Aside from the doom and gloom, sometimes the hormones act up, your sailor goggles come on, and the natural thing happens when you’re cooped up for months at a time with members of the opposite sex. It just happens. Yes, it’s stupid, and yes, you should know better. But, if you know better, and you’re still doing it, the following tips will help you and your “boat boo” from visiting the goat locker:
1. Forget about dating on a small ship.
It’s easier to conceal your well deck escapades on larger ships, such as carriers and amphibious vessels.
2. Keep your distance
Keep it professional, don’t make it obvious. No flirting in your shop. Avoid eye contact altogether.
3. Never date in your division.
Keep it secret from your division buddies. One thing is for sure, as soon the wrong person catches wind, prepare to be teased or worse.
4. If the person you’re seeing is in the same division, volunteer for TAD (Temporary Additional Duty).
Yes, everyone hates it, but volunteering to crank in the galley might save you from getting caught. Once you’re called back to your division, it’s your partner’s turn to reciprocate.
5. Share no more than one meal per day.
6. Pass notes like you’re freakin’ teenagers.
You’ve been there before, so take a page from your high school days. Also, if you have a network of trusted friends to pass along your letters, seal your notes with candle wax for an extra layer of protection. It sounds medieval, but it’s effective.
NOTE: Don’t be stupid; don’t save your notes. The goats – Navy speak for chiefs – will use them as evidence if you get caught.
7. Visit common spaces together.
The library is a great common space to meet and pass notes.
8. Have a buddy in supply or any division with access to storage spaces.
This one is extra risky, but if you feel the urge to take it to the “next level,” your best friend is your buddy in supply. Supply personnel have access to storage spaces, which could be used to lock you in for an hour or two. Beware, you risk not showing up for emergency musters, such as GQ or man overboard. You’re at the mercy of your supply buddy since storage spaces are locked from the outside.
9. Wait for “darken ship” to meet at the bottom of ladder wells and corners.
10. Volunteer for roving watch and rendezvous on the fantail.
… or a dark catwalk.
11. Find another couple to provide you with a shore-buddy alibi.
12. Go out in groups.
13. Have an open relationship. (And good luck with keeping that from getting messy.)
Acronym cheat sheet:
HM1: Hospital Corpsman, E6 pay grade
HM3: Hospital Corpsman, E4 pay grade
DRB: Disciplinary Review Board
CMC: Command Master Chief
WATM editor’s note: Let’s be clear, you should never date on a Navy ship. There’s too much to risk, such as being demoted, or even worse: getting the boot. For clarification, read the Navy’s Fraternization Policy.
Sailors who train Navy recruits at boot camp will no longer be allowed to go back to their own homes at night as the service hit hardest by the coronavirus continues rolling out new policies to try to stop the spread.
Starting Thursday night, Navy recruit division commanders and other boot camp staff will spend 90-day cycles at Recruit Training Command in Great Lakes, Illinois. Command Master Chief David Twiford announced the new rules in an email to the command, telling them “No one will be allowed to leave the installation,” Navy Times reported on Wednesday.
The unusual decision is based on the effect the highly contagious coronavirus has had on the force, Lt. Cmdr. Frederick Martin, a spokesman for Recruit Training command, told Military.com. The boot camp lockdown will “minimize the chance of the virus infecting this vital accessions pipeline for the Navy and ensure our ability to man the Fleet.”
The Navy on Tuesday had 57 cases of COVID-19, the illness caused by the coronavirus, in the ranks. On Wednesday, the service announced that 12 more sailors tested positive for the disease.
Martin said the command recognizes the new 90-day tours would place extra burdens on its sailors “who are already performing an arduous mission during their shore duty, and together with their families, trying to navigate this national crisis.”
“We understand and greatly appreciate the sacrifice these sailors and their families are making, but given the extraordinary circumstances we are in, this action must be taken to ensure the ability to protect our recruits and staff while creating basically trained sailors,” Martin said.
Case-by-case exceptions for staff with family issues or other considerations are being evaluated, he added. But Twiford told the command families would “have to be able to for the most part function without us for a bit, just like when we deploy,” according to Navy Times.
The move at Great Lakes is one of several aggressive policies Navy leaders have enacted amid the global pandemic. The service has 14-day required quarantines between port calls at sea and also postponed selection boards, advancement exams and fitness tests to help prevent personnel from having to congregate.
It also announced the relaxing of some grooming standards to keep its personnel from having to make routine trips to the barbershop or salon, where they wouldn’t be able remain six feet away from other people.
New recruits showing up to boot camp are screened for coronavirus symptoms before they’re allowed to start training.
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.
Master Sgt. Adam Fagan and Staff Sgt. Benjamin Brudnicki earned the nation’s fourth-highest military honor during a ceremony at the Arizona base.
Both men were awarded for carrying out lifesaving rescues during raids against the Taliban.
While assigned to the 64th Expeditionary Rescue Squadron at Kandahar Airfield, Fagan was attached to a combined force of US and Afghan Special Forces for a raid in Helmand Province on March 24, 2019. As the team approached a Taliban compound in Sangin, they were attacked by small-arms fire from a fortified position as well as an improvised explosive device, according to Air Force Magazine.
Fagan was recognized for his actions under fire in helping to save an Afghan commando who was wounded.
“The heavy small-arms fire, coupled with rocket-propelled grenade blasts and multiple [IED] detonations pinned down the Afghan Special Forces team and hindered access to the critically wounded casualty,” Air Force Magazine reported. “Without hesitation and with complete disregard for his own safety, Sgt. Fagan took immediate control of the dire situation and engaged the fortified enemy position, repeatedly exposing himself to heavy fire.”
Two Bronze Stars with valor sit on a table at Davis-Monthan Air Force Base, Arizona, on Oct. 1, 2020. US Air Force Master Sgt. Adam Fagan and Staff Sgt. Benjamin Brudnicki, 48th Rescue Squadron pararescuemen, were presented Bronze Stars with valor for their actions in Afghanistan. Photo by Senior Airman Jacob T. Stephens.
Fagan engaged enemy forces to allow the rest of his team to reach the Afghan commando, who Fagan then treated before calling for a medical evacuation and moving the commando to the helicopter landing zone under small-arms fire and grenade attacks. He also provided cover for the helicopters to land.
“The culmination of Sgt. Fagan’s exceptionally brave actions and speed of patient delivery led to the destruction of an enemy weapons cache, the elimination of five enemy insurgents, and ultimately saved the life of a coalition partner,” the award citation states.
At the ceremony, Fagan attributed his success to his extensive training in calling in and executing medical evacuations.
“I knew what I was physically able to do, I knew I could treat that guy under fire in the dark,” he said at the ceremony.
Brudnicki was also assigned to the 64th Expeditionary Rescue Squadron at Kandahar when he was attached as a medic to a combined force of US and Afghan Special Forces on May 3, 2019, for a counterinsurgency mission in Helmand.
In a village known to be a Taliban stronghold, the commandos breached a compound and were engaged by enemy fighters.
“[Brudnicki] and his team utilized the Taliban’s own kill holes against them with decisive small-arms fire,” according to Air Force Magazine. “At distances of less than 5 feet, he engaged relentlessly with personal weapons and hand grenades, despite their cover being damaged with a rocket that failed to detonate.”
Pararescuemen and Marine force reconnaissance members board a CV-22 Osprey at a training drop zone in Djibouti to conduct free-fall jump operations as part of joint training. Photo by Air Force Staff Sgt. Gregory Brook.
When a civilian was wounded in the fight, Brudnicki braved “effective enemy fire from an adjacent compound” while running through an open courtyard to rescue and stabilize the individual.
When an Afghan commando was severely wounded and pinned down, Brudnicki “rushed to join the fight and engaged the enemy’s fortified position by again crossing the open courtyard and exposing himself to grave danger,” according to the award citation. “He successfully suppressed the enemy, allowing partner force commandos to remove the casualty from the courtyard.”
Brudnicki then set up a collection point for wounded troops and created a plan to transport blood and evacuate people.
“His actions resulted in seven enemies killed in action, including a Taliban commander, and saved the lives of two coalition partners,” the citation states.
“My team leader quickly led the assault as we eliminated the enemy with small arms fire and hand grenades at room distance,” Brudnicki said in an Air Force release. “I treated multiple casualties with advanced medical interventions and helped coordinate exfiltration while my team continued to eliminate the threat.”
Pararescuemen work under the motto “that others may live.”
“It is an honor to be recognized, however, the experience and brotherhood created with my team overseas is the most valuable piece for me,” Brudnicki said. “The Air Force best utilizes its special warfare assets when putting them to work in the joint environment, and I am proud to be a part of that.”
Gigantic warships equipped with massive amounts of firepower, like Arleigh Burke-class destroyers and Nimitz-class carriers, immediately spring to mind when we think “United States Navy.” But not every ship in service is a seafaring behemoth — in fact, some vessels are quite small.
The smallest warships in U.S. Navy service are Cyclone-class patrol craft. The Navy acquired 14 of these ships for special operations work in the 1990s. These small vessels weigh roughly 288 tons, have a crew of 28 personnel, and can hold either nine SEALs or a six-man Coast Guard law-enforcement detachment.
Two Cyclones operate in a joint Navy-Coast Guard exercise.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Sean Furey)
These ships are roughly 178 feet long and have a top speed of 35 knots. They also pack a punch. Cyclones are equipped with two 25mm Bushmaster chain guns and a mix of M2 .50-caliber machine guns, 7.62mm machine guns, and Mk 19 automatic grenade launchers. The ships also can carry the FIM-92 Stinger for air defense.
In some cases, even these tiny ships are too big for special operations work. So for those select missions, Cyclones carry rigid-hull inflatable craft and two combat rubber raiding craft, operated with either a hydraulic lift or a stern ramp. To date, these ships have seen a good amount of action in the Persian Gulf and in the Caribbean.
USS Zephyr (PC 8) catches up to a drug-smuggling go-fast. While the Cyclone-class ships were intended to support special operations, they also can support the Coast Guard.
(U.S. Customs and Border Protection)
The Navy handed down the lead ship of the class, the former USS Cyclone (PC 1), to the Philippine Navy, where it’s still in active service. Five of these ships served with the Coast Guard for a few years before being returned to the Navy. These vessels are slated to be replaced by the Littoral Combat Ship in the near future.
Learn more about these small Navy vessels that prove that size doesn’t equal strength in the video below!
There are many nationally recognized days on the calendar that sneak by without much notice if you aren’t paying attention. But here’s one that’s worth being rallied around, especially in the military community.
On Feb. 19, 2019, Vet Girls RISE founded National Vet Girls Rock Day. It’s a time set aside to acknowledge and celebrate the many veteran women who have served in the United States Military. Other reasons this organization established this day is for the women to bond, share resources, build relationships, and most of all bring awareness to existing needs among women veterans.
1st Lt. Megan Juliana(left), 1st Lt. Christel Carmody, 2nd Lt. Rebecca Fry, attendees of the inaugural 2nd Armored Brigade Combat Team, 4th Infantry Division Sisters-in-Arms meeting flash big smiles during the event on Camp Buehring, Kuwait, Jan. 21, 2014. The program aims at allowing female soldiers from across the brigade to meet each other and learn a little about the different positions female “Warhorse” soldiers fill. (U.S. Army photo by Sgt. Jarrad Spinner, 2nd ABCT PAO, 4th Inf. Div.)
According to the U.S. Department of Veteran Affairs, 10 percent of veterans are female. Although that may seem like a small percentage, the approximate number is around two million.
Women veterans serve as single service members and in dual-military homes. Apart from their male counterparts, they face their own set of challenges during their time in. They push themselves physically, carry and birth children, and come home after working to care for and nurture their families. All while staying true to their commitment to our country and ultimately being willing to sacrifice themselves to protect our freedom.
Being that it’s only a year into having an actual date on the calendar, many women veterans don’t even know this day exists in their honor.
Crystal Falch, a veteran Petty Officer Second Class, served in the Navy for 10 years. Vet Girls ROCK Day snuck by her as well. She was happy to receive a friend’s text acknowledging her. Falch’s response was, “Awe, thank you! I had no idea today was my day.”
“It’s humbling because most of us don’t do it for the glory or the praise,” Falch said. “We do it for the country. And of course we like all the side benefits, like getting college paid for and getting to see the world. I appreciate it!”
As the public is becoming aware of this nationally recognized day some businesses, like Severance Brewing, are giving discounts to women veterans.
Senior Airman Brittany Grimes, 90th Security Forces Squadron remote display alarm monitor, and Senior Airman Amber Mitchell, 890th Missile Security Forces Squadron response force leader, pose for a photo at F.E. Warren Air Force Base, Wyo., March 13, 2018. Both are defenders assigned to the 90th Security Forces Group. (U.S. Air Force photo by Airman 1st Class Breanna Carter)
VGR believes in the power of camaraderie, knowledge, and alliance. With that as a backbone, they suggest using this day to connect with other veterans. They offer VGR meetups at different restaurants across the country, and you can also follow them on Facebook for updated information.
Every opportunity should be taken to thank a service member, and to commemorate their dedication to our country. This day is definitely worth putting on the calendar as a reminder to stop and reflect specifically on women veterans for their contribution to our country.
Though former national security adviser Michael Flynn was rather controversial — the retired general peddled conspiracy theories and ultimately resigned because of his ties to Russia — I don’t suspect anything other than professionalism and solid advice being given to the president by McMaster.
He commands a great deal of respect among his troops.
Much like Defense Secretary Jim Mattis, who was revered by his troops while serving as a general in the Marine Corps, McMaster has earned a great deal of respect from soldiers. That’s because his career has been marked by personal heroism, excellent leadership, and his tendency to buck traditional ways of thinking.
As a captain during the Gulf War in 1991, McMaster made a name for himself during the Battle of 73 Easting. Though his tank unit was vastly outnumbered by the Iraqi Republican Guard, he didn’t lose a single tank in the engagement, while the Iraqis lost nearly 80. His valor and leadership that day earned him the Silver Star, the third-highest award for bravery.
Then there was his leadership during the Iraq War, during which he was one of the first commanders to use counterinsurgency tactics. Before President George W. Bush authorized a troop “surge” that pushed US forces to protect the population and win over Iraqi civilians, it was McMaster who demonstrated it could work in the city of Tal Afar.
He’s far from a being a ‘yes’ man.
McMaster is the kind of guy who says what’s on his mind and will call out a wrongheaded approach when he sees one. That tendency is something that junior officers love, but those maverick ways are not well-received by some of his fellow generals. Put simply: McMaster isn’t a political guy, unlike other officers who are trying to jockey for position and move up in their careers.
In 2003, for example, McMaster criticized then-Defense Secretary Donald Rumsfeld’s Iraq War plan that placed too much of an emphasis on technology. McMaster also pushed back on his boss’ refusal to admit an insurgency was starting to take hold in 2004.
He’s been held back in his career because of it — he was passed over two times for his first star — but it wasn’t due to incompetence. Instead, his fight to be promoted from colonel to brigadier general was seen as pure politics, and McMaster doesn’t like to play. He was eventually promoted in 2008, but that hasn’t made him any less outspoken.
He’s a strategic thinker with a Ph.D.
McMaster has a lot in common with another famous general: David Petraeus.
In fact, he was one a select few officers that were in the Petraeus “brain trust” during the Iraq War.
McMaster is an expert on military strategy, counterinsurgency, and history. And he, like Petraeus, stands out among military officers, since both earned advanced degrees. McMaster holds a Ph.D. in history from the University of North Carolina, where his dissertation went far beyond the readership of just a few professors.
Titled “Dereliction of Duty,” McMaster’s dissertation became an authoritative book on how the United States became involved in the Vietnam War. Much of the book’s focus is on the Joint Chiefs of Staff, who were heaped with criticism for failing to push back against President Lyndon B. Johnson.
“McMaster stresses two elements in his discussion of America’s failure in Vietnam: the hubris of Johnson and his advisors and the weakness of the Joint Chiefs of Staff,” reads a review on Amazon.
Whether McMaster can transition well from the Army to the White House is the big question now, but he’s one of the best people Trump could have picked. And like Mattis, he’s not afraid to challenge the president’s views.
“He’s not just a great fighter, and not just a conscientious leader,” one Army officer told me of McMaster. “He’s also an intellectual, a historian and a forward-thinking planner who can see future trends without getting caught up in bandwagon strategic fads.”
The name “Benedict Arnold” is a fancy way of saying “traitor” in the United States, but Arnold wasn’t the only revolutionary to switch colors and re-embrace the English. So why is he the one who became infamous?
Because before he was a traitor, he was a brilliant leader who helped win the revolution.
1. Arnold captured Fort Ticonderoga and its arsenal of cannons.
In May of 1775, the British garrison at Fort Ticonderoga numbered only about 50 men. With the rebellion gaining traction throughout the colonies, revolutionary leaders knew that capturing the fort and it’s large numbers of cannons would aid an American victory.
2. He and his commander nearly conquered Canada (but the final attack went horribly).
Following the success at Fort Ticonderoga, Col. Arnold led part of an invasion force whose mission was to secure Canadian support of the war by destroying British forces in the area.
Despite setbacks like mass desertion, equipment failures, and disease, the invasion did make it to the city of Quebec with enough forces to take it. Arnold’s attempt to lay siege to the city was unsuccessful, but an opportunity for a Dec. 30-31, 1775, attack gave a glimmer of hope.
Now a brigadier general, Arnold eventually recovered and antagonized the British in the area until June 18, 1776 when he was the last American to leave Canada as British forces pushed south.
3. Arnold Created an ad hoc navy to delay the British.
As the British pursued his men, Brig. Gen. Benedict Arnold knew that if he could just delay the British until winter, the Continental Army could use the frozen months to rebuild and hold off an invasion.
Arnold fought a delaying action as he moved south, losing 11 ships to enemy fire and burning his other four when he reached the southern shore. He then burned one of his forts, Fort Crown Point, to the ground to deny the British use of it. His action worked and the British were unable to reach Fort Ticonderoga before winter set in. This would lead to two battles at Saratoga the next year.
4. He carried the charge that won the Battle of Saratoga.
The American victory at the second Battle of Saratoga in 1777 was a turning point in the war that enabled France to openly support the rebellion and emboldened foreign powers to attack Britain in other parts of the world.
And it was Brig. Gen. Benedict Arnold who led the troops against the British lines. Arnold’s superior, Maj. Gen. Horatio Gates, wanted to simply wait out the British from behind fortifications, a move that would have allowed many to escape. Arnold disobeyed orders and led charges through the British ranks, saving the day and resulting in a second maiming of Arnold’s left leg.
After suffering two serious injuries for the colonies and being passed over for promotion multiple times, Gates became deeply embittered against his own army. He would go on to try to sell the American defenses at West Point to the British, a move that would have left New York open to invasion. His plot was discovered and he was branded a traitor.
When Leif Babin was training to become a US Navy SEAL officer, he didn’t expect to spend so much time working out combat mission briefs in Powerpoint presentations, he explains in his new book “Extreme Ownership: How US Navy SEALs Lead and Win.”
It was a common feeling, and the reason why in training sessions, he and other officers-in-training had a tendency to create briefs with the intention of impressing their instructors, as opposed to crafting plans that would actually be valuable to an entire team.
When Babin joined Task Unit Bruiser in 2006 as the officer in charge of Charlie Platoon, his commander and future co-author Jocko Willink told him to forget about Powerpoint. As part of a final exercise that would determine if they would be sent to fight in an incredibly dangerous part of Iraq (a desirable scenario for them), Babin and another platoon commander needed to create a mission brief that was more impressive than two other task units.
“The true test for a good brief is not whether the senior officers are impressed,” Willink told them. “It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bull—.”
Babin and his fellow platoon leader stopped worrying about being impressive and focused on how to make their mission brief as clean and easy to follow as possible. They worked with their subordinates to ensure that if they had to put the brief into action, every member of the team would clearly understand the mission required of him.
The commanding officer in charge of judging the briefs determined Task Unit Bruiser had the most understandable and thus the best of the three, even if the others had more impressive-looking PowerPoint slides. It placed an emphasis on what Willink calls “Commander’s Intent,” which is when the team understands its commander’s purpose and the mission’s endstate so thoroughly that they can act without further guidance.
Task Unit Bruiser was sent to Ramadi, where it became the most highly decorated special operations unit of the Iraq War.
It was a valuable teaching experience for Babin. In “Extreme Ownership” he outlines the planning checklist that he used as platoon commander:
Analyze the mission. Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). Identify and state your own Commander’s Intent and endstate for the specific mission.
Identify personnel, assets, resources, and time available.
Decentralize the planning process.Empower key leaders within the team to analyze possible courses of action.
Determine a specific course of action.Lean toward selecting the simplest course of action.
Empower key leaders to develop the plan for the selected course of action.
Plan for likely contingencies through each phase of the operation.
Mitigate risks that can be controlled as much as possible.
Delegate portions of the plan and brief to key junior leaders. Stand back and be the tactical genius.
Continually check and question the plan against emerging information to ensure it still fits the situation.
Brief the plan to all participants and supporting assets. Emphasize Commander’s Intent. Ask questions and engage in discussion and interaction with the team to ensure they understand.
Conduct post-operational debrief after execution. Analyze lessons learned and implement them in future planning.
Babin writes that this checklist can be easily adapted to the business world, and it’s what he and Willink have taught executives they’ve worked with through their leadership consulting firmEchelon Front since 2011.
“Implementing such a planning process will ensure the highest level of performance and give the team the greatest chance to accomplish the mission and win,” Babin writes.
The US Navy amphibious assault ship USS Wasp was recently seen sailing in the South China Sea on its way to the Philippines with an unusually heavy configuration of F-35s.
The Wasp was carrying at least 10 F-35B Lightning II stealth fighters, more than the usual load of six of these hard-hitting fifth-generation jet fighters, The National Interest first reported, adding that the warship may be testing the “light carrier” warfighting concept known as the “Lightning carrier.”
Sailors on the Wasp.
(U.S. Navy photo by Mass Communication Specialist 1st Class Daniel Barker)
The amphibious assault ship is participating in the Balikatan exercises, during which “US and Philippine forces will conduct amphibious operations, live-fire training, urban operations, aviation operations, and counterterrorism response,” the US Navy said in a statement over the weekend announcing the Wasp’s arrival.
The annual exercises prepare troops for crises in the Indo-Pacific region. 2019’s exercises are focused on maritime security, a growing concern as China strives to achieve dominance over strategic waterways.
It’s the first time the Wasp and its Marine Corps F-35B fighters have participated in the Balikatan exercises.
The ship and its fighters “represent an increase in military capability committed to a free and open Indo-Pacific region,” the Navy said, using rhetoric consistent with US military freedom-of-navigation operations and bomber flights in the South China Sea, intended to check China.
The F-35B is the Marine Corps’ variant of the Joint Strike Fighter. The Air Force and Navy are also fielding versions of the fighter, the F-35A and the F-35C, the latter of which is designed to operate on full-size carriers.
The F-35B, which was declared combat-ready in 2015, can perform short takeoffs and vertical landings and is suited for operating on amphibious assault ships.
In addition to at least 10 F-35s, the configuration on the Wasp reportedly included four MV-22 Osprey tilt-rotor aircraft and two MH-60S Seahawk helicopters. Typically, there would be fewer fighters and more rotor aircraft, The War Zone reported.
Deploying with more F-35s than usual could be a first step toward fielding of light carriers, an approach that could theoretically boost not only the size of the carrier force but its firepower.
Marine Corps F-35Bs and MV-22 Ospreys on the flight deck of the Wasp.
(U.S. Navy photo by Mass Communication Specialist 1st Class Daniel Barker)
The concept is not without precedent. During the US-led invasion of Iraq in 2003, amphibious assault ships sailed with up to 20 AV-8B Harriers, becoming “Harrier carriers.”
The concept has been rebranded as the “Lightning carrier,” a reference to the fifth-generation fighters the warships would carry into battle.
The War Zone said an America-class amphibious assault ship — successors to the Wasp class — could carry 16 to 20 F-35s in a light-carrier configuration.
F-35Bs chocked and chained on the flight deck of the Wasp.
(U.S. Navy photo by Mass Communication Specialist 3rd Class Benjamin F. Davella III)
Not everyone can maintain composure when the aircraft he’s in starts to lose control. But that’s just what this Medal of Honor recipient did, despite being severely wounded while it was happening.
Rodney Yano was born on the Big Island of Hawaii nearly two years to the day after the U.S. entered World War II. His grandparents had immigrated to the U.S. from Japan well before that.
According to the Congressional Medal of Honor Society, he’s one of 33 Asian-Americans to receive the Medal of Honor.
Yano joined the Army in 1961 before graduating from high school. He rose to the rank of staff sergeant and was on his second tour of Vietnam when he became an air crewman with the 11th Air Cavalry Regiment.
On Jan. 1, 1969, Yano was the acting crew chief and one of two door gunners on his company’s command-and-control helicopter as it fought an enemy entrenched in the dense Vietnamese jungle near Bien Hao.
The chopper was taking direct fire from below, but Yano managed to use his machine gun to suppress the enemy’s assault. He was also able to toss grenades that emitted white phosphorous smoke at their positions so his troop commander could accurately fire artillery at their entrenchments.
Unfortunately, one of those grenades exploded too early, covering Yano in the burning chemical and causing severe burns. Fragments of the grenade also caught supplies in the helicopter on fire, including ammunition, which detonated. White smoke filled the chopper, and the pilots weren’t able to see to maintain control of the aircraft. The situation wasn’t looking good.
But Yano wasn’t ready to go down with the ship, as they say. The initial grenade explosion partially blinded him and left him with the use of only one arm, but he jumped into action anyway, kicking and throwing the blazing ammunition from the helicopter until the flaming pieces were gone and the smoke filtered out.
One man on the helicopter was killed, and Yano didn’t survive his many injuries. But his courage and concern for his comrades’ survival kept the chopper from going down, averting more loss of life.
For that, Yano was posthumously promoted to the rank of sergeant first class. On April 7, 1970, his parents received the Medal of Honor for his actions from President Richard Nixon.
In his honor, the cargo carrier USNS Yano was named for him, as well as a helicopter maintenance facility at Fort Rucker, Alabama, and a library at Schofield Barracks, Hawaii.
“The job of the Ravens was to, literally, look for trouble. And they often found it . . .”
—Orr Kelly, FROM A DARK SKY, The Story of U.S. Air Force Special Operations
Two wars were being waged in Southeast Asia in the 1960s and early 1970s. One was the “public war” in Vietnam. Highly publicized and highly controlled from Washington, it had all the media trappings associated with major military operations. The other was a “secret war” in Laos. Waged under the tightest of security, little oversight and with minimal assets compared to the conflict in Vietnam, its objective was to interdict and destroy the flow of men, equipment and supplies along the Ho Chi Minh trail from North Vietnam to South Vietnam. Responsibility for conducting day-to-day air operations, in what one pilot called a “high risk, no-bullshit war,” was assigned to volunteers operating under the call sign Ravens, a small group of unconventional and incredibly fearless air combat controllers thinly disguised as civilian operatives.
The reason the campaign in Laos had to waged in secret was the terms of the Geneva Accords signed between the United States and the Democratic Republic of Vietnam (North Vietnam) on July 23, 1962, that guaranteed the neutrality of the Kingdom of Laos, a land-locked nation abutting Vietnam’s western border. One of the provisions in the Accords was the requirement that all foreign military forces had to leave Laos. Though the United States complied North Vietnam ignored it. Laotian Prime Minister Price Souvanna Phoumo’s request for American military aid against North Vietnam’s violation presented President John F. Kennedy’s administration with a quandary: how to comply with the prince’s request without violating the accords. Another concern was that official American military involvement might inspire a tit-for-tat response by China and the Soviet Union that risked escalating hostilities, touching off World War III.
But Laos’ strategic location, along with the fear that doing nothing would cause the country to go communist, caused President Kennedy to direct the Air Force to formulate a plan to assist Laos. Working in partnership with the CIA, the result was a covert operation placed under the command of America’s ambassador to Laos, William Sullivan, and later his successor G. McMurtrie Godley, who closely controlled all American activities there. Air Force Attaché Colonel Gus Sonnenburg and his successors directed air operations. The covert air program began modestly with the deployment in 1963 of four combat control team sergeants, call sign Butterfly.
A CIA U-10D Helio Courier aircraft sits on a covert mountaintop landing strip (LS) “Lima site” in Laos. The planes were owned by a CIA front company, Air America. Photo: Wikipedia
To get around the Geneva Accords restrictions, the Air Force Butterfly NCOs (and all subsequent volunteers) were scrubbed of their military identity and given a new civilian cover for the duration of their deployment in Laos, a process colorfully referred to as “sheep dipping.” Sitting in the co-pilot’s seat of the spotter aircraft, Butterflies would issue targeting instructions to Thai, Laotian, and later Hmong pilots trained through Project Water Pump. Originally created to teach indigenous and Thai pilots how to conduct Search and Rescue missions from forward bases along the Laotian border with Vietnam, Water Pump was soon expanded to train pilots for combat roles.
The Butterfly program came to an abrupt end in April 1966 when General William Momyer, the 7th Air Force commander, learned that the Butterflies were NCOs, and not jet fighter pilots, per doctrine. The following month, on May 5, 1966, Air Force lieutenants Jim F. Lemon and Truman (“T.R.”) Young, upon returning to Nakhon Phanom Royal Thai Air Force Base after directing air strikes at the Demilitarized Zone separating North and South Vietnam, were presented with an offer they couldn’t refuse by their commanding officer: volunteer for a secret program, and a variety of minor disciplinary breaches including “rat-racing” (unauthorized acrobatics in O-1 Bird Dogs) and furniture broken during an excessive outburst of enthusiasm at a recent party would not appear in their personnel files. The lieutenants volunteered and the Raven program was launched.
The Ravens were part of a new air campaign in Laos begun in 1967 under the code name Palace Dog/Project 404. FACs for the program included pilots trained by Colonel Henry “Heinie” Aderholt following his tour of duty as commander of the 56th Air Commando Wing at Nakhon Phanom. After that deployment he was assigned deputy chief of staff for operations at the Special Air Warfare Center (now Air Force Special Operations Force) at Eglin Air Force Base.
After completion of their training and upon arriving for duty in Vietnam the FACs were informed that after six months they could volunteer for special duty through the Steve Canyon Program. After being successfully vetted and screened, the volunteers were sent to the American embassy at the Laotian capital of Vientiane where they were sheep dipped and assigned.
Mavericks, with an aggressiveness and courage bordering on the foolhardy, and stamina to endure flying twelve or more hours a day under some of the most harrowing combat and weather conditions, the Ravens and their Hmong counterparts the Nokateng (Swooping Bird) fought the war from bases at Vientiane, Luang Prabang, Pakse, Savannakhet, and Long Chieng, flying O-1 Bird Dogs, O-2 Skymasters, modified for combat AT-28 Trojans, Porter Pilatus and other aircraft.
To say that the flights were dangerous is an understatement. Of the 191 who served as Ravens, thirty-one paid for their dedication with their lives.
Major Mike Cavanaugh was a Raven in 1969. He recalled that the intensity of action over Laos caused them to become extraordinarily adept at spotting signs of enemy presence. “One time,” he recalled, “I saw bushes which came to a ninety- degree angle. The clever devil that I am, I know that bushes don’t grow in ninety- degree angles. That’s all I had to go on; I hit it with a set of fighters. I uncovered pallet after pallet of 122 mm rockets. . . . [W]e had secondary explosions for two solid days.”
One Raven’s routine was to do a dawn patrol scouting flight before breakfast,looking for such signs of enemy activity as smoke from cook fires that might indicate an enemy bivouac, or trails where the early morning dew had been brushed away by troop traffic. Upon returning for breakfast, he’d have a checklist of locations to investigate later that morning.
On one flight another Raven, Captain Karl L. Polifka, spotted a suspicious mound in the Plaine des Jarres (Plain of Jars), so named for the thousands of megalithic stone jars scattered throughout it. After alerting the base of his finding, he was informed that Intelligence indicated it was the entrance to a cave storing 500 barrels of fuel. Polifka called in a fighter-bomber who dropped a guided bomb on the mound. The resulting explosion created a fireball 1,000 feet across and was so hot that a passing rain cloud was sucked into its vortex.
While the Ravens participated because they were volunteers, their Hmong counterparts fought because it was their country. Polifka said that the Hmong pilots’ dedication was “unsurpassed by any combat pilot anywhere. . . . They seemed to have no fear, although I do think they had a vision of early mortality.” Raven Darrel Cavanaugh said, “In close, they were damned accurate. They liked to get down there and mix it up with the bad guys.”
The best pilot among the Hmong, and his admirers argued the best combat pilot in Laos regardless of nationality, was Ly Leu (also spelled Lee Lue). A schoolteacher and son-in-law to the charismatic Hmong leader General Vang Po, Captain Ly Leu was the first Hmong to volunteer for Project Water Pump. After completing T-28 training and earning his wings at Udorn Royal Thai Air Force Base, he returned to Laos to wage war against the communists. His motto was “Fly ’til you die”
The Ravens who worked and fought with him loved him. One Raven who observed Ly Leu in action recalled that in strafing runs it was not unusual for him to fly twenty feet above the ground and that his idea of strafing “was to stick a .50 caliber gun in the enemy’s ear and pull the trigger.” From dawn to dusk, Ly Leu flew non-stop, as many as ten missions a day. After returning from a mission, to reduce downtime he’d assist in loading ordnance for the next mission before flying off again. When he landed at dusk he was so tired he had to be lifted out of the cockpit. Ly Leu averaged 120 missions a month and racked up more than 5,000 sorties during his career. On July 12, 1969, the newly promoted Major Ly Leu flew his final mission. Attacking Pathet Lao forces in Moung Soui, northwest of the Plaines des Jarres, he was shot down and killed by enemy anti-aircraft fire. Posthumously promoted by General Vang Po to lieutenant colonel, in gratitude the Americans posthumously awarded Ly Leu the Silver Star.
Though Ravens operated throughout Laos, their major base was at Long Chieng (or Long Tieng). Located southwest of the Plaine des Jarres in Xiangkhouang Province in the north central highlands of Laos, Long Chieng (officially code-named by the Americans Lima Site 30, but usually referred to as Lima Site 20 Alternate, or just “Alternate”) was located in a mountainous valley at an elevation of 3,100 feet. The Hmong are mountain dwellers and General Vang Pao made Long Chieng his headquarters, eventually gathering 30,000 troops into his guerilla army.
At its peak of operations, Long Chieng had a population of more than 40,000, and its airfield conducted about 400 flights a day, making it one of the busiest in the world. Long Chieng gained a reputation of being “the most secret place in the world” because despite its size (it was the second largest city in Laos after the capital, Vientiane, and had the world’s largest Hmong population), it never appeared on any map.
Compared to the air war over Vietnam, the forces available in Laos were negligible—the number of Ravens in Laos at any one time was always small, and General Vang Pao’s air arm often numbered less than a dozen serviceable aircraft. That was a major reason why Hmong pilots flew the high number of missions they did. Even so, they were not alone in the skies. Raven FACs, who also flew a grueling schedule, became expert in calling in Air Force assets when needed, whether it was to aid Hmong ground troops in danger of being overrun or taking out a target of opportunity.
In some cases, the enemy ironically helped the Ravens in their interdiction missions. Polifka recalled that enemy troops had been taught that an AK-47 was capable of shooting down an F-4 Phantom, something that was possible if it was flying a low-flying strafing mission. Cruising at 12,000 feet or more was another matter. But Polifka said the enemy troops didn’t take that difference of distance into account.
He recalled there would be times that he’d be on a Raven mission, flying between 2,500 and 3,000 feet and he’d look down and suddenly see a ridge line light up with muzzle flashes. “[Enemy troops] wouldn’t really be shooting at [me]; they would be shooting at a bunch of F-4s flying somewhere.” With the enemy soldiers having revealed themselves, Ravens would then call in an air strike. He said, “We know of one case where there were three survivors of a five-hundred-man battalion that straggled into a regimental command post.”
By 1969 Raven guided air operations had become so deadly and successful that Vang Pao was able to switch from guerrilla to conventional war and launch an offensive that wrested control of the Plaine des Jarres from the Pathet Lao. Though because of what happened in Vietnam ultimate victory in Laos was not achieved, the record of the Ravens’ accomplishment demonstrated that when the time came, a handful of highly skilled, dedicated, resourceful, and courageous men could accomplish a mission others regarded as impossible.
Fire trucks can’t reach too far past the coast, and plenty of fires break out on ships and oil platforms off American shores. When the fires happen in America’s territorial waters, it often falls to America’s Coast Guard to rescue the survivors and fight the flames.
Here are nine photos of the Coast Guard protecting lives and property by acting as firefighters at sea:
1. The Coast Guard fights fires in their areas of operations. Everything from small boats like this one …
2. …to huge fires like the one that destroyed the Deepwater Horizon.
3. For smaller fires, it’s often enough to pump water onto them, and the Coast Guard is lucky that plenty of salt water is usually available.
4. What’s unlucky is that it will often take Coast Guardsmen time to reach the crisis, and it’s their job to rescue survivors. For instance, they pulled four fishermen and a dog from this ship after it exploded.
U.S. Coast Guard crews rescued four fisherman Thursday after their vessel caught fire and exploded near St. Simons Island Sound. A Coast Guard 45-foot Response Boat—Medium crew from Station Brunswick located and rescued the crew and their dog from the 58-foot fishing vessel Predator. (Photo: U.S. Coast Guard Station Brunswick video)
5. Rescue operations are relatively simple for small vessels, but it takes a lot of planning to be able to rescue people from large ferries, cruise vessels, or industrial ships.
6. Sometimes, the Coast Guard asks for help from nearby, civilian vessels that are commonly known as “good Samaritans.” These vessels assist with rescue, firefighting, and recovery operations.
7. Good Samaritan vehicles can even assist with larger operations, like the extinguishing of this oil platform fire.
Four offshore supply vessels extinguish a fire on an oil production platform fire near Grand Isle, Louisiana, Jan. 5, 2017. There were four people aboard the platform who evacuated into the water and were recovered by the offshore supply vessel Mary Wyatt Milano. There were no reported injuries. (Coast Guard imagery courtesy of Coast Guard Aviation Training Center Mobile)
8. The Coast Guard still maintains oversight and supervises the efforts.
9. When the fire is near other ships or structures, the Coast Guard takes steps to control the burning vessel, preventing it from drifting and catching other vessels on fire.