Part 1


There is a difference between automating government processes and making government information available to the public and redesigning the government agencies and functions to fundamentally change the type of government. People from Harvard's Kennedy School of Government, IBM and GE were "partners" in Al Gore's  "Reinvention of Government" that began with the National Performance Review in 1993.  And because of that, there can be no allowances for ignorance nor any credit for good intentions.  They knew what they were doing.  The redesign of government is classic corporate redesign of systems for greater efficiency and control - centralization of control.   It transformed the federal government into a corporate structure - with the states being business management units.  And don't let the networked structure fool you.  When there is a systems interface and the nodes are linked in a network, the systems are integrated and become effectively one system.

To mask the true intent, they used the fraud of community involvement and the "consensus method" of acquiescence and intimidation when necessary.  The centralization of control turned the United States government into a fascist dictatorship despite the facade of elections, representatives and separation of powers.  The power of control is in the information systems and the management of those systems. 

In 1991, when Senator Al Gore ushered through the High Performance Computing Act giving business, government and citizens open access to the nation's telecommunications system (the Internet), that was the opportunity for what is in fact, an administrative coup d'etat on the American government and the American way of life.  The redesign of the American government utilizes the capabilities of the Internet as a corporate backbone and all systems of government were redesigned and are being implemented as corporate management systems.  And the socialists of Harvard, gave them the legal and intellectual cover for the whole operation.

In 1991, John Akers, was CEO of IBM.  He must not have wanted to take the leap into fascism though.  (I'm just giving the Wiki links because they have adequate information for my purpose). 

John Fellows Akers (born December 28, 1934) is a U.S. computer businessman. He was the president of IBM between 1983 and 1989. He was the CEO of IBM from 1984 until 1993; and chairman of IBM between 1986 and 1993. He was also on the Board of Directors of Lehman Brothers when it filed for bankruptcy. CNBC has named Akers as one of the "Worst American CEOs of All Time", stating that, "While the rest of the world was moving toward personal computing, Akers remained stuck in the mainframe age, never quite figuring out what to do. Many outsiders viewed Akers as being in over his head. IBM was paralyzed by his lack of decisiveness.

Of course GE owned NBC so the propaganda campaign against IBM was a "slam dunk".  I remember that media propaganda campaign very well.  "Big Iron is DEAD"   they said.  And traders (traitors) drove IBM's stock price down to around $40.00.  Then John Akers resigned and Lou Gerstner took over and the stock went back up.    It wasn't true that "Big Iron" was dead of course.  PC's could never replace the mainframes and they weren't designed to replace them.   "Mainframe" sounds big but they were actually pretty small.  They were just designed to handle lots of attached devices and they needed big clean rooms with special cooling and halon systems both to protect the data and for the peripheral devices (hard drives, tape drives, communications controllers, printers etc).      


National Partnership for Reinventing Government

The following is an excerpt from a brief history of the NPR.  The project began with the National Performance Review and was then renamed to be the National Partnership for Reinventing Government:

President Clinton created the National Performance Review on March 3, 1993 with Vice President Gore as its leader. The President asked the Vice President to report results by September 7, 1993.  David Osborne, co-author of the bestseller, Reinventing Government, served as a key advisor. Our initial task force included about 250 career civil servants, and a few state and local government employees and consultants. We organized into two sets of teams. One set of teams reviewed individual agencies. The other set of teams focused on government-wide systems procurement, budget, personnel, etc. The President also directed agencies to create their own internal reinvention teams to work with us in developing recommendations. In addition, the Vice President asked agency heads to create "reinvention laboratories" units within agencies that would pilot innovations in service delivery and be granted waivers from internal agency rules.

Since the history and documents from the NPR are in the public record, I'll just highlight some of it along with other important information that is not so well known.   

The best biography I could find on David Osborne was in Reason Magazine.  Excerpts below - emphasis added: 


David graduated with honors from Stanford University, and he has taught at Yale University, as a visiting lecturer.  When this bio was published, he'd written or co-authored five books and he is the senior partner in The Public Strategies Group.

From 1991 through 1997 David served on the Mass Jobs Council, the statewide workforce development board, where he served on the executive committee and chaired the One-Stop Career Center Committee, which led the development of One-Stop Career Centers in Massachusetts.  He has also served in the past as a fellow at the Progressive Policy Institute and as a member of the Education Commission of the States' National Commission on Governing America's Schools.

In 1993, he served as a senior advisor to Vice President Gore, to help run what the Vice President often called his "reinventing government task force," the National Performance Review. He was the chief author of the NPR report, which laid out the Clinton Administration's reinvention agenda, called by Time "the most readable federal document in memory." In 2000 he served as an advisor to the Gore presidential campaign.

He also serves as a fellow of the National Academy of Public Administration, a Congressionally chartered organization similar to the National Academy of Sciences, and a member of the National Selection Committee for the Innovations in American Government Awards. From 1992 through 1997 he served as chairman of the Alliance for Redesigning Government, a National Academy initiative to help public sector leaders and managers at all levels of government learn more about reinvention and redesign.

David Osborne        








Baltimore Sun article, 1993



(putrid colors for putrid people)

What David Osborne did was define the strategy for turning government into a business.  He used carefully selected language and concepts to stay within the scope of what government is supposed to be - but in the implementation of the ideas and systems, government is transformed into a criminal fascist system with communist control of people and the economy.  Osborne is a pretty clever fellow.  According to this book review by Scott London, Osborne and his co-author Ted Gaebler argue:

"Osborne and Gaebler argue that a revolutionary restructuring of the public sector is under way an "American Perestroika." Like the Soviet version, they believe this one is being driven largely by politicians and bureaucrats who, under great fiscal pressure, are introducing market forces into monopolistic government enterprises."

That's funny because the next year after publication, Osborne was appointed by Al Gore to do exactly that to our government.

The last paragraph of the review says this:

Osborne and Gaebler are careful to point out that while much of what is discussed in the book could be summed up under the category of market-oriented government, markets are only half the answer. Markets are impersonal, unforgiving, and, even under the most structured circumstances, inequitable, they point out. As such, they must be coupled with "the warmth and caring of families and neighborhoods and communities." They conclude that entrepreneurial governments must embrace both markets and community as they begin to shift away from administrative bureaucracies.

In other words, exhibit caring, kindness and consideration until you get the manacles on the slaves and put them on the virtual auction block!

The following is a diagram from Osborne's Public Strategies Group website.  This is the only part of the graphic that is important because they are telling you the objective - and remember we are talking about government:



The first report produced as a result of the 1993 National Performance Review that was written under the direction of David Osborne as advisor to Al Gore and as Chairman of the Alliance for Reinventing Government was titled, "From Red Tape to Results:  Creating a Government that Works Better and Costs Less".    You can read it in HTML format.  Or PDF. 


Stay tuned... more to come

Vicky Davis
October 30, 2010