has transformed from an agency exclusively devoted to foreign intelligence gathering, into one that focuses increasingly on domestic communications. A 30-year employee of the NSA, William Binney, resigned from the agency shortly after 9/11 in protest at the agency’s focus on domestic activities.

In the mid-1970s, Congress, for the first time, investigated the surveillance activities of the US government. Back then, the mandate of the NSA was that it would never direct its surveillance apparatus domestically.

At the conclusion of that investigation, Frank Church, the Democratic senator from Idaho who chaired the investigative committee, warned: “The NSA’s capability at any time could be turned around on the American people, and no American would have any privacy left, such is the capability to monitor everything: telephone conversations, telegrams, it doesn’t matter.”

Additional reporting by Ewen MacAskill and Spencer Ackerman

The Guardian, Thursday 6 June 2013

Find this story at 6 June 2013

© 2013 Guardian News and Media Limited or its affiliated companies. All rights reserved.

Michael Stock is pursuing an extreme version of that basic investor’s principle: Get in early. He’s just finished building a resort on the coast of war-torn Mogadishu, Somalia. WSJ’s Christopher S. Stewart reports. (Photo: Dominic Nahr/WSJ)

MOGADISHU, Somalia—Michael Stock sees things that others don’t. “Imagine this,” he says one recent afternoon, standing on the sunny second-floor deck of his new oceanside hotel in Somalia’s war-battered capital. “There are banana trees where there’s desert now, and there’s this view.”

The banana trees haven’t grown in yet, but International Campus, as he calls the complex, is the closest thing to a Ritz for many miles. A fortified compound sprawled across 11 acres of rocky white beach, it offers 212 rooms including $500-a-night villas, several dining rooms, coffee and snack shops, and a curving slate-colored pool where sun-seekers can loll away Somali afternoons.

“It’s going to be ridiculous!” Mr. Stock said, just weeks before residents began arriving for April’s opening.

A few hours later, the jittery sound of gunfire split the warm February air not far from his new hotel—a reminder that the country is still muddling through a decades-old conflict and that there are still bullets flying, bombs detonating.
Bananas in the Desert

Most Western countries have avoided Somalia, leaving a void to be filled by contractors like Michael Stock’s Bancroft Global Development. He envisions ‘banana trees where there is desert.’

Dominic Nahr/Magnum Photos for The Wall Street Journal

Here, Mr. Stock, left, outside Mogadishu, Somalia’s war-battered capital, with an employee, Richard Rouget.

Mr. Stock isn’t just anyone gambling on a far-fetched idea in a conflict zone. In an unusual twist of the war business, the 36-year-old American is deeply involved in the conflict itself. In addition to being a real estate developer, his company also helps train Somalis in modern military techniques.

His security company, Bancroft Global Development, has supported African troops since 2008 as they fought al-Shabaab, the Somali Islamic group tied to al Qaeda, which the U.S. views as a terrorist threat. The United Nations and the African Union, with U.S. State Department money, pay Bancroft to support soldiers in everything from counterinsurgency tactics to bomb disposal, sniper training, road building and, as Mr. Stock puts it, “bandaging shot-off thumbs.”

Security companies have, of course, been rushing into war zones forever, sometimes controversially. A recent congressional study on wartime contracting estimated that the U.S. spent some $206 billion on outside contracts and grants in Iraq and Afghanistan between 2002 and 2011.

Most Western countries have stayed out of Somalia. Contractors like Bancroft partly fill that void. The U.S., which pulled its troops after American soldiers died in the 1993 Black Hawk Down tragedy, has spent more than $650 million since 2006 on supporting the African Union Mission in Somalia, known as Amisom, and its more than 17,000 soldiers.

Unlike many security contractors, Mr. Stock’s company, based in Washington, D.C., is a nonprofit not primarily concerned with making money on military support services. In fact, it actually sustains stretches of multimillion-dollar losses, Mr. Stock says. Meanwhile its sister company, Bancroft Global Investment, chases profits by pouring money into war-zone real estate.

Dominic Nahr/Magnum Photos for The Wall Street Journal

Michael Stock develops real estate in Somalia and Afghanistan.

Mr. Stock’s gamble: The security outfit will help guide the country toward peace, turning his investments into big money. “It’s like getting in at the bottom of the stock market,” says Mr. Stock. His unusual war operation is making him into a kind of ultimate gentrifier, a mini mogul of Mogadishu, perhaps.

His first properties went up in Afghanistan. But Somalia represents his latest push. Along with the new place, Mr. Stock says he has invested more than $25 million in various for-profit ventures, including a “trailer park” hotel built out of shipping containers at the airport, a compound of prefabricated buildings fronting the city’s old port and a cement factory.

Bancroft is the only contractor supplying military training to Amisom soldiers in the country. Mr. Stock estimates that his team of 100 or so people in Somalia works with roughly a third of the 17,000 Amisom forces at any given time.

After more than two decades of violence in Somalia, there are glimmers of hope. African troops, with Bancroft’s support, have pushed the insurgents to more rural areas. In January, the U.S. recognized the Somali government for the first time since 1991 and last month a U.S. Agency for International Development official urged at a news conference, “Get in on the ground floor.”

A new president leads Somalia. Expats are returning to rebuild and there are even people on the beaches. “We swim here all the time,” said a Russian helicopter operator, as a friend floated on an inner tube along a bullet-littered stretch of ocean near the airport. “The water’s good!”

With dwindling war efforts in Iraq and Afghanistan, other American contractors are moving in, too. A Virginia company, Atlantean, is setting up an airport hotel in the south. Among its board members, according to its website, is former Maj. Gen. William Garrison, who led the mission associated with Black Hawk Down. In the movie version, he was played by Sam Shepard. Maj. Gen. Garrison couldn’t be reached for comment.

‘Will we get shot at the first day?’ a colleague asked as they flew into Somalia. ‘Probably,’ Mr. Stock laughed.

“There are infinite possibilities in a country that has to be literally built from the ground up,” said Ken Menkhaus, a Somalia expert at Davidson College. These possibilities, however, also include the worst: a return to a hell-ripped Somalia. That reality loomed only weeks ago when militants bombed the capital’s main courthouse, killing more than two dozen people.

Contracting out security has its perils. An investigation by the U.N.’s Monitoring Group on Somalia and Eritrea last summer found companies “operating in an arguably paramilitary fashion.” The investigation found a “growing number” of foreign private security companies working in Somalia with diplomatic missions, international companies and individuals.

According to one person familiar with the confidential part of the report and unaffiliated with Bancroft, the report found that Bancroft was “very transparent about the way they operated,” whereas some other companies were “more deceptive.”

Mr. Stock has attracted some big-name attention. In November, he flew in Warren Buffett’s son Howard to look at potential agricultural projects—part of Mr. Stock’s interest in creating a farming operation to service his hotels, among other things.

“He was the only one who would bring me into the country,” said Mr. Buffett, who has been involved in philanthropy around the Horn of Africa.

Almost monthly, Mr. Stock commutes here from Washington, D.C. This time his “fast plane,” a 10-seat jet, was in the shop so he borrowed a five-seater Cessna in Kenya from a friend.

Accompanying him was a new Bancroft recruit. He had been a part of an Army Delta Force squad that chased al Qaeda in Iraq.

“Will we get shot at the first day?” the former soldier asked at one point.

“Probably,” Mr. Stock said, laughing. “I promised you some spice!”

Bancroft says it employs about 200 men around the world. About half work in Somalia. Some have roots in elite military forces including the Navy SEALs, French Foreign Legion and British Special Air Service, the employees say. “It’s like an extreme sport,” says one, Richard Rouget, a South African resident and former French soldier.

The idea for the business came during a summer job in 1998 with the U.S. embassy in Morocco, where Mr. Stock visited a refugee camp in the Sahara ringed by land mines. “Why hasn’t someone shown them how to remove the mines?” he recalls thinking.

A year later, after graduating from Princeton, he started a mine-removal company. “Like a dot-com,” is how Mr. Stock describes the early days. He had no full-time staffers and spent months meeting people in the field. There was only sporadic mine-removal work, for little money, in some of the world’s most unstable places: Mali, Chad, and Iraq.

His family’s wealth helped. His great-grandfather, Lewis Strauss, made tens of millions as partner at the investment firm Kuhn, Loeb & Co. In time, Mr. Stock borrowed some $8 million from different banks and invested about $2 million of his own money.

As the U.S. military went after the Taliban in 2002, Mr. Stock’s company landed in Afghanistan and offered services through a local partner, Mine Pro. He invested in the company and built a group to train bomb-detecting dogs and do anything from plumbing to car repair.

But his company operated at a loss, he says. It didn’t make money for about two years, the time it took to get his local Afghan partner up to speed and wait for it to win contracts.

A more profit-minded security contractor might have called it quits. Mr. Stock, however, had another idea. “My thinking was that you could lose money on security to bet on development,” he says.

Afghanistan certainly lacked decent, secure accommodation. Initially he built an eight-bedroom compound in Kabul and another, bigger residence in Herat, the country’s third-largest city. He started a car rental service, too.

Eventually, security began paying off, Mr. Stock says. He started receiving a share of his partner company’s contracts, with that revenue peaking at about $1.8 million in 2005.

But the bigger money was in his properties. Today, the original two have been expanded into protected city blocks of multiple buildings. They house tenants associated with the World Bank and the International Development Law Organization, among others.

Over the past eight years, the real estate and other commercial services like car rental in Afghanistan have brought in about $32 million in net revenue, according to financial documents provided by Bancroft. Much of that money is now being invested in Somalia.

“It was like Stalingrad in 1942,” Mr. Stock says of the day in late 2007 when he flew into Mogadishu. The city was a smoky battlefield of bomb explosions and firefights between the Shabaab and the African troops, who had arrived earlier in the year.

But that was the point, he says. “We wanted get in at the worst time, when it’s really bad.”

The Shabaab, Arabic for “The Youth,” had taken over much of the capital. They built power over years, though the bloodshed had begun long before, in 1991, when armed clans forced out Somalia’s military-run government.

His team set up tents at the airport and struck a deal with the African troops, he says. “We said we’ll help you, if you keep us from getting killed.”

Some worry that contractors like Bancroft face little scrutiny—an issue of “accountability,” as one Western intelligence analyst put it. “Who works for them?” he said. “What are they doing?”

“The pro side,” he said, “is that they were here when no one else would come.”

A person familiar with the U.S. State Department’s policy on Somalia said that the company had helped create an “effective fighting force.” A U.N. official, meanwhile, noted that Bancroft’s training in roadside bombs had reduced deaths among African soldiers.

Mr. Stock winces at the terms “mercenary” and “hired guns,” which he considers inaccurate. He calls his men “mentors” who train people rather than fight.

Even though they don’t carry weapons, working closely with soldiers, medics and others means that they are in the line of fire. “If the African forces are overrun, we’re all dead,” he says.

Dressed in body armor and a helmet one morning, Mr. Stock says he had never considered joining the military himself. “I don’t take orders well,” he joked, riding along in a convoy of armored carriers in downtown Mogadishu, gunners manning the roof hatches. It was part of a sweep Burundi and Somali soldiers for insurgents.

The streets alternated between bombed-out buildings and stretches of fresh paint. Soon, a sniper was spotted. Later, a gunfight broke out. Then, an exploded roadside bomb brought the convoy to a halt. By the end, six suspected militants were detained and Bancroft took the bomb for analysis.

“Danger comes and goes quickly here,” says Mr. Stock. “It’s like lightning. If it hits, it hits.”

It was nearly three years of free security training in Somalia, and $6 million out of pocket, according to financial filings, before he landed his first contract with the U.N. Various U.N. agencies have paid the company some $15 million since then and the African Union, with the U.S. State Department money, will have paid Bancroft a total of about $25 million by the end of the year.

All along, though, he expanded into real estate. In 2011, he created the for-profit side of the company, Bancroft Global Investment. That year, he sold an 18% stake, just under $1 million, in the Somali properties to a Washington, D.C., developer, Michael Darby.

“When you hear Somalia, you think of the most dangerous place on earth,” says Mr. Darby. “But I’m prone to take more risks than others.”

Making real-estate deals in Somalia wasn’t easy, Mr. Stock says. It took “dozens” of meetings with government officials, clan leaders and neighbors of the properties. “You have to spend a lot of time figuring out who is who,” he says. There is no formal contract for the land, but rather “consensus building,” he says, that results in a verbal go-ahead from the collective parties.

Mr. Stock made a similar land deal, a public-private partnership with the Somali government for some beach property near the port, but didn’t work out as well.

…

A version of this article appeared April 27, 2013, on page A1 in the U.S. edition of The Wall Street Journal, with the headline: A Bet on Peace for War-Torn Somalia.

Updated April 26, 2013, 10:37 p.m. ET

By CHRISTOPHER S. STEWART

Write to Christopher S. Stewart at christopher.stewart@wsj.com

Find this story at 26 April 2013

Copyright 2012 Dow Jones & Company, Inc.

WASHINGTON — It seemed like a simple idea: In the chaos that is Somalia, create a sophisticated, highly trained fighting force that could finally defeat the pirates terrorizing the shipping lanes off the Somali coast.

But the creation of the Puntland Maritime Police Force was anything but simple. It involved dozens of South African mercenaries and the shadowy security firm that employed them, millions of dollars in secret payments by the United Arab Emirates, a former clandestine officer with the Central Intelligence Agency, and Erik Prince, the billionaire former head of Blackwater Worldwide who was residing at the time in the emirates.

And its fate makes the story of the pirate hunters for hire a case study in the inherent dangers in the outsourced wars in Somalia, where the United States and other countries have relied on proxy forces and armed private contractors to battle pirates and, increasingly, Islamic militants.

That strategy has had some success, including a recent offensive by Kenyan and African Union troops to push the militant group Al Shabab from its stronghold in the port city of Kismayu.

But with the antipiracy army now abandoned by its sponsors, the hundreds of half-trained and well-armed members of the Puntland Maritime Police Force have been left to fend for themselves at a desert camp carved out of the sand, perhaps to join up with the pirates or Qaeda-linked militants or to sell themselves to the highest bidder in Somalia’s clan wars — yet another dangerous element in the Somali mix.

A United Nations investigative group described the effort by a company based in Dubai called Sterling Corporate Services to create the force as a “brazen, large-scale and protracted violation” of the arms embargo in place on Somalia, and has tried to document a number of grisly cases in which Somali trainees were beaten and even killed. In one case in October 2010, according to the United Nations group, a trainee was hogtied with his arms and feet bound behind his back and beaten. The group said the trainee had died from his injuries, an accusation disputed by the company.

Sterling has portrayed its operation as a bold private-sector attempt to battle the scourge of piracy where governments were failing. Lafras Luitingh, a senior manager for the project, described the October 2010 occurrence as a case of “Somali-on-Somali violence” that was not indicative of the overall training program. He said that the trainee had recovered from his injuries, and that “the allegations reflect not the professional training that occurred but the fact that professional training was needed,” he said.

A lawyer for the company, Stephen Heifetz, wrote an official response to the United Nations report, calling it “a collection of unsubstantiated and often false innuendo assembled by a group with extreme views regarding participants in Somali politics.”

Sterling officials have pointed out that in March, a United Nations counterpiracy organization — a separate entity from the investigative group that criticized Sterling — praised the semiautonomous Somali region of Puntland for creating the program. Moreover, the company argues, Somalia already is a playground for clandestine operations, with the C.I.A. now in the midst of an extensive effort to arm and equip Somali spies. Why, they ask, is Sterling Corporate Services singled out for criticism?

Concerned about the impact of piracy on commercial shipping in the Middle East, the United Arab Emirates has sought to take the lead in battling Somali pirates, both overtly and in secret by bankrolling operations like Sterling’s.

American officials have said publicly that they never endorsed the creation of the private army, but it is unclear if Sterling had tacit support from parts of the United States government. For instance, the investigative group reported in July that the counterpiracy force shared some of the same facilities as the Puntland Intelligence Service, a spy organization answering to Puntland’s president, Abdirahman Farole, that has been trained by C.I.A. officers and contractors for more than a decade.

With the South African trainers gone, the African Union has turned to a different security contractor, Bancroft Global Development, based in Washington, to assess whether the pirate hunters in Puntland can be assimilated into the stew of other security forces in Somalia sanctioned both by the United States and the African Union. Among those groups are a 10,000-man Somali national army and troops of Somalia’s National Security Agency, based in Mogadishu, which is closely allied with the C.I.A.

Michael Stock, Bancroft’s president, said a team of his that recently visited the camp where the Puntland force is based witnessed something out of the Wild West: nearly 500 soldiers who had gone weeks without pay wandering the main compound and two other small camps, an armory of weapons amassed over two years at their disposal.

Although the force is far from the 1,000-man elite unit with helicopters and airplanes described in the United Nations report, Mr. Stock and independent analysts said the Puntland soldiers still posed a potential threat to the region if left unchecked.

“Sterling is leaving behind an unpaid but well-armed security force in Puntland,” said Andre Le Sage, a senior research fellow who specializes in Africa at the National Defense University in Washington. “It’s important to find a way to make them part of a regular force or to disarm them and take control of them. If that’s not done, it could make things worse.”

Mr. Stock, whose company trains soldiers from Uganda and Burundi for counterinsurgency missions in Somalia under the African Union banner, said Bancroft would not take over Sterling’s counterpiracy mission.

The Sterling operation was shrouded in a degree of secrecy from the time Mr. Luitingh and a small group of South Africans traveling in a private plane first touched down in Bosasso, Puntland’s capital, in 2010. The men worked for Saracen International, a South African private military firm hired by the emirates and composed of several former members of the Civil Cooperation Bureau, the feared paramilitary squad during the apartheid era.

The following year, after The New York Times wrote about the operation, Saracen hired a prominent Washington law firm to advocate for the mission at the State Department and the Pentagon, and a rebranding campaign began. A new company, Sterling Corporate Services, was created in Dubai to oversee the training in Puntland. It was an attempt to put distance between the Somalia operations and Saracen’s apartheid-era past, but some of the officers of the two companies were the same.

Two well-connected Americans were also involved in the project. Michael Shanklin, a former C.I.A. station chief in Mogadishu, was hired to tap a network of contacts both in Washington and East Africa to build support for the counterpiracy force. More significant was the role of Mr. Prince, who had become an informal adviser to the crown prince of Abu Dhabi, Sheik Mohamed bin Zayed Al Nahyan.

At the time, Mr. Prince was also involved in a project to train Colombian mercenaries at a desert camp in the emirates to carry out missions at the behest of the Emirati government.

But the emirates’ refusal to publicly acknowledge their role in the operation, or to make a formal case to the United Nations Security Council to receive permission to build the army under the terms of the Somalia arms embargo, drew the ire of United Nations arms monitors, who repeatedly pressed the emirates to shut down the mission.

Lawyers for Sterling gave extensive briefings on the program to the State Department, the Pentagon and various United Nations agencies dealing with piracy.

Yousef Al Otaiba, the emirates’ ambassador to Washington, declined to comment for this article.

American officials said they had urged Sterling’s lawyers, from the firm of Steptoe & Johnson, to have the operation approved by the Security Council. Mr. Heifetz, the company’s lawyer, said Puntland and other Somali authorities did receive permission to build the police force. A spokeswoman for the State Department said the United States government never approved Sterling’s activities.

“We share the monitoring group’s concerns about the lack of transparency regarding the Saracen and Sterling Corporate Services’ train-and-equip program for the Puntland Maritime Police Force, as well as the abuses alleged to have occurred during the training,” said Hilary Renner, a State Department spokeswoman, referring to the United Nations Monitoring Group on Somalia and Eritrea, the investigative arm.

…

October 4, 2012
By MARK MAZZETTI and ERIC SCHMITT

Find this story at 4 October 2012

© 2012 The New York Times Company

The United Nations is concerned that member states are failing to uphold the arms embargo on Somalia by allowing private security companies (PSCs) to operate in the country. South Africa, Uganda, Ethiopia and the United Arab Emirates were singled out in a UN report.

In its Report of the Monitoring Group on Somalia and Eritrea, the United Nations said that the provision of security assistance, in the absence of UN authorisation, “constitutes a violation of the general and complete arms embargo on Somalia.” It added that the Monitoring Group was concerned that member states “routinely fail to fulfil their obligations” which require them to prevent “the direct or indirect supply, sale or transfer of weapons and military equipment and the direct or indirect supply of technical assistance or training, financial or other assistance” to Somalia.

The report highlights several of the numerous security companies operating in Somalia, notably Sterling Corporate Services/Saracen International Lebanon. In late 2011, the assets, personnel and operations of Saracen International Lebanon were transferred to Sterling Corporate Services (SCS), reportedly a Dubai registered company, which resumed large-scale military training, technical assistance and support to the Puntland Maritime Police Force (PMPF).

“Established in May 2010, with the involvement of Erik Dean Prince, the American founder of Blackwater U.S.A., this externally-financed assistance programme has remained the most brazen violation of the arms embargo by a PSC,” the report said. “In 2011, Saracen’s training camp near Bosaaso became the best-equipped military facility in Somalia after AMISOM’s bases in Mogadishu. The SCS base today includes a modern operational command centre, control tower, airstrip, helicopter deck and about 70 tents, which can host up to 1,500 trainees.”

“Thanks to this massive initiative, the Puntland Maritime Police Force is now a well-equipped elite force, over 1,000 strong, with air assets used to carry out ground attacks, that operates beyond the rule of law and reports directly to the President of Puntland. This private army disingenuously labeled a ‘counter-piracy’ force, has been financed by zakat [Muslim charity] contributions mainly from high-ranking officials from the United Arab Emirates, including Crown Prince and Deputy Supreme Commander of the UAE Armed Forces, Sheikh Mohammed bin Zayed Al Nahyan. The UAE government, however, has officially denied any involvement in the project,” the UN reports.

The Monitoring Group stated that SCS was characterised by a lack of transparency, accountability or regard for international law and this was unlikely to change without intervention from its state sponsor.

Another private security company mentioned in the report was the South African-based Pathfinder, which in August 2011 was contracted by Africa Oil, via its local subsidiaries, to provide security advice and risk analysis. Pathfinder personnel on the ground liaise with local authorities in charge of security and oversee the Exploration Security Unit (ESU), a special branch of the Puntland security forces established to protect oil exploration and exploitation.

The UN report noted that Pathfinder’s transparency and its efforts to comply with the sanctions regime arguably represent ‘best practices’ for private security companies in Somalia. “However, its ‘temporary issue’ of military equipment and the direct funding of the ESU by Africa Oil (via its subsidiary, Canmex) constitute violations of Security Council resolution 733 (1992).”

Also singled out in the report was the Washington DC-based charity Bancroft Global Development, operating in Somalia under the auspices of AMISOM. The report said it is currently the only private company providing assistance to Somali security sector institutions that complies with UN resolutions.

Other security providers form part of a growing network of private contractors that provide security details for individuals, foreign companies, diplomatic missions, international non-governmental organisations and international organizations in Somalia. They supervise local militias, provide armed escorts and static guards, often importing armoured vehicles, personal protective equipment (PPE) and operating in an arguably paramilitary fashion, according to the United Nations report.

Apart from organisations based in Somalia, private security companies are also used to provide protection to diplomats, international NGO workers, journalists, foreign contractors and businessmen visiting Mogadishu. Since November 2011, even the United Nations has also engaged a private local militia in Mogadishu to protect the movements of its staff.

…

Written by defenceWeb
Wednesday, 08 August 2012 14:28

Find this story at 8 August 2012

© defenceweb

In late January, Conservative MP and Minister for Security James Brokenshire led a delegation of nearly 25 “homeland security” firms to India on a trip which, in sharp contrast to the trade mission to India undertaken by David Cameron in February, received no coverage in the press whatsoever.

From 20 to 25 January multinational giants such as Agusta Westland, BAE Systems, G4S and Thales were taken to a number of Indian cities: Delhi, “for the government perspective”; Hyderabad, “the centre of the vast Naxal terrorism-troubled region and the home of a growing high tech industry base” where there was a “round table discussion with local security forces”; and Mumbai, “the focus of safer cities and coastal security initiatives” where attendees were treated to “a conference and round table discussion with local government security agencies and business.” [1]

A number of lesser-known firms were present alongside the major corporations. Evidence Talks attended, which was founded in 1993 and describes itself as “one of the most highly regarded digital forensic consultancies in the UK.” The company supplies tools for the extraction and analysis of data from digital devices and boasts that its SPEKTOR tool is “used worldwide by police, military, government and commercial customers…[and] enables users with minimal skills to safely, quickly and forensicly [sic] review the contents of computers, removable media and even cell phones.” [2]

Cunning Running also went on UKTI’s trip, and claims to provide “threat visualisation for the real world.” The firm say that they “develop high quality software solutions for the defence and homeland security markets,” supplying “direct to governments, law enforcement agencies, and militaries in the UK, USA, Europe and Australia.” [3]

“The security sector in India is vast and desperate to modernise,” said UKTI’s flyer for the mission. “India has approximately 1.2 million police and 1.3 million paramilitary forces personnel. With this, the Central Reserve Police Force, at 350,000, is the largest paramilitary force in the world” – a vast number of personnel who could be equipped with the latest “homeland security” gadgets and expertise.

The flyer for the mission seems to highlight the fact that backing the security industry as it moves into developing economies is seen as a national endeavour. “The [Indian] market is the subject of stiff competition from international competitors such as the US, Israel and France,” UKTI said, “but is simply too big to ignore.”

UKTI highlighted that “the on-the-ground costs of this mission (receptions, ground transport, conference facilities, promotional literature) are being wholly subsidised on behalf of UK companies by UKTI and its partners/sponsors” (emphasis in original). Those partners and sponsors included the Indian Home Ministry and the Confederation of Indian Industries.

Furthermore, companies were “able to avail a government-negotiated rate at the hotels being used throughout the programme.”

The “only charge to companies” was for the UKTI Overseas Market Introduction Service (OMIS) – a “flexible business tool, letting you use the services of our trade teams, located in our embassies, high commissions and consulates across the world, to benefit your business.” [4]

The government has recently made additional funding available in order to encourage wider use of OMIS by UK firms, with a 50% discount (up to a maximum of £750) available to “all eligible companies commissioning an order linked to a UKTI, Scottish Development International (SDI), Welsh Government (WG) or Invest Northern Ireland (INI) supported outward mission or Market Visit Support (MVS).” [5]

While UKTI has clawed back some money from the firms who went on the trade mission to India, the department – described by Campaign Against Arms Trade (CAAT) as “a taxpayer-funded arms sales unit” [6] – initially spent over £35,000 subsidising companies. In its response to a freedom of information (FOI) request from Statewatch, UKTI said that “we have also generated income of £13,485 with another £1,170 expected. Therefore the net cost minus the expenses still to come is £20,997.98.”

This amount pales in comparison to the total amount of subsidies it is estimated are awarded to defence and security firms by the UK government every year, but it also highlights the breadth of support given to a highly controversial industry.

Research by the Stockholm International Peace Research Institute estimated that, between 2007 and 2010, total government subsidies for UK arms exports (including both defence and security firms) totalled at its highest £751.2 million, and at its lowest £668.3 million. [7]

A spokesperson for CAAT criticised the mission to India, saying that: “Unfortunately the UK government continues to prioritise promoting corporate interests over promoting human rights and real security – and expects the UK public to subsidise this.”

David Cameron’s February trade mission to India received heavy press coverage and saw the Prime Minister accompanied by a number of CEOs from defence and security firms, including Dick Oliver, the chairman of BAE Systems; Robin Southwell, the CEO of EADS UK; Steve Wadley, the UK managing director of the missile firm MBDA; and Victor Chavez, the chief executive of Thales UK. [8]

…

Sources
[1] UKTI DSO, UKTI homeland security trade mission to India
[2] Evidence Talks, Company Profile
[3] Cunning Running website
[4] UKTI, OMIS – Overseas Market Introduction Service, 25 January 2012
[5] UKTI, Response to FOI request, 22 March 2013
[6] Campaign Against Arms Trade, UKTI: Armed & Dangerous, 8 July 2011
[7] Susan T. Jackson, SIPRI assessment of UK arms export subsidies, 25 May 2011
[8] Kaye Stearman, Cameron’s Indian odyssey – brickbats and cricket bats, fighter jets and on-message execs, CAATblog, 22 February 2013
[9] Global Day of Action on Military Spending

15.4.2013

Find this story at 15 April 2013

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G4S chief executive Nick Buckles paid £1.19m, up £170,000 on last year
Company lost £88m in Olympics fiasco when they failed to provide security

The chief executive of the company behind the security-scandal at the London Olympics last summer received a record pay packet in 2012, following million pound losses during the Games.

G4S boss Nick Buckles was paid a total £1.19million in 2012, up £170,000 on his 2011 paycheck, despite the company nursing an £88million loss on the London 2012 contract.

The security giant failed to provide the 10,400 guards needed during this summer’s main event and the military was forced to step in.

Big Bucks: Nick Buckles, pictured defending his company in the Commons after G4S’s Olympics blunder, was paid an extra £170,000 in 2012 compared to the previous year

As well as an £830,000 salary, Mr Buckles’ 2012 pay packet included £23,500 in benefits and £332,000 in payments in lieu of pension. Mr Buckles 2012 pay packet was boosted by bigger pension payments.

However, neither he nor other executive directors earned a performance-related bonus.

G4S said in its annual report Mr Buckles’ and other executives’ salaries were frozen in 2012 and will not increase this year – the fourth time in five years their salaries have been frozen.

But it revealed plans to increase potential long-term share bonuses this year to ‘ensure that the directors continue to be incentivised and motivated’.

Mr Buckles’ maximum shares bonus could rise to 2.5 times his salary from a maximum of two times in 2012 – meaning a potential £2.1 million in shares if he hits targets.

Loss: G4S lost £88m in the London Olympics Games contract after they failed to provide all the security guards needed for the Games

Performance-related bonuses will also now depend on factors including organic growth, cash generation, strategic execution and organisation, instead of being tied purely to profits.

G4S’s Olympics failure saw Mr Buckles hauled before MPs, during which he admitted it was a ‘humiliating shambles for the company’. Extra military personnel had to be called in to fill the gap left by G4S’s failure to supply enough staff for the £284 million contract.

Mr Buckles said in the annual report it marked ‘one of the toughest periods in the group’s history’.

…

By Daily Mail Reporter

PUBLISHED: 18:12 GMT, 15 April 2013 | UPDATED: 06:42 GMT, 16 April 2013

Find this story at 15 April 2013

© Associated Newspapers Ltd

Ex-army officer Benjamin Pierce Bishop charged with communicating national defence information to Chinese woman

Benjamin Pierce Bishop, who works for a defence contractor at US Pacific Command in Oahu, Hawaii, was arrested on Friday . Photograph: Alamy

A US defence contractor in Hawaii has been arrested on charges of passing national military secrets, including classified information about nuclear weapons, to a Chinese woman with whom he was romantically involved, authorities have said.

Benjamin Pierce Bishop, 59, a former US army officer who works as a civilian employee of a defence contractor at US Pacific Command in Oahu, was arrested on Friday and made his first appearance in federal court on Monday, said the US attorney’s office for the District of Hawaii.

He is charged with one count of willfully communicating national defence information to a person not entitled to receive it and one count of unlawfully retaining documents related to national defence. If convicted Bishop faces a maximum of 20 years in prison.

Bishop met the woman – a 27-year-old Chinese national referred to as Person 1 – in Hawaii during a conference on international military defence issues, according to the affidavit.

He had allegedly been involved in a romantic relationship since June 2011 with the woman, who was living in the US on a visa and had no security clearance.

From May 2011 until December 2012 he allegedly passed national defence secrets to her including classified information about nuclear weapons and the planned deployment of US strategic nuclear systems.

…

Reuters
guardian.co.uk, Tuesday 19 March 2013 07.13 GMT

Find this story at 19 March 2013

© 2013 Guardian News and Media Limited or its affiliated companies. All rights reserved.

It was the U.S. military’s most notorious security contractor—but it may also have been a virtual extension of the CIA. Eli Lake reports.

Last month a three-year-long federal prosecution of Blackwater collapsed. The government’s 15-felony indictment—on such charges as conspiring to hide purchases of automatic rifles and other weapons from the Bureau of Alcohol, Tobacco, Firearms, and Explosives—could have led to years of jail time for Blackwater personnel. In the end, however, the government got only misdemeanor guilty pleas by two former executives, each of whom were sentenced to four months of house arrest, three years’ probation, and a fine of $5,000. Prosecutors dropped charges against three other executives named in the suit and abandoned the felony charges altogether.

via office of the King of Jordan

But the most noteworthy thing about the largely failed prosecution wasn’t the outcome. It was the tens of thousands of pages of documents—some declassified—that the litigation left in its wake. These documents illuminate Blackwater’s defense strategy—and it’s a fascinating one: to defeat the charges it was facing, Blackwater built a case not only that it worked with the CIA—which was already widely known—but that it was in many ways an extension of the agency itself.

Founded in 1997 by Erik Prince, heir to an auto-parts family fortune, Blackwater had proved especially useful to the CIA in the early 2000s. “You have to remember where the CIA was after 9/11,” says retired Congressman Pete Hoekstra, who served as the Republican chairman of the House Permanent Select Committee on Intelligence from 2004 to 2006 and later as the ranking member of the committee. “They were gutted in the 1990s. They were sending raw recruits into Afghanistan and other dangerous places. They were looking for skills and capabilities, and they had to go to outside contractors like Blackwater to make sure they could accomplish their mission.”

But according to the documents Blackwater submitted in its defense—as well as an email exchange I had recently with Prince—the contractor’s relationship with the CIA was far deeper than most observers thought. “Blackwater’s work with the CIA began when we provided specialized instructors and facilities that the Agency lacked,” Prince told me recently, in response to written questions. “In the years that followed, the company became a virtual extension of the CIA because we were asked time and again to carry out dangerous missions, which the Agency either could not or would not do in-house.”

A prime example of the close relationship appears to have unfolded on March 19, 2005. On that day, Prince and senior CIA officers joined King Abdullah of Jordan and his brothers on a trip to Blackwater headquarters in Moyock, North Carolina, according to lawyers for the company and former Blackwater officials. After traveling by private jet from Washington to the compound, Abdullah (a former Jordanian special-forces officer) and Prince (a former Navy SEAL) participated in a simulated ambush, drove vehicles on a high-speed racetrack, and raided one of the compound’s “shoot houses,” a specially built facility used to train warriors in close-quarters combat with live ammo, Prince recalls.

At the end of the day, company executives presented the king with two gifts: a modified Bushmaster AR-15 rifle and a Remington shotgun, both engraved with the Blackwater logo. They also presented three Blackwater-engraved Glock pistols to Abdullah’s brothers. According to Prince, the CIA asked Blackwater to give the guns to Abdullah “when people at the agency had forgotten to get gifts for him.”

Three years later, the ATF raided the Moyock compound. In itself, this wasn’t unusual; the ATF had been conducting routine inspections of the place since 2005, when Blackwater informed the government that two of its employees had stolen guns and sold them on the black market. Typically, agents would show up in street clothes, recalled Prince. “They knew our people and our processes.”

But the 2008 visit, according to Prince, was different. “ATF agents had guns drawn and wore tactical jackets festooned with the initials ATF. It was a cartoonish show of force,” he said. (Earl Woodham, a spokesman for the Charlotte field division of the ATF, disputes this characterization. “This was the execution of a federal search warrant that requires they be identified with the federal agency,” he says. “They had their firearms covered to execute a federal search warrant. To characterize this as anything other than a low-key execution of a federal search warrant is inaccurate.”)

During the raid, the ATF seized 17 Romanian AK-47s and 17 Bushmaster AR-13 rifles the bureau claimed were purchased illegally through the sheriff’s office in Camden County, North Carolina. It also alleged that Blackwater illegally shortened the barrels of rifles and then exported them to other countries in violation of federal gun laws. Meanwhile, in the process of trying to account for Blackwater’s guns, the ATF discovered that the rifles and pistols presented in 2005 to King Abdullah and his brothers were registered to Blackwater employees. Prosecutors would subsequently allege that Gary Jackson—the former president of Blackwater and one of the two people who would eventually plead guilty to a misdemeanor—had instructed employees to falsely claim on ATF forms that the guns were their own personal property and not in the possession of Jordanian royalty.

In all of these instances—the purchase of the rifles through the Camden County sheriff, the shipment of the guns to other countries, and the gifts to Abdullah—Blackwater argued that it was acting on behalf of the U.S. government and the CIA. All of these arguments, obviously, were very much in Blackwater’s legal interest. That said, it provided the court with classified emails, memoranda, contracts, and photos. It also obtained sealed depositions from top CIA executives from the Directorate of Operations, testifying that Blackwater provided training and weapons for agency operations. (A CIA spokesman declined to comment for this story.)

One document submitted by the defense names Jose Rodriguez, the former CIA chief of the Directorate of Operations, and Buzzy Krongard, the agency’s former executive director, as among those CIA officers who had direct knowledge of Blackwater’s activities, in a section that is still partially redacted. This document is the closest Blackwater has come to acknowledging that Prince himself was a CIA asset, something first reported in 2010 by Vanity Fair. One of the names on the list of CIA officers with knowledge of Blackwater’s work in the document is “Erik P”—with the remaining letters whited out.

This document made Blackwater’s defense clear: “the CIA routinely used Blackwater in missions throughout the world,” it said. “These efforts were made under written and unwritten contracts and through informal requests. On many occasions the CIA paid Blackwater nothing for its assistance. Blackwater also employed CIA officers and agents, and provided cover to CIA agents and officers operating in covert and clandestine assignments. In many respects, Blackwater, or at least portions of Blackwater, was an extension of the CIA.”

When I asked Prince why Blackwater would often work for free, he responded, “I agreed to provide some services gratis because, in the wake of 9/11, I felt it my patriotic duty. I knew that I had the tools and resources to help my country.”

Moreover, according to still-sealed testimony described to The Daily Beast, the agency had its own secure telephone line and a facility for handling classified information within Blackwater’s North Carolina headquarters. CIA officers trained there and used an area—fully shielded from view inside the rest of the Blackwater compound by 20-foot berms—to coordinate operations.

Sara D. Davis/AP

In the wake of the major charges being dropped, the U.S. attorney who prosecuted the case against Blackwater, Thomas Walker, told me that it would be wrong to dismiss the prosecution as a waste of time. “The company looks completely different now than before the investigation,” he said. “For example, in 2009, Erik Prince was the sole owner. This company now has a governing board that is accountable.”

In 2010 Prince sold Blackwater, which is now known as Academi, for an estimated $200 million. Prince retains control of numerous companies that were part of Blackwater before he sold it, but he told me that he had “ceased providing any services” to the U.S. government.

Walker would not discuss Blackwater’s relationship with the CIA. But he did say the defense that the company was acting for the government did not excuse any violations of federal law. “Our evidence showed there was a mentality at the company that they considered themselves above the law,” Walker said. “That is a slippery slope. There came a time when there had to be accountability at Blackwater.”

…

by Eli Lake Mar 14, 2013 4:45 AM EDT

Find this story at 14 March 2013

© 2013 The Newsweek/Daily Beast Company LLC

Ondanks de voorkennis omtrent gruwelijke misdragingen door veiligheidsagenten van Blackwater, ging het KLPD en de AIVD in 2009 voor een training van (geheim) agenten in zee met dit obscure Amerikaanse particuliere beveiligingsbedrijf.

“Op 17 november 2009 vertrok ik samen met de majoors Edwin en Mark naar Afghanistan. Wij maken deel uit van de nieuwe missie NTM-A” (Nato Training Mission – Afghanistan), schrijft Kees Poelma (Kmar) op zijn weblog.

“In mijn vorige functie had ik hele goede contacten opgebouwd met mensen van XE-Services (beter bekend als het voormalige Blackwater)”, zo vervolgt Poelma zijn relaas. “Misschien is ‘beter’ niet het juiste woord, maar daarvoor moet je Blackwater maar eens googelen. Sinds Irak zijn ze namelijk zodanig ‘verstoken van gunsten’ dat ze hun naam maar eens moesten veranderen. XE leidt de Afghan Border Police op en dat doen ze op vier verschillende trainingsites in Afghanistan.”

Poelma werd uitgenodigd door XE-Services om hun trainingsites te bekijken. Het bedrijf heeft haar naam ondertussen opnieuw gewijzigd in Academi. Zoals Poelma opmerkt is het bedrijf besmet. Het is dan ook opmerkelijk dat het Nederlandse leger en politie ‘hele goede contacten’ onderhouden met de ‘private contractor’.

Contract

Op 24 februari 2010 verklaarde de democratische voorzitter Carl Levin van de Armed Services Committee van de Amerikaanse Senaat dat de PEO STRI (Program Executive Office for Simulation, Training and Instrumentation) van het Amerikaanse leger het volgende: “relied on a Dutch officer to act as a Technical Officer Representative to oversee the contract.”

Het contract waar Levin op duidt, betreft een afspraak met Paravant LLC, een dochteronderneming van XE-Services, voor de training van de Afghan National Army Troops. De hoorzitting vond plaats in verband met diefstal, moord en andere vergrijpen door medewerkers van Paravant in Afghanistan.

De Nederlandse officier zou werkzaam zijn geweest op het CSTC-A, de plaats waar de trainingen van de Afghaanse politie en het leger worden gecoördineerd. Welke rol de Nederlandse officier bij CSTC-A heeft gespeeld in het verwerven van het contract, en welke relatie de officier met Paravant/Blackwater had, is onduidelijk.

Blackwater werd in 1997 opgericht door oud Navy Seals man Erik Prince. Voorafgaande de oorlogen in Afghanistan en vooral Irak deed het bedrijf voornamelijk kruimelwerk. De invasie in Irak van 20 maart 2003 betekende een flinke boost voor het bedrijf. De private beveiligingsbedrijven die zowel persoons- als transportbeveiliging uitvoeren, misdroegen zich echter op grote schaal.

De onvrede onder De Irakese bevolking bouwde zich na de invasie in sneltreinvaart op en kwam tot uitbarsting bij de aanslag op vier medewerkers van Blackwater in Fallujah, maart 2004. De wereld beschuldigde meteen Al Qaeda of de rebellen van de lynchpartij, maar de aanslag was een reactie op het opereren van de ‘private contractors’.

Gewelddadig optreden

Hoe de medewerkers van Blackwater zich bijvoorbeeld gedroegen in Irak toont Harper’s Magazine met de publicatie The Warrior Class, geschreven door Charles Glass (april 2012). Het artikel is eigenlijk gebaseerd op een verzameling video’s die Glass van medewerkers van Blackwater heeft gekregen http://harpers.org/archive/2012/04/hbc-90008515. Op de beelden is te zien dat mensen worden overreden, auto’s van de weg worden gereden, er willekeurig wordt geschoten op voorbijgangers en auto’s, dat er wordt gescholden en dat de schending van alle basale rechten van Irakezen met voeten worden getreden.

Veel beelden waren er nog niet voorhanden, maar de verhalen van schandalig optreden wel degelijk. Februari 2005 schoot een beveiligingsteam van Blackwater machinegeweren leeg op een auto in Bagdad. Dit incident kwam naar buiten omdat Blackwater op dat moment een lid van het Amerikaanse State Department beveiligde. Veel incidenten komen niet aan het licht omdat medewerkers van Blackwater na een incident gewoon doorrijden, zoals de videobeelden laten zien.

De wetteloosheid van medewerkers van Blackwater vindt zijn dieptepunt op 16 september 2007 op het Nisour Square in Bagdad. Een beveiliger van het bedrijf schoot een bestuurder van een rijdende auto dood, die tengevolge niet tot stilstand kwam. Wat volgde was een bloedbad, waarbij de medewerkers van Blackwater op alles schoten wat bewoog. Bij deze slachting kwamen 17 mensen om het leven.

Het bedrijf ontkende dat zij verantwoordelijk was voor de moordpartij en dat de beveiligingsagenten slechts reageerden op schoten die op hen afgevuurd werden. De verdachten werden uiteindelijk Irak uit gesmokkeld. Naar aanleiding van de schietpartij op het Nisour Square schreef Jeremy Scahill Blackwater: The Rise of the World’s Most Powerful Mercenary Army (2007), een boek dat de aard, omvang en gedrag van het bedrijf uit de doeken doet.

Goede contacten

Kees Poelma van de Koninklijke Marechaussee beschrijft op zijn weblog de goede contacten die hij onderhoudt met ‘mensen van XE-Services’. Over welke contacten heeft hij het? Op 12 januari 2005 sluiten de ‘Dutch Special Forces’ en Blackwater USA een contract voor het gebruik van het Blackwater Training Center, tegenwoordig bekent onder de naam United States Training Center.

Minister Rosenthal beantwoordt op 14 december 2010 vragen van de Kamerleden Van Bommel en Van Dijk ten aanzien van Blackwater. “Het Korps Commando Troepen heeft van 10 t/m 23 februari 2005 met 60 personen getraind op het Blackwater trainingscomplex in North Carolina. Gedurende deze trainingsperiode is alleen gebruik gemaakt van faciliteiten. Trainingen zijn uitsluitend door eigen instructeurs verzorgd.”

Het contract vermeldt tevens: ‘Blackwater Training Center welcomes the opportunity to provide range rental for your continuing firearms training.’ Hoewel het Korps Commando Troepen zijn eigen instructeurs heeft meegenomen volgens de minister, wordt in proposal #226 wel een ‘number of personnel 57’ opgevoerd. Of dit slaat op de 60 mariniers is onduidelijk. Waarschijnlijk wel, maar het blijft onduidelijk of Blackwater geen instructeurs heeft geleverd.

De folder van Blackwater Training Center prijst haar eigen instructeurs op allerlei manieren aan. ‘On over 6000 acres of private land, we have trained and hosted over 50.000 Law Enforcement, Military and civilian personnel. […] Our instructors are ranked the best in the world and our facilities are second to none.’

De minister zegt dat de “trainingen uitsluitend door eigen instructeurs zijn verzorgd”, maar de aantallen, ook die voor de lunch en het diner, roepen vragen op over de aanwezigheid van Blackwater-instructeurs. ‘Lunch for 75 persons for 11 days and dinner for 75 persons for 11 days.’

De Sales Coordinator van Blackwater voegt daar op 12 januari 2005 nog aan toe dat ‘the houses are not intended to practice charge calculations. They are designed to practice techniques involved in breaching placement of charges, placement of shooters in relation to the charge and command and control and detonation the charge.’ Het schrijven van 12 januari 2005 lijkt op een set huisregels van Blackwater.

Voorkennis

De training vond in februari 2005 plaats, dezelfde maand waarin Blackwater-medewerkers een willekeurige auto in Bagdad onder vuur namen, waarvan het lot van de inzittenden onduidelijk is. Of het ministerie van Defensie op de hoogte was van dit incident valt te betwijfelen. In een voorblad zonder datum met de titel contract Blackwater wordt vermeld dat ‘het gerucht dat de firma Blackwater onder de USNAVY valt en dat het schietterrein van de USNAVY is wil ik bij deze ook heel snel ontkrachten.’

Het voorblad is opgesteld door de eerste verwerver, een kapitein van de C-Logistiek Brigade/Divisie Logistiek Commando uit Apeldoorn. Opvallend aan het voorblad is de expliciete vermelding dat er geen gebruik wordt gemaakt van instructeurs van de firma Blackwater. Dit wordt vermeld onder het kopje ‘marktverkenning’ dat begint met de zin ‘er is geen concurrentie mogelijk, het betreft hier een monopolist. Het betreft hier een privé onderneming op privéterrein. Wel dienen er vergunningen aangevraagd te worden, indien er gebruik wordt gemaakt van instructeurs van de firma Blackwater.’

De verwarring van de eerste verwerver over de relatie tussen Blackwater en de USNAVY viel misschien in 2005 nog te begrijpen, na het Nisour Square incident in september 2007 was dat niet langer mogelijk. De status en de rol van Blackwater was toen duidelijk. De kritiek op het bedrijf ook. Het is dan ook onbegrijpelijk dat ruim een jaar later er contact wordt opgenomen met Total Intelligence Solutions LLC voor het bestellen van een Mirror Image Training Program.

Daar tegenover kan worden opgemerkt dat de Department of Special Interventions (DSI) van het KLPD niet wist dat Total Intelligence Solutions LLC onderdeel uitmaakte van de Prince Group van Erik Prince, de toenmalige CEO van Blackwater, maar het adres in Arlington in de Verenigde Staten zal toch op zijn minst enkele bellen hebben doen rinkelen? Nu staat de DSI niet bekend om haar doortastendheid – zie de wijze waarop een belwinkel in Rotterdam op kerstavond 2010 werd vernield door leden van het team – maar enige background check van bedrijven die worden ingehuurd zou er toch moeten zijn.

Duidelijkheid

De Washington Post besteedde op 3 november 2007, twee maanden na de slachting op Nisour Square, een artikel aan Total Intelligence Solutions (TIS) onder de kop ‘Blackwaters Owner Has Spies for Hire’. Het is dus onwaarschijnlijk dat het de overheid is ontgaan dat er een contract met Blackwater werd afgesloten. En hoe staat een contract met Blackwater in verhouding met het principe van duurzaam inkopen dat de overheid hanteert?

In de overeenkomst met de KLPD die Total Intelligence Solutions LLC op 17 november 2008 opstuurt, worden dan ook naast TIS de bedrijven EP Investments LLC, Terrorism Research Center INC en Blackwater Lodge and Training Center INC vermeld. Het lijken aparte bedrijven, maar vallen allemaal onder Blackwater, later XE Services genoemd, zoals blijkt uit amendment no 1 van 8 juni 2009. In dat amendment is de naam van de Blackwater Lodge ondertussen ook gewijzigd in U.S. Training Center. Al met al was het duidelijk dat Blackwater in het spel was.

Ook de status van het bedrijf was duidelijk. Op 7 november 2007 beantwoordden de ministers van Defensie en Buitenlandse Zaken, Middelkoop en Verhagen, vragen van kamerlid Pechtold. De ministers verzekeren dat ‘Nederland nooit Blackwater in dienst heeft gehad. De ministeries van Buitenlandse Zaken en Defensie werken wel samen met andere particuliere beveiligingsbedrijven’.

In het antwoord van de regering komt het huren van de trainingsfaciliteiten van Blackwater door het Korps Commando Troepen niet aan de orde. Opvallend omdat voor de minister van Defensie toch duidelijk moet zijn geweest hoe gevoelig de zaak lag. Pechtold onderstreepte nota bene de onrust door de slachting op Nisour Square.

Een maand later beschreef de Adviesraad Internationale Vraagstukken in het rapport ‘De inhuur van private militaire bedrijven’ de zorgen over Blackwater. ‘De affaire Blackwater heeft de grote risico’s die aan de inzet van PMC’s zijn verbonden nog eens onderstreept. Het roekeloze en onverantwoordelijke optreden van sommige PMC’s, vooral de veiligheidsbedrijven onder hen, die in Irak immuniteit voor de lokale rechtsmacht genieten, brengt het winnen van de hearts and minds en daarmee zelfs van de hele counter-insurgency in gevaar.’

Het 59ste advies gaat verder door te stellen dat ‘het in opspraak gekomen Amerikaanse bedrijf Blackwater een negatieve uitstraling op de hele bedrijfstak heeft.’ Extra voorzichtig zijn dus bij het inhuren of gebruiken van diensten van het bedrijf.

Mirror Image Training

Een jaar later sluiten de Dienst Speciale interventies (DSI) en Blackwater een overeenkomst voor een Mirror Image Training, verzorgd door het Terrorism Research Center (TRC). TRC maakt deel uit van Total Intel, dat op haar beurt sinds februari 2007 weer onderdeel uitmaakt van Blackwater sinds februari 2007. Voorafgaande de overeenkomst had Blackater al een strategisch partnership met het centrum.

De Mirror Image Training was er op gericht om in de huid van de terrorist te kruipen. ‘Hierdoor is de deelnemer in staat om zichzelf ook daadwerkelijk als terrorist te zien en door diens ogen de zwakke punten binnen de eigen werkomgeving te herkennen en te begrijpen, die men zelf vaak over het hoofd ziet’, vermeldt de doelstelling van het reisverslag Mirror Image Training in Moyock, NC.

De laatste zin van de doelstelling is veelzeggend, gelet op het gedrag van Blackwater-medewerkers, maar ook dat van de DSI-medewerkers in gedachten: ‘Met deze inzichten op zak zijn deelnemers na het afronden van de training beter in staat te anticiperen, te voorkomen en te reageren op terroristische dreigingen.’

Om een beeld te krijgen waar de Nederlandse commando’s en leden van de KLPD en AIVD hun training hebben gekregen, hier een beschrijving van Moyock door Nathan Lodge. In zijn artikel Blackwater: Lawyers, guns and Money van 6 april 2007 probeert Lodge de omvang van het terrein te omschrijven. http://www.wired.com/dangerroom/2007/04/inside_the_bell/

Lodge: ‘It’s hard to understate how massive the Moyock facility is. The place has 34 shooting ranges, three driving tracks and an airfield. It boasts several ‘shoot houses’ (for indoor shooting drills), a maritime training facility (for hostile boarding practice) and a breaching facility (for breaking down doors), as well as a full armory. It’s like a military base – without the golf course.’

Mindset

De cursus voor de leden van de KLPD gaat over het creëren van een ‘mindset’ waarbij ‘de rol van de radicale islam van groot belang is. Dit komt onder andere naar voren tijdens de dagelijkse gebeden en de lessen over de geschiedenis van de islam. Daarnaast wordt ook inzicht geboden in vormen van westers terrorisme, waaronder de IRA.’

De mindset kan vertaald worden naar de ‘situatie in tal van regio’s, waaronder Afghanistan, Irak, Colombia, Gaza en de West Bank evenals stedelijke gebieden en verschillende terroristische groeperingen.’ De mindset wordt vooral bepaald door ‘contraterroristische technieken gebaseerd op Britse en Israëlische ervaringen’, vermeldt het reisverslag van de training.

Nu kan het zo zijn dat de Israëliërs veel ervaring hebben met de oorlog in het Midden-Oosten, maar tegelijkertijd roepen hun acties ook veel vragen op. De laatste operatie in de Gaza, Cast Lead, is door verschillende zijden veroordeeld. Ook de Europese Unie is zeer kritisch over de wijze waarop de Israëliërs regelmatig huishouden in de bezette gebieden.

De Britten zijn overigens ook weer niet het beste voorbeeld van omgang met de opstand in Noord-Ierland. De IRA pleegde regelmatig aanslagen, maar de Britten hebben in de loop van de strijd regelmatig zelf vele slachtoffers gemaakt door infiltratie, informanten, valse beschuldigingen en andere schendingen van mensenrechten.

Hoewel de training misschien interessant kan zijn, moet een land dat vaak zijn vingertje opsteekt over de mensenrechten in andere landen toch grote zorgvuldigheid in acht nemen als het gaat om samenwerking met bedrijven waar een zweem omheen hangt van strafbare feiten en onoorbaar optreden.

Laten we daarom nog even een andere mindset van het bedrijf Blackwater bekijken. Naast het wild om zich heen schieten, heeft het bedrijf ook een nogal verwrongen beeld van recht en orde. Het programma Countdown van MSNBC besteedt op 6 augustus 2009 aandacht aan het gebruik van hoeren door leden van Blackwater. http://www.rawstory.com/rawreplay/2009/08/blackwater-provided-child-prostitutes-to-contractors-lawsuit/

‘Keith Olbermann (van MSNBC) quoted on Thursday from the employees sworn declarations that Blackwater was guilty of using child prostitutes at its compound in Baghdads fortified Green Zone. The declarations describe Blackwater as having young girls provide oral sex to Enterprise members in the Blackwater Man Camp in exchange for one American dollar.’

Nu is het zo dat het programma van MSNBC vier maanden na de training van de DSI werd uitgezonden, maar de mindset is wel degelijk belangrijk. Verantwoordelijken binnen de KLPD en als laatste verantwoordelijke, de minister van Veiligheid en Justitie, hadden gezien de status van het bedrijf vraagtekens moeten zetten bij een training door Blackwater.

Vraagtekens die al in de reactie van het ministerie van Defensie en Buitenlandse Zaken expliciet worden gezet in een reactie op het advies ‘Inhuur civiele dienstverleners in operatiegebieden’. Adviesraad Internationale Vraagstukken in april 2008. ‘De groei van de inzet van particuliere beveiligingsbedrijven in operatiegebieden is niet onomstreden. De recente ophef over het optreden van de firma Blackwater in Irak is aanleiding geweest voor vele kritische vragen.’

Lofuitingen

Terug naar de training. De DSI besloot om zich door personeel van Blackwater te laten opleiden. Waarschijnlijk werden ze op positieve wijze beïnvloed door het artikel van David Crane uit oktober 2003. Zijn verhaal ‘Blackwater Training Center Tactical Training For Professionals and Civilians’ in Defense Review is één grote loftuiting op de kwaliteiten van het bedrijf.

Rick Skwiot doet het in de PortFolio Weekly dunnetjes over onder de titel ‘On the Firing Line The Blackwater Training Center’. ‘The Blackwater Training Center in Moyock teaches soldiers, cops and ordinary citizens how to keep their edge in an increasingly dangerous world.’ En: ‘The most dangerous creatures lurking in The Great Dismal Swamp that spans the Virginia-North Carolina line are not the 600-pound black bears, rattlesnakes or water moccasins. Rather, they’re the men and women—soldiers, sailors, SWAT teams and civilians—taking aim with live ammo in the 5,200-acre Blackwater Training Center.’

De training van de DSI vond plaats van 27 maart 2009 tot en met 6 april 2009. Niet alleen de DSI doet aan de training mee. Volgens de minister gaat het om vijftien medewerkers van de KLPD. De dienstreizen formulieren die openbaar zijn gemaakt, vermelden vier leden van de DSI, twee leden van de DKDB, twee leden van de DSRT, twee leden van de DNR van de verschillende KLPD onderdelen en twee leden van de AIVD, de inlichtingendienst. Het totaal komt op twaalf.

Ook op het bestel-aanvraagformulier is sprake van twaalf tickets naar Norfolk in de Verenigde Staten, voor de overnachtingen betreft het twaalf personen. De DSI overnacht het langst, tien dagen, de medewerkers van de AIVD het kortst, twee dagen. Bij de vouchers voor de overnachtingen is het aantal van 27 maart 2009 tot en met 29 maart 2009 ook twaalf. De voucher-nummers van de overige overnachtingen zijn niet vrijgegeven.

De eerste trainingsdag van 27 maart werd besteed aan het ontwikkelen van het concept mirror image training. ‘Course to be conducted should be designed to replicate terrorism recruitment training, techniques and operational methodology in order to better prepare students to fight the War on Terror. Course of instruction should look towards placing students into simulated terrorist cells in order to receive insight into the mindset and rationale of the terrorist through hands on experience. Cells shall be comprised of approximately eight students per cell with an assigned instructor per cell. Instructors shall have strong backgrounds in unconventional warfare. For instructions and presentations addressing terrorism, contractor shall provide personnel who are high level experts in their field. (CIA, FBI, Department of State, etc…)’, schrijft agent Yvonne C. Frederico over een training van the Naval Special Warfare Group One in juni 2008.

William J. Henry van het National Guard Bureau is nog explicieter: ‘This training is an intensive, one week classroom and field training program, designed to realistically simulate terrorist recruiting, training techniques and operational tactics. This is a total-immersion course that places the student inside a terrorist organization in order to better teach him how to think and operate like a terrorist. This course includes lodging and meals tailored to simulate living as a terrorist cell.’

Celadviseur

De training van de DSI zal er niet zoveel van afwijken omdat de Nederlanders het terrein deelden met Belgische, Amerikaanse en Canadese militairen, politieambtenaren en leden van inlichtingendiensten. Het enige dat de minister van Veiligheid en Justitie los wil laten over die eerste dag is dat ‘na de les de cellen een celadviseur toegewezen krijgen en een operatie werd voorbereid.’

Op maandagochtend 28 maart werd de operatie uitgevoerd na ‘het ochtendgebed, gevolgd door een les over de geschiedenis van de islam en in het bijzonder de scheiding tussen de sjiieten en soennieten.’ Over de operatie laat de minister angstvallig niets los, maar wel over de lunch ‘bestaande uit een plat broodje, een plak kaas, een bakje humus, fruit en thee of water.’ Maandag stond voor de rest in het teken van HUMINT ‘human intelligence’, informanten en infiltranten en werd ‘de mindset binnen een terroristische cel’ besproken waar ‘bij nieuwe leden van een cel op wordt gelet.’

Evan Wright beschrijft in ‘Camp Jihad, A ragtag army of cops, soldiers, and G.I. Joe wannabes play terrorist for a week in a counterintuitive counterterrorism program’ (New York Magazine, 21 mei 2005) om wat voor operaties het zou kunnen gaan. De gespeelde cel waar Wright deel van uitmaakte moet een ongelovige vrouw ontvoeren. ‘When I spot the approaching SUVs, I frantically signal LDR. Gunshots start to crackle. A Marine in our cell charges the lead SUV, screaming, Allah akbar!’

De cel van Wright slaagde in haar opzet, misschien ook de Nederlandse DSI/AIVD terroristencel, want dinsdagochtend ‘volgde een presentatie over middelen tot overwinning.’ De rest van de dag stond in het teken van interne veiligheid en de financiering van de terreur. Na het avondeten kwam een gastspreker een lezing houden.

De Nederlanders hebben de ontvoering ook nagespeeld, want laat die avond werd er gesproken over losgeld. ‘De groepering die hem had ontvoerd, wilde losgeld van de […] Geld was ook het motief van deze ontvoering. Er was geen sprake van een religieus uitgangspunt’, vermeldt pagina 8 van het dossier dat de minister van Veiligheid en Justitie openbaar heeft gemaakt.

Woensdag 1 april is ‘net als voorgaande dagen’, vermeldt het verslag. ‘Ochtendgebed, les in de Arabische taal en …’ iets dat geheim blijft. Wright die de training heeft meegemaakt, beschrijft in zijn artikel Camp Jihad dat deze leek op een ‘Renaissance Faire’, zoals de Elf Fantasy Fair in slot Haarzuilens bij Utrecht.

Wright: ‘Whether a week spent wearing Arab head garb and shooting AK-47s will actually help cops and soldiers plumb the complexities of our enemies’ hearts and minds is an open question. […] But when I first witness my fellow students donning their scarves, some of them shouting, for comic effect, ‘Praise Allah!’ in their best Ali G accents, I momentarily feel as if I’ve entered a weird, terrorist-camp version of a suburban Renaissance Faire.’

Andrew Garfield

De training had echter niet alleen een speels karakter, er moest de deelnemers ook wat bijgebracht worden. Naast de lezing op dinsdagavond volgde woensdagmiddag een gedragswetenschapper die een lezing hield over de ‘mindset in het Midden-Oosten’. De minister schrijft, in antwoord op een bezwaarprocedure in het kader van de Wet Openbaarheid van Bestuur (Wob), dat de naam van deze wetenschapper niet meer te achterhalen valt.

Gedurende de training waar Wright echter aan deelnam, kwam Andrew Garfield, een oud Britse inlichtingenfunctionaris, als spreker opdraven die in het kader van de Terrorist Fair leuk meespeelde in de creatie van het cel-denken. ‘Our Jihad is succeeding beyond our wildest expectations. Look at how the Americans are blundering around in Iraq, filling our ranks with new recruits.’

Garfield duidde in zijn rol als ‘terroristen-expert’ op het lompe gedrag van de Amerikanen in Afghanistan, Irak en elders. De boodschap van Garfield bij de Mirror Image training was enigszins surrealistisch. Zo zei hij tegen Wright dat ‘killing terrorists or insurgents will not kill the movement.’ Waarom is de training er dan opgericht om terroristen nader te begrijpen om hen te bestrijden?

Gezien het respectloze gedrag van Blackwater-medewerkers in Irak en Afghanistan, waarbij slachtoffers vielen, is de grote vraag of het bedrijf überhaupt wel in staat is om de ‘mindset in het Midden-Oosten’ te beschrijven. Het kan al niet eens normaal omgaan met burgers, zoals blijkt uit de films die Harper’s Magazine online heeft geplaatst.

Het feit dat het bedrijf in de afgelopen jaren talrijke naamsveranderingen heeft ondergaan – Blackwater, Xe Services, Paravant LLC, Greystone Limited, XPG, Raven, Constellation, Total Intelligence Solutions, EP Investments, US Training Center, GSD manufacturing, Presidenial Airlines, Select PTC, Academi, R2, Reflex Responses etc. – duidt er tevens op dat het haar naam niet wil verbeteren, maar de aandacht wil afleiden van de vele mensenrechtenschendingen en andere vergrijpen van haar medewerkers. De mindset van Blackwater is het probleem, en daarmee de Mirror Image training.

De een na laatste dag van de training stond in het teken van de finale. Woensdagavond werd het ‘plan voorgelegd aan een militaire raad’ en donderdag was ‘het de bedoeling om het getrainde in wedstrijdvorm in praktijk te brengen.’ Die dag verliep een beetje rommelig, want naast de wedstrijd gaat het ook over de ‘zelfmoordaanslagen in de metro van Londen op 7 juli 2005’, ‘de politieactie van 22 juli 2005 op metrostation Stockwell’ (het doodschieten van de Braziliaan Jean Charles de Menezes), ‘een blik op de toekomst’, de ‘documentaire Meeting Resistance’ en als afsluiting het ‘martelaarsfeest’.

Geheime conclusies

Veel informatie werd via de Wob-procedure niet vrij gekregen omdat er anders er een mirror mirror image training kon worden georganiseerd om de training van de KLPD’ers en de AIVD’ers te spiegelen. De conclusies worden ons volledig onthouden, maar het beeld van de training dat op basis van verschillende artikelen boven komt drijven, is dat van het spel ‘vlag veroveren plus’, met veel testosteron.

Misschien verklaart de training wel de aanpak van de inval van het belhuis in Rotterdam op Kerstavond 2010. Vraag is alleen of dit iets te maken heeft met het winnen van hearts and minds of het slechten van de oorlog tegen de terreur. Misschien is dat laatste echter in het geheel niet de bedoeling.

Wright sprak een van de mirror image trainers Frank Willoughby, specialist in hinderlagen en Improvised Explosive Devices, geïmproviseerde bommen. Willoughby staat symbool voor de vercommercialisering van oorlog. ‘The prospect of mounting chaos seems, frankly, to excite some instructors. At times, Frank Willoughby is unable to conceal how glad he is that the war on terrorism promises to be endless. […] Punching his fist into his hand, he adds, ‘Soon as they hit us 9/11’, I told my wife, ‘the game is on!’, schrijft Wright in Camp Jihad.

Blackwater’s verderfelijke reputatie is een reden om niet met het bedrijf in zee te gaan. Maar een belangrijkere conclusie van dit verhaal is dat de belangen van de private sector niet gericht zijn op vrede. Zij willen oorlog en chaos creëren, omdat dat nu eenmaal de voorwaarden zijn om geld mee te verdienen. Een politiedienst die in deze voetsporen treedt, roept bij elke deur die nutteloos wordt opengetrapt, net als Willoughby, the game is on.

Find this story at 19 June 2012

Inquest told the victim’s wheelchair was not secured and he died when it tipped over

A double amputee died when his unsecured wheelchair tipped over backwards as he was being transported to hospital in an ambulance operated by under-fire outsourcing firm G4S.

An inquest jury found that the driver and staff of the security firm had not received sufficient training to move patients safely between their homes, hospitals and clinics.

Retired newsagent Palaniappan Thevarayan, 47, suffered fatal head injuries when his wheelchair came loose from the floor clamps in the back of the vehicle taking him to St Helier Hospital, in Sutton, Surrey, from a dialysis centre in Epsom hospital in May 2011.

The jury at Westminster Magistrates Court this week heard that driver John Garner, who had worked for the company since 2005, and fellow G4S staff had not had their manual handling training updated since 2009. G4S, which was heavily criticised for its failure to recruit enough security guards for last year’s Olympic Games, operates public sector contracts in border control, security, prisoner and patient transport worth £350million a year. The global security company continues to work with St Helier along with four other NHS Trusts in the London area carrying out 400,000 patient journeys a year.

Westminster Coroners Court heard that Mr Thevarayan’s wheelchair tipped backwards resulting in a serious head injury. It emerged that the chair had not been attached to the ambulance floor by the necessary ratchet clamps and was not securely restrained. He was being taken to hospital after developing problems with a blocked catheter.

Delivering a narrative verdict, the jury said: “Patient transport service staff were not sufficiently trained in the safe transportation of patients by ambulance.”

Mr Thevarayan, who was originally from India, had previously had both legs amputated after suffering complications with his diabetes. He was undergoing dialysis three times a week for kidney failure and was nearing the top of the transplant list.

The inquest heard that he had to wait for more than six hours for emergency surgery after being transferred to St George’s Hospital, Tooting, following the incident. His wife and full time carer Nirmala said he had been given only a 50:50 chance of survival if operated on immediately.

She told the inquest she wanted answers about his treatment by G4S and wanted to know why it had taken so long for him to receive surgery. ‘I want to know why they didn’t look after him properly’, she said. “And in hospital, why did they take so long to treat him?” she added.

Assistant deputy coroner Kevin McLoughlin said to Mrs Thevarayan and her son and daughter who sat through the four-day inquest: “I pay tribute to the calm dignity which you and your family have conducted yourself through what must have been heart-breaking evidence.”

In a statement G4S said: “We can confirm that the member of staff involved in this tragic incident had received all the mandatory training required at the time.

“Following this incident we immediately installed an additional team of professionals to review our procedures and ensure that training fully covers all points pertinent to this incident. Improvements have been made to our systems for recording training, and the content of our staff training has been reviewed and enhanced to address lessons learned from this incident.”

…

JONATHAN BROWN

Friday 08 March 2013

Find this story at 8 March 2013

© independent.co.uk

The company which failed to meet its Olympics security contract confirms a big fall in profits.

Annual profits fell by a worse than expected 32% at G4S, the firm at the centre of last year’s Olympics security fiasco.

Pre-tax profit for 2012 dropped to £175m from £257m the previous year as a result of a £70m loss on its contract to supply security personnel to the Olympic and Paralympic Games in London.

The Armed Forces had to be called in to cover staff shortfalls when G4S admitted just ahead of the Games that it had failed to hire enough guards to cover its contract.

It had been obliged to provide 10,400 people but managed to fulfil 83% of its contracted shifts.

The failures led to chief operating officer David Taylor-Smith and Ian Horseman Sewell, who was head of global events, to quit their jobs while chief executive Nick Buckles remained in his post.

Mr Buckles told MPs on the Home Affairs Select Committee in July that the staffing failure was a fiasco and a “humiliating shambles”.

A report for G4S by auditors PwC found that monitoring and tracking of the security workforce was inadequate and that management failed to appreciate the scale and exact nature of the project.

…

8:27am UK, Wednesday 13 March 2013

Find this story at 13 March 2013

Copyright ©2013 BSkyB

G4S failed to supply enough personnel for the London 2012 Olympics, forcing the Government to draft in soldiers Getty Images

G4S’s Olympics fiasco drove annual profits down by a third at the security company last year.

The company also announced this morning that its chief financial officer, Trevor Dighton, would retire on April 30. He will be replaced by Ashley Almanza, who held the same position at energy company BG Group.

…

Katherine Griffiths
Last updated at 12:08PM, March 13 2013

Find this story at 13 March 2013

© Times Newspapers Limited 2013