THE CORE: Vision,
infrastructure + human capital
THE CORE is one of the Pacific Northwest’s leading
technology and business clusters. THE CORE is in the heart of Idaho’s
fast-growing Treasure Valley, straddling three miles of Interstate 84
just 10 minutes from Boise’s major airport with direct flights to and
from more than 15 major U.S. hubs. Here, the City of Meridian, Idaho
State University and their energized partners in THE CORE are leveraging
the fusion of health sciences, research and technology to drive
innovation and sustainable economic growth. THE CORE is a vibrant
ecosystem where entrepreneurs, educators, researchers and professionals
collaborate and create.
The work of professionals in THE CORE will prepare a technically
proficient workforce for the region’s fastest-growing industries, create
synergies in disciplines as diverse as nano-technology and public health
clinics, expose undergraduates and even high school students to advanced
learning, and accelerate economic growth.
Clinical, research, development, commercial and manufacturing partners
will create jobs that cannot be outsourced, will showcase technology
assets and will deliver big benefits to the community.
Grow at THE CORE (Economic
Partners of THE CORE believe the fusion of health sciences and
technology can unlock a return on investment that will create the
major growth opportunities of the 21st century -- creating
high-paying jobs, supplying a highly competent technical and
professional workforce, and attracting funding for research and
THE CORE is
founded on the principal that available health care, health sciences,
research and technology resources have proven to attract investment,
stimulate business opportunity and innovation, generate state tax
revenue, and enhance workforce training and productivity by providing
seamless education and quality of life for residents.
In the last two
years, 43 new businesses have been drawn to THE CORE. Continued
growth/expansion/build-out of the area is supported by Meridian’s
advanced health sciences educational component.
The reason for
the use of zones is because the zones can be managed and special rules
can apply to activities within the zone while by outward appearances, it
all looks like "normal business". This is why I called
them Trojan Triangles - because they are part of a stealth strategic
plan the purpose of which the public is virtually completely unaware.
The only information the public gets is that
they are about "job creation" so they appear to be a good thing.
The following is the
headline of a photo op event for both Governor Butch Otter and ISU
President Arthur Vailas that demonstrates the deception:
Gov. Otter, City of Meridian and Idaho State
THE CORE Business Enterprise Zone for Economic Development
"The CORE" is a
501-C6 non-profit organization and the zone is for educational purposes.
It's not clear where the revenues to the community and the state will
come from because of all the exemptions and tax credits offered for
locating within the zone and/or starting new businesses (see
small business factory system)
and the "employees" will for the most will part be students engaged in
work-based learning. In terms of economic development in the
traditional sense, "The CORE" would have to be considered a sham
and a fraud.
Since the purpose,
funding and operation of "The CORE" is different than what is being
presented to the public, there must be something else going on. At this point, it's necessary to step
back into the history of health care reform to see who the big players
are and to examine their thinking to begin to see what else might be
Care Reform History
In 1993, when
for the first time in history, the first lady, Hillary Rodham Clinton
attempted to become actively involved in the operation of government in
a policy making capacity, a project was formed to redesign our health
care system. The lead analyst working with Hillary Clinton was
According to an article on Ira
Magaziner in Slate Magazine, Bill Clinton formed the task force in
the first month of his presidency (emphasis):
"First, a little history: President
Clinton formed a 12-member task force in the first month of his
presidency, appointed Hillary Clinton as chair, and gave them 100
days to draft new health-care legislation. Magaziner, a member of
the task force, organized an "interdepartmental working
group"--comprising bureaucrats and health-care experts--to supply
the task force with facts and policy proposals. Magaziner divided
the working group into 12 "cluster groups" and 38 "subgroups." The
number of working-group members
grew from 100 to 630."
100 days to
draft health care legislation is absurd - especially with the benefit of
hindsight knowing what they had in mind. The design for the system
was obviously already worked out - and Ira Magaziner was simply pulling
together the project team.
is a "person of interest" but I'm only going to give the highlights
along with links because I don't want to sidetrack this paper on him.
He is significant because he is a designer on the government "system
side" of the pathological changes
being implemented in our country. (Emphasis added to the
Magaziner was a
noted student radical. (Wikipedia).
He started a company called "Telesis" (Greek for "intelligently
planned progress"). "...He
started out by restructuring the curriculum of Brown University and
trying to convert a small American city into a model of municipal
socialism... In 1983 he
volunteered the services of Telesis to help the state's Strategic
Development Commission. The result was a vast scheme, in the form of a
thousand-page report called the Greenhouse Compact, to revitalize
Rhode Island's struggling economy. The name derived from a proposal to
launch nonprofit research ''greenhouses'' for fledgling industries."
Mr. Magaziner was a Rhodes Scholar at Oxford University with Bill
Clinton, and his intellectual imprint is evident in Mr. Clinton's
campaign manifesto, "Putting People First. In a 1990 study called
"America's Choice: High Skills or Low Wages," Mr. Magaziner said the
nation must train workers and reorganize the workplace to meet
challenges of the 21st century. As candidate and as President, Mr.
Clinton has often talked about the need for "an economy of high-wage,
Mr. Magaziner and several friends went to
Brockton, (MA)... for a local experiment in social democracy...In
an effort to give more power to the residents of Brockton, Mr. Magaziner
and his friends supported liberal candidates for local office and
established a food cooperative, a weekly newspaper, a tenants' rights
organization and a nonprofit corporation to repair dilapidated housing.
Times) Ira Magaziner is a member of the Advisory Committee
on Digital Age Communications at the
Progress and Freedom Foundation along with Dick Armey, former
Republican Majority Leader of the House of Representatives and other
highly placed alleged Republicans.
I couldn't find
a full text copy of the Greenhouse Compact but I tried because from the articles I did find,
it sounds like the "Greenhouses" are what I call Trojan Triangles.
1984 "A Shattered Greenhouse" (emphasis added)
Greenhouse promised high wage job-creation; business incentives
to explore new products and markets; research
facilities (the "greenhouses") to stimulate avant-garde
industrial activity in such fields as robotics and thin-film
materials technology; and much more."
1986 "Greenhouse: Why a good plan failed"
analysis of the election data, collected by randomized telephone
interviews within 24 hours of the referendum, revealed that
the plan encountered fatal voter mistrust based on the planning
process rather than the plan.
1993 "Washington at Work; An Idealist's New Task: To Revamp Health
"Recalling the referendum, Prof. George H. Borts of Brown, who
describes himself as a freemarket economist, said, "Ira's
economic ideas were primitive, just off the wall." He maintained
that Mr. Magaziner seemed to assume that Rhode Island, the
nation's smallest state,
could develop its own economy and thrive on exports."
The Jackson Hole Group
A 1993 article in the New York Times
reveals the power connections behind Ira Magaziner for the 1993 attempt
at health care "reform":
Hillary Clinton's Potent Brain Trust On Health Reform
By ROBIN TONER, February 28, 1993
CLOCK is running on the Clinton Administration's task force on
health care, which now has only two months to produce a
comprehensive restructuring of a system that has resisted
comprehensive restructuring for years. But Ira C. Magaziner, who is
running the mammoth policy-making enterprise with First Lady Hillary
Rodham Clinton, still found time last week to make the long trip to
There he met with a loose-knit group
of experts that has become one of the most important influences in
the shaping of the Clinton plan. Known as the
Jackson Hole Group. Known as the Jackson Hole Group for the
Wyoming ski town where its members meet, it has included over the past
three years about 100 academics; executives from the insurance, hospital
and pharmaceutical industries; physicians; representatives of business
and assorted policy makers.
...The Jackson Hole Group is,
at the moment, hot -- the leading proponent of "managed
competition," an approach to health insurance that was
embraced by President Clinton during last year's campaign and
thus moved to the center of the policy debate.
To understand the shadowy fascination
of the Jackson Hole Group, one must first understand this: An
exercise in policy-making that affects virtually every major
constituent, interest group and business is under way in Washington,
and it is largely taking place in endless meetings of working groups
behind closed doors. In such a blackout, deciphering the
intellectual forces at work on Mrs. Clinton and her top advisers
might hint at the outcome.
While Mrs. Clinton and Mr.
Magaziner have marshaled more than 300 experts to assemble the
health reform proposal by May 1, the Jackson Hole Group has already
provided much of the basic blueprint.
...In theory, it would band
employers and individuals into large cooperatives to
purchase health insurance, giving small businesses
and individuals the same bargaining power as big
companies. On the other end, it would force
doctors, hospitals and insurers to form partnerships
that would compete for the cooperatives' business,
each trying to offer the highest-quality but
least-expensive health plan.
The thinking is that
such competition -- overseen by a National Health
Board establishing standards for benefit plans --
would hold down medical costs yet improve health
care. As for Americans currently uninsured,
contributions from employers and the Government
would allow them to join a cooperative.
Two of the
principal advocates of managed competition are Alain C. Enthoven,
a professor of economics at Stanford University, who began
formulating these ideas back in the 1970's, and Dr. Paul M. Ellwood,
a pediatric neurologist from Minnesota who is widely considered a father
of health maintenance organizations.
Ellwood, who practiced medicine for 17 years, has been advising and
consulting on health policy and planning for many years through the
research group he founded, called InterStudy. Mr. Enthoven, a former
economist with the Rand Corporation and an assistant Secretary of
Defense under President Johnson, has also consulted and written
extensively on health issues. Along with Lynn M. Etheredge, a
Washington-based health-care consultant, those two are considered the
principal architects of the Jackson Hole initiative.
profiles of both Dr. Paul Ellwood and Alain Enthoven can be found by
and the articles are recommended reading for insights into these men.
The essence of
managed competition is captured in this paragraph from the above
band employers and individuals into large cooperatives to purchase
health insurance, giving small businesses and individuals the same
bargaining power as big companies. On the other end, it would force
doctors, hospitals and insurers to form partnerships
that would compete for the cooperatives' business,
each trying to offer the highest-quality but
least-expensive health plan.
In general, 'managed competition' pits providers on one side and payers
and consumers on the other. The obvious problem is that health
care is a personal, individual thing. And the relationship between
the doctor and the patient is individual. But the individual
in the managed competition model has the least power in this game
despite the rhetoric.
major flaw is that Enthoven's managed competition doesn't address the
profit orientation of the institutional, associated provider groups and
insurance companies. Nobody needs the health care system when they
are healthy. Once they have a health system need, the services
provided become essential. In any market where services are
essential and service providers are profit-making, it's a license to
steal - "your money or your life". In this game of "health
care reform", they attempt to mask the true nature of the relationship
between consumers and providers by creating the illusion of equal team
power. Their objective is to corral patients (consumers of health
care) into Health Maintenance Organizations that are responsible for
"whole person" health care. History has shown us that
group providers of health care use the twin illusions of quality based on service level
statistics and the image of the facilities at the macro level while the
profits are increased and degradation in quality of care occur at the micro
level - and the "mistakes" are buried.
Enthoven is an
Economist and Systems Analyst. He could just as easily define the
framework of competition for teams in a football league. Because
of that, it's important to understand the elements of "managed
competition" because it is the framework for "health care reform"
as it is being implemented now.
In 1993, Enthoven prepared a paper titled, "The History and Principles
of Managed Competition" that was presented at a workshop sponsored by
the Robert Wood Johnson Foundation it. The logic of
Enthoven's 'Managed Competition' system is implicit. A more
accurate name for it would be 'Managed Decisions'. To read
Enthoven's paper and my analysis of it, click
short version of it is that Enthoven's Managed Competition system is really a system of
managed-decisions the real objective of which is to eliminate
independent health care providers, fee-for-service and the
employer-sponsor system of group health insurance - to be replaced by a
third party manager under contract to the government, HMO's and
individual subscribers who subscribe to the HMO's via the third party
manager (cooperative). Large employers will simply pass through
their pool of individuals to the third party manager. The HMO model of health care delivery
is essential for the Manhattan Project of applied genomic research.
It's a logical system of cages for the lab rats (subscriber/patients).
At this point,
you should be asking - "how do you make the leap from HMO's to a
Manhattan Project for applied genomic research?". To follow the
trail, you should read in sequence all of my previous work - but in
particular the piece titled, "Human Genome Project" beginning at the
bottom of page 25, section titled, "Integrated Research and Practice".
When I did the research for the Texas Medication Algorithm Project (TMAP),
I found the study that was performed by the Group Health Cooperative in
Northern Idaho. Their goal with the study was to contribute to the
knowledge base of the TMAP project. The TMAP project was a systems
project to build the knowledge base for a computerized decision support
system for psychotropic drugs. The pharmaceutical companies and
the state of Texas were using the Medicaid patients as lab rats.
When they were discovered, they covered it up by calling it a case of
Medicaid billing fraud with the pharmaceutical companies agreeing to a
stemming from the discovery of the Group Health Cooperative in Northern
Idaho, their participation in TMAP, their connections and the
connections to the Jackson Hole Group and the evolutionary changes to
the U.S. health care system itself are the evidence.
When I did the original research, I compiled
the trail of documentation from the Group Health website. It
includes links and the actual text. The links may not be active
anymore, but it doesn't matter because I captured the text of interest.
You'll notice that I've highlighted some words and phrases. Those
highlights are important but they are probably more important to me than
they will be to the reader who is looking at this subject for the first
Group Health Connections
is from page 10 in the section titled, 'Leading with a spirit of
By 1993, CHS was expanding, with grant revenue
topping more than $5 million. As staff and funding grew, so did
opportunities for cutting-edge collaboration. By teaming up with
researchers locally, nationally, and internationally, CHS added
breadth and depth to its findings, using multi-disciplinary
approaches to study larger populations. Among our key partners—then
and now—are the Fred Hutchinson Cancer Research Center, Veterans
Affairs Puget Sound Health Care System, and several major
universities, including the University of Washington (UW), Harvard
University, and the University of Michigan.
This collaborative spirit reached new heights in
1996, when CHS leaders catalyzed the formation of the
HMO Research Network
(HMORN), a 15-member
consortium of U.S. health plans with sophisticated research
capabilities. Through the HMORN, CHS works with researchers
nationwide to combine and study data from a diverse population more
than 10 million strong. The HMORN's hallmark project is the National
Cancer Research Network (CRN),
Network, Member organizations Read the
descriptions given for each organization.
At this point,
I would ask you to remember that the objective of the 'managed
competition model' by Ellwood and Enthoven of the Jackson Hole
Group is to eliminate employer insurance by making the employer simply a
facilitator for enrollment through the cooperatives so even if you have
what you think is health insurance through your employer, very soon you
will be in the population pool available to the HMO Research Network.
This is the method for putting the entire population into the pool for a Manhattan Project for
applied genetic research.
of what they are doing is hard to wrap your head around but all of the
information I've compiled was from information that was publically
available from their own websites. For example, I captured this
description of the Cancer Research Network Virtual Data Warehouse:
Boiler Plate - Short Version
So now that you
know what they are doing and how they arranged the framework for it, we
need to look at where the actual research and development will take
place. In case it doesn't occur to you, this system for research
is uncontrollable. It's too distributed with too many people
involved - and that's the idea. The "corridors of innovation" are
the Trojan Triangles that I wrote about recently.
Bioresearch Online website article titled,
2008 International Convention's Innovation Corridor to Highlight the
Future of Biotechnology:
International Convention helps to support
the association's programs and initiatives.
BIO works throughout the year to create a
policy environment that enables the industry
to continue to fulfill its vision of
bettering the world through biotechnology
BIO represents more than 1,200 biotechnology
companies, academic institutions, state
biotechnology centers and related
organizations across the United States and
in more than 30 other nations. BIO members
are involved in the research and development
of innovative healthcare, agricultural,
industrial and environmental biotechnology
technologies. BIO also produces the annual
BIO International Convention, the world's
largest gathering of the biotechnology
industry, along with industry-leading
investor and partnering meetings held around
are just a few of the biomedical research facilities that are part of
the Trojan Triangle system and they aren't even the most significant
ones (universities - small business incubator system. They will
use use high school, college, graduate students as "researchers").
"The CORE" -
biomedical research park
New Jersey NJIT
Knight Foundation press release
Research Valley Biocorridor
Washington State SIBCR
Allen Institute for Brain Science
IOM (look at the logo) I can't link directly to articles on this
website. Click on 'Explore Topics and select biomedical and health
research and look at the subjects.
If you now go
back to the Human Genome Project report and read it again - looking at
the section on telemedicine, the Golden Parachute for doctors, the
triage of patients into disease categories, the paradigm shift toward a
"wellness system", etc., you should be able to put all of the pieces
together to see the strategic plan for the Manhattan Project for Real
Time Biomedical Research Human Populations - applied genomics research.
And the purpose
of all the above is so that when you read this page that came off the
HMO Research Network website, you'll read the words and know that they
really mean what they are saying. "Words have meanings and
meanings have words" and all too often today, people read things
but they don't seem to comprehend the meaning maybe because the ideas
are too big or they are too horrible to contemplate.
HMO Research Centers
Oh.. and btw, I didn't just use the name
'Manhattan Project' just because of size and scope. I used it because
the design the U.S. health care system and the plans for biomedical
research are in fact, a
continuation of the Manhattan Project.