Archive for November, 2011

President Barack Obama and Australian Prime Minister Julia Gillard meet in her Office at Parliament House in Canberra, Australia.

Posted in Uncategorized on November 16, 2011 by sheriffali

This is exactly what the world needs; “more young male and female Leaders!” Younger men are more apt to the future of the world than the old hags that have been around for too long, and yes, the more women that become world leaders, the less chances of wars that are parasitic to everything that is good in this world!

President Obama insisted Wednesday that theUnited Statesdoes not fearChina, even asU.S.officials acknowledged that a risingChinais part of the reason for a new U.S.-Australia security pact created in response toBeijing’s growing aggressiveness.

The plan is to have a marine, air and ground task force using Australian facilities to act as a “force multiplier” in the region. No newU.S.bases will be built. Marines will rotate into and out of the region, building up slowly from 250. After the buildup is complete, they will total some 2,500.
The number and frequency ofU.S. aircraft using Australian air bases will increase and more bases will be in use. However, no numbers were given regarding air power; there is no ships element in this agreement.

Obama called the deployment “significant,” and said it would build capacity and cooperation between theU.S.andAustralia.

“It also allows us to meet the demands of a lot of partners in the region that want to feel that they’re getting the training, they’re getting the exercises, and that we have the presence that’s necessary to maintain the security architecture in the region,” Obama said.

U.S.officials were careful to emphasize that the pact was not an attempt to create a permanent American military presence inAustralia.

But China  responded swiftly to the president’s announcement during a joint news conference with Australian Prime Minister Julia Gillard. Foreign Ministry spokesman Liu Weimin warned that an expandedU.S.military footprint inAustraliamay not be appropriate and deserved greater scrutiny. Liu added that it was worth discussing whether the plan was in line with the common interests of the international community.

Asked aboutChina’s reaction, National Security Council spokesman Ben Rhodes responded simply by saying, we think it’s appropriate. Rhodes said that the “sustained” presence it is a response to the demand from nations in the region that have signaled they want theU.S.to be present.

The president spoke shortly after arriving in the Australian capital, his second stop on a nine-day tour of the Asia-Pacific region. After a 10-hour flight fromHonolulu, where he hosted an economic summit, Obama headed straight into meetings with Gillard.

On Thursday, Obama will address the Australian Parliament, then fly to the northern city ofDarwin, where some of the Marines deploying toAustralianext year will be based.

During his news conference with Gillard, the president sidestepped questions about whether the security agreement was aimed at containingChina. But he said theU.S.would keep sending a clear message thatChinaneeds to accept the responsibilities that come with being a world power.

“It’s important for them to play by the rules of the road,” he said. And he insisted that theUSis not fearful ofChina’s rise. “I think the notion that we fearChinais mistaken. The notion that we’re looking to excludeChinais mistaken,” he said. TheU.S.and smaller Asian nations have grown increasingly concerned aboutChinaclaiming dominion over vast areas of the Pacific that theU.S.considers international waters, and reigniting old territorial disputes, including confrontations over theSouth China Sea.China’s defense spending has increased threefold since the 1990s to about $160 billion last year, and its military has recently tested a new stealth jet fighter and launched its first aircraft carrier.

Defense Secretary Leon Panetta has said that the goal of the new security pact is to signal that theU.S.andAustraliawill stick together in face of any threats.

The only American base currently inAustraliais the secretive joint Australia-US. intelligence and communications complex at Pine Gap in centralAustralia. But hundreds ofU.S.service personnel are based inAustraliaon exchange.

Air combat units also use the expansive live bombing ranges in Australia’s sparsely populated north in training rotations of a few months and occasionally naval units train off the coast. But training exercises involving ground forces are unusual.

During Wednesday’s brief news conference, Obama and Gillard also fielded questions on a range of other issues, fromU.S.efforts to address climate change to the debt crisis inEurope.

Obama reiterated his call for urgent action by European leaders to back the euro and develop a financial firewall to keep the threat of default facingGreeceandItalyfrom spreading across the Eurozone.

“The problem right now is one of political will, it’s not a technical problem,” Obama said. “At this point, the larger European community has to stand behind the European project.”

Asked whether theU.S.would be able to lower carbon emissions through a cap-and-trade system asAustraliais undertaking, Obama conceded theU.S.has been unable to pass such a plan through Congress, but notedU.S.efforts to increase vehicle fuel efficiency and to explore clear energy options. He said emerging economies such asIndiaandChinamust also assume responsibility for addressing climate change.

For Obama andAustralia, the third time’s the charm. He canceled two earlier visits, once to stay inWashingtonto lobby for passage of his health care bill, and again in the wake of the oil spill in theGulf of Mexico.

“I was determined to come for a simple reason: The United States of America has no stronger ally thanAustralia,” he said.

Memories of the Hacienda!

Posted in Uncategorized on November 15, 2011 by sheriffali

Thinking about the Hacienda

The good times I remember,

I still hear the Church bells ringing

And mused by the people singing

Perhaps love does last forever

Even when relationships sever,

For this burning sensation inside

Are feelings I can’t hide

Your star is still shining

You are the Sun in my every morning,

The red rose is my passion

And the white is my compassion!

Physically, we are that broken stick

But in spirit, we remain betwixt,

And even though we fell

You’ll always be my bezel!

© Sheriff G Ali 2011

http://sheriffali.blogspot.com/2011/11/memories-of-hacienda.html

SPIN METER: Perry decries, chases gov’t spending…

Posted in Uncategorized on November 14, 2011 by sheriffali

November 14, 2011 — AUSTIN, Texas (AP) — Rick Perry, who bashes federal spending everywhere he goes on the presidential campaign trail, has spent 11 years as Texas’ governor asking Washington for money.

 

Perry sought and received $24.2 billion in stimulus funding for Texas while saying the program was bad federal policy. He helped secure more than $100 million to protect against drug violence and illegal immigration on the Mexican border. The governor also endorsed his state’s request for money under President Barack Obama’s new health care law, though he now promises to help repeal the measure should he win the White House.

 

Most of all, Perry asked for emergency federal aid for victims of wildfires, tornadoes, hurricanes, droughts, flooding and crop-killing heat waves and freezes in his state’s 254 counties. Texans hit by natural disasters “deserve a more immediate, compassionate response from their federal government,” Perry wrote in a November 2009 letter complaining that the Housing and Urban Development Department was slow in aiding hurricane victims.

That’s a far cry from today’s Perry, who has promised to make the federal government as inconsequential in peoples’ lives as possible. “I’m going to show up in Washington, D.C., with a sledgehammer, and they’re not going to like it,” he said during a recent campaign swing in Iowa.

Perry made 1,180 requests for federal aid since 2001, according to an Associated Press analysis of documents obtained through a state Open Records Act request. That means the governor sent letters seeking money from Washington at a rate of about one every four days.

Perry isn’t the only conservative official who campaigns against federal spending while trying to get as much of it as possible. In a letter to the White House in February 2009 requesting stimulus funds, he explained his reasoning. “Through the years, Texas taxpayers have sent substantially more dollars to Washington than we receive on issues ranging from transportation to border security and hurricane relief,” he wrote. Texans deserve to “receive their fair share.”

 

But Perry stands out for the vehemence and frequency of his rhetoric that government programs are threatening the nation’s future. He also stands out for getting an especially large share of the benefits. During his tenure, Texas has ranked in the top quarter of states in federal funds received per capita, according to the U.S. Census Bureau.

Perry has asked for money for bioterrorism preparedness at Texas hospitals, for state scientists mapping the bovine genome, for port improvements statewide and for border sheriffs who wanted better communications systems. He implored officials not to scale back the B-1, F-22 Raptor or C-17 fighter-jet projects, or NASA’s manned space exploration program — which are economically important to Texas’ Air Force bases and the Johnson Space Center in Houston.

“He’s ‘keep the federal government out of our business’ and ‘everything from Washington is terrible,’ and then he is quietly getting as much money as he can,” said Jim Dunnam, a former Democratic state representative who once headed a House committee that tracked federal stimulus money sent to Texas.

Federal funds accounted for between 29 and 35 percent of the Texas state budget between 2000 and 2009, and stimulus money saw the percentage grow to near 40 percent in fiscal year 2010, according to the nonpartisan Legislative Budget Board. Nationwide, federal funds were in the 26 to 29.5 percent range in fiscal years 2008 and 2009, and hit 35 percent in stimulus-inflated 2010.

Richard Cole, a professor at the University of Texas at Arlington who has studied the relationship between states and the federal government, said that even without the stimulus spike, the percentage of federal funds in the Texas budget is now higher than it was under Perry’s gubernatorial predecessors, Republican George W. Bush and Democrat Ann Richards.

“All governors ask for help from the federal government, but most aren’t making the case Perry is making,” said Cole, referring to his criticism of government programs. Katherine Cesinger, a spokeswoman for Perry’s campaign, noted that the governor refused to apply for $700 million in federal stimulus education grants that he said had too many conditions. He also turned down around $556 million for the Texas unemployment insurance program. Perry rejects federal intrusions on individual or state rights, she said, but added of Washington, “When it comes down to what their core responsibilities are, you bet we’re going to try to hold them accountable and ask them for everything that Texans deserve.”

Perry opposes the Obama administration health care overhaul, though Texas state agencies have received $56.9 million in Health and Human Services Department grants alone as part of it. The governor wrote a letter to Washington in August 2010 supporting a $1 million federal grant proposal that Texas wanted to explore setting up a related statewide health care exchange.

Meanwhile, Perry has taken credit for the $78 million in federal Justice Department grants he obtained for the border region between 2006 and 2010, and the $624 million Texas received under the Homeland Security Grant Program since 2005.

He also found himself defending a federal program in May 2009 when the Obama administration wanted to scrap the program’s funding for imprisoning illegal-immigrant felons. In April 2003, Perry also sought a federal bailout for troubled airlines including American Airlines, headquartered in Dallas, and Continental, now part of United Continental Holdings Inc., based in Houston.

EDITOR’S NOTE _ An occasional look behind the rhetoric of public officials.

 

 

 

 

 

 

After a Romney Deal, Profits and Then Layoffs

Posted in Uncategorized on November 13, 2011 by sheriffali
By MICHAEL BARBARO

 

By the green-hued yardsticks of Wall Street, the 1990s buyout of an Illinoismedical company by Mitt Romney’s private equity firm was a spectacular success.

Mr. Romney’s company, Bain Capital, sent in a team of 10 turnaround experts fromBostonto ferret out waste, motivate executives and study untapped markets.

By the time the Harvard M.B.A.’s from Bain were finished, sales at the medical company, Dade International, had more than doubled. The business acquired two of its rivals. And Mr. Romney’s firm collected $242 million, a return eight times its investment.

But an examination of the Dade deal, which Mr. Romney approved and presided over, shows the unintended human costs and messy financial consequences behind the brand of capitalism that he practiced for 15 years.

At Bain Capital’s direction, Dade quadrupled the money it owed creditors and vendors. It took steps that propelled the business toward bankruptcy. And in waves of layoffs, it cut loose 1,700 workers in theUnited States, including Brian and Christine Shoemaker, who lost their jobs at a plant inWestwood,Mass.Staggered, Mr. Shoemaker wondered, “How can the bean counters just come in here and say, Hey, it’s over?”

Mr. Romney’s career at Bain Capital, which he owned and ran as chief executive, is a cornerstone of his campaign for the Republican presidential nomination — a credential, he argues, that showcases the management skills and business acumen thatAmericaneeds to revive a stalled economy. Creating jobs, Mr. Romney says, is exactly what he knows how to do.

The White House, though, is already preparing a less flattering portrayal, trying to frame Mr. Romney’s record at Bain as evidence that he would pursue slash and burn economics and that his business career thrived by enriching the elite at the expense of the working class.

From 1984 to 1999, Mr. Romney and his deputies made fortunes by investing in, acquiring and then selling about 150 companies. It was high-stakes work that shaped Mr. Romney’s values and views, taught him the art of salesmanship and negotiation and took him deep inside the boardrooms and factories of American business.

Because financial data for many of the acquisitions are not publicly available, it is difficult to fully tally the wins and losses, the jobs created and the jobs eliminated on Mr. Romney’s watch. But the experience with Dade, Bain’s biggest transaction at the time, shows how Bain managed its investments, structuring deals so it would be hard for Mr. Romney and his partners not to come out ahead.

Bain and a small group of investors bought Dade in 1994 with mostly borrowed money, limiting their risk. They extracted cash from the company at almost every turn — paying themselves nearly $100 million in fees, first for buying the company and then for helping to run it. Later, just after Mr. Romney stepped down from his role, Bain took $242 million out of the business in a transaction that, according to bankruptcy documents and several former Dade officials, weakened the company.

Even some people who benefited from that payday and found it reasonable at the time now question it. “You would have to say, looking back, that it was too large, because it pushed us into bankruptcy,” said Robert W. Brightfelt, a former Dade president who collected more than $1 million.

Bain Capital declined to comment specifically on the Dade acquisition, but cited a long history of improving companies’ performance in both “good and challenging economic conditions.” A campaign spokeswoman, Andrea Saul, defended Mr. Romney’s tenure at Bain, saying that “while not every business was successful, the firm had an excellent overall track record and created jobs with well-known companies.”

In recent years, Mr. Romney has acknowledged having second thoughts about some of the deals he drove, saying his post-Bain career in government had sensitized him to the consequences of his decisions as a businessman.

But Romney the candidate can still frequently sound like Romney the C.E.O. On the campaign trail, he has taken a tough-love approach to the economy, suggesting that the best remedy for the housing market is to allow foreclosures to “hit the bottom”; railing against wasteful spending by the government-backed solar company Solyndra; and arguing that companies with poor strategies, like General Motors, should be allowed to go bankrupt, without a federal bailout.

It was the same approach he took with Bain, as he explained in an interview with The New York Times in 2007, when asked about layoffs at the companies he bought.

“Sometimes the medicine is a little bitter,” he said, “but it is necessary to save the life of the patient.”

Quick Riches

In the early 1990s, as the American economy rebounded from a recession, the biggest names in the buyout business hungrily eyed Dade, then a little-known maker of medical technology based inDeerfield,Ill.

It was ripe for a takeover. Its main product, copy-machine-size units that ran blood tests in hospitals, laboratories and doctors’ offices, was widely used but rife with problems. Dade’s owner, the giant health care company Baxter International, was ready to dump its aging diagnostic division.

Bain impressed Baxter’s management with its vision for how to fix the ailing business. Mr. Romney, who began Bain Capital in 1983, prided himself on turning around companies like Dade — not just polishing them for sale, as their quick-buck Wall Street colleagues did.

It was theBain Way, reflecting the firm’s roots as a spinoff of the venerable consulting firm where Mr. Romney had been a star performer, Bain & Company. At age 36, Mr. Romney was asked by the founder, William W. Bain Jr., to jump into the relatively new, risky and extraordinarily profitable business of private equity.

The idea was tantalizing: raise money from a pool of investors, like wealthy families and public pensions; buy a struggling company using a small amount of cash and a lot of financed debt; improve its operations; and then sell it for a profit.

By marrying traditional financial engineering with management consulting, Bain Capital produced much higher returns than its rivals.

“They were unusual in doing that in the ’80s,” said  Steven N. Kaplan, a professor of finance at theUniversityofChicago, who has studied the private equity business. “Romney figured it out, and everyone else copied it.”

Bain Capital was a partnership, but there was no question who was in charge: as the owner of all the voting stock, Mr. Romney controlled the profits and the power.

He did not act like a big shot — he bypassed his secretary to make photocopies himself and left the building to buy himself lunch. But his values prevailed: he insisted on cheap, spartan office decorations (the original desks contained no wood) and introduced fines for executives who arrived late to meetings (when he once had to pay a $20 penalty, he looked physically pained, a co-worker recalled).

Colleagues remember him as a heavily perspiring, deeply anxious presence for much of the first year, constantly worried that he might tarnish the good name of Bain & Company by fumbling at Bain Capital.

“There was enormous pressure on Mitt not to have any bad investments,” recalled Geoffrey S. Rehnert, an early managing director at Bain Capital. The message from Bain & Company was “don’t do anything that embarrasses us.”

Mr. Romney did not. In just a few years, Bain Capital made eye-popping sums of money in deal after deal — “the golden goose” that was laying “golden eggs,” as he would later call it.

Mr. Romney nurtured startups like the fledgling office supply chain Staples, at times over the objections of skeptical Bain partners. Its 1986 investment of about $2 million netted Bain Capital $13 million.

Some of the first buyouts were even more lucrative. Bain Capital earned $34 million, 34 times its 1986 investment, in Calumet Coach, a manufacturer of medical equipment, for example. It made $55 million, 16 times its 1990 investment, in the Gartner Group, a technology research firm, according to documents sent to potential investors.

Young executives became wealthy overnight. “It was a heady experience,” Mr. Rehnert remembered. “It was life altering, because we could pay down mortgages or buy bigger houses or new cars at a stage in life when those were big luxuries, ahead of our peers.”

As Bain Capital expanded, Mr. Romney cut back his travel to the headquarters of companies, assigning to lower-level executives the task of scouring balance sheets and interviewing managers. But he reviewed the numbers and signed off on major acquisitions, like the Dade purchase.

“He certainly approved the deal, understood it, had presentations made to him regarding it,” recalled Scott Garrett, Dade’s chief executive at the time. “He became quite knowledgeable about the business.”

In the waning days of 1994, a small group of investors led by Bain Capital, including Goldman Sachs, paid $450 million for Dade. Bain invested about $30 million.

Dade employees could always tell when Bain Capital executives were in town: their bosses worked longer hours.

“The thing Bain brought was urgency,” Mr. Brightfelt said. “It was 24 hours a day. It never stopped.”

At Dade’s headquarters, the men from Bain — young, nattily dressed Bostonians — exerted themselves in ways big and small as the new owners. They took a majority of seats on the board of directors. They interviewed candidates for high-level jobs. They negotiated crucial contracts with suppliers. And they requested reams of data.

In 1995, Bain officials debated whether Dade should buy a competitor, a diagnostics division of DuPont Medical Products that owned technology vital to Dade’s future. Some Bain executives advocated quickly selling off Dade for a tidy profit. Others counseled patience, arguing that Bain could collect even more by investing in the company for a few years.

Mr. Romney, in Bain’s boardroom inBoston, listened intently to both sides and rendered a verdict: Dade should acquire the DuPont unit. Mr. Romney “wanted to double down on Dade,” Mr. Garrett recalled.

In back-to-back acquisitions, Dade bought the DuPont diagnostics division in 1996 and a German medical testing company, Behring, in 1997, whose products replaced or improved upon Dade’s.

Renamed Dade Behring, it became an industry leader, just as Bain Capital had intended. With its overseas acquisition, the company’s labor force swelled to 7,400 workers.

The business invested in and refined products, like a test that rapidly detects whether a heart attack has occurred, that became widely used. From 1995 to 1998, Dade’s annual sales rose to $1.3 billion from $614 million. Its assets grew to $1.5 billion from $551 million. But another number was climbing just as fast — Dade’s long-term liabilities, which surged to $816 million from $298 million.

Layoffs and Cutbacks

Cost-cutting became a mantra inside the company. After his employer, DuPont, was bought by Dade, William T. Mowrey, a field engineer, said his generous pension plan was replaced by a 401(k); his salary was cut by $1 an hour, costing him $2,000 a year in income. When he filed for overtime, he said, his new bosses refused to pay it. “They were just trying to milk as much out of us as they could,” he said.

Mr. Mowrey, now 54, quit. Many workers, like Mr. Shoemaker, the Dade employee in Westwood, and his wife, a temporary employee at the same plant, did not leave on their own terms. When they lost their jobs in 1997, they had to abandon plans to buy their first home together. “It created a lot of stress,” said Mr. Shoemaker, 59, who had earned more than $80,000 a year.

For some, the emotional effects of the layoffs outweighed the financial repercussions. Soon after Dade bought the DuPont unit, it closed a plant inPuerto Rico; all but a few of its nearly 300 workers were laid off.

Arsenio Muñiz Rosado, a 51-year-old father who had spent 23 years at the plant, starting out as a groundskeeper, sank into a debilitating depression. Still jobless six months after he was let go, he tried to commit suicide with a bottle full of Xanax pills. It was the first of several attempts.

For all intents and purposes, he said of the plant, “I died in there.”

Cindy Hewitt, a human resources manager, had been instructed to persuade about a dozen of Mr. Rosado’s co-workers to move toMiami, where Dade had another plant.

Not long after the workers arrived, the company said it would close that factory, too. Ms. Hewitt tried to help several workers return toPuerto Rico, but she said Dade insisted that they first repay thousands of dollars of moving costs. “They were treated horribly,” she said. “There was absolutely no concern for the employees. It was truly and completely profit-focused.”

Ms. Hewitt said she was so disillusioned by the experience that she left the corporate world.

Executives involved in the decisions said that to make Dade a success, they had combined companies in need of overhaul. And the mergers created redundant work forces that had to be winnowed.

“It’s not done because they love cutting jobs,” said Mark Wolsey-Paige, a former senior vice president at Dade. “It ultimately made those companies stronger.”

He added: “Something even worse would have happened if they had remained as they were before Bain bought them. It would have been a steady stream of cuts and layoffs.”

Tipping Into Bankruptcy

By 1998, Mr. Romney and his restless colleagues at Bain began looking for a way to cash out of the firm’s investment in Dade.

A hefty offer arrived. Kohlberg Kravis Roberts & Company, a rival buyout firm, proposed buying Dade Behring for $1.9 billion, according to documents filed in the bankruptcy case. But Bain executives rejected it, disappointed by the price, the documents indicate.

Bain settled on a common tactic in private equity: In April 1999, it pushed Dade to borrow hundreds of millions of dollars to buy half of Bain’s shares in the company — and half of those of its investment partners.

Bain pocketed the $242 million. Goldman received $121 million. Top Dade executives got $55 million, records show. The total payout to shareholders reached $420 million — nearly as much as the purchase price for Dade.

The money was hard to resist, acknowledged Mr. Brightfelt, the former Dade president. “We were all glad to get some cash out,” he said, “and we thought we deserved it.”

A few months before the payout, in February 1999, Mr. Romney retired from Bain Capital to oversee the Olympic Games inSalt Lake City. He nevertheless benefited from the transaction, a financial disclosure form indicates. It shows that until at least 2001, he owned 16.5 percent of the Bain Capital partnership responsible for the Dade investment.

Even as the investors prospered, Dade cut 367 more jobs in 1999, documents filed with the Securities and Exchange Commission show.

The strategy of sharply increasing Dade’s debt alarmed several executives. Mr. Garrett, the former chief executive of Dade who stood to gain from the transaction, said he had argued unsuccessfully against it.

“It was too aggressive,” Mr. Garrett said. “It was done right up to the limit of what the company could borrow.”

With the amount of money that Dade owed to creditors and vendors at nearly $2 billion, some executives worried that the company would have little maneuvering room if its financial situation suddenly deteriorated.

Soon enough, it did. Interest rates rose, increasing Dade’s debt payments. The value of the euro, then a new currency, slid, reducing Dade’s European revenue. And a new distribution center had unexpected delays.

Creditors, unsettled by deteriorating finances and high debts, began to pounce. More layoffs followed. And in August of 2002, Dade filed for bankruptcy protection.

The creditors threatened litigation against Bain and its investment partners, accusing them of “professional negligence” and “unjust enrichment,” according to bankruptcy documents. Bain and the other investors argued that the claims were baseless, but agreed to forgo about $68 million owed to them by Dade. And seven years after buying the company, Bain forfeited its remaining ownership stake.

Dade emerged from bankruptcy two months later and the stock soon began trading publicly.

Over the next four years, its revenues and share price surged, and in 2007, Siemens, the German conglomerate, paid $7 billion to buy Dade Behring. The Dade name disappeared, but the company survived.

Bain’s strategy, as painful as it was with plant closings and layoffs, had ultimately worked, executives said. The bankruptcy “does muddy the story,” said Mr. Wolsey-Paige, the former Dade executive. “Over all,” he said, “it was very positive.”

Kitty Bennett and Christopher Gregory contributed reporting.

 

 

USURPING LOVE FROM ITS CORE!

Posted in Uncategorized on November 13, 2011 by sheriffali

Circumstances chose my destiny

Usurping love from its core,

Replacing it with mutiny

Creating an endless war

 

Life has never been a game for me

At times I won and times I lost,

And the reality of life’s tragedy

With its painful human cost

 

Putting all I had on the line

Sacrificing time and time again,

I wonder if I was blind

From tears that fell like rain

 

God’s grace helped me to dream again

With the solace of a peaceful Dove,

While dancing in the snow and rain

Basking in my Father’s love!

 

© Sheriff G Ali 2011

MORTAL MAN!

Posted in Uncategorized on November 10, 2011 by sheriffali

Time has lapsed so fast

Reality I cannot grasp,

The lights are getting dim,

Tears are to the brim

My yesterdays are dead and gone

This aching heart is torn,

Remove it far from me,

From torment make me free

I know there is right and wrong

But I am weak and not so strong,

I’m just a mortal man

Trying hard to understand,

If I could rewrite my story

You would always be my glory,

And since life is not so strange,

There is little I would change!

© Sheriff G Ali – 2011

God: He is the great Creator of all things, doth uphold, direct, dispose, and govern all creatures, actions, and things from the greatest even to the least, by His most wise and holy providence, according to His infallible foreknowledge, and the free and immutable counsel of His own will.

 

Dr. Ron Paul is filling out the paperwork as they haul Rick Perry away. Dr. Paul is ruling it Political Suicide!

Posted in Uncategorized on November 10, 2011 by sheriffali

Rick Perry wants to eliminate three Government Agencies! Problem is, Rick can’t name the agencies, he doesn’t know. His colleagues on stage with him try to help him out, but his Political last rites are being read to him as Dr. Ron Paul takes over!

 

“Commerce, Education and the – what’s the third one there? Let’s see,” the Texas Governor said during a debate Wednesday night, November 9, 2011. Perry’s rivals tried to help him out and suggested the Environmental Protection Agency.”

 

“EPA, there you go,” Perry said taking their word for it. But that wasn’t it. And when pressed Perry drew another blank. Moderator John Harwood, one of CNBC’s debate host asked, “You can’t name the third one?”

 

“The third agency of the Government I would do away with – the Education, the Commerce. And let’s see. I can’t. The third one, I can’t,” Perry said. “Oops.” Later in the debate Perry said he meant the Energy Department.

 

The immediate fallout was brutal beginning on Twitter as business legend and former General Electric CEO Jack Welch tweeted; “Perry’s response will be on highlight reels for years to come.”

 

Another tweet from Tim Albrecht spokesman for Iowa Governor Terry Branstad read; “Rick Perry just lost the debate and the entire election. You only had to name three.”

 

A statement by former President Gerald Ford in a 1976 Presidential debate is among the most memorable. Ford famously baffled audiences when he said, “There is no Soviet domination ofEastern Europe.” Later pressed by the moderator, he refused to back down. That moment haunted the rest of his campaign and he lost to Jimmy Carter.

 

My extraordinary dilemma is; “how can the Republicans tolerate their present list of Presidential Candidates?

 

Rick Perry apart from failing every debate thus far, he is on You Tube making a complete fool of himself which begs the question, was he drunk or high on pain killers?

 

Michele Bachmann is such a quack she makes Sarah Palin looks like Maria from the Sound of Music!

 

And let us not forget the wonders of wonders, Herman Cain who during an Interview on PBS said; “I hearChinais trying to develop Nuclear Weapons!” Herman Cain who wants to be President should know thatChinahas had Nuclear Weapons since 1964.

 

Thus it begs the question as to why these so called – Candidates – and the people that support them could even contemplate any of them becoming President of theUnited States.

 

And let us not forget the Chameleon of Chameleons – Brother Mitt Romney! Romney has changed more positions than a hooker in a dark back ally. This statement may seem offensive to some, but the actual truth is, Mitt Romney has and continues to be Pimped by every single Political Wind, and I am not speaking of the Zephyr!

 

http://sheriffali.blogspot.com/2011/11/dr-ron-paul-is-filling-out-paperwork-as.html

 

Beyond this world of wrath and tears….

Posted in Uncategorized on November 8, 2011 by sheriffali

In the clutch of pains that follow me

From my head down to my sole,

I wonder what life holds’ for me?

In the darkness of my world

 

Despite the pangs I would not complain

Even when I pine,

And though at times I feel disdain

I know, I am wholly Thine

 

Beyond this world of wrath and tears

Looms, but the Heavens’ above,

With freedom from pains or fears

And the bounty of my Father’s love

 

So, in the midst of my circumstance

In this blessed evening shade,

I’ll live by faith and not by chance

Strong in heart and unafraid!

 

© Sheriff G Ali – May 9, 2011

Today, November 6, 2011 is fifteen years since I fell into a COMA and subsequently woke up to tell about it!

Posted in Uncategorized on November 6, 2011 by sheriffali

On November 6, 1996 I fell into a diabetic coma. At the time I fell into the coma I became totally incapacitated. I was placed in the “Emergency Section” of the hospital and this is what transpired.

 

With my body laying on the bed, hooked up to all of the machines, I felt my body jolting and what came next, was me standing at the side of the bed looking at my physical body laying on the bed with the penetrating view of the white sheet drawn all the way up to my neck. It was from that moment that the events that followed next you would find it hard to believe, but for me it is not about who believes or don’t believe, the fact remains is that I do believe and now fifteen years to the date, I have never stopped believing.

 

Open the link below, it may possibly change your own life for the better!

 

 

http://sheriff-g-ali.com/writings/writingspiritualcat-whatisaw.html

 

Life is not a problem to be solved but a mystery to be lived!

Posted in Uncategorized on November 6, 2011 by sheriffali

“Each and every one of us has a train of thought on which we ride when we are alone. The dignity and nobility of our lives, as well as our happiness, depend upon the direction which that train is going, the baggage it carries, and the scenery through which it travels.

 

I thank God for my happy dreams, as I do for my good rest; for there is a satisfaction in them unto reasonable desires, and such as can be content with a fit of happiness; and surely it is not a melancholy conceit to think we are all asleep in this world, and that the conceits of this life are as mere dreams to those of the next. [I never go to sleep] without my prayers, and a half adieu unto the world, and take my farewell in a colloquy with God.”