Terry G. Spragg & Associates
Ó1996 by Terry G. Spragg & Associates
All Rights Reserved]
WATER, WAR, AND PEACE
Comments by Gerald Earl Davis Relating to
the Development of Bulk Water Delivery Systems Throughout the World
July 4, 1990
Revised: November 1992
What I hope to accomplish will change the face of the earth.
That is, if one believes that water is the essence of life.
Unfortunately, water is also power.
When our first experiment is successful, power will give way to greed,
as many will try to duplicate our efforts, and therefore we must gather
as much strength behind our team as possible.
In the following, I will attempt to summarize ideas that have been gestating in my mind for over 20 years.
These ideas are based upon documents that have been gathered and filed for future reference as this project unfolds. All of them are subject to revision and comments.
The sum of our success will be determined by economics. Our advantages will be the capital costs and operating costs of our system compared to other methods and sources of water supply.
Knowing that approximately one third of the worldís population lives within fifty miles of the oceans of the world, the alternative sources to our supply system are the natural rivers that flow, the large inter-basin transfer systems that are already in existence, reclamation, desalination, and water transport by tanker or some other means.
A key factor is the closeness of the source of water to its final destination. We have implemented a worldwide study of alternate sources and likely destinations prior to our first operational system being finalized. One critical factor which we are addressing is the politics of local water supplies, as this relates to both source and destination, and these politics will continually evolve over time.
The politics of water will be our most formidable obstacle anywhere in the world.
We have developed proprietary fabric, harnessing methods, and on-loading and off-loading systems that will allow us broad patent protection for our system. We are able to demonstrate through videotapes and test data that our technology is sound. We are able to design agreements based on delivery of certain quantities of water without putting the municipalities and politicians at risk if we fail.
The above scenario is predicated on a marketing plan to develop an entire worldwide water delivery system. To implement this on a worldwide basis will require an intricate degree of timing and advance coordination with political and industrial entities throughout the world. Over the past 20 years many of these entities have been identified.
The financial and political implications if this goal can be accomplished are staggering.
The only comparable scenario that comes to mind is the development of the oil industry and its horizontally and vertically designed production and distribution systems. And even this system is continually experiencing evolutionary changes due to politics.
Our system's first successful exposure to the marketplace will open a floodgate of competitors. This can be diminished by establishing a network of associates throughout the world with a stake in our technological success.
Because of the nature of politics and politicians, I foresee our contractual goal to be difficult and delicate, as once we have a proven system, I anticipate the word of its viability to spread quickly throughout the world community.
That is why targeting our potential partners is so critical at the earliest stages of our development. This will be directly related to the political, technological, and financial strength they can bring to our relationship.
There are many details and contacts that have been established throughout the world relating to the political, environmental, technological, economic, and marketing aspects of bulk water transfers that have been gathered by Gerry E. Davis & Associates over the past 18 years that I have not outlined here but are available from my files.
The comments outlined above present only a broad analysis of how we anticipate to implement this system once our initial tests have been successfully completed.
Gerry E. Davis
Nothing in the world can take the place of persistence.
Talent will not; nothing is more common than unsuccessful men with talent.
Genius will not; unrewarded genius is almost a proverb.
Education alone will not; the world is full of educated derelicts.
Persistence and determination alone are omnipotent.-Anonymous
Religion alone will not; the world has seen too many religious heretics.-Gerald Earl Davis
IN EVERY field of human endeavor, he that is first must perpetually live in the white light of publicity. Whether the leadership be vested in a man or in a manufactured product, emulation and envy are ever at work. In art, in literature, in music, in industry, the reward and punishment, fierce denial and detraction. When a man's work becomes a standard for the whole world, it also becomes a target for the envious few. If his work be merely mediocre, he will be left severely alone -- if he achieve a masterpiece, it will set a million tongues a-wagging. Jealousy does not protrude its forked tongue at the artiest who produces a commonplace painting. Whatsoever you write, or paint, or play, or sing, or build, no one will strive to surpass or to slander you, unless your work be stamped with the seal of genius. Long, long after a great work or a good work has been done, those who are disappointed or envious continue to cry out that it cannot be done...The leader is assailed because he is a leader, and the effort to equal him is merely added proof of that leadership. Failing to equal or to excel, the follower seeks to depreciate and to destroy -- but only confirms once more the superiority of that which he strives to supplant. There is nothing new in this. It is as old as the world and as old as the human passions -- envy, fear, greed, ambition, and the desire to surpass. And it all avails nothing. If the leader truly leads, he remains -- the leader. Master-poet, master-painter, master-workman, each in his turn is assailed, and each holds his laurels through the ages. That which is good or great makes itself known, no matter how loud the clamor of denial. That which deserves to live -- lives.
-General Motors, Cadillac Division
Saturday Evening Post, Jan 1915
Chaos is great it stimulates.Gerald Earl Davis, entrepreneur
One-quarter mile from the shore of the Gaza Strip, the concrete-and steel water-receiving platform Abraham, the father of all prophets and platforms in the Davis water delivery system, rested sedately, as the murky surface of the sea gently undulated. Night was descending and another day of operations had ceased. Millions of gallons of freshwater had again been efficiently delivered to the mostly Palestinian territory from the Manavgat River in the Republic of Turkey.
During the first full year of operation over 500,000 cubic meters were delivered throughout the Eastern Mediterranean using the Davis delivery system. The Davis system was able to increase the Gazaís domestic and industrial water supply from its 1990 level of 30 million cubic meters per year, to over 90 million cubic meters per year. In 1994, the Israeli government had been delivering 5 bottles of water to Gaza residents at an exorbitant cost of over $400 per cubic meter. Today the Davis system delivered a better quality of water, and in far greater quantities, for less than $1.00 per cubic meter.
In the second year of operation, the Gaza Strip residents were able to generate over two billion dollars in locally generated income for the first time in their history. Total per capita income for Palestinians in the Gaza Strip and West Bank leaped from $1350 in 1993 to over $5000 three years after the Second Jordan pipeline was completed. In another five years the Palestinian per capita income was expected to double again. Jordanians were also beneficiaries of this water largess, as their 1993 per capita income of $2500 doubled in five years as well. The Saudis, who had played an instrumental role in the financing of the Second Jordan Proposal, benefited both politically and economically well beyond the initial projections presented to them by the Davis team when they were solicited for their support in building the Second Jordan pipeline. Perhaps one of the most visible effects of the Davis water system in Jordan was the complete abandonment by 200,000 Palestinians of the refugee camp at Becca, fifteen miles outside of Amman. Within two years all refugees had left the camp's squalid conditions to find new lives next to the waters of the Eastern and Western Gur Canals, thus also relieving political and economic pressures on the Jordanian capital and its monarch.
The economic benefits from the introduction of Turkish waters was more than enough to supplant the $2,500,000 in wages generated by Palestinians' daily migration to Israel that Israel was formerly able to suck from the cheap Palestinian labor market by closing its borders income before the Davis system was introduced.
Over sixty percent of the Gaza work force that had been employed directly in Israel or indirectly by Israelis had been set free to choose whether to travel to Israel or stay home to seek employment.
Now almost all of the 70,000 Palestinians who had endured the daily commute to Israel, and who earned the large majority of the income of Gaza residents, were now able to stay home. No longer were they looked down upon by Israelis as ìbeastsî earning $15 per day in grueling dead-end jobs.
With the exception of Jerusalem, Palestinians were now well situated within their own borders, but because Palestinians in the West Bank, and especially in Gaza, now had access to pure Manavgat water deliveries, the watered land in the Gaza became more valuable than much of the land the displaced Palestinians had left behind in Israel. It was rare that Palestinian leadership -- even Hamas -- strongly advocated for the return of lands within Israel proper. The elimination of Israel as a nation was no longer acceptable speech by any Palestinian leader.
Both Jewish and Arab militant groups seems to be avoiding provocations. The membership of Gush Emunim had found other issues toward which to organize. Even the Kach Party and Khane Chai had lost much of their membership base.
Jewish groups now rarely advocated a repopulation of the West Bank by Jewish settlers, which has eased pressures on Israel's own Arab population related to their loyalty toward the State.
For some bizarre quirk of human nature, the only ultra-right party to gain in popularity since the Davis system began was the Eyal party. Some surmised this was due to the martyrdom gained by Yigal Amir after a bomb blew out the side of his head as he was speaking on the phone to his mother.
Because Israel was also sharing in the Manavgat water bounty, they became a discreetly acknowledged banking center for profitable Palestinian infrastructure projects which benefited all parties economically.
Jewish financiers had melded their financial interests with the appropriate Arab financial partners so that all would benefit and have vested interests in providing the financial structure to develop the infrastructure that took advantage of the benefits that resulted from the introduction of hundreds of millions of cubic meters of new water supplies throughout the Middle East.
The irony was that in some industries, such as tourism, there were more Israelis crossing into Gaza to work. The vision of economic bonding benefiting all that had been dreamed about and discussed between the late Yitzhak Rabin and Shimon Peres was becoming a reality.
Peace and Prosperity.
Over the past few years they had actually gone hand in hand in the Middle East, with water leading the way.
The Davis system had confounded some of the most respected political pundits of the day by dousing many of the anticipated flare ups expected from old grudges before they rekindles their flames.
It was simple. Davis had made sure that everyone had a stake in the water system's success and reliability.
And as a result, with the less frequently required influx of Palestinians coming daily into Israel, the Israeli unemployed fell by almost corresponding amounts, and more significantly, a tolerance of presence between Palestinian and Israeli was beginning to develop.
In the past it had been thought that the only hope for Palestinian water independence in the Gaza was by a pipeline from the Nile, thus making Palestinians a subordinate of Egypt based on water dependency.
But the international interdependency that Davis created for the implementation of his water delivery system made this issue moot.
Perhaps the most creative aspect of what became known as the "Manavgat Treaty" made possible by the Davis system was the ability to satisfy many of the Syrian and Israeli demands for the return of the Golan Heights, based on a complex water exchange scheme that allowed for an exchange of Manavgat water for Euphrates River water using Yarmuk River water as the medium of exchange.
In 1994, as the Turks continued their progress on the Ataturk Dam, a Turkish official was quoted as saying, "We can stop the flow of water into Syria and Iraq for up to eight months...in order to regulate their political behavior."
Through the complexities of the international relationships created by the Davis system, the Manavgat Treaty was able to squelch this potential for Turkey's leverage against Syria and Iraq.
The comprehensiveness of the Manavgat Treaty, which involved all the major players in the Middle East, including the United States, was instrumental in implementing perhaps the most critical aspect of the Syrian-Israeli peace plan, as it served to bring Syria into the complex water equation created by the Davis system and the Manavgat waters.
And it became operational in less than four years after the September 1993 Israeli Palestinian Accords were signed in Washington, DC.
Gazaís strategic location between the Arab world and Israel made the Gaza coast new ports rich transit point for world trade. And its beach fronts, supplied with Turkish water, had begun drawing thousands of Arab tourists.
Of the three million Palestinian diaspora residing outside the Gaza Strip and West Bank, almost one-half resided in Jordan. The Palestinians in Jordan had been loosely classified in three groups, the 950 thousand displaced in 1948, the 400 thousand displaced in 1967, and approximately 90,000 whose travel visas had expired and who had been denied re-entry into Israel. The first year after the waters from the Second Jordan pipeline began to flow regularly into the East and West Gur Canals along the Jordan River, a majority of Palestinian diaspora began to have confidence in the reliability of these Turkish waters and many Palestiniansí thoughts of moving back to West Bank lands not benefiting from the Davis water system began to cool.
The militant Islamic Fundamentalist group Hamas and the ultra Zionist groups Koch and Emunim, which opposed the Accord, were all put on the outside looking in after the successful implementation of the first Davis system off the coast of the Gaza Strip.
Robert Greenrock had been the supervising engineer of the Abraham since the platform commenced operation, five years ago to the day. This day was also significant because Greenrock was entertaining Gerald Earl Davis, the entrepreneur who had helped broker the Saudi Arabianñfinanced rejuvenation of the Gaza Strip and commissioned the Abraham as a component of the water delivery system that Davis had called the Second Jordan Proposal, which sustained the tentative peace between Israel and her Arab neighbors. Accompanying Davis were his associate DiAndre Wilson and his foreign liaison Karissa Medellín. The quartet strolled on the deck, enjoying the tangy ocean breeze.
"I inspect the pumps every evening as I walk the barge,"Greenrock said. "Eases my mind, it does."
Davis, a swarthy, middle-aged man with deep creases characterizing his weathered face, nodded his approval. One of the reasons his water delivery system ran efficiently was the caring attitude of those who were involved. Delivering water to the Gaza, Israel, Egypt, and other thirsty coastal cities around the world not only improved the quality of life for the recipients, but often saved lives as well. Just last month Davis & Associates had sponsored a temporary platform off the island of Fiji after a typhoon passed through the South Pacific. Although Davis & Associates controlled the proprietary water transport technology, the company philosophy was to act quickly regardless of compensation when extraordinary need arose.
The Abraham was a marvel of modern technology measuring 410 feet in length, 120 feet in width, and 12 feet in depth with the deck forty-five feet above the sea surface with a gleaming reflective glass, pyramid-shaped operations center mounted in the center of the platform. Davis thought that the pyramid-shaped building would be environmentally correct in the Middle East. Moored in place by guide structures at the near-shore end and by the guide piles at the bows of the eight dry docks, the reinforced barge was equipped with eight 400 horsepower electric pumps, each with a capacity of 25,000 gallons-per-minute, aligned lengthwise along the platform, four per side. From thirty-inch-diameter suction hoses connected to dry-docked flexible containers, the pumps fed a pair of fifty-four-inch undersea pipes, which carried the freshwater one thousand feet to a shore-based booster pumping station at a rate of 200,000 gallons-per-minute. There the water entered a six-foot-diameter main that dispensed into the underground aquifers of the area where the majority of the delivered water was routed to spread into the existing infrastructure and replenished the underground Aquifers.
The Abraham was the second water receiving platform, completed scant days after the Adam, which pumped water for thirsty Los Angeles, California, in the United States. Politically, however, the Abraham was número uno in importance and had received most of the attention since its inception. Davis and many Gaza residents affectionately called it the "Al-Khalil," a nickname of Abraham meaning "Friend of God," which was also the name of Davis' close Saudi confidant who had been instrumental in obtaining Saudi financial support for construction of the Abraham platform.
Davis and his entourage had boarded the Adam for an impromptu fifth-anniversary celebration on July first and were starting a tradition by making the trip to the Abraham. Greenrock was glad for the company.
"Robert, how long have you been stationed on the Abraham" asked Karissa Medellín. Her cheeks were suffused with a healthy pink glow, a reflection of her excitement at traveling with Davis. The entrepreneur was a loner who preferred to travel alone or with his associate Wilson. This barge tour was the first time that Karissa had accompanied Davis. She was young for the position she fulfilled, but Davis often chose his associates on gut feeling rather than experience. In the case of Karissa it had been a heartfelt recommendation from Davis & Associatesí weirdo staff writer Jonathan Perron that had swayed Davisís opinion into giving her a chance. Using a combination of charm and intelligence to win over everyone with whom she dealt, Karissa Medellín had become an indispensable member of Davis's international ìteam.The excitability of youth had not left her and she often had a fresh point of view to inject into otherwise moribund situations.
"I've been here since the beginning," replied Greenrock. "You may know that the Abraham is staffed by twenty-four people during each eight-hour shift. Every six months we have the option of transferring to another area of transport operations or to another barge. Only Sandy Cooper, the plant superintendent, and Fab Pilatus, the electrician, have stuck it out with me for the five years. It was really tough at first because there were definite fears working against keeping a full crew. That's changed now, thank the stars."
The Abraham accepted deliveries of potable freshwater from the Manavgat River of the southern Anatolia region of Turkey, about three hundred miles away. Under the Davis system water was transported to receiving platforms by tugboats pulling trains of freshwater-filled flexible containers or ìbags,î as the press referred to them. The Abraham and cousin receiving platforms David I and David IIólocated off the coast of Israel near Tel Aviv and Haifa, respectivelyóhad been constructed as a result of the 1993 peace accord signed between Israel and the PLO.
One of the Israeli platforms was connected to a forty-seven mile-long pipeline over a route originally proposed by Israeli engineer Shlomo Fur in the 1930ís, which connected to the Eastern and Western Ghor Canals. The original Ghor-Ammand diversion delivered forty-five million cubic meters per year to Jordan, but using the Davis system connected to the "Second Jordan" canal, the fresh waters delivered to Jordan had doubled this amount. The Ghor Canals ran parallel to the Jordan River, filtering into the Israeli National Carrier System, the West Bank System, and the Jordanian System, where the water could be treated and distributed to both industrial and municipal customers.
Manavgat River waters had originally been conceived as a "Water-for-Peace Project" by Turkish President and former water engineer Suleyman Demirel in early 1993. Soon after the Israeli-Palestinian Peace Accord was signed, Davis met secretly with Turkish Prime Minister Tansu Ciller in order to detail the economic and political benefits that would accrue to Turkey under his plan. The intuitively brilliantóand beautifulóTurkish Prime Minister immediately recognized the economic and political implications for Turkey, and the Davis plan began to metamorphosize into a complex arrangement created by Davis & Associates that linked the United States government with Turkey, Saudi Arabia, Israel, Egypt, and the Palestinians with peripheral interests for the countries of Germany, Italy, Japan, Syria, Jordan, and Lebanon.
"I was quite relieved," continued Greenrock, "by the announcement of the peace treaty. Although I consider myself a brave man, I do not consider myself a foolish man. As you might recall, Gerry, my only reservation about accepting this post upon the Abraham had been the threat of terrorism; the platforms are an easy target."
"And we've been lucky in that respect," Davis said, his booming voice a stark contrast to the otherwise quiet evening. ìSince the first year when we experienced a few protests, the bags haven't been threatened."
DíAndre Wilson frowned. Davisís last comment had unsettled him, but he said nothing. An itch in the back of his mind nagged at him. Karissa, who had the eyes of a hawk, noted Wilson's expression, but Davis and Greenrock continued talking obliviously.
"Evenings tend to be quiet on the Abraham once the day's work is complete. Occasionally, the waters roughen or a tug crew boards in the lull between the often-early dismissal of the night shift and arrival of the morning shift. This system is practically self-sufficient."
"That's the way I wanted it," said Davis. "Aspects of safety and speed were carefully considered when we built each component of the bags and their connection sleeve. The bags and dry docks are designed to keep workers out of the water as much as possible."
Today, freshwater was shipped from staging platforms around the world in the waterbag trains. The giant containers (many Americans including Greenrock insisted on calling them "Baggies" after the popular food storage brand) were constructed from a proprietary polyester weave and coating, developed by a consortium assembled by Davis & Associates and led by engineers at the Massachusetts Institute of Technology and involving companies from Japan, Germany, Italy, and throughout the United States. The bags were a benign transport mechanism, yielding to the ebb and flow of the ocean, unable to cause damage to the environment even on the rare occasions that they failed.
Each bag was individually designed to accommodate its particular onloading and offloading facilities, which had been designed by the engineers at CH2MHill in the United States. This was one of the beauties of the system. The bags for the Turkey to Israel/Gaza operations varied in size from three hundred feet long and forty feet in diameter for deliveries to the Haifa facility to five hundred feet long and fifty feet in diameter for deliveries to the Abraham. The largest containers afforded a maximum capacity of 14 acre-feetóan acre-foot equaling an eighteen-month supply of nature's most precious liquid for the average needs of an American family of four. In the Middle East the water lasted much longer, both due to the efficiency of Israeli water engineers and the thrift learned by living for centuries in a desert.
They were hauled in a single long line by powerful tugs at speeds of two to three knots. Trains of as many as fifty, connected by sleeves with automated zippers designed by student engineers at Harvey Mudd College and an Italian zipper genius from Milan, GianFranco Germani, criss-crossed the globe. At three knots, a single 5000-horsepower tug could deliver 576 acre-feet of freshwater to Haifa or the Gaza Strip in approximately five days. Tugs traveling to the Abraham usually towed sixteen bags holding 307 acre-feet. Seven tugs per week, hauling one hundred twelve bags filled with about 2150 acre-feet of freshwater, arrived at the Abraham, the trains maintaining a nearly perfect itinerary. The amount of water delivered to Gaza was equivalent to the capacity of a 100 million gallon per day desalination plant, but without the associated production of poisonous brine and the use of extensive, and expensive, coastline. Operationally, the system was more energy efficient than desalination by a ten-to-one factor.
A 1993 Harvard University study at the John F. Kennedy School had predicted that the cost of using desalination to meet the projected needs of the region would be five to ten billion dollars. The introduction of the Davis system slashed these capital cost estimates to a fraction of these figures.
When a train of containers arrived, a twenty-hour offloading exercise commenced for Greenrock and his crew. Eight bags were moored to the dry docks and hydraulically lifted from the sea surface, where they were rigged to the pumps for drainage. The eight-berth design provided sufficient redundancy so that one hundred million gallons per day could be delivered despite routine or emergency downtimes for up to two of the dry dock berths.
Perhaps one of the most creative and sensitive components of the system was a Davis devised plan to allow water to be used as the tool to decide the timing of the return of the Palestinians diaspora. Davis assumed that if the Palestinians could be given meaningful employment, for which opportunities would increase proportionately for the Palestinians with the increase in their access to freshwater resources, the the Israelis would recognize that a busy and productive Palestinian population would be far less inclined to incite terrorism than a restive and unproductive society.
Thus the introduction of freshwater to the Gaza Strip and into the East and newly created West Ghor Canals of the Jordan Valley through the Second Jordan pipeline helped to greatly ease the Palestinian diaspora pressure. Those who were not among the first 100,000 Palestinians Arafat brought with him during the first year of the Accord, were at least able to hinge their hopes of return to their new homeland to the Davis water delivery system. Each year it continued to increase water deliveries for the economic and political benefit of Israelis, Palestinians, and others and as a result more of the Palestinians diaspora were able to return to their homelands.
Davis devised a cubic meter formula for Palestinian diaspora that was later revised and finally accepted by the Palestinians, Israelis, Jordanians and the Lebanese.
For every cubic meter of Turkish water that was pumped daily into either the Gaza Strip or Second Jordan pipeline through the Davis system, a family or group of five Palestinian diaspora would be allowed to return to the Gaza Strip, the west Bank, or the Jordanian Federation lands. This amounted to an entry fee of about 50 gallons per person per day, which far exceeded per capita to consumption of fresh water throughout the region. Thus for every 100,000 cubic meters of Turkish water annually delivered to Arab lands, 500,000 selected Palestinian diaspora would be allowed to return to Palestinian lands. The concept of linking diaspora to water was revolutionary.
Davis calculated that through the Manavgat system alone, within a few years he could easily deliver enough water so that his formula would allow the return of all Palestinian diaspora, subject to whatever other conditions were agreed to by the Israelis and Palestinians. And because the agreement called for an equal amount of Turkish fresh water to be delivered to designated Israeli off-loading systems, the Israeli economy also received significant economic benefits through the Davis water delivery system.
When originally proposed the Israeli's were rightly skeptical about their security if they were to begin to be dependent on a source of water outside their direct control. However, Davis correctly anticipated that once the Israeli's saw the benefits of the system flow by Israeli shores and into Gaza aquifers and Jordanian canals, the Israelis would eventually step up to the pump. Especially since the security of the system was tied to the financial interests of several nations, especially the United States.
Before the Davis system's technology and economics using Manavgat waters was introduced into the Middle East peace equation the Israelis had been having a difficult time in the negotiations convincing the Palestinians that Israel's ideas for creating new fresh water sources should take priority over the discussion of the redistribution of existing fresh water supplies.
The Palestinians wanted to reverse the priority of these discussions. Even the Syrians had placed the status of the water distribution in the Golan Heights at the top of their negotiating list with Israel.
Once Davis successfully demonstrated his technology, his economics were easily understood by all parties in the complex Middle East peace equation and a paradigm shift in the Middle East water politics occurred.
Captain Greenrock, the "captain title" was a convention; he had no actual rank, walked the perimeter of the barge after dinner each evening he was aboard, checking the pumps and the docking lashings, a habit borne out of meticulousness, unnecessary but reassuring. One of those peculiar rituals picked up by men in authority who possessed no real power or initiative. His crew was top notch; he rarely issued an order. As his official title indicated, he supervised. With his visitors joining him in his rounds, Greenrock made a show of looking over each pump. Davis and the others indulged Greenrock, glad to see the pride he projected.
After assuring himself that pump #1 was fine, Greenrock paused to consciously inhale the ocean scents. "Look at the clear sky. You don't see this back in Los Angeles."
They admired the panoply of the stars. It really was shocking how many more twinkles of light were visible here. "In my youth," reminisced Greenrock, "I sailed on several merchant ships, working my way from the lowest of swabbies to a capable seaman, loving every minute of the unfettered sense of freedom I felt. Each night before I turned in, I would stand at the deck rail and stare into the heavens, contemplating my small presence on this tiny earth of ours."
Wilson glanced at Greenrock, feeling a sudden kinship. He also was very aware of the insignificance of mankind.
As they moved on to pump #3, Greenrock softly began an off-key rendition
of an ancient mariner's ditty he had learned when he was a swabbie. Davis
recognized the words and chipped in his gruff baritone. Wilson and Karissa
broke into giggles as the pair of older men sang:
Oh, it ainít gonna rain no more, no more,
It ainít gonna rain no more!
How in the heck
Can you wash your neck,
If it ainít gonna rain no more?
Frog sittin' on a lily pad
Lookiní up at the sky,
Lily pad broke, and the frog fell in,
Got water in his eye!
The next pump on the circuit had been thoroughly cleaned, oiled, and tested that morning. Careful preventive maintenance was required in all aspects of the water transport operation. Gerald Davis was a firm believer in anticipating problems before they occurred in order to minimize the damage they could potentially cause. Greenrock was a fastidious man and he expected his crews to maintain the highest level of work ethic so as to keep Davis proud. In three years aboard the Abraham Greenrock had dealt with only one sluggard. The enthusiasm shown by everyone involved with the Davis system was amazing. People were thrilled to be a part of something that was having a profound effect on the course of history.
Nothing compared, however, with the zeal of Gerald Davis. Greenrock had been personally hired by Davis and had spoken at length to the man on several occasions. Creating this water transport network and promoting it as a tool for peace in the Middle East had been an obsession with Davis for many years. Through the leadership of Saudi Arabia and timely support of key national leaders, especially Turkey's Suleyman Demirel, Saudi Arabian King Fahd, and courageous Israeli Prime Minister Yitzhak Rabin, Davis and his worldwide group brought the system on line a world away, both literally and politically, from the original water route his firm had secured along the West Coast of the United States.
Pump #7 was fine. Moving on, Greenrock and Davis picked up the tune.
Peanut sittin'on a railroad track,
Heart was all a-flutter;
Along came the five-fifteen,
TOOT-TOOT! peanut butter!
Robert Greenrock was a fellow who found pleasure in the constants of life and could find something positive to say about the most trivial of everyday occurrences. He had never married, his predilections drawing him into solitary positions, even when he was temporarily a lubber, that ill afforded him the opportunity to become socially acquainted with eligible women. Sandy Cooper was the one woman with whom he had developed a relationship, but not of a romantic nature. She was fifteen years his junior, not to mention a confirmed spinster, so she could scarcely be considered for a match anyhow. Once, after they had shared a few beers together, she had confided to him that her father had strongly influenced her decision to remain chaste. Greenrock had taken her statement to mean that she had been molested either physically, mentally, or both, but he had never pursued the matter with her. Sandy Cooper was reluctant to discuss any aspect of her past. It was just as well. She was fine company and he treated her with kindness and respect. She was like a daughter to him and they enjoyed their relationship. Not having a daughter to dote upon was Greenrock's one regret.
He checked the door to the compressor shed as he and his visitors crossed the width of the barge to inspect pump #8.
A few paces from the compressor shed, DíAndre Wilson stopped suddenly, placing a massive hand on Karissa's tiny elbow. She halted, her luminous brown eyes gazing up at him quizzically. "Something's wrong," he said.
"It's your imagination, Wilson."
He shrugged, but they paused rooted to the deck, listening to Davis
and Greenrock near pump #8.
A man laid down by the sewer
And by the sewer he died;
And at the coroner's inquest,
They called it sewer-cide!
Oh, it ainít gonna rain no more, no more,
It ain't gonna rain no more!
How in the heck
Can you wash your neck,
If it ain't gonna rain no more?
Standing beside pump #6, Greenrock glanced toward the office. Sandy Cooper, occupied by some unknown task, was momentarily framed in the window as she moved about. Greenrock smiled, warmed by the sight of his longtime co-worker and friend. He motioned to Davis and they strolled toward pump #4. "What are your companions up to?" asked Greenrock, turning his head to see them exchanging words near the compressor shed.
"Beats me," said Davis. "Lover's quarrel," he added, chuckling at some secret humor.
Bemused, Greenrock let it pass. He wouldn't pry.
Outside it's dark and dreary,
The air is full of sleet;
That man standing on the corner there,
His shoes are full of feet!
As they repeated the refrain, Greenrock inspected pump #2, their final stop. Wilson and Karissa were moving slowly toward them, apparently having settled their differences. The hum of a nearby motorboat accompanied the final bars of chanting. Piqued, since no radio messages had come in about visitors, Greenrock squinted toward the rumbling sound.
ì"This is odd," Greenrock muttered.
"What's that?" asked Davis, unaware as yet of the approaching craft. His hearing was not as acute as it had once been.
Greenrock pointed. The boat was about two hundred yards away, running without lights. It was just beyond the dry docks at the edge of the illumination provided by the barge. "Perhaps the vessel is having difficulties," said Davis.
"Maybe," agreed Greenrock.
The boat came nearer, skirting dry dock #2. Greenrock and Davis waited, watching intently.
"Ho!" hailed the captain of the Abraham, speaking to a pair of silhouettes that resolved into human shape as the motorcraft drifted forward, engines idling.
From thirty feet away, Wilson and Karissa yelled, "GET DOWN!"
Gerry Davis tucked into a rolling dive as the amiable stillness of the evening was replaced by the staccato chatter of an Uzi submachine gun. Hot metal ripped into the less reactive Robert Greenrock's chest and abdomen, shredding internal organs as easily as a submarine's propeller might shred a tuna net. Bits of flesh and bone sprayed into the air, mixing with the ocean mist, as a bullet pierced his skull. A strangled gasp escaped between his blood-flecked lips just before scarlet gouts spewed from his throat.
The final stop on Greenrock's daily inspection rounds had become his terminal stop.
The following is an excerpt from Chapter Three, The Entrepreneur:
The only Druckerism he could agree with was that "One cannot promote what one does not understand." So what was Drucker doing analyzing entrepreneurs, when it was clear he did not understand them? What was an entrepreneur to do if he did not understand something? Quit?
Davis knew Drucker would not understand Davis, and this was irrelevant. If Drucker was a visionary, he needed glasses.
What was unfortunate was that pronouncements by a misguided guru, like Drucker to gullible students at Davis' alma mater could retard America's greatest contribution to scienceóthe entrepreneur.
And Davis wanted to make sure that the budding young entrepreneurs behind him had a fighting chance. The primary goal he had set for his team was to help contribute to the creation of the world's most publicly oriented company and at the same time develop the largest and most powerful fresh water distribution system on the face of the Earth. His selfish goal was to be able to give away more wealth before he died than the wealthiest man on Earth. It was a big hairy audacious goal, but he had confidence he could accomplish it. The philosophy of "he who dies with the most toys wins" was repugnant to him.
The urge to make a difference, the desire to matter consumed him, endowed him with the strength to try where others only spoke of making an attempt. Examining his assets carefully and setting a predetermined limit to the amount of his estate that he could expend before the security of his family was endangered, Davis embarked upon the costly path of physically implementing his conceptual system of water transport. He had honestly believed that, if successful, his ideas could alter the face of the earth.
Under development from 1988, initially as his iceberg project, from
1990 through 1994, the flex-cons and the systems that filled and drained
them were the heart of the system that Davis championed. The technology
had been far easier to solve than the politics. But Davis had expected
this and his worldwide coalition of associates persevered.
Working closely with his international associates throughout 1994, Davis had promoted what he termed his Second Jordan Proposal, which provided a blueprint for dividing an amount of freshwater equal to doubling the annual historic flow of the Jordan River between Israel, Syria, Jordan, and the Palestinians of the Gaza Strip and West Bank.
The proposal had been developed through correspondence and conversations with various Israeli water authorities, including Rafael Eitan. The hard-won support of Eitan had been instrumental in bringing the water system to Israel. Davis's analysis had been that if he could convince Eitan of the technological, economic, and, most importantly, political advantages of the delivery system, he could convince Israel's more liberal leadership to follow Eitan's lead. The proposal alleviated the political concerns related to Israel's potential vulnerability if she were to rely on a source of water outside her boundaries, such as the source in Turkey. The strategy called for Israel to allow easements across her land for the forty-seven-mile pipeline, based on an agreement that for every acre-foot of water delivered by the system through the pipeline to Arab lands, an equivalent amount of water would be delivered to the Israeli coastal water system. This same formula would apply to water delivered to the Gaza Strip. An international coalition would retain interim control of the delivery platforms in this area as well, which included Saudi-sponsored financial arrangements in the Gaza that Davis helped to implement through his system. Thus, if political or terrorist pressures threatened the Israeli water supply. Similar pressures could be brought to bear on the water systems developed through the Second Jordan Proposal that supplied Arab customers in the West Bank and Gaza Strip through the power of Davisís international coalition.
The plan had been developed so that those involved in the implementation and financing phases of the project, Turkey, Israel, Jordan, Saudi Arabia, the United States, Japan, and the Palestinians, would have an interconnecting economic and political link through the water delivery system to help ensure that the benefits to be shared from the system could not be disturbed by political actions taken against any one participant; otherwise the whole system and all of its international participants would be at risk.
Created by Davis and promoted in the Middle East through the leadership, influence, and astonishing cooperation of a multinational consortium of political and economic interests, the Second Jordan Proposal was a simple idea quickly embraced by the world as soon as Davisís water transport technology was finally exposed to the media and the first maiden voyages had begun and were successfully concluded in 1996.
In 1997, after a twenty-year struggle during which towing icebergs evolved into towing fabric bags, the Gerry E. Davis & Associates water transport system opened its first delivery routes. Two routes opened from the Republic of Turkey, one to the Gaza Strip, the other to Haifa, Israel. A third route to Tel Aviv, Israel, followed. The opening of the Second Jordan pipeline would follow soon after. These routes from Turkey had catapulted Davis to international fame because of their intrinsic link to the Saudi financial participation in financing Gaza development and the evolving Israeli Palestinian Accords of 1993. Because of a lingering California drought Davis inaugurated his first U.S. delivery system six months later between the Olympic Peninsula in Washington state and Northern California. The water delivery system supplanted tankering of water and caused the redirection of billions of dollars earmarked for desalination projects; the Davis system was simply economically and environmentally superior to all competition. The capital cost advantage of the Davis system was a fraction of all alternatives.
In the strife-torn Middle East, the endemic lack of freshwater supplies had historically exacerbated the tense religious and political relationship between Israel and surrounding Arab neighbors. When casually asked by a reporter in 1991 how to solve the problems in the Middle East, Israeli Minister of Agriculture Rafael Eitan calmly stated: "Bring water." Davis heard the message and moved the Middle East to the top of his priority list for establishing the water system. Through two Turkish friends, Osman and Ahmet, he cultivated the necessary contacts, key among them President Suleyman Demirel, and organized the technological, political, and financial aspects of the project into a cohesive system that could transport water for the world long after he was gone. Consequently, the daily deliveries of water from Turkey had eased tensions, in the volatile Middle East, allowing the tentative accords to hold.
The Republic of Turkey was not being entirely altruistic in providing her water for many. The initial agreement Turkey had signed with Gerry E. Davis & Associates would fill Turkey's coffers with millions of dollars over the term of the ninety-nine-year agreements. Three additional contracts had been negotiated, nearly tripling Turkey's income.
Jordan's shortage of municipal water was fifty million cubic meters in 1991, an amount that the Manavgat waters were beginning to reduce.
Under the 1994 Jordan-Israeli Treaty, Annex II, on Water related matters, it was agreed that Israel would cooperate in finding an additional fifty million cubic meters per year of drinking water for Jordan. By obtaining funding from the World Bank, using the Davis system Israel also was able to make up the one hundred seventeen million cubic meter water right reduction from the Yarmuk River that it had originally been allocated under the old Johnston Plan.
By cooperating with Jordan to build the "Second Jordan Canal" transporting Manavgat waters delivered at Haifa to the Jordan River, Israel was praised throughout the Middle East for creatively fulfilling its commitments to the Jordan River under terms of what became known as "The Manavgat Treaty." In the two years that the Second Jordan Proposal had been in operation, Jordan had doubled its gross national product. Most significantly, the restive Palestinian population had become more productive. It was also helpful for Israeli politicians that they were able to negotiate that Israel would be allowed to obtain an equal amount of water delivered to Haifa for its own purposes using the Davis system.
Thus by creatively using Turkish Manavgat waters, Israel was able to resolve the Jordanian's demand that all issues of Jordanian's rightful shares of water in the Jordan and Yarmuk Rivers be resolved before addressing Israel's request for finding new sources of water through cooperation between the two countries. The abundance of Manavgat water available using the Davis System resolved both issues with advantages for all sides.
In another unique application of this system orchestrated by Davis, Turkey was able to diminish the political opposition in Syria and Iraq against its Anatolia project by signing a Treaty with Iraq guaranteeing a level of Euphrates water flows in exchange for oil purchases at a discount form the Mosul oil region in Iraq which had originally been awarded to Turkey under the 1922 Treaty of Lusanne.
Syria, through whose land the Euphrates flows, was persuaded to agree to the "Manavgat Treaty" to allow the allotted water for Iraq flow by because the delivery of Turkey's Manavgat water downstream from Syria to Israel, Jordan and the West Bank through the "Second Jordan Pipeline" gave these countries faith in releasing an agreed upon amount of Yarmuk waters upstream to Syria. Thus upstream Euphrates water released by Turkey for Iraq was allowed to pass over Syrian soil using Manavgat waters.
Israel agreed to annually reduce its downstream rights to Yarmuk River water proposed under the Johnston Plan by fifteen million cubic meters per year which would allow Syria to claim an equal amount of upstream Yarmuk River water and allow Turkey to reduce its Euphrates flows to Syria by delivering thirty million cubic meters per year of Manavgat water to Israel. Thus Turkish water interests were linked to peace between Syria and Israel using both Manavgat and Euphrates River waters linked by Yarmuk River water exchanges between Israel and Syria.
Turkey was creatively able to link the waters of the Manavgat River to the Euphrates.
The benefits to the receivers of Manavgat water were estimated to be in the billions of dollars due to increased productivity.
A side benefit to his Middle East peace through water scheme was that Davis was able to deliver water from Galaway, Ireland to Morocco and the Western Sahara, thus allowing King Hussan II, one of the most western-oriented of Arab regimes, to win a referendum on the mineral rich Western Sahara land's status as a prominent part of Moroccan territory, thus continuing his regimes position as a source of moderation and stability in the Arab world.