U.S.
Military Targets Southeast Colorado
Part
3
By
Deanna Spingola
After
the $1.4 billion purchase of ConAgra by HM Capital Partners LLC (formerly
Hicks, Muse, Tate & Furst Incorporated) they retained ConAgra’s
president, John Simons, and named the newly-acquired company Swift & Company
to honor “one of ConAgra’s ' premier brand names.” ConAgra,
still extant, has a huge HYPERLINK "http://www.conagrafoods.com/consumer/index.jsp"
product
line.
In 1989, Thomas O. Hicks co-founded Hicks, Muse & Company, a private equity
firm specializing in leveraged acquisitions. HM has acquired media,
food, oil, gas, energy, and financial services and benefits from numerous
government contracts through HYPERLINK "http://www.corporatewatch.org.uk/?lid=834"
Sodexho.
Reinventing Government (REGO), both state and federal, has enabled well-connected
corporations to amass fortunes and power at the expense of the taxpayers,
especially independent middle-class citizens who produce tangible goods.
Private
property rights, via numerous tactics, have been abused, altered and are in
the process of being abolished (the first plank of the HYPERLINK "http://www.libertyzone.com/Communist-Manifesto-Planks.html"
Communist
Manifesto).
The U.S. Constitution,
a protective document, has been surreptitiously supplanted by the HYPERLINK
"http://www.un.org/aboutun/charter/"
U.N.
Charter,
the vehicle to global governance – the real objective of the dismantling
of the middle-class through property, job and lifestyle seizure.
With
the consent of the leadership of both morally bankrupt parties, the U.S. adopted
the following recommendations from the first United Nations Conference on
Human Settlements (Habitat I), held in Vancouver, British Columbia in 1976:
a national policy on population distribution according to available resources;
public land control or ownership in the public interest with equitable
distribution of benefits while assuring environmental impacts. Land, a scarce
resource, should be subject to public surveillance or control for the common
interest. Governments must exercise full jurisdiction over land and freely
plan the development of human settlements. Habitat II was in 1996.
When you see the words public or common interest, think Communism,
a political system wholly financed and supported by international bankers.
Agenda
21, also endorsed by the leadership of both parties, was created at the U.N.
Conference on Environment and Development (UNCED) also known as the Earth
Summit held in Rio de Janeiro, Brazil from June 3 to June 14, 1992 under the
direction of Maurice F. Strong, Conference Secretary General. An objective
of Agenda 21 “is to improve the social, economic and environmental quality
of human settlements and the living and working environments of all people,
in particular the urban and rural poor.” The government will make all
lifestyle decisions.
A
follow-up meeting, called HYPERLINK "http://www.earthsummit2002.org/" World
Summit on Sustainable Development
(WSSD) convened from August 26 through September 4, 2002. Agenda 21 is a very
well-organized plan to reinvent and regionalize government beginning with
the “rural-cleansing” of America and those referred to by the
elite ruling class as
resource-draining, expendable useless eaters.
The concept of sustainable development came from the constitution of the Union
of Soviet Socialist Republics (1977), Chapter 2, Article 18 where it discusses
the need “to protect and make scientific, rational use of the land and
its mineral and water resources, and the plant and animal kingdoms to preserve
the purity of air and water, ensure reproduction of natural wealth, and improve
the human environment.”
Bill
Clinton’s Executive
Order #12852 of June 29, 1993 established the President’s Council on
Sustainable Development which consisted of not more than 25 members chosen
by the president. This council, under Al Gore, functioned until June
1999 and successfully implemented the U.N.’s Agenda 21.
REGO,
said Rhodes Scholar Bill Clinton, means “to change the way our governments
work to fit a different time and…come together behind our common
purpose.” To facilitate change, HYPERLINK "http://www.whitehouse.gov/omb/mgmt-gpra/gplaw2m.html"The
Government Performance and Results Act
became law on January 5, 1993 establishing the National Partnership for Reinventing
Government (HYPERLINK "http://govinfo.library.unt.edu/npr/index.htm"NPR),
also known as the National Performance Review, similar to the Republican’s
Grace Commission of 1982. Peter Grace founded HYPERLINK "http://www.sourcewatch.org/index.php?title=Citizens_Against_Government_Waste"
Citizens
Against Government Waste
in 1984. It sounds good; taxpayers would not oppose ending government waste.
Al Gore, convening with a group of 250 unelected civil servants later presented,
to congress, 384 recommendations with 1,250 specific actions which required
bureaucratic agencies to implement two-thirds of the recommendations.
By
September 7, 1993, HYPERLINK "http://www.ibiblio.org/npr/nptoc.html"
official
guidelines
were established. Gore transferred many government activities to the private
sector and attempted to corporatize the federal government while allowing
profit-motivated corporations, “trusted partners in enforcing laws,”
to “comply voluntarily with federal laws and regulations” actually
a ploy to demolish food-safety, clean air regulations and other consumer safety
measures.
REGO
uses Public-Private Partnerships (PPPs) composed of corporations, tax-exempt
foundations and Non
Government Organizations (NGOs)
to alter the balance of power and diminish congressional responsibility while
enlarging executive power and downsizing and shifting power from the federal
to the local level. Shifting power to the local level almost sounds
constitutional – but has nothing to do with states’ rights. Rather
a HYPERLINK "http://www.whitehouse.gov/government/independent-agencies.html"
plethora
of authoritarian agencies, staffed by unelected, decision-making low-level
smug bureaucratic minions, function under the direction of the Executive Branch
with little, if any, oversight from Congress.
In
a Public-Private Partnership public assets are surrendered to corporations.
Occidental Petroleum “funneled hundreds of thousands of dollars ($470,000)
in campaign contributions” to Clinton and Gore. To reward their generosity,
Gore facilitated “Occidental’s acquisition of oil drilling rights
in the Elk Hills National Petroleum Reserve, part of the Kitanemuk people’s
traditional lands, outside of Bakersfield, California” a federal oil
resource. It was the largest surrender of “public lands to a private
corporation in American history. It tripled Occidental’s U.S. petroleum
reserves.” Within five years, Occidental had destroyed 100 native archaeological
sites, “including ancient burial grounds.” However, Gore, the
self-serving professed environmentalist “authority”, benefited
through his control of “between $250,000 – $500,000 worth of Occidental
shares through a family held trust.”
Hooker
Chemicals, a subsidiary of Occidental Petroleum Company, one of the worst
corporate polluters in the world, refused to accept liability for the 21,000
tons of chemical waste that they buried at Love Canal. Ultimately, Occidental
Petroleum Corporation was sued by the EPA in 1995 and agreed to pay $129 million
in restitution. Given their abundant assets and political clout, it
was a small price to pay. Gore paved the way for whatever environmental crisis
we face today. That is what globalists do best – they create a crisis
and then offer a predetermined solution that citizens would have previously
rejected.
In
1996, the Clinton Administration passed a bill privatizing the U.S. Enrichment
Corporation (USEC), a government-owned corporation. William Rainer, a large
donor to the Presidential Inaugural Committee in 1993, headed USEC’s
board of directors when they decided to accept $1.9 billion from private investors
in 1998. Rainer was rewarded – he was appointed chairman of the Commodities
Futures Trading Commission. Gore’s biggest contributors enjoyed a “$75
million bonanza. Morgan Stanley, Dean Witter & Company, Merrill Lynch
& Company, Inc. and Goldman Sachs & Company collectively raked in
at least $42 million in underwriting fees.” However, it placed the management
of contaminated facilities into private hands.
Gore
claims that he turned the Pentagon into a “well-run business.”
Actually REGO simply intensified the Pentagon accounting debacle and nicely
benefited well-connected military contractors like Boeing and Lockheed Martin
(repeatedly upgraded NORAD) – another example of Public-Private Partnerships.
In 1998, the General Accounting Office and the War Department discovered that
“the Pentagon had made more than $2.3 trillion worth of bookkeeping
errors. The Pentagon has likewise misplaced “nearly $120 billion worth
of equipment,” including trucks, tanks and ships. Financial crimes at
the Pentagon were/are rampant.
On
January 14, 1999, Gore held the first global REGO council which “included
high-level representatives from nearly 40 countries.” Gore promoted
“three key government reinvention initiatives – civil service
improvement, children's well-being and measuring customer satisfaction.”
Customer satisfaction is an interesting phrase unless you consider Public-Private
Partnerships. Global councils have been held, since then, on a yearly basis.
Gore’s fix-all inspiration for the crisis/solution globalist tactic
came from David Osborne and Ted Gaebler, co-authors of Reinventing Government:
How the Entrepreneurial Spirit Is Transforming the Public Sector. Osborne
presented his HYPERLINK "http://unpan1.un.org/intradoc/groups/public/documents/un/unpan025253.pdf"
paper
at the UN’s 7th Global REGO forum, Building Trust in Government,
held in Vienna from June 26-27, 2007. Recently, Osborne wrote a paper
HYPERLINK "http://www.crt.state.la.us/DocumentArchive/DCRTCaseStudy20080108.pdf"
Reinventing
the Department of Culture, Recreation and Tourism
to assist Louisiana in their post-Katrina transformation.
An
expanding global network of NGOs successfully operates as strident hired mobs
to apply pressure to politicians and “provide the appearance of popular
support” for “world governance.” Their “orchestrated
clamor” is deliberately designed to appeal to political and corporate
leaders. “The political and corporate leaders – according to plan
– then ‘respond’ to the ‘will of civil society.’”
Actual community essentials which do not generate profit are
sacrificed as public monies are appropriated by profit-minded, consumer-seeking
corporations.
REGO
is now on the Republican fast track, the party most adroit at initially deceiving
the masses by their conservative claims. The concept of a Public-Private Partnership
was thoroughly tested on the taxpayers of Arlington, Texas by George W. Bush.
Later, Bechtel, Halliburton, Blackwater, HM Capital Partners LLC and the coffers
of a multitude of other candidate-contributing corporations would be greatly
enriched through their cloaked Public-Private Partnerships.
George
Bush and a group of investors, including Spectrum 7 business partner, William
O. DeWitt Jr. (father once owned the St. Louis Browns and the Cincinnati Reds)
and Fort Worth financier Richard E. Rainwater, bought the Texas Rangers for
$86 million on April 21, 1989 from Eddie Chiles, a Bush family friend. Bush
paid $606,302 for 1.8 percent of the Rangers after borrowing $500,000. He
repaid that loan when he “fortuitously” dumped HYPERLINK
"http://www.buzzflash.com/perspectives/bush_harken.html"
Harken
stocks in June 1990, one week before Harken announced an overall loss of $23.2
million. For 34 weeks, he failed to inform the Securities and Exchange Commission
(SEC) about this transaction despite the law that requires prompt disclosure
of insider sales. On March 8, 2002, while campaigning to get brother Jeb re-installed
as Florida governor (January 5, 1999 – January 2, 2007), Bush said:
“Corporate officials should not be allowed to secretly trade their company’s
stock. Every time they buy or sell, they should be required to tell the public
within two days.”
No
charges were filed against the U.S. president’s son. The SEC general
counsel, Texas Attorney, James Doty, handled the Bush syndicate’s 1989
purchase of the Rangers. Harken and Arbusto (Bush’s first company) had
some interesting investors – like Ghaith R. Pharaon, the second largest
shareholder in CenTrust Bank which failed in 1990 costing the taxpayers $1.7
billion. He is wanted for questioning for his role as front man for the Bank
of Credit and Commerce International ( HYPERLINK "http://www.cooperativeresearch.org/entity.jsp?entity=bank_of_credit_and_commerce_international"
BCCI).
George Soros was also an investor.
The
Federal Deposit Insurance Corporation (FDIC) sued Richard Greene (Arlington’s
mayor 4/4/1987-5/6/1997) for his participation, as president of Sunbelt’s
Arlington branch, in the Sunbelt Savings Association scam which lost between
$2 and $3 billion for American taxpayers and had cost the Feds $297 million
just to investigate. Sunbelt’s owner, Edwin T. McBirney, agreed to plead
guilty to fraud for his four-year lending spree. In October 1990, Greene,
in writing, guaranteed that Arlington taxpayers, rather than the owners, would
pay $135 million towards the larger, more elaborate stadium that the team’s
new owners wanted in order to maximize their profits, the whole reason for
their venture. The FDIC lawsuit quickly evaporated and all Mayor Greene paid
was a paltry $40 thousand – no more questions and apparently no long-term
consequences. It’s not what you know but who you know. Rules differ
for certain segments of society. Greene was appointed EPA Regional 6 Administrator,
effective March 31, 2003, by George W. Bush.
Consequently,
on October 24, 1990, the syndicate announced their sweetheart deal, for a
Public-Private Partnership, with the city of Arlington for a new state-of-the-art
facility. A Master Agreement was entered into on December 4, 1990 between
the City of Arlington, Texas, a municipal corporation of the State of Texas
and the Texas Rangers, Ltd., a Texas limited partnership.
On
November 13, 1990, the “City” called a referendum vote to authorize
the levy and collection of an additional one-half cent sales and use tax within
the City to be used to repay the Bonds amounting to $135 million. Arlington
would hold the Referendum on January 19, 1991. A favorable vote was essential
to enact the enabling legislation to authorize the transactions. Arlington
spent $150,000 on a public relations campaign with brochures, telemarketing
and a “Hands Around Arlington Day” to convince the voters to approve
of this tax increase.
Greene
and Bush spoke from the pulpit of Arlington’s Mount Olive Baptist Church.
Bush claimed “A vote for the tax would be a vote for contracts for African
American businesses.” No minority contracts were ever awarded.
With minimal opposition, citizens voted two-to-one for approval of the tax
increase. “Between the sales tax revenue, state tax exemptions, and
other financial incentives, Texas taxpayers handed the privately owned Rangers
more than $200 million in public subsidies. Taxpayers didn't get a return
from the stadium's surging new revenues. The profits went almost exclusively
to the team's already wealthy owners.” That is how Public-Private
Partnerships work. For his managerial and spokesperson efforts, Bush was paid
an annual salary of $200,000.
Additionally,
according to the legal agreement, the Rangers retained all monies from “the
concessions, parking, signage, sublease revenues, naming allowances, and any
and all other revenue produced within the Facilities and would assume ownership
of the stadium for $60 million after the bonds were paid. The City agreed
that the Facility Lease Tract would be exempt from the sign ordinance of the
City for signs within the Facilities.” Baseball, a government-protected
monopoly, has an exemption from all federal antitrust laws.
Legislation,
signed by Democratic Governor Ann Richards, was enacted to create the Arlington
Sports Facilities Development Authority ASFDA (incorporated April 11, 1991)
a quasi-governmental entity, a component of the City of Arlington which would
give power to issue the necessary bonds and exercise eminent domain. ASFDA
hired Hutchison Boyle Brooks & Fisher, P.C.
to
plan strategy, financing and to figure out how to minimize the amount of cash
Bush and his partners had to spend. According to documents obtained
by the Center for Public Integrity the owners simply had to target the land
they wanted. Then Mike Reilly, hatchet man real estate broker and Rangers
investor, would offer to purchase the parcels of land at prices well below
their market value. If the owners rejected his offer, AFSDA could seize their
private property and a government court would determine the price. Condemnation
of private property, especially since the HYPERLINK "http://www.landgrabopponents.org/pdfs/ij_org--kelo-USSC-opinion-6-05.pdf"
Kelo
decision
of June 23, 2005, is rampant. Although the foregoing seems irrelevant to the
attempted land grab in southeast Colorado (or any other state) – it
isn’t.
Al
Gore: A User’s Manual by Alexander Cockburn and Jeffrey St. Clair, Verso
2000, pgs. 172-187
The
United Nations’ Global Straightjacket by Joan Veon, 2000, pgs. 62-104
Al
Gore: A User’s Manual by Alexander Cockburn and Jeffrey St. Clair, Verso
2000, pgs. 172-187
The
United Nations Exposed, the International Conspiracy to Rule the World by
William F. Jasper, 2001, pgs. 79-81
The
Buying of the President 2004, Who’s Really Bankrolling Bush and his
Democratic Challengers – And What They Expect in Return by Charles Lewis
and the Center for Public Integrity, pg. 132