Thursday, June 1, 2017

Farrakhan compares Hillary Clinton to Hitler in sermon

Louis Farrakhan, the controversial leader of the Nation of Islam, on Sunday compared Democratic presidental nomine Hillary Clinton to Hitler over the crime bill that "put tens of thousands of black brothers and sisters in prison.”

“Mrs. Clinton backed the crime bill and then called our young people super predators," the 82-year-old reverend said. "Of course she apologized, but just a minute. See, Hitler could’ve said to the Jews after Auschwitz, ‘I’m so sorry.’ Would that be enough to satisfy you?”

In April, Hillary Clinton said she was sorry for what she described as the unintended consequences of the landmark 1994 crime bill signed into law by her husband. Clinton's past support for the law has come under fire from some African-Americans, who say that it has contributed to mass incarceration of young blacks.

Farrakhan's disapproval of Clinton did not stop there. He said that, while secretary of state, Clinton influenced President Obama in his decision to distance himself from the controversial leader of the Nation of Islam.

“Barack did not want to denounce me,” he said. “But Hillary forced him. And he gave in.”

Farrakhan did not endorse either candidate during a speech Sunday at the Chicago-based movement's headquarters. He did take swipes at Republican nominee Donald Trump over his tax practices but stayed largely focused on Clinton.

“My friends are going to vote for Mrs. Clinton,” he said. “And I’m not mad at them, they see some value in her because they don’t know who she really is.”

Farrakhan criticized Clinton's judgement as secretary of state and brought up some issues dating back to the 2008 campaign. Apparently citing the popular book "Game Change," he recalled the reported interaction between former President Bill Clinton and then-Sen.Ted Kennedy.

Bill Clinton wanted Kennedy to endorse Hillary over Barack Obama, and reportedly told Kennedy, “A few years ago, this guy would have been getting us coffee.”

After Kennedy endorsed Obama, Clinton reportedly said, “the only reason you are endorsing him is because he’s black. Let’s just be clear.”

Farrakhan has not been a fan of Clinton in the past. He cited mass “black incarceration” and her use of the term “super predators.” He once asked his congregation if anyone was going to cast a ballot for the first woman president  and he responded, “I do not blame you for wanting a female president, but that’s a wicked woman.” The congregation applauded.

“She can be sweet,” he said. “But so can you. And you know when you’re sweet and playing a game.”

Farrakhan also criticized Clinton for receiving the Margaret Sanger Award from Planned Parenthood in 2009.

“It was Mrs. Sanger who advocated population control of black and poor people,” Farrakhan said.

“In a 1939 letter, Sanger wrote about getting the black preachers to help with her efforts. She said, ‘we don’t want the word to go out that we want to exterminate the Negro population.’ … And when Mrs. Clinton received the award, [she said] I admire Margaret Sanger enormously. Her courage. Her tenacity. Her vision.’ Now they have to admit that the war on drugs was a war on black people.”

In September, Farrakhan criticized Obama’s legacy in the White House and what he called Obama’s disinterest in the inner cities, particularly Chicago.

Marines get groundbreaking, unstoppable new rifle magazine

A reliable weapon can be the difference between life and death for those serving in the military.

The Magpul Industries PMAG GEN 3 is a magazine for rifles that ensures the user stays lethal in a fight. More than 20,000 rounds fired? No problem. Still no magazine stoppages.

Why is that so important? Because every time a stoppage happens with a weapon, it means a lost opportunity to neutralize an enemy combatant. But the even bigger issue is that a stoppage can put the warfighter at risk and even lead to loss of life.

With AR, M4, and M27 weapons for example, magazine problems are a primary culprit in stoppages. But if a warfighter uses the PMAG, then the risk of stoppage is massively reduced.

The US Marine Corps has made the decision to ensure that all Marines have the best magazine available. Going forward, Magpul’s PMAG GEN 3 has become the official magazine, giving Marines that extra advantage to stay alive and lethal in a firefight.

This is the first commercial magazine adopted as the official standard for the Marine Corps primary service rifle, Magpul explained.

Magpul has also introduced the PMAG GEN 3 in the “medium coyote tan” color. The black and medium coyote tan are now the only magazines authorized by the USMC for combat and training. The government-designed EPM USGI (aluminum) magazine will be used only for training purposes.

PMAG GEN 3 Basics

The PMAG GEN 3 would be ideal for the M4, M16, M27IAR (Infantry Automatic Rifle) and M249 SAW (Squad Automatic Weapon). And the magazine works with all types of bullets.

And in spite of tens of thousands of rounds, it won’t melt because of its special advanced material.

The military put the PMAG GEN 3 through years of testing, and thousands and thousands and thousands of rounds. And what did they find? No stoppages.

For example, testing found that even in 20,400 rounds of M855A1— a tricky ammo type— still there were zero stoppages.

Both the US and NATO have what’s called “rough handling” testing and Magpul’s PMAG GEN 3 passed all of it with flying colors.

What does mean? It is one rugged magazine. You can use it in extreme cold— as in -60 degrees Fahrenheit cold— all the way through to 180 degrees of extreme heat, and this magazine still cannot be stopped. It is reliable.

The magazine also easily passed military testing against things like dust, UV exposure and even salt fog. You can also throw whatever dirt and grime is around and it will still outperform other magazine options.

So how does it work?

The PMAG GEN 3 loads from stripper clips. It inserts rapidly on a closed vault with a full 30 rounds. There is a smart over-insertion stop to protect against hard-core magazine changes and drops.

When you’re shooting, there is a handy window that Magpul describes as working like a gas gage. As you fire, it will provide exact data on just how many rounds you have left by a quick glance at the orange coil.

This magazine drops free, making reload very quick and efficient. There’s a dust and impact cover, but you don’t need it to store the magazine loaded. It is really there to protect against major impact like dropping the mags out of aircraft, for example.

Unlike the USGI aluminum magazine, it is very easy to disassemble to clean.

Dominating the field and winning the Marine Corps contract

In battery after battery of military testing over the course of several years, the PMAG GEN M3 relentlessly dominated the competition. In tens of thousands of rounds, there were zero magazine-related stoppages and it performed better than any other magazine. The GEN M3 was pitted against both government developed USGI and commercial mags— but none could come close to rivaling the PMAG GEN 3’s relentlessly reliable performance.

Magpul is highly motivated to find top-notch solutions for warfighters. Founder Richard Fitzpatrick was Marine Reconnaissance, many at the company served in the Corps, and have children currently serving. This is a company that understands the needs of those serving in the US military and takes delivering excellence extremely seriously.

“Firearm performance is a passion for us at Magpul, whether for military weapon systems or for civilian arms for defense and recreation,” Duane Liptak, Magpul Industries’ product management and marketing director, said. “Very early in the company history, Magpul’s founders identified shortcomings in the USGI magazine, and we’ve been dedicated to making the most reliable magazines in the world because although it may seem like a simple box with a spring, people’s lives depend heavily on this item performing.”

What’s next for Magpul? For civilians, there will be some very big reveals at SHOT Show next week. To find out first, download the latest Tactical Talk and meet a former Marine Corps fighter pilot who will give you an exclusive peek at some of the exciting news.

Allison Barrie consults at the highest levels of defense, has travelled to more than 70 countries, is a lawyer with four postgraduate degrees and now the author of the new book "Future Weapons: Access Granted"  covering invisible tanks through to thought-controlled fighter jets. You can click here for more information on FOX Firepower columnist and host Allison Barrie and you can follow her on Twitter @allison_barrie.

US Army testing a device that could give soldiers a 'third arm'

Traditional weaponry has often been a burden to soldiers, placing added weight on their bodies, slowing reaction at times when all of their facilities are needed. Future troops may wind up having a “third arm” to help offset the weight.

The Army Research Laboratory is testing a device that attaches to ground troops’ protective vests, potentially letting Soldiers’ hands be freed up for other tasks.


"We're looking at a new way for the Soldier to interface with the weapon," Zac Wingard, a mechanical engineer for the lab's Weapons and Materials Research Directorate told the U.S. Army's website. "It is not a product; it is simply a way to study how far we can push the ballistic performance of future weapons without increasing Soldier burden."

The goal of the device would put all of the weight on a soldier’s body, allowing them to potentially have a more lethal weapon, perhaps adding as much as 20 pounds to their traditional combat load of more than 110 pounds, while not adding any burden.

"With this configuration right now, we can go up to 20 pounds and take all of that weight off of the arms," added Dan Baechle, a mechanical engineer.

The device is made out of carbon fiber composite and it can be used in the prone position on either side of a soldier’s body. It could also improve accuracy and potentially help soldiers deal with recoil, but further testing is needed.

Currently, researchers are using an M4 carbine to test the device, but other weapons, such as a M249 squad automatic weapon or M240B machine gun may also be tested.

Water harvester can pull moisture out of the air using only power of Sun

CREDIT: ALAMY  Sarah Knapton, science editor
13 APRIL 2017 • 7:00PM

Droughts could be consigned to history after scientists invented a water harvester which can pull moisture out of the air using only the power of the Sun.

The prototype, designed by scientists at MIT and the University of California, works even in desert conditions and could eventually provide households with all the drinkable water they need, simply by extracting dampness from the surrounding atmosphere.

The solar-powered harvester can provide 2.8 litres of water from the air over a 12 hour period in conditions as dry as the Mojave Desert, where the average humidity is around 20 per cent.

The prototype water harvester
The prototype water harvester  CREDIT: UC BERKLEY
Researchers say it could provide the first ‘personalised water’, taken directly from vapour in the local environment.

"This is a major breakthrough in the long-standing challenge of harvesting water from the air at low humidity," said Professor Omar Yaghi, at UC Berkeley.

"There is no other way to do that right now, except by using extra energy. Your electric dehumidifier at home 'produces' very expensive water.

"One vision for the future is to have water off-grid, where you have a device at home running on ambient solar for delivering water that satisfies the needs of a household. I call it personalised water."

The device is an open air chamber containing a lattice-like structure made from zirconium metal and adipic acid sandwiched between a solar absorption panel and a condenser plate.

Two-thirds of the world’s population experiences annual water shortages and yet an abundance of water – an estimated 13,000 trillion liters worldwide – is present in the air around us.

"This work offers a new way to harvest water from air that does not require high relative humidity conditions and is much more energy efficient than other existing technologies," said Evelyn Wang, a mechanical engineer at MIT.

The team is planning to improve the harvester so it can suck in much more air, and produce more water. But even the prototype is powerful enough to keep someone alive in desert conditions.

“We wanted to demonstrate that if you are cut off somewhere in the desert, you could survive because of this device,” said Professor Omar Yaghi.

“A person needs about a Coke can of water per day. That is something one could collect in less than an hour with this system."

The research was published in the journal Science.

DARPA Is Planning to Hack the Human Brain to Let Us “Upload” Skills


In March 2016, DARPA — the U.S. military’s “mad science” branch — announced their Targeted Neuroplasticity Training (TNT) program. The TNT program aims to explore various safe neurostimulation methods for activating synaptic plasticity, which is the brain’s ability to alter the connecting points between neurons — a requirement for learning. DARPA hopes that building up that ability by subjecting the nervous system to a kind of workout regimen will enable the brain to learn more quickly.

[Taken]Military Researchers Are Hacking the Human Brain So We Can Learn Much Faster
Credit: DARPA

The ideal end benefit for this kind of breakthrough would be downloadable learning. Rather than needing to learn, for example, a new language through rigorous study and practice over a long period of time, we could basically “download” the knowledge after putting our minds into a highly receptive, neuroplastic state. Clearly, this kind of research would benefit anyone, but urgent military missions can succeed or fail based on the timing. In those situations, a faster way to train personnel would be a tremendous boon.


As part of the TNT program, DARPA is funding eight projects at seven institutions. All projects are part of a coordinated effort that will first study the fundamental science undergirding brain plasticity and will conclude with human trials. The first portion of the TNT program will work to unravel the neural mechanisms that allow nerve stimulation to influence brain plasticity. The second portion of the program will practically apply what has been learned in a variety of training exercises.

To ensure the work stays practical, foreign language specialists, intelligence analysts, and others who train personnel now will work with researchers to help refine the TNT platform to suit military training needs. Researchers will compare the efficacy of using an implanted device to stimulate the brain versus non-invasive stimulation. They will also explore both the ethics of enhanced learning through neurostimulation and ways to avoid side effects and potential risks.

“The Defense Department operates in a complex, interconnected world in which human skills such as communication and analysis are vital, and the Department has long pushed the frontiers of training to maximize those skills,” Doug Weber, the TNT Program Manager, said in a DARPA press release. “DARPA’s goal with TNT is to further enhance the most effective existing training methods so the men and women of our Armed Forces can operate at their full potential.”

If the TNT program succeeds, striving to be all you can be may mean learning at a much faster pace, and not just for military personnel. Downloadable learning may be one of the ways we achieve next-level humanity.

References: Darpa, Darpa

Five Best Practices for Travel and Security Managers

10 mistakes executive protection agents need to stop making

By Christian West & Jared Van Driessche

Tags: Development, Executive protection, Training
Everybody slips up sometimes. We’re only human after all. And as Hall of Fame basketball coach John Wooden pointed out, “If you’re not making mistakes, then you’re not doing anything.”

The wisdom of this statement is of course not to encourage inaction to avoid mistakes, but to learn from them.

So in the spirit of helping everyone working in executive protection get a little smarter – and thereby making the whole industry a little sharper at our game – here’s a list of the 10 mistakes we have seen executive protection agents make too many times – and can learn from.

Thinking it’s about you
We’re sorry if we’re the ones that have to break this to you, but executive protection is a service industry. It’s never about you. It’s always about the client.

It’s about providing clients with knowhow, activities and circumstances that keep them safe, happy and productive. That’s what the client needs, and that’s why they pay us. Everyone has personal stuff to deal with, so deal with it personally, and don’t bring it to your client.

They don’t need to hear about your day, your life or whatever else might be eating you. Even if some monumental, life-changing event just occurred on your way to work or while you’re on coverage. Actually, they shouldn’t hear about it. Why? Because the relationship is professional, not personal. Although the client might at times spend more time with you than they do with their spouse, it’s still not about you. It’s never about you or your needs. Ouch. Deal with it or find another job.

This can be hard, we know. Life happens when you’re on coverage. Maybe a family member has just died, or you received some horrible news like your parent’s house burned to the ground. Still, when you’re on the job, you’re on the job. The friendly “How are you?” gets answered with a “Good, and you?” rather than an open sharing of what’s also running through your head. Because that could disturb the client’s mind. And it’s not about you.

Wanting to be friends with the client
This can be another hard one. It’s the most natural thing in the world to want to be friends with the people we spend time and work with, but in the case of executive protection, it’s not a good idea for either the client or you. And certainly not for your career.

First, let’s all understand that being friendly is not the same as being friends. Maintaining a positive and polite tone is one thing. Trying to establish a personal relationship with a client is something else. It’s important that you don’t move out of the lane of your role as protector. Your job description does not include asking clients for favors or business advice, or trying to get family employed. Don’t involve yourself in business that isn’t related to your business.

Agents who do this are overstepping their bounds and trying to cross a five-lane highway. Even though our clients can at times be lonely and insulated, and might themselves make friendly overtures to protective agents, it’s important to maintain a professional distance. Because sooner or later the agent is going to get hit, despite what seemed to be a good level of comfort and rapport. They are taking advantage of the client, not helping him or her.

Another problem some immature agents have is trying to get noticed and get facetime with the client. They might be a little star struck, and they would like to see the feeling reciprocated. They might try to insert themselves into the client’s life, getting too close to them or to their staff.

But folks who are public figures see this all the time, and they’re seldom enamored with people trying play the game of “I want to get close to you”. They’d rather be far away from people like that. Guess which side of this budding personal relationship is going to get nipped, and be looking for work elsewhere?

Not respecting others who work around the client
Some people need to feel more important than others and end up making trouble for themselves. Don’t be one of those guys.

This problem arises when an executive protection agent thinks the job is more significant than the work of the client’s executive assistant, estate manager, nanny, chef, house cleaner or other staff. While the agent might be good with the client, he or she isn’t necessarily so with everyone else – and treats them differently, with varying levels of respect.

What our unfortunate agent doesn’t understand is this: the woman who cleans the toilet might have a very close relationship to the family that has lasted for years. They would much rather keep the loyal cleaner than the new EP agent who acts like a jerk to her.

Don’t think you’re your irreplaceable. Anyone can be replaced, starting with ill-mannered executive protection agents. So be respectful of the role others have in the client’s staff and life – that’s a great way to earn their respect, too.

Not blending in to client’s lifestyle, company culture or personal preferences
It’s not our job to force our culture or personalities on our clients. It’s our job to fit in.

If you come off as too militaristic, you’re going to make the clients feel like prisoners in their own home. If you act like Robocop around the spouse and children, they’re unlikely to feel comfortable even though they might be safe. And even Mr. Personality might need to take a chill pill, because his perky greetings and chattiness start getting on people’s nerves.

You don’t want to come off like that weird uncle who always manages to show up at the summer garden party in a three-piece suit or the funeral in his favorite Hawaii shirt. You want to blend in, so the client never has to think “who is this guy?!”

Check out Jared’s recent blog on being a social chameleon for way more perspective on this point.

Having a big ego does not make you many amigos on the protective team
So let’s get this straight. The client is a big shot, and that makes you one, too. You’re basking in the strong light of the principal’s halo, as the detail leader no less, and your power gives you license to treat other team members poorly.


We’ve seen it happen more than once. A guy who is a capable operator rises through the ranks to assume some management responsibility. He’s very aware of his role and perceived power, and he wields it to his own advantage without worrying about how that impacts other members of the protective team. The principal doesn’t know half the story, and likes him. Until he doesn’t.

One day, the guy rubs the principal’s spouse the wrong way, and he’s on his way off the detail. The next day, he’s looking for work and everyone he treated poorly remembers him exactly for that: being a jerk. And who wants to work with a jerk?

Don’t let your career turn to toast because you let your ego do the driving when you got a bit of influence. Instead, pay it forward. Someone just starting out in the industry might be a strong player in a few years, so be sure not to burn bridges you might need later.

Playing favorites
This is another pitfall that too many agents dive right into. It’s understandable because it’s human nature to want to be liked. And it’s yet another a good example of “seemed like a good idea at the time”.

Some agents who don’t get the bigger picture think they are special, and that the client really cares for them. They don’t see anyone else with such a close relationship with the client, and this illusion soon becomes a dangerous pseudo-reality. For one thing, it probably was never true in the first place. But even if it did seem to be, it clouds your judgement and leads to nothing good. Ultimately, it will cost you your job.

Cultivating a culture of favoritism damages team readiness. It’s unhealthy for the wellbeing of the program and the principal. And it’s not a sustainable foundation for anything. The simple fact of the matter is that if you’re the favorite today, someday you won’t be. And where do you go from there? Avoid being the favorite at all costs. With our history of developing and managing EP programs we see people fall into “the favorites trap” all too often.

Favoritism starts out innocently enough and often with the best intentions. The client really likes Tim, and Tim has to do everything. That’s a win-win for a short while, but it soon turns counterproductive.

The detail rapidly becomes a logistical nightmare. Tim will burn out – he’s too close to the client and working too many hours. The rest of the team will suffer – they come off like second-class citizens. The solution is to build everyone up to Tim’s level, not to turn Tim into a fast-flaming fave.

Being a control freak
We’re all for being sticklers when it comes to security and following the SOPs designed to safeguard our principals. But we also recognize that even the best of plans sometimes get broadsided by the client, and all for good reason: whatever the client says it is.

Or doesn’t say. You see, it’s the client’s business, not ours. Business opportunities arise suddenly; someone else’s plans changed suddenly. It doesn’t matter. When we’re on the clock, we’re on client time, not ours.

This can be tough for the pack of alpha males and females who often end up in our industry. We’re used to being in control, and we plan carefully. But when you can’t control it, just embrace it. You’ll end up being less stressed, and you won’t stress the client with unnecessary interruptions designed to satisfy your schedule, not the client’s priorities.

Trying to take advantage of the client financially
You know this is wrong without us telling you, right? We hope so. And yet, the point deserves a little clarification.

Working with C-suite executives, celebrities and other high net worth clients means moving about in some very different environments than most of us are used to. One day you’re bunking at the Motel 6, the next day you’re staying at the Four Seasons. You’re used to figuring out the cost per ounce when you compare hot dogs at the supermarket, and now you’re figuring out a menu that doesn’t have prices on it, trying to decide what to have for dinner.

It’s easy to think that because the client is wealthy, money doesn’t matter and you might as well try that caviar with gold leaf. It’s also wrongheaded. Money does matter – both in terms of how others will view your judgement and integrity – and to program success.

There’s always a budget for everything. Even if you don’t know what it is, assume someone does and is ready to check your expense reports. Go ahead and order a good meal, but don’t feel sanctioned to order the absolute most expensive item on the menu. Keep a clean path. Pay for your personal items yourself. Agents who go far in this industry respect the client’s wallet and work to save their money.

Clogging up information transparency – a.k.a. lying or being selectively honest
It’s true now and it’s been true for thousands of years: Information is power, and asymmetrical access to information can give a competitive advantage or disadvantage. That’s great if you’re fighting a war, but it’s really not good if you’re working on a team together.

We’re not saying that everyone needs to know everything. But the executive protection agent who deliberately resists sharing information, reduces information transparency or spreads false information is on his or her way to career suicide.

Some inexperienced agents might have the erroneous belief that hoarding information will further their interests. They’re making a fundamental mistake. They haven’t understood that what’s good for the team is good for the principal and for themselves. We’ve seen agents try to keep executive assistants in the dark to make them look incompetent. We’ve heard of agents who say the principal’s spouse prefers this or that driver – even when that wasn’t the case – to play favorites or gain personal advantage.

People like this are worse than dishonest. If they’re willing to hijack parts of the program for their own reasons, what else are they willing to do? Their reasons are never good, and manipulating the healthy flow of useful information will always hit them in the back of the head like a boomerang.

Getting the balance wrong between tactical discipline and friendly service
Being a good executive protection agent means juggling multiple roles seamlessly and imperceptibly. We’re the tactical tough guy when we need to be. We’re the friendly concierge if that’s what’s called for. We know not to overplay either hand. And we know when to switch immediately.

There are often multiple ways to accomplish the same objective. Use your situational and social awareness to find the ideal path, striking a middle way between the many possible extremes. You want to make sure the room you’re leading the principal to is safe? Great, but you don’t need to act as if you’re clearing a house in Ramadi. Find another way that works, and doesn’t make the principal wonder what’s going on and what movie you’re in.

Similarly, it’s great to be service-minded, but not excessively friendly in all circumstances. We’re here to facilitate the principal’s smooth flow through the day and night, but we’re willing to stand up and disrupt the good vibes if that means maintaining security.

Like so many other things, it’s a balance. We wish you luck and skill in finding yours!

Let’s learn from our mistakes
The good thing about mistakes is that they’re learning opportunities: they help us to discover better ways of doing things. Once you get over the initial pain of having put your hand too close to the fire, you know better the next time and can avoid a lifetime of burnt fingers. At least you could know better.

It’s only when we continue to make the same mistakes over and over that people start calling us names. Similarly, not learning from others’ mistakes is rarely an indication of a sharp mind.

We admit that we’ve learned some of them the hard way – by putting our own hands in the flames, so to speak. Other lessons came easier, by observing colleagues and staff get burned themselves. But they’re all things we need to be aware of and get better at.

Active Shooter Preparedness – Current State of Readiness; Detailed Guide on How to Be Prepared

Everbridge and  Emergency Management and Safety (EMS) Solutions recently conducted a survey around active shooter preparedness and found organizations are overwhelmingly concerned about violent acts – such as active shooter situations – taking place in their buildings or on campus. Despite this concern, the majority of respondents said they were not properly prepared for an active shooter event.

Public and private organizations have long sought to prepare themselves for natural disasters, severe weather and other large-scale incidents that can pose dangers to employees, visitors, students, patients and customers. But in recent years, the increased frequency of deadly active shooter incidents has elevated these events to top-of-mind for anyone responsible for the well-being of those people and the continuity of their business.

Advance planning and training are the keys to maximizing the safety of your people, but they also play a key role in the continuity of your business. Active shooter events have repercussions that extend well beyond their actual duration, so knowing what to do before, during and after will help create an atmosphere of security and stability. This may seem like common sense, but as Everbridge learned through its comprehensive 2016 survey, Active Shooter Preparedness, what makes sense isn’t always what is being done.

The Federal Bureau of Investigation defines an “active shooter” as “an individual actively engaged in killing or attempting to kill people in a populated area.” Alongside data from the FBI about active shooter incidents since the year 2000, this report presents the results from the survey to provide the perspective of nearly 900 leaders from business, academia and government on where their organizations stand in terms of awareness, preparedness and practice. These will provide insights – many of them real eye-openers – about the state of readiness for active shooter events across a broad swath of industries and organizations.

We also include recommendations from Regina Phelps, founder of Emergency Management and Safety Solutions. Ms. Phelps is an internationally recognized expert in the field of emergency management and contingency planning. She has provided consultation and speaking services to clients on four continents since 1982 and is the author of From Response to Recovery: Conducting Successful Exercises. This report also touches on insights from Everbridge on critical components of a comprehensive emergency communications system so organizations can minimize both the immediate impact and enduring consequences on your personnel and your business from active shooter incidents and other workplace violence.

The reality of the modern world is that we all must be prepared for the worst. We hope that this report gives you tools and information you can use to ensure that your company is as prepared as it can possibly be.

— The Everbridge Team

Fake Navy SEAL gets 4 years in prison

By Jeanette Steele Contact Reporter

A 68-year-old Wisconsin man who falsely claimed to be a Navy SEAL wounded four times in Vietnam has been sentenced to four years in prison for theft and faking paperwork.

U.S. prosecutors say Kenneth E. Jozwiak produced fake discharge paperwork in 2014 to get U.S. Department of Veterans Affairs pension benefits intended for low-income wartime veterans.

In 2014, Jozwiak submitted a discharge certificate that claimed he served as a Navy SEAL from 1965 to 1968 and was awarded the Bronze Star and Purple Heart.

All -- including the four Purple Hearts for combat injuries — were totally false, according to the U.S. Attorney's office for the northern district of Ohio.