#2843: Did Mineta Use Clinton Bridge Of Missiles For Bin Laden's 8(a) SHOCK & AWE?

United States Marine Field McConnell 

Plum City Online - (AbelDanger.net) 

November 25, 2016

1. Abel Danger (AD) has shown how the former Clinton Commerce Secretary and former Bush Transportation Secretary Norman Mineta must have used Clinton's Federal Bridge Certification Authority mentors to stage the 8(a) SHOCK & AWE missile attacks fraudulently attributed to the Bin Laden Group on 9/11.

2. 8(a) SHOCK & AWE is shorthand to describe Mineta's attempt to paralyze perceptions of the truth by combining 8(a) missile mentors with Serco's hotel-based OPERA contract killers and the UK's AWE (Lockheed Martin) missile-guidance technology in an overwhelming display of force on 9/11.

3. United States Marine Field McConnell – Global Operations Director of Abel Danger – is offering to serve as President-elect Trump's Transportation Secretary and expose Mineta's alleged use of the Clinton missile bridge in 8(a) SHOCK & AWE on 9/11.

#DOTat50: Norman Mineta Reflects on 9/11

 911stealth Removing Evidence from the Pentagon 9/11

"Shock and Awe" by Neil Young

9/11 Alexander Haig Had Inside Knowledge Of The World Trade Center Bombing

The 9/11 Hotel - Part 1 of 5

 

Leaked Video of Cruise Missile Hitting Pentagon on 911 DOWNLOAD & RE UPLOAD

DRONE A-3 Skywarrior 9/11 PENTAGON ATTACK (Slow Motion)

Trump saw on 9/11/2001: bombs were used in WTC 

Jim Marrs "Trump Knows Who Really Controls Events But If He Named Names, He'd Be Killed!"

Abel Danger 9-29-2014 E4B Nightwatch Launch & Serco Hijack on 911

  

Copy of SERCO GROUP PLC: List of Subsidiaries AND Shareholders! [Note Jarrett's 8(a) bankers JPMorgan Goldman, Sachs & Co. and Credit Suisse, note the British and Saudi Governments and note HSBC ISIS money launderer]

Defense Ammunition Center [Outsourced to Serco]

 

Serco... Would you like to know more? 

"Digital Fires Instructor Serco - Camp Pendleton, CA 
Uses information derived from all military disciplines (e.g., aviation, ground combat, command and control, combat service support, intelligence, and opposing forces) to determine changes in enemy capabilities, vulnerabilities, and probable courses of action."

"Shock and awe (technically known as rapid dominance) is a military doctrine based on the use of overwhelming power and spectacular displays of force to paralyze the enemy's perception of the battlefield and destroy its will to fight.[1][2] The doctrine was written by Harlan K. Ullman and James P. Wade in 1996 and is a product of the National Defense University of the United States.[2][1]"

"Rocket-boosted guided hard target penetrator [allegedly used on 9/11 by Serco's hotel-based OPERA contract killers adjacent to the crime scenes to take out WTC#1 and WTC#2 and the Pentagon's US Navy Command Center]
 US 6276277 
B1 ZUSAMMENFASSUNG 
A target-penetrating aerial bomb includes a penetrator of hard steel or similar material that contains an explosive charge. A rocket motor is formed as an annular chamber and surrounds the penetrator. The bomb includes a guidance and control unit that guides the bomb on a glide path after release from the delivery aircraft, and steers the bomb onto a dive line. Once the bomb is aligned on the dive line, the guidance and control unit fires the rocket booster to accelerate the bomb to the target. A fuse ignites the explosive after target penetration.

Veröffentlichungsnummer: US6276277 B1 
Publikationstyp: Erteilung 
Anmeldenummer: US 09/295,594 
Veröffentlichungsdatum: 21. Aug. 2001 
Eingetrage: 22. Apr. 1999 
Prioritätsdatum: 22. Apr. 1999 
Gebührenstatus: Bezahlt 
Erfinder: Bruce E. Schmacker 
Ursprünglich Bevollmächtigter: Lockheed Martin Corporation 
Zitat exportieren: BiBTeX, EndNote, RefMan  
Patentzitate (30), Nichtpatentzitate (3), Referenziert von (90), Klassifizierungen (22), Juristische Ereignisse (5) 
Externe Links: USPTO, USPTO-Zuordnung, Espacenet" 

"January 21-September 10, 2001: Transportation Secretary Says Bush Administration Does Nothing to Fight Terrorism
In 2003, Transportation Secretary Norman Mineta will later be asked by the 9/11 Commission, “Did this higher level of [terrorist] chatter [before 9/11]… result in any action across the government? I take it your answer is no.” He will reply, “That’s correct.” [Associated Press, 5/23/2003]

(8:30 a.m.) September 11, 2001: Some US Leaders Are Scattered; Others in D.C.
Just prior to learning about the 9/11 attacks, top US leaders are scattered across the country and overseas:

President Bush is in Sarasota, Florida. [Washington Post, 1/27/2002]

Secretary of State Powell is in Lima, Peru. [Washington Post, 1/27/2002]

General Henry Shelton, Chairman of the Joint Chiefs of Staff, is flying across the Atlantic on the way to Europe. [Washington Post, 1/27/2002]

Attorney General Ashcroft is flying to Milwaukee, Wisconsin. [Washington Post, 1/27/2002]

Federal Emergency Management Agency Director Joe Allbaugh is at a conference in Montana. [ABC News, 9/14/2002] Others are in Washington:

Vice President Cheney and National Security Adviser Rice are at their offices in the White House. [Washington Post, 1/27/2002]

Defense Secretary Rumsfeld is at his office in the Pentagon, meeting with a delegation from Capitol Hill. [Washington Post, 1/27/2002]

CIA Director Tenet is at breakfast with his old friend and mentor, former senator David Boren (D), at the St. Regis Hotel, three blocks from the White House. [Washington Post, 1/27/2002]

FBI Director Mueller is in his office at FBI Headquarters on Pennsylvania Avenue. [Washington Post, 1/27/2002]

Transportation Secretary Norman Mineta is at his office at the Department of Transportation. [US Congress, 9/20/2001]

Counterterrorism “tsar” Richard Clarke is at a conference in the Ronald Reagan Building three blocks from the White House. [Clarke, 2004, pp. 1]

(8:48 a.m.-9:05 a.m.) September 11, 2001: Transportation Secretary Mineta and FAA Administrator Garvey in Meeting Together; Notified of First WTC Crash
Transportation Secretary Norman Mineta is in a breakfast meeting with the Belgian transportation minister, to discuss aviation issues. FAA Administrator Jane Garvey is also in the meeting, which is in the conference room next to Mineta’s office at the Department of Transportation (DOT) in Washington, DC. Soon after 8:45 a.m., Mineta’s Chief of Staff John Flaherty interrupts, and takes Mineta and Garvey aside to Mineta’s office to tell them that news agencies are reporting that some kind of aircraft has flown into the WTC. While Garvey immediately goes to a telephone and contacts the FAA Operations Center, Mineta continues with the meeting. But a few minutes later Flaherty again takes him aside to tell him the plane is confirmed to be a commercial aircraft, and that the FAA had received an unconfirmed report of a hijacking. The TV is on and Mineta sees the second plane hitting the WTC live. He terminates his meeting with the Belgian minister, and Garvey heads off to the FAA headquarters. The White House calls and requests that Mineta go and operate from there, so he quickly heads out too. He will soon arrive there, and enters its underground bunker at around 9:20 a.m. (see (9:20 a.m.) September 11, 2001). [US Congress, 9/20/2001; Freni, 2003, pp. 62-63; 9/11 Commission, 5/23/2003] Before leaving the Department of Transportation, Mineta orders the activation of the DOT’s Crisis Management Center (see 9:00 a.m. September 11, 2001). [US Congress, 10/10/2001]

9:00 a.m. September 11, 2001: Transportation Department Crisis Management Center Coordinates Emergency Response On the order of Transportation Secretary Norman Mineta, the Department of Transportation’s Crisis Management Center (CMC) was quickly activated after the first WTC tower was hit (see (8:48 a.m.-9:05 a.m.) September 11, 2001). It is thus fully operational by this time, with security procedures initiated, secure lines of communication, and key contacts on line. The CMC is located in the Office of Emergency Transportation, on the 8th floor of the DOT’s Washington headquarters. It serves as a focal point for the transportation response during emergencies, enabling senior department personnel to conduct operations in a coordinated manner. [US Department of Transportation, 12/30/1999 pdf file; US Congress. Senate. Committee on Commerce, Science and Transportation, 9/20/2001; US Congress, 10/10/2001; 9/11 Commission, 5/23/2003] It includes representatives from all nine transportation modes (i.e., the different means of transport, such as road, rail, air), including Federal Aviation, as well as public affairs, and intelligence and security functions. It is capable of gathering information in real time via its own reporting system, and provides a flow of information to the DOT leadership, the White House, and Cabinet leaders on developments within the nation’s transportation infrastructure (including in the air). The CMC will remain fully operational, manned on a 24/7 basis, even in the weeks after the attacks have ended. [US Congress, 10/10/2001; Mineta Transportation Institute, 10/30/2001, pp. 12] Furthermore, according to Mineta, in an incident “involving a major crash of any type,” the Office of the Secretary of Transportation “goes into a major information-gathering response. It contacts the mode of administration overseeing whatever mode of transportation is involved in the incident. It monitors press reports, contacts additional personnel to accommodate the surge in operations, and centralizes the information for me through the chief of staff. In major incidents, it will follow a protocol of notification that includes the White House and other agencies involved in the incident.” He says that these activities, “albeit in the nascent stage of information-gathering,” took place in the initial minutes after Flight 11 hit the WTC. [9/11 Commission, 5/23/2003]”

"How Washington owns the UK’s nukes

London’s nuclear dependency cuts to the heart of the US-UK Special Relationship.

By JAKE WALLIS SIMONS

4/30/15, 4:11 PM CET

Updated 5/3/15, 11:07 AM CET

LONDON — In the run-up to the British general election, there has been intense debate about the future of Trident, the United Kingdom’s nuclear weapons program, which will reach the end of its serviceable life in 2026. Party leaders in the next parliament must decide whether to scrap it, replace it with a scaled-back alternative, or update it. ..  A huge amount of key Trident technology — including the neutron generators, warheads, gas reservoirs, missile body shells, guidance systems, GPS, targeting software, gravitational information and navigation systems — is provided directly by Washington, and much of the technology that Britain produces itself is taken from US designs (the four UK Trident submarines themselves are copies of America’s Ohio-class Trident submersibles). The list goes on. Britain’s nuclear sites at Aldermaston and Davenport are partly run by the American companies Lockheed Martin and Halliburton. Even the organization responsible for the UK-run components of the program, the Atomic Weapons Establishment (AWE), is a private consortium consisting of one British company, Serco Group PLC, sandwiched between two American ones — Lockheed Martin and the Jacobs Engineering Group. And, to top it all, AWE’s boss, Kevin Bilger — who worked for Lockheed Martin for 32 years — is American.”

"Group Starwood Hotels Group, owner of some of the world's most prestigious hotels, has appointed Serco as preferred bidder for a £7m contract to provide a range of support services to the Sheraton Grand in Edinburgh, the Westin in Dublin and the 5 star Turnberry resort on Scotland's west coast. The contract, which has a 5 year term, is an extension to services already provided to other hotels in the Starwood Group and includes buildings maintenance and security, engineering support and help desk services.”

"Property Management with OPERA [edit] OPERA is the MICROS property management system used in many large hotel chains, such as Travelodge Hotels UK, rown esorts, Hyatt Hotels and Resorts, Rydges Hotels and Resorts, Oberoi Hotels & Resorts, Jupiter Hotels, Marriott Hotels and Starwood Hotels and Resorts Resorts and Suites, [10] Radisson Hotels and Resorts (subsidiary of Carlson Companies),[11] the InterContinental Hotels Group and the Thistle Hotels.[12] It is the successor to the popular Fidelio PMS (Property Management System)”

"HOTEL | April 24, 2015

Video Interview: How Trump Hotel Collection Manages Worldwide Distribution with Oracle Hospitality

By: Samantha Renner 
By: Michaela Brandl, Corporate Communications & Social Media Specialist, EMEA

Hotel distribution is a complex field, with rates and availabilities changing continuously and reservations coming in via various channels. Trump Hotel Collection is a luxury and lifestyle hotel brand that was launched in 2007. Following its strategic plans to grow in key gateway cities and resort locations as well as in established and emerging markets worldwide, Trump Hotel Collection has fostered a great partnership with Oracle Hospitality.

During this year’s Oracle Industry Connect we had the opportunity to talk to Nathan Crisp, Corporate Director Revenue Management and Distribution at Trump Hotel Collection, about how Oracle Hospitality is a key component of their overall distribution landscape.

In the interview, Crisp speaks about how Trump Hotel Collection leverages the Oracle Hospitality OPERA Reservation System (ORS) to manage central reservations and global distribution. With ORS as a master database (where details about reservations, availability, rates, and inventory are stored and continuously updated), Trump Hotel Collection can manage its distribution most effectively. ORS consolidates rates and availabilities for distribution to the GDS‘s and OTA partners as well as to Trump Hotel Collection’s own call centers and booking engines, continuously updating with the latest status and synching with the individual hotel property management systems.

“With the key integrations to our central reservation system and central reservation management providers”, says Crisp, “we believe that we have a best-in-class solution that allows us to manage all of our distribution in a most efficient manner.””

"Super Serco bulldozes ahead

By DAILY MAIL REPORTER 
UPDATED: 23:00 GMT, 1 September 2004

SERCO has come a long way since the 1960s when it ran the 'four-minute warning' system to alert the nation to a ballistic missile attack.

Today its £10.3bn order book is bigger than many countries' defence budgets. It is bidding for a further £8bn worth of contracts and sees £16bn of 'opportunities'.

Profit growth is less ballistic. The first-half pre-tax surplus rose 4% to £28.1m, net profits just 1% to £18m. Stripping out goodwill, the rise was 17%, with dividends up 12.5% to 0.81p.

Serco runs the Docklands Light Railway, five UK prisons, airport radar and forest bulldozers in Florida.”

"Serco farewell to NPL after 19 years of innovation  8 January 2015  Serco said goodbye to the National Physical Laboratory (NPL)  at the end of December 2014 after 19 years of extraordinary innovation and science that has seen the establishment build a world-leading reputation and deliver billions of pounds of benefit for the UK economy. During that period under Serco's management and leadership, NPL has delivered an extraordinary variety and breadth of accomplishments for the UK's economy and industry. Some of the key achievements during that time have been:… It has been estimated that work carried out by the Centre of Carbon Measurement at NPL will save eight million tonnes of carbon emissions reductions (2% of UK footprint)  and over half a billion pounds in economic benefit over the next decade….  NPL's caesium fountain atomic clock is accurate to 1 second in 158 million years and NPL is playing a key role in introducing rigour to high frequency trading [for Serco’s front running banks] in the City through NPL [Zulu] Time." 

"UK Cabinet Office – Emergency Planning College – Serco …..Types of Exercise Workshop Exercises These are structured discussion events where participants can explore issues in a less pressurised environment. They are an ideal way of developing solutions, procedures and plans rather than the focus being on decision making. Table Top Exercises These involve a realistic scenario and will follow a time line, either in real-time or with time jumps to concentrate on the more important areas. The participants would be expected to be familiar with the plans and procedures that are being used although the exercise tempo and complexity can be adjusted to suit the current state of training and readiness. Simulation and media play can be used to support the exercise. Table-top exercises help develop teamwork and allow participants to gain a better understanding of their roles and that of other agencies and organisations. Command/Control Post Exercises  These are designed primarily to exercise the senior leadership and support staff in collective planning and decision making within a strategic grouping. Ideally such exercises would be run from the real command and control locations and using their communications and information systems [Feeling lucky, Punk?]. This could include a mix of locations and varying levels of technical simulation support.”

“Christopher Rajendran Hyman CBE (born 5 July 1963 in Durban, South Africa) [1] was Chief Executive of Serco Group plc from 2002 to October 2013.[2] … On graduation, he worked for Arthur Andersen. In 1989, he won an 18-month exchange with Ernst & Young in London, who employed him after four months.[1] Head hunted in 1994 by Serco, Hyman became European finance director, and in 1999 was made group finance director. In 2002, Hyman became chief executive. .. Hyman resigned from his role of Chief Executive of Serco on 25 October 2013 following allegations that Serco had overcharged government customers. .. He was [making a presentation to Serco shareholder, including British and Saudi governments] on the 47th floor of the World Trade Center [North Tower] at the time of the September 11 attacks in 2001.”

"Opened in 1994 as the successor to the Transitional Immigrant Visa Processing Center in Rosslyn, Va., the NVC centralizes all immigrant visa pre-processing and appointment scheduling for overseas posts. The NVC collects paperwork and fees before forwarding a case, ready for adjudication, to the responsible post. 

The center also handles immigrant and fiancé visa petitions, and while it does not adjudicate visa applications, it provides technical assistance and support to visa-adjudicating consular officials overseas. 

Only two Foreign Service officers, the director and deputy director, work at the center, along with just five Civil Service employees. They work with almost 500 contract employees doing preprocessing of visas, making the center one of the largest employers in the Portsmouth area. 

The contractor, Serco, Inc., has worked with the NVC since its inception and with the Department for almost 18 years. 

The NVC houses more than 2.6 million immigrant visa files, receives almost two million pieces of mail per year and received more than half a million petitions from the U.S. Citizenship and Immigration Service (USCIS)  in 2011. Its file rooms' high-density shelves are stacked floor-to-ceiling with files, each a collection of someone’s hopes and dreams and each requiring proper handling. …. 

The NVC also preprocesses the chief of mission (COM)  application required for the filing of a petition for a Special Immigrant Visa (SIV) . Such visas, for foreign nationals who have performed services for the U.S. government in Iraq and Afghanistan, require COM concurrence before the applicant can file a petition with USCIS. The NVC collects the requisite documents from such applicants and, when complete, forwards the package to the U.S. embassies in Baghdad or Kabul for COM approval."

Yours sincerely,


Field McConnell, United States Naval Academy, 1971; Forensic Economist; 30 year airline and 22 year military pilot; 23,000 hours of safety; Tel: 715 307 8222

David Hawkins Tel: 604 542-0891 Forensic Economist; former leader of oil-well blow-out teams; now sponsors Grand Juries in CSI Crime and Safety Investigation