The Tower of Basel – Do We Want the Bank For International Settlements Issuing Our Global Currency?

In an April 7 article in The London Telegraph titled “The G20 Moves the World a Step Closer to a Global Currency,” Ambrose Evans-Pritchard wrote:”A single clause in Point 19 of the communiqué issued by the G20 leaders amounts to revolution in the global financial order.”‘We have agreed to support a general SDR allocation which will inject $250bn (£170bn) into the world economy and increase global liquidity,’ it said. SDRs are Special Drawing Rights, a synthetic paper currency issued by the International Monetary Fund that has lain dormant for half a century.”In effect, the G20 leaders have activated the IMF’s power to create money and begin global ‘quantitative easing’. In doing so, they are putting a de facto world currency into play. It is outside the control of any sovereign body. Conspiracy theorists will love it.”Indeed they will. The article is subtitled, “The world is a step closer to a global currency, backed by a global central bank, running monetary policy for all humanity.” Which naturally raises the question, who or what will serve as this global central bank, cloaked with the power to issue the global currency and police monetary policy for all humanity? When the world’s central bankers met in Washington last September, they discussed what body might be in a position to serve in that awesome and fearful role. A former governor of the Bank of England stated:”[T]he answer might already be staring us in the face, in the form of the Bank for International Settlements (BIS). . . . The IMF tends to couch its warnings about economic problems in very diplomatic language, but the BIS is more independent and much better placed to deal with this if it is given the power to do so.”1And if the vision of a global currency outside government control does not set off conspiracy theorists, putting the BIS in charge of it surely will. The BIS has been scandal-ridden ever since it was branded with pro-Nazi leanings in the 1930s. Founded in Basel, Switzerland, in 1930, the BIS has been called “the most exclusive, secretive, and powerful supranational club in the world.” Charles Higham wrote in his book Trading with the Enemy that by the late 1930s, the BIS had assumed an openly pro-Nazi bias, a theme that was expanded on in a BBC Timewatch film titled “Banking with Hitler” broadcast in 1998.2 In 1944, the American government backed a resolution at the Bretton-Woods Conference calling for the liquidation of the BIS, following Czech accusations that it was laundering gold stolen by the Nazis from occupied Europe; but the central bankers succeeded in quietly snuffing out the American resolution.3In Tragedy and Hope: A History of the World in Our Time (1966), Dr. Carroll Quigley revealed the key role played in global finance by the BIS behind the scenes. Dr. Quigley was Professor of History at Georgetown University, where he was President Bill Clinton’s mentor. He was also an insider, groomed by the powerful clique he called “the international bankers.” His credibility is heightened by the fact that he actually espoused their goals. He wrote:”I know of the operations of this network because I have studied it for twenty years and was permitted for two years, in the early 1960′s, to examine its papers and secret records. I have no aversion to it or to most of its aims and have, for much of my life, been close to it and to many of its instruments. . . . [I]n general my chief difference of opinion is that it wishes to remain unknown, and I believe its role in history is significant enough to be known.”Quigley wrote of this international banking network:”[T]he powers of financial capitalism had another far-reaching aim, nothing less than to create a world system of financial control in private hands able to dominate the political system of each country and the economy of the world as a whole. This system was to be controlled in a feudalist fashion by the central banks of the world acting in concert, by secret agreements arrived at in frequent private meetings and conferences. The apex of the system was to be the Bank for International Settlements in Basel, Switzerland, a private bank owned and controlled by the world’s central banks which were themselves private corporations.”The key to their success, said Quigley, was that the international bankers would control and manipulate the money system of a nation while letting it appear to be controlled by the government. The statement echoed one made in the eighteenth century by the patriarch of what would become the most powerful banking dynasty in the world. Mayer Amschel Bauer Rothschild famously said in 1791:”Allow me to issue and control a nation’s currency, and I care not who makes its laws.”Mayer’s five sons were sent to the major capitals of Europe – London, Paris, Vienna, Berlin and Naples – with the mission of establishing a banking system that would be outside government control. The economic and political systems of nations would be controlled not by citizens but by bankers, for the benefit of bankers. Eventually, a privately-owned “central bank” was established in nearly every country; and this central banking system has now gained control over the economies of the world. Central banks have the authority to print money in their respective countries, and it is from these banks that governments must borrow money to pay their debts and fund their operations. The result is a global economy in which not only industry but government itself runs on “credit” (or debt) created by a banking monopoly headed by a network of private central banks; and at the top of this network is the BIS, the “central bank of central banks” in Basel.BEHIND THE CURTAINFor many years the BIS kept a very low profile, operating behind the scenes in an abandoned hotel. It was here that decisions were reached to devalue or defend currencies, fix the price of gold, regulate offshore banking, and raise or lower short-term interest rates. In 1977, however, the BIS gave up its anonymity in exchange for more efficient headquarters. The new building has been described as “an eighteen story-high circular skyscraper that rises above the medieval city like some misplaced nuclear reactor.” It quickly became known as the “Tower of Basel.” Today the BIS has governmental immunity, pays no taxes, and has its own private police force.4 It is, as Mayer Rothschild envisioned, above the law.The BIS is now composed of 55 member nations, but the club that meets regularly in Basel is a much smaller group; and even within it, there is a hierarchy. In a 1983 article in Harper’s Magazine called “Ruling the World of Money,” Edward Jay Epstein wrote that where the real business gets done is in “a sort of inner club made up of the half dozen or so powerful central bankers who find themselves more or less in the same monetary boat” – those from Germany, the United States, Switzerland, Italy, Japan and England. Epstein said:”The prime value, which also seems to demarcate the inner club from the rest of the BIS members, is the firm belief that central banks should act independently of their home governments. . . . A second and closely related belief of the inner club is that politicians should not be trusted to decide the fate of the international monetary system.”In 1974, the Basel Committee on Banking Supervision was created by the central bank Governors of the Group of Ten nations (now expanded to twenty). The BIS provides the twelve-member Secretariat for the Committee. The Committee, in turn, sets the rules for banking globally, including capital requirements and reserve controls. In a 2003 article titled “The Bank for International Settlements Calls for Global Currency,” Joan Veon wrote:”The BIS is where all of the world’s central banks meet to analyze the global economy and determine what course of action they will take next to put more money in their pockets, since they control the amount of money in circulation and how much interest they are going to charge governments and banks for borrowing from them. . . .”When you understand that the BIS pulls the strings of the world’s monetary system, you then understand that they have the ability to create a financial boom or bust in a country. If that country is not doing what the money lenders want, then all they have to do is sell its currency.”5THE CONTROVERSIAL BASEL ACCORDSThe power of the BIS to make or break economies was demonstrated in 1988, when it issued a Basel Accord raising bank capital requirements from 6% to 8%. By then, Japan had emerged as the world’s largest creditor; but Japan’s banks were less well capitalized than other major international banks. Raising the capital requirement forced them to cut back on lending, creating a recession in Japan like that suffered in the U.S. today. Property prices fell and loans went into default as the security for them shriveled up. A downward spiral followed, ending with the total bankruptcy of the banks. The banks had to be nationalized, although that word was not used in order to avoid criticism.6Among other collateral damage produced by the Basel Accords was a spate of suicides among Indian farmers unable to get loans. The BIS capital adequacy standards required loans to private borrowers to be “risk-weighted,” with the degree of risk determined by private rating agencies; and farmers and small business owners could not afford the agencies’ fees. Banks therefore assigned 100 percent risk to the loans, and then resisted extending credit to these “high-risk” borrowers because more capital was required to cover the loans. When the conscience of the nation was aroused by the Indian suicides, the government, lamenting the neglect of farmers by commercial banks, established a policy of ending the “financial exclusion” of the weak; but this step had little real effect on lending practices, due largely to the strictures imposed by the BIS from abroad.7Similar complaints have come from Korea. An article in the December 12, 2008 Korea Times titled “BIS Calls Trigger Vicious Cycle” described how Korean entrepreneurs with good collateral cannot get operational loans from Korean banks, at a time when the economic downturn requires increased investment and easier credit:”‘The Bank of Korea has provided more than 35 trillion won to banks since September when the global financial crisis went full throttle,’ said a Seoul analyst, who declined to be named. ‘But the effect is not seen at all with the banks keeping the liquidity in their safes. They simply don’t lend and one of the biggest reasons is to keep the BIS ratio high enough to survive,’ he said. . . .”Chang Ha-joon, an economics professor at Cambridge University, concurs with the analyst. ‘What banks do for their own interests, or to improve the BIS ratio, is against the interests of the whole society. This is a bad idea,’ Chang said in a recent telephone interview with Korea Times.”In a May 2002 article in The Asia Times titled “Global Economy: The BIS vs. National Banks,” economist Henry C K Liu observed that the Basel Accords have forced national banking systems “to march to the same tune, designed to serve the needs of highly sophisticated global financial markets, regardless of the developmental needs of their national economies.” He wrote:”[N]ational banking systems are suddenly thrown into the rigid arms of the Basel Capital Accord sponsored by the Bank of International Settlement (BIS), or to face the penalty of usurious risk premium in securing international interbank loans. . . . National policies suddenly are subjected to profit incentives of private financial institutions, all members of a hierarchical system controlled and directed from the money center banks in New York. The result is to force national banking systems to privatize . . . .”BIS regulations serve only the single purpose of strengthening the international private banking system, even at the peril of national economies. . . . The IMF and the international banks regulated by the BIS are a team: the international banks lend recklessly to borrowers in emerging economies to create a foreign currency debt crisis, the IMF arrives as a carrier of monetary virus in the name of sound monetary policy, then the international banks come as vulture investors in the name of financial rescue to acquire national banks deemed capital inadequate and insolvent by the BIS.”Ironically, noted Liu, developing countries with their own natural resources did not actually need the foreign investment that trapped them in debt to outsiders:”Applying the State Theory of Money [which assumes that a sovereign nation has the power to issue its own money], any government can fund with its own currency all its domestic developmental needs to maintain full employment without inflation.”When governments fall into the trap of accepting loans in foreign currencies, however, they become “debtor nations” subject to IMF and BIS regulation. They are forced to divert their production to exports, just to earn the foreign currency necessary to pay the interest on their loans. National banks deemed “capital inadequate” have to deal with strictures comparable to the “conditionalities” imposed by the IMF on debtor nations: “escalating capital requirement, loan writeoffs and liquidation, and restructuring through selloffs, layoffs, downsizing, cost-cutting and freeze on capital spending.” Liu wrote:”Reversing the logic that a sound banking system should lead to full employment and developmental growth, BIS regulations demand high unemployment and developmental degradation in national economies as the fair price for a sound global private banking system.”THE LAST DOMINO TO FALL?While banks in developing nations were being penalized for falling short of the BIS capital requirements, large international banks managed to escape the rules, although they actually carried enormous risk because of their derivative exposure. The mega-banks succeeded in avoiding the Basel rules by separating the “risk” of default out from the loans and selling it off to investors, using a form of derivative known as “credit default swaps.”However, it was not in the game plan that U.S. banks should escape the BIS net. When they managed to sidestep the first Basel Accord, a second set of rules was imposed known as Basel II. The new rules were established in 2004, but they were not levied on U.S. banks until November 2007, the month after the Dow passed 14,000 to reach its all-time high. It has been all downhill from there. Basel II had the same effect on U.S. banks that Basel I had on Japanese banks: they have been struggling ever since to survive.8Basel II requires banks to adjust the value of their marketable securities to the “market price” of the security, a rule called “mark to market.”9 The rule has theoretical merit, but the problem is timing: it was imposed ex post facto, after the banks already had the hard-to-market assets on their books. Lenders that had been considered sufficiently well capitalized to make new loans suddenly found they were insolvent. At least, they would have been insolvent if they had tried to sell their assets, an assumption required by the new rule. Financial analyst John Berlau complained:”The crisis is often called a ‘market failure,’ and the term ‘mark-to-market’ seems to reinforce that. But the mark-to-market rules are profoundly anti-market and hinder the free-market function of price discovery. . . . In this case, the accounting rules fail to allow the market players to hold on to an asset if they don’t like what the market is currently fetching, an important market action that affects price discovery in areas from agriculture to antiques.”10Imposing the mark-to-market rule on U.S. banks caused an instant credit freeze, which proceeded to take down the economies not only of the U.S. but of countries worldwide. In early April 2009, the mark-to-market rule was finally softened by the U.S. Financial Accounting Standards Board (FASB); but critics said the modification did not go far enough, and it was done in response to pressure from politicians and bankers, not out of any fundamental change of heart or policies by the BIS.And that is where the conspiracy theorists come in. Why did the BIS not retract or at least modify Basel II after seeing the devastation it had caused? Why did it sit idly by as the global economy came crashing down? Was the goal to create so much economic havoc that the world would rush with relief into the waiting arms of the BIS with its privately-created global currency? The plot thickens . . . .Originally posted on Global Research on April 18, 2009.——————————————————————————–1. Andrew Marshall, “The Financial New World Order: Towards a Global Currency and World Government,” Global Research (April 6, 2009).2. Alfred Mendez, “The Network,” in “The World Central Bank: The Bank for International Settlements.”3. “BIS – Bank of International Settlement: The Mother of All Central Banks,” Hubpages (2009).4. Ibid.5. Joan Veon, “The Bank for International Settlements Calls for Global Currency,” News with Views (August 26, 2003).6. Peter Myers, “The 1988 Basle Accord – Destroyer of Japan’s Finance System” (updated September 9, 2008).7. Nirmal Chandra, “Is Inclusive Growth Feasible in Neoliberal India?”, Network Ideas (September 2008).8. Bruce Wiseman, “The Financial Crisis: A look Behind the Wizard’s Curtain,” Canada Free Press (March 19, 2009).9. See Ellen Brown, “Credit Where Credit Is Due,” webofdebt.com/articles/creditcrunch.php (January 11, 2009).10. John Berlau, “The International Mark-to-market Contagion,” Open Market (October 10, 2008).

Elder Law Attorneys – Top Five Ways They Can Assist

Elder law attorneys address the legal issues that arise as a consequence of the aging process. Elder law is a rather large umbrella and covers the areas that are most practical to the problems that seniors face. Here are the top five ways that these lawyers can assist the elderly:- 1. Elder Financial Abuse. These are cases where financial predators use undue influence, manipulation and coercion to take property and money from elders who have diminished mental capacity. The perpetrators can by anybody, but are usually family members, caregivers or friends who have the most access to the elder and are least likely to be challenged by outsiders.- 2. Nursing Home Abuse. Abuse or neglect of a nursing home patient generally results from inadequate staffing where there are too many patients and not enough nursing assistants. Sometimes, this is a conscious policy on the part of the nursing home owner who puts corporate profit ahead of patient care. Fortunately, there are many legal remedies available to stop these wrongful acts and to compensate the elderly victim for injuries suffered.- 3. Conservatorships. When an elder is no longer able to make sound financial and healthcare decisions, and no other alternatives are available, then a request can be made for the court to establish a conservatorship and appoint someone to have the legal authority to make such decisions. This is an involved process but provides a solution to assist an elder who can no longer protect them self.- 4. Estate Planning. “Living trusts”, powers of attorney for financial and healthcare decisions, and wills are the primary documents that constitute a person’s estate plan. These written instructions assist the elderly client both during their lifetime and afterwards. A proper estate plan can also avoid the need to establish a conservatorship if the elder becomes unable to make sound decisions. These documents grant all of the legal authority needed to carry on the elder’s affairs – without having to seek court involvement.- 5. Medi-Cal Planning. This term applies to California residents and involves the process of obtaining Medi-Cal benefits to pay the sky-rocketing costs of long term care in a skilled nursing facility. Planning involves three stages: (1) Thorough analysis of the client’s financial status to develop a written strategy to obtain eligibility, reduce any share of cost, and avoid recovery claims; (2) Execution of the written strategy; and (3) Completion of the application process. Medi-Cal law is complicated and requires a lawyer experienced in the nuances of the various rules and regulations.There are many other sub-fields that fall under the elder law umbrella. Each has its own peculiar application and importance as a piece of the elder law puzzle. This brief article has addressed only the top five ways that elder law attorneys can assist their clients.

Document, Content, Knowledge: Part 1, Document Management

Information is every organisation’s most valuable asset and managing this information is essential. The amount of data and information within an organisation is growing dramatically. Efficient management of information can result in better customer service, improved internal communication, better decision making and enhanced productivity.Information management systems provide the foundations to turn corporate data into intelligent, shared information by providing a central information source accessible to all. These systems have changed over time and evolved to meet various business requirements, such as remote working.Document Management Definition: “Document Management is the process of managing documents through their lifecycle. From inception through creation, review, storage and dissemination all the way to their destruction” (Document Management Avenue).Document management systems started to appear in the mid 1980′s. The original aim was to develop a system to enable the paperless office. Scanning all paper documents and retrieving them electronically was about as complex as it got. These early file and find systems were simply electronic filing cabinets.The document management market has been revolutionised over the past 10 years by technological advances. Now document management systems capture almost any type of document not just paper but electronic documents, HTML, e-mails, EDI, XML, etc. They still allow you to store, search and retrieve documents, but the retrieval is now instant from anywhere and the search options much wider.Another major enhancement to document management was the introduction of workflow. Workflow is defined as “an IT technology which uses electronic systems to manage and monitor business processes. It allows the flow of work between individuals and/or departments to be defined and tracked” (Document Management Avenue). It has become an integral part of many document management solutions and meant that it was possible to progress from simple file and find systems to a solution that could ‘manage’ documents; tracking the process of distributing documents, and monitoring and controlling work. The Internet is transforming the way that workflow is used and has led to a new term: eProcess. Research group Ovum defines eProcess as “workflow for the e-business. e-Process extends the concept of process automation to include a company’s partners, suppliers and customers”. Instead of monitoring organisation-wide processes, eProcess is extended to include any external organisations. For document management this means it is possible to effectively integrate documents with their partners, suppliers and customers. This increases collaboration between organisations and improves the efficiency of the supply chain.Version ControlThe definition of document management includes the ability to manage a document through its life cycle from creation to archive. While a document is live it may need to be worked on and altered by any number of people. Version control ensures you do not have clashing versions of documents. Version control gives “control over exactly who can edit documents and enter new documents into the system and avoids any update conflicts” (Cimtech). This involves checking out any documents that are being edited and locking them, allowing users to either save as newer versions or over-write old versions.”In the future, document management will become established as a vital business tool for all organisations looking to share information on an enterprise basis” (Document Management Update)
Summary of document management:
Manage all types of document
Workflow and eProcess
Version Control
An evolved technology that forms the basis for content and knowledge management
Fast becoming a must-have for competitive businessContent management and knowledge management systems are basically extensions of the document management concept and this is where a lot of the confusion arises.Content ManagementDefinition: “a set of tasks and processes for managing content explicitly targeted for publication on the Web throughout its life from creation to archive” (Ovum).Content management solutions are essentially an extension of document management that includes managing web content. Some vendors simply re-badged their products without actually adding any functionality, but the true vendors of content management have added valuable capabilities that continue the scope of document management, beyond the confines of one organisation.An area of much discussion in the market currently is personalisation of content. The prolific use of the Internet and the growth of customer relationship management (CRM) have made it much easier for companies to offer a personal service to customers. Content management systems often incorporate personalisation capabilities although the degree of personalisation can vary greatly, from referring to every user by name to offering the same content to a specific group of users. The technology involved today makes it possible for organisations to replicate the dialogue that a local shop owner might have with its customers, even though they may have many millions. A content management system can also be used like a document management system for capture, distribution and retrieval of information. Enterprise Content Management is a new term that is applied to a system that includes both content and document management capabilities. Content management solutions collect data or information from all required sources, organise it for ease of retrieval and deliver it using a web-compliant system. This can either be over the Internet or Intranet.A content management solution is commonly used to keep a website up-to-date; it is likely to include web-based publishing, format management, revision control, indexing, search, and retrieval. A content management solution captures paper, media, graphic images, email, voice, video etc, and although it is usually associated with managing for the web it can be extended to include any structured and unstructured content for any channel.Another vital difference between document management and content management is the way in which documents are classified. Document management is concerned with the external classification of a document, the index fields and keywords used to refer to it. Content management however, is concerned with internal classification methods such as author, date and time of creation and context.Content management systems have become an essential part of a company’s IT infrastructure and this looks set to continue:”Content management growth is slowed, not halted by the IT recession, while much of the IT industry is in recession, Strategy Partners analysis shows the CM market as continuing to display strong growth of 34.5% for software and services in Europe 1999-2003 after accounting for September 11th and current recessionary factors. This is faster than the worldwide market (29.5%)” (Strategy Partners, 2001).Summary of content management:
Manages all content but usually focuses on managing web content
Web-publishing
Personalisation
A growing market that is becoming more establishedKnowledge Management Definition: “The process of capturing value, knowledge and understanding of corporate information, using IT systems, in order to maintain, re-use and re-deploy that knowledge” (Document Management Avenue).Knowledge management aims to capture all the knowledge in an organisation, from paper documents, web information, electronic reports, employee knowledge or knowledge gained from informal meetings and discussions. Content or document management systems are often the backbone of knowledge management but there is a vast difference in the scope of information captured.Knowledge management allows employees access to intelligent information and includes features such as collaboration, business intelligence, just-in-time e-learning and CRM. On an enterprise-level, knowledge management carries the largest change to the working practises of an organisation. IT solutions of this nature almost invariably require a change to the working environment. Knowledge management, is highly complex and Implementing a knowledge management solution brings about a large culture change at all levels within an organisation.Interest in knowledge management has grown recently for several reasons; the Internet has raised users’ expectations of immediate access to relevant information; organisations are realising the value of their corporate knowledge; the shift in employment patterns, with people spending much less time in a company increases the chance of losing knowledge with an employee – it has been said that NASA wouldn’t be able to put a man on the moon now, as the knowledge was not captured at the time.Knowledge management has a strong link with CRM, (customer relationship management) and a knowledge management system that contains all customer data can be used as a CRM system. This has made these systems especially popular in call centres. The ability to answer a customer query on the initial call not only saves time and the cost of a call back, but also improves customer relations.Knowledge management systems are expensive and notoriously difficult to cost justify. The main reason for this is that a lot of the benefits are intangible. Improving efficiency, productivity, employee access to information and customer satisfaction are difficult to calculate. The benefits can be vast but the financial outlay and cultural change can be off-putting and hence the market is growing slowly:”The KM market is projected to be worth between $1,500 and $4,000 millions in one to two years’ time, based on in-depth user surveys” (Strategy Partners).Apart from the very largest of organisations, there has not been the take-up of knowledge management systems to match the hype.Summary of knowledge management:
Manages all knowledge in an organisation
Often thought of more as a concept then a system
Strong links with CRM
Difficult to cost justify
A new market that is growing but slowlySummary of Document, Content, Knowledge ManagementDocument management systems are now the definitive answer for efficient management of documents. The introduction of content management systems provided the ability to manage web content. Whereas knowledge management extends this concept to manage all knowledge existing in an organisation. So while all three manage information using similar methods, the scope and purposes remain quite distinct.