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9/11
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Title: Suspect: AMEC, ... did renovations to Pentagon, WTC b.7
Source: pilotsfor911truth.org and Various
URL Source: http://pilotsfor911truth.org/forum/index.php?showtopic=631
Published: Oct 21, 2006
Author: Various
Post Date: 2012-11-12 05:16:02 by GreyLmist
Keywords: 9/11, Pentagon, WTC, AMEC, et al.
Views: 1327
Comments: 33

On its own Web site, AMEC, a London-based military contractor, announces it was contracted to fortify the West wing of the Pentagon and to clean up the wreckage at both the Pentagon and Silverstein's WTC.

http://www.amec.com/earthandenvironmental/...asp?pageid=1107

Emergency Response/Cleanup – World Trade Center

At the World Trade Center, AMEC’s around-the-clock activities began hours after the attacks and included strategic and logistical planning, debris-removal management, health and safety planning, environmental monitoring and testing, data management and daily interaction with federal, state and local emergency and regulatory agencies.

And from Portland Independent Media:
portland.indymedia.org/en/2006/06/341768.shtml

Foreign owned British AMEC was put in charge of the areas hit on 9-11 long before 9-11. Then, they cleaned up after it. British AMEC did pre-9-11 WTC7 "renovations" and pre-9-11 Pentagon wedge "renovations and strengthening". Both of these British AMEC areas then suffer controlled demolition or were damaged intentionally on 9-11. Then Brititsh AMEC cleans it up. Then they leave the country in 2004.

"AMEC Construction Management, a subsidiary of the British engineering firm AMEC, renovated Wedge One of the Pentagon before 9-11 and cleaned it up afterward. AMEC had also renovated Silverstein's WTC 7, which collapsed mysteriously on 9-11, and then headed the cleanup of the WTC site afterward. The AMEC construction firm is currently in the process of closing all its offices in the United States.

Poster Comment:

This topic is to archive references on AMEC and others of relevance. Much more info in a series of postings next.

Post Comment   Private Reply   Ignore Thread  

Begin Trace Mode for Comment # 23.

#1. To: All (#0)

from Portland Independent Media:
portland.indymedia.org/en/2006/06/341768.shtml

[49] British AMEC's contract "date to completion" for attack reinforcement for Pentagon wedge, the one that was hit? AMEC's contract was to have the Pentagon reinforcement complete by.....September 2001--the month it was hit.

------------

Pentagon Official Surveillance Video
www.911whodidit.com/index.php/pentagon/pentagon-official- surveillance-video

("On Sept. 11, Pentagon construction crews were doing final, touch- up work on the first wedge after more than three years of renovation. Some Defense employees already were moving into new office spaces. "We were down to checking the marble [floor] tile for cracks," says David Kersey, project manager for British construction firm AMEC Inc., which held a $280 million contract for the Wedge 1 renovation. Fewer than 100 AMEC workers and subcontractors were onsite, while a new construction team, led by Hensel-Phelps Construction Co. of Greeley, Colo., was setting up shop to begin the next round of renovations." Click for [newsmine.org] Reference.)

Lee Evey, program manager for the Pentagon renovation project, says that if the building had not been under repair, there could have been 10,000 Defense employees in Wedges 1 and 2.

GreyLmist  posted on  2012-11-12   7:23:39 ET  Reply   Untrace   Trace   Private Reply  

On Sept. 11, Pentagon construction crews were doing final, touch-up work on the first wedge after more than three years of renovation....Hijacked American Airlines Flight 77 tore into the Pentagon at 350 miles per hour, tearing through three of the building’s five rings before exploding in a fireball that killed 125 Pentagon workers and 64 airline passengers. (No construction workers died.) ... Lee Evey, program manager for the Pentagon renovation project, says that if the building had not been under repair, there could have been 10,000 Defense employees in Wedges 1 and 2.

[newsmine.org] Reference

Full article at newsmine.org:

http://govexec.com/features/0502/0502s3.htm

May 1, 2002
Restoring Hope

By George Cahlink
gcahlink@govexec.com

Strong management, innovation and a few lucky breaks are allowing workers to rebuild the Pentagon faster than expected.

Ask Will Colston the age of his infant son, and he’s quick to reply, “He’s 157 days old.” Colston pauses for a few seconds for a rough calculation and then adds, “That’s about six months old.”

Colston, project manager for the team rebuilding the Pentagon after last fall’s terrorist attack, measures his life in days—not months or weeks— since Sept. 11. That also happens to be the day his wife gave birth to their child, Noah. Days, hours and minutes are crucial for the roughly 1,000 construction workers who have vowed that Defense employees will be back at work in the refurbished outer ring of the Pentagon on the one-year anniversary of the deadliest terrorist attacks on U.S. soil. The remainder of the damaged building will be repaired by next spring.

“The Sept. 11 goal serves as our vision. It has forced us to put any problems on the table and get them resolved quickly,” says Colston, who, like many of the project’s managers, regularly pulls six-day workweeks that stretch well over 12 hours a day. Unwavering resolve among the construction team has been critical to speedily rebuilding the Pentagon. Equally vital have been a series of contract reforms, quick thinking by managers and a few lucky breaks that have allowed the effort, aptly named Rising Phoenix, to move several weeks ahead on its ambitious schedule.

Built hastily during World War II, the Defense Department headquarters has become a crumbling fortress that fails to meet local, state or federal building codes. Since 1993, the 5.5-million-square-foot Pentagon has been undergoing a $3 billion, two-decade renovation designed to bring it into the 21st century. The building comprises five, 1-million-square-foot “wedges” that will be gutted and rebuilt successively so that at any one time no more than a fifth of the Pentagon’s workers have to be relocated. Each wedge houses about 5,000 employees.

On Sept. 11, Pentagon construction crews were doing final, touch-up work on the first wedge after more than three years of renovation. Some Defense employees already were moving into new office spaces. “We were down to checking the marble [floor] tile for cracks,” says David Kersey, project manager for British construction firm AMEC Inc., which held a $280 million contract for the Wedge 1 renovation. Fewer than 100 AMEC workers and subcontractors were onsite, while a new construction team, led by Hensel-Phelps Construction Co. of Greeley, Colo., was setting up shop to begin the next round of renovations.

Hijacked American Airlines Flight 77 tore into the Pentagon at 350 miles per hour, tearing through three of the building’s five rings before exploding in a fireball that killed 125 Pentagon workers and 64 airline passengers. (No construction workers died.) The plane hit at a 45-degree angle, causing it to travel through both the newly renovated Wedge 1 and a portion of Wedge 2 that was awaiting renovation. All told, about 400,000 square feet were damaged by flames, smoke and water from a fire that burned for two days.

Lee Evey, program manager for the Pentagon renovation project, says that if the building had not been under repair, there could have been 10,000 Defense employees in Wedges 1 and 2. Instead, there were only 4,600 workers in the 2 million square feet of offices, some having just moved into new Wedge 1 offices while others were waiting to move out of Wedge 2.

Several improvements related to the renovation also kept down the death toll. “The building performed phenomenally. The changes we made as a result of the renovation ensured there were as few casualties as possible,” Evey says. For example, a newly installed sprinkler system quickly squelched the fire in Wedge 1. Wedge 2 did not yet have a sprinkler system, and the fire burned there for nearly two days. In some areas it burned so hot that windows melted into puddles.

Structural enhancements also proved their worth. A newly installed reinforced steel structure outfitted with Kevlar webbing kept Wedge I standing for about 35 minutes, despite bearing the brunt of the attack. Hundreds of workers were able to escape before the section collapsed. Also, the blast- resistant windows installed in the outer ring of the renovated wedge at a cost of $10,000 apiece likely prevented injuries or even deaths that might have resulted from flying debris.

Managing Chaos

Recovery operations by firefighters, federal investigators and disaster experts from the Federal Emergency Management Agency required sifting through more than 10,000 tons of limestone façade and twisted steel to collect evidence and locate victims. Suddenly, managers for the federal government’s largest building renovation were thrust into the role of supporting recovery crews at the nation’s second-largest disaster site. “It seemed chaotic, but there was a jumbled order to it,” says Evey. Initially, recovery crews had predicted it would take as long as eight weeks to sort through rubble and identify any remains, but the job was done in two weeks due in part to support provided by the renovation workers.

The experience of Pentagon renovation program managers in contingency planning and contracting for a large project also paid dividends in the recovery effort. Managers ordered floodlights and power generators for the recovery crew shortly after the plane hit, correctly anticipating that the work would continue around the clock for several days. Also, the managers quickly distributed architectural drawings to recovery crews, enabling them to navigate the wreckage. The program office even asked a local printer to be on call 24 hours a day, in case extra copies were needed.

When the FBI needed new, clean dumpsters for preserving evidence, program managers ordered them quickly from suppliers already on contract for the renovation. When the FBI requested construction of a more stable road leading into the recovery site, renovation managers had no trouble getting gravel delivered. They also proposed a simple solution when recovery crews complained that crash site security checks were slowing delivery trucks: Ask FBI agents to ride shotgun to get each truck through faster. Beginning in mid-October, Pentagon construction crews were back on site to demolish and remove damaged portions of the building.

Estimates suggested it would take as long as eight months to remove the debris and begin rebuilding. But construction crews, working 24-hour days, seven days a week, had the site ready for rebuilding before Thanksgiving. Now, renovation managers face their greatest challenge—quickly rebuilding the damaged portion of the building without scaling back or delaying the Pentagon’s long overdue modernization project.

A New Approach

Three days after the attack, Pentagon renovation officials made it clear they would continue the project while rebuilding. They awarded Hensel-Phelps, a Colorado-based construction firm, the first installment of a $758 million contract to renovate the remaining 4 million square feet (Wedges 2 to 5) by 2014. Originally, the contract was to be awarded Sept. 11. Hensel-Phelps and the Wedge 1 contractor, AMEC, agreed to jointly rebuild Wedge 1 and the damaged portion of Wedge 2. The repair costs could top $700 million. The success of those agreements—and ultimately, the rebuilding and renovation of the Pentagon—will hinge on a series of contract reforms made in recent years by project managers.

Five years ago, Evey, a former Air Force and NASA contracting chief who had no construction experience, took over the Pentagon renovation project and found a “broken” program management structure. Since 1993, renovation teams had missed most of their key deadlines, lawmakers had frozen spending because of cost overruns, and contracts had been awarded based only on cost, not performance. Evey found the cost overruns and delays largely were attributable to an acquisition strategy that was as outdated as the building’s electrical system, which had not met code since 1953. The traditional contracting approach to federal construction, known as “design-bid-build,” required hiring a designer to spend months drawing up highly detailed renovation plans. The design plans for Wedge 1 took eight months to create and were more than 3,500 pages long. The bidding was then opened to builders who offered firm, fixed-price bids for the work, which went to the lowest bidder, with little consideration for past performance.

Michael Sullivan, deputy program manager, says design-bid-build contracts often create adversarial relationships between contractors and clients. With fixed- price contracts, the only way a firm can make additional money, Sullivan says, is by making changes in the design. “It forces them to find faults to make money. That’s not the type of relationship you want with your contractor,” says Sullivan. As a result, the Pentagon renovation project is now using design-build contracts, a popular tool in the private sector, for future renovations. The design-build approach saves time, by scrapping lengthy design documents and open bid competitions, and holds contractors accountable for their work.

Unlike traditional construction deals, design-build contracts cover only cost and materials. The contractor can only turn a profit by earning an incentive worth 10 percent of the contract value if it meets quarterly performance goals. All design-build contracts are audited by the Defense Contract Audit Agency to ensure that labor and material charges do not hide profits. The government and contractor evenly share any cost overruns that do not exceed 10 percent of the contract’s cost. The contractor covers any overruns beyond 10 percent. Any savings are also split, with 70 percent going back to the government and 30 percent to the contractor. Sullivan says design-build contracts will help keep both the renovation and rebuilding work on schedule because they tie a contractor’s profits directly to their performance. Already, he says, design-build contracting has proved successful in its first test, saving Defense $1 million in building the Pentagon’s $99 million remote delivery facility, which opened on time last year.

Tom Schwieger, operations manager for Hansel-Phelps, says the design-build contract has been even more valuable in light of Sept. 11. Hansel-Phelps, poised to win the Pentagon renovation contract well before the attacks, expected to begin work on 1 million square feet of space in Wedge 2 by Dec. 1, 2001. However, only about 300,000 square feet of that space was ready for renovation in December because some had been destroyed and the rest was needed to house workers displaced from Wedge 1 by damage from the attack. Schwieger says the contract gives Hansel-Phelps the flexibility to begin renovating some of the space and to delay rebuilding the rest. Under the old contracting methods, he says, making any changes to the original plan would have taken months, because it would have required modifying the contract. “Now, everything does not have to be suggested, bid and approved,” he adds.

Sullivan says that allowing contractors to offer designs plans can lead to better use of building space. For example, the Pentagon’s original renovation plans called for modular furniture that needed to be taken apart to be moved. Hensel-Phelps came up with reconfigured office plans including freestanding furniture and better placement of lighting and utilities wires. “Flexibility is so critical in this building, because military personnel rotate in and out at least every three or four years,” he says.

Looking Ahead

Building contractors aren’t the only ones providing project managers with insight into improvements that can be made during ongoing renovations. Several task forces, such as the Building Evaluation Task Force Group and the Pentagon Force Protection Project Action Team, have been created to interview workers who were in the building on Sept. 11, review building policies, and consult with outside experts on building safety and security.

Among the results: All wedges now will have luminescent fire exit signs and arrows along baseboards rather than electric exit signs over doorways. Those in the building Sept. 11 complained it was difficult to see signs above doors while they were crawling out of the smoke-filled corridors on their hands and knees. “None of [the suggestions] for the most part are particularly Earth- shaking, but all summed up together we think they’ll make this building significantly better,” says Evey.

Meanwhile, Congress has become a backer of the Pentagon renovation project. After imposing spending caps and refusing to adjust construction funding to account for inflation in the past, lawmakers following the attack pledged an additional $795 million to the renovation work, in addition to emergency rebuilding funds, so that the Pentagon can be completely restored by 2010. With those additional dollars, a better contracting strategy and safety upgrades, Evey may not be joking about his new motto for the Wedge 1 rebuilding: “It’s so much better the second time around.”

------------

Recap up to this point in the thread by me:

The Pentagon had been undergoing renovations for two decades. Wedge 1 (with the reinforcements that were basically worthless in stopping the alleged 9/11 plane from smashing through multiple rings) took 3 years to almost complete by the British construction firm AMEC Inc. That same AMEC company, which took 3 years to get that shoddy work nearly done on Wedge 1 at a cost of $280 million, is then contracted to clean up the mess, rebuild Wedge 1 plus whatever was damaged in Wedge 2 and get both of those projects done [jointly with another mega-million dollar contractor, Hensel-Phelps Construction Co. of Greeley, Colo.] in approximately a year and a half -- the outer ring in 1 year -- with the cost of repairs alone expected to exceed $700 million in addition to other costs and bonus perks in the newfangled contracts. As the Pentagon Renovation Project began in 1993 near the start of Clinton's 1st term, AMEC was contracted for Wedge 1 renovations and reinforcement of it around 1998, and (as noted in the previous post) the $2.3 trillion in missing receipts were noticed near the end of Clinton's 2nd term, my guess is that some chunk of that missing money might have gone to AMEC for "cost overruns".

Edited the bracketed insert in my recap note and for spacing.

GreyLmist  posted on  2012-11-13   7:34:32 ET  Reply   Untrace   Trace   Private Reply  

Referencing newsmine.org cited at Posts #1 and #8 Re: Hensel-Phelps Construction Co. of Greeley, Colo. [Also spelled there as Hansel-Phelps]

Excerpts:

Fewer than 100 AMEC workers and subcontractors were onsite, while a new construction team, led by Hensel-Phelps Construction Co. of Greeley, Colo., was setting up shop to begin the next round of renovations.

Three days after the attack, Pentagon renovation officials made it clear they would continue the project while rebuilding. They awarded Hensel-Phelps, a Colorado-based construction firm, the first installment of a $758 million contract to renovate the remaining 4 million square feet (Wedges 2 to 5) by 2014. Originally, the contract was to be awarded Sept. 11. Hensel-Phelps and the Wedge 1 contractor, AMEC, agreed to jointly rebuild Wedge 1 and the damaged portion of Wedge 2. The repair costs could top $700 million.

the Pentagon renovation project is now using design-build contracts

Tom Schwieger, operations manager for Hansel-Phelps, says the design- build contract has been even more valuable in light of Sept. 11. Hansel- Phelps, poised to win the Pentagon renovation contract well before the attacks, expected to begin work on 1 million square feet of space in Wedge 2 by Dec. 1, 2001. However, only about 300,000 square feet of that space was ready for renovation in December because some had been destroyed and the rest was needed to house workers displaced from Wedge 1 by damage from the attack. Schwieger says the contract gives the flexibility to begin renovating some of the space and to delay rebuilding the rest. Under the old contracting methods, he says, making any changes to the original plan would have taken months, because it would have required modifying the contract. “Now, everything does not have to be suggested, bid and approved,” he adds.

Sullivan says that allowing contractors to offer designs plans can lead to better use of building space. For example, the Pentagon’s original renovation plans called for modular furniture that needed to be taken apart to be moved. Hensel-Phelps came up with reconfigured office plans including freestanding furniture and better placement of lighting and utilities wires.

This is a side issue but while I was watching this YouTube of Jesse Ventura's Conspiracy Theory show about the 2012 hype (Season 1, Episode 7), I noticed at the end that Hensel Phelps was listed first in a long list of contractors (at the 41:55 mark) who refused to speak to him about underground bunkers beneath Denver International Airport. Starting at the 39:22 mark, probable tunnel structures were shown at the site of ongoing construction work and excavations there:

That program also investigates our old missle silos being converted to survival-condo bunkers for wealthy civilians.

GreyLmist  posted on  2012-11-21   4:51:55 ET  Reply   Untrace   Trace   Private Reply  

That program also investigates our old missile silos being converted to survival-condo bunkers for wealthy civilians.

Once the missiles were decommissioned and the sites had no strategic use, they were put up for sale.

Prices were all over the board depending on the condition of the silos, amenities (or lack thereof), and the acreage that went with the silo.

My problem was that I couldn't convince Mrs.L to move to BF, Nowhere to live.

Lod  posted on  2012-11-21   6:44:14 ET  Reply   Untrace   Trace   Private Reply  

Once the missiles were decommissioned and the sites had no strategic use, they were put up for sale.

That privitazation seems to happen a lot with projects that taxpayers have financed.

Prices were all over the board depending on the condition of the silos, amenities (or lack thereof), and the acreage that went with the silo.

My problem was that I couldn't convince Mrs.L to move to BF, Nowhere to live.

Sounded pricey to me in the video. One was in the middle of Kansas and looked to be in very poor condition but I didn't get the impression that it was being sold at a discount because of that.

GreyLmist  posted on  2012-11-21   7:11:54 ET  Reply   Untrace   Trace   Private Reply  

#24. To: GreyLmist (#23)

This started under Krintoon and the first that I learned of it was back on FR, which tells us how long it's been going on.

Of course, US got to pay for it, but I'm glad to see the sites back in private ownership.

I'll watch the video for an update: we've seen at least two of the re-done silos on HGTV, the new owners put a ton of money into their new homes.

Lod  posted on  2012-11-21 08:13:17 ET  Reply   Untrace   Trace   Private Reply  

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