The CIA's senior management saw problems with the armed Predator as well, problems that Clarke and even Black and Allen were inclined to minimize. One (which also applied to reconnaissance flights) was money. A Predator cost about $3 million. If the CIA flew Predators for its own reconnaissance or covert action purposes, it might be able to borrow them from the Air Force, but it was not clear that the Air Force would bear the cost if a vehicle went down. Deputy Secretary of Defense Wolfowitz took the position that the CIA should have to pay for it; the CIA disagreed. Second, Tenet in particular questioned whether he, as Director of Central Intelligence, should operate an armed Predator." This was new ground,"he told us. Tenet ticked off key questions: What is the chain of command? Who takes the shot? Are America's leaders comfortable with the CIA doing this, going outside of normal military command and control? Charlie Allen told us that when these questions were discussed at the CIA, he and the Agency's executive director, A. B." Buzzy" Krongard, had said that either one of them would be happy to pull the trigger, but Tenet was appalled, telling them that they had no authority to do it, nor did he. Third, the Hellfire warhead carried by the Predator needed work. It had been built to hit tanks, not people. It needed to be designed to explode in a different way, and even then had to be targeted with extreme precision. In the configuration planned by the Air Force through mid-2001, the Predator's missile would not be able to hit a moving vehicle. White House officials had seen the Predator video of the "man in white." On July 11, Hadley tried to hurry along preparation of the armed system. He directed McLaughlin, Wolfowitz, and Joint Chiefs Vice Chairman Richard Myers to deploy Predators capable of being armed no later than September 1. 

Question: "What was first problem the CIA's senior management saw with the armed Predator?"

Answer: "There were concerns whether this was feasible to do"

Response: yes


We need natural resources for just about everything we do. We need them for food and clothing, for building materials and energy. We even need them to have fun. Table 2.1 gives examples of how we use natural resources. Can you think of other ways we use natural resources? Use Vehicles Resources Rubber for tires from rubber trees Steel frames and other metal parts from minerals such as iron Example iron ore Electronics Plastic cases from petroleum prod- ucts Glass screens from minerals such as lead lead ore Use Homes Resources Nails from minerals such as iron Timber from trees Example spruce timber Jewelry Gemstones such as diamonds Minerals such as silver silver ore Food Sunlight, water, and soil Minerals such as phosphorus corn seeds in soil Clothing Wool from sheep Cotton from cotton plants cotton plants Recreation Water for boating and swimming Forests for hiking and camping pine forest Some natural resources are renewable. Others are not. It depends, in part, on how we use them. 

Question: "What are some basic reasons we need natural resources?"

Answer: "FUN"

Response: yes


The French have always wanted to know what it means to be a French­man. Their history has been a constant quest for national identity: a conflict between strong regional loyalties and central authority. In about 2000 b.c. Celtic tribes — probably from eastern Europe — came looking for greener pastures in the areas that are now Franche-Comté, Alsace, and Bur­gundy. At the same time, migrants from the Mediterranean countries were trickling into the south. The first recorded settlement was the trading post set up by Phocaean Greeks from Asia Minor at Massalia (Mar­seilles) around 600 b.c. , followed by other ports at Hyères, Antibes, and Nice. But the Greeks developed few contacts with the interior beyond a little commerce in olives and wine with the Celts of Burgundy. When their position was threatened by Ligurian pirates at sea and warlike tribes from inland, the merchants of Marseilles called on Rome for help. From Gaul to France In 125 b.c. , the Romans came in force, conquered the "Gallic barbarians," and set up a fortress at Aquae Sextiae (Aix-en-Provence). They took advantage of this new stronghold to create Provincia (now Provence), stretching from the Alps to the Pyrénées, in order to guarantee communications between Italy and Spain. When this province was endangered by fresh attacks from the north, Julius Caesar himself took charge, conquering practically the whole of Gaul by 50 b.c. Caesar drew Gaul's northeastern frontier at the Rhine, taking in present-day Belgium, and warned that the Ger­man­ic tribes across the river — the Franks (after whom France is named), Alamans, and Saxons — would always threaten the security of the frontier. The Romanization of Gaul sent the most energetic warriors to defend the outposts of the empire while their families settled down to work the land or build towns such as Lyon, Orange, Arles, and Nîmes, and the first great highways between them. At the same time, merchants built up a thriving trade with the rest of the Roman Empire. The pattern for the peasantry and bourgeoisie of France was thus established. Christianity was introduced into Gaul in the first century a.d. 

Question: "About what year, did Celtic tribes came looking for greener pastures in the areas that are now Franche-Comté, Alsace, and Bur­gundy?"

Answer: "2000 B.C"

Response: yes


In remarks during a ribbon-cutting ceremony here on Wednesday, Gov. George E. Pataki said he expected the facility to generate thousands more jobs in the Hudson Valley area for contractors and suppliers catering to the factory. He praised IBM for being "a critical partner in our economic development efforts" in New York state. In a brief speech, Samuel J. Palmisano, IBM's chief executive, emphasized that it was important to make long-term investments despite the current slump in the technology business. "To play to win in technology, you innovate and you lead," he said. But manufacturing technology products is a costly and cyclical business. In June, IBM announced that it was taking a charge of more than $2 billion against earnings. The largest single reasons for the charge were the cost of getting out of the business of manufacturing hard disks for storage, which it sold to Hitachi, and closing down some of its older semiconductor operations. But Kelly said the demand for advanced chips, like those produced at IBM's facility in Burlington, Vt., is strong. "I need more capacity in that end of the market," he said, "and this is factory is critical to meeting that growing demand." If IBM has miscalculated the demand, it will suffer badly as both the high operating costs and depreciation on the huge capital investment for the East Fishkill factory drag down earnings. But industry analysts said the plant should be insulated from a falloff in one or a few segments of the semiconductor market. 

Question: "What Factory was just opened in Hudson Valley with a ribbon cutting ceremony?"

Answer: "Vermont Factory"

Response:
no