RTR has been instrumental in evaluating border security program requirements into expected system performance measures. RTR works with DHS on the Test and Evaluation Master Plan (TEMP) development, briefings, Test and Evaluation and Standards (TES) staff and assists in the preparation of the operational test plan. RTR has executed pivotal test plans at select ports of entry for system effectiveness and suitability against predefined performance measures.  Outcomes of the field study are reported DHS to assess the feasibility and functionality of a new program.  OT&E services provide the due diligence required by the federal government in managing restricted resources.

RTR’s expertise is not limited to DHS programs.  The company staff is experienced with managing DoD developmental test for Defense Acquisition Programs as well as planning and conducting Defense operational testing. 

“This system provides CBP a higher confidence level in identifying the traveler through enhanced biometrics,” said Hector Mancha, CBP El Paso port director. “There are many benefits to be realized including more efficient processing because we are eliminating manual data entry.”

The system requires a set of high quality fingerprints to be on file and linked with an entry document. In order to increase the population of travelers that will have access to this system a team of CBP officers is currently positioned at the PDN pedestrian area and will spend the next two weeks collecting biometric data from frequent border crossers. Non-U.S. citizens who have an older border crossing card or legal permanent resident card (issued before 2008) or those who have not applied for an I-94 travel permit in the last three years will need to submit their biometrics to participate in this pilot project. If a traveler has been identified as having biometrics on file they will have already been added to the database and there will be no need for the traveler to resubmit.

The new system will use RFID and biometric data to expedite the entry process. Three existing pedestrian lanes (11-13) will be used during the system pilot. Those lanes will be equipped with a gated system in which a travelers’ RFID enabled document will be read and fingerprints scanned before they approach the inspection station. The CBP officer working the primary inspection booth will receive results of the biometric verification and all required information before the pedestrian arrives at the inspection station.

“It is expected that this system will speed the entry process while also enhancing overall security,” said Mancha.

The pilot is tentatively slated to begin in November 2011. While anti-terrorism is the primary mission of U.S. Customs and Border Protection, the inspection and facilitation of travelers is closely aligned with this mission and is highlighted through the implementation of the Western Hemisphere Travel Initiative. The new gate system reinforces the WHTI concept as all travelers must have a WHTI-compliant document to use the lanes to include the U.S. passport card, trusted traveler card (SENTRI/NEXUS/FAST/Global Entry), or RFID-equipped border crossing or permanent resident card.

U.S. Customs and Border Protection is the unified border agency within the Department of Homeland Security charged with the management, control and protection of our nation's borders at and between the official ports of entry. CBP is charged with keeping terrorists and terrorist weapons out of the country while enforcing hundreds of U.S. laws.

Source:http://www.cbp.gov/xp/cgov/newsroom/news_releases/archives/september_2011/09152011_3.xml

A border pedestrian inspection facility was altered to improve throughput, security and the overall inspection experience.

Click here for full press release

RTR employees' Susan and Luke Thies successfully summited and planted the “RTR Flag” atop Mount Kilimanjaro on July 15^th, 2011. The highest peak in Africa is located in northeastern Tanzania and stands at 5,895 meters or 19,341 feet above sea level.  Susan and Luke took the 9-day Lemosho-Western Breach route and experienced normal altitude-related health issues.

With Kilimanjaro checked off the list, the following peaks are still up for grabs! (the Seven Summits Challenge refers to successfully summiting the highest peak on each of the seven continents).

The International Air Transport Association (IATA) unveiled its first mock-up of its idea of the futuristic security checkpoint to delegates at its 67^th Annual General Meeting and World Transport Summit in Singapore. The checkpoint, said the organization, is designed to enhance security while reducing queues and intrusive searches at airports, with intelligence-driven risk-based measures.

The checkpoint will strengthen security by focusing resources where risk is greatest by integrating passenger information into the checkpoint process. The integrated information, according to IATA, will maximize throughput for the vast majority of “low risk” travelers.

“We spend $7.4 billion a year to keep aviation secure. But our passengers only see hassle,” said IATA Director General and Chief Executive Officer, Giovanni Bisignani in a June 7 statement. “Passengers should be able to get from curb to boarding gate with dignity. That means without stopping, stripping or unpacking, and certainly not groping. That is the mission for the Checkpoint of the Future. We must make coordinated investments for civilized flying,” he said.

“Today’s checkpoint was designed four decades ago to stop hijackers carrying metal weapons. Since then, we have grafted on more complex procedures to meet emerging threats,” he said. “We are more secure, but it is time to rethink everything. We need a process that responds to today’s threat. It must amalgamate intelligence based on passenger information and new technology. That means moving from a system that looks for bad objects, to one that can find bad people,” he said.

IATA said its mock-up shows the “one-size-fits-all concept for security” is at an end.

Passengers will be directed to one of three lanes  -  ‘known traveler,’ ‘normal,’ and ‘enhanced security,’ according to IATA. The selection will be based on a biometric identifier in the passenger’s passport or other travel document that triggers the results of a risk assessment done by the government before the passenger arrives.

The security lanes will have technology to check passengers according to risk, said IATA. “Known travelers” who have registered and completed background checks with government authorities will have expedited access. “Normal screening” would be for the majority of travelers. Those passengers for whom less information is available, who are randomly selected or who are deemed to be an “Elevated risk” would have an additional level of screening, said the organization.

Invasive searches, long the bane of the Transportation Security Administration would be limited. IATA said screening technology is being developed that will allow passengers to walk through the checkpoint without having to remove clothes or unpack their belongings. Additionally, the organization said it envisions the security process could be combined with outbound customs and immigration procedures, further streamlining the passenger experience.

Through the International Civil Aviation Organization (ICAO), 19 governments, including the United States, are working to define standards for a Checkpoint of the Future, said IATA. The organization is also coordinating closely with the US Department of Homeland Security’s Checkpoint of Tomorrow program which has similar goals.

“We have the ability to move to the biometric scanning and three-lane concept right now. And while some of the technology still needs to be developed, even by just re-purposing what we have today, we could see major changes in two or three years time,” said Bisignani.

Source: http://www.gsnmagazine.com/node/23532?c=airport_aviation_security

“CBP’s Trusted Traveler Programs support one of our core missions, to facilitate trade and travel by expediting low-risk, frequent travelers’ entry process into the U.S. when arriving at our ports of entry,” said CBP Commissioner Alan D. Bersin. “We encourage frequent travelers to join the one million members and apply to the Trusted Traveler Program that will best match their travel needs.”

Global Entry is a voluntary pilot program that streamlines the international arrival process for pre-approved travelers through use of self-service kiosks located at 20 major U.S. airports. The pilot program is an alternative to regular passport processing lines and currently reduces average wait times by 70 percent.

Applications to Global Entry must be submitted online at www.globalentry.gov. A fee of $100 is collected via the website for a five-year membership. Applicants must then complete an interview and fingerprint data collection in person at any of the 20 airport sites.

Once enrolled in the pilot program, Global Entry members may proceed directly to the kiosks in the international arrivals area upon arrival in the U.S. At the kiosk, members insert their passport or lawful permanent resident card into a document reader, provide digital fingerprints for comparison with fingerprints on file, answer customs declaration questions on the kiosk’s touch-screen, and then present a transaction receipt to CBP officers before leaving the inspection area. (More information on Global Entry can be found in the most recent issue of Frontline magazine.)

NEXUS is a joint CBP-Canada Border Services Agency program that both implemented to enhance border security while simplifying the entry process for pre-approved, low-risk travelers. NEXUS was established in 2002 and currently has more than half-million members.

NEXUS applicants must go through background checks in both Canada and the United States.

The application fee for NEXUS is $50 and enrollment is for five years.

Secure Electronic Network for Travelers Rapid Inspection or SENTRI provides expedited CBP processing for pre-approved, low-risk travelers entering the U.S. at land ports of entry from Mexico.

The SENTRI program was first implemented at Otay Mesa, Calif., in 1995, and has grown to include 16 lanes at the nine largest ports of entry along the U.S.-Mexico border including San Ysidro, Calif., Calexico, Calif., Nogales, Ariz., two crossings in El Paso, Texas, and the Texas ports of Laredo, Hidalgo and Brownsville.

The FAST (Free and Secure Trade) program offers dedicated lanes and expedited border clearance for importers, carriers and drivers who have passed rigorous risk assessments that include fingerprinting.  

The program is available on both the northern and southern borders. There are about 80,000 members enrolled. FAST members report saving an average 27 minutes when transporting goods into the U.S., and an average of 18 minutes when entering Canada.

All Trusted Traveler Program applicants must voluntarily undergo a background check against criminal, law enforcement, customs, immigration, and terrorist indices; a 10-fingerprint law enforcement check and a personal interview with a CBP officer.

In December 2010, CBP added Global Entry benefits to NEXUS and SENTRI members.

A NEXUS, SENTRI or FAST card also fulfills the travel document requirements of the Western Hemisphere Travel Initiative which requires a passport or other secure travel document by all U.S. and Canadian citizens when entering the U.S. by air, land or sea. Each approved NEXUS, SENTRI or FAST member receives a WHTI-compliant, radio frequency identification card.

U.S. Customs and Border Protection is the unified border agency within the Department of Homeland Security charged with the management, control and protection of our nation's borders at and between the official ports of entry. CBP is charged with keeping terrorists and terrorist weapons out of the country while enforcing hundreds of U.S. laws.

source: http://www.cbp.gov/xp/cgov/newsroom/news_releases/national/05052011_2.xml

The study focused on the seven busiest crossings along the U.S. - Canadian border.   RTR conducted surveys with key stakeholder organizations, which included national bus companies in Canada and the U.S., transport agencies (provincial, state, and federal) and Customs and Border Protection (CBP) and Canada Border Services Agency (CBSA).  

Key components of the project included;

• A detailed overview of scheduled and chartered bus companies and transportation services for passengers across the Canada - U.S. border.
• Research on the number of buses crossing the border, high-volume crossings and make-up of the buses and general operations.
• Review of the selected border crossings’ existing infrastructure and processing procedures for buses and bus passengers.
• Analysis of the current challenges faced by bus operators and passengers in regards to cross-border travel.

Assessment of potential areas for improvement and possible uses of technologies for the bus transportation industry and custom border agencies to facilitate transportation, bus scheduling, and processing across the Canada - U.S. border.

The LRIP-1 investment includes a $1.6 billion contract awarded on 21 January and a $109 million contract for long-lead materials awarded in April 2009.

The navy plans to buy 117 P-8As over the next eight years to replace its ageing fleet of Lockheed Martin P-3C Orions hunting for submarines. Initial operational capability is scheduled during fiscal year 2014. The Indian navy has also ordered six P-8Is for delivery after 2015. 

© US Naval Air Systems Command

The P-8A has enjoyed a fairly smooth start so far for a new development programme. Static tests completed in mid-January on the ground-test aircraft validated the structural integrity of the P-8A's design.

The tests increased confidence in the navy's choice of a commercial derivative of a modern jet airliner for the sometimes harsh environment required by the anti-submarine warfare mission. Boeing adapted the commercial version of its 737-800ERX with an internal weapons bay and an on-board mission suite.

Rather than modifying the aircraft for the patrol mission after coming off the assembly line, Boeing is building the P-8A's complete structure and systems in the production line.

The aircraft is also being considered among several options by the US Air Force. Since last year, the service has been studying options for replacing the Northrop Grumman E-8C JSTARS airborne ground surveillance system with a new aircraft. Both the P-8 and upgraded versions of the E-8C are being considered.

source: http://www.flightglobal.com/articles/2011/01/26/352344/boeing-p-8a-wins-first-lrip-contract-for-six-aircraft.html (published by a British journalist)

To handle over 30 million annual visitors — many of them during this busiest time of year for the megaresort — Disney World long ago turned the art of crowd control into a science. But the putative Happiest Place on Earth has decided it must figure out how to quicken the pace even more. A cultural shift toward impatience — fed by video games and smartphones — is demanding it, park managers say. To stay relevant to the entertain-me-right-this-second generation, Disney must evolve.

And so it has spent the last year outfitting an underground, nerve center to address that most low-tech of problems, the wait. Located under Cinderella Castle, the new center uses video cameras, computer programs, digital park maps and other whiz-bang tools to spot gridlock before it forms and deploy countermeasures in real time.

In one corner, employees watch flat-screen televisions that depict various attractions in green, yellow and red outlines, with the colors representing wait-time gradations.

If Pirates of the Caribbean, the ride that sends people on a spirited voyage through the Spanish Main, suddenly blinks from green to yellow, the center might respond by alerting managers to launch more boats.

Another option involves dispatching Captain Jack Sparrow or Goofy or one of their pals to the queue to entertain people as they wait. “It’s about being nimble and quickly noticing that, ‘Hey, let’s make sure there is some relief out there for those people,’ ” said Phil Holmes, vice president of the Magic Kingdom, the flagship Disney World park.

What if Fantasyland is swamped with people but adjacent Tomorrowland has plenty of elbow room? The operations center can route a miniparade called “Move it! Shake it! Celebrate It!” into the less-populated pocket to siphon guests in that direction. Other technicians in the command center monitor restaurants, perhaps spotting that additional registers need to be opened or dispatching greeters to hand out menus to people waiting to order.

“These moments add up until they collectively help the entire park,” Mr. Holmes said.

In recent years, according to Disney research, the average Magic Kingdom visitor has had time for only nine rides — out of more than 40 — because of lengthy waits and crowded walkways and restaurants. In the last few months, however, the operations center has managed to make enough nips and tucks to lift that average to 10.

“Control is Disney’s middle name, so they have always been on the cutting edge of this kind of thing,” said Bob Sehlinger, co-author of “The Unofficial Guide: Walt Disney World 2011” and a writer on Disney for Frommers.com. Mr. Sehlinger added, “The challenge is that you only have so many options once the bathtub is full.”

Disney, which is periodically criticized for overreaching in the name of cultural dominance (and profits), does not see any of this monitoring as the slightest bit invasive. Rather, the company regards it as just another part of its efforts to pull every possible lever in the name of a better guest experience.

The primary goal of the command center, as stated by Disney, is to make guests happier — because to increase revenue in its $10.7 billion theme park business, which includes resorts in Paris and Hong Kong, Disney needs its current customers to return more often. “Giving our guests faster and better access to the fun,” said Thomas O. Staggs, chairman of Walt Disney Parks and Resorts, “is at the heart of our investment in technology.”

Disney also wants to raise per-capita spending. “If we can also increase the average number of shop or restaurant visits, that’s a huge win for us,” Mr. Holmes said.

Disney has long been a leader in technological innovation, whether that means inventing cameras to make animated films or creating the audio animatronic robots for the attraction It’s a Small World.

Behind-the-scenes systems — typically kept top secret by the company as it strives to create an environment where things happen as if by magic — are also highly computerized. Ride capacity is determined in part by analyzing hotel reservations, flight bookings and historic attendance data. Satellites provide minute-by-minute weather analysis. A system called FastPass allows people to skip lines for popular rides like the Jungle Cruise.

But the command center reflects how Disney is deepening its reliance on technology as it thinks about adapting decades-old parks, which are primarily built around nostalgia for an America gone by, for 21st century expectations. “It’s not about us needing to keep pace with technological change,” Mr. Staggs said. “We need to set the pace for that kind of change.”

For instance, Disney has been experimenting with smartphones to help guide people more efficiently. Mobile Magic, a $1.99 app, allows visitors to type in “Sleeping Beauty” and receive directions to where that princess (or at least a costumed stand-in) is signing autographs. In the future, typing in “hamburger” might reveal the nearest restaurant with the shortest wait.

Disney has also been adding video games to wait areas. At Space Mountain, 87 game stations now line the queue to keep visitors entertained. (Games, about 90 seconds in length, involve simple things like clearing runways of asteroids). Gaming has also been added to the queue for Soarin’, an Epcot ride that simulates a hang glider flight.

Blogs that watch Disney’s parks have speculated that engineers (“imagineers,” in the company’s parlance) are also looking at bigger ideas, like wristbands that contain information like your name, credit card number and favorite Disney characters. While Disney is keeping a tight lid on specifics, these devices would enable simple transactions like the purchase of souvenirs — just pay by swiping your wristband — as well as more complicated attractions that interact with guests.

“Picture a day where there is memory built into these characters — they will know that they’ve seen you four or five times before and that your name is Bobby,” said Bruce E. Vaughn, chief creative executive at Walt Disney Imagineering. “Those are the kinds of limits that are dissolving so quickly that we can see being able to implement them in the meaningfully near future.”

Dreaming about the future was not something on Mr. Holmes’s mind as he gave a reporter a rare peek behind the Disney operations veil. He had a park to run, and the command center had spotted trouble at the tea cups.

After running smoothly all morning, the spinning Mad Tea Party abruptly stopped meeting precalculated ridership goals. A few minutes later, Mr. Holmes had his answer: a new employee had taken over the ride and was leaving tea cups unloaded.

“In the theme park business these days,” he said, “patience is not always a virtue.”

source: http://www.nytimes.com/2010/12/28/business/media/28disney.html?_r=2&ref=business

“Faced with ever-evolving transnational threats, it is critical that we enable law enforcement officers in the United States and the Netherlands to more quickly and efficiently investigate crime and prevent criminals and terrorists from entering our respective countries,” said Deputy Secretary Lute. “This agreement will strengthen our international efforts to combat transnational crime while facilitating lawful trade and travel between our two nations.”

“The agreement signed today underlines the efforts we have taken in fighting serious crime and preventing terrorism. In today's society law enforcement agencies should be able to prevent and combat crime and terrorism efficiently in a way that respects both the national legislation and the standards on privacy. I am proud that the PCSC-agreement provides a solid basis for these goals and I look forward to continuing our intensive cooperation with the United States in this important field,” said Minister Opstelten.

Under the agreement, the United States and the Netherlands will leverage state-of-the-art technology to share law enforcement data, including fingerprints, to better identify known terrorists and criminals during investigations and other law enforcement activities. The agreement both outlines the best practices for sharing vital information to help prevent serious threats to public security as well as measures to ensure the protection and privacy of citizens in both countries.

To date, the United States has signed similar agreements to prevent and combat serious crime with 17 international partners. These agreements—negotiated by the Departments of Homeland Security, Justice and State—prevent individuals who commit serious crimes in one signatory country from continuing illicit acts in another and reaffirm the United States’ commitment to the reciprocal partnerships that advance the safety and security of the United States and its allies.

source: http://www.dhs.gov/ynews/releases/pr_1290201281485.shtm

Click here to view the full press release.

Not just Xbox anymore

Just to be clear, these war games are about the real effects of a cyberwar, not bloody Call of Duty avatars or losing your Second Life. This is about clever bad guys using bits and bytes to confuse, dissuade or shut-down people and systems, on the battlefield and across America.

This is also about making planes fall from the sky, ships sink or drift at sea, and cutting off forward deployed troops from their lifelines. This is about causing chaos in our streets at home due to sudden crashes in our critical infrastructure through manipulation of our banking, transportation, utilities, communications, and other critical infrastructure industries.

These are all real scenarios being considered both by the United States, our allies and our adversaries. These cyber war games are in place to ensure that we consider everything, get awareness to what capabilities exist and prepare for it in the event it's ever used against us.

A different kind of game

War-games usually start with a story-board, where two teams — Red for bad guys, Blue for good guys — are presented a fictional scenario and face off in a simulated conflict over some time-period (today or 10-plus years from now), where Red thinks up ways to attack and Blue thinks up ways to counter those attacks and defend U.S. (and global) interests.

In the cyber realm, Red's been kicking Blue's butt, so Blue did something radical. They hired Riley Repko away from private industry to develop non-traditional ways to engage the private-sector — the “true owners” of the intellectual capital within the cyber domain.

Because these defense-centric war games have historically been classified exercises, the participants were always limited to those with security clearances. Although that has always worked well in the kinetic world of air, sea, and ground power, it fails when it comes to cyber power. Much of what is possible in the cyber world is being thought up by people who never would want, or never could get, a Defense Department security clearance. That's where Riley's cyber war-games come into play.

Repko is a veteran of both the military (having retired from the U.S. Air Force Reserves in 2006 after 27 years of service), and the private-industry (working 25 years in management positions, including over a decade for Larry Ellison at Oracle). He has come back to the government and is now serving within Air Force Operations and Requirements, leading their engagements efforts, specifically with the private-sector.

Because of his transformational thinking, he is currently detailed to the Office of the Secretary of Defense. He knew that if we wanted to tap into American ingenuity and creativity, he would have to change the rules of the game. And that he did. This starts with, as he puts it, “awareness to what's out there” (capabilities found in the private sector) and their capacity — specifically, does this solution exist, is it fielded or is it merely an idea still on a napkin?

Setting up the board

The key to Riley's plan is the ability to utilize a trusted third-party to perform the “sanitization and anonymization” functions that shield any over-exposure to vulnerabilities while at the same time protecting the sensitive corporate intellectual property from being misappropriated.

This further allows for the widest population of experts (globally) to participate, no longer worrying about clearances or IP issues, and for focus to be given directly to the real war problems at hand.
In essence, extending the operational reach of the military through a nexus of collaboration between large and small businesses, the R&D and university communities, venture capital, the inter-agencies and even the 'wizards' — those hackers and patriots who must be part of the mix. That made this cyber war game unlike its kinetic forefathers — fully collaborative, quite interesting and demonstrating a new model for going forward.
In this game, the Air Force took the time to create an actionable scenario that did not divulge any sensitive or classified material, yet still challenged participants to bring to bear the most creative of technological solutions.

Inside the Pacifica Games

After the Air Force set the stage by briefing us on the hostile events transpiring on the fictional island of Pacifica, we went to work. We were briefed in a real world environment, with bits and pieces of information coming in real time. As happens in war, the events escalated over time, with the Red team throwing wave after wave of attacks that were a blend of kinetic and cyber challenges.

We had several Air Force officers with our group, to help define the typical military response and requirements in these situations. And then it was up to us. We leveraged what is being thought of, developed and deployed in the private-sector, including IPv6 communications (for ad/hoc networks and covert communications), a variety of transportable identification and authentication systems,  including magnetic fingerprints (which are used successfully in the payments world but never before in war), game theory, games development, advertising, social networks, search engines, and much more.

As a member of the Blue team, I was joined by technical experts from the intelligence community, former inter-agency federal leaders, academia and the communications, information security, financial, technology and other commercial sectors. The representatives from each of these organizations were not the typical business development types (for the most part), but rather that one person that most companies keep locked in their vault, as they know more about their subject than anyone else.

We knew this would be different from a typical business meeting when they had us all remove the batteries from our BlackBerrys and mobile phones, and completely power down our iPhones — explaining how advisories can load malware onto mobile devices that allow remote activation of our microphones. They didn't want us tipping our Blue hand before we even got out of the gate.

We had a Blue team member design on the board a new way to communicate, using adaptive lasers, despite the formidable enemy communications deterrence over Pacifica. This was something his company never deployed, because he knew of no commercial need, yet seemed to provide a workable countermeasure to the Pacifica “enemy.” We also developed a low-tech idea that repurposed soccer balls that also holds promise. In these games, everything was on the table.
Over the two days of the game, the Blue team offered over a dozen possible countermeasures to the Red team’s aggression, and followed our guidance to “find ways around the problem, if you can't stop it directly.” Lots of mash-ups were created that I've never seen before, which could well be steps toward defending our nation.

Stopping a real cyber-war

While I can't say that the Blue team “won” the game, I do know that this is the way to develop our defenses going forward. Cyber war is so radically different than kinetic war, and the participants got very realistic demonstrations about the how the mash-up of both is changing everything. This approach to the problem will be a critical success factor of the future. Yet we still need to do better.

These Pacifica games demonstrated both the need and ability of this approach, but DOD needs to make this a long-term trusted component of their planning, and that requires three next steps:

Step 1. Use the fruits of the Pacifica war-game by linking and sharing the most promising of ideas to their most appropriate government partner, and get them going as projects. By tapping into the private-sector, you will be amazed as to what the 'art of the possible' is near-term.

Step 2. Build out the collaboration framework elements identified and developed by Mr. Repko. The “sanitizer and anonymizer” mechanism managed through a trusted but neutral administrator could enable both the Defense Industrial Base and the 17 other Information Sharing and Analysis Centers, small technology businesses, research and academic organizations to safely register and collaborate their potential technologies, gaps and seams with DOD and inter-agencies' and assist them with defining their cyber-warfare requirements.

Step 3. Widen the circle of participants for the future games, more commercial experts from smaller and more unique companies, design in the use of tele-presence to lower the burden on small business to participate, and spread the word through all business sectors that DOD (and federal agencies) are now 'open' for business.

I was proud to both advise and participate in the Pacifica cyber war game workshop. Along with many of my commercial colleagues, I look forward to the Pentagon taking the next steps with the support of the science and technology communities of Congress, DHS, and especially the private-sector. We can and must leverage the best innovation our country has to offer in the defense of our freedoms.

Source: http://gcn.com/Articles/2010/10/07/Inside-Pentagon-cyber-war-game.aspx

Secretary Napolitano’s announcements reflect this administration’s continued focus on smart and effective immigration enforcement over the past 20 months—prioritizing the identification and removal of criminal aliens who pose a threat to public safety.

"This administration has focused on enforcing our immigration laws in a smart, effective manner that prioritizes public safety and national security and holds employers accountable who knowingly and repeatedly break the law," said Secretary Napolitano. "Our approach has yielded historic results, removing more convicted criminal aliens than ever before and issuing more financial sanctions on employers who knowingly and repeatedly violate immigration laws than during the entire previous administration."

"ICE is committed to tough law enforcement that protects the safety and security of the American people," said ICE Director John Morton. "These record-setting numbers are the result of strong, sensible enforcement programs and priorities, and the dedication of thousands of ICE agents and officers who work tirelessly every day to keep our communities safe."

Secretary Napolitano and Director Morton were joined by Los Angeles County Sheriff Lee Baca, Harris County, Texas, Sheriff Adrian Garcia, and Fairfax County, Va., Sheriff Stan Barry at today’s announcement.

In fiscal year 2010, ICE set a record for overall removals of illegal aliens, with more than 392,000 removals nationwide. Half of those removed—more than 195,000—were convicted criminals. The fiscal year 2010 statistics represent increases of more than 23,000 removals overall and 81,000 criminal removals compared to fiscal year 2008—a more than 70 percent increase in removal of criminal aliens from the previous administration.

DHS has also expanded the Secure Communities initiative—which uses biometric information and services to identify and remove criminal aliens in state prisons and local jails—from 14 jurisdictions in 2008 to more than 660 today, including all jurisdictions along the Southwest border. DHS is on track to expand this program to all law enforcement jurisdictions nationwide by 2013. This year alone, Secure Communities has resulted in the arrest of more than 59,000 convicted criminal aliens, including more than 21,000 convicted of major violent offenses like murder, rape, and the sexual abuse of children.

Since January 2009, ICE has audited more than 3,200 employers suspected of hiring illegal labor, debarred 225 companies and individuals, and imposed approximately $50 million in financial sanctions—more than the total amount of audits and debarments than during the entire previous administration.

For more information, visit www.dhs.gov.

source:http://www.dhs.gov/ynews/releases/pr_1286389936778.shtm

I have made securing our Southwest Border a top priority since I came to office. That is why my administration has dedicated unprecedented resources and personnel to combating the transnational criminal organizations that traffic in drugs, weapons, and money, and smuggle people across the border with Mexico.  Today's action by Congress answers my call to bolster the essential work of federal law enforcement officials and improve their ability to partner with state, local, and tribal law enforcement. The resources made available through this legislation will build upon our successful efforts to protect communities along the Southwest border and across the country. And this new law will also strengthen our partnership with Mexico in targeting the gangs and criminal organizations that operate on both sides of our shared border.

The White House also released a fact sheet detailing the extensive efforts taken across the Administration on border security, closing with some of the tangible results already being demonstrated:

• Seized, through the combined efforts of CBP and ICE, more than $103 million in illegal currency, more than 1.7 million kilograms of drugs and more than 1,400 firearms – increases of more than $47 million, more than 450,000 kilograms of drugs and more than 300 firearms compared to 2008.

• Seized, through the combined efforts of CBP and ICE, more than $39.2 million in southbound illegal currency – an increase of more than $29.4 million compared to 2008.

• DOJ-led multi-agency law enforcement investigations (which may include DEA, FBI, ATF, ICE, CBP, and others) “Project Deliverance” resulted in more than 2,200 arrests, seizure of approximately 74 tons of drugs and $154 million in U.S. currency; “Project Coronado” resulted in the arrest of 303 individuals in 19 states and seizure of $3.4 million in U.S. currency, 729 pounds of methamphetamine, 62 kilograms of cocaine, 967 pounds of marijuana, 144 weapons and 109 vehicles; “Operation Xcellerator” resulted in the arrest of more than 750 individuals on narcotics-related charges and the seizure of more than 23 tons of narcotics and more than $59 million in cash;

Additionally, the San Diego DHS Maritime Unified Command, composed of U.S. Coast Guard, CBP, ICE, DEA and other law enforcement partners, saw a more than six-fold increase in maritime drug interdictions in the Pacific waters extending from the Southwest border—seizing 57,437 pounds of drugs in Fiscal Year (FY) 2009 compared to 8,884 pounds seized in FY 2008. Already in FY 2010, the Coast Guard has seized 11,500 pounds of drugs across the San Diego sector.

Statistics reflect a significant reduction in the number of people attempting to cross U.S. borders illegally. CBP statistics show that illegal immigration into the United States is down, with apprehensions between points of entry having dropped as a result.

Since 2004, the Border Patrol has doubled in size to over 20,000 Border Patrol agents.

source:http://www.whitehouse.gov/blog/2010/08/13/president-obama-signs-southwest-border-security-bill

“I encourage right holders to create their product identification guide electronically, follow CBP’s guidelines and send it to us,” said Daniel Baldwin, assistant commissioner for CBP’s Office of International Trade. “With an electronic process in place, CBP is now capable of providing the information to CBP field personnel nationwide for immediate use in identifying suspect shipments.”

A product identification training guide is one of the most effective ways to help CBP identify counterfeit and piratical goods. Before the new system, right holders provided hard copies of their product guides in conjunction with training officers at CBP ports of entry. The new system makes these in-depth resources readily available to all CBP personnel involved in intellectual property rights enforcement.

Product guides cannot address any legal authority or offer any legal opinions on actions CBP should or should not take; must not instruct CBP to examine, detain, or seize goods; and must contain the disclaimer required. Product guides will only be accepted for rights that have been recorded with CBP.

For more information contact CBP at iprpolicyprograms@dhs.gov or download the Intellectual Property Rights Product Identification Training Guidelines on the CBP Website. ( IPR Product Identification Training Guide (pdf - 17 KB.) )

U.S. Customs and Border Protection is the unified border agency within the Department of Homeland Security charged with the management, control and protection of our nation's borders at and between the official ports of entry. CBP is charged with keeping terrorists and terrorist weapons out of the country while enforcing hundreds of U.S. laws.

source:http://www.cbp.gov/xp/cgov/newsroom/news_releases/national/07292010.xml