The US Marine Corps has returned to Helmand, the restive province in southern Afghanistan where it fought years of bloody battles with the Taliban, to help train Afghan forces struggling to contain the insurgency.
Many of the 300 Marines coming to Helmand as part of the NATO-led Resolute Support training mission are veterans of previous tours in the province, where almost 1,000 coalition troops, mostly US and British, were killed fighting the Taliban.
When they left in 2014, handing over the sprawling desert base they knew as Camp Leatherneck to the Afghan army, the Marines never expected to return. The fact that they are back underlines the problems Afghan forces have faced since being left to fight alone.
Military units are team-oriented by necessity and design, but when troops leave the service, they often find themselves isolated and working by themselves. The team dynamic is gone. Veteran service organizations are much the same way. Even with an incredible mission and the tools to serve veterans, everyone accomplishes more in a collaborative environment. NAVSO, the National Association of Veteran-Serving Organizations, was founded with that in mind.
NAVSO is out to change the landscape for veterans through further developing the veteran service organization marketplace. Whether public or private, any VSO is welcome to join the ranks and collaborate with like-minded organizations with similar goals. The idea is to improve efficiency and effectiveness while fostering innovation by working together.
In bringing together organizations like the Travis Manion Foundation, USAA, the Schultz Family Foundation, and the PsychArmor Institute, NAVSO has connected thousands of American veterans to other organizations dedicated to creating an environment where veterans and their families can live, work, and thrive.
Most importantly, the collaboration between organizations serving veterans can help identify gaps in services needed by vets and their families, then further identify how to address those gaps. NAVSO works to improve the lives of veterans through many different areas including education, employment, housing, healthcare, financial assistance, wounded warriors, and gold star families. It is the only organization working to change the landscape of the services available to veterans in both the public and private sector.
With more than 40,000 nonprofit organizations in the United States whose missions are focused on the lives of service members, veterans, and their families, it is increasingly important to build a community in which these organizations can collaborate towards the same goals instead of competing for the same funds. These organizations may simply be unaware of potential partners operating in the same space or may not know about resources available to them outside of their niche area.
NAVSO is a sponsor of the Military Influencer Conference.
“We’re geography agnostic, size and revenue agnostic, and specific military/veteran/family-serving mission agnostic – our tools and services can take VSOs at different stages of development from start to solvency, from solvency to sustainability, and from sustainability to growth and impact,” says NAVSO CEO Tim Farrell. “NAVSO is all about transforming the veteran-serving space, one organization at a time by helping them find funding faster and serve veterans better.”
Considering NAVSO’s dedication to collaboration, it makes sense that it would want to be a part of the 2019 Military Influencer Conference. The Military Influencer Conference brings together military and veteran professionals who are interested in developing their entrepreneurial acumen and build a better life for themselves and their families. The conference also brings together leading veteran entrepreneurs, startup accelerators, and – of course – veteran service organizations in the business development sector.
If you’re interested in starting your own business, check out MilitaryInfluencer.com for the next conference or just go check out all the VSOs and personalities involved. The Military Influencer Conference is a shining example of how collaboration makes everyone more efficient and effective.
Russia claims to have developed new tank attack strategies to baffle and destroy modern adversaries while counteracting dangers, according to RIA Novosti, a Russian news agency.
With the advent of suicide cars, IEDs and anti-tank missile systems, Russian T-72 tank crews have implemented new strategies, such as “tank carousels,” “tank trousers” and “Syrian shaft,” according to Defence Blog, which cited the RIA article.
Tank carousels involve several platforms rotating in a circle and firing like a revolver.
“It allows us to fire over an unlimited time period,” Captain Roman Schegolev told RIA, according to Sputnik. “There can be three, six, nine or more machines. They move uninterrupted in a circular motion, one pummeling the enemy, the other moving to the rear and reloading, the third preparing to enter firing position, and so on. Non-stop shooting; just make sure to feed the shells.”
Unlike Abrams tanks, T-72s have automatic loaders which allows for the maneuver, Schegolev added.
“On the other side they will break down and open return fire, revealing their armament,” Schegolev said. “Then our disguised sniper tanks with specially trained crews step into action. They quickly and efficiently strike the identified targets.”
(Russian Defense Ministry)
This strategy was especially successful in Syria, where T-72s were able to fire atop and then hide behind embankments. It can even be used when the tank crews don’t know with what the enemy is armed, Defence Blog reported, citing RIA.
The tank trousers tactic, on the other hand, involves tanks rotating between trenches, staying in each trench for no more than a few seconds.
“The tank enters the trench, fires, kicks into reverse and moves to the next. Enemy anti-tank weapons don’t have time to react,” Sputnik reported.
The third tactic, Syrian shaft, involves tanks hiding behind parapets and shooting through holes in the wall before scooting away, which is effective against ATGM and IED attacks, according to Jane’s 360.
“What’s interesting here isn’t the tactics themselves, but rather that Russia is trumpeting them as innovative,” Peck wrote.
“Rotating tanks in and out of the firing line, rapid fire shooting and switching between alternate firing positions have been standard practice since World War II (the Russians would have learned this the hard way at the hands of the Germans),” Peck wrote. “These are tactics that American, British, Israeli and other tank crews would be familiar with.”
“Tanks may differ between nations,” Peck wrote. “But often tactics are the same.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Being on patrol in a war-torn city means there’s going to be plenty of random objects laying on the ground. A cute and cuddly rabbit may appear innocent, but in a combat zone, anything can be rigged to blow.
Although this is an enemy booby trap, it was well placed and constructed.
What are you picking up a stuffed bunny for anyway? It’s creepy. (Source: Warner Bros. /Giphy images)
2. Do: stay low
Staying as low as humanly possible is important as seen in “Enemy at the Gates.”
3. Do: have situational awareness
In the infantry, it’s very important to have a solid 360 degree of security in place so the enemy can’t sneak inside and stab you in the stomach like in 2008’s Ben Stiller-directed “Tropic Thunder.” The movie may have been incredibly goofy, but they make a good case how vital it is to know who is in your area.
In any infantry manual, the importance of taking up a spot that defends you from incoming enemy fire is vital. We’re guessing Cowboy, played by Arliss Howard, skipped that chapter of the book while attending the school of infantry.
“Why didn’t you guys tell meeeeeee?” (Source: Warner Bros. /Giphy images)Can you think of any others? Comment below.
The 1st Expeditionary Civil Engineer Group provides theater-wide engineering technical services, light and heavy troop labor construction and repairs within the U.S. Central Command area of responsibility in order to engineer combat power and establish and sustain combat platforms for USCENTCOM and other joint forces.
Within the 1st CEG are the 577th Expeditionary Prime Base Engineer Emergency Force, or PRIME BEEF, and the 557th Expeditionary Rapid Engineer Deployable Heavy Operational Repair Squadron, or REDHORSE, both sister tenants consisting of two separate construction teams with separate projects at Al Dhafra Air Base, United Arab Emirates.
REDHORSE is a self-sustaining, mobile, heavy construction squadron, capable of rapid response and independent operations in remote, high-threat environments worldwide.
“We have teams all over the AOR building anything from taxiways on airfields to entire logistics support areas, to digging wells to provide water for bases in austere locations,” said Capt. Jared Erickson, 557th ERHS Al Dhafra AB site officer in charge.
Staff Sgt. Thomas Findlay, 557th Expeditionary Rapid Engineer Deployable Heavy Operational Repair Squadron engineering assistant, explains the foundation configuration during construction of airfield damage repair quipment warehouse, Dec. 23, 2018, at Al Dhafra Air Base, United Arab Emirates.
(U.S. Air Force photo by Tech. Sgt. Darnell T. Cannady)
“My team here on (Al Dhafra AB) is almost like a miniature mission support group,” added Erickson. “We have highly-skilled vehicle maintainers that keep our heavy equipment fleet running strong and a supply team that can acquire construction materials from around the world. We are a self-sustaining construction team that can build almost anything, anywhere.”
Two of the current projects the 557th ERHS are working on are a warehouse for airfield damage repair equipment and a new Patriot Missile site.
“We are building a 13,000-square-foot warehouse to store and protect (.7 million) worth of airfield damage repair equipment,” said Erickson. “Additionally, we are in the process of finalizing the new Patriot Missile site, including 15 different projects valued at (.8 million) for roads, launcher pads, sunshades, tents and an electrical distribution system.”
Senior Airman Dekota Newson, 577th Expeditionary Prime Base Engineer Emergency Force heavy equipment operator, remove excess cement from the foundation system to support a build during construction, Dec. 23, 2018, at Al Dhafra Air Base, United Arab Emirates.
(U.S. Air Force photo by Tech. Sgt. Darnell T. Cannady)
The 577th Expeditionary PRIME BEEF Squadron provides a full range of engineering support required to establish, operate, and maintain garrison and contingency air bases.
Prime-BEEF forces maintain the necessary equipment and personnel to support fire emergency services; expedient construction; explosive incident response; emergency management; chemical, biological, radiological and nuclear response and many other specialized mission duties.
“The 577th EPBS is composed of Civil Engineering Air Force Specialty Codes, but have a separate role from base CE as we perform major construction and repair projects for (U.S. Air Forces Central Command),” said Capt. Paige Blackburn, 577 EPBS OIC of troop construction.
Currently, they are constructing a site by building an 18-foot tall mound and foundation to support a tower.
“The foundation system is made entirely from concrete and the site will have several miles of reinforcing steel rebar,” said Blackburn. “The tower and equipment weighs more than 120,000 pounds and is attached by large anchor bolts cast into the concrete piers. The tolerance of anchor bolt placement is extremely critical to ensure the tower frame will fit perfectly.”
Members of the 577th Expeditionary Prime Base Engineer Emergency Force pour cement into the foundation system to support a build during construction, Dec. 23, 2018, at Al Dhafra Air Base, United Arab Emirates.
(U.S. Air Force photo by Tech. Sgt. Darnell T. Cannady)
Projects such as this can be challenging and require the use of different techniques and skillsets to complete the task.
“Setting the anchor bolts perfectly was incredibly challenging,” added Blackburn. “To set this accurately required age-old techniques of steel tape, construction squares, basic trigonometry, true ingenuity and nearly all the ladders on base. Thankfully, we have Master Sgt. James Morgan, a Heavy and Construction Equipment expert Guardsman with 30 years of construction experience. The project involves a 15-person construction team.”
Other completed projects include a 320-room renovation totaling 0,000, a id=”listicle-2625336716″.4 million renovation of the Oasis Dining Facility, and several waterline, sewer line, and communication duct bank construction projects.
“(1st) ECEG is the preferred choice for projects that require a rapid construction completion date, and is also the safer option for construction that intertwines with sensitive and valuable information,” said Blackburn.
With the REDHORSE and Prime BEEF Squadrons providing their expertise throughout Al Dhafra AB, the base continues to improve for the next rotation of deployers and continuation of the mission.
The Air Force is 10 days into its “light attack experiment” at Holloman Air Force Base, New Mexico, where four aircraft — AirTractor and L3’s AT-802L Longsword; Sierra Nevada and Embraer’s A-29 Super Tucano; and Textron and AirLand LLC’s Scorpion, as well as their AT-6B Wolverine — have been strutting their stuff.
Air Force pilots already have flown basic surface attack missions in the A-29 and AT-6, according to the service, and conducted “familiarization flights” in the Scorpion and AT-802L as part of the month-long event.
The live-fly exercises will move into combat maneuver scenarios and weapons drops, some of which have already happened.
“This experiment is about looking at new ways to improve readiness and lethality,” Chief of Staff Gen. David Goldfein said in a statement August 9. Goldfein, along with Air Force Secretary Heather Wilson, stopped by the event, which the service has been putting together for months.
How service leaders plan to evaluate the performance of four very different aircraft — from jet to turboprop plane to an armored cropduster — is still to be determined.
The aircraft were on static display for leaders, including Air Combat Command commander Gen. Mike Holmes and Lt. Gen. Arnold Bunch, the Air Force’s military deputy for the Office of the Assistant Secretary for Acquisition at the Pentagon, to check out.
Goldfein even flew in the AT-6 and the A-29, according to reports.
“We’re experimenting and innovating, and we’re doing it in new and faster ways,” Wilson said of the experiment, dubbed OA-X. “Experiments like these help drive innovation and play a key role in enhancing the lethality of our force.”
Goldfein added, “We are determining whether a commercial, off-the-shelf aircraft and sensor package can contribute to the coalition fight against violent extremism. I appreciate industry’s willingness to show us what they have to offer.”
The service has said the prolonged conflict in the Middle East, with the Islamic State and other extremist groups extending their influence in the region, is the impetus for buying another plane — just one that won’t cost taxpayers a fortune.
“We want to look at a concept so we could have a lower operating cost, a lower unit cost, for something to be able to operate in a permissive … environment than what I would require a fourth- or a fifth-gen aircraft to be able to operate in,” Bunch said in March.
But no matter what the outcome, some in Washington, DC are already pleasantly surprised the Air Force has become more hands-on in potential future weapons and aircraft buying strategies.
“The light attack experiment at Holloman Air Force Base, New Mexico, provides an example for how rapid acquisition and experimentation can help our military procure the needed capabilities more quickly, more efficiently, and more affordably than we have in the past,” Senate Armed Services Committee Chairman Sen. John McCain said.
“Our adversaries are modernizing to deploy future capabilities aimed at eroding the US military advantage — and reversing that trend will require a new, innovative approach to acquisition and procurement,” he said in a statement August 9.
The former Navy pilot stressed that, while the Air Force should sustain its A-10 Thunderbolt II fighter fleet for close-air support, “the Air Force should procure 300 low-cost, light-attack fighters that would require minimal work to develop.”
McCain on August 9 stressed his committee has been supportive of the action, and “included $1.2 billion in authorized spending for the program in the National Defense Authorization Act for Fiscal Year 2018.”
“I am encouraged to see the Air Force using the rapid acquisition authorities that Congress has given the Department of Defense in recent defense authorization bills,” he said. “The light attack aircraft will be an integral part of building our military capacity to combat current threats, and this experiment is a new model for quickly getting our warfighters the capabilities they need to bring the fight to the enemy.”
The wreckage of the USS Conestoga, a Navy tug that also served as a minesweeper and fleet tender in World War I, was been found off the coast of California 95 years after the ship was lost with all hands. It was found 2,000 miles from where it was presumed lost.
Conestoga was laid down in 1903 in Maryland and launched in Nov. 1904 as a civilian tug. In 1917, the Navy purchased and commissioned the ship for minesweeping duties.
During the war Conestoga served on the East Coast, transporting supplies and guns, escorting convoys to the Caribbean, and taking part in patrols. She carried a 3-inch deck gun to use against enemy ships.
After the war she continued to serve in the Atlantic until she received orders to American Samoa. Unfortunately, the ship would never make it there.
Conestoga underwent alterations and a refit in 1920 in preparation for the long trip to American Samoa, then headed for Mare Island, arriving Feb. 17, 1921 after a stop in San Diego. At Mare Island Conestoga received final repairs and supplies and headed for Pearl Harbor on Mar. 25, the final scheduled stop en route to American Samoa.
This was the last time the ship was seen afloat. It was scheduled to arrive Apr. 5 at Pearl Harbor and was erroneously reported to have arrived Apr. 6. On Apr. 26, it was clear that something had happened to the ship and the Navy launched a search.
After the Navy gave up Conestoga as lost, a mystery hung over the fate of the ship for nearly 95 years. But an Aug. 2009 coastal survey by the National Oceanic and Atmospheric Administration spotted a wrecked ship near Southeast Farallon Island. The Farallon Islands form an island chain 30 miles from the San Francisco Coast.
In Sep. 2014, a remotely operated vehicle was used to photograph the site and an Oct. 2015 survey collected more information. Some details of the wreck, including the lack of a 3-inch gun on the deck, made researchers think it wasn’t the Conestoga. When a researcher went through the footage carefully, he spotted the mount for the weapon and a hole where it probably fell through the deck.
The USS Conestoga‘s 3-inch, 50-caliber deck gun. U.S. Naval History and Heritage Command Photograph
The mount, combined with distinct features of the engines and boilers, finally allowed the Navy to say with certainty that they had found their lost ship, 2,000 miles from the original search area.
The ship’s wreckage and the remains of the 56 sailors lost when it sank are now protected by the Sunken Military Craft Act. Officials have said they have no plans to recover the wreckage or otherwise disturb it.
Years after initial development, Lockheed Martin’s F-35 Lightning II finally seems like it’s well on its way to enter the US’s fleet of fighter jets. That doesn’t necessarily mean, however, that the DoD isn’t seeking alternative jets to supplement their squadrons.
According to Defense News, the US Air Force announced that it would begin testing aircraft that were not currently planned to be in its inventory. After signing a Cooperative Research and Development Agreement (CRADA) with Textron AirLand, the Air Force will begin a series of tests to determine if Textron AirLand’s flagship jet, dubbed “Scorpion”, will be airworthy.
“This is the first of its kind, we have not done a CRADA like this before and we have never had a partnership with industry to assess aircraft that are not under a USAF acquisition contract,” an Air Force representative explained in a statement from Defense News.
The Scorpion is a different beast compared to the other jets around the globe. Starting with its cost, Textron AirLand’s President Bill Anderson explained in a Bloomberg video, “The Scorpion … was designed to be very effective and very affordable.”
“The goal was to create a very mission-relevant aircraft for today’s security environment that’s below $20 million in acquisition costs, and below $3,000 an hour to operate.”
By comparison, a Predator unmanned aerial vehicle (UAV) costs about $13 million and $1,500 per hour to operate, while the conventional F-35A costs $98 million per unit and $42,200 an hour in 2015.
“It’s quite maneuverable,” explained Scorpion test pilot Andy Vaughan. “It reminds me of my days when I used to fly the A-10 in the US Air Force.”
From start to finish, the construction of the Scorpion was kept secret to maintain a competitive advantage. Nevertheless, the secret wasn’t kept very long — Textron AirLand was able to conduct testing soon after the aircraft’s conception.
“In a classic DoD acquisition program, they can spend up to 10 years just developing and fielding an aircraft — and we’ve done it in less than 2,” Anderson said.
However, it’s still too early to determine whether this move by the Air Force will also move the sale of Scorpion units both in the US and abroad — according to Defense News, the program has attracted only one potential customer.
Trying to emerge from scandals that shook the agency to its core, the U.S. Department of Veterans Affairs is attempting to overhaul what officials admit was sometimes pretty bad customer service.
Quietly, since 2015, the U.S Department of Veterans Affairs has built a national Veterans Experience Office.
The office’s first steps have been rolling out over 100 community veterans committees nationwide and retraining employees to be less rigid and more customer-focused.
The VA even hired professional writers to redraft the language of 1,200 official letter templates to make them more reader friendly.
“(We) had somehow gotten away from the primary mission of organizing the enterprise through the eyes of the customer,” said Joy White, who leads the office’s Pacific district, which includes California and the West Coast.
“(We did) things that made sense to us, made it easy for us as the VA,” White said. “But, in all of that, we lost the voice of the customer.”
The task at hand: How to change the culture of a massive federal agency that provides everything from medical care to monthly disability checks to funerals.
Some might wonder if — with what’s a famously dense bureaucracy — it can be done. Even new VA Secretary David Shulkin has said it’s a struggle to fire bad apples, including employees who watch porn on the job.
The new Veterans Experience Office’s budget this fiscal year is $55.4 million, up from $49 million last year, “to lead the My VA transformation,” according to a budget document. About 150 jobs now fall under this office’s umbrella.
Two years in, the nation’s veterans organizations are still taking a wait-and-see position.
“We’re not sure how much the VEO has improved the VA to date, but we are encouraged by this initiative and hope to see it succeed,” said Joe Plenzler, American Legion spokesman. “Any effort to improve dialogue between veterans and VA employees and administrators is time and money well spent.”
One vocal critic of the VA said the office has potential but not if it tries to just “paper over” structural issues facing the veterans agency.
“Doing things that are more feel-good measures, but actually don’t address some of the core problems of the VA, could distract from what’s needed to be done,” said Dan Caldwell, policy director at Concerned Veterans for America.
“That’s the danger I see, potentially, with this office. But I want to say there’s a lot of opportunity here. If this office is managed well and insists that they are here to improve the outcomes for veterans — and not just ‘the experience’ — they could be successful.”
The “veterans experience” campaign started under former VA Secretary Bob McDonald, the retired Proctor Gamble chief executive brought in by President Barack Obama in mid-2014 following a national scandal over wait times for VA medical care.
McDonald installed a “chief veterans experience officer” in early 2015.
The office reports directly to the VA secretary — now Shulkin, a doctor and health-care executive who is the first non-veteran to lead the agency.
Whether he will continue the “experience” campaign is an open question.
However, in April he named Lynda Davis, a former Army officer and Pentagon civilian executive with experience in personnel and suicide prevention, to head the office. She replaces a former McDonald’s executive, Tom Allin, who held the job for about two years.
Some of the hiring was for “human-centered design” teams. These teams, which include people from Stanford’s prestigious D School, are supposed to re-engineer VA routines that aren’t working.
They produced a “journey map” showing what VA patients experience.
It identifies “pain points” along the way, such as cancelled appointments. It also calls out “moments that matter,” such as the check-in process and whether it’s hard or easy to park.
Two early goals were to establish one consumer-oriented website and one toll-free telephone number for all VA divisions. The result was vets.gov and 1 (844) My-VA311.
The VA is now looking for inspiration from national brands famous for good service. Starbucks, Marriott, and Walgreens are on the list.
“We get the experience that we design. Historically, we haven’t put an emphasis as an organization on customer service. There was no program of record that said ‘this how we do customer service,'” White told the San Diego Union-Tribune.
One change the Veterans Experience Office has led: hiring for customer-service skills, instead of just looking for people qualified for a position.
“We weren’t hiring for attitude,” said White, who said her office identified questions to insert in the VA’s interview process to draw out whether an applicant had customer service aptitude.
In a changing health-care industry, this is a bandwagon that the VA is belatedly jumping on.
Other hospital organizations have rebooted their customer experience in the past decade in response to a shift in Medicare reimbursement policy that now rewards for patient satisfaction, experts said. The power of social media is also a factor.
The Cleveland Clinic was the first major academic medical center to appoint a chief experience officer in 2007. Across the country, hospitals have built grand entrances, opened restaurants intended to draw non-patients and put flowers by bedsides.
“My sense of it is that we live in the age of the empowered consumer,” said John Romley, an economist at the University of Southern California’s Schaeffer center for health policy.
“VA customers maybe have less choice in the matter, but at the same time, there’s a great deal of sensitivity in the broader population about how we treat these people in the VA system.”
The VA’s new customer service motto — Own the Moment — sounds a bit like a commercial TV jingle.
Training is rolling out across the country, including at the La Jolla VA hospital.
The premise: Each VA employee should “own” their time with a customer, the veteran, and do their best to ensure the person gets the help he or she needs.
That contrasts to the like-it-or-lump-it experience that veterans have sometimes complained about in the past.
“We’re moving away from a rules-based organization to a more of what we call a values, principle-based organization,” said Allan Castellanos, the VA employee teaching the La Jolla seminar.
“I call it more like integrated ethics, like doing the right thing for the right reason,” he said.
The employees were shown a video of VA workers going the extra mile to welcome an uncertain new veteran into a clinic.
In another, VA workers allowed the family of a dying veteran to bring his horse onto hospital grounds.
The VA is trying to emerge from bunker mentality after back-to-back national embarrassments.
First, in 2013, the backlog of disability claims rose to mountainous proportions, bringing down the wrath of Congress and the public.
Then, in 2014, news reports revealed that VA medical workers were keeping secret lists of patients waiting for appointments to make wait-time data appear satisfactory.
All of this occurred as the VA struggled to handle a flood of new veterans coming home from the Iraq and Afghanistan wars.
A few of the ideas being pursued by the Veterans Experience Office have origins in San Diego.
Officials acknowledge that what they are calling Community Veterans Experience Boards — the 152 community boards they eventually want to create nationally — came from San Diego’s longstanding example.
San Diego veterans leaders meet monthly with VA officials here in both closed-door and public sessions.
Additionally, the tragic suicide of 35-year-old Marine Corps veteran Jeremy Sears appears to have helped spur a campaign to redraft VA correspondence to make it more user friendly.
Sears shot himself at an Oceanside gun range in 2014 after being rejected for VA disability benefits despite the cumulative effects of several combat tours.
Veterans advocates suggested that the VA rejection letter could have offered advice on where to go for counseling and other assistance, instead of just a “no.”
“That was one of the ‘pain points’ that was identified,” White said, referring to the veteran’s “journey mapping” that her office did. “There was a lot of legalese, when in fact we just want it to be simple and clean.”
They started with the Veterans Benefit Administration’s correspondence and are working their way toward the Veterans Health Administration’s appointment cards.
Veterans Experience Office officials first told the Union-Tribune that they could provide examples of the rewritten letter formats, but later said they weren’t ready yet.
The Veterans Experience Office, headquartered in Washington, now has split the country into five districts and dispatched “relationship managers” to each.
The Veterans Experience Office is now trying to finesse those moments that matter to veterans. In 2017, officials expect to roll out a veterans real-time feedback tool in 10 locations. They also plan to release a patient experience “program of record.”
“Our goal is to build trust with veterans, their family members, and survivors,” White said. “How do we do that? By bringing their voices to everything we do.”
America’s top military commander in Europe wants more forces to deter Russia, but how much is enough?
The head of the United States European Command and North Atlantic Treaty Organization (NATO) forces, General Curtis Scaparrotti, suggested additional resources might be needed to protect allies from Russia. Since the Cold War, America’s nuclear capabilities have been enough to deter Russia, so what has changed?
Deterrence maintains peace because our nuclear weapons make an escalating war suicidal. As Secretary of Defense Robert McNamara laid out in his 1967 speech, deterrence is the “highly reliable ability to inflict unacceptable damage upon any single aggressor… even after absorbing a surprise first strike.”
The assertion that more military units are needed in Europe implies that America’s nuclear deterrence is insufficient to do the job on its own. There are only two reasons why this might be the case. The first is that America has incorrectly signaled to Russia that nuclear weapons will not defend the Baltics. The second, is that President Trump’s transactional mindset and past musings on not upholding mutual defense obligations are serious and have signaled to Russia Trump’s ambivalence towards NATO.
(Photo by Gage Skidmore)
Russia is modernizing its military and is capable of overrunning the Baltics in 24 to 60 hours. One of the reasons for the Scaparrotti’s concern is the geographical factthat the Baltic states of Estonia, Latvia, and Lithuania are on Russia’s border. Yet America’s nuclear umbrella over Europe has held for almost 70 years. In fact, when asked whether Russia could overwhelm NATO, Scaparrotti said, “I don’t agree with that.” He worries about Russia’s advantage in regional forces, but he also thinks that NATO is stronger.
Indeed, NATO already committed more troops to defend the Baltics and Poland in 2016. Their press release stated there would be “four multinational battalion-size battlegroups in Estonia, Latvia, Lithuania and Poland, on a rotational basis.” Those battalions are led by America, the United Kingdom, Canada, and Germany with contributions from other European allies.
Eight European allies plan to meet their NATO defense spending guidelines by the end of 2018, up from three who currently meet it. Given the upcoming NATO summit in July 2018, more European allies may yet meet that threshold. While there is a growing divide between Europe and America, Washington has still maintained its signal of deterrence (Trump committed to NATO in mid-2017). As long as Russia believes American nuclear weapons will defend NATO territory, Moscow will not touch an inch of it.
Finally, recent studies carried out by RAND Corporation’s Andrew Radin have found that attacking the Baltics not only falls outside of Moscow’s core interests but that such an attack would likely be out of defense. Radin wrote in The National Interest, “[T]he main way that Russia would develop an interest in attacking the Baltics is if it perceives NATO building up sufficient forces to pose a threat.” Given America’s history with the Monroe Doctrine, the Zimmermann Telegram, and the Cuban Missile Crisis, it should come as no surprise that countries react forcefully to other’s forces on their doorsteps.
Therefore, America should focus on signaling deterrence without putting Russia in a corner. The idea that more boots are somehow necessary on top of 1,350 deployed nuclear warheads aimed at Russia’s cities is absurd. If over a thousand nuclear missiles cannot signal to Russia that an incursion into NATO territory is a bad idea, then any additional soldiers never will.
These are unprecedented times. Two weeks ago, COVID-19 felt very far away. Monday, we all woke up to a new reality. Schools and businesses: closed. Social gatherings: canceled. Ever-increasing travel restrictions. And the term “social distancing” is already feeling like the phrase of 2020.
This is uncharted territory for all of us and we have to be willing to lend each other a hand, albeit from at least six feet away.
I am honored to lead the Military Family Advisory Network (MFAN), a national nonprofit that serves military families and advises on military family issues. Partly out of utility, MFAN is a 100% remote organization. All of our team members are military-connected, and that means we move around a lot. As a military spouse myself, it was important to me that we build an organization that could thrive regardless of where the military sent my family and other team members’ families. As a result, we have learned that an organization can be highly effective without brick and mortar, but many of those lessons were learned through trial and error. In the spirit of helping others, here’s what works for us:
MFAN has been able to achieve a feeling of closeness even though we work across multiple time zones, sometimes even from other continents. When new team members join our organization, they are often reluctant to pick up the phone to call someone and ask a question. Interpersonal relationships and team cohesion are essential, especially when we were dealing with a high-pressure situation. We have to be able to lean on each other without hesitation. A few strategies have helped us overcome reservations.
Schedule video conference calls.
Seeing each other can make a big difference. Set an expectation about attire for these. For MFAN, when it is an internal conversation, we are casual. When we are meeting with partners via video, we do business casual. Setting these clear expectations can help you avoid cringe-worthy moments later on.
Create a virtual water cooler.
Schedule video calls when you aren’t talking about a work agenda. MFAN has been known to host team happy hours at the end of a busy time. This allows us to connect on a personal level. During these happy hours, we talk about life, family, weekend plans, wherever the conversation brings us.
Many of our team members have children and are juggling demands outside of work. It has always been important to us that we acknowledge and accommodate that. Before the schools were closed, the 20 minutes twice per day when I was doing drop off and pick up at my daughter’s school were on the work calendar I shared with our team. When you are working in an office and you aren’t at your desk, your team members can see you. But when you’re working remotely, no one has any idea if you’re at your desk or not, so it’s important to be transparent and let others know your schedule.
Whether you realize it or not, when you’re working in an office, you take intermittent mental breaks. Maybe you stop by a colleague’s desk, refill your coffee mug, grab water, or even just walk from your desk to a conference room. You need those mental breaks when you’re working from home, too. Without them, it’s easy to become burnt out and mentally exhausted. To be honest, this is something I constantly struggle with. I regularly have days when I realize at 2 p.m. that I haven’t eaten. Don’t do what I do! Take breaks, practice self-care. Eat lunch!
Dedicate a space.
This one is especially challenging with schools and childcare facilities closed. Whenever possible, create a space in your home where you will work, and try to keep it consistent. This will allow you to set expectations for yourself and others around you that when you are in that location, you are working. Also, try to practice ergonomics.
Don’t neglect hygiene.
Yes, a perk of working from home is that you don’t necessarily have to get dressed up like you would if you were leaving the house. Having said that, practicing simple hygiene (as if you were leaving the house) can get you in the mindset for work. Shower, change your clothes, brush your teeth. This sounds ridiculous, but those of us who have been on maternity/paternity leave at some point know these habits can be the first to go. Get yourself into as much of a routine as possible — this will help you get closer to achieving normalcy in a completely abnormal time.
This is new for everyone. Be patient with yourself and others. Try to take a step back and look at the big picture. This isn’t permanent; we will come out of this. And, I am confident we will do so having learned quite a bit about ourselves, our colleagues and how we work along the way.
Congressional Republicans and Democrats have reached initial agreement on the biggest expansion of college aid for military veterans in a decade, removing a 15-year time limit to tap into benefits and boosting money for thousands in the National Guard and Reserve.
The deal being announced early July 13 is a sweeping effort to fill coverage gaps in the post-9/11 GI Bill amid a rapidly changing job market. Building on major legislation passed in 2008 that guaranteed a full-ride scholarship to any in-state public university — or the cash amount for private college students similar to the value of a scholarship at a state college — the bill gives veterans added flexibility to enroll in college later in life. Veterans would get additional payments if they complete science, technology, and engineering courses.
The Associated Press obtained details of the agreement in advance of a formal bill introduction July 13.
For a student attending a private university, the additional benefits to members of the Guard and Reserve could mean $2,300 a year more in tuition than they are receiving now, plus a bigger housing allowance.
House Majority Leader Kevin McCarthy, R- Calif., praised the bill as a major effort to modernize the GI Bill, better positioning veterans for jobs after their service in a technologically sophisticated US military.
“It’s really about training the workforce in a post-9/11 GI Bill world,” he told The Associated Press. “Veterans are being locked out of a whole new economy.”
House Veterans Affairs Committee Chairman Phil Roe, the bill’s lead sponsor, said he would schedule a committee vote next week. Pledging more VA reforms to come, McCarthy said the full House will act quickly, describing the bill as just the “first phase to get the whole VA system working again.”
“We’ll move it out this month,” McCarthy said.
Sen. Johnny Isakson of Georgia, chairman of the Senate Veterans’ Affairs Committee, said he would introduce a companion bill, while Sen. Jon Tester of Montana, the panel’s senior Democrat, said he was “encouraged” by the bipartisan plan. Veterans’ issues have been one of the few areas on which Republicans and Democrats on Capitol Hill have found some common ground, as they remain sharply divided on health care, tax reform, and other issues.
The education benefits would take effect for enlistees who begin using their GI Bill money next year.
Kristofer Goldsmith, 31, says he believes it would benefit many former service members who, like himself, aren’t ready to immediately enroll in college after military service. Goldsmith served in the US Army as part of Operation Iraqi Freedom in 2005, reaching the rank of sergeant, but returned home to constant nightmares and other PTSD symptoms. He was kicked out of the military with a general discharge after a suicide attempt, barring him from receiving GI benefits.
Now an assistant director for policy at Vietnam Veterans of America, Goldsmith advocates for veterans with PTSD and is appealing his discharge status. He’s heading to Columbia University in the fall.
“I feel extremely lucky I have found my passion in veterans’ advocacy,” Goldsmith said. “But I’ve taken out tens of thousands of dollars to go to school. GI benefits are something service members earn while they serve. They shouldn’t lose it just because they aren’t transitioning back the way the government wants.”
According to Student Veterans of America, only about half of the 200,000 service members who leave the military each year go on to enroll in a college, while surveys indicate that veterans often outperform peers in the classroom. The bill is backed by the American Legion and Veterans of Foreign Wars, which says hundreds of thousands of former service members stand to gain from the new array of benefits.
“This is going to be a big win,” said Patrick Murray, associate director at VFW.
The legislation combines 18 separate House bills, also providing full GI Bill eligibility to Purple Heart recipients. Previously, those individuals had to serve at least three years. The bill also would restore benefits if a college closed in the middle of the semester, a protection added when thousands of veterans were hurt by the collapse of for-profit college giant ITT Tech.
The bill hasn’t been free of controversy.
A draft plan circulated by Roe’s committee in April drew fire after it initially proposed paying for the $3 billion cost of upgraded benefits over 10 years by reducing service members’ monthly pay by $100 per month. Veterans’ groups sharply criticized that plan as an unfair “tax on troops,” noting that Army privates typically earn less than $1,500 per month.
“The GI Bill is a cost of war, and Congress needs to pay for it as long as we are at war,” said Paul Rieckhoff, IAVA’s founder and CEO.
The latest proposal would be paid for by bringing living stipend payments under the GI Bill down to a similar level as that received by an active-duty member, whose payments were reduced in 2014 by 1 percent a year for five years.
Total government spending on the GI Bill is expected to be more than $100 billion over 10 years.
Rep. Tim Walz, the senior Democrat on the House Veterans Affairs Committee and a bill co-sponsor, praised the plan, saying it will “improve the lives of future generations of veterans … without asking our troops or American taxpayers to pay more.”
An Austrian firm has just debuted a new big-bore, bolt action rifle that could become a player in a new program to outfit U.S. special operations troops with an updated long-range sniper rifle.
A new company in the market, Ritter Stark is making precision modular rifles from the ground up, using an innovative rifling technology and a barrel attachment system that virtually guarantees zero with optics matched to the caliber. Its SX-1 MTR chambered in .338 Lapua Magnum answers Special Operations Command’s original call to provide commandos with a new “Advanced Sniper Rifle” that could be quickly reconfigured to several calibers and be deadly accurate each time.
The Ritter Stark SX-1 MTR is built from the ground up for precision. It’s modular barrel system includes chamberings in .338 Lapua Magnum, .300 WinMag and .308. (Photo from Ritter Stark)
What sets Ritter Stark apart from the competition is the novel way in which its SX-1 changes caliber. Most manufacturers have an interchangeable barrel that slides into the receiver and is attached to the action with a barrel nut or similar method. Ritter Stark built theirs with the barrel attached to the Picatinny-railed upper receiver and it’s secured to the lower through simple hex bolts on the handguard.
“The caliber change takes a maximum of three minutes and you don’t have to take it to a gunsmith to do it, you can just use a hex wrench,” said Ritter Stark Deputy Managing Director Ekaterina Trakham during the 2016 Association of the U.S. Army conference in Washington, D.C.
The SX-1 can be switched to a .300 WinMag chambering, a .308 chambering and the .338 Lapua Magnum option. Reports indicate, however, that SOCOM has modified its ASR requirement for a .300 Norma Magnum chambering.
Like other high-end military sniper rifles, the SX-1’s bolt locks inside the barrel for increased accuracy. And the company uses a proprietary “electrochemical” process to rifle its barrels, with company officials saying a .338 barrel is good for 5,000 rounds and a .308 can take 10,000 rounds before needing a replacement.
The SX-1 also has a three-position safety that’s optimized for military and police applications, with two standard “fire” and “safe” positions, and a third one that not only blocks the firing pin but locks the bold handle down.
“We have a lot of experience working with security detail snipers who patrol the perimeter, and they’re usually asked to engage the safety when they’re on target,” said Ritter Stark sales director Alexandr Chikin.
The SX-1 trigger also has a flip safety located under the trigger guard to limit movement that could give away a sniper’s position and also blocks it when the rifle needs to be safed.
Company officials say the rifle should be commercially available within the next few months and cost around $6,000 for the .338 variant and $5,000 for the .308 one.