LUCIFER’S NETWORK: MASTERS OF THE NEW WORLD ORDER Volume II The Grand Architects Of The New World Order Research By Dr. Michael Sunstar *Copyright Reserved For Websites & Their Authors* This Information is Not For Sale and Is For Research Purposes Only CONTENTS TABLE OF CONTENTS CHAPTER 1 OPEC (OIL PETROLEUM EXPORTING COUNTRIES) AND NY TRADING PARTNERS WHO SHAKE HANDS CHAPTER 2 STOCKHOLDERS OF THE FEDERAL RESERVE CHAPTER 3 THE CLUB OF ROME CHAPTER 4 THE TRILATERAL COMMISSION CHAPTER 5 THE COUNCIL ON FOREIGN RELATIONS CHAPTER 6 THE UNITED NATIONS CHAPTER 7 LUCIS (LUCIFER) TRUST – WORLD GOODWILL CHAPTER 8 INTERNATIONAL MONETARY FUND (IMF) CHAPTER 9 THE BILDERBERG GROUP CHAPTER 10 THE ROTHCHILDS CHAPTER 11 THE WORLD BANK & WTO CHAPTER 12 MASS CORPORATE LAYOFFS 1996-2002 LIST USA CHAPTER 13 THE ROCKEFELLERS CHAPTER 14 THE FORD FOUNDATION CHAPTER 15 NATIONAL GAY AND LESBIAN TASK FORCE CHAPTER 16 THE ACLU CHAPTER 17 THE CARNEGIES CHAPTER 18 JP MORGAN CHASE CHAPTER 19 THE BECHTEL CORPORATION CHAPTER 20 THE PLAYBOY FOUNDATION CHAPTER 22 THE ASPEN INSTITUTE CHAPTER 23 WHO OWNS THE JOB MARKET, TEMP AGENCIES, JOB SEARCH SITES, & CLASSIFIED JOB ADS? CHAPTER 14 FORD FOUNDATION The Ford Foundation is a resource for innovative people and institutions worldwide. Our goals are to: Strengthen democratic values, Reduce poverty and injustice, Promote international cooperation and Advance human achievement This has been our purpose for more than half a century. A fundamental challenge facing every society is to create political, economic and social systems that promote peace, human welfare and the sustainability of the environment on which life depends. We believe that the best way to meet this challenge is to encourage initiatives by those living and working closest to where problems are located; to promote collaboration among the nonprofit, government and business sectors, and to ensure participation by men and women from diverse communities and at all levels of society. In our experience, such activities help build common understanding, enhance excellence, enable people to improve their lives and reinforce their commitment to society. The Ford Foundation is one source of support for these activities. We work mainly by making grants or loans that build knowledge and strengthen organizations and networks. Since our financial resources are modest in comparison to societal needs, we focus on a limited number of problem areas and program strategies within our broad goals. Founded in 1936, the Foundation operated as a local philanthropy in the state of Michigan until 1950, when it expanded to become a national and inter-national foundation. Since its inception it has been an independent, nonprofit, nongovernmental organization. It has provided slightly more than $10 billion in grants and loans. These funds derive from an investment portfolio that began with gifts and bequests of Ford Motor Company stock by Henry and Edsel Ford. The Foundation no longer owns Ford Motor Company stock, and its diversified portfolio is managed to provide a perpetual source of support for the Foundation's programs and operations. The Trustees of the Foundation set policy and delegate authority to the president and senior staff for the Foundation's grant making and operations. Program officers in the United States, Africa, the Middle East, Asia, Latin America and Russia explore opportunities to pursue the Foundation's goals, formulate strategies and recommend proposals for funding. In 2001 the Ford Foundation and the Institute for International Education (I.I.E.) launched the largest single initiative in the foundation's history-the Ford Foundation International Fellowships Program (I.F.P.). This 10-year, $330 million program has two parts. Through the International Fellowships Fund (I.F.F.), a new entity established by Ford and I.I.E., the program will provide approximately 3,500 graduate fellowships for disadvantaged individuals with academic promise and proven leadership capacity, for study anywhere in the world for up to three years. Ford will also make complementary grants to strengthen overseas undergraduate institutions' ability to recruit and prepare traditionally excluded groups for opportunities of this sort. The I.F.P. responds to the world's need for new generations of outstanding leaders with direct knowledge of some of their societies' worst problems and inequities, and a sense of moral urgency about them. Such leaders will need more than talent, good ideas and determination, crucial as these qualities are. Many will also need the analytic skills, social networks and know- how that can come from advanced professional or interdisciplinary education, and from the diversity of thought and experience now found on many of the world's university campuses. Because the I.F.P. uses a variety of innovative recruitment and selec-tion procedures to reach its target groups, and because fellowships can be such a crucial strategy for personal and national development, I want to describe what the I.F.P.'s first year has involved. The program seeks academically talented men and women who would not normally have the opportunity for graduate study, whether because of geographic isolation, family poverty or discrimination based on gender, ethnicity, physical disability or other factors. The I.F.P.'s dual focus on talent and social exclusion, combined with the freedom to study anywhere in the world, was noted by experts in each country as nearly unique and challenging to implement. A decentralized operation and partnerships with experienced regional, national and international organizations have been key to addressing the challenges. In each location, three organizations combined forces to make the program work as intended: the I.F.F., its local partner organization, and a local Ford Foundation office. Outreach and selection processes combined knowledge of best practices as well as new techniques designed to find hidden talent. In Vietnam, for example, nominators sought out women and ethnic minority people known to be good students and social innovators, particularly those involved in rural economic and social development. Each person who requested information was counseled about the application and selection process. This was particularly important for some of the most socially isolated applicants who initially believed they had little to say about themselves and had seldom been asked what they wanted to study and do with their lives. Counseling also helped overcome worries about moving ahead of family and friends or gaining government approval for study overseas. This unusual investment in all applicants helped level the playing field for a very rigorous selection process. An international five-member selection committee reviewed the final applications, examining interview notes from the semifinal rounds. They looked for evidence that the applicants had overcome barriers to higher education, showed significant social commitment and linked their study plans to community improve-ment work after the fellowship. In Mexico and Guatemala, partner organizations familiar with indigenous communities made repeated visits to indigenous areas, encouraging promising candidates to apply. In Nigeria, Senegal and Ghana, NGOs and news media announcements helped reach women, ethnic minority communities and members of poor families, espec-ially those in rural areas. Beyond academic ability, final selection emphasized leadership potential as reflected in successful commu-nity service. In Chile and Peru, selectors looked for academic talent in "persons affected by social exclusion" such as poverty, residence in remote provinces and education in public schools and univer-sities rather than the more prestigious private institutions. They focused on performance in the last two years of the normal baccalaureate program, recognizing that talented students often overcome early academic problems with hard work, good instruction and mentoring. In India, announcements in 15 major-language publications, English-language dailies and the Internet were supplemented by sending recruiters to rural areas to describe the program and by mailing more than 1,000 letters to remote regional nominators. Selection emphasized academic talent and social exclusion as assessed by factors such as the type of schooling (language of instruction, rural, etc.), parental occupation and education, caste, gender and disability. A member of the national selection panel met with each finalist for an informal chat over tea or coffee before the interview, trying to set the applicant at ease and provide a familiar face at the interview table. Candidates were encouraged to express themselves in the language of their choice with translation provided as necessary. In China, by contrast, within a similar broad outreach a fundamental selection criterion was a basic level of proficiency in English, now necessary for admission into high-quality Chinese as well as many foreign universities. Insert PDF of International Fellowships Profile page In every location, several rounds of screening and oversight by academics and practitioners ensured a careful and transparent selection process. Nonetheless, final selection was often difficult for panels accustomed to awarding fellowships exclusively on the basis of academic performance. Panelists worked hard to find the right balance between academic and leadership potential and to define social exclusion. Selection processes will continue to be refined as the program evolves and as the advisers