Classified Staff Quotes

David had spent the last fourteen days, while Kate was away, learning how to operate the ship’s systems. He was still learning them. Kate had enabled the voice command routines to help with any commands David couldn’t figure out. “Alpha, what is Dr. Warner’s location?” David asked. The disembodied computer voice of the Alpha Lander boomed into the small room. “That information is classified.” “Why?” “You are not a senior member of the research staff.

who view the CIA as complicit in Kennedy’s assassination point to the CIA’s role in covert operations in Vietnam as the reason why the CIA wanted Kennedy’s removal from office. Col. Fletcher Prouty, in his highly documented book, JFK: The CIA, Vietnam and the Plot to Assassinate John F. Kennedy, reveals that Kennedy was attempting to end the CIA’s influence over covert operations.[301] Chief among these was the escalating U.S. involvement in Vietnam that Kennedy wanted to end. This he posits is why Kennedy was assassinated. There is, however, a more compelling reason why the CIA wanted Kennedy’s removal from office - the CIA’s role in controlling classified UFO information, and denying access to other government agencies including the office of the President. The assassination of President Kennedy was the direct result of his efforts to gain access to the CIA’s control of classified UFO files. Unknown to Kennedy, a set of secret MJ-12 directives issued by his former CIA Director, Allen Dulles, ruled out any cooperation with Kennedy and his National Security staff on the UFO issue. It was Dulles and another six MJ-12 Group members who sanctioned the directives found in the burned document, including a political assassination directive against non-cooperative officials in the Kennedy administration. This could be applied to Kennedy himself if the official entrusted to carry out the MJ-12 Assassination Directive concluded the President threatened MJ-12 operations.

that my client held the bag by the handles. Your Honor, this is the last straw – so to speak.” Judge Parks put a hand up. He’d heard enough from me. He turned in his seat and directed his attention to Norm. “Mr. Folkes, I’ve examined this bag, and the straw with the actual items located in the bottom of the sack. I am not satisfied that Detective Granger could have seen a straw protruding from the top of this bag. On that basis, there is no probable cause for his search, and all evidence gathered as a result is inadmissible. Including the straw. I am concerned, to say the least, at the recent trend among some officers in classifying soda straws and other innocuous items as drug paraphernalia. Be that as it may, you have no evidence to support an arrest and I am dismissing all charges. I’m sure you had a lot to say to me, Mr. Folkes, but there’s no point – I’m afraid, you’re too damn late.” Jean hugged my neck, partially strangling me in the process. I patted her arm, gently, and she let go. She may not want to hug me when she gets my bill. The judge and his staff got up and left the courtroom. Granger stormed out, shooting me with his index finger as he left. It didn’t bother me, I was used to it. “So when can I expect you to file an appeal,” I said to Norm. “Not

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

Stigma is a terrible word in the world of quiet sufferers. Cold Creek, and its staff of professionals, has worked closely with patients and families to relieve them of the shame associated with mental illness. When a patient presents with symptoms of diabetes or heart disease, and the treatment is lifelong, the general population accepts the diagnosis as a matter of physical health. Unfortunately, diseases of the brain are classified and perceived differently than diseases of the body. Your brain forms your personality. Your behavior is the result of the disease, of the brain misfiring. It’s easier to separate blame and fault from an impaired kidney or a damaged aorta

The auditors reported a scene of pure chaos. “Drugs were given to the wrong babies, documents were altered, and there was infrequent follow-up, even though one third of the mothers were marked ‘abnormal’ in their charts at discharge. The infants who did receive follow-up care were, in many cases, small and alarmingly underweight. ‘It was thought to be likely that some, perhaps many, of these infants had serious health problems.’”16 When Westat chose a random sample of forty-three of those infants to examine, all of them had “adverse events” twelve months after the study terminated. Only eleven of them were HIV positive.17 When Westat confronted Dr. Jackson’s researchers with study discrepancies, they admitted that they routinely applied more lenient standards for their Black Ugandan subjects than FDA rules required for US safety studies.18 The PIs admitted to systematically downgrading standardized definitions of serious adverse events to adapt to “local standards.” Injuries that researchers would score as “serious” or “deadly” if they happened to white Americans became “minor” injuries when Black Africans were the victims. Under their relaxed rubric, clinical trials staff scored “life-threatening” injuries as “not serious.” When they reported them at all, NIAID classified mortalities among its African volunteers as “serious adverse events,” rather than “death.” NIAID’s Ugandan team had entirely neglected to report thousands of adverse events and at least fourteen deaths.19

The four common archetypes of Staff-plus roles I encountered are: The Tech Lead guides the approach and execution of a particular team. They partner closely with a single manager, but sometimes they partner with two or three managers within a focused area. Some companies also have a Tech Lead Manager role, which is similar to the Tech Lead archetype but exists on the engineering manager ladder and includes people management responsibilities. The Architect is responsible for the direction, quality, and approach within a critical area. They combine in-depth knowledge of technical constraints, user needs, and organization level leadership. The Solver digs deep into arbitrarily complex problems and finds an appropriate path forward. Some focus on a given area for long periods. Others bounce from hotspot to hotspot as guided by organizational leadership. The Right Hand extends an executive’s attention, borrowing their scope and authority to operate particularly complex organizations. They provide additional leadership bandwidth to leaders of large-scale organizations. This taxonomy is more focused on being useful than complete, but so far, I’ve been able to fit every Staff-plus engineer I’ve spoken to into one of these categories. Admittedly, some folks are easier to classify than others.

A lawsuit, if allowed to proceed, would give the family, as well as homicide detectives in New York, a tool they could use to force disclosure of deep secrets. President Ford’s chief of staff, Donald Rumsfeld, and his deputy Dick Cheney, recognized the danger. Cheney warned Rumsfeld in a memo that a lawsuit might force the CIA “to disclose highly classified national security information.” To head off this looming disaster, he recommended that Ford make a public “expression of regret” and “express a willingness to meet personally with Mrs. Olson and her children.

protection to pieces and I’d like to know why!” “This is classified at the highest level,” Damien told him. “As in don’t tell your staff, don’t tell your wife, don’t even tell another Hand. Understand?

This is classified at the highest level,” Damien told him. “As in don’t tell your staff, don’t tell your wife, don’t even tell another Hand. Understand?