Embasssy update on this subject matter ...
US to temporarily shut down embassies around the world Sunday amid security concerns
http://www.foxnews.com/politics/2013/08/02/us-to-shut-down-american-embassies-around-world-as-terror-threats-grow/
U.S. to close embassies in Middle East over al-Qaeda threat
http://www.politisite.com/2013/08/01/u-s-to-close-their-embassies-in-middle-east-over-al-qaeda-threat/
Pastor Paul Begley
closing approx 18 Embassies including Israel because of Muslim threats of violence
BREAKING: Iran's Hassan Rouhani (8:22)
"Israel Is A Wound Must Be Removed"
http://www.youtube.com/watch?v=LozioNvYlpk (Preview)
http://www.youtube.com/user/paulbegley34
TERROR ALERT: U.S. intelligence reveals Al Qaida plotting attacks on U.S. civilian jetliners
http://endtimeheadlines.wordpress.com/2013/08/02/terror-alert-u-s-intelligence-reveals-al-qaida-plotting-attacks-on-u-s-civilian-jetliners/
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Thanks - aka John Galt
Video: Congress opens with Imam's prayer (2:02)
Imam Talib Shareef of Masjid Muhammad in Washington, D.C., opened a
session of the United States Congress with a prayer on Capitol Hill, July 31, 2013.
http://usconstitutionalfreepress.wordpress.com/2013/08/02/video-congress-opens-with-imams-prayer/
http://www.youtube.com/watch?v=KRab4-5P6aE
http://www.youtube.com/user/CAIRtv
FBI Raid Reveals Govt Knee Deep in Child Sex Trafficking
FBI agents have rescued more than 100 children forced into prostitution by sex traffickers,
during a three-day sweep across the US.
http://www.infowars.com/fbi-raid-reveals-govt-knee-deep-in-child-sex-trafficking/
http://www.youtube.com/watch?v=x1QDwFURCmo (Preview) (18:27)
http://www.youtube.com/user/TheAlexJonesChannel
FBI agents have rescued more than 100 children forced into prostitution by sex traffickers, during a three-day sweep
across the US. As part of Operation Cross Country, 150 people were arrested on suspicion of being involved in the sexual
exploitation of children. The raids took place in 76 cities, representing the largest such enforcement action to date,
according to an FBI release. Announcing the arrests, Ron Hosko, assistant director of the bureau's Criminal Investigative
Division, said: "Child prostitution remains a persistent threat to children across America. "This operation serves as a
reminder that these abhorrent crimes can happen anywhere and that the FBI remains committed to stopping this cycle
of victimization and holding the criminals who profit from this exploitation accountable." The sweep, the seventh such
nationwide operation, was conducted as part of the FBI's Innocence Lost National Initiative, which seeks to bring together
state and federal level bodies to crackdown on child prostitution. Agents recovered 105 sexually exploited children in
the course of the operation. [...]
http://www.theguardian.com/world/2013/jul/29/fbi-raid-rescues-children-arrests-sex-traffickers
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Key points in the genetically modified food debate
http://phys.org/news/2013-08-key-genetically-food-debate.html
Monsanto drops bid to grow new GM foods in EU
http://phys.org/news/2013-07-monsanto-gm-foods-eu.html
HUMANS into ROBOTS with Chemtrails, SmartMeters, HAARP, Reproducing in Candida
http://www.youtube.com/watch?v=vAg7umyNO9s (Preview) (6:30)
http://www.youtube.com/user/deadadelta
http://www.ForbiddenKnowledgeTV.com/page/24012.html
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Snowden’s Father Calls Out Obama On Nuremberg Crimes
by Kurt Nimmo
... The letter penned by constitutional lawyer Bruce Fein and sent by Lon Snowden to Obama follows.
Below it is a video of the exchange between Greenwald and the apologist for a vindictive and murderous
state, Jeffrey Toobin, who counts as his close friend Supreme Court justice Elena Kagan. [...]
http://www.infowars.com/snowdens-father-calls-out-obama-on-nuremburg-crimes/
Blackhawk-SWAT Raid on DHS Whistleblowers (1:58)
http://www.youtube.com/watch?v=kGQoS6hspo4 (Preview)
http://www.youtube.com/user/FullDisclosureNetwrk
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Folded bills a diorama of World Trade Centre demolition.
US Currency Revised in 1996 to Depict 9-11 Attack
http://henrymakow.com/2013/08/shocker-folded-us-currency.html
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Newt Gingrich: I’m On Team Paul-Cruz w vid
by Tal Kopan
Former House Speaker Newt Gingrich said Sens. Rand Paul and Ted Cruz are among the few members of the
Republican Party courageous enough to ask important questions, and that New Jersey Gov. Chris Christie
represents an establishment growing “hysterical” over their strength. “I consistently have been on the side
of having the courage that Rand Paul and Ted Cruz have, and I think it’s sad to watch the establishment grow
hysterical, but frankly they’re hysterical because they have no answers,” Gingrich said Thursday morning on
“The Laura Ingraham Show.” Gingrich was weighing in on an escalating war of words between Christie and
Paul that was set off over their differing views on NSA surveillance of Americans. Gingrich told Ingraham that
the party needs to admit that its national security strategy of the last decade was a failure, and Cruz (R-Texas)
and Paul (R-Ky.) are leading the way. [...]
http://libertycrier.com/newt-gingrich-im-on-team-paul-cruz/
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World leaders should unite to end anti-Christian persecution, Vladimir Putin says ...
by Hilary White
MOSCOW, August 1, 2013 (LifeSiteNews.com) – Vladimir Putin has urged the world’s political leaders to stop
the violent persecutions against Christians that have erupted in many Middle Eastern countries. Speaking at
a meeting with Orthodox Christian leaders in Moscow last week, the Russian President said he noted “with alarm”
that “in many of the world’s regions, especially in the Middle East and in North Africa inter-confessional tensions
are mounting, and the rights of religious minorities are infringed, including Christians and Orthodox Christians.” [...]
http://www.lifesitenews.com/news/world-leaders-should-unite-to-end-anti-christian-persecution-vladimir-putin
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www.thepublicsquare.com
www.aproundtable.org
For years the media called it "the sexual revolution." Pop culture thought it was cute. Madison
Avenue knew it would sell. But did anyone consider what would happen if we tried to base our
laws on this revolutionary standard? Tune in this week as the broadcast team enters part three
on the Marriage Debate and looks at the bigger questions now facing America.
The Sexual Revolution -- Literally: Marriage Debate Part III
Behind the Scene Discussion of Public Policy Issues that Most Talk Radio Shows Won't Touch
http://www.blubrry.com/thepublicsquare60/1828200/the-sexual-revolution-literally-marriage-debate-part-iii/
The Public Square - 60 Minute Program
Hosts: David Zanotti and Wayne Shepherd
Producer: Alan C. Duncan
Released August 02, 2013
Can the Supreme Court Redefine You?
http://www.blubrry.com/thepublicsquare60/1822830/can-the-supreme-court-redefine-you/
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here is what you have not seen ...
Government Communications Headquarters, Cheltenham, Britain
Although the building was completed last year, the Government Communications Headquarters -- the British equivalent of the CIA
-- entered full operation last spring, when the last of the spies moved in. The GCHQ marks the first time that Britain's
4,000-employee intelligence establishment, formerly distributed among 50 discrete buildings, will be housed together in a central,
modern facility. The new hub is a single, one-million-square-foot building, shaped like an enormous circular spaceship and
affectionately nicknamed "the Doughnut."
http://images.businessweek.com/ss/05/11/wondersoftheworld/source/8.htm
But be ye doers of the word, and not hearers only, deceiving your own selves.
James 1:22 KJV
CIA's spooks are spooked !!!
http://www.jewishworldreview.com/
Many thanks to Binyamin L. Jolkovsky for bringing forth this post ...
CIA's spooks are spooked
by Ken Dilanian
Why agency's most talented are fleeing
W ASHINGTON— (MCT) For the Central
Intelligence Agency, he was a catch: an American citizen who
had grown up overseas, was fluent in Mandarin and had a
master's degree in his field. He was working in Silicon
Valley, but after the terrorist attacks of Sept. 11, 2001,
he wanted to serve his country.
The analyst, who declined to be named to shield his association with the CIA, was hired in 2005 into the agency's Directorate of Intelligence, where he was assigned to dig into Chinese politics. He said he was dismayed to discover that unimpressive managers wielded incredible power and suffered no consequences for mistakes. Departments were run like fiefdoms, he said, and "very nasty internecine battles" were a fixture.
By 2009, he had left the CIA. He now does a similar job for the U.S. military.
CIA officials often assert that while the spy agency's failures are known, its successes are hidden. But the clandestine organization celebrated for finding Osama bin Laden has been viewed by many of its own people as a place beset by bad management, where misjudgments by senior officials go unpunished, according to internal CIA documents and interviews with more than 20 former officers.
Fifty-five percent of respondents to a 2009 agencywide survey who said they were resigning or thinking about it cited poor management as the main reason, according to a 2010 report on retention by the agency's internal watchdog that mirrored the findings of a 2005 report. Although the CIA's overall rate of employee turnover is unusually low, the report cited "challenges" in the retention of officers with unique and crucial skills, such as field operatives.
The heavily redacted, unclassified report by the CIA's inspector general was turned over to the Los Angeles Times/Tribune Washington Bureau recently, two years after a request was filed under the Freedom of Information Act. Retired CIA officers who talk regularly with former colleagues say little has changed. CIA employees are generally prohibited from speaking to the news media and are grilled during periodic polygraph exams about any contacts with reporters.
"Perceptions of poor management, and a lack of accountability for poor management, comprised five of the top 10 reasons why people leave or consider leaving CIA and were the most frequent topic of concern among those who volunteered comments," the inspector general's report says.
CIA employees complained of "poor first-line supervision, lack of communication about work-related matters and lack of support for prudent risk taking," the report says.
The raw numbers in the survey were blacked out, but CIA human resources officials said in interviews that those who were considering leaving represented about 12 percent of the respondents. Other internal surveys suggest that most CIA employees have confidence in their managers, the officials asserted - but they declined to release the results.
The officials acknowledged that the inspector general's report identified long-standing concerns about the CIA's culture. In response, they say, they have placed new emphasis on training and evaluating managers. They touted three leadership courses that are required for senior officials as a condition of promotion, all of which were started before the report.
"I really think you would see a different result if the (inspector general) would come back and ask those same questions," said John Pereira, the CIA's chief of corporate learning.
The inspector general's report concluded, however, that "none of these initiatives include a mechanism for improving accountability for poor management."
Seven of 19 reviews of the CIA posted from 2010 to 2012 on Glassdoor, a website that allows employees to review their workplaces anonymously, cite bad management.
CIA officials acknowledged they had not implemented any specific new accountability measures since the July 2010 report, which criticized a lack of progress on that front after a 2005 inspector general's report that also noted a high level of complaints about bad management.
"Since the 2005 report on retention, the agency has taken no significant actions to address management accountability with regard to poor management that may lead to high rates of attrition," the 2010 report says.
Complaints about management are most concentrated in the National Clandestine Service, the CIA's spying and covert action arm, where 71 percent of employees who had left or were considering leaving cited bad management as a reason. Such complaints are acute among newer employees, "who have exhibited high resignation rates in recent years," the report says.
Although the CIA's overall annual attrition rate is low at 3.5 percent - compared with a governmentwide rate of 6 percent - that figure masks the premature departure of some of the most creative people who joined after Sept. 11 attacks, former CIA employees say.
"After a while you say, 'You know what? I love my country, but I can serve in other ways,' " said Aki Peritz, who tracked terrorist Abu Musab al-Zarqawi while working as a CIA counterterrorism analyst in Iraq but left the agency in 2009 and now works at Third Way, a Washington think tank.
"The more adventurous people, the risk takers, tend to throw up their hands and leave," said a former CIA manager who did not want to call attention to his association with the agency.
"You end up with the C's, the people willing to hang in and put up with it."
The toll of such departures is difficult to quantify, but CIA veterans see the consequences in breakdowns such as what happened in 2011 in Lebanon, when CIA informants were arrested in part because of poor tradecraft by agency officers, current and former U.S. officials said.
And they see it in the CIA's flat-footed response to the Middle East's political tumult, which led President Barack Obama in 2011 to express his disappointment with the intelligence community. No career has suffered over either failure, U.S. officials say.
In October 2010, three months after the inspector general criticized a lack of management accountability at the CIA, an independent review found "systemic failures" in the operation that allowed an al-Qaida suicide bomber to kill seven agency personnel and injure six others in Khost, Afghanistan, in 2009.
No one was fired or disciplined.
No CIA officer was punished in the case of a German citizen named Khaled Masri, who in 2003 was mistakenly identified as a terrorist, kidnapped by CIA officers in Macedonia and sent to a secret prison for interrogation in Afghanistan, officials say.
"We do fire people here at the agency," Pereira said, adding that the agency also has demoted, suspended or reprimanded managers. "We can't give you specific numbers, obviously."
Some of the CIA's problems stem from its hidebound bureaucratic structure, said Peritz, who left the agency in part because of dissatisfaction with his supervisors.
"CIA is a 1950s-style top-down organization where you come in at the bottom and move your way up the ranks," he said. Directors come and go, but "if you look at the people who actually make the decisions, they've been there for 25, 30 years. They've never actually worked in the private sector."
Added the former China analyst: "People warned me about the bureaucracy, but when I think of bureaucracy, I think of things taking a long time, forms to be filled out, inefficient processes. What I wasn't prepared for was the culture. It was the most bizarre place I have ever worked."
Failing managers are allowed to stay in their jobs too long and given too many chances, said Susan Hasler, who served in the Directorate of Intelligence from 1983 to 2004.
"I used to call them rotating attrition specialists," she said. "I know one who cleared out two or three branches before they finally determined that he wasn't management material. In the meantime, he ruined a number of careers."
Charles "Sam" Faddis, a former case officer in Iraq, wrote a book in 2009 titled "Beyond Repair: The Decline and Fall of the CIA" that skewered the agency's management.
The analyst, who declined to be named to shield his association with the CIA, was hired in 2005 into the agency's Directorate of Intelligence, where he was assigned to dig into Chinese politics. He said he was dismayed to discover that unimpressive managers wielded incredible power and suffered no consequences for mistakes. Departments were run like fiefdoms, he said, and "very nasty internecine battles" were a fixture.
By 2009, he had left the CIA. He now does a similar job for the U.S. military.
CIA officials often assert that while the spy agency's failures are known, its successes are hidden. But the clandestine organization celebrated for finding Osama bin Laden has been viewed by many of its own people as a place beset by bad management, where misjudgments by senior officials go unpunished, according to internal CIA documents and interviews with more than 20 former officers.
Fifty-five percent of respondents to a 2009 agencywide survey who said they were resigning or thinking about it cited poor management as the main reason, according to a 2010 report on retention by the agency's internal watchdog that mirrored the findings of a 2005 report. Although the CIA's overall rate of employee turnover is unusually low, the report cited "challenges" in the retention of officers with unique and crucial skills, such as field operatives.
The heavily redacted, unclassified report by the CIA's inspector general was turned over to the Los Angeles Times/Tribune Washington Bureau recently, two years after a request was filed under the Freedom of Information Act. Retired CIA officers who talk regularly with former colleagues say little has changed. CIA employees are generally prohibited from speaking to the news media and are grilled during periodic polygraph exams about any contacts with reporters.
"Perceptions of poor management, and a lack of accountability for poor management, comprised five of the top 10 reasons why people leave or consider leaving CIA and were the most frequent topic of concern among those who volunteered comments," the inspector general's report says.
CIA employees complained of "poor first-line supervision, lack of communication about work-related matters and lack of support for prudent risk taking," the report says.
The raw numbers in the survey were blacked out, but CIA human resources officials said in interviews that those who were considering leaving represented about 12 percent of the respondents. Other internal surveys suggest that most CIA employees have confidence in their managers, the officials asserted - but they declined to release the results.
The officials acknowledged that the inspector general's report identified long-standing concerns about the CIA's culture. In response, they say, they have placed new emphasis on training and evaluating managers. They touted three leadership courses that are required for senior officials as a condition of promotion, all of which were started before the report.
"I really think you would see a different result if the (inspector general) would come back and ask those same questions," said John Pereira, the CIA's chief of corporate learning.
The inspector general's report concluded, however, that "none of these initiatives include a mechanism for improving accountability for poor management."
Seven of 19 reviews of the CIA posted from 2010 to 2012 on Glassdoor, a website that allows employees to review their workplaces anonymously, cite bad management.
CIA officials acknowledged they had not implemented any specific new accountability measures since the July 2010 report, which criticized a lack of progress on that front after a 2005 inspector general's report that also noted a high level of complaints about bad management.
"Since the 2005 report on retention, the agency has taken no significant actions to address management accountability with regard to poor management that may lead to high rates of attrition," the 2010 report says.
Complaints about management are most concentrated in the National Clandestine Service, the CIA's spying and covert action arm, where 71 percent of employees who had left or were considering leaving cited bad management as a reason. Such complaints are acute among newer employees, "who have exhibited high resignation rates in recent years," the report says.
Although the CIA's overall annual attrition rate is low at 3.5 percent - compared with a governmentwide rate of 6 percent - that figure masks the premature departure of some of the most creative people who joined after Sept. 11 attacks, former CIA employees say.
"After a while you say, 'You know what? I love my country, but I can serve in other ways,' " said Aki Peritz, who tracked terrorist Abu Musab al-Zarqawi while working as a CIA counterterrorism analyst in Iraq but left the agency in 2009 and now works at Third Way, a Washington think tank.
"The more adventurous people, the risk takers, tend to throw up their hands and leave," said a former CIA manager who did not want to call attention to his association with the agency.
"You end up with the C's, the people willing to hang in and put up with it."
The toll of such departures is difficult to quantify, but CIA veterans see the consequences in breakdowns such as what happened in 2011 in Lebanon, when CIA informants were arrested in part because of poor tradecraft by agency officers, current and former U.S. officials said.
And they see it in the CIA's flat-footed response to the Middle East's political tumult, which led President Barack Obama in 2011 to express his disappointment with the intelligence community. No career has suffered over either failure, U.S. officials say.
In October 2010, three months after the inspector general criticized a lack of management accountability at the CIA, an independent review found "systemic failures" in the operation that allowed an al-Qaida suicide bomber to kill seven agency personnel and injure six others in Khost, Afghanistan, in 2009.
No one was fired or disciplined.
No CIA officer was punished in the case of a German citizen named Khaled Masri, who in 2003 was mistakenly identified as a terrorist, kidnapped by CIA officers in Macedonia and sent to a secret prison for interrogation in Afghanistan, officials say.
"We do fire people here at the agency," Pereira said, adding that the agency also has demoted, suspended or reprimanded managers. "We can't give you specific numbers, obviously."
Some of the CIA's problems stem from its hidebound bureaucratic structure, said Peritz, who left the agency in part because of dissatisfaction with his supervisors.
"CIA is a 1950s-style top-down organization where you come in at the bottom and move your way up the ranks," he said. Directors come and go, but "if you look at the people who actually make the decisions, they've been there for 25, 30 years. They've never actually worked in the private sector."
Added the former China analyst: "People warned me about the bureaucracy, but when I think of bureaucracy, I think of things taking a long time, forms to be filled out, inefficient processes. What I wasn't prepared for was the culture. It was the most bizarre place I have ever worked."
Failing managers are allowed to stay in their jobs too long and given too many chances, said Susan Hasler, who served in the Directorate of Intelligence from 1983 to 2004.
"I used to call them rotating attrition specialists," she said. "I know one who cleared out two or three branches before they finally determined that he wasn't management material. In the meantime, he ruined a number of careers."
Charles "Sam" Faddis, a former case officer in Iraq, wrote a book in 2009 titled "Beyond Repair: The Decline and Fall of the CIA" that skewered the agency's management.
Faddis recalled a chat with an agency veteran in 2003 who had just spent time training new hires at the Farm, as the Virginia training center is known.
"He was awed by the quality of the recruits," Faddis said, but he was concerned about "whether we will prove worthy of these people.
He said they are going to go to the field and there is a chance they are going to be horribly disillusioned. And I think that has come to pass."
http://www.jewishworldreview.com/0813/spooks_spooked.php3
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