Covenant Park is proud to have a 100% success rate in our contract performance and customer satisfaction – a validation of our solid and growing reputation. We have:

  • successfully completed contracts in support of critical federal missions in all three branches of federal government;
  • directly managed efforts at five federal departments and agencies with responsibility for our nation’s homeland security, national response, financial security, global financial transactions, and legislative and judicial branch physical operations;
  • been selected as a teaming partner on over 22 winning proposal bids;
  • successfully completed global commercial and large association contracts in the mining, rail transportation, port operations, financial, and veterans support groups; and,
  • developed strategic teaming partnerships with key national security communications and multi-billion dollar corporations related to cutting edge physical security initiatives.

News Updates

Balancing Emission Omission & Commission Worldwide

Climate change has been in our lexicon for a while now and anthropogenic carbon emissions one of the assigned suspects. More recently our national discourse has focused on varying economic solutions as pertains to climate issues. So, riddle me this: are the proposed solutions based on sound risk management methodologies?

This article is not intended as a turd grenade thrown towards any one solution…I’m simply wondering out loud if scientific and thought leaders crafting the varying solutions have done the hard work to clearly understand exactly what areas/activities on our planet really should be investing in mitigating actions. Here is just one example: there are 5,615 coal fueled power plants (existing or under construction) in the world and all of them are in only eight countries. Closer to home the U.S. has 15 of those and we are not building any more. So, the reader fully appreciates this, let me reiterate: I am not disparaging or any one solution. I am simply raising a concern that large, sweeping laws, concepts, initiatives, and ideas are likely to miss these types of distinctions.

Climate change is an inherently global problem and reducing carbon emissions is posited as an important part of the solution. Policies contained within a nation’s borders must take into consideration emissions outside of that border by those who will not be governed by those policies. Otherwise how can leaders accurately weigh the global benefit associated with the local costs of the proposed mitigation efforts? It is targeted risk mitigation from an exact amount of greenhouse gas emissions — no more and no less than needed. It has already been declared that carbon emissions have an incentivized, tradable value. If reduced carbon emissions are to be monetized, then who will be the beneficiary of that commodity? Pretty sure it will not be the consumers and those most vulnerable to climate risks.

If sound risk management methodologies were applied to achieve quantifiable priorities (and quantifiable benefits beyond an unachievable ideal), these sweeping initiatives would be more effectively applied where necessary and limited resources applied smartly; or, applied commensurate with the risk. Quantifiable priorities take all the emotion out of feel-good ideas and really allow the varying solutions to find common ground and focus on what is real, not what might be lurking under the bed.


This article from McKinsey & Company is recommend reading and adds some important perspectives and data points to consider as pertains to my thoughts above.

This post originally appeared on LinkedIn.

Resilience must be Blind to the Catalyst

On 29 October 2020 Mr. William Stemper, Forbes Councils Member put forth a thought piece that goes a long ways towards solidifying why resilience has a more urgent place in our businesses. I commend the article to the readers of this post. While Mr. Stemper focuses primarily on technology at his job at Comcast, he tees up some further, more holistic insights.

The article notes the importance of business continuity strategies, but then points out existing strategies were largely not effective for a pandemic situation that “no one had a script or a formula for handling…”  Unfortunately, for too long organizations have built business continuity plans/strategies because they had to or to prepare for next year’s mandated exercise or a looming audit. However, we have demonstrated over the past 20 years why such planning is great for day-to-day business to realize efficiency and become resilient.

I think we can all agree the pandemic has transformed business operations so much it will likely stick. While technology has allowed this transformation to occur with varying degrees of challenge or success, I believe there are ways organizations could better transform by answering the questions of “why” or “what” before technologies can be applied. Mr. Stemper notes “nearly one-third of companies (31%) would have never implemented the technologies they did if not for the pandemic, with 23% projecting it would have taken them one to three years to realize such changes otherwise.”

Why is that? I suggest that to date when the C-Suite sets budgets these sorts of investments often are ignored as prudent business operations decisions…until revenue ceases overnight. For too long resilience-related expenditures have been put in the “insurance policy” column or in the “get the business continuity/emergency planner to go back under a rock” column. Having been a planner in a past life and used the “insurance policy” analogy to my superiors, I am more sensitized now as a business owner. This is not an insurance policy but a survivalist policy…or an industry discriminator policy…or an outlast your competitor policy…or make sure the government survives in the face of any threat policy.

Stemper continues, “While some businesses have capitalized on this moment in time to invest in technologies as a way to survive and create future opportunities, others are still struggling to become resilient and rebound from the pandemic.” This is undoubtedly true…and comprehensive resilience is critical above and well beyond technology resilience. Are the technology investments based on essential functions? Are the investments reducing prioritized risks? If not, the investments are pure folly and lack a fundamental level of stewardship and governance vision.

Mr. Stemper posits three broad Building Blocks towards building resilience through technology:

  1. Invest in technologies that always get the job done. This paragraph is outstanding. I would simply add, in the context of putting people first, are employers investing in their employees’ home/remote technologies AND home/remote safety and preparedness? If not, putting people (and their immediate household) first in these times, while taking on unique requirements, is still the priority of employers. 
  2. Cultivate an applications-first mentality and then fine-tune technologies to business needs. This paragraph outlines the need to focus on what technologies matter the most in business but seems to be bound by a teleworking environment. Again, I suggest companies need to focus on the why and the what of an organization’s missions and functions to define what technologies matter the most. This seems like a no brainer, but it is this foundational development that is required to even think about solutions…i.e., you cannot buy technology solutions to a problem you do not know yet. I would not buy a baseball glove for a soccer match.  Just saying.
  3. Be prepared for the unexpected.Resilience must transcend any disruption and be “blind to the catalyst” (yes, you may quote me) as I have noted publicly for over 20 years now. Barring an asteroid sending our planet spinning off someplace else in the Milky Way, organizations can and should prepare for the unexpected. But how?

Here is one example. Commercial and Governmental entities in the Puget Sound region know many of the “expected” things that could cause major disruptions: volcanoes, earthquakes, tsunamis, forest fires, mudslides to name a few. But all of these have one thing in common: they can all be assessed as to their threat, vulnerability, and impact with sound Business Process and Impact Analyses. How does this answer the mail for the “unexpected”? Once you fully understand all of your processes (why do it? who does it? where is it done? what systems or materials are required to do it? how is it done?) you can weigh the risks of each in light of both the unexpected and the things that are reasonable to be expected to determine prudent mitigation investments. Even a global pandemic has been discussed at such length since the SARS and Avian Flu near-misses that there is less excuse than some believe to have been caught flat footed by COVID-19.

Stemper says, “True resilience helps organizations not just bounce back, but bounce forward.” This is spot on. I submit we need to eliminate “new normal” from our lexicon and simply acknowledge that change happens, and we are here to organize it into something useful.

The article references a Boston Consulting Group’s (BCG) statement that “…resilience is a key driver of value. Some companies outperform their peers during downturns, while many others lose ground or don’t survive.” BCG is only partly right. I would add, resilience done right is not just a key driver of value, but a discriminator in every industry, every day, in every way.

Thank you, Mr. Stemper, for this worthwhile article and for opening the dialogue to a broader perspective of resilience.

ABOUT THE AUTHOR: Curtis Bartell is the President & CEO of Covenant Park Consulting (, a resilience-specific consulting company in Fairfax, Virginia. Covenant Park capitalizes on extensive national, homeland, economic security contingency planning methodologies to solve complex problems in the real world.


On October 26, 2020 I posted an article on Election Resilience largely to tag onto the Director of National Intelligence John Ratcliffe’s statement confirming election resilience as relates to foreign/domestic malevolent actors. But I also outlined “true” election resilience ideals and frameworks to counter any vulnerability, disruption, or even questions of integrity. 13 days after election day, lemme ask, were our election processes and systems resilient?

There are many varying perspectives on the voracity of the processes/systems, some of which remain contested and under review. Fortunately, history shows our system of elections accommodates processes to achieve transparency and verification/confirmation, even if it takes some time. Such accommodations are part of a resilient, free republic. As is so oft stated, elections have consequences — so do resilience-free elections.

#election2020 #resilience #electiontransparency #electionprocesses#electionsystems #riskmanagement #republic #votingintegrity


Tracking recent election news one of the more alarming events was the acknowledgement by intelligence officials of Russian and Iranian meddling in the 2020 elections. While this announcement was probably no surprise to anyone, for me I was interested in Director of National Intelligence John Ratcliffe’s actual statement on October 21, 2020 (see link below). Mr. Ratcliffe noted several times that our election system and infrastructure is resilient. To be more exact, he used the word resilience once and resilient twice. Why does this matter? It matters greatly…so long as the word was used to signify the purest definitions of resilience: The predictable provision of essential infrastructure, capabilities, and services through a wide range of changing circumstances, anticipated and unanticipated.[i]

Accordingly, I am not in a place to question whether all 50 election systems/infrastructures are resilient. I’m not even in a place to question whether these threats were anticipated or unanticipated. I am however in a place to ask the questions to validate the resiliency of those systems/infrastructures. What are the threats to those systems/infrastructures? What are the known vulnerabilities to those systems/infrastructures? What are the consequences if those systems/infrastructures are disrupted? Obviously if you are following the bouncing ball I am asking risk-related questions. But there’s more…as a critical function of every state there must be a full accounting for every process involved in casting a vote; further, every process must be scored in accordance with its relative impact in order to prioritize limited resources to rectify. With my Political Science education, I wonder how any function in our electoral systems/infrastructure would not warrant full resource applications. I wonder how our republic could possibly withstand foreign meddling without the full attention of every state’s Attorney Generals/Secretary’s of State and others in securing the entirety of their respective election systems/infrastructures. The problem is complex, but it is most definitely NOT complicated.

As the old adage goes, “elections have consequences.” I suggest a more contemporary adaptation to the adage that “non-resilient elections destroy republics.” If our republic cannot continue to lead the world with resiliency in our elections, who will?

Suggested Link:

[i] Copyright definition adapted by permission of Mr. Jeff Gaynor, the nation’s resilience policy and program thought leader and experienced resilience practitioner in both public and private entities worldwide.

This article first appeared on LinkedIn.


Take Care of Your People and Your People Will Take Care of Your Business

Dr. Jeremy Boccabello and Curtis Bartell — Covenant Park Consulting, Fairfax, Virginia

As humanity grapples with the spread of COVID-19 globally, the emotional response is to do something, anything, everything. But how do we take that energy and successfully adapt? Most prudent organizations have had on their radar more visible threats like hurricanes, earthquakes, power outages, terrorism, and war. The quiet pervasiveness of a pandemic seems to have caught us by surprise. But is adapting to a pandemic really that different?

The good news is that proven principles still apply. We have many of the right tools (e.g., corporate crisis management, business continuity, supply chain assurance, security, etc.). We still need to know how we plan to address risks and how we will set priorities. COVID-19 has brought to the fore one of the most important tools, which was already growing in importance: protecting the well-being of the people that keep our businesses going. In an economy driven by knowledge and specialized technical skills, our people are the repository of much of the value our customers pay for and essential to both the generation of revenue and the controlling of expenses. Companies are now realizing this once-neglected factor must be front and center in the management of enterprise risk.

Companies have leaned heavily on governments to take responsibility for the well-being of their employees when a disaster emerges. But now the deep relationship between the way a company operates, the well-being of its teams, and its ability to generate revenue is causing many to rethink the prudence of that (often blind) outsourcing of risk. Instead they are assuring the well-being of their teams a part of their operating model. The idea of “Take care of your people and your people will take care of your business” is being raised to a new level of awareness and seriousness.

Robust, risk-based, integrated disaster preparedness systems including a means to sustain personnel in disruptions will in turn sustain revenue drivers, keep customers, and provide a market discriminator.

The following fundamental principles of building resilience still apply as companies work towards operating in a world in which the age-old specter of widespread disease will always be a possibility:

  1. Know what drives your value and the specific roles your people play in that.
  2. Know what threatens them, how they are vulnerable, and what it would cost you if you lost them.
  3. Prioritize the risks to your people based on this understanding.
  4. Decide, looking together at this picture, on how to invest in ways to reduce that risk.
  5. Achieve your goal of continuing to drive value in an ever-changing environment.

A new paradigm is emerging in which both the public and private sectors are implementing measures to protect their workforce to keep doing what they do. Each sector faces different challenges depending on the environments to which their teams are exposed. But the path towards a more resilient world will be achieved by integrating a new level of sustaining our people into the way we do business.

Consolidating new equipment procurements through our GSA contract

Fairfax, Virginia. November 2019.

Covenant Park is pleased to announce an important next step in our growth by consolidating new equipment procurements through our GSA Professional Support Services contract. We will be posting catalog of electronic equipment and technologies specifically designed for security and information gathering/monitoring missions, disaster preparedness, and robust/secure communications. Please visit our PSS Contract GS-00F-430GA for more information and pricing. For more information please contact us.

Federal Mission Resilience Strategy (FMRS) development

Fairfax, Virginia. October 2019.

Covenant Park has been tapped to support the White House’s development of the Federal Mission Resilience Strategy (FMRS) development on behalf of the Department of Energy/National Nuclear Security Administration. We are proud of our DOE team for supporting this very important and watershed new direction in our nation’s resiliency. For more information please contact us at

New partnership with Open Health

Fairfax, Virginia. October 2019.

Covenant Park is excited to explore our new partnership with Open Health has established this relationship to allow Covenant Park to lead global and commercial disaster preparedness systems integration and introduce our capabilities and experience to over 1 million readers. Covenant Park has been identified as a leader in the disaster preparedness planning community and bringing real solutions/capabilities/technologies to transition preparedness from reactive to cooperative assistance. Our partners providing water, medical, sanitation, shelter, food, communications, logistics, security, and related needs will help large organizations and communities to sustain lives, even in the most challenging of circumstances. For more information please contact us at

Participation in the Urban Outbreak 2019 Game

Laurel, Maryland. September 2019.

Covenant Park is proud to announce our participation in the URBAN OUTBREAK 2019 GAME. Represented by Mssrs. Bartell and Dwyer, Covenant Park supported the National Center for Disaster Medicine and Public Health (NDCMPH) of the Uniformed Services University in its tabletop exercise (TTX) designed by the U.S. Naval War College. The objective the exercise was to identify and clarify issues related to an emerging infectious disease crisis in a large urban environment for civilian and military actors. For more information please contact us at

FEMA National Continuity Programs (NCP)

Fairfax, Virginia. September 2019.

Covenant Park is pleased to announce FEMA National Continuity Programs (NCP) has determined to contract directly with our company for best value and expertise. Covenant Park will be supporting NCP’s national security portfolio. For more information please contact us at