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Why the WTC Building Collapsed

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World Trade Center September 11, 2001 Photo by: Steve Spak

Why the World Trade Center Buildings Collapsed A Fire Chief's Assessment By: Deputy Chief Vincent Dunn ret. http://vincentdunn.com/ After the 767 jet liner crashed into the world trade center building creating the worst terror attack in history, a fire burned for 56 minutes inside the World Trade Center building number two. The top 20 floors of the building collapsed on the 90 floors below. The entire one hundred and ten-story building collapsed in 8 seconds... After a fire burned inside WTC tower number one for 102 minutes, the top 30

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The New York Times, February 6, 2003 Copyright 2003 The New York Times Company The New York Times February 6, 2003, Thursday, Late Edition - Final SECTION: Section B; Page 8; Column 4; Metropolitan Desk LENGTH: 189 words HEADLINE: Metro Briefing New York: Manhattan: City Must Release Rescue Tapes BYLINE: By Robert F. Worth (NYT) (Compiled by Anthony Ramirez) BODY: A state judge ruled yesterday that the city must release hundreds of tape recordings and other documents relating to the Fire Department's rescue operations on Sept. 11, 2001. Judge Richard F. Braun of State Supreme Court rejected the city's argument that releasing the records would interfere with the trial of Zacarias Moussaoui, a terror suspect. Ruling in a lawsuit brought by The New York Times, he said the city must release the Fire Department's internal radio transmissions and the factual portions of its oral histories of Sept. 11. But the city can withhold intra-agency advice from the records, he wrote. He also ruled that the tapes of 911 telephone calls made on that day must remain largely confidential because of the callers' privacy interests. The judge, however, ordered the release of those portions of the tapes involving relatives of nine families who moved to join the suit, and those portions consisting of the words of the 911 operators. The city is expected to appeal the decision, but a call to city lawyers was not immediately returned last night. Robert F. Worth (NYT)

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The NYPD's War On Terror Frustrated by the lack of help from Washington, police commissioner Ray Kelly has created his own versions of the CIA and the FBI within the department. So how will we know if he has succeeded? If nothing happens. By Craig Horowitz The World's Policeman: Commissioner Ray Kelly. (Photo credit: AP Photos) Buried deep in the heart of one of New York's outer boroughs, in an area inhabited by junkyards and auto-body shops, is an unmarked redbrick building that stands as an extraordinary symbol of police commissioner Ray Kelly's obsessive commitment to the fight against terrorism. Here, miles from Manhattan, is the headquarters of the NYPD's one-year-old counterterrorism bureau. When you step through the plain metal door at the side of the building, it is like falling down the rabbit hole-you're transported from a mostly desolate, semi-industrial area in the shadow of an elevated highway into the new, high-tech, post-9/11 world of the New York City Police Department. The place is so gleaming and futuristic-so unlike the average police precinct, with furniture and equipment circa 1950-that you half expect to see Q come charging out with his latest super-weapon for 007. Headlines race across LED news tickers. There are electronic maps and international-time walls with digital readouts for cities such as Moscow, London, Tel Aviv, Riyadh, Islamabad, Manila, Sydney, Baghdad, and Tokyo. In what is called the Global Intelligence Room, twelve large flatscreen TVs that hang from ceiling mounts broadcast Al-Jazeera and a variety of other foreign programming received via satellite. The Police Department's newly identified language specialists-who speak, among other tongues, Arabic, Pashto, Urdu, and Fujianese-sit with headphones on, monitoring the broadcasts. There are racks of high-end audio equipment for listening, taping, and dubbing; computer access to a host of superdatabases; stacks of intelligence reports and briefing books on all the world's known terrorist organizations; and a big bulletin board featuring a grid with the names and phone numbers of key people in other police departments in this country and around the world. The security area just inside the door is encased not only in bulletproof glass but in ballistic Sheetrock as well. The building has its own backup generator (everyone learned the importance of redundancy on September 11); and the center is staffed 24 hours a day, seven days a week. Even the 125 cops in the bureau (hand-picked from nearly 900 applicants) look a little sharper. Some are in dark-navy polo shirts that bear the counterterrorism-bureau logo, and others are in suits that seem to be a cut above the usual discount-warehouse version of cop fashion.

Inside the World Trade Center after the attacks December 19. 2001 Posted: 9:53 PM EST (0253 GMT)

Cauchon

(CNN) - The overall death toll of the September 11 attacks on the World Trade Center now stands at 3,001, according to the latest estimates. According to a report in USA Today, more than 1,400 of the victims were in the North Tower and nearly 600 were in the South Tower. What happened in the time between each plane's impact and each building's collapse that made the difference between life and death? CNN's Leon Harris spoke to Dennis Cauchon, who wrote the USA Today article. This is an edited transcript of their conversation.

HARRIS: One of the first things that jumped out at us ... was that the death toll was largely on the floors that had suffered the impact and above. It is amazing, and it seems to be an incredible testament to the strength of [the buildings] and engineering ... that the planes did not really cause as much death below them as they did above. CAUCHON: The North Tower is particularly amazing. Everyone on the 92nd floor died; everyone on the 91st floor lived. That is how clear the demarcation between the line of life and death. HARRIS: That is absolutely amazing. Let's take a look at the South Tower. What's the story here? CAUCHON: The plane struck from the 78th to the 84th floor. Only four people are known to have worked below the 78th floor who died. HARRIS: That is absolutely amazing. For those who may have been somewhat critical of the engineering of these towers, in the wake of the collapse, it seems as though that is pretty amazing handiwork, don't you think? CAUCHON: Both buildings held up just long enough, basically, to give every potential survivor a chance to get out. HARRIS: There is one thing that did jump out at us: You say there was one particular stairwell open from top to bottom and hardly anyone used it. CAUCHON: In the South Tower, one of the three stairwells was open from top to bottom. Only four people used it to go down from above the 78th floor. Other people went up that stairway in hopes of a helicopter rescue that wasn't possible. HARRIS: That didn't happen because of the fire and the smoke up there, correct? CAUCHON: Exactly.

SPRING 3100 THE MAGAZINE FOR THE DEPARTMENT BY THE DEPARTMENT

VOL 59/ISSUE 2

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New York Metro - New York Magazine Man Behind the Mayor AMANDA GRISCOM

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NEWYORKMETRO.COM

Tuesday. November 13, 2001

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I features Man Behind the Mayor Until September 11, Richard Sheirer, director of the Office of Emergency Management, was mostly sweating the small stuff: burst water mains, power outages, rodent-control problems. Then, with his command center destroyed and his friends missing, he became the unsung hero of the hot zone - and one of the most powerful men in New York.

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On the morning of September 12, Richard Sheirer, director of the mayor's Office of Emergency Management, was scheduled to (conduct a biological-terrorism drill in a 'cavernous commercial warehouse on the Hudson. Known as tripod -- short for "trial point of distribution" - the exercise was to test how quickly Sheirer's staff could administer treatments at the kind of ad hoc medical centers that would be set up all over the city in the event of an actual attack. For an audience, Sheirer had lined up Mayor Rudy Giuliani, the police and fire commissioners, and representatives of the FBI and the Invitations Federal Emergency Management Agency (FEMA). He had Register Now to win access to hired over 1,000 Police Academy cadets and Fire NY's hottest events. Department trainees to play terrified civilians afflicted with See past party photos various medical conditions, allergies, and panic attacks. He had even arranged for a shipment of 70,000 M&Ms to be Newsletter Sign Up! delivered and divided by color into medical packets representing different prophylactics and vaccines. But the Restaurant Insider M&Ms never arrived. This Week -4 guide to culture and upcoming events • Movies • Music & Nightlife • Theater •Art •Kids • Classical & Dance • The Mix

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On the morning of September 11, Sheirer got to City Hall at 8 a.m. for a meeting about the Jackie Robinson-Pee Wee Reese memorial planned for Coney Island. "I was in heaven, sitting between Ralph Branca and Joe Black," he remembers. "We were about to select the statue, and then we heard the pop." At first he thought a transformer had Best Bets Daily New York's coolest products and exploded in an underground substation. Then he got a best sales. flash report from Watch Command in OEM headquarters. (Enter Your Email

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As his driver barreled down Broadway, Sheirer recalls, "my first move was to clear the streets so we could get emergency vehicles in and people out." He radioed the police department and told them to shut down traffic below Canal Street and close

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®CBSNEWS.com 48 Hours At Ground Zero NEW YORK, Sept. 28,2001

It's 8:48 on Tuesday morning, two weeks to the minute that the first hijacked jet crashed into the World Trade Center. At Ground Zero, where more than 6,000 people are still missing, the solemn search for any sign of life goes on. But even this vital work must stop to remember the thousands who are lost somewhere in these mountains of debris. Assistant Fire Chief Frank Fellini has been at Ground Zero since the first hours of the attack. "Almost everyone knew someone. I've met five or six firefighter fathers looking for sons and sons looking for their fathers." 48 Hours was granted unprecedented access to both Ground Zero and the command center of New York's Office of Emergency Management. An army of 20,000 city, state and federal workers as well as volunteers are on the front lines, carefully sifting through debris. While Mayor Rudy Giuliani has been leading the public charge, his top general is an unassuming career bureaucrat named Richard Sheirer. Sheirer, a father of five who has worked for the city for 34 years, is director of the mayor's Office of Emergency Management, the agency that is the nerve center of the rescue-and-recovery effort. "Our job is to coordinate the many agencies," he says. "We have well over 100 agencies and usually 300 to 500 people here 24 hours a day." Sheirer's job has been to make tough decisions over the past 17 days. On Sept. 11, for example, after the two planes hit the two towers, he asked the police to crash their helicopters into any other planes that might be attacking the towers. "There are a lot of decisions you have to make and we were all making, that when we get to sit down and think about them, they will haunt us," he says. The city's original command center was destroyed when World Trade Center Number 7 collapsed hours after the twin towers fell. Within 48 hours, Sheirer and his people found and built a new command center inside a massive pier. Engineers pore over old maps and create new ones; the FBI tracks its investigators in the field; the sanitation department directs its trucks at Ground Zero, and a weather station watches approaching storms. It's an impressive operation, but Sheirer is modest about it. "I'm not a hero," he says. "I'm just a guy who does his work. The real heroes are down at the World Trade Center who work 22 hours a day." Some of those heroes are about to pull down what's left of one of the twin towers. By early evening, the top of the wall comes down. As night falls, Ground Zero becomes a dramatic landscape of destruction bathed in stadium light. Sheirer finds the place painful. "There are a lot of friends of mine still in there, fellows whose fathers are friends of mine and I want to give them the dignity and respect they deserve," he says. He has been touched by efforts from all over, including one resue team who spent its own money and drove 58 hours with no pay to work there. Everyone is on a mission, he says: "Twenty-four hours a day you come down here and you think it's high noon, and that's the way it's gotta be."

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NEW YORK CITY FIRE DEPARTMENT

March 24, 2003

Fire Commissioner Nicholas Scoppetta Executive Assistant

Fire Investigations Chief Fire Marsha Louis Garcia

Thomas Kelly

EEO Asst. Commissioner Paulelte Lundy

Special Assistant to the Fire Commissioner Kale Frucher

Chief of EMS Operations Robert McCracken

Assistant Chief of EMS Operations EAC Jerry Gombo EMS DIVISION COMMANDERS Division 1 DVC Joel Friedman Division 2 DVC Frederick Villani Division 3 DVC Walter Kowalczyk Division 4 DVC James Basils Division S DVC Ulysses Grant Division 6 DVC Frances Pascale Training. Education & Curriculum Development Executive Director Dr. Stephan Hitlmann

Fire Academy BC Nicholas Santangelo

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Intergovernmental Deputy Commissioner Daniel Snacknai

Chief of Department Frank Crutners

Chief of Fire Prevention Stanley Dawe

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Assistant Chief of Operations AC Peter Hayden

Administration & Enforcement Asst. Commissioner Kay Elite

Deputy Assistant Chief of Operations DAC Thomas Cashtn

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WORLD TRADE CENTER BOMBING On February 26, 1993, an explosion occurred in the World Trade Center. The explosion caused six deaths, 1042 injuries, and nearly $600 million in property damage. Two ATF National Response Teams (NRT) responded to assist the NNew York City Police Department and the FBI in the investigation. Also assisting in the investigation were the U.S. Secret Service, the U.S. Customs Service, the U.S. Department of State, the U.S. Department of Defense, the Port Authority of New York and New Jersey, and the New York and New Jersey State Police. An IRT member working with a New York City Police Department Bomb Squad investigator uncovered the key piece of evidence, Uncovered was a vehicle identification number from a van that had been rented but reported stolen the day prior to the explosion. Their recovery ultimately led to the identification and indictment of seven co-conspirators, four of whom have been prosecuted. The evidence linked the defendants to the purchase of chemicals and hydrogen tanks used to manufacture the bomb, to the rental of the shed to warehouse the chemicals and later the bomb, and the rental of the van that contained the bomb.

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1993 Explosives Incident Report, Bureau of Alcohol, Tobacco, and Fireams CLICK PHOTO TO ENLARGE (67K Photo, please be patient)

EDITOR'S NOTE The heroism that was displayed by both the police officers of the NYPD and the firefighters of the FDNY during the rescue of thousands of trapped employees in the World Trade Center has been documented by journalists and the media. This cowardly attack on the innocent people of the City of New York will be written about for many years. There were thousands of individual acts of bravery that went unrecognized in the confusion and terror of that day. What follows is a bird's-eye view of some of the events of that day in the eyes of the Commanding Officer of the NYPD Aviation Unrt, Captain William Wilkens, NYPD (retired): 4

OK, I know a lot of people think being the Commanding Officer (C.O.) of the New York City Police Departments Aviation Unit (AU) is a great job (it is), but there are pitfalls. Now that I am retired I can, for the first time,

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Associated Press City official who coordinated emergency operations during WTC attack steps down By SARA KUGLER Associated Press Writer 392 words 28 March 2002 02:55 pm Associated Press Newswires English Copyright 2002. The Associated Press. All Rights Reserved. NEW YORK (AP) - The man who directed emergency operations during the World Trade Center attacks has stepped down as head of the city's Office of Emergency Management. Richard Sheirer was coordinating evacuations, rescues and triage as the twin towers collapsed Sept. 11, calling for harbor and air protection, and shutting down the streets of lower Manhattan. In the months since, Sheirer has directed the massive recovery and cleanup operation at the site. "We did what you do always - you adapt," said Sheirer, 55, standing on a ramp leading into the seven-story pit at ground zero on Thursday. "We took all the planning we had done for coastal storms, for bioterrorism, for all hazards, our experience with water mains, with fires, with collapses, and we used every bit of that experience to deal with this." Former Mayor Rudolph Giuliani tapped Sheirer in February 2000, when snowstorms and water main breaks were considered emergencies. Before the terror attacks, Sheirer's most intense day as director was a July 2000 explosion and building collapse that killed three people. "Richard Sheirer is one of my heroes," Giuliani said. "He's one of the people I relied on the most in getting the city through Sept. 11." Sheirer, a former fire department dispatcher who rose through its ranks before becoming police department chief of staff, lost dozens of friends in the attacks. His eyes still well with tears when friends' remains are found. A stout man with a round face and big glasses, he embraces firefighters, one after another, when he goes to ground zero. Slowly however, New York's emergency services are regrouping. The first of 86 firetrucks ordered to replace those lost Sept. 11 was delivered to a downtown firehouse on Thursday. The 100-foot aerial ladder truck, painted with a fluttering American flag and the image of a firefighter raising a flag at ground zero, was commissioned for Ladder Company 10. The company and Engine 10, which were among the first to respond to the attacks, lost four firefighters and its vehicles when the twin towers collapsed. As for Sheirer, he plans to join Giuliani as a consultant on public safety issues. Mayor Michael Bloomberg has not yet named his successor. Rush AP Photo NY119 Document aprs000020020328dy3sOOwvh

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THE WALL STREET JOURNAL Aide to Mayor Quietly Handles New York Rescue Effort By Jared Sandberg Staff Reporter of The Wall Street Journal 774 words 21 September 2001 The Wall Street Journal A10 English (Copyright (c) 2001, Dow Jones & Company, Inc.) There he is again standing behind New York City Mayor Rudolph Giuliani. But unlike most of the politicos that itch for the microphone at the mayor's news conferences since the World Trade Center attacks, this stout, bear of a man with glasses and graying hair isn't looking for air time. He only seems to speak when asked and whispers answers in the mayor's ear. As the director of the mayor's Office of Emergency Management, Richard J. Sheirer may be better known for preparing New Yorkers for a heat wave or fighting against the city's growing rat population. But after the terrorist attack and the immense multiagency effort to recover from it, Mr. Sheirer has emerged as Mayor Giuliani's top fixer. "I'm a general who is really just a corporal," says Mr. Sheirer, his Brooklyn accent muffling his Rs. "I just wanna get the job done." The mayor clearly relies heavily on his inner circle of officials and an overwhelming number of agencies, corporations and politicians who have stepped up without being asked. But privately, people close to the mayor say much of the weight of the relief effort -- and the logistical nightmares that accompany it — fall on the shoulders of Mr. Sheirer, or "Richie" as he is called. Set up in 1996, the OEM coordinates the city's response to all emergency conditions that require multiple agencies. It monitors emergency radio frequencies and keeps tabs on events here and abroad. In a time of disaster like last week's, the OEM's Watch Command becomes a main communications and logistics hub. That gives Mr. Sheirer a significant amount of operational control over the rescue. Managerially, the former firealarm dispatcher is an unflappable master of understatement, as if years of sounding alarms made him cautious to trip them. Described as a caring man, he seems to remember the names of every firefighter who perished. Mostly, he is known for his low profile. Nicholas Scopetta, commissioner of the Administration for Children's Services says: "There's absolutely no ego. He's a patient man who hears everyone but is very decisive." The response to the Trade Center's collapse wasn't perfect. But to most who witnessed the catastrophe, no emergency drill would adequately prepare crews for what happened after the planes crashed into the buildings. "There was nothing on the face of this earth that would prepare you for that," Mr. Sheirer says. The trick of organizing such a massive effort is straightforward, he says. His efforts last Tuesday amounted to a constant struggle to set up a communications center. "If I don't have the right information," he says, "I can't help anybody." He and other officials tried to set up command posts in the World Trade Center and moved them after subsequent explosions. In the chaos that followed, Mr. Sheirer set up triage posts and sealed off lower Manhattan to avoid the same traffic jams that slowed the emergency effort during the 1993 bombing.

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OEM The eyes and ears of the city' The Mayor's Office of Emergency Management, headed by Dongan Hills resident Richard Sheirer, is the secret hi-tech war room where city agency officials prepare for anything 04/01/01 By RYAN LILLIS ADVANCE STAFF WRITER

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In the Mayor's Office of Emergency Management, (OEM) they prepare for ground zero on a daily basis, all the while taking on the tasks of routine disasters.

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From his corner office in this lower-Manhattan skyscraper, Richard J. Sheirer, the guy everyone around here calls Boss, is peering over the city on the first day of spring. Somewhere out there, in this town of 8 million, every new second brings with it the potential for mayhem. And we plan for the unthinkable," says Sheirer, a Dongan Hills resident and the director of OEM since Feb. 17, 2000. When OEM broke free of the Police Department in 1996 to become a branch of the mayor's office, the city got a high-tech center of weather radars and computer systems that help coordinate the dozens of public service agencies it takes to cope with disaster. At the middle of it all is Sheirer - who himself has more than 30 years of combined Fire and Police department experience - and his staff of 68.

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The eyes and ears of the city," is how Sheirer describes his crew. And then when something happens, we become the arms and legs. We can't fight the fires, but we think of everything else." Like when an arson fire shut down PS 36 in Annadale for a

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4/1/01

Kennedy School of Government Case Program

CR15-03-1681.0

Rudy Giuliani: The Man and His Moment "All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership." John Kenneth Galbraith, The Age of Uncertainty "Many of [Mayor Giuliani's] strengths were exemplified, expanded upon, during [the September llth] crisis: the leadership skills, the extraordinary capability to deal with crisis, the ability to project calmness in the face of catastrophe, the ability to lead and coordinate. [Pause.] Some of the character traits that caused that dislike by many in the city, that's still there. But, nobody's perfect. Nobody's perfect." Willliam Bratton, Former New York City Police Commission

The Man, The Mayor "Priest in a Pinstriped Suit."1 The grandson of Italian Catholic immigrants, Rudy Giuliani nearly entered the priesthood at age seventeen. Dissuaded by his parents, who cherished hopes for grandchildren, he enrolled instead at Manhattan College in the Bronx. Under his father's tutelage, the young Giuliani had developed a stark sense of right and wrong. Harold Giuliani was a dedicated father and, having been convicted as a young man of armed robbery, was determined

Andrew Kirtzman, Rudy Giuliani: Emperor of the City, New York: HarperCollins Publishers Inc., 2000, p. 5. This case was written by Hannah Riley, Assistant Professor, John F, Kennedy School of Government, Harvard University, and Taiya Smith, Research Assistant, Center for Public Leadership, John F. Kennedy School of Government, Harvard University with the support of the Center for Public Leadership. (0303) Copyright © 2003 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-888-640-4945, fax 215-682-5092, email [email protected], or write the Case Program Sales Office, DocNet, Inc. 411 Eagleview Boulevard, Suite 116, Exton, PA 19341. No part of this publication may be reproduced, revised, translated, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise— without the written permission of the Case Program Sales Office at the John F. Kennedy School of Government