Scott VS. Sony VR
The general claims chart exemplified below is one of many claims charts on multiple intellectual property assets invented by Scott. In addition to other proofs of ‘first-to-invent’ status, signed NDA’s, leaked competitor emails, internal competitor documents, federal file wrappers, news videos, whistle-blower testimony, court records and voluminous other evidence exists to support the veracity of the assertions over IP rights.
Before anyone at Sony had designed, engineered, or patent filed certain hardware and software, Scott had already, designed, engineered, built, patent-filed, marketed, and offered for-sale-in-the-market, certain hardware and software products. Sony came to Scott to look at his technology. At one point Sony invited Scott to a global in-person Sony Board Meeting, at the Sony HQ in Los Angeles. Every major Sony executive in Media, Entertainment and Media Technologies, from Sony was there. Scott presented his VR, Video and Media hardware and software. Within a few years, Sony had copied and stolen every bit of it. In the Korean Hack (Thanks Kim Jong…) of Sony and Sony’s executives, all of the dirty and illicit deeds that Scott said that Sony was engaged in, were proven to be totally true! Since Sony refuses to pay Scott for his work and IP, Scott helps every federal law enforcement and regulatory agency stay focused on putting Sony out of business…
Sony Patent Applications based on our teachings and associated with patent office records in which Sony mentions us by name.
1 20060053066 Online digital video signal transfer apparatus and method
2 20020154157 Website system and process for selection and delivery of electronic information on a network
3 20020073033 Online digital video signal transfer apparatus and method
4 20020069420 System and process for delivery of content over a network
5 20020049679 Secure digital content licensing system and method
6 20020032905 Online digital video signal transfer apparatus and method
On this page we take a look at Scott’s patents VS. Sony VR:
Scott’s investigators have the DNA proof on busness cards and documents, document leaks from the Korean hack and recordings of the meetings with the following Sony staff and others:
In 1989 Sony sent executives to see Scott about his VR technologies. Later, Sony just copied everything they had learned from Scott. The United States Federal patent records, and Sony’s own Korean hacked emails and records show that Sony got their core VR scheme from Scott!
SONY PICTURES WORK, RIP-OFF AND HACK CASE TIMELINE
* 1978 – Sony contacts Scott about Scott’s VR systems he was selling
* January 7, 1999 – NDA Executed with Sony Pictures
* January 12, 1999 – NDA executed with Sony Electronics Inc.
* January 1999 – One of multiple NDA’s were signed with SONY prior to the main Sony Board meeting where Scott presented internet video as sole speaker
* In January 1999 – TSBN was asked present to one of the largest corporate meetings Sony had ever called. VP’s were walking in and shaking each others hands and commenting: “oh, I’ve read about you in Variety”” Ira Rubenstein said that they ” had never had so many VP’s and department heads from so many contintents in one room..”. Attendees included but were not limited to most of the top level executives from Sony U.S. and Sony Japan. At this meeting TSBN demonstrated hardware, IP set-up box, portable PDA, software and architecture, under NDA, for an entire VOD internet, cable and satellite IP based digital media technology, all of which Sony is using today. In the building we met Mark Gray, one of the names on the patent and a future advocate of the “Passage”” product from Sony:
Mark C. Gray – Chairman, President & Chief Executive Officer – Kasenna, Inc. Mr. Gray joined Kasenna after a successful tenure with Pluto Technologies, a manufacturer of standard and high definition digital video server products, where he was founder, Chairman, and CEO. He served in this capacity until September 2000 when the company was acquired by Avid Technology, Inc. Prior to that, he served as Chairman, President, and CEO of Chyron Corporation, a publicly traded corporation listed on the New York Stock Exchange. From August 1989 through June 1993, Mr. Gray held several senior executive positions at Sony Corporation of America, starting as President of the Computer Peripherals Systems Company. In April 1990, he became President of Sony Communications Products Company, which included Sony Broadcast and Sony Pro-Products divisions. At the time of his departure from Sony, he served as Executive Vice President and General Manager of the Business and Professional Group, which included all Sony professional electronics companies. From 1986 through 1989, Mr. Gray was Executive Vice President and Chief Operating Officer of Pinnacle Systems Inc., which subsequently made a successful public offering. Prior to 1986, he was General Manager of the Studio Products Division of Ampex Corporation having spent previous years with the Harris Corporation and Tektronix, Inc. His career in broadcast electronics followed a successful career in television production and he was responsible for many programs that won numerous awards and honors including three Emmys. Mr. Gray holds a Bachelor of Science Degree in Electrical Engineering from theUniversity of Tennessee, a Master of Arts Degree in Communication from St. Louis University,
and is a graduate of the School of Executive Development of the Babson College graduate school of business.
* In January of 1999 – TSBN was asked by Sony to present at The Sony Technology Building, In attendance were Sony’s top technology heads, who admitted they had not figured out how to do a video-on-demand web service.
* March 10, 1999 – At the main Hollywood event that year, Ira Rubenstein as VP Sony made the following statement in front of a live audience and live cameras: “The future of the movies is on the internet and it will be brought to you by Sony Pictures and TSBN who is standing in the back of the room””
* March 22, 1999 – Sony sends agreement to have us test one of their feature films with our technology.
* April 15, 1999 – TSBN receives the following threat letter from the Senior Sony attorney who was present at the core presentation TSBN did. The attorney has not realized that it was Ira Rubenstein, their own leader, who had blown the information in public at the Variety show above. Sony actually breached their NDA by making these statements in public. He responded demanding to know who said it from his company. Ira Rubenstein begged us not to say he said it. Ira said he was our “insider” and our “Buddy” and he would protect us if we protected him!!!!!!!!
* Feb. 16, 2000 – Ira Rubenstein, The Supposed “INVENTOR” on Sony’s patent sends another email advising that he is incapable of using computers. One must ask, If Ira is so technologically challenged, how could he have invented one of the leading internet technologies?
* June 21, 2000 – Sony’s Larry Hess sends us a letter notifying his departure, He has kept in touch with us in at least two phone calls to advise that we should “watch our ass.. Sony is not respectable in these matters””
* July 25, 2000 – Takashi contacts TSBN to discuss the media device we presented at the January meeting. As we now know, Sony’s PSP is all about VOD on a handheld:
* Nov. 9, 2000 – Sony Music VC group asks Scott to visit their SF offices to “tell them some of his ideas..”
* Dec. 28, 2000 – Sony VC group discuss investing, asks us for technology update.
* Also in December of 2000 Sony tests a set-top box in a highly secret test with over 2000 consumers in CableVisions Systems New York Market. Larry Hess advises that the box is the same or identical to that we showed.
* Aug. 17, 2001 – Afterdawn.com reports that it was Sony who developed all of the technology for MovieFly/MovieLink
* January 2002 – Sony sells the core VOD technology solution to In-Demand to be used for their VOD system
* Feb. 11, 2002 – Sony Pictures Launches New Online Promotions Unit Culver City, Calif. — Sony Pictures Digital Entertainment on Monday announced the launch of a new unit, Sony Pictures Integrated Network(SPIN), which w ill develop promotions for the company’s film, televisionand home entertainment properties. The new unit will also oversee the development and operation of all of Sony Pictures Entertainment’s Previously, Rubenstein directed the development of Sony’s Moviefly (now known as Movielink) video-on-demand joint venture, and was vice president of marketing for Columbia TriStar Interactive.
* March 1, 2003 – Cable & Satellite International publishes article on Sony “Passage”” product. “Rite of Passage: Sony Lays Down Cable’s Future” – “Question: When is MPEG not MPEG? Answer: When it is an encryption technology and not just a compression tool.
This distinction is at the heart of Sony’s new Passage cable network system. Some are calling this the “Holy Grail” of the cable world.a pretty strong characterization, but one that may well be true. By leveraging MPEG not just for compression but also for encryption, Sony aims to revolutionize the cable industry, something that is desperately needed.Passage will allow cable operators to offer new services, including video-on-demand (VOD), without having to do a “fork-lift” upgrade of their systems. Rather, Passage works right alongside their existing cable network protocols to offer new services while still delivering the same services to existing set-top boxes (STBs). In the past, all cable networks were essentially one of two proprietary systems.Motorola or Scientific Atlanta. Unfortunately, those companies weren’t opening up to new and alternative services fast enough, nor were prices dropping without competition. For example, although TiVo-style PVRs have been around for several years and available from the satellite companies for even longer, cable only this year got a PVR for its networks, and even that was rather plain-Jane. The cable industry tried to respond with their OpenCable initiative, but this was a “vanilla” offering based in part on a combination of these two proprietary solutions with some badly needed enhancements…”
* Nov. 11, 2004 – Sony generates revenue selling VOD technology via MovieCo in Europe, of which it is a co-owner
* Aug. 26, 2005 -Sony Provides VOD technology and content to ntl’s European VOD effort. Sony is generating revenue from VOD
* April 4, 2006 – Press reports that Sony has been selling a movie on demand service to corporations for at least years with the brand name of : “Passage””. Sony is generating revenue from VOD.
* April 4, 2006 – Patent # 7,024,466 is issued to Sony via its owned entity MovieLink, with the inventors listed as: Outten; Todd Avery (Los Angeles, CA); Spaulding; Bryan Gentry (San Francisco, CA); Sherr; Scott Jeffrey (Brentwood, CA); Rubenstein; Ira Steven (Los Angeles, CA); Landau; Yair (Pacific Palisades, CA); Chey; Douglas Daiseung (Santa Monica, CA); Arrieta; Michael R. (Rolling Hills Estates, CA); Mandyam; Harish (Playa del Rey, CA); Rodriguez; Thomas M. (Culver City, CA).. almost all of whom were either in the TSBN presentation in January 1999 or had staff in the room. The patent was filed April 6, 2001 using technology and teachings Scott provided to Sony under NDA!
* April 24, 2006 – Sony Corporation and bitWallet, Inc. show an IP set top box identical to that shown by TSBN in 1999 meeting.
* Jan. 1, 2007 – As of this date, in the entire patent file wrapper for Sony Pictures patent the ONLY third party name mentioned and acknowledged as a source of information, in the fderal government file dockets, is Scott Redmond and TSBN.
* July 15, 2008 – Sony announces PS3 movie download service – Company also reveals 80-gigabyte PS3 model for $399 – MSNBC News Services – updated 2:57 p.m. PT, Tues., July. 15, 2008 – LOS ANGELES – Sony is raising the curtain on a PlayStation 3 movie download service. ” The company announced at the E3 Business and Media Summit it will launch a downloadable movie service Tuesday featuring films from such studios as Disney, Fox and Warner Bros. The standard and high definition videos can be downloaded to the console and transferred to a PlayStation Portable. Rentals will cost $2.99 to $5.99. Purchases will cost $9.99 to $14.99.
Sony also announced it will sell an 80-gigabyte PS3 model for $399 beginning in September. Among the new games revealed were “God of War III” and “Massive Action Game,” which will allow up to 256 players to battle online. Sony said on Tuesday that it was “well on its way” to meeting its goal of selling 10 million PlayStation 3 units worldwide in its current fiscal year ending March. Sony Computer Entertainment America President Jack Tretton said it was also on target to meet its goal of selling 15 million units of its handheld PSP in Sony’s business year ending March 31, 2009.”
* This is a global, full retail VOD system using every component revealed to Sony by TSBN. SONY VUE was what Scott had designed for SONY that HE NEVER GOT PAID FOR!
* January 7, 2008 – Digital Hollywood Events at CES, Monday, January 7th, 1:30 PM – 2:30 PM, Session B – DH3 – Digital Hollywood –
Ira Rubenstein Spoke at This event – Ira Rubenstein, Executive Vice President, Sony Pictures Digital: Ira Rubenstein has built a career on identifying and implementing new marketing and distribution tactics for entertainment properties through interactive, online and mobile initiatives. As executive vice president of Sony Pictures Digital, Rubenstein is responsible for overseeing the division’s production efforts to extend Sony Pictures properties into the digital marketplace through SonyPictures.com, mobile games and personalization products, casual games, and innovative strategic partnerships. Rubenstein manages the digital growth of the studio’s most important brands including Wheel of Fortune and Jeopardy! as these and other properties have progressed through various platforms including broadband, interactive television, mobile, and emerging platforms such as the PSP and PS3. Most recently, Rubenstein’s team launched a full suite of digital products on behalf of two of Columbia Pictures’ most highly anticipated films – THE DA VINCI CODE and CASINO ROYALE. In addition, Rubenstein oversees production for all Sony Pictures properties breaking into the growing mobile marketplace. His team has developed an array of successful mobile entertainment offerings such as the award-winning games Ratchet and Clank: Going Mobile and Spider-Man 2: The Hero Returns, retro titles such as Elevator Action and Q*Bert and personalization products for “The Boondocks.” Under Rubenstein’s leadership, SonyPictures.com generates online awareness for the studio’s film, television, and home entertainment properties by driving traffic with partnership marketing, media buys, community building, e-commerce, auctions, games and original content. Prior to his role as executive vice president, Rubenstein was senior vice president and directed the division’s brand integration and sponsorship strategies and was also responsible for the production and creative direction for SonyPictures.com.Beginning in 2000, Rubenstein oversaw the establishment of Sony Pictures Digital Entertainment’s on-demand movie initiative to offer theatrically released motion pictures via digital delivery for broadband Internet users. From concept to working technical trials, Rubenstein directed the project (developed under the name Moviefly), which ultimately became Movielink, a groundbreaking partnership among five studios. More recently, Rubenstein helped to develop Sony Pictures Digital’s “Movies on Memory Cards” initiative in Europe. Several films, including SPIDER-MANTM 2, MONTY PYTHON AND THE HOLY GRAIL, HITCH, GHOSTBUSTERS, CHARLIE’S ANGELS: FULL THROTTLE and STUART LITTLE are now available on memory cards to view on mobile phones. Before the establishment of Sony Pictures Digital Entertainment, Rubenstein was vice president, marketing, Columbia TriStar Interactive. In this role, he managed the strategic implementation of media planning, promotional and creative advertising campaigns for more than 100 film sites including STUART LITTLE, MEN IN BLACK, AIR FORCE ONE, AS GOOD AS IT GETS and THE MASK OF ZORRO. Recognition for his work includes Webby Awards, Mobie awards, a Gold Clio and The Hollywood Reporter Key Art award. Before joining Columbia TriStar Interactive, Rubenstein served as manager of media research and interactive marketing for Twentieth Century Fox. Rubenstein was recently included on the highly regarded “Digital 50” list, a distinction given to fifty new media innovators by The Producers Guild of America’s New Media Council and The Hollywood Reporter. He is a graduate of the Peter Stark Producing Program at USC.
* April 25, 2008 : Marvel Comics hires former Sony exec as digital media VP. Marvel Comics has announced the hiring of Ira Rubenstein, a 12-year vet of Sony Pictures where he oversaw digital distribution, casual and mobile games including properties such as Jeopardy! and Wheel of Fortune, as well as mobile titles like Spider-Man 2: The Hero Returns and Ratchet and Clank: Going Mobile. His new role will be much the same as the executive vice president of Global Digital Media at Marvel, where he’ll handle digital distribution of content across across all platforms, as well as lead Marvel’s charge into mobile and casual games — meaning we’ll know where to place the blame when someday we’re coordinating the drapes in Stark Tower from our mobile phones.
* Aug. 22, 2008 – Reported as speaker Bio – Ira Rubenstein – EVP, Global Digital Media Group – Marvel Entertainment, Inc. – Ira Rubenstein has built a career on identifying and implementing new marketing and distribution opportunities for entertainment across a wide array of platforms. In his role at Marvel Rubenstein is responsible for the company’s Global digital strategy and implementation for all of Marvel’s properties across digital and games channels. Prior to Marvel, Rubenstein spent 12 years with Sony, most recently as executive vice president of Sony Pictures Digital where he was responsible for overseeing the division’s production efforts to extend Sony Pictures properties into the digital marketplace through SonyPictures.com, mobile games and personalization products, casual games, and innovative strategic partnerships. Rubenstein managed the digital growth of the studio’s most important brands including Wheel of Fortune and Jeopardy! – leading the expansion of these properties into broadband, interactive television, mobile, and the PSP and PS3 platforms. In addition, Rubenstein oversaw production for all Sony Pictures properties breaking into the growing mobile marketplace, developing an array of successful mobile entertainment offerings including the award-winning Spider-Man 2: The Hero Returns and Ratchet and Clank: Going Mobile, as well as the first Movies for Mobile Phones on Memory Cards. Also during his tenure at Sony, Rubenstein oversaw the establishment of Sony Pictures Digital Entertainment’s on-demand movie initiative, Movielink, to offer theatrically released motion pictures via digital delivery for broadband Internet users. Before the establishment of Sony Pictures Digital Entertainment, Rubenstein was vice president, marketing, Columbia TriStar Interactive. In this role, he managed the strategic implementation of media planning, promotional and creative advertising campaigns for more than 100 film sites. Before joining Columbia TriStar Interactive, Rubenstein worked in film research and new media for Twentieth Century Fox. Rubenstein was recently included on the highly regarded “Digital 50” list, a distinction given to fifty new media innovators by The Producers Guild of America’s New Media Council. Recognition for his work also includes Webby Awards, a Mobie award for games, a Gold Clio and several Key Art Awards. ubenstein holds a B.A. in Management Science from UC San Diego and is a graduate of the Peter Stark Producing Program at USC.
* On November 24, 2014, a hacker group identifying itself as “Guardians of Peace” leaked a release of confidential data from the film studio Sony Pictures. The data included personal information about Sony Pictures employees and their families, emails between employees, information about executive salaries at the company, copies of then-unreleased Sony films, plans for future Sony films, scripts for certain films, and other information. The perpetrators then employed a variant of the Shamoon wiper malware to erase Sony’s computer infrastructure.. The dumped data proves that Sony was a lying pack of theiving scumbags. The entire file set is still held, by multiple third parties, from mobsters to government agencies; and could pop-up, when needed, in any big trial or 60 Minutes-type investigation.
The following Patent Claims Chart chart compares certain claims of Scott’s issued patent to Sony’s:
Scott’s Patent: Claim 1
[1.1] A system for providing load balanced, secure media content delivery in a distributed computing environment, the system comprising:
Sony Playstation Network, game distribution network, VR network, Commercial services network and VUE media network use BitTorrent services as well as Sony in-house peer-to-peer systemology (and associated products) which provides a system for load balanced, secure media content delivery in a distributed computing environment:
[1.2] A centralized control center that segments and encrypts media content into a set of individual encrypted segments, a plurality of the segments being a portion of or an entirety of a media content size,
the centralized control center including an encryption module stored in memory and executable by a processor to encrypt each individual segment to a unique encryption key;
General Summary of the Satisfaction of Claim Element: Content delivery network servers (such as media servers) and end-user computers (“peers”) in the peer-to-peer network are configured to act as one or more media file databases.1
[1.3] a plurality of intermediate control nodes that stage the set of individual encrypted segments
a plurality of intermediate servers that mirror individual encrypted segments from the staged set;
Sony provides a plurality of intermediate control nodes that stage the set of individual encrypted segments
[1.4] at least one client that:
Sony includes at least one client in a peer-to-peer network (see [1.1] above).
[1.5] sends requests for the media content to the centralized control center,
Sony products send a request for the media content to the centralized control center.
[1.6] receives the set of individual encrypted segments from one of an intermediate control node and an intermediate server optimally sited from a requesting client, and reassembles the set of individual encrypted segments into the media contents for media playback, and includes:
Sony receives the set of individual encrypted segments from one of an intermediate control node and an intermediate server optimally sited from a requesting client, and reassembles the set of individual encrypted segments into the media contents for media playback.
[1.7] a broadcasting module stored in memory and executable to broadcast a pulse prior to receiving individually encrypted segments and,
Sony provides a broadcasting module stored in memory and executable to broadcast a pulse prior to receiving individually encrypted segments.
Also see [1.5] above.
[1.8] a request processing module stored in memory and executable to select the optimally sited one of intermediate control node and intermediate server based on responses to the pulse for subsequent receipt of the set of individual encrypted segments; and
Sony Servers and PlayStation make use of intermediate control node and intermediate server based on responses to the pulse for subsequent receipt of the set of individual encrypted segments.
[1.9] a mirror module stored in memory and executable to mirror individual encrypted segments from a staged complete set to a plurality of peer clients, wherein the request processing module receives the set of individual encrypted segments from one of the intermediate control node, the intermediate server and the plurality of peer clients optimally sited from the requesting client.
Sony Servers mirror in this manner when distributing media via peer-to-peer architecture
Scott’s Patent : Claim 2
The system of claim 1, further comprising:
a request queue stored in memory and executable to queue requests from a plurality of clients on at least one of a single intermediate control node and intermediate server; and
a multicasting module stored in memory and executable on at least one of the single intermediate control node and intermediate server and that multicasts the set of individual encrypted segments to the plurality of clients.
See Claim 1.
General Summary of the atisfaction of Claim Element: Sony uses “torrent” files, which includes metadata about the files. These “torrent” files are treated as a number of identically sized pieces during distribution, wherein the metadata contained therein provides the necessary information to allow distribution to occur.
Scott’s Patent: Claim 3
The system of claim 1, further comprising a segmentation module stored in memory and executable to determine the media content size for each individual encrypted segment based on a running time of the media content.
See Claim 1.
General Summary of the Satisfaction of Claim Element: Content delivery network servers (such as media servers) and end-user computers (“peers”) in the peer-to-peer network are configured to act as one or more media file databases for the storage of media files.2
1 Sony does not provide publicly available information regarding whether the media files are compressed prior to storage; however, uncompressed video files would, in most instances, be highly inefficient and unlikely.
These are the steps that the The Public must demand in order to strengthen public integrity by eliminating corrupt financial conflicts in Congress. These “Big Tech Gorilla” abusers steal technology because they can steal technology. They buy politicians, lobbyists and shill reporters to help them get away with it.
Congress must be ordered, by the voters, to eliminate both the appearance and the potential for financial conflicts of interest. Americans must be confident that actions taken by public officials are intended to serve the public, and not those officials. These actions counter-act the corrupt actions taken by tech oligarchs officials in illicit coordination with U.S. Senators.
Small business has experienced all of the damages from each of the abuse-of-power issues listed below. Your public officials are being paid BRIBES through their family stock market holdings. We asked every office of Congress what the worst of the problems are and this is what they told us, below.
CUT THEM OFF – Demand that Congress make it a felony for any politician, judge or regulator to own stocks, or to let their family own stocks. If they want to get rich, they can go into another line of work.
If the public can get these laws made, it will end 90% of American corruption. Politicians won’t allow these laws to be made because it will cut off their corruption. Thus: You have to force the politicians to make these laws and leverage them with investigations and recall elections.
These are the actions needed to resolve this corruption:
- Ban individual stock ownership by Members of Congress, Cabinet Secretaries, senior congressional staff, federal judges, White House staff and other senior agency officials while in office. Prohibit all government officials from holding or trading stock where its value might be influenced by their agency, department, or actions.
- Apply conflict of interest laws to the President and Vice President through the Presidential Conflicts of Interest Act, which would require the President and the Vice President to place conflicted assets, including businesses, into a blind trust to be sold off
- Require senior Department of Energy government officials, employees, contractors and White House staff to divest from privately-owned assets that could present conflicts, including large companies like Tesla, Google, Facebook, Sony, Netflix, etc., and commercial real estate.
- Make it a felony to not respond to a filing by a citizen within 48 hours. Former White House and Energy Department staff use ‘stone-walling’ to intentionally delay responses for a decade, or more.
- Apply ethics rules to all government employees, including unpaid White House staff and advisors.
- Require most executive branch employees to recuse from all issues that might financially benefit themselves or a previous employer or client from the preceding 4 years.
- Create conflict-free investment opportunities for federal officials with new investment accounts managed by the Federal Retirement Thrift Investment Board and conflict-free mutual funds.
- Close and lock the Revolving Door between industry and government and stop tech companies from buying influence in the government or profiting off of the public service of any official.
- Lifetime ban on lobbying by Presidents, Vice Presidents, Members of Congress, federal judges, and Cabinet Secretaries; and, multi-year bans on all other federal employees from lobbying their former office, department, House of Congress, or agency after they leave government service until the end of the Administration, but at least for 2 years ( and at least 6 years for corporate lobbyists).
- Limit the ability of companies to buy influence through former government officials.
- Require income disclosures from former senior officials 4 years after federal employment.
- Prohibit companies from immediately hiring or paying any senior government official from an agency, department, or Congressional office recently lobbied by that company.
- Prohibit the world’s largest companies, banks, and monopolies (measured by annual revenue or market capitalization) from hiring or paying any former senior government official for 4 years after they leave government service.
- Limit the ability of companies to buy influence through current government employees.
- Prohibit current lobbyists from taking government jobs for 2 years after lobbying; 6 years for corporate lobbyists. Public, written waivers where such hiring is in the national interest are allowed for non-corporate lobbyists only.
- Prohibit corporate outlaws like Google, Tesla, Facebook, Linkedin, Netflix, Sony, etc., from working in government by banning the hiring of top corporate leaders whose companies were caught breaking federal law in the last 6 years.
- Prohibit contractor corruption by blocking federal contractor and licensee employees from working at the agency awarding the contract or license for 4 years.
- Ban “Golden Parachutes” that provide corporate bonuses to executives for federal service.
- Publicly expose all influence-peddling in Washington.
- Strengthen and expand the federal definition of a “lobbyist” to include all individuals paid to influence government.
- Create a new “corporate lobbyist” definition to identify individuals paid to influence government on behalf of for- profit entities and their front-groups.
- Radically expand disclosure of lobbyist activities and influence campaigns by requiring all lobbyists to disclose any specific bills, policies, and government actions they attempt to influence; any meetings with public officials; and any documents they provide to those officials.
- End Influence-Peddling by Foreign Actors such as that which occurred in the ENER1, Severstal, Solyndra and related scandals.
- Fire the Fed officials that own, trade and pump stocks using the Fed itself for profiteering.
- The most senior officials in the U.S. Government are the worshipers of Elon Musk, investor’s in Elon Musk’s companies and suppliers, deciders of the financing for Elon Musk, suppliers of staffing to Elon Musk, recipients of political campaign financing by Elon Musk and Musk’s covert Google And Facebook partnership, social friends of Elon Musk and the attackers of Elon Musk’s competitors. Make this a felony.
- Combat foreign influence in Washington by banning all foreign lobbying.
- End foreign lobbying by Americans by banning American lobbyists from accepting money from foreign governments, foreign individuals, and foreign companies to influence United States public policy.
- Prohibit current lobbyists from taking government jobs for 2 years after lobbying; 6 years for corporate lobbyists. Public, written waivers where such hiring is in the national interest are allowed for non-corporate lobbyists only.
- End Legalized Lobbyist Bribery and stop lobbyists from trading money for government favors.
- Ban direct political donations from lobbyists to candidates or Members of Congress.
- End lobbyist contingency fees that allow lobbyists to be paid for a guaranteed policy outcome.
- End lobbyist gifts to the executive and legislative branch officials they lobby.
- Strengthen Congressional independence from lobbyists and end Washington’s dependence on
lobbyists for “expertise” and information.
- Make congressional service sustainable by transitioning Congressional staff to competitive salaries that track other federal employees.
- Reinstate the nonpartisan Congressional Office of Technology Assessment to provide critical scientific and technological support to Members of Congress.
- Level the playing field between corporate lobbyists and government by taxing excessive lobbying beginning at $500,000 in annual lobbying expenditures, and use the proceeds to help finance Congressional mandated rule-making, fund the National Public Advocate, and finance Congressional support agencies.
- De-politicize the rulemaking process and increase transparency of industry efforts to influence federal agencies.
- Require individuals and corporations to disclose funding or editorial conflicts of interest in research submitted to agencies that is not publicly available in peer-reviewed publications.
- Prevent McKinsey-type sham research from undermining the public interest by requiring that studies that present conflicts of interest to undergo independent peer review to be considered in the rule-making process.
- Require agencies to justify withdrawn public interest rules via public, written explanations.
- Close loopholes exploited by powerful corporations like Google, Facebook, Tesla, Netflix, Sony, etc., to block public interest actions.
- Eliminate loopholes that allow corporations, like Tesla and Google, to tilt the rules in their favor and against the public interest.
- Restrict negotiated rule-making to stop industry from delaying or dominating the rule-making process by ending the practice of inviting industry to negotiate rules they have to follow.
- Restrict inter-agency review as a tool for corporate abuse by banning informal review, establishing a maximum 45-day review period, and blocking closed -door industry lobbying at the White House’s Office of Information and Regulatory Affairs.
- Limit abusive injunctions from rogue judges, like Jackson, et al, by ensuring that only Appeals Courts, not individual District Court judges , can temporarily block agencies from implementing final rules.
- Prevent hostile agencies from sham delays of implementation and enforcement by using the presence of litigation to postpone the implementation of final rules.
- Empower the public to police agencies for corporate capture.
- Increase the ability of the public to make sure their interests are considered when agencies act.
- Create a new Office of the Public Advocate empowered to assist the public in meaningfully engaging in the rule-making process across the federal government.
- Encourage enforcement by allowing private lawsuits from members of the public to hold agencies accountable for failing to complete rules or enforce the law, and to hold corporations accountable for breaking the rules.
- Inoculate government agencies against corporate capture such as Google undertook against the White House.
- Provide agencies with the tools and resources to implement strong rules that reflect the will of Congress and protect the public.
- Boost agency resources to level the playing field between corporate lobbyists and federal agencies by using the proceeds of the tax on excessive lobbying and the anti-corruption penalty fees to help finance Congress-mandated rule-making and facilitate decisions by agencies that are buried in an avalanche of lobbyist activity.
- Reform judicial review to prevent corporations from gaming the courts by requiring courts to presumptively defer to agency interpretations of laws and prohibiting courts from considering sham McKinsey studies and research excluded by agencies from the rule-making process.
- Reverse the Congressional Review Act provision banning related rules that prevent agencies from implementing the will of Congress based on Congress’ prior disapproval of a different, narrow rule on a similar topic.
- Improve judicial integrity and defend access to justice for all Americans.
- Strengthen Judicial Ethics Requirements.
- Enhance the integrity of the judicial branch by strengthening rules that prevent conflicts of interest.
- Ban individual stock ownership by federal judges.
- Expand rules prohibiting judges from accepting gifts or payments to attend private seminars from private individuals and corporations.
- Require ethical behavior by the Supreme Court by directing the Court to follow the Code of Conduct that binds all other federal judges.
- Boost the transparency of Federal Courts.
- Enhance public insight into the judicial process by increasing information about the process and reducing barriers to accessing information.
- Increase disclosure of non-judicial activity by federal judges by requiring the Judicial Conference to publicly post judges’ financial reports, recusal decisions, and speeches.
- Enhance public access to court activity by mandating that federal appellate courts live-stream, on the web, audio of their proceedings, making case information easily-accessible to the public free of charge, and requiring federal courts to share case assignment data in bulk.
- Eliminate barriers that restrict access to justice to all but the wealthiest individuals and companies.
- Reduce barriers that prevent individuals from having their case heard in court by restoring pleading standards that make it easier for individuals and businesses that have been harmed to make their case before a judge.
- Encourage diversity on the Federal Bench.
- Strengthen the integrity of the judicial branch by increasing the focus on personal and professional diversity of the federal bench.
- Create a single, new, and independent agency dedicated to enforcing federal ethics and anti-corruption laws.
- Support stronger ethics and public integrity laws with stronger enforcement.
- Establish the new, independent U.S. Office of Public Integrity, which will strengthen federal ethics enforcement with new investigative and disciplinary powers.
- Investigate potential violations by any individual or entity, including individuals and companies with new subpoena authority.
- Enforce the nation’s ethics laws by ordering corrective action, levying civil and administrative penalties, and referring egregious violations to the Justice Department for criminal arrest and enforcement.
- Receive and investigate ethics complaints from members of the public.
- Absorb the U.S. Office of Government Ethics as a new Government Ethics Division tasked with providing confidential advice to federal employees seeking ethics guidance.
- Consolidate anti-corruption and public integrity oversight over federal officials, including oversight of all agency Inspectors General, all ethics matters for White House staff and agency heads, and all waivers and recusals by senior government officials.
- Remain independent and protected from partisan politics through a single Director operating under strict selection, appointment, and removal criteria.
- Provide easy online access to key government ethics and transparency documents, including financial disclosures; lobbyist registrations; lobbyist disclosures of meetings and materials; and all ethics records, recusals, and waivers.
- Maintain a new government-wide Office of the Public Advocate, which would advocate for the public interest in executive branch rule-making.
- Enforce federal open records and FOIA requirements by maintaining the central FOIA website and working with the National Archives to require agencies to comply with FOIA.
- Strengthen legislative branch enforcement.
- Expand an independent and empowered ethics office insulated from congressional politics.
- Expand and empower the U.S. Office of Congressional Ethics, which will enforce the nation’s ethics laws in the Congress and the entire Legislative Branch, including the U.S. Senate.
- Conduct investigations of potential violations of ethics laws and rules by Members of Congress and staff with new subpoena power.
- Refer criminal and civil violations to the Justice Department, the Office of Public Integrity, or other relevant state or federal law enforcement.
- Recommend disciplinary and corrective action to the House and Senate Ethics Committees.
- Boost transparency in government and fix Federal Open Records laws, public official and candidate tax disclosure.
- Disclose basic tax return information for candidates for federal elected office and current elected officials.
- Require the IRS to release tax returns for Presidential and Vice-Presidential candidates from the previous 8 years and during each year in federal elected office.
- Require the IRS to release t ax returns for Congressional candidates from the previous 2 years and during each year in federal elected office.
- Require the IRS to release tax returns and other financial information of businesses owned by senior federal officials and candidates for federal office.
- Require the IRS to release tax filings for nonprofit organizations run by candidates for federal office.
- Disclose the Cash behind Washington Advocacy and Lobbying.
- Prevent special interests from using secret donations from corporations and billionaires to influence public policy without disclosure.
- Require nonprofit organizations to list donors who bankrolled the production of any specific rule-making comment, congressional testimony, or lobbying material, and to reveal whether the donors reviewed or edited the document.
- Require individuals and corporations to disclose funding or editorial conflicts of interest in research submitted to agencies that is not publicly available in peer-reviewed publications.
- Prevent sham research, like that from DNC shill McKinsey Consulting, from undermining the public interest by requiring that studies that present conflicts of interest to independent peer review to be considered in the rule-making process.
- Improve the Freedom of Information Act (FOIA).
- Close the loopholes in our open records laws that allow federal officials to hide tech industry and Silicon Valley oligarch industry influence.
- Codify the default presumption of disclosure and affirmatively disclose records of public interest, including meeting agendas; government contracts; salaries; staff diversity; and reports to Congress.
- Require all agencies to use a central FOIA website that is searchable and has downloadable open records databases with all open FOIA requests and all records disclosed through FOIA.
- Strengthen FOIA enforcement by limiting FOIA exemptions and loopholes, and by giving the National Archives the authority to overrule agency FOIA decisions and to compel disclosure.
- Extend FOIA to private-sector federal contractors, including private federal prisons and immigration detention centers, and require large federal contractors to disclose political spending.
- Make Congress more transparent by ending the corporate lobbyists leg up in the legislative process. The public deserves to know what Congress is up to and how lobbyists influence legislation.
- Require all congressional committees to immediately post online more information, including hearings and markup schedules, bill or amendments text, testimonies, documents entered into the hearing record, hearing transcripts, written witness answers, and hearing audio and video recordings.
- Require Members of Congress to post a link to their searchable voting record on their official websites.
- Require lobbyists to disclose when they lobby a specific congressional office; specific topics of visit; the official action being requested; and all documents provided to the office during the visit.
Do these seem like common-sense rules that should have already been in place? They are!
These anti-corruption rules have been blocked by your own public officials because they work for themselves and not you!
News And Reports:
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