Parahuman Security Concerns, LLC
In mid-2002, the United States Senate Select Committee On Extranormal Threat Response was created by widespread bipartisan demand to map not only the country’s response to extranormal threats, but to analyze ways in which such persons could be utilized within existing security structures and to architect new structures wholly staffed by ENHU.
11 months later, the committee made a 27-point list of recommendations for the United states to take under special advisement. The document was massive and large swathes remain classified to this day, but among the most visible and debated points was #24: The establishment of ENHU ready response teams in every state in the union.
Based on the findings and recommendations of the CETR, the Department of Homeland Security enacted a 21-step plan of action, establishing many of the apparatuses that govern ENHU security engagement even today. Again, the most visible and contentious aspect of this plan, item #18(referred to as ‘phases’ in the legal language of the act)- the funding, establishment and deployment of state and federally employed Extradormal Defense Personnel.
These P-1-8’s, as they’re often referred to, remain the most visible aspect of PARALEL’s operation, and arguably are their most important public relations tool as well. Great care goes into the maintenance of each state’s teams, balancing size against composition against image against empowerment against countless other factors.
Location and assignment are handed down onto individuals and can change quite often depending on specific needs, although high ranking, tenured or otherwise politically powerful operatives can exert quite a bit of influence on their postings, especially if they’re uniquely qualified or effective in a given area.
P18’s are assigned on a state by state level, although it’s probably more accurate to consider their allocation metro-centric than anything. PARALEL assigns units through a ‘capabilities vs. population vs. mileage’ metric, tailoring team lineups to their jurisdictions rather than standardizing a default team template. The most notable outcome of this practice is a particularly heavy emphasis on ‘long-distance’ abilities in the mid and southwest.