Saturday, March 4, 2017


by Nicholas Ashton, CEO/CIO, CommSmart Global Group

Too many times we are hearing the Bad Apple Syndrome concerns.  Wait for a second, there is a proliferation of stinking apples globally in many industries and one not to be missed is law enforcement.

"Understanding How Good People Turn Evil,”  Not good in the one industry that you rely on for protecting you from the criminals when among them are major issues.

Bad apples, like potatoes, smell and when left to rot, contaminate the rest of the barrel or barn.  Is it just one or two or is it the container, or the barrel itself?

The imaginary line between good and evil, we like to believe that it’s impermeable. 

We have good on one side, the bad guys and girls, they are on that other side, simply, the bad people will never become good, and the good will never become bad. 

That is so much Bovine Slurry, it stinks! 

That line is … permeable, penetrable and full of holes. Just like human cells or the coastal tides, material flows in and out. When it does, then it will allow some ordinary people like you to become perpetrators and purveyors of evil.

Top of the mind regarding this is Baltimore Police Department and the report of the other day of the internal issues.  Corruption, bullying and downright criminal and societal acts have been festering for generations.

Just bullying of individuals is a major concern and is the basis of attitude.  Sure we have all got out of the wrong side of the bed, so to speak.  Coming into work and being ridiculed, challenged and put upon by your leadership is not really the way of human society, but it is and you know it!

That forced mindset attitude now goes with that officer onto the streets and you better not be the first person who he or she confronts!  No wonder we have issues!

It is not just law enforcement, it is in every single corporation or the 'barrel'.  In fact, it is the manufacturer of the 'barrel' or the total industry itself globally.

You know us, CommSmart Global Group as technology people, we are much more than that, to be proficient we must understand all.  People, traits, machines, and the end results.  That is why we are Change Agents, we see the whole landscape and address at all levels with acceptable results.

Think about your barrel and the rotten apples that must be tossed...

USA: +1 (330) 366.6860

copyright 2016

Pissing Someone Off...

Pissing Someone Off...
By Nicholas Ashton, CEO/CIO, CommSmart Global Group 

We all have enemies, there are no goody two shoes in this world. 

If you’re not pissing someone off, you probably aren’t doing anything important.

Meaningful achievements are, perversely, more likely to annoy the world around you and you must smile at the morons who read deeply into the events and believe they all about them.  Carly Simon said it best in her song "Your So Vain, You Probably Think This Song Is About".

The simple fact of life is, whatever you do, you’re going to annoy someone, and annoying someone can be a really good thing. There is virtue of being an occasional asshole.

Successful people can sometimes come over like assholes and it is because they’ve learned there are far more important things in this world than what other people feel.  Straight talking is the key and those that challenge and malign with inaccurate statements, which are even liable comments, need to curb their tongues, fingers, and excuses for brains. 

There are vindictive individuals who believe they can make statements and concoct information and it will do harm to the party in question, both financially and personally. 

I call them "sick bastards"!  In fact, my inner self-does that, really I could care less what they think or do.  That is really not the whole truth, it hurts, but I have exercised my ability to ignore and smile, that they would think they can harm me.   Whilst they attack me, they taking away their own energy to be a success for themselves.  Showing that they are not even in the same league of capable success.

I have had this for thirteen years and refuse to respond to their sordid rhetoric. I will not give them the time of day and nor do my business partners and colleagues. 

Does it hurt when someone questions your veracity, your ethics, and morals?  

Of course, it does when they are untrue and stated in jealousy or anger.  It is the inner pain that you have to address in their statements and comments to others who are gullible enough to believe the statements.

I have moved on and so has my deathwish for the original individual who started it all and the "anonymous" additions of lies that have amassed over time.

So to my original blog post:

Jumping to conclusions is a dumb thing to do because it means you don't actually consider any other possibilities. You are assuming something. 

For example, if you lost something/had it stolen, and you saw someone with an exact copy of that thing, you might automatically assume that person stole it, but they might just have one themselves. And if you accused them wrongly, that would be a bad situation.

It also relates to anything you read on the Internet or someone else has read, sends it to you and is now it is a vicious circle of lies that some believe is true and then is repeated.

Here is the problem. If it had been created by an individual, who was wanting to spread untrue rumors, those who then read, share and copy the unsubstantiated information, are as guilty as the original creator and are doing his or her dirty work, in spreading the so called truths.  It then becomes a damaging circle and harms all.

It's wrong because without all of the information the conclusion is very likely inaccurate and based mostly on a fantasy created to fill the gaps of the missing information, which is generally based on assumptions out of context.

If it is a sadistic individual who is wanting to do harm with slanderous remarks and others copy or believe the originator is having do his deed for him.

Everything on the Internet is not true and sadly cannot be removed, it is there

When it happens to you, you will deeply understand the issue and wish they would just go away.  To answer the electronic stalker only gives satisfaction to the originator and stirs them more, knowing they have you angry, which is their goal.

If you have never checked with the individual concerned to verify the information and just take it at face value, what type of person are you?

So think hard before you get involved in Jumping to Conclusions.

If we have nothing good to say, we should keep quiet and control our tongue. ... that their words can cause a great deal of harm to the feelings or reputation of other people 
Prophet Muhammad

WE are in the NOW and
KEEP YOU; in the KNOW…
Call: +1 (330) 366.6860

copyright 2017

Reality of Misuse & Decline With Just One Word - RACISM...

Reality of Misuse & Decline With Just One Word
by Nicholas Ashton, CEO/CIO, CommSmart Global Group 

They say 'Sticks and stones may break your bones, but names will never hurt you'.  Maybe, but one word has made a radical difference in society worldwide and even more in America.


It is a singularly one-sided word and is used to incite, especially in certain self-alienated communities and sections of life.  

It is a word of hate itself!

Corporations, families, and people are more than affected by this, worse that the 'N' word.  Which by the way, can be used by some and never by others, especially when it involves those that have to segregate society.

Look, what we really have are OPINIONS and that is all.  I like the Range Rover and you might like a Jeep, does this mean we are Car racist?  No!

If we are to change the inner core and culture of society we must understand language and meanings.  The word racism is central to so many issues, especially with law enforcement.

The cities that exploded in 2015 in regard to criminal acts that lead to a death, especially killed by a police officer, have to lead to riots and unrest.  Most of these were people look for any excuse to cause trouble.  Professional agitators who go out for trouble and find it where ever they can.

Law enforcement is a prime example of change, which includes how we use gathered information, how we manage the employees and deal directly with the community that should be served and protected.

The advancements we have made in crime and predictive analytics make a radical and positive difference in how we all work together. 

The bullying element within law enforcement is going to end.  With the correct use of a strong HR department and programs that will highlight the issues, it will change and change quickly, which it has to.

The inner core and culture of life itself is broken and must be fixed from within and radiate out, to solve these issues.

This week we shall release our White Paper for making the CHANGE!

CommSmart Global has the proven answers and knows the brick walls that must be torn down for the survival of us all.

Stay Tuned...

Sir Robert Peel's Nine Principles of Policing - The Policeman's Bible

Ask Police Commissioner William J Bratton!



North America: +1 (515) 200-7068

copyright 2018

Friday, March 3, 2017

The Ludicrous Facts that the Inner Culture of Your Corporation or City is Killing You & Society.

The Ludicrous Facts that the Inner Culture of 
Your Corporation or City is Killing You & Society.
by Nicholas Ashton, CEO/CIO, CommSmart Global Group

Let us just make a point if I may.

In 1970, the do-gooders and tree huggers got together and chose April 22nd as Earth Day.  

It happens to be my birthday and I laid claim to this day a lot early than they did.  Now, in my 67th year and grow into a knowledgeable realist of sorts, I feel I have the answers and solutions due to the fact I have lived and shared them in the personal and corporate world successfully.

Oh, there are those that truly hate me and tried to bring me down because of my strong opinions and attitude to society today.  I ignore them and so should you.  They have written obscene and extremely silly situations that are so far-fetched, it would be laughable.  Sadly, there are those who further my stalker's comments by actually believe them and sharing their comments. 

Just because it is written and published on the web does not make it true!

I have one right now, who thinks he is in one of those 'got you moments'.   He is not and is pushing out his pathetic chest as he has told his bosses I am some sort 'bad guy'.  I am not, I stand tall, speak my mind with proven ability and ignore those who believe the Bovie Slurry of the Internet.

It would listenable if the chest puffing individual was actually performing his tasks, he is not.  He is concerned that someone else, with more knowledge and expertise, is coming onboard and will annihilate his being.  We shall and we do!

Our clients trust us and when we work on counterterrorism cases and cybercrime issues we do so with strict confidence.  In fact, our attorneys make sure we do and never reveal any confidentiality whatsoever.  

It is about TRUST, getting the job done in the most professional manner.  It is all about the fact-finding, information gathering and then the analytics thereof, that makes us stand apart.

It is not 'cockiness' or ego, it is about accomplishing the tasks at hand, working with professional leaders who allow us to take control and resolve the issues.

CommSmart Global has an incredible team that listens, learns and innovatively creates the solutions.  

We do not take NO for answer and globally, have seen it all.  

The C-Levels of corporations are destroying the inner culture of their companies and diluting the abilities to be a success for a couple of reasons.  Power is one, the 'know it all' attitude and managerial bullying of both sexes and at all levels of employees.  

By the way, the C-Suite are employees as well and they had better not forget it!

Public Safety and especially Law Enforcement is a prime and disastrous example of failure.  Companies and organizations are being run by 'Fear', yes threatening fear tactics and have been there for decades.  

It is in the culture and bleeds into their DNA!

The employees are the heart and soul of a company, though many a CEO thinks they are and are so egotistical they believe they are Gods.  they are not!

Shareholders and in the case of Law Enforcement, the clients, customers, and community are being ill-served by these individuals.

Knowing your employees, their passion, competencies is key to success.  In fact, one department in all companies, large or small is being ignored, brushed aside, hidden and in some cases made totally invisible, that the H.R. Department.  This is the inner working engine that has to be deprived of resources and totally used for the wrong reasons.  

It is going to STOP being used in this manner!

The law of the land is in jeopardy.  It is being destroyed at an even faster rate that we could have imagined.  

2015 was not a good year for the boys in blue. The frontline police officers were placed in harm's way by an inner culture of rebels who were further driven by politicians.  It is still continuing and getting worse by the event.

CommSmart Global has the answers and the likes of Cleveland, Ohio, Chicago Illinois and many others need to have CHANGE NOW!  

That is what we do, we change from within.  It is going to be a culture shock to many as they think they do no wrong.  There are many who should have never been hired for employment within Law Enforcement in the first place.  

They will be GONE!

There is no more time left, the heat of summer is here and we all know that crime at all levels increases. You know you're not ready for this diabolical period of insanity, but you can be. 

CommSmart Global has the capabilities for this Necessary CHANGE to take place.


North America: 

+1 (515) 200.7068

copyright 2018

Wednesday, March 1, 2017

A Road Map To A Safer City - Make This A Positive Step Forward From Today!

A Road Map to a Safer City

By Nicholas Ashton, CEO/CIO, CommSmart Global Group 

I like to go back and read previously written material and this one caught my eye. Especially about the decline of our cities and how we must be proactive in 2017.

On re-reading this article, it was a breath of fresh air, I already knew so much about Mayor Nutter and had met him when working with Police Commissioner Ramsey.  It was the introduction of our Street Smart Program and Pied Piper Project.  I spent 10 days on the streets of Philly, seeing the real crimes and police work, offering new techniques and implementing new technologies.

I was impressed with his ideas and bringing the best cop in the nation to his city and unimpressed, as I believed he was just another politician.  
He has proved me wrong!
I believe this article tells the story so well and thanks to Ethan Epstein for this.

Ethan Epstein
One Tough Nutter
Philadelphia’s Democratic mayor has cracked down on crime, reformed the city’s finances, and spoken frankly about black family breakdown.
Spring 2013
In the hot summer of 2011, Philadelphia was beset by “flash mobs.” Dozens of teenagers, mostly black, would gather suddenly and riot through popular tourist neighborhoods, assaulting pedestrians and robbing stores and people. Other cities experienced flash mobs in 2011, but they presented a particular problem for tourist-dependent Philadelphia, where millions of visitors come every year to see the Liberty Bell, Independence Hall, and Franklin Court—not to mention the famous corner of Ninth Street and Passyunk Avenue, where Pat’s and Geno’s vie for cheesesteak supremacy.

Mayor Michael Nutter, a black Democrat who had governed the city since 2008, was not pleased. And so, one Sunday that August, he took to the pulpit at Mount Carmel Baptist Church in West Philadelphia and launched into an impassioned, 25-minute speech, punctuated by cheers and applause from the pews. “This nonsense must stop,” he said, his voice rising. “If you want to act like a butthead, your butt is going to get locked up. And if you want to act like an idiot, move. Move out of this city. We don’t want you here any more.” Nutter grew increasingly heated as he blasted the city’s absentee fathers—who, he implied, were responsible for the crimes that their children committed. And he wound up his speech by telling the flash mobbers: “You’ve damaged your own race.”

Leftist critics quickly lit into the mayor. Columbia University political scientist Frederick Harris even used the R-word: “If this discourse was led by Ronald Reagan, for instance, people would call him on his racism, but now that you have a black face to these explanations it gives it legitimacy.”

But Nutter didn’t stop at rhetoric; he threw the weight of the Philadelphia Police Department against the rioters. In mob-afflicted areas, he ramped up police patrols and imposed a weekend curfew of 9 PM for minors. Backing up his tough talk on absentee parents, he increased fines on the parents of kids repeatedly caught breaking curfew, from $300 to $500. Local judges pitched in, sentencing flash mobbers to hefty service terms instead of slapping them on the wrist. Ten first-time offenders who had raided a Macy’s, for example, had to work there for eight weeks, dressing mannequins and greeting shoppers.

It seems to have worked. In the summer of 2012, there were no flash mobs in Philadelphia. The Philadelphia Inquirer applauded the city’s “amazing progress,” noting correctly that “sometimes news is what doesn’t happen.” But it isn’t the only news that Michael Nutter has made in Philadelphia. On many counts, he has racked up an impressive record governing America’s fifth-largest city, showing a way forward at a time when so many Democratic-run cities seem resigned to deterioration.
In 2005, Time dubbed Nutter’s predecessor, John Street, one of America’s “worst mayors.” Though Street himself was never charged with any crime, his administration, which lasted from 2000 to 2008, was infused with scandal. His city treasurer, Corey Kemp, was convicted of 27 counts of corruption, including accepting Super Bowl tickets and cash in exchange for city contracts, and sentenced to ten years in prison. Leonard Ross, Street’s former law partner and the chairman of a committee responsible for developing some city property, was sentenced to 30 months in prison for, among other crimes, asking developers bidding for a lucrative contract to donate money to Street’s reelection campaign. Street’s friend and fund-raiser Ron White was also charged with corruption, accused of (again, among other things) obtaining a city printing contract for his girlfriend, who didn’t even own a printing company. (White died before he went to trial.) Ultimately, more than two dozen figures connected to Street’s administration were convicted on corruption-related charges. Street also presided over a spike in the crime rate, as murders hit a seven-year high.

Philadelphia mayors aren’t allowed to serve more than two consecutive terms, and the race to succeed Street was crowded. Candidates in the 2007 Democratic primary included Tom Knox, a self-funded businessman; Bob Brady, a U.S. congressman whose campaign was badly wounded when he failed to disclose his pension income on his nominating petition; Chaka Fattah, another congressman and an old-school urban Democrat who had angered the Philadelphia Police Department by repeatedly calling for a new trial for convicted cop killer Mumia Abu-Jamal; and Nutter, who ran on a tough-on-crime, pro-reform platform. Nutter was an appealing candidate. Raised in working-class West Philly, he had attended the University of Pennsylvania’s Wharton School of Business and worked briefly in investment banking before winning a seat on the city council in 1991.

Nutter was emblematic of black success in Philadelphia, where African-Americans make up 43 percent of the population (whites are 37 percent and Hispanics 12 percent). But his candidacy had widespread appeal. As the Philadelphia Inquirer reported at the time, “Nutter did equally well in majority-white and majority-black wards” and “got the largest percentage of white votes ever cast for an African American in a Philadelphia mayoral primary.” Nutter won a plurality in the primary, virtually guaranteeing him a general-election victory in this heavily Democratic city. Four years later, he was reelected in landslides in both the primary and the election.

One of Nutter’s first moves as mayor-elect in late 2007 was to lure Charles Ramsey out of retirement and make him the city’s new police commissioner. As the police chief of Washington, D.C., from 1998 to 2006, Ramsey had overseen a stunning 40 percent reduction in crime by employing both community policing and the data-based policing that New York City’s Compstat program had made famous.

Ramsey imported both approaches to Philadelphia. Central to his and Nutter’s policing strategy was getting more cops into dangerous neighborhoods, particularly on foot. When he took office, Nutter had high hopes of hiring an additional 500 patrol officers. But then the economy tanked and scuttled the plan, says Everett Gillison, Philadelphia’s deputy mayor for public safety and Nutter’s chief of staff. Instead, the administration shifted about 200 officers from other units into patrol work. It also began requiring all police rookies to work foot beats for their first two years. At approximately one officer per 450 citizens, Philadelphia is still less densely policed than Washington. But the personnel changes, combined with data-based policing techniques that direct officers to the communities that need them most, ensure a healthy police presence where it’s necessary.

Another important component of the city’s crime-fighting strategy is stop-and-frisk, the controversial practice of searching suspicious persons for weapons to forestall crime. The Philadelphia Police Department had already used stop-and-frisk prior to Nutter’s election, but he campaigned on ramping it up, and under his mayoralty, the practice has been greatly expanded. In 2005, there were about 100,000 stops; by 2009, there were more than 250,000.

Nutter’s administration has also implemented a program, coined PhillyRising, based on the Broken Windows theory of policing, which holds that maintaining basic order stems serious crime. The idea is to use data gathered by police officers in dangerous neighborhoods to improve the quality of life—say, by repairing broken streetlights or cleaning filthy alleys after residents complain to cops on the beat. In 2012, Nutter summed up his overall law enforcement strategy: “We combined a zero tolerance attitude toward those who terrorize our neighborhoods with a community policing approach that built trust and a sense of partnership between citizens and the men and women whose job it is to protect us.”

That strategy has drawn predictable criticism from the Left. In 2010, the American Civil Liberties Union of Pennsylvania sued Nutter’s administration over its use of stop-and-frisk, pointing out that blacks constituted 72 percent of those stopped and frisked even though they were just 44 percent of Philadelphia’s population at the time. Nutter vehemently denied that stop-and-frisk was racially biased: “It’s based on geography and nothing else.” The ACLU had neglected to mention that, as Gillison notes, “80 percent of homicides are black-on-black” in Philadelphia. Indeed, that statistic implied that blacks were being stopped and frisked less frequently than they should have been.

Nutter, again, is black (as are Ramsey and Gillison), and he’s particularly passionate about black crime, disturbed not only that young black men commit a disproportionate amount of crime but that they’re disproportionately its victims. Last year, he teamed up with New Orleans mayor Mitch Landrieu to found Cities United, a program devoted to reducing violence among young black men. Philadelphia is the largest American city with a black mayor, Nutter points out, and he thinks that gives him a special responsibility to combat the scourge.

In 2011, the city and the ACLU reached an agreement in which the cops would collect and store more data about stop-and-frisk incidents. Nutter’s administration also agreed to allow more judicial oversight of the practice and to create a system letting citizens lodge complaints more easily. But stop-and-frisk remained, a major victory for Nutter’s vision of a safer Philadelphia.

One element of the mayor’s stance on crime has taken flak from the Right as well: his advocacy of gun control. But Nutter is hardly calling for an unconstitutional “gun grab”: he’s been most vocal about improving background checks to screen gun buyers for criminal histories, as well as increasing penalties for so-called straw buyers (who purchase guns on behalf of others) and those who own illegal weapons. Moreover, the mayor’s most intrusive form of gun control is, well, stop-and-frisk. As City Journal’s Heather Mac Donald has pointed out in the New York Times, “one purpose of stop and frisk is to deter criminals from carrying guns, in order to minimize spur-of-the-moment shootings.” Nutter has said expressly that he’s trying to keep lethal weapons out of criminals’ hands: “We must pursue actively, vigorously, aggressively, every illegal weapon out on the street. No one should walk around the city of Philadelphia thinking for a moment that a well-trained uniformed police officer is not going to take an illegal weapon away from them.”

Is Nutter’s strategy working? In 2007, the last year before he took office, there were 391 murders in Philadelphia. Last year, there were 331. But the figures aren’t as simple as they look: in 2009, murders plummeted to 302, and they’ve been ticking up slowly ever since, to 306 in 2010, 324 in 2011, and (again) 331 in 2012. That’s doubtless one reason that Gillison and others in the administration prefer to cite another statistic: in 2012, Philadelphia had its lowest number of shootings since 2000, the first year the city started tracking that crime. 

Since Nutter took office in 2008, shootings have declined by about 20 percent. Over the same period, total violent crime has fallen 15.8 percent and property crime 7.2 percent.

Straight Talk
I want to apologize to all the good, hardworking, caring people here in this city, and especially our good young people, here in Philadelphia. But I have to tell you this morning that I am forced by the stupid, ignorant, dumb actions of a few [to] announce tomorrow actions that we will take that, unfortunately, will affect many here in our city.

Parents, get your act together. Get it together. Get it together right now. You need to get hold of your kids before we have to. Parents who neglect their children, who don’t know where they are, who don’t know what they’re doing, who don’t know who they’re hanging out with: You’re gonna find yourselves spending some quality time with your kids, in jail, together. . . .

Fathers have a particularly important role to play. Not more important than mothers, but just as important. You know, you’re not a father just because you have a kid, or two, or three. That doesn’t make you a father. A father is a person who’s around, participating in a child’s life. He’s a teacher who helps to guide and shape and mold that young person, someone for that young person to talk to, to share with, their ups and their downs, their fears and their concerns. A father has to provide instruction to a young boy on how to become a good man. A good man. A father also has to be a good role model and help a young girl be a strong woman.

Now let me just say this: if you’re not doing those things—if you’re just hanging out out there, maybe you’re sending a check or bringing some cash by—that’s not being a father. You’re just a human ATM. You’re just an ATM. And if you’re not providing the guidance and you’re not sending any money, you’re just a sperm donor. You’re just a sperm donor. You’re what the girls call out in the street: “That’s my baby-daddy. That’s my baby-daddy.” That’s not good enough. Don’t be that. Don’t be that. You can do better than that.

And you know something? That’s part of the problem in our community. Let me speak plain: that’s part of the problem in the black community. And many other communities, but a particular problem in the black communities: we have too many men making too many babies that they don’t want to take care of and then we end up dealing with your children. We’re not running a big babysitting service. We’re running a big government and a great city. Take care of your children.
All of them. All of them.

Mayor Michael Nutter
Mount Carmel Baptist Church, Philadelphia
August 7, 2011

Crime may seem like Philadelphia’s toughest challenge, but you could make the case that its budget woes are even worse. Nutter took office just as the economy was bottoming out, hammering tax revenues. The city’s $4 billion budget had a $100 million deficit, which the new mayor attributed to “a dramatic decline in tax receipts and increased pension costs.” The future looked even grimmer: over five years, the city faced a cumulative budget gap of more than $1 billion.

Nutter took swift action, announcing furlough days for city workers, canceling bonuses for nonunion workers, laying off several hundred employees, and eliminating hundreds more through attrition. He also cut his own salary and those of his cabinet members. And he announced plans to shutter 11 public libraries, though he was forced to abandon that proposal after a public outcry and objections from the city council. To get the budget under control, Nutter didn’t just cut spending; he hiked the local sales tax by 1 percentage point (though the increase is scheduled to expire in 2015).

That move galled many who had listened to Nutter’s calls for tax relief during the mayoral campaign. Back when he was a city councilman, one of his signature issues had been tax cuts; several cuts that he authored had been vetoed by Street. This year, moreover, a rejiggering of the city’s property-tax system will probably raise taxes further for many Philadelphians. But Nutter has managed to close the deficit. During the fiscal year that ended last June, the city ran a $147 million surplus. This year, it expects another surplus, though a smaller one.

Philadelphia’s fiscal problems go deeper than its budget, however. Even in a country where scores of cities face unaffordable retirement costs for their workers, Philly stands out: its pension fund is more than 50 percent unfunded, and there are more retirees drawing paychecks than current workers paying into the system. Earlier this year, a Pew Charitable Trusts study ranked Philadelphia among the country’s nine worst-performing cities in terms of pension funding between 2007 and 2009.

To get out of the morass, Nutter has proposed a new contract with the American Federation of State, County, and Municipal Employees (AFSCME), which represents about 6,800 of Philadelphia’s 20,000 public employees. AFSCME’s last contract expired in 2009, and years of negotiation with Nutter have failed to produce a new one. Under the mayor’s latest proposal, current workers would remain on the defined-benefit retirement plan that they have today, though their pension contributions would grow from 1.93 percent of their salaries to 3 percent. New hires, however, would get a hybrid pension plan. The defined benefits that they’d receive during retirement would equal no more than 25 percent of their final salaries; the rest of their pension contributions (and the city’s) would pay for a 401(k)-style defined-contribution plan, with individual investment accounts for each worker. The mayor would also receive the authority to furlough employees for up to three weeks a year, and certain perks, such as double-time pay, would be phased out. In exchange for these concessions, workers would get pay increases, which they’ve done without over the three and a half years that they’ve been working without a contract.

AFSCME’s leadership refused the contract proposal. Saying that the pay increases were canceled out by the threat of furloughs and the loss of overtime pay, the union objected that Nutter’s plan amounted to “patting workers on the back with one hand . . . while picking their pockets with the other hand.” Dubbing him a “mayor for the 1 percent,” the union staged a protest outside a Washington meeting of the U.S. Conference of Mayors (which Nutter leads) earlier this year. In February, AFSCME’s national president labeled Nutter a “turncoat” and likened him to Wisconsin governor Scott Walker, even though Nutter, unlike Walker, hasn’t tried to limit collective bargaining for public workers.

Fed up with the years of endless negotiating, Nutter took matters into his own hands this February, filing suit at the Pennsylvania Supreme Court and seeking permission simply to impose the new contract’s terms on the union. Shrewdly, the mayor cast the suit as pro–union member but anti–union boss. The bosses reacted predictably, blasting Nutter’s decision to appeal to a “Republican-controlled” court. The court has yet to hear the case.

Nutter’s administration has also been duking it out with the city’s 2,100-strong firefighters’ union. The city and the union entered arbitration in both 2010 and 2012, with the latest round awarding the firefighters annual raises of 3 percent for three years (retroactive to 2010). The arbitration also banned unpaid furloughs and required the city to make larger payments for the firefighters’ health care. All in all, the results of the arbitration are expected to cost more than $200 million over the next five years—money that the city simply doesn’t have, Nutter says. His administration is appealing the latest ruling, hoping to get more authority to furlough firefighters and reduce the health-care payments. In Nutter’s first term, arbitration with the police and prison guards’ unions ended much more favorably, significantly reducing pension and health-care costs for the city.

It’s not only on union issues that Nutter’s economic policies have impressed. He’s also worked to make Philadelphia more hospitable for entrepreneurs, cutting several taxes on businesses and vetoing a bill, beloved by the Left, that would have required private enterprises to provide paid sick days to their workers. “I care a great deal about paid sick leave, but I care even more about people getting paid,” Nutter explained. “People need jobs, and that’s our Number One priority.” The city’s unemployment rate is still high, at 10.1 percent, though it’s down from 11.5 percent in 2010.
At an address this February to black male students at the Community College of Philadelphia, Nutter’s retro-style cultural outlook was on full display. He acknowledged the toll that Jim Crow and generations of discrimination had taken on the black community; he took a few shots at Ronald Reagan for cutting financial aid to college students. But he took pains to note that today, “the only folks who kill black folks any more are black folks.” In fact, he said, “black folks kill more black folks than the KKK ever did.” Regarding black unemployment, he was equally stern: if you want to get a job, make sure you’re speaking “an understandable form of the English language.”

This in a speech delivered at a Black History Month event! In a culture that often attributes crime to material conditions, Nutter speaks with a refreshing moralism. Granted, that moralism can go much too far and veer into authoritarianism; in March, Nutter wrote to the Philadelphia Human Rights Commission to criticize a magazine article about “being white in Philadelphia,” calling it “disgusting” and suggesting that the magazine might be due for a “rebuke.” But Nutter was right, after a horrific triple shooting last year left three teenagers dead in Philadelphia’s Juniata neighborhood, to declare, “If you want to be an idiot, if you want to be an asshole, if you want to be a lowlife in this town, we will track you down like the dog that you are.” There’s something bracing about seeing someone in a position of authority in the city speak with such moral clarity.

Indeed, in many ways, Nutter is a conservative. Of course, he doesn’t identify himself that way, and it’s not hard to deduce why: in 59 Philadelphia precincts last November, Mitt Romney won precisely zero votes. And Nutter isn’t a Republican-in-hiding, having spent much of the 2012 election season appearing on TV as a campaign surrogate for President Obama. But don’t forget that in the bitter Democratic presidential primary in 2008, Nutter endorsed Hillary Clinton, then viewed as the centrist alternative to Obama.

And what would you call a mayor with priorities like Nutter’s—law and order, fiscal prudence, and personal responsibility—if not conservative?

Ethan Epstein is an editorial assistant at The Weekly Standard. He has also written for the Wall Street Journal and Slate, among other publications.

We Thank Ethan for this information and would like more cities to take action on behalf of their citizens.  Bringing back Trust, Respect and Pride.

WE are in the NOW and
KEEP YOU; in the KNOW…

For more information on the Pied Piper Project contact us:

Call: +1 (515) 300.6130

Street Level Digital Input Real Time Solutions - Full Criminal/Civil Analytics, Tracking Analysis,
Calls for Service Data, Point to Point Tracking, Next Event Predictability,
The Pied Piper Project - Intelligent Social Survival Initiatives -
Copyright 2017

Tuesday, February 28, 2017

We Must Exhume, the Former Trust & Respect for Our Communities & Law Enforcement, Which Have Gone Before Us!

We Must Exhume, the Former Trust & Respect for Our 
Communities & Law Enforcement, Which Have Gone Before Us!
By Nicholas Ashton, CEO/CIO, CommSmart Global Group

Ideas, initiatives, and intelligence are always among us. In many cases not really a ‘new’ idea but one of using existing thoughts and ideas and adding to them.  Many that have gone before us have had brilliant ideas, innovative suggestions and never moved forward.  It is all about ‘timing’. 

Society has changed so rapidly and the effective means of communications brings these societal changes before our eyes have moved like even Edison or Tesla could have ever comprehended.

Having stood in the same laboratory that Edison created so many of his patents, walking in the gardens and by the river in Fort Meyers, his summer home, it opens a thought process, even with your eyes open.

In the world of policing society, we have lost sight of the reason we require the police in the first place!  It has become a ‘Them and Us’ world and hurdling toward such a dangerous outcome. 

Criminals are as up-to-date as the latest ‘app’ and type of gun available.  Thank goodness they are not that ‘bright’, in the intelligence department. 

Saying that though, law enforcement does not have access to same tools because of depilated budgets and the slowness of the political machines.

Police chiefs are hired by local cities and work with a cloud over their head of the council or commission to which they serve and can be ‘fired at will’.  The decisions have always a connection to political concerns and not always on the community itself.  Meaning, the community has no say in the police department as such.

The Sheriff is elected by the people and even the elected period is short, they like all have to campaign for the next round of votes, they have always a niggling thought of how this will be accepted by the voters.

We must remember that ‘the People are the Police and the Police are the People’.  It might have been stated in 1829 by Sir Robert Peel, the father of modern day policing, it stands true and must be readopted to bring us back to a formal society regarding criminality.

It is about TRUST & RESPECT!

Trust & Respect from all, not taking sides.  After all, we live together, side by side, shop at the supermarkets, eat at the same restaurants, use the same entertainment facilities and send our children to the same schools.

Is there an issue in society?  Yes, and none of us are perfect or ever will be.
Public safety is a priority and having the facts at hand, with proactive enhancement results this way:
  • Bring back Trust & Respect of communities
  • Save lives
  • Solving crimes expeditiously
  • Create a myriad of necessary reports
  • Augment officer safety
  • Utilize Information/data NOW 

CommSmart Global Group, a LexisNexis Risk Solutions Partner can and will make logical use of the data NOW!

Effectively on used all fronts, the data/information and written narratives with public data become an integral daily part of proactive Digital Policing.

To increase the opportunity to move forward there is a funding program in place, NCS-X funding which is for the use of expanding data capabilities with NIBRS. It is available and we can tie in with this to supply our Accurnit Virtual Crime Center (AVCC), which is both analytic workstations and individual analytic crime and management tools.

We mention the budget costing cutting which is always a hard chew to swallow.  With our global experience and understanding of what lies with you regarding these budget and staffing issues, our approach will be one of overall cost savings, productivity and data tool capabilities.

We are proficient not only in analytics, we encompass cyber from all of the good, bad and ugly angles with IT archeological data aspects.  If that is not enough, our law enforcement expertise is second to none, both from the London Metropolitan Police and US law enforcement understands of yesterday, today, and the future, which is Digital Policing.

Social media interaction and analytics are now the foundations of communications both social and criminal.  That is why it also plays a major role in all we do.  All government and law enforcement must embrace, understand and importantly use to interact with the communities.

This is not some entertainment programming that has appeared since Hollywood or television programming created ‘Minority Report’ or Fox’s ‘APB’. 

It was 21 years ago that our initial development created an aggressive crime analytics with the ability for street-level officers to have information at hand.  Back then we had no mobile phones, so it was slower and very manual. 

The importance is it worked and proficiently!

Today, we now have the Smartphone which places all information in the palm of the officer’s hand, immediately.

Our partner, LexisNexis, with us, have taken what has been working extremely well and moved to the next step for making a definitive difference in the use of crime data, combining public data and placing into the hands of law enforcement securely.  Oh, you also do not need to be a ‘geek’ to operate, no disrespect to our learned IT friends!

Our predictive analysis was and is tried, tested and through our success in Afghanistan regarding the predictive placement of IEDs with our DoD contract.
Proved immensely our war zone capabilities, enabling us to make enhancements in our proprietary algorithmic protocols, which are now on the streets of our global clients, working exceptionally well to save lives and solve the crime, including ‘cold cases’.

We work alongside Police Chiefs, Sheriffs, Public Safety Commissioner & the Dept. of Public Safety, Dept. of Intelligence (Fusion Center), IT management (NIBRS) and other law enforcement management and will open their eyes to the Digital Policing Attributes for Transformational Policing which brings them beyond the criminal deficiencies of budget and staffing cuts.

Our team of management, analysts and an overview of both Social Media Interaction/Analytics, Crime Analytics, Predictive Analysis, and Community Crime Mapping with Anonymous Tip lines. Our presentation is conversational, passionate, with true street level experience and a listening ear.

Yes, a two-way street for sharing from all sides the desires wants, dreams and capabilities required.  No holding back!

So don’t you hold back!  Converse and communicate and see why we have the success you and your community deserve.

Located Globally in Europe, U.K. & USA

U.S. Offices:
Ohio:  +1 (330) 366.6860
Iowa: +1 (515) 257.8310
U.K.:   +44 702 405 9420


 copyright 2017