Global Environmental Intelligence ( GEI )

Global Environmental Intelligence - GEI

Global Environmental Intelligence ( GEI )
by, Kentron Intellect Research Vault ( KIRV )

TUCSON, Arizona – March 7, 2012 – Nebraska is part of America’s heartland where less than fifty ( 50 ) people are ‘officially designated’ – by the U.S. Air Force Weather Agency ( AFWA ) – to analyze the pulsebeat of ‘doom and gloom’ through ‘scientific terms’ calculated within a new ‘strategic center’ using the latest ultra high-tech computer system, software application program modules and networking capabilities for what ‘global government national infrastructures’ expect, based on what the National Aeronautic Space Administration ( NASA ) warned would hit Earth during the current ”Solar Maximum” ( Cycle 24 ) sending a ‘significant’ “Solar Energetic Particle Event” ( SEPE ) to Earth that “we all need to be concerned about.”

What possibly could go wrong?

We’re all protected, aren’t we?

We are ‘not protected against natural events’ that we have ‘no control over’, but governments have been doing their best to monitor activities, which is one ( 1 ) reason ‘why’ the United States Air Force ( USAF ) ‘subordinate organization’ known as its Air Force Weather Agency ( AFWA ) analyzes significant scientific data from horizons above and below the Earth, searching for clues as to what ‘natural significant event’ ( i.e. Solar Energetic Particle Event ( SEPE ), tectonic plate shift ( continental earthquakes ),  magnetic pole shift ( climate change ), or something else as dramatic will occur.

The sole “Mission” of the U.S. Air Force Weather Agency ( USAFWA ) is tasked as the only U.S. government Agency ‘officially designated to analyze’ incredible amounts of scientific doom and gloom information the public might think came from ‘doomsday prophets’ concerned about Earth calamities going to happen soon.

Space Weather Earth Forecasting

Current official information ( received 24-hours a day and 365-days a year ) by the U.S. Air Force Weather Agency ( USAFWA ) and its host Directorate of Operational Weather Squadrons ( OWS ), group of ‘solar observatories’, ‘satellites’, ‘spacecraft’, ‘interstellar lightwave spectral and radio-frequency ( RF ) imaging sensors’, ‘telescopes’ with a wide array of ‘cameras’ as well as ‘human observers’ are continuing to report enough worrisome information that would scare many of us, but – ‘officially’ – the public will never know ‘what’ is about to befall them or ‘when’ that will occur.

After a considerable amount of research into this subject, the U.S. Air Force was caught ‘publicly admitting’ they are able to “know within minutes” as to ‘what significant Earth Event is coming’ and just ‘when it will arrive’ – anywhere between a few hours up-to days in-advance’, but the public will never be informed. Why?

Doom & Gloom or Fantasy Island?

Undoubtedly, classified ( in the ‘interest of national security’ ), would be the officially given reason to the public. Some might ask, “But, for ‘whose’ “security?” People, for the most part, are ‘not secure’ – especially when facing a pending injurious consequence resulting in ruination of life as they may have come to know their’s – and most gravitate toward wanting to “be with family” ( or “loved ones” ) as any pending cataclysmic Earth Event draws nearer to them all. The U.S. Air Force Weather Agency ( AFWA ), however realizes that being occupants of planet Earth is ‘not the same thing as’ “Fantasy Island” or a trip to “McDonaldland” as the rest of the public at-large has come to know ‘their version’ of what planet Earth is for ‘them’ and their children.

Preparedness

What may even be more interesting to the public is to review official U.S. data surrounding what U.S. Air Force commands ‘are already preparing for’, what ‘they already have set in-place’ for ‘everyone living in the Continental United States ( CONUS )’, and ‘how they are going to accomplish’ their secret-sensitive “Mission” on ‘people’ throughout the United States. This is ‘definitely not’ a ‘science fiction movie’ or ‘Orwellian Theory’ within this report, but strictly what the U.S. Air Force Weather Agency and another U.S. Air Force ‘subordinate organization’, the Air and Space Operations ( ASO ), Director of Weather ( USAF Deputy Chief of Staff ) has ‘recently laid-out publicly’, but for the ‘public’ to decipher ‘all of what was so officially presented’ many were lost in the government psychobabble resulting in no impact on the public as to the ‘seriousness’ for what they need to ‘begin preparing for’.

Television Commercial ‘Official Advertisement’ Already Warned Public!

Recently ( 2010 and 2011 ), the U.S. Federal Emergency Management Agency ( FEMA ) began advertising its own advertising commercial on American television. The FEMA TV ad commercial ’warns the public to prepare’ for an “unexpected Event” that “can suddenly turn your life – and those around you – ‘upside down’.”

FEMA’s TV commercial advertisement ( see video clip – below ) is easily recalled by those who watch / watched it – depicting a ‘family inside a home’ where all of a sudden everything inside the home’ begins floating up in the air; as though ‘gravity was somehow suddeny lost’. This ‘professionally produced television commercial advertisement’ from FEMA ‘stylishly warns people to prepare for any unexpected natural disaster Earth Event, however FEMA did not describe ‘what type of event strike for people to expect’.

The sadest part about this is that the U.S. government actually considers this television commercial advertisement an “official public warning to prepare for a national disaster” while simultaneously the U.S. government hopes the commercial will ‘not’ create ‘panic’ or ‘chaos’ in the streets that would disrupt ‘skyrocketing profits’ received by ‘global elite’ and/or ‘big business’ through their stock market portfolios. In short, this alluding to a national disaster is nothing short of being the ‘Biggest Show On Earth’ continuing profits from basic living expenses saddling the ‘little people’, ‘worthless eaters’, and ‘consumers of “blue gold” ( water ) the global elite predict will rise – more-so than precious metals – after such an Earth Disaster Event ( EDE ).

Survival By Chance or Circumstance

One of the most worrisome concerns, after reviewing this report ( filled with official U.S. government information’ ), is: ‘What’, ‘when’ and ‘how’ U.S. government ‘decision-makers’ react to their ‘official alert’. Many will undoubtedly and instantly gather with ‘their families’, however ‘what about the rest of us’ gathering with ‘our families? We will not be provided the same ‘early alert’ to even know – until after it ( significant Earth Event ) already takes place! Is this ‘fair’? Is this ‘just’? Is this ‘humane’? Or, is this pure and unadulterated ‘elitist selfishness’ that government affords for only a ‘select few’ lucky souls fortunate enough to be provided with sufficient warning in-advance and additionally told were to go and what to do in order to escape the wrath of such a cataclysmic Earth Event? Few people realize that those ‘decision-makers’ have already been instructed in-advance as to ‘what’ they need to do and ‘when’ they need to do it.

AFWA Notifies 350 Military Installations About Earth Disaster Event

Even more frightening is, ‘what’ the U.S. military has ‘already been commanded’ as to ‘how to accomplish’ their “Mission” based on a highly-classified U.S. Presidential Executive Order ( EO ) turning the U.S. population over to U.S. military control. The U.S. Air Force Weather Agency ( AFWA ) was also ‘officially designated’ as the “Agency” ‘controlling internet ( cyberspace ) shutdown’, according to the report ( below ) and further researching the capabilities of its ‘subordinate organization’ ( un-named ) “Strategic Center.”

Current Reporting Revelations

This report contains ‘no old news’ but ‘new official U.S. government revelations’, which cause the public to re-think where they are and what is coming. The only information this report does ‘not’ provide publicly are the ‘names’, ‘addresses, ‘phone numbers’, and ‘photographs’ of those ‘key individuals’ whom are ‘already designated’ as those ‘ready’, ‘willing’ and ‘able’ to ‘perform as ordered on-command’ – even if that command is ‘unable to be given’ after a cataclysmic Earth Event!

Reviewers Need To Know

There are only two ( 2 ) ‘official U.S. government reports’ provided ( below ) in this report, which contains internet links to more ‘official information’ on this subject.

Knowing the public at-large, and hot it predominantly enjoys ‘entertaining flowery written articles’ – they never bother to  ‘research’ anything further about’ – this report was purposely kept ‘short and sweet’ ( no flowers – no frills ). It includes an ‘official government article’ that was converted into a ‘very simple outline’, and that is followed-up with yet another ‘official government article’ left as-is. Hopefully, some may consume this report far-easier than others at this website so its point on this subject may be even-better publicly received.

The first ( 1st ) report ( included immediately below ) was ‘thoroughly analyzed’ in its ‘original format’, and then – based on ‘even more detailed official information’ discovered – was ‘re-formatted into an even-more proper perspective’, and – for the sake of making this report far-more easily comprehendible for public review – it was finally ‘converted into a simple outline format’ but only because of the fashion by-which government complicated the original public information release’; saying everything but not saying it very well for the public to easily understand.

The second ( 2nd ) report ( further below ) was left in its ‘original format’ because anyone reviewing it can quickly understand the nature of the ‘true problems’ surrounding what we all are going to be facing soon enough.

You be the judge, as to ‘what’ you will do, to ‘prepare’ for the ‘officially expected’ Earth Event. Enjoy the report ( below ) and be sure to click on the embedded links to learn more about ‘what effects’ are ‘coming’ and ‘what’ the U.S. Department of Homeland Security ( DHS ) is preparing for.

Tell a friend about what you review ( below ) and your reply may be, “You can’t trust what you read on the internet.” If anyone does ‘not trust’ this report ( below ) – or anything else on this website – they should click on the ‘official government website links’ ( provided at the bottom of this report, and other links found herein ) – if they are equipped with an ‘attention-span’ ( longer than a bug ) or ‘not easily distracted’ by something as simple as a ‘horn honk’ – then they can ‘research it all’ for themselves and try to prove this information and you are incorrect.

Many will be amazed at how much these official government revelations will help them to prepare for more than ‘entertainment’.

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Source: United States Air Force ( USAF ) Weather Agency ( AFWA )

Air Force Weather Agency ( AFWA ) 106 Peacekeeper Drive, Suite 2 Offutt Air Force Base, Nebraska 68113-4039 USA TEL: +1 (402) 232-8166 ( Public Affairs ) TEL: DSN TEL: 272-8166 ( DSN )

HISTORY –

United States Air Force Weather Agency ( USAFWA ) – aka – Air Force Weather Agency ( AFWA ) claims heritage extrapolated back to World War I, when the U.S. Army ( USA ) ‘subordinate organization’ Signal Corps ( ASC ) ‘subordinate organization’ “Meteorological Service” ( SCMC ) provided ‘weather support’ for U.S. Army defense aircraft pilots.

Amidst the legacy of the U.S. Secretary of War, ( known ‘today’ as ) U.S. Department of Defense ( DoD ), it – having realized its ‘subordinate organization’ U.S. Army had ‘increasing military personnel numbers’ due to an ‘increasing defense stockpile inventory’ of U.S. Army ‘militarized aircraft’ – created a ‘then-new subordinate organization’ known as the U.S. Army ( USA ) Air Corps ( AAC ) that became well-known as the U.S. Army Air Corps ( USAAC ).

On July 1, 1937 the U.S. Secretary of War ‘reorganized’ the U.S. Army ‘subordinate organization’ Signal Corps ( ASC ) ‘subordinate organization’ Metereological Service ( MS ) ‘out-of’ the Signal Corps ( SC ) and ‘in-to’ the U.S. Army ( USA ) ‘subordinate organization’ Air Corps ( ASC ) as its ‘then-new subordinate organization’ Meteorological Service ( ACMS ).

On April 14, 1943 the U.S. Army Air Corps ( USAAC ) ‘subordinate organization’ Meteorological Service ( MS ) was ‘renamed’ “Weather Wing” ( WW ) and ‘physically moved’ to an Asheville, North Carolina location – where ‘today’ the U.S. Air Force Weather Agency ( USAFWA ) has its 14th Operational Weather Squadron ( OWS ) located.

In 1945, the U.S. Army Air Corps ( USAAC ) Weather Wing ( ACWW ) was ‘renamed’ the U.S. Army Air Corps “Weather Service” ( ACWS ).

In early 1946, the U.S. Army Air Corps Weather Service ( ACWS ) was ‘physically moved’ from Asheville, North Carolina to the U.S. Army Air Corps Langley Field Station – where ‘today’ Langley Air Force Base ( LAFB ) is located.

On March 13, 1946 the U.S. Army Air Corps Weather Service ( ACWS ) was ‘reorganized’ under the U.S. Army Air Corps ( USAAC ) ‘new subordinate organization’ Air Transport Command ( ATC ) where its ‘then-new subordinate organization’ “Weather Service” ( ACWS ) was ‘renamed’ “Air Weather Service” ( AWS ).

Later-on, in 1946, the U.S. Army Air Corps ( USAAC ) Air Transport Command ( ATC ) Air Weather Service ( AWS ) was ‘physically moved’ to Gravelly Point, Virginia.

In 1947, the U.S. Army Air Corps ( USAAC ) was ‘renamed’ United States Air Force ( USAF ) whereupon the “Air Weather Service” ( AWS ) became ‘directly under it’ and assumed ‘sole responsibility’ over ‘all global weather reporting’ and ‘all global weather forecasting’ for ‘both’ the U.S. Air Force and U.S. Army.

In 1948, the USAF ‘newly activated’ Military Air Transport Service ( MATS ) – ( known ‘today’ as ) Military Airlift Command ( MAC ) – then-received its ‘newly-transferred subordinate organization’ Air Weather Service ( AWS ) that was ‘removed from being directly under’ USAF ‘headquarters’. USAF Military Air Transport Service ( MATS ) ‘subordinate organization’ Air Weather Service ( AWS ) was then ‘physically moved’ to Andrews Air Force Base ( AAFB ) in Maryland.

In 1958, the USAF Military Airlift Command ( MAC ) ‘subordinate organization’ Air Weather Service ( AWS ) was then ‘physically moved’ to Scott Air Force Base ( SAFB ) in Illinois where – for almost 40-years – it remained.

In 1991, the USAF Military Airlift Command ( MAC ) ‘subordinate organization’ Air Weather Service ( AWS ) was ‘redesignated’ as a “field operating agency” and then ‘reorganized’ directly back under USAF ‘headquarters’.

On October 15, 1997 the USAF Air Weather Service ( AWS ) was ‘redesignated’ as the “Air Force Weather Agency” ( AFWA ) and ‘physically moved’ to Offutt Air Force Base ( OAFB ) in Nebraska where it remains ‘today’ – at least for the moment.

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United States Air Force ( USAF )

USAF Weather Agency ( USAFWA )

BUDGET –

$183,000,000 million U.S. dollars ( annually ) includes $98,000,000 million dollars for ‘Operations’ and ‘Maintenance’.

ESTABLISHED –

October 15, 1997.

LOCATION –

Offutt Air Force Base ( OAFB ) in Nebraska ( USA ).

REPORTING –

USAF Air and Space Operations ( ASO ), Director of Weather ( DOW ), Deputy Chief of Staff ( DCS ).

MISSION –

Enable U.S. decision makers’ exploitation of all ‘resources’ based-on ‘relevant’ Global Environmental Intelligence ( GEI ) for a ‘global spectrum of military warfare’ by ‘maximizing U.S. power, over:

– Land; – Air; – Space; and, – Internet ( cyberspace ).

PERSONNEL –

1,400 + manned, by:

– Military ( active-duty and reserve ); – Contractors ( government contracts ); and, – Civilians.

ORGANIZATION –

– ? ( # ) Agencies ( staff ); – Two ( 2 ) Weather Groups ( WXG – Coordinators ); – Fourteen + ( 14 + ) Weather Squadrons ( OWS – Directorates ); – Five ( 5 ) Observatories ( solar ); and, – One ( 1 ) Strategic Operation Systems Center ( Unknown – ‘subordinate organization’ ).

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USAFWA

Global Environmental Intelligence ( GEI )

DATA –

Global Environmental Intelligence ( GEI ) data is ‘collected’ from a variety of ‘information monitoring sources’ ( Earth based and space based locations ) providing a variety of ‘data feed streams’ of information from a computer operated system network out-of a ‘Strategic Center’ processing indications detecting almost any ‘significant natural negative impact’ that ‘could occur’ on ‘people’ and ‘national infractures’ throughout ‘global geographic regions’ and in ‘outerspace’.

SOURCES –

GEI data is provided by, many sources, amongst-which, its ( subordinate ) Strategic Center that processes data through its Computer Operation Systems Network that receives ‘channeled data streams’ from ‘encoded data telemetry’ sent from ‘ground-base sourced’ and ‘space-based sourced’ detection monitors comprised, of:

– Ground Sensors ( infra-red, spectral and sonic );; – Submerged Sensors ( infra-red, spectral and sonic );; – Space-based Sensors ( lightwave, spectral and sonic ); – Long-Range Telescopes ( radio-frequency wave, optical lightwave and sonic ); – Imaging Cameras ( lightwave, spectral and sonic ); and, – Human Observers ( various means ).

SPECIAL NOTE:

USAF ASO A6 –

The U.S. Air Force ( USAF ) Air and Space Operations ( ASO ) Communications Directorate ( ” A6 ” ) ‘provides’ the ‘policy oversight’ and ‘planning  oversight’ of Command, Control, and Communication Intelligence ( C3I ) for the U.S. Air Force Weather Agency ( USAFWA ).

USAF Air and Space Operations ( ASO ) Communications Directorate ( A6 ) also ‘provides support’ over ‘daily operations’, ‘contingency actions’, and ‘general’ Command, Control, Communication and Computer Intelligence ( C4I ) for the U.S. Air Force Weather Agency ( USAFWA ).

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USAFWA

Weather Groups ( WXD ) –

Weather Groups ( WXD ) are specifically designated to, coordinate:

– Global Environmental Intelligence ( GEI ) – Operational Weather Squadrons ( OWS ).

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USAFWA

Operational Weather SquadronS ( OWS ) –

STATIONS –

A ‘minimum’ of fourteen ( 14 ) Operational Weather Squadrons ( OWS ) are on-station ( active ) 24 hours per day 7 days per week 365 weeks per year to mitigate ( handle ) Global Environmental Intelligence ( GEI ) issues.

Operational Weather Squadrons ( OWS ) – also known as – Weather Squadrons ( WS ) are ‘designated’, to:

– ‘Process’ Global Environmental Intelligence ( GEI ) data; and, – ‘Provisionally Distribute’ Global Environmental Intelligence ( GEI ) data.

Operational Weather Squadron Global Environmental Intelligence ( OWS GEI )

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2nd Weather Group ( WXD )

2ND WXD

OVERSIGHT –

– 2nd ( Strategic Computing Network Center ) Systems Operations Squadron ( SOS ) – Offutt Air Force Base, Nebraska; – 2nd Operational Weather Squadron ( OWS ) – Offutt Air Force Base, Nebraska; and, – 14th Operational Weather Squadron ( OWS ) – Asheville, North Carolina.

2ND WXD Global Environmental Intelligence ( GEI )

DISTRIBUTION –

– U.S. Agency ‘decision-makers’; – U.S. Department of Defense ( DoD ) ‘decision-makers’; – U.S. Allied Foreign Nation ‘decision-makers’; and, – U.S. Joint Operations ‘Warfighters’.

SPECIAL NOTE:

USAF ASO A3 and USAF ASO A5 –

USAF Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) ‘develops’ and ‘maintains’ the ‘concepts of operations’ for how U.S. Air Force Weather Agency ( USAFWA ) – also known as – Air Force Weather ( AFW ) supports “most weather sensitive” areas of ‘joint capabilities’.

REPORTS –

– Timely; – Relevant; and, – Specialized.

SOURCES –

Solar Observatories ( Detachments – Det. ), four ( 4 ):

Det. 1 ( 2ND WXG SO Detachment 1 – Learmonth, Australia ); Det. 2 ( 2ND WXG SO Detachment 2 – Sagamore Hill, Massachusetts ); Det. 4 ( 2ND WXG SO Detachment 3 – Holloman Air Force Base – New Mexico ); and, Det. 5 ( 2ND WXG SO Detachment 4 – Palehua, Hawaii ).

SPECIAL NOTE:

USAF ASO A3 and USAF ASO A5 –

USAF Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) ‘works in conjunction with’ MAJCOM ‘functional counterpart users’ of products, data and services supplied from U.S. Air Force Weather Agency ( USAFWA ) – also known as – Air Force Weather ( AFW ).

USAF Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) is ‘one ( 1 ) agent’ of the ‘lead Command’ for ‘gathering operational requirements’.

USAGES –

– Planning – Military Operation Missions ( global spectrum ); and, – Executing – Military Operation Missions ( global spectrum ).

SPECIAL NOTE:

USAF ASO A3 and USAF ASO A5 –

USAF Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) ‘coordinates’ U.S. Air Force Weather Agency ( USAFWA ) – also known as – Air Force Weather ( AFW ) policy issues.

TASKS –

Four ( 4 ) Operational Weather Squadrons ( OWS ) ‘specifically conduct’ Global Environmental Intelligence ( GEI ):

– Warnings ( 24-hours / 7-days a week / 365-weeks a year ); – Military Mission Briefings ( 24-hours / 7-days a week / 365-weeks a year ) – Forecasts ( 24-hours / 7-days a week / 365-weeks a year ); and, – Analysis ( 24-hours / 7-days a week / 365-weeks a year ).

PROCESSING –

Strategic Center ( cost: $277,000,000 million dollars ) ‘subordinate organization’, provides:

– Computer System Complex; – Computer System Network Productions; – Computer System Applications; – Computer System Operations; – Computer System Sustainment; and, – Computer System Maintenance.

Air Force Weather Enterprise ( AFWE ) is a ‘computer system’ of the U.S. Department of Defense  (DoD ). AFWE computer system access is ‘restricted’ to members of the United States military ( Active Duty, National Guard, or Reserve Forces), U.S. Government, or U.S. government contractors that do business with the U.S. government and require ‘weather information’.

SPECIAL NOTE(S):

USAF ASO A8 –

The U.S. Air Force ( USAF ) Air and Space Operations ( ASO ) Strategic Plans and Programs Directorate ( ” A8 ” ) ‘directs’ the ‘planning’, ‘programming’, ‘budgeting’, ‘development’, ‘acquisition’, ‘engineering’, ‘configuration management’, ‘modification’, ‘installation’, ‘integration’, ‘logistics’ and ‘life cycle maintenance support’ over ‘all’ of the ‘computer processing equipment’ and over ‘all’ of the ‘standard weather systems’.

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USAFWA

1st Weather Group ( 1ST WXG ) Directorate

1ST WXG

Global Environmental Intelligence ( GEI )

GEI DISTRIBUTION –

The USAF Air Force Weather Agency ( AFWA ) 1st Weather Group ( 1ST WXG ) Directorate uses ‘four’ ( 4 ) Operational Weather Squadrons ( OWS ) ready 24-hours a day 7-days a week 365-days a year to provide its Global Environmental Intelligence ( GEI ) notification distributions to U.S. ‘military forces’ ( see military branches below ) at 350 ‘specific installations’ located in ‘five’ ( 5 ) Continental United States ( CONUS ) Regions.

OWS GEI NOTIFICATION REGIONS –

SOUTHEASTERN ( CONUS )

9th Operational Weather Squadron ( OWS ) Shaw Air Force Base South Carolina

9TH OWS – Notifies:

– U.S. Air Force; – U.S. Air Force Reserve; – U.S. Air Force National Guard; – U.S. Army; – U.S. Army Reserve; and, – U.S. Army National Guard.

NORTHERN ( CONUS ) AND, NORTHEASTERN ( CONUS )

15th Operational Weather Squadron ( OWS ) Scott Air Force Base Illinois

15TH OWS – Notifies ( Both Regions ):

– U.S. Air Force; – U.S. Air Force Reserve; – U.S. Air Force National Guard; – U.S. Army; – U.S. Army Reserve; and, – U.S. Army National Guard.

WESTERN ( CONUS )

25th Operational Weather Squadron ( OWS ) Davis-Monthan Air Force Base Tucson, Arizona

25TH OWS – Notifies:

– U.S. Air Force; – U.S. Air Force Reserve; – U.S. Air Force National Guard; – U.S. Army; – U.S. Army Reserve; and, – U.S. Army National Guard.

SOUTHERN ( CONUS )

26th Operational Weather Squadron ( OWS ) Barksdale Air Force Base Louisiana

26TH OWS – Notifies:

– U.S. Air Force; – U.S. Air Force Reserve; – U.S. Air Force National Guard; – U.S. Army; – U.S. Army Reserve; and, – U.S. Army National Guard.

SPECIAL NOTE:

USAF ASO A3 and USAF ASO A5 –

USAF Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) ‘works with’ USAF Air and Space Operations ( ASO ) staff to integrate U.S. Air Force Weather Agency ( USAFWA ) – also known as – Air Force Weather ( AFW ) Continental Operations ( CONOPS ) with U.S. Air Force ‘plans’ and ‘Programs’.

USAF Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) ‘assists’ in the ‘exploitation of weather information’ for ‘warfighting operations’.

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The aforementioned four ( 4 ) Operational Weather Squadrons ( OWS ) additionally, provide:

– USAF Weather Agency officer ‘upgrade’ training; and, – Apprentice forecaster ‘initial’ qualification.

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USAFWA Manpower & Personnel Directorate ( A1 ) ‘provides’ the global spectrum, of:

– Manpower; – Organization; – Personnel; and, – Training.

SPECIAL NOTE:

USAF ASO A3 and USAF ASO A5 –

USAF Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) ‘oversees’ and ‘executes’ U.S. Air Force Weather Agency ( USAFWA ) – also known as – Air Force Weather ( AFW ) Standardization and Evaluation Program for ‘Weather Operations’.

U.S. Air Force ( USAF ) Air and Space Operations ( ASO ) Plans and Requirements Directorate ( PRD ) – also known as – ( ” A3 ” and ” A5 ” ) ‘assists’ the USAF Air and Space Operations ( ASO ) staff with managing U.S. Air Force Weather Agency ( USAFWA ) – also known as – Air Force Weather ( AFW ) the ‘process’ of ‘career field-training’ by ‘obtaining training’ and ‘implementing training’ to meet ‘career field-training requirements’.

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USAF

Air Force Combat Weather Center ( USAFCWC – aka – AFCWC )

USAF Combat Weather Center ( Hurlburt Field, Florida ) ‘develops’, ‘evaluates’, ‘exploits’ and ‘implements’ a variety of ‘new tactics’, ‘new techniques’, ‘new procedures’ and ‘new technologies’ across U.S. Air Force Weather Agency ( USAFWA ) – also known as – Air Force Weather ( AFW ) ‘enhancing effectiveness’ for U.S.  military force branches, of the:

U.S. Special Forces; U.S. Joint Operations; U.S. Combined Operations; U.S. Air Force; and, U.S. Army.

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Source: Global Security

Space

AFNS

Space Weather Team Readies For Upcoming Solar Max by, Ryan Hansen ( 55th Wing Public Affairs )

February 25, 2011

NEBRASKA, Offutt Air Force Base – February 25, 2011 – Solar Maximum may sound like the name of a super hero, but it’s certainly no comic book or 3-D movie. Solar Maximum is actually the name for the Sun’s most active period in the solar cycle, consistently producing solar emissions, solar flares and sun spots.

For a little background on the sun’s activities, the star goes through roughly 11-year cycles of where it is very active and also relatively calm. The Sun’s last Solar Maximum occurred in 2000 and it is expected to awaken from its current solar minimum and get more active this year.

According to the members of the 2nd Weather Squadron ( WS ), an active sun can cause all sorts of problems for us. “Solar weather plays a huge part in the warfighter’s mission,” said Staff Sgt. Matthew Money, a forecaster with the space weather flight. “Impacts from solar weather can cause radio blackouts, satellite communication failure, satellite orbit changes, satellite surface charging, or short circuits, and radar clutter.”

That is why the squadron’s worldwide space weather team of roughly 50 active-duty members, civilians and contractors continually analyze, forecast and provide alert notifications for the entire U.S. Department of Defense ( DoD ), as well as a slew of other government agencies.

“When ‘space weather’ causes impacts to earth that meet or exceed warning thresholds our end users are informed within minutes,” said Staff Sgt. Jonathan Lash, space weather flight forecaster. We send out warning bulletins through a computerized distribution system, [ and ] we have other graphical products that show what happened in the past 6-hours around the globe as well as what we expect to happen in the upcoming 6-hours,” he said.

Members of the 2nd Weather Squadron [ OWS ] rely on five ( 5 ) ground-based Solar Observatories, as well as a network of satellites orbiting the earth, to accomplish their mission.

“There aren’t too many opportunities to be the Air Force’s sole provider of something,” said Lt. Colonel Jim Jones, 2nd Weather Squadron [ OWS ] Commander. “In this case, the mission is unique to the entire DoD.”

Solar Observatories are ‘strategically placed’ around the globe in such places, as:

– Australia; – Hawaii; – Italy; – Massachusetts; and, – New Mexico.

They include both optical telescopes and radio telescopes and ensure the Weather Squadron always has one eye, or ear, on the sun.

“The optical telescope network monitors solar surface features,” said Master Sgt. Shane McIntire, the space weather flight chief. “It automatically tracks the sun and directs light to the instruments, which collect data and are controlled by computers. It scans specific regions at a rate of at least twice per minute.”

Through filtered lenses space weather analysts are able to perform flare patrol and view sunspots to determine the magnetic complexity of the region.

“The telescope has special filters that isolate a single optical wavelength,” said Master Sgt. Shane Siebert, who leads the Detachment 4 solar observatory for the 2nd Weather Squadron at Holloman Air Force Base, New Mexico. This wavelength ( 6563 angstroms ) is called ‘hydrogen alpha’ ( H-Alpha ) where the majority of solar activity occurs,” he said, “Analysts monitor this wavelength from sunrise to sunset, and are looking for specific signatures that may lead to solar flares and other adverse activity.”

But not all of the sun’s activities can be captured using optical telescopes.

Some events have a unique radio-frequency signature that can also be measured.

Using a mixture of technology from the 1970s to the present day, radio observatories are able to monitor frequencies in the 25 MhZ to 180 megahertz range, as well as eight ( 8 ) other discrete frequencies. Their digitized output is collected by a computer and then processed and analyzed for solar activity.

“We actually are able to detect the specific strength at a given radio frequency,” said Major Bradley Harbaugh, who commands the Detachment 5 solar observatory for the 2nd Weather Squadron [ OWS ] at Palehua, Hawaii. What we detect are energetic solar emissions in [ specific ] frequency bands or ranges. When detected, we [ are able to describe ] the start time, duration, intensity and type of solar emission. This helps describe the potential impacts by identifying the characteristics of what may impact earth,” he said.

Identifying these solar emissions is crucial to warfighter communication abilities.

“If there is solar energy that increases on your frequency, you can try to talk into your radio, but the noise from the sun will be stronger than your transmission, therefore drowning-out what you are saying,” Major Harbaugh said, “As an operator, you can increase your radio power to try and ‘out-broadcast’ the sun but you are also now broadcasting over a much larger area, making your transmission more susceptible to enemy detection. Therefore, the Sun’s impact must be a consideration when planning a mission.”

The Weather Squadron network of satellites includes those owned and operated by the U.S. Department of Defense ( DoD ), National Aeronautic and Space Administration ( NASA ) and the National Oceanic and Atmospheric Administration ( NOAA ) that include a combination of systems that are dedicated solely to space weather as well as a few utilizing space weather sensors.

“We gather a significant amount of data from satellites,” Sergeant McIntire said. “Imagery from [ satellites ] can augment the ground-based network, providing real-time monitoring of solar features at wavelengths that can’t be seen from the ground.”

Data from all of these sources combined, are continually pushed to the space weather operations center at the U.S. Air Force Weather Agency ( USAFWA ) here.

With this information in hand, the Weather Squadron can produce the most reliable space weather forecast possible, however even with all of this data, producing a space weather forecast is still much more difficult than creating one for terrestrial weather.

“Space weather is a terribly difficult science and it takes a lot of training and experience,” Colonel Jones said.

“Space weather forecasting is very reactive,” Sergeant Money said. “The ‘knowledge and tools are not quite up to par in order to do accurate forecasting’ like we do here on Earth.”

It is also important to note that today the world is much more reliant on space-based assets than they were during the last Solar Maximum, officials said. With cellphones, portable navigation devices and satellite television receivers, all part of our daily lives, a huge solar weather event could wreak havoc on quite a few different platforms.

“The impact of a solar storm in 2000 was probably not as great, due to the lower density of space technology, and the limited number of consumers utilizing the data,” Major Harbaugh said, “However, the ripple from a ‘major solar event now will more likely be felt across a much broader consumer base’ [ the public ] since there are many more assets and many more users of space data.”

However, with improved technology and an increased knowledge of the sun’s activities, the Weather Squadron ( WS ) is more prepared than ever for the upcoming Solar Maximum, Colonel Jones said. “Since the last solar maximum, we’ve upgraded most of our numerical models in terms of both their basic science and the data they ingest,” he said. “That’s a direct result of the advances in sensors and the technology that enables rapid data transfer. We can react faster and see farther than ever before.”

“We already have members within the unit developing forecast techniques based on signatures we see on the sensors,” Sergeant Money said.

So it’s a safe bet, that ‘the next 2-years’ will be ‘hectic’ for the 2nd Weather Squadron [ OWS ].

Their mission, to provide ‘situational awareness to key decision-makers’ will certainly keep ‘them’ busy.

“In the last 30-days alone ( February 2011 ), we’ve had [ more than 30 ] reportable [ solar ] energy events,” Major Harbaugh said. “The workload has ‘already increased’ and ‘will continue to do so’ for probably ‘the next 1-year’ or ’2-years’.”

“About 1-year ago, it was not uncommon for an analyst to only have one ( 1 ) very small Solar Region of the Sun to monitor,” Sergeant Siebert said. “Today, it is normal for analysts to keep fairly busy monitoring 4 Solar Regions to 6 Solar Regions. Studies, of the last Solar Maximum, show that typically 1-day included twenty-two ( 22 ) active Solar Regions – almost 4 times our current workload,” he added.

Regardless, Weather Squadron [ OWS ] ‘space weather’ analysts, forecasters and technicians globally are ready for the upcoming solar fury [ see, e.g. Solar Energetic Particle Event ], Colonel Jones said.

– – – –

The U.S. Air Force obviously needs ‘far-more’:

– More personnel for U.S. Air Force Weather Agency ( USAFWA ) Weather Group ( WXD ) Operational Weather Squadrons ( OWS ) effortings;

– Independent ’governing board’ or ‘blue ribbon watchdog committee’ overseeing an ’independent monitoring agency’ placing the U.S. Air Force Weather Agency ( AFWA ) and its USAF Air and Space Operations ( ASO ) under an independent ‘microscope’; and,

– Public Transparency notifications, would also be nice, but then…

– – – –

Source: MSNBC.COM

Huge Solar Flare’s Magnetic Storm May Disrupt Satellites, Power Grids

March 7, 2012 13:19 p.m. Eastern Standard Time ( EST )

A massive solar flare that erupted from the Sun late Tuesday ( March 6, 2012 ) is unleashing one of the most powerful solar storms in more than 5-years, ‘a solar tempest that may potentially interfere with satellites in orbit and power grids when it reaches Earth’.

“Space weather has gotten very interesting over the last 24 hours,” Joseph Kunches, a space weather scientist at the National Oceanic and Atmospheric Administration ( NOAA ), told reporters today ( March 7, 2012 ). “This was quite the Super Tuesday — you bet.”

Several NASA spacecraft caught videos of the solar flare as it hurled a wave of solar plasma and charged particles, called a Coronal mass Ejection ( CME ), into space. The CME is not expected to hit Earth directly, but the cloud of charged particles could deliver a glancing blow to the planet.

Early predictions estimate that the Coronal Mass Ejections ( CMEs ) will reach Earth tomorrow ( March 8, 2012 ) at 07:00 a.m. Eastern Standard Time ( EST ), with the ‘effects likely lasting for 24-hours and possibly lingering into Friday ( March 9, 2012 )’, Kunches said.

The solar eruptions occurred late Tuesday night ( March 6, 2012 ) when the sun let loose two ( 2 ) huge X-Class solar flares that ‘ranked among the strongest type’ of sun storms. The biggest of those 2 flares registered as an X Class Category 5.4 solar flare geomagnetic storm on the space weather scale, making it ‘the strongest sun eruption so far this year’.

Typically, Coronal Mass Ejections ( CMEs ) contain 10,000,000,000 billion tons of solar plasma and material, and the CME triggered by last night’s ( March 6, 2012 ) X-Class Category 5.4 solar flare is ‘the one’ that could disrupt satellite operations, Kunches said.

“When the shock arrives, the expectation is for heightened geomagnetic storm activity and the potential for heightened solar radiation,” Kunches said.

This heightened geomagnetic activity and increase in solar radiation could impact satellites in space and ‘power grids on the ground’.

Some high-precision GPS ( Global Positioning Satellite ) users could also be affected, he said.

“There is the potential for ‘induced currents in power grids’,” Kunches said. “‘Power grid operators have all been alerted’. It could start to ’cause some unwanted induced currents’.”

Airplanes that fly over the polar caps could also experience communications issues during this time, and some commercial airliners have already taken precautionary actions, Kunches said.

Powerful solar storms can also be hazardous to astronauts in space, and NOAA is working close with NASA’s Johnson Space Center to determine if the six ( 6 ) spacecraft residents of the International Space Station ( ISS ) need to take shelter in more protected areas of the orbiting laboratory, he added.

The flurry of recent space weather events could also supercharge aurora displays ( also known as the Northern Lights and Southern Lights ) for sky-watchers at high latitudes.

“Auroras are probably the treat that we get when the sun erupts,” Kunches said.

Over the next couple days, Kunches estimates that brightened auroras could potentially be seen as far south as the southern Great Lakes region, provided the skies are clear.

Yesterday’s ( March 6, 2012 ) solar flares erupted from the giant active sunspot AR1429, which spewed an earlier X Class Category 1.1 solar flare on Sunday ( March 4, 2012 ). The CME from that one ( 1 ) outburst mostly missed Earth, passing Earth by last night ( March 6, 2012 ) at around 11 p.m. EST, according to the Space Weather Prediction Center ( SWPC ), which is jointly managed by NOAA and the National Weather Service ( NWS ).

This means that the planet ( Earth ) is ‘already experiencing heightened geomagnetic and radiation effects in-advance’ of the next oncoming ( March 8, 2012 thru March 9, 2012 ) Coronal Mass Ejection ( CME ).

“We’ve got ‘a whole series of things going off’, and ‘they take different times to arrive’, so they’re ‘all piling on top of each other’,” Harlan Spence, an astrophysicist at the University of New Hampshire, told SPACE.com. “It ‘complicates the forecasting and predicting’ because ‘there are always inherent uncertainties with any single event’ but now ‘with multiple events piling on top of one another’, that ‘uncertainty grows’.”

Scientists are closely monitoring the situation, particularly because ‘the AR1429 sunspot region remains potent’. “We think ‘there will be more coming’,” Kunches said. “The ‘potential for more activity’ still looms.”

As the Sun rotates, ‘the AR1429 region is shifting closer to the central meridian of the solar disk where flares and associated Coronal Mass Ejections ( CMEs ) may ‘pack more a punch’ because ‘they are more directly pointed at Earth’.

“The Sun is waking up at a time in the month when ‘Earth is coming into harms way’,” Spence said. “Think of these ‘CMEs somewhat like a bullet that is shot from the sun in more or less a straight line’. ‘When the sunspot is right in the middle of the sun’, something ‘launched from there is more or less directed right at Earth’. It’s kind of like how getting sideswiped by a car is different than ‘a head-on collision’. Even still, being ‘sideswiped by a big CME can be quite dramatic’.” Spence estimates that ‘sunspot region AR 1429 will rotate past the central meridian in about 1-week’.

The sun’s activity ebbs and flows on an 11-year cycle. The sun is in the midst of Solar Maximum Cycle 24, and activity is expected to ramp up toward the height of the Solar Maximum in 2013.

Reference

http://www.msnbc.msn.com/id/46655901/

– – – –

Cordially submitted for review and commentary by,

 

Kentron Intellect Research Vault ( KIRV )
E-MAIL: KentronIntellectResearchVault@Gmail.Com
WWW: http://KentronIntellectResearchVault.WordPress.Com

/

/

Research References

http://www.af.mil/information/factsheets/factsheet_print.asp?fsID=157&page=1
https://login.afwa.af.mil/register/
https://login.afwa.af.mil/amserver/UI/Login?goto=https%3A%2F%2Fweather.afwa.af.mil%3A443%2FHOST_HOME%2FDNXM%2FWRF%2Findex.html
http://conceptactivityresearchvault.wordpress.com/2011/01/02/solar-energetic-particle-event-effects
http://www.globalsecurity.org/space/library/news/2011/space-110225-afns01.htm
http://www.wrf-model.org/plots/wrfrealtime.php

 

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Robot Combat Intelligence

[ PHOTO ( above ): W-88 miniature nuclear bomb property of USA ( click to enlarge ) ]

Robot Combat Intelligence
by, Concept Activity Research Vault ( CARV )

January 18, 2011 21:08:42 ( PST ) ( Originally Published: February 1, 2002 )

DISTRICT OF COLUMBIA, Washington – January 18, 2011 – Over 12-years ago, after the United States realized too late that its ‘miniature nuclear weapons technology delivery system’ ( W-88 ) secrets had already been stolen ( from the vault of its insurance carrier ) after the People’s Republic of China ( PRC ) rapidly produced their own version, ‘only a select few’ realized a secret U.S. decision took futuristic concepts into development for U.S. global military applications deploying technologies that only seemed to have been conceived from science-fiction motion picture films ( e.g. STAR TREK, STAR WARS, MATRIX, and more ) shocking audiences worldwide.   In 1999, U.S. secret defense endeavors forgings – with several universities and U.S. government contract private sector organizations – were led by the U.S. Department of Defense ( DoD ), Defense Advanced Research Projects Agency ( DARPA ) created even newer more advanced multiple Program stratagems employing various forms of ‘combinatoric’ technologies developed for globally deploying U.S. military dominance with various and sundry secret-sensitive devices and systems far beyond many imaginations.

DARPA SIMBIOSYS Program –

DARPA SIMBIOSYS Program entails, amongst other things, multi-functional microbiological nano technology robot android devices primarily for military applications, where such remained until just a few years ago, until it began being applied in some medical arenas today.

To understand what is ‘current’, one must first look briefly at DARPA Programs ‘past’ ( 1999 – 2002 ), which ( alone ) is enough to ‘still send chills down many people’s spines today’. Once realizing what DARPA was doing 12-years ago, it’s not all that unfathomable to comprehend where DARPA has taken and will continue taking many.

SIMBIOSYS ( 1999 – 2002 ) –

In 1999, DARPA SIMBIOSYS developed a combined quantitative understanding of various biological phenomena characteristics opening the DARPA door to what amounts to MicroElectroMechanical Systems ( MEMS ) integrating microphotonics in, amongst many things such as electro-optic spatial light modulators ( SLM ) combining very short pulse solid state lasers providing powerful new capabilities for secure communication up-links ( multi-gigabits per second ), ‘aberration free’ 3-D imaging and targeting performed at very long ranges ( greater than 1,000 kilometers away ), innovative design system integration of MEMS spatial light modulators ( SLM ) providing quantum wavefront control leaps in photonics and high speed electronics, and even ‘flexible cloth-like smart materials’ DARPA wants hardware placed into production devices and systems applications optimizing both U.S. and ‘its specially selected few other foreign nation U.S. friendlies’ ( Israel ) to hold in future warfaring battlespace management superiority over other foreign nation threats.

DARPA SIMBIOSYS includes classes of biological molecules ( i.e. antigens, antibodies, DNA, cytokines, enzymes, etc. ) for analyses and diagnoses studies, from:

1. Biochemical sensors, sensing ‘details from environments’; and,

2. Biochemical sensors, sensing ‘details from human body fluids’.

Specific examples under each of those two ( 2 ) groups being left up to the discretion of the PI.

Bio-molecules importance slect criteria, includes:

1. Microsystem sensors, for automated sampling and analyses, extendibility;

2. Bio-molecules simulant, to which it represents U.S. Department of Defense ( DoD ) relevant extents; and,

3. Bio-detection high degree of sensitivity and specificity processing, etc.

DARPA SIMBIOSYS emphasis is at the ‘molecular level’ for ‘sensing’ and ‘detection’.

SIMBIOSYS Program precludes human cells and human tissue based sensing because other DARPA programs currently address those issues in combination thereof.

SIMBIOSYS Goals –

SIMBIOSYS Program ‘stimulates multi-disciplinary research’ – bringing together biologists, chemists, engineers, physicists, computer scientists and others to address difficult and pressing challenges in advancing micro and nano-biotechnology.

SIMBIOSYS Program goal is to ‘utilize phenomena’ in ‘bio-fluidic transport’, ‘molecular recognition’ and ‘signal transduction from joint studies in modeling and experiments.

SIMBIOSYS Program joint effort expects results in ‘new hardware device, new hardware processes and new hardware production communities that will begin utilizing new models, new rules, new methods and new processes together enabling design and development of enhanced performance next generation bio-microdevices.

DARPA Advanced Projects –

DARPA is focusing on, amongst many, these advanced projects:

1. Bioengineering artificial intelligence ( AI ) systems sized from nanometers and meters up to large-scale robotic systems deployed globally;

2. Biological hybrid devices and systems, inspired from computational algorithms and models;

3. Biosynthesized composite materials incorporating synthetic enzymes and pathways from biochemical cellular engineered concepts for application productions;

4. Neural phenomena control over system science computation measurement application interfaces addressing humans;

5. Micro-scale reagents biochemically engineered;

6. Biosynthesis signal processing control platform studies;

7. Molecular biological population level behavior dynamic simulation modeling complexes; and,

8. Subcellular device physics affects and cellular device physics affects within biological component systems using real-time non-destructive observation study techniques.

[ PHOTO ( above ): legacy MicroFlyer, only a Microelectronic Aerial Vehicle – MAV ( click to enlarge ) ]

Bioengineered MicroBots Developed & Deployed –

Battlefields now require ‘unmanned combat aerial vehicles’ ( UCAV ) and ‘advanced weapons’ that self-navigate and self-reconfigure with autonomous communication systems accomplishing time-critical commands, however while many use Commercial Off The Shelf ( COTS ) products, such is not the case for developed and deployed bioengineered microrobots.

MicroBot AMR Control By MARS –

DARPA mobile autonomous robot software ( MARS ) Project is designed to develop and transition ‘currently unavailable software technologies programming’ operations of autonomous mobile robots ( AMR ) in partially known changing and unpredictable environments.

DARPA SIMBIOSYS Program aims provide new software removing humans from combat, conveyance, reconnaissance, and surveillance processes by:

1. Extending military hardware range;

2. Lowering manpower costs;

3. Removing human physiology for swifter concepts, designs, engineering, development, and deployment successes; and,

4. Researchers demonstrating autonomous navigation of humanoid robots, unmanned military vehicles, autonomous vehicles and interactions between humans.

DARPA indicates that robots – to be meaningful – must be fully integrated into human lives in military, commercial, educational and domestic usages must be capable of interacting in more natural human ways.

DARPA funded research and development of robots given similar bodies with human-like intelligence for humanoid interaction providing new ways for the human world.

COG Robot –

DARPA funded Massachusetts Institute of Technology ( MIT ) researchers, employing a set of sensors and actuators ( with small microcontrollers for joint level control, up to larger audio-visual digital signal network pre-processors for controlling different levels of its heterogeneous hierarchy network ) approximating human body sensory and motor dynamics, created the robot named COG that eventually allowed DARPA further development of deployable, modular, reconfigurable and autonomous robots.

[ PHOTO ( above ): legacy Biomorphic Explorers – Snakes and Bats ( click to enlarge ) ]

CONRO Robots –

CONRO robots, developed through DARPA, employed autonomous capabilities, of:

1. Self-repair; and, 2. Morphogenesis ( changing shapes ).

Examples, amongst many, included design styled:

Snake robots, able to move ‘in-to’ and ‘out-of’ tight spaces; and,

Insect robots, able to move faster ( covering more ground meeting military mission swifter needs ).

[ PHOTO ( above ): legacy Spider, and Payload biochemical delivery simulation ( click to enlarge ) ]

CONRO robots were design equipped to perform two ( 2 ) missions:

1. Reconnaissance ( activity detection, monitorization, and reporting – surveillance ); and,

2. Deliver small ‘military payloads’ ( bio-chemical weapons, etc. ) into ‘enemy occupied remote territory locations’ ( away-from friendly warfighters ).

CONRO robots are comprised of multiple SPIDERLINK modules.

In 1999, DARPA built both ‘snakes’ and ‘hexapods’ as ‘initially tethered’ prototypes termed 1-DOF, equipped with abilities to both ‘dock’ and ‘gait ambulate’ based on applied computational algorithms.

In 2000, DARPA had twenty ( 20 ) autonomous self-sufficient ‘modules’ – not mentioning what those resembled – built designated as 2-DOF, after:

1. Hormone based control developed and tested theory;

2. Hormone hexapods and snakes implemented motions ( for 2-DOF );

3. Quadrupeds, hexapods and snakes implemented locomotion with centralized control for 2-DOF;

4. Morphing self-repair ‘modules’ delivering small payloads used ‘miniature cameras’ that were designed and tested; and,

5. Snake head with snake tail with configured docking capabilities were implemented laboratory two dimensional ( 2-D ) testing.

CONRO DARPA Near-Term Milestones:

1. Modules’ reconfigurability ( morphogenesis ) robust automation designed and demonstrated ( for 2-DOF );

2. Topology ‘discovery’ ( automatic topography recognition ) demonstration;

3. Gait reconfiguration ( morphogenesis ) automation for ambulating a ‘given’ ( programmed instruction ) topology designed and demonstrated;

4. Gait reconfiguration ( morphogenesis ) automation for ambulating a ‘discovery’ ( automatic topography recognition ) designed and demonstrated;

5. Wireless ( radio frequency, infra-red, etc. ) control of miniature cameras demonstrated;

6. Pointing ( waving, mousepad, etc. ) control of miniature cameras demonstrated; and,

7. Large scale deployment of CONRO robots demonstrated.

[ PHOTO ( above ): DARPA BioBot named Blaberus ( click to enlarge ) ]

Deployer Robot ( DR ) –

Deployer Robots ( DR ) ‘support’ and ‘deploy’ distributed ‘teams of other smaller robots’ termed “Joeys” ( singular, “Joey” ) that perform either ‘hazardous tasks’ or ‘tedious tasks’.

Deployer Robots ( DR ) have two ( 2 ) roles, that:

1. Carry and launch given numbers of smaller Joey robots ( Joeys ); and,

2. Command and control ( C2 ) – after launching – Joey robots ( Joeys ).

[ PHOTO ( above ): legacy CyberLink HID test USAF personnel with DARPA robots ( click to enlarge ) ]

Robot Loop Pyramid –

Robot-in-the-Loop ( RIL ) concept, augments Human-in-Loop ( HIL ), building a ‘pyramid of robots’ – supervised by one ( 1 ) person.

‘Launch’ and ‘Command and Control’ ( C2 ) – of different Joey robots ( multiple, i.e. Joeys ) – two ( 2 ) goals are handled independently, as:

1. ‘Launch’ of robots, via grenade sized Joey robot clusters ( multiple ), developed under DARPA Deployer Robot ( DR ) Program availability of smaller Joeys; and,

2. ‘Command and Control’ ( C2 ), is investigated using ‘larger robots’ developed for DARPA ITO sister Software for Distributed Robotics ( SDR ) Program enabling fully leverage of both Deployer Robot ( DR Program and Software for Distributed Robotics ( SDR ) Program development of algorithms leveraging heterogeneous interaction between a ‘smart’ highly mobile ‘Deployer Robot’ ( DR ) and a ‘team’ of Joey robots that are more powerful, less computational and less mobile.

[ PHOTO ( above ): legacy Virtual Combiman digital glove waving battlespace management ( click to enlarge ) ]

DARPA key universal elements of robot deployment examined:

1. Emplacement – Launching and dynamically situating the Joeys for mission goals;

2. Operations – Maintaining the infrastructure to support the distributed front, including communications and error detection and recovery ( e.g., getting back on course after positional drift ); and,

3. Recovery – Collecting Joey robots data to analyze after delivery into a format useful for the human operator.

DARPA Deployer Robot ( DR ) Program development acquired and refitted two ( 2 ) Urban Robot Upgrades ( URU ) in new Deployer Robots ( DR ) types.

DARPA, investigated five ( 5 ) alternate launch strategies, but selected only one ( 1 ):

1. Grenade barrel launch, delivery of robots, into a three ( 3 ) story building.

2. Grenade barrel launcher was designed, equipped and developed, with:

3. Grenade Magazine contains ‘multiple Joey robots’ for ejection – supports full mobility integrity of the Deployer Robot ( DR );

4. Sensor mast ( collapsible ) – for Deployer Robot ( DR ) interaction with Joey robots launched on arrival at destination location; and,

5. Communication ( 916 MHz ) link between Deployer Robot ( DR ) and Joey robots.

DARPA SDR Program –

DARPA Software for Distributed Robotics ( SDR ) Program development designed and built Joey robot prototypes ( approximately 3-1/2 inch cube ) for ultimate fabrication in a production lot quantity of 120 Joey robot units.

DARPA Software for Distributed Robotics ( SDR ) Program leverage and adaptation controls swarms of Joey robots.

DARPA Near-Term Milestones:

1. Launch propulsion mechanisms ( C02 cartridge, .22 caliber shell, or other ) deployment testing of Joey robots into battlefield areas;

2. Launcher ( of multiple Joey robot deployment ) mechanism built on-board first ( 1st ) Deployer Robot ( DR ) named Bandicoot;

3. Sensor mast ( collapsible ) built and installed on-board second ( 2nd ) Deployer Robot ( DR ) named Wombat;

4. Radio Frequency ( RF ) development protocols for interaction between Deployer Robot ( DR ) and Joey robots;

5. Infra-Red ( IR ) deployment protocols for interaction mechanisms between Deployer Robot ( DR ) and Joey robots using IR ( Infra-Red );

6. Human Interface Device ( HID ) operator remote control unit ( ORCU ) development for Deployer Robot ( DR ).

DARPA SIMBIOSYS began over 12-years ago. All the photographs ( above ) are almost one decade ( 10-years ) old.

Current careful research on this subject further provides more information about where the U.S. stands today.

Submitted for review and commentary by,

Concept Activity Research Vault ( CARV ), Host
E-MAIL: ConceptActivityResearchVault@Gmail.Com
WWW: http://ConceptActivityResearchVault.WordPress.Com

Reference

http://web.archive.org/web/20021214110038/http://groups.msn.com/AnExCIA/rampdintell.msnw

Secret IT Directorate

CIA HQ former buildings

[ PHOTO ( above ): Former U.S. Central Intelligence Agency Headquarters ( click on image to greatly enlarge ) ]

Secret IT Directorate
by, Concept Activity Research Vault ( CARV )

November 22, 2011 11:45:08 ( PST ) Updated ( Originally Published: October 25, 2010 )

USA, Menlo Park, California – November 22, 2010 – Some may not recall the ‘first public announcement ( 2000 )’ of the United States Central Intelligence Agency ( CIA ) ‘private business corporation’ having been referred to as the IN-Q-TEL CORPORATION INTERFACE CENTER (aka) QIC, it was however fomerly known as IN-Q-TEL CORPORATION, but ‘that company name’ was even formerly known as IN-Q-IT CORPORATION (  ’not’ to be confused with the INTUIT CORPORATION business of software application programs QuickBooks and TurboTax ), however the CIA ’reversed’ its previous private business name change decisions back to it now being known as the IN-Q-IT CORPORATION ( IN-Q-IT ) today. Clear as mud, right?

Some wonder whether ”IN-Q-IT” is even ‘really’ the ’true name’ of this CIA ‘private business’ company today, or whether – within the intelligence community pea ‘n shell game of names – other company subsidiary names may have developed, but for now the IN-Q-IT CORPORATION is ‘currently known’ as being the U.S. Central Intelligence Agency ( CIA ) ‘venture capital’ private business corporation.

Important to understand precisely ‘what this CIA private business was supposed to be accomplishing’ versus ‘what the CIA actually did’ with its private business; more recently, however ’what it has become’ and ‘what it is supposed to be accomplishing’ today and for the future.

The curious state of affairs sees no one knowing anything more about the CIA QIC ( IN-Q-TEL Interface Center ) private business corporation than a few did when it began, but ‘now’ no one is even required to inform the public with an accounting to justify anything surrounding it. Why? Because it was meant to be a ‘private business’ company, ‘not’ a U.S. government entity, and ‘that’ was ‘how’ the CIA created it to remain – outside anyone’s purview – for a rather ‘complex’ reason.

The only method, by which an ‘even more complete’ and ‘even more accurate assessment’ may be formulated for an ’even more thorough understanding’ is quite involved and may at times be highly complex. One must not only review ‘multiple facet areas’ this CIA ‘private business company was originally designed to tackle but more-so what it was supposed to accomplish, and from within ‘both’ of those areas, go on to ’realize precisely’ what ‘were’ and ‘still are’ today’s “problem sets” facing the CIA and just ‘how’ they are juggling it all.

Some believe ‘members’ of U.S. Congressional committees’ and subcommittees’ ‘oversight’ had to attend ‘special educational lessons’ designed by the CIA. Did key members of Congress attend what basically amounted to a CIA ‘school’?

The CIA Congressional school was believed non-existent by many left to see other less palatable theories develop into the U.S. Congress having simply tired over too numerous CIA complex oversight reviews – and so much so that Congress relagated its own authority over to CIA in what some believed tantamount to the CIA ‘fox’ guarding its own global-sized intelligence ‘chicken coop’.

Some may now be enlightened to understand what the United States Central Intelligence Agency ( CIA ) decidely phrased as its own ”radical departure” away-from what it perceived as ‘inefficient economic budget support’ for solving its own ’quantum complexities’ within ’highly specific areas’ – still ‘classified’ in the interest of ‘national security’ – burdensomely producing an exponential growth of new ”problem sets” the CIA would only publicly explain – in the most general of terms – as such ‘experienced from within un-named areas’ of ‘science and technology research and development applications’ that the CIA was decidely viewing to establish ‘limits upon’ and go on to a’simultaneously’ establish as ‘marketable derivatives’ it called ”products” that CIA Office of Science and Technology ( S&T ) oversight could ‘manage distribution of information knowledge’ from but on an ‘in-exchange’ contractual agreement basis with ‘cooperative’ “private sector” ‘individuals’, ‘businesses’,  ’institutions’ and ‘organizations’ and thereby ‘establish who held proprietary keys’ to ‘special skill sets’ of what was already protected ’intellectual property rights’ of “existing” technology and CIA global establishment over all ”emerging” ( new upcoming future ) technology proprietary rights by sole marketeering ‘special talents’ and ‘special services’ could be harvested where incredible amounts of ‘profit’ could also be harnessed ( absorbed ) by the CIA.

To many of entrepeneurial independent spirit this CIA QIC private business corporation appeared, in-essence, out-of nowhere, like a new Borg structure infringing on private freedoms of what few once experienced of global marketplace past, and to others CIA QIC tenor was too Godfather-like – making people and entities an offer they couldn’t refuse. While the CIA foresaw such rumors and speculation coming,  in reality, what ‘was’ the ‘CIA’ doing by opening-up ‘its own private business corporation’?

Visionary dreams may be able to see the United States Central Intelligence Agency ( CIA ) ‘shed’ its ’government skin’ to become the ‘world’s largest multi-national corporation’ holding the ‘world’s largest monopoly’ on information technology ( IT ) research and development direction of much of the world’s finest talent resources, i.e. private ‘individuals’, ‘businesses’, ‘institutions’ and ‘organizations’ independently operating outside U.S. Congress ‘oversight, budget justification and related constraints’. Such clever restructuring in-place, CIA would cease to exist as the public knows it today, technically – by legal definition – becoming a wholly-owned ’non-profit organization’ – no longer requiring U.S. Department of the Treasury tax dollar funding. Set free, a new type of CIA would exist with ‘self-determined financing’ and stock market trading profits derived from a host of private sector corporate ‘mergers and acquisitions’ ( M&A ).

While surface dreams of such visionaries might at-first appear ingenious ‘how’ was ‘all’ this ‘actually assembled’?

Before 1999, it took the CIA Office of Legal Counsel less than 1-year to research various United States laws to locate legacy technicality provisions that the U. S. Congress approved allowing the CIA to exercise its own ”radical departure” plan.

By 2000, ’reality’ saw the fetal stages of this CIA private bussiness venture plan developing, leaving the public without hearing anymore further about its progress.

Some believed an ‘initial public offering’ ( IPO ) paying dividends to private individual investors and corporate trading of shares of ‘stock’ in what could have been misconstrued as potentially being the world’s largest ‘insider trading scheme’ headache of the United States Securities and Exchange Commission ( SEC ) whose predictives could only imagine manage the envelopment of multiple new technology area companies trading on ’stock exchange’ floors that could potentially carry forward ‘mutual profit secrets’ paying more funds than anticipated into the CIA private business plan – a “radical departure” away from what otherwise had long been understood as the status quo of world trading – where embarrassing implications might turn’terrorist fund reduction measures’ into ‘profits derived from CIA led secret private business developments in high technology products’. Could such a “radical departure” plan backfire or morphotherwise ’unsophisticated terrorists’ – utilizing improvised munition missions – into a new more powerful community of ’uncooperative competitive business terrorists’? Perhaps.

Implications of a CIA private business group of subsidiary businesses trading stock on ‘open stock market exchanges’ around the world could create an entirely ’new form of intelligence blowback’ of staggering global socio-economic business proportions for future generations.

Today, no overall clear pictures exist on what still remains cloaked in secrets – albeit ’government’ or ‘private’ – where outside both domains this CIA private business enterprise continues growing. But, in which directions?

Prior to 2001, the new CIA plan became a ’high-directional multi-tiered simulataneous growth-oriented economic support expansion’ for and of ‘key-critical secret-sensitive advanced “information technology” ( IT ) derivatives ( “products” )’ that could ‘only be implimented’ by the CIA “identifying” ( targeting ) and “partnering” ( obtaining ) ’exisiting information’ and ‘information tasking ability quotients’ from “global” ( worldwide ) “private sector” masses – an ”infinite” ( unlimited ) supply of ‘private individuals’, ‘private businesses’ and ‘institutions’ to become ‘dedicated taskers’ of controlled CIA “problem sets.”

The CIA private business futures would depend on successful simultaneous utilization of exercising better economic sense to its maximum potential immediately alongside highly specific advanced technological enhancements the United States ’intelligence community’ would be grown under a new ‘broad term secrecy’ commonly known but hidden within what the CIA termed only as ”information technology” ( IT ) that would necessarily require CIA controlled ’targeting’, ‘shaping’ and ‘acquisition’ of a plethora of private business sector information technology ( IT ) application research and development.

Truely a ”radical departure,” as the CIA publicly alluded to, when describing its ‘new mission focus’ – solving CIA “problem sets.”

Although CIA controlled ’special technology’ research and development ( R&D ) was on ‘applications’ that later becale known as ” Commercial Off The Shelf ” ( C.O.T.S. / COTS ) ‘products’ that were in-essence – during early stage informational development – the cruxt of what the CIA wanted presented on its ‘table’ whereupon the CIA would legitimatize and manage ‘mass information exchanges’ the CIA would ’trade’ for ‘other valuable considerations’ but to only a select few ‘private companies’ ( e.g. LOCKHEED, LUCENT, PHILIPS, AT&T, et al. ) that would in-return be ‘capable of offering’ through only ’United States government qualified’ contractual agreement exchanges of whatever the CIA deemed these companies ’could place of further interest’ or ’further the duration of continuing to provide’ what these select private ‘individuals’, ‘companies’, ‘institutions’ and ‘organizations’ were ‘already providing under U.S. government contract agreement harvests’.

The public, however only understood ‘press reports’ that kept all of the aforementioned very ’simple’ – indicating in the vaguest of terms – that ‘products would eventually be sold’ ”through the private sector.”

Secret-sensitive ‘products’, that were in all actuality ‘technological breakthroughs’ were to be traded between CIA selected and controlled business stock holdings, and the CIA IN-Q-TEL INTERFACE CENTER ( QIC ) would privately and thereby secretly manipulate all technology funds derived from what the CIA QIC publicly referred to as those being its ‘partners’ and ‘other vendors’ that would remain ’outside the purview U. S. Congress government budget oversight’ where all private companies remain to enjoy unfettered privledges of privacy.

By utilizing U.S. Department of the Treasury government tax funds – for U.S. government contract agreement funding to ‘private business partners’ – the United States Federal Reserve System follows in CIA footpath lock-step by ’mirroring’ private bank wire transfer monies directed and then redirected through a long chain series of foreign corporation named offshore bank accounts secretly routed back into the U.S. Central Intelligence Agency ( CIA ) IN-Q-IT CORPORATION (aka) QIC  private business enterprise handling ‘venture capital’ where new project funding amounts may be decidely broken down into smaller amounts or pooled into much larger amounts for dispersals to clandestine other secret-sensitive intelligence programs, projects and/or operations that gain the strength to easily remain ‘outside U.S. Congress intelligence oversight board committees and subcommittee scrutinization.

Directorate Central Intelligence ( DCI ) ochestral management arrangements within its IN-Q-IT INTERFACE CENTER ( QIC ) realizes from foreign historical prospectives that when a private business exercises ‘en masse privatized mind teams’ to understands today’s falabilities in-keeping with human frailties encountering CIA inherent procedural compartmentalization of secrets rule ( no “talking around” ) requiring those of such outside each task to be unable to quickly assemble an ‘overall picture’ of what overall CIA plans consist of – at least that’s how it’s supposed to work but rarely does – so, while that alone ( in and of itself ), became a “problem set” to solve that drastic measures needed taking. Hence, the CIA “radical departure” plan has another design serving to counteract intelligence information leaks.

Ingenious, is a very small word to describe even one ( 1 ) facet of this CIA private business plan where the public has its limited understanding confusingly ’shifted from what it perceives to be government secrets’ moved rapidly back and forth between ‘private sector secrets’ in what only but a few perceive to be a ‘new wave intelligence form’ or ‘combinatoric intelligence structuring’ producing a shield ( shell ) to protect even more secrets actually beneath what has become a new globally flexible CIA layered support group strengthening.

As an extremely large ’black budget’ intelligence missions funding source, CIA IN-Q-TEL INTERFACE CENTER would only be the recipient of limited and toned recommendations supplied by the QIC Board of Advisors ( CIA headquarters ) as measures to be reviewed for eventual implimentation by the QIC Board of Trustees for the essential discretionary manipulation of sophisticated:

1. Technologies [ i.e. XEROX PARC RESEARCH CENTER, et al. ];

2. Vendors [ i.e. LOCKHEED, et al. ];

2. Debt [ i.e. TELECREDIT INC., et al. ];

3. Capital [ i.e. MARSH & MCLENNAN CAPITAL INC. ];

4. Stock Market Trading [ i.e. GOLDMAN SACHS & CO. ]; plus,

5. More.

The report ( below ) shows ‘whom’ were initially placed in ‘experienced authoritative positions’ and shows ’whom’ were chosen as ’senior level executive advisors’, all selectively chosen by the CIA pulling them from ‘key critical private businesses’ to ‘guide’ the private U.S. Central Intelligence Agency business venture.

Such should really come as no surprise, at least to those understanding mechanics of international business, trading and finance where all domestic and foreign bank account transactions are mirrored under oversight by the United States Federal Reserve System ( FED ) and U.S. Securities And Exchange Commission ( SEC ), the latter two ( 2 ) of which are ‘overseen’ by the U.S. Central Intelligence Agency ( CIA ).

This information was dervived from, outside ’market sensitive‘ ( stock market trading ) material, a Critical Sensitive National Security report [ August 13, 2001 ] of the U.S. Congress, House of Representatives Subcommittee on Oversight and Investigations ( Subcommittee ) of the Committee on Financial Services relying on information supplied by, amongst others, the SEC Divisions of Enforcement and Corporation Finance, Offices of the Chief Accountant, General Counsel, Compliance, Inspections and Examinations, Office of the Comptroller, Office of Economic Analysis, the U.S. Central Intelligence Agency ( CIA ).

But, is all this ‘really going on’? See full report ( below ).

– – – –

Courtesy: Unwanted Publicity Information Group

Source: X-CIA Files [ now defunct MSN Group website ]

 

 

 

CIA Sends Hi-Tech Tsunami Warnings by, X-CIA Files – Staff Writer [ AnExCIA@bluewin.ch ]

March 12, 1999

USA, California, Menlo Park – The first ‘publicly open contract’ between a so-called ‘private firm’ partnering with the U.S. Central Intelligence Agency (CIA) where the private corporation whose CIA members conceived and funded it is known as the In-Q-Tel Corporation was formerly known as the In-Q-It Corporation.

In-Q-Tel is actually one of many CIA private-sector business partners, which is not all that uncommon a partnership, like what the CIA has had for decades with the MITRE CORPORATION (USA), BELL LABORATORIES ( Canada ), and TRW Power Thrusting Division ( Hawthorne, California, USA ), remote control center for CIA maneuvering Tracking Data and Relay Satellites ( TDRS ) and the Killer HUGHES ( KH-11 ) anti-satellite satellite ( space born destructive laser platform ) series.

The publicly revealed partnership between the CIA and IN-Q-TEL CORPORATION has sent another tsunami warning to Japan at its NIPPON ELECTRIC CORPORATION ( NEC ) high-technology monopoly, that has been right on the heels of advanced high-technology advancements seen within the RESEARCH TRIANGLE PARK ( North Carolina, USA ).

There is some doubt and controversy though between what the CIA says In-Q-Tel is, verses what Q-In-Tel says it is.

CIA claims ( on its website ) that Q-In-Tel is a “‘non-profit’ organization.”

IN-Q-TEL states it has had ’profitability in-mind for quite some time’.

Let’s see what the facts reveal (below), allowing casual observers to make up their own minds about just what IN-Q-TEL ‘really is’:

The In-Q-Tel Heirarchy

CIA IN-Q-TEL INTERFACE CENTER ( QIC ) players are stacked-up on a list that reads like something out-of a Robert Ludlum novel – filled with international intrigue high-tech corporatarchy.

CIA IN-Q-TEL INTERFACE CENTER ( QIC ) Board of Trustees is a Who’s-Who of ‘big corporate’ America:

– Gilman Louie, CEO of IN-Q-TEL CORPORATION, most recently was HASBRO INTERACTIVE Chief Creative Officer and General Manager of the GAMES.COM group ( responsible for creating the HASBRO internet game site ), previously serving as Chairman of the Board of MICROPOSE, CEO and Chairman of SPECTRUM HOLOBYTE, CEO of SPHERE INC., and is on the Boards of Directors of numerous software firms.;

– Lee Ault, Chairman, former Chairman and CEO of TELECREDIT INC.;

– Norman Augustine, former Chairman and CEO of LOCKHEED MARTIN CORPORATION;

– John Seely Brown, Chief Scientist, XEROX CORPORATION and President, XEROX PARC RESEARCH CENTER;

– Michael Crow, Executive Vice Provost of Columbia University;

– Stephen Friedman, Senior Principal of MARSH & MCLENNAN CAPITAL INC., and former Chairman of GOLDMAN SACHS AND CO.;

– Paul Kaminski, former U.S. Department Of Defense ( DoD ) Undersecretary for the U.S. Defense Acquisition and Technology Office, President and CEO of TECHNOVATIONS INC., and Senior Partner in GLOBAL TECHNOLOGY PARTNERS;

– Jeong Kim, President of CARRIER NETWORK, part of the LUCENT TECHNOLOGIES GROUP, and former founder of YURIE SYSTEMS;

– John McMahon, former Deputy Director of U.S. Central Intelligence Agency ( CIA ), former President and CEO of LOCKHEED MISSILE & SPACE COMPANY, and consultant to LOCKHEED-MARTIN CORPORATION;

– Alex Mandl, Chairman and CEO of TELIGENT, and former President and CEO of AT&T; and,

– William Perry, former U.S. Department Of Defense Secretary and currently Berberian Professor at Leiland Stanford University.

New CIA Use Of In-Q-Tel Interface Center ( QI.C )

In-Q-Tel is a new non-profit corporation funded by the CIA to seek Information Technology ( IT ) solutions to the Agency’s most critical needs. A unique venture, was formed to enable the Agency ( CIA ) to have access to ‘emerging and developing information technology’ in a timely manner.

QIC ( IN-Q-TEL INTERFACE CENTER ) is the ‘interface center’ linking the IN-Q-TEL CORPORATION to the Agency ( CIA ).

QIC – CIA Function

QIC develops a problem set for In-Q-Tel, partners with In-Q-Tel in the solution acceptance process and manages the Agency’s relationship with In-Q-Tel.

QIC plans and evaluates the partnership program, protects CIA security and CIA counter-intelligence interests and communicates the QIC / In-Q-Tel venture to the World.

CIA – QIC Function

The CIA, working in partnership with IN-Q-TEL, created the Agency’s ( CIA ) new found organization QIC.

QIC goals now, are to be the leading source for commercial, high impact IT solutions for the Agency ( CIA ), and will be herald as the single most important contributor to the Intelligence Community by the year 2001. QIC will create and use the full range of corporate processes needed to manage QIC (aka) the ” CIA-In-Q-Tel Partnership ” by delivering CIA-accepted IT solutions.

CIA Goals With QIC

Eventually, IN-Q-TEL will take on a life funded by the high-technology consumer public. QIC ( IN-Q-TEL Interface Center ) however, works comprehensively and collaboratively with Agency ( CIA ) IT specialists, customers, IN-Q-TEL experts, Agency ( CIA ) managers, the Chief Information Officer, the Chief Technology Officer, Chief Financial Officer, Agency directorates, and Executive Board to develop an annual coordinated and approved critical ‘problem set’ for IN-Q-TEL.

QIC, leads Agency participation in the partnership’s solution transfer planning, including resources, technology demonstration, and prototype testing and evaluation.

At the same time, QIC works with In-Q-Tel to assure that it addresses issues regarding the transfer of IT solutions into the Agency. QIC also works with Agency customers and their managers to create an environment conducive to the implementation and acceptance of partnership solutions and follow-on initiative.

In-Q-Tel Background

On September 29, 1999 the Central Intelligence Agency (CIA) was treated to something different. In many of the nation’s leading newspapers and television news programs a story line had appeared that complimented the Agency for its creativity and openness.

The media was drawn to a small corporation in Washington, D.C. that had just unveiled its existence and the hiring of its first CEO, Gilman Louie who described the Corporation called, the “IN-Q-IT CORPORATION“, as having been formed “…to ensure that the CIA remains at the cutting edge of information technology advances and capabilities.”

With that statement the Agency ( CIA ) launched a new era in ‘how it obtains cutting-edge technologies’.

In early January 2000, the name of the corporation ( IN-Q-IT CORPORATION ) was changed to IN-Q-TEL CORPORATION.

The ‘origins of the concept’ that has become IN-Q-TEL are traceable to Dr. Ruth David, former CIA Deputy Director for Science and Technology.

She and CIA Science And Technology Deputy Director, Joanne Isham, were the first senior Agency ( CIA ) officials to understand that the information revolution required the CIA to forge ‘new partnerships’ with the ‘private sector’ and ‘design a proposal for radical change’.

The timing of the proposal was fortuitous.

CIA Director of Central Intelligence ( DCI ), Mr. George Tenet, had just launched his own Strategic Direction Initiative ( SDI) – also known as “Star Wars“ – included technology as one of its areas for review.

The study made a direct link between Agency ( CIA ) ‘future technology investments’ and ‘improving’ its ‘information gathering’ and ‘analysis capabilities’.

By the summer of 1998, the Agency ( CIA ) had assembled a few senior Agency ( CIA ) ‘staff employees with an entrepreneurial bent’ and ‘empowered them’ to take the Dr. Ruth David original concept and flesh it out.

Aided by a ‘consulting group’ and a ‘law firm’, they ( CIA ) devoted the next 4-months to making the rounds in Silicon Valley ( California ) – and elsewhere – putting the concept through the wringer. Much of the ‘time was spent listening’.

Many they met with were often critical of one aspect or another of the concept.

But, whether they were ‘venture capitalists’, Chief Executive Officers ( CEO ), Chief Technical Officers ( CTO ) or men of Congress and staffers, all eagerly immersed themselves in spirited debates that enriched the Agency ( CIA ) team and ‘drove the concept in new directions’.

By the end of 1998, the Agency  CIA ) team reached a point at which the concept seemed about right.

Though’ it had changed considerably’ from that which had been proposed initially by Dr. Ruth David, it remained true to its core principles.

It was time to hand the ‘product’ of the Agency ( CIA ) work over to someone in the ‘private sector’ with the ‘experience’ and passion necessary ‘to start the Corporation’.

To the delight of the DCI and Agency ( CIA ) team, Norman Augustine, a former CEO of LOCKHEED-MARTIN and 4-time recipient of the Department of Defense highest civilian award, the Distinguished Service Medal, accepted the challenge.

By February 1999, the Corporation was established as a legal entity, and in March [ 1999 ] it [ IN-Q-TEL CORPORATION ] received its first [ 1st ] contract from the Agency ( CIA ). In-Q-Tel was in business, charged with ‘accessing information technology ( IT ) expertise and technology wherever it existed’ and brought it to bear on the’ information management’ challenges facing the Agency ( CIA ).

In-Q-Tel Creation

As an information based agency, the CIA must be at the cutting edge of information technology in order to maintain its competitive edge and provide its customers with intelligence that is both timely and relevant.

Many times the Agency and the federal government have been the catalysts for technological innovations. Examples of Agency ( CIA ) inspired breakthroughs, include the LOCKHEED AEROSPACE aircraft designed U-2 ( Dragon Lady ) and SR-71 ( Black Bird )reconnaissance aircraft and the CORONA ‘surveillance’ satellites, while the ‘parent of the Internet’ [ Advanced Research Projects Agency (aka) ARPA.NET ] was led forward with the Defense Advanced Research Projects Agency ( DARPA ).

By the 1990s, however – especially with the advent of the World Wide Web – the ‘commercial market’ was setting the pace in IT innovation.

And, as is the nature of a market-based economy, the ‘flow of capital’ and ‘talent’ has irresistibly ‘moved to the commercial sector’ where the prospect of huge profits from ‘initial public offerings‘ ( IPO ) and ‘equity-based compensation‘ has become ‘the norm’.

In contrast to the remarkable transformations taking place in Silicon Valley ( California ) and elsewhere, the Agency ( CIA ) – like many large Cold War era ‘private sector corporations’ – felt itself being ‘left behind’. It ( CIA ) was not connected to the creative forces that underpin the digital economy.

And, of equal importance, many in Silicon Valley ( California ) knew little about the Agency ( CIA ) IT ( information technology ) needs.

The opportunities and challenges posed by the information revolution to the Agency ( CIA ) core mission areas of ‘clandestine collection’ and ‘all-source analysis’ were growing daily.

Moreover, the [ CIA ] challenges are not merely from foreign countries, but also ‘transnational threats’.

Faced with these realities [ by 1997 ], the leadership of the CIA made a critical and strategic decision in early 1998.

The Agency’s leadership recognized that the CIA did not, and could not, compete for IT ( information technology ) innovation and talent with the same speed and agility that those in the ‘commercial marketplace’, whose businesses are driven by “Internet time” and ‘profit’, could.

The CIA mission ‘was’ intelligence collection and analysis, not IT innovation.

The leadership also understood that, in order to extend its reach and access a broad network of IT innovators, the Agency had to step outside of itself and appear not just as a buyer of IT but also as a seller.

The CIA had to offer Silicon Valley ( County of Santa Clara, California ) something of value, a business model that the Valley [ Silicon Valley ] understood; a model that ‘provides’ – for those who joined hands ( became partner affiliates ) with IN-Q-TEL – the ‘opportunity to commercialize’ their ‘innovations’. In addition, IN-Q-TEL ‘partner companies’ would also ‘gain another valuable asset’, access to very difficult CIA ‘problem sets’ that could become ‘market drivers’.

Once the Agency ( CIA ) leadership crossed these critical decision points, the path leading to IN-Q-TEL formation was clear.

In-Q-Tel – Close-Up

In-Q-Tel founder, Norm Augustine, established it as an independent non-profit corporation.

Its Board of Trustees, which now has 10 members, functions as any other board, initially guiding and overseeing the Corporation’s startup activities and setting its strategic direction and policies.

The CEO, who was ‘recruited’ by the Board [ Board of Trustees for IN-Q-TEL CORPORATION ], reports to them [ Board of Trustees for IN-Q-TEL CORPORATION ], and ‘manages’ IN-Q-TEL.

The Corporation [ IN-Q-TEL ] has offices in two ( 2 ) locations:

1. Washington, D.C.; and,

2. Menlo Park, California [ Silicon Valley ].

It [ IN-Q-TEL ] employs a ‘small professional staff’ and a ‘smaller group’ of ‘business consultants’ and ‘technology consultants’.

In-Q-Tel’s mission is to foster the development of new and ‘emerging information technologies’ and pursue ‘research and development’ ( R&D ) that produce solutions to some of the most difficult IT [ information technology ] problems facing the CIA.

To accomplish this, the Corporation [ IN-Q-TEL ] will network extensively with those in ‘industry’, the ‘venture capital’ community, academia, and any ‘others’ who are at the ‘forefront of IT [ information technology ] innovation’.

Through the business relationships that it establishes, In-Q-Tel will create environments for collaboration, product demonstration, prototyping, and evaluation.

From these activities will flow the IT solutions that the Agency ( CIA ) seeks and, ‘most importantly’, the ‘commercial opportunities’ for ‘product development’ by its ‘partners’.

To fulfill its mission, In-Q-Tel has designed itself to be:

– Agile to respond, rapidly to Agency needs and commercial imperatives;

– Problem driven, to link its work to Agency program managers;

– Solutions focused, to improve the Agency’s capabilities;

– Team oriented, to bring diverse participation and synergy to projects;

– Technology aware, to identify, leverage, and integrate existing products and solutions;

– Output measured, to produce quantifiable results;

– Innovative, to reach beyond the existing state-of-the-art in IT; and,

– Over time, self-sustaining, to reduce its reliance on CIA funding.

At its core, In-Q-Tel is designed to operate in the market place on an equal footing with its commercial peers and with the speed and agility that the IT world demands.

As an example, it [ IN-Q-TEL ] can ‘effect the full range of business transactions‘ common to the industry – it is ‘venture [ venture capital ] enabled’, can ‘establish joint ventures‘, ‘fund grants [ grant funding ]‘, sponsor open competitions, ‘award sole source contracts‘, etc. And, ‘because of the many degrees of freedom granted to it‘ [ IN-Q-TEL ] by the Agency ( CIA ), IN-Q-TEL ‘does not require Agency ( CIA ) approval for business deals it negotiates‘.

As such, In-Q-Tel represents a different approach to government R&D.

It [ IN-Q-TEL ] ‘moves away from the more traditional government project’ office model in which the program is managed by the government.

Instead, the Agency ( CIA ) has invested much of the decision-making in the Corporation [ IN-Q-TEL ].

Hence, In-Q-Tel will be judged on the outcomes produced, i.e. the solutions generated, and not by the many decisions it makes along the way.

In-Q-Tel – IT Space

As with many aspects of the In-Q-Tel venture, the Agency took a different approach in presenting its IT needs to the Corporation. It bounded the types of work that In-Q-Tel would perform – its IT operating “space” – by two ( 2 ) criteria:

In the first [ 1st ] instance, it made the decision that In-Q-Tel would initially conduct only unclassified IT work for the Agency ( CIA ).

Second [ 2nd ], to attract the interests of the private sector, it recognized that IN-Q-TEL would ‘principally invest in areas’ where there was both an Agency ( CIA ) need and ‘private sector interest’.

Whereas in the past, much of the commercial computing world did not focus on those technologies useful to the CIA, the intersection zone between intelligence and private sector IT needs has grown tremendously in recent years.

Many of the underlying technologies that are driving the information revolution are now directly applicable to the intelligence business. Examples of commercial applications that also support intelligence functions are:

1. Data warehousing and data mining; 2. Knowledge management; 3. Profiling search agents [ Search Engines and User search requests ]; 4. Geographic information systems [ Satellite Communication Information Systems ]; 5. Imagery analysis and pattern recognition; 6. Statistical data analysis tools; 7. Language translation; 8. Targeted information systems; 9. Mobile computing; and, 10. Secure computing.

Information Security or INFOSEC, a critical enabling technology for all intelligence information systems, is now a mainstream area of research and innovation in the commercial world, due in no small part to the exponential growth in Internet e-commerce.

Thus, there are a number of commercially available security technologies:

1. Strong encryption; 2. Secure community of interests; 3. Authentication and access control; 4. Auditing and reporting; 5. Data integrity; 6. Digital signatures; 7. Centralized security administration; 8. Remote users or traveling users; and, 9. Unitary log-in.

It is, no doubt, the case that the commercial investments flowing into information security outpace the spending made by the Intelligence Community.

Thus, In-Q-Tel will be poised to ‘leverage the investments of others to the benefit of the Agency ( CIA )‘.

Having bounded In-Q-Tel’s IT space with these 2 criteria – ‘unclassified work’ with ‘commercial potential’ – the Agency defined a set of strategic problem areas for the Corporation.

These four ( 4 ) areas have the added and obvious benefit of spanning the needs of all the Agency’s directorates and, hence, its core business functions of collection and analysis:

1. Information Security: Hardening, and intrusion detection, monitoring and profiling of information use and misuse, and network and data protection.;

2. Use of the Internet: Secure receipt of information, non-observable surfing, authentication, content verification, and hacker resistance.;

3. Distributed Architectures: Methods to interface with custom / legacy systems, mechanisms to allow dissimilar applications to interact, automatic handling of archived data, and connectivity across a wide range of environments.; and,

4. Knowledge Generation: Geospatial data fusion and multimedia data fusion or integration and, computer forensics.

Information Technology ( IT ) In-Q-Tel – CIA Occupancy

It will no doubt raise questions with some who will believe that it or the Agency ( CIA ) have other motives.

It is, therefore, important to highlight ‘what In-Q-Tel is not’ and what it [ IN-Q-TEL ] will not do.

First, it is not a front company for the Agency ( CIA ) to conduct any activities other than those spelled out in its Articles of Incorporation and its Charter Agreement.

As a non-profit – 501(c)3 – corporation, it will operate in full compliance with the Internal Revenue Service ( IRS ) regulations and, as with all similar non-profits, its IRS filing will be a matter public record.

In-Q-Tel is ‘openly affiliated with the Agency ( CIA )’, as was made obvious to the world during its press rollout on September 29, 1999.

Of equal importance, it will not initiate work in areas that lead to solutions that are put into so-called “black boxes” – that is, innovations that the government subsequently classifies. To do so would undercut In-Q-Tel credibility with its business partners to the detriment of the Agency.

Finally, IN-Q-TELis a solutions company‘, ‘not a product company‘.

Working through its business partners, it will demonstrate solutions to Agency problems but will not generate products for use by Agency components.

In-Q-Tel ‘inspired products‘ will be ‘developed through separate contractual arrangements‘ involving Agency ( CIA ) ‘components‘ and ‘other vendors‘.

In-Q-Tel – Structure & Staffing

Central to the In-Q-Tel business model are speed, agility, market positioning, and leveraging.

These attributes, taken together, have helped shape the evolving structure of the Corporation. It is one that intends to emphasize the “virtual” nature of the Corporation while minimizing “brick and mortar” costs, i.e. it will operate by facilitating data sharing, and decisionmaking via seamless communications using a private network with broadband connectivity to the Agency and its partners, while limiting direct infrastructure investments in laboratories and related facilities by leveraging the facilities of others.

To facilitate this intent, the In-Q-Tel Board and CEO decided to hire a small staff composed of people with strong technical and business skills.

At present, the Corporation has about ten ( 10 ) staff employees and, it is expected that, by the end of the year 2000, the total will number about thirty ( 30 ).

The CEO is currently designing In-Q-Tel management structure, but the parameters he has set for it indicate that it will be very flat and aligned for rapid decision-making.

How In-Q-Tel Works

One of the great leaps of faith the Agency took in this venture was to recognize, early on, that private sector businessmen were better equipped than it was to design the Corporation and create its work program.

The Agency’s critical role was to develop the initial concept, help form the best Board possible, give IN-Q-TEL a challenging problem set, and then design a ‘contractual vehicle‘ that ‘gave‘ the [ CIA ] CorporationQIC ] the ‘necessary degrees of freedom to design itself and operate in the market place‘.

All of this was accomplished in less than 1-year, to include the design of In-Q-Tel’s initial work program. In-Q-Tel’s current work program is built on a process of discrete, yet overlapping, elements – IT roadmapping, IT baselining, and R&D projects.

The underlying philosophy now driving the In-Q-Tel program is to gain an understanding of the many players occupying In-Q-Tel’s IT space – by roadmap analysis – and, concurrently, test and validate the performance and utility of existing products and technologies – by baseline testing – against current Agency needs.

If the test results are successful, the Agency ( CIA ) has the ‘option’ of quickly ‘purchasing’ the ‘products’ directly ‘from the vendor’.

However, in those ‘cases where there are no existing products or technologies‘, or where a gap exists between the baseline test results and the Agency ( CIA ) needs, IN-Q-TEL will launch R&D projects.

In this way, the Agency ( CIA ) obtains near-term solutions through the evaluation of those products considered “best-in-class” and can target its R&D projects more precisely – that-is, to where ‘commercial‘ or ‘other government [ contract ] IT investments [ $ ] are small‘ or nonexistent.

With its first [ 1st ] year budget of about $28,000,000 million, In-Q-Tel has focused its initial efforts on the IT roadmap and baseline elements of the program.

The roadmap project seeks, first, to ‘identify those in industry, government, and academia who occupy the same IT space as In-Q-Tel’ and, secondarily, to ‘spot existing technologies of potential interest’.

The results will also help In-Q-Tel leverage the technical advances made by others, assess the overall direction and pace of research, avoid duplicating work done by other government entities, and highlight [ identify and target ] potential business partners. The roadmap will be updated and refined by In-Q-Tel throughout the life of its work program.

Two ( 2 ) Team Incubators & Twenty ( 20 ) Hi-Tech Firms [ Businesses ]

These twenty (20) are executing the baseline-testing element of the In-Q-Tel work program. They were selected by an independent review panel of national IT experts convened by In-Q-Tel to evaluate multiple proposals.

Each of the two ( 2 ) teams is working on one ( 1 ) or more ‘incubator concepts’ derived by In-Q-Tel from the Agency ( CIA ) ‘problem set‘ enumerated above. The incubator teams will operate for over a [ 1 ] year. As the In-Q-Tel work program grows, it is possible that other baseline incubator teams will be established.

The R&D part of the program, which In-Q-Tel manages, will soon become the core of its activities, with a growing percentage of its funds directed towards a portfolio of research projects. In-Q-Tel is formulating its research thrusts based on the information and test results gathered under the roadmap and baseline work, aided by extensive interactions with the private sector and the Agency.

The design of the research projects will be set by In-Q-Tel and will vary to meet the mutual interests of the Agency ( CIA ), In-Q-Tel, and its prospective business partners.

As mentioned earlier, In-Q-Tel will ‘draw from a broad range of R&D competition‘ models to attract the business partners it seeks.

In some cases, it may assemble teams of companies that each has a necessary part, but not the whole, of the solution In-Q-Tel seeks.

In ‘other projects’ IN-Q-TEL might be a co-investor in a fledgling company with another business partner such as a venture capital firm.

Or, it could take a more traditional route, using a request for proposal.

In essence, In-Q-Tel will use whatever model most efficiently and effectively meets the needs of all parties to a transaction, with a constant eye towards leveraging its resources and solving the Agency’s IT needs.

Common to most or all of the R&D agreements that In-Q-Tel intends to use will be the subject of intellectual property (IP), or more precisely said, the ownership of IP and the allocation of IP generated revenues.

In the area of IT R&D, a deal is typically not struck until all of the parties’ IP rights are clearly established.

In-Q-Tel’s acceptance within the IT market place depends heavily on its ability to negotiate industry standard IP terms.

Recognizing this, the Agency ( CIA ) agreement with In-Q-Tel allows it and/or its partners to retain title to the innovations created and freely negotiate the allocation of IP derived revenues.

The only major stipulation is that the Agency ( CIA ) retain traditional “government purpose rights” to the ‘innovations‘.

Contract Model – In-Q-Tel

Before the partnership between In-Q-Tel and the Agency became a reality, the Agency ( CIA ) had to develop a new contract vehicle that granted the Corporation [ QIC ] the degrees of freedom it needed to operate in the market place.

Most Agency ( CIA ) contracts, including those in R&D, are based on the Federal Acquisition Regulations ( FAR ), however FAR is often viewed by industry as overly burdensome and inflexible. And, it has been the U.S. Department of Defense ( DoD ) experience that smaller companies often will not contract with the government because of the extra costs they would incur to be FAR compliant.

Because the Agency ( CIA ) wanted to encourage such companies to work with In-Q-Tel, it took a different approach and designed a non-FAR agreement with the IN-Q-TEL CORPORATION.

It [ CIA ] also adopted elements from the old internet Godfather, i.e. Advanced Research Projects Agency or ARPA and its model based on “Other Transactions ( OT )” authority granted to the DoD [ U.S. Department of Defense ] by Congress [ U.S. Congress ].

OT [ Other Transaction ] agreements ‘permit authorized government agencies’ [ e.g. CIA ] to design R&D agreements outside the FAR.

The hoped for result is to spur greater flexibility and innovation for the government. In addition, it permits well-managed businesses, large and small, to perform R&D for the government, using their existing business practices and procedures.

Using an ARPA model OT agreement as a guide, the Agency ( CIA ) designed a 5-year Charter Agreement that describes the broad framework for its relationship with IN-Q-TEL, sets forth general policies, and establishes the terms and conditions that will apply to future contracts. In addition, a short-term funding contract was negotiated that includes In-Q-Tel’s “Description of Work”.

Together these documents define the metes and bounds of the Agency ( CIA ) relationship with In-Q-Tel and permit IN-Q-TEL to negotiate agreements with its partners, absent [ without ] most government flow down requirements.

In-Q-Tel – Advancements

The In-Q-Tel venture is one that has challenged the Agency to think creatively and quickly to address the fundamental changes that the information revolution is having on its core business.

It responded by setting aside traditional policies and practices in many areas and established a new partnership with industry and academia, based on shared interest and mutual benefit.

But, one cannot ignore that this venture involves risk, both for the Agency and In-Q-Tel. From the Agency’s perspective there are three ( 3 ) major areas that will require constant attention:

1. Managing its relationship with IN-Q-TEL;

2. Solution transfer; and,

3. Security.

Perhaps the most important of the three is the first, managing the relationship without stifling In-Q-Tel’s competitive edge.

IN-Q-TEL is a small independent corporation ‘established to improve the mission performance of a much larger government Agency‘. [ ? National Secruity Agency ( NSA ) ? ]

The imperatives that led to In-Q-Tel have many parallels in industry. In fact, the IT sector is replete with examples of a large corporation seeking to improve its competitiveness by either purchasing a small start-up company or forming a subsidiary.

The ‘parent corporation‘ [ ? ] sees in ‘its offspring‘ traits that it no longer possesses – speed, agility, and expertise. But, for these traits to be realized, ‘the start-up‘ must operate unencumbered from the ‘parent corporation‘ [ ? ], whose natural tendency is to rein in and control it.

Similarly, the Agency ( CIA ) will have to restrain its natural inclination to micromanage IN-Q-TEL and, instead, allow the Corporation [ QIC ] the freedom to prosper. It must have continuous insight into In-Q-Tel’s activities, but must understand that In-Q-Tel is responsible for its own operations, including the design and management of the work program.

Acceptance by Agency ( CIA ) components of In-Q-Tel inspired solutions will be the most important measure of success in this venture. It is also likely to be the hardest.

While there is every expectation that In-Q-Tel will become commercially successful and seed innovative solutions, if they are not accepted and used by Agency line managers, then the overall venture will be judged a failure.

Although In-Q-Tel has a critical role in the solution transfer process, the burden rests with the Agency, since the challenges are as much managerial and cultural as they are technical.

The Agency ( CIA ) Chief Information Officer ( CIO ), directorate heads, and component directors will all have to work closely with IN-Q-TEL to overcome bureaucratic inertia and identify eager recipients of the innovations that the Corporation develops.

Agency ( CIA ) “product champions” for each IN-Q-TEL project should be identified early and should participate fully in its formulation, testing, and evaluation. Incentives should be considered for those Agency ( CIA ) components that commit to projects with unique risks or that require extensive personnel commitments.

These and other strategies will be employed to ensure that the return on the Agency’s investment in In-Q-Tel translates into measurable improvements in its mission performance.

The open affiliation between the CIA and In-Q-Tel is yet another unique aspect and challenge for this venture. Although the Corporation [ QIC ]will be doing only unclassified work for the Agency ( CIA ), the nature of its IT research and its association with a US intelligence agency will undoubtedly attract the interests of foreign persons, some with questionable motives.

The obvious security ramifications of this scenario were well considered in the decisionmaking process that led to In-Q-Tel’s formation. It was ultimately decided that the risks are manageable and, in many ways, are similar to those faced by any high-tech company trying to protect its IP and trade secrets.

IN-Q-TEL and the Agency ( CIA ) will be working closely to ensure that the Corporation [ QIC ] operates with a high degree of security awareness and support.

In-Q-Tel has a critical role in meeting these three ( 3 ) challenges. However, it’s most persistent challenge will be developing and sustaining a reputation as a business that:

1. sponsors leading edge research;

2. produces discoveries; that can be,

3. profitably commercialized.

Once it has established a record of accomplishment in these two areas, the high caliber IT talent the Agency hopes to reach through In-Q-Tel will be drawn to the Corporation.

In-Q-Tel Future

Those of us at the Agency who helped to create In-Q-Tel are endlessly optimistic about its prospects for success. The early indicators are all positive. Among them is the caliber of the people who stand behind and lead the Corporation and the initial reaction from industry and the trade press to its formation.

IN-Q-TEL Board of Trustees is at least the equal of any large corporation’s board. They are committed to the Agency ( CIA ) mission, the new R&D model that IN-Q-TEL represents, and have invested much of their time to its formation.

The Agency and the nation are in their debt.

The Board [ IN-Q-TEL Board of Trustees ] also recruited an outstanding CEO who brings with him the ‘experiences’ and ‘contacts’ of his Silicon Valley [ California ] base and an established reputation for starting and growing new IT companies.

The favorable press coverage of In-Q-Tel combined with the industry “buzz” engendered by the Board and CEO have brought a flood of inquiries by those interested in doing business with the Corporation. And, most importantly, its work program is already beginning to achieve results that the Agency ( CIA ) can use and that its ( CIA ) partners can commercialize.

Judging by the record to date, the road ahead appears promising. But, In-Q-Tel’s fate also rests in part on those institutions charged with oversight of the Agency and its budget.

Congress has supported the Agency as it launched this new venture. The U.S. Congress “seeded the venture with start-up funding” when it was still in its conceptual phase, but asked hard questions of the Agency throughout the design and formation of In-Q-Tel.

Members understood that starting an enterprise such as IN-Q-TEL is ‘not risk free‘. As with all R&D efforts in government and industry, there will be some home run successes but also some failures. That is the price the Agency must be prepared to pay if it wants to stay on the leading edge of the IT revolution.

With In-Q-Tel’s help plus the continued support of Congress [ U.S. Congress ] and Office of Management and Budget ( OMB ), as well as from the traditional Agency ( CIA ) ‘contractor community‘ and ‘others‘, an “e-CIA” of the next century [ 21st Century ] will evolve quickly, to the benefit of the President and the national security community.

Notes Of Interest

For the next one ( 1 ) or two ( 2 ) years [ 1999 – 2000 ], IN-Q-TEL will accept work only from the CIA‘.

All solutions that it provides to the CIA will be made available to the entire Intelligence Community.

Codified in a 5-year Charter Agreement with the CIA and a 1-year funding contract that is renewable annually. As stipulated in the Charter Agreement, “…the Federal Government shall have a nonexclusive, nontransferable, irrevocable, paid-up license to practice or have practiced for or on behalf of the United States the subject invention throughout the world for Government purposes”.

The Agency ( CIA ) component that has day-to-day responsibility for guiding the CIA relationship with IN-Q-TEL, including the ‘design and implementation of the contract’ and the ‘problem set’, is the IN-Q-TEL INTERFACE CENTER ( QIC ) which resides inside the CIA Directorate of Science and Technology.

Circa: 2002 – 2008

IN-Q-TEL INCORPORATED (aka) IN-Q-IT CORPORATION 2500 Sand Hill Road – Suite 113 Menlo Park, California 94025 – 7061 USA TEL: +1 (650) 234-8999 TEL: +1 (650) 234-8983 FAX: +1 (650) 234-8997 WWW: http://www.inqtel.com WWW: http://www.in-q-tel.org WWW: http://www.in-q-tel.com

IN-Q-TEL INCORPORATED (aka) IN-Q-IT CORPORATION P.O. Box 12407 Arlington, Virginia 22219 USA TEL: +1 (703) 248-3000 FAX: +1 (703) 248-3001

– –

IN-Q-TEL focus areas, surround:

– Physical Technologies; – Biological Technologies; – Security; and, – Software Infrastructure.

– –

IN-Q-TEL

Investments –

Strategic Investments, Targeted Returns

In-Q-Tel is ‘building’ a ‘portfolio of companies’ that are ‘developing innovative solutions’ in ‘key technology areas’

Similar to many ‘corporate strategic venture’ firms, In-Q-Tel seeks to ‘optimize potential returns’ for our clients — the CIA and the broader Intelligence Community— by investing in companies of strategic interest.

In-Q-Tel engages ‘start-ups’, ‘emerging’ and ‘established’ companies, universities and research labs.

In-Q-Tel structure attractive win-win relationships through ‘equity investments’, as well ‘strategic product development funding’, and ‘innovative intellectual property arrangements’ and ‘government business development guidance’.

An Enterprising Partner –

In-Q-Tel ‘portfolio companies’ value a ‘strategic relationship’ with a ‘proactive partner’.

Companies, that work through In-Q-Tel due diligence process, know their technologies have the potential to address the needs of one of the most discriminating enterprise customers in the world.

In-Q-Tel takes a hands-on approach, working closely with our ‘portfolio companies’ to help ‘drive their success’ in the ‘marketplace’ and to ‘mature [ ‘grow’ ] their technologies’.

In-Q-Tel ‘investment goals’ are focused on ‘return’ on technology – a ‘blend of factors’ that will ‘deliver strategic impact’ on the Agency [ CIA ] mission:

– Effective ‘deployments’ of innovative technologies to the CIA; – Commercially successful ‘companies that can continue’ to ‘deliver’ and ‘support’ innovate technologies; and, – Financial ‘returns to fund further technology investments’ to ‘benefit the Intelligence Community’.   Investing In Our National Security –

In just a few short years, In-Q-Tel has ‘evaluated’ nearly two thousand [ 2,000 ] ‘proposals’:

75% [ 1,500 ] of which have come from companies that had never previously considered working with the government.

To date, In-Q-Tel ‘established strategic relationships’ with more than ‘twenty’ ( 20 ) of these ‘companies’.

Read more about our ‘portfolio companies’ and ‘technology partners’, or learn how to submit a business plan to In-Q-Tel.

Areas Of Focus –

IN-Q-TEL focuses on next generation technologies for gathering, analyzing, managing and disseminating data. Learn more about our areas of focus:

Knowledge Management: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/km.html ];

Security and Privacy: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/sp.html ];

Search and Discovery: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/sd.html ];

Distributed Data Collection: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/dd.html ]; and,

Geospatial Information Services: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/tech/gi.html ].

Submit A Business Plan –

“In-Q-Tel also has garnered a reputation in the tech and VC [ Venture Capital ] worlds for being hard-nosed during due diligence. Unlike some venture firms, In-Q-Tel is staffed with hard-core techies who know how to put a program through the ringer. They’ve also got one of the roughest testing domains: the computer systems of the CIA.” – Washington Business Journal ( November 19, 2001 )

– View our criteria [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/submit/index.html ] for submission, and apply for consideration online.

Media Resources –

– Investment Portfolio: [ http://web.archive.org/web/20020630223724/http://www.inqtel.com/news/attachments/InQTelInvestmentPortfolio.pdf ].

Reference

http://web.archive.org/web/20020630223724/www.inqtel.com/invest/index.html

– – – –

Circa: 2002

IN-Q-TEL

Investments –

Technology Partners ( 2002 ) –

INKTOMI [ http://www.inktomi.com ] ( Leading Edge Search and Retrieval Technology )

INKTOMI, based in Foster City, California ( USA ), has offices elsewhere in North America, Asia and Europe.

INKTOMI division business, involves:

Network Products – comprised of industry leading solutions for network caching, content distribution, media broadcasting, and wireless technologies; and,

Search Solutions – comprised of general Web search and related services, and ‘enterprise’ search.

Inktomi ‘develops’ and ‘markets’ network infrastructure software essential for ‘service providers’ and ‘global enterprises’.

Inktomi ‘customer’ and ‘strategic partner’ base of leading companies, include:

MERRILL LYNCH; INTEL: AT&T; MICROSOFT; SUN MICROSYSTEMS; HEWLETT-PACKARD; COMPAQ; DELL; NOKIA; AMERICA ONLINE ( AOL ); and, YAHOO.

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) Lead System Integrator ( LSI ) – SAIC LSI [ http://www.saic.com/contractcenter/ites-2s/clients.html  ]

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ), founded in 1969 by Dr. J. R. Beyster who remained with SAIC for 30-years until at least November 3, 2003, has had as part of its management, and on its Board of Directors, many well known former U.S. government personnel, including:

– Melvin Laird, Secretary of Defense in the Richard Milhouse Nixon Presidential Administration;

– William Perry, Secretary of Defense in the William Jefferson Clinton Presidential Administration;

– John M. Deutch, U.S. Central Intelligence Agency ( CIA ) Director of Central Intelligence ( DCI ) in the William Jefferson Clinton Presidential Administration;

– U.S. Navy Admiral Bobby Ray Inman, U.S. National Security Agency ( NSA ) and U.S. Central Intelligence Agency ( CIA ) – various employed capacities in ‘both’ Agencies – in the Gerald Ford Presidential Administration, Billy Carter Presidential Administration and Ronald Reagan Presidential Administration;

– David Kay, who led the search for Weapons of Mass Destruction ( WMD ) – following the 1991 U.S. Persian Gulf War – for the United Nations ( UN ) and in the George W. Bush Sr. Presidential Administration following the 2003 U.S. invasion of Iraq.

In 2009, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) moved corporate headquarters to Tysons Corner at 1710 SAIC Drive, McLean, Virginia ( USA ).

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) is a scientific, engineering and technology ‘applications company’ with numerous ‘state government clients’, ‘federal government clients’, and ‘private sector clients’.

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) works extensively, with:

U.S. Department of Defense ( DOD ); U.S. Department of Homeland Security ( DHS ); U.S. National Security Agency ( NSA ); U.S. intelligence community ( others ); U.S. government civil agencies; and, Selected commercial markets.

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) Subsidiaries –

SAIC VENTURE CAPITAL CORPORATION; SCICOM TECHNOLOGIES NOIDA ( INDIA ); BD SYSTEMS ( BDS ); BECHTEL SAIC COMPANY LLC; BECK DISASTER RECOVERY ( BDR ); R.W. BECK; BENHAM; CLOUDSHIELD; DANET; EAGAN MCALLISTER ASSOCIATES INC.; HICKS & ASSOCIATES MEDPROTECT LLC REVEAL; SAIC-FREDERICK INC.; NATIONAL CANCER INSTITUTE ( NCI ); SAIC INTERNATIONAL SUBSIDIARIES; SAIC LIMITED ( UK ); CALANAIS ( SCOTLAND ); VAREC; APPLIED MARINE TECHNOLOGY CORPORATION; EAI CORPORATION; and, Others.

In 1991, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) received transference of the U.S. Department of Defense ( DOJ ), U.S. Army ( USA ), Defense Intelligence Agency ( DIA ) ‘Remote Viewing Program’ renamed STARGATE Project.

In January 1999, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) consultant Steven Hatfill saw SAIC vice president Joseph Soukup internally ( with no outside client ) commission ( with no outside client ) William C. Patrick – a retired leading figure in the legacy U.S. bioweapons program – see a report produced ( 28-pages on Feburary 1999 ) on terrorist anthrax attack possibilities via Unitd States postal mailings prior to 2001 anthrax attacks in the United States.

In March 2001, the U.S. National Security Agency ( NSA ) had SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) in ‘concept definition’ phase for what later became known as the NSA TRAILBLAZER Project, a “Digital Network Intelligence” system intended to ‘analyze data’ carried across computer ‘networks’.

In 2002, the U.S. National Security Agency ( NSA ) chose SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) to produce a ‘technology demonstration platform’ for the NSA TRAILBLAZER Project, a contract worth $280,000,000 million ( USD ).

TRAILBLAZER Project participants, included:

BOEING; COMPUTER SCIENCES CORPORATION ( CSC ); and, BOOZ ALLEN HAMILTON.

In 2005, TRAILBLAZER – believed by speculators ( http://www.PhysOrg.Com et. al. ) to be a continuation of an earlier data mining project THINTHREAD program – saw U.S. National Security Agency ( NSA ) Director Michael Hayden inform a U.S. Senate hearing that the TRAILBLAZER program required several hundred million dollars over budget – consequently trailing years behind schedule waiting for approvals.

From 2001 through 2005, SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) was primary contractor for the $600,000,000 million ( USD ) TRILOGY Program, a three ( 3 ) part program – intended to replace obsolete FBI computers with a then-new state-of-the-art cutting edge technology ‘secure high-speed computer network system’ that would install 500 computer network servers, 1600 scanners and thousands of desktop computers in FBI field offices – that on December 2003 delivered to the U.S. Department of Justice ( DOJ ) Federal Bureau of Investigation ( FBI ) its SAIC “Virtual Case File” ( VCF ), a $170,000,000 million ( USD ) software system designed to speed tracking of terrorists, better accurize communications amongst agents fighting criminals with this FBI ‘critical case management system’, however nineteen ( 19 ) different government managers involved 36 contract modifications averaging 1.3 FBI changes everyday totaling 399 changes during 15-months afterwhich the FBI continued arguing ( through its own intermediary, AEROSPACE CORPORATION ) changes until the U.S. Department of Justice ( DOJ ) Inspector General ( IG ) criticized its ‘FBI handling’ of SAIC software, whereon February 2005 SAIC ‘recommended’ the FBI at-least ‘begin using’ the SAIC TRILOGY VCF ‘case management system’.

On September 27, 2006 during a special meeting of SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) stockholders, employee-owners voted by a margin of 86% to proceed with the initial public offering ( IPO ) whereupon completion SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) also paid – to existing stockholders – a ‘special dividend’ of $1,600,000,000 billion to $2,400,000,000 billion ( USD ).

On October 17, 2006 SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) conducted an initial public offering ( IPO ) of common stock offering of 86,250,000 shares priced at $15.00 per share. Underwriters – BEAR STEARNS and MORGAN STANLEY – exercised over-allotment options resulting in 11,025,000 million shares seeing the IPO raise $1,245,000,000 billion ( USD ).

SCIENCE APPLICATIONS INTERNATIONAL CORPORATION ( SAIC ) had approximately 46,000 total employees, 16,000 employees were in McLean, Virginia ( USA ) and another 5,000 employees were in San Diego, California ( USA ).

SRA INTERNATIONAL INC. ( SRA ) [ http://www.sra.com/about-us/profile.php ]

SRA INTERNATIONAL INC., founded in 1978, headquartered in Fairfax, Virginia has additional U.S. offices.

SRA INTERNATIONAL INC. is a leading provider of information technology services and solutions to clients in national security, health care and public health, and civil government markets, requiring:

– Strategic Consulting; – Systems Design, Development, and Integration; – OutSourcing; and, – Operations Management.

SRA INTERNATIONAL INC. also delivers business solutions, for:

– Text mining; – Data mining; – Disaster and Contingency Response Planning; – Information Sssurance; – Environmental Strategies – Environmental Technology; – Enterprise Systems Management; and, – Wireless Integration.

SRA INTERNATIONAL INC. ORIONMagic ®

– –

Circa: 2002

IN-Q-TEL

Investments –

Portfolio Of Companies ( 2002 ) – Partial List

ARCSIGHT [ http://www.arcsight.com ] ( Security Management Software for The Enterprise )

ArcSight, founded in May 2000, is located in the heart of Silicon Valley, California ( USA ).

ArcSight is a leading supplier of enterprise software that provides the security “air traffic control system” for large, geographically dispersed organizations. These organizations are augmenting their network infrastructure with a wide variety of security devices such as firewalls, intrusion detection and identity management systems that produce a barrage of uncoordinated alarms and alerts that overwhelm the security staff.

With its ‘centralized view’ of ‘all security activity’ combined with ‘real time analysis’ of ‘events’, by both ‘operating at the perimeter and inside’ the organization, ArcSight provides a ‘single solution’, for:

Event capture; Log aggregation; Real time correlation; Incident investigation; and, Reporting.

ArcSight ‘separates’, the ‘true threats and attacks’ from the ‘millions of false alarms and non-threatening activities’ that occur each day, focusing attention and resources on high-priority problems.

The company has delivered enterprise, ‘security management solutions’ to leading ‘financial services’, ‘government’ and ‘manufacturing’ organizations while ‘attracting capital’ from ‘leading investors’, such as:

IN-Q-TEL; KLEINER PERKINS CAUFIELD & BYERS ( KPCB ); and, SUMITOMO CORPORATION.

ATTENSITY CORPORATION [ http://www.attensity.com ] ( Text Extraction for Threat Detection )

Attensity Corp., founded in 2000, is a privately held company with dual headquarters in Mountain View, California ( USA ) and Salt Lake City, Utah ( USA ).

Attensity Corp. provides enterprise, ‘analytic software’ and ‘services’, to:

Government agencies; and,

Fortune 500 companies.

Attensity has developed breakthrough text extraction technology that transforms information captured in free form text into structured, relational data.

Attensity enables government agencies to dramatically expand their analytical capabilities in the area of ‘threat detection’ by, powering:

Link analysis; Trending; Exception reporting; Other advanced analytics; and, Knowledge management applications.

Attensity technology is the culmination of nearly a decade [ 10-years ] of research in computational linguistics.

Attensity Corporation customers include:

IN-Q-TEL, a strategic venture group funded by the CIA; WHIRLPOOL; and, JOHN DEERE.

ATTENSITY CORPORATION investor, is:

IN-Q-TEL

BROWSE3D [ http://www.browse3d.com ] ( Advanced Web Navigation )

BROWSE3D, founded in 2000, is located in the Dulles Technology Corridor of northern Virgina.

The company’s first Knowledge Management product, the Browse3D Browser, enables Internet users to browse Web sites using a dynamic, interactive, 3 dimensional ( 3-D ) display environment.

One year later [ 2001 ] the Browse3D Browser was recognized as the Best Internet Software of 2001 at the COMDEX Fall Technology Show ( Las Vegas, Nevada, USA ).

Browse3D launched its ‘consumer product’ in January 2002.

For the past 2-years [ since 2000 ], Browse3D has been working to re-invent the online researcher’s tool set. A researcher’s ability to ‘harvest relevant online data’ is often limited by the tools available to view that data.

Future products and technologies promise additional improvements in the way users ‘find’, ‘organize’, ‘save’ and ‘exchange’ web-based ‘content’.

BROWSE3D early-stage venture funding provided, by:

IN-Q-TEL; and, angel investors.

CANDERA INC. [ http://www.candera.com ] ( Enterprise Storage )

Candera Incorporated, founded in 2000, is a development stage stealth mode company headquartered in Milpitas, California ( USA ).

Candera Inc. is developing a new generation, purpose built, network based storage management platform that gives businesses unprecedented ‘control over’ and ‘visibility into’ their networked storage environments.

With the Candera Confluence solution, businesses can dramatically improve the utilization of their existing heterogeneous storage assets by consolidating them into a centrally managed storage pool. These can then be quickly and dynamically allocated to meet the needs of current and future network based applications, giving large enterprises a strategic advantage.

Candera is building the first [ 1st ] system, of a new generation of systems, that will enable customers to unleash the ultimate value of networked information storage.

CONVERA [ http://www.convera.com ] ( Mission Critical Enterprise Search and Categorization Software )

Convera RetrievalWare is a high-performance intelligent search system that allows broad flexibility and scalability for implementation across corporate intranets and extranets, enabling users to index and search a wide range of distributed information resources, including text files, HTML, XML, over 200 proprietary document formats, relational database tables, document management systems and groupware repositories. Convera RetrievalWare excels in distributed client environments and server environments with hundreds or thousands of users, documents, images and / or multiple media assets.

Advanced search capabilities include concept and keyword searching, pattern searching and query by example.

Convera is a leading provider of enterprise mission-critical ‘search’, ‘retrieval’ and ‘categorizing’ solutions.

More than 800 customers – in 33 countries – rely on Convera search solutions to power a broad range of mission critical applications, including enterprise:

Portals; Knowledge management; Intelligence gathering; Profiling; Corporate policy compliance; Regulatory compliance; Customer service; and, More.

DECRU [ http://www.decru.com ] ( Secure Networked Storage )

Decru, founded in April 2001, is headquartered in Redwood City, California ( USA ).

Decru solves the problem of secure data storage with a robust, wire-speed encryption appliance that fits transparently into any SAN or NAS storage environment, protecting data from both internal and external threats.

Markets include essentially any organization with a need to protect proprietary or confidential information ( e.g. government, technology, financial services, health care ).

Investors, include:

IN-Q-TEL; NEA; GREYLOCK; and, BENCHMARK.

GRAVITRON [ http://www.graviton.com ] ( Early Warning Detection and Notification System for Homeland Security Over Wireless Mesh Networks )

GRAVITON, founded in 1999, is located in La Jolla, California, USA.

Solomon Trujillo, former head of U.S. WEST ( baby bell telephone company ), leads GRAVITRON.

GRAVITON is on leading edge of a fledgling ( small ) industry, known as:

Machine to Machine Communications ( M2M ).

GRAVITON is developing an advanced integrated wireless sensor platform uniquely optimized for large-scale distributed sensor network applications working with Micro Electro Mechanical Systems ( MEMS ) sensor and spread spectrum wireless technologies licensed exclusively to GRAVITON from the U.S. National Laboratory at Oakridge ( also known as ) Oakridge National Laboratory ( Tennessee, USA ) – managed by the U.S. Department of Energy ( DOE ).

GRAVITON products and solutions integrate wireless, sensor and data management technology enabling enterprises to efficiently and transparently monitor, control, send, receive, and update system information from devices anywhere in the world.

GRAVITON is supported and funded by a number of corporate partners and investors, including:

IN-Q-TEL; GLOBAL CROSSING; ROYAL DUTCH SHELL ( oil / petroleum ); MITSUI; SIEMENS; QUALCOM; OMRON; MOTOROLA; and, SUN MICROSYSTEMS.

GRAVITON ‘primary’ financial investors, include:

MERRILL LYNCH;

GRAVITON ‘venture capital’ firms, include:

KLEINER PERKINS CAUFIELD & BYERS ( KPCB ); and, EARLYBIRD.

INTELLISEEK [ http://www.intelliseek.com ] ( Enterprise Intelligence Solutions )

INTELLISEEK, founded in 1997, has since 1998 been changing the way organizations ‘understand’, ‘gather’ and ‘use’ enterprise ‘intelligence’.

INTELLISEEK ‘knowledge discovery tools’ [ as of: 2002 ] enable the nation’s largest enterprises with up-to-the-minute consumer, industry information and ‘competitive intelligence’.

INTELLISEEK ‘Enterprise Search Server’™ ( ESS ) search platform provides a suite of intelligent applications that automate ‘knowledge discovery’ and ‘knowledge aggregation’ from hundreds of disparate, and often hard-to-locate data sources.

INTELLISEEK ‘Knowledge Management’ and ‘Search and Discovery’ solutions solve the fundamental problem of “information overload” by identifying and searching relevant, targeted and personalized content from the internet, intranets and extranets.

INTELLISEEK clients, include:

FORD MOTOR COMPANY ( FOMOCO ); NOKIA; and, PROCTOR AND GAMBLE.

Investors include:

IN-Q-TEL; FORD VENTURES; RIVER CITIES CAPITAL; GENERAL ATLANTIC PARTNERS LLC; FLAT IRON PARTNERS; BLUE CHIP VENTURE COMPANY; NOKIA VENTURES; and, Other private investors.

METACARTA [ http://www.metacarta.com ] ( Geospatial Data Fusion )

MetaCarta, established in 1999, was launched on more than $1,000,000 million in funding from the U.S. Department Of Defense ( DOD ) Defense Advanced Projects Agency ( DARPA ) and private investors.

MetaCarta CEO John Frank, with a doctorate from the Massachusets Institute Of Technology ( MIT ) where during 1999 – as a Hertz Fellow in physics working on a PhD – conceived a new way to view – geographically – ‘collections of text’ that later saw MetaCarta combine his interests in algorithms, information design, and scientific models of real world phenomena.

Metacarta provides a new knowledge management platform that integrates ‘text data with geography’ providing a ‘cohesive system’ for ‘problem solving’.

METACARTA Geographic Text Search ( GTS ) appliance, the software solution, redefines how people interact with information, enabling analysts to view text reports and geographic information in one ( 1 ) logical view through integration of text and geography delivering new information not obtainable from any other source.

MetaCarta CEO John Frank graduated from Yale University.

MOHOMINE [ http://www.mohomine.com ] ( Transforming Unstructured Multi-Language Data Into Actionable Information )

MOHOMINE, founded in 1999, is privately-held and located in San Diego, California, USA.

MOHOMINE technology has been deployed by United States national security organizations.

MOHOMINE mohoClassifier for National Security Organizations ™ reviews ‘text information’ in ‘cables’, ‘e-mails’, ‘system files’, ‘intranets’, ‘extranets’ and ‘internet’ providing ‘automated document classification’, ‘routing’ – based upon ‘learn-by-example pattern recognition’ technology – and ‘reports’ on user defined properties such as ‘topic’, ‘subject’, ‘tone’ ( ‘urgent’, plus others ), ‘author’, ‘source’ ( geographic locations, ‘country’, etc. ), and more.

MOHOMINE mohoClassifier users can easily set up ‘filters’ to automatically ‘identify’ and ‘prioritize’ ( ‘read first’ requirement ) documents that are quickly processed – out-of large volumes of other data – and then quickly route prioritized information to quickly reach the proper people.

MOHOMINE, from Global 5000, currently [ since 2002 ] has more than one hundred fifty ( 150 ) customers across numerous vertical industries, including:

CITICORP; WELLS FARGO; INTEL; TEXAS INSTRUMENTS; PFIZER; BOEING; ORACLE; PEOPLESOFT; and, NIKE.

MOHOMINE investors, include:

IN-Q-TEL; HAMILTON APEX TECHNOLOGY VENTURES; and, WINDWARD VENTURES.

QYNERGY CORPORATION [ http://www.qynergy.com ] ( Long-Lasting Power Solutions For Multiple Applications And Small-Tech )

QYNERGY CORP., founded in 2001, is located in Albuquerque, New Mexico.

QYNERGY technology originated at the U.S. National Laboratory at Sandia ( also known as ) Sandia National Laboratories ( New Mexico, USA ) and at the University of New Mexico ( New Mexico, USA ).

QYNERGY Corp. develops leading-edge energy solutions based on QYNERGY proprietary QynCell ™ technology that made an exciting breakthrough – over other ‘battery’ or ‘portable energy’ devices – in ‘materials science’ allowing QYNERGY to possess several unique competitive advantages.

QYNERGY QynCell ™ is an ‘electrical energy device’ revolution, providing:

Long-lived Batteries – QynCell usable life is potentially over a period of ‘several decades’ ( 10-year multiples ), during which time the QynCell device ‘does not require external charging’;

Miniature and Micro Applications – QynCell™ technology is scaleable, thus can be ‘miniaturized’, for:

Micro Electro Mechanical Systems ( MEMS ); MicroPower™ applications; Small microelectronics; and, Power-on-a-chip applications.

SAFEWEB [ http://www.safewebinc.com ] ( Secure Remote Access )

SAFEWEB, established in April 2000, is based in Emeryville, California, USA.

SAFEWEB built the world’s largest ‘online privacy network’, however in 2001 its ‘free online service’ was ‘concluded’ – to focus on developing its ‘enterprise’ product.

SAFEWEB is a leading provider of innovative security and privacy technologies that are effective, economical and simple.

SAFEWEB Secure Extranet Appliance ( SEA ), the first [ 1st ] SAFEWEB enterprise security release – reduces the cost and complexity traditionally involved in securing corporate network resources.

SAFEWEB Secure Extranet Appliance ( SEA ), named Tsunami, is a fundamental ‘redesign of extranet architecture’ integrating disparate technologies into a ‘modular plug-in network appliance’ ( SEA Tsunami).

SAFEWEB SEA Tsunami is an ‘all-in-one solution’ simplifying implementation of ‘extranets’ and ‘Virtual Private Networks’ ( VPN ) reducing Total Cost of Ownership ( TCO ) by innovative architecture letting companies build – in less than 1-hour – ‘secure extranets’ providing ‘remote stationed’ enablement of ‘employees’, ‘clients’ and ‘partners’ to access ‘internal applications’ and ‘secure data’ from anywhere using a standard internet website browser.

SAFEWEB delivers, through established strategic partnerships, customized versions of its Secure Extranet Appliance ( SEA ) Tsunami technology to U.S. intelligence [ CIA, etc. ] and communications agencies [ NSA, etc. ].

SAFEWEB investors, include:

IN-Q-TEL; CHILTON INVESTMENTS; and, KINGDON CAPITAL.

STRATIFY INCORPORATED [  ] ( Unstructured Data Management Software )

In 1999, PURPLE YOGI was founded by former INTEL Microcomputer Research Laboratory scientists Ramana Venkata and Ramesh Subramonian.

PURPLE YOGI, became known as STRATIFY INCORPORATED ( a privately-held company ).

In early 2001, ORACLE CORPORATION veteran and senior executive Nimish Mehta became president and chief executive officer ( CEO ).

STRATIFY INC., headquartered in Mountain View, California ( USA ), is [ 2002 ] the ‘emerging’ leader in ‘unstructured data management’ software.

STRATIFY Discovery System is a ‘complete enterprise software platform’ helping todays [ 2002 ] organizations ‘harness vast information overload’ by ‘automating the process’ of ‘organizing’, ‘classifying’ and ‘presenting’ business-critical unstructured information usually found in ‘documents’, ‘presentations’ and internet website pages.

STRATIFY Discovery System platform ‘transforms unstructured internal and external data’ into ‘immediately accessible relevant information’ automatically organizing millions of documents displayed in easy navigational hierarchy.

STRATIFY INC. clients, include:

INLUMEN and INFOSYS TECHNOLOGIES LIMITED, named in 2001 as one ( 1 ) of The Red Herring 100.

STRATIFY INC. received funding, from:

IN-Q-TEL; H & Q AT INDIA (also known as ) H & Q ASIA PACIFIC; SOFTBANK VENTURE CAPITAL ( now known as ) MOBIUS VENTURE CAPITAL; SKYBLAZE VENTURES LLC; and, INTEL CAPITAL.

SRD [ http://www.srdnet.com ] ( Near Real Time Data Warehousing and Link Analysis )

SYSTEMS RESEARCH & DEVELOPMENT ( SRD ), founded in 1983, develops software applications to combat fraud, theft, and collusion.

SYSTEMS RESEARCH & DEVELOPMENT Non-Obvious Relationship Awareness ™ ( NORA ™ ) was originally developed for the gambling casino gaming industry

SYSTEMS RESEARCH & DEVELOPMENT NORA software is designed to identify correlations across vast amounts of structured data, from hundreds or thousands of data sources, in near real-time, and alert users to potentially harmful relationships between and among people.

SRD NORA software technology leverages SYSTEMS RESEARCH & DEVELOPMENT proven expertise in ‘aggregating’, ‘warehousing’ and ‘leveraging people data’ and ‘transaction data’ to strengthen corporate management and security systems.

SYSTEMS RESEARCH & DEVELOPMENT clients [ 2002 ], include:

U.S. Depaartment of Defense ( DOD ); CENDANT; TARGET; MGM MIRAGE; MANDALAY BAY RESORT GROUP; and, Food Marketing Institute.

TACIT [ http://www.tacit.com ] ( Enterprise Expertise Automation )

TACIT, founded in 1997, is located in Palo Alto, California ( USA ) with regional sales offices in Virginia, Maryland, Pennsylvania and Illinois.

David Gilmour serves as president and chief executive officer ( CEO ).

TACIT Knowledge Systems is the pioneer and leader in ‘Enterprise Expertise Automation’.

TACIT products ‘automatically and continuously inventories’ the ‘skills’ and ‘work focus’ of an ‘entire organization’ for ‘dynamic location’ of ‘connections to expertise needed’ – when needed to make decisions, solve problems, and serve customers.

TACIT products also include its award winning flagship product KnowledgeMail™. In June 200, TACIT was voted one of the “Hot 100 Private Companies,” by Upside Magazine.

In 2000 and 2001, TACIT was one ( 1 ) of the “100 Companies that Matter,” by KM World [ Knowledge Management World ].

TACIT attracted a ‘world class advisory board’ with interest from ‘venture capital’ and Fortune 500 ‘clients’ of ‘enterprise’ and ‘customers’, including:

IN-Q-TEL; JP MORGAN; CHEVRON-TEXACO ( petroleum and chemical ); UNISYS; HEWLETT-PACKARD; NORTHROP-GRUMAN ( aerospace & defense ); and, ELI LILLY ( pharmaceuticals ).

TACIT investors, include:

IN-Q-TEL; DRAPER FISHER JURVETSON; REUTERS GREENHOUSE FUND; and, ALTA PARTNERS.

TRACTION SOFTWARE [ http://www.tractionsoftware.com ] ( Harvest and Use Information from All Sources )

TRACTION SOFTWARE, founded in 1996, is located in Providence, Rhode Island ( USA ).

TRACTION® Software is the leader in ‘Enterprise Weblog’ software, bringing together working ‘communications’, ‘knowledge management’, ‘content management’, ‘collaboration’, and the ‘writable intranet portal’.

TRACTION TeamPage™ product addresses the need for ‘unified on-demand view’ of ‘team content’ and ‘team communication’ from ‘all document sources’ in ‘context’ and over ‘time’.

TRACTION TeamPage deploys quickly and easily on an existing network and delivers a ‘capstone communication system’ by turning ‘e-mail’ and ‘web browser’ into powerful tools for end-users.

TeamPage targets ‘program teams’ and ‘product management teams’ in ‘government’ and ‘business’.

TRACTION also supports a wide range of applications and business processes, including but not limited, to:

Business Intelligence and Market Research;

Collection Highlighting and Media Distribution;

Investor Relations E-Mail and Public Relations E-Mail Triage and Response; and,

Tracking Exception Process and Reporting Exception Process.

TRACTION SOFTWARE investors, include:

IN-Q-TEL; SLATER CENTER FOR INTERACTIVE TECHNOLOGY; and, private investors.

ZAPLET INCORPORATED [ http://www.zaplet.com ] ( Enterprise Collaboration Tools For Email )

ZAPLET INC., founded in 1999, is located in Redwood Shores, California ( USA ).

ZAPLET INC. is an enterprise software and services company and creator of the Zaplet Appmail System™ collaboration software that brings application functionality directly to a user’s inbox to complete business processes.

ZAPLET INC. Appmail, using a server-based platform, combines power, ‘centralized control’ and ‘robust security’ for traditional enterprise application systems with the convenience and ease-of-use of e-mail.

ZAPLET Appmail in-box becomes the gateway to a protected server where the application functionality and data securely reside.

Zaplet™ Appmail can be used, to:

Manage and Streamline mission-critical business processes; Requires no additional client-side upgrades; and, Instantly expandable for work teams ‘beyond’ the ‘enterprise’.

ZAPLET INC. has received numerous awards, including:

Red Herring 100; Enterprise Outlook – Investors’ Choice; and, Internet Outlook – Investors’ Choice.

ZAPLET INC. customers, include leading companies, in:

Finance; Telecommunication; High technologies; and, Government.

ZAPLET INC. is backed by world class investors, including:

KLEINER PERKINS CAUFIELD & BYERS ( KPCB ); ACCENTURE TECHNOLOGY VENTURES; QUESTMARK PARTNERS L.P.; RESEARCH IN MOTION LIMITED ( RIM ); INTEGRAL CAPITAL PARTNERS; ORACLE CORPORATION; CISCO SYSTEMS INC.; and, NOVELL INC.

– –

Circa: 2010

IN-Q-TEL

Investments –

Portfolio of Companies ( 2010 ) – Partial List

3VR Security AdaptivEnergy Adapx Arcxis Asankya Basis Technology Bay Microsystems CallMiner Cambrios Carnegie Speech CleverSafe ( SAIC ) CopperEye Destineer Elemental Technlogies Ember Corporation Endeca Etherstack FEBIT FireEye FluiDigm

Reference(s)

http://web.archive.org/web/20020630223724/http://www.inqtel.com/news/attachments/InQTelInvestmentPortfolio.pdf http://www.iqt.org/technology-portfolio/orionmagic.html http://defense-ventures.com/in-q-tel/

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Research References

“Information Technology Trends And Their Impact On CIA,” January 1999, declassified report of the U.S. Central Intelligence Agency by, CIA Chief Information Officer.

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Submitted for review and commentary by,

 

Concept Activity Research Vault ( CARV ), Host
E-MAIL: ConceptActivityResearchVault@Gmail.Com
WWW: http://ConceptActivityResearchVault.WordPress.Com

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