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Discussion Question: Develop a strategy for selling security to your organization. Unfortunately, when security is doing well, those not familiar with the profession may come to the conclusion that downsizing is justified. In today’s world, any security professional at the management level, or who aspires to a managerial position, should be familiar with Microsoft PowerPoint. For this discussion, in addition to the discussion requirement, provide a PPT attachment consisting, at a minimum, of the following:Title slide3-5 briefing slidesA decision/conclusion slideNote: There is no need to spend time producing a fancy PPT presentation – just the basics will do just fine.
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I N T E G R AT I N G M I L L E N N I A L S I N T O
S E C U R I T Y O R G A N I Z AT I O N S
Jeffrey “J.C.” Dodson
Global Chief Information
Security Officer, BAE
Michael Brzozowski, CPP, PSP
Risk & Compliance Manager
Symcor
Monday, September 25, 2017, 10:30 AM-11:45 AM
Angela J. Osborne, PCI
Regional Director
Guidepost Solutions
G E N E R AT I O N A L C H A L L E N G E S F O R T H E
WORKPLACE
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Generation Y
• By 2025, 75% of the global workforce
Echo Boomers
• One in three workers is a millennial
Net Generation
• Represent less than 10% of the ASIS
membership
“The future promise of any nation can be directly measured by the present prospects of its youth.”–John F. Kennedy
OBJECTIVES
3
Review Misconceptions about Millennials
Discover Who the Millennials Are
Test How Millennial You Are
Explore How Millennials Work
Check out a New Young Professionals Council Survey
Strategize Methods for Engaging Millennials in the Security Field
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REVIEW MISCONCEPTIONS ABOUT
MILLENNIALS
# T O T E S _ E N T E R TA I N I N G
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Dissolve, 2017
“PEOPLE TRY TO PUT US D -DOWN”
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MILLENNIAL STEREOTYPES
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WORDS OFTEN USED TO DESCRIBE MILLENNIALS
Lack
of
Focus
Too Sensitive
Impatient
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Lazy
The Worst
Rewarded for
Participation
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DISCOVER WHO THE MILLENNIALS
ARE
“ T H I S I S M Y G E N E R AT I O N , B A B Y ”
75.4 million
65.8 million
74.9 million
29.8 million
1.9 million
Millennial
• Born: 1981-1997
• 20-36 years
Generation X
• Born: 1965-1980
• Age: 37-52
Baby Boomer
• Born: 1946-1964
• Age: 53-71
Silent Generation
• Born: 1928-1945
• Age: 73-89
The Greatest
Generation
• Born: Before 1928
• Age: 90+
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Source: Pew Research Center
WHO ARE THE MILLENNIALS?
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More millennials are
living in poverty.
Young adults are more
likely to have a college
degree, but also live in
poverty.
More than half of
millennials describe
themselves as political
Independents.
21 to 34-year-olds hold
an estimated $1.1
trillion of America’s $3.6
trillion in consumer
debt.
1 in 4 young adults
speaks a language other
than English at home.
Fewer young adults today
are white, speak English
only at home, or were born
in the U.S.
Most unmarried millennials
(69%) say they would like
to marry, but deem
themselves not financially
stable enough to wed.
The majority of
millennials have never
been married.
Young adults earn
$2,000 less today than
young adults did in
1980.
25-34 year-olds hold an
average of $21,000 each in
student loan debt.
81% are on Facebook
Fewer millennials are
employed compared to
baby boomers in 1980.
DOLLARS & CENTS
“Millennials are also the first in the modern era to have higher levels of student loan debt, poverty and
unemployment, and lower levels of wealth and personal income than their two immediate predecessor
generations (Gen Xers and Boomers) had at the same stage of their life cycles.”
–Pew Research Center, “The Rising Cost of Not Going to College,” February 11, 2014
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E D U , R E L I G I O N , M A R R I A G E , B A C KG R O U N D
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FIRST COMES LOVE, THEN COMES…
1963
2014
14
LIVING ARRANGEMENTS & MARRIAGE
1980
2013
77% 58% 70% 44%
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W H AT M A K E S Y O U R G E N E R AT I O N U N I Q U E ?
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T E S T H O W M I L L E N N I A L YO U A R E
THE MILLENNIAL QUIZ
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1. In the past 24 hours, did you watch more than an hour of television
programming, or not?
Yes
No
P E R C E N TA G E W H O A N S W E R E D Y E S
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1. In the past 24 hours, did you watch more than an hour of television
programming, or not?
THE MILLENNIAL QUIZ
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2. In the past 24 hours, did you read a daily newspaper, or not?
Yes
No
P E R C E N TA G E R E S P O N D I N G Y E S
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2. In the past 24 hours, did you read a daily newspaper, or not?
THE MILLENNIAL QUIZ
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3. Thinking about your telephone use, do you have…
A
B
C
&
BREAKDOWN
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3. Thinking about your telephone use, do you have…
C
A
B
&
MILLENNIALS AND LANDLINES
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THE MILLENNIAL QUIZ
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4. In the past 24 hours, about how many text
messages did you send or receive on your
cell?
A
B
C
D
It’s cool if they’re all from your mom 😉
BREAKDOWN
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4. In the past 24 hours, about how many text
messages did you send or receive on your
cell?
A
B
C
D
THE MILLENNIAL QUIZ
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5. How important is being successful in a highpaying career or profession to you personally?
A
B
C
D
BREAKDOWN
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4. How important is being successful in a highpaying career or profession to you personally?
A
B
C
D
THE MILLENNIAL QUIZ
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5. Have you ever created your own profile on any social
networking site, such as Facebook, Twitter, Instagram, or LinkedIn,
or haven’t you done this?
Yes
No
P E R C E N TA G E R E S P O N D I N G Y E S
30
5. Have you ever created your own profile on any social
networking site such as Facebook, Twitter, Instagram, or LinkedIn,
or haven’t you done this?
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MILLENNIAL SCORE
http://www.pewresearch.org/quiz/how-millennial-are-you/
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EXPLORE HOW MILLENNIALS WORK
H O W D O M I L L E N N I A L S WA N T TO W O R K / L I V E ?
Past
Future
• My Paycheck
• My Job Satisfaction
• My Boss
• My Annual Review
• My Weaknesses
• My Job
• My Purpose
• My Development
• My Coach
• My Ongoing Conversations
• My Strengths
• My Life
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Gallup, “How Millennials Want to Work and Live”
MISUNDERSTOOD IN THE WORKPLACE
Confidence
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Arrogance
Egotism
Ambition
Impatience
Idealism
Millennials are much less willing
(just 30%) to endure unpleasant
conditions on the job for career
success.–Bentley University
“PEOPLE TRY TO PUT US D -DOWN–JUST
BECAUSE WE GET AROUND”
“Millennials may be
achieving milestones
more quickly than their
generational counterparts
and, therefore, less willing
to stay put for extensive
periods of time without
promotion.” –SHRM 2016
21% report
changing jobs
within the last
year
More than 3x
the number of
non-millennials
Millennial turnover costs
the U.S. economy $30.5
billion annually
35
SEEKING CAREER DEVELOPMENT
Career Advancement • Millennial: 95%
Opportunities
• Boomer: 83%
• Millennial: 88%
Career Development
• Boomer: 76%
• Millennial: 89%
Job-specific Training
• Boomer: 73%
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C H E C K O U T A N E W YO U N G
PROFESSIONALS COUNCIL
S U R V E Y/ S TAT I S T I C S
ASIS DEMOGRAPHICS
ASIS Membership 40 & Under: 4,483
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YO U N G P RO F ES S I O N A L S S U RV E Y
As the security industry evolves; what are some of
the trends you would like to learn more about?
• IT/Infosec/Cyber Security
• Campus Safety
• Data Technology (Analytics, New Technology,
Cutting Edge)
• Cloud Computing
• Supply Chain Security
• Convergence and Integration
• Terrorism
What current practices would you like to learn more
about?
• CPTED
• Threat and Risk Assessments
• Best Practices
• ESRM
• Executive Protection
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Are you currently involved with your YP Liaison at your
Chapter?
• 52% of those surveyed responded Yes to being
involved with their YP liaison. 3% percent didn’t
know or didn’t have one.
What is your preferred method for us to reach you?
• 100% prefer Email as a method of Contact
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YO U N G P RO F ES S I ON ALS S U RV E Y
(CONTINUED)
How do you see the YP Council helping your
Where do you think the YP’s are lacking?
professional development?
More Local Events and Exposure
Networking (Internal and External to ASIS)
Career Orientated Events
Career Development
Local Support
Mentorship
Majority of Respondents were local support
Do you have any certifications currently? If So,
What form of media do you prefer to learn from?
Please share.
In Person
Yes 56%
Videos
No 44%
Webinar
CPP 7
Online
PSP 7
PCI 1
Other 6
SURVEY COMMENTS
I really look forward to being involved with the council and
networking with professionals all across the security
industry.
Bring back ASIS Membership rate at a lower price for
Student Members. Increase of the fees had a significant
negative impact on Students Members.
More career oriented events. Connecting with colleagues
to promote ASIS more
Open the ranks to elder professionals that get personal
and professional satisfaction in acquiring young
professionals and mentoring them. Make them part of the
council and assign them young professionals that can
reach out for advice, or that these individuals can receive
tasks, projects etc. from to enrich their experience.
Exposure with the higher ups at ASIS..
I’ve been impressed by my interactions with the YP
council, I’m hoping being involved in the council will help
me to keep my professional goals on track..
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National needs to do a better job…It feels like our National
organization is run very old school and forward/innovative
thoughts are not being implemented. We need a younger
generation involved at the highest level. I have respect for
our elders and leadership but if we don’t change how ASIS
is run overall, the organization is going to die out with
those at the top. We are no longer in the days of ALL
gates, guards and guns
I think the greatest challenge is getting information down
to the chapter level, and having active participation within
chapters, as well as liaison involvement to the YP council
level.
There is an assumption (certainly in my experience) that
people in the YP category need direction or to be told
things. Some are very experienced and have something
to add which might be lacking
I’ve been targeting other organization’s YP components to
try to organize joint events or pop-up gatherings
OUTREACH
• 94 chapter board members or
chapter YPLs located
• 29 confirmed contacts
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ASIS CHAPTER OUTREACH
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E X P L O R E S T R AT E G I E S F O R
I N T E G R AT I N G M I L L E N N I A L S I N TO
THE SECURITY FIELD
S H R M G U I D A N C E O N I N T E G R AT I N G M I L L E N N I A L S
Stop the
Stereotypes
Cultivate
Culture
Develop &
Manage
Our Talent
“94% of these college‐educated respondents agree their generation is
questioning the rules of the game and asking themselves ‐ what is the best use
of my heart and mind?”—Bentley University
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I’M NOT TRYING TO ‘CAUSE A B -BIG S-SS E N S AT I O N ( TA L K I N ‘ ‘ B O U T M Y G E N E R AT I O N )
46
“The need to dispose of rigid procedures is a reflection of the changing business world
rather than the integration of the growing number of Millennial workers.”–SHRM
Adjust to the changing business landscape
Fulfill consumers’ expectations in a real-time manner by
revising systems and policies
Strive to be adaptable within workplace and offer flexible work
arrangement to avoid disruptions
M I L L E N N I A L S A D U LT I N G
Constant Communication
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Authenticity/Transparency
Millennial
Leadership
Value Alignment
Challenging Status Quo
PROMOTING THE SECURITY FIELD
Not Boring
Interest
in
Security
Career
with
Purpose
Road Less
Traveled
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“ D O N ‘ T T R Y T O D I G W H AT W E A L L S – S – S S AY ”
49
HUNDO P
Woke
Fam
YO U M I G H T B E A M I L L E N N I A L I F …
1.‘You have died of dysentery’ does not sound
morbid at all, but only stirs fond memories of
playing Oregon Trail.
2. You know that if Carmen San Diego and
Waldo ever got together, their offspring would
probably just be completely invisible.
3. Somewhere deep in your parents house
resides a sweet collection of pogs or beanie
babies.
4. You take Uber to your Lyft job.—Jeff
Upworthy
5. In your memory, the best TV can be
summed up with four letters (T-G-I-F)
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YO U M I G H T B E A B O O M E R I F …
1. You know what “duck and cover” means, and in
elementary school, you believed doing that would save
you from a nuclear bomb.
2. Growing up, your home telephone wasn’t a “land
line”….because what else could it have been?
3. You remember where you were when President
Kennedy was assassinated.
4. You thought your parents were old when they were
fifteen years younger than you are now.
5. You had to go to a library to do research for school
projects unless your family was fortunate enough to own a
set of encyclopedias.
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Understanding the American Use of
Private Military Contractors
Threats to the American Democratic Model Through
Lack of Accountability and Transparency in the
Outsourcing of American Military Functions
Jørgen Lindahl
A Thesis Presented to
The Department of Literature, Area Studies and European Languages
Faculty of Humanities
Advisor: David C. Mauk
In Partial Fulfillment of the Requirements for the MA Degree
UNIVERSITY OF OSLO
Spring 2015
I
II
Understanding the American Use of Private Military
Contractors:
Threats to the American Democratic Model Through Lack of
Accountability and Transparency in the Outsourcing of American
Military Functions
III
© Jørgen Lindahl
2015
Understanding the American Use of Private Military Companies:
Threats to the American Democratic Model Through Lack of Accountability and
Transparency in the Outsourcing of American Military Functions
Jørgen Lindahl
http://www.duo.uio.no
Reprosentralen UiO
IV
Abstract
This thesis discusses the political and democratic consequences of the use of private military
contractors by the U.S. government. The discussion is divided into three separate parts: The
presidency, the executive branch and the legislative branch. The discussion is divided into
three separate parts, examining the role of the presidency, the executive branch and the
legislative branch, respectively. There are a total of five chapters. The first chapter gives the
historical background to and an explanation of the topic. The last chapter explores possible
solutions to the problems presented in the main discussion, as well as an update on recent
developments with regard to my topic.
This thesis concludes that there are major threats to the American democratic model inherent
in the use of private military contractors, and that the result of the use can prove dire. The
outsourcing of military functions becomes a threat to the American democratic model when it
allows the executive branch and the president to wage war with contractors, personnel that
the U.S. Congress, and the American people, has very limited control over. This development
is the result of Congress’s laissez-faire attitude towards the privatization of military functions
and an eagerness of the executive branch to shift the power balance in American politics in
their favor in the years following September 11, 2001.
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VI
Foreword
I have chosen to write about threats to the American democratic model, and in particular the
use of private military contractors, because it is a topic I have long found interesting. The
military might of the U.S. has fascinated me since childhood, and a visit to the floating
museum, the USS Intrepid, in New York City in 1998 further reinforced this interest. I have
followed the developments in American military strategy during the so-called War on Terror
closely, but it was not until I began my studies at UiO that I became fully aware of the extent
of the use of private military contractors. I maintained the interest through my years at UiO,
and when the opportunity arose to write my MA thesis on the political consequences of this
use, I jumped at the chance. The premise for the thesis is based in part on a course that I took
in the fall of 2013: “Critical Challenges of American Government and Politics.” This course
sparked my interest in challenges facing the American political system. The course was
taught by Mr. Mauk, who graciously agreed to be my thesis advisor.
The topic of this thesis is relevant for the current global political situation, where political
leaders, in the U.S. and elsewhere, are deciding how to face the challenge of the rise of IS..
The use of private military contractors peaked during the combat operations in Iraq from
2003 to 2011, but it has become relevant again in the ongoing fight against IS in Iraq and
Syria. My intention for this thesis is to present the complexity, and investigate the
ramifications, of this use of contractors to fight wars. The pragmatic and interdisciplinary
approach of North American studies has been an invaluable tool for mapping this subject
matter.
VII
VIII
Acknowledgments
There are many people that I owe thanks to for helping me achieve writing this MA thesis.
First and foremost I would like to thank my advisor, David C. Mauk for his unwavering
support throughout this entire process. He believed in my ideas from the start, and has been a
constant source of support and help in this past year. My friends and fellow students made
this process a social one, when it very easily could have been solitary, our discussions, and
long lunches helped keep me on track, and for that I am thankful. Eivind Solfjell deserves big
thanks for his proofreading and Ingrid Shields from the American Embassy in Oslo deserves
thanks for her help in finding sources. Last, but certainly not least, I would like to thank my
family for their continued support throughout my years at UiO. I would never have achieved
this if it were not for your support! Thank you!
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Contents
1 Introduction ……………………………………………………………………………………………………………… 1
1.1 Thesis Statement …………………………………………………………………………………………………………… 1
1.2 Writing an MA in North American Studies …………………………………………………………………. 1
1.3 Why Examine PMCs? ……………………………………………………………………………………………………… 2
1.4 What is the American Model of Democracy, and Why is Transparency and
Accountability Important? …………………………………………………………………………………………………….. 4
1.5 A Brief History of the American Use of Private Military Companies, Mercenaries
and War Profiteering ……………………………………………………………………………………………………………… 7
1.6 The Reemergence of PMCs in the 1990s …………………………………………………………………….. 9
1.7 Government Post-‐Cold-‐War Use of PMCs …………………………………………………………………. 10
1.8 Advantages With Contractor Use ………………………………………………………………………………. 12
1.9 Disadvantages With Contractor Use …………………………………………………………………………. 16
2 The Presidency, War and Contractors ………………………………………………………………… 19
2.1 Understanding the Buildup of Executive Power from FDR to Nixon …………………….. 20
2.2 From Carter to Clinton – The Resurgence Years ……………………………………………………… 25
2.3 George W. Bush and the Return of the Imperial Presidency …………………………………. 29
3 The Role of the Executive Branch ………………………………………………………………………… 35
3.1 The “Shadow Government” ………………………………………………………………………………………… 35
3.2 The Department of Defense ……………………………………………………………………………………….. 38
3.3 The Case of Contractor Accountability ……………………………………………………………………… 40
3.4 The Case of Veteran Benefits ……………………………………………………………………………………… 44
4 The Role of the Legislative Branch ………………………………………………………………………. 48
4.1 Missed Opportunities for Increased Control of PMC Use ……………………………………….. 51
4.2 Existing Legislation on PMC Use ………………………………………………………………………………… 58
4.3 The Lack of Adequate Legislation and Potential Executive Hurdles …………………….. 60
4.4 The Changing State of Congressional Power ……………………………………………………………. 62
4.5 Conclusions …………………………………………………………………………………………………………………… 63
5 Possible Solutions, Recent Developments and Concluding Thoughts …………….. 65
5.1 Possible Solutions to the Problems of Transparency and Accountability in the Use
of Contractors and PMCs Presented by Experts in the Field ……………………………………………. 65
5.1.1 Arguments against Increased Control over Contractors and PMCs …………………………… 65
5.1.2 Arguments Supporting the Use of the Tools Already in Place …………………………………….. 69
5.1.3 Arguments in Favor of New Constitutional Restrictions and Increased
Governmental Control ……………………………………………………………………………………………………………………….. 71
5.2 Main Findings ………………………………………………………………………………………………………………. 76
5.3 Recent Developments in PMC Use …………………………………………………………………………….. 79
5.3.1 The Fight Against IS and the Return of PMCs to Iraq ……………………………………………………. 79
5.4 Conclusion ……………………………………………………………………………………………………………………. 81
Bibliography …………………………………………………………………………………………………………………. 83
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1 Introduction
1.1 Thesis Statement
This thesis explores the democratic and political consequences of the use of so-called private
military contractors (PMCs) by the U.S. government. The focus is on two key concepts of
democracy: accountability and transparency. In any functioning democracy, a public control
of government, by a process whereby public officials are held accountable for their actions, is
essential. In order for this to happen, there must be transparency in governmental functions.
A failure on either of these levels would be devastating to the American democratic model.
The following question will be examined in this thesis: In what way has the outsourcing of
the American military affected accountability and transparency, and can this be a threat to the
American democratic model?
1.2 Writing an MA in North American Studies
Some comments regarding writing an MA thesis in North American studies are in order.
North American studies is an interdisciplinary field, combining among others political
science, history, literary studies and the history of ideas. This thesis is itself interdisciplinary.
The thesis has elements from several different disciplines, and although it might share some
elements with an MA thesis in political science, there are some important differences. Firstly,
in American studies at the University of Oslo, the topics for theses have to originate in some
way from a subject taken at the BA or MA level. The topic for this thesis springs out of an
MA course called “Critical Challenges of American Government and Politics,” taught by Mr.
Mauk, my thesis advisor. Secondly, when writing an MA in North American studies, one is
free to venture into practically any field associated with this discipline, I assume that this
particular thesis leans somewhat more towards political science than other theses in the field.
The topic in this thesis is presented in accordance with North American studies’ guidelines. It
1
is identifiable as a North American studies thesis, as it discusses threats towards and
consequences for the American democratic model.
1.3 Why Examine PMCs?
A study of PMCs is interesting, and important, as the use of them has become widespread,
with little or no concern for the huge threat this use poses to the accountability and
transparency of democratic processes in the U.S. It is not hard to imagine that it can be
difficult to ensure the accountability of both the individual contractor and the PMCs when
one takes into account the complicated structure and nature of the contracts market. Contracts
are often vague in their wording, with few measurable requirements that could hold the
contractors accountable. Some contracts are awarded to companies in an arguably flawed
bidding process, with few or no bids from competing companies. In addition, some contracts
have no set limits in terms of cost. How can the government claim any control over a process
that awards PMCs with blank checks and no measurable goals? The columnist Erick
Eckholm have likened this to the war profiteering during the American Civil War, pointing to
the fact that the PMC industry profits handsomely from the contracting business and are
allowed to do so by a U.S. government that is more than willing to pay their way out of a
problem it should have solved itself.1 PMCs such as Blackwater were known to save money
on for example armored vehicles for their employees, sending their contractors out on patrol
in civilian vehicles. The decision to send employees out on missions in Iraq without armored
vehicles and equipment suitable for a warzone is at best a tactical mistake, and at worst, war
profiteering, pure and simple.2 The close relationship between former and current members
of the U.S. government and certain PMCs is a further cause for concern. One example is the
connection between Halliburton, a military contracting firm, and former Vice President Dick
Cheney: Cheney was the CEO of Halliburton from 1995 to 2000. He served as the Vice
1
Erik Eckholm, “Democrats Step Up Criticism of Halliburton Billing in Iraq,” The New York Times,
June 28, 2014,
abReward=relbias%3Aw%2C%7B%221%22%3A%22RI%3A7%22%7D.
2
Robert Greenwald, ed., Iraq for Sale – the War Profiteers, vol. 1, 2006.
2
President during the later war in Iraq, where Halliburton was awarded contracts on a
monumental scale.3
PMC personnel can be of any nationality; in Iraq and Afghanistan, as much as 50% of PMC
employees are Iraqi or Afghan nationals.4 When contractors are hired locally, it is not clear
who is responsible for their actions. Is it the DOD, who awarded the contract, the PMC who
hired them, or the individual employee themselves? Furthermore, in warzones it is difficult to
investigate incidents, and there is often no functioning legal system. This does not, however,
mean that no one should be held accountable for the actions and consequences of the use of
PMCs. A further question would be whether PMC personnel are accountable to U.S. military
law, U.S. common law, local law or international law. These are all interesting points that
warrant thorough research, but the main focus of this thesis is on the accountability of the
U.S. government, as the client in these contracts. When these contracts are awarded on a
general basis, and the public knows very little about either how much is spent or who these
contractors are, the use of PMCs cannot possibly be transparent to the public.
This thesis will provide a brief overview of the history and current use of private military
companies and examine how this use can affect the American model of democracy, as it was
laid forth in the Declaration of Independence of 1776 and the American Constitution of 1787.
PMC use has in recent years reached unprecedented levels, and is a part of what seems to be
an ever-expanding move to outsource key U.S. governmental functions. Outsourcing in itself
is a large topic, and so this thesis is limited to an investigation of the use of PMCs in Iraq and
Afghanistan, under contract by the Department of Defense (DOD). The thesis in turn seeks to
examine how the executive branch is conducting its use of PMCs and how it has chosen to
oversee and regulate them. How does the widespread use of contractors affect accountability,
and to what extent does the executive branch manage to keep PMC use in accordance with
the concept of transparency in governmental functions? Later I will discuss the legislative
branch and its role in the expanding PMC use, accounting for what part Congress plays in
this. Even though the DOD is the largest client of the PMCs, the DOD still needs its funding
3
D E Rosenbaum, “A Closer Look at Cheney and Halliburton,” The New York Times, (The New York
Times, September 28, 2004),
w%2C%7B%221%22%3A%22RI%3A7%22%7D.
4
Moshe Schwartz and Joyprada Swain, “Department of Defense Contractors in Afghanistan and Iraq:
Background and Analysis,” March 29, 2011. 17
3
from Congress, and so the legislative branch plays a part in this. The practice of outsourcing
is systemic in the U.S. government, it permeates multiple governmental branches and
departments, and consequently nearly all parts of the U.S. government are in some ways
affected by it.
1.4 What is the American Model of Democracy, and Why
is Transparency and Accountability Important?
The U.S. has a long and rich history of a functional democratic process, and the rights of the
individual and certain democratic ideals are the very foundation of the nation. Thomas
Jefferson, in the Declaration of Independence of 1776, laid forth what the representatives of
the 13 original colonies in America believed to be the very essence of a democratic nation.
Immediately following the famous sentence that states that all men are created equal, and that
every man has the right to life, liberty and the pursuit of happiness, is the sentence that first
shows how the American democratic model is supposed to function:
“Governments are instituted among Men, deriving their just Powers from the Consent of
the Governed, that whenever any Form of Government becomes destructive of these
Ends, it is the Right of the People to alter or to abolish it, and to institute new
Government, laying its Foundation on such Principles, and organizing its Powers in such
Form, as to them shall seem most likely to effect their Safety and Happiness.”5
What this sentence states is in essence that the representatives and elected officials of the
nation are accountable to the public. The representatives of government are not elevated
above the law, and their actions have consequences not only for the nation, but also for
themselves, personally. A breach of this bond of trust between the elected and the public
would allow the public to overthrow the government to make sure the principles of
democracy are followed. The intention of this system was to make sure that elected officials
acted in a way that was of benefit to the nation, and to eliminate the potential for a
5
Thomas Jefferson, The Declaration of Independence and the Constitution of the United States of
America, (Cato Institute, 2002).
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government that made decisions out of the eye of the public. In short, the American
democratic system relies on transparency and accountability.
The U.S. system of a government is divided into three branches, the judicial, the executive
and the legislative. All the branches are seen as equally powerful, and one cannot rule against
the will of the other two. In order to accomplish this, a system of so-called checks and
balances is in place, enabling the different branches of government to limit and if necessary
stop the actions of the others. This system depends on the principles of transparency and
accountability. Transparency in governmental functions means that the people are informed
of all-important decisions made by government officials. Accountability is essential because
it makes sure the elected officials do what they were elected to do, accountability towards
their position means they can be removed if they do not. Transparency in governmental
functions is an absolute necessity in order for the different branches to regulate each other.
The democratic theorist Jean-Jacques Rousseau famous
