REINVENTION OF AMERICA
- Part 5c
The Jigsaw Puzzle
to our government between 1990 and today is a jigsaw puzzle, the pieces
of which I am putting together for you. Our government has been
gutted from the inside out leaving behind the facade of the American
government but it's obvious from the policies and legislation coming out
of Washington DC that federal government is not American.
Article recovered from the Alliance
for Redesigning Government website:
Government in Transition: A New Paradigm in Public
This is a
synopsis of the report on the inaugural conference of CAPAM, the
Commonwealth Association for Public Administration and Management. Held
in Charlotte, Prince Edward Island, Canada, in August, 1994, Government
in Transition was the first gathering of public administrators from the
51 nations that comprise the Commonwealth. The Commonwealth has a
population of 1.5 billion and is experiencing unprecedented political
and social transitions: from single to multi-party systems, from
national to regional sovereignty, from closed to open economies, from
decreasing to exploding populations, and from apartheid to democracy.
Despite the diversity of Commonwealth countries, there is a pattern in
their responses to changes. CAPAM believes that these patterns and
transitions represent a new paradigm in public administration and hold
the promise of greater freedom of political expression and improved
however, some lessons learned about the organizational dynamics that are
necessary to governmental reform. Among them:
° Some kind of
shock may be needed to force change.
° High level support is necessary to implement reform.
° Reform programs need clear visions, objectives and priorities.
° The organization needs its most capable people in charge, all of
its employees --
and its clients -- involved.
° Technology is not a panacea; it is a tool.
° New systems should be tested before they are implemented.
goes on to discuss the societal context of public management. Are
successful reform initiatives replicable across a variety of societies?
Using the OECD countries, the Asian tigers (Singapore, Malaysia and Hong
Kong) and the developing countries, the conference participants examined
In the OECD
countries, economists and politicians were the driving force for public
management reform. Their policies -- particularly the use of market
mechanisms and the increasing role of the private sector -- remain
controversial in the public management community. The three countries
that have most fervently embraced these new paradigms are now
rediscovering the virtue of old values. Australia is now implementing a
"new professionalism" in its civil service. New Zealand has reiterated
the collective interest of government relative to departmental autonomy
and the UK has reasserted the importance of the civil service's role as
would "some kind of shock" be needed to force change and what kind of
change are they talking about? Obviously, if your intent is
to implement global systems of "governance" run by professional managers
trained in a communitarian system of mind control, people are going to
object. When their history, heritage and culture are being erased
or changed for no apparent reason - or for reasons that make no sense,
they will try to stop it. When the communitarian managers hit a
roadblock, they blow it up... and then use "terrorism" as the excuse for
the change they wanted to implement anyway. And we
are seeing these changes everywhere - and nowhere. Everywhere
because our systems of government are changing - and nowhere because the
changes are administrative from the bowels of government and our
institutions. To find these communist bast*rds, we have to
look at the administrative levels of government and at their front-group
NGO change agents.
this document references the OECD, we'll look at them first. It should be noted the
information below was recovered from the Internet Archive. The
OECD website has different pages with this information but for my
purposes, the archived versions were better.
Organization for European
Co-Operation and Development (OECD)
The forerunner of the OECD was the Organisation for European Economic
Co-operation (OEEC), which was formed to administer American and
Canadian aid under the Marshall Plan for reconstruction of Europe after
World War II. Since it took over from the OEEC in 1961, the OECD
vocation has been to build strong economies in its member countries,
improve efficiency, hone market systems, expand free trade and
contribute to development in industrialised as well as developing
After more than three decades, the OECD is moving beyond a focus on its
own countries and is setting its analytical sights on those
countries-today nearly the whole world - that embrace the market
economy. The Organisation is, for example, putting the benefit of its
accumulated experience to the service of emerging market economies,
particularly in the countries that are making their transition from
centrally-planned to capitalist systems. And it is engaging in
increasingly detailed policy dialogue with dynamic economies in Asia and
But its scope is changing in other ways too. The matrix is moving from
consideration of each policy area within each member country to analysis
of how various policy areas interact with each other, across countries
and even beyond the OECD area. How social policy affects the way
economies operate, for example. Or how globalisation will change the
world's economies by opening new perspectives for growth, or perhaps
trigger resistance manifested in protectionism.
As it opens to many new contacts around the world, the OECD will broaden
its scope, looking ahead to a post-industrial age in which it aims to
tightly weave OECD economies into a yet more prosperous and increasingly
knowledge-based world economy.
OECD Membership as of about 1999
point if you have been observant, you might be saying, the document
above that was posted on the National Academy of Public Administration -
Alliance for Redesigning Government website, attributes the idea of
"shock" - (terrorism as a tool for change management), to
the Commonwealth Association for Public Administration and Management
but note the date of the establishment of
CAPAM was late
to the party. The OECD, Public Management Committee and
Public Management Service (PUMA) was formally organized in 1990.
PUMA, which was formally established in 1990, stands for both the Public
Committee and the Public Management Service. The Committee
shapes and directs the PUMA work programme and meets every March and
October. The work programme is carried out by the PUMA Secretariat in
collaboration with specialist groups of senior managers who meet once a
year on average.
PUMA has fast gained recognition and momentum: Ministerial meeting in
report on Governance in Transition; Council
Recommendations on principles for managing ethics (1998) and regulatory
quality (1995); new-style survey 1997.
PUMA is a unique forum for top officials responsible for the central
management systems of government -- budgeting and financial management,
policy-making, regulation, performance management, human resources,
public pay, and ethics.
We deal with the administration; but public management also covers how
policies are formulated, who implements, how resources are allocated.
Increasingly, we deal with major issues of governance: renewal of the
institutions of State,
their interrelationships, globalisation,
accountability, consultation, transparency, and ethical standards.
What happened in 1990 to trigger the establishment of PUMA?
The decisions made at the
G8 Summit in Houston, Texas concerning the Soviet Union, the global
economy and the OECD recommendations:
1991, Senator Al Gore succeeded in getting
Performance Computing Act of 1991 passed and signed into law.
This legislation opened the nation's telecommunications system
(Internet) to the public for personal and business purposes.
The opening of the telecommunications system made possible for the first
time, global "governance".
By 1995, they
were ready to begin the project for "global governance".
Building Global Infrastructure for a Real Information Society
February 21, 1995, New York Times
When policymakers gather this coming
weekend for the Group of Seven Ministerial Conference on the
Information Society, their very presence in Brussels will send
an important message to the rest of the world: Governments
understand that they have a key role to play in facilitating the
development of a global information infrastructure (GII).
respects, tomorrow's information highways are already here. On
the campuses of major corporations, large research universities
and government laboratories, broad-bandwidth pipelines for
carrying digitized information are already commonplace.
build on these technological developments, I believe that the
public and private sectors must jointly address a number of
challenges at the first-ever meeting on the information society.
we transform this sprawling network of networks into a global
information infrastructure? And, more importantly, how do we
become a "true" information society where the benefits of
technology can be enjoyed by all?
potential benefits of creating a GII are enormous. As this
infostructure evolves, there will be increased jobs,
productivity and competitiveness. As information technology
becomes ever more widely available and accessible, a better
standard of living will be realized.
June 16, 1995, G7/G8 Halifax Summit Communiqué, Growth and
GROWTH AND EMPLOYMENT
7. Good fiscal and
monetary policies will not on their own deliver the full fruits
of better economic performance. We must also remove obstacles to
achieving the longer-term potential of our economies to grow and
create secure, well-paying jobs. This will require measures
to upgrade the skills of our labour force, and to promote, where
appropriate, greater flexibility in labour markets and
elimination of unnecessary regulations. At Naples we
committed ourselves to a range of reforms in the areas of
training and education, labour market regulation and adjustment,
technological innovation and enhanced competition. As we
pursue these reforms, we welcome the initiation by the OECD of a
detailed review of each member economy's structural and
10. We welcome the
results of the G7 Information Society conference held in
Brussels in February, including the eight core policy
principles agreed to by Ministers, and encourage
implementation of the series of pilot projects designed to
help promote innovation and the spread of new technologies. We
also welcome the involvement of the private sector. We
encourage a dialogue with developing countries and economies in
transition in establishing the Global Information Society,
and welcome the proposal that an information society conference
be convened in South Africa in spring 1996.
Strengthening the Global Economy
14. The growth and
integration of global capital markets have created both
enormous opportunities and new risks. We have a shared interest
in ensuring the international community remains able to manage
the risks inherent in the growth of private capital flows, the
increased integration of domestic capital markets, and the
accelerating pace of financial innovation.
international cooperation in the regulation and supervision of
financial institutions and markets is essential to safeguard the
financial system and prevent an erosion of prudential standards.
to developing and enhancing the safeguards,
standards, transparency and systems necessary to monitor and
a deepening of
cooperation among regulators and supervisory agencies to
ensure an effective and integrated approach, on a global
encouragement to countries to remove capital market
restrictions, coupled with strengthened policy advice
from international financial institutions on the appropriate
G7/G8 Pilot Projects
Ronald H. Brown, Secretary of
GLOBAL INFORMATION INFRASTRUCTURE: AGENDA FOR COOPERATION
Chair, Information Infrastructure Task Force
Larry Irving, Administrator
National Telecommunications and Information Administration
U.S. Department of Commerce
Chair, IITF Telecommunications Policy Committee
On the current
this is what they claim they do. Sounds innocuous doesn't it?
1996 Paris Ministerial Symposium
on the Future of Public Services
"The art of government has
never been a simple one, and today it is perhaps becoming still more
difficult. That is why OECD has concerned itself with public management"
Click here to read the welcoming statement by Jean-Claude Paye, former
Secretary General of the OECD.
Click here to read the Statement by the Chair, Hon Alice M. Rivlin
left to right:
Jean-Claude Paye OECD, Secretary-General
Hon Alice M. Rivlin United States, Chair of the Symposium
Derry Ormond OECD, Head of the Public Management Service
Jan. 1993 – Oct. 1994
Deputy Director OMB, The White House
Oct. 1994 – June 1996 Director OMB, The White House
June 1996 – July 1999 Vice Chair Board of Governors, Federal Reserve
White House Press Briefing 3/27/95
OMB Director Alice Rivlin,
Senior Policy Advisor to the Vice President Elaine Kamarck,
Secretary of Interior Bruce Babbit,
FEMA Administrator, James Lee Witt,
NASA Administrator Dan Goldin,
SBA Administrator Phil Lader and
FCC Commissioner Reed Hundt
Bipartisan Policy Center
Good afternoon, everybody. I think many of you attended our event
earlier today, but I wanted to have some of the key participants to give
you a little more detail. So I've asked Alice Rivlin, who is the
Director of the Office of Management and Budget, and Elaine Kamarck, who
is Senior Policy Advisor to the Vice President and has been working with
the Vice President on reinventing government to start off today; and
then also to introduce some of the other agency heads that will be
January 22, 1991, Elaine Kamarck,
Statehouse as Business and Get More for Less Government: Bureaucrats are
taking cues from entrepreneurs to satisfy public demand for services in
Recording of Elaine Kamarck talking about
'End of Government As We Know It'; 2007 American Solutions
(Newt Gingrich's org) (sorry for the recording mess up in the
middle - it only lasts a couple of minutes)
Back to the
Alliance for Reinventing
in June of 2000 - See Page 7, Al Gore Letter
I don't know if
I ended up showing you what I wanted to show you or not. I have so
many documents and the documentation can go in so many different
directions - all extremely important. The bottom line is that what
these people did was to consolidate the systems of government.
This is a consolidation of the power of government. At the same time,
they externalized governing - elimination of government employees,
contracting out the functions - leaving the administrative levels as
contract administrators for profit-making corporations and NGO's.
The policy-making functions have been internationalized. Policy is
passed down from the global level through fascist "thought leaders" like
those at Harvard who then "Americanize" it and package it for Congress
to pass the framework legislation. And it's not just the American
government that has been taken over. It's the governments in all
the developed countries. Obviously, this is not the form of
government that any intelligent, rational person would choose.
It's the government of, by and for psychopaths.
To prove what
I'm saying, all you have to do is to consider the provisions of the
S.510 Food Modernization Act. It was first (to my
knowledge) proposed by Secretary of HHS Michael Leavitt.
On December 19, 2007 Leavitt gave a speech
at the National Press Club. The subject of the speech was supposed to
be food safety but what he really talked about was supply chain
management. Notice that he talks about tracking food items from the
field - to the table.
What 'field to table' means is that the
government is essentially taking over management of your farm operation
and your assets have been incorporated into the supply chain which is
controlled by big business.
Leavitt Speech Part 1 (~ 30 min)
Leavitt Q&A Part 2 (~ 20 min)
European Union, they are a little more open about what is being done
because they know their national governments are being disintegrated by
the European Union. On the OECD - Public Management Committee and
Public Management Service (PUMA) website.
I can't seem to get back to the website
through the archive today, but fortunately, I captured several of the
"Cow to Kid" pages.
Raising the Cow
Milking the Cow
Go back and look at Ted
Gaebler, Slide 12
December 27, 2010