Jean C. Richter Quotes
The management structures in place to manage and monitor our contracts in Iraq have become subservient to the contractors themselves …. contractors saw themselves as above the law…. the contractors, instead of Department officials, are in command and in control.
The relationship between the Embassy and the contractor was so twisted and corrupt that the contractor’s on site manager in Iraq threatened to have Richter killed if he continued to probe into the documents that would incriminate them. In the midst of a war zone where the contractor was responsible for providing armed security for the State department personnel—see the graphic—including Richter, it would have been very easy to arrange. Blackwater then arranged with the embassy to have Richter and another auditor/investigator expelled from Iraq so that they could not complete their entire investigation. The State Department began a complete investigation years later when the press discovered this memo and divulged it.
Jean C. Richter, U. S. State Department Investigator and Auditor, Memo to the authorities of the State Department regarding the relationship between the American Embassy in Iraq and its major support contractor, Blackwater., August 31, 2007
Sourced by: Eigen's Political and Historical Quotations
He was referring to the famous Eisenhower quotation of 1961. See {641114}.
The irony of this quotation is that he is the architect and controller of the Russian system that he is criticizing.
Fogleman came out of retirement at the request of Air Force General Bernard Schriever, Commander of Air Force Systems Command, which was responsible for acquiring all missiles. He oversaw 40 percent of the Air Force budget most of which was spend on procurement contracts with companies. Schreiver wanted an experienced business man to oversee his procurement. In 1964 Foglemen volunteered to start up and train the procurement department for Sargent Shriver, President Johnson’s designee to direct the War on Poverty. 210 Job Corps Centers had to be constructed and corporations hired to operate the largest ones—all within a two year span. Fogleman faced the same problem where the Federal officials responsible for the Job Corp had very little business experience. He was very successful and persuaded Shriver and his key staff to hire a cadre of people with business experience and pay them at the high end of the Federal pay scale. The unit met the President’s deadline and obtained great prices, making exemplary use of taxpayer’s money. Fogleman retired for the third time, and after a few years the Job Corps was transferred to the Labor Department and the typical government procurement staff and norms began to operate. Forlleman and General Schreiber were unable to institutionalize Fogleman’s methods and after the General retired, the command that had been so effective for a few years, reverted to standard DOD procurement. See {634893} for a quotation of one of Fogleman’s trainees on military procurement.
3 years later he led America on a huge invasion and nation building project in Iraq. It turned out that had he listened to his own advice and not flip-flopped, the huge cost of the Iraq War might have been avoided.
In the Iraq and Afghanistan Wars, private contractors wlere hired to provide many services in the war zone including intelligence, security and guard service. In carrying out their responsibilities, some private contractor employees killed and/or tortured suspects or innocent bystandarders against the laws of the United States. If American soldiers had committed these crimes, they would be court marshalled. However, the Code of Military Regulations and other laws applied only to armed forces personnel.
He and the other commissioners of both political parties were agreed that the procurement by The State Department, USAID, and especially the Defense Department which spent the most was terrible. The even had military generals in charge of billions of dollars of procurement who did not even know the procurement laws and regulations they were supposed to obey much less the skill of good procurement.
The General had differed with the George W. Bush Administration neoconservatives over the strategy regarding the invasion and war in Iraq. He was pushed out of office as a result. Later, it was clear that he was right originally, and the press, some members of Congress and others wanted him to comment. He refused.
The George W. Bush administration was a throwback to an earlier era where such a spoils system was operational. Reforms had almost eliminated this type of contractor political favoritism but a culture of political corruption had developed in Congress and the Executive branch in the early 21st century that was more reminiscent of a more than a hundred years earlier. See {589738} for one of the examples that triggered the editorial.
See {615006} for but one example of terrible military money and procurement management.
See {615006} for but one example of terrible military money and procurement management.
See {637982} for one of the major reasons.
This was a very important quotation because Cox was a strong advocate of deregulation and voluntary regulation, and that is why he was appointed to head the SEC by George W. Bush. He was the leading Republican expert on Regulation of the Stock Markets and sale of public securities. However when the Meltdown of 2008 hit, it was clear to all but the extreme ideologues that some Federal regulation was necessary. Nonetheless, it took several years to reform the regulations for the financial industry with the Banks and Wall Street fighting it all the way and by that time the Republican Party had been so dominated by ideological conservatives that the views of Cox and others no longer had much influence. They fought the Dodd-Frank reforms to go preserve self regulation to a great extent.
