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n the spring and summer of 1973, the U.S. House of Representatives and the U.S. Senate heard months of testimony on Richard Nixon's Reorganization Plan Number 2, which proposed the creation of a single federal agency to consolidate and coordinate the government's drug control activities.
Drug use had not reached its alltime peak, but the problem was serious enough to warrant a serious response. In the years prior to 1973, several important developments took place which would ultimately have a significant impact on the DEA and federal drug control efforts for years to come. By the time that the DEA was created by Executive Order in July 1973 to establish a single unified command, America was beginning to see signs of the drug and crime epidemic that lay ahead. In order to appreciate how the DEA has evolved into the important law enforcement institution it is today, it must be understood that many of its programs have roots in predecessor agencies.
The long, proud, and honorable tradition of federal drug law enforcement began in 1915 with the Bureau of Internal Revenue. In the following decades, several federal agencies had drug law enforcement responsibilities. By the 1960s, the two agencies charged with drug law enforcement were the Bureau of Drug Abuse Control (BDAC) and the federal Bureau of Narcotics (FBN). It was during this period that America underwent a significant change. The introduction of drugs into American culture and the efforts to "normalize" drug use started to take a terrible toll on the nation. Nevertheless, American children could still walk to school in relative safety, worrying only about report cards or the neighborhood bully. Today however, as children approach their schools, they see barbed wire, metal detectors, and signs warning drug dealers that school property is a "drug free zone." In too many communities, drug dealers and gunfire force decent, law-abiding citizens to seek refuge behind locked doors. In 1960, only four million Americans had ever tried drugs. Currently, that number has risen to over 74 million. Behind these statistics are the stories of countless families, communities, and individuals adversely affected by drug abuse and drug trafficking. Prior to the 1960s, Americans did not see drug use as acceptable behavior, nor did they believe that drug use was an inevitable fact of life. Indeed, tolerance of drug use resulted in terrible increases in crime between the 1960s and the early 1990s, and the landscape of America has been altered forever. By the early 1970s, drug use had not yet reached its all-time peak, but the problem was sufficiently serious to warrant a serious response. Consequently, the Drug Enforcement Administration (DEA) was created in 1973 to deal with America's growing drug problem.
On December 14, 1970, at the White House, the International Narcotic Enforcement Officers' Association (INEOA) presented to President Nixon a "certificate of special honor in recognition of the outstanding loyalty and contribution to support narcotic law enforcement." Standing with President Nixon were (from left) John E. Ingersoll, Director of BNDD; John Bellizzi, Executive Director of INEOA; and Matthew O'Conner, President of INEOA.
At that time, the well-organized international drug trafficking syndicates headquartered in Colombia and Mexico had not yet assumed their place on the world stage as the preeminent drug suppliers. All of the heroin and cocaine, and most of the marijuana that entered the United States was being trafficked by lesser international drug dealers who had targeted cities and towns within the nation. Major law enforcement investigations, such as the French Connection made by agents in the DEA's predecessor agency, the Bureau of Narcotics and Dangerous Drugs (BNDD), graphically illustrated the complexity and scope of America's heroin problem.
DEA Special Agents 1973..........1,470 1975..........2,135
DEA Budget 1973..........$74.9 million 1975..........$140.9 million
Before the creation of the DEA in 1973, multiple law enforcement and intelligence organizations carried out federal drug enforcement policies.
John E. Ingersoll Director, BNDD 1968-1973
According to the Reorganization Plan, "the Attorney General will have full authority and responsibility for enforcing the federal laws relating to narcotics and dangerous drugs. The BNDD, headed by a Director appointed by the Attorney General, would:
John E. Ingersoll served as Director of the U.S. Bureau of Narcotics and Dangerous Drugs (BNDD) from 1968 until 1973. He began his career as a patrolman and then sergeant for the Oakland, California, Police Department from 1956 until 1961, when he became the Director of Field Services for the International Association of Chiefs of Police (IACP). He served with the IACP until 1966, when he became the chief of police for Charlotte, North Carolina, until his appointment as Director of BNDD in 1973. He was also the U.S. Representative to the United Nations Commission on Narcotic Drugs from 1969 to 1973. From 1973 to 1993, Mr. Ingersoll worked for the IBM Corporation, serving as Director of Security for IBM's International Business Unit and the IBM World Trade Subsidiary. Since April 1993, he has worked as an independent consultant to business and government.
(1) consolidate the authority and preserve the experience and manpower of the Bureau of Narcotics and Bureau of Drug Abuse Control; (2) work with state and local governments in their crackdown on illegal trade in drugs and narcotics, and help to train local agents and investigators; (3) maintain worldwide operations, working closely with other nations, to suppress the trade in illicit narcotics and marijuana; and (4) conduct an extensive campaign of research and a nationwide public education program on drug abuse and its tragic effects." The BNDD became the primary drug law enforcement agency and concentrated its efforts on both international and interstate activities. By 1970, the BNDD had nine foreign offices—in Italy, Turkey, Panama, Hong Kong, Vietnam, Thailand, Mexico, France, and Colombia—to respond to the dynamics of the drug trade. Domestically, the agency initiated a task force approach involving federal, state, and local officers. The first such task force was set up in New York City.
In 1968, with the introduction into Congress of Reorganization Plan No. 1, President Johnson proposed combining two agencies into a third new drug enforcement agency. The action merged the Bureau of Narcotics, in the Treasury Department, which was responsible for the control of marijuana and narcotics such as heroin, with the Bureau of Drug Abuse Control (BDAC), in the Department of Health, Education, and Welfare, which was responsible for the control of dangerous drugs, including depressants, stimulants, and hallucinogens, such as LSD. The new agency, the Bureau of Narcotics and Dangerous Drugs (BNDD), was placed under the Department of Justice, which is the government agency primarily concerned with federal law enforcement.
In addition, the BNDD established Metropolitan Enforcement Groups, which were based on the regional enforcement concept that provided for sharing undercover personnel, equipment, and other resources from different jurisdictions. The BNDD provided training and operational support for these units. By February 1972, the BNDD's agent strength had grown to 1,361, its budget had more than quadrupled, and its foreign and domestic arrest totals had doubled. In addition, the BNDD had regulatory control over more than 500,000 registrants licensed to distribute licit drugs, and it had six sophisticated forensic labs. 5
Myles J. Ambrose Director, ODALE 1972-1973 Myles J. Ambrose On January 28, 1972, President Nixon created the Office of Drug AbuseDirector Law Enforcement (ODALE), within the Department of Justice by Executive Order 11641. The Office was headed by Myles ODALE Ambrose, who had served as U.S. Commissioner of Customs at the Treasury Department from 1969 until 1972. As Director of ODALE, Mr. Ambrose served as Special Assistant Attorney General and as Special Consultant to the President. ODALE was established for an 18-month period as an experimental approach to the problem of drug abuse in America. During that time, ODALE conducted intensive operations throughout the country, then evaluated their impact on heroin trafficking at the middle and lower distribution levels. ODALE's objective was "to bring substantial federal resources to bear on the street-level heroin pusher." Organizationally, the office drew heavily upon the expertise of existing federal law enforcement agencies to coordinate and focus resources and manpower. ODALE programs involved close, fulltime working relationships among participating federal, state, and local officers who, while reporting administratively to their respective agencies, took direction from ODALE.
ABOVE: With Proclamation 3981, President Richard Nixon designated the week of May 24 as Drug Abuse Prevention Week in 1970. BELOW: Vol.III No.I BNDD Bulletin
ODALE provided common office space for the personnel assigned to it, and all salaries and other costs were borne by the parent organization on a nonreimbursable basis. Justice Department entities involved included the Bureau of Narcotics and Dangerous Drugs, Immigration and Naturalization Service, U.S. Marshals Service, the Tax Division, and offices of the U.S. Attorneys in the cities where the heroin problem was concentrated. Treasury Department entities included the Internal Revenue Service, the Bureau of Customs, and the Bureau of Alcohol, Tobacco, and Firearms. In addition, non-law enforcement federal agencies contributing personnel and other assistance included the Atomic Energy Commission, the U.S. Air Force, the Environmental Protection Agency, and the Interstate Commerce Commission. By 1972, ODALE headquarters had 79 authorized positions and nine regional offices. It targeted street-level drug dealers through special grand juries and pooled intelligence data for federal, state, and local law enforcement agencies. Regional offices were based in Los Angeles, Denver, Houston, Kansas City, Chicago, Cleveland, Atlanta, New York City, and Philadelphia. ODALE task forces operated in 38 target cities through investigation-prosecution teams and special grand juries which considered indictments. In 1998, Mr. Ambrose was with Arter and Hadden, LLP, in Washington, D.C.
DEA Genealogy U.S. Customs Service (Drug Investigations) Department of the Treasury Bureau of Prohibition Department of the Treasury 1927-1930 Office of National Narcotics Intelligence Department of Justice Bureau of Internal Revenue Department of the Treasury 1915-1927 Bureau of Narcotics and Dangerous Drugs Department of Justice 1968-1973
Bureau of Narcotics Department of the Treasury 1930-1968
Drug Enforcement Administration Department of Justice 1973
Office of Drug Abuse Law Enforcement (ODALE) Department of Justice
Bureau of Drug Abuse Control Food & Drug Administration Dept. of Health, Education & Welfare 1966-1968
Narcotics Advance Research Management Team Executive Office of the President
Foreign Offices Opened 1960 1960 1961 1963 1963 1963 1963 1963 1966 1966 1969 1970 1970 1970 1970
Paris, France Rome, Italy Istanbul, Turkey Bangkok, Thailand Mexico City, Mexico Monterrey, Mexico Hong Kong Singapore Lima, Peru Seoul, S. Korea Guadalajara, Mexico Buenos Aires, Argentina Frankfurt, Germany Kuala Lumpur, Malaysia London, England
1970 1970 1970 1970 1971 1971 1971 1971 1971 1971 1971 1972 1972 1972 1972
Madrid, Spain Manila, Philippines Santiago, Chile Tokyo, Japan Ankara, Turkey Asuncion, Paraguay Caracas, Venezuela Chiang Mai, Thailand Brasilia, Brazil Hermosillo, Mexico Milan, Italy Bogota, Colombia Bonn, Germany Brussels, Belgium La Paz, Bolivia 7
1972 1972 1972 1973 1973 1973 1974 1974 1974 1974 1974 1974 1974
New Dehli, India Panama City, Panama Quito, Ecuador Islamabad, Pakistan Mazatlan, Mexico Ottawa, Canada Guayaquil, Equador Karachi, Pakistan Kingston. Jamaica San Jose, Costa Rica Songkhla, Thailand The Hague, Netherlands Vienna, Austria
New York Task Force (1970)
1970: Bruce E. Jensen, Chief, New York Drug Enforcement Task Force, explained how the prototype of the Task Force began with 43 investigators from federal, state, and city personnel, along with a small support staff.
In February 1972, the New York Joint Task Force seized $967,000 during a Bronx arrest. New York City Police Captain Robert Howe (left) and BNDD agent Theodore L. Vernier are shown counting the money.
In 1970, the first narcotics task force was established in New York under the auspices of the BNDD to maximize the impact of cooperating federal, state, and local law enforcement elements working on complex drug investigations. Bruce Jensen, former chief of the New York Drug Enforcement Task Force, described it "not as a monument...but a foundation firm enough to withstand the test of time." At the time, heroin was a significant problem, and law enforcement officials were seeking ways to reduce availability and identify and prosecute those responsible for heroin trafficking. Federal, state, and municipal law enforcement organizations put aside rivalries and agreed to collaborate within the framework of the New York Joint Task Force. The task force program also became an essential part of the DEA's operations and reflected the belief that success is only possible through cooperative investigative efforts. The BNDD, the New York State Police, and the New York City Police Department contributed personnel to work with Department of Justice lawyers and support staff. The rationale behind the Task Force was that each representative brought different and valuable perspectives and experiences to the table and that close collaboration among the membership could result in cross-training and the sharing of expertise. Since then, the Task Force expanded from the original 43 members. In 1971 it increased to 172 members, and by 2003 it had 211 law enforcement personnel assigned.
In April 1973, New York City Police and federal agents arrested 69 drug traffickers who were believed to be capable of distributing 100 kilograms of cocaine a week.
Comprehensive Drug Abuse Prevention and Control Act (1970) In response to America's growing drug problem, Congress passed the Controlled Substances Act (CSA), Title II of the Comprehensive Drug Abuse Prevention and Control Act of 1970. It replaced more than 50 pieces of drug legislation, went into effect on May 1, 1971, and was enforced by the BNDD, the DEA's predecessor agency. This law, along with its implementing regulations, established a single system of control for both narcotic and psychotropic drugs for the first time in U.S. history. It also established five schedules that classify controlled substances according to how dangerous they are, their potential for abuse and addiction, and whether they possess legitimate medical value. Thirty three years later, the CSA, though amended on several occasions, remained the legal framework from which the DEA derived its authority.
1970: BNDD's Compliance Investigators frequently found that pharmacy violators of narcotics and drug laws also lacked professional responsibility in other areas. The unsavory sanitary conditions of the storage room pictured here were found during a BNDD pharmacy investigation in Louisiana.
Members of a 1972 Compliance Investigator class were trained in drug identification.
Diversion Control Program (1971) In the 1969 U.S. Senate hearings on the Controlled Substances Act (CSA), witnesses estimated that 50 percent of the amphetamine being produced annually during the 1960s had found its way into the illicit drug traffic. Following the passage of the CSA in 1970, it was imperative that the U.S. Government establish mechanisms to ensure that this growing diversion of legal drugs into the illicit market be addressed. In 1970, over two billion dosage units of amphetamine and methamphetamine were producing excessive amounts of pharmaceuticals.
Thus, the controls mandated by the CSA encompassed scheduling, manufacturing, distributing, prescribing, importing, exporting, and other related activities. They also provided the BNDD with the legal tools needed to deal with the diversion problem as it existed at that time. Prior to the CSA, investigations involving the diversion of legitimate pharmaceuticals were conducted solely by special agents as part of their enforcement activities. However, shortly after implementation of the CSA, BNDD management recognized that the investigation of diver9
sion cases differed significantly from investigation of traditional narcotics cases.
records and physical plants maintained by those responsible for the manufacture and distribution of drugs.
In late 1971, the Compliance Program, later renamed the Diversion Control Program, was created to provide a specialized work force that could focus exclusively on the diversion issue and take full advantage of the controls and penalties established by the CSA.
The first inspections of registrants revealed instances where drug handlers were operating out of basements and garages with little or no security and were unable to account for the receipt or distribution of the drugs they handled. In order to ensure that the diversion of dangerous drugs did not continue, it was critical that meaningful punitive measures could be taken against the minority of registrants responsible for the diversion of drugs into the illegal market. Offenders were given the option of either surrendering their controlled substances registration or instituting strict controls necessary to prevent diversion in their offices and organizations. Establishments and individuals who continued to violate the law were subject to criminal, civil, or administrative actions.
This work force developed an in-depth knowledge of the legitimate pharmaceutical industry and the investigative techniques needed to make cases that were essential to investigate legitimate organizations and professionals engaged in drug diversion. The program was placed under the BNDD's Office of Enforcement and staffed by compliance investigators, later called diversion investigators. The first major challenge these investigators faced was the extraordinary amount of amphetamines and barbiturates being diverted at the manufacturer and distributor levels. The year the CSA went into effect, over 2,000 provisional registrations were issued to manufacturers and distributors who had been operating under the Harrison Narcotics Act of 1914 and the Drug Abuse Control Amendments. In order to stem the diversion problem, it was necessary to enlist the support of manufacturers, wholesalers, distributors, and pharmacists for regular inspections of records and premises. It was also necessary to establish a system of registration to ensure that law enforcement investigators had access to the
As the program developed, it became clear that the diversion of drugs was not simply a domestic issue. It became essential that controls on international supplies of legal drugs also be established. In the early 1970s, there were several examples of foreign subsidiaries of U.S. drug manufacturers becoming the main suppliers of illicit drugs, such as amphetamine, to the black market in the United States. Through revocation of drug manufacturers' export licenses, the BNDD, and then the DEA, were able to successfully reduce the influx of illegal licit drugs into the United States.
Drug Abuse Prevention Commemorative U.S. Postage Stamp
Prevent drug abuse
On October 4, 1971, the U.S. Postal Service issued a stamp to commemorate the Prevention efforts of the Bureau of Narcotics and Dangerous Drugs. It was designed by Suzanne Rice and K. Gardner Perine of the BNDD Graphic Section.
United Staes Postage
c 10
French Connection French Connection (1971-1972)
Diplomat-trafficker Mauricio Rosales, the Guatemalan ambassador to Belgium, was using his diplomatic status to smuggle in 100 kilos of heroin in these three suitcases.
At Idlewild Airport (now JFK) in New York, Etienne Tarditi, a French Corsican trafficker (trenchcoat),. He was coming to meet his drug courier, help deliver heroin to New York gangsters, and collect payment.
Illegal heroin labs were first discovered near Marseilles, France, in 1937. These labs were run by the legendary Corsican gang leader Paul Carbone. For years, the French underworld had been involved in the manufacturing and trafficking of illegal heroin abroad, primarily in the United States. It was this heroin network that eventually became known as the French Connection.
Bureau of Narcotics agents who worked on Rosales case pose with suitcases filled with heroin.
The first significant post-World War II seizure was made in New York on February 5, 1947, when seven pounds of heroin were seized from a Corsican seaman disembarking from a vessel that had just arrived from France. It soon became clear that the French underground was increasing not only its participation in the illegal trade of opium, but also its expertise and efficiency in heroin trafficking. On March 17, 1947, 28 pounds of heroin were found on the French liner, St. Tropez. On January 7, 1949, more than 50 pounds of opium and heroin were seized on the French ship, Batista.
Historically, the raw material for most of the heroin consumed in the United States came from Turkey. Turkish f a r m e r s were licensed to grow opium poppies for sale to legal drug companies, but many sold their excess to the underworld market, where it was manufactured into heroin and transported to the United States. It was refined in Corsican laboratories in Marseilles, one of the busiest ports in the western Mediterranean. Marseilles served as a perfect shipping point for all types of illegal goods, including the excess opium that Turkish farmers cultivated for profit.
The first major French Connection case occurred in 1960. In June, an informant told a drug agent in Lebanon that Mauricio Rosal, the Guatemalan Ambassador to Belgium, the Netherlands, and Luxembourg, was smugg l i n g morphine base from Beirut, Lebanon, to Marseilles. Narcotics agents had been seizing about 200 pounds of heroin in a typical year, but intelligence showed that the Corsican traffickers were smuggling in 200 pounds every other week. Rosal alone, in one year, had used his diplomatic status to bring in about 440 pounds.
The convenience of the port at Marseilles and the frequent arrival of ships from opium-producing countries made it easy to smuggle the morphine base to Marseilles from the Far East or the Near East. The French underground would then ship large quantities of heroin from Marseilles to Manhattan,
The FBN's 1960 annual report estimated that from 2,600 to 5,000 pounds of heroin were coming into the United States annually from France. The French traffickers continued to exploit the demand for their illegal product,
New York. 11
and by 1969, they were supplying the United States with 80 to 90 percent of the heroin consumed by addicts. The heroin they supplied was approximately 85 percent pure. Because of this increasing volume, heroin became readily available throughout the United States. In an effort to limit the source, U.S. officials went to Turkey to negotiate the phasing out of opium production. Initially, the Turkish Government agreed to limit their opium production starting with the 1968 crop. Following five subsequent years of concessions, combined with international cooperation, the Turkish government finally agreed in 1971 to a complete ban on the growing of Turkish opium, effective June 30, 1972. During these protracted negotiations, law enforcement personnel went into action. One of the major roundups began on January 4, 1972, when BNDD agents and French authorities seized 110 pounds of heroin at the Paris airport. Subsequently, traffickers Jean-Baptiste .Croce and Joseph Mari were arrested in Marseilles.
From a 1973 French Connection seizure in France, (pictured above) are 210 pounds of heroin worth $38 million . which had a street value of $50 million. In a 14-month period, starting in February 1972, six major illicit heroin laboratories were seized and dismantled in the suburbs of Marseilles by French national narcotics police in collaboration with U.S. drug agents. On February 29, 1972, French authorities seized the shrimp boat, Caprice de Temps, as it put to sea near Marseilles heading towards Miami. It was carrying 415 kilos of heroin. Drug arrests in France skyrocketed from 57 in 1970 to 3,016 in 1972. The French Connection investigation demonstrated that international trafficking networks were best disabled by the combined efforts of drug enforcement
In February 1972, French traffickers offered a U.S. Army Sergeant $96,000 to smuggle 240 pounds of heroin into the United States. He informed his superior who in turn notified the BNDD. As a result of this investigation, five men in New York and two in Paris were arrested with 264 pounds of heroin,
agencies from multiple countries. In this case, agents from the United States, Canada, Italy, and France had worked together to achieve success.
First Female Special Agents 1933: Mrs. Elizabeth Bass was appointed the first of many female narcotics agents in the United States and served as District Supervisor in Chicago. A longtime friend of First Lady Eleanor Roosevelt, she played a prominent role in gaining political support for the Uniform Narcotic Drug Act. 1971: The DEA's predecessor agency, the BNDD, became one of the first federal agencies to implement a program for hiring female special agents. 1973: Ms. Mary Turner became the first female DEA special agent to graduate from the DEA's training program. She finished first in her class. February 14, 1973: A 20-kilo heroin seizure in Paris, France. Pictured left to right are,S/A Pierre Charette, S/A Kevin Finnerty, and French anti-drug counterparts.
1974: Twenty-three female special agents were working in DEA field offices throughout the United States. 12
Creation of the DEA In 1973, President Richard Nixon signed the Executive Order which created the DEA.
(July 1, 1973)
No. 11727 July 10, 1973, 38 F.R. 18357 DRUG LAW ENFORCEMENT
Reorganization Plan No. 2 of 1973, which becomes effective on July 1, 1973, among other things establishes a Drug Enforcement Administration in the Department of Justice. In my message to the Congress transmitting that plan, I stated that all functions of the Office for Drug Abuse Law Enforcement (established pursuant to Executive Order No. 11641 of January 28, 1972) and the Office of National Narcotics Intelligence (established pursuant to Executive Order No. 16676 of July 27, 1972) would, together with other related functions be merged in the new Drug Enforcement Administration. NOW, THEREFORE, by virtue of the authority vested in me by the Constitution and laws of the United States, including section 5317 of title 5 of the United States Code, as amended, it is hereby ordered as follows: Section 1. The Attorney General, to the extent permitted by law, is authorized to coordinate all activities of executive branch departments and agencies which are directly related to the enforcement of laws respecting narcotics and dangerous drugs. Each department and agency of the Federal Government shall, upon request and to the extent permitted by law, assist the Attorney General in the performance of functions assigned to him pursuant to this order, and the Attorney General may, in carrying out those functions, utilize the services of any other agencies, federal and state, as may be available and appropriate. Sec. 2. Executive Order No. 11641 of January 28, 1972,1 is hereby revoked and the Attorney General shall provide for the reassignment of the functions of the Office for Drug Abuse Law Enforcement and for the abolishment of that Office. Sec. 3. Executive Order No. 11676 of July 27, 1972,1 is hereby revoked and the Attorney General shall provide for the reassignment of the functions of the Office of Narcotics Intelligence and for the abolishment of that Office. Sec. 4. Section 1 of Executive Order No. 11708 of March 23, 1973,2 as amended, placing certain positions in level IV of the Executive Schedule is hereby further amended by deleting— (1) "(6) Director, Office for Drug Abuse Law Enforcement, Department of Justice"; and (2) "(7) Director, Office of Narcotics Intelligence, Department of Justice." Sec. 5. The Attorney General shall provide for the winding up of the affairs of the two offices and for the reassignment of their functions. Sec 6. This order shall be effective as of July 1, 1973. Richard Nixon THE WHITE HOUSE, July 6, 1973
In 1973, President Richard Nixon declared "an all-out global war on the drug menace" and sent Reorganization Plan No. 2 to Congress. "Right now," he pointed out, "the federal government is fighting the war on drug abuse under a distinct handicap, for its efforts are those of a loosely confederated alliance facing a resourceful, elusive, worldwide enemy. Certainly, the cold-blooded underworld networks that funnel narcotics from suppliers all over the world are no respecters of the bureaucratic dividing lines that now complicate our anti-drug efforts."
In the spring and summer of 1973, the U.S. House of Representatives and the U.S. Senate heard months of testimony on President Nixon's Reorganization Plan Number 2, which proposed the creation of a single federal agency to consolidate and coordinate the government's drug control activities. At that time, the BNDD, within the Department of Justice, was responsible for enforcing the federal drug laws. However, the U.S. Customs Service and several other Justice entities (ODALE and the Office of National 13
Narcotics Intelligence) were also responsible for various as-
pects of federal drug law enforcement. Of great concern to the Administration and the Congress were the growing availability of drugs in most areas of the United States, the lack of coordination and the perceived lack of cooperation between the U.S. Customs Service and the BNDD, and the need for better intelligence collection on drug trafficking organizations.
John R. Bartels, Jr. DEA Administrator 1973-1975
According to the final report from the Senate Committee on Government Operations issued on October 16, 1973, the benefits anticipated from the creation of the DEA included:
On September 12, 1973, the White House selected John R. Bartels, Jr., a native of Brooklyn, New York, a former federal prosecutor, and Deputy Director of the ODALE, to be the DEA's first Administrator. He was confirmed by the U.S. Senate on October 4, 1973. Prior to his employment with the ODALE and the DEA, Mr. Bartels had been an Assistant U.S. Attorney, Southern District of New York, from 1964-1968. From 1969-1971, he was an Adjunct Professor, Rutgers University School of Law. From 1972-1973, Mr. Bartels was the Chief of the Organized Crime Strike-Force, U.S. Department of Justice, Newark, New Jersey; Counsel to Governor Nelson Rockefeller; and Deputy Assistant Attorney General, U.S. Department of Justice, Criminal Division. He was later a delegate for the United Nations Commission on Narcotic Drugs in 1974. He currently resides in White Plains, New York.
1. Putting an end to the interagency rivalries that have undermined federal drug law enforcement, especially the rivalry between the BNDD and the U.S. Customs Service; 2. Giving the FBI its first significant role in drug enforcement by requiring that the DEA draw on the FBI's expertise in combatting organized crime's role in the trafficking of illicit drugs; 3. Providing a focal point for coordinating federal drug enforcement efforts with those of state and local authorities, as well as with foreign police forces; 4. Placing a single Administrator in charge of federal drug law enforcement in order to make the new DEA more accountable than its component parts had ever been, thereby safeguarding against corruption and enforcement abuses;
Early Developments in the DEA When John R. Bartels, Jr., was confirmed as the DEA's first Administrator on October 4, 1973, he had two goals for the new agency: (1) to integrate narcotics agents and U.S. Customs agents into one effective force; and (2) to restore public confidence in narcotics law enforcement. From the very beginning, Mr. Bartels was faced with the unenviable task of unifying the efforts of several drug law enforcement entities. One of the most serious obstacles arose from conflicting philosophies of various agencies, particularly the BNDD and the U.S. Customs Service. To ease the process, U.S. Customs agents were placed in top positions throughout the DEA. For example, Fred Rody, Regional Director in Miami, became the DEA's Deputy Administrator in December 1979; John Lund was appointed as Deputy Assistant Administrator; and John Fallon named as Regional Director in New York. Administrator Bartels issued specific instructions to federal narcotics agents: "This Statement of Policy outlines the measures taken by the Drug Enforcement Administration to prevent incidents which might infringe on individual rights or jeopardize the successful prosecution of a case. The guidelines require clearcut lines of command and control in enforcement situations and stress that operations must be carried out in a manner that is legally correct, morally sound, with full respect for the civil rights, human dignity of persons involved, and the sanctity of the home." The guidelines also restricted vehicular arrests and prohibited participation in raids by non-law enforcement personnel.
5. Consolidating drug enforcement operations in the DEA and establishing the Narcotics Division in Justice to maximize coordination between federal investigation and prosecution efforts and eliminate rivalries within each sphere; and 6. Establishing the DEA as a superagency to provide the momentum needed to coordinate all federal efforts related to drug enforcement outside the Justice Department, especially the gathering of intelligence on international narcotics smuggling.
Creation of the DEA Intelligence Program (1973)
Intelligence had long been recognized as an essential element in the success of any investigative or law enforcement agency. Accurate and up-to-date information was required to assess the operations and vulnerabilities of criminal networks, to interdict drugs in a systematic way, to forecast new methods of trafficking, to evaluate the impact of previous activities, and to establish long-range drug strategies and policies. Included in the DEA mission was a mandate for drug intelligence. The DEA's Office of Intelligence came into being on July 1, 1973, upon implementation of Presidential Reorganization Plan No. 2. The Code of Federal Regulations charged the Administrator of the DEA with:
To build upon its drug intelligence mandate in 1973, the DEA's Intelligence Program consisted of two major elements: the Office of Intelligence at Headquarters and the Regional Intelligence Units (RIU) in domestic and foreign field offices. The structure of the Office of Intelligence was divided into five entities: International and Domestic Divisions, Strategic Intelligence Staff, Special Operations and Field Support Staff, and the Intelligence Systems Staff. Its structure paralleled that of the Office of Enforcement. The RIUs had four objectives: (1) Provide a continuing flow of actionable intelligence to enhance the tactical effectiveness of regional enforcement efforts; (2) Support management planning of the overall regional enforcement program; (3) Contribute to interregional and strategic collection programs of the Office of Intelligence; and (4) Facilitate exchange of intelligence information with state and local law enforcement domestically and with host-country enforcement abroad.
The development and maintenance of a National Narcotics Intelligence system in cooperation with federal, state, and local officials, and the provision of narcotics intelligence to any federal, state, or local official that the Administrator determines has a legitimate official need to have access to such intelligence.
To support this mission, specific funcGeorge M. Belk tions were identified as follows: Assistant Administrator for Intelligence • Collect and produce intelliJuly 1973-July 31, 1975 gence to support the Administrator and other federal, state, and local agencies; • Establish/maintain close working relationships with all Initially, the Intelligence Program was staffed by DEA agencies that produce or use drug intelligence; • Increase the efficiency in the reporting, analysis, storspecial agents, with very few professional intelligence age, retrieval, and exchange of such information; and analysts (I/As). In DEA's first I/A class in 1974, there • Undertake a continuing review of the narcotics intelliwere only eleven I/As. However, during the last 30 gence effort to identify and correct deficiencies. years, the Intelligence Program has grown significantly.
From only a few I/As in the field and Headquarters in 1973, the cadre of I/As now numbers 730.
The DEA divided drug intelligence into three broad categories: tactical, operational, and strategic. Tactical intelligence provides immediate support to investigative efforts by identifying traffickers and movement of drugs. Operational intelligence provides analytical support to investigations and structuring organizations. Strategic intelligence focuses on developing a comprehensive and current picture of the entire system by which drugs are cultivated, produced, transported, smuggled,
and distributed around the world. These definitions remain valid in 1998.
The Unified Intelligence Division (UID) (1973) In October 1973, the DEA's first field intelligence unit based on the task force concept was created. The unit, named the Unified Intelligence Division (UID), included DEA special agents, DEA intelligence analysts, New York State Police investigators, and New York City detectives. Along with its unique status as an intelligence task force, the UID was also one of the first field intelligence units to systematically engage all aspects of the intelligence process, specifically collection, evaluation, analysis, and dissemination. This pioneering role expanded the horizons of drug law enforcement field intelligence units, which, at the time, were often limited to collecting information, maintaining dossiers, and providing limited case support. This proactive stance was immediately successful as UID was able to develop and disseminate extensive intelligence on traditional organized crime-related drug traffickers and identify not only the leaders, but also those who were likely to become leaders. UID also developed and disseminated intelligence throughout the federal, state, and local law enforcement community on the members, associates, and contacts of infamous heroin violator Leroy "Nicky" Barnes. Significant intelligence
operations continued through the 1980s, with UID taking a leading role in providing intelligence on the crack cocaine epidemic and on Cali cocaine mafia operations in New York. The UID's proactive intelligence task force concept continues to build upon successes of the past. Shortly after the creation of UID, the Drug Enforcement Coordinating System (DECS) was developed. DECS is a repository index system of all active drug cases in the New York metropolitan area. The DECS system connects agencies that have common investigative targets or common addresses that are part of their investigations. It was created to enhance officer safety and to promote greater cooperation and coordination among drug law enforcement agencies by preventing duplication of effort on overlapping investigations being conducted by member agencies. DECS, which began as a joint venture of DEA/NYSP/NYPD housed in the UID, now has a membership of 40 investigative units involved in drug law enforcement, and is the prototype for many similar systems that have since been developed across the country. DEA Intelligence Analyst Training School #1 (November 1974)
DEA Intelligence Analyst Training School #1
SA Robert McCall SA Thomas Shreeve SA Leonard Rzcpczynski SA Charles Henry SA John Hampe SA Thomas Anderson SA Robert Janet SA Christopher Bean SA Michael Campbell SA Donald Bramwell SA Murry Brown SA Donald Stowell SA Arthur Doll SA Frank Gulich SA Norman Noordweir SA Lynn Williams
SA Omar Aleman SA Ron Garribotto SA Angelo Saladino IA Beverly Singleton IA Ann Augusterfer IA Adrianne Darnaby IA Beverly Ager IA Janet Gunther IA Joan Philpott IA Wiliam Munson IA Brian Boyd IA Joan Bannister IA Jennifer Garcia-Tobar IA Eileen Hayes
National Narcotics Intelligence System (NADDIS) In 1973, the DEA developed the National Narcotics Intelligence System (NADDIS), which became federal law enforcement's first automated index. The creation of NADDIS was possible because the DEA was the first law enforcement agency in the nation to adopt an all-electronic, centralized, computer database for its records. NADDIS, composed of data from DEA investigative reports and teletypes, provided
agents in all DEA domestic offices with electronic access to investigative file data. NADDIS searches could be conducted NADDIS contained approximately 4.5 million records, with 5,000 new records being added every week. NADDIS remains the largest and most frequently used of the 40 specialized information systems operated by the DEA.
Graduation of the First DEA Special Agents The first DEA Special Agent Basic Training Class (BA-1) graduated on November 16, 1973. Reverend James W. McMurtie, Principal of Bishop Denis J. O'Connell High School in Arlington, Virginia, gave the Invocation honoring the 40 men and women of BA-1, and DEA Administrator Bartels gave the welcome and introductions. The Training Division chief was Paul F. Malherek, and the class counselors were Calvin C. Campbell of the Miami Regional Office, Allen L. Johnson of the New Orleans Regional Office, and Henry S. Lincoln of the San Diego District Office. BA-1 Graduates Ralph Arroyo Terry T. Baldwin Richard J. Barter Richard E. Bell Donald H. Bloch Henry J. Braud, Jr. Michael E. Byrnes James W. Castillo Andrew G. Cloke George L. Coleman Cruz Cordero, Jr. Salvadore M. Dijamco Clark S. Edwards John H. Felts Andrew G. Fenrich Carliese R. Gordon Annabelle Grimm Bernard Harry Richard Phillip Holmes Antonio L. Huertas
Dennis F. Imamura James Jefferies, Jr. Richard C. Kazmar Anthony V. Lobosco Sherman A. Lucas III John W. Lugar, Jr. Edward C. Maher Charles E. Mathis Thomas L. Mones Donald E. Nelson Dennis A. O'Neil Juan R. Rodriguez Thomas J. Salvatore Edward J. Schlachter Arthur T. Tahuari Frank Torres, Jr. Mary A. Turner Robert Bruce Upchurch Adis J. Wells James Hiram Williams
BA 2 graduate Michael Vigil accepts his certificate from William Dirken, Perry Rivkind, and Paul Malherek of DEA Training.
Joint Efforts with Mexico (1974) By 1972, the quantity of brown heroin from Mexico available in the United States had risen 40 percent higher than the quantity of white heroin from Europe. Traditional international border control was no longer effective against the problem, and in 1974, the Government of Mexico requested U.S. technical assistance. On January 26, 1974, Operation SEA/M (Special Enforcement Activity in Mexico) was launched in the State of Sinaloa to combat the opium and heroin traffic. One month later, a second joint task force, Operation Endrun, began operations in the State of Guerrero, concentrating on marijuana and heroin interdiction. Meanwhile, a third effort, Operation Trident, focused on controlling the traffic of illegally manufactured dangerous drugs produced in Mexico. Despite the fact that law enforcement in Mexico had some successes, these early efforts did not, in the long term, prevent the development of powerful drug trafficking organizations based in Mexico.
Administrator John R. Bartels, flanked by two armed members of the Mexican Federal Judicial Police, made an on-the-spot inspection of the poppy eradication program during a 1974 visit to Mexico. 17
The Collapse of the DEA Miami Office Building (1974) The DEA was still a new agency when tragedy struck the Miami Field Division. On August 5, 1974, at 10:24 a.m., the roof of the Miami office came crashing down, killing seven and trapping others in a pile of twisted steel and concrete. Between 125 and 150 people worked in the building. Those who died included: Special Agent Nicholas Fragos; Mary Keehan, Secretary to the Acting Regional Director; Special Agent Charles Mann; Anna Y. Mounger, Secretary; Anna Pope, Fiscal Assistant; Martha D. Skeels, Supervisory ClerkTypist; and Mary P. Sullivan, Clerk-Typist. Although the people who were in the building thought it was an explosion or an earthquake, officials initially theorized that the dozens of cars in the parking facility on the roof were too heavy for the six-inch-thick slab of concrete supporting them. Later, it was found that the resurfaced parking lot, coupled with salt in the sand, had eroded and weakened the supporting steel structure of the building. The section that collapsed contained a processing room and a laboratory. The building was erected in 1925, and in 1968 had undergone a full engineering inspection, at which time it was cleared to house DEA offices.
Rescue workers took injured victims from the Miami building.
El Paso Intelligence Center (1974)
prove drug and border enforcement operations along the Southwest Border. One of the recommendations proposed the establishment of a regional intelligence center to collect and disseminate information relating to drug, illegal alien, and weapons smuggling to support field enforcement agencies throughout the country. As a result, in 1974, the El Paso Intelligence Center (EPIC) was established to provide tactical intelligence to federal, state, and local law enforcement agencies on a national scale. Staffed by representatives of the DEA and the INS, EPIC has since expanded into a national drug intelligence center supporting U.S. law enforcement entities that focus on worldwide drug smuggling.
In 1973, with increasing drug activity along the Southwest Border, the BNDD found that information on drugs was being collected by the DEA, Customs, BNDD, FBI, and FAA, but was not being coordinated. The DEA and the INS were also collecting information on the smuggling of aliens and guns. In 1974, the Department of Justice submitted a report from that BNDD study entitled, "A Secure Border: An Analysis of Issues Affecting the U.S. Department of Justice" to the Office of Management and Budget that provided recommendations to im-
Drug Abuse Warning Network (1974) eral, state, and local law enforcement agencies, the pharmaceutical industry, and scientific literature. Over 1,300 different facilities supply data to the program.
In 1974, the Drug Abuse Warning Network (DAWN) was designed and developed by the scientific staff of the DEA's Office of Science and Technology. DAWN was created to assist the federal government in identifying and evaluating the scope and extent of drug abuse in the United States. It was jointly funded with the National Institute of Drug Abuse. DAWN incorporated data from various sources of intelligence within the DEA and from such outside sources as fed-
Beginning in the early 1970s, DAWN collected information on patients seeking hospital emergency treatment related to their use of an illegal drug or the nonmedical use of a legal drug. Data were collected by trained reporters (nurses and other hospital personnel) who reviewed medical charts. They 18
monitored notations by the hospital personnel who treated the patients that drug use was the reason for the emergency visit.
Narcotic Addict Treatment Act (1974)
Hospitals participating in DAWN are non-federal, short-stay general hospitals that feature a 24-hour emergency department. Since 1988, the DAWN data was collected from a representative sample of these hospitals located throughout the United States, including 21 specific metropolitan areas. The data from this sample were used to generate estimates of the total number of emergency department drug episodes and drug mentions in all such hospitals.
Public Law 93-281 The Narcotic Addict Treatment Act was passed in 1974 and amended the Controlled Substances Act to provide for the separate registration of doctors and other practitioners who used narcotic drugs in the treatment of addicts. It also provided physicians who were treating narcotic addiction with specific guidelines and medications. This act eliminated the indiscriminate prescription of narcotics to addicts and reduced the diversion of pharmaceutical narcotics.
In 1972, Timothy Leary (center) was brought to justice by DEA Special Agents Don Strange (right) and Howard Safir (left). Leary, a psychology instructor, was fired from his post at Harvard University as a result of his experimentation with LSD. In 1969, he founded a clandestine drug-trafficking ring, known as the Brotherhood of Eternal Love, that became the largest supplier of hashish and LSD in the United States.
A 1970 raid on a Washington, D.C., apartment by metropolitan police officers resulted in the seizure of LSD and marijuana, as well as the unusual antique chandelier pictured above. The light fixtures on the chandelier had been removed and replaced with rubber hose, creating a giant marijuana pipe. 19
In 1971, the BNDD launched its aviation program with one special agent/pilot, one airplane, and a budget of $58,000. The concept of an Air Wing was the brainchild of Marion Joseph, an experienced former United States Air Force pilot and a veteran special agent stationed in Atlanta, Georgia. Over the years, Special Agent Joseph had seen how the police used aircraft for surveillance, search and rescue, and the recapturing of fugitives. His analysis led him to conclude that a single plane "could do the work of five agents and five vehicles on the ground."
The National Training Institute, the DEA's first training program, was located at DEA headquarters, 1405 "Eye" Street in Washington, D.C. At that time, training was divided into three major divisions: special agent training, police training, and international training.
As drug trafficking increased nationwide, it became evident that it had no boundaries and that law enforcement needed aviation capabilities. Although Special Agent Joseph convinced his superiors of the merits of his idea, no funding was available. Management told Agent Joseph that if he could find an airplane, they would further consider the Air Wing concept. At this point, Special Agent Joseph approached the United States Air Force, and under the Bailment Property Transfer Program that allows the military to assist other government entities, he secured one airplane—a Vietnam war surplus Cessna Skymaster.
In the absence of the realistic "Hogan's Alley," a lifesized, simulated neighborhood of today, training practicals were conducted on public streets. The DEA had leased a 20-acre farm near Dulles Airport in rural Virginia, as well as a house in Oxen Hill, Maryland, to practice raids and field exercises. Basic Agent training lasted 10 weeks, and the Training Institute supported three classes, with 53 students per class, in session at all times. Graduations occurred every three weeks. Coordinators were from the headquarters staff, and counselors were brought in from the field for temporary training duty. In addition to training basic agents, the DEA also offered training programs for compliance investigators, intelligence analysts, chemists, supervisors, mid-level managers, executives, technical personnel, state and local police officers, and international law enforcement personnel.
Training was carried out in a three-story bank building adjacent to DEA headquarters that had been converted for training purposes. The building had a gymnasium located on the first floor, lockers and showers in the basement, and a 5-point firing range on the second floor. Special agent trainees were housed in hotels within walking distance of DEA headquarters.
The benefit of air support to drug law enforcement operations became immediately apparent, and the request for airplanes grew rapidly. By 1973, when the DEA was formally established, the Air Wing already had 41 special agent pilots operating 24 aircraft in several major cities across the United States. Most of these aircraft were fixed-wing, single-engine, piston airplanes that were primarily used for domestic surveillance.
Trainee John Wilder
Technology Over the years, the combination of technology and law enforcement have solved some of the biggest criminal cases in the world. However, by 1998, the DEA's technology ranked among the most sophisticated. That was not always the case. During the DEA's formative years, technical investigative equipment was limited both in supply and technical capabilities. In 1971, the entire budget for investigative technology was less than $1 million. This budget was used to buy radio and investigative equipment and to fund the teletype system.
1975: After seized drugs were used as evidence, they were burned by DEA evidence technicians using special ovens in the presence of responsible witnesses.
Video surveillance was rare because of the size and expense of camera equipment. Cameras were tube type, required special lighting, and could not be concealed. Early video tape recorders were extremely expensive and were reelto-reel or the very early version of cassettes called UMatic.
cause as was required for a Title III Wire Intercept. Title IIIs were conducted with reel-to-reel tape recorders. However, the DEA did not conduct many Title IIIs because they were labor intensive, and the agency seldom had sufficient personnel to work the intercepts.
Pen registers, or dialed number recorders, were more advanced than the older versions, which actually punched holes in a tape, similar to an old ticker tape, in response to the pulses from a rotary dialed phone. Pen registers were also limited because federal law at the time required the same degree of probable
In 1973, body-worn recorders used by agents during investigations had advanced from large belt packs to smaller versions. However, reliability was always a concern. These old belt types, called KELsets, consisted of a transmitter and a belt of batteries worn by the undercover agent. Unfortunately, the belt was not easily concealable, and the batteries would occasionally overheat and burn the backs of the agents. When the BNDD was formed it did not have a radio system, but in 1971, the agency began installing a nationwide UHF radio system for operations. (The DEA's radio system was installed in 1973.) When an early facsimile machine was installed in 1972, it took six minutes to transmit one page, and pages often had to be re-sent due to communication failures. No paging equipment was available because dedicated frequencies had to be used for each pager. Only doctors and a few select individuals could obtain pagers. Although cellular phones did not exist, there was a mobile telephone service. However, only the DEA Administrator had a mobile phone, and the service was slow and unreliable. 21
Creation of the Federal Drug Laboratory System
Laboratories One of the essential functions carried out by the DEA and its predecessor agencies was providing laboratory support. The success of cases made against major drug traffickers depended in part upon analysis of the drug evidence gathered during narcotics investigations. The DEA's laboratory system, one of the finest in the world, has roots in the DEA's predecessor agencies. Although the two predecessor agencies, BDAC and FBN, did not have laboratories under their direct supervision, lab support was available within their respective departments. Ultimately, the DEA's laboratory system began to take shape through the consolidation and transfer of several lab programs within the U.S. Government. The first laboratory personnel transferred to the BNDD came from the Food and Drug Administration's (FDA) Division of Pharmaceutical Chemistry and Microanalytical Group in Washington, D.C. They were primarily responsible for performing the ballistics analyses of tablets and capsules, identifying newly-encountered compounds found in drug traffic, and conducting methods development. According to the agreement with the FDA, the new agency would take control of one of the FDA labs. In August 1968, six chemists formed what eventually became the Special Testing and Research Laboratory. The first of the five regional DEA laboratories was the Chicago Regional Laboratory that opened in December 1968. The New York, Washington, Dallas, and San Francisco Regional Laboratories were formed in April 1969. The original chemist work force for these laboratories came from several field laboratories run by government agencies. The professional staffing of the six laboratories consisted of 36 "bench" chemists doing physical lab research, supplemented by five supervisory chemists. In 1970, the first full year of operation, the laboratories analyzed almost 20,000 drug exhibits. During the next two years, the laboratories' work load increased by 46 percent and 19 percent, respectively. To meet the increased work load demand, staffing more than doubled to 94 by 1972 (including laboratory and BNDD headquarters management personnel.) In 1971, both the Washington and Dallas Regional Laboratories moved to larger facilities, and in January 1972, the BNDD opened its sixth regional laboratory in Miami. After the DEA was created, a seventh field laboratory was opened in San Diego in August 1974.
DEA forensic chemist Dr. Albert Tillson is shown analyzing an illegal drug.
The analysis of seized drugs performed by DEA forensic chemists provides evidence that is often essential for the successful prosecution and conviction of drug traffickers.
New York Regional Laboratory Director Anthony Romano, Elinor R. Swide, Robert Bianchi, Roger F. Canaff, and Paul DeZan. Washington DC Regional Laboratory Director Jack Rosenstein, Richard Moore, Thaddeus E. Tomczak, Richard Fox, and Benjamin A. Perillo. Dallas Regional Laboratory Director Jim Kluckhohn, Buddy R. Goldston, Charles B. Teer, John D. Wittwer, Richard Ruybal, and Michael D. Miller. San Francisco Regional Laboratory Director Robert Sager, Robert Countryman, Claude G. Roe, James Look, James A. Heagy, and John D. Kirk.
The Original DEA Forensic Chemists Headquarters Frederick Garfield, John Gunn, Richard Frank, and William Butler. Special Testing and Research Laboratory Director Stanley Sobol, Albert Tilson, Joseph C. Koles, Victor A. Folen, Robert Ferrera, Francis B. Holmes, and Albert Sperling. Chicago Regional Laboratory Director Jerry Nelson, Roger B. Fuelster, Ferris H. Van, David W. Parmalee, Nora L. Williams, Lawrence O. Buer, Dennis E. Korte, and James P. Done.
Killed in the Line of Duty Hector Jordan Died on October 14, 1970 Working as a Supervisory Special Agent with the Bureau of Narcotics and Dangerous Drugs, Special Agent Jordan died in Chicago in an unprovoked attack by a roving gang.
Nickolas Fragos Died on August 5, 1974 DEA Special Agent Fragos was killed on his first day of work as a DEA Special Agent. He died as a result of the collapse of the Miami Regional Office Building.
Gene A. Clifton Died on November 19, 1971 Palo Alto, California Police Officer Clifton died from injuries received during a joint operation with the Bureau of Narcotics and Dangerous Drugs.
Mary M. Keehan Died on August 5, 1974 Ms. Keehan, secretary to the Acting Regional Director of the DEA's Miami Regional Office, died as a result of the collapse of the Miami Regional Office building.
Frank Tummillo Died on October 12, 1972 Working in the Bureau of Narcotics and Dangerous Drugs, Special Agent Tummillo was killed during an undercover operation in New York City.
Charles H. Mann Died on August 5, 1974 DEA Special Agent Mann was killed on his first day of work after returning from an overseas assignment. He died as a result of the collapse of the Miami Regional Office building.
George F. White Died on March 25, 1973 Special Agent Pilot White of the Bureau of Narcotics and Dangerous Drugs was killed when his plane hit a power line near Tucson, Arizona.
Anna Y. Mounger Died on August 5, 1974 Ms. Mounger, a secretary at the DEA's Miami Regional Office, died as a result of the collapse of the Miami Regional Office building.
Richard Heath, Jr. Died on April 1, 1973 Special Agent Heath of the Bureau of Narcotics and Dangerous Drugs died in Quito, Ecuador, from a gunshot wound received during an undercover operation in Aruba, Netherlands Antilles.
Anna J. Pope Died on August 5, 1974 Mrs. Pope, a fiscal assistant at the DEA's Miami Regional Office, died as a result of the collapse of the Miami Regional Office building.
Emir Benitez Died on August 9, 1973 DEA Special Agent Benitez died from a gunshot wound he received during an undercover cocaine investigation in Fort Lauderdale, Florida.
Martha D. Skeels Died on August 5, 1974 Ms. Skeels, a supervisory clerk-typist at the DEA's Miami Regional Office, died as a result of the collapse of the Miami Regional Office building.
Gerald Sawyer Died on November 6, 1973 Detective Sawyer of the Los Angeles, California Police Department, was killed while working in a joint undercover investigation with the DEA.
Mary P. Sullivan Died on August 5, 1974 Ms. Sullivan, a clerk-typist at the DEA Miami Regional Office, died as a result of the collapse of the Miami Regional Office building.
Leslie S. Grosso Died on May 21, 1974 Investigator Grosso of the New York State Police was shot during an undercover operation in New York City. He was assigned to the DEA's New York City Joint Task Force.
D R U G E N F O R C E M E N T A D M I N I S T R A T I O N D R U G E N F O R C E M E N T A D M I N I S T R A T I O N the U.S. House of Repres...


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Mike Florio and Ross Tucker discusses why the Ravens traded Anquan Boldin to the Niners for a 6th round pick in this April's draft.This video is no longer available. Click here to watch more NBC Sports videos!
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subset: commoncrawl


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These are the original resort accommodations at Indian Springs, built in the 1940s. Today, the cottages are historically charming and comfortably modern. They have attracted families and friends for decades with their simplicity and outdoor environs.
Duplex studio and two-bedroom units are surrounded by palm and olive trees, roses and lavender. Each private cottage features indoor and outdoor living spaces.
Perhaps most alluring are the porches, where guests can be found sipping morning coffee and nightly cocktails, greeting each other as resort life unfolds around them. It's an Indian Springs tradition.
The Cottages:
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Palm Row Cottage
Two-bedrooms with living rooms and private outdoor spaces. Popular with families.Explore
Sam's Cottages
A charming studio cottage with front and back porches for relaxing after a full day of activity.Explore


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Joe Cole will draw on his Champions League experience tonight as West Ham try to upset the odds at Manchester City.
The first leg of their Capital One Cup semi-final is at Etihad Stadium, where the hosts have a 100 per cent record in the Premier League this term.
It is a daunting task but Cole knows from his days at Chelsea how to approach a two‑legged tie.
"I am experienced in playing two-legged games in the Champions League, in particular, and for the fans we have to go there and come away with a good result," the midfielder told the club's website. "You can't win the game in the first leg but you can lose it. We need to come away with a result.
"You've got to see it as a 180-minute game and we need to do the basics right. We can't win the tie tonight but we have to be cautious to stay in the game, get a result and not lose it."
He added: "City are a top side and we know form would suggest they are the favourites, of course, but we must dig in and football is a funny old game."
- More about:
- Joe Cole
- West Ham United


text: Enjoy your next cup of cocoa or mug of soup in a mug designed with a touch of rustic style. There's something comforting about wrapping your hands around a hot coffee mug in the early morning while enjoying your favorite brew. Even homemade soups are better served in rustic soup mugs. Rustic and western-design stoneware mugs, clay mugs, and pottery mugs add a traditional and fashionable touch to what would otherwise be ordinary refreshments. Rocky Mountain Cabin Decor offers a spectacular collection of rustic mugs and mug racks, from unique coffee mugs and latte mugs to hand crafted stoneware coffee mugs, gift mugs and soup mugs. Our decorative mugs and stoneware mugs highlight beautiful hand painted rustic scenes and wildlife images. This wonderful collection includes artfully designed bear mugs, moose mugs, bird mugs, and much more.


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Jason had two appointments today, with one of them being Occupational Therapy and the other with the Dermatology folks - the ones who did the laser treatment. At OT he had a good workout, and was actually sweaty when he finished. I think he likes it when he has a good hard workout and sweats like that. It makes him feel more complete. There was a gap between appointments of about two hours so he decided to take advantage of the time and take care of another "errand" the Gunny had given to him. Then he went to the Exchange and made a couple of small purchases and we still had over an hour to wait. So like any good patient, he said, "Let's go early and see if they can take us in sooner." As it turned out that's exactly what happened, and we were done at about the time we were supposed to be going in.
The visit allowed the doctor to take a look at the wounds and see that they were now looking better than they had before. He had taken a couple of pictures of the initial visit, and compared them to the current state and anyone could see that there was some improvement. There will be another couple of visits, prior to the next treatment, and we expect that they improvements will continue.
Afterward, Jason and I went over to pick up the girls from the drop in day care, on base and headed back to the house. Linda was at the house doing some clean up and making sure there was something to eat for dinner. It was a nice feeling to have her there waiting for us. The girls were happy to see us and all-in-all it turned out to be a very good day. Tomorrow Jason has just one appointment, and should be able to relax most of the day at home. We've talked about going to Costco, so we might do that, but then we might not.
Thank you, for all your continued support and prayers. I am hoping that tomorrow I will be able to post a link to the Paramobile/ParaGolfer. I know some of you have been asking about it, so I am anxious to get it out to as many as possible, as soon as possible.
This is a blog to chronicle this portion of the life of Staff Sgt. Jason Ross, my son, as he mends, after an I.E.D. explosion, on March 7, 2011, while serving his country in Afghanistan.
Thursday, April 5, 2012
April 5, 2012
1 comment:
Praying right now!ReplyDelete
Isaiah 53:4-6 Surely he hath borne our griefs, and carried our sorrows: yet we did esteem him stricken, smitten of God, and afflicted. But he was wounded for our transgressions, he was bruised for our iniquities: the chastisement of our peace was upon him; and with his stripes we are healed. All we like sheep have gone astray; we have turned every one to his own way; and the LORD hath laid on him the iniquity of us all.
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Freeman Dyson
|The poetry of reality
|Extraordinary claims with
extraordinary evidence
|Hot from the
giants' shoulders
Freeman John Dyson (born 1923) is a renowned British physicist and mathematician. He has done work in quantum field theory, astronomy, solid-state physics, and nuclear engineering. He's won a boatload of awards, but never a Nobel. Physicist Steven Weinberg claims Dyson was "fleeced" by the Nobel commission. He led the design team for the TRIGA nuclear reactor, which is in widespread use today, and is also known for his nuclear disarmament advocacy. He is currently the president of the Space Studies Institute.
Unfortunately, he is also an occasional crank, and in another life would have succumbed to the Nobel disease.
[edit] Concepts in science and futurology
Dyson has popularized many concepts in scientific and futurist circles:
- Dyson series: A byproduct in his work on quantum electrodynamics, unifying the approaches of Julian Schwinger and Sin-Itiro Tomogana (operators) and Richard Feynman (path integrals).
- Dyson sphere: A theoretical structure to catch sunlight for energy that would eventually enclose an entire star.
- Dyson tree: A theoretical genetically engineered plant capable of growing on a comet.
- Theorized space colonies.
- Astrochicken: A theoretical combination nanotech-biological spacecraft.
- Dyson's transform: A technique later used to prove that every even integer is the sum of at most 6 primes.
[edit] Wackiness
Dyson considers himself a non-denominational Christian and believes in non-overlapping magisteria. Some of the material he has written on metaphysics, though, is much less Christian than it is reminiscent of various theories of quantum consciousness, panentheism, panpsychism, and other sorts of New Agey science woo.
Dyson has succumbed to old age crank syndrome as well, becoming a global warming denier.[citation needed] However, he hasn't done any actual criticizing of climate science besides dismissing the models as flawed and saying that if it is a real problem, we can easily cook up some super-tree to suck the carbon dioxide out of the air. Dyson's support for deniers seems to be the result of wanting to stick it to the scientific man:
""My objections to the global warming propaganda are not so much over the technical facts, about which I do not know much, but it's rather against the way those people behave and the kind of intolerance to criticism that a lot of them have. I think that's what upsets me.[1]
So… yeah, thanks for that.


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Meet the new Windows Phone 7 Devices
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Desireable 48+ community at Reserve at Lake Oberst's, a small development in a great location with walking path, spacious corner lot offers beautiful curb appeal as you enter the large tiled foyer with Oak staircase and Palladian window and vaulted ceiling. This stunning and immaculate home was once a sample, so there are upgrades and amenities galore! 9' ceilings t/o first floor with vaulted ceiling great room with gas fireplace. Large dining room off designer eat-in kitchen featuring 42' cabinets, granite counter tops, tile backsplash and upgraded appliances. 2 sliders open to pavered patio in fenced yard. Odd of great room in large Master bedroom with large walk-in closet and large custom marble bath. 2nd floor has 3 spacious bedrooms, upgraded baths and closets galore! A full finished basement and 2 car garage and many other amenities all near major highways, shopping and Rowan University. A must see to appreciate!
Listing Area: Glassboro Boro
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posted by Neeraj .
What is the difference between diffusion and osmosis?
Thank you for using the Jiskha Homework Help Forum. Any time you "meet" a word you do not know, don't forget a good dictionary!
diffusion = Main Entry: dif·fu·sion
Pronunciation: di-'fyü-zh&n
Function: noun
Date: 14th century
1 : the action of diffusing : the state of being diffused
3 a : the process whereby particles of liquids, gases, or solids intermingle as the result of their spontaneous movement caused by thermal agitation and in dissolved substances move from a region of higher to one of lower concentration b (1) : reflection of light by a rough reflecting surface (2) : transmission of light through a translucent material : SCATTERING
4 : the spread of cultural elements from one area or group of people to others by contact
5 : the softening of sharp outlines in a photographic image
- dif·fu·sion·al /-'fyü-zh&-n&l/ adjective
osmosis = Main Entry: os·mo·sis
Pronunciation: äz-'mO-s&s, äs-
Function: noun
Etymology: New Latin, short for endosmosis
Date: 1867
1 : movement of a solvent through a semipermeable membrane (as of a living cell) into a solution of higher solute concentration that tends to equalize the concentrations of solute on the two sides of the membrane
2 : a process of absorption or diffusion suggestive of the flow of osmotic action; especially : a usually effortless often unconscious assimilation <learned a number of languages by osmosis —Roger Kimball>
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Petite 3 Theatre
1265 East Battlefield,
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The three screen Petite opened in 1964. It was one of the first to open around the Battlefield Mall. This 700 plus seat theatre lasted until 1992 when compitition from the newly opening multiplexes took its toll on the Petite. The last couple years it was operated as a discount theatre.
Recent comments (view all 10 comments)
The Petite 3 opened in the early to mid 1970's, as that stretch of Battlefield road/street didn't exist in 1964. It has been torn down, and the site is now a Pep Boys auto parts store.
I worked at the Petite 3 when it showed Top Gun. I had a lot of fun. It was always packed.
The theatre actually opened as a opening gala on April 19th, 1973 and publicly opening the next day with The Life and Times Of Judge Roy Bean on Screen 1, The Thief Who Came To Dinner on Screen 2 and Fiddler On The Roof on Screen 3. The theatre probably made Springfield movie theatre history when The Legend Of Boggy Creek was shown on two screens due to popular demand on July 27th of that same year after its July 25th start.
The Petite was THE theater for teenagers, as I recall. My high school (Glendale) even took their yearbook pictures in the lobby. They always seemed to get the "cool" movies, despite having dinky auditoriums. For about 12+ years, the Petite and Fremont were fierce rivals, being across the street from each other and both about the same size. Both were done in by the Campbell 16 that Wehrenberg opened in 1996.
This theatre showed Raiders Of The Lost Ark for 54 weeks from 6/12/1981 to 6/24/1982.
The theatre opened as a Dubinsky theatre and became a Dickinson theatre on December 2nd, 1983.
The theatre was closed from November to December 1985 for remodeling and reopened on December 20th, 1985 with 101 Dalmatians, Plenty and A Chorus Line.
The theatre would switch to second run on November 27th, 1991, less than two weeks after the Dickinson (now Springfield) 8 opened with The Naked Gun 2 ½, Backdraft and V.I. Warshawski.
This would not last long as the theatre would close less than six months later on May 17th, 1992 with Medicine Man, Hook and Blame It On The Bellboy.
Actually, it was less than a week later.
I was working at the Eastgate theatre in Joplin as a projectionist at the time this theatre closed and we received two Strong lamphouses from this theatre which were installed a few weeks after it closed in our auditoriums 4 and 5, and likely they were still in use when Eastgate closed.
One of the prior comments indicated this opened as a Dubinsky operation. However, I've come across trade reports indicating it opened under a company called Petite Amusement. Can anyone clarify the ownership timeline?
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[USA UNDER-20 WOMEN] Japan showed that it could be a force at the 2014 Under-20 World Cup in Canada as it beat the USA, 3-2, in the first of two under-20 friendlies at the U.S. Soccer National Team Training Center. The second game between the USA, the 2012 U-20 world champion, and Japan, host of the 2012 Under-20 World Cup, will take place on Sunday.
The came back from two goals down to tie the game at 2-2 on goals by Andi Sullivan and Mandy
Freeman on plays that began with Rose Lavelle set pieces, but Japan won on substitute Yu Nakasato's goal from
close range in the 72nd minute.
The Japanese outshot the USA 15-8, but keeper Katelyn Rowland kept the Americans in the game with eight saves.
"I liked the first 20 of minutes of each half, we were just as good if not better than Japan," said U.S. head coach Michelle French.
"I also like the way we responded after being down two goals and getting two in succession to start the second half. That showed the mentality of this team which is obviously extremely
French said there was room for improvement.
"Offensively, we have to be better technically and our speed of play and thought needs to improve,"
said French. "We need to be better at tracking their movement because there is so much interchanging between their midfield and forward lines and it caused a lot of problems for us. Looking at
the game film will definitely help us for Sunday."
Aug. 8 in Carson, Calif.
USA 2 Japan 3. Goals:
Sullivan 46, Freeman 52; Tanaka 28, Momiki 44, Nakasato 72.
USA -- Rowland; Liedle (Mueller, 82), Roccaro, Naughton (Freeman, 46), Sullivan; Miranda
(Mills, 46), Weatherholt, Lavelle; Green (Thomas, 72), Doniak (Munerlyn, 46), Purce.
Japan -- Inoue, Ueno, Miyake (Narumiya, 64), Morimatsu, Shimizu
(Kojima, 75); Naomoto, Momiki, Sumida (Nakasato, 57), Hasegawa; Michigami (Shiraki, 56), Tanaka.


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Information is one of the most powerful tools available to a business. Regardless of the size of your business, it is vital that your knowledge of your customers is as deep as possible. Without such knowledge you cannot hope to effectively market your product. Similarly, you must have a comprehensive understanding of your own offerings and sales methods. Effective research can help you to identify aspects of these processes that need refining, and provide clues as to how you can improve your profitability.
Before you begin, you should address one very basic but fundamentally important question: what do you want to learn? Simply 'doing research' with no clear goal in mind is a waste of time and money - you must have a definite idea of the aims of your research.
For example, do you want to find out why customers do not return to you for second or third purchases? Do you want to determine how user-friendly your website is, and the ways in which it could be improved? Do you want to find out what demographic the bulk of your customers come from? Each of these questions will require a different research method, but the principle remains constant and bears repeating - research is useless unless you know what you want to learn.
The research method you choose will therefore depend on the nature of the information you wish to gather, and the nature of the business itself. In order to make an informed decision, you should first look at the range of methods available.
Customer surveys
Customer surveys are an efficient way to gain an insight into your customer base. It is possible to glean a huge range of information from this type of research, but success depends on the number of people you survey and the quality of the survey itself.
In the first instance, you must decide who you wish to survey. The best way to approach this is by asking yourself, 'Who has the information that I need?' It may be, for example, that your customer base is made up of several distinct groups, or it may be that they are fairly homogenous. Generally surveys will target a few different subsets within the entire group.
If your 'sample frame' (that is, the entire range of individuals from whom you will select your prospective respondents) is made up of customers with a variety of unique relevant characteristics, you should ensure that your sample set is broadly representative. This is generally achieved through random selection, but this is not always appropriate; there are perfectly viable reasons, for example, that you would wish to concentrate on an individual subset in order to gather the relevant information.
You also need to consider how best to conduct the survey itself. In many cases face-to-face interviews are best, but these will not be feasible or necessary in every circumstance. Your options will generally be limited by resources and by the contact details you have for the members of your sample sets. Written surveys are generally the most popular because of the low costs involved. However, they present a number of significant difficulties; particularly, there is no chance for respondents to ask questions, or for you to offer clarifications. As such, it is very important that the questions are phrased precisely and presented in a suitable order. Many organisations choose to employ survey experts to ensure that they get this right.
It should also be remembered that response rates to marketing surveys are traditionally very low. You may well find that you need to offer some incentive to your potential respondents, but prior to this you should ensure that you do all you can to make sure the survey is easy to complete and return. This includes providing postage-paid return methods, and keeping the survey short. You may also consider following up with a telephone call or written reminder to encourage a response.
Finally, there are a number of principles that should be considered when you are writing the survey itself. Survey questions can be split into two types: open and closed. Open or 'free text' questions allow the respondent to write what they like, while closed questions require them to make a choice from a set of potential responses. Open questions can provide more valuable, accurate answers, but they are difficult to analyse in bulk. On the other hand, closed questions are easy to quantify and analyse but can produce sub-par answers.
Usability testing
If your business provides products or services that require interaction on the part of the customer, or if you rely on a website as an intrinsic element of your business, you should consider usability testing.
Usability testing allows you to test your purchase processes on real people outside of your business. If you have been at the heart of the development of this product or service, you may well find it difficult to step back and consider its usability from the point of view of your customers - that is, individuals with no prior exposure to it. Usability testing should, if performed properly, give you an accurate idea of how user-friendly your product is.
Usability testing aims to determine and record the ways in which users interact with a product, and to identify areas for potential improvement. The process normally focuses on four areas: the tester's performance (how quickly they can perform the task intended), accuracy (how prone users are to mistakes while using the product), recall (how efficiently they can remember the process after use) and emotional response (how they feel after using the product).
In order to produce useful results, usability testing must be carried out in a controlled and scientific manner. The most popular method is known as 'hallway testing', in which a cross-section of the eventual intended user group participates. The participants are asked to perform a relevant, real-life task and are monitored while doing so. This is frequently achieved through 'think aloud protocol', where the participants are asked to talk observers through their thought processes. It should then be possible to assess their actions in comparison to the four criteria outlined above.
Usability testing usually occurs in several stages; each version of a product is tested individually, with the findings being applied to the continuing planning or design process.
Focus groups
Focus groups have developed a rather poor reputation outside of the marketing industry in recent years, as they have become virtually synonymous with the antics of bumbling politicians. However, this research method provides some important commercial benefits to those companies that can run them effectively.
Focus groups provide an opportunity for your business to test out new marketing methods, products, names, designs, ideas - in fact, almost anything that can be communicated face to face. Rather than launch a new product or marketing campaign only to find that it does not appeal to your target market, focus groups allow you to sound out your ideas before committing. The idea of a focus group is to spark a discussion around the items you want to test. This helps the subjects relax and give more candid opinions.
It is important that focus groups are run in a systematic way, and moderated by experts. This type of research produces data which is by nature difficult to quantify. Group members may stray off topic, and they will certainly not provide answers within a strict framework such as that set by a written questionnaire. However, the trade-off for this complexity is the breadth and quality of data that can be obtained. Responses from focus groups, in which participants can say what they like with few set boundaries (a little like a perpetual, verbal 'free text' box) can be far richer than those gleaned from written surveys.
Unsurprisingly, focus groups can be expensive. There are many agencies specialising in providing focus group participants, and the best of these are able to fulfil very specific requirements. However, you should remember that both the agency and the participant will require payment. You may also consider advertising publicly in your local press for focus group members, thus cutting out the agency - but this is only suitable for groups which do not require participants with particularly specific characteristics.
Research is a vital process for any business that hopes to increase its knowledge of its customers, and thereby improve its interaction with them. Although it can be expensive when professional third parties are involved, it is possible to perform research on a shoestring budget. You simply need to be a bit more creative in your approach.
The ultimate goal of your research, as with every marketing activity, is to increase your conversion rate. Taking a little time to construct a sensible, pertinent research project can yield significant benefits in terms of sales volume and profitability. Continuing this research regularly will ensure that you are in the best possible position to grow and expand your business.
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Hi, Iz Fans
Once again, Mom and I apologize for not updating my diary in so long. Mom has been very busy getting our grandma settled in the nursing home, and now, our Daddy is also in one for rehabilitation. Dad thought he had a kidney infection a few weeks ago, but it turned out to be much more serious. He actually had an infection in one of the valves in his heart and it made him very, very sick. He had to go to the emergency room and Mom was afraid he wouldn't come out. He also had something called "atrial fibrillation" and his heart was beating much too fast. So, he had to go to the hospital and stayed there for a week. Now he is at a nursing home/rehab center for a few weeks while the people figure out how to get him back on his feet since he is STILL having problems moving around. Mom is very scared for him and I have been trying to be very nice to her. I sleep with her at night and don't bite her toes, just cuddle. I don't tease my doggie sisfurs and I haven't torn up any papers in a while to make a mess even though that's hard not to do since Mom has SO many papers around everywhere.
I know Mom is trying very hard to take care of us and keep moving through the days. We will all be glad when Daddy is home again.
Please say a prayer for us, Catster friends. Right now we need His help more than ever!
Your pal Izzie
Hello, Iz fans,
Mom says she's very sorry to not have kept up with my diary, but she does have a good reason. Things have been pretty awful here this summer. One of our friends that we met on Catster and who lives in New Orleans, said that someone is "burning a black candle" on Mom and she absolutely believes it.
Our grandma crashed and burned back in June. Mom went to pick her up to go shopping and grandma wasn't waiting for her in the apartment's lobby. Mom went up to her apartment and found our grandma sitting and sleeping in a chair. When Grandma woke up, she was disoriented and not making sense. Mom had to call the Fire/Medics and they took her to the hospital where she stayed for almost 2 weeks. She had all kinds of tests and they told Mom that Grandma has "vascular dementia" and also had a bad bladder infection. Grandma got really mad at everyone in the hospital and tried to fight with the nurses. Mom was very upset because our grandma is not the sort of person to do this. So Mom knew something was very wrong. Mom had to make the decision to send our grandma to a nursing home. Grandma is 91 and everyone says she is in "really good shape" for someone her age, but over the past few months, she can no longer live alone and this week didn't recognize Mom.
Our Dad is also not doing well. He says he "can't feel his legs" and has started using a walker. He has to have tests but Mom and Dad's medical plan won't pay for the tests until Dad has physical therapy. Mom's also had to call 911 twice when Dad's legs went out and he couldn't get back up. Mom says she's getting to know the Fire/Medics really well and owes them a big pan of lasagna! Dad is scheduled for physical therapy next week and Mom and Dad are hoping it helps, even a little.
So I have been very quiet, Iz fans. I ran out the door the first time the ambulance came to help Dad. It was nighttime and it wasn't as much fun as I thought. While the guys were here, I came to bang on the screen door and Mom let me back in. I hid under the bed for the rest of the day but Mom wasn't mad at me. The guys thought it was funny that I was banging on the door and that probably helped make Mom not be mad at me!
We would like to ask that you send a few good thoughts our way, Iz fans, and maybe that will help to blow out that black candle. We will try to write more diary entries as often as we can.
Love you all!
Happy Monday morning, friends of Iz, who is now one year older but still acting like a kitten....or so Mom says.
I had a very quiet birthday. Mom took the human kitten grandbabies to a baseball game, so it was just me, Dad and the girls. I spent most of the day like I usually do when the weather gets nice. I sit by the patio screen and wait for my friend Toby Cat to come around or look at the birds on the deck railing and dream....Mom did leave the deck door open last night a little longer because I was being so good about just watching and not trying to push out the screen like I did that time.
I've been very affectionate with my doggie sisfur, Cady. And, actually with Mom too. Mom says she thinks I'm mellowing out in my "old age". I've always been Cady's #1 fan. Mom says it's because we are both trouble-makers.
I wanted to say thanks to my friends like Kally Kat and Momma Liz who sent me SUCH nice birthday greetings. Kally is a wonderful furrend and I know if we knew each other in purrson, we'd be great pals! She's a beauty!
Going to go stretch out in front of the patio door again, friends. We wait a long time for this weather in Cleveland, Ohio, and we have to enjoy it while it's here!
Love from Izzie!
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Re: MAD SCIENCE
THis is a great design!!! THis should move up!! GMV!
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Apple's latest version of iTunes crashes Windows Vista when an iPod or iPhone is connected to the PC, scores of users have reported on Apple's support forum.
As soon as an iPod or iPhone is plugged into the PC, Vista crashes and shows the "Blue Screen of Death," the critical error screen on a blue background that requires a reboot to recover, users said. The errors began showing up immediately after updating iTunes to version 8.0, which Apple released Tuesday as part of its iPod refresh.
"I just installed iTunes 8 over my iTunes 7 on Vista [and] now whenever I plug in my iPod, I get a blue screen death. Three times so far. Even if it is plugged in on boot, I get a blue screen," said a user identified as "sambeckett" on the support forum about 90 minutes after Apple CEO Steve Jobs wrapped up the iPod launch.
The thread, which as of early Thursday had been viewed nearly 10,000 times and sported almost 300 messages, also quickly accumulated theories about the cause. The Vista error message, for example, fingered an Apple-provided USB driver, several users said.
"I think it's safe to say then that either Apple's USB driver shipped with iTunes 8 is broken on Vista, or it's causing a problem with some other common Vista driver," speculated a user named "Mike de Awesome."
Numerous users reported that they were able to avoid the Blue Screen of Death (BSoD) by unplugging peripherals from their PCs' USB ports, particularly Hewlett-Packard Co. printers and scanners, and in some cases, keyboards, mice and cameras made by Logitech International SA.
Others, however, disputed that fix. "I tried another clean install last night, same BSoD problem," said "bryankaras" early Thursday morning. "I have no HP drivers, no HP printer, no Logitech drivers or peripherals."
"I disconnected all of my USB devices except for the mouse and keyboard, and also disconnected [my] Belken USB hub," echoed "CobraBob" on the same thread. "BSOD. I then disconnected the HP LaserJet parallel cable. BSOD. So my conclusion is that this issue is not solely applicable to HP printers with a USB interface. If this is a USB issue then I'm stumped because with all of my devices unplugged, including the LaserJet parallel printer, I still get the BSOD."
One message on the thread purported to come from an Apple employee, who asked users to report their findings to him via an Apple e-mail account. "Look in the Programs and Feature Control Panel. Do you have Logitech Setpoint software installed?" asked "RoyB" Tuesday afternoon. "Does the issue go away if you remove the Logitech software and reboot the computer?"
Not surprisingly, users vented.
"Funny how iTunes 7 worked flawlessly before I downloaded iTunes 8," said "GogoGadget69" Tuesday. "It couldn't be iTunes 8 could it? And by the way the entire world is getting fantastic 3G reception on the iPhone 3G. And MobileMe has always worked fantastic!!! I love how Apple owns up to problems... IT'S NOT US! IT MUST BE YOU! OR MICROSOFT! OR YOUR MOUSE! OR YOUR CHAIR!"
"This is unbelievable. Who beta tests this software? Oh wait...obviously no one," said "davestoltz" on the thread. "Microsoft would get raked over the coals if they put out this kind of garbage."
iTunes has generated BSoD errors before, most recently after Windows Vista users updated to version 7.7 in July. A support document spelled out the problem, which was limited to 64-bit editions of the Microsoft Corp. operating system. "Attempting to connect an iPhone or iPod touch, which has been updated with the latest iPhone 2.0 software, to iTunes 7.7 on a 64-bit Microsoft Vista platform may cause the system to unexpectedly quit and display a blue error message screen," the document read.
At the time, Apple recommended that users update to Vista Service Pack 1 (SP1).
This week's problem, however, was not limited to 64-bit Vista, according to the user reports.
Apple and HP officials were not available for comment.
This story, "iTunes 8 takes down Vista with 'Blue Screen of Death'" was originally published by Computerworld.