BMIR Radio Off The Air

BMIR-Headquarters-800

Image: Mark Gunderson

Some Burners are disappointed that they can’t get pumped up for the Burn by listening to their favorite radio station, BMIR.

Here’s why:

Screenshot 2017-08-16 12.43.48

Tune in FM 94.5 on the Playa, bmir.org or iHeartRadio

Administrative issues, hmmm? Who is taking control of the Playa airwaves?

BMorg says:

Burning Man Information Radio

BMIR – 94.5 FM (aka Burning Man Information Radio) is the official radio station of Burning Man. Broadcasting on the playa and streaming over the internet (both from Burning Man and year round) at BMIR.org. BMIR broadcasts an eclectic mix of music, playa news, burn information, playa weather reports, interviews with participants and artists, theme camp and event promos and much more.

BMIR starts broadcasting from the playa 24/7 the Wednesday before the gates open to the public. Many people tune in to the internet stream from home while they are doing their last minute packing as well as stream BMIR on their smartphones while they travel to Black Rock City for info on how the city is coming together, updates on playa and traffic conditions and late breaking important information about the event.

It takes a whole lot of people to make a radio station run and there are many roles to be filled both on and off air. We are a highly interactive department with lots of public contact. Previous radio experience is not necessary. What’s important is desire and commitment to our mission of being the guardians of the airwaves for the citizens of Black Rock City.

If you’re interested in joining our team please send an email to BMIRVolunteers@gmail.com. Tell us a little bit about yourself and how you see yourself contributing to the team. We look forward to hearing from you!

[Source]

Looks kind of official to me! Did it get Nationalized by the Org, and is now dysfunctional? Maybe someone with administrative skills can volunteer to this team and we can get the radio turned on again. $40 million. 80,000 people. WE CAN DO IT! Communal Effort. Participation. Immediacy. Radiocal Inclusion. Radiocal Self Reliance. Radiocal Self Expression.

Tickets 2017

Image: thomashunt.com

Registration is open now for Burning Man tickets. As with the past few years, you have to create a Burner profile and register for the sale to be eligible to enter. Do that by noon Friday. Then next week you have to log in within the first few seconds after 12:00:00 on Wednesday, and watch a little dude crawl across the screen for up to 2 hours without knowing if you won the lottery arrived in time to secure a place in the ticket queue.

If someone would have asked me at the end of Burning Man 2016 what my prediction for ticket prices would be, I would have said there will be more VIP tickets, less low income, prices will go up, and they will find some sneaky way to raise prices further like increasing the vehicle pass price or the handling fees. Don’t be surprised if the population cap increases too. This is pretty much my default prediction for every year now.

Sure enough, all of that is true. The good news is, more tickets: 4500, “approximately”. The bad news is, predictably, prices went up, from $397 to $437. Handling fees were $7, now they are $12 – for EACH ticket or vehicle pass “handled” by this computer system. Which means vehicle passes are now $92. The number of low income tickets has decreased, from 6000 to 4000. That’s 2000 extra sherpa positions created on Billionaire’s Row – thanks Trump! Prices for these have increased from $197 to $202 – low income or not, you still have to pay more. It’s a charity tax-exempt entity now, there is important work to be done making the world a better place. You think it’s cheap sending social alchemists to Costa Rica? Try sending whole teams of them.

The number of VIP tickets has increased, to 5500. Prices for these have been bumped only slightly, to $1212. The higher end VIP tickets are no longer called “Da Vinci Tickets”, they are called 1200s – a nod to the DJ crowd, perhaps? Anyway, you can load up on these still via the Burner Profile.

The number of tickets now is approximate. There are “approximately” 500 more of the expensive tickets available for sale. They “may” have 27,000 vehicle passes, or they may sell thousands more. We will never know, since this “unlikely leader in transparency” (indeed) no longer discloses such things to mere Burners. If you need 10 tickets and you don’t mind paying about fifteen grand, I would be very surprised to learn the web site rejected you.

It might seem like ticket prices didn’t change that much compared to last year, but BMorg have artfully found a way to milk another almost $10 million tax free dollars out of the community. An impressive feat of capitalism, I salute them. But I’m still scratching my head on how this rave is making the world a better place, even with all this extra dough coming in since they went “non profit”.

[Source]

Tickets are already available from Stubhub for $895 and vehicle passes from $179.

Image: thomashunt.com

Lahontan is Lake Again

Image: Renee Aldrich via RGJ

The Interwebz are all abuzz with pictures of people kayaking on the Playa, which has been under water for a couple of months now. Check this story at the Reno Gazette-Journal Kayakers Take Over Black Rock Desert.

Once upon a time, the Playa was a prehistoric mega-lake


Re-blogged from djbios.com:

THE BURNING MAN PLAYA IN THE BLACK ROCK DESERT IS CURRENTLY UNDERWATER

03.12.2017

A weather phenomenon in the Black Rock Playa is creating a stir amongst this year’s prospective Burning Man attendees. The innermost basin of the 200-square-mile expanse located outside Gerlach, Nevada has flooded as a result of torrential downpour, and some question whether or not the transformational gathering will still take place.

Over the past couple weeks, murmurs have circulated about how the flood has left the Playa submerged in up to 6-8 inches of water. Much of the Burner community dismissed the rumors as “fake news” (with varying degrees of apparent seriousness), but Nevada Magazine Associate Editor Eric Cachinero posted the following photo in the Burning Man Facebook group:

To verify the authenticity of the photo, Cachinero followed it up with a video:

However, perhaps the most picturesque photos of the flooded Playa were posted by another group member named Ted K. Stoltling:

Several Burners have speculated that the water will evaporate by the time organizers start setting up for the gathering in August, and indeed, a visit to the Friends of Black Rock-High Rock website reveals that floods take place on the Playa every few years. However, if uncharacteristically high precipitation did threaten the event, Burning Man promoters Black Rock City, LLC (BRC) would not be held accountable. An excerpt from the organization’s legal disclaimer to ticketholders reads:

Tickets are nonrefundable even if the Event is terminated early or canceled due to harsh weather, acts of nature, government regulation, or conditions beyond BRC’s control. BRC is not liable for acts of God or actions taken by government agencies.

Burning Man has taken place annually in one form or another since 1986; 1990 marked the first edition that graced the grounds of the Black Rock Playa. As opposed to similar large-scale festivals, the ethos of the event is built upon ten principles which include radical inclusion, decommodification, and radical self-reliance, among others.

As of this writing, BRC has yet to issue a statement regarding the Black Rock Playa flood. The 2017 edition of Burning Man is slated to take place from August 27th to September 4th.

[Source]

Defense Department/Navy Specialist in Organized Crime and Drugs to Run Burning Man

He will be responsible for the largest event on public land in the US as the new Winnemucca District manager for the Bureau of Land Management, the agency within the Department of the Interior that manages the annual Burning Man event. He replaces Gene Seidlitz, who was abruptly shunted out of his position during the Chocotacogate debacle.

From the Reno-Gazette Journal (emphasis ours):

drewjustin-nnb-people-121916The U.S. Bureau of Land Management has hired a former U.S. Department of Defense official as the new Winnemucca District manager.

The position will certainly provide a change of scenery for Justin Drew, who will begin his new role in February. Drew formerly dealt with illicit drug and weapon trafficking networks in the Caribbean, Central America and South America as the managing director of the U.S. Navy’s Counter Transnational Organized Crime Division for the Southern Command.

As the director of the Winnemucca office, he will manage 8.4 million acres of BLM-administered high desert throughout Northern Nevada, including the Black Rock-High Rock National Conservation Area, two field offices and eighty-three full-time employees.

He also will be responsible for issuing Burning Man’s $3 million to $4 million special recreation permit, the largest in the country…

One of the BLM’s greatest tasks in overseeing Burning Man is providing law enforcement resources to ensure that security protocol are followed during the weeks before, during and after the event. Burning Man executives have taken issue with some law enforcement procedures, such as the use of K9 units, the increase in traffic violations and overall , in recent years, cited in the arts nonprofit’s $2.8 million lawsuit against the BLM filed in July. The BLM also is responsible for environmental, health and safety standards at the annual, weeklong event.

Drew’s predecessor, Gene Seidlitz, was reassigned to the BLM state office in 2015 after the BLM came under fire for its unprecedented request that year for a VIP compound at Burning Man, information revealed in a Reno Gazette-Journal investigation in June 2015. Since Seidlitz’s reassignment, the BLM has enlisted several acting officials to oversee the Winnemucca office, including Kenneth Collum, William Mack and Robert Towne.

Drew has little to no experience in land management or geology, but has held various management positions in the U.S. Navy throughout his career. He served as the executive officer for the U.S. Navy’s Southern Command Joint Intelligence Operation Center as well as an Intel officer and an enlisted aviation electronics technician.

Drew received a bachelor’s degree in aeronautics from Embry Riddle Aeronautical University, graduating Summa Cum Laude. In April, he also received a master’s degree in criminal justice from Boston University. In addition, Drew volunteers with Big Brothers Big Sisters, Habitat for Humanity and the Humane Society. He also trains dogs for general obedience and to work as service animals for veterans.

[Source]

Read the full story at the Reno Gazette-Journal.

The position required a Q Security Clearance from the Department of Energy, the highest level – equivalent to TOP SECRET/Sensitive Compartmentalized Information in the military. That would have been no problem for this career Naval Intelligence officer who managed hundreds of personnel in inter-agency teams with the CIA, DIA, DEA, NSA, FBI, BATF, Treasury and others.

Does he seem a little overqualified to manage a desert rave?

Has he been to Burning Man? Did he partake of the sacrament? Do you think he knows there are people on drugs there? Hopefully his interest in animal welfare will encourage him to stop the torture of Police K9s in these abominably dusty and dry conditions, just to entrap a few $1000+ citations to fill the Pershing County coffers while ruining the lives of innocent psychedelic enthusiast Burners.

He is a Freemason, which will not be surprising to anyone following my Shadow History series. He is also Alpha Phi Sigma.

Interestingly, his rank is not revealed.

“I will be reporting to my next “duty station” in February 2017″…sounds more like he was assigned this post, rather than spontaneously deciding on a career change. It is curious that his resumé says he’s been in the role since February 2016.

His former boss, head of SOUTHCOM General John F Kelly, has just been named by President Donald Trump as the new head of the Department of Homeland Security, taking over from Jeh Johnson.


From his public LinkedIn profile:

• Increasing degree of responsibility and technical expertise over tenure with United States Navy
• Responsible for the comprehensive supervision and administrative oversight of multiple programs & projects within the global intelligence community / operational & managerial oversight, and assessment of processes and policies
• Facilitated the development and implementation of improvement plans and development of policies and procedures designed to increase efficiency, streamline processes and ensure quality
• Skilled in all aspects of Human Resource Management / supervision & training / scheduling / interviewing / assessment / documentation & compliance / supervised 300+ direct reports
• Innate ability to collaborate and communicate with stakeholders across all departmental, and organizational levels on global scale / advanced interpersonal abilities
• Fostered open communication in cross-functional teams to drive progress while balancing a high volume of competing demands and deadlines / goal driven project management
• Acted as liaison between projects & directives and leadership in the dissemination of highly sensitive intelligence information
• Prepared and presented extensive reporting & documentation to leadership regarding analytical assessments of policies, procedures, and outcomes / prepared & presented briefings to military and other government agency officials / dignitaries both foreign and US
• Aligned training and procedural efforts to goals and increased multi-departmental efficiency and productivity through the implementation of best practice policies & protocol
• Expertise in budget development & strategic planning / asset allocation & prioritization

Experience

District Manager

Bureau of Land Management

February 2016 – Present (11 months)Winnemucca, Nevada

I will be reporting to my next “duty station” in February 2017. I couldn’t be more excited about starting a new career in such a fantastic organization surrounded by natures beauty.

…[snip]

Managing Director

US Navy

February 2013 – July 2015 (2 years 6 months)Miami/Fort Lauderdale Area

Managed new team created to accomplish USSOUTHCOM Commander’s (4-Star) highest priority of combating transnational organized crime. Applied my knowledge, subject matter expertise, tradecraft, and technical competency to formulate a new product line utilizing link analysis charts and current information that directly supports interagency partners such as, but not limited too: Alcohol Tobacco and Firearms, Customs and Border Patrol, Drug Enforcement Agency, Federal Bureau of Investigation, Immigration and Customs Enforcement, National Security Agency, and Treasury Department), and other 3 letter strategic-level consumers. This ultimately led to the seizure of millions of dollars in assets.

Making tough decisions, created an environment for effective prioritization of work that increased productivity by 300%. Openness to team members led to increased collaboration with peers, interagency partners and seniors alike. Encouraged a skilled set of team members within a high OPTEMPO environment to participate in problem solving to enhance productivity. Delegating priorities and providing clear written and oral communication led to his team leading the organization in productivity and setting a organizational standard of 100% completion rate of all required tasks.

Meticulous Organizational skills; with exceptional attention to detail, created and prioritized the counter transnational organized crime branch’s fiscal year 2014 Budget of $1.2 million. Expertly managed all administrative aspects of his team to include being the certifying official and releaser of $153,625.49 of travel funds. As a mentor and leader, facilitated teams 400% increase in production and 600% increase in evaluations of daily information reports. During this production surge, quality daily information briefs and information assessments continued to receive praise throughout highest levels of leadership. Leadership skills are beyond reproach.

Joint Intelligence Operation Center Executive Officer

US Navy

February 2012 – February 2013 (1 year 1 month)Miami/Fort Lauderdale Area

Ran operation center with 5 divisions consisting of a total of 322 personnel from all branches of department of defense armed forces, contractors, army civilians, and defense civilian personnel system employees. Ensured unity of effort through effective oral and written communication, which resulted in all requirements being completed on time and at or under budget. I am a senior executive product review guru; as the Microsoft Office and staff product subject mater expert, I provided solutions and mentoring as needed in order to ensure all staff and informational products were of the highest standards and complied with all applicable guidelines; this kept USSOUTHCOM senior executive leadership with clear situational awareness to make informed decisions for future planning. Maintaining superior situational awareness, I led senior executive working group in prioritizing $750,000 in travel authorization funds. Prioritized and developed 84 travel plans, authorized as certifying official $240,000 worth of travel funds, and provided oversight to the remaining travel funds with zero accounting discrepancies resulting in resources being maximized and all critical travel properly allocated and resourced.

Project Director

US Navy

March 2011 – January 2012 (11 months)Miami/Fort Lauderdale Area

Managed 4-star General’s number one priority team. Led multiservice team of Department of Defense, Government Service, and Contractors in successfully collaboration with interagency partners to include Federal Bureau of Investigation, Defense Agency, Central Agency, Alcohol Tobacco and Firearms, Drug Enforcement Agency, Immigration and Customs Enforcement, National Security Agency, and US Treasury in combating global priority per POTUS directive. Shows particular aptitude for supervising civilians, Department of Defense contractors, and collaborating with senior officers in a joint, interagency senior executive staff environment. Effectively used creative thinking to leverage limited resources and established a new tracking database which provides an exponentially greater monitoring and tracking capability; result was teams’ productivity level was increased 400%. Created a new bibliography product line used to nominate individuals to the Extraterritorial Criminal travel Strike Force to get global prioritization for limited and critically needed assets into USSOUTHCOM’s area of responsibility.

Held title and executed duties of division training officer ensuring all programs and requirements were met with resounding success. Top mentor in peer group; provided motivation and insight in continued educational programs resulting in three sailors and two soldiers meeting their academic goals. Liaised with National “I” University to get the first ever-video teleconferencing education program at USSOUTHCOM. These efforts have led to multiple degrees being obtained at both the Bachelors and Masters level for many fellow associates.

Project Manager

US Navy

March 2010 – February 2011 (1 year)Bahrain

Provide all source Indication and Warning and informational products in support of fleet operations. Served as Naval Information Officer for El Basrah Oil Terminal in support of Command Task Group-Iraqi Maritime Forces. Developed numerous threat briefings and informational reports, supporting Operation New Dawn. Led five-person regional analysis division providing indications and warning on over 20 countries and provided all-source analysis for over 30 theater security engagement events. Voluntarily reorganized Naval Central Command’s “I” Directorate’s data entry operating procedures for the Defense Readiness reporting System; resulting in a more accurate reflection of the operational readiness of the N2 directorate’s operational readiness; briefed at the highest senior executive service level.

Department Manager

US Navy

February 2008 – February 2010 (2 years 1 month)Jacksonville, Florida Area

Developed and executed over 15 operational briefs to increase executive awareness and readiness for upcoming events. Established the command’s classified material program including accepting, cataloging, and tracking over 160 pieces of classified material. Managed intricate details in formulating a 3-day training exercise focusing on specific target acquisition and weapon execution procedures. Planned and developed a multi-country problem integrating multiple assets and real time informational injects with 15 sorties and 30 mishap free flight hours. As the command security manager, supervised the flawless transition of over 200 pieces of classified material during a transition to a new hangar. Supervised the initial installation of all SIPR access for the squadron ensuring security protocols were met, security standards met or exceeded, and over $10M in assets accounted for with zero discrepancies.

Student Researcher

US Navy

April 2007 – February 2008 (11 months)Florida

Attended Officer Training Command Pensacola’s Officer Candidate program which develops civilians, enlisted and newly commissioned personnel morally, mentally, physically and imbues them with the highest ideals of honor, courage and commitment for service as Naval Officers.

Also attended 21-week Naval “I” Officer Basic Course that I satisfactorily completed. I was an active and enthusiastic participant during this course, and consistently demonstrated a strong desire to learn the vast amount of information presented.

Human Resources Training Manager

US Navy

November 2006 – April 2007 (6 months)Jacksonville, Florida Area

Maximized resources and expeditiously reduced AIMD’s Training program discrepancies by 50 percent per last conducted Quality Assurance audit. Assisted in the verifying of command Enlisted Distribution and Verification Report on Naval Enlisted Classification qualifications, consequently updating 38 personnel with correct Naval Enlisted Classfication’s for assigned command billets. Efforts resulted in the alignment of billets at command for greater productivity. Utilized knowledge and experience in assisting personnel in preparing Officer Candidate School and Seaman to Admiral packages and preparations for the boards giving outstanding insight to peers and subordinates alike. Revamped the Safety, NAVOSH, General Maintenance Training, and in-rate training requirements for over 800 personnel through proactive Monthly Training Plans, spot-audits, and flexibility in meeting immediate needs of the command. Developed and implemented a new electronic training jacket program reducing man-hours needed to log training by 500 hours quarterly.

Department Manager

US Navy

April 2005 – November 2006 (1 year 8 months)Jacksonville, Florida Area

Managed three teams of personnel consisting of a total of 47 people in the diagnosis and repair of circuit cards at the micro/min level and fabrication of electronic cable bundles consisting of upwards of 1,000 wires on a regular basis with zero discrepancies. Proactively implemented a cross training curriculum that led to the qualification of six new collateral duty inspectors, a 40% increase in total personal qualified and increased productivity within all three teams. Mentored and contributed to the professional success of peers and subordinates by providing training and instruction that improved in-rate advancement by 60 percent.

Team Manager

US Navy

April 2004 – April 2005 (1 year 1 month)Kauai Hawaii

Supervised 7 personnel in the completion of scheduled and unscheduled maintenance of five UH-3H aircraft. Secondary duties included Avionics Collateral Duty Inspector, Electrostatic Discharge Petty Officer, and Supply Petty Officer. A recognized expert of the UH-3H aircraft avionics systems; one of only six Non-Pilot Turn Qualified maintainers performed the task of starting the aircraft so maintenance could be performed over 150 times. Trained three coworkers to perform Non-Pilot Turn Qualification, a task paramount to the support of aircraft maintenance and troubleshooting. Ensured the continued success of the Avionics Department by motivating work center personnel to accomplish a goal of zero avionic discrepancies on every aircraft. This leadership directly impacted mission readiness enabling PMRF to execute all critical Pacific Fleet training missions.

Duties: Repaired over 276 aircraft discrepancies, completed 77 non-pilot engine turns, and was a key player in the removal and replacement of 3 UH-3H main gearboxes. His exceptional knowledge of the Naval Aviation Maintenance Program maintenance procedures as well as his meticulous attention to detail were crucial in the completion of six work center audits as well as twelve program audits, ensuring all programs were compliant with all applicable regulations and up to date with documentation. Obtained Electronic Mechanic Journeyman certification through US Department of Labor via US Military Apprenticeship Program.

QA Manager

US Navy

April 2003 – April 2004 (1 year 1 month)Kauai Hawaii

Perform audits on seven work centers consisting of 200+ personnel performing scheduled and unscheduled maintenance on six UH-3H aircraft. A proven technical expert and team player in the Quality Assurance Team. Demonstrated outstanding trouble-shooting skills from day one. Onboard less than a month, I repaired three major avionic discrepancies and three wire connector repairs consisting of over 50 wires each; restoring two aircraft to fully mission capable status and enhancing overall mission readiness. Achieved exceptional results in Quality assurance, which culminated in Pacific Missile Range Facility’s safe execution of 568 missions, over 800 mishap free flight hours in support of a myriad of exercises and two ballistic missile test launches. As a true team player, assisted Airframe shop in the fabrication of a full set of “rig pins,” allowing rapid test and evaluation of aircraft flight control systems and savings of $2500 to the command.

Other duties included Compass calibrator, explosive egress program monitor, and electro-static discharge program manager.

Avionics Technician

US Navy

September 1998 – March 2003 (4 years 7 months)Jacksonville, Florida Area

Managed and lead team of 8 associates who performed scheduled and unscheduled maintenance on commination, navigation, and computer systems on 8 aircraft. Recognized expert on all avionics systems whose knowledge of complex avionics and ability to troubleshoot and repair difficult discrepancies resulted in intensive repairs on 3 computers, 8 radar systems, and 4 communication improvement program modifications. These repairs were instrumental in restoring aircraft to full mission capable status. Personally selected to repair 3 elusive avionics discrepancies with over 100 man-hours of repair time already invested. All 3 repairs were personally diagnosed and repaired within 24 hours. Poised professional whose dedication to the command and ability to motivate subordinates had an immediate and positive impact on the command’s morale and readiness. Conducted numerous training sessions for junior personnel, resulting in an increase in work center personnel qualifications. Contributes to work center production, maintenance safety, and program compliance.

Other duties included: Support equipment petty officer, electro-static discharge petty officer, training petty officer, and moral welfare and recreation petty officer. Completed tasks in a timely manner with minimal supervision. Repaired numerous avionic system repairs reduced workload by 30% for Avionics work shop. During critical manpower shortages in the work center, recognized by leadership for going above and beyond to ensure all requirements were met.

Education

Boston University

Master’s Degree, Criminal Justice, 3.64

2016

MET CJ650 TERRORISM B
MET CJ725 FOREN BEHAV ANL A-
MET CJ702 ANALYTIC METHDS A
MET CJ602 CRIMINOLOGY B
MET CJ625 VICTIMOLOGY A-
MET CJ631 YTH CRIME PRBLM A
MET CJ632 WHITE CLR CRIME A-
MET CJ703 RESEARCH METHDS A-
MET CJ710 DIGTL INVSTIGTN A

Activities and Societies: Alpha Phi Sigma – Criminal Justice Honor Society

(Open)1 organization

Embry-Riddle Aeronautical University

BS 3.9/4, Professional Aeronautics

2003 – 2007

Bachelors degree, Professional Aeronautics, Graduated Summa Cum Laude

Activities and Societies: I was an active duty service member in the US Navy working full time while attending classes.

[snip]

 

Volunteer Experience & Causes

Shelter Manager

US Navy

April 2003 – November 2005 (2 years 8 months)

I was certified by the Red Cross.

Judge

JROTC Foundation

August 2011 – Present (5 years 5 months)Children

Judge competitions and provide mentorship to high-school level cadets.

Food Preparation

Ronald McDonald House Charities of Central Florida

March 2008 – Present (8 years 10 months)Poverty Alleviation

Prepare and serve meals on a quarterly basis along side my fellow Masonic Lodge members.

Supervisor

Habitat for Humanity International

July 2004 Poverty Alleviation

Organized and led a group of volunteers to renovate a community building used to host non-profit group meetings to include AA, NA, and other civic minded groups. Renovation took 4 days and over 200 man hours. Renovation included new roof and screens installation. Re-painting and pressure cleaning was also done of this 1250 square foot building.

Big Brother

Big Brothers Big Sisters of America

March 2011 – February 2013 (2 years)Children

Provide mentoring and of an at risk

Causes Justin cares about:

  • Animal Welfare
  • Education
  • Environment
  • Health
  • Disaster and Humanitarian Relief

Organizations Justin supports:

Certifications

OSHA 30

OSHA-Training.com

Starting July 2015

2M Microminiature Technician

Naval Sea Systems Command (NAVSEA), License TRMA 6570

Starting March 2006

A Crash Course in Data Science(Link)

Coursera Course Certificates, License CHD72DPC3TSY

Starting November 2015

Building a Data Science Team(Link)

Coursera Course Certificates, License T7R5Q79NJWHM

Starting November 2015

Managing Data Analysis(Link)

Coursera Course Certificates, License QMAKHJUWD32F

Starting December 2015

Organizations

Mason

Senior Warden

Starting September 2007

Veterans of Foreign Wars

Lifetime Member

Alpha Phi Sigma – Criminal Justice Honor Society

Life Member

Starting March 2016


This RAND Corporation document describes the relationship between the Department of Defense, the Southern Command, and the other agencies tasked with the “War on Drugs” – aka CTOC (Counter-Transnational Organized Crime):

 

 

Resident of Oakland Firetrap Blames Burning Man Crowd

Breitbart News brings a first hand report of the history of the Satya Yuga collective that appears to have rented the property as a warehouse, yet somehow for at least 2 years had as many as 20 residents plus children and pets. Only one of the tenants perished in the blaze, resident genius computer expert and homeless Harvard graduate Peter Wadsworth. The other 35 dead were there for the rave all night underground EDM event.

The “Ghost Ship,” the warehouse and artists’ colony where 36 people lost their lives in the Oakland fire last Friday night, was “a serious attempt to bring the Black Oakland culture back into the art scene,” former resident Alexander Doré told Breitbart News.
However, that vision was overrun by what Doré referred to as the “Burning Man crowd.

“We called it ‘the space,’” Doré said. He described himself as a close acquaintance of Derick Ion Almena, the man known as the leader of the community, and one of his wife Mika’s close friends.

We didn’t even give it a name. It was meant to be private. None of it was for sale,” Doré said. “[Almena] wanted me to be a partner and I was brought over to the space by some local musicians and a lady who lived there because I was the third bass player in Sly and the Family Stone,” a well-known American band from San Francisco that was very popular from the 1960s through the 1980s.

Of the owner of the building, Oakland landlord Chor Ng, Doré said: “He should have applied for the permits.” The building was found to lack sprinklers and fire alarms, and the city’s efforts to inspect the premises were unsuccessful — though critics charge that local officials were lax in their duty to enforce fire codes.

“Ending up at this warehouse was part of my, I don’t want to say ‘downfall,’ but I got lost,” Doré said. He later left the community.

“I decided to say goodbye to Derick because I felt there was too much dark energy there due to the people living there,” he said, including youth that he claimed were into drugs, and who took advantage of Almena’s comparatively reasonable — although allegedly illegal — living accommodations in an area where skyrocketing rents have pushed traditional residents out.

Doré explained to Breitbart News that the vision behind “the space” was to revitalize and harness the Bay Area’s seemingly lost African-American culture.

[Source]

What to some is perceived as a “serious attempt to bring the Black Oakland culture back into the art scene”, is seen by others as the classic gentrification model. The (mostly white) artists get sent in to drive the black families out of the neighborhoods. Black artists might get invited in to create the appearance of integration; maybe you find another Basquiat. Usually the ones that make it don’t stick around in the same neighborhoods they grew up in.

I’ve seen it happen over the last 20 years in the Tenderloin, SOMA, the Mission, Hayes Valley, Oakland, and in downtown LA. I’ve heard about it happening in places like Dallas and Houston too. First they send in the crack, and ruin the inner city neighborhoods, driving property values down and spreading poverty. Foreclosures boom, and buildings end up in the hands of the banks. Then, the artists come in, usually following the drugs and not caring about run-down buildings because they can paint them. They get away with more street art because the neighborhood is otherwise decrepit. Get enough artists together in one area and it can be marketed as a “colony”. Then the gays come in. They do all the houses up and make the neighborhood flourish with their higher disposable incomes and on-trend tastes. They don’t mind that the area is unsafe for children, since generally they don’t have them. Then the hipsters come, also without children. And then the rich yuppies. By then, the neighborhood has become safe for children again: private school children. Most of the people who built the community can no longer afford to live there and are no longer wanted. Then  comes the foreign money, looking for a blue chip home for their offshore investments. By this point the mortgages have been pooled and collateralized and synthesized and repackaged into bond and share offerings. The jobs left are service jobs, and if there is any art left is in high end galleries.

I’m sorry if anyone finds that description offensive, but it happens time and time again with such consistency that it cannot be coincidence. It is either a biological wiring, something in the DNA of humanity; or it is a long-term plan of social engineering – so successful that it keeps being repeated, regardless of the consequences. Hollywood itself began as one of these occult artists colonies. Qui bono? Follow the money. When an Oakland townhouse goes from $100,000 to $1 million, imagine what that does if you own 20-story buildings and entire city blocks.

My information is that the rent to be part of the Fruitvale Satya Yuga collective was $5,000 per month and the residents were paying $750 per month – which would be $15,000 per month if all 20 paid the same. If anyone can confirm or correct this please comment. The money clearly was not reinvested in safety, but it does indicate the potential real estate profits lurking darkly in the background of this and other tragic fires.

One resident, who had a fire extinguisher in hand and discarded it for a cat carrier, described the space as “amazing”, “beautiful”, and “family oriented”. YMMV.

Kelber woke up to hearing someone screaming “fire” and grabbed a fire extinguisher. She opened her gate and looked down the hallway and saw 15-foot flames, “a giant fireball.” 

She then tossed the fire extinguisher, realizing it wasn’t going to do her any good, and tried to grab her cat carrier from a loft area.

“I was almost knocked unconscious by the smoke,” she said. Then the power went out. The smoke pushed her window open, which let in air that fueled the fire.

She grabbed her cat and ran out. “The fire trucks still weren’t here so I went racing around the corner screaming ‘fire,’ carrying my cat.” 

Kelber and Frito said that they thought 22 or 23 people lived in the building, which was 10,000 square feet.

“It was one of the most amazing, beautiful spaces,” Kelber said.

She said somebody was always working on a different project, or cooking something.

“It was one of the most amazing, family-oriented spaces,” she said. “That’s why it was created.”

The idea that it is acceptable to have all night dance parties in family oriented spaces is not widely shared throughout the rest of the world. Even in Melbourne, arguably the world capital of warehouse parties, the “artists” would not try something like this. The police and family protection services would be there in a heartbeat. So why would it be socially acceptable in the San Francisco Bay Area?

This is an example of why the propaganda that “kids at Burning Man are fine” is dangerous. The argument goes like this: “All these smart billionaires go to Burning Man, and people take their kids to Burning Man, therefore it is smart to have all night dance parties around children”. This is a logical fallacy, a non sequitur.

I don’t see too many billionaires bringing their young children to Burning Man, why is that?

There is a great deal to be said for the good old-fashioned family unit. One man, one woman, and the biological children generated by mixing their genes together. Bringing the children up with good values, in an environment of love, promoting honesty and kindness. This model has taken humanity this far, why do we need to attack it? To go back to the Dark Ages? I am all for including other lifestyles, but surely nobody thinks it is OK that children lived in this place surrounded by skulls and occult imagery.

This music video was filmed at the Ghost Ship warehouse. It is full of occult symbolism and mind control visual techniques. The name “ROCChilds” seems like an almagamation of Rockefeller and Rothschild, as well as a nod to Illuminati rapper Jay-Z’s record label ROC-A-Fella records.

The song is not bad, with some impressive guitar work at the end. But the imagery is very concerning, in light of the holocaust that subsequently occurred at this temple to Shiva.

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Crypto-landlord Derick Ion Almena and his partner Micah Allison make a cameo in the video