Author Topic: BCCI/Ptech/Stephens, Inc. planning for earthquake nuke false flag  (Read 14752 times)

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Offline Dig

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Guess what...Stephens, Inc. (the ones behind Ptech and BCCI and likely this nonsensical fraudulent legislation about internet censorship) got all the Nazi corporatists together for more tyrannical fun...this time planning to profit from rebuilding America and providing emergency transportation, logistics, medical services and a complete JERICHO TV scenario (now that they finished the job in the middle east).

Just investigate this for yourselves...

Who was at the Stephens circle jerk over the last few days planning trucking/train logistics, electronic warfare on Americans, and content management of propaganda?

Landstar System, Inc. (Nasdaq: LSTR), a non-asset based provider of integrated supply chain solutions delivering safe, specialized transportation, warehousing and logistics services. Landstar System, Inc. is a non-asset based provider of integrated supply chain solutions. Landstar delivers safe, specialized transportation, warehousing and logistics services to a broad range of customers worldwide utilizing a network of agents, third-party capacity owners and employees. All Landstar transportation companies are certified to ISO 9001:2008 quality management system standards and RC14001:2008 environmental, health, safety and security management system standards.,1541704.html

Ultralife, which began as a battery company, now offers products and services ranging from portable and standby power solutions to communications and electronics systems. Through its engineering and collaborative approach to problem solving, Ultralife serves government, defense and commercial customers across the globe.

Knology, Inc. today announced that Rodger L. Johnson, Chairman of the Board and Chief Executive Officer, and Todd Holt, President and Chief Financial Officer, of Knology, Inc., will give a Company presentation at the Stephens Inc. Fall Investment Conference in New York City. Knology Inc., headquartered in West Point, Georgia, is a leading provider of interactive communications and entertainment services in the Southeast, upper Midwest and Kansas regions. Knology serves both residential and business customers with one of the most technologically advanced broadband networks in the country. Innovative offerings include over 200 channels of digital cable TV, local and long distance digital telephone service with the latest enhanced voice messaging features, and high-speed Internet access, which enables consumers to quickly download video, audio and graphic files using a cable modem. Knology’s fiber-based business products include iPlex, which delivers Ethernet connections to an IP-PBX using Session Initiated Protocol (SIP) technology, Passive Optical Network (PON), which supplies IP architecture with segmented voice and data bandwidth, and Managed Integrated Network Solutions (MATRIX), an integrated IP-based technology which converges data and voice.

Ryder CFO to Address 2010 Stephens Inc. Fall Investment Conference MIAMI, FL--(Marketwire - November 10, 2010) -  Ryder System, Inc. Executive Vice President and Chief Financial Officer Art Garcia will present a company update at the 2010 Stephens Inc. Fall Investment Conference. Ryder is a FORTUNE 500® commercial transportation, logistics and supply chain management solutions company. Ryder's stock (NYSE: R) is a component of the Dow Jones Transportation Average and the Standard & Poor's 500 Index. Inbound Logistics magazine has recognized Ryder as the top third party logistics provider, and Security magazine has named Ryder the number-one company for security practices in the transportation, logistics, supply chain, and warehousing sector. Ryder is a proud member of the American Red Cross Annual Disaster Giving Program, supporting national and local disaster preparedness and response efforts. For more information on Ryder System, Inc., visit

Gary L. McArthur, senior vice president and chief financial officer of Harris Corporation (NYSE: HRS), an international communications and information technology company, will be a featured speaker at the Stephens Inc. Fall Investment Conference. Company Profile. Harris is an international communications and information technology company serving government and commercial markets in more than 150 countries. Headquartered in Melbourne, Florida, the company has approximately $5 billion of annual revenue and more than 16,000 employees — including nearly 7,000 engineers and scientists. Harris is dedicated to developing best-in-class assured communications® products, systems, and services. RF Communications Defense Programs Civil Programs National Intelligence Programs IT Services Broadcast Communications

Globecomm Systems to Present at Stephens Inc. Fall Investment Conference in New York City HAUPPAUGE, N.Y. - (Business Wire) Globecomm Systems Inc. (NASDAQ: GCOM), a leading global provider of satellite-based managed network solutions, today announced it will present at the Stephens Inc. Fall Investment Conference. Globecomm Systems Inc., or Globecomm, is a leading global provider of satellite-based managed network solutions. Employing our expertise in emerging communication technologies we are able to offer a comprehensive suite of system integration, system products, and network services enabling a complete end-to-end solution for our customers. We believe our integrated approach of in-house design and engineering expertise combined with a world-class global network and our 24 by 7 network operating centers provides us a unique competitive advantage. We are now taking this value proposition to selective vertical markets, including government, wireless, media, enterprise, and maritime. As a network solution provider we leverage our global network to provide customers managed access services to the United States Internet backbone, video content, the public switched telephone network or their corporate headquarters, or government offices. We currently have customers for which we are providing such services in the United States, Europe, South America, Africa, the Middle East, and Asia. Based in Hauppauge, New York, Globecomm Systems also maintains offices in Maryland, New Jersey, Virginia, the Netherlands, South Africa, Hong Kong, Germany, Singapore, the United Arab Emirates and Afghanistan. Globecomm Systems Awarded Subcontract from BECHTEL in Support of USAID's Iraq Infrastructure...,1537068.html

AngioDynamics (NASDAQ: ANGO), a leading provider of innovative medical devices for the minimally-invasive treatment of cancer and peripheral vascular disease, today announced that it will present at the Stephens Inc. Fall Investment Conference. Joseph Gersuk, Executive Vice President and Chief Financial Officer of AngioDynamics, will review the Company’s business strategy and recent corporate developments. AngioDynamics, Inc. is a leading provider of innovative medical devices used by interventional radiologists, surgeons and other physicians for the minimally-invasive treatment of cancer and peripheral vascular disease. AngioDynamics' diverse product lines include market-leading radiofrequency and irreversible electroporation ablation systems, vascular access products, angiographic products and accessories, dialysis products, angioplasty products, drainage products, thrombolytic products, embolization products and venous products. More information is available at

Kansas City, Mo., November 10, 2010– Kansas City Southern (KCS) (NYSE: KSU) Vice President Investor Relations, William Galligan, will address the Stephens Inc. Fall Investment Conference. Headquartered in Kansas City, MO, Kansas City Southern is a transportation holding company that has railroad investments in the U.S., Mexico and Panama.  Its primary U.S. holding is The Kansas City Southern Railway Company, serving the central and south central U.S.  Its international holdings include Kansas City Southern de Mexico, S.A. de C.V., serving northeastern and central Mexico and the port cities of Lázaro Cárdenas, Tampico and Veracruz, and a 50 percent interest in Panama Canal Railway Company, providing ocean-to-ocean freight and passenger service along the Panama Canal.  Kansas City Southern's North American rail holdings and strategic alliances are primary components of a NAFTA Railway system, linking the commercial and industrial centers of the U.S., Mexico and Canada.

NCI Building Systems, Inc. (NYSE: NCS) today announced it will participate in the Stephens Inc. Fall Investment Conference. Norman C. Chambers, Chairman, President and Chief Executive Officer, will deliver the Company's presentation. NCI Building Systems, Inc. is one of North America's largest integrated manufacturers of metal products for the nonresidential building industry. NCI is comprised of a family of companies operating manufacturing facilities across the United States and Mexico, with additional sales and distribution offices throughout the United States and Canada.

Pioneer Drilling To Present At The Stephens Inc. Fall Investment Conference. Lorne E. Phillips, Executive Vice President and Chief Financial Officer of Pioneer Drilling, is scheduled to make a presentation to the conference.  The presentation will provide an update on the Company’s operations and certain recent developments.  Pioneer Drilling Company provides contract land drilling services to independent and major oil and gas operators in Texas, Louisiana, Oklahoma, Kansas, the Rocky Mountain and Appalachian regions and internationally in Colombia through its Pioneer Drilling Services Division. The Company also provides workover rig, wireline and fishing and rental services to producers in the U.S. Gulf Coast, Mid-Continent, Rocky Mountain and Appalachian regions through its Pioneer Production Services Division.  Its fleet consists of 71 land drilling rigs that drill at depths ranging from 6,000 to 25,000 feet, 74 workover rigs (69 550-horsepower rigs, four 600-horsepower rigs and one 400-horsepower rig), 82 wireline units, and fishing and rental tools.

DXP Enterprises, Inc.(DXPE 20.86, -0.01, -0.05%) today announced that David Little, Chairman and CEO of DXP and Mac McConnell, Senior Vice President and Chief Financial Officer of DXP, will present at the Stephens Inc. Fall Investment Conference. DXP’s innovative pumping solutions provide engineering, fabrication and technical design to meet the capital equipment needs of its global customer base. DXP provides solutions by utilizing manufacturer authorized equipment and certified personnel. Pump packages require MRO and OEM equipment such as pumps, motors and valves, and consumable products. DXP leverages its MROP inventories and technical knowledge to lower the total cost and maintain the quality of the pump package.

Mark D. Manion, executive vice president and chief operating officer of Norfolk Southern Corporation (NYSE: NSC | PowerRating), will address the Stephens Inc. Fall Investment Conference. Norfolk Southern Corporation (NYSE: NSC) is one of the nation's premier transportation companies. Its Norfolk Southern Railway subsidiary operates approximately 21,000 route miles in 22 states and the District of Columbia, serves every major container port in the eastern United States, and provides efficient connections to other rail carriers. Norfolk Southern operates the most extensive intermodal network in the East and is a major transporter of coal and industrial products.

Vulcan Materials at Stephens, Inc. Fall Investment Conference. Dan Sansone, Senior Vice President and Chief Financial Officer, as well as Mark Warren, Director of Investor Relations.Vulcan Materials Company, based in Birmingham, Alabama, provides infrastructure materials that are required by the American economy. Vulcan is the nation's largest producer of construction aggregates, a major producer of other construction materials including asphalt and ready-mixed concrete and a leading producer of cement in Florida. Vulcan produces aggregates, primarily crushed stone, sand and gravel, that are used in nearly all forms of construction. In particular, large quantities of aggregates are used to build roads and nonresidential properties.

USG at Stephens, Inc. Fall Investment Conference. USG is a leader in each of its three core businesses. USG is number one in gypsum wallboard with about 30 percent of the North American market. USG leads this business with low cost capacity and market leading brands such as SHEETROCK brand wallboard, DUROCK brand cement boards and FIBEROCK gypsum fiber panel products. About a third of sales are from non-wallboard products. USG's worldwide ceilings business, whose products are primarily used in non-residential buildings, is the second largest in the industry. These businesses maintain a strong relationship with dealers which carry both ceilings and gypsum products. USG's building products distribution business, L&W Supply, is the only specialty gypsum dealer with a national presence. L&W's size (about $1.3 billion in revenues during 2009) gives it advantages from economies of scale not available to its primary competitors, which tend to be small, local independent dealers. L&W sold about 11 percent of all wallboard in the U.S. in 2009.

TAMPA, Fla., Nov 3, 2010 (GlobeNewswire via COMTEX) -- Quality Distribution, Inc. (QLTY 6.60, +0.14, +2.17%) ("Quality) announced that it will participate in the Stephens, Inc. Fall Investment Conference. At the conference, Gary Enzor, Chief Executive Officer, and Joe Troy, Executive Vice President and Chief Financial Officer, will present a general overview of Quality's business. Headquartered in Tampa, Florida, Quality operates the largest chemical bulk tank truck network in North America through its wholly-owned subsidiary, Quality Carriers, Inc., and is the largest North American provider of intermodal tank container and depot services through its wholly-owned subsidiary, Boasso America Corporation. Quality Carriers' network of independent affiliates and independent owner-operators provides nationwide bulk transportation and related services. Quality is an American Chemistry Council Responsible Care(R) Partner and is a core carrier for many of the Fortune 500 companies that are engaged in chemical production and processing.

Kirby Corporation ("Kirby") (NYSE:KEX - News) announced today that Joe Pyne, Kirby's Chief Executive Officer, will present at the Stephens Inc. Fall Investment Conference. Kirby Corporation, based in Houston, Texas, operates inland tank barges and towing vessels transporting petrochemicals, black oil products, refined petroleum products and agricultural chemicals throughout the United States' inland waterway system.  Kirby also owns and operates four ocean-going barge and tug units transporting dry-bulk commodities in United States coastwise trade.  Through the diesel engine services segment, Kirby provides after-market service for medium-speed and high-speed diesel engines and reduction gears used in marine, power generation and railroad applications.

Heartland Express, Inc. (Nasdaq:HTLD) announced that President and John Cosaert, Chief Financial Officer will present at the Stephens Inc., Fall Investment Conference. Heartland Express, Inc. is an irregular route truckload carrier of general commodities. The Company has built a solid reputation for providing superior service to the short to medium haul truckload market. Principal traffic lanes lie east of the Rocky Mountains however, the Company does provide select team service to the West Coast markets. The Company has expanded to the Western United States with a regional operating center in Phoenix, Arizona. The Company ended the year with a 78.4% operating ratio and cash, cash equivalents, and investments of $331.3 million. The Company's balance sheet continues to be debt-free.
All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline Dig

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All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline Dig

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Please review Jesse Ventura's Conspiracy Theory on the death camps in the US and think about what is going on when bioterror companies, logistics companies, transportation companies, re-construction companies, emergency planning companies, disaster relief companies, and military contractors meet together for a conference on domestic investment strategy!

It's up on youtube this past week was very good for the infowar. Between the TSA scanner issue and now this how they were hurt this week.

All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline citizenx

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Many of the exercises in NLE10 involved freight and transportation.  I know that.

What the hell kind of party do these boys have planned?

Offline Dig

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I had to read this one a few times to really understand how F-ed up it is:

Kansas City, Mo., November 10, 2010– Kansas City Southern (KCS) (NYSE: KSU) Vice President Investor Relations, William Galligan, will address the Stephens Inc. Fall Investment Conference. Headquartered in Kansas City, MO, Kansas City Southern is a transportation holding company that has railroad investments in the U.S., Mexico and Panama.  Its primary U.S. holding is The Kansas City Southern Railway Company, serving the central and south central U.S.  Its international holdings include Kansas City Southern de Mexico, S.A. de C.V., serving northeastern and central Mexico and the port cities of Lázaro Cárdenas, Tampico and Veracruz, and a 50 percent interest in Panama Canal Railway Company, providing ocean-to-ocean freight and passenger service along the Panama Canal.  Kansas City Southern's North American rail holdings and strategic alliances are primary components of a NAFTA Railway system, linking the commercial and industrial centers of the U.S., Mexico and Canada.

All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline Satyagraha

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Guess what...Stephens, Inc. (the ones behind Ptech and BCCI and likely this nonsensical fraudulent legislation about internet censorship) got all the Nazi corporatists together for more tyrannical fun...this time planning to profit from rebuilding America and providing emergency transportation, logistics, medical services and a complete JERICHO TV scenario (now that they finished the job in the middle east).

Just investigate this for yourselves...

Who was at the Stephens circle jerk over the last few days planning trucking/train logistics, electronic warfare on Americans, and content management of propaganda?

Landstar System, Inc. ---> integrated supply chain solutions ---> warehousing and logistics services

Ultralife ---> portable and standby power solutions to communications and electronics systemsference/

Knology, Inc.  ---> digital cable TV, local and long distance digital telephone service ...high-speed Internet access, ...integrated IP-based technology which converges data and voice

Ryder ---> commercial transportation, logistics and supply chain management solutions company

Harris Corporation ---> communications and information technology

Globecomm Systems ---> system integration, system products, and network services  ... USAID's Iraq Infrastructure...

AngioDynamics ---> medical devices used by interventional radiologists

Kansas City Southern ---> transportation holding company that has railroad investments in the U.S., Mexico and Panama 

NCI Building Systems, Inc. --->  integrated manufacturers of metal products for the nonresidential building industry

Pioneer Drilling ---> land drilling services to independent and major oil and gas operators

DXP Enterprises, Inc. --->  pumping solutions provide engineering, fabrication and technical design to meet the capital equipment needs

Norfolk Southern Corporation ---> operates approximately 21,000 route miles in 22 states and the District of Columbia, serves every major container port in the eastern United States

Vulcan Materials ---> construction aggregates, primarily crushed stone, sand and gravel

USG  ---> building products distribution business

Quality Distribution, Inc. ---> chemical bulk tank truck network bulk transportation

Kirby Corporation ---> inland tank barges and towing vessels transporting petrochemicals, black oil products, refined petroleum products and agricultural chemicals

Heartland Express, Inc. ---> truckload carrier of general commodities.

This information, along with the truth presented by Jesse Ventura in his police state episode should crystallize the agenda for those who have been too long in the fog of mainstream media 'news'. This is preparation for the 'rebuilding' of the New World Order's former America; the North American Union. Everything is accounted for, in hyper-Nazi organized fashion: logistics, building materials, transportation, communications: the necessary infrastructure components for housing the slaves, moving the slaves, controlling the slaves. Next step: the RFID tracking (reference: TSA biometrics replace naked body scanners & sexual molestation: better ways to track slave movements).

The "next Pearl Harbor" is going to be a big one: probably dwarf the 911 false flag.
They're desperate, they're fanatics, they're

And  the King shall answer and say unto them, Verily I say unto you, 
Inasmuch as ye have done it unto one of the least of these my brethren,  ye have done it unto me.

Matthew 25:40


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Offline citizenx

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I had to read this one a few times to really understand how F-ed up it is:

Kansas City, Mo., November 10, 2010– Kansas City Southern (KCS) (NYSE: KSU) Vice President Investor Relations, William Galligan, will address the Stephens Inc. Fall Investment Conference. Headquartered in Kansas City, MO, Kansas City Southern is a transportation holding company that has railroad investments in the U.S., Mexico and Panama.  Its primary U.S. holding is The Kansas City Southern Railway Company, serving the central and south central U.S.  Its international holdings include Kansas City Southern de Mexico, S.A. de C.V., serving northeastern and central Mexico and the port cities of Lázaro Cárdenas, Tampico and Veracruz, and a 50 percent interest in Panama Canal Railway Company, providing ocean-to-ocean freight and passenger service along the Panama Canal.  Kansas City Southern's North American rail holdings and strategic alliances are primary components of a NAFTA Railway system, linking the commercial and industrial centers of the U.S., Mexico and Canada.


I was thinking of this when I read this:

Panama canal is due a big earthquake
19:00 18 November 2010 by Andy Coghlan

The Panama canal is at greater risk of a catastrophic earthquake than previously assumed, a seismological survey of faults around the canal has warned. It reveals that two known faults adjacent to the canal are far more active than previously thought, raising the possibility of a major quake just as the canal is being widened and upgraded in a project due for completion in 2014. The authors of the survey estimate that quakes occur every 300 to 900 years. The most recent one was in 1621, so another could happen at any time. Along both faults, surfaces normally rub harmlessly past one another at a rate of around half a centimetre a year. But stresses can build up, causing the faults to jump suddenly, say the authors of the survey. The question is by how much. In the worst case, the ground could shift laterally by up to 3 metres, says Tom Rockwell of San Diego State University, California, head of the survey team. "That means that any structures built directly on the fault are likely to be damaged or destroyed, as an earthquake of this size will produce very strong ground shaking."

Something big planned for the Panama Canal?

Offline Dig

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Mike Harari/GHWB/Buddy Young/Barry Seal/Jackson Stephens...
All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline Dig

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Blast from Past
(6 months ago)
***HUGE FALSE FLAG being planned by Israel, Canada, US in Denver Area


See link for pics:

John Ash

Is the Chief of Integrated Public Safety Branch for the City of Ottawa, composed of the City’s Office of Emergency Management and Corporate Security division. John’s responsibilities include functioning as the EOC Director of the City’s Emergency Operations Center; and providing leadership to the City’s emergency management program, which encompasses corporate business continuity, exercise and training programs. John is also responsible for the protection of city assets and providing a secure workplace for City of Ottawa staff through the Corporate Security division. His experience includes: the planning and management of the City’s response to multiple World Summits and Presidential visits, as well as many local level emergencies and evacuations, and the coordination of the City’s support to Ottawa Public Health during the recent H1N1 pandemic. In addition, John is a member of the Conference Boards of Canada’s Centre for National Security and Council on Emergency Management. He is also a visiting instructor for the Canadian Emergency Preparedness College, and a past President of the International Association of Emergency Managers-Canadian; a Canadian Standards Association Technical Committee member on the Emergency Management and Business Continuity Standard. He has written numerous papers in the Emergency Management field and has a M.A. in Leadership from Royal Roads University
Vik Bebarta

Dr. Vik Bebarta is a Lieutenant Colonel in the US Air Force. He is the Chief of Medical Toxicology and a staff emergency physician at Wilford Hall Medical Center and Brooke Army Medical Center in San Antonio, TX. He is an Associate Professor of Emergency Medicine at the University of Texas Health Sciences Center – San Antonio. He graduated from the US Air Force Academy in 1994. He received his MD from George Washington University and he completed his residency at the University of Colorado and Denver Health Medical Center. He completed a two-year Medical Toxicology fellowship at the Rocky Mountain Poison and Drug Center in Denver, CO. Since 2005, he has deployed to Iraq twice, serving as the Chief of Emergency Medicine at the Air Force Theater Hospital and the Theater Consultant for Medical Toxicology both times. He has over 42 peer-reviewed publications, 80 research presentations, 40 nationally invited lectures, and several large research grants addressing chemical weapons, proteomics, acute poisonings, and combat casualty care.
Julie Benbenishty

Julie is American born but has lived in Israel since 1974. After finishing high school and nursing school in Israel, in 1978 she was drafted into Israeli defense forces, and discharged as 1st Lieutenant. She has worked in intensive care and trauma at Hadassah hospital in Jerusalem for 34 years. Julie has completed post graduate courses in the following subjects: intensive care, trauma, communications, management, and good clinical research practice. While working in intensive care, she also functioned as nurse researcher and project manager since 1994. Many of her research projects were investigator initiated and multi-center in Israel and European countries.

Since 1996 Julie has served as the coordinator for SHERI, a Medical Aviation company – repatriation of injured and sick Israelis from abroad to Israel. Since 2001, she has served as the Coordinator of the annual International Terror Medicine- Mass Casualty workshop, lecturing about the Israeli experiences coping with terror and mass causalities.

Julie also has been published in several medical and nursing journals. For the past 4 years she’s been on the faculty of Hebrew University Hadassah Hospital School of nursing working as a clinical instructor as well as lecturer. The mother of three children, she currently lives in Jerusalem, Israel.
Assistant Chief George Blackmore

Currently serving as the Assistant Chief of Special Operations and Homeland Security, George Blackmore has steadily risen through the ranks of the Austin Fire Department (AFD) during his 30-year career. Joining the department in 1980 as a firefighter, he was promoted to lieutenant in 1989, captain in 1991, and battalion chief in 1995. In 1996, Chief Blackmore was appointed Safety Officer and three years later, became Division Chief of Operations. Serving in both the Operations Division as Shift Commander and Special Operations as Division Chief Program Manager, Chief Blackmore is well versed in the multi-faceted service delivery of current firefighting tactics and strategy. In 2005, Chief Blackmore achieved the rank of Assistant Chief and continued his work in developing strategic partnerships and creating homeland security and domestic preparedness awareness and strategies. Among his more interesting roles includes a trip to Baghdad in 2006 to work with Iraqi firefighters and police, a stint as head of AFD’s Terrorism Task Force, AFD’s Special Operations Division, former Safety Officer with Texas Task Force 1 (TX-TF1), his current membership on the Capital Area Council of Government’s (CAPCOG) Homeland Security Task Force, and current role as Incident Commander for the Capital Area Type III Incident Management Team.

A graduate of the University of Texas at Austin with a bachelor’s of arts degree in Germanic Languages, Chief Blackmore is also a graduate of the Austin Police Department’s West Point Leadership Academy and the Homeland Security Executive Leaders Program at the Naval Postgraduate School in Monterey, California. He has also attended numerous National Fire Academy (NFA) courses including the Fire Academy Fire Service Communications Course, Command and Control of Fire Department Operations at Natural and Manmade Disasters Course, and the Hazardous Materials Site Operations Practices Course. He is a certified Texas Master Firefighter, National Fire Protection Association (NFPA) Fire Officer III, Instructor III, and Aircraft Firefighter, and a Texas Emergency Medical Technician (EMT).
Dr. Efrat Bron-Harlev, Rabin Medical Center

In 1994, Dr. Bron-Harlev completed her internship and started the pediatric residency in the Schneider Children’s Medical Center. She continued on with a fellowship in Pediatric Critical Care. From 2002-’05 she was a senior critical care physician in the Pediatric Intensive Care Unit (PICU) unit of this hospital. In 2005, Dr. Bron-Harlev received a position in the headquarters of Clalit HMO as a knowledge manager, and as the medical manager of the Electronic Medical Records in the hospitals of the HMO. In 2006-’07 she completed an MPA degree at Harvard University in Boston. Since 2007, she has served as the Deputy Director to the Chief Executive Officer of Beilinson Hospital, and the assistant to the CEO of Rabin Medical center.
Sanaz Browarny

Sanaz Browarny is the Director of Intelligence and Analysis for the Control Systems Security Program (CSSP) at the Department of Homeland Security. Ms. Browarny’s role includes coordination with members of the Intelligence Community, Law Enforcement, and the private sector to provide each entity with information on current threats and vulnerabilities to control systems. Prior to her role with the CSSP, Ms. Browarny worked on the Committee on Foreign Investments for the U.S. (CFIUS) where she analyzed the national security risks of foreign investors interested in U.S. entities.
Michael Cardash, Retired Bomb Commander from the Israeli National Police

Michael Cardash is one of the world’s leading experts in recognizing and responding to the threat of improvised explosive devices (IEDs). With a career as a senior bomb technician that spans nearly 30 years, Mr. Cardash most recently served as deputy head of the Israeli National Police Bomb Disposal Division (2005-2009). During the Palestinian terror campaigns (“intifadas”), he commanded bomb disposal units within the border guards and police. Throughout his career, he held many positions, including commander, West Bank bomb squad (1990-1992); commander, Yarkon bomb squad (1993-1996); commander of bomb disposal training school (1996-1999); and chief bomb disposal officer of the Tel Aviv district (1999-2001) and central district (2001-2004). As a leader of these teams, he investigated and responded to different terror attacks, particularly those involving suicide bombing devices. He received the Medal of Courage for outstanding service in 1991. Mr. Cardash has trained law enforcement personnel and bomb technicians from around the world. He assisted in founding counterterrorism security procedures and contributed in R&D bomb-disposal projects, researching and developing new tools and equipment for mitigating and defeating IEDs.

Michael has a professional reputation within the bomb disposal community as one of the world’s most valued experienced bomb technicians.
Deborah Colburn

Deborah Colburn is the Director of the Animal Emergency Management Program for the Colorado Veterinary Medical Foundation. A former New Hampshire state representative, she has held leadership positions with state government and with both for-profit and non-profit organizations. Ms. Colburn brings 15 years of experience managing and consulting for non-profit organizations. She has expertise in strategic planning, program management, government affairs, employee relations and community outreach. After the hurricanes of 2005, Ms. Colburn served as the Alabama Community Recovery Supervisor and Government Affairs Liaison for the American Red Cross Hurricane Recovery Program, as well as Special Project Administrator for the United Ways of Alabama’s Emotional Recovery Initiative, funded by the American Red Cross. Ms. Colburn earned a BA degree in Sociology at Bowdoin College in Maine and a Masters degree in Public Administration at the University of New Hampshire. She resides in Eldora, CO.
Zohar Dvir

Brigadier General Zohar Dvir, Deputy Commander Northern Region District, has held many roles including Battalion Deputy Commander and Commander of Special Reconnaissance in the “Golani” Brigade from 1992-94, Security Manager of Frankfurt Airport from 1995-98, and a Squadron Commander in the YAMAM Counterterrorism unit from 1998-2007. From ’07-’09 he was Northern region District Commander of “Amakim” sub-district (Brigadier General).
Barb Graff

Ms. Graff has been the Director of Seattle Office of Emergency Management since June of 2005. Her responsibilities include managing the multi-hazard interdepartmental emergency management program for the City of Seattle and coordinating its relation to other emergency response agencies and community groups. The program encompasses all phases of integrated emergency management including preparedness, mitigation, response and recovery.

Prior to Seattle, Ms. Graff served in a similar capacity for the City of Bellevue for 21 years. Under her leadership, Bellevue’s emergency management program served as the pilot for the national Emergency Management Accreditation process. Ms. Graff currently chairs the national Emergency Management Program Review Committee and serves on the Emergency Management Accreditation Commission.

A native of Puget Sound, she holds a Bachelor of Science degree in Sociology from the University of Washington. Ms. Graff has managed the response to a number of presidentially declared disasters and has a depth of experience with full-scale and functional exercises.

Ms. Graff serves on the King County Advisory Committee on Emergency Management and Regional Homeland Security Council. She is a member of the Washington State Emergency Management Association and the International Association of Emergency Management. She co-chairs the Board of Directors for the Washington Information Network 2-1-1 (WIN 2-1-1) information referral system.
James K. Hartmann

Jim Hartmann has served as the City Manager of Alexandria for six years. Before coming to Alexandria, Jim was County Administrator of Spartanburg County, South Carolina from 1999 to 2005. From 1996 to 1999, he held the position of County Administrator for Eagle County, Colorado. Prior to his work in Colorado, Jim held a number of senior positions during his 13-year tenure with Orange County, Florida. A native Californian, Jim also served in the United States Coast Guard for eight years.

Jim earned bachelor’s and master’s degrees in Public Administration from the University of Central Florida, later serving as an adjunct faculty member for the University’s Master of Public Administration (MPA) program. He also served as a visiting lecturer at the Clemson/University of South Carolina MPA program and attended the Harvard Kennedy School of Government’s Program for Senior Executives in State and Local Government.

Currently, Jim is a member of the National Capital Region Chief Administrative Officer’s Homeland Security Executive Committee and co-chairs the National Capital Region Interoperability Council.
David J. Kaufman

David J. Kaufman was appointed Director of FEMA’s Office of Policy and Program Analysis (OPPA) in September 2009. In this position he is responsible for providing leadership, analysis, coordination, and decision-making support to the FEMA Administrator on a wide range of Agency policies, plans, programs, and key initiatives.

Mr. Kaufman has extensive experience with homeland security and disaster preparedness issues. He has been a member of the faculty at the Naval Postgraduate School’s Center for Homeland Defense and Security, where he has taught in the Center’s graduate and executive level education programs, and has previously served in several senior positions in the U.S. Department of Homeland Security and in FEMA.

His previous service included establishing the Office of Preparedness Policy, Planning and Analysis in FEMA’s National Preparedness Directorate, where as the Director he led policy and planning efforts for national preparedness; and Acting Director and Deputy Director of the Preparedness Programs Division in the Office for Domestic Preparedness, where he oversaw the day-to-day activities of DHS’ $3 billion portfolio of state, local, and infrastructure preparedness assistance programs.

In 2008, Mr. Kaufman left government service to become Safety and Security Director for CNA, a non-profit think-tank that provides analysis and solutions to challenging problems for all levels of government, where he worked on a range of homeland security issues including community engagement, risk management, and catastrophic planning, and supported the Quadrennial Homeland Security Review.

Mr. Kaufman holds a Master of Public Policy degree from the University of Michigan; a Bachelor of Arts degree in International Relations, Political Science, and History from the University of Wisconsin-Madison; and is a graduate of the Center for Homeland Defense and Security’s Executive Leaders Program.
Gil Kleiman

Gil Kleiman has been announced as a speaker for the conference, presenting on different topics across the Medical & Health, First Responder, and Community Resilience.  His classes include: “Integrating Public, Private, and Non-Profit Efforts”, “Integration of EMS with Police and Fire on Scene”, and “Working with the Media in Israel”.

Gil Kleiman is an Israel National Police (INP) veteran, foreign press spokesperson, international lecturer and author with over 24 years experience working in Israel. He has an unsurpassed knowledge of on-site terror scene investigations, security assessments and media relations. Kleiman has provided background explanations, information and professional technical briefings to hundreds of law enforcement agencies around the world.  Having obtained his undergraduate degree from George Washington University and an L.L.B. in Law from Bar- Ilan University, Kleiman has superior expertise in analyzing terror crime scenes and security threats facing law enforcement.

In 1983, after serving as Combat Engineer in the Israeli Defense Force (IDF) at the rank of Sgt., Kleiman began his career in the Israel National Police (INP) as a Bomb Disposal Technician and later became an instructor at the INP Bomb Disposal School.  Prior to beginning law school in late 1987, Kleiman was an Anti-Terror instructor at the Israeli Border Police Training Center. While in law school, he joined the INP Nazi War Crimes Unit, assisting foreign law enforcement officers with the prosecution of Nazi war criminals residing in various countries throughout the world. Later, he continued as a Violent Crimes and Homicide Investigator in the INP’s Main Branch in Tel Aviv.

In 1997, Kleiman began his tenure in the INP Security Section. He inspected, assessed and provided expertise regarding the security apparatus at government and public installations. He developed training and instructional programs for hundreds of security officers across Israel and served as an advisor at legislative planning meetings for The Public Security Installation Law.

Beginning in June, 2001, during the period of intense terror attacks that struck Israel, Kleiman served as the INP’s Foreign Press Spokesperson. He quickly became Israel’s face and voice to the rest of the world, as Israel’s suicide bomb spokesperson. Present at all major terror attacks and suicide bombings, Kleiman drove all media interface and provided on site interviews and press statements for all the media outlets including; CNN, FOX , BBC, SKY, al-Jazeera, El Arabia, RTV, RTL, NTV, et al.  He has given presentations at EUROPOL Hague in the Netherlands on “Media and Terror”, and was also part of the INP Anti-Terror team sent to Greece prior to the 2004 Olympics.

 In 2007 Kleiman joined Proactive Global Security (PGS). As an instructor and expert presenter of media response strategies and tactics in mass casualty terror incidents, Kleiman has lectured for agencies across the US and Europe.  He has conducted numerous training seminars for law enforcement officers, SWAT, EOD, EMT, fire service, and emergency management and hospital policy-makers through the Urban Area Security Initiative (UASI) on topics including:

    * Media and Terror: Public Information and Public Diplomacy at a Terror Scene.
    * Changing the “Hard Disc”: Instilling a Proactive Terror Mindset in Policeman-Israel’s Success and Failure in the War Against Suicide Bombers .
    * Cumulative Trauma and Post Trauma Stress Disorder

Kleiman has recently begun to instruct Tai Chi at one of Israel’s psychological treatment centers for disabled Israeli war veterans suffering from Post Traumatic Stress Disorder (PTSD). In addition, he has begun co-authoring a textbook about suicide bombing.  
William (Bill) Lane Jr.

Mr. Lane graduated from the University of Wisconsin in 1952 and attended UW Law School 1954-55. He was Military Police Officer in the U.S. Army from 1952-1954 (one year in Korea).
From 1955-1970, Lane was in the Advertising / Promotion Department LIFE Magazine, and from 1971-1981 held Advertising/Marketing positions with several different companies.
Then in 1989 he became Vice President, Evans Advertising/Denver. A member of the Aurora Citizen Corps Council since 2004, Lane has attended North Central Region monthly meetings.

Lane established the Heritage Eagle Bend Emergency Preparedness Committee in 2006, and has chaired the committee since its inception. He joined the Heritage Eagle Bend/Parker Adventist Hospital MRC unit in 2008, and the Emergency Preparedness classes he has attended include CERT, Train The Trainer, CPR/First Aid, Weather Spotter, Emergency Shelter, ICS 100/200/700. Lane has attended numerous emergency preparedness meetings, seminars, and conferences since 2006, and writes a monthly emergency preparedness column for Heritage Eagle Bend Newsletter.
Dr. Daniel Laor

Dr. Daniel Laor, the Director of Emergency and Disaster Management Division for the Ministry of Health in Israel has been confirmed as a speaker for the Shared Strategies for Homeland Security Conference.
His participation as one of the conference professionals provides a key resource for our attendees from the Medical and Public Health communities. Dr. Laor has led the Emergency and Disaster Management Division in coping with numerous emergencies, including terrorist actions, the second Lebanon War and pandemic flu preparations.
Susan L. Law

Mrs. Law has been a public servant for 27 years, including three years with the Department of Homeland Security and 24 years with the Navy. As the Deputy Director for Interagency Programs in the DHS Science and Technology (S&T) Directorate, she seeks out research and technology development efforts that can contribute to domestic security and help make our nation safer. She conducts outreach across 10 states in FEMA Regions VII and VIII and provides a conduit to subject matter experts within the S&T organization. She also helps integrate S&T activities across federal, state, local, and tribal lines, and with first responders.

She has been named the Executive Secretary to a White House directed DHS and Department of Energy task force that was stood up as a result of the December 25, 2009 attempted airline bombing. The objective of this task force is to deliver advanced technology and knowledge to improve aviation security.

Prior to joining DHS in November 2007, Mrs Law was assigned to Navy Headquarters at the Pentagon. She managed a portfolio of $175 million per year and was responsible for the development, acquisition, and sustainment of missile, boat, submarine, and mobile land targets that replicated the performance of enemy systems. These target systems are used in support of training and to test and evaluate the performance of Navy weapon, aircraft, and ship systems.

Mrs. Law is a native of Rapid City, South Dakota with a Bachelor of Science Degree in engineering from the South Dakota School of Mines and Technology, and a Master of Science Degree in Systems Management from the University of Southern California. She is a graduate of the Naval Aviation Systems Command Management Development, and Senior Executive Management Development Programs. She was awarded the Navy Meritorious Civilian Service Award for her efforts in support of Navy Test and Evaluation efforts, and is the recipient of numerous civil service awards.
Lynn Mauricio, MD, FACS, FSCCM

Dr. Lynn finished his Medical School at the Federal University of Rio de Janeiro, Brazil. He trained in General Surgery at Tel Aviv University/Sheba Medical Center in Israel and did a Trauma/Critical Care fellowship at the Ryder Trauma Center in Miami, Florida.

Dr. Lynn is a retired Lieutenant Colonel from the Israeli Military where he served for 18 years. His main positions were as Flight Surgeon with the Israeli Air Force Special Forces, Medical Director of the Israeli Air Rescue and Medical Evacuation Unit and Chief of the Trauma Branch for the Israeli Military. Dr. Lynn was the Medical Commander of Operation Solomon, the largest airborne humanitarian mission in history. He was the Commander of the Israeli medical team deployed to Nairobi for the bombings of the American embassy and Team commander and chief surgeon of 2 Israeli field hospitals deployed to Turkey in the aftermath of the 1999 earthquakes.

Dr. Lynn was a member of the Israeli Trauma Council of the Ministry of health where he developed and wrote policies for field trauma care for the military and served as a consultant for the civilian Emergency Medical Services. In this capacity, Dr. Lynn was in charge of disaster preparedness of all hospitals in Israel.

Dr. Lynn moved to the USA 10 years ago and currently is a Professor of Surgery at the Miller School of Medicine of the University of Miami. He is a Trauma Surgeon and Critical Care specialist at Jackson Memorial Medical Center. He is Medical Director of the Trauma Resuscitation Unit at the Ryder Trauma Center and recently became the Medical Director of the Jackson Memorial International medical services.

Dr. Lynn served as a member of the disaster committee of the Join Commission for Accreditation of Healthcare Organizations (JCAHO), disaster consultant for Royal Caribbean Cruise Line, and for Denver Health Medical Center in preparation for the Democratic National Convention in 2008. I addition, he served as an advisor for the preparations of the Summit of Americas in Trinidad in 2009.

Dr. Lynn served as co-chair of the Trauma Disaster Committee for the Florida Department of Health, leading the “Standardization Project” initiated to standardize mass casualty planning and response for all hospitals in the State of Florida.

Recently, Dr. Lynn was deployed to Haiti in the aftermath of the January 2010 earthquake, to plan and design of the University of Miami field hospital.

Dr. Lynn is a fellow of the American College of Surgeons, member of the Eastern Association for Surgery of Trauma, Society of Critical Care Medicine, Pan American Trauma Society, Florida Committee on Trauma and the World Association for Disaster and Emergency Medicine (WADEM).

Dr. Lynn is the author of the P.R.I.D.E. course (Planning and Response Implementation for Disasters and Emergencies). He teaches, lectures and consults on disaster preparedness worldwide.
Marguerite McCormack

Marguerite McCormack is a consultant, trainer, and practitioner in the field of trauma and vicarious traumatization. She works nationally with issues of trauma, disaster, organizational trauma dynamics, and vicarious trauma. She is the former Director of Trauma Practice at Jefferson Center for Mental Health, the former project director of Columbine Connections, the community-based response to the shootings at Columbine High School, and the former Coordinator of the Student Counseling Center at the University of Colorado at Denver. She is one of the principal authors of the Colorado State Mental Health Curriculum for Intervention in Disasters, Introduction to Trauma Therapy, Working with Children in Disasters and Vicarious Traumatization. Marguerite has also been an adjunct faculty member at the University of Colorado at Denver, Metropolitan State College of Denver, and the University of Denver. She presents regularly to diverse audiences, including physicians, nurses, law enforcement, attorneys, correctional staffs, first responders, and mental health clinicians.

Sibel McGee, Ph.D.

Dr. Sibel McGee is a senior analyst in the Applied Systems Thinking (AsysT) Institute at Analytic Services Inc., a not-for-profit public service institute that provides objective studies and analyses to aid decision-makers throughout the national security, homeland security, and public safety communities. Dr. McGee has extensive training in political science and the application of quantitative methodologies to analysis of social and political phenomena. She specializes in the areas of politics of culture and identity, terrorism and counterterrorism, radicalization, public resilience, and emergency management.
Since joining Analytic Services in 2007, Dr. McGee has led several projects and conducted various studies in support of DHS, DoD, the Project on National Security Reform, and other organizations. At ASysT, Dr. McGee is engaged in various educational and research activities. She develops and teaches courses on systems thinking principles and tools for internal and external audiences and conducts case studies that apply systems thinking methods to various national and homeland security issues. She is currently conducting a case study on Mexico’s drug cartel problems to highlight gaps and shortcomings in the present US approach and is assisting FEMA in doctrine development efforts for incident support and management.

The case study Dr. McGee led for DHS on public resilience in Israel describes how the US can enhance its current efforts to mobilize US public toward greater preparedness for natural and man-made emergencies. The study has been widely distributed, and has received coverage and praise in various media channels.  Dr. McGee is a summa cum laude graduate of Texas A&M University, where she received a Ph.D. in Political Science. She received a Bachelor of Science and Master of Science in International Relations from Middle East Technical University in Turkey, and a Master of Arts in European Union Studies from University of Bonn in Germany.

Dennis Mileti

Dennis Mileti is a retired professor from the University of Colorado at Boulder where he directed the Natural Hazards Center—our nation’s repository and clearinghouse for social science research on natural hazards and disasters.

He is the author of over 100 publications, most of which are on topics related to the societal aspects of hazards and disasters. His book, Disasters by Design, was commissioned by the Office of Science and Technology Policy in the White House; it summarized natural hazards knowledge in all fields of science and engineering, and made recommendations for shifts in national policies and programs. Disasters by Design made him the most cited social scientist on the topic of hazards and disasters, and was required reading in more college and university courses on emergency management in America than any other for almost a decade.

Dr. Mileti has served on a variety of advisory boards including as: (1) the Chair of the Committee on Disasters in the National Research Council of the National Academies of Science, (2) the Chair of the Board of Visitors to FEMA’s Emergency Management Institute, (3) a Board Member for the Earthquake Engineering Research Institute, (4) as Expert Advisor to the National Institute of Science and Technology’s congressional study of evacuation of the World Trade Center towers on 9/11, and more.

He was appointed by the Governor as a Commissioner on the California Seismic Safety Commission, and he’s worked as a consultant in both the private and public sectors in matters related to emergency management including, for example, utilities with nuclear power plants, and federal and state agencies.

Dennis is currently a researcher with one of the Department of Homeland Security’s national centers of excellence for research on terrorism, and he is on the Advisory Council for the Southern California Earthquake Center.

Will Moorhead

Will Moorhead has served in the emergency management field both as a first responder and in State and local government capacities. He has over 17 years’ experience in the fire service and remains active as a lieutenant with his department in Greenville, SC. His previous positions as Legal Analyst for South Carolina Emergency Management Division and Director of Public Health Preparedness for South Carolina Division of Health and Environmental Control Region 2 provided many opportunities to see first-hand how legal issues impact emergency management as well as understand the need for practical preparedness. Will has since entered the consulting arena and is able to share his expertise in emergency management with public and private clients. He is currently teaching in the Emergency and Disaster Management Program for Western Carolina University and the Masters In Public Administration Emergency Management Certificate at Clemson University. Will received a B.A. from Furman University and J.D. from Mercer University.

Moshe Farchi, Ph.D.

Dr. Farchi is the founder and the head of the Stress and Trauma studies Program in Tel Hai College, Israel. After finishing his undergraduate studies in social work in Haifa university he moved directly to study his second degree in public health at the Hebrew university faculty of medicine . On 2003 completed dr. Farchi his Ph.d in Bar-Ilan university – school of social work.
James M. Mulvihill, CPP

James M. Mulvihill serves as the Vice President of Special Operations for Security Industry Specialists Inc. He manages all facets of the Company’s Special Operations and Executive Protection details. He also assumes the role as Director of Security Operations for the Academy of Motion Pictures Arts and Sciences Annual Presentation, also known as the “Oscars”.

Mr. Mulvihill retired from Law Enforcement in 2003 as a Division Commander in Atlanta, Georgia. He has served in numerous capacities in his 18-year career to include assignments with the Drug Enforcement Administration (DEA), Criminal Investigations Division Commander, a member of the oversight committee for Fulton County/Atlanta Emergency Management, Public Education Coordinator, National Accreditation Manager, Narcotics Division Commander and Capitol Project Development Coordinator. He has been recognized for his accomplishments in providing government leadership and guidance to numerous State and local agencies.

After leaving civil service Mr. Mulvihill turned his ambitions and insight to the private sector by transitioning his acquired skills in providing innovative and practical design concepts to some of the largest and most high profile events in the world.

He attended Arkansas State University and is a graduate of the University of Louisville’s Command Officers College and the University of Georgia’s Carl Vinson Institute of Government.
Matthew Murray

Lieutenant Murray is a twenty year veteran of the Denver Police Department with a majority of that time being spent in Investigations. Lieutenant Murray has worked in patrol, in a specialized proactive uniform assignment, the assault investigations unit, the domestic violence investigations, unit, and in the homicide unit as a detective and supervisor. As a homicide detective, Lieutenant Murray’s first case was the murder of a Denver Police Officer and his last case was the massacre at Columbine High School. Lieutenant Murray was promoted and worked as the morning shift commander for Denver’s District Two station before being transferred to his current assignment as the aide to the Chief of Police.

In his current position, Lieutenant Murray is the commander of the Media Relations unit and acts as the spokesperson for the Denver Police Department.

Lieutenant Murray has also served on the board of directors for Denver SafeHouse and recently ended a term as the chair of the board.

Lieutenant Murray is married and has six children. He and his family have hosted three foreign exchange students and forty foster children. He has Master of Science Degree in Organizational Leadership from Regis University and his hobbies include photography, traveling with his family, backpacking, and exploring Anasazi ruins.

John Nicoletti, Ph.D

John Nicoletti received his doctorate in psychology from Colorado State University. Dr. Nicoletti is a Clinical/Police Psychologist who specializes in identifying, assessing and defusing attack related behaviors and violence in various workplaces, campuses and schools. In his other area of specialization, he provides on-site psychological screenings and consultations at the U.S. bases of McMurdo and the South Pole in Antarctica.

Dr. Nicoletti has written three books in the areas of violence, entitled Violence Goes to Work (1994); Violence Goes to College (2001), published by Charles C. Thomas; and Violence Goes to School (2002), National Education Services.

Dr. Nicoletti provides national training and consultation to various university campuses and school districts. He also consults nationally to various state and federal law enforcement agencies and private corporations. In addition, he is also called upon to conduct individual direct and indirect risk assessments for campuses and corporations. Dr. Nicoletti was on-scene at the April 20, 1999 Columbine school shooting and also responded to the Platte Canyon High School shooting in September 2006. He also provides training for parents of young children on stranger awareness and personal safety. Dr. Nicoletti is on the Colorado Governor’s Task Force on Expert Emergency Response and is past Chair of the Police Psychologist Section for the International Association of Chiefs of Police. Dr. Nicoletti also works with Lockheed Martin doing Risk Assessments. Most recently Nicoletti-Flater Associates have been specializing in assisting departments in training and supervising the new generation employees.

Wei Pan

Wei Pan is a Research Assistant and PhD student in the Human Dynamics Group at MIT Media Lab. He obtained his B.Eng. degree in Computer Science from Tsinghua University in Beijing, China. He has also worked for Google R&D China for a year as well as a couple of start-ups.

Wei Pan’s current research interests are computational social science and artificial intelligence. He builds mathematical models for human behaviors and studies the mechanism for diffusion and influence between individuals. With the other four members of the MIT Red Balloon Team, Wei Pan won the DARPA 40th Anniversary of Internet Grand Challenge, in which the MIT team demonstrated that social media can be adopted to mobilize crowds in time-critical missions. Their success quickly attracts attention from both major media and government officials, and inspires researchers in sociology, economics and many different areas. A few of his other research projects are also featured in mainstream media such as Technology Review.
Kobi Preger

In the First Responder track, Chief Superintendent Kobi Preger, Head Bomb Disposal Officer for the North District of the Israel National Police, will be speaking on several topics, ranging from lessons learned in investigations to recent trends in terror incidents in Israel. From 1983-86, Preger was IDF Military service in Engineering corps. From 1986-1990, he was a bomb technician in the Jerusalem Bomb Unit, then on to Senior Bomb technician from 1990-97. Head of the Bomb Disposal Laboratory in the INP Headquarters from ‘97-2000, Preger then went on to become Head of the Bomb in the Jerusalem District until 2004.

Ginny Schwartzer

As an emergency management consultant and certified ICS and HSEEP trainer, Ms. Schwartzer has designed, conducted, and evaluated exercises across the country. She has experience developing continuity plans for various clients including churches, businesses and governmental agencies. Of particular note is her development of a COOP for a city of 50,000+ in Florida which culminated in a full-scale exercise where city business was conducted at the designated alternate location. She graduated with honors from North Carolina State University and holds her BS in meteorology and is currently pursuing a Masters Certificate in Community Preparedness and Disaster Management from University of North Carolina at Chapel Hill. She has recently written for Campus Safety Magazine, American School and Hospital Facility Magazine, and Worship Facilities Magazine.

Offer Shahar

Superintendent Offer Shahar, National Officer in Charge of Search and Rescue in the Community and Civil Guard Division in Israel since 2007, will be speaking at the conference. From 1983-1987 Shahar was Infantry, Company Commander (first lieutenant) in the Israeli Military. As for Police service, he has two decades experience in the Counterterrorism division of YAMAM, holding such positions as the Head of R&D, Breach, and E.O.D.

Dr. Shmuel Shapira, Hadassah Medical Organization in Jerusalem

Professor Shmuel Shapira is currently the Deputy Director General of the Hadassah Medical Organization. Prior to this position, he served as Deputy Director of Hadassah Ein Kerem University Hospital. Professor Shapira received his medical degree from the Hadassah-Hebrew University School of Medicine. He completed two residencies in anesthesiology/intensive care and in medical management, also at Hadassah, as well as advanced training in pain management. In 1992, he completed advanced training in obstetric anesthesia at the University of California, San Francisco. Prof Shapira is Lieutenant Colonel (Res) in the IDF, and serves as an authority on terror and trauma/emergency medicine, and instructs medical students and physicians in terror medicine, management of mass casualty events, and advanced trauma life support and risk management. Prof Shapira is active in several Ministry of Health National committees and councils and is a board member of Magen David Adom.

Prof. Shapira has published about hundred different academic publications, ranging in topics from trauma, terror medicine, and mass casualty management.

Isrel Singer

Commander Isrel Singer has held about every position available in the area of bomb disposal and training. After serving in the Engineering Corps of the Israeli Military from 1978-83, from 1983 until now Singer has held positions in the Israeli Police as Chief Training Officer, Operations Officer, and Head of the Bomb Crossing Division. Singer is currently the Head of the Security Division of the Israeli Police.

Colonel Dr. Yechiel Soffer

Dr. Soffer is an internationally renowned expert in Disaster Management, preparation for National Emergencies and Population Resilience and Recovery. He is the Head of the Civil Defense Department of the Home Front Command in the Israel Defense Forces (IDF).

Soffer has written the official National Plan for the response to an earthquake in Israel and since 2008 has been lecturing at Ben-Gurion University of the Negev on the subject of “Population Behavior in Emergency Situations.”

Soffer established the Population Training System and the deployment of information to the public (guidance & instructions), by the Home Front Command, for a range of emergency situations. In 1984, he was conscripted into the IDF as a combat soldier in the Golani Brigade of the Infantry Division. During his Military Service he filled a series of command positions, rising from platoon leader to Infantry Brigade Commander with the rank of Colonel. He participated in dozens of operational activities in Lebanon, the West Bank and the Gaza Strip.

In 1991, after finishing his active Military Duty with the role of Assistant Company Commander, Soffer attended a Special Forces qualification course in Fort Bragg NC-US Army. In 2003, he was appointed Commander of Dan District Home Front Command and was responsible for the Civil Defense of major cities in Israel. In 2006, he was appointed as the Head of the Civil Defense Department in the Home Front Command Headquarters. Soffer was responsible for the process of drawing conclusions in the aftermath of the Second Lebanon War (2006). As a result of the lessons learned, he built a Population Training and Information System that includes:

• Spokesmen on TV Channels
• A live broadcasting studio in the Home Front Command
• Website
• A national call center
• An alarm system for the civilian population

He activated this information system for the first time during the IDF Operation “Cast Lead” in Gaza. Soffer was a member of the Israeli delegation for humanitarian aid to Haiti (January 2010) following the earthquake. His Doctorate thesis was: “A National Multi-Organization Model for the Preparedness and Immediate Response Stages to an Earthquake”. In this role, Soffer lectures at conferences in Israel and abroad. He has also written numerous articles on population behavior and resilience in an emergency, which have been published in both local and international journals.

Yisroel Stefansky

Yisroel Stefansky, Founder and Director of International Business Development, will be presenting in both the Medical & Health and Community Resilience tracks at the Shared Strategies Conference.  We are excited to have him joining the already esteemed list of presenters at this event.  Stefansky will be presenting three classes, “Respectfully Handling the Remains of Disaster Victims” (Medical/Health), “Integrating Public, Private, and Non-Profit Efforts”, and “The Role of Volunteers in Israel” (Community Resilience).

As Proactive Global Security’s  Founder and Director of International Business Development, Yisroel Stefansky plays a fundamental role helping organizations throughout the US understand terrorism from the perspective of the victim.  He is an international lecturer and recognized expert in practical disaster response and relief.

A true veteran of the war between terrorists and civilization, Stefansky has worked with police forces, emergency response teams, and many other first-responders in various countries throughout the world as a consultant and response trainer.

As a young man Stefansky found himself at the site of a violent terror attack in Jerusalem. Rather than turn away he took action and became part of the rescue effort.  This experience led him to found ZAKA, an organization that carries out the important and difficult task of recovering body parts for burial whenever and wherever a disaster or terror attack occurs.  The ZAKA foundation today consists of several hundred young volunteers who are stationed across Israel, poised and ready to respond to any disaster.

Stefansky was sent to Houston when the Space Shuttle Columbia disintegrated, and subsequently aided in recovering victims in the U.S. following hurricane Katrina. He established the Israeli civilian search and rescue dive team, and is a founder of the Israel Support Fund, a charitable organization supporting low profile hospitals, institutions and families that are normally overlooked by donors.  

 He has appeared on FOX News, Israel National News, Radio Israel and CFRB Toronto.

Jeffrey Stern

Jeff Stern is the Director of the Northern Virginia Emergency Response System, leading joint, integrated, regional homeland security and emergency management strategic planning, policy-making, and operations in support of responders in the 25 cities, counties and towns outside Washington, DC. He is a two-decade emergency services professional who has served in local governments in Virginia, Maryland and Colorado, and with the federal government, where he served as a White House Fellow and then as Executive Director of the Homeland Security Advisory Council at DHS.
Adam Thiel

With nearly two decades in the field, Adam Thiel is fire chief for the City of Alexandria, Virginia—a diverse and densely populated urban community in the National Capital Region—Chief Thiel provides overall leadership and strategic direction for the city’s fire/injury prevention, all-hazards emergency response, emergency medical services, building/fire code administration, and emergency management functions. Adam’s operational experience includes serving with distinction in four states (MD, NC, AZ, and VA) as a chief officer, incident commander, company officer, hazardous materials team leader, paramedic, technical rescuer, structural/wildland fire fighter, and rescue SCUBA diver. Chief Thiel directly participated in response/recovery efforts for several major disasters including the 9/11 tragedy, Hurricane Gustav, Hurricane Isabel, and the 2009/10 blizzards. In 2002, Adam was appointed by then-Governor Mark Warner to lead the Virginia Department of Fire Programs (VDFP) through a critical post-9/11 transition and state fiscal crisis.

For the past fourteen years, Chief Thiel has provided strategy, planning, risk management, and leadership consulting/expertise to international organizations, non-profits, government agencies at all levels, educational institutions, and private firms. Adam has authored more than 20 publications and presented at more than 30 conferences in multiple states/countries. He teaches graduate-level courses at several colleges/universities; writes a regular column in Fire Chief Magazine; serves as a technical adviser for the FireRescue1 website; and chairs the program advisory board for 24-7 FIRE.
Brian Tishuk

Since 2004, Brian S. Tishuk has been the Executive Director of ChicagoFIRST, a nonprofit coalition of financial and other institutions in the Chicago area that partners with government at all levels on issues of business resilience and homeland security.

Mr. Tishuk oversees the activities of various working groups that address business continuity, pandemic planning, and security, as well as leading the development and implementation of annual tabletop exercises. He also represents the organization before the City of Chicago, State of Illinois, and various components of the executive and legislative branches.

In 2008, Mr. Tishuk joined the Executive Committee of the Financial Services Sector Coordinating Council and became the inaugural chair of the Regional Consortium Coordinating Council. He has helped other organizations like ChicagoFIRST form, and in 2005 he established the Regional Partnership Council so that these organizations could better collaborate.

Prior to that, Mr. Tishuk enjoyed a nearly 20-year career at the United States Treasury Department during which he addressed a vast array of public policy issues affecting financial institutions, from the savings and loan crisis of the mid-1980s to the attacks of September 11th.

Following September 11th, Brian led Treasury’s efforts to enhance the resiliency of financial institutions, establishing the Office of Critical Infrastructure Protection and Compliance Policy and serving as its Acting Director and Deputy Director. These efforts included forming the Financial and Banking Information Infrastructure Committee and FSSCC, both in 2002. He also reached out to Chicago financial institutions and assisted them in forming ChicagoFIRST in 2003.

Mr. Tishuk has an undergraduate degree from Lawrence University in Appleton, Wisconsin; a masters degree in public policy from the University of Michigan; and a law degree from Georgetown University.
Mike Walker

Mike Walker’s presentation at the conference, titled “The Terrorist Threat: Fact or Fiction” outlines the current terror threat to the United States. It explores the ideology of al-Qaeda and its affiliates and discusses the radicalization of today’s homegrown terrorists. The presentation reviews future threats and proposes a way forward during an era of complacency.

Robert M. (Mike) Walker is Chairman of the Board of Plexus Scientific Corporation in Alexandria, Virginia. Mr. Walker joined Plexus in 2001 following a 32-year career in public service. He was confirmed four times by the United States Senate to serve in senior executive branch positions. He was Acting Secretary of the Army in 1998. He also served as Under Secretary of the Army, Army Acquisition Executive, Assistant Secretary of the Army, and Deputy Director of the Federal Emergency Management Agency. Mr. Walker was an Under Secretary of Veterans Affairs when he retired from the federal government. Prior to joining the executive branch, he was staff director of the Senate Subcommittee on Military Construction Appropriations for 12 years.

Mr. Walker is recognized as one of the nation’s leading authorities on homeland security and homeland defense. Following the terrorist attacks in New York and Washington on September 11, 2001, Mr. Walker was recalled to federal service to serve on a homeland defense tiger team reporting to the Secretary of Defense. He later served as a member of the Strategic Review Group for the White House Office of Homeland Security Directorate of Prevention and Protection. Mr. Walker led the executive support cell for the National Terrorism Exercise Series, TOPOFF II, and was the senior player for the TOPOFF large-scale game. For the DHS Headquarters Operational Integration Staff, he supported the development of the National Response Plan, the National Strategy for the Physical Protection of Critical Infrastructures and Key Assets, and the Interagency Security Plan. Mr. Walker is vice-chair of the National Infrastructure Institute which is studying critical infrastructure protection. He also serves as a faculty member for the Naval Postgraduate School’s Center for Homeland Defense and Security.

During his previous Pentagon service, Mr. Walker oversaw Military Support to Civil Authorities for five years. He led Department of Defense support to FEMA and the FBI following the bombing of the Murrah Federal Building in Oklahoma City. He established the Nunn-Lugar-Domenici program to train emergency first responders in 120 American cities to deal with terrorist attacks using weapons of mass destruction. He created National Guard Civil Support Teams in 10 federal regions to assist local authorities in responding to terrorism. Mr. Walker led DOD security support for the Atlanta Olympics, the Denver Summit of the Eight, and the 1997 Inauguration of the President.

While serving at FEMA, Mr. Walker was responsible for the agency’s terrorism and national security programs, including the continuity of government and continuity of operations planning programs. He was a member of the President’s Management Council and served as Chair of the Domestic Working Group of the President’s Y2K Council. He led FEMA’s interagency preparations for the NATO 50th Anniversary Summit. Mr. Walker also directed FEMA’s participation in the President’s Long-Term Recovery Task Force following the devastation of Hurricane Georges in Puerto Rico.
Alicia Welch

Alicia Welch has more than 20 years of operational service in the Los Angeles Fire Department (LAFD) and extensive experience working on special projects and program development. On August 4, 2008, Ms. Welch promoted to Captain II and was assigned to the newly formed Los Angeles/Long Beach Urban Area Security Initiative, Critical Incident Planning and Training Alliance (known as the Alliance). In this assignment she has been involved in research of national best practices and federal guidance pertaining to large-scale critical incident emergency preparedness.

Captain Welch has developed her operational and administrative knowledge by working through the ranks as a Firefighter, Battalion Staff Assistant, Fire Inspector, and Captain I and II. She has worked in active assignments throughout the City including Mid-City, Korea Town, South Los Angeles, West Los Angeles, Pacoima, Fairfax District, the San Fernando Valley, and Downtown Los Angeles. Her most recent assignment allowed her to maximize her skills, abilities, and talents while she worked as part of a multi-agency, multi-disciplinary, and multi-jurisdictional regional planning task force.

In September 2005, Captain Welch responded to Hurricanes Katrina and Rita as part of the Los Angeles Fire Department’s Critical Incident Stress Management Team. There she was charged with providing peer support to impacted firefighters in the region. Since the deployment to the hurricanes, Captain Welch has become a subject matter expert and instructor in Psychological First Aid and critical incident debriefings.

Captain Welch is a member of the Los Angeles Fire Department’s Significant Incident Investigation Team, were she has developed her technical writing, policy development, and investigation skills. She has had the unfortunate opportunity to conduct post incident firefighter fatality investigations.

Captain Welch was selected to participate in the development of the Los Angeles Fire Department Leadership Academy. As a 2007 graduate from the highly acclaimed Los Angeles Police Department West Point Leadership Academy, she enhanced her leadership, management, and supervisory skill-sets. She is also a member of the instructor cadre for the LAFD Leadership Academy.

Alicia earned her Bachelor of Arts Degree in Recreation Management from California State University, Long Beach in 1990. She also earned a Master of Science Degree in Homeland Security/National Studies from the esteemed Naval Postgraduate School in Monterey, California in 2006.

In summer 2009, the Department of Homeland Security / FEMA in partnership with the Naval Postgraduate School / Center for Homeland Defense and Security announced Captain Welch as one of three distinguished fellows. Ms. Welch spent late 2009 and 2010 in Arlington, Virginia assigned to the National Preparedness Directorate at FEMA Headquarters in Washington, DC. She dedicated her year-long fellowship to learning about employee preparedness and developed the Ready Responder Organizational Preparedness Program (see Captain Welch has since returned to Los Angeles this October and is currently assigned to Fire Station 74 in Tujunga as a Task Force Commander.
All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

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Welcome to the 2010 Shared Strategies for Homeland Security Conference website. We are excited to invite you to this unique conference that approaches homeland security in a comprehensive, multi-disciplinary manner. This conference is singular in its effort to integrate first responders, healthcare professionals, the business community and citizens to facilitate an exchange of information, ideas and concepts from around the world that promote increased safety and security.

Addressing the mission to prepare, prevent, respond and recover from disasters, the Shared Strategies for Homeland Security Conference presents  internationally renowned speakers covering four session tracks: Health & Medical; First Responder; Business & Critical Infrastructure and Community Resilience.  For only $350 you’ll be given access to all of the event’s unique programming.

Monday Opening Session at The CELL with Juan Zarate

Denver Art Museum

The Shared Strategies for Homeland Security Conference and the Denver UASI want to invite you to a very special opening night event at The CELL, a one-of-a-kind exhibit designed to expose the real threats that exist in today’s society.  Conference attendees will be given an exclusive tour of the exhibit, followed by a networking reception at the Denver Art Museum with a Keynote address from Juan Zarate, former Deputy Assistant to the President and Deputy National Security Advisor for Combating Terrorism.

The Center for Empowered Living and Learning (The CELL) is a non-profit institution dedicated to addressing the most important global issue of our time – terrorism. The CELL exists to educate citizens on the realities of today’s global terrorism threats, and seeks to empower both individuals and organizations with the knowledge and the tools to proactively effect change.  The organization’s exhibit, Anyone, Anytime, Anywhere: Understanding the Threat of Terrorism, is experiential and interactive using state-of-the-art multimedia tools to educate its visitors.  It is the only exhibit of its kind in the world.  The mission of this exhibit is to advance and disseminate information about terrorism and the ideologies that attempt to justify and drive its proliferation.  The CELL strives to deepen public understanding by encouraging visitors to think about the moral, philosophical, legal and existential questions raised by terrorist organizations, and the best known policies employed to combat such current and future threats to American citizens and people around the world.

The CELL is located within the Denver Civic Center Cultural Complex, across from the Denver Art Museum.

Dr. Sibel McGee announced as speaker for Community Resilience Track

* October 20th, 2010

Dr. Sibel McGee is a senior analyst in the Applied Systems Thinking (AsysT) Institute at Analytic Services Inc., a not-for-profit public service institute that provides objective studies and analyses to aid decision-makers throughout the national security, homeland security, and public safety communities. Dr. McGee has extensive training in political science and the application of quantitative methodologies to analysis of social and political phenomena. She specializes in the areas of politics of culture and identity, terrorism and counterterrorism, radicalization, public resilience, and emergency management.

Since joining Analytic Services in 2007, Dr. McGee has led several projects and conducted various studies in support of DHS, DoD, the Project on National Security Reform, and other organizations. At ASysT, Dr. McGee is engaged in various educational and research activities. She develops and teaches courses on systems thinking principles and tools for internal and external audiences and conducts case studies that apply systems thinking methods to various national and homeland security issues. She is currently conducting a case study on Mexico’s drug cartel problems to highlight gaps and shortcomings in the present US approach and is assisting FEMA in doctrine development efforts for incident support and management.

The case study Dr. McGee led for DHS on public resilience in Israel describes how the US can enhance its current efforts to mobilize US public toward greater preparedness for natural and man-made emergencies. The study has been widely distributed, and has received coverage and praise in various media channels.

Dr. McGee is a summa cum laude graduate of Texas A&M University, where she received a Ph.D. in Political Science. She received a Bachelor of Science and Master of Science in International Relations from Middle East Technical University in Turkey, and a Master of Arts in European Union Studies from University of Bonn in Germany.
Philip Palin to speak in Business & Critical Infrastructure Track

* November 29th, 2010

Philip J. Palin is Director of Private Sector Integration with the Center for Homeland Defense and Security at the Naval Postgraduate School.  He specializes in prevention, catastrophe preparedness and resilience. Much of his work involves public-private partnerships in risk readiness.

 During the conference Mr. Palin will participate in three presentations:


    * Brokering Public-Private Partnerships – What works and what does not work, including common mistakes that undermine effectiveness and simple rules for success.  Co-presenting with Jackie Duke from Brookfield Properties.
    * Supply Chain Resilience – Water and sanitation, food, essential medical care, pharmaceuticals and medical equipment, and shelter are each examples of “supply chains” on which modern life depends. Supply chains are increasingly interdependent and, potentially, fragile.  The presentation will focus on regional strategies for cultivating resilience.
    * Implementing Cost Effective and Smart Change – This is a panel discussion

 Mr. Palin is also a Research Fellow with the Pace University Graduate Program in Management for Homeland Security and Public Safety Professionals, serves as the Project Manager for Mass Care in the mid-Atlantic Regional Catastrophic Preparedness Grant Program, and is a regular contributor to Homeland Security Watch (

 Mr. Palin is the principal author for the Catastrophe Preparation and Prevention series from McGraw-Hill. Others publications include Threat, Vulnerability, Consequence, Risk and Consequence Management.  In May 2010 the Homeland Security Affairs Journal published Resilience: The Grand Strategy (

 Mr. Palin has previously served as President of a small college in Japan, Managing Director of an international educational foundation, and from 1998 to 2008 he was CEO of a private consulting firm which he co-founded.
Resilience: The Grand Strategy

Philip J. Palin

Homeland security does not have a Grand Strategy. There have been national strategies. There are a plethora of operational strategies. In The Edge of Disaster, Steve Flynn recommends resiliency as an over-arching goal. 1 Many have murmured agreement and the word is increasingly common in speeches and other pronouncements. But as an official with responsibility for resilience recently asked in private, “What does it mean?”

The military historian and theorist B.H. Liddell Hart argued, “While the horizon of strategy is bounded by the war, grand strategy looks beyond the war to the subsequent peace.” 2 The grand strategy of the United States during the Cold War was captured in a single word: containment. The meaning of containment prompted considerable contentiousness, even while the insight the term provided is widely credited with strategic success.

There is no serious dispute that George Kennan’s 1946 Long Telegram is the origin of containment as the touch-stone of our Cold War strategy. Recently, I authored a Long Blog 3 trying to make strategic sense of resilience. Kennan eventually reworked his original, which Foreign Affairs published as “Sources of Soviet Conduct.” 4 I appreciate the invitation from Homeland Security Affairs to offer a similar reworking of the Long Blog.

In his Long Telegram, 5 George Kennan outlines five related understandings. He observes reality, gives context to his observations, projects these findings on official policy, acknowledges the role of unofficial policy, and offers practical deductions… or what I would call strategy. I will follow the same organizational schema:

(1) Basic features of post-war Soviet outlook risks to the United States;

(2) Background of this outlook perspective on risk;

(3) Its projection in practical policy on official level;

(4) Its projection on unofficial level;

(5) Practical deductions from standpoint of U.S. policy.

Kennan urges readers to recognize a Soviet take on reality. Kennan’s argument aims to engage, manage, manipulate — choose your verb — the orientation of our adversary. Sixty-plus years later, the most serious risks facing the United States are where a range of threats, some traditional and some novel, interact with several vulnerabilities Kennan did not face. Where Kennan focuses intently on the Soviet threat, our threats are more numerous and nuanced. The recent National Intelligence Strategy (NIS) is helpful in scanning the horizon. 6 Can we derive the same sort of logical policy premises that Kennan found?

The principal risks are as follows:

   1. According to the NIS there are four nation-states that present a “challenge to U.S. interests.” These are Iran, North Korea, China, and Russia. None present the near-peer level of competition offered by the Soviet Union immediately after WWII. Individually or in concert these competitors can constrain the U.S. But even in unlikely combination these nation-states do not present the clear-and-present danger the Stalinist superpower seemed to threaten. (This shift, more a matter of human will than fewer warheads, also demonstrates the importance of keeping the nuclear genie contained.)
   2. Violent extremist groups, insurgents, and transnational criminal organizations “increasingly impact our national security” according to the NIS. But the capacity of these groups to threaten the U.S. with catastrophic harm is modest. We should not discount the potential terrorist or even criminal use of WMD. 7 But a reasonable and sustained application of the precautionary principle should suffice to manage this risk (see Cass Sunstein). 8 A debate regarding the specific meaning of reasonable and sustained could be entirely worthwhile.
   3. The global economic crisis has been identified by Dennis Blair, director of national intelligence, as the “primary near-term security concern” for the United States. 9 The dependence of the Unites States on foreign holders of debt (especially China), efforts to replace the dollar as the principal international reserve currency, the prospect of U.S. hyper-inflation, and a growing sense of financial limitation all increase the nation’s strategic vulnerability.
   4. Failed states and ungoverned spaces nurture possibilities available to violent extremists, insurgents, and transnational criminal organizations, according to the NIS. Unconnectedness, ala Thomas P.M. Barnett, breeds all sorts of ugliness. 10
   5. Climate change 11 and energy competition will present new casus belli and heart-wrenching humanitarian crises. The NIS treats the two as one significant source of instability.
   6. “Rapid technological change and dissemination of information continue to alter social, economic, and political forces, providing new means for our adversaries and competitors to challenge us” is how the NIS describes the threat. The report goes on to note, “While also providing the United States with new opportunities to preserve or gain competitive advantage.”
   7. Pandemic disease is listed by the NIS as “a persistent challenge to global health, commerce, and economic well-being.”

Kennan also listed his “basic features” as running from (a) to (g). From seven basic features Kennan derived – or at least argued – four fundamental deductions. Kennan’s deductions de-mystify the strategic perspective of the Soviet leadership. It is a reality warped by ideology. But precisely because Soviet perception is so ideologically blinkered, it is predictable. Kennan argued the U.S. could best advance its interests when it acted with this predictable worldview as a principal target.

Kennan could focus on threat analysis. Today the NIS outlines a much more complicated mix of threats and vulnerabilities. By any measure the U.S. is much stronger than it was in 1946. But we are also more vulnerable. Insight regarding external threat is no longer sufficient. We also require a self-awareness of vulnerability. (Threat x Vulnerability) x Consequences = Risk.

If the assessment of our context provided above – and by the National Intelligence Strategy – is reasonably accurate, the other-awareness advocated by Kennan is no longer sufficient. Many threats confronting the United States today are beyond the scope of accurate analysis or, even, consensus judgment. The unpredictability of the H1N1 pandemic is good evidence. The potential implications of climate change, resource shortages, and the range of weapons and targets available to our adversaries challenge the imagination and arguably exceed our analytical capacity.

A colleague who served for many years in the intelligence community has critiqued the National Intelligence Strategy as fatally flawed because it is so far-reaching. In his view it is undisciplined in target-selection and thereby condemns the intelligence community to almost certain failure. Limited assets will be stretched too thin. His operational concern is undeniable. Yet I perceive the greater flaw is too narrowly defining threats as externalities. In 1946 the Soviet threat was clearly primus inter pares. In 2009 choosing among threats can seem a game of musical chairs. A deep knowledge of an other is helpful, but no longer sufficient. Other-awareness must be complemented with self-awareness. Risk emerges from threat and vulnerability. Threats are often beyond our reach, vulnerabilities are usually self-generated. We require a deep understanding of our self.

Kennan found four action principles flowing reasonably from his seven perceptual premises. For a Soviet leader who has confidence in his perception of reality, the prescriptions for action are self-evident. Kennan encourages his Foggy Bottom masters to recognize the internal logic of the adversary’s worldview. Broadly accepting the worldview set out by the National Intelligence Strategy, I propose four action principles:

1. The United States is, by far, the most powerful single player on the planet. More than most, we are masters of our own fate. We have the resources, systems, and culture to actively participate in shaping the future. Yet some perceive the best days are behind us. Certainly many would say 1946 was golden compared to our reduced current condition. That could be a self-fulfilling prophecy, but here are three reassuring factoids:

GDP compared to principal putative adversary:

1950: U.S.: $1.45 trillion v. Soviet Union: $510 billion (1991 dollars) 12

2007: U.S.: $14.2 trillion v. China: $4.4 trillion 13

U.S. federal deficit as a percentage of GDP: 14

1946: 121.7 percent

2009: 66.2 percent (projected)

U.S. median household income (constant 2007 dollars): 15

1947: $25,260

2007: $46,207

2. Despite our great power, the United States confronts a strategic context with even greater potential for instability than 1946. Today there are many more nodes of significant influence than in the immediate post-war period. The interactions — social, intellectual, economic, and political — between the various nodes constitute a rich web much greater than that of 1946. The spread of H1N1 was much faster than any prior pandemic 16 and going viral is no longer limited to viruses. The pace of change has accelerated. We have much more virtual proximity to – and real dependence on – decisions and actions occurring well outside the direct influence of the United States.

3. As a result, the contemporary strategic context is much less predictable than 1946. Kennan’s fundamental thesis was that the ideological rigidity of the Soviet regime made it predictable and therefore manageable. There is evidence he was right and during the Cold War U.S. policymakers and strategists often (not always) were guided by this insight. But the range and type of challenges facing the U.S. today are not anywhere as predictable. Rather than a “simple” bi-polar (pun intended) world, we are surrounded by random outbreaks of mass neuroses and peculiar psychoses.

4. With limited predictability regarding our threats, national policy and strategy should aim to optimize our adaptability to a range of risks.

In setting out his four deductions Kennan is more concise – perhaps purposefully provocative – than the preceding. But then in Part 2 of the Long Telegram he analyzes “certain aspects” of what he has confidently exposed. He posits: “At bottom of Kremlin’s neurotic view of world affairs is traditional and instinctive Russian sense of insecurity.” (Telegraphing, like twittering, tended to dispense with articles.)

Kennan argues that understanding the sources and symptoms of Soviet neurosis will allow U.S. decision-makers to avoid unnecessarily provoking our adversary and potentially take advantage of the Kremlin’s neurosis. An effective strategy engages perceived reality, even if the reality that matters is neurotic.

Modern psychology has moved away from a mid-twentieth century notion of neurosis. When Kennan wrote, neurosis was understood as an unresolved conflict between unconscious motivations and explicit purpose. One psychologist explains, “Neurosis means poor ability to adapt to one’s environment, an inability to change one’s life patterns, and the inability to develop a richer, more complex, more satisfying personality.” 17

The environment in which the United States finds itself has changed dramatically since 1946. Since, at least, the mid-1970s the speed of change has been rapid and the direction erratic. We have not adapted gracefully to the change. We resist changing our national life patterns. Similar to the Soviet leadership, so helpfully analyzed by Kennan, we are increasingly neurotic in our effort to justify inconsistencies between our self-image and experience.

The strategic context emerging from this period of rapid change has not, by-and-large, been friendly to the attitudes and habits Americans developed immediately after World War II. We have become more and more dependent on increasingly expensive foreign sources of energy. Other nations, and alliances of nations, have emerged as competent competitors. Our comparative advantage in a wide array of fields has narrowed or we find ourselves at a disadvantage. An industrial economy has been succeeded by a consumer economy with its own precarious tendencies. Our financial indebtedness, both foreign and domestic, has increased dramatically. Our unequalled military prowess has been unable to forestall the first successful foreign attack on the continental U.S. since the War of 1812. Even the “defeat” of our Soviet enemy has not seemed to produce a practical return. We are undoubtedly the most powerful nation on the planet. But it sure doesn’t feel like it.

In Man and His Symbols, Carl Gustav Jung offers,

    In order to sustain his creed, contemporary man pays the price in a remarkable lack of introspection. He is blind to the fact that, with all his rationality and efficiency, he is possessed by “powers” that are beyond his control. His gods and demons have not disappeared at all; they have merely got new names. They keep him on the run with restlessness, vague apprehensions, psychological complications, an insatiable need for pills, alcohol, tobacco, food — and, above all, a large array of neuroses…

    Mankind is now threatened by self-created and deadly dangers that are growing beyond our control. Our world is, so to speak, dissociated like a neurotic… Western man, becoming aware of the aggressive will to power of the East, sees himself forced to take extraordinary measures of defense, at the same time as he prides himself on his virtue and good intentions. 18

Jung does not — and certainly I do not — suggest resolving the neurosis by denying our good intentions or presumption to virtue. But neither will any resolution come from a willful denial of our struggle to square what we believe with what we have done or perceive we must do.

We have in the Department of Homeland Security and its various concerns a totem giving form to a wide range of unresolved conflicts: liberty v. security, insider v. outsider, privacy v. transparency, individual v. community, local v. national, good v. evil… the list of dichotomies could continue. Never before has a single government agency served as a repository for so many potential neuroses. It’s predisposition to neurosis is especially strong because of its domestic – we could say, self-absorbed – focus.

Nearly a century has passed since Sigmund Freud wrote an essay (later to become Totem and Taboo) entitled “On Some Points of Agreement between the Mental Lives of Savages and Neurotics.” 19 In this he offers that totemism is an elaborate, ritualized effort to resolve the deep ambivalence that exists in most fearing what we most love. In creating the totem we attempt to externalize and objectify the ambivalence that is the source of our neurosis. But without great care, the totem can merely institutionalize both ambivalence and neurosis. Something more is required to resolve the tension. Is this why St. Elizabeth’s has been selected for the new DHS headquarters? 20

Kennan’s key to defending the United States is to recognize and, when appropriate, exploit Soviet neuroses. To defend the United States and advance our interests in the twenty-first century we must attend effectively to our own neuroses.

President Bush famously asked of the 9/11 terrorists, “Why do they hate us?” 21 He answered the question, “They hate our freedoms: our freedom of religion, our freedom of speech, our freedom to vote and assemble and disagree with each other.” The terrorists hate us for our virtues. While the values argument put forth by Mr. Bush should not be dismissed, Osama bin-Laden offers a considerably different rationale.

    It should not be hidden from you that the people of Islam had suffered from aggression, iniquity and injustice imposed on them by the Zionist-Crusaders alliance and their collaborators; to the extent that the Muslims’ blood became cheap and their wealth became as loot in the hands of the enemies. Their blood was spilled in Palestine and Iraq. The horrifying pictures of the massacre of Qana, in Lebanon, are still fresh in our memory. Massacres in Tajikistan, Burma, Kashmir, Assam, the Philippines, Fatani, Ogadin, Somalia, Eritria, Chechnya and in Bosnia and Herzegovina took place, massacres that send shivers through the body and shake the conscience. All of this the world watched and heard, yet not only didn’t respond to these atrocities, but also, with a clear conspiracy between the USA and its allies and under the cover of the iniquitous United Nations, the dispossessed people were even prevented from obtaining arms to defend themselves. 22

These massacres are unfamiliar to most Americans. U.S. culpability for these horrific events will strike most as absurd. Yet Osama bin-Laden is not alone in finding Americans complicit in the unjust suffering of Muslim millions. According to recent surveys, most Pakistanis readily agree. 23

Even in seeking to do good, we can cause suffering. In his assessment of our situation in Afghanistan, Gen. Stanley McChrystal explains:

    Preoccupied with protection of our own forces, we have operated in a manner that distances us — physically and psychologically — from the people we seek to protect. In addition, we run the risk of strategic defeat by pursuing tactical wins that cause civilian casualties or unnecessary collateral damage. The insurgents cannot defeat us militarily; but we can defeat ourselves. 24

A United Nations report found that in the first six months of 2009, three hundred Afghan civilian casualties – roughly 30 percent of the total – were caused by coalition forces. 25 During the same period the U.S./NATO coalition suffered nearly the same number of fatalities. 26 In a September interview with 60 Minutes Gen. McChrystal said, “Since I’ve been here the last two and a half months, this civilian casualty issue is much more important than I even realized. It is literally how we lose the war or in many ways how we win it.”

In pursuing peace we have killed the innocent. In defending freedom we have imprisoned – and worse – those who have done us no harm. We have betrayed what we love in an effort to protect what we love. Yet it would be a serious error to see this as merely hypocritical or cynical. During the eight years of our current war there have, no doubt, been instances of hypocrisy and cynicism. But it is crucial to acknowledge these seeming contradictions as the inevitably tragic consequence of exercising power. Purity of purpose is hard enough. Purity of practice is beyond our capacity. As Reinhold Niebuhr observes,

    The tragic element in the human situation is constituted of conscious choices of evil for the sake of good. If men or nations do evil in a good cause, they cover themselves with guilt in order to fulfill some high responsibility; or if they sacrifice some high value for the sake of a higher or equal one, they make a tragic choice. 27

The powerful cannot avoid tragedy. It is innate to the nature of power. As our national power has multiplied, so has our tragic potential. But the American psyche struggles to deny this reality. We point to innocent intention. We seek individual scapegoats —Lynndie England or Dick Cheney — for our collective guilt. We propagate neuroses to obscure our role in tragedy.

Our effort to escape tragedy is more threatening to our integrity of purpose — and essential innocence — than any tragic choice we undertake. In refusing to embrace the tragic, we invite a much more insidious condition. Neibuhr continues,

    If virtue becomes vice through some hidden fault of virtue; if strength becomes weakness because of the vanity to which strength may prompt the mighty man or nation; if security is transmuted into insecurity because too much reliance is placed upon it; if wisdom becomes folly because it does not know its own limits — in all such cases the situation is ironic… It is differentiated from tragedy because by the fact that the responsibility is related to an unconscious weakness rather than to a conscious resolution. 28

The United States ought not deny the paradox inherent to power. It is self-deluding to indulge our neuroses in seeking to avoid the tragic. In Lear the plot is set when the old King is unwilling to accept Cordelia’s honest, if paradoxical, expression of love. From Lear’s vanity and denial unfolds catastrophe. (Ponder sea coast construction in hurricane country, urban wildfire, flood plain development, and much more.)

There is plenty of death and disaster in Oedipus the King, but Sophocles’ masterpiece conforms closer to my own hope for the United States. By most measures Oedipus lives a happy and productive life. The trouble he causes is as unintentional as it is inevitable. And in contrast to Lear, the trouble caused by Oedipus emerges from nobility, not vanity. At the close of Oedipus at Colonus the Theban king might even be said to transcend the tragic; but only after fully embracing his tragic condition.

In the third element of his five-part Long Telegram, Kennan shows how Kremlin neuroses can be used to predict official Soviet policies. I want to remove or reduce the influence of U.S. neuroses on homeland security policy and strategy.

I have prescribed embracing the tragic. How would this untie the knots of our own neuroses? Four preliminary deductions have been offered:

   1. The United States is, by far, the most powerful single player on the planet.
   2. The United States confronts a strategic context even more unstable than 1946.
   3. As a result, the contemporary strategic context is much less predictable than in 1946.
   4. With limited predictability regarding our threats, national policy and strategy should aim to optimize our adaptability to a range of risks. In other words, we should adopt a strategy of resilience.

If this strategic analysis is broadly accurate, it describes a situation many will find frustrating. In most cases, this frustration emerges from being unable to sufficiently influence — and certainly not control — our strategic context. Desire for control is closely linked to neurosis. In itself the pursuit of control creates the potential for cognitive dissonance. How does this jibe with our proclaimed national commitment to liberty? But without more control, how can we guarantee safety?

In embracing the tragic we acknowledge very little can be guaranteed. No complex system can be fully controlled. Can goals be cultivated? Certainly. Encouraged? Absolutely. Influenced? Yes. Guaranteed? No ­– even the effort will amplify tragic consequence. The exercise of power – even when animated by noble purpose – will have surprising and, quite often, ignoble outcomes. Embracing the tragic gives us this foreknowledge. This foreknowledge need not constrain our exercise of power, but it will inform our expectations. It may also inform how power is exercised.

Recognizing tragic potential, we accept the probability of surprise and the possibility of failure. In any community — with formal democratic traditions or not — this recognition encourages shared decision making. Key participants may try (and succeed) to manipulate the process, but even at worst the illusion of participation, collaboration, and shared deliberation will be fostered.

Historically, tentative and limited participation in decision-making has often been extended, either through increments or revolution. Societies, cultures, and institutions that foster participation and collaboration in decision-making seem to have a long-term comparative advantage. There is a growing body of evidence that this comparative advantage emerges from how participative networks increase the feedback available to the system, thereby enhancing the ability of the system to maintain rough equilibrium. This is a key aspect of resilience.

Systems that maximize feedback spawn learning. This builds knowledge, which can extend the boundaries within which the system maintains its equilibrium. This is not, mostly, a matter of formal learning, but rather the sort of learning by which complex systems adapt to their environment. The results can be chaotic, both figuratively and literally, but the outcome is enhanced resilience.
Defining Resilience in Action

Consider this working definition of resilience: “(1) the ability of a system to absorb or buffer disturbances and still maintain its core attributes; (2) the ability of the system to self-organize, and (3) the capacity for learning and adaptation in the context of change.” 29 A sense of the tragic tells us (and resilience directs our attention to) “systems experience changes that are unknowable and discontinuous, and involve sudden and dramatic flips.” 30

The last two quotes are from Governance and the Commons in a Multi-level World by Derek Armitage. This is one of hundreds of digital papers available from the International Association for the Study of the Commons. Resilience is a principal concern of this movement, closely related to Elinor Ostrom, the recent Nobel Laureate in Economics.

Ostrom, Armitage, and others are carefully provisional in their conclusions. But several common attributes of the most resilient systems seem to be emerging. Drawing heavily on the Armitage paper, but with edits reflecting my own perspective, these attributes include:

    * Broad based participation, collaboration, and deliberation;
    * Multilayered and polycentric organizational structures;
    * Networked organizational structures with mutual accountability built into how the network functions;
    * Content-rich and meaningful interaction regularly occurring across the network; and
    * Facilitative and/or catalytic leadership (in sharp contrast with authoritative or control-oriented leadership).
    * All the preceding attributes and their activities produce knowledge of both the system and its environment.
    * All the preceding attributes contribute to individual and system-wide learning, which is the application of knowledge to maintaining and/or potentially extending the boundaries within which the system maintains its equilibrium.

These are fundamental components of any effective resilience strategy. Only when most of these attributes are reflected in strategy, operations, and tactics will our homeland security effort generate a long-term comparative advantage. (I have purposefully left out one other generally recognized common attribute: trust. This will be dealt with later.) When our attitudes or actions are contrary to these attributes, we contribute to our disadvantage. When our attitudes and actions are consistent with these attributes we enhance the resilience of whole system.

The less a system is characterized by these attributes, the more neurotic it will be; in other words the more dissociated from reality. Kennan recognized the deep neurosis of the Soviet Union’s centralizing, controlling, and excluding tendencies. He predicted its collapse.

A bit more than a year after sending the Long Telegram, George Kennan reworked his analysis of Soviet neuroses and published “Sources of Soviet Conduct” as an unsigned piece in Foreign Affairs magazine. This revised and expanded text included a top contender for the most important single sentence of any strategy document of the Cold War:

    In these circumstances it is clear that the main element of any United States policy toward the Soviet Union must be that of long-term, patient but firm and vigilant containment of Russian expansive tendencies. 31

I have been trying to argue that in our current circumstances it is clear that the main element of any United States policy toward the risks we face must be that of long-term, patient but firm and vigilant extension of the boundaries within which we can achieve a kind of equilibrium. If this sounds odd, listen again to Brian Walker’s seven-minute explanation of resilience.

This strategy is fully cognizant of our limitations, which I argue can best be approached by embracing the tragic. This is also a strategy that recognizes the potential of complex adaptive systems to preserve core identity in the midst of profound flux. While depending on your mastery of the previous literary analysis and the insights drawn from the study of the commons and complexity, I will take the risk of translating these arcane analogies into a direct – if very wonkish – statement of homeland security strategy.
(With an Operational Example)

The United States faces a range of natural, accidental, and intentional threats that cannot always be accurately predicted; as a result these threats cannot always be prevented.

Accordingly, the homeland security strategy of the United States seeks to maximize individual, local, regional, and national capacity to:

   1. Absorb or buffer disaster while preserving and, if possible, advancing physical, psychological, social, economic, and constitutional integrity.
   2. Effectively observe and adapt to change while preserving or advancing physical, psychological, social, economic and constitutional integrity.
   3. Learn and increase capacity to adapt to changes experienced at the local, regional, and national level and across social and economic sectors.

The Secretary of Homeland Security, in cooperation with the President and other departments and agencies, shall undertake to:

Support and facilitate community-based Risk and Resilience Assessments. These Risk and Resilience Assessments shall be undertaken on a voluntary basis. The Department of Homeland Security shall provide conferences, training, and expert facilitators to assist in completion of the Risk and Resilience Assessments. Completed Risk and Resilience Assessments shall qualify to compete for up to $1 billion in federal grants.

Every level of government, major agencies of government, private sector organizations, and neighborhoods shall be encouraged to undertake Risk and Resilience Assessment. The Department of Homeland Security shall contract with well-established voluntary, not-for-profit organizations to serve as legal liaison and grant administrators for informal organizations or other parties (e.g., a neighborhood) wishing to participate in the Risk and Resilience Assessment process but not having status to receive federal funding.

The Risk and Resilience Assessment process shall include local, regional, statewide, multi-state, and national workshops, conferences, and related digital resources to encourage participation, collaboration, deliberation, and interaction among those undertaking Risk and Resilience Assessments.

The Citizen Corps program of the Department of Homeland Security shall be funded and organized to provide facilitation and expertise in the Risk and Resilience Assessment process.

The Risk and Resilience Assessment process, as outlined above, shall be monitored by a team of expert observers/evaluators who will rapidly share lessons learned. A web-based, peer-to-peer network will also serve as a dynamic and growing knowledge base for the Risk and Resilience Assessment Process.

The Department of Homeland Security, the Center for Homeland Defense and Security at the Naval Postgraduate School, and the National Academy of Sciences shall cooperate in establishing the National Institute for Risk and Resilience to develop, conduct and encourage others to develop and conduct professional development, educational, and other learning programs related to Risk and Resilience.

All parties completing Risk and Resilience Assessments shall be eligible to compete for a total pool of $1 billion per year in federal grants to address the findings of the Risk and Resilience Assessments. Every three months $250 million shall be awarded in the following tranches:

    * Up to five grants of $5 million each,
    * Up to 25 grants of $1 million each,
    * Up to 50 grants of $500,000 each,
    * Up to 100 grants of $250,000 each,
    * Up to 200 grants of $125,000 each,
    * Up to 1,000 grants of $40,000 each,
    * Up to 2,000 grants of $20,000 each, and
    * Up to 4,500 grants of $10,000 each.

Recipients shall be chosen by majority vote of 500 electors drawn from nominations submitted by the governors of the states and territories of the United States and apportioned by population. After one year of service, 125 electors shall retire every three months and be replaced by a new class. (So that, of the inaugural class, 125 shall serve one year and nine months.) In this manner, beginning in the second year of operations, the electoral body will receive new members each quarter.

The foregoing is less a proposal than a framing, and is offered primarily to demonstrate how the strategic principles set out might be practically implemented. There are real ways to encourage broad-based participation, collaboration and deliberation. It is possible, even for a large bureaucracy, to offer facilitative leadership and eschew authoritarian tendencies. It is possible to encourage local creativity and accountability. It might even be possible to encourage communities and the system to embrace tragic potential.

I don’t expect the Department of Homeland Security, much less the entire homeland security establishment, to suddenly adopt a strategy of resilience. But the example is a doable, potentially powerful means of seeding resilience thinking and behavior. It would probably cost $1.3 billion per year. But please give more attention to how the attributes of resilience are being seeded. The seeds of the first season should multiply in subsequent seasons. With care – and some fortuitous emergence – we might even be creating a new commons, a widely-shared resource for enhanced understanding of risk and resilience.

In the fourth part of his five-part Long Telegram, George Kennan addresses how Soviet neuroses play out in unofficial behavior. I have set out how the U.S. could reduce its neurotic stance on homeland security through official policy and strategy. But the effectiveness of the proposed measures depends on a range of unofficial attitudes and actions. Even if not precisely unofficial, effectiveness depends on serious engagement with messy, subjective, very human attributes that “official” policy and strategy often seek to exclude.

In considering the example above, I hope readers worried whether sufficiently rigorous standards were established for awarding the proposed federal grants. It would be even more satisfying to be challenged on the competence of the 500 electors to assess the grant requests. (The number is based on the jury that convicted Socrates to death, a rhetorical gift to skeptics.)

These concerns reflect our current official norms. These norms emerged from a salutary process, now more than a century old, to reduce the corrupt influence of personal preference and increase the role of expertise in making official decisions. I perceive these norms and their related processes have reached a stage of rococo decrepitude. Official norms now discourage community-based participation, collaboration, and deliberation. Our official norms now stand in the way of the kind of communication and other behaviors that create resiliency.

Armitage et al. have identified key attributes of resilient communities. My previous listing did not include the potentially most important — and admittedly mysterious — attribute: Trust. In studying the commons, and in distinguishing between common resources that are over-harvested and those sustainably harvested, trust has been identified as an essential attribute of successful self-organization. In the literature trust is sometimes characterized as requiring two elements: a shared set of preferences and expectations of future interactions.

This notion of trust makes enormous sense to a small town boy. I work best with those who broadly share similar goals and with whom I expect to continue working. I work best with my friends. But our official norms — well beyond homeland security — have become so neurotic that friendship is actively discouraged. No wonder so many feel dissociated from our political culture, the process of governance, and — at worst — from reality itself.

In a paper written last year, Elinor Ostrom explores the foundations of trust. In the monograph, Building Trust to Solve Common Dilemmas: Taking Small Steps to Test an Evolving Theory of Collective Action, the Nobel-winning political economist sets out that the following variables seem to be highly correlated with trust and cooperation:

    * Information about past actions is made available;
    * Repeated interactions occur with the same set of participants;
    * Participants can signal one another by sending pre-structured information;
    * Prescriptions are adopted and enforced that when followed do lead to higher outcomes;
    * Participants are able to engage in full communication (via writing or “chat room” without knowing the identity of the others involved);
    * Participants are able to engage in full communication with known others (via face-to-face discussions or other mechanisms);
    * In addition to communication, participants can sanction (or reward) each other for the past actions they have taken; and
    * Participants can design their own rules related to levels of cooperation and sanctions that are to be assigned to those who do not follow agreed-upon rules. 32

Dr. Ostrom also reports that three variables seem to be highly correlated with lack of cooperation and the absence of trust:

    * One-shot interactions;
    * Full anonymity – current actions taken by an individual cannot be attributed to that individual by anyone else; and
    * No information is available to one participant about the others involved.

Which set of variables more accurately represents your typical interaction with the Department of Homeland Security or other expressions of government? Perhaps we have the first clues for diagnosing the sources of our political discontent. Have our current norms and processes succeeded in excluding official corruption and cronyism? No, they have not. But in a tragedy-inviting effort to control the bad, we have undermined the good. We have discouraged broad-based participation, collaboration, and deliberation. We have discouraged effective communication. We have become suspicious of friendship.

Our neurosis erupts in surprising ways and places. But we can resolve the neurosis with self-awareness, embracing the tragic, and self-consciously adopting the attitudes and behaviors most conducive to resilience.

From the closing paragraphs of the Long Telegram:

    (3) Much depends on health and vigor of our own society. World communism is like malignant parasite which feeds only on diseased tissue. This is point at which domestic and foreign policies meets Every courageous and incisive measure to solve internal problems of our own society, to improve self-confidence, discipline, morale and community spirit of our own people, is a diplomatic victory over Moscow worth a thousand diplomatic notes and joint communiqués. If we cannot abandon fatalism and indifference in face of deficiencies of our own society, Moscow will profit–Moscow cannot help profiting by them in its foreign policies…

    (5) Finally we must have courage and self-confidence to cling to our own methods and conceptions of human society. After Al [sic], the greatest danger that can befall us in coping with this problem of Soviet communism is that we shall allow ourselves to become like those with whom we are coping.


    800.00B International Red Day/2 - 2546: Airgram

Fundamental to Kennan’s foreign policy is an effective — we might even say, resilient — domestic policy. The stronger and more differentiated our internal condition, the less opportunity we give any external threat. As his later writings confirm — and is inferred by the final paragraph above — Kennan is not much concerned with the strength of domestic security. Rather, the social, political, and economic vitality of the nation is our best defense (and offense, too). The more we solve domestic “deficiencies” the stronger our international position.

Much of our thinking and talking about homeland security is homeostatic. We focus on prevention and protection. We talk about recovery. We seem to seek to minimize change. It sounds like we are aiming to preserve the status quo. But this language obscures — and may actually complicate — achievement of our real goal, which is much more about adaptability, optimization, and growth. We want to solve our deficiencies.

A complex system self-organizes around a point of equilibrium. This is good; we usually don’t want the system to lose its core characteristics. But do we really want to always return to the same or very similar point? (The Greek homoios = similar is the origin of homeo in homeostasis.) This has not been the goal — or historical experience — of the United States. We want the stable sense of being in the same place. But we have also wanted our equilibrium point to move (up) — economically and in regards to justice and freedom. It has been the American tendency to seek a kind of heterostasis, a stability that encompasses a depth and breadth of positive change.

In Brian Walker’s seven-minute whiteboard talk, he tells us about the “basin of attraction.” This establishes the boundaries within which any system can self-organize. The narrower and shallower the basin, the more likely turbulence will cause the system to spill over its boundaries and become an entirely different system. Consider a shallow champagne coupe. Just a little turbulence and all is lost.

Better is a champagne flute. The depth of the basin is more suited for containing turbulence. The flute’s shape intensifies and directs the internal turbulence — bubbles and fragrance — for our pleasure. Even more conducive to resilience is the depth and breadth of a red wine goblet. The basin generously accommodates the turbulence needed to aerate the wine. The more complicated the vintage, the more vigorous the turbulence, the more satisfying the taste.

Two years ago, at the now traditional World Bank riot, a police commander applied a strategy of resilience to a tactical situation. It was toward the end of a long, hot day. A unit of riot police was being held in reserve outside the principal perimeter. The arrival of a television crew attracted an anarchist flash team intending to charge the police.

Just as the anarchists finished the short war-dance that typically precedes a charge, the police commander barked into his radio, “Disperse!” The line of dark visors turned sharply toward their boss. Again he shouted, “Disperse!” And this time he waved his arms and wiggled his fingers as if to say, anywhere, I don’t care. The thin blue line dissolved.

The anarchists, all pumped up from their noisy huddle, no longer had a target. They looked around in confusion. Their shoulders slumped. The television crew drove on. The turbulence had been given the space it needed to reach a new, but recognizable, heterostasis.

Gordon Allport, a leading twentieth century psychologist, argued that human beings are able to transcend homeostatic bias. We can actively and creatively embrace tension as a means for change and personal growth. In choosing how to engage our environment – especially in organizing our choices around values and goals – we can change the set-point for social and psychological equilibrium. 33 Humans and our societies are, or can be, heterostatic.

In developing and implementing a strategy of resilience we seek to deepen and widen the boundaries in which turbulence can occur while maintaining the essential function and form of our current system. Has this been — is this now — the goal of the Department of Homeland Security? Does this resonate with the goals and objectives of the component agencies of the Department of Homeland Security? Is this a major outcome of our homeland security planning, training, exercising, grant-making, and preparedness programs?

With a few possible exceptions, the answer has to be no. If any consistent strategy can be discerned it has much more to do with suppressing the likelihood of turbulence and responding to the messy consequences of turbulence, rather than accommodating the possibility (probability) of turbulence. In homeland security we have been much more focused on resisting change than adopting resilience.

A major impediment to an authentic and meaningful adoption of resilience is the genesis-role of terrorism in spawning homeland security. We have fought – are fighting – a war against terrorists. As Liddell Hart explained, there are certain strategies appropriate for winning wars. There are others focused on securing the peace. 34

Resilience alone is not sufficient to succeed in the present war. We must go beyond resilience to constrain our adversaries, reduce their capabilities, preempt planned attacks, and protect ourselves. But we are unlikely to be entirely successful. The adversary can be foiled a thousand times. Disaster can unfold from a single failure. As President Obama warned in Oslo, “Terrorism has long been a tactic, but modern technology allows a few small men with outsized rage to murder innocents on a horrific scale.” 35

Resilience is uniquely suited to preserving our strategic advantage in the midst of such failure or in the case of natural and accidental disasters. Whatever the target of turbulence (physical, psychological, economic, political, cultural, or all-encompassing) a strategy of resilience dissipates the impact.

Resilience opens space for turbulence to swirl. Freedom and diversity extends this space. Resilience is reinforced by participation, collaboration, and shared deliberation in a multi-layered democracy and multi-dimensional civil society. Strong networks of family, friends, and neighbors are the building blocks of resilience.

In physics and mathematics the end-state of resilience is restored equilibrium. In our social context resilience is not so much a matter of maintaining equilibrium as creatively accommodating turbulence to achieve heterostatic outcomes. Returning to the working definition of resilience offered above, our strategic goal is to absorb – even to benefit from – disruption, self-organize in response, and learn to adapt effectively to new conditions. For me that is a good summary of the core attributes of the American national character… and our fundamental comparative advantage.

Philip J. Palin is a risk strategist in private practice. He is the principal author of the Catastrophe Preparation and Prevention series from McGraw-Hill. Other publications include Consequence Management (2008) and Threat, Vulnerability, Consequence, Risk (2009). Mr. Palin chaired the General Preparedness Working Group of the Obama presidential campaign’s Homeland Security Advisory Council. He is a former college president, foundation executive, and corporate Chief Executive Officer. Mr. Palin can be contacted at [email protected].

In adapting “The Long Blog” for the Homeland Security Affairs Journal, Mr. Palin expresses his appreciation for the critique and suggestions of several, including: Derek Armitage, Gary Barker, Christopher Bellavita, Arnold Bogis, Mark Chubb, William Cumming, Alis Gumbiner, Patricia Longstaff, and Robert Winslow. Responsibility for the final draft remains entirely with Philip J. Palin.

   1. Stephen Flynn, The Edge of Disaster (New York: Random House, 2007).
   2. B.H.L. Hart, Strategy, 2nd ed. (1954, reprint New York: Frederick A. Praeger, 1967), 335-6.
   3. Philip J. Palin, “The Long Blog,” Homeland Security Watch (2009),
   4. “X” (George F. Keenan), “Sources of Soviet Conduct,” Foreign Affairs 25, no. 4 (July 1947).
   5. George F. Keenan, “The Long Telegram “ (National Security Archives, George Washington University),
   6. Dennis Blair, et al, National Intelligence Strategy (Washington, DC: Office of the Director of National Intelligence, 2009).
   7. Mimi Hall, “Report: White House neglecting bioterrorism,” USA Today, October 21, 2009.
   8. Cass Sunstein, Worst Case Scenarios (Cambridge: Harvard University Press, 2009).
   9. Dennis Blair, Testimony before the Senate Committee on Intelligence, February 12, 2009.
  10. Thomas P.M. Barnett, The Pentagon’s New Map (Berkeley Books, 2005).
  11. Center for Naval Analysis (CAN), National Security and the Threat of Climate Change (2007),
  12. J.P. Smits, P.J. Woltjer and D. Ma, A Dataset on Comparative Historical National Accounts, ca. 1870-1950: A Time-Series Perspective, Groningen Growth and Development Centre Research Memorandum GD-107 (Groningen: University of Groningen, 2009).
  13. Institut de la statistique du Québec, Comparative Gross Domestic Product (July 2009),
  14. Office of Management and the Budget, Historical Tables, Federal Debt at the End of the Year 1940-2014 (Washington, DC: 2009).
  15. US Census Bureau, Housing and Household Economic Statistics Division, Historical Income Data (Washington, DC: 2009).
  16. World Health Organization, Changes in reporting requirements for pandemic (H1N1) 2009 virus infection (July 16, 2009),
  17. George C. Boree, A Bio-Social Theory of Neurosis (2002),
  18. Carl Gustav Jung, Man and His Symbols (New York: Random House, 1968), 71.
  19. Sigmund Freud, Totem und Tabu (New York: WW Norton, 1989)
  20. St. Elizabeth’s was the long-time Washington, DC psychiatric hospital and “insane asylum.”
  21. George W. Bush, Address to a Joint Session of Congress, CNN.COM, September 21, 2001,
  22. Osama bin Laden, et al, “Declaration of War Against the Americans Occupying the Land of the Two Holy Places,” News Hour, Public Broadcasting System,
  23. Pew Research Center, Global Attitudes Project, Pakistani Public Opinion (August 13, 2009),
  24. Gen. Stanley McChrystal, COMISAF’s Initial Assessment, reported in the Washington Post, September 21, 2009.
  25. United Nations Assistance Mission to Afghanistan, Human Rights Unit, Afghanistan: Mid-Year Bulletin on Protection of Civilians in Armed Conflict, 2009 (July 31, 2009)
  26. Alexandra Topping, “Four US soldiers killed, making 2009 deadliest year for NATO in Afghanistan,” Guardian, August 25, 2009.
  27. Reinhold Niebuhr, The Irony of American History (Chicago: University of Chicago Press, 1952), xxiii.
  28. Ibid., xxiv
  29. Derek Armitage, “Governance and the commons in a multi-level world,” International Journal of the Commons 2, no. 1 (January 2008): 7-32.
  30. Ibid.
  31. Keenan, “Sources of Soviet Conduct.”
  32. Elinor Ostrom, Building Trust to Solve Common Dilemmas: Taking Small Steps to Test an Evolving Theory of Collective Action (Workshop in Political Theory and Policy Analysis, Indiana University; Center for the Study of Institutional Diversity, Arizona State University, 2008),
  33. Gordon W. Allport, Becoming: Basic Considerations for a Psychology of Personality (Princeton: Yale University Press, 1955).
  34. Hart, Strategy.
  35. Barack Obama, Nobel Peace Prize Lecture (Washington, DC: The White House, December 8, 2009).
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2008 Cheney/Canada/Israel secret "HUMANS ARE CATTLE" agreement EXPOSED!

The Canada-Israel "Public Security" Agreement
Ottawa & Tel Aviv collaborate in counter-terrorism & Homeland security
by Michel Chossudovsky
Global Research, April 2, 2008

Canada and Israel have signed a far-reaching public security cooperation agreement.  

The agreement, described as a "Partnership", involves a "Declaration of Intent" by the two governments. The Declaration was signed in Tel Aviv on March 23:

"Today, the Honourable Stockwell Day, Minister of Public Safety Canada and Avi Dicter, Minister of Public Security of the Government of the State of Israel, signed a Declaration of Intent to enhance cooperation in the area of public safety.

'The Government of Canada is committed to enhancing the security of Canadians -- both through our actions at home and with our international partners.' said Minister Day. 'Today's declaration demonstrates the longstanding cooperation between Canada and Israel on public safety issues, and we welcome this increased cooperation in order to improve our countries' capacity to protect our citizens.'

This declaration will allow Canada and Israel to better enhance cooperation in the areas of organized crime, emergency management, crime prevention, and other related public safety concerns. The declaration seeks to establish a more structured framework for the continued cooperation on public safety issues between Canada and Israel.

'The Declaration of Intent is an opportunity for Canada and Israel to strengthen their commitment to safeguarding their citizens and respective national interests from common threats,' said Minister Dicter." (

Cheney Mission to the Middle East Shrouded in Secrecy

Canada's Minister of Public Safety Stockwell Day was in Israel on the same day as Vice Cheney Dick Cheney. Coincidentally, a US mission led by Secretary of Homeland Security Michael Chertoff was also in Israel on official business, as guest of Israel's Minister of Public Security, Avi Dicter. There are no reports on Canada-US-Israeli consultations during these official visits. In all likelihood, officials from the respective departments/ministries of US Homeland Security, Israel's Public Security and Canada's Public Safety had meetings behind closed doors.  

Terms of Reference of the Partnership

Israel's Ministry of Public Security carries out public security, law enforcement activities. It is also in charge of the operation of Israel's prisons, which are in large part used to detain Palestinians.  Canada's Ministry of Public Safety, established in 2003, is a copy and paste version of US Homeland Security. Public Safety Canada has a close bilateral relationship with US Homeland Security. Public Safety Canada works closely with several government agencies including the Canada Border Services Agency (CBSA), The Canadian Security Intelligence Service (CSIS), Correctional Service Canada (CSC) and The Royal Canadian Mounted Police (RCMP). Officials from these agencies have no doubt been consulted regarding the terms of reference of the Israel-Canada declaration.  The terms reference of the Canada-Israel Declaration are extremely broad. They include issues of immigration and ethnic profiling, the management of borders, intelligence and the exchange of information, emergency preparedness, correctional services, prisons, law enforcement  and counter-terrorism. The Declaration of Intent involves the setting up of a close bilateral cooperation arrangement at the ministerial level. A management committee has been set up under the helm of  the Deputy Minister of Public Safety and Emergency Preparedness of Canada, and the Director General of Public Security of the State of Israel.Senior Israeli and Canadian officials respectively from Israel's Ministry of Public Security and from various Canadian federal departments and agencies (including the RCMP, CSIS and CBSA), which are under the jurisdiction of Stockwell Day's ministry  would carry out "an approved program of work". The programme would be implemented by a Senior Coordinator from each country, namely, the Assistant Deputy Minister (Strategic Policy) for Canada's Department of Public Safety and Emergency Preparedness and the Deputy Director General of Israel's Ministry of Public Security of the State of Israel;

Nature of the Agreement

The agreement requires the two countries to "[b ]uild on their shared commitment to facilitate and enhance cooperation to protect their respective countries' population, assets and interests from common threats".

What type of border security and control of immigrants is involved?

How does this impinge upon Canada's immigration procedures?  

The agreement appears to be built upon a much broader agreement between Canada and the US in the area of Homeland Security.  However, it also replicates the pattern of a February 2006 agreement reached between US Homeland Security and Israel's Ministry of Public Security.   The Israel-Canada agreement has been in the pipeline since Israel's Public Security Minister Avi Dicter's October 2007 visit to the US and Canada. Avi Dicter met Stockwell Day last October in Toronto "with the intention on establishing cooperation on homeland security" and counter-terrorism.  Israel is not part of North America. Canada and Israel do not share a common border. So what is the underlying agenda?  Will Canada assist Israel in policing its border with Lebanon, Syria and the Palestinian territories?  Conversely, will Israeli officials assist Canada in ethnic profiling of people (including biometric applications, which is mentioned in the agreement) who visit Canada from the Middle East?  Will Israeli officials have access to confidential files of Canadians? What type of cooperation is envisaged in the areas of prisons and law enforcement? Interrogation techniques? Are Israeli consultants going to help us reorganize our correctional services?

The agreement would allow officials from the State of Israel, a country on record for its numerous human rights violations acts directed against the people of Palestine and Lebanon, to play a role in Canadian public security. In this regard, will Israeli officials assist the RCMP and CSIS in the profiling of Canadians citizens who are Muslims. This ethnic profiling is already applied at Canadian airports.   Will Israeli officials assist their Canadian counterparts in dealing with individuals and/or organizations in Canada involved in supporting the rights of Palestinians. Will Israeli officials assist their Canadian counterparts in the domestic "war on terrorism", which in the post 9/11 period has led to numerous arbitrary detentions on trumped-up charges.  At the same time,  the Declaration establishes a de facto complicit relationship whereby Canadian officials (RCMP, etc) would contribute to assisting Israel in its domestic police and border activities (e.g. Lebanon, Syria, Gaza and the West Bank), not under the auspices of the United Nations, but directly in cooperation with Israeli police and security officials.  In fact, Canada's "contribution" to the policing of Israel's borders with Gaza and the West Bank is already part of a 300 million dollar aid package in support of the "peace process". According to Public Safety Canada,  "a significant component [of the 300 million will be] devoted to security, including policing and public order capacity-building. This five year commitment will go towards the creation of a democratic, accountable, and viable Palestinian state that lives in peace and security alongside Israel." (Marketwire, Ottawa, March 24, 2008)

Following his meeting with his counterpart Avi Dicter, Stockwell Day had meetings on the 24th of March in the West Bank with President Mahmoud Abbas and Prime Minister Salam Fayyad, where issues pertaining to Canada's peace package, including police training and capacity building were discussed. "I was pleased to meet with Palestinian Authority President Abbas and Prime Minister Fayyad to discuss public safety issues of mutual interest," said Minister Day. Stockwell Day also visited a West Bank prison as well as a police training center in Jericho. (Ibid)  Under the Declaration of Intent, Canada cannot exercise "neutrality" with regard to the Palestinian process. Canada would act as a partner of Israel in all issues of public security in the occupied territories. Moreover, Canadian support channelled to the US-Israeli sponsored Palestinian regime of Mahmoud Abbas will be used to repress Hamas, which is the duly elected government. It will contribute to worsening the situation in the occupied territories.

Counter-terrorism and Homeland Security

The issue of "counter-terrorism" is not mentioned explicitly in the Declaration of Intent. The terms of reference, however, suggest that the "war on terrorism" is an integral part of the agreement.   In early February 2007, Minister Avi Dicter addressed the public security committee of the Canadian House of Commons:  "Iran is the largest terrorist state in the world" Dichter said. In his discussion with Canadian MPs, Dichter "laid out what he believes to be the guidelines for Canadian-Israeli security cooperation in the future, possibly similar to the agreement that the minister signed a day later in Washington DC." (Jerusalem Post, 7 February 2007)  "The Canadian MPs echoed their American compatriots in addressing the former Shin Bet head as a world expert in the field of terror rather than as a visiting minister of a foreign government, asking him at one point what specific steps the parliament could take to prevent terror attacks on Canadian soil. In his answer, Dichter reiterated the importance of strengthening border security and use of proper investigative methods with suspects." (ibid)  During a followup official visit of Israel's Minister of Public Security Avi Dicter to Canada in late October 2007,  meetings of Israeli and Canadian officials were held behind closed doors to discuss a blueprint for cooperation in the areas of homeland security and counter-terrorism. The meetings chaired by Stockwell Day were held in Toronto on October 29, 2007.  A so-called "Arrangement Paper" was to be drafted with a view to defining  "the actions of the competent structures at ministerial, central and subordinate/local levels for preventing and fighting home land securities issues":

"The parties have agreed to intensify future cooperation by identifying ways of direct communication in order to maximize the exchange of information, technology and operational activity. For the same reason it has been agreed to accelerate negotiations for the signing of an Arrangement Paper between the two Ministries on cooperation in home land security and counter terrorism issues which falls within the responsibility of the respective Ministries.
Negotiations on the arrangement paper mentioned above will take place as necessary. The signing of the arrangement paper will be held on an occasion and place coordinated in advance between the Ministries.

The two Ministers agreed that by early November three work teams will be established in order to promote the cooperation between the two ministries on the following subjects: - Counterterrorism and Crime - Emergency preparedness - Border crossing security, focusing on biometric identification"

(Official communique of Israel's Ministry of Public Security, )

The "Arrangement paper" refers to the draft text of The Declaration of Intent, which was signed in Tel Aviv on March 23, 2008. The two governments chose to sign the agreement during a week of intense diplomatic activity in Tel Aviv, involving the concurrent visits of the Vice President of the US, the US Secretary of the Department Homeland Security Michael Chertoff, Secretary of State Condoleeza Rice and other senior officials.  The final text of the Declaration of Intent remains vague. "Counter-terroism" and the "Homeland" are not explicitly mentioned in the final text of the Declaration signed on March 23.  

Legal Implications

The text of the Declaration of Intent states that ":{it] is not intended to create legally binding obligations, under either domestic or international law. Yet, at the outset, it violates several fundamental principles of the Canadian Charter of Rights and Freedoms."  The Canada-Israel Public Security agreement has barely been mentioned by the Canadian media.  It has not been the object of a debate in parliament. Why has this issue not been brought to the forefront of public debate?  Why has the parliamentary opposition remained mum on the subject? It should be forcefully challenged in Canada's courts.


Public Safety Canada March 23, 2008

Declaration of Intent Between the Department of Public Safety and Emergency Preparedness of Canada and the Ministry of Public Security of the Government of the State of Israel

The Department of Public Safety and Emergency Preparedness of Canada and the Ministry of Public Security of the Government of the State of Israel, declare their intent:

1. To prioritize and manage cooperation in the following areas within the responsibility of the Ministries:

1. Border management and security, including biometric applications;

2. Correctional services and prisons;

3. Crime prevention;

4. Critical infrastructure protection;

5. Emergency management;

6. Illegal immigration;

7. Law enforcement cooperation;

8. Money laundering;

9. Organized crime;

10. Terrorist financing; and

11. Trafficking in persons.

2. To achieve the following objectives:

1. Build on their shared commitment to facilitate and enhance cooperation to protect their respective countries' population, assets and interests from common threats;

2. Integrate and coordinate of the identification, prioritization, and implementation of cooperative efforts between themselves in the area of public safety;

3. Manage the delivery of approved cooperative activities within the scope of this Declaration;

4. Establish of clear lines of communication and points of contact between themselves as part of an ongoing process of dialogue and partnership in pursuing common goals;

5. Share knowledge, experience, expertise, information, research, and best practices;

6. Identify and share public safety concerns on the basis of threats, risk assessments, priorities, vulnerabilities, and consequences; and

7. Facilitate technical exchange cooperation, including education, training, and exercises.

3. To establish a Management Committee that would:

1. Be comprised of the Deputy Minister of Public Safety and Emergency Preparedness of Canada, and the Director General of Public Security for the Government of the State of Israel;

2. Meet annually and as needed to develop and approve a program of work, consistent with the scope and objectives of this Declaration, for that upcoming year;

3. Evaluate and approve progress and results of activities carried out under this Declaration from the previous year;

4. Identify officials from the Ministry of Public Security of the Government of the State of Israel and from the department and agencies for which the Minister of Public Safety and Emergency Preparedness of Canada is responsible, to carry out, within specific timeframes, each of the items in the approved program of work;

5. Be supported by a Senior Coordinator, namely, the Assistant Deputy Minister (Strategic Policy) for the Department of Public Safety and Emergency Preparedness of Canada, and the Deputy Director General for the Ministry of Public Security of the Government of the State of Israel; and

6. Have the Senior Coordinators ensure the delivery of the approved program of work and recommend new activities for the Committee's approval.

4. To bear respectively the costs that they each incur for performing, managing, and administering its activities under this Declaration;

5. To ensure the appropriate protection of all information, knowledge, expertise, etc. that is exchanged between them against any unauthorized access, alteration, publication, or dissemination; and

6. To protect any information, knowledge, expertise, etc. that is exchanged between them against disclosure to any third party with the same degree of care as they each exercise with their own information, knowledge, expertise, etc. of a similar nature;

It is understood that:

This Declaration is not intended to duplicate or supersede any existing arrangements between any departments and/or agencies of the Government of Canada and the Government of Israel; and

This Declaration is not intended to create legally binding obligations, under either domestic or international law.

Signed in duplicate at Tel Aviv, this 23rd day of March, 2008, which corresponds to the 16th day of Adar b'5768, in the English, French, and Hebrew languages with all texts being equally valid.


All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline jofortruth

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Many of the exercises in NLE10 involved freight and transportation.  I know that.

What the hell kind of party do these boys have planned?

Oh and Soros and Buffett all bought into railroads recently!

Don't believe me. Look it up yourself!

Offline Dig

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Concerning who did 9/11

As for who did it .... I have found other threads where Dimitri points the finger at a man named Michael Harari and the Mossad. Please see here for those discussions:

Mike Harari/Jack Stephens/GHWB/Barry Seal/Buddy Young/Clinton....

The Chip Tatum Chronicles
Testimony of Government Assistance in Bringing About a New World Order
15 March, 1985

I was called to a meeting at the U.S. Embassy in Tegucigalpa. Due to a patient with a head injury, I was unable to meet on time. Night flight was prohibited in country. It required a life-death situation. Mr. Hibbard, the pilot-in-charge (PIC) of the other medevac aircraft arrived late in the evening with the patient. The hospital at JTF-Bravo was unable to provide neuro-care. They arranged for a neuro-surgeon to fly into Tegucigalpa (TNT) that night. I replaced Mr. Hibbard's co-pilot and flew the night mission to the capital city. As we approached Tegucigalpa the lights to the city were turned off. This was an indicator to us that word of our night flight was not passed on to the Honduran military as expected. When we saw the blackout of Tegucigalpa, we dropped to night low-level flight and turned off all of our position lights. We continued toward the city at about 60 knots. Our low-level recon revealed that we were just south east of the airport. Having flown into the airport on many occasions, I was aware of the anti-aircraft artillery locations around the airport. One clear area was the main terminal. We repositioned over the city to the north of the air terminal, entered over the main terminal, then dropped to ground level, and flew about one foot above the runway to the U.S. military area. We shut down the aircraft as Honduran military jeeps arrived with 50 calibre machine guns pointing at us. The ambulance and a car from the U.S. Embassy were held back until General Alverez arrived to take the prisoners (us). When he arrived, he asked another officer how a helicopter could breech the perimeter of the airport and main military base. We were still sitting in the helicopter with our flight helmets on. When we were ordered out, I took off my helmet and saluted the general. I pointed to the child who had been hit by a U.S. military truck earlier in the day. An ambulance arrived and we transferred the patient.

The general released us and accompanied us to the embassy. When I arrived at the embassy, I was introduced to William Barr, Mike Harari, and Buddy Young. I had met Mr. Young one year prior in Little Rock, Arkansas. Mr. Barr represented himself as an emissary of Vice President Bush, who would be arriving in the future. This was an advance party designed to set up meetings for Vice President Bush. We joined the cocktail party and then accommodations were arranged at a local hotel. I was then asked to join Mr. Barr, Mr. Young, and Mr. Harari at a local German restaurant. I was picked up by the embassy car. Major Felix Rodriguez was in the car when I entered. We met the others for dinner and continued the meeting at the hotel. I was told that Mr. Young and Mr. Harari would fly back to Palmerola with me in the morning.

We departed the following morning with the passengers listed in Item 19 Remarks section of the Department of Defense Flight Plan dated 16 March, 1985.

The following conversation took place between Messrs. Harari and Young during the flight to Palmerola Air Base. The passengers were wearing headsets and speaking over the aircraft intercom system due to the high noise level in the helicopter. As the command pilot, I routinely monitor all conversations on our intercom. I did not advise our passengers that I was listening, or that I was recording the conversation.

Buddy: "Arkansas has the capability to manufacture anything in the area of weapons - and if we don't have it - we'll get it!"

Mike: "How about government controls?"

Buddy: "The Governor's on top of it, and if the feds get nosey - we hear about it and make a call. Then they're called off." He was looking around the countryside and continued, "Why the hell would anyone want to fight for a shit-hole like this?"

Mike: Shaking his head in awe, answered,"What we do has nothing to do with preserving a country's integrity - it's just business, and third world countries see their destiny as defeating borders and expanding. The more of this mentality we can produce - the greater our wealth. We train and we arm - that's our job. And, in return, we get a product far more valuable than the money for a gun. We're paid with product. And we credit top dollar for product."

Buddy: Still looked confused.

Mike: "Look - one gun and 3,000 rounds of ammo is $1,200. A kilo of product is about $1,000. We credit the Contras $1,500 for every kilo. That's top dollar for a kilo of cocaine. It's equivalent to the American K-Mart special - buy four, get one free. On our side - we spend $1,200 for a kilo and sell it for $12,000 to $15,000. Now, that's a profit center. And the market is much greater for the product than for weapons. It's just good business sense - understand?

Buddy: "Damn! So you guys promote wars and revolutions to provide weapons for drugs - we provide the non-numbered parts to change out and we all win. Damn that's good!"

Mike: "It's good when it works - but someone is, how do you say, has his hand in the coffer."

Buddy: Responding on the defensive,"Well, we get our ten percent right off the top and that's plenty. GOFUS can make it go a long way." Mike:"Who is GOFUS?"

Buddy: "Governor Clinton! That's our pet word for him. You know they call the President 'POTUS' for 'President of the United States'. Well, we call Clinton 'GOFUS' for 'Governor of the United States'. He thinks he is anyhow.

Mike: "That's your problem in America. You have no respect for your elected officials. They are more powerful than you think and have ears everywhere. You should heed my words and be loyal to your leaders. Especially when speaking to persons like me. Your remarks indicate a weakness - something our intelligence analysts look for."

Buddy: "Aw hell, Mike. Everybody knows the Clinton's want the White House and will do anything to get it. That's why I'm here instead of someone else. We know about the cocaine - hell! I've picked it up before with Lasater when he was worried about going on Little Rock Air Base to get it."

A new line of conversation ensued. Harari questioned Young about his knowledge of who the 'players' were. He went down a list. He started with 'The Boss - Clinton'. Here's a synopsis of the players according to Young.

Buddy: "Clinton - thinks he's in charge, but he'll only go as far as Casey allows. Me and my staff - we keep the lid on things you know - complaints about night flying - Arkansas people are private folks - they don't like a lot of commotion and Mena just isn't the right place for the operation. It keeps us busy at the shredder - if you know what I mean. Dan the Man (Lasater) - He does magic with the money - between him and Jack Stephens we don't have to worry a bit. Then we got Parks - if there's a problem - he's the man. We call him the Archer - that's the codename that Casey and Colby told us to assign to that position. Finnis oversee's our drop zone. Nash - he's just the boss' 'yes' man. Personally I think he's a mistake! Seal and his guys - I like his attitude "and leave the driving to us!" he said, quoting one of Seal's good ole boy sayings.

Mike: "You like Seal?"

Buddy: "Hell! He's the only one I trust - respect is the word."

Mike: "Do you see much of him?"

Buddy: "Hell, yea. We test drive Clinton's rides before we send 'em on, ya know? (He laughed, grinding his hips.) Say - how much coke do you recon you can make in a week?"

Mike: "One camp can produce 400 keys a week. The others are about half that. But that's just our operation here. We have other sources in various parts of the world. Why do you ask?"

Buddy: "What? Oh, the Governor wanted to know our capacity."

Mike: "Who else is on the team?"

Buddy: "Well, hell, I forgot who I told you about."

Mike ran down the list from memory.

Buddy: "Ok, there's the manufacturers - hell, these two.."

The tape stopped.

I didn't recognize the names. I ran out of paper on my kneeboard shortly after the tape stopped. Something like Johnson and Johnson. The flight continued and so did their discussions...about people mostly. We landed and I went to Operations and made a note on the back of the flight plan that I filed by phone.

Michael Harari

Michael "Mike" Harari (born 1927) was an Israeli intelligence officer in the Mossad. Harari was involved in several notable operations, including the failed Lillehammer affair and the rescue of hostages at Entebbe.

Harari began his intelligence work facilitating illegal Jewish immigration to Palestine after World War II. He then spent time in the army and Shin Bet before being recruited by the Mossad in the 1960s. During his time in the Mossad he ran agents in Europe, eventually advancing to the head of the Operations Branch. It was during this time that he helped build and lead teams in Operation Wrath of God, the Israeli response to the Munich Massacre in 1972. In what became known as the Lillehammer affair, Harari led a team into Norway where they believed Ali Hassan Salameh, the chief of Black September operations was living. After identifying and assassinating the target, it was revealed that they had killed an innocent waiter, Ahmed Bouchiki, who only resembled Salameh. While authorities arrested many of Harari's team, he escaped back to Israel. A Norwegian case against him was dismissed in January 1999 because of a lack of evidence.[1]

Despite this setback, Harari later scored two major successes for the Mossad. Before Operation Thunderbolt was launched in July, 1976, to free Israeli hostages at Entebbe International Airport, Harari supposedly took the disguise of an Italian businessman to enter and reconnoiter the airport. He also helped facilitate the use of Kenyan air bases to refuel Israeli planes returning from the rescue mission.[2] In January, 1979, Harari led a team that killed Ali Hassan Salameh in Beirut with a car bomb, the same man he had tried to assassinate in Lillehammer years earlier.

At some later point in time Harari became the Mossad station chief of Latin America but based in Israel. Although he is said to have retired after this service, it is unclear if all his Israeli intelligence connections were severed when he left for Panama, He returned to Israel just before or during the 1989 United States invasion of Panama, which deposed Noriega and installed the legitimate presidential victor Guillermo Endara. Harari later appeared on Israeli television and denied that he was ever a close advisor of Noriega, and that he had escaped by his own means. [3]

Harari was played by actor Moshe Ivgy in Steven Spielberg's 2005 film Munich,[4] which depicts a controversial account of Operation Wrath of God.

^ Bureau of Democracy, Human Rights, and Labor. Norway Report on Human Rights Practices, US State Department, Feb. 23, 2000.
^ Reeve, 205.
^ "Israeli Denies He Served as Noriega Adviser", The New York Times, Jan. 7, 1990. Accessed June 5, 2006.
^ Moshe Ivgy, Retrieved December 228, 2006.
Black, Ian and Morris, Benny. Israel's Secret Wars: A History of Israel's Intelligence Services. New York: Grove Press, 1991. ISBN 0-8021-1159-9, 276 p.
Reeve, Simon. One Day in September. New York: Arcade Publishing, 2000. ISBN 1-55970-547-7
Scott, Peter Dale and Marshall, Jonathan. Cocaine Politics: Drugs, Armies, and the CIA in Central America. Los Angeles: University of California Press, 1991. ISBN 0-520-21449-8, 73-4 p.
All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline Dig

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Here is some of the crap exposed on Jack Stephens as his firm is the publishing group that hired RightHaven:

A strategic lawsuit against public participation (SLAPP) is a lawsuit that is intended to censor, intimidate and silence critics by burdening them with the cost of a legal defense until they abandon their criticism or opposition.[1]

The typical SLAPP plaintiff does not normally expect to win the lawsuit. The plaintiff's goals are accomplished if the defendant succumbs to fear, intimidation, mounting legal costs or simple exhaustion and abandons the criticism. A SLAPP may also intimidate others from participating in the debate. A SLAPP is often preceded by a legal threat. The difficulty, of course, is that plaintiffs do not present themselves to the Court admitting that their intent is to censor, intimidate or silence their critics. Hence, the difficulty in drafting SLAPP legislation, and in applying it, is to craft an approach which affords an early termination to invalid abusive suits, without denying a legitimate day in court to valid good faith claims.


The acronym was coined in the 1980s by University of Denver professors Penelope Canan and George W. Pring. The term was originally defined as "a lawsuit involving communications made to influence a governmental action or outcome, which resulted in a civil complaint or counterclaim filed against nongovernment individuals or organizations on a substantive issue of some public interest or social significance."[2] It has since been defined more broadly in one state (California) to include suits about speech on any public issue.[3]

The original conceptualization proffered by Canan and Pring emphasized the Right to petition as protected in the United States under the US Constitution's specific protection in the First Amendment's fifth clause. It is still definitional: SLAPPs refer to civil lawsuits filed against those who have communicated to government officialdom (in its entire constitutional apparatus). The Right to Petition [granted by Edgar the Peaceful, 10 Century] precedes the Magna Carta in terms significance in the development of democratic institutions. It claims that democracy cannot work if there are, or if interest groups can erect, barriers between the governed and the governing.

According to New York Supreme Court Judge J. Nicholas Colabella, "Short of a gun to the head, a greater threat to First Amendment expression can scarcely be imagined." A number of jurisdictions have made such suits illegal, provided that the appropriate standards of journalistic responsibility have been met by the critic.

Jurisdictional variations


One of the first cases in Canada to deal with a SLAPP was Fraser v. Saanich (see [1999] B.C.J. No. 3100 (B.C. S.C.)) (QL), where the British Columbia Supreme Court struck out the claim of a hospital director against the District of Saanich, holding that it was a meritless action designed to silence or intimidate the residents who were opposed to the plaintiff’s plan to redevelop the hospital facilities.

The first case to discuss and apply the Protection of Public Participation Act (PPPA) was Home Equity Development v. Crow, (see [2002] B.C.J. No. 1805 (B.C. S.C.)) (QL). The defendants' application to dismiss the action against them was dismissed. The defendants failed to meet the burden of proof required by the PPPA, that the plaintiffs had no reasonable prospect of success. Many felt that the plaintiffs did not bring their action for an improper purpose, and the suit did not inhibit the defendants in their public criticism of the particular project.

In Ontario, the decision in Daishowa v. Friends of the Lubicon (see [1996] O.J. No. 3855 Ont. Ct. Gen. Div.)) (QL) was also instructive on SLAPPs. A motion brought by the corporate plaintiff Daishowa to impose conditions on the defendant Friends of the Lubicon Indian Band that they would not represent Daishowa’s action as a SLAPP was dismissed.

Some political libel and forum shopping incidents, both common in Canada, have been called SLAPP suits, because such suits load defendants with costs of responding in unfamiliar jurisdictions or at times (typically elections) when they're extremely busy and short of funds. Both types of suits are almost unique to Canada, so there is little concern nor examination of whether political subject matter or remote forums are a clear indicator of SLAPP.

Following the decision in Fraser v. Saanich, the Protection of Public Participation Act went into effect in British Columbia in April, 2001. It was repealed in August, 2001.

Québec's Justice Minister, Jacques Dupuis, has proposed an anti-SLAPP bill on June 13, 2008.[4]. The bill was adopted by the National Assembly of Quebec on June 3, 2009. As of now, Quebec's amended Code of Civil Procedure is the only anti-SLAPP mechanism in force in Canada.

United States

California has a unique variant of anti SLAPP legislation which has led a significant volume of SLAPP litigation in that state. A search for reported cases on SLAPP litigation in 2009 found 1,386 cases for the State of California alone. The rest of the states combined had about 341, of which Massachusetts accounted for 176, raising the question whether California's SLAPP statute is accomplishing its primary objective of reducing costly litigation. See | Navellier v. Sletten, 52 P.3d 703 (Cal. 2002) (dissenting opinion). The U.S. state of California enacted Code of Civil Procedure § 425.16 in 1992, a statute intended to frustrate SLAPPs by providing a quick and inexpensive defense. It provides for a special motion that a defendant can file at the outset of a lawsuit to strike a complaint when it arises from conduct that falls within the rights of petition or free speech. The statute expressly applies to any writing or speech made in connection with an issue under consideration or review by a legislative, executive, or judicial proceeding, or any other official proceeding authorized by law, but there is no requirement that the writing or speech be promulgated directly to the official body. It also applies to speech in a public forum about an issue of public interest and to any other petition or speech conduct about an issue of public interest.

To win an anti-SLAPP motion, the defendant must first show that the lawsuit is based on constitutionally protected activity. Then, the burden shifts to the plaintiff, to affirmatively present evidence to show that they have a reasonable probability of prevailing on the action. The filing of an anti-SLAPP motion stays all discovery. This feature acts to greatly reduce the cost of litigation to the anti-SLAPP defendant, and can make beating the motion extremely difficult for the plaintiff, because they effectively must prove their case without the benefit of discovery.

If the special motion is denied, the order denying the motion is immediately appealable. Defendants prevailing on an anti-SLAPP motion (including any subsequent appeal) are entitled to a mandatory award of reasonable attorney’s fees. After an anti-SLAPP motion has been filed, a plaintiff cannot escape this mandatory fee award by amending its complaint. More than 300 published court opinions have interpreted and applied California's anti-SLAPP law.

California's Code of Civil Procedure § 425.17 corrects what the Legislature found to be abuse[5] of the anti-SLAPP statute (CCP § 425.16). Signed into law on September 6, 2003, this statute prohibits anti-SLAPP motions in response to certain public interest lawsuits and class actions, and actions that arise from commercial statements or conduct.[6] Section 425.18, signed into law on October 6, 2005, was enacted to facilitate SLAPP victims in recovering their damages through a SLAPPback (malicious prosecution action) against the SLAPP filers and their attorneys after the underlying SLAPP has been dismissed.

At least 26 other states and one territory have also enacted statutory protections against SLAPPs. These are Arizona, Arkansas, Delaware, Florida, Georgia, Guam, Hawaii, Illinois, Indiana, Louisiana, Maine, Maryland, Massachusetts, Minnesota, Missouri, Nebraska, Nevada, New Mexico, New York, Oklahoma, Oregon, Pennsylvania, Rhode Island, Tennessee, Utah, Vermont, and Washington. In Colorado and West Virginia, the courts have adopted protections against SLAPPs. These laws vary dramatically in scope and level of protection, and the remaining states lack protections.

There is no federal anti-SLAPP law. The extent to which state laws apply in federal courts is unclear, and the Circuit courts have reached different conclusions. The United States Court of Appeals for the Ninth Circuit has allowed California litigants to use their state's special motion in federal district courts located in California, in cases where the court is hearing at least one California state law claim through the doctrine of supplemental jurisdiction. [2] However, the United States Court of Appeals for the First Circuit has held that the Massachusetts anti-SLAPP law, as a mere matter of procedure, does not apply in federal courts.[7]

It has been argued that the lack of uniform protection against SLAPPs has encouraged forum shopping, proponents of federal legislation have argued that the uncertainty about one's level of protection has likely magnified the chill of SLAPPs.

In December 2009, Rep. Steve Cohen introduced the Citizen Participation Act, H.R. 4364, in the U.S. House. This marks the first time the Congress has considered federal anti-SLAPP legislation (though the Congress is currently considering the closely related issue of libel tourism.) Like many state anti-SLAPP laws, H.R. 4364 would allow the defendant of a SLAPP to have the suit quickly dismissed and to recover fees and costs.

Balancing the Right of Access to the Courts

The SLAPP penalty stands as a barrier to access to the Courts by providing an early penalty to claimants who seek judicial redress. In recent years, the courts in some states have recognized that enforcement of SLAPP legislation must recognize and balance the constitutional rights of both litigants. It has been said:

Since the Magna Carta, the world has recognized the importance of justice in a free society. “To no one will we sell, to no one will we refuse or delay, right or justice.” (Magna Carta, 1215.) This nation’s founding fathers knew people would never consent to be governed and surrender their right to decide disputes by force, unless government offered a just forum for resolving those disputes. Coucher & Kelly, The Social Contract from Hobbes to Rawls (1994).

The right to bring grievances to the courts, in good faith, is protected by state and federal constitutions in a variety of ways. In most states, the right to trial by jury in civil cases is recognized. The right to cross examine witnesses is fundamental to our judicial system. Moreover, the first amendment protects the right to petition the judiciary for grievances. The “right to petition extends to all departments of the Government. The right of access to the courts is indeed but one aspect of the right of petition.” California Motor Transport Co. v. Trucking Unlimited, 404 U.S. 508, 510 (1972) Because “the right to petition is ‘among the most precious of the liberties safeguarded by the Bill of Rights,’ ... the right of access to the courts shares this ‘preferred place’ in our hierarchy of constitutional freedoms and values. Harrison v. Springdale Water & Sewer Comm., 780 F.2d 1422, 1427 (8th Cir. 1986).” This balancing question is resolved differently in different states, often with substantial difficulty. See Denton v. Browns Mill Development Co, 561 S.E.2d 431 (Ga. 2002) and Browns Mill Development Co v. Denton, 543 S.E.2d 65 (Ga. App. 2000); EarthResources, LLC v. Morgan County, 638 S.E.2d 325 (Ga App. 2006); Alves v. Hometown Newspapers, Inc, 857 A.2d 743 (R.I.,2004) .

In Palazzo v. Ives, 944 A.2d 144 (R.I. 2008) the Court wrote:

By the nature of their subject matter, anti-SLAPP statutes require meticulous drafting. On the one hand, it is desirable to seek to shield citizens from improper intimidation when exercising their constitutional right to be heard with respect to issues of public concern. On the other hand, it is important that such statutes be limited in scope lest the constitutional right of access to the courts (whether by private figures, public figures, or public officials) be improperly thwarted. There is a genuine double-edged challenge to those who legislate in this area.

The most challenging balancing problem arises in application to SLAPP claims which do not sound in tort. The common law and constitutional law has developed in the United States to create a high substantive burden to tort and tort-like claims which seek redress for public speech, especially public speech which addresses matters of public concern. The common law in many states requires the pleader to state accurately the content of libelous words. Constitutional law has provided substantive protection which bars recovery against a first amendment defense except upon clear and convincing evidence that there has been deliberate or reckless falsehood. For this reason, ferreting out the bad faith SLAPP claim at an early stage of litigation should be accomplished with relative ease. Extension of the SLAPP penalties to factually complex cases, where the substantive standard of proof at common law is lower presents special challenges.

Notable SLAPPs

In February 2005 the European Court of Human Rights found that Helen Steel and David Morris did not receive a fair trial while defending a libel action brought by McDonald's in the United Kingdom. In what became known as the McLibel case, the two had been found guilty in 1994 of libelling the company in a leaflet. The court ruled that, because legal aid is not available to libel defendants, their right to freedom of expression under the European Convention on Human Rights had been violated. They were awarded £24,000 damages, plus costs.

United States
Barbra Streisand, as plaintiff, lost a SLAPP motion after she sued an aerial photographer involved in the California Coastal Records Project. Streisand v. Adelman et al., in California Superior Court; Case SC077257 [8][9] See Streisand effect

Nationally syndicated talk radio host Tom Martino prevailed in an anti-SLAPP motion after he was sued for libel by a watercraft retailer. The case received national attention for its suggestion that no one reasonably expects objective facts from a typical talk show host.[10][11] Gardner v. Martino

Kim Shewalter and other neighborhood activists, as defendants, won an anti-SLAPP motion against apartment building owners. The owners had filed a SLAPP suit because of the defendants' protest activities.
Coltrain v. Shewalter

Barry King and another Internet poster, as defendants, won an anti-SLAPP motion against corporate plaintiffs based on critical posts on an Internet financial message board. Global Telemedia v. Does
Kathi Mills won an anti-SLAPP motion against the Atlanta Humane Society, Atlanta Humane Society v. Mills, in Gwinnett County (Georgia) Superior Court; case 01-A-13269-1 [12]

Karen Winner, the author of "Divorced From Justice," published in 1996 by ReganBooks/Harper Collins, is recognized as "[the] catalyst for the changes that we adopted," said Leo Milonas, a retired justice with the Appellate Division of the New York state courts who chaired a special commission that recommended the changes adopted by Chief Judge Judith Kaye.[13] But in 1999, Winner, along with a psychologist/whistleblower, and several citizens were SLAPPed for criticizing the guardian ad litem system and a former judge in South Carolina. Winner's report, "Findings on Judicial Practices & Court-appointed Personnel In The Family Courts In Dorchester, Charleston & Berkeley Counties, South Carolina" and citizen demonstrations led to the very first laws in South Carolina to establish minimum standards and licensing requirements for guardians ad litem — who represent the interests of children in court cases.[14] The retaliatory SLAPPs have been dragging on for nearly 10 years, with judgments totaling more than $11 million against the co-defendants collectively. Reflecting the retaliatory nature of these suits, at least one of the co-defendants is still waiting to find out from the judges, which particular statements if any he made were actually false.[15]

From 1981 to 1986, Pacific Legal Foundation and San Luis Obispo filed a suit attempting to obtain the mailing list of the Abalone Alliance to get the group to pay for the police costs of the largest anti-nuclear civil-disobedience act in U.S. history at the Diablo Canyon Power Plant. Pacific Legal Foundation lost at every court level and withdrew the suit the day before it was due to be heard by the U.S. Supreme Court. San Luis Obispo County v. Abalone Alliance

In March 2009, MagicJack (company who promotes a USB VOIP device) filed a defamation suit against Boing Boing for exposing their unfair and deceptive business tactics regarding their EULA, visitor counter, and 30 day trial period. This was dismissed as a SLAPP by a California judge in late 2009. In the resulting ruling, MagicJack was made responsible for most of Boing Boing's legal cost. MagicJack Legal Documents
In the case Comins vs. VanVoorhis a Florida man named Christopher Comins filed a defamation suit against a University of Florida grad student after the student blogged about a video of Comins repeatedly shooting someone's pet dogs. This was cited as an example of a SLAPP suit by the radio show "On the Media". [16]


Jackson Stephens
Last Updated: December 05, 2008

Jackson Stephens exemplified the requisites for an unstoppable self-made billionaire. Visionary, charismatic, and intrepid pathfinder for those in power seeking, like himself, greater wealth and influence as sole moral imperatives.

He reached the status of global-power broker nearly a half century before his death in 2005 at the age of 83. His impact, however lives on, in the government insider firms run by his son Warren, and in weakened US security from the covert deals he arranged between US Presidents and foreign despots.

As head of the largest investment bank off Wall Street, he increased the personal wealth of three eagerly compromised Presidents, in exchange for nuclear and information control technologies.

From a small farm in Little Rock, Arkansas, Stephens joined his brother’s investment company in 1947, after graduating the Naval Academy with classmates Jimmy Carter and future CIA Director Stansfield Turner.

Successful ventures in energy, finance and media parlayed into mega scores, when he arranged the underwriting of Wal-Mart in 1970, then funded Tyson Food’s takeover of Holly Farms.

Along the way he covered his bets, as a financial problem solver for national politicians of both parties.
In the ‘80s, he was Arkansas Governor Clinton’s go-to fundraiser. In return, Stephens’ firm handle 70% of all Arkansas public-works bond issues.

He teamed up with China-born billionaire Mochtar Riady, who, along with his son James, would later be convicted of secretly funding Bill Clinton’s presidential campaigns with $ millions from the Chinese government.

During those same years, equal opportunist Stephens also arranged Mideast bankers’ multi $million bailouts for George W. Bush’s failing oil ventures.

Stephens’ firm, Systematics, secured a US beach-head for the infamous Bank of Commerce and Credit International. Before its $20 billion collapse in 1991, BCCI laundered money for dictators, terrorists, drug lords and illicit operations of intelligence agencies, including the CIA (most notably the Iran-Contra guns/cash/drugs transactions).

The effort started in the late ‘70s. Stephens brought Bert Lance, President Jimmy Carter’s soon indicted former budget director, together with BCCI principals including Agha Hasan Abedi, Ghaith Pharoan and Khalid Mahfouz (all later criminally charged as well). After 9/11, they and many of their Arabian banking colleagues were directly linked to, or themselves named Specifically Designated Global Terror financiers

After years of complex scheming to circumvent regulatory hurdles, Stephens’ and Lance’s labors paid off. BCCI gained entry into the US banking system and its safeguard systems, through clandestine control of Financial General Bankshares (FGB), a major DC-based banking institution.

At the same time, the BCCI tycoons bought Lance’s interest in FGB subsidiary National Bank of Georgia, from which he had loaned himself and Jimmy Carter several $million. BCCI set up “consultant “ contracts and new terms for the loans’ repayment, along with millions more donated to Carter’s chosen charities.

Stephens’ BCCI incursion, and his other ventures were represented by Hillary Clinton and her Arkansas law firm partners Vince Foster (later White House Counsel before death by reported suicide), and Webster Hubbell (later #3 in the US Justice Department before serving 20 months on multiple fraud convictions).
While Clinton was Arkansas Governor, Stephens’ billionaire buddies, the Riadys, bonded with Bill and Hillary through their global conglomerate (and Chinese government partner), the Lippo Group. James Riady moved to Little Rock to be closer to his new friends.

In 1983, the Riadys launched their first business venture in Arkansas: The Lippo Finance & Investment Inc. The following year, Lippo ,and everyone’s friend Jackson Stephens partnered to buy control of Arkansas’ Worthen Bank Corp. In 1991, a $2.5 million Worthen loan (never repaid), would rescue Clinton’s Presidential campaign.
Hillary and her law partners naturally handled Worthen, and other China-partnered Lippo matters as well.
In 1985, Worthen Bank was indicted for extending several million dollars' worth of illegal, preferential loans to companies owned by the Riadys and Stephens.

A fire of “unknown causes” broke out in the bank at 3am, destroying all the records sought by the prosecutors. Worthen and another Lippo-China bank were given “cease and desist” orders from making such “dangerous loans” in the future. The criminal case was settled, and the loans to Stephens and the Riadys were never repaid.
In 1987, Stephens’ ecumenical spirit helped arrange a $25 million bailout of George W. Bush’s floundering oil venture, Harken Energy, through his very same BCCI buddies, in partnership with the Union Bank of Switzerland.

Stephens gave $100,000 to the Reagan-Bush campaign in 1980, another $100,000 to the Bush dinner committee in 1990, and was a Bush Ranger (minimum $200, 000) for Bush in 2000 and 2004.
But through the first half of the ‘90s, Stephens, and his China-tied Lippo partners’ favorite recipient was Bill Clinton. Stephens was Clinton’s 2nd biggest contributor over his political career.

Toward the end of his first term, over fierce Congressional and Defense Department objections, Clinton ended major restrictions against military technology transfers to China. The US-China trade imbalance grew enormously, and Chinese nuclear weapon espionage, as documented in Congressional reports, grew rampant.

This while Clinton’s re-election campaign received $ millions, which were later traced back to foreign sources, mainly China.

In 1993, Clinton appointed Lippo Sr.VP John Huang as Assistant Deputy Secretary of the US Commerce Department. With only a perfunctory background check, Huang was given Top Security clearance, actually approved five months before he took office. Congressional probes later revealed that while installed at Commerce, Assistant Deputy Secretary Huang spent most afternoons at Stephens’ corporate offices, and was in constant contact with the Lippo Group, as well as with Chinese government officials.

Stephens’ Systematics, meanwhile, reportedly utilized a cutting edge computer program named PROMIS, secretly equipped with “back door control” ability, in IT management contracts with banks across the country.  Systematics merged with telecom giant Alltel just before Clinton’s Presidency. Stephens data mining company, Acxiom, continued rolling in “sensitive” government contracts through the Clinton and George W administrations.  Acxiom was the aggregator of US citizens’ private information for the Bush Defense Department’s Total Information Awareness (TIA) program, headed by John Poindexter, convicted of conspiracy in the ‘80s Iran/Contra scheme. In a 2005 government contract, Acxiom, along with Alltel/Systematics’ major vendor Qsent, and Choicepoint (which falsely disqualified tens of thousands of Florida Democrats in the 2000 Presidential election), merged extensive private information about 100 million US citizens. They illegally gave the data to the TSA, which then transferred it to IBM. The TSA explained it all as an unfortunate series of mistakes.

*** Note – In 1997, IBM joined with a small new firm named Ptech, to create the “Unified Modeling Language”  UML as the common parlance for integrated software coding.

Ptech, though known by FBI Bin Laden Unit Chief (later whistleblower) Robert Wright to be headed by a major Al Qaeda financier, and funded by Stephens’ former BCCI colleagues, was placed in charge of software management at every critical US Government agency- Defense, State, Justice, Energy, Transportation, the White House itself.

Ptech and a quasi government entity named MITRE, utilized PROMIS software to create the FAA’s National Airspace System, in control of operations on 911.

Stephens’ Acxiom Board of Directors reflected his cultivated Democratic Party dealings. The Board included former Clinton Chief of Staff “Mack” McClarty, former NATO Commander(and one time Democratic candidate) Wesley Clark and former Lippo Sr Exec Stephen Patterson.

When the Democrats gained control of Congress in 2006, both Alltel and Acxiom joined in formation to unfurl their primary team colors.

Within the same week in ‘07, each was acquired by TPG/Newbridge Capital, co-chaired by US Senator Diane Feinstein’s husband, Richard Blum.

Senator Feinstein (D-Ca) is in perfect position to be of service. She is Chair of the Subcommittee on Terrorism, Technology and Homeland Security, and member of the Appropriations Subcommittees for Defense and Intelligence.

The awful legacy of Jackson Stephens’ spectral empire, now controlled by his son Warren, seems secure.

Alltel, Axicom deals:
Bush campaign contributions:
Connections to Clinton, Huang, Riady:
Riady, Clinton, Bush, BCCI:< /a>
Political contributions, Harken:
H arken, BCCI:

Acxiom is a global interactive marketing services company that uses consumer data, analytics, information technology, data integration, and consulting solutions to help companies conduct direct marketing programs. Acxiom’s interactive capabilities allow marketers to have direct interaction and response with consumers, and these services include direct-mail, e-mail, mobile advertising, display advertising, social media, and Web-site personalization.[1] It has been described as "one of the biggest companies you've never heard of."[2]

In addition to collecting detailed information about people, the company helps marketers anticipate the future needs of consumers, according to the documentary "The Persuaders." As the world's largest processor of consumer data,[3] Acxiom has identified 70 types of consumers with its segmentation product PersonicX.

Acxiom is first and foremost a multi-channel marketing-services company powered by data. Forrester Research, the technology research company, considers Acxiom “a technology powerhouse” with deep industry expertise across a multitude of industries. Acxiom has traditionally been known for helping many of the world's largest financial services companies conduct direct marketing campaigns, but now more than 75 percent of its revenue is derived from non-financial services clients. Today, Acxiom is a $1.38 billion-a-year company, representing more than 12 percent of the direct-marketing-services sector’s $11 billion in estimated annual sales.


Founded as Demographics in 1969 by Charles D. Ward in Conway, Arkansas, Acxiom is headquartered in Little Rock, Arkansas.[10]

The company has additional U.S. offices in Chicago, Illinois; New York, New York; Foster City, California; and Nashville, Tennessee. International offices are located in the United Kingdom, France, Germany, Netherlands, Portugal, Poland, Australia, and China. Services are also available to companies in scores of other countries.[1]

In early 2004, Acxiom acquired part of Claritas, a major European data provider.[11]

In 2005, Acxiom acquired Digital Impact and integrated its digital and online services into its business.

In early 2006, EMC Corporation acquired Acxiom’s information grid software in a $30 million deal.[12]

On May 16, 2007, Acxiom agreed to be bought by leading investment firms Silver Lake Partners and ValueAct Capital in an all-cash deal valued at $3 billion, including the assumption of about $756 million of debt.[13] However on October 1, 2007, a press release announced that the takeover agreement was to be terminated and Charles Morgan would retire as Acxiom’s Company Leader upon the selection of a successor.

On January 17, 2008, Acxiom named John Meyer (from Alcatel-Lucent) as new CEO and President, effective February 4, 2008.[14]

On July 11, 2008, Acxiom acquired ChoicePoint's database marketing solutions division, adding seven clients from industries including banking, insurance, and media.[15]

On October 9, 2008, Acxiom announced it had entered into a long-term exclusive contract with XSellNet[1] to deliver and manage the distribution of real-time customer data and analytics to the retail auto dealer industry throughout the United States. The collaboration is co-branded as X12 powered by Acxiom.


In 2003, the Electronic Privacy Information Center filed a complaint before the Federal Trade Commission against Acxiom and JetBlue Airways, alleging the companies provided consumer information to Torch Concepts, a company hired by the United States Army "to determine how information from public and private records might be analyzed to help defend military bases from attack by terrorists and other adversaries."[16]

According to the complaint, Acxiom's activities constituted unfair and deceptive trade practices, as "Acxiom has publicly represented its belief that individuals should have notice about how information about them is used and have choices about that dissemination, and has stated that it does not permit clients to make non-public information available to individuals," and Acxiom proceeded to sell information to Torch Concepts without obtaining consent, an ability to opt-out, or furnishing notice to the affected consumers.

The FTC took no action against Acxiom, which had responded that it had followed its privacy principles and was not deceptive in its business practices. "Torch Concepts was acting under contract to the Department of Defense in their efforts to research ways to improve military base security," a company spokesman said. "Our policy clearly states that we 'provide information products which include financial information, Social Security number and other related information where permitted by law,' and that this information is 'provided to government agencies for the purposes of verifying information, employment screening and assisting law enforcement.'"[17]

In 2005 Acxiom was a nominee for the Big Brother Awards for Worst Corporate Invader for a tradition of data brokering.[18]

Security Breaches

In 2003, over 1.6 billion customer records were stolen during the transmission of information to and from Acxiom's clients; the information included names, addresses, and email addresses. Acxiom's firewall was not breached, and no databases were accessed by the hackers.[19] Prosecutors described the 2006 case against the hacker accused of stealing the data as the "largest ever invasion and theft of personal data" ever tried.[20] The stolen data only came to light during an investigation of a separate data theft incident.[21]

Based on their investigation, prosecutors said there was no risk of identity theft or harm to individuals based on the breaches. They also praised Acxiom for being aggressive in pursuing the hackers and cooperating with authorities. "The positive outcome of this investigation is testament to the strong partnerships we have established with our counterparts at the headquarters and field offices of various organizations, from the FBI and Department of Justice to the Internal Revenue Service and U.S. Attorneys' Office in Little Rock," said K.C. Crowley, Special Agent in Charge of Secret Service's Little Rock Field Office. "Furthermore, I commend Acxiom Corporation for their cooperation and responsible approach to the situation. Acxiom's quick response in contacting federal investigators after determining there had been a network intrusion should serve as a model for others in similar circumstances."[22] The two primary hackers were sentenced to lengthy prison terms.

The Case of The Fairness Opinions and the Bankster-Drug Cartels' Multi Billion Dollar Conflicts of Interest...

Stephens Media

The company was formerly called Donrey Media Group, which was founded by Arkansas media mogul Donald W. Reynolds and based in Fort Smith, Arkansas. Reynolds died in 1993. The company was then sold to the Stephens family of Arkansas, best known for their investment banking business Stephens Inc. in Little Rock.

Stephens Inc.
Stephens Inc. headquarters in downtown Little Rock. Stephens Inc. is a full service, privately owned investment bank based in Little Rock, Arkansas.

Stephens Inc. was founded in 1933 by W.R. Witt Stephens. His brother, Jackson T. Stephens joined the firm in 1946 and served as Chairman of the Board and CEO of Stephens Inc. from 1956 to 1986. Since 1986 Warren Stephens, Jack's son, has served as CEO of Stephens Inc. In 1970, Stephens Inc. (along with Wall Street firm White Weld & Co.) brought Wal-Mart public in an IPO. [Clinton/Wal-Mart/Mena, Arkansas]

Quick facts
Employs over 700 people.
Has 24 offices worldwide.
Since the beginning of 1999, has led or co-managed 50 public offerings, raising over $13.2 billion, and delivered 38 fairness opinions.
Over the last 5 years, has advised clients on over 120 merger and acquisition transactions with aggregate transaction value in excess of $43 billion dollars.
The CEO is Warren Stephens.
Financier of Dickey-Stephens Park, which plays home to the Arkansas Travelers baseball team.

Fairness opinion

A fairness opinion is a professional evaluation by an investment bank or other third party as to whether the terms of a merger, acquisition, buyback, spin-off, or going private are fair.[1] It is rendered for a fee.[2][3]


Controversy in financial and management circles surrounds the question of the objectivity of fairness opinions, as one aspect of the duty of care in the fairness of a transaction. A potential exists for a conflict of interest when an entity rendering an opinion may benefit from the transaction either directly or indirectly[4]. Directors and officers of the companies also may have an interest in the outcome of the proposed transaction[5]. In response, the Financial Industry Regulatory Authority (then the National Association of Securities Dealers) issued its Rule 2290 to require disclosure by its members to minimize abuses[6]; this was approved in 2007 by the Securities and Exchange Commission[7].

Equity and fairness

Stockholder lawsuits are in the courts[8]. The Delaware Court of Chancery has required sufficient disclosures to “provide a balanced, truthful account of all matters”[9] and said “When a document ventures into certain subjects, it must do so in a manner that is materially complete and unbiased by the omission of material facts.”[10] In a Memorandum Opinion in the CheckFree/Fiserv merger Chancellor Chandler underlined that the earlier In re Pure Resources Court had established the proper frame of analysis for disclosure of financial data: “[S ]tockholders are entitled to a fair summary of the substantive work performed by the investment bankers upon whose advice the recommendations of their board as to how to vote on a merger or tender rely.”[11] According to the certification hypothesis fairness opinions may also serve the interest of the shareholders by mitigating informational asymmetries in corporate transactions. [12] First empirical evidence of fairness opinions in Europe indicates their relevance for shareholders [13].

Fairness Opinions are billion dollar mechanisms for some of the largest bank mergers ever. If people found out the conflicts of interest in these "Fairness Opinions", the house of cards may come tumbling down.

Stevens, Inc. and the glaring conflict of interest

"Worthen Banking Corp. was sold to Boatmen's Bancshares Inc. of St. Louis in 1995 for $535 million. Members of the Stephens family owned 22 percent of Worthen at the time of the sale, and acquired shares in Boatmen's. In addition, the investment bank Stephens Inc. retained the right to handle the trades  
Submitted by fedup   2007-12-15 00:29:15

(and to collect commissions) for Worthen Investments, which was folded into Boatman's Investment Services, Boatman's securities subsidiary. (All other securities trades at Boatman's Investment Services are handled by Pershing Inc. of New Jersey.) (4)

10/10/96 "Currently, Boatman's Bancshares Inc. is being acquired for around $9 billion by NationsBank Corp. of Charlotte, N.C. This merger will make NationsBank the fourth largest U.S. banking franchise. The investment bank Stephens Inc. was brought in to give a "fairness opinion" on behalf of NationsBank Corp. shareholders, even though the Stephens family, through their Boatmen's stock holdings, stand to make more than $200 million on the acquisition. Also standing to gain on stock holdings is Curt Bradbury, the chief operating officer at Stephens Inc., and also the former chief executive of Worthen Bank. Stephens Inc. represented NationsBank in the merger negotiations, while Goldman Sachs represented Boatmen's. NationsBank has its own discount brokerage service, NationsBank Discount Brokerage Inc., which clears its trades through Stephens Inc. Stephens Inc. is trying to acquire all of NationsBank's brokerage business after the merger of Boatmen's and NationsBank is complete. If so, that would make Stephens Inc. the largest clearing firm for banks in the U.S. (4)

Subsequently, NationsBank was acquired by BankAmerica [Alamo-Girl]

"It turns out that he [John Huang] maintained an office across the street from his Commerce Department office. He used that office to send and receive packages and faxes without the knowledge of his Commerce employers…. That office was maintained by none other than the Arkansas-based Stephens Inc., a partner of Lippo in the Arkansas WorthenBank, where John Huang had once served as a vice president. The secretary testifying about John Huang's clandestine visits to the office was one Paula Green, a former aide to Rep. Beryl Anthony, the brother-in-law of the late Vince Foster. Beryl Anthony, as a member of the Washington law office of Winston Strawn, represented Stephens' software company Systematics, which was also represented by Vince Foster, Hillary Clinton and Joe Giroirin litigation with First American Bank in Washington over an attempted takeover by BCCI. It was revealed last week that none other than John Huang traveled to China to negotiate on behalf of Lippo with the Chinese government over debts owed to Chinese depositors by the failed BCCI…." (5)

One appointment in particular that should be setting off alarm bells right now is that of White House aide Vanessa Weaver, nominated by the White House for the five-member board of the Export-Import Bank. Ms. Weaver's rushed confirmation hearing takes place this afternoon before Senator Phil Gramm's Banking Committee. An article in yesterday's Investor's Business Daily noted that before Ms. Weaver replaced fellow Arkansan Patsy Thomasson as deputy personnel director at the White House in 1997, she was a senior adviser on personnel. The Thompson hearings on the 1996 campaign scandals established that in 1994 and 1995 she made at least 23 White House calls to John Huang while he worked at a sensitive Commerce Department job for 16 months. Incidentally, John Huang, long of the Lippo Group, qualifies as another typically weird appointment..... Mr. Huang has said he and Ms. Weaver are "good friends." That may stem in part from his friendship with her father Vernon, who for 15 years was head of the Washington office of the Arkansas-based Stephens Inc. financial empire. The two men were sufficiently close that Mr. Huang used a Stephens suite at the Willard Hotel as a "satellite office," even though it was only 150 yards from the Commerce Department. Mr. Huang would use the office to pick up overnight packages, make phone calls and fax materials, often shortly after receiving classified briefings. Mr. Weaver's secretary has testified before the Senate that her boss gave her orders to conceal the arrangement with Mr. Huang. Mr. Weaver made at least 27 calls to Mr. Huang during his stint at Commerce. An Arkansas native, Mr. Weaver was later appointed by President Clinton as ambassador to the European Union in Brussels. A congressman well versed in the details of the Huang case told us the timing and pace of the Weaver family's contacts with him were "highly suspicious" and may have involved campaign fundraising.. . (39)

This could be a banking/Mena shakedown of speech. That may be why they are going after marijuana/gun sites too (they stand in the way of the Banking-Drug cartels). You got BoA, Boatman, Bradbury, Nations, Goldman, Clinton, Huang, Weaver, Foster, BCCI, etc.

What really happened to Vince Foster
1 hr 12 min - Sep 11, 2006 -    (2 ratings)

Vince Foster

Allan J. Favish U.S. Supreme Court Press Conference on Vincent Foster

25 min - May 28, 2007 -    (2 ratings)
public release of photographs of Vincent Foster's body taken in Fort Marcy Park.

Sen. Hillary Rodham Clinton cites her experience as a compelling reason voters should make her president, but nearly 2 million pages of documents covering her White House years are locked up in a building here, obscuring a large swath of her record as first lady. Clinton's calendars, appointment logs and memos are stored at her husband's presidential library, in the custody of federal archivists who do not expect them to be released until after the 2008 presidential election. ...

[E]ven in the healthcare documents, at least 1,000 pages involving her work has been censored by archives staff because they include confidential advice and must be kept secret under a federal law called the Presidential Records Act. Political consultants said that if Hillary Clinton's records were made public, rivals would mine them for scraps of information that might rattle her campaign. ...Asked how long it might be before Hillary Clinton's records are released, the library's chief archivist said it could take years. ...Other records kept from public view include a 1993 memo to the first lady entitled "positioning ourselves on healthcare," and another from that year called "public portrayal of the Medicare program."

All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately

Offline Dig

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30-40 witnesses were thoroughly interviewed
b) Ten individuals said they actually saw JFK Jr.‘s plane explode in mid-air

c) Two witnesses told the team they saw George H. W. Bush and George W. Bush at the Essex County, New Jersey airport with Israeli Mossad agent Michael Harari and another Mossad agent who were both seen standing next to JFK Jr.’s Cessna--all four were at the airport just two days before the doomed plane took off with JFK, Jr., his pregnant wife and her sister
d) Several witnesses testified they overheard the murder plot being discussed in the White House oval office
e) One ‘company’ (CIA) witness at the scene saw the bodies and the damaged plane and told the team a mid-air explosion caused the crash
f) Approximately 150 witnesses gave individual depositions and signed statements for the final report
g) Three flight instructors who worked with JFK Jr. testified he was an excellent pilot and had logged a huge number of flying hours since being licensed--he loved to fly and was that good.”

Delbert told us “At the end of July, 1999, during the final phase of our investigation, we talked to several individual sources in the White House who consented to be interviewed as witnesses.”

“We included their testimony in the final draft of the report which was classified until 2025--not currently available to any living individual,“ said the former operative.

“Since concrete evidence of a plot involving three presidents and a current senator in the assassination of John F. Kennedy’s son--who the report said they perceived as a political threat and future rival--would not exactly inspire public confidence in the government, it’s probable that the American people will never see our final un-redacted report,” said Delbert, “unless there are grand jury murder indictments and a public trial.”

The Players

“The White House sources we interviewed overheard conversations involving individuals who made the decision to murder JFK, Jr.,” said Delbert, who joined three Division 4 fellow operatives and two other federal agency officials in alleging the following names in the final classified report as having participated in planning the murder of John Fitzgerald Kennedy, Jr. after the team had interviewed all the witnesses involved in the case:

The Division 4 team member told us “The meeting to discuss the murder occurred in the White House oval office. The subjects named in the report who participated in ordering the murder of John Fitzgerald Kennedy, Jr. were President Clinton and his wife Hillary--both in the room, former Attorney General Janet Reno--also in the room and who JFK Jr. had publicly called to task for her role in Waco and Ruby Ridge operations, FBI Director Louis Freeh--in the room, and former President George H. W. Bush, Lawrence Rockefeller (now deceased), and three Inner Circle Council of Thirteen members who were all teleconferenced into the oval office discussion via secure White House phone lines.“

Quietly taken aback by the revelations, we asked Delbert to summarize the content of the alleged oval office murder plot overheard by the team's interviewed witness sources, including witnesses assigned to White House domestic security:

“a) Conversation about JFK Jr.’s magazine GEORGE becoming a political vehicle which could threaten ruling elite families and expose past White House crimes
b) Discussions about blowing up his Cessna, John Jr.’s vulnerability and even carelessness about his plane’s security when warned that suspicious individuals had previously been seen lurking around his plane at the airport
c) Attorney General Reno’s problems with JFK Jr. criticizing Waco and Ruby Ridge
d) Speculation about who John Jr. would pick to run against in 2000--Hillary Clinton or George W. Bush
e) Discussion about political family factions and relationships between federal law enforcement, national security and intelligence agencies
f) Discussion about how the assassination would take place, starting at the airport--with specific Mossad agents named by the subject conspirators without mentioning the actual Israeli agency
g) General agreement that John, Jr. had become over-zealous in planning to employ GEORGE to circuitously expose those who were behind the assassination of his father.”

White House-controlled foreign assassination teams in America

As we listened without comment, the Division 4 operative continued: “We were told by the same White House sources we interviewed that FBI Director Freeh left the oval office after the murder plot was discussed and met with Israeli Mossad agent Michael Harari who then met with his supervisor, General Rafael Eitan, considered to be one of the most dangerous Israeli agents who ever lived,” stated Delbert.

Delbert explained that testimony by White House and airport witnesses and others will provide outrageous but credible grand jury evidence that three United States presidents have their own private Israeli Mossad assassins--as well as assassins from several American federal government agencies--and will use them to commit treason and murder against other Americans perceived to pose a political threat to their power, a fact surely to horrify Jewish-Americans and all U.S. citizens. “I had heard that even our own FBI agents literally trembled at the fear of being assigned to watch General Eitan’s movements, since collaborating congressional oversight allowed him to freely enter the United States at any time, using passports under a different name,” the Division 4 special investigative team member said.

[One of the most outrageous documents this writer has ever seen, confirming the existence of Michael Harari and his nefarious Bush-connected activities, was the Colonel Cutolo / Colonel Corone Court Deposition, which we found on www.]

Delbert continued his shocking narrative, “About three days before John’s plane took off and exploded in mid-air, Michael Harari, and another Mossad agent were seen with former President George H. W. Bush and his son Texas Governor George W. Bush at the Essex County, New Jersey airport where John Jr. kept his plane.” This fact was also confirmed by separate U.S. intelligence sources who are also willing to testify before a grand jury.
[click here to read more about Harari’s U.S. activities in the Cutolo Affadavit.htm also found at]

“All four were positively identified by an aircraft mechanic and a maintenance worker we interviewed for the final classified report; but we didn’t include their names or the names of some other key witnesses so that there would be citizens left to testify in case the Clintons or Bushes started having people murdered,” said the former Special Forces member.

Delbert’s chilling words provided concrete and credible proof that congressional oversight over counterfeit immigration documents acquired by assassins and terrorists, wide-open U.S. borders and homeland “security“ is so seriously flawed, broken down and corrupted that Senate and House members are permitting known foreign murderers to move around America at will.

Given the state-side depletion of National Guard and Reserve troops which renders the U.S. more vulnerable to foreign enemies while pre-emptive war based on lies is being fought, the physical and economic security of the nation is problematic enough to assert that Senate and House members may literally be conspiring against their own constituents in favor of a clandestine world-wide agenda supported by assassination of “troublemakers,” political or otherwise.

The American-French Alliance (AFA), a tightly-knit and hushed organization of active intelligence community patriots from both countries, is said to be waging an under-the-radar-screen war to stop rogue elements and assassins in the FBI, CIA, DOD and DIA--supervised by the White House and directly linked to Al Qaeda and former CIA operative Tim Osman (also known as Osama bin Laden) but also British MI-6 agents from engaging in black operations throughout the United States.

According to intelligence sources who spoke with federal whistleblower Stewart Webb, the AFA reportedly killed General Eitan in October, 2004 for his role in stealing the U.S. atomic nuclear codes from the National Security Archives. and other websites have previously reported circumstances surrounding an attempt by eight rogue British MI-6 agents to blow up the Chicago subway underneath the Everett Dirksen Federal Building where federal prosecutor Patrick Fitzgerald and a grand jury are investigating multiple crimes and treason linked to the White House.

The physical evidence

“The preliminary Division 4 team report was written with my partner who has retired and returned to his own country. We were joined by two others from our team and two more from another federal agency in putting together the final report,” said Delbert.

“Our boss ordered us to re-write the final draft but we refused. We wanted to tell the truth; so they classified the (final report) until the year 2025 despite the fact that we had interviewed scores of witnesses who can corroborate all of our findings. This was August 5, 1999.”

“The obstruction of justice by our ‘upper management’ and the FBI caused so much chaos that they dissolved our team; then they, quite possibly along with the Clinton White House, tried to have me murdered within ten weeks at the end of October, 1999 while working in Belfast, Ireland. I was supposed to be in a car with a friend who was blown apart in the explosion,“ said Delbert.

“That explosion was meant either as a warning or an assassination attempt, and cost the life of not only my associate, but a friend of his as well; so I closed all my accounts, resigned from Division 4 and went underground by November, 1999, for six months,” he said--but not before devastating reports had been filed by a team of investigators experienced in tracking evidence and criminals all over the world:
All eyes are opened, or opening, to the rights of man. The general spread of the light of science has already laid open to every view the palpable truth, that the mass of mankind has not been born with saddles on their backs, nor a favored few booted and spurred, ready to ride them legitimately