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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: 860
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.
#41. To: LACUMO (#40)
I just luv ya LACKofbrains. Keep hitting the thread... you do me honours.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#42. To: buckerjoo (#41)
Keep hitting the thread! Ya mean like you kept voting for a candidate in our one party, buckerjoo?
I just luv ya LACKofbrains. Keep hitting the thread...
#43. To: buckeroo, Critter (#39)
You're not making much sense.
The US Government.
“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
#44. To: LACUMO (#42)
I gave up on the Rs & Ds before you and I met on FR in 1999. I have always welcomed third party candidates to change the nature of American government.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#45. To: wudidiz (#43)
And yet you said you don't have time to read my earlier post. Aren't you digressing a bit based upon your own posts?
You're not making much sense.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#46. To: buckeroo (#44)
Now this shows a little intelligence. You attacked me for no reason when I posted to noone222 and Farmfriend with my reply 21. That reply wasn't even to you but you had to throw on your vile two cents worth and attacked me for no reason whatsoever. If you apologize to me and promise not to attack me ever again, we can be friends. It looks like you could use some friends on here because you have such an abrassive manner. The choice is yours!
I gave up on the Rs & Ds before you and I met on FR in 1999. I have always welcomed third party candidates to change the nature of American government.
#47. To: TommyTheMadArtist, 4 (#26)
That, and they were also the security company for the airports. Anyone who cannot connect these dots...
#48. To: LACUMO (#46)
Wanna go shooting for some ducks, sometime with me? You can stand out about 10 yards in front extolling how great you are.
If you apologize to me and promise not to attack me ever again, we can be friends.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#49. To: buckeroo (#12)
It takes time to set the charges.
But a government along with private industry can especially when the building represents a potential safety hazard to the publick.
"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."
James Madison, Letter to James Robertson, April 20, 1831
#50. To: farmfriend (#49)
How much time?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#51. To: buckeroo (#50)
More than they had on that one day.
How much time?
"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."
James Madison, Letter to James Robertson, April 20, 1831
#52. To: farmfriend (#51)
Are you saying that because GWBush was reading about "My Pet Goat" to a school classroom in Florida, it takes a lot of time for the CIA,FBI and the Delta Team to set some charges in New York City?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#53. To: buckeroo (#52)
Blow it up demolition? No. Precision, bring the building down in its footprint demolition? Yes.
it takes a lot of time for the CIA,FBI and the Delta Team to set some charges in New York City?
"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."
James Madison, Letter to James Robertson, April 20, 1831
#54. To: RickyJ (#31)
This website addresses most of your points.
#55. To: farmfriend (#53)
Why does it take so long? Because you think some of these government workers are on a donut break with a hot cup of Starbucks mucho Java?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#56. To: buckeroo (#55)
You have to look at the building plans and figure out how to cut the structural supports in just the right way. The explosions have to be timed just right as well. A second off this way or that, supports not cut in the proper sequence and the building falls to one side or the other rather than straight down.
Why does it take so long? Because you think some of these government workers are on a donut break with a hot cup of Starbucks mucho Java?
"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."
James Madison, Letter to James Robertson, April 20, 1831
#57. To: buckeroo (#37)
So, precisely which illegal aliens flew planes into those buildings?
It was based upon the US government allowing illegal aliens into the USA.
I see psyops everywhere.
#58. To: Shoonra (#54) (Edited)
You would have to be dumb as a box of rocks to not know WTC7 was demolished after seeing it come down. There was so little damage to it compared to closer buildings which had more damage yet are still standing today. But even with extensive structural damage, which it didn't have, it would not have come down like that. WTC7 is the smoking gun of 9/11. Why do you think BBC announced it collapsed a full 20 minutes before it did?
God is always good!
#59. To: Mind_Virus (#0)
The entire collapse scenario of Building 7 was a faux pas which the PTB have been trying to cover and disinform on ever since. To admit that Building 7 was intentionally "pulled" is to open the door to the eerie similarities in the collapse of WTC 1&2. From there it is a not a difficult leap to the conclusion that they too were "pulled" as part of the PsyOp.
"One of the least understood strategies of the world revolution now moving rapidly toward its goal is the use of mind control as a major means of obtaining the consent of the people who will be subjects of the New World Order." K.M. Heaton, The National Educator
#60. To: RickyJ (#58)
Madrid skyscraper fire, February. 2005 Building 7 fires, September, 2001
I see psyops everywhere.
#61. To: farmfriend (#56)
Prior to 9/11 was Building 7 completely vacated for this activity?
You have to look at the building plans and figure out how to cut the structural supports in just the right way. The explosions have to be timed just right as well. A second off this way or that, supports not cut in the proper sequence and the building falls to one side or the other rather than straight down.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#62. To: randge (#57)
Most were from Saudi Arabia. But all were here illegally.
So, precisely which illegal aliens flew planes into those buildings?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#63. To: buckeroo (#61)
I didn't say that. You are adding red herrings to the conversation. Don't.
Prior to 9/11 was Building 7 completely vacated for this activity?
"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."
James Madison, Letter to James Robertson, April 20, 1831
#64. To: farmfriend (#63)
I want you to think of the planning requirements (as you have suggested it takes) with the building fully occupied with office workers while there is ongoing setting of charges. If such an event can be proven, the personnel were at serious risk of national, state and local standards for such conduct. Of course, you can't find a lawsuit reflecting the same.
You are adding red herrings to the conversation.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#65. To: buckeroo (#64)
baiting me is not the way to "get me to think". It will get me to end the conversation. And I have thought about the planning required. I never said it was simple. That's why there was such a large gap between the bombing in '93 and 9/11.
"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."
James Madison, Letter to James Robertson, April 20, 1831
#66. To: farmfriend (#65)
What was WTC 7? When did WTC 7 collapse? What caused the fires in WTC 7? How did the fires cause WTC 7 to collapse? According to the report's probable collapse sequence, heat from the uncontrolled fires caused thermal expansion of the steel beams on the lower floors of the east side of WTC 7, damaging the floor framing on multiple floors. Eventually, a girder on Floor 13 lost its connection to a critical column, Column 79, that provided support for the long floor spans on the east side of the building (see Diagram 1). The displaced girder and other local fire-induced damage caused Floor 13 to collapse, beginning a cascade of floor failures down to the 5th floor. Many of these floors had already been at least partially weakened by the fires in the vicinity of Column 79. This collapse of floors left Column 79 insufficiently supported in the east-west direction over nine stories. The unsupported Column 79 then buckled and triggered an upward progression of floor system failures that reached the building's east penthouse. What followed in rapid succession was a series of structural failures. Failure first occurred all the way to the roof line-involving all three interior columns on the easternmost side of the building (79, 80, 81). Then, progressing from east to west across WTC 7, all of the columns failed in the core of the building (58 through 78). Finally, the entire façade collapsed. Diagram 1-Typical WTC 7 floor showing locations of columns (numbered). The buckling of Column 79 was the initiating event that led to the collapse of WTC 7. The buckling resulted from fire-induced damage to floors around column 79, failure of the girder between Columns 79 and 44, and cascading floor failures. What is progressive collapse? Progressive collapse did NOT occur in the WTC towers, for two reasons. First, the collapse of each tower was not triggered by a local damage or a single initiating event. Second, the structures were able to redistribute loads from the impact and fire-damaged structural components and subsystems to undamaged components and to keep the building standing until a sudden, global collapse occurred. Had a hat truss that connected the core columns to the exterior frame not been installed to support a TV antenna atop each WTC tower after the structure had been fully designed, it is likely that the core of the WTC towers would have collapsed sooner, triggering a global collapse. Such a collapse would have some features similar to that of a progressive collapse. How did the collapse of WTC 7 differ from the collapses of WTC 1 and WTC 2? The fires in WTC 7 were quite different from the fires in the WTC towers. Since WTC 7 was not doused with thousands of gallons of jet fuel, large areas of any floor were not ignited simultaneously as they were in the WTC towers. Instead, separate fires in WTC 7 broke out on different floors, most notably on Floors 7 to 9 and 11 to 13. The WTC 7 fires were similar to building contents fires that have occurred in several tall buildings where the automatic sprinklers did not function or were not present. Why did WTC 7 collapse, while no other known building in history has collapsed due to fires alone? Factors contributing to WTC 7's collapse included: the thermal expansion of building elements such as floor beams and girders, which occurred at temperatures hundreds of degrees below those typically considered in current practice for fire-resistance ratings; significant magnification of thermal expansion effects due to the long-span floors in the building; connections between structural elements that were designed to resist the vertical forces of gravity, not the thermally induced horizontal or lateral loads; and an overall structural system not designed to prevent fire-induced progressive collapse. What are the major differences between "typical" major high rise building fires that have occurred in the United States and the fire in the WTC 7 building on September 11, 2001? The following factors describe the fire events that occurred in both WTC 7 and the referenced buildings: 1) the fuel for the fires was ordinary office combustibles at ordinary combustible load levels; 2) there was no use of accelerants; 3) the spread of fire from combustible to combustible was governed by ordinary fire physics; 4) fire-induced window breakage provided ventilation for continued fire spread and growth; 5) there were simultaneous fires on multiple floors; 6) the fires on each floor occupied a substantial portion of the floor; 7) the fires on each floor had passed the point of flashover and the structure was subjected to typical post-flashover temperatures; 8) the sprinklers were inoperative or ineffective; and 9) the fires burned for sufficient time to cause significant distortion and/or failure to the building structure. There were some differences between the fires in WTC 7 and those in the referenced buildings, but these differences were secondary to the fire factors that led to the collapse of WTC 7: 1) Fires in high rise buildings typically have a single point of origin on a single floor, whereas the fires in WTC 7 likely had a single point of origin on multiple (10) floors; 2); fires in other high rise buildings were due to isolated events, whereas the fires in WTC 7 followed the collapse of WTC 1; 3) water was available to fight fires in the other high rise buildings, but the water supply to fight fires in WTC 7 was impaired; and 4) while the fires in the other buildings were actively fought by fire fighters to the extent possible, in WTC 7, no efforts were made to fight the fires. The differences in the fires were not meaningful for the following reasons. By the time that WTC 7 collapsed, the fires in WTC 7 had advanced well beyond the likely points of origin on multiple floors (i.e., south and west faces) and originating points of fire origin had no bearing on the fire conditions when the building collapsed (i.e., in the northeast quadrant). Additionally, in each of the other referenced buildings, the fires burned out several floors, even with available water and fire fighting activities (except for WTC 5). Thus, whether the fire fighters fought the WTC 7 fires or not is not a meaningful point of dissimilarity from the other cited fires. 1 WTC 5 was a nine-story building with uncontrolled fires that had complete burnout on a number of floors and partial collapse on four floors. Some people have said that a failure at one column should not have produced a symmetrical fall like this one. What's your answer to those assertions? In a video, it appears that WTC 7 is descending in free fall, something that would not occur in the structural collapse that you describe. How can you ignore basic laws of physics? To further clarify the descent of the north face, NIST recorded the downward displacement of a point near the center of the roofline from first movement until the north face was no longer visible in the video. Numerical analyses were conducted to calculate the velocity and acceleration of the roofline point from the time-dependent displacement data. The instant at which vertical motion of the roofline first occurred was determined by tracking the numerical value of the brightness of a pixel (a single element in the video image) at the roofline. This pixel became brighter as the roofline began to descend because the color of the pixel started to change from that of the building façade to the lighter color of the sky. The approach taken by NIST is summarized in Section 3.6 of the final summary report, NCSTAR 1A (released Nov. 20, 2008; available at http://wtc.nist.gov/NCSTAR1/PDF/NCSTAR%201A.pdf) and detailed in Section 12.5.3 of NIST NCSTAR 1-9 (available at http://wtc.nist.gov/NCSTAR1/PDF/NCSTAR%201-9%20Vol%202.pdf). The analyses of the video (both the estimation of the instant the roofline began to descend and the calculated velocity and acceleration of a point on the roofline) revealed three distinct stages characterizing the 5.4 seconds of collapse: This analysis showed that the 40 percent longer descent time—compared to the 3.9 second free fall time—was due primarily to Stage 1, which corresponded to the buckling of the exterior columns in the lower stories of the north face. During Stage 2, the north face descended essentially in free fall, indicating negligible support from the structure below. This is consistent with the structural analysis model which showed the exterior columns buckling and losing their capacity to support the loads from the structure above. In Stage 3, the acceleration decreased as the upper portion of the north face encountered increased resistance from the collapsed structure and the debris pile below. Does this mean there are hundreds or thousands of unsafe tall buildings with long span supports that must be retrofitted in some way? How would you retrofit a building to prevent this problem? Several existing, emerging, or even anticipated capabilities could have helped prevent the collapse of WTC 7. The degree to which these capabilities improve performance remains to be evaluated. Possible options for developing cost-effective fixes include: More robust connections and framing systems to better resist effects of thermal expansion on the structural system. Structural systems expressly designed to prevent progressive collapse. Current model building codes do not require that buildings be designed to resist progressive collapse. Better thermal insulation (i.e., reduced conductivity and/or increased thickness) to limit heating of structural steel and minimize both thermal expansion and weakening effects. Insulation has been used to protect steel strength, but it could be used to maintain a lower temperature in the steel framing to limit thermal expansion. Improved compartmentation in tenant areas to limit the spread of fires. Thermally resistant window assemblies to limit breakage, reduce air supply and retard fire growth. NIST is recommending that building standards and codes be strengthened beyond their current intent to achieve life safety to prevent structural collapse even during infrequent building fires like those in WTC 7 when sprinklers do not function, do not exist, or are overwhelmed by fire. Did investigators consider the possibility that an explosion caused or contributed to the collapse of WTC 7? In addition, no blast sounds were heard on the audio tracks of video recordings during the collapse of WTC 7 or reported by witnesses. According to calculations by the investigation team, the smallest blast capable of failing the building's critical column would have resulted in a sound level of 130 decibels (dB) to 140 dB at a distance of at least half a mile, if unobstructed by surrounding buildings. This sound level is consistent with a gunshot blast, standing next to a jet plane engine, and more than 10 times louder than being in front of the speakers at a rock concert. For the building to have been prepared for intentional demolition, walls and/or column enclosures and fireproofing would have to be removed and replaced without being detected. Preparing a column includes steps such as cutting sections with torches, which produces noxious and odorous fumes. Intentional demolition usually requires applying explosive charges to most, if not all, interior columns, not just one or a limited set of columns in a building. Is it possible that thermite or thermate contributed to the collapse of WTC 7? Thermite is a combination of aluminum powder and a metal oxide that releases a tremendous amount of heat when ignited. It is typically used to weld railroad rails together by melting a small quantity of steel and pouring the melted steel into a form between the two rails. To apply thermite to a large steel column, approximately 0.13 lb of thermite would be needed to heat and melt each pound of steel. For a steel column that weighs approximately 1,000 lbs. per foot, at least 100 lbs. of thermite would need to be placed around the column, ignited, and remain in contact with the vertical steel surface as the thermite reaction took place. This is for one column . presumably, more than one column would have been prepared with thermite, if this approach were to be used. It is unlikely that 100 lbs. of thermite, or more, could have been carried into WTC 7 and placed around columns without being detected, either prior to Sept. 11 or during that day. Given the fires that were observed that day, and the demonstrated structural response to the fires, NIST does not believe that thermite was used to fail any columns in WTC 7. Analysis of the WTC steel for the elements in thermite/thermate would not necessarily have been conclusive. The metal compounds also would have been present in the construction materials making up the WTC buildings, and sulfur is present in the gypsum wallboard used for interior partitions. An emergency responder caught in the building between the 6th and 8th floors says he heard two loud booms. Isn't that evidence that there was an explosion? Did fuel oil systems in WTC 7 contribute to its collapse? As background information, the three systems contained two 12,000 gallon fuel tanks, and two 6,000 gallon tanks beneath the building's loading docks, and a single 6,000 gallon tank on the 1st floor. In addition one system used a 275 gallon tank on the 5th floor, a 275 gallon tank on the 8th floor, and a 50 gallon tank on the 9th floor. Another system used a 275 gallon day tank on the 7th floor. Several months after the WTC 7 collapse, a contractor recovered an estimated 23,000 gallons of fuel from these tanks. NIST estimated that the unaccounted fuel totaled 1,000 ±1,000 gallons of fuel (in other words, somewhere between 0 and 2,000 gallons, with 1,000 gallons the most likely figure). The fate of the fuel in the day tanks was unknown, so NIST assumed the worst-case scenario, namely that they were full on Sept. 11, 2001. The fate of the fuel of two 6,000 gallon tanks was also unknown. Therefore, NIST also assumed the worst-case scenario for these tanks, namely that all of the fuel would have been available to feed fires either at ground level or on the 5th floor. Why did NIST model the sprayed fire resistive material (SFRM, also referred to as fireproofing) on the WTC 7 beams and columns as a “perfect” installation (i.e., without any gaps or damage in the SFRM coating), when realistically most buildings have some gaps or damage in the SFRM coating, either due to improper installation or deterioration over time? A number of factors were considered when determining the condition of the SFRM application to the WTC 7 beams and columns: Available measurements of SFRM thickness from inspections made during the SFRM application showed that the SFRM as applied was consistent with the required thickness and that the variability in the applied SFRM thickness was small. (NIST NCSTAR 1-9, Table 2-2) Review of photographs of WTC 7 beams and columns taken during renovations showed that the SFRM appeared uniform, and there was no evidence of spalling or gaps. (NIST NCSTAR 1-9, Figures 2-27 to 2-29.) Inspection of the building at 130 Liberty Street (formerly Bankers Trust or Deutsche Bank building) found no damage to the SFRM after impact by debris from the collapse of WTC 2, except in the immediate vicinity of the debris impact. (NIST NCSTAR1-9, Section 2.5.3) An analysis of the SFRM thickness for trusses in the WTC towers showed that the average measured thickness exceeded the specified thickness and that use of the specified uniform thickness in the thermal analyses accounted for the effect of variability in the SFRM thickness. (NIST NCSTAR 1-6A, Chapter 5) A thermal analysis of a steel plate (e.g., modeling a beam flange) with gaps in the SFRM showed that occasional gaps in the SFRM did not significantly alter the thermal response of the structural member. (NIST NCSTAR 1-6, Chapter 2) 2 A different set of analyses for WTC 1 and WTC 2 led to a similar approach for modeling the SFRM, i.e., the SFRM was modeled as undamaged, except for areas subjected to direct debris damage from the aircraft impact.) Why did the investigation take so long to complete? The WTC 7 investigation was an extensive, state-of-the-art reconstruction of the events that affected WTC 7 and eventually led to its collapse. Numerous facts and data were obtained, then combined with validated computer modeling that is believed to be close to what actually occurred. A single computer simulation of the structural response to fires took about eight months to complete on powerful computing workstations and clusters. Did debris from the collapse of WTC 1 cause damage to WTC 7's structure in a way that contributed to the building's collapse? Would WTC 7 have collapsed even if there had been no structural damage induced by the collapse of the WTC towers? Why did WTC 7's sprinkler systems fail during the fires? How hot did WTC 7's steel columns and floor beams get? Did the electrical substation next to WTC 7 play a role in the fires or collapse? Special elements of the building's construction-namely trusses, girders, and cantilever overhangs, which were used to transfer loads from the building superstructure to the columns of the electric substation (over which WTC 7 was constructed) and foundation below-also did not play a significant role in the collapse. Why were there no fatalities from the collapse of WTC 7? Why didn't the investigators look at actual steel samples from WTC 7? Your entire investigation included no physical evidence. How can you be so sure you know what happened? Nonetheless, the NIST investigation of WTC 7 is based on a huge amount of data. These data come from extensive research, interviews, and studies of the building, including audio and video recordings of the collapse. Rigorous, state-of-the-art computer methods were designed to study and model the building's collapse. These validated computer models produced a collapse sequence that was confirmed by observations of what actually occurred. In addition to using its in-house expertise, NIST relied upon private sector technical experts; accumulated copious documents, photographs and videos of this disaster; conducted first-person interviews of building occupants and emergency responders; analyzed the evacuation and emergency response operations in and around WTC 7; performed computer simulations of the behavior of WTC 7 on Sept. 11, 2001, and combined the knowledge gained into a probable collapse sequence. Did WTC 7 conform to building and fire codes? WTC 7's designers intended its stairwells to evacuate nearly 14,000 occupants, anticipated at the time to be the maximum occupancy of the building. Though the stairwell's capacity was overestimated, it was adequate for evacuating the building's actual maximum occupancy of 8,000, and more than adequate to evacuate the approximately 4,000 occupants who were in the building on Sept. 11. What improvements to building safety have been recommended as a result of the WTC 7 investigation? The new recommendation involves explicitly evaluating buildings to ensure the adequate fire safety performance of the structural system. Of particular concern are the effects of thermal expansion in buildings with one or more of the following characteristics: Typical floor span lengths in tall office buildings are in the range of 40 ft. to 50 ft. This range is considered to represent long span floor systems. Thermal effects (e.g., thermal expansion) that may be significant in long-span buildings may also be present in buildings with shorter span lengths depending on the design of the structural system. The earlier recommendations encompass increasing structural integrity of buildings, enhancing structures' endurance when exposed to fire, creating new methods for increasing fire resistance in structures, improving active fire protection, improving some aspects of emergency response, and increasing education and training. What are some of the firsts in this investigation? Why did NIST study the collapse of WTC 7? How does the final report on WTC 7 issued on Nov. 23, 2008, differ from the draft report that was released for public comment on Aug. 21, 2008? The extensive three-year scientific and technical building and fire safety investigation found that the fires on multiple floors in WTC 7, which were uncontrolled but otherwise similar to fires experienced in other tall buildings, caused an extraordinary event. Heating of floor beams and girders caused a critical support column to fail, initiating a fire-induced progressive collapse that brought the building down. In response to comments from the building community, NIST conducted an additional computer analysis. The goal was to see if the loss of WTC 7’s Column 79—the structural component identified as the one whose failure on 9/11 started the progressive collapse—would still have led to a complete loss of the building if fire or damage from the falling debris of the nearby WTC 1 tower were not factors. The investigation team concluded that the column’s failure under any circumstance would have initiated the destructive sequence of events. Other revisions to the final WTC 7 report included: Have the recommendations from NIST's investigation of the WTC towers led to any changes in building codes, standards, and practices? A second set of eight model building code changes based on NIST's recommendations from its investigation of the WTC towers were approved by technical committees and are awaiting approval, along with potential appeals on several other code changes, at the Final Action Hearing for the 2009 edition of the International Building Code. NIST's recommendations from its investigation of the WTC towers also have spurred actions to develop new provisions/guidelines within other standards, codes, and industry organizations, such as: the National Fire Protection Association, the American Society of Mechanical Engineers, ASTM International, the American Society of Civil Engineers, and the Council on Tall Buildings and Urban Habitat. What specific code changes based on recommendations from NIST's investigation of the WTC towers have been approved for inclusion in the International Building Code? 1. An additional exit stairway for buildings more than 420 feet in height. 2. A minimum of one fire service access elevator for buildings more than 120 feet in height. 3. Increased bond strength for fireproofing (nearly three times greater than currently required for buildings 75-420 feet in height and seven times greater for buildings more than 420 feet in height). 4. Field installation requirements for fireproofing to ensure that: 5. Special field inspections of fireproofing to ensure that its as-installed thickness, density and bond strength meet specified requirements, and that a bonding agent is applied when the bond strength is less than required due to the effect of a primed, painted or encapsulated steel surface. The inspections are to be performed after the rough installation of mechanical, electrical, plumbing, sprinkler and ceiling systems. 6. Increasing by one hour the fire-resistance rating of structural components and assemblies in buildings 420 feet and higher. (This change was approved in a prior edition of the code.) 7. Explicit adoption of the "structural frame" approach to fire resistance ratings that requires all members of the primary structural frame to have the higher fire resistance rating commonly required for columns. The primary structural frame includes the columns, other structural members including the girders, beams, trusses, and spandrels having direct connections to the columns, and bracing members designed to carry gravity loads. 8. Luminous markings delineating the exit path (including vertical exit enclosures and passageways) in buildings more than 75 feet in height to facilitate rapid egress and full building evacuation. Date created: 08/21/08 
Questions and Answers about the NIST WTC 7 Investigation (Updated 04/21/2009)
The original World Trade Center Building 7 (WTC 7) was a 47-story office building located immediately to the north of the main World Trade Center (WTC) complex. Completed in 1987, it was built on top of an existing Con Edison substation and located on land owned by The Port Authority of New York and New Jersey.
On Sept. 11, 2001, WTC 7 endured fires for almost seven hours, from the time of the collapse of the north WTC tower (WTC 1) at 10:28:22 a.m. until 5:20:52 p.m., when WTC 7 collapsed.
Debris from the collapse of WTC 1, which was 370 feet to the south, ignited fires on at least 10 floors in the building at its south and west faces. However, only the fires on some of the lower floors-7 through 9 and 11 through 13-burned out of control. These lower-floor fires-which spread and grew because the water supply to the automatic sprinkler system for these floors had failed-were similar to building fires experienced in other tall buildings. The primary and backup water supply to the sprinkler systems for the lower floors relied on the city's water supply, whose lines were damaged by the collapse of WTC 1 and WTC 2. These uncontrolled lower-floor fires eventually spread to the northeast part of WTC 7, where the building's collapse began.
The heat from the uncontrolled fires caused steel floor beams and girders to thermally expand, leading to a chain of events that caused a key structural column to fail. The failure of this structural column then initiated a fire-induced progressive collapse of the entire building. 
Progressive collapse is defined as the spread of local damage from a single initiating event, from structural element to element, eventually resulting in the collapse of an entire structure or a disproportionately large part of it. The failure of WTC 7 was an example of a fire-induced progressive collapse.
WTC 7 was unlike the WTC towers in many respects. WTC 7 was a more typical tall building in the design of its structural system. It was not struck by an aircraft. The collapse of WTC 7 was caused by a single initiating event-the failure of a northeast building column brought on by fire-induced damage to the adjacent flooring system and connections-which stands in contrast to the WTC 1 and WTC 2 failures, which were brought on by multiple factors, including structural damage caused by the aircraft impact, extensive dislodgement of the sprayed fire-resistive materials or fireproofing in the impacted region, and a weakening of the steel structures created by the fires.
The collapse of WTC 7 is the first known instance of a tall building brought down primarily by uncontrolled fires. The fires in WTC 7 were similar to those that have occurred in several tall buildings where the automatic sprinklers did not function or were not present. These other buildings, including Philadelphia's One Meridian Plaza, a 38-story skyscraper that burned for 18 hours in 1991, did not collapse due to differences in the design of the structural system.
There are more similarities than differences between the uncontrolled fires that burned in WTC 7 and those that occurred in the following buildings: First Interstate Bank Building (1988), One Meridian Plaza Building (1981), One New York Plaza (1970), and WTC 51 (2001).
WTC 7's collapse, viewed from the exterior (most videos were taken from the north), did appear to fall almost uniformly as a single unit. This occurred because the interior failures that took place did not cause the exterior framing to fail until the final stages of the building collapse. The interior floor framing and columns collapsed downward and pulled away from the exterior frame. There were clues that internal damage was taking place, prior to the downward movement of the exterior frame, such as when the east penthouse fell downward into the building and windows broke out on the north face at the ends of the building core. The symmetric appearance of the downward fall of the WTC 7 was primarily due to the greater stiffness and strength of its exterior frame relative to the interior framing.
In the draft WTC 7 report (released Aug. 21, 2008; available at http://wtc.nist.gov/media/NIST_NCSTAR_1A_for_public_comment.pdf), NIST stated that the north face of the building descended 18 stories (the portion of the collapse visible in the video) in 5.4 seconds, based on video analysis of the building collapse. This time period is 40 percent longer than the 3.9 seconds this process would have taken if the north face of the building had descended solely under free fall conditions. During the public comment period on the draft report, NIST was asked to confirm this time difference and define the reasons for it in greater detail.
While the partial or total collapse of a tall building due to fires is a rare event, NIST strongly urges building owners, operators, and designers to evaluate buildings to ensure the adequate fire performance of structural systems. Of particular concern are the effects of thermal expansion in buildings with one or more of the following characteristics: long-span floor systems, connections that cannot accommodate thermal effects, floor framing that induces asymmetric forces on girders, and composite floor systems, whose shear studs could fail due to differential thermal expansion (i.e., heat-induced expansion of material at different rates). Engineers should be able to design cost-effective fixes to address any areas of concern identified by such evaluations.
Yes, this possibility was investigated carefully. NIST concluded that blast events inside the building did not occur and found no evidence supporting the existence of a blast event.
NIST has looked at the application and use of thermite and has determined that its use to sever columns in WTC 7 on 9/11/01 was unlikely.
The sound levels reported by all witnesses do not match the sound level of an explosion that would have been required to cause the collapse of the building. If the two loud booms were due to explosions that were responsible for the collapse of WTC 7, the emergency responder-located somewhere between the 6th and 8th floors in WTC 7-would not have been able to survive the near immediate collapse and provide this witness account.
No. The building had three separate emergency power systems, all of which ran on diesel fuel. The worst-case scenarios associated with fires being fed by ruptured fuel lines-or from fuel stored in day tanks on the lower floors-could not have been sustained long enough, could not have generated sufficient heat to weaken critical interior columns, and/or would have produced large amounts of visible smoke from the lower floors, which were not observed.
NIST carefully considered the condition of the SFRM installation in WTC 7, including the applied thickness and evidence of gaps or damage in the SFRM. The SFRM in WTC 7 was modeled as undamaged except in the southwest region of the building where there was debris impact damage2. A uniform thickness equal to the specified SFRM thickness was used for the finite element thermal analyses of WTC 7 because 1) the variability in the SFRM thickness was small, 2) no evidence of significant damage to the SFRM was found, and 3) small areas of SFRM damage would not have affected the thermal or structural response of the structural framing system.
The overall NIST investigation began on Aug. 21, 2002. Early in the investigation, a decision was made to complete studies of the two tower collapses (WTC 1 and WTC 2) before fully proceeding on the WTC 7 investigation. A major technical conference on the draft reports on WTC 1 and WTC 2 occurred on Sept. 13-15, 2005. The time between the technical conference on the WTC towers report and the issuance of this draft WTC 7 report is approximately three years, comparable to the length of a typical investigation of an aircraft crash.
The debris caused structural damage to the southwest region of the building-severing seven exterior columns-but this structural damage did not initiate the collapse. The fires initiated by the debris, rather than the structural damage that resulted from the impacts, initiated the building's collapse after the fires grew and spread to the northeast region after several hours. The debris impact caused no damage to the spray-applied fire resistive material that was applied to the steel columns, girders, and beams except in the immediate vicinity of the severed columns. The debris impact damage did play a secondary role in the last stages of the collapse sequence, where the exterior façade buckled at the lower floors where the impact damage was located. A separate analysis showed that even without the structural damage due to debris impact, WTC 7 would have collapsed in fires similar to those that occurred on Sept. 11, 2001. None of the large pieces of debris from WTC 2 (the south tower) hit WTC 7 because of the large distance between the two buildings.
Yes. Even without the structural damage, WTC 7 would have collapsed from the fires that the debris initiated. The growth and spread of the lower-floor fires due to the loss of water supply to the sprinklers from the city mains was enough to initiate the collapse of the entire building due to buckling of a critical column in the northeast region of the building.
The sprinkler systems did not fail. The collapse of WTC 1 and WTC 2 damaged the city water main. The water main served as both the primary and backup source of water for the sprinkler system in the lower 20 floors. Therefore, the sprinkler system could not function. In contrast, the sprinklers and standpipes on the building's middle levels (21st floor through 39th floor) and upper levels (40th floor through 47th floor) received water from two large overhead storage tanks on the 46th floor, and used the city's water mains as a backup.
Due to the effectiveness of the spray-applied fire-resistive material (SFRM) or fireproofing, the highest steel column temperatures in WTC 7 only reached an estimated 300 degrees C (570 degrees F), and only on the east side of the building did the steel floor beams exceed 600 degrees C (1,100 degrees F). However, fire-induced buckling of floor beams and damage to connections-that caused buckling of a critical column initiating collapse-occurred at temperatures below approximately 400 degrees C where thermal expansion dominates. Above 600 degrees C (1,100 degrees F), there is significant loss of steel strength and stiffness. In the WTC 7 collapse, the loss of steel strength or stiffness was not as important as the thermal expansion of steel structures caused by heat.
No. There is no evidence that the electric substation contributed to the fires in WTC 7. The electrical substation continued working until 4:33 p.m. on Sept. 11, 2001. Alarms at the substation were monitored, and there were no signals except for one event early in the day. No smoke was observed emanating from the substation.
Several factors contributed to the outcome of no loss of life-or serious injuries-in WTC 7. The building had only half the number of occupants on a typical day-with approximately 4,000 occupants-at the times the airplanes struck the towers. Occupants had recently participated in fire drills. The occupants, alerted by the attacks on WTC 1, WTC 2, and the Pentagon, began evacuating promptly. Evacuation of the building took just over an hour, and the process was complete before the collapse of the first WTC tower (WTC 2). Emergency responders provided evacuation assistance to occupants. No emergency responders were harmed in the collapse of WTC 7 because the decision to abandon all efforts to save WTC 7 was made nearly three hours before the building fell.
Steel samples were removed from the site before the NIST investigation began. In the immediate aftermath of Sept. 11, debris was removed rapidly from the site to aid in recovery efforts and facilitate emergency responders' efforts to work around the site. Once it was removed from the scene, the steel from WTC 7 could not be clearly identified. Unlike the pieces of steel from WTC 1 and WTC 2, which were painted red and contained distinguishing markings, WTC 7 steel did not contain such identifying characteristics.
In general, much less evidence existed for WTC 7 than for the two WTC towers. The steel for WTC 1 and WTC 2 contained distinguishing characteristics that enabled it to be identified once removed from the site during recovery efforts. However, the same was not true for the WTC 7 steel. Certainly, there is a lot less visual and audio evidence of the WTC 7 collapse compared to the collapses of the WTC 1 and WTC 2 towers, which were much more widely photographed.
The team found that the design of WTC 7 in the 1980s was generally consistent with the New York City building code in effect at that time.
NIST has made one new recommendation and reiterated 12 recommendations from the investigation of the WTC towers.
This investigation is the first to show how fire can cause progressive collapse in a building. It is also the first to show that under certain conditions thermal expansion effects-rather than loss of strength and stiffness due to fire-can lead to structural collapse. It is the first to analyze a building's response behavior and determine its collapse sequence by integrating detailed models/simulations of debris impact damage, fire growth and spread, thermal analysis, collapse initiation, and collapse propagation-up to global collapse. This was an analysis of unprecedented complexity-an end-to-end computer run for the WTC towers on some powerful computers took about two months while a similar run for WTC 7 took about eight months, or about four times as long. NIST expects that the tools developed from this investigation, as well as the knowledge obtained from it, will aid in the development of more robust building design practice and in studies of future building collapse processes. These expanded tools and derived, validated, and simplified analysis approaches can guide practitioners and prevent future disasters.
The NIST investigation of WTC 7 was conducted under the National Construction Safety Team (NCST) Act, as part of its overall building and fire safety investigation of the World Trade Center disaster. The act gives NIST the responsibility for conducting fact-finding investigations of building failures that resulted in substantial loss of life or that posed significant potential of substantial loss of life. NIST has no regulatory authority under the NCST Act.
The final report is strengthened by clarifications and supplemental text suggested by organizations and individuals worldwide in response to the draft WTC 7 report, but the revisions did not alter the investigation team’s major findings and recommendations, which include identification of fire as the primary cause for the building’s failure.
The first comprehensive set of eight model building code changes based on recommendations from NIST's investigation of the WTC towers were adopted by the International Building Code in 2007.
The eight specific code changes adopted in the International Building Code based on recommendations from NIST's investigation of the WTC towers include:
Last updated: 4/21/09
Contact: inquiries@nist.gov
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#67. To: buckeroo (#62)
Have you noticed that the vaunted depictions of the terror pilots flashed across screens hourly in this country have disappeared from from the the networks? That's because a number of these men are still alive and have threatened action if these slanders continue. A man called Waleed Al Shehri says he left the US a year ago Another of the men named by the FBI as a hijacker in the suicide attacks on Washington and New York has turned up alive and well. The identities of four of the 19 suspects accused of having carried out the attacks are now in doubt. Saudi Arabian pilot Waleed Al Shehri was one of five men that the FBI said had deliberately crashed American Airlines flight 11 into the World Trade Centre on 11 September. His photograph was released, and has since appeared in newspapers and on television around the world. Hijacking suspects Flight 175: Marwan Al-Shehhi, Fayez Ahmed, Mohald Alshehri, Hamza Alghamdi and Ahmed Alghamdi Flight 11: Waleed M Alshehri, Wail Alshehri, Mohamed Atta, Abdulaziz Alomari and Satam Al Suqami Flight 77: Khalid Al-Midhar, Majed Moqed, Nawaq Alhamzi, Salem Alhamzi and Hani Hanjour Flight 93: Ahmed Alhaznawi, Ahmed Alnami, Ziad Jarrahi and Saeed Alghamdi Now he is protesting his innocence from Casablanca, Morocco. He told journalists there that he had nothing to do with the attacks on New York and Washington, and had been in Morocco when they happened. He has contacted both the Saudi and American authorities, according to Saudi press reports. He acknowledges that he attended flight training school at Daytona Beach in the United States, and is indeed the same Waleed Al Shehri to whom the FBI has been referring. But, he says, he left the United States in September last year, became a pilot with Saudi Arabian airlines and is currently on a further training course in Morocco. Mistaken identity Abdulaziz Al Omari, another of the Flight 11 hijack suspects, has also been quoted in Arab news reports. Abdelaziz Al Omari Abdelaziz Al Omari 'lost his passport in Denver' He says he is an engineer with Saudi Telecoms, and that he lost his passport while studying in Denver. Another man with exactly the same name surfaced on the pages of the English-language Arab News. The second Abdulaziz Al Omari is a pilot for Saudi Arabian Airlines, the report says. Meanwhile, Asharq Al Awsat newspaper, a London-based Arabic daily, says it has interviewed Saeed Alghamdi. Khalid Al-Midhar Khalid Al-Midhar may also be alive He was listed by the FBI as a hijacker in the United flight that crashed in Pennsylvania. And there are suggestions that another suspect, Khalid Al Midhar, may also be alive. FBI Director Robert Mueller acknowledged on Thursday that the identity of several of the suicide hijackers is in doubt. (Note: An update on this story was published in October 2006 in the BBC News editors' blog) If the fallback position here is that there is some case of mistaken identity here, I want to know exactly whose identity are the hijackers mistaken with? No one can answer that question, because no one can put a Saudi on one of the seats of those planes.
Hijack 'suspects' alive and well
I see psyops everywhere.
#68. To: buckeroo, farmfriend, *9-11* (#66)
You could have just posted a link to that nonsense.
“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
#69. To: wudidiz (#68)
Instead of spoonfeeding the issue, I presented the NIST webpage with additional links. You are aware of NIST, don't you?
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#70. To: randge (#67)
I take it that most of the terrorists are dead not the other way around.
Have you noticed that the vaunted depictions of the terror pilots flashed across screens hourly in this country have disappeared from from the the networks? That's because a number of these men are still alive and have threatened action if these slanders continue.
"Sarah "Kiss my Torah" Palin" -- Jethro Tull, circa 2010-04-14
#71. To: wudidiz (#68)
You could do yourself a favor and bozo him, I see none of his nonsense and haven't for quite a while. :)
God is always good!
#72. To: RickyJ (#71)
...try that for a while....
“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
#73. To: buckeroo (#70)
I take it like this: We have no definitive proof of the whereabouts dead or alive of the "hijackers" that did not surface after the attacks. Further: I have not seen information released that puts any of the "hijackers" on a UA or AA aircraft seat on the day in question.
I see psyops everywhere.
#74. To: randge, 4 (#73)
To my knowledge, none of the alleged hijackers were on any flight manifest, or any of the terminal surveillance tapes. They're just another part of the official story fantasy.
#75. To: buckeroo (#66)
You may spam with all the horsehockey that you like. No one with a lick of sense will believe that such a nearly perfect and symmetrical catastrophic collapse resulted from the evident asymmetrical damage and inconsequential fire Building 7 was subject to.
I see psyops everywhere.
#76. To: All (#71)
Hello?
“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
#77. To: Mind_Virus (#0)
The building was situated above a Consolidated Edison (Con Ed) power substation, The building was constructed above a Con Edison substation that had been on the site since 1967. The new 7 World Trade Center construction began in 2002 and was completed in 2006. It is 52 stories tall and still situated above the Con Ed power substation. Two pedestrian bridges connected the main World Trade Center complex, across Vesey Street, to the third floor of 7 World Trade Center. The spray-on fireproofing for structural steel elements was gypsum-based Monokote MonoKote is commercially available light weight plastic shrink wrap film available in various color schemes with an adhesive on one side, used to cover and form the surfaces of a model aircraft. The material is cut to size and applied to the airframe surfaces using a hobby iron or heat gun. The name MonoKote, a registered trademark of Top Flite, alludes to monocoque, a type of stressed skin airframe construction. Monokote is also a type of fireproofing material, which is gypsum-based and is spray-applied.[1] __________________ That Con Ed substation must be like an architectural wonder to withstand the collapse and the alleged molten metal there. Was news to me about the walkways. Any reports of their collapses on 9/11 that I missed? Anyway, we should be able to rule out asbestos as a motive to destroy building 7, yes? And that fireproofing link to model airplanes -- well, we can be sure that it didn't get shaken off there from any plane impact.
Con-Edison
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"They're on our left, they're on our right, they're in front of us, they're behind us...they can't get away this time." -- Col. Puller, USMC
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