( See 2 below. ) 2016 Tybee Beach Pictures!
Debbie Wasserman failed the test!!!
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The Chief of Staff of The U.S. Air Force makes a speech. (See 1 below.)
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All the Bernie innocents are finding out several things:
a) Politics is a dirty business.
b) The Clinton's are the dirtiest of all and seldom play by the rules.
c) The establishment of The Democrat Party had the nomination already sewed up for Hilary .
d) The Jewish Chair of The Democrat Party allowed a discussion of Bernie's religion to defeat him to proceed.
Elect Hillary and you will have four years of more of the same, ie. more social divide, more contempt for the law, higher taxes, a continuance of lies and higher medical costs, American weakness and under the table deals favoring our adversaries and Russia, like the uranium deal which "enriched" the Clinton Foundation and Russia's nuclear capability .
To those with half a loaf of a brain it becomes increasingly evident Hillary's private server(s) was/were established to assist her ability to hide e mails pertaining to the raising of funds for The Clinton Foundation while she was Sec. of State.
Wake up America before it is too late. Think long and hard why Hillary should be president yet,could not get a security clearance with the same Agency whose Director could not bring himself to suggest she be indicted yet, found her guilty of gross carelessness and negligence.
Like the All American Quarterback from Georgia, Fran Tarkenton, asked: "What the hell is going on?" (See 2 below.)
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Will water availability 'unparch' The Middle East? (See 3 below.)
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Dick
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1)Gen. David L. Goldfein is Chief of Staff of the U.S. Air Force, Washington, D.C. As Chief, he serves as the senior uniformed Air Force officer responsible for the organization, training and equipping of 660,000 active-duty, Guard, Reserve and civilian forces serving in the U.S. and overseas. As a member of the Joint Chiefs of Staff, the general and other service chiefs function as military advisers to the Secretary of Defense, National Security Council and the President.
In addressing you today, my objective is simple: straight talk about where we are and where we’re going. Not only because you deserve honesty from your leaders, but because we can’t go anywhere together unless we can agree on where we are.Bio at: http://www.af.mil/AboutUs/Biographies/Display/tabid/225/ Article/108013/general-david- l-goldfein.aspx
Here’s a transcript of the general’s remarks:
It’s time we admit that “where we are” is not a very good place. We’ve allowed ourselves to fall into some of the traps that tend to spring on organizations under acute pressure on a chronic basis over an extended period of time. That’s not an excuse, but a statement of reality. We’ve been on war footing for a quarter century, and it shows.
We don’t have nearly enough people. As your leader, I recognize that. We’re tens of thousands of people short of a sustainable baseline, which means we either need less mission, more people, or both. Up to now, we’ve allowed you to absorb the pain of this mismatch because we thought it was temporary and the lesser of evils. We’re not going to play that game any more. I’ll be communicating to Congress and the Secretary of Defense in the clearest and simplest of terms that we cannot continue like this. Not only because it places the nation’s defense at risk, but because it’s just wrong.
But while we press for relief from our civilian leaders, we’ll do everything we can internally to free up people to move where the mission needs them, and to free up authorizations so they can be re-purposed to core mission areas rather than frills. This means some sacred cows will need to be slain. We will have one band. We will have zero show choirs. We will slash the number of Air Operations Centers we operate by two thirds. We will close redundant staffs and offices. We will return human resource management functions to commanders and liquidate most of the Air Force Personnel Center, sending those billets back to the field to advise decision makers rather than conducting redundant staffing actions. Through these and other actions, we’ll make the most of what we have and take pressure off squadrons.
The trappings of executive leadership must also go. No more protocol staffs except in select locations where foreign and domestic dignitaries are regularly hosted. Executive officer authorizations will be reduced sharply and have top-level scrutiny. Travel budgets will be cut in half for all general officers and by more in many cases. Executive airlift will be cut accordingly, with the spare resources rolled back into core mission and manpower. Base visits will be closely scrutinized at the 4-star level, with every day and dollar justified in terms of direct mission impact and direct mission disruption. We will once again trust commanders in the field to do their jobs and promote them according to the results they produce rather than the impressions we get during executive touch-and-goes.
We will no longer tolerate a culture of additional duty in our Air Force. Everyone will have a job and focus on that job. Some of us will have multiple roles to play simultaneously, and we’ll play them to the best of our ability because that’s what we get paid to do at certain levels of responsibility. But as a service, it’s time for us to get back to a mentality of having a job and being excellent at that job, which means we have to provide the resources, support, and the time to let you commit yourself to that excellence.
It’s neither fair nor smart nor sustainable to expect our airmen to spread themselves across multiple functions and still be excellent in all they do. I empower commanders at all levels to stop supporting anything that clearly has nothing to do with the mission, and to email me personally if they get any push-back from anyone about that. I also expect commanders at all levels to go about methodically and swiftly dismantling the superstructure of additional duties and volunteer/self-improvement expectations we’ve built over the years. Our airmen will grow and improve consistently without being coerced, and that improvement will benefit them and our organization in the best way when it complements strong focus on duty performance rather than competing with that focus. In the weeks ahead, we will remove volunteerism and self-improvement from enlisted performance appraisals, and my expectation is that for both officer and enlisted airmen, written mentions of non-duty-related performance will be sparing and reserved for truly exceptional activities and contributions. Medals and award programs for volunteer and community service activities will be closed down. Units are free to celebrate community service contributions in their own way, but we will not, as a service, maintain formal award programs in these areas at the steep bureaucratic cost currently entail
Finally, we will not continue to deploy our people simply to demonstrate we’re involved or to feed a deployed command or staff appetite for manpower. Deployments are not only a steep expense to the taxpayer, but a hardship for our people and their families. Every one of these must be justified in cost/benefit terms. I will send a team to review and audit every deployment on the books. Those falling short of justification on a standard of strict cost-benefit scrutiny will be non-supported, and I will have the task of communicating this new posture to the joint force. Many deployments are valid and will continue, to be sure. But as a rule of thumb, we’re not going to send someone to the desert for a year to do something they can do from a computer terminal at their home station … and certainly not to do something that is not a valid military function. If you’re a commander at any level with pending deployment bills you feel are questionable, I empower you to raise the issue directly to the first general officer in your chain of command, and Cc me on your message. We’re deploying the speed brake on this issue immediately.
Speaking of the chain of command, we’re going to be making some changes there too. No more having multiple wings at a single base with multiple command staffs competing with one another for the same pool of support resources. That goes against everything we know works in a military organization. We will be returning to a “One Wing, One Base, One Boss” concept, and the central duty of the wing commander will be to harmonize the efforts of all agencies to best support the mission, our airmen, and their families. Operational commanders will no longer outsource support functions to other organizations. They will take ownership of support agencies and make sure everyone understands his or her place in the bigger picture … who they support, who supports them, and what their contract requires. We’ve stopped expecting excellent support of our operations, and without it, we can’t even hope for mission success in the wars we’re currently fighting … let alone the war that waits inevitably around the corner.
But our problems are unfortunately not just structural and cultural. We also have a problem with how we define and exercise leadership. We’re going to fix that problem. If you’re a leader at any level, pay close attention, because your future in the Air Force depends on your ability to adapt to a new direction. I expect you to get in step rapidly.
Leaders have a sacred charge: to take care of people so those people can take care of the mission. This doesn’t mean “going easy” on your people when they drop below standards. It means giving them the resources and support and example to enable them to meet and exceed those standards … so you can measure them against those standards without reservation.
Your duty as a leader is to work tirelessly to clear obstacles between your people and their mission. Whether this means burning red tape, providing additional training, mentoring individuals through difficult personal and professional challenges, or administering “tough love” … it’s your job to determine what is needed and then cause it to materialize. That’s the job, and if you’re trying hard to do that job, you’ll be given a chance – maybe even multiple chances – to get it right. If you’re not interested in leading … if you’re more interested in status, prestige, power, position, or any of the other various illusions that are mistaken for organizational leadership … you’re in the wrong business. This is a team sport.
If you’re a leader, it is not your job to simply make up and enforce rules. If we’re doing things well, we won’t need many rules and we certainly won’t need a robust enforcement mechanism. Your job is not stalk your airmen on social media, to tell them what personal opinion they should possess, or to suggest how they spend their time away from the line. This is not “just a job” … but it’s also not indentured servitude. Our people need and are entitled to space and privacy and individuality. They are Americans. Remember that, and concern yourself with optimizing their duty performance. Leave the rest alone unless you are presented with clear and convincing evidence that there is a mission-related reason for you to get involved. If you’re functioning well as a leader, you should not have time to micromanage anyone. You should be too busy identifying problems plaguing your airmen and working on solutions to clear them out of the way. You should be too busy thinking about how to unleash their performance potential, and processing the results of their performance as you carefully assess how to develop them. None of that involves controlling their non-duty-related behavior or encumbering them with mindless rules that make you feel more important at the expense of their morale. If you’re doing this – whether you’re an E-5 or an O-10 – knock it off and change course now … or you and I will be at odds.
I will hold all leaders at all levels sternly, swiftly, and transparently accountable for moral and ethical lapses. Abuse of power will not be tolerated. Relieving someone or disciplining someone without proper cause will be the end of your career. Excessive punishments for minor infractions involving otherwise solid airmen are not consistent with a warrior ethos and do not reflect what we’re about as a service. If a subordinate is underperforming or making mistakes, your job is to get them on-track. If you can’t get them on-track, sideline them while you figure out how to develop them or declare to the system that they have reached their potential, but only after you’ve given your best effort to extract from them the performance other commanders who comprise the system saw possible.
And this leads into my final point. We must restore trust across the board, which means we have to start seeing the best in one another again. We have to stop, as a service, looking darkly upon one another. We must return to a culture that presumes good intentions and honorability unless and until evidence to the contrary presents itself. Trust is critical in our business. We go to war together, and without trust in one another as wingmen, victory is not possible. War doesn’t permit constant monitoring or verification. It doesn’t afford needless redundancy. It doesn’t allow for individuals who act in their own interest rather than adopting a team mentality because they refuse to trust their teammates. This is especially true of our career force. While airmen and officers in their initial service commitments are still determining whether they want to be part of our team for the long haul, those who have reenlisted or incurred additional service commitments have made a crystal clear statement that they are with us for good. We can’t afford to alienate them by refusing to acknowledge that they have earned a special and long-term place on our roster.
As you consider this message, think about what it means to be in our Air Force, and what it should mean. It’s a privilege to serve, but that reality – often stated as a platitude – isn’t enough. We should be so much more. Serving should be an uplifting and inspiring way of life. It’s traditionally been a superb profession, and we must make it a superb profession again. We will do that together, and I’m committed to making it the central focus of my leadership strategy for as long as I have the honor of this role in our organization. I ask you to join me in committing to a new direction … one characterized by what I’ve said here today and much more we’ll discuss in the time ahead. Adapt to the spirit of it, and make your own inputs. Together, we’ll get our Air Force back on vector.
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2) Ed Klein theorizes about Comey!
Ed Klein who has it in for Hillary speculates: about Comey:"FBI Director James Comey basically delivered a coded message to the American People and the world. He said...she is guilty beyond any reasonable doubt, certainly should not be president and should be brought to justice ..however our country has been infiltrated and is basically corrupt!
Lynch and Obama made it clear to him...if he pressed for an indictment, he would be taking the Democrat nominee for president out of the election...If....he then failed to get a conviction...he would be facing charges of tampering with and changing the outcome of a federal election to which he would be facing the rest of his life in prison...
Now you know why he presented his case the way he did and why it was so obvious he was reluctant not to press for indictment.
Also....The key is in what Comey said...80 email chains.....that means an exchange between people...Hillary sending AND RECEIVING.....so if he charges Hillary he has to charge the others in the chain...what if the exchange is with Obama...it is not a stretch to think the Sec. of State would be in email contact with POTUS....Let’s just say...Bill went to Loretta and said shut this down...or else if Hillary is charged she will tell under oath that some of the emails were with the President...so he is also guilty of a felony...THAT is IMPEACHABLE...the Republicans would go for it...the Dem would yell racism and the country erupts in violence......Lynch tells Comey...you better watch it or you could be blamed for violence tearing this country part...what is he to do???...So Comey takes 20 minutes spelling out everything bad Hillary did....just like a trial in public.....then stops short to prevent any unrest......"
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3)
How a new source of water is helping reduce conflict in the Middle East
Ten miles south of Tel Aviv, I stand on a catwalk over two concrete reservoirs the size of football fields and watch water pour into them from a massive pipe emerging from the sand.
The pipe is so large I could walk through it standing upright, were it not full of Mediterranean seawater pumped from an intake a mile offshore.
“Now, that’s a pump!” Edo Bar-Zeev shouts to me over the din of the motors, grinning with undisguised awe at the scene before us.
The reservoirs beneath us contain several feet of sand through which the seawater filters before making its way to a vast metal hangar, where it is transformed into enough drinking water to supply 1.5 million people.
We are standing above the new Sorek desalination plant, the largest reverse-osmosis desal facility in the world, and we are staring at Israel’s salvation. Just a few years ago, in the depths of its worst drought in at least 900 years, Israel was running out of water. Now it has a surplus. That remarkable turnaround was accomplished through national campaigns to conserve and reuse Israel’s meager water resources, but the biggest impact came from a new wave of desalination plants.
Bar-Zeev, who recently joined Israel’s Zuckerberg Institute for Water Research after completing his postdoc work at Yale University, is an expert on biofouling, which has always been an Achilles’ heel of desalination and one of the reasons it has been considered a last resort. Desal works by pushing saltwater into membranes containing microscopic pores. The water gets through, while the larger salt molecules are left behind. But microorganisms in seawater quickly colonize the membranes and block the pores, and controlling them requires periodic costly and chemical-intensive cleaning. But Bar-Zeev and colleagues developed a chemical-free system using porous lava stone to capture the microorganisms before they reach the membranes. It’s just one of many breakthroughs in membrane technology that have made desalination much more efficient. Israel now gets 55 percent of its domestic water from desalination, and that has helped to turn one of the world’s driest countries into the unlikeliest of water giants.
Driven by necessity, Israel is learning to squeeze more out of a drop of water than any country on Earth, and much of that learning is happening at the Zuckerberg Institute, where researchers have pioneered new techniques in drip irrigation, water treatment and desalination. They have developed resilient well systems for African villages and biological digesters than can halve the water usage of most homes.
The institute’s original mission was to improve life in Israel’s bone-dry Negev Desert, but the lessons look increasingly applicable to the entire Fertile Crescent. “The Middle East is drying up,” says Osnat Gillor, a professor at the Zuckerberg Institute who studies the use of recycled wastewater on crops. “The only country that isn’t suffering acute water stress is Israel.”
That water stress has been a major factor in the turmoil tearing apart the Middle East, but Bar-Zeev believes that Israel’s solutions can help its parched neighbors, too — and in the process, bring together old enemies in common cause.
Bar-Zeev acknowledges that water will likely be a source of conflict in the Middle East in the future. “But I believe water can be a bridge, through joint ventures,” he says. “And one of those ventures is desalination.”
Driven to Desperation
In 2008, Israel teetered on the edge of catastrophe. A decade-long drought had scorched the Fertile Crescent, and Israel’s largest source of freshwater, the Sea of Galilee, had dropped to within inches of the “black line” at which irreversible salt infiltration would flood the lake and ruin it forever. Water restrictions were imposed, and many farmers lost a year’s crops.
Their counterparts in Syria fared much worse. As the drought intensified and the water table plunged, Syria’s farmers chased it, drilling wells 100, 200, then 500 meters (300, 700, then 1,600 feet) down in a literal race to the bottom. Eventually, the wells ran dry and Syria’s farmland collapsed in an epic dust storm. More than a million farmers joined massive shantytowns on the outskirts of Aleppo, Homs, Damascus and other cities in a futile attempt to find work and purpose.
And that, according to the authors of “Climate Change in the Fertile Crescent and Implications of the Recent Syrian Drought,” a 2015 paper in the Proceedings of the National Academy of Sciences, was the tinder that burned Syria to the ground. “The rapidly growing urban peripheries of Syria,” they wrote, “marked by illegal settlements, overcrowding, poor infrastructure, unemployment, and crime, were neglected by the Assad government and became the heart of the developing unrest.”
Similar stories are playing out across the Middle East, where drought and agricultural collapse have produced a lost generation with no prospects and simmering resentments. Iran, Iraq and Jordan all face water catastrophes. Water is driving the entire region to desperate acts.
More Water Than Needs
Except Israel. Amazingly, Israel has more water than it needs. The turnaround started in 2007, when low-flow toilets and showerheads were installed nationwide and the national water authority built innovative water treatment systems that recapture 86 percent of the water that goes down the drain and use it for irrigation — vastly more than the second-most-efficient country in the world, Spain, which recycles 19 percent.
But even with those measures, Israel still needed about 1.9 billion cubic meters (2.5 billion cubic yards) of freshwater per year and was getting just 1.4 billion cubic meters (1.8 billion cubic yards) from natural sources. That 500-million-cubic-meter (650-million-cubic-yard) shortfall was why the Sea of Galilee was draining like an unplugged tub and why the country was about to lose its farms.
Enter desalination. The Ashkelon plant, in 2005, provided 127 million cubic meters (166 million cubic yards) of water. Hadera, in 2009, put out another 140 million cubic meters (183 million cubic yards). And now Sorek, 150 million cubic meters (196 million cubic yards). All told, desal plants can provide some 600 million cubic meters (785 million cubic yards) of water a year, and more are on the way.
The Sea of Galilee is fuller. Israel’s farms are thriving. And the country faces a previously unfathomable question: What to do with its extra water?
Water Diplomacy
Inside Sorek, 50,000 membranes enclosed in vertical white cylinders, each 4 feet high and 16 inches wide, are whirring like jet engines. The whole thing feels like a throbbing spaceship about to blast off. The cylinders contain sheets of plastic membranes wrapped around a central pipe, and the membranes are stippled with pores less than a hundredth the diameter of a human hair. Water shoots into the cylinders at a pressure of 70 atmospheres and is pushed through the membranes, while the remaining brine is returned to the sea.
Desalination used to be an expensive energy hog, but the kind of advanced technologies being employed at Sorek have been a game changer. Water produced by desalination costs just a third of what it did in the 1990s. Sorek can produce a thousand liters of drinking water for 58 cents. Israeli households pay about US$30 a month for their water — similar to households in most U.S. cities, and far less than Las Vegas (US$47) or Los Angeles (US$58).
The International Desalination Association claims that 300 million people get water from desalination, and that number is quickly rising. IDE, the Israeli company that built Ashkelon, Hadera and Sorek, recently finished the Carlsbad desalination plant in Southern California, a close cousin of its Israel plants, and it has many more in the works. Worldwide, the equivalent of six additional Sorek plants are coming online every year. The desalination era is here.
What excites Bar-Zeev the most is the opportunity for water diplomacy. Israel supplies the West Bank with water, as required by the 1995 Oslo II Accords, but the Palestinians still receive far less than they need. Water has been entangled with other negotiations in the ill-fated peace process, but now that more is at hand, many observers see the opportunity to depoliticize it. Bar-Zeev has ambitious plans for a Water Knows No Boundaries conference in 2018, which will bring together water scientists from Egypt, Turkey, Jordan, Israel, the West Bank and Gaza for a meeting of the minds.
Even more ambitious is the US$900 million Red Sea–Dead Sea Canal, a joint venture between Israel and Jordan to build a large desalination plant on the Red Sea, where they share a border, and divide the water among Israelis, Jordanians and the Palestinians. The brine discharge from the plant will be piped 100 miles north through Jordan to replenish the Dead Sea, which has been dropping a meter per year since the two countries began diverting the only river that feeds it in the 1960s. By 2020, these old foes will be drinking from the same tap.
On the far end of the Sorek plant, Bar-Zeev and I get to share a tap as well. Branching off from the main line where the Sorek water enters the Israeli grid is a simple spigot, a paper cup dispenser beside it. I open the tap and drink cup after cup of what was the Mediterranean Sea 40 minutes ago. It tastes cold, clear and miraculous.
The contrasts couldn’t be starker. A few miles from here, water disappeared and civilization crumbled. Here, a galvanized civilization created water from nothingness. As Bar-Zeev and I drink deep, and the climate sizzles, I wonder which of these stories will be the exception, and which the rule.
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