SHINULEAKS

- the truth of SHINU

TrialCollective

TrialCollective

SHINU :

.. [ i nu ]
.. Japanese verb: to die
.. first: technology that measures the day you will die
.. second: the moment you will die
.. known as the SHINU-hour / SHINU-number
.. displayed in a serial of numbers: e.g. 3711.6

SHINULEAKS sept2015

Executive Summary.
Ever since the 1960s humanitys DNA has been imploding; reducing the worlds life expectancy by half: 90% of
children born after 2005 will not grow older than 40 years old.
By 2045 more than 50% of the worlds population will be dead by natural causes.

These findings are the result of a secretive study using a technology called SHINU, which scans the human genome and
accurately predicts the duration of each subjects life.
Ever since 2002 Japan, US and Germany have been conducting targeted and clandestine research probes to map out
the SHINU of their population. When confronted with these unexpected destructive results; their goal shifted from
intel-gathering to global domination in preparing a new world order by:
a) creating global unrest and destabilization of international economies and societies through alignment and
manipulation of existing geo-political, economic and climate tensions
b) unleashing a SHINU crisis by selectively leaking results of the SHINU research in order to leverage global
unrest into an institutional crash
c) securing their principal knowledge lead and own interests by exclusively managing the proprietary SHINUdata and strategically placing allies in key international positions
The whole of these actions would result in the creation of a new society based on the logic and efficiency that those
who live long and have a high SHINU are the key to a prosperous future mankind sentencing those with a low SHINU
to a life of service.

For more information, join the conversation on: http://SHINULEAKS.com or contact shinu@TrialCollective.com.
TrialCollective
there are no excuses left

SHINULEAKS sept2015

Contents
1.

SHINU-ORIGIN ............................................................................................................... Error! Bookmark not defined.

1.A.

THE SEARCH FOR SHINU TECHNOLOGY ............................................................................................................. 5

1.B.

AN AGE-EFFICIENT SOCIETY ............................................................................................................................... 6

1.C.

DEFINING THE ANALYSIS .................................................................................................................................... 9

2.

THE DECAY OF LIFE .................................................................................................................................................. 13

3.

THE AXIS OF DECEIT ................................................................................................................................................. 26

3.A.

THE SHOCK RESULTS ........................................................................................................................................ 26

3.B.

CROSSING THE PACIFIC .................................................................................................................................... 28

3.C.

SHINU IN THE US.............................................................................................................................................. 30

3.D.

THE GLOBAL SOLUTION ................................................................................................................................... 35

3.E.

THE EURO SCAM .............................................................................................................................................. 38

4.

RATIFICATION THROUGH EFFICIENCY ...................................................................................................................... 42

1.

THE DECAY OF LIFE ........................................................................................................ Error! Bookmark not defined.

1.A.

SUSPECTED CAUSES ............................................................................................... Error! Bookmark not defined.

1.B.

REMEDIES .............................................................................................................. Error! Bookmark not defined.

2.

CURRENT EVENTS .......................................................................................................... Error! Bookmark not defined.

3.

FUTURE SCENARIOS ................................................................................................................................................. 43

4.

APPENDIX................................................................................................................................................................. 44

5.

FOOTNOTES ................................................................................................................... Error! Bookmark not defined.

6.

APPENDICES ................................................................................................................... Error! Bookmark not defined.

SHINULEAKS sept2015

1. THE ORIGIN OF SHINU

1.A.

THE SEARCH FOR SHINU TECHNOLOGY

At the end of the 20th century, after years of miraculous growth Japan was hit by a tremendous
economic disaster 1, which would later be named the Lost Decade. Even though the people of Japan
still suffer today of the consequences of the economic crash and the Lost Decade has been
renamed to Lost Two Decades (20, Ushinawareta Nijnen) 2 ; it is already in the early
90s that Prime Minister Kiichi Miyazawa under international pressure3 formed and reformed
independent think tanks to research a total solution on economic and societal reform. The Prime
Minister feared a long continuation of the crisis due to Japans lack of natural resources 4, limited size
and aging of its of population 5. He demanded solutions based on increasing the ROI of the Japanese
population and an increase in the markets of export and services.
Based on earlier research they conducted in 1985 6, the semi-governmental organization NIRA (the
National Institute for Research Advancement) was tasked to focus on financial and economic reform
and conducted comprehensive research into social, economic and lifestyle issues 7. This resulted in
the theoretical concept of SHINU by mapping the populations life expectancy as a first step to solving
the nations rising issue of an aging (and later imploding) population.
With the implementation of the 1995 Science and Technology Basic Law 8 a mandate was created for
all of Japans researchers to develop the SHINU technology to accurately map the life expectancy of its
population. The peak of patent applications for the period 1995-2000 (fig. 1) hints to a gold rush
amongst researchers and engineers to deliver and claim the SHINU technology by the end of the
millennium.

https://mises.org/library/explaining-japans-recession
https://en.wikipedia.org/wiki/Lost_Decade_(Japan)
3
Think Tanks & Civil Societies - p227 - https://books.google.be/books?id=KEsr4yEGZEsC
4
http://www.countriesquest.com/asia/japan/land_and_resources/natural_resources.htm
5
http://www.washingtonpost.com/news/wonkblog/wp/2015/01/07/japans-birth-rate-problem-is-way-worse-than-anyoneimagined/
6
Aging and Health - http://www.nira.or.jp/past/publ/output/2007.html
7
APPENDIX 1.A.1 : NIRA Research Activities - http://www.nira.or.jp/english/about/research_a.html
8
APPENDIX 1.A.2 : The Science and Technology Basic Law (Unofficial Translation)
http://www8.cao.go.jp/cstp/english/law/law.html
2

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Fig. 1: Statistical Handbook of Japan 2009 9

Starting 2000, research funding and activities dropped severely (fig. 2) as a stable SHINU technology was
designed and Japan started planning the first screenings among their population. With the technology
reaching production, the NIRA was subsequently tasked into designing the new structures of a society
based on longevity. 10, 11

Fig. 2 :Research Activities of Research Institutions, Universities and Colleges by Kind of Organization and Field of Science (F.Y. 1959--2010) 12

1.B.

AN AGE-EFFICIENT SOCIETY
Confident in having secured the competitors advantage, Japan started the 21st century with a
recovered optimism. The confidence in the new technology was supreme, even though the theoretical
models projected by the NIRA were negative to disastrous:

Statistical Handbook of Japan 2009 p92 - http://www.stat.go.jp/english/data/handbook/pdf/2009all.pdf

Towards the Market-oriented Aging Society - http://www.nira.or.jp/past/publ/output/5439.html
11
The Economic Effects of an Aging Population and Shifts in the Fertility Rate; Economy and Demographic Changes http://www.nira.or.jp/past/publ/output/3304.html
12
APPENDIX 1.A.3 : Research Activities of Research Institutions, Universities and Colleges by Kind of Organization and Field of
Science (F.Y. 1959--2010) - http://www.stat.go.jp/data/chouki/zuhyou/17-07.xls
10

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Given current trends, by 2040 the number of employees in Japan would fall by about 1/4. No threat to
the Japanese economy is greater. This is much more dramatic than the projected 1/8 decline in the
population, itself unprecedented in the modern era. 13

Fig. 3 Trends in the number of the major age composition, 1950-2050 14

With a complete implosion of the working age population the NIRA was forced to continue
researching new theoretical structures. With each new theoretical model, the logical reasoning took
them one step further until they had a simple theory that would reshape the world forever: assign the
population roles in the society based on their life expectancy. A straightforward and logical idea, but it
was feared even in Japans high honor society- that the public knowledge of both the technology as
well as the implementation would receive energetic opposition. This moment in history would be
paramount point for all future events: the efficiency plan, the clandestine screenings and the
manipulation of national politics by playing out key allies and opponents and their SHINU. For the
reasoning of a society based on longevity is based on a logic that cannot be denied and once accepted
it triggers a train of thought that cannot be stopped.
On October 1st 2003 the Japan Institute for Labor Policy and Training (JILPT) 15 was established as an
independent administrative institution. This successor to the Japan Institute of Labor and the Personal
Training Institute of the Ministry of Health and Welfare was given a clear objective:
to contribute to the planning of labor policies and work toward their effective and efficient
implementation. In addition, we seek to promote the livelihood of workers and develop the
national economy by conducting comprehensive research projects on labor issues and policies,

13
14

15

Changing Policy Priorities in an Aging Society - http://www.nira.or.jp/past/publ/houko/i20030030.html

Trends in the number of the major age composition, 1950-2050 - http://www.ipss.go.jp/pp-newest/e/ppfj02/f_3_e.html
http://www.jil.go.jp/index.html

SHINULEAKS sept2015

both domestically and internationally, and use the fruits of such research to sponsor training
programs for administrative officials. 16

The Japan Institute for Labor Policy and Training launched the first Comparative Labor Law Seminar on
March 9th 2014 entitled The Mechanism for Establishing and Changing Terms and Conditions of
Employment / The Scope of Labor Law and the Notion of Employees. 17 The objective was defined as:
through concentrated and intensive discussion on specific topics using comparative
analysis, to produce something fruitful that can be used in future academic research as well as
in developing labor policy. The session on the first day focused on legal framework, actual
situations and trends regarding mechanisms used to establish and change the terms and
conditions of employment; the second session was devoted to tackling the definition of a
worker as covered under labor laws.
The complete overturn of Japanese labor laws, standard and union practices would prove to be a
multiyear plan. Between March 2004 and December 2008 the JIPLT participated / attended / hosted
over 20 seminars and symposia, publishing dozens of papers focusing on changing the Japanese labor
policy. 18
Most noted of these were:
Jun, 2004:
Jan, 2005:
Nov, 2005:
Feb, 2007:
Jan, 2009:

Diversification of Work Arrangements and Decent Work: The Japanese Experience 19

Japan Labor Review : Special Edition: Changing Corporate Governance and Labormanagement Relations 20
Major Challenges Facing a Society with a Declining Population 21
JILPT International Workshop 2007: Transition Support Policy for Young People with
Low Educational Background 22
JILPT International Seminar 2009: Working Time In Search of New Research
Territories Beyond Flexibility Debates 23

By 2009 Japan was in need of allies to participate in their SHINU Labor Policy. The dire economic
landscape, the aging population and the damaging SHINU results (see: THE DECAY OF LIFE) forced
Japan to look outside their borders and form an international coalition.

16

The Mechanism for Establishing and Changing Terms and Conditions of Employment / The Scope of Labor Law and the Notion of
Employees - http://www.jil.go.jp/english/reports/documents/jilpt-reports/no1.pdf
17
The Mechanism for Establishing and Changing Terms and Conditions of Employment / The Scope of Labor Law and the Notion of
Employees - http://www.jil.go.jp/english/reports/documents/jilpt-reports/no1.pdf
18
Important Events - http://www.jil.go.jp/english/events/index.html
19
http://www.jil.go.jp/institute/kokusai/documents/iwata%20paper.pdf
20
http://www.jil.go.jp/english/JLR/backissues/2005.html#no1
21
http://www.jil.go.jp/english/events/051124_info.html
22
http://www.jil.go.jp/english/events/07_0226_report.html
23
http://www.jil.go.jp/english/events/09_0121_report.html

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Fig. 4:Nominal GDP Japan, 1994 - 2012 24

For this reason the JIPLT organized a seminar in their Liaison Office at Kasumigaseki on Thursday
January 22nd 2009; it was attended by representatives from USA, Germany, France, Sweden and UK. 25
This would result in an international coalition defined by a global conspiracy to use SHINU as a force to
dominate the geo-political agenda, to destabilize nations and cultures in order to create a new
totalitarian regime (see: THE AXIS OF DECEIT).

1.C.

DEFINING THE ANALYSIS

Paramount in the discovery and research of SHINU was the work of renowned molecular biologist Reiji
Okazaki 26 (Professor at Nagoya University) and his wife Tsuneko 27 (Professor Emeritus at Nagoya
University). Both brilliant scientists who were pioneers in the field of DNA replication. The theory of
SHINU technology is entirely based on their research and the subsequent discovery in 1966 of the
Okazaki Fragments 28.

24

http://www.theatlantic.com/business/archive/2012/11/there-is-only-one-thing-that-can-save-japan-now-inflation/265421/

25

Program - http://www.jil.go.jp/english/reports/documents/jilpt-reports/No.7_program.pdf
https://en.wikipedia.org/wiki/Reiji_Okazaki
27
http://www.brh.co.jp/s_library/j_site/scientistweb/no32/index.html
28
http://sandwalk.blogspot.be/2007/10/dna-polymerase-i-and-synthesis-of.html
26

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The concept of SHINU theorized that the measurement of Telomere lengths and mapping their
attrition would result in a projected calculation of a subjects life expectancy.

During the late 1990s this theory was debated, tested and proven during the SHINU Gold Rush. The
second part of the research however was focused on making the technology instant and portable
which proved both to be very challenging. A parallel can be seen in the introduction of robotics in
hospitals and laboratories. It wasnt until the end of 2004 that the first screenings of SHINU were
organized by systematically running secondary screenings on the back of blood samples taken in
hospitals. Until then the screenings were random and unorganized.
A descending research trigger was designed, starting with the elderly progressing to screenings of
younger test subjects. These screenings were run without consent and without knowledge of the
subject; neither prior to or post of. It is assumed that during these screenings anonymity was still
guaranteed as the goal of these screenings was to adjust and tune the calculation algorithms of the
technology.
[note: There are different cases where once SHINU was perfected- subjects would indeed be
affected by their SHINU results in securing political or governmental positions, applying for a job or
even to wed the daughter of a large investment corporation. These tests were conducted without
consent and without anonymity.]
The descending research approach was designed to detect the margin of error. Thousands of elderly
subjects were screened on their deathbed; some mere hours before they would die. This resulted in a
clear understanding and definition of the SHINU calculation and mapping of external factors affecting
its results.
It was determined that:
. SHINU analyzes the length of telomeres in human chromosomes 29
. Telomere length deteriorates as part of the aging process 30
. The shorter the length of telomeres, the shorter the life expectation
. The shorter the length of telomeres, the more accurate the life span calculation
. Calculations were only valid once the subject reached 2 years of age
. Aging was not the sole cause of telomere attrition; other noted causes were:
.. medical conditions: cancer, TBC, influenza,
.. life style: smoking, drinking, obesity and general physical condition 31
.. environment: quality of air, stress level, pollution, radiation 32
29

Are Telomeres The Key To Aging And Cancer? http://learn.genetics.utah.edu/content/chromosomes/telomeres/

Telomeres, lifestyle, cancer, and aging http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3370421/
31
Impact of smoking and obesity on telomeres and aging http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3370421/#S9title
30

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10

.. nutrition

Ultimately, the SHINU calculations would be purely theoretical models: the maximum life expectancy
possible. These findings would trigger a set of recommendations and actions taken by the government
to sustain and improve the overall health conditions of its population. This would include the increase
in funding in health care, the banning of smoking 33, 34 and alcohol35.
The link between the SHINU findings and national care promotion became apparent with the
introduction of the Public Health Law which passed the Diet, the Japanese parliament, on July 26,
2002, and became effective May 1, 2003 36.
Part of a major framework on Health Care Reform, it aims to provide a basic framework for
recognizing overall promotion of public health improvement, enhancing the importance of
public health in the light of demographic change and a changing pattern of disease. The Law
also attempts to improve public health promoting healthy eating habits and other public
health measures.

On February 27, 2005, Japan also became a party to the WHO Framework Convention on Tobacco
Control. 37
In the years to come Japan would invest heavily in development in any area relating to health care,
medicine, technology, software, sport, nutrition, environment. Reaching the theoretical maximum
SHINU for the population would become an obsession for a nation faced with an aging population.

32

Impact of environment, nature of work, and stress on telomeres

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3370421/#S12title
33
Smoking ban on Tokyo's streets http://news.bbc.co.uk/2/hi/asia-pacific/2292007.stm
34
Report on passive smoking prevention measures in Kyoto http://www.pref.kyoto.jp/tobacco/21bukai.html
35
Japans tougher drinking, driving laws take effect http://www.stripes.com/news/japan-s-tougher-drinking-driving-laws-takeeffect-1.68979
36
http://hpm.org/en/Surveys/IPSS_-_Japan/02/Implementing_the_Health_Promotion_Law.html
37
Country details for Japan http://www.tobaccocontrollaws.org/legislation/country/japan/summary

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11

Fig. 5: Health Expenditure in Japan 1995 2013, total (% of GDP) 38

These efforts in combination with a labor policy based on efficient deployment of resources per age
was believed to be the key in restructuring Japan and overcoming the economic depression that has
haunted the country ever since 1989.
With the theoretical model of SHINU finalized, the calculations and computer models adjusted and
technology in place; Japan was ready to take its next step: mapping the entire populations SHINU.
It was projected to have a detailed overview by 2010 together with changed labor laws and updated
rural planning. However, as SHINU screenings were expanded to digress to younger generations per
the descending methodology, the results of the screenings unearthed a much bigger problem than
initially anticipated.

Fig. 6: Theoretical Life Expectation 39 vs SHINU registered Life Expectation 1961 2013

38

http://data.worldbank.org/indicator/SH.XPD.TOTL.ZS

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12

2. THE DECAY OF LIFE

2.A.

WHERE DID WE GO WRONG

The question that will haunt humanity for the rest of its existence is as old as mankind: Where did we
go wrong?. Even though we know what impacts life expectancy has on a personal level it is hard to
attribute a specific cause for the lasting decline in life expectation at birth which is determined by our
DNA 40. At its core it proves to be more an exponential combination of different factors ranging from
ecological, industrial to nuclear but also inclusive of societal factors such as lifestyle and nutrition
habits.

However, there is a clear correlation that the Golden Age of Capitalism 41 which immediately followed
World War II has put a continuous restraint on health, environment and humanity:

A fundamentally new development of the post-war period was that the massive
growth in production was counterbalanced by an equal growth of consumption - a
growth of consumption ... The significance of the growth of consumption lay not only
in the impact on mass living standards but on the assurance it gave to those taking
investment decisions of a steadily growing market. This together with the
maintenance of what was frequently an already very high profit rate, in relatively
tranquil political conditions, provided the essential conditions for the perpetuation of
the very high accumulation rates which had seemed likely to fade with the
accomplishment of the tasks of post-war reconstruction. 42

During this period of prosperity society evolved into an uncontrollable vortex of growth: increasing
consumption would demand a higher productivity level which resulted in a higher performing
economy. As we know now there a limits to such a process and an economy based on endless growth
is unsustainable. The Golden Age of Capitalism would last until the mid-1970s 43 when the first
crashes put a staggering halt to the fantasy of over-consumption but by that time it was too late. We
were hostages to a lifestyle of abundance and arrogance; personified by the plagues of modern time:
substance abuse, psychological disorders, dependency on technology,

39

http://data.worldbank.org/indicator/SP.DYN.LE00.IN
http://evolution.berkeley.edu/evolibrary/article/mutations_04
41
http://www.amazon.com/The-Golden-Age-Capitalism-Reinterpreting/dp/0198287410
42
The Rise and Fall of the Golden Age p10 http://www.wider.unu.edu/publications/working-papers/previous/en_GB/wp43/_files/82530823382895079/default/WP43.pdf
43
The Recession of 1973-75 in the U.S. - http://www.sjsu.edu/faculty/watkins/rec1974.htm
40

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13

Fig. 7: total GDP Japan (in 1000 B$) 44 vs SHINU calculated Life Expectancy 1962 -1995

A growth-consumption based economy acts like an addiction: the more addictive one becomes, the
less self-conscious one is about it. Or wants to be. The real tragedy in an addiction is that one is fully
self-aware and guilt-ridden of one's shortcomings, yet totally incapable of ending the addiction and as
the moral cost incrementally increases during the addiction, the return equally diminishes. Such is also
the case with an economy based on growth. Yet while the economy itself resets from time to time
with different types of crises [note: and we see rate of crises increasing 45] the consequences keep
growing a steady pace.

Ever since the Golden Age there were numerous threats and attacks on the environment, on societal
behavior and humanity ultimately leading to a decay of human life. As life expectancy is closely tied to
a regional character (development of society, health care, access to medical facilities, ) drawing
global conclusions is short sighted and skewed. However, as theorizing and calculating regional decay
scenarios would take years of research the final conclusion still remains a global decay of life.

44
45

http://data.worldbank.org/indicator/NY.GDP.MKTP.CD/countries/JP?display=graph
http://www.theguardian.com/business/2001/jul/10/globalrecession

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14

Fig. 8:theoretical projected Life Expectancy 46 vs SHINU corrected Life Expectancy 1885 2065

Clearly, it is the combination of these threats that created a perfect mix tailored to each region. For
example, the developed world will be more hit by diseases of the modern time like obesity, alcohol &
drug abuse than the third world countries who in their turn would suffer more from environmental
causes like drought and radiation.

46

http://data.worldbank.org/indicator/SP.DYN.LE00.IN

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15

Fig. 09: correlation between the SHINU %discrepancy and CO2 emission + nuclear power 1961 2000 47

And while certain threats have subsided over time (such as nuclear weapon testing and sulfur
emissions), their impact on human life has merely been replaced by new technology such as
electromagnetic radiation 48 by cellphones and Wi-Fi routers, food supplements 49 - 50 and an increase
in industrial Fig.9 and natural Fig.10disasters.

Other threats, however have persisted over time can be clustered as industrial activity & production;
human consumption and environment.

47

http://data.worldbank.org/topic/climate-change

48

European Commission - Preliminary Opinion on Possible effects of Electromagnetic Fields (EMF) on Human Health
http://ec.europa.eu/health/ph_risk/committees/04_scenihr/docs/scenihr_o_006.pdf
49
Reported Aspartame Toxicity Effects http://www.fda.gov/ohrms/dockets/dailys/03/jan03/012203/02p-0317_emc-000199.txt
50
http://www.who.int/foodsafety/areas_work/food-technology/faq-genetically-modified-food/en/

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16

2.A.

THREATS TO HUMAN LIFE

Fig. 10: reported technological disasters 1900 2009 51

Fig. 11: reported natural disaster 1900 2010 52

51

http://www.forbes.com/sites/jamesglassman/2011/03/21/the-new-uncertainty/

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17

Fig. 12: worldwide nuclear testing, 1945 2013 53

2.A.1. INDUSTRIAL ACTIVITY & PRODUCTION

2.A.1.1.

ENERGY PRODUCTION

Fig. 13: crude oil production in thousand ton of oil equivalent (1.000 TOE) from 1960 2014 54
52

http://www.supplychainquarterly.com/figures/?filename=20131104reduce_risk_ex1.jpg&article=20131104-how-to-recognizeand-reduce-risk
53
https://en.wikipedia.org/wiki/Nuclear_weapons_testing

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18

Fig. 14: history of the global nuclear power industry 55

2.A.1.2.

POLLUTION

Fig. 15: carbon dioxide emisssions (teragrams CO2)

56

54

https://data.oecd.org/energy/crude-oil-production.htm
https://en.wikipedia.org/wiki/Nuclear_power
56
http://www3.epa.gov/climatechange/ghgemissions/global.html
55

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19

Fig. 16: Sulfur dioxide emissions from fuel combustion and process emissions with central value
(solid line) and upper and lower uncertainty bounds (dotted lines). (graphs exclude shipping emissions) 57

2.A.2. CONSUMPTION
2.A.2.1.

NUTRITION

Fig. 17: global pork meat consumption kilogram/capita (1995-2014) *no data prior to 1995 58
global pork meat consumption kilogram/capita (1995-2014)
*no data prior to 1995

https://data.oecd.org/agroutput/meat-consumption.htm

57
58

http://www.atmos-chem-phys.net/11/1101/2011/acp-11-1101-2011.pdf p1107
https://data.oecd.org/agroutput/meat-consumption.htm

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20

Fig. 18: global crop consumption kilogram/capita (1995-2014) *no data prior to 1995 59

Fig. 19: catches from world fisheries by source 60

59
60

https://data.oecd.org/agroutput/meat-consumption.htm
http://www.iccs.org.uk/fisheries-statistics-where-are-we-now/

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21

2.A.2.2.

MALNUTRITION & SUBSTANCE ABUSE

Fig. 20: overweight children worldwide 61

Fig. 21: overweight or obese population 1978 2012, US, NL, FI (self-reported) 62

61
62

http://news.bbc.co.uk/2/hi/health/7151813.stm
https://data.oecd.org/healthrisk/overweight-or-obese-population.htm#indicator-chart

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22

Fig. 22: alcohol consumption US, Germany & Japan, Total litres/capita 1960 - 1990 63

Fig. 23: % of population smoking daily in 1965, US & Japan 64

63
64

https://data.oecd.org/healthrisk/alcohol-consumption.htm
https://data.oecd.org/healthrisk/daily-smokers.htm#indicator-chart

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23

Fig. 24: share of cigarette production and consumption in developing countries, % 65

Fig. 25: Illicit drug use among adults aged 50 to 64 66

65
66

http://www.economist.com/node/10653774
http://www.drugabuse.gov/publications/drugfacts/nationwide-trends

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24

2.A.3. ENVIRONMENT

Fig. 26: Solar Radiation 67

Fig. 27: Global Mean Surface Temperature 68

67
68

http://lasp.colorado.edu/home/sorce/data/tsi-data/
http://earthobservatory.nasa.gov/Features/GlobalWarming/page2.php

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25

3. THE AXIS OF DECEIT

3.A.

THE SHOCK RESULTS

There is a bitter irony to the early years of SHINU research. When the research started to cover more
of the younger generations a discrepancy arose between the theoretical calculated life expectancy
and the results calculated by SHINU screenings.
The discrepancy was this huge and consistent that all screenings were suspended for at least 5
consecutive times causing a delay in the rollout in the screenings of at least 3 years. The technology,
research and studies were repeated numerous times until no other explanation was found: the
theoretical models were wrong and SHINU was right: humanity was going extinct.

Fig. 6: Theoretical Life Expectation 69 vs SHINU registered Life Expectation 1961 2013

69

http://data.worldbank.org/indicator/SP.DYN.LE00.IN

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26

Not only was the drop in life expectancy worrisome, it was especially the huge impact on the overall
volume of the worlds population that would be the biggest disaster: By 2050 50% of the population
would be dead.

Fig. 28: Theoretical Population 70 vs SHINU calculations 1990 - 2065

The life expectancy of the Japanese population was dropping in a free fall:
. babies born in 2000 would only have a life expectancy of 41;4 years
. they would be easily outlived by seniors born in 1974
. parents born in 1980 would have to bury their own children
There was legitimate hope that the damaging Japanese SHINU results were an isolated case.
Numerous events had hit the island nation in the years before; most notably the Hiroshima bombings.
Almost immediately after the analysis of the first results Japan started screening expats or travelers as
they entered the country to start a global mapping of life expectancy. Even though these results were
heavily skewed they proved the Japanese results to be a global trend. It was decided that Japan would
reach out to its partner since dozens of years: the US.

70

http://data.worldbank.org/indicator/SP.POP.TOTL

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3.B.

CROSSING THE PACIFIC

Ever since the Second World War the fate of the United States of America and Japan is deeply
entwined. After relinquishing control over the Japanese island in 1952 71 the Japanese would become a
very valuable ally for their former occupier the United States:

The U.S.-Japan economic relationship is strong and mutually advantageous. The two
economies are highly integrated via trade in goods and servicesthey are large markets for
each others exports and important sources of imports. More importantly, Japan and the
United States are closely connected via capital flows. Japan is a major foreign source of
financing of the U.S. national debt and will likely remain so for the foreseeable future, as the
mounting U.S. public debt needs to be financed and the stock of U.S. domestic savings remains
insufficient to meet the investment needs. Japan is also a significant source of foreign private
portfolio and direct investment in the United States, and the United States is the origin of
much of the foreign investment in Japan. 72

As part of the rebuilding process after the war, the US started to work closely with the Japanese
authorities. 73 The key projects were the sharing of technology, establishing trade agreements and
setting up joint military alliances 74 . This resulted in a record period of economic growth for Japan
between post-World War II era to the end of Cold War. During this economic boom, Japan was
catapulted into the world's second largest economy (after the United States) by the 1980's. This
process is called Miracle Growth of Japan.

71

https://treaties.un.org/doc/Publication/UNTS/Volume%20136/volume-136-I-1832-English.pdf
U.S.-Japan Economic Relations: Significance, Prospects, and Policy Options https://www.fas.org/sgp/crs/row/RL32649.pdf
73
Chronology of U.S.-Japan Relations - http://aboutusa.japan.usembassy.gov/e/jusa-usj-chronology.html
74
January 19th 1960 - Japan-U.S. Security Treaty - http://www.mofa.go.jp/region/n-america/us/q&a/ref/1.html
72

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Fig. 5 Japanese Real GDP Growth, 19252001 75

With the Japanese especially excelling at Western automobiles and electronics in the postwar period
the importance of the role the US played in boosting the Japanese economy and creating this miracle
growth cannot be underestimated:
Most analysts attribute Japans postwar prosperity to Japanese policies. Our study, by
contrast, suggests that such factors were necessary but insufficient: Japan rose in part because
of its institutions and policies, but the effectiveness of those institutions and policies was, in
turn, enhanced by Japans privileged geopolitical environment. Specifically, Japan had the
good fortune to rebuild its economy during the Cold War when the most powerful country in
the world needed strong allies. The U.S. not only absorbed Japans exports and tolerated
Japanese protectionism but also subsidized the Japanese economy and transferred technology
to Japanese firms. Without such advantages, Japan might still have achieved solid economic
growth, but probably not an economic miracle. 76

By helping Japan in boosting their economy, the US was creating their own secure ally on the opposite
side of the North Pacific Ocean. Today the United States and Japan have firm and very active political,
economic and military relationships. The United States considers Japan to be one of its closest allies
and partners. 77
This alliance would even endure past the Lost Decades where Japan would erratically try to
rediscover its competitive edge. In the end it would be the threat of Chinas economic rise Fig. 6, the
natural 78 and nuclear 79 disasters and finally the shock effect of crash in life expectancy that would tie
these nations together in one new world power.

75

http://socialdemocracy21stcentury.blogspot.com/2013/01/japanese-real-gdp-growth-19252001.html
America's Role in the Making of Japan's Economic Miracle http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2299948
77
Japan to become 'Britain of the Far East' http://www.atimes.com/atimes/Japan/GB24Dh03.html
78
APPENDIX 3.B.1: RECENT DISASTERS JAPAN
79
http://fukushimaupdate.com/
76

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Fig. 6 Real GDP Growth US, China, Japan, 196152015 80

3.C.

SHINU IN THE US
There is an overall modus operandi for any country joining the SHINU conspiracy.

At first, covert clandestine screenings are set up across the country. No longer targeting the elderly in
a digressive screening method, but ascending from birth on. In any case the devastating first reaction
is denial: assuming that the SHINU results for Japan were an isolated case.

Fig. 31: Theoretical US Life Expectancy vs SHINU LE 1885 - 2065 81

The results for the US were similar to those registered in Japan. It was only after the Fukushima
disaster in 2011 which dealt a significant blow Fig6 to the life expectation in Japan that a significant rift
would be noticed. This triggered Japan -fearing to be excluded from its own conceived SHINU
strategy- to manage all SHINU technology (and results) as proprietary intellectual property while
hosting all data and computing science on their side.

80
81

http://data.worldbank.org/indicator/NY.GDP.MKTP.CD
http://data.worldbank.org/indicator/SP.DYN.LE00.IN

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Fig. 32: Theoretical native US population 82 volume vs SHINU adjusted 1990 - 2050

Secondly, once the first results were processed and benchmarked against the Japanese results a more
structured approach would be implemented starting with a joint research organization with Japan.
Through this cover the screening on the total volume of the local population would be organized and
census data, research insights, policy implementations and best practices would be shared.
On Wednesday April 14th 2009 the U.S.-Japan Research Institute 83, a US-registered NPO, was founded
on the premise of securing a counterbalance against the growth of China.

The structure of the international community has changed significantly in the past ten years.
The relative standing of Japan has declined rapidly, and despite its overwhelming military
strength, the influence of the U.S. on the international community has clearly declined.
Meanwhile, Chinas influence continues to rise as a result of its economic development, and it
is garnering interest from countries worldwide. Considering the decline in the standing of the
U.S. and Japan, it is unacceptable to restrict future American and Japanese research to a single
country, and if we fail to conduct research U.S.-Japan relations that integrates the relative
viewpoint of U.S.-China relations from the perspective of the U.S. and Japan in the world and
Eastern Asia, we will no longer be able to deal with the problems facing us. 84
82

http://data.worldbank.org/indicator/SP.POP.TOTL
http://www.us-jpri.org/en/index.html
84
http://www.us-jpri.org/en/greeting.html
83

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The third step was to focus on limiting the decay of life and the damage to the population size by
implementing a nationwide stimulus on health preservation. This would generate from a double
advantage: optimizing the general health of the population to reach maximum SHINU calculations and
subsequent build a national SHINU database which required more screening and patient history. Most
notably in the US increase of health trackers and apps as a commodity 85 and the implementation of
the Affordable Care Act 86 similar to the 2003 introduction of the Public Health Law in Japan 87.

Fig. 33: Health Expenditure per Capita 1995 - 2013 88

85

https://pando.com/2014/10/30/the-tech-industry-is-turning-health-trackers-into-commodities-before-they-even-gomainstream/
86
http://www.medicaid.gov/affordablecareact/affordable-care-act.html
87
http://hpm.org/en/Surveys/IPSS_-_Japan/02/Implementing_the_Health_Promotion_Law.html
88
http://data.worldbank.org/indicator/SH.XPD.PCAP/countries/1W-US?display=graph

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The fourth stage can also be considered as the final stage, even though it is not the end; it definitely is
the beginning of the end: the restructuring of societal laws and policies to force the low-SHINU end of
the population in the Efficiency model. This is a very delicate and dangerous process as it ultimately
turns the state from a democracy into a totalitarian regime as volume of the votes would lie with
lower SHINU standards. A precise plan needs to be executed wave-by-wave to have as much change
(and power) in place when the truth gets out.

Wave 1 triggers a complete overturn of existing labor laws, union and civil rights and economic
standards. Hallmark for the US was the signing of the GPRA Modernization Act 89 on January 4th, 2011
by president Obama. 90

Fig. XX: President Barack Obama signs the GPRA Modernization bill into law. With him is
Chief Performance Officer/OMB Deputy Director for Management Jeff Zients and OMB
Associate Director for Performance and Personnel Management, Shelley Metzenbaum. 90

The GPRA Modernization Act 91 was designed to force agencies to focus on their highest priorities by
creating a culture where data and empirical evidence [note: SHINU research] is the defining factor in
policy, budget, and management decisions.

89

http://www.gpo.gov/fdsys/pkg/BILLS-111hr2142enr/pdf/BILLS-111hr2142enr.pdf
https://www.whitehouse.gov/omb/performance/president-signs-gprma
91
APPENDIX 3.C.1: GPRA Modernization Act
90

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The purposes of the GPRA Modernization Act were to 92:

.. Modernize and refine the requirements established by GPRA in order to produce more
frequent, relevant data which can then inform decision makers and agency operations;
.. Codify and strengthen existing resources for performance management, including the Chief
Operating Officer (COO), Performance Improvement Officers (PIOs) within the federal agencies
and the interagency Performance Improvement Council (PIC);
Apply the latest technologies and lessons learned from nearly two decades of GPRA
implementation;
..Lead to more effective management of government agencies at a reduced cost.

These purposes were distilled into so-called Cross-Agency Priority Goals 93 in order to accelerate
progress on a limited number of Presidential priority areas where implementation requires active
collaboration between multiple agencies. 94:
.. Cybersecurity
.. Climate Change (Federal Actions)
.. Insider Threat and Security Clearance Reform
.. Job-Creating Investment
.. Infrastructure Permitting Modernization
.. STEM Education [note: science, technology, engineering, mathematics]
.. Service Members and Veterans Mental Health
.. Customer Service
.. Smarter IT Delivery
.. Strategic Sourcing
.. Shared Services
.. Benchmark and Improve Mission-Support Operations
.. Open Data
.. Lab-To-Market
.. People And Culture

Characteristic to wave 1 however is the securing of stable governance during the SHINU transition. As
this covers highly classified information, this means replacing all low-SHINU personnel in
administrations by screened applicants in a top-down approach, starting with highest elected officials:
the Presidential Personnel Office and Office of Personnel Management are teaming
up to strengthen our Federal workforce through data-driven efforts to improve
employee engagement, hiring reform, and improving our management cadre.94

92

http://www.performance.gov/faq#Q4
http://www.performance.gov/clear_goals
94
http://www.performance.gov/cap-goals-list?view=public
93

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While subsequent waves still need to roll out it is safe to assume that these will range from
infrastructure, urban development, severe economic reform to military deployment. The end goal is
clear: create an implosion of the nation where a transitional government would already be heavily
installed in key regions and positions minimizing the opportunity of a nation-wide revolution.

A secure and controlled domestic governance would be the primal condition to join an international
alliance based on military dominance ratified by SHINU insights.

3.D.

THE GLOBAL SOLUTION

Faced with similar results in the US and Japan, there was a clear global issue with life expectancy and
an imminent threat to the worlds population. Especially the impact the new technology would have
was of grave concern. How would the masses react? It was believed that the reveal of a global crash in
life expectancy and population would result in an unprecedented mass unrest; civil protests and
revolts combined would ultimately end in a total crash of institutions, economies and nations. As the
disaster scenarios ran rampant an international seminar was hosted for a selected audience of
nations.
On January 22nd 2009 the Japan Institute for Labor Policy and Training organized a seminar in their
Liaison Office at Kasumigaseki. This was attended by representatives from USA, Germany, France,
Sweden and UK. 95 During this seminar the efficiency plans conceived by JILPT between 2004 and 2008
were updated from a national level to a global scale.

The stakes were high for these countries as all of them were already facing a problem with an aging
(work) population 96. The search for a joint and global solution, a solution that would benefit the whole
of humanity, did not last for longer than the first session. Almost immediately it was clear that the sole
focus of the seminar would be self-preservation and not global responsibility. Here again, we note the
importance of the SHINU screenings and the Efficiency Plan: the third world already had a significant
lower life expectancy whereas [highly unquantified] data revealed that the LE-decay wasnt as
significant as in the developed world, a drop in population would hit the African continent and Middle
East about 10 years prior to hitting the developed world. There was a high-value tactical and
strategical advantage in operating SHINU technology: by having a precedent in crisis in other
countries, the impact at the home front would be less; at the same time troop morale and overall
army numbers would decline years before those of the coalitions forces.

95
96

Program - http://www.jil.go.jp/english/reports/documents/jilpt-reports/No.7_program.pdf
http://www.pewresearch.org/fact-tank/2015/05/21/americans-are-aging-but-not-as-fast-as-people-in-germany-italy-and-japan/

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Fig. 35: SHINU adjusted Life Expectancy MEA-region 1885 - 2065

Fig. 36: Theoretical vs SHINU population MEA region

The seminar resulted in a Global Preparation Plan formed between US, Japan & Europe where:
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.. every country was responsible for domestic control & stability through:
screening and mapping the entire populations SHINU
installing reliable & high-SHINU leaders in key leadership positions
ranging from government, business, science, finance and military
adapting policy, laws and constitution to legitimize the efficiency plans
increasing military preparation, training, funding and overall alertness

The plan also foresaw an overall strategy moving forward; based on: optimizing the protection of
Japan through an Oceanic partnership with Australia and New Zealand; locking down North America in
a US/Canadian partnership AND the destabilization of Europe as the foundation for a new and
stronger enclosed control.

Japan was tasked with developing the technology, science & research. By creating a global database of
SHINU results; by mapping the results per region, race, sex, age, environmental factors; by conducting
additional research on the causes and remedies to the LE-decay and by investing heavily in big data
science the goal was to find a solution -or at least an optimization for the problem- and also create a
short-term, mid-term and long-term projection.

Favored by the inclusive nature of the North American continent, the advanced research, knowledge
and funding in military prowess and the size and richness of the country, the United States took the
lead in all military planning, intelligence gathering and development of tactical scenarios.
The most challenging part would be Europe. Centrally located between Africa, Russian Federation and
the Middle East, Europe would be the most vulnerable for retaliation once SHINU was public, once the
conspiracy surfaced and once nations noted they were not involved. Contradictory however, this
would be also the importance of the participation of Europe: a centralized hub from which an
outreach in testing & screening could expand beyond the borders. From where longevity could be
protected and nurtured and also the tactical bridge between the US and Japan.

There wasnt much consideration for the rest of the world. Nobody trusted the Russian Federation 97
and the US didnt trust South America. The head start on SHINU, the efficiency in population planning
and the military preparation would either give the coalition an advantage or put them in the ideal
position to court any new ally.

97

http://www.washingtonpost.com/wp-dyn/content/article/2007/02/12/AR2007021200555.html

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It is clear that the strategy and tactics devised to install a new SHINU regime are designed haphazardly
and amateurish at best. Not only are they nothing less than megalomaniac and totalitarian. They also
violate any law designed by their own constitutions or an international court and the basic human
rights as designed by the Geneva Convention. They also do not take into account any external factor
such as climate change (drought, flooding), technology advancements, accelerated responses by
affected countries or the untimely revelation of their plans.
It is a clear sign of the smugness that resulted from being part of the SHINU elite, those who were
blessed with a long life interpreted it as a clear sign that they were superiorly privileged.

3.E.

THE EURO SCAM

Ever since the founding of the European Economic Community (EEC) 98 in 1957 following the success
of the European Coal and Steel Community 99 of 1952 Germany has been at the center of the
European economy. Since then it has grown into Europe's most industrialized and populous country.
The key component of the German economy is its production of high-quality and high-tech goods
which fuel a very powerful export industry. By the beginning of the 21st century, Germany was de
facto the real leader within the EU. Because of its dominant position in the EU both economic and
demographic, Germany was ideally positioned to spearhead the European branch of the SHINU
conspiracy. The key to gaining control to the whole of Europe would be the Euro as shortly after the
Kasumigaseki seminar Europe was in the stronghold of the Euro Zone Crisis.
One of the defining causes, if not THE defining cause, of the crisis was the debts the peripheral
countries (such as Greece, Ireland, Spain and Italy) had in regard to the core countries of the Euro
Zone (Germany, France, Benelux, Austria, Denmark) Fig37. When these countries were faced the impact
of the US debt crisis reaching the European mainland they tightened the budget, calling for financial
austerity. This triggered a panic response on all European markets and financial institutions
irreversibly escalating the crisis. However, in hindsight it also showed the core EU countries which
power and leverage they had on the peripheral EU-zone countries.

Fig. 37: total lending from core countries banks into the periphery (billion euros) 100

98

http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=URISERV:xy0023
http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=uriserv:xy0022
100
http://www.voxeu.org/sites/default/files/file/reboot_upload_0.pdf p34
99

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This was the momentum core countries ceased. In the following months a two-tiered tactic unfolded.
Firstly, Europe would reinforce its Foreign Policy and start distancing itself from likely adversaries. This
was to create an outer shield for any military activity. Protected by the North Sea, Atlantic and the
Mediterranean all it needed was the alliance of 3 countries: Poland, Ukraine & Turkey.

1) Poland
Even though Poland has only been a member of the European Union since May 2004 101, it holds the
sixth highest number of seats in the European Parliament 102 and has seen a clear and steady increase
in its allocated budgetFig38 by the European Union that outranks that of any other member of the EU
Fig39
. On December first 2014, Donald Tusk was named President of European Council and thus firmly
securing Polands position in the alliance. This would put the relationship between Poland and the
Russian Federation even further on pressure to an all-time low in September 2015 103.

101

http://europa.eu/about-eu/countries/member-countries/poland/index_en.htm
http://europa.eu/about-eu/institutions-bodies/infographics/abc_eu_institutions_large_en.jpg
103
http://www.dailymail.co.uk/news/article-3250582/Fury-Russian-ambassador-accuses-POLAND-starting-Second-World-Warcountry-suffered-millions-casualties-conflict.html
102

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Fig. 38: EU-expenditure Poland 2002 2014 104

Fig. 39: EU-expenditure per EU-member 105

104
105

http://ec.europa.eu/budget/figures/2007-2013/index_en.cfm
http://ec.europa.eu/budget/figures/2007-2013/index_en.cfm

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2) The Ukraine
The second crucial country on the map would be the Ukraine. In 2011, the European Union tightened
its ascension agreement 106 with the Ukraine forcing a rift between the pro-Russian and the proWestern factions. The result would be the start of a total blockade of the Russian Federation.
At an extraordinary meeting on 20 February, EU foreign ministers decided to introduce
sanctions against those responsible for violence and the use of excessive force in Ukraine.
The restrictive measures include an asset freeze and visa ban on individuals responsible for
human rights violations, violence and use of excessive force. The EU member states also
agreed to suspend export licenses for equipment which might be used for internal repression
and to reassess export licenses for equipment covered by Common Position
2008/944/CFSP. 107
How erratic the geo-political behavior of the Russian Federation has always been, it can only be
assumed that Moscow to some extent is aware of some of the plans of a SHINU domination signifying
the importance of swift and covert actions.

3) Turkey
With a buffer in place in the northeast through Poland and Ukraine, Turkey would be the
preferred ally to form buffer against a rising pressure from the Middle East. However, a full
ascension in the European Union is highly unlikely 108:
.. while restating Turkeys importance to the EU and offering a few positive conclusions, [the
European Commission]expressed overall disappointment with Turkeys progress on a number
of issues including judicial reform, media freedom, freedom of expression, Turkeys continued
refusal to extend diplomatic recognition to EU member Cyprus, and Turkeys position on the
Cyprus EU presidency. All three institutions urged Turkey to achieve more reforms. 109

With the European Union forced out of a full ascension by its own bylaws it is the US that will further
enclose Turkey as a vital military ally:
The U.S.-Turkey partnership is based on mutual interests and mutual respect and is focused
on areas such as regional security and stability, as well as economic cooperation. The United
States also stands in solidarity with Turkey in the fight against terrorism. Counterterrorism
cooperation is a key element of our strategic partnership. 110

106

http://europa.eu/rapid/press-release_SPEECH-11-662_en.htm?locale=en
Press release 3300th FOREIGN AFFAIRS Council meeting Brussels, 20 February 2014
http://www.consilium.europa.eu/en/meetings/fac/2014/02/20/
108
https://en.wikipedia.org/wiki/Accession_of_Turkey_to_the_European_Union#Negotiation_progress
109
European Union Enlargement: A Status Report on Turkeys Accession Negotiations
https://www.fas.org/sgp/crs/row/RS22517.pdf
110
http://www.state.gov/r/pa/ei/bgn/3432.htm
107

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4. RATIFICATION THROUGH EFFICIENCY

Ever since the dawn of humanity the worst atrocities one human has to done to another were in the name of
a mandate given by a higher power. One might have interpreted a certain text, another one might have had a
vision or seen the light, another might have benefitted from the color of a geeses intestines or the alignment
of the stars and still others might just have been from lucky descent. However, never in the entire history of
mankind has there been such a clear mandate as SHINU.
With SHINU it was possible to rank people by their lifespan turning longevity in a privilege. No longer was
there any separation on race or gender just a simple SHINU scan would determine the value of a person.

At first SHINU was mainly used for self-preservation as officials, politicians and C-level executives were
screened and their SHINU was mapped. Yet very soon this would evolve into an elite club where only the
richest in life would be accepted. And with SHINU research predicting a drop in life expectancy this would only
become more and more perverse.
Longevity and reaching the maximum SHINU became a fetish where highest in lifespan would meticulously
conserve their body with the right nutrition, exercise and health care. Some would go as far as getting
screened more than on just a daily basis. As those with long life were assigned to high-profile positions they
could easily accumulate wealth and resources to provide for any excess desired. There are reports of
competitions being held in the clubs for inviting the lowest of the lowest in SHINU screenings; some would go
as far as to countdown until the end came.

On that lower end of SHINU, people were being categorized and labeled by their lifespan. Even though they
would remain unaware of the truth of the screenings, a new lower class would arise that would be entitled to
naught. It was believed that in order to survive hard choices would be needed; which meant sacrificing the
many to serve the few. By eliminating the cost of health care, education, housing and overall welfare for
children who wouldnt reach 16 new funding was secured for safeguarding those who seemed to live forever.

Anyone above 16 had would have a role to fulfill: all physical tasks would be assigned to SHINUs 16+ and
under 40: ranging from military to mining and heavy labor, to industry and production.
Education would only be reserved for those who would outlive 40 years. They were entitled to service
orientated tasks like IT, security and medical care. It would only be the 1% that would outlive 55 years that
would have access to planning, governance and power.

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5. FUTURE SCENARIOS
The most disturbing of the SHINU conspiracy is total bankruptcy of human moral. The speed and the level of
obviousness by which people were labeled and ranked, revisits the worst images of human history. A
downward spiral was started that couldnt be stopped.

A vision on life based on SHINU combined with a crash in life expectancy caused by a decay of life would
suffice as a mandate for a cold and logic efficiency. That logic triggers a train of thought which is unstoppable
but which leads to an ending which is unthinkable.
The question is how these issues will evolve in the coming years. Unfortunately it is clear that the SHINUcoalition has reached a point of no-return; caused by the decay of life and sanctioned by the results of their
own screenings.
Under no circumstance will the coalition fall back, the only real question is: when and how fast SHINU will
escalate. Because no matter what the threat might be (environmental, institutional, geo-political, ) the
ultimate goal will be to secure and increase their lead on SHINU.
For others there is nothing left but to revolt, share the truth before the global plan can take full form. Share
the truth and defend the human and global values of life.
And while SHINU will gather more public attention, the story will continue.

- - -

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6. APPENDICES
1.

SHINU ORIGIN

6.A.1.1.

NIRA Research Activities

source: http://www.nira.or.jp/english/about/research_a.html
Introduction
Since its establishment in 1974 as a semi-governmental organization under the National Institute for Research Advancement Act, the
National Institute for Research Advancement (NIRA) has conducted comprehensive research in order to contribute to the resolution
of a variety of complex contemporary social, economic and lifestyle issues. As a result of government reform initiatives, NIRA
changed its juridical status in November 29, 2007, becoming an incorporated foundation. NIRAs aims, however, remain unchanged,
and the institute will continue to conduct its activities for the public interest.
In its new form, NIRA seeks to present bolder policy proposals and to make information available in a timely fashion in order to
stimulate policy discussion and contribute more actively to the policy-making process. As globalization advances and the nations
population ages, Japanese society is facing profound structural changes, a situation that urgently requires the nations research
institutes to adopt new roles. NIRA therefore views its change in organizational status as an opportunity to reform its research
system to meet the demands of a new era.
Research Activities
Japanese society is facing enormous changes, and Japan as a nation is under pressure to respond to a variety of issues, including the
aging of the population, future arrangements for medical treatment and pension payments for the elderly, the status of the
economy, increasing economic disparity, the revitalization of regional economies, and the problems associated with globalization. It
is essential that we rapidly identify the implications of these issues for public policy on the basis of comprehensive, independent and
interdisciplinary analysis and propose appropriate policy responses.
NIRA attempts to stimulate policy discussion and contribute to the policy-making process through timely analysis of issues and the
dissemination of results in an easily comprehensible form. Using networks of scholars, researchers and specialists in a diverse range
of fields, NIRA endeavors to rapidly grasp the essentials of issues, and to outline concrete policy proposals in response to them.
Areas of Research
With a focus on the three areas of domestic social and economic policy, international relations, and regional issues, NIRA will attempt
to clarify the issues confronting Japan and formulate appropriate policy proposals.
Japan is facing large-scale structural changes proceeding from the aging of its population. This is generating a variety of issues, one of
the most urgent of which is a decline in the working population. NIRA will analyze and present proposals concerning the changes in
institutional design required in a wide range of fields, including the reform of social systems in response to the diversification of
forms of employment, the reform of the pension and medical care systems, and reforms necessary from the perspective of achieving
sustainable medium- and long-term growth and sound finances.
Looking internationally, NIRA will analyze the progress of globalization and propose relevant measures for Japan. From the domestic
perspective, we will study regional needs, analyze mechanisms of regional development with consideration of the viewpoints of the
major regional actors, and propose measures for the revitalization of regional economies.
Style of Research
NIRA will function as the core of a research network, enabling individuals with specialized knowledge in diverse fields to come
together to conduct research and share information.
We will identify the policy issues that are most urgent from the perspective of the Japanese public, and will expedite their analysis in
order to enable the formulation of policy proposals.
In addition, we will attempt to disseminate information to the public in a timely manner and an easily comprehensible form in order
to stimulate policy discussion.

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6.A.1.2.
The Science and Technology Basic Law (Unofficial Translation)
source: http://www8.cao.go.jp/cstp/english/law/law.html
(Law No. 130 of 1995. Effective on November 15, 1995)
Chapter 1 General Provisions (Articles 1 - 8)
Chapter 2 Science and Technology Basic Plan(Article 9)
Chapter 3 Promotion of Research and Development (Articles 10 - 17)
Chapter 4 Promotion of International Exchange (Article 18)
Chapter 5 Promotion of Learning on S&T (Article 19)
Supplementary Provision
Chapter 1 General Provisions (Objective) Article 1
The objective of this law is to achieve a higher standard of science and technology (hereinafter referred to as "S&T"), to contribute to
the development of the economy and society in Japan and to the improvement of the welfare of the nation, as well as to contribute
to the progress of S&T in the world and the sustainable development of human society, through prescribing the basic policy
requirements for the promotion of S&T (excluding those relevant only to the humanities in this law) and comprehensively and
systematically promoting policies for the progress of S&T.
(Guidelines for Promotion of S&T) Article 2
S&T shall be actively promoted in harmony with human life, society and nature with the recognition that the creativity of researchers
and technicians (hereinafter referred to as "Researchers") can be fully developed, in consideration of the fact that S&T provides the
basis for the future development of Japan and human society and that the accumulation of knowledge on S&T is the intellectual
asset common for all mankind.
2 In the promotion of S&T, the improvement of balanced ability of research and development (hereinafter referred to as "R&D") in
various fields, harmonized development among basic research, applied research and development and organic cooperation of
national research institutes, universities (including graduate schools in this law.) and private sector etc. should be considered, and in
consideration of the fact that the mutual connection between natural science and the humanities is essential for the progress of S&T,
attention should be paid to the balanced development of both.
(Responsibility of the Nation) Article 3
The nation is responsible for formulating and implementing comprehensive policies with regard to the promotion of S&T.
(Responsibility of Local Governments) Article 4
The local governments are responsible for formulating and implementing policies with regard to the promotion of S&T corresponding
to national policies and policies of their own initiatives in accordance with the characteristics of their jurisdictions.
(Necessary Consideration to be given by the Nation and Local Governments in Formulating Policies) Article 5
In formulating and implementing policies with regard to the promotion of S&T, the nation and local governments shall pay attention
to the importance of their roles in promoting basic research and consider that basic research has the following characteristics:
(i) It could bring about discovery and elucidation of new phenomena and make the creation of novel technologies possible;
(ii) Forecasting its results at the outset of research is difficult; and
(iii) The results are not necessarily directly connected to practical applications.
(Necessary Consideration in Policies with regard to universities) Article 6
In formulating and implementing policies related to universities and Inter-university Research Institutes (hereinafter referred to as
"Universities"), with regard to the promotion of S&T, the local and national governments shall make an effort to activate research in
Universities, respect the autonomy of Researchers and consider the characteristics of research in Universities.
(Legislative and other Measures) Article 7
The Government shall take the appropriate legislative, fiscal, financial and other necessary measures required to implement the
policies with regard to the promotion of S&T.
(Annual Report) Article 8
The Government shall annually submit a report on the policy measures implemented with regard to the promotion of S&T to the
National Diet.
Chapter 2 S&T Basic Plan Article 9
The Government shall establish a basic plan for the promotion of S&T (hereinafter referred to as "Basic Plan") in order to
comprehensively and systematically implement policies with regard to the promotion of S&T.
2 The Basic Plan shall stipulate the following matters:
(i) The comprehensive plans for the promotion of R&D (the term "R&D" means basic, applied and developmental researches and
includes technology development in this law.);
(ii) The policies taken comprehensively and systematically by the Government with regard to the installation of R&D facilities and
equipment (hereinafter referred to as "Facilities"), the promotion of information intensive R&D activities and the maintenance of the
necessary environment for the promotion of R&D; and
(iii) Other matters required to promote S&T.

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3 The Government shall consult the Council for Science and Technology Policy on the Basic Plan prior to formulation.
4 The Government shall consider the progress of S&T and the effect of policies taken by the Government with regard to the
promotion of S&T, examine the Basic Plan properly, and revise it if necessary. The preceding paragraph shall apply in the case of
revisions.
5 When formulating the Basic Plan in accordance with paragraph 1 above or revising it in accordance with the preceding paragraph,
the Government shall publish the summary of the Basic Plan.
6 In order to secure necessary funds for the implementation of the Basic Plan, every fiscal year the Government shall take the
necessary measures for the smooth implementation of the Basic Plan such as including the necessary fund in the budget within the
limits of national financial status.
Chapter 3 Promotion of R&D (Balanced Promotion of various levels of R&D) Article 10
The nation should implement necessary policy measures for the balanced promotion of various levels of R&D in comprehensive fields
as well as take necessary measures for the planning and implementation of R&D in the specific fields of S&T where the nation
considers further promotion important.
(Securing Researchers) Article 11
The nation should implement necessary policy measures to improve education and research in graduate schools, to secure and train
Researchers and to improve their quality in order to promote R&D corresponding to the progress of S&T.
2 The nation should implement necessary policy measures to improve the occupational conditions of Researchers in order for their
positions to be attractive commensurate with their importance.
3 In consideration of the fact that R&D supporting personnel are essential for the smooth promotion of R&D, the nation should
implement necessary policy measures corresponding to the preceding two paragraphs in order to secure and train them and to
improve their quality of service along with their occupational conditions.
(Improvement of Facilities) Article 12
The nation should implement necessary policy measures to improve research facilities of R&D institutions (the term "R&D
institutions" is defined as national research institutes and institutions for R&D in Universities, private sector and so on in this law) in
order to promote R&D corresponding to the progress of S&T.
2 The nation should implement necessary policy measures to upgrade supporting R&D functions such as supplying research materials
smoothly in order to promote R&D effectively.
(Promotion of Information Intensive R&D) Article 13
The nation should take necessary policies to promote information intensive R&D activities such as the advancement of information
processing in S&T, the maintenance of databases on S&T and the construction of information networks among R&D institutions in
order to promote R&D effectively.
(Promotion of Exchange in R&D) Article 14
The nation should implement necessary policy measures for the promotion of R&D to enhance various exchanges such as the
exchange of Researchers, joint R&D of R&D institutions and joint use of Facilities of R&D institutions, in consideration of the fact that
promoting the fusion of various Researchers' knowledge through exchanges between R&D institutions and/or Researchers is the
source of new R&D progress and that this exchange is essential for the effective promotion of R&D.
(Effective use of R&D funds) Article 15
The nation should implement necessary policy measures to use R&D funds effectively corresponding to the progress of R&D in order
to promote R&D smoothly.
(Making public the results of R&D) Article 16
The nation should implement necessary policy measures to diffuse the results of R&D, such as the publication of the results of R&D
and the provision of the information on R&D and measures to promote appropriate practical applications of them.
(Support of efforts by private enterprises) Article 17
In consideration of the importance of the role played by the private sector in S&T activities in Japan, the nation should implement
necessary policy measures to promote private sector R&D by encouraging initiatives in the private sector.
Chapter 4 Promotion of International Exchange Article 18
The nation should implement necessary policy measures to promote international exchange such as international exchange of
Researchers, international joint R&D and international distribution of information on S&T, in order to play an active role in
international society, as well as to contribute to further progress in S&T in Japan, by intensely promoting international S&T activities.
Chapter 5 Promotion of Learning on S&T Article 19
The nation should implement necessary policy measures to promote the learning of S&T in school and social education, to enlighten
the people in S&T and to disseminate knowledge on S&T, so that all Japanese people including the young can deepen their
understanding of and interest in S&T with every opportunity.
Supplementary Provision
This law shall enter into force on the day of its promulgation.

SHINULEAKS sept2015

46

This English language version of this law is a translation of an original document produced in Japanese. Any questions that may arise
about the interpretation of the law shall be resolved with regard to the original Japanese document.

6.A.1.3.
Research Activities of Research Institutions, Universities and Colleges by Kind of Organization
and Field of Science (F.Y. 1959--2010)
source http://www.stat.go.jp/data/chouki/zuhyou/17-07.xls

( 10)
(Value in billions of yen)

(1,00

0)

#
Organization,
field of science
and fiscal year

Number of
research
institutions or
universities and
colleges

Total number of
persons
employed
(1,000 persons)

Number of
persons
employed in
R&D

Researchers

34
50
51
52
53
54
55
56
57
58
59
60
61
62
63

2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22

(100)

Intramural
expenditure on
R&D

Intramural
expenditure on
R&D per
regular
researcher(milli
on yen)

Self-financed
R&D fund

R&D funds
received

R&D funds paid

outside

Research institutes
Total

F.Y. 1959

663

43

37.370

15.808

27

...

...

3,5

1,3

1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010

1.052
1.100
1.079
1.065
1.118
1.187
1.231
1.204
1.250
1.259
1.282
1.321
1.348
1.396
1.425
1.437
1.442
1.452
1.442
1.430
1.408
1.408
1.377
1.370
1.319
1.245
1.203
1.183
1.172
1.152
1.198
1.131
1.129
1.096
1.096
1.067

83
87
87
87
88
94
102
104
107
109
111
116
118
121
125
126
129
131
136
134
135
138
138
141
140
142
114
114
122
167
170
169
172
172
174
177

71.013
72.752
72.209
72.217
71.030
76.113
81.654
83.325
86.041
87.645
89.950
93.568
94.406
96.211
99.895
100.143
102.729
103.958
106.624
105.326
105.523
106.788
105.813
108.999
107.533
108.714
90.273
91.633
91.736
77.249
77.313
77.185
76.929
75.529
76.502
74.832

39.332
41.816
41.666
41.608
41.273
42.436
47.024
48.227
49.977
51.260
53.179
55.289
56.595
57.882
61.182
60.456
62.813
63.943
66.341
67.996
68.157
69.041
67.368
68.792
67.241
68.563
50.027
49.867
48.595
43.917
42.959
42.033
41.071
40.322
40.812
40.231

450
504
530
604
660
764
907
949
971
1.033
1.161
1.240
1.384
1.394
1.452
1.514
1.621
1.773
1.897
1.863
2.030
2.008
2.024
2.117
2.171
2.221
1.844
1.816
1.782
1.796
1.692
1.753
1.690
1.721
1.713
1.666

15
16
17
20
21
23
25
27
27
29
32
33
36
35
36
36
38
40
42
40
44
43
43
45
46
47
41
40
40
41
39
42
41
43
42
41

264
269
300
334
370
400
469
449
458
454
518
540
595
585
636
714
760
796
862
852
900
880
892
884
879
943
768
781
840
964
914
639
608
659
623
620

220
267
281
310
344
438
578
632
664
746
822
874
984
1.074
1.138
1.131
1.180
1.312
1.401
1.360
1.497
1.539
1.533
1.746
1.802
1.895
1.578
1.425
1.406
1.323
1.218
1.674
1.643
1.557
1.570
1.515

13
17
22
22
37
46
79
91
107
108
123
124
142
160
189
221
248
288
297
292
313
360
359
391
381
434
337
289
329
407
342
483
453
426
434
400

(1) 331
12413311
(2) 14
(1) "Number of research institutions or universities and colleges", "Total number of persons employed" and "Number of persons engaged in R&D" as of March 31. However, until F.Y. 2000, as of April 1. "Intramural expenditure on
R&D" is for one year from March 31 or the closest settling day.
(2) From the 2002 survey, the former category of "research organizations" was renamed as "non-profit institutions and public organizations," including parts of special corporations that have been formerly categorized under "companies,
etc."

Source: Statistical Survey Department, Statistics Bureau, Ministry of Internal Affairs and Communications.

SHINULEAKS sept2015

47

6.3.B.1 RECENT DISASTERS JAPAN

Volcanic Eruptions
Location
Mount Sakura-jima, Kyushu
Suwanose-jima, Ryukyu Islands
Shinmoe-dake, Kyushu
Miyake-jima, Izu Islands
Fukutoku-Okanoba, Bonin Islands
Mount Asama, Honshu
Mount Meakan, Hokkaido
Mount Oyama, Miyake-jima
Mount Aso, Kyushu
Kikai Caldera, Osumi Islands
Tori-shima, Izu Islands
Mount Usu, Hokkaido
Hokkaido Koma-ga-take, Hokkaido
Mount Niigatayake, Honshu
Mount Hakkoda, Honshu
Iwo Jima
Mount Kuju, Kyushu
Mount Unzen, Kyushu
Mount Yake, Honshu
Oshima, Izu Islands

Last eruption
2012
2012
2011
2010
2010
2009
2008
2005
2004
2004
2002
2001
2000
1998
1997
1997
1996
1996
1995
1990

Typhoons
Name of Typhoon
Typhoon Bolaven
Typhoon Damrey
Typhoon Guchol
Typhoon Haikui
Typhoon Jelawat
Tropical Storm Aere
Typhoon Chaba
Tropical Storm Etau
Typhoon Jangmi
Tropical Storm Faxai
Typhoon Fitow
Typhoon Ewiniar
Typhoon Conson
Typhoon Dianmu
Typhoon Chataan
Typhoon Fengshen
Typhoon Bart

Year
2012
2012
2012
2012
2012
2011
2010
2009
2008
2007
2007
2006
2004
2004
2002
2002
1999

Damage
$475 million
$636 million
$100 million
$2.09 billion
$27.4 million
$31 million
$87.5 million
$240.4 million
$1.5 million
$1 billion
$1.4 billion
$3.8 million
$68.5 million
$500 million
$4 million
$5 billion

Earthquakes
Location
Kamaishi Earthquake

Date
2012, 7 December

Estimated deaths
0

SHINULEAKS sept2015

Estimated death
59
14
3
105
3
35
28
6
1
3
141
2
6
54
5
16

48

Chiba Earthquake
Izu Islands earthquake
Miyagi Earthquake Aftershock
Tohoku Earthquake
Fukushima Earthquake
Fukushima Earthquake Aftershock
Ryukyu Islands Earthquake
Bonin Islands Earthquake
Izu Islands Earthquake
Shizuoka Earthquake
Iwate-Miyagi Nairiku Earthquake
Noto Earthquake
Chuetsu Offshore Earthquake
Kuril Islands Earthquake
Kuril Islands Earthquake
Fukuoka Earthquake
Miyagi Earthquake
Chuetsu Earthquake
Hokkaido Earthquake
Geiyo Earthquake
Ryukyu Islands Earthquake
Kobe Earthquake
Offshore Sanriku Earthquake
Hokkaido Earthquake

2012, 14 March
2012, 1 January
2011, 7 April
2011, 11 March
2011, 11 April
2011, 10 July
2010, 26 February
2010, 21 December
2009, 9 August
2009, 11 August
2008, 14 June
2007, 25 March
2007, 16 July
2007, 13 January
2006, 15 November
2005, 20 March
2005, 16 August
2004, 23 October
2003, 25 September
2001, 24 March
1998, 4 May
1995, 17 January
1994, 28 December
1993, 12 July

0
0
4
15,881
6
0
1
0
0
1
12
1
11
0
0
1
0
40
1
2
0
6,434
3
202

source: https://en.wikipedia.org/wiki/Natural_disasters_in_Japan

6.3.C.1

GPRA MODERNIZATION ACT

SHINULEAKS sept2015

49

H. R. 2142

One Hundred Eleventh Congress

of the
United States of America
AT T H E S E C O N D S E S S I O N
Begun and held at the City of Washington on Tuesday,
the fifth day of January, two thousand and ten

An Act
To require quarterly performance assessments of Government programs for purposes
of assessing agency performance and improvement, and to establish agency performance improvement officers and the Performance Improvement Council.

Be it enacted by the Senate and House of Representatives of

the United States of America in Congress assembled,
SECTION 1. SHORT TITLE; TABLE OF CONTENTS.

(a) SHORT TITLE.This Act may be cited as the GPRA Modernization Act of 2010.
(b) TABLE OF CONTENTS.The table of contents for this Act
is as follows:
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.
Sec.

1.
2.
3.
4.
5.
6.
7.
8.
9.

Short title; table of contents.

Strategic planning amendments.
Performance planning amendments.
Performance reporting amendments.
Federal Government and agency priority goals.
Quarterly priority progress reviews and use of performance information.
Transparency of Federal Government programs, priority goals, and results.
Agency Chief Operating Officers.
Agency Performance Improvement Officers and the Performance Improvement Council.
10. Format of performance plans and reports.
11. Reducing duplicative and outdated agency reporting.
12. Performance management skills and competencies.
13. Technical and conforming amendments.
14. Implementation of this Act.
15. Congressional oversight and legislation.

SEC. 2. STRATEGIC PLANNING AMENDMENTS.

Chapter 3 of title 5, United States Code, is amended by striking

section 306 and inserting the following:
306. Agency strategic plans
(a) Not later than the first Monday in February of any year
following the year in which the term of the President commences
under section 101 of title 3, the head of each agency shall make
available on the public website of the agency a strategic plan
and notify the President and Congress of its availability. Such
plan shall contain
(1) a comprehensive mission statement covering the major
functions and operations of the agency;
(2) general goals and objectives, including outcome-oriented goals, for the major functions and operations of the
agency;
(3) a description of how any goals and objectives contribute
to the Federal Government priority goals required by section
1120(a) of title 31;

H. R. 21422
(4) a description of how the goals and objectives are to
be achieved, including
(A) a description of the operational processes, skills
and technology, and the human, capital, information, and
other resources required to achieve those goals and objectives; and
(B) a description of how the agency is working with
other agencies to achieve its goals and objectives as well
as relevant Federal Government priority goals;
(5) a description of how the goals and objectives incorporate views and suggestions obtained through congressional
consultations required under subsection (d);
(6) a description of how the performance goals provided
in the plan required by section 1115(a) of title 31, including
the agency priority goals required by section 1120(b) of title
31, if applicable, contribute to the general goals and objectives
in the strategic plan;
(7) an identification of those key factors external to the
agency and beyond its control that could significantly affect
the achievement of the general goals and objectives; and
(8) a description of the program evaluations used in establishing or revising general goals and objectives, with a schedule
for future program evaluations to be conducted.
(b) The strategic plan shall cover a period of not less than
4 years following the fiscal year in which the plan is submitted.
As needed, the head of the agency may make adjustments to the
strategic plan to reflect significant changes in the environment
in which the agency is operating, with appropriate notification
of Congress.
(c) The performance plan required by section 1115(b) of title
31 shall be consistent with the agencys strategic plan. A performance plan may not be submitted for a fiscal year not covered
by a current strategic plan under this section.
(d) When developing or making adjustments to a strategic
plan, the agency shall consult periodically with the Congress,
including majority and minority views from the appropriate authorizing, appropriations, and oversight committees, and shall solicit
and consider the views and suggestions of those entities potentially
affected by or interested in such a plan. The agency shall consult
with the appropriate committees of Congress at least once every
2 years.
(e) The functions and activities of this section shall be considered to be inherently governmental functions. The drafting of strategic plans under this section shall be performed only by Federal
employees.
(f) For purposes of this section the term agency means an
Executive agency defined under section 105, but does not include
the Central Intelligence Agency, the Government Accountability
Office, the United States Postal Service, and the Postal Regulatory
Commission..
SEC. 3. PERFORMANCE PLANNING AMENDMENTS.

Chapter 11 of title 31, United States Code, is amended by

striking section 1115 and inserting the following:

H. R. 21423
1115. Federal Government and agency performance plans
(a) FEDERAL GOVERNMENT PERFORMANCE PLANS.In carrying
out the provisions of section 1105(a)(28), the Director of the Office
of Management and Budget shall coordinate with agencies to
develop the Federal Government performance plan. In addition
to the submission of such plan with each budget of the United
States Government, the Director of the Office of Management and
Budget shall ensure that all information required by this subsection
is concurrently made available on the website provided under section 1122 and updated periodically, but no less than annually.
The Federal Government performance plan shall
(1) establish Federal Government performance goals to
define the level of performance to be achieved during the year
in which the plan is submitted and the next fiscal year for
each of the Federal Government priority goals required under
section 1120(a) of this title;
(2) identify the agencies, organizations, program activities,
regulations, tax expenditures, policies, and other activities
contributing to each Federal Government performance goal
during the current fiscal year;
(3) for each Federal Government performance goal, identify a lead Government official who shall be responsible for
coordinating the efforts to achieve the goal;
(4) establish common Federal Government performance
indicators with quarterly targets to be used in measuring or
assessing
(A) overall progress toward each Federal Government
performance goal; and
(B) the individual contribution of each agency,
organization, program activity, regulation, tax expenditure,
policy, and other activity identified under paragraph (2);
(5) establish clearly defined quarterly milestones; and
(6) identify major management challenges that are
Governmentwide or crosscutting in nature and describe plans
to address such challenges, including relevant performance
goals, performance indicators, and milestones.
(b) AGENCY PERFORMANCE PLANS.Not later than the first
Monday in February of each year, the head of each agency shall
make available on a public website of the agency, and notify the
President and the Congress of its availability, a performance plan
covering each program activity set forth in the budget of such
agency. Such plan shall
(1) establish performance goals to define the level of
performance to be achieved during the year in which the plan
is submitted and the next fiscal year;
(2) express such goals in an objective, quantifiable, and
measurable form unless authorized to be in an alternative
form under subsection (c);
(3) describe how the performance goals contribute to
(A) the general goals and objectives established in
the agencys strategic plan required by section 306(a)(2)
of title 5; and
(B) any of the Federal Government performance goals
established in the Federal Government performance plan
required by subsection (a)(1);

H. R. 21424
(4) identify among the performance goals those which
are designated as agency priority goals as required by section
1120(b) of this title, if applicable;
(5) provide a description of how the performance goals
are to be achieved, including
(A) the operation processes, training, skills and technology, and the human, capital, information, and other
resources and strategies required to meet those performance goals;
(B) clearly defined milestones;
(C) an identification of the organizations, program
activities, regulations, policies, and other activities that
contribute to each performance goal, both within and
external to the agency;
(D) a description of how the agency is working with
other agencies to achieve its performance goals as well
as relevant Federal Government performance goals; and
(E) an identification of the agency officials responsible
for the achievement of each performance goal, who shall
be known as goal leaders;
(6) establish a balanced set of performance indicators to
be used in measuring or assessing progress toward each
performance goal, including, as appropriate, customer service,
efficiency, output, and outcome indicators;
(7) provide a basis for comparing actual program results
with the established performance goals;
(8) a description of how the agency will ensure the
accuracy and reliability of the data used to measure progress
towards its performance goals, including an identification of
(A) the means to be used to verify and validate measured values;
(B) the sources for the data;
(C) the level of accuracy required for the intended
use of the data;
(D) any limitations to the data at the required level
of accuracy; and
(E) how the agency will compensate for such limitations if needed to reach the required level of accuracy;
(9) describe major management challenges the agency
faces and identify
(A) planned actions to address such challenges;
(B) performance goals, performance indicators, and
milestones to measure progress toward resolving such challenges; and
(C) the agency official responsible for resolving such
challenges; and
(10) identify low-priority program activities based on an
analysis of their contribution to the mission and goals of the
agency and include an evidence-based justification for designating a program activity as low priority.
(c) ALTERNATIVE FORM.If an agency, in consultation with
the Director of the Office of Management and Budget, determines
that it is not feasible to express the performance goals for a particular program activity in an objective, quantifiable, and measurable form, the Director of the Office of Management and Budget
may authorize an alternative form. Such alternative form shall
(1) include separate descriptive statements of

H. R. 21425
(A)(i) a minimally effective program; and
(ii) a successful program; or
(B) such alternative as authorized by the Director
of the Office of Management and Budget, with sufficient
precision and in such terms that would allow for an
accurate, independent determination of whether the program activitys performance meets the criteria of the
description; or
(2) state why it is infeasible or impractical to express
a performance goal in any form for the program activity.
(d) TREATMENT OF PROGRAM ACTIVITIES.For the purpose of
complying with this section, an agency may aggregate, disaggregate,
or consolidate program activities, except that any aggregation or
consolidation may not omit or minimize the significance of any
program activity constituting a major function or operation for
the agency.
(e) APPENDIX.An agency may submit with an annual
performance plan an appendix covering any portion of the plan
that
(1) is specifically authorized under criteria established
by an Executive order to be kept secret in the interest of
national defense or foreign policy; and
(2) is properly classified pursuant to such Executive order.
(f) INHERENTLY GOVERNMENTAL FUNCTIONS.The functions
and activities of this section shall be considered to be inherently
governmental functions. The drafting of performance plans under
this section shall be performed only by Federal employees.
(g) CHIEF HUMAN CAPITAL OFFICERS.With respect to each
agency with a Chief Human Capital Officer, the Chief Human
Capital Officer shall prepare that portion of the annual performance
plan described under subsection (b)(5)(A).
(h) DEFINITIONS.For purposes of this section and sections
1116 through 1125, and sections 9703 and 9704, the term
(1) agency has the same meaning as such term is defined
under section 306(f) of title 5;
(2) crosscutting means across organizational (such as
agency) boundaries;
(3) customer service measure means an assessment of
service delivery to a customer, client, citizen, or other recipient,
which can include an assessment of quality, timeliness, and
satisfaction among other factors;
(4) efficiency measure means a ratio of a program
activitys inputs (such as costs or hours worked by employees)
to its outputs (amount of products or services delivered) or
outcomes (the desired results of a program);
(5) major management challenge means programs or
management functions, within or across agencies, that have
greater vulnerability to waste, fraud, abuse, and mismanagement (such as issues identified by the Government Accountability Office as high risk or issues identified by an Inspector
General) where a failure to perform well could seriously affect
the ability of an agency or the Government to achieve its
mission or goals;
(6) milestone means a scheduled event signifying the
completion of a major deliverable or a set of related deliverables
or a phase of work;

H. R. 21426
(7) outcome measure means an assessment of the results
of a program activity compared to its intended purpose;
(8) output measure means the tabulation, calculation,
or recording of activity or effort that can be expressed in a
quantitative or qualitative manner;
(9) performance goal means a target level of performance
expressed as a tangible, measurable objective, against which
actual achievement can be compared, including a goal expressed
as a quantitative standard, value, or rate;
(10) performance indicator means a particular value or
characteristic used to measure output or outcome;
(11) program activity means a specific activity or project
as listed in the program and financing schedules of the annual
budget of the United States Government; and
(12) program evaluation means an assessment, through
objective measurement and systematic analysis, of the manner
and extent to which Federal programs achieve intended objectives..
SEC. 4. PERFORMANCE REPORTING AMENDMENTS.

Chapter 11 of title 31, United States Code, is amended by

striking section 1116 and inserting the following:
1116. Agency performance reporting
(a) The head of each agency shall make available on a public
website of the agency and to the Office of Management and Budget
an update on agency performance.
(b)(1) Each update shall compare actual performance achieved
with the performance goals established in the agency performance
plan under section 1115(b) and shall occur no less than 150 days
after the end of each fiscal year, with more frequent updates of
actual performance on indicators that provide data of significant
value to the Government, Congress, or program partners at a
reasonable level of administrative burden.
(2) If performance goals are specified in an alternative form
under section 1115(c), the results shall be described in relation
to such specifications, including whether the performance failed
to meet the criteria of a minimally effective or successful program.
(c) Each update shall
(1) review the success of achieving the performance goals
and include actual results for the 5 preceding fiscal years;
(2) evaluate the performance plan for the current fiscal
year relative to the performance achieved toward the performance goals during the period covered by the update;
(3) explain and describe where a performance goal has
not been met (including when a program activitys performance
is determined not to have met the criteria of a successful
program activity under section 1115(c)(1)(A)(ii) or a corresponding level of achievement if another alternative form
is used)
(A) why the goal was not met;
(B) those plans and schedules for achieving the established performance goal; and
(C) if the performance goal is impractical or infeasible,
why that is the case and what action is recommended;

H. R. 21427
(4) describe the use and assess the effectiveness in
achieving performance goals of any waiver under section 9703
of this title;
(5) include a review of the performance goals and evaluation of the performance plan relative to the agencys strategic
human capital management;
(6) describe how the agency ensures the accuracy and
reliability of the data used to measure progress towards its
performance goals, including an identification of
(A) the means used to verify and validate measured
values;
(B) the sources for the data;
(C) the level of accuracy required for the intended
use of the data;
(D) any limitations to the data at the required level
of accuracy; and
(E) how the agency has compensated for such limitations if needed to reach the required level of accuracy;
and
(7) include the summary findings of those program evaluations completed during the period covered by the update.
(d) If an agency performance update includes any program
activity or information that is specifically authorized under criteria
established by an Executive Order to be kept secret in the interest
of national defense or foreign policy and is properly classified pursuant to such Executive Order, the head of the agency shall make
such information available in the classified appendix provided under
section 1115(e).
(e) The functions and activities of this section shall be considered to be inherently governmental functions. The drafting of agency
performance updates under this section shall be performed only
by Federal employees.
(f) Each fiscal year, the Office of Management and Budget
shall determine whether the agency programs or activities meet
performance goals and objectives outlined in the agency performance plans and submit a report on unmet goals to
(1) the head of the agency;
(2) the Committee on Homeland Security and Governmental Affairs of the Senate;
(3) the Committee on Oversight and Governmental Reform
of the House of Representatives; and
(4) the Government Accountability Office.
(g) If an agencys programs or activities have not met performance goals as determined by the Office of Management and Budget
for 1 fiscal year, the head of the agency shall submit a performance
improvement plan to the Office of Management and Budget to
increase program effectiveness for each unmet goal with measurable
milestones. The agency shall designate a senior official who shall
oversee the performance improvement strategies for each unmet
goal.
(h)(1) If the Office of Management and Budget determines
that agency programs or activities have unmet performance goals
for 2 consecutive fiscal years, the head of the agency shall
(A) submit to Congress a description of the actions the
Administration will take to improve performance, including
proposed statutory changes or planned executive actions; and

H. R. 21428
(B) describe any additional funding the agency will obligate to achieve the goal, if such an action is determined appropriate in consultation with the Director of the Office of Management and Budget, for an amount determined appropriate by
the Director.
(2) In providing additional funding described under paragraph
(1)(B), the head of the agency shall use any reprogramming or
transfer authority available to the agency. If after exercising such
authority additional funding is necessary to achieve the level determined appropriate by the Director of the Office of Management
and Budget, the head of the agency shall submit a request to
Congress for additional reprogramming or transfer authority.
(i) If an agencys programs or activities have not met performance goals as determined by the Office of Management and Budget
for 3 consecutive fiscal years, the Director of the Office of Management and Budget shall submit recommendations to Congress on
actions to improve performance not later than 60 days after that
determination, including
(1) reauthorization proposals for each program or activity
that has not met performance goals;
(2) proposed statutory changes necessary for the program
activities to achieve the proposed level of performance on each
performance goal; and
(3) planned executive actions or identification of the program for termination or reduction in the Presidents budget..
SEC. 5. FEDERAL GOVERNMENT AND AGENCY PRIORITY GOALS.

Chapter 11 of title 31, United States Code, is amended by

adding after section 1119 the following:
1120. Federal Government and agency priority goals
(a) FEDERAL GOVERNMENT PRIORITY GOALS.
(1) The Director of the Office of Management and Budget
shall coordinate with agencies to develop priority goals to
improve the performance and management of the Federal
Government. Such Federal Government priority goals shall
include
(A) outcome-oriented goals covering a limited number
of crosscutting policy areas; and
(B) goals for management improvements needed
across the Federal Government, including
(i) financial management;
(ii) human capital management;
(iii) information technology management;
(iv) procurement and acquisition management;
and
(v) real property management;
(2) The Federal Government priority goals shall be longterm in nature. At a minimum, the Federal Government priority
goals shall be updated or revised every 4 years and made
publicly available concurrently with the submission of the
budget of the United States Government made in the first
full fiscal year following any year in which the term of the
President commences under section 101 of title 3. As needed,
the Director of the Office of Management and Budget may
make adjustments to the Federal Government priority goals
to reflect significant changes in the environment in which the

H. R. 21429
Federal Government is operating, with appropriate notification
of Congress.
(3) When developing or making adjustments to Federal
Government priority goals, the Director of the Office of Management and Budget shall consult periodically with the Congress,
including obtaining majority and minority views from
(A) the Committees on Appropriations of the Senate
and the House of Representatives;
(B) the Committees on the Budget of the Senate and
the House of Representatives;
(C) the Committee on Homeland Security and Governmental Affairs of the Senate;
(D) the Committee on Oversight and Government
Reform of the House of Representatives;
(E) the Committee on Finance of the Senate;
(F) the Committee on Ways and Means of the House
of Representatives; and
(G) any other committees as determined appropriate;
(4) The Director of the Office of Management and Budget
shall consult with the appropriate committees of Congress at
least once every 2 years.
(5) The Director of the Office of Management and Budget
shall make information about the Federal Government priority
goals available on the website described under section 1122
of this title.
(6) The Federal Government performance plan required
under section 1115(a) of this title shall be consistent with
the Federal Government priority goals.
(b) AGENCY PRIORITY GOALS.
(1) Every 2 years, the head of each agency listed in section
901(b) of this title, or as otherwise determined by the Director
of the Office of Management and Budget, shall identify agency
priority goals from among the performance goals of the agency.
The Director of the Office of Management and Budget shall
determine the total number of agency priority goals across
the Government, and the number to be developed by each
agency. The agency priority goals shall
(A) reflect the highest priorities of the agency, as
determined by the head of the agency and informed by
the Federal Government priority goals provided under subsection (a) and the consultations with Congress and other
interested parties required by section 306(d) of title 5;
(B) have ambitious targets that can be achieved within
a 2-year period;
(C) have a clearly identified agency official, known
as a goal leader, who is responsible for the achievement
of each agency priority goal;
(D) have interim quarterly targets for performance
indicators if more frequent updates of actual performance
provides data of significant value to the Government, Congress, or program partners at a reasonable level of administrative burden; and
(E) have clearly defined quarterly milestones.
(2) If an agency priority goal includes any program activity
or information that is specifically authorized under criteria
established by an Executive order to be kept secret in the
interest of national defense or foreign policy and is properly

H. R. 214210
classified pursuant to such Executive order, the head of the
agency shall make such information available in the classified
appendix provided under section 1115(e).
(c) The functions and activities of this section shall be considered to be inherently governmental functions. The development
of Federal Government and agency priority goals shall be performed
only by Federal employees..
SEC. 6. QUARTERLY PRIORITY PROGRESS REVIEWS AND USE OF
PERFORMANCE INFORMATION.

Chapter 11 of title 31, United States Code, is amended by

adding after section 1120 (as added by section 5 of this Act) the
following:
1121. Quarterly priority progress reviews and use of
performance information
(a) USE OF PERFORMANCE INFORMATION TO ACHIEVE FEDERAL
GOVERNMENT PRIORITY GOALS.Not less than quarterly, the
Director of the Office of Management and Budget, with the support
of the Performance Improvement Council, shall
(1) for each Federal Government priority goal required
by section 1120(a) of this title, review with the appropriate
lead Government official the progress achieved during the most
recent quarter, overall trend data, and the likelihood of meeting
the planned level of performance;
(2) include in such reviews officials from the agencies,
organizations, and program activities that contribute to the
accomplishment of each Federal Government priority goal;
(3) assess whether agencies, organizations, program activities, regulations, tax expenditures, policies, and other activities
are contributing as planned to each Federal Government priority goal;
(4) categorize the Federal Government priority goals by
risk of not achieving the planned level of performance; and
(5) for the Federal Government priority goals at greatest
risk of not meeting the planned level of performance, identify
prospects and strategies for performance improvement,
including any needed changes to agencies, organizations, program activities, regulations, tax expenditures, policies or other
activities.
(b) AGENCY USE OF PERFORMANCE INFORMATION TO ACHIEVE
AGENCY PRIORITY GOALS.Not less than quarterly, at each agency
required to develop agency priority goals required by section 1120(b)
of this title, the head of the agency and Chief Operating Officer,
with the support of the agency Performance Improvement Officer,
shall
(1) for each agency priority goal, review with the appropriate goal leader the progress achieved during the most recent
quarter, overall trend data, and the likelihood of meeting the
planned level of performance;
(2) coordinate with relevant personnel within and outside
the agency who contribute to the accomplishment of each
agency priority goal;
(3) assess whether relevant organizations, program activities, regulations, policies, and other activities are contributing
as planned to the agency priority goals;

H. R. 214211
(4) categorize agency priority goals by risk of not achieving
the planned level of performance; and
(5) for agency priority goals at greatest risk of not meeting
the planned level of performance, identify prospects and strategies for performance improvement, including any needed
changes to agency program activities, regulations, policies, or
other activities..
SEC. 7. TRANSPARENCY OF FEDERAL GOVERNMENT PROGRAMS, PRIORITY GOALS, AND RESULTS.

Chapter 11 of title 31, United States Code, is amended by

adding after section 1121 (as added by section 6 of this Act) the
following:
1122. Transparency of programs, priority goals, and results
(a) TRANSPARENCY OF AGENCY PROGRAMS.
(1) IN GENERAL.Not later than October 1, 2012, the
Office of Management and Budget shall
(A) ensure the effective operation of a single website;
(B) at a minimum, update the website on a quarterly
basis; and
(C) include on the website information about each
program identified by the agencies.
(2) INFORMATION.Information for each program described
under paragraph (1) shall include
(A) an identification of how the agency defines the
term program, consistent with guidance provided by the
Director of the Office of Management and Budget, including
the program activities that are aggregated, disaggregated,
or consolidated to be considered a program by the agency;
(B) a description of the purposes of the program and
the contribution of the program to the mission and goals
of the agency; and
(C) an identification of funding for the current fiscal
year and previous 2 fiscal years.
(b) TRANSPARENCY OF AGENCY PRIORITY GOALS AND
RESULTS.The head of each agency required to develop agency
priority goals shall make information about each agency priority
goal available to the Office of Management and Budget for publication on the website, with the exception of any information covered
by section 1120(b)(2) of this title. In addition to an identification
of each agency priority goal, the website shall also consolidate
information about each agency priority goal, including
(1) a description of how the agency incorporated any views
and suggestions obtained through congressional consultations
about the agency priority goal;
(2) an identification of key factors external to the agency
and beyond its control that could significantly affect the
achievement of the agency priority goal;
(3) a description of how each agency priority goal will
be achieved, including
(A) the strategies and resources required to meet the
priority goal;
(B) clearly defined milestones;
(C) the organizations, program activities, regulations,
policies, and other activities that contribute to each goal,
both within and external to the agency;

H. R. 214212
(D) how the agency is working with other agencies
to achieve the goal; and
(E) an identification of the agency official responsible
for achieving the priority goal;
(4) the performance indicators to be used in measuring
or assessing progress;
(5) a description of how the agency ensures the accuracy
and reliability of the data used to measure progress towards
the priority goal, including an identification of
(A) the means used to verify and validate measured
values;
(B) the sources for the data;
(C) the level of accuracy required for the intended
use of the data;
(D) any limitations to the data at the required level
of accuracy; and
(E) how the agency has compensated for such limitations if needed to reach the required level of accuracy;
(6) the results achieved during the most recent quarter
and overall trend data compared to the planned level of
performance;
(7) an assessment of whether relevant organizations, program activities, regulations, policies, and other activities are
contributing as planned;
(8) an identification of the agency priority goals at risk
of not achieving the planned level of performance; and
(9) any prospects or strategies for performance improvement.
(c) TRANSPARENCY OF FEDERAL GOVERNMENT PRIORITY GOALS
AND RESULTS.The Director of the Office of Management and
Budget shall also make available on the website
(1) a brief description of each of the Federal Government
priority goals required by section 1120(a) of this title;
(2) a description of how the Federal Government priority
goals incorporate views and suggestions obtained through
congressional consultations;
(3) the Federal Government performance goals and
performance indicators associated with each Federal Government priority goal as required by section 1115(a) of this title;
(4) an identification of the lead Government official for
each Federal Government performance goal;
(5) the results achieved during the most recent quarter
and overall trend data compared to the planned level of
performance;
(6) an identification of the agencies, organizations, program activities, regulations, tax expenditures, policies, and
other activities that contribute to each Federal Government
priority goal;
(7) an assessment of whether relevant agencies, organizations, program activities, regulations, tax expenditures, policies,
and other activities are contributing as planned;
(8) an identification of the Federal Government priority
goals at risk of not achieving the planned level of performance;
and
(9) any prospects or strategies for performance improvement.

H. R. 214213
(d) INFORMATION ON WEBSITE.The information made available on the website under this section shall be readily accessible
and easily found on the Internet by the public and members and
committees of Congress. Such information shall also be presented
in a searchable, machine-readable format. The Director of the Office
of Management and Budget shall issue guidance to ensure that
such information is provided in a way that presents a coherent
picture of all Federal programs, and the performance of the Federal
Government as well as individual agencies..
SEC. 8. AGENCY CHIEF OPERATING OFFICERS.

Chapter 11 of title 31, United States Code, is amended by

adding after section 1122 (as added by section 7 of this Act) the
following:
1123. Chief Operating Officers
(a) ESTABLISHMENT.At each agency, the deputy head of
agency, or equivalent, shall be the Chief Operating Officer of the
agency.
(b) FUNCTION.Each Chief Operating Officer shall be responsible for improving the management and performance of the agency,
and shall
(1) provide overall organization management to improve
agency performance and achieve the mission and goals of the
agency through the use of strategic and performance planning,
measurement, analysis, regular assessment of progress, and
use of performance information to improve the results achieved;
(2) advise and assist the head of agency in carrying out
the requirements of sections 1115 through 1122 of this title
and section 306 of title 5;
(3) oversee agency-specific efforts to improve management
functions within the agency and across Government; and
(4) coordinate and collaborate with relevant personnel
within and external to the agency who have a significant role
in contributing to and achieving the mission and goals of the
agency, such as the Chief Financial Officer, Chief Human Capital Officer, Chief Acquisition Officer/Senior Procurement
Executive, Chief Information Officer, and other line of business
chiefs at the agency..
SEC. 9. AGENCY PERFORMANCE IMPROVEMENT OFFICERS AND THE
PERFORMANCE IMPROVEMENT COUNCIL.

Chapter 11 of title 31, United States Code, is amended by

adding after section 1123 (as added by section 8 of this Act) the
following:
1124. Performance Improvement Officers and the Performance Improvement Council
(a) PERFORMANCE IMPROVEMENT OFFICERS.
(1) ESTABLISHMENT.At each agency, the head of the
agency, in consultation with the agency Chief Operating Officer,
shall designate a senior executive of the agency as the agency
Performance Improvement Officer.
(2) FUNCTION.Each Performance Improvement Officer
shall report directly to the Chief Operating Officer. Subject
to the direction of the Chief Operating Officer, each Performance Improvement Officer shall

H. R. 214214
(A) advise and assist the head of the agency and
the Chief Operating Officer to ensure that the mission
and goals of the agency are achieved through strategic
and performance planning, measurement, analysis, regular
assessment of progress, and use of performance information
to improve the results achieved;
(B) advise the head of the agency and the Chief Operating Officer on the selection of agency goals, including
opportunities to collaborate with other agencies on common
goals;
(C) assist the head of the agency and the Chief Operating Officer in overseeing the implementation of the
agency strategic planning, performance planning, and
reporting requirements provided under sections 1115
through 1122 of this title and sections 306 of title 5,
including the contributions of the agency to the Federal
Government priority goals;
(D) support the head of agency and the Chief Operating Officer in the conduct of regular reviews of agency
performance, including at least quarterly reviews of
progress achieved toward agency priority goals, if
applicable;
(E) assist the head of the agency and the Chief Operating Officer in the development and use within the agency
of performance measures in personnel performance
appraisals, and, as appropriate, other agency personnel
and planning processes and assessments; and
(F) ensure that agency progress toward the achievement of all goals is communicated to leaders, managers,
and employees in the agency and Congress, and made
available on a public website of the agency.
(b) PERFORMANCE IMPROVEMENT COUNCIL.
(1) ESTABLISHMENT.There is established a Performance
Improvement Council, consisting of
(A) the Deputy Director for Management of the Office
of Management and Budget, who shall act as chairperson
of the Council;
(B) the Performance Improvement Officer from each
agency defined in section 901(b) of this title;
(C) other Performance Improvement Officers as determined appropriate by the chairperson; and
(D) other individuals as determined appropriate by
the chairperson.
(2) FUNCTION.The Performance Improvement Council
shall
(A) be convened by the chairperson or the designee
of the chairperson, who shall preside at the meetings of
the Performance Improvement Council, determine its
agenda, direct its work, and establish and direct subgroups
of the Performance Improvement Council, as appropriate,
to deal with particular subject matters;
(B) assist the Director of the Office of Management
and Budget to improve the performance of the Federal
Government and achieve the Federal Government priority
goals;
(C) assist the Director of the Office of Management
and Budget in implementing the planning, reporting, and

H. R. 214215
use of performance information requirements related to
the Federal Government priority goals provided under sections 1115, 1120, 1121, and 1122 of this title;
(D) work to resolve specific Governmentwide or crosscutting performance issues, as necessary;
(E) facilitate the exchange among agencies of practices
that have led to performance improvements within specific
programs, agencies, or across agencies;
(F) coordinate with other interagency management
councils;
(G) seek advice and information as appropriate from
nonmember agencies, particularly smaller agencies;
(H) consider the performance improvement experiences of corporations, nonprofit organizations, foreign,
State, and local governments, Government employees,
public sector unions, and customers of Government services;
(I) receive such assistance, information and advice
from agencies as the Council may request, which agencies
shall provide to the extent permitted by law; and
(J) develop and submit to the Director of the Office
of Management and Budget, or when appropriate to the
President through the Director of the Office of Management
and Budget, at times and in such formats as the chairperson may specify, recommendations to streamline and
improve performance management policies and requirements.
(3) SUPPORT.
(A) IN GENERAL.The Administrator of General Services shall provide administrative and other support for
the Council to implement this section.
(B) PERSONNEL.The heads of agencies with Performance Improvement Officers serving on the Council shall,
as appropriate and to the extent permitted by law, provide
at the request of the chairperson of the Performance
Improvement Council up to 2 personnel authorizations to
serve at the direction of the chairperson..
SEC. 10. FORMAT OF PERFORMANCE PLANS AND REPORTS.

(a) SEARCHABLE, MACHINE-READABLE PLANS AND REPORTS.

For fiscal year 2012 and each fiscal year thereafter, each agency
required to produce strategic plans, performance plans, and
performance updates in accordance with the amendments made
by this Act shall
(1) not incur expenses for the printing of strategic plans,
performance plans, and performance reports for release external
to the agency, except when providing such documents to the
Congress;
(2) produce such plans and reports in searchable, machinereadable formats; and
(3) make such plans and reports available on the website
described under section 1122 of title 31, United States Code.
(b) WEB-BASED PERFORMANCE PLANNING AND REPORTING.
(1) IN GENERAL.Not later than June 1, 2012, the Director
of the Office of Management and Budget shall issue guidance
to agencies to provide concise and timely performance information for publication on the website described under section

H. R. 214216
1122 of title 31, United States Code, including, at a minimum,
all requirements of sections 1115 and 1116 of title 31, United
States Code, except for section 1115(e).
(2) HIGH-PRIORITY GOALS.For agencies required to develop
agency priority goals under section 1120(b) of title 31, United
States Code, the performance information required under this
section shall be merged with the existing information required
under section 1122 of title 31, United States Code.
(3) CONSIDERATIONS.In developing guidance under this
subsection, the Director of the Office of Management and
Budget shall take into consideration the experiences of agencies
in making consolidated performance planning and reporting
information available on the website as required under section
1122 of title 31, United States Code.
SEC.

11.

REDUCING
REPORTING.

DUPLICATIVE

AND

OUTDATED

AGENCY

(a) BUDGET CONTENTS.Section 1105(a) of title 31, United

States Code, is amended
(1) by redesignating second paragraph (33) as paragraph
(35); and
(2) by adding at the end the following:
(37) the list of plans and reports, as provided for under
section 1125, that agencies identified for elimination or consolidation because the plans and reports are determined outdated
or duplicative of other required plans and reports..
(b) ELIMINATION OF UNNECESSARY AGENCY REPORTING.
Chapter 11 of title 31, United States Code, is further amended
by adding after section 1124 (as added by section 9 of this Act)
the following:
1125. Elimination of unnecessary agency reporting
(a) AGENCY IDENTIFICATION OF UNNECESSARY REPORTS.
Annually, based on guidance provided by the Director of the Office
of Management and Budget, the Chief Operating Officer at each
agency shall
(1) compile a list that identifies all plans and reports
the agency produces for Congress, in accordance with statutory
requirements or as directed in congressional reports;
(2) analyze the list compiled under paragraph (1), identify
which plans and reports are outdated or duplicative of other
required plans and reports, and refine the list to include only
the plans and reports identified to be outdated or duplicative;
(3) consult with the congressional committees that receive
the plans and reports identified under paragraph (2) to determine whether those plans and reports are no longer useful
to the committees and could be eliminated or consolidated
with other plans and reports; and
(4) provide a total count of plans and reports compiled
under paragraph (1) and the list of outdated and duplicative
reports identified under paragraph (2) to the Director of the
Office of Management and Budget.
(b) PLANS AND REPORTS.
(1) FIRST YEAR.During the first year of implementation
of this section, the list of plans and reports identified by each
agency as outdated or duplicative shall be not less than 10

H. R. 214217
percent of all plans and reports identified under subsection
(a)(1).
(2) SUBSEQUENT YEARS.In each year following the first
year described under paragraph (1), the Director of the Office
of Management and Budget shall determine the minimum percent of plans and reports to be identified as outdated or duplicative on each list of plans and reports.
(c) REQUEST FOR ELIMINATION OF UNNECESSARY REPORTS.
In addition to including the list of plans and reports determined
to be outdated or duplicative by each agency in the budget of
the United States Government, as provided by section 1105(a)(37),
the Director of the Office of Management and Budget may concurrently submit to Congress legislation to eliminate or consolidate
such plans and reports..
SEC. 12. PERFORMANCE MANAGEMENT SKILLS AND COMPETENCIES.

(a) PERFORMANCE MANAGEMENT SKILLS AND COMPETENCIES.

Not later than 1 year after the date of enactment of this Act,
the Director of the Office of Personnel Management, in consultation
with the Performance Improvement Council, shall identify the key
skills and competencies needed by Federal Government personnel
for developing goals, evaluating programs, and analyzing and using
performance information for the purpose of improving Government
efficiency and effectiveness.
(b) POSITION CLASSIFICATIONS.Not later than 2 years after
the date of enactment of this Act, based on the identifications
under subsection (a), the Director of the Office of Personnel Management shall incorporate, as appropriate, such key skills and competencies into relevant position classifications.
(c) INCORPORATION INTO EXISTING AGENCY TRAINING.Not later
than 2 years after the enactment of this Act, the Director of the
Office of Personnel Management shall work with each agency, as
defined under section 306(f) of title 5, United States Code, to
incorporate the key skills identified under subsection (a) into
training for relevant employees at each agency.
SEC. 13. TECHNICAL AND CONFORMING AMENDMENTS.

(a) The table of contents for chapter 3 of title 5, United States

Code, is amended by striking the item relating to section 306
and inserting the following:
306. Agency strategic plans..

(b) The table of contents for chapter 11 of title 31, United

States Code, is amended by striking the items relating to section
1115 and 1116 and inserting the following:
1115. Federal Government and agency performance plans.
1116. Agency performance reporting..

(c) The table of contents for chapter 11 of title 31, United

States Code, is amended by adding at the end the following:
1120.
1121.
1122.
1123.
1124.

Federal Government and agency priority goals.

Quarterly priority progress reviews and use of performance information.
Transparency of programs, priority goals, and results.
Chief Operating Officers.
Performance Improvement Officers and the Performance Improvement Council.
1125. Elimination of unnecessary agency reporting..

H. R. 214218
SEC. 14. IMPLEMENTATION OF THIS ACT.

(a) INTERIM PLANNING AND REPORTING.

(1) IN GENERAL.The Director of the Office of Management
and Budget shall coordinate with agencies to develop interim
Federal Government priority goals and submit interim Federal
Government performance plans consistent with the requirements of this Act beginning with the submission of the fiscal
year 2013 Budget of the United States Government.
(2) REQUIREMENTS.Each agency shall
(A) not later than February 6, 2012, make adjustments
to its strategic plan to make the plan consistent with
the requirements of this Act;
(B) prepare and submit performance plans consistent
with the requirements of this Act, including the identification of agency priority goals, beginning with the performance plan for fiscal year 2013; and
(C) make performance reporting updates consistent
with the requirements of this Act beginning in fiscal year
2012.
(3) QUARTERLY REVIEWS.The quarterly priority progress
reviews required under this Act shall begin
(A) with the first full quarter beginning on or after
the date of enactment of this Act for agencies based on
the agency priority goals contained in the Analytical
Perspectives volume of the Fiscal Year 2011 Budget of
the United States Government; and
(B) with the quarter ending June 30, 2012 for the
interim Federal Government priority goals.
(b) GUIDANCE.The Director of the Office of Management and
Budget shall prepare guidance for agencies in carrying out the
interim planning and reporting activities required under subsection
(a), in addition to other guidance as required for implementation
of this Act.
SEC. 15. CONGRESSIONAL OVERSIGHT AND LEGISLATION.

(a) IN GENERAL.Nothing in this Act shall be construed as

limiting the ability of Congress to establish, amend, suspend, or
annul a goal of the Federal Government or an agency.
(b) GAO REVIEWS.
(1) INTERIM PLANNING AND REPORTING EVALUATION.Not
later than June 30, 2013, the Comptroller General shall submit
a report to Congress that includes
(A) an evaluation of the implementation of the interim
planning and reporting activities conducted under section
14 of this Act; and
(B) any recommendations for improving implementation of this Act as determined appropriate.
(2) IMPLEMENTATION EVALUATIONS.
(A) IN GENERAL.The Comptroller General shall
evaluate the implementation of this Act subsequent to the
interim planning and reporting activities evaluated in the
report submitted to Congress under paragraph (1).
(B) AGENCY IMPLEMENTATION.
(i) EVALUATIONS.The Comptroller General shall
evaluate how implementation of this Act is affecting
performance management at the agencies described
in section 901(b) of title 31, United States Code,

H. R. 214219
including whether performance management is being
used by those agencies to improve the efficiency and
effectiveness of agency programs.
(ii) REPORTS.The Comptroller General shall
submit to Congress
(I) an initial report on the evaluation under
clause (i), not later than September 30, 2015; and
(II) a subsequent report on the evaluation
under clause (i), not later than September 30,
2017.
(C) FEDERAL GOVERNMENT PLANNING AND REPORTING
IMPLEMENTATION.
(i) EVALUATIONS.The Comptroller General shall
evaluate the implementation of the Federal Government priority goals, Federal Government performance
plans and related reporting required by this Act.
(ii) REPORTS.The Comptroller General shall
submit to Congress
(I) an initial report on the evaluation under
clause (i), not later than September 30, 2015; and
(II) subsequent reports on the evaluation
under clause (i), not later than September 30, 2017
and every 4 years thereafter.
(D) RECOMMENDATIONS.The Comptroller General
shall include in the reports required by subparagraphs
(B) and (C) any recommendations for improving
implementation of this Act and for streamlining the planning and reporting requirements of the Government
Performance and Results Act of 1993.

Speaker of the House of Representatives.

Vice President of the United States and

President of the Senate.