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Title: Fox News hit piece against 9/11 truth and Jesse Ventura inadvertently reveals a shocking truth; WTC leaseholder was "on the phone with his insurance carrier to see if they would authorize the controlled demolition of the building" Silverstein Wanted To Demolish Building 7 On 9/11
Source:
www.informationliberation.com
URL Source: http://www.informationliberation.com/?id=30060
Published: Apr 23, 2010
Author: Paul Joseph Watson
Post Date: 2010-04-23 14:46:33 by Mind_Virus
Keywords: None
Views: 861
Comments: 77
Fox News hit piece against 9/11 truth and Jesse Ventura inadvertently reveals a shocking truth; WTC leaseholder was "on the phone with his insurance carrier to see if they would authorize the controlled demolition of the building" Silverstein Wanted To Demolish Building 7 On 9/11 Paul Joseph Watson A Fox News hit piece against Jesse Ventura and the 9/11 truth movement written by former Washington D.C. prosecutor Jeffrey Scott Shapiro inadvertently reveals a shocking truth, that World Trade Center leaseholder Larry Silverstein, who collected nearly $500 million dollars in insurance as a result of the collapse of Building 7, a 47-story structure that was not hit by a plane but collapsed within seven seconds on September 11, was on the phone to his insurance carrier attempting to convince them that the building should be brought down via controlled demolition. Writing for Fox News, Jeffrey Scott Shapiro states, “I was working as a journalist for Gannett News at Ground Zero that day, and I remember very clearly what I saw and heard.” “Shortly before the building collapsed, several NYPD officers and Con-Edison workers told me that Larry Silverstein, the property developer of One World Financial Center was on the phone with his insurance carrier to see if they would authorize the controlled demolition of the building -- since its foundation was already unstable and expected to fall.” In February of 2002 Silverstein Properties won $861 million from Industrial Risk Insurers to rebuild on the site of WTC 7. Silverstein Properties’ estimated investment in WTC 7 was $386 million. This building’s collapse alone resulted in a payout of nearly $500 million, based on the contention that it was an unforeseen accidental event. “A controlled demolition would have minimized the damage caused by the building's imminent collapse and potentially save lives. Many law enforcement personnel, firefighters and other journalists were aware of this possible option. There was no secret. There was no conspiracy,” writes Shapiro. However, obviously aware of how it would impact his insurance claim, Larry Silverstein has consistently denied that there was ever a plan to intentionally demolish Building 7. In June 2005, Silverstein told New York Post journalist Sam Smith that his infamous “pull it” comment, which has been cited as proof that Silverstein planned to take down the building with explosives, “meant something else”. In January 2006, Silverstein’s spokesperson Dara McQuillan told the U.S. State Department that the “pull it” comment meant to withdraw firefighters from the building (despite the fact that there were no firefighters inside WTC 7 as we shall later cover). There was no mention whatsoever of any plan to demolish the building before it fell. Shapiro’s faux pas has unwittingly let the cat out of the bag on the fact that Silverstein was aggressively pushing for the building to be intentionally demolished, a claim that he has always vociferously denied, presumably to safeguard against putting in doubt the massive insurance payout he received on the basis that the collapse was accidental. For over five years since the infamous PBS documentary was aired in which Silverstein states that the decision was made to “pull” the building, a construction term for controlled demolition, debunkers have attempted to perform all kinds of mental gymnastics in fudging the meaning behind the WTC leaseholder’s comments. “I remember getting a call from the fire department commander, telling me that they were not sure they were gonna be able to contain the fire, and I said, ‘We’ve had such terrible loss of life, maybe the smartest thing to do is pull it. And they made that decision to pull and we watched the building collapse,” said Silverstein. Debunkers attempted to claim that Silverstein meant to “pull” the firefighters from the building due to the danger the structure was in, and this explanation was also later claimed by Silverstein’s spokesman, however, both the FEMA report, the New York Times and even Popular Mechanics reported that there were no firefighting actions taken inside WTC 7. Another clip from the same documentary clearly illustrates that the term “pull” is industry jargon for a controlled demolition. “While I was talking with a fellow reporter and several NYPD officers, Building 7 suddenly collapsed, and before it hit the ground, not a single sound emanated from the tower area. There were no explosives; I would have heard them. In fact, I remember that in those few seconds, as the building sank to the ground that I was stunned by how quiet it was,” writes Shapiro in his Fox News hit piece. Shapiro’s contention that the 47-story building simply collapsed into its own footprint within seven seconds without making a sound, a feat only ever witnessed in world history on 9/11 alone, is contradicted by numerous other first-hand eyewitnesses. Contradicting Shapiro’s claim that the collapse of the building was quiet, NYPD officer Craig Bartmer stated that he clearly heard bombs tear down Building 7 as he ran away from its collapse. “I walked around it (Building 7). I saw a hole. I didn’t see a hole bad enough to knock a building down, though. Yeah there was definitely fire in the building, but I didn’t hear any… I didn’t hear any creaking, or… I didn’t hear any indication that it was going to come down. And all of a sudden the radios exploded and everyone started screaming ‘get away, get away, get away from it!’… It was at that moment… I looked up, and it was nothing I would ever imagine seeing in my life. The thing started pealing in on itself… Somebody grabbed my shoulder and I started running, and the shit’s hitting the ground behind me, and the whole time you’re hearing “boom, boom, boom, boom, boom.” I think I know an explosion when I hear it… Yeah it had some damage to it, but nothing like what they’re saying… Nothing to account for what we saw… I am shocked at the story we’ve heard about it to be quite honest,” said Bartmer. EMT Indira Singh, a Senior Consultant for JP Morgan Chase in Information Technology and Risk Management, told the Pacifica show Guns and Butter, “After midday on 9/11 we had to evacuate that because they told us Building 7 was coming down. If you had been there, not being able to see very much just flames everywhere and smoke – it is entirely possible – I do believe that they brought Building 7 down because I heard that they were going to bring it down because it was unstable because of the collateral damage.” The host asked Singh, “Did they actually use the word “brought down” and who was it that was telling you this?,” to which Singh responded, “The fire department. And they did use the words ‘we’re gonna have to bring it down’ and for us there observing the nature of the devastation it made total sense to us that this was indeed a possibility, given the subsequent controversy over it I don’t know.” Another EMT named Mike who wished to remain anonymous wrote in a letter to the Loose Change film crew that emergency responders were told Building 7 was about to be “pulled” and that a 20 second radio countdown preceded its collapse. “There were bright flashes up and down the sides of Building 7, you could see them through the windows…and it collapsed. We all knew it was intentionally pulled… they told us,” he stated. Following news reports in the days after the attack that Building 7 had collapsed due to fire damage, Mike fully expected this mistake to be corrected after the chaos had subsided, but was astonished when it became part of the official story. Mike’s report of a countdown preceding the collapse of WTC 7 was backed up by Former Air Force Special Operations for Search and Rescue, Kevin McPadden, who said that he heard the last few seconds of the countdown on a nearby police radio. In addition, the language used by firefighters and others at ground zero shortly before the building fell strongly indicates that the building was deliberately demolished with explosives, and not that it fell unaided. “It’s blowin’ boy.” … “Keep your eye on that building, it’ll be coming down soon.” … “The building is about to blow up, move it back.” … “Here we are walking back. There’s a building, about to blow up…” Photo and video evidence of the collapse of Building 7 shows classic indications of a controlled demolition. The standard ‘crimp’ in the center-left top of the building and the subsequent ’squibs’ of smoke as it collapses clearly represent explosive demolition. Veteran news anchor Dan Rather shared the view that the building looked like a controlled demolition during news coverage of the event on CBS. Several news agencies, including the BBC and CNN, reported that the building had already collapsed 26 minutes and as much as over an hour before it actually fell. Footage broadcast 20 minutes before Building 7 fell shows BBC reporter Jane Standley talking about the collapse of WTC 7 while it remains standing in the live shot behind her head. A Separate BBC broadcast shows reporters discussing the collapse of Building 7 26 minutes before it happened. Just about every sentence of Shapiro’s hit piece is contradicted by numerous other eyewitnesses, so his feigned righteous indignation in ranting, “I was there. I know what happened, and there is no single credible piece of evidence that implicates the United States of America in the Sept. 11 attacks,” fails to ring true. However, the most damning aspect of the article is Shapiro’s inadvertent revelation that Larry Silverstein was on the phone to his insurance company pushing for the building to be demolished, which is precisely what happened later in the day, and as innumerable eyewitnesses as well as video footage and physical evidence prove, the collapse of WTC 7 could have been nothing else than a controlled demolition, which would place Silverstein’s $500 million insurance payout in severe jeopardy if ever acknowledged. Shapiro’s testimony, intended to debunk questions surrounding the official story behind 9/11, has only succeeded in raising more, because it completely contradicts Larry Silverstein’s insistence that he never considered deliberately demolishing WTC 7 with explosives.
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#1. To: Mind_Virus (#0)
Geneva Study Bible Psalm 9:15 The heathen are {g} sunk down in the pit that they made: in the net which they hid is their own foot taken. (g) For God overthrows the wicked in their enterprises. don't you love it?
"...as long as there..remain active enemies of the Christian church, we may hope to become Master of the World...the future Jewish King will never reign in the world before Christianity is overthrown - B'nai B'rith speech http://www.biblebelievers.org.au/luther.htm / http://bible.cc/psalms/83-4.htm
I've said follow the money with 9-11 from day-1. Silverstein invested $25 million (of his own money) in July '01 and walked away with app. $4 billion in insurance money post settlement. Complete, total BS on a stick.
Following the September 11, 2001 attacks, Silverstein sought to collect double the face amount (~$7.1 billion) on the basis that the two separate airplane strikes into two separate buildings constituted two occurrences within the meaning of the policies. The insurance companies took the opposite view. Because some of the policies contained certain limiting language and some did not, the court split the insurers into two groups for jury trials on the question of whether their policies were subject to the “one occurrence” interpretation or the “two occurrence” interpretation. The second trial resulted in a verdict on December 6, 2004, that 9 insurers were subject to the “two occurrences” interpretation and, therefore, liable for a maximum of double the face value of those particular policies ($2.2 billion). [22] The total potential payout, therefore, was capped at $4.577 billion for buildings 1, 2, 4, and 5 Larry Silverstein wikipedia then... Silverstein sought the damages in a claim filed in 2004, alleging that the companies failed to prevent the hijackers from taking over the planes that destroyed the World Trade Center buildings. The size of his claim was previously unknown, but is now revealed at a status conference in the US District Court in Manhattan. [New York Times, 3/27/2008] Of the $12.3 billion sought, $8.4 billion would be to replace the property destroyed in the attacks, and the other $3.9 billion would cover lost income and expenses associated with renting the new buildings. Context of 'May 2002: Silverstein Properties Awarded Insurance Payout for WTC 7' and, from the NYT article url above... . this article is more limited hangout bullshit from alex jones
(1) The chief of the FDNY, who on that day was commanding the firefighters at WTC7, has made clear that he - not Silverstein or anyone else - ordered the firefighters "pulled" from WTC7, surrending the building to the fire. link: http://www.fireengineering.com/index/articles/display/158400/articles/fire- engineering/volume-155/issue-9/world-trade-center-disaster/volume-i-initial- response/report-from-the-chief-of-department.html (2) How would anyone - much less firefighters and Con-Ed people - know whether or not Silverstein phoned his insurer. Silverstein was in his office more than a mile away from the WTC. And then of course we can wonder how so many not only knew he was on the phone but what he was haggling about and with whom. (3) The simple fact is that Silverstein did not get any go-ahead from his insurer. Shortly after Sept. 11th, prolonged litigation began because the insurance wanted to pay for only half the expected amount, on the pretext that the two planes were only one combined attack on the buildings rather than two attacks. Only after more than two years in court was the WTC consortium able to get the amount appropriate for two separate attacks. And the money did not go to Silverstein - true, he was the head of the consortium leasing the WTC, but the consortium consisted of more than a hundred large investors who would not have allowed Silverstein himself to walk away with all the money. In point of fact, the insurance money was needed to rebuild the WTC because the terms of the lease required that, at the expiration of the lease, the WTC complex would be returned in good condition to the Port Authority. Not only was the insurance money necessary to rebuild to meet the terms of the lease, but also to pay for the money rent due to the Port Authority considering that there were now no tenants paying rent to the consortium. If anything, the consortium's insurance on the WTC was inadequate and was ambiguously drafted; the opposite of what you'd expect if arson was planned.
most times i click on the urls i post to make sure they're working okay. so i clicked again on the "About 51,400 results for "larry silverstein" netanyahu"... and now it's "About 15,400 results"... interesting... the NSA and its google subsidiary are really on top of things...
You know what this really looks like when you think about it? Jews stealing money from other jews. Really. Who owns all these companies in question, and who controls that money? It isn't us white anglo types.
It is better to be hated for what you are, than loved for what you are not. - Tommy The Mad Artist.
...is just another israeli american looter.
Jews stealing money from other jews. yup, there are factions of jews, some are americans, some are israelis, some are israeli americans... and the guys in the driver's seat, just now, seem to be no particular nationality, unless money is a nation.
Even if he was on the phone with his insurance trying to get the go ahead for a controlled demolition it would have taken much longer than a few hours to set the explosives up. Those explosives were planted well in advance of 9/11. That is the smoking gun. I think another plane was suppose to hit WTC7 but for some reason it didn't. They couldn't let the building stand with the explosives in it as that would be key criminal evidence against them so they had to bring it down. In doing so they revealed to the world that there was indeed explosives in the building even though they destroyed the evidence.
God is always good!
It is interesting to me that news reports, granted not MSM, will talk about building 7 being brought down but they never take that to the logical conclusion. IF it was brought down, and I believe it was, the explosives had to have been put in place prior to 9/11. You don't just decide to blow up a building on the spur of the moment regardless of the reason.
"With respect to the words general welfare, I have always regarded them as qualified by the detail of powers connected with them. To take them in a literal and unlimited sense would be a metamorphosis of the Constitution into a character which there is a host of proofs was not contemplated by its creators." Not necessarily. They may have intended to use the collateral damage story all along.
"With respect to the words general welfare, I have always regarded them as qualified by the detail of powers connected with them. To take them in a literal and unlimited sense would be a metamorphosis of the Constitution into a character which there is a host of proofs was not contemplated by its creators." That is correct. But a government along with private industry can especially when the building represents a potential safety hazard to the publick.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
Apparently they have the ability to stop time until explosives can be put in place. Aka time travel. The shit was pre-planned from the word go. One of my idiot friends was telling me that I was crazy for believing such conspiracy theories. When I brought up building 7, he tells me that you can rig a building in minutes. What utter bullshit.
It is better to be hated for what you are, than loved for what you are not. - Tommy The Mad Artist.
What utter bullshit. Your friend is remarkably clueless. It takes weeks to properly rig a building, and possibly, months, if you're doing it on the sly. And all those towers were rigged perfectly.
That isn't true unless you are a lonely worker rigging the building.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
Liberty is not a means to a higher political end. It is itself the highest political end. Trying to find some demo factoids, I learned that it cost 6M and 2,715lbs. of explosives to bring down Texas Stadium. A much lesser challenge than the WTC. I'll poke around further...
And? Don't you know the US government has trillions to do anything "it" god-damned feels fit to perform?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
INTRODUCTION Command, control, communications, computers, and intelligence (C4I) systems are a key element in facing the broad range of missions and operations envisioned for a post-Cold War future. C4I systems have traditionally been viewed as the combination of communications, warning, intelligence, command, and information systems necessary for military decisionmaking and force management. These systems provide the command and control (C2) foundation for optimal effectiveness of the forces. However, C4I now includes other areas such as counterintelligence, Corporate Information Management (CIM), and information warfare. Providing the C4I capabilities needed to meet mission requirements of the future cannot be achieved merely by executing programs within the functional stovepipes of C2, intelligence and counterintelligence, and information management. The Department of Defense must attain information superiority through successful C4I that provides an information advantage in all DoD operations. Accordingly, the overarching C4I goal is to establish and maintain information superiority in support of the National Security Strategy of the United States. To fulfill this goal, the Department must: COMMAND, CONTROL, AND COMMUNICATIONS Command and Control The central focus of C2 is on the decisionmaker. Decisionmakers operate within a framework of established doctrine, strategies, tactics, and procedures and are supported by an array of C2 systems. C2 systems provide civilian decisionmakers and military commanders with the facilities, sensors, and equipment necessary for managing strategic, conventional, and special operations forces. C2 systems associated with the various strategic and conventional forces are an integral part of the defense structure and contribute to both deterrence and warfighting capability. The strategic C2 systems developed and maintained over the past 40 years have been a key ingredient in sustaining nuclear deterrence. Consistent with a post-Cold War era, DoD is continuing to restructure, consolidate, and downsize strategic C2 assets to provide effective C2 of the nuclear forces while achieving significant cost savings and manpower reductions. Given the emphasis on strengthening the Department's ability to rapidly respond to regional crises, effective theater and tactical C2 capabilities are extremely critical, especially as the size of the force structure decreases. In support of this objective, DoD is continuing to acquire and improve theater and tactical C2 systems. For example, the Airborne Warning and Control System (AWACS) is continuing to be improved in the areas of radar range and reliability, identification, communications, and navigation to help ensure that this vital platform will be fully responsive to future needs. Another example is the Navstar Global Positioning System (GPS). GPS is a space-based positioning and navigation system designed to provide worldwide, all weather, passive, three-dimensional position, velocity, and timing data to a variety of U.S. and allied military users. GPS has continued its rapid pace toward broad use and acceptance as a national positioning, navigation, and timing utility. Initial Operational Capability for civilian GPS applications was announced in December 1993, based upon the sustainable availability of the civil GPS Standard Positioning Service. In March 1994, the twenty-fourth production satellite was placed in orbit, completing the operational GPS constellation. Following complete system testing for military functionality, GPS Full Operational Capability is planned for early 1995. However, DoD is concerned that certain civil augmentations to GPS accuracy, proposed by the Department of Transportation (DOT), may pose a national security risk, and DoD is working with DOT through jointly agreed interdepartmental processes to seek a mutually acceptable solution to the issues. Current and future operations will be joint and likely involve coalition partners. Accordingly, joint interoperability and integration must be achieved on the battlefield to provide significantly improved joint service and multinational operations. To this end, DoD is an active participant in the North Atlantic Treaty Organization's (NATO's) command, control, and communications (C3) restructuring process in an effort to ensure that the resulting NATO C3 organizational structure is both effective and efficient. The Department recognizes the need for a more integrated, better coordinated, and more streamlined C3 structure in NATO and is striving to achieve that end while ensuring that significant resource savings result. In keeping with the President's Partnership for Peace initiative in NATO, the Department is also actively participating in meetings and workshops with NATO's cooperation partners and engaging in discussions on interoperability issues and processes. The Department is actively preparing for operations with nontraditional partners as well. Military commanders must be able to synchronize and integrate high-tempo operations anywhere in the world. As a result, global end-to-end information exchange among U.S. and allied forces is a critical mission capability and force multiplier for worldwide readiness, mobility, responsiveness, and operations. This information exchange is provided by the Global Command and Control System (GCCS) which responds to the warfighter's need for a fused picture of the battlespace. Initial versions of the GCCS are currently being fielded, and the current World Wide Military Command and Control System (WWMCCS) will be cut over to the GCCS configuration by September 1995. The Defense Information Infrastructure (DII) will provide a global information technology infrastructure which emphasizes interoperability, efficiency, and end-to-end user services. The DII provides information transfer and processing resources, including information and data storage, manipulation, retrieval, and display. It is the shared or interconnected system of computers, communications, data, applications, security, people, training, and other support structure serving DoD's local and worldwide information needs. The DII connects DoD mission support, C2, and intelligence computers and users through voice, data imagery, video, and multimedia services and provides information processing and value-added services to subscribers over the Defense Information System Network (DISN). Communications DISN is comprised of information services and long-haul transfer systems. Information services provide value-added service to the user or interface with user-owned equipment. Examples are secure and unsecure voice, data, electronic mail, video teleconferencing, imagery, or directory services. Long-haul transfer systems provide the infrastructure that connects DoD locations around the world. The current DISN program is being implemented in stages with the initial phase being the DISN Near Term which is an effort to collapse numerous data networks into a single system. DISN mid and far terms will evolve toward a fully integrated multimedia system that provides essential communications to the warfighter. The Department has also embarked upon implementation of a global business quality electronic mail system, called the Defense Message System (DMS), that will replace the existing archaic Automatic Digital Network message system. DMS will provide high grades of service while providing the functionality of leading edge E-mail systems and will service the deployed warfighter, theater commanders, and individual messaging needs. This initiative is a landmark effort of interagency and industry coordination and cooperation and will foster development of an enhanced DII/National Information Infrastructure (NII) and Global Infrastructure consistent with the Administration's objectives. A key element in supporting an integrated information infrastructure is satellite communications (SATCOM). SATCOM systems will continue to provide important capabilities in support of conventional, strategic, and nuclear C2 and are becoming increasingly important in communications for deployed tactical forces. SATCOM systems now in operation or development exploit all areas of the radio-frequency spectrum from Ultra High Frequency (UHF) through Extremely High Frequency (EHF). The UHF Follow-On (UFO) system in the UHF band, the Defense Satellite Communications System (DSCS) operating in the Super High Frequency (SHF) band, and the Milstar system in the EHF band will support military needs into the next decade. Even so, the Department is investigating a variety of options for the replacement of these individual systems during the next century. These options include both national and international cooperative efforts, advanced EHF technology, and increased reliance on commercial SATCOM systems where cost effective. The Standardized Tactical Entry Point (STEP) initiative will standardize the services available at all of the DSCS earth terminals thereby reducing the time to re-tool communication suites when moving from one operating area to another. A mix of both commercial and defense specific capabilities is advantageous because it remains responsive to DoD's continuing peacetime communications requirements while allowing for a surge in capacity to meet wartime needs. The results of the Commercial Satellite Communications Initiative studies demonstrate that DoD can benefit from an increased role for commercial SATCOM in support of a wide range of C3 and intelligence missions. As a result, the Department has initiated an aggressive program to implement a commercial SATCOM program based on industry's recommendations and congressional direction. There are a number of new pilot projects that will be implemented within the next two years to effectively provide new commercial services for the Department. DoD has also issued a policy for the use of commercial SATCOM services which will guide the future commercial investment strategy of the defense agencies and the Services without sacrificing critical military connectivity requirements. The Department is also continuing to enhance tactical communications to support combat forces and the Joint Task Force Commander. Tactical communications systems provide military commanders with the communications equipment necessary for managing conventional forces. The objective of tactical communications is to ensure secure, survivable, and interoperable systems for joint and combined operations. In support of this objective, DoD is continuing to acquire new tactical communications systems such as the Single Channel Ground and Airborne Radio System (SINCGARS). With the approval of full rate production by a second source, production of SINCGARS is continuing with monthly production exceeding 2,300 radios. For systems already fielded, preplanned product improvements and system enhancements like those being made to the SINCGARS, Mobile Subscriber Equipment, and TRI-TAC (Tri-Service Tactical) equipment will ensure that these systems continue to provide needed interoperability and capacity to support Joint Task Force Commanders. Information Systems Security Virtually all DoD activities depend upon reliable telecommunications and computing support. However, growing DoD dependence on an unprotected information infrastructure to provide this support creates vulnerabilities and operational readiness risks. The February 1994 report of the Joint Security Commission highlighted these risks and stated that the security of information systems and networks is the major security challenge of this decade and possibly the next century. Correction of the security deficiencies identified in the Department's information technology infrastructure will require a major, sustained effort among DoD, other government departments and agencies, and industry to: To achieve the envisioned results, the Department has an INFOSEC strategy directed toward protecting the confidentiality, availability, integrity, and authenticity of national security information produced and exchanged electronically. In order to keep pace with the rapid technological advances in information technologies, DoD must guide the development of security technologies by transferring security expertise to industry to ensure the integration of security functionality into evolving COTS products and services. This will require stronger partnerships among defense components and other government departments and agencies to focus government funded INFOSEC research and development on seeding technologies in the COTS market and to develop government and commercial standards to promote interoperability and consistency. Additionally, the Department will champion the creation of sound INFOSEC policies mandating adequate protection for sensitive as well as classified information within the national security community and in national information technology policy venues. This will require continued participation in the Administration's National Information Infrastructure Task Force and in carrying out the security recommendations of the National Performance Review's information technology report. The expectation is that the results of the efforts to develop the technologies, services, products, and mechanisms to meet the needs of the DII will also be adaptable to NII applications. DoD is also working with the INFOSEC user community to better understand security requirements, to improve support in implementing security solutions via an effective defense information systems security program, and in partnership with the National Institute for Standards and Technology (NIST) and the General Services Administration, to provide INFOSEC implementation support to the civil agency community. CORPORATE INFORMATION MANAGEMENT In DoD, CIM is a strategic, collaborative management initiative to guide the evolution of the DoD enterprise and capture the benefits of the information revolution. It represents a partnership of functional and technical management to achieve a combination of improved business processes and effective application of information technology across the functional areas of DoD. The management structure of CIM has four pillars that support improved defense capabilities: (1) common information systems, (2) shared, standard data, (3) reengineered processes, and (4) a computer and communications infrastructure. Enterprise Integration provides the implementing strategies, processes, and coordination of actions needed to put these pillars in place across the Department. This is shown in the following chart. Business Process Improvement Business Process Improvement, or BPI, has long been the cornerstone element of the CIM initiative. Since BPI is a methodology for bringing dramatic change to the Department's processes, organizations, and culture, it has become the primary enabler of the National Performance Review and government reinvention. Under the leadership of the Vice President, these initiatives are founded on the principle of identifying and satisfying customer requirements and have as their objective the creation of a government that works better and costs less. BPI gives managers a set of tools and techniques that enable them to do this. Because the tools and techniques of BPI can be used to analyze and improve virtually any kind of process or activity, BPI is being applied throughout the Department. The several hundred BPI efforts that have been completed or are underway address the full range of DoD activities. These include support activities such as personnel management, medical logistics, procurement, and contract management, as well as activities more directly associated with military operations, such as joint planning, combat developments, fire support, intelligence, and C2. To capitalize on the natural linkages between government reinvention and BPI, DoD has forged a partnership between the BPI program and the Defense Performance Review office. Through this partnership, managers of reinvention labs will be introduced to the full range of BPI tools and techniques and will thus be better equipped to achieve the dramatic improvements in performance that the reinvention effort envisions. Significant improvements in DoD's effectiveness and efficiency can and have been achieved through reengineering individual functional activities, and this work will continue. To complement and build upon these efforts, DoD is giving increased emphasis to taking a macro or enterprise-wide view of its functions and activities. Enterprise Integration, especially in an organization as large and as complex as DoD, is a major challenge, but one that promises to bring dramatic improvement in the way DoD carries out its missions. Data DoD Data Administration has progressed significantly. Major emphasis moved from the development of procedures to establishment of a common vocabulary for the Department. The Department approved over 1,000 data elements and identified several hundred data element candidates. These data standards are all part of the DoD Enterprise Data Model which is evolving rapidly. A DoD Starter Set of data elements was also produced which is comprised of existing data standards that are to be used to meet immediate data requirements when a data standard does not exist. The functional communities within the Department have also made strides in developing data models within their own areas which are then being integrated into the DoD Enterprise Data Model. Also seven reverse engineering projects were initiated to produce standard data in some cross-functional systems. Information about DoD data is maintained in the Defense Data Repository System (DDRS). It also provides the electronic approval process for the data standards. The DDRS has been moved to a larger computer and undergone two software upgrades to improve support to a growing user population. Also, investigation has continued for a commercial product which can be purchased to satisfy the majority of DoD data repository requirements. Besides the work being done to develop procedures and guidelines on how to achieve high quality data, extensive work is being done in the functional areas to improve the quality of data through business process reengineering projects, the selection of migration systems, and the development of data migration plans. In addition, a data quality engineering tool has been prototyped. Information Systems Each functional area has been tasked with determining their standard information systems and eliminating legacy systems. This includes all defense areas, including administration, finance, logistics, personnel, health, C2, and intelligence. To date, the Department has identified 1,662 information applications, of which 188 have been selected by the functional communities as migration applications, and 1,185 having migration plans. These totals represent approximately 80 percent of the mission support and intelligence functional activities. In 1994, the Department began a concentrated effort to improve the management of software for both weapons and information systems across DoD. Specifically, the Department has taken action to implement the recommendations of the Defense Science Board's June 1994 study, Acquiring Defense Software Commercially, along with other actions aimed at enhancing the Department's ability to acquire and deliver software that meets or exceeds user requirements and expectations. These efforts encompass all aspects of software management from acquisition and development through implementation, operation, migration, termination, or replacement. The Department has also established a Software Management Review Board to oversee the efforts of a series of Process Action Teams specializing in specific subject areas such as Software Education and Software Acquisition Best Practices. These teams provide strategies, plans, and process improvements necessary to implement the Defense Science Board study. DoD's software management improvement actions are intended to consolidate the various activities now underway across the Department. These include the recommendations of the Defense Science Board study, the multitude of existing Service and agency initiatives and programs, and new management improvement initiatives resulting from subject area assessments. It is expected that as a result of this initiative the Department will benefit both in the quality of software delivered and in improved return on every software dollar invested. Computer and Communications Infrastructure Operation of the Department's information systems relies on the computer and communications infrastructure. This infrastructure will enable operational and functional staffs to access, share, and exchange information worldwide with minimal knowledge of communications and computing technologies. With the aim of improving information processing and reducing costs, data center consolidation recommendations were included in the 1993 Base Closure and Realignment process. In turn, the President and Congress approved the consolidation of 59 Service and agency data centers into 16 DoD Megacenters. Consistent with the goal to consolidate in the most efficient and cost-effective manner while minimizing risk and disruption to customer services, a phased approach has been established. These phases are transition, migration, and optimization. The first phase has been completed. Currently, the Defense Information Systems Agency (DISA) is migrating the workload from the 43 legacy sites to the Megacenters. Subsequently, the Megacenters' performance as data processing service providers to the DoD community will be optimized. Data center consolidation gross savings for FY 1994 to FY 1999 reflect a cumulative total of $1.1 billion. INTELLIGENCE There has been increasing recognition of the need and value of intelligence support for joint military operations. Over the past year, major strides have been made in aligning the policy and structure required to focus and implement future program development. For example: COUNTERINTELLIGENCE AND SECURITY Counterintelligence The DoD Foreign Counterintelligence (FCI) program is an essential, contributing element to both DoD and the DCI's Intelligence Community. The principal focus of DoD FCI is to provide counterintelligence (CI) support for force protection, military operations, and protection of developing weapons systems and critical technologies. It is also a full partner in the nation's efforts to counter terrorist activity and the proliferation of weapons of mass destruction and advanced conventional weapons. With the demise of the Soviet Union, the breakup of the Warsaw Pact, and radical political changes taking place throughout the world, the overall mission of DoD has radically changed. DoD CI has evolved as well. In addition to traditional counterespionage, its mission now encompasses support to combatant forces throughout the spectrum of conflict and military operations to include peacekeeping and peace enforcement, humanitarian assistance, and nation building. Since the end of the Cold War, demands on CI have grown and become more complex as different topics and regions rise in importance as demonstrated by the strife in Iraq, the Balkans, the Caucasus, and Central Asia; the humanitarian crisis in East Africa; and the ever changing political activity in the Caribbean. In this rapidly changing world threat environment, DoD will continue to streamline and improve CI support. DoD CI elements continue to provide direct, tailored support wherever U.S. forces are deployed, to include naval battle groups at sea. CI personnel regularly accompany military units exercising in foreign countries, provide dedicated support to the Defense agencies, and have on-call responsibilities for locations designated in military contingency plans. DoD CI personnel have deployed in support of U.S. military operations in Somalia, the former Yugoslavia, the Caribbean, Southwest Asia, and the Eastern Mediterranean. CI serves as a force multiplier under all these circumstances, not only protecting the forces from clandestine or covert threats, but also positively affecting the outcome of military engagements when they occur, as during Operation Desert Storm. To successfully provide the protection expected from CI in an austere resource environment, DoD CI must remain dynamic and flexible. It must more quickly identify and remain focused on dynamic threats and adopt strategic objectives that will enable DoD CI to neutralize these threats and provide decisionmakers alternatives to defend against them. As a result, the Department's CI strategy emphasizes the need to realign resources to reflect changing national security objectives. Continuing actions include reviews of CI budget execution and resource allocations; evaluations of program effectiveness; development of a DoD-wide common CI database and automated information network; improved CI support to national non-proliferation activities, to the acquisition process, to the warfighting Commanders in Chief (CINCs), to computer security programs, and to DoD HUMINT; and enhanced training programs. This strategy is consumer oriented, and CI support officers and analytical cells have been established at each DoD combatant command to help implement this strategy. Security Defense security programs include activities required to prevent or deter espionage, sabotage, subversion, theft, or unauthorized use of classified or controlled information, systems, or war materiel in the custody of the Department. Opportunities for better business practices offer potential savings or enhanced effectiveness in virtually all segments of the security infrastructure. Security costs are being reduced by reasonable risk management based on objective threat assessments and coherent guidance for information classification, personnel, physical, and industrial security. One example of risk management now being implemented is the Acquisition Systems Protection process which is providing integrated CI and security to ensure uncompromised combat effectiveness of weapon systems in development. This process is resulting in more focused countermeasures for shorter periods of time. Options for increased automation are also being considered and are yielding improvements especially in the Personnel Security Program. Similarly, the introduction of advanced physical security technology is being pursued, including investments in electronic security systems to reduce reliance on fixed security forces or to make them more efficient. The Department has also actively supported or led national initiatives in security reform to provide reciprocity, standardization, or uniformity among federal agencies and industry. One example was the publication of the first National Industrial Security Program Operating Manual in October 1994. INFORMATION WARFARE Information is becoming widely recognized within the DoD as critical to success in modern warfare. As the foundation of all C4I efforts, Information Warfare (IW) is designed to achieve information superiority in support of national military strategy by affecting adversary information and information systems while leveraging and protecting the Department's information and information systems. Information superiority is that degree of dominance, in the information domain, which permits the conduct of operations without effective opposition. Driven by rapidly advancing technology, the IW strategy makes better use of resources to provide for a more informed force -- a force that will operate with measured lethality and increased precision. Several new policy and programmatic initiatives are underway to better define and manage IW within the Department. As an example, a small staff has been established within the office of the ASD(C3I). This staff is charged with the centralized planning, coordination, and oversight for IW and is continuing to conduct program reviews of selected Service and defense agency IW efforts. Additionally, several DoD-wide working groups have been established to develop innovative mechanisms to enhance cross-program coordination, especially in technology development. Furthermore, the Joint Staff has included IW as an area for their expanded Joint Requirements Oversight Council. The associated Joint Warfare Capabilities Assessment Process will help ensure the warfighter's requirements are being met, resources are effectively used, and unnecessary duplication of effort does not occur. All the military departments now have IW organizations and are coordinating projects and technology issues with the assistance of the appropriate defense agencies. Threat identification and requirements definition are other essential first steps in developing a departmental IW strategy. Accordingly, a request for a National Intelligence Estimate (NIE) to assess the threat to U.S. national communications systems has been submitted to the National Intelligence Council. This NIE is an essential element of a broad strategy to identify critical information systems, analyze the associated vulnerabilities, and provide a baseline for the design and implementation of protective measures for information systems and the supporting physical infrastructure. C4I Acquisition Oversight The ASD(C3I), as the Department's senior information management official, is responsible for establishing the management and oversight policy and procedures for DoD automated information systems. Major automated systems are selected for Office of the Secretary of Defense oversight if more than $25 million will be spent in one year for system acquisition, if the total system investment cost is greater than $100 million, if the total life-cycle cost is greater than $300 million, or if the system is designated as special interest. There are currently 51 major automated information systems in the Department. Of these, 35 are reviewed by the Department's Major Automated Information System Review Council while oversight of the remaining 16 systems is delegated to the responsible Service or agency. Through September 1994, the DoD Major Automated Information System Review Council completed 15 major system reviews. Among these systems are the Reserve Component Automation System, the Composite Health Care System, Army Sustaining Base Information Services program, the Joint Computer-aided Acquisition and Logistics Support program, and the Air Force Strategic War Planning System. In 1994, the ASD(C3I) continued the oversight and review program for DoD Federal Information Processing (FIP) resource contracts. During the year, over $5 billion of planned defense component FIP contracts were reviewed and approved. Overall, since this program was strengthened in 1992, more than $25 billion of existing and planned contracts have been subject to review and approval. The Department also continued to implement the congressionally mandated waiver process for selected Indefinite-Delivery/Indefinite-Quantity FIP resource contracts. During the year, waiver requests for over $100 million of FIPs resources were received from the defense components and approved after being reviewed for functional need, perceived benefits, and compliance with life-cycle management procedures. Life-Cycle Management and Reform Consistent with National Performance Review objectives and internal DoD acquisition reform efforts, the Department is reviewing the current information system acquisition and life-cycle management oversight process and procedures in order to identify areas for improvement and streamlining. Among the accomplishments to date are emphasizing the delegation of review and approval authority to lower management levels commensurate with program risk, focusing oversight reviews on major issues, staffing review decisions rather than conducting formal review briefings when no major issues are identified, and adapting oversight procedures for each individual system. The Department is reengineering the current oversight process, the results of which will be the basis for revised life-cycle management policy. The goal is to establish simplified policy, eliminate unnecessary procedures, ensure that essential information is provided to the Department's decisionmakers, and support accelerated implementation of information systems and information technology. A major achievement in the Department's attempt to streamline the acquisition process has occurred in the Multifunctional Information Distribution System, which is under the purview of the Department's C3I Systems Committee and the Defense Acquisition Board. This joint program was restructured to reduce both schedule and cost. In addition to savings attributable to acquisition streamlining, the program has benefited from insertion of new technologies, software reuse, incorporation of commercial products and practices, and the use of a modular open systems architecture. PERSONAL COMPUTER POLICY The rapid rate of change in microcomputer technology and the inherent difficulties in awarding large, multi-item, multi-agency contracts, including the inordinate delays resulting from the oftentimes multiple protests of such contracts, made it necessary for the Department to adopt a new policy of establishing personal computer contracts of relatively small scope and short duration. This new personal computer policy has changed the Department's acquisition practices. The military departments have committed to initiating a series of smaller and shorter contracts to satisfy the vast majority of their personal computer requirements over the next six years. Each of these contracts will be available to the Service doing the contracting along with the defense agencies and field activities. This will disperse the contracting actions to more vendors and diminish the feast-or-famine mode of monolithic contracts. By shortening the ordering period to two years and requiring the military departments to generate separate procurements, technologically current COTS products from more vendors will be available to satisfy the Department's requirements. THE C4I-Related Defense Agencies Central Imagery Office The Central Imagery Office (CIO) continues to focus DoD and the Intelligence Community across programs to provide responsive imagery support to the warfighter and the policymaker. CIO, as an independent entity, builds no systems and has no imagery needs. The agency is focused on ensuring that providers of imagery services meet the needs of imagery customers. With a unique charter dedicated solely to looking at the U.S. Imagery System (USIS) as a whole, CIO has demonstrated its leadership in some highly successful community actions this past year. With community participation, it completed an assessment of the USIS and developed a USIS Architecture Migration Plan (UAMP). The UAMP, which sets the direction for imagery programs for the next 15 years, is an end-to-end imagery concept of operations and migration plan to realize needed capabilities for collection, processing, exploitation, and dissemination. CIO has also conducted and completed a major national policy review that resulted in the security classification of nearly all national satellite imagery being downgraded to SECRET. The CIO's future challenges are great. U.S. forces now operate in coalitions, often with partners that were recent adversaries. Military crises and humanitarian efforts are routinely occurring in geographical areas of traditionally low U.S. interest. With this in mind, the imagery users increasingly expect innovative imagery services allowing them to select imagery and imagery-derived products or parts of data bases as needed for any geographic region. In addition, CIO will continue to deploy imagery capabilities to select commands and continue to build an effective ground architecture by implementing the UAMP recommendations. Finally, the CIO has been charged with reviewing all new and ongoing imagery programs. To help in this functional review, the agency has developed an approval process which will use a wide range of important factors such as integration into the USIS, standards compliance, and customer satisfaction to assess proposed and ongoing imagery programs. In today's resource environment, CIO's fiscal challenge is to ensure that investments in imagery technologies, systems, processes, and people will lead to a more capable, less costly USIS. These innovative activities will help to ensure that the right imagery data gets to the right users, in the right format, and at the right time. Defense Intelligence Agency Driven by the reality that incremental change is insufficient to meet the challenges of the post-Cold War world, DIA has embarked upon the most profound changes in its history. First, there have been a number of initiatives affecting the Agency's internal operations. Second, changing world conditions continue to demand different types of intelligence support. The following are highlights of initiatives to address these changes: Increased emphasis to support the combatant commanders has also continued with the assignment of seven more HUMINT Support Element (HSE) personnel to the Unified Commands. The HSEs are assigned to the Unified Command headquarters to provide tailored HUMINT support. They ensure that the combatant commander is kept fully informed of DoD HUMINT capabilities and ongoing collection activities. There are HSEs at every unified command except U.S. Space Command and U.S. Strategic Command, and both of those commands are scheduled to have HSEs in FY 1996. Defense Investigative Service The primary missions of the Defense Investigative Service (DIS) are to conduct personnel security investigations leading to the granting of a security clearance and assignment or retention in sensitive positions for DoD personnel and its contractors, and to oversee security administration in the defense industry. In fulfillment of the first mission, DIS conducted 114,200 investigations during FY 1994 for TOP SECRET access and 416,500 investigations for SECRET access and military service entrances. Under its second mission, DIS is responsible for ensuring cleared contractor employees working on classified defense programs safeguard government secrets in accordance with established laws and regulations. To this end, DIS is working with industry and other government agencies to implement the National Industrial Security Program mandated by Executive Order 12829. The aim of this program is to standardize government security requirements imposed on industry. Demands for DIS services have not declined at the same rate as force reductions. As an example, the military departments have been transferring inspection responsibility for Special Access Programs to DIS. In addition, increased foreign involvement in U.S. business has increased foreign ownership control and influence in the defense industry which, in turn, requires substantial attention by DIS industrial security representatives. DIS must also continue to support the Department's efforts to counter espionage by nations seeking to exploit intelligence opportunities against the United States. In an attempt to meet demands, DIS is utilizing the DIS CIM initiative, consolidations and other organizational changes, automation initiatives, and judicious use of individual contract suppliers. The DIS CIM initiative has been the driver for DIS automation and modernization efforts. Enhanced automation will achieve a more cost-effective investigative and industrial inspection process within DoD. This will be accomplished by acquiring, developing, and effectively maintaining and operating mission-oriented information systems in an economical manner. The specific objectives of the plan include improving the accuracy, timeliness, and availability of information; facilitating agency downsizing through the effective use of automation; eliminating labor intensive work processes; and creating an automated information system for personnel security processing that has government-wide application. Defense Information Systems Agency Achieving national security objectives requires the fullest use of information systems to support the warfighter. In particular, the force multipliers provided by information systems are increasingly important for sustaining effective defense capabilities as forces are downsized and missions become more varied. DISA is the combat support agency responsible for planning, developing, and providing information services to support the National Command Authorities and the warfighter. Efficient and interoperable information systems enable warfighting commanders to establish and maintain information dominance. Information for the warfighter must be integrated in a secure, seamless manner to the theater and ultimately the warrior's battlespace . This is the vision embodied in the concept of C4I For The Warrior, and implemented in the DII and its C4I centerpiece, the GCCS. GCCS includes the information systems capabilities commanders need to configure their forces to fight and win. When fully implemented, GCCS will embody a network of systems providing the warfighter with the full complement of C2 capabilities, while reducing the number of C2 migration systems from 154 to 59. The GCCS is a model for reducing the number of migration systems in the intelligence and mission support areas. The initial deployment of the proof of concept of GCCS is complete; and as it matures, it will form the capstone of the DII. The DII provides information processing and value-added services to users over the DISN. In the past year, the DISN was extended to cover continental United States, the Pacific, and Europe. Individual service-level networks, such as the Marine Corps Data Network, are being integrated to form the DISN. Consolidation of these individual networks achieves real savings. Transoceanic circuits are particularly expensive, and DISA's consolidation efforts already yield annual savings approaching $18 million in the Pacific and $12 million in the Atlantic. DISA is also pursuing the Commercial Satellite Communications Initiative, a congressionally-mandated effort to apply similar strategies to leased SATCOM services. A key value-added service that rides on the DISN is the DoD implementation of Electronic Commerce/Electronic Data Interchange (EC/EDI). DoD continues an aggressive pursuit of EC/EDI where the potential for major cost savings in doing business exists for both DoD and industry. DISA was identified as the DoD EC/EDI program manager in FY 1993. DoD EC/EDI efforts are pointing the way to federal government-wide EC/EDI implementation. Defense Mapping Agency The Defense Mapping Agency (DMA) is the combat support agency responsible for producing mapping, charting, and geodesy (MC&G) products and services for DoD and for providing geospatial data in supporting weapons and systems including autonomous precision strike weapons. DMA supports the CINCs and Services in such critical areas as operational missions of combatant commands, safety of flight and navigation, training, and weapons system development. DMA also carries out statutory responsibilities for supporting safety of marine navigation by providing nautical charts, navigation data, and update notices. DMA ensures interoperability of MC&G support to the C4I systems used by warfighters through the coordination of MC&G standards among the Services. As crises occur, DMA provides unique support to deployable forces worldwide. The regional crisis response and humanitarian assistance scenarios inherent in the two MRC concept are much more demanding of DMA resources and production capacity than previous Cold War scenarios. Accordingly, DMA is enhancing the responsiveness of its production system by developing the capability to use alternate sources for the production of MC&G products and services, potentially including imagery and materials from commercial vendors and foreign national sources including the former Soviet Union. In addition, DMA will continue to support requirements for aeronautical safety and hydrographic navigation safety products, to include making data available to users in digitized format. DMA is using its digital production system to populate a large global geospatial information data base and will pursue the capability to provide MC&G users with direct access to new global geospatial information and services. As the 1990s draw to a close, DMA will need to recapitalize its production system to take advantage of technological advances and to offset personnel reductions resulting from DoD downsizing and reduced DoD budgets. Overall, DMA's cooperative MC&G arrangements with over 100 countries help augment internal production, establish DMA products and specifications as the standard, and provide access for potential support during crises. In the Pacific, DMA is working on new cooperative agreements with Australia, Japan, and Malaysia; new digital data exchanges with South Korea and Thailand; and new GPS surveys in China, Thailand, and the Philippines, and is providing support for the Cambodian mine cleaning effort. DMA is also building partnerships with the New Independent States of the former Soviet Union and promoting democracy in Eastern Europe. DMA has entered into long-term agreements for cooperation in MC&G with Albania, Estonia, Latvia, Lithuania, the Czech and Slovak Republics, Romania, Hungary, and Poland. Additionally, negotiations are now underway for new initiatives in Bulgaria, the Ukraine, and Russia. National Security Agency The National Security Agency (NSA), as a combat support agency, continues to work closely with the commands, Services, and the Joint Staff to improve its support to military operations. NSA possesses a quick reaction capability to deploy personnel and equipment to respond to a crisis or contingency. Over the past year, NSA has provided personnel to operations such as Provide Promise, Sharp Guard, Deny Flight, Able Sentry, and Restore Democracy. In each instance, NSA has provided tailored intelligence support to the customer and, in concert with other members of the Intelligence Community, has participated in the NIST concept. Through NIST, NSA ensures a fused effort that supports the warfighters with responsive intelligence in a usable format. NSA and NIST have demonstrated versatility and flexibility through the ability to refine intelligence support, associated communications infrastructure, and information flow. Also, crisis response cells internal to NSA provide dedicated, sometimes 24-hour support to CINCs and their associated field intelligence elements. These cells are often created well in advance of U.S. involvement and help shape policy decisions while, at the same time, the cells contribute meaningful information for the CINCs' preplanning. Response cells provide concentrated intelligence reporting and a focal point for complete customer service. In addition to the ability to respond quickly in the event of a crisis or contingency, NSA provides dedicated support to designated commands and agencies through Cryptologic Support Groups. These groups are composed of experienced analysts who provide support to their specific command or agency. Since mid-1993, NSA has provided personnel, computer and communications equipment, and intelligence information to support a multinational organization in Naples, Italy. This organization was established to provide tailored intelligence to the military forces operating in the Balkan region. Finally, NSA, as DoD INFOSEC Program Manager, develops and orchestrates INFOSEC efforts to create and maintain the security infrastructure necessary to protect and support U.S. national interests. Chief among these efforts are network systems security engineering, electronic key management, global network security management, and provision of products and services that protect the privacy, availability, integrity, and authenticity of national security information produced and exchanged electronically. CONCLUSION DoD is evolving from a Cold War posture to a smaller, more mobile and more flexible force and infrastructure capable of projecting power anywhere in the world on short notice. At the same time, the Department is positioning itself to engage in a much broader spectrum of missions, ranging from deterrence and regional conflict to peacekeeping and humanitarian assistance. The Department is aligning and focusing its C4I programs to maximize benefits for the warfighter in this changing environment. As the Department downsizes from its late 1980s posture, technological superiority and operational flexibility must be attained through a combination of better intelligence, sophisticated C2, highly motivated and trained C4I personnel, and global defense information access for all DoD activities. Within the realities of downsizing and reduced defense spending, the Department has a C4I program which addresses these requirements of the 1990s and beyond.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
My exact sentiments.
"April 15th is really April FOOL'S DAY."
My exact sentiments. Just goes to show you how evil the jew(s) are in this country and how they have no fear of prosecution. They have infiltrated our banks, Wall St., the courts, and politics and much more including the major media and television. They have done the same in every country throughout history. They are a plague and a curse on this nation.
LOL ...
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
You are a total dumb shit... the issues of and about america are not about joos. It is because of lamer voters like you believing in one of the two fucking political parties that control Congress.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
You are right, buckeroo. We need to disabuse ourselves of these sloppy habits of thinking. Whenever I'm faced with the latest political, moral, financial outrage, it's always Poles and Peruvians right there in the thick of things.
I see psyops everywhere.
Exactly. I think as TRUE and upstanding Americans, we dismiss the japs, chinks, wet-backs, the niggars beyond some of those muther-fucking celtic head hunters in Europe. Let us stand HIGH beyond any remorse or grief offered. And if anyone stands in our way... kill 'em, by GOD.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
Oddly enough an Israeli company was hired to work on the sprinkler systems in the twin towers, AND building 7 believe it or not. A google search will yield some interesting results.
It is better to be hated for what you are, than loved for what you are not. - Tommy The Mad Artist.
I remember you on freak republic shilling your dumb ass off for Bush and now you are doing it for Obama. How in the hell did you go from one American traitor to the other? I guess the answer would be you are a certified one party liberal. I think you even supported billyjoejim bob clinton too. People with mental illness don't even realize what evil they are supporting. You happen to fit into that class of people.
I never performed your suggested antics. You are a god danmed liar. So, go dig and back your fucking, god-damned lying shit up with fact. I wager you wont come back, PUNK.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
WTC7 was only about 40 stories, half the height of the Towers and shorter than many of the buildings on the adjacent blocks. To hit it a plane would have to be in a kamikaze dive. Not possible, and nobody would have even considered it.
Thou Shalt Not Spam.
It was 47 stories. No matter what you think about how it came down, the BBC report that it already collapsed while it was still standing behind the reporter is enough to know that it was a controlled demolition. The press release went out too early for some reason. Maybe done deliberately so people would know the truth.
God is always good!
I think I'll call you Buckerjoo from now on bug wit. I guess I struck a nerve! You can deny all you want but you're a switch hitter when it comes to politics and probably your sexual orientation as well. Later Buckerjoo!
Ya got a few stomach cramps, pal, about me..... telling the TRUTH? No? What is going in your life beyond NOTHING?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
A true fan, thank you so much.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
I didn't read your post. It was too long. You don't think it was controlled demolition? Do you think 9/11 was an inside job?
I think building 7 was supposed to be taken down during the south tower collapse and was to be blamed on being hit with debris from the south tower. However, when the dust settled, building 7 was still standing, and someone said, "Oh fuck!". That's when they decided to let it burn while they fixed the rigging, and blame it on fire, which has worked, so far. How dumb is America? lmao!
#2. To: Mind_Virus, 4 (#0)
WTC leaseholder was "on the phone with his insurance carrier to see if they would authorize the controlled demolition of the building" Silverstein Wanted To Demolish Building 7 On 9/11
#3. To: Mind_Virus (#0)
(Edited)
Silverstein’s $500 million insurance payout
The insurance policies obtained in July 2001 for World Trade Center buildings 1, 2, 4 and 5 had a collective face amount of $3.55 billion.
It is revealed that Larry Silverstein, the developer of Ground Zero, is seeking $12.3 billion in damages from airlines and airport security companies for the attacks on 9/11.
Larry A. Silverstein, who has won nearly $4.6 billion in insurance payments to cover his losses and help him rebuild at the World Trade Center site, is seeking $12.3 billion in damages from airlines and airport security companies for the 9/11 attack.
#4. To: Mind_Virus (#0)
#5. To: All (#3)
(Edited)
#6. To: groundresonance (#3)
#7. To: Shoonra (#4)
The simple fact is that Silverstein...
#8. To: TommyTheMadArtist (#6)
You know what this really looks like when you think about it?
#9. To: Mind_Virus (#0)
#10. To: Mind_Virus, Original_Intent, Lod, abraxas (#0)
“There were bright flashes up and down the sides of Building 7, you could see them through the windows…and it collapsed. We all knew it was intentionally pulled… they told us,” he stated.
James Madison, Letter to James Robertson, April 20, 1831
#11. To: RickyJ (#9)
I think another plane was suppose to hit WTC7 but for some reason it didn't.
James Madison, Letter to James Robertson, April 20, 1831
#12. To: farmfriend (#10)
You don't just decide to blow up a building on the spur of the moment regardless of the reason.
#13. To: farmfriend (#10)
#14. To: TommyTheMadArtist, 4 (#13)
When I brought up building 7, he tells me that you can rig a building in minutes.
#15. To: Lod (#14)
It takes weeks to properly rig a building, and possibly, months, if you're doing it on the sly.
#16. To: TommyTheMadArtist (#13)
When I brought up building 7, he tells me that you can rig a building in minutes.
Lord Acton
#17. To: buckeroo, 4 (#15)
#18. To: Lod (#17)
#19. To: Lod (#17)
COMMAND, CONTROL, COMMUNICATIONS, COMPUTERS, AND INTELLIGENCE
#20. To: farmfriend (#10)
IF it was brought down, and I believe it was, the explosives had to have been put in place prior to 9/11.
#21. To: noone222, Farnfriend (#20)
IF it was brought down, and I believe it was, the explosives had to have been put in place prior to 9/11.
#22. To: noone222 (#20)
#23. To: LACUMO (#21)
#24. To: buckeroo (#23)
the issues of and about america are not about joos
#25. To: randge (#24)
Whenever I'm faced with the latest political, moral, financial outrage, it's always Poles and Peruvians right there in the thick of things.
#26. To: Lod (#14)
#27. To: buckeroo (#23)
You are a total dumb shit... the issues of and about america are not about joos. It is because of lamer voters like you believing in one of the two fucking political parties that control Congress.
#28. To: LACUMO (#27)
I remember you on freak republic shilling your dumb ass off for Bush
#29. To: RickyJ (#9)
I think another plane was suppose to hit WTC7 but for some reason it didn't.
#30. To: buckeroo (#19)
“It has been said, 'time heals all wounds.' I do not agree. The wounds remain. In time, the mind, protecting its sanity, covers them with scar tissue and the pain lessens, but it is never gone.” ~ Rose F. Kennedy
#31. To: Shoonra (#29)
WTC7 was only about 40 stories.
#32. To: buckeroo (#28)
I remember you on freak republic shilling your dumb ass off for Bush and now Obama.
#33. To: wudidiz (#30)
#34. To: LACUMO (#32)
Later Buck
#35. To: buckeroo (#33)
Ya got a few stomach cramps, pal, about me..... telling the TRUTH?
“It has been said, 'time heals all wounds.' I do not agree. The wounds remain. In time, the mind, protecting its sanity, covers them with scar tissue and the pain lessens, but it is never gone.” ~ Rose F. Kennedy
#36. To: RickyJ (#9)
(Edited)
I think another plane was suppose to hit WTC7 but for some reason it didn't.
Waiting too late to oppose tyranny has always led to bloodshed.
Hair Extensions Five Towns Merrick Manhasset Roslyn Massapequa Amityville Wantagh Farmingdale East Meadow Long Island, NY
#37. To: wudidiz (#35)
Nope. It was based upon the US government allowing illegal aliens into the USA. Perhaps that is an inside job; but to me, it is because of US government dereliction of duty to the American People.
Do you think 9/11 was an inside job?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#38. To: buckeroo (#37)
So who planted the explosives?
Nope.
Waiting too late to oppose tyranny has always led to bloodshed.
Hair Extensions Five Towns Merrick Manhasset Roslyn Massapequa Amityville Wantagh Farmingdale East Meadow Long Island, NY
#39. To: Critter (#38)
The US Government.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#40. To: buckerjoo (#34)
You got it nimrod!
A true fan, thank you so much.
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