The Jigsaw Puzzle


What happened 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 Administration

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 material well-being.

...There are, 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.

...The report 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 those issues.

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 policy advisor.

























Why 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. 

Since 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 current 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)



OECD's origins

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 countries.

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 Latin America.

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

At this 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. 











CAPAM was established in 1994 to facilitate the exchange of information and knowledge on
public administration among Commonwealth countries and beyond. The origins of CAPAM lie
in the initiative to define and promote the practical requirements of good governance, just and honest government and the fundamental political values outlined in the Declaration of the Commonwealth Heads of Government at its meeting in Harare, Zimbabwe in 1991.

At CAPAM's inaugural conference in Charlottetown, Canada, in 1994, founding Chair Sir Kenneth Stowe said: "CAPAM owes its origins to then Commonwealth Secretary-General, H.E. Chief Emeka Anyaoku's initiative in proposing the formation of what is now an independent
self-supporting body comprised of both elected and appointed officials, and institutions they
serve, as members committed to professional development of just and honest government."












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 Management
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 1996; "flagship"
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:


Measures Aimed at Economic Efficiency

16. Considerable progress has been made over the past few years in supplementing macroeconomic policies with reforms to increase economic efficiency. We welcome the progress in the realization of the internal market in the European Community and the continuing efforts to reduce structural rigidities in North America and Japan. Nonetheless, we emphasize the widespread need for further steps to promote regulatory reform and liberalize areas such as retail trade, telecommunications, transport, labor markets, and financial markets, as well as to reduce industrial and agricultural subsidies, improve tax systems, and improve labor-force skills through education and training.

17. We welcome the major contributions of the Organisation for Economic Co-operation and Development (OECD) in identifying structural policy challenges and options. We encourage the OECD to strengthen its surveillance and review procedures, and to find ways of making its work operationally more effective.



1991, Senator Al Gore succeeded in getting the High 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).

In many 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.

To 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.

How do 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?

The 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 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 employment policies.

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.

22. Closer 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. We urge:

a deepening of cooperation among regulators and supervisory agencies to ensure an effective and integrated approach, on a global basis, to developing and enhancing the safeguards, standards, transparency and systems necessary to monitor and contain risks;

continued encouragement to countries to remove capital market restrictions, coupled with strengthened policy advice from international financial institutions on the appropriate supervisory structures;


G7/G8 Pilot Projects





Ronald H. Brown, Secretary of Commerce
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 OECD, 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

Alice Rivlin

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 System

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


              Alice Rivlin
    Bipartisan Policy Center

MR. MCCURRY: 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 participating....MORE

     Elaine Kamarck,
January 22, 1991, Elaine Kamarck, "Run Statehouse as Business and Get More for Less Government: Bureaucrats are taking cues from entrepreneurs to satisfy public demand for services in lean times.

Recording of Elaine Kamarck  talking about

'End of Government As We Know It';  2007  American Solutions (Newt Gingrich's org)      


Back to the Alliance for Reinventing Government -


OECD Conference 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 recently passed S.510 Food Modernization Act.   It was first (to my knowledge) proposed by Secretary of HHS Michael Leavitt.  

Field to Table

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)  (mp3's)
Leavitt Q&A Part 2 (~ 20 min)


In the 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. 


Home Page

Raising the Cow

Milking the Cow

Selling the Milk

Drinking the Milk






Reorganized Governing


Go back and look at Ted Gaebler, Slide 12


Vicky Davis,
December 27, 2010